rishi ram kattel, a report on baglung district

A Report on: Sustainable Vegetable Production and Market

Management in Baglung District, Nepal

Present Assessment and Future Plan

“Reality on the based of the ground”

Submitted to: Chartare Youth Club (CYC)

[email protected] Baglung

Sustainable Soil Management Program (SSMP/ Helvetas)

Submitted by: Mr. Rishi Ram Kattel Resource Person (RP) [email protected] [email protected]

Survey Team: Mr. Rishi Ram Kattel (Team Leader) Mr. Bijaya Neupane (Co- TLRP) Ms. Omkumari Sharma (CYC) Ms. Pabi Bhandari(CYC) Ms. Khem Kumari G. C. (CYC) Mr. Sachhin Shrestha (CYC)

December 2006

mailto:[email protected]



Acknowledgement The survey team wants to extend sincere gratitude to all persons who contributed to this reporting basic information in many different ways: by sharing their experience, thoughts and opinion about the SSM- Vegetable production and marketing, and contributing time, advice and hospitality. This tries to cover the existing situation and experience of sustainable vegetable production and market management longitivity at Hatiya, Narethati and Dagathungdada VDCs of Baglung District, where farmers have stated semi- commercial fresh vegetable production in different season since one year. It is the glance of present reality and future comprehensive package for finding the path of sustainability through participatory Impact Monitoring and Situation Analysis, where farmers are facing much problems and opportunities strength due to full knowledge of technical vegetable production on comparative based and marketing information in time. FIRST, I want to acknowledge the hard work that is being done by the multitude of active community farmer groups under the SSMP/ CYC Program and their respective leaders, mostly ordinary village women of different caste and ethnic background. Their strive for improvements in the quality of life and agriculture promotion at the village level through active participation and mutual understanding in joint social action and efforts deserves my greatest respect. Next, my particular thanks go to all SSMP/CYC join venture staffs Ms. Omkumari Sharma and Pabi Bhandari, who excellently prepared the surveying/ data collection process and also arranged our visits on the field sites. Their dedication, input and willingness to share about critical issues were extremely valuable. I am an also grateful thanks to express Mr. Chandi Sharma (CYC, Baglung, Chairperson) for his coordination, valuable suggestion and guideline and Fine Company for the data collection and ideas sharing. Mr. Bijaya Neupane (Co-TLRP), whose role in surveying and helping in analysis process were valuable as Resource Person and fine company for the surveying and data collection during field visits. His observation during the field visits was extremely valuable sources of information and demons treaded his intimate knowledge of the target mission. Thanks go fur all the surveying teams (Mr. Sachhin Shrestha, Ms. Khema G. C. and other colleagues), who directly and indirectly involved in surveying and data collection. Last not least, my thanks go to all vegetable growers, retailers and hotel in Hatiya, Narethati and Dagathungdada VDC, Baglung for providing and sharing valuable information in time. Last, I believed that this report should help for preparation the better vegetable production and marketing linkage, coordination by creating mutual understanding between traders and producers and eventually active the goal of strengthening and managing better fresh vegetable production and marketing system in target areas. Pokhara, January 2007.

Mr. Rishi Ram Kattel and his colleagues. [email protected], [email protected]



Marketing Study Report, Baglung District, [email protected] II

Table of Contents:

N. Contents Page Acknowledgement I Contents II-III List of Table IV List of Figure V 1 INTRODUCTION 1-3 1.1 Background 1 1.2 Rationale of the Study 1-2 1.3 Objectives 2 1.4 Limitation of the Survey 3 2 REVIEW OF LITERATURE 4-7 2.1 Some Terminologies 4 2.2 Some Review on Relevant Issues 5-7 3 RESEARCH METHODOLOGY 8-9 3.1 Location of the Study 8 3.2 Samples and Sampling Design 8 3.3 Source of Data Collection Method 9 3.4 Data Processing and Analysis 9 4 RESULTS AND DISCUSSIONS 10-27 4.1 Site from Vegetable Production and Marketing 10 4.1.1 Total Vegetable Production /Supply in Survey Areas 10 4.1.2 Total Vegetable Demanded from Local Market (Hatiya, Narethati &

Dagathungdad Bazaars) 14

4.1.3 Comparative analysis of vegetable demand and supply in Baglung Bazaar port) and its periphery (Kattel, 2005. Survey Re

18

4.1.4 Vegetable Production Situation Analysis 19 4.1.4.1 Production Season of Vegetable in Survey Areas 19 4.1.4.2 Production Constraint of Vegetable in Farmers Level 19 4.1.4.3 Seasonal & Offseason Main Vegetable Verities introduction in Farms 20 4.1.4.4

table Production and Market Management sion

PARTICIPATORY IMPACT MONITORING (PIM) & Situation Analysis of Sustainable Vege

21

through Groups Discus4.1.5 Market Site of Vegetable 24 4.1.5.1 Marketing Channel of Vegetable Survey Areas 24 4.1.5.2 Vegetable Market Route in Different Traders Level 25

Marketing Study Report, Baglung District, [email protected] III

4.1.5.3 Price and Market Margin of Major Vegetable 26 4.1.5.4 Limitation of Vegetable in Retailers and Hotels (View 26 Marketing

collection) 4.1.5.5 rio) Marketing Function of Vegetable (In grading and Packaging scena 26 4.2 Socio- Economic Aspect of Vegetable Production and Marketing 27 4.2.1 Land Holding and Vegetable Production Areas 27 4.2.2 Gender Issue 27 4.2.3 ncrement Aspect After Initiation of Vegetable production 27 Women Load I

and Marketing 4.2.4 esticide Application Practices in Survey Areas for Vegetable

Production 27 Different P

5 CONCLUSIONS AND RECOMMENDATIONS 2 28-35.1 Conclusions 28 5.2 Recommendations and Action Plan 29 Vegetable Production and market Management Sustainable Model 30 Break Even Point 31 Program “sustainable Model” 32 6 REFERENCES CITES 33 ANNEXES 34-35 Annex I: Name of Vegetable Producers, Address, Group and Land Holding 34 Annex II: Name of Vegetable Retailer in Selected Survey Areas. 35 Annex II: Name of Hotels/ Proponent in Selected Survey Areas. 35

Marketing Study Report, Baglung District, [email protected] IV

List of Table

Table No. Contents Page

Table 1 tion (in Kg) in Hatiya and 10 Total Annual Vegetable ProducNarethati VDCs, Baglung

Table 2 Total Vegetable Production Supply in Dagathungdada VDC, Baglung

10

Table 3 otal Annual Vegetable Production and Market Supply in 11 THatiya, Narethati and Dagathungdada VDCs, Baglung.

Table 4 otal Annual Vegetable Demanded by Retailers in Hatiya & 14 TNarethati Bazaars.

Table 5 Total Annual Vegetable Demanded by Hotels in Hatiya Bazaar.

14

Table 6 otal Annual Vegetable Demanded by Retailers & Hotels in 15 THatiya & Narethati Bazaar.

Table 7 otal Annual Vegetable Demanded by Retailers & Hotels in 15 TDagathungdada, Kharbang Bazaar

Table 8 otal Annual Vegetable Demanded by Retailers & Hotels in 15 THatiya, Narethati & Dagathungdada, Kharbang Bazaars.

Table 9 Total Annual Vegetable Demanded by different traders and upply by Commercial Farmers in Baglung. 2004-2005 (Kattel,

2005. From survey report).

18 S

Marketing Study Report, Baglung District, [email protected] V

Figure

List of

Figure No.

Contents Page

Figure 1&2 from Hatiya, 12-13 Total Vegetable Production Supply in different monthsNarethati & Dagathungdada VDCs, Baglung District.

Figure 3 Total Different Vegetable Annually Supply from Farm Level.

13

Figure 4 hotels in Hatiya, 16 Total annual vegetable demanded from retailers and Narethati and Dagathungdada Bazaars.

Figure 5 Total annual vegetable demand and supply in Hatiya and Narethati.

16

Figure 6 table demand by traders and supply by farmers in 17 Total annual vegeDagathungdada.

Figure 7 om Traders & Farmers in 17 Total Annual Vegetable Demand and Supply frHatiya, Narethati and Dagathungdada VDCs.

Figure 8 d and Supply by Traders and Farmers in 18 Total Annual Tomato DemanHatiya and Narethati VDCs.

Figure 9 Total Annua ble Demanded and Supply in Baglung (Kattel, 2005)] l Vegeta 19

Figure 10 ge of vegetable from farmers to different local

24 Marketing Channel of Vegetable in Hatiya, Narethati & Dagathungdad DCs. (Selling PercentaV

traders and consumers)

Figure n 25 11

Demand of Vegetable from different traders (Retailers and Hotels) iHatiya, Narethati & Dagathungdada, Kharbang Bazars, Baglung.

Figure 12

Better Marketing Strategy and Action Plan of Vegetable for SurveAreas.

y 30

Figure n and Cost benefit analysis in farmers’

31 13

INPUT…. PROCESS…. RESULT OUTCOMES…IMPACTS of Sustainable Vegetable Productiosite.

Figure 4

Program “sustainable Model”. 32 1

INTRODUCTION 1.1 Background: As population and income of population has been increasing, the potential for growing vegetable crops particularly for urban market have also been expanding. In order to serve these expanding markets, we need to develop market- oriented production system approach in these days. Marketing does not automatically adjust itself to increased production of vegetable. It needs to be developed and planned to give benefits to producers and consumers from the increased level of production. Since long time back vegetable production and marketing has an indispensable part as an important agriculture practices in both rural- urban linkage areas for contributing poverty reduction and promotion of Income Generation Activities (IGAs). Arguments regarding organic and modern vegetable production and marketing were begun in Nepal in the 2020s BS at farmer’s level. At that time old aged farmers had the same view as in of the elite organic agriculturist of today. However with the increasing wish of the younger farmers, chemical fertilizers were introduced to the field. Vogues of chemical pesticides were accelerated during 2040s with the introduction of Metacid, a contact pesticide. Most organic products from the developing countries including Nepal are exported, mainly to the European Union, the United States and Japan, while in developing countries domestic markets for organic products are usually underdeveloped. This is due to a combination of factors like low –income levels, a general perception that most agricultural produce is organic, low level of organization of organic movements in the most developing countries like Nepal, and a lack of information and awareness. A few efforts of the private sector to establish organic market exist e.g. southern Brazil where local farmers markets are very well developed. In addition, certain section of the society including the diplomats, tourists and affluent class, who were aware of the harmful efforts of pesticides residues, had demand for produce free of such efforts. Thus there was scope of creating domestic market as well as exploring the world market “ Organic produce” has been identified, as potential export crop after Nepal become a member of World Trade Organization (Panta, 2061). Increasing attention is being given to market led agricultural development in recent years to attain the critical needs of increased income and employment for the growing labor force. Vegetables are major component of agriculture for uplifting farmers` income, but lack of proper marketing information and seasonality of productions market margin/Price Spread is high. Due to seasonal in nature, production is high during main season and the price is less at this time. Beside, knowledge of there production/marketing related issues are essential. Cost of vegetable production considering seasons/ varieties, cost of marketing, market margins, post-harvest losses are essential element to understand the system and to support the decision making process.

1.2 Rationale of the Study: In the present situation, study on the prevalence of economic analysis of organic and inorganic tomato production and marketing is lacking which is hindering in building a rigid Sustainable Vegetable promotion and marketing strengthening programmed. Lack of complete data of all for comparative analysis and economically feasible methods of vegetable

2Marketing Study Report, Baglung District, [email protected] 2

farming system during season and offseason in study areas. Although these dilemmas persist in fresh vegetable, public awareness and a thorough knowledge regarding organic production and market promotion and human beings could be the current approach to promote local fresh vegetable as felt by the farmers, agriculturist and other workers. I would like to present a concept of producing the vegetable by utilization of organic matter, local resources and farming so that cost of fresh vegetable may be reduced through optimum utilization local resources and develop export led policy to the long run market horizons to the organic vegetable. This topic is equally important from the viewpoint of accession of Nepal to WTO, which demands quality food articles for competition in the market. Basically this research will account the comparison of production cost, market potentiality and present production and market scenario of fresh vegetable. Besides, this study likes to look in the comparative analysis of these two methods of farming in terms of health, sanitation, and environmental hazards especially for production of local fresh vegetable.

1 Accurate statistics data of vegetable supply and marketing demand in local level is not available in study areas.

2 Farmers have little knowledge of market- oriented vegetable production information, cost- benefit analysis and marketing channel and function and other technical issues like grading, packaging and price fixing.

3 Lack of strange mutual coordination among farmer-to-farmer, farmers to traders and consumers for demanding and consuming local fresh vegetable.

4 Lack of any local level institution for promotion sustainable cum commercial (longitivity) promotion and market management in study areas.

1.3 Objectives:

1 To find out the actual annual vegetable market supply, price of product, season of production and constraints of vegetable production in study areas.

2 To find out actual vegetable demanded by traders and hotels and market deficit, constraints of vegetable marketing in study areas of Narethati, Hatiya and Dagathungdada Bazaar.

3 To observe and identify market channel, marketing system, market function and marketing policy in study areas.

4 To analysis vegetable production and marketing’s different issues like socio-economical, cultural, gender and political situation in grass root level and identify group level SWOT in production and marketing.

5 To prepare and recommend strategic planning and future action plan for better vegetable production and marketing through local level initiative by decentralization and dispersion approaches.

1.4 Limits of the Survey:


This study report shows the sustainable vegetable production and marketing in three VDCs of Baglung District. Very little secondary information was available relevant to this study. This is perhaps because these had not been much study on this issue in the past in Nepal. Some others limitations are:

1 Limited time, 2 Risk and uncertainty in socio-technical survey. 3 Lack of adequate information from producers and traders site of vegetable

production and marketing. (The study team were not fund expected data of commercial vegetable production and marketing due to initial stage of fresh vegetable production in survey areas)

4 Lack of annually data based marketing supply of fresh vegetable records book in farmers level.

5 Very scatter and remote areas of the study sites.


2 REVIEW OF LITERATURE 2.1 Some Terminologies: Market: According to HMG/N (1999), Market covers selling and buying areas, product consumption areas, and state of competition and price. Marketing: “Marketing as the performance of all business activities involved in the flow of products and services from the point of initial agricultural production until they are in the hands of consumers”(Kohls and Uhl, 1985). Though, marketing may be brought of as the connecting link-the bridge- between specialized producers and consumers. Agriculture Marketing: Agriculture marketing comprises of all the activities from production to consumption such as harvesting, grading, packaging, storing, price fixation, selling and buying. It also covers marketing cost, organizational structure, rules and regulation, market competition. (HMG/N, 1999) Agricultural Marketing System: In marketing system, producer farmers, traders, transporters, wholesalers, retailers, consumers are the main actors involved in carryout different activities. (HMG/N, 1999) Marketing Channel: Marketing channel refers to an inter-organizational system made up of a set of interdependent institutions and agencies involved in the task of moving products from their point of production to the point of consumption. (Piadozo, 1987) A marketing Channel performs the work of moving goods from producers to consumers. Marketing Information: Marketing information covers every thing that is related to market. However three major types of information on price, acreage planted and marketed surplus of agricultural commodities. (FAO, 1998) Agricultural Marketing Information System (AMIS) may be defined as the methods and procedures in which information is desired forms is made available to different target groups on time to assist them to take appropriate decisions at the appropriate time. These information aid farmers, traders, I/N/GOs, and consumers to reform their activities effectively and leading to proper allocation of resources through increasing competition in the markets. The objective of the market information service is to facilitate the decision-making by farmers, traders, consumers and government policy makers and planners. Marketing System: HMG/Winrock International (1993) reported that, traders have a good and well established market intelligence system but farmers have no access to this information. When supply declines, farm prices do not increase, whereas an increase in supply leads to an immediate downward movement in prices. Nepal Government has given more emphasis in retailer price collection whereas one can observe absence of priority given to producer’s prices or prices received by farmers (HMG/N, 1998)

2.2 Some Review on Relevant Issues In the past decades, Green Revolution has brought some significant changes in the

world’s food production systems. With the use of modern science and technology, Green Revolution has contributed a lot in those initial periods. Food production and productivity


has increased, income from agriculture has risen and employment opportunities have been diversified in the both developed and developing countries. However, the green revolution has also brought several limitations. It has had less impact on resources poor farmers, caused natural resource degradation and created several environmental problems. It has shown localized impact (only on high resource use areas) and has shown of diminishing returns. This has helped to widen the gap between rich and poor and has greatly contributed to food insecure for most of the poor, although the statistic has shown the food security status of many developing countries has increased over all.

In the recent years, the increasing trend of using arable lands as ghaderi (for housing) has affected the total cultivated areas, mostly the cereal crops increasing rice. With government’s intervention in inputs supply and higher demand of vegetables in the market, there has been increasing trend of shifting from traditional subsistence farming to more commercial farming and switching towards high value crops such as off season vegetable and potatoes. Many commercial vegetable pockets have developed so far. The area under cereal crops thus has been decreasing while the area under vegetable cultivation and potato is increasing.

In recent years, competition with southern Europe (especially Spain) has become intense, resulting in a serious crisis in the greenhouse tomato production sector in Belgium. This paper evaluates different strategies that Belgian growers can adopt in order to improve their competitive position. Three basic strategies for acquiring competitive advantage are considered: a cost advantage strategy, a differentiation strategy and a focus strategy. An analysis of farm accounting data shows that the success of Belgian greenhouse tomato production during the 1980s was determined by an important increase in production per superscripts, resulting in decreasing costs per kg of tomatoes. However in the future the effect of further increases in productivity will become less important. As a consequence, particular emphasis must be placed on quality and differentiation strategies. This implies the setting up of integrated quality management systems (Taragola and Van-Lierde, 2000.) Nowadays, large volumes of tomato are supplied during the winter season. But production decisions have not been sustainable with data on market situation, leading to over- population followed by physical and economical losses. A year of higher supply (and low prices) generally is followed by a year of lower supply (and higher prices). This situation can be resolved with adequate technical assistance incorporating marketing activities aiming at market-oriented production. For this, prices information alone is not sufficient. The sensitivity of prices to volumes should be used to orientate to work out how much to supply to the daily (or weekly with certain produce). This orientation, putting together demand, production forecasts and price information is the way to lead a consistent market transparency (Wener, 1998).

Off-season fresh tomato is one of the important cash generating vegetable crops for small farmers of the hills and Terai. The cultivars of normal season are available for the producing fresh tomato from December to May. However, variety suitable for June to November production is lacking both for Terai and Hill regions. The major constraints of production during this period are heavy rain and temperature (NARC, 1999)


http://libnts.avrdc.org.tw/scripts/minisa.dll/65/B210/Van-Lierde,+D./VAVLIB_SUM_REPORT?KEYSEARCH


Mathema (1998) reported that in case of vegetable farmers they need current information on daily price movement in various markets, trend of market arrivals by major sources as compared to the government policy markets who need historical market information in the monthly or quarterly basis for price or establishment measures.

The study of “Commercial Vegetable Production and Marketing in Sindhupalchowk

District”- Present Reality and Future Strategies, showed that at present vegetable marketing participants were confronted with problems of adequacy, relevancy, and effectiveness of marketing information. It showed average vegetable production in different sampling areas was deferred. In Sindhupalchowk district average each vegetable production was 7.7 quintals (variation from 6.97 to 9.27 quintals). The total production from selected areas excluding DADO pocket areas was 2438.59 Mt annually from producer level but solely 2266.75 Mt demanded by retailers and 331.2 Mt demanded from hotels. So that solely Sindhupalchowk district farmers produced vegetable were not supply in retailers and hotels of their near market nodes. Thought, farmers selected good wholesalers for supply their products in Banepa, Kunta (Kavre district) and Dolalghat, where 20437.85 Mt vegetables demanded annually. Total vegetable demanded from trade level was 23035.8 Mt. Thus, producers should be selected different market nodes of vegetable form reliable price margin along with no risk and uncertainty by gaining full knowledge of vegetable marketing system in different market nodes. Survey study showed that the average cost of each vegetable crop production was Rs. 1735.5 per Ropani in Sindhupalchowk district, among with cost of production was higher in case of Potato and Hot Chily due to requirement of heavy labor force and high cost of seed Minikit in market. Marketing system of vegetable in Sindhupalchowk showed very poor, farmers have only few knowledge about vegetable marketing channel, market information, different market nodes and production of market demanded led vegetable. Vegetable producers, wholesalers, retailers and few middlemen were involved in marketing channel in marketing channel of vegetable. Farmers gated low price per unit product in season due to competition between different key stakeholders and producers. In Sindhupalchowk district, all wholesalers were bought vegetable only from farmers (100%) but retailers and middlemen brought vegetable 23% and 33.80% respectively from producers directly. Vegetable Market Margin was very high in Sindhupalchowk, among differences vegetable; perishables vegetable like sweet chilly, tomato and cauliflower have high market margin than other. Farmers have no full knowledge about vegetable marketing functions, 69.33% farmers have no knowledge about vegetable size grading and other marketing function. In case of socio-m economic aspects, farmer has 24.06 Ropani cultivated land but thy produced vegetable only 4.77 Ropani. This study also showed that, solely 5.13% of women participated in vegetable marketing and income sharing activities in Sindhupalchowk district. For effective vegetable marketing ;organic production, production calendar in pocket package based areas, establishment of collection center, production and supply of vegetable through participatory approaches in farmers level and different vegetable production and marketing committee should be formulated for promoting local as well as regional vegetable market nodes. (Kattel, 2004)


Commercial Vegetable Production and Market Management in Baglung District, September 2005: The total annual vegetable production supply was 13905.12 Qt in each year from 294 commercial vegetable producers. Average vegetable supply in market from framer was 1.85 Qt. annually in where total vegetable production and supply in market is high in Ashad, which is 2038.32 Qt. And low amount of vegetable supply in market from farm level was 517.55 Qt. High amount of vegetable production and supply in Baglung district from farmer is Tomato, Cauliflower and Cabbage respectively. (From Binhu, Tityang, Malika, Bhakunde VDCs and Baglung Munivipality-5 & 10 as well as Phoshre). Total Vegetable demanded by wholesalers, retailers and hotels of Baglung Bazaar was 27788.20 Qt annually. About 49.97% vegetable was supplied from outside like Pokhara, Chitwan, Dhading and Kathmandu in Baglung Bazar. So, farmers have high opportunities for commercial vegetable production and supply in local market nodes by applying production calendar and regular supply of vegetable in market. (Kattel, 2005)


3 RESEARCH METHODOLOGY

3.1 Location of the Study: The study was carried out in the three VDCs of Baglung district where farmers are involved in Sustainable and Semi-commercial vegetable production since one year in direct supervision of CYC, Baglung focusing Sustainable Soil Management Program (SSM-P). The study was carried out in Hatiya, Narethati and Dagathungdada VDCs of Baglung, where 200 farmers are jointed in 10 groups. Out of total 125 farmers stated semi-commercial market supply vegetable production by utilizing niche based potentiality and comparative advantage of vegetable pocket production. Vegetable marketing survey also was carried out in Hatiya, Narethati Bazaar and Dagathungdada Kharbang Bazaar from local level Retailers and Hotels. 3.2 Sample and Sampling Design: The sample selected in the study areas was categorized of the vegetable growers from Purposive Random Sampling from 125 semi- commercial sustainable vegetable growers in 10 groups in different location. Vegetable Producers/ Farmers Level: In Hatiya and Narethati VDCs, out of total 140 farmers in 7 groups 100 farmers are actively initiated sustainable market supply vegetable production and other are just start to grown vegetable just for domestic need. So, out of 100 vegetable producers, 25 farmers were selected randomly for questionnaire survey and 4 groups members were actively participated in Participatory Impact Monitoring (PIM) and Situation Analysis through group discussion and SWOT analysis. In Dagathungdada VDC, out of total 60 farmers in 3 groups 25 farmers are actively initiated sustainable vegetable production and within total 50 farmers are grown Ginger Cash Crop semi-commercially. So out of 60 vegetable producers, 11 farmers were selected randomly for questionnaire survey and 3 group members were involved actively in PIM & Situation Analysis through group discussion and SWOT analysis. So, in out of total 125 vegetable growers, total 36 farmers (28.8%) were involved in questionnaire survey and 7 groups in PIM. Market Level (Retailers and Hotels): Hatiya and Narethati Bazaars: 14 retailers were found for vegetable selling, out of them 4 vegetable retailers sample were selected randomly. Purposively 13 regular basic hotels were found in Hatiya, out of them 5 samples (Hotels) were selected randomly for data collection and surveying. Dagathungdada, Kharbang Bazaar: 4 retailers were regularly supply the vegetable to the consumers, 100% (4 samples) were selected in data collection. 7 hotels were found, out of them 3 samples were selected purposive randomly.


So, In Hatiya, Narethati and Kharbang Bazaars, 18 vegetable retailers and 20commercial Hotels were found, out of them 8 retailers and 8 hotels were selected in surveying and data collection.

Areas Total Vegetable Growers

Sample Size

Hatiya VDC 95 (in 5 Groups) 23 Narethati VDC 5 (in 2 Groups) 2

Sustainable Vegetable Producing Farmers

Dagathungdada VDC

25-50 (in 3 Groups) 11

Total 125-150 36

Areas Total Retailers Sample Size Hatiya and Narethati Bazaars

14 4 Vegetable Retailers

Dagathungdada, Kharbang Bazaar

4 4

Total 18 8

Areas Total no. of Hotels Sample Size Hatiya and Narethati Bazaars

13 5 Hotels

Dagathungdada, Kharbang Bazaar

7 3

Total 20 8 3.3 Source of Data Collection Method: At processes in this study was participatory approach. In the study, primary data were used and some secondary data were included from different references. The primary sources of data were sustainable vegetable grower farmers, retailers and hotels. Primary information were gathering through following techniques and approaches: 1 Personal Interview through Questionnaire technique. 2 Participatory Impact Monitoring (PIM) and Situation Analysis

• Group Discussion on; Strength, Weakness, Opportunities and Threats (SWOT) analysis in vegetable production and market management issues.

• Micro- Analysis in Socio-economical, Gender, Cultural and Political Issues on vegetable production, marketing and group unity approaches.

3.4 Data Processing and Analysis: After collection of the data, different statistical tools were used for the data processing and analysis:

• Purposive Sample Analysis (PSA) • Computer tools like Ms-Word, Excel, and Systematic Sampling Data Analysis

(SSDA) and SPSS.


3 RESULTS AND DISCUSSION 4.1 Site from Vegetable Production and Marketing: 4.1.1 Total Vegetable Production /Supply in Survey Areas

Table 1: Total Annual Vegetable Production (in Kg) in Hatiya and Narethati VDCs, Baglung Months of Vegetable Production in Hatiya and Narethati VDCs (in Kg)

Vegetable Baishakh Jestha Ashad Shrawan Bhadra Ashwin Kartik Mangshir Paush Magh Falgun Chaitra Total

Tomato 247 1392 988 2123 2406 2470 2492 575 892 595 157.5 238.3 14576Cauliflower 660 460 40 80 300 3700 5376 1532 240 880 840 14108Cabbage 1760 1000 280 200 360 1760 2880 1580 1080 880 800 12580Radish 140 1020 2220 1220 220 1260 1120 940 480 440 80 9140Potato 700 1600 1460 2920 6600 2000 9520 4360 29160Bean 460 1480 600 300 40 68 744 376 4068Onion 240 5020 4184 20 80 9544Garlic 80 480 120 40 720Ginger 128 600 40 768Bitter gourd 40 320 960 672 448 240 200 2880Sponge 400 600 120 1120Brinjal 160 120 280 Cucumber 600 360 460 252 460 200 40 2,372 BLM 80 180 480 600 480 1820Pea 400 400Hot chilli 100 150 75 40 100 95 80 640Daniya 24 24 24 28 28 88 88 80 80 464Carrot 50 148 520 20 20 20 20 798Taula 160 120 1000 1200 800 3280

Total 5079 13576 12126 5550 3802 4476 11112 15142 12204 5415 13098 7138 108718 Table 2: Total Vegetable production supply in Dagathungdada VDC, Baglung

Months of Vegetable Production (in Kg) in Dagathungdada VDC. Vegetable Baishakh Jestha Ashad Shrawan Bhadra Ashwin Kartik Mangshir Paush Magh Falgun Chaitra Total Tomato 200 600 120 920Cauli 120 120 240Cabba 120 360 480Radish 320 120 360 40 120 960Potato 80 1600 860 1200 3740Bean 280 280Onion 100 200 100 400Garlic 440 12 8 120 580Ginger 2850 1200 1122 5172Sponge 200 200 400Cucumber 40 40 BLM 80 80 120 160 440Pea 240 240Hot chilli 40 40 220 240 220 220 48 12 8 8 1056Carrot 200 200

Total 1020 480 1640 40 1100 840 992 3958 1408 1134 868 1668 15148


In Hatiya and Narethati VDCs, total vegetable supply in market from farmers is 108718 kg (1087.18 Qt.) annually. High production of vegetable is Potato, Tomato, Cauliflower and Cabbage respectively. Mangshir, Jestha, Falgun, Paush and Ashad are the high vegetable production and market supply months in these areas. In Dagathundada VDC, total annual vegetable production and market supply by farmers is only 15148 Kg (151.48 Qt.) and maximum vegetable supply months are Mangshir, Ashad and Poush. High amount of vegetable production are Ginger, Potato and Hot Chilli respectively Note: Qt. = Quintal, 1 Qt. = 100 Kg) Table 3: Total Annual Vegetable Production and Market Supply in Hatiya, Narethati and

Dagathungdada VDCs, Baglung. Months of vegetable production( in Kg) in Hatiya and Narethati and Dagatungdada

Vegetable Baishakh Jestha Ashad Shrawan Bhadra Ashwin Kartik Mangshir Paush Magh Falgun Chaitra Total

Tomato 447 1392 988 2123 3006 2470 2492 575 892 595 157.5 358.33 15496Cauli 660 460 40 80 300 3820 5376 1652 240 880 840 14348Cabbage 1760 1000 280 200 360 1880 3240 1580 1080 880 800 13060Radish 140 1020 2220 1220 540 1380 1480 980 480 440 200 10100Potato 700 1680 3060 2920 6600 2000 10380 5560 32900Bean 460 1480 600 300 40 68 1024 376 4348Onion 340 5220 4184 20 80 100 9944Garlic 520 480 120 12 48 120 1300Ginger 128 3450 1240 1122 5940Bitter Gu 40 320 960 672 448 240 200 2880Sponge 400 600 320 200 1520Brinjal 160 120 280 Cucumber 640 360 460 252 460 200 40 2,412 BLM 80 260 560 720 640 2260Pea 240 400 640Hot chilli 100 190 115 260 240 320 315 128 12 8 8 1696Daniya 24 24 24 28 28 88 88 80 80 464Carrot 200 50 148 520 20 20 20 20 998Taula 160 120 1000 1200 800 3280

Total 6099 14056 13766 5590 4902 5316 12104 19100 13612 6549 13966 8806.3 123866 In the selected survey areas` of Hatiya, Narethati and Dagathungdada VDCs, Baglung, total vegetable production market supply in local market nodes is 123866 Kg (1238.66 Qt.) annually by the total 125 vegetable growers. In where total vegetable supply in market is high during Mangshir, Jestha, Falgun and Ashad respectively and low vwgetable supply in market by local farmer in Bhadra, Ashwin and Sharwan respectively. High amount of vegetable annually supply in market by local farmers are Potato, Tomato, Cauliflower and Cabbage respectively. But Hot Chilli is very little production in these areas in all month of year. So Cot Chilli production incensement potentiality in these areas at future and local market supply.


Total Vegetable Production Supply from Hatiya, Narethati & Dagathungdada VDCs, Baglung.

050

100150200250300350400450500550600650700750800850900950

10001050110011501200125013001350

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Jesth

a

Ashad

Shrawan

Bhadra

Ashwin

Kartik

Mangs

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Paush

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Falgun

Chaitra Tota

l

Month of Vegetable Supply by Farmers in Markets.

Qua

ntity

of V

eget

able

Sup

ply

in Q

uint

al (1

Qt.=

100

Kg.

)

Total Vegetable Production Supplyin Hatiya & Narethati VDCs.

Total Vegetable Production Supplyin Dagathungdada VDC.

Total Vegetable Supply in Hatiya,Narethati & Dagathungdada VDCs.

Figure 1:


Total Vegetable Production in three VDCs

050

100150200250300350400450500550600650700750800850900950

10001050110011501200125013001350

Baisha

kh

Jesth

aAsh

ad

Shrawan

Bhadra

Ashwin

Kartik

Mangs

hiPau

shMag

h

Falgun

Chaitra Tota

l

Month of production supply

Qua

ntity

of p

rodu

ctio

n su

pply

in Q

uint

al.

Vegetable ProductionSupply from Hatiya &Narethati VDCs.

Vegetable ProductionSupply in DagathungdadaVDC.

Total Vegetable Supplyfrom three VDC in differentmonths.

Figure 2: Figure 1 & 2: Total Vegetable Production Supply in different months from Hatiya, Narethati & Dagathungdada VDCs, Baglung District.

Total Annual Vegetable Supply from Farm Level ( Hatiya, Narethati & Dagathungdada VDCs, Baglung).

050

100150200250300350

Tomato

Caulifl

ower

Cabba

ge

Radish

Potato

Bean

Onion

Garlic

Ginger

Bitter g

ourd

Spong

e gou

Brinjal

Cucum

ber

BLM Pea

Hot ch

illi

Daniya

Carrot

Taula

Types of Vegetable.

Ann

ual Q

untit

y Su

pply

in

Qui

ntal

.

Type of vegetable and its totalannual supply from farmers

Figure 3: Total Different Vegetable Annually Supply from Farm Level.


4.1.2 Total Vegetable Demanded from Local Market (Hatiya, Narethati & Dagathungdad Bazaars)

Table 4: Total Annual Vegetable Demanded by Retailers in Hatiya & Narethati Bazaars.

Months of vegetable demanded (in Kg) from Retailers in Hatiya and Narethati Vegetable Baishakh Jestha Ashad ShrawanBhadraAshwinKartikMangshir Paush Magh FalgunChaitra Total Tomato 2200 2000 1200 1300 2000 2300 2200 2300 2000 1500 1500 1500 22000Cauliflower 1313 1313 1000 100 1000 3000 3000 4000 2000 1500 1000 1000 20226Cabbage 750 1000 1500 2500 2000 1500 2000 2000 13250Radish 445 210 210 420 420 500 700 2905Potato 3300 2500 2000 3133 1333 2000 2000 4000 4000 5000 3000 3000 35266Bean 1050 1050 1050 1050 4200Onion 300 300 450 450 450 350 200 200 200 200 200 200 3500Garlic 150 200 200 150 300 300 150 450 150 100 100 150 2400Ginger 215 215 283 200 200 210 200 400 100 100 100 100 2323Hot chilli 300 300 250 250 300 250 300 300 300 300 150 150 3150

Total 8973 8088 6643 6633 6633 9410 9970 14570 11250 10200 8050 8800 109220

Table 5: Total Annual Vegetable Demanded by Hotels in Hatiya Bazaar. Months of vegetable demanded( in Kg) from Hotels(Hatiya)

Vegetable Baishakh Jestha Ashad Shrawan Bhadra AshwinKartikMangshir Paush Magh FalgunChaitra Total Tomato 810 810 800 600 600 810 810 700 600 800 710 710 8760Cauliflower 250 250 250 350 600 600 350 250 250 200 3350Cabbage 900 950 600 500 400 500 1000 800 600 600 600 7450Radish 250 360 360 360 200 360 360 360 360 360 360 250 3940Potato 600 600 600 600 600 600 600 600 600 600 600 600 7200Bean 360 360 360 200 200 360 300 360 200 200 250 250 3400Onion 600 600 600 600 800 800 600 600 600 600 600 400 7400Garlic 100 100 100 100 100 100 100 100 100 100 100 100 1200Bitter gourd 100 100 200 200 100 100 200 300 300 1600Sponge 300 300 300 900Brinjal 300 300 350 350 1,300 Cucumber 600 400 400 400 300 200 250 250 2,800 BLM 100 150 300 500 200 1250Hot chilli 120 120 120 120 120 120 120 120 100 100 120 120 1400Daniya 60 60 60 60 70 70 60 60 60 60 70 70 760Carrot 150 200 200 200 750 5050 5010 4600 4190 4090 4770 4450 4700 3770 4070 4560 4200 53460



Table 6: Total Annual Vegetable Demanded by Retailers & Hotels in Hatiya & Narethati Bazaar. Months of vegetable demanded( in Quintal) from Hotel and retailer in Hatiya Neratati

Vegetable Baishakh Jestha Ashad Shrawan Bhadra AshwinKartikMangshir Paush Magh FalgunChaitra Total Tomato 30.1 28.1 20 19 26 31.1 30.1 30 26 23 22.1 22.1 307.6Cauliflower 15.63 15.63 10 1 12.5 33.5 36 46 23.5 17.5 12.5 12 235.76Cabbage 16.5 9.5 6 5 14 20 35 28 21 26 26 207Radish 6.95 5.7 5.7 3.6 2 3.6 7.8 7.8 8.6 3.6 3.6 9.5 68.45Potato 39 31 26 37.33 19.33 26 26 46 46 56 36 36 424.66Bean 3.6 14.1 14.1 12.5 12.5 3.6 3 3.6 2 2 2.5 2.5 76Onion 9 9 10.5 10.5 12.5 11.5 8 8 8 8 8 6 109Garlic 2.5 3 3 2.5 4 4 2.5 5.5 2.5 2 2 2.5 36Ginger 2.15 2.15 2.83 2 2 2.1 2 4 1 1 1 1 23.23BLM/dani 1 1.5 3 5 2 12.5Hot chilli 4.2 4.2 3.7 3.7 4.2 3.7 4.2 4.2 4 4 2.7 2.7 45.5Carrot 1.5 2 2 2 7.5Bitter 1 1 2 2 1 1 2 3 3 16Sponge 3 3 3 9Bringle 3 3 3.5 3.5 13Cucumber 6 4 4 4 3 2 2.5 2.5 28Dhaniya 0.6 0.6 0.6 0.6 0.7 0.7 0.6 0.6 0.6 0.6 0.7 0.7 7.6 140.2 131 112.4 108.2 107.2 141.8 144.2 192.7 150.2142.7 126.1 130 1626.8

Table 7: Total Annual Vegetable Demanded by Retailers & Hotels in Dagathungdada, Kharbang Bazaar.

Months of vegetable demanded( in Kg) from Retailers and Hotel(Dagatungdada ) Vegetable Baishakh Jestha AshadShrawan Bhadra Ashwin KartikMangshir Paush Magh FalgunChaitra Total Tomato 500 680 300 450 350 350 380 380 380 250 250 250 4520Cauliflower 412 360 100 100 200 200 400 340 490 216 216 216 3250Cabbage 200 200 90 90 110 250 560 550 550 550 550 550 4250Radish 266 266 212 212 212 200 260 260 350 359 250 250 3097Potato 270 270 4270 70 70 150 4150 2150 80 80 180 480 12220Bean 100 50 60 50 150 410Onion 2306 2306 406 406 406 380 405 415 452 375 325 100 8282Garlic 1015 1015 100 100 50 50 60 60 60 80 40 40 2670Ginger 80 80 80 55 80 45 45 20 20 20 20 20 565BLM/daniya 50 50 60 70 70 70 60 60 60 60 70 70 750Hot chilli 80 87 87 87 90 90 50 45 45 45 20 20 746Carrot 156 150 170 170 646 5279 5520 5915 1690 1788 1785 6370 4280 2487 2035 2091 2166 41406

Table 8: Total Annual Vegetable Demanded by Retailers & Hotels in Hatiya, Narethati &

Dagathungdada, Kharbang Bazaars. Total trade vegetable demand in Hatiya, Naretati and Dagathungdada

(Hotel and Retailers) in Quintal in different months. Areas Baishakh Jestha Ashad ShrawanBhadraAshwinKartikMangshirPaush Magh FalgunChaitraTotal

Naretati and Hatiya 140.2 131 112.4 108.2 107.2 141.8144.2 192.7 150.2142.7 126.1 1301626.7Dagatungdada 52.79 55.2 59.15 16.9 17.88 17.85 63.7 42.8 24.8720.35 20.91 21.66414.06

Total 193 186 171.6 125.1 125.1 159.7207.9 235.5175.07163.1 147 151.662040.8

Total annual vegetable demanded in Narethati & Hatiya is 1626.7 Qt. And Dagathungdada Bazaar is only 414.06 Qt. Thus, total vegetable demanded by Vegetable traders (Hotels & Retailers) is 2040.8 Quintal (Qt.) annually in study areas. Mangshir is highly vegetable demanded month in local market nodes.

Total Vegetable Demanded in different months from Retailers and Hotels

0

500

1000

1500

2000

2500

Areas

Baishak

h

Jesth

a

Ashad

Shrawan

Bhadr

a

Ashwin

Kartik

Mangsh

ir

Paush

Magh

Falgun

Chaitra

Total

Month of vegetable demanded from traders

Tota

l Veg

etab

le d

eman

ded

in Q

uien

ta( 1

qt.=

100K

g)

Vegetabledemanded in Hatiya& Narethati Bazaar

Vegetabledemanded inDagatunddadaBazaar

Total Vegetabledemanded in Hatiya, Naretati andDagatungdadaBazaar fromRetailer and Hotels

Figure 4: Total annual vegetable demanded from retailers and hotels in Hatiya,

Narethati and Dagathungdada Bazaars.

Total Vegetable Demand and Supply in Hatiya & Narethati .

0

50

100

150

200

250

Baishak

h

Jesth

a

Ashad

Shraw

an

Bhadra

Ashwin

Kartik

Mangsh

ir

Paush

Magh

Falgun

Chaitra

Month of vegetable Demand and supply

Qui

ntat

y of

Veg

etab

le D

eman

d an

d Su

pply

in Q

uien

tal. Quntity of Vegetable supply

from producers of Hatiya andNarethati VDCs

Quintity of vegetabledemanded by hotels andretailers from Hatiya andNaretati Bazaar

Figure 5: Total annual vegetable demand and supply in Hatiya and Narethati.


Total Vegetable Demand and Supply in Dagathungdada VDC

0

100

200

300

400

500

600

Baishak

hJe

stha

Ashad

Shrawan

Bhadra

Ashwin

Kartik

Mangshi

rPau

shMag

hFalg

un

Chaitra Tota

l

Month of Vegetable demand & supply

Qua

ntity

of v

eget

able

dem

and

& su

pply

in Q

uien

tal

Total Vegetable demanded byRetailers and Hotels

Total Vegetable supply fromproducers annually

Figure 6: Total annual vegetable demand by traders and supply by farmers in

Dagathungdada.

Total Annual Vegetable Demand & Supply from Traders and Producers in Hatiya, Narethati and Dagatungdada

0

500

1000

1500

2000

2500

Baishakh

JesthaAshad

ShrawanBha dra

AshwinKartik

Mang shirPau sh

MaghFalgu n

Chaitra Total

Month of vegetable demand and supply

Amou

nt o

f veg

etab

le d

eman

d an

d su

pply

in Q

uien

tal(1

Qt.=

100

Kg)

Total Vegetable Supply byFarmers/producers

Total Vegetable demanded byRetailers and Hotels

Figure 7: Total Annual Vegetable Demand and Supply from Traders & Farmers in

Hatiya, Narethati and Dagathungdada VDCs.


Total Tomato Demand and Supply in Hatiya and Narethati VDCs.

050

100150

200250

300350

Baishakh

Jesth

a

Ashad

Shrawan

Bhadra

Ashwin

Kartik

Mangshi

rPau

shMag

hFalg

un

Chaitra Tota

l

Month of tomato demand and supply

Qua

ntity

of t

omat

o de

man

d an

d su

pply

in Q

uien

tal Supply of tomat in

market from farmers

Demand of tomatofrom Narethati andHatiya Bazaar fromRetailers and Hotels

Figure 8: Total Annual Tomato Demand and Supply by Traders and Farmers in Hatiya

and Narethati VDCs. 4.1.3 Comparative analysis of vegetable demand and supply in Baglung Bazaar and its

periphery (Kattel, 2005. Survey Report)

Table 9: Total Annual Vegetable Demaded by differents traders and Supply by Commercial Farmers in Baglung. 2004-2005 (Kattel, 2005. From survey report).

Baishakh Jestha Ashad Shrawan Bhadra Ashwin Kartik Mangshir Paush Magh Falgun Chaitra Total Demand 2612.6 2535.4 2554 2316.2 2313.6 2284.8 2220.6 2358 2249 2137 2200 2007 27788.2 Supply 1717.3 1804.48 2038.3 1663.16 964.42 779.1 634.85 974.8 1019.55 962.6 829 517.55 13905.1

“Thus, total vegetable supply annually from Binhu, Tityang, Malika VDCs and Baglung Municipality- Bokshe, Doblang and Kudule, Baglung District and Naglibang VDC, Phoshre, Parbat was 13,905.1 Quintal. Whereas total vegetable annually demanded by Wholesalers, Retailers and Hotels of Baglung Bazaar was 27,788.2 Quintal. So, 49.97% of vegetable deficit in local production, thought the half amount of vegetable supply from Pokhara, Terai and Dhading. This scenario of past report showed that, hugh amount of commercial production and supply potentiality for the Baglung farmers regularly”.


Total Vegetable Demand & Supply in Baglung during 2004- 2005 ( Annual)

0500

1000150020002500300035004000

Baisha

kh

Jesth

a

Ashad

Shrawan

Bhadra

Ashwin

Kartik

Mangs

hir

Paush

Magh

Falgun

Chaitra Tota

l

Month of Vegetable Demand & Supply.

Qua

ntity

of V

eget

able

D

eman

d &

Sup

ply

in

Qui

ntal

.Total Vegetable Demanded byRetailers, Wholesalers & Hotels in Baglung Bazaar.

Total Vegetable Supply byCommercial Farmers from PastSurvey Areas

Figure 9: Total Annual Vegetable Demanded and Supply in Baglung (Kattel, 2005) 4.1.3 Vegetable Production Situation Analysis 4.1.3.1 Production Season Of Vegetable in Survey Areas In Season: Cauliflower, Cabbage, Tomato, Radish, Broad Leaf Mustard (BLM), Potato,

Ginger, Bean, Cucumber, Sponge Gourd, Onion and Garlic. Off Season: Tomato (In Hatya 6 commercial farmers have started to production of tomato in

Tunnel System), Bean (In Bhadra – Falgun), Cauliflower ( Falgun – Sharwan), Cabbage(Ashad – Bhadra) and Cucumber ( Falgun to Bhaishak).

High Price Season of Vegetable: Low Price Season of vegetable: 4.1.3.2 Production Constraint Of Vegetable in Farmers Level: Constraint Ranking • Lack of full Knowledge for off-season vegetable production. 1st • Highly infection from insects & diseases (White grub, Red Ant in Potato, Aphid, Cabbage butter fly, Nematode in Tomato, Leaf wilting, Blight.

2nd

• Lack of Knowledge for vegetable production Calendar, Production cost analysis and skillful training.

3rd

• Lack of proper quality vegetable seed in local markets. 4th • Lack of market oriented vegetable demand market information and analysis of price in different seasons in different markets.

5th

• On season • Winter • Maghir- Paush (Cabbage

& Cauli) • Sharwn- Ashwin (Sponge

• Off season • In Rainy Season • Chilly in every month • Falgun- Chitra • Bhadra- Kartik (Potato) • Ashwin – Kartik

(Cabbage &


• Low irrigation facilities in especially winter. 6th • Low technical knowledge of utilization and application of bio-pesticide, organic fertilizers and chemical pesticide/ fertilizes in different crops properly.

7th

• Few knowledge of pocket package vegetable production according to market demand and no any institutional concept for sustainable production and market management.

8th

• Low knowledge on soil testing and proper sustainable soil management for better production.

9th

• No any Indigenous Knowledge for selection of crop verity and improvement of local crop species according to Niche Based Potentiality & Comparative Advantages.

10th

• Few initiative of off season vegetable production 11th • Lack of proper knowledge of processing product for initiation of small scale local enterprisers. (Like potato processing and Ginger Processing).

12th

4.1.3.2 Seasonal & Offseason Main Vegetable Verities introduction in Farms: Vegetable Variety Tomato 1.Thim-16,

2. Manisha (Late Blight Infected) 3.Lapsi Gede.

Cauliflower 1.Snow Crown 2.Kathmandu Local 3.White Flash (Late)

Cabbage Green Coronate Radish 1. Mino Early

2. Toki Nase 3. 40- Days.

Green Chilly Surya Mukhi ( Jawala Mukhi) Cucumber Bhakthapur Local Bean 1.Chaumase (Thakre)

2. Kentuki Wander (Ghiu Shimi) Carrot New Croda Onion Red Crewal Set Ginger 1. Nase

2. Bose


Marketing Study Report, Baglung District, [email protected] 22

4.1.3.3 PARTICIPATORY IMPACT MONITORING (PIM) & Situation Analysis of Sustainable Vegetable Production and Market Management through Groups Discussion in Hatiya, Narethati & Dagathungdada VDCs, Baglung District.

Areas/ Site

Strengths Weakness Opportunities Threats

IN Vegetable Production.

Awareness, Unity among group members for sustainable vegetable production.

Improvement the Socio-

economical, and gender situation after initiation of vegetable production and marketing.

Mutual understanding and

obligation among the farmers groups for better production of vegetable and knowledge sharing.

6 farmers in Hatiya initiate off-

season Tomato production in Plastic Tunnel System effectively.

Initiatives of kitchen gardening in

all members and they are not buy vegetable now, whereas initiation of market and oriented toward Food Security in farmers.

Annual earn Rs. 4,000 to 1,2500

o Unable to production of seasonal and offseason vegetable production according to local market demand.

o No any sustainable production

mechanism development like Production Calendar and Market Production Committee Preparation

o Lack of Knowledge of per Cast of

Production and cost- benefit analysis.

o Not prefect knowledge of off-

season vegetable production techniques.

o Technically poor for niche based

identification pocket package production according to local market demand.

o Not full technically sound for

Action Plan preparation and Implementation (Design & Delivery/ Destiny).

• Hugh potentiality of seasonal and offseason vegetable production according to regular market oriented demand

• Pocket Package and

comparative advantages based potentiality of some vegetable like Tunnel System Tomato Production, Cauliflower, Radish and Potato.

• Local resources and

Indigenous Knowledge (IK) utilization for fresh vegetable production and insect pest management, and potentiality of Organic Vegetable Production sustainly.

• Potentiality of Vegetable

Seed Production in Cauliflower, Potato, Radish and cabbage.

Lack of knowledge of Organic/ Fresh Vegetable consumption in consumer site and difficult competition with inorganic low cast basic vegetable produces.

Irrigation Problem for offseason vegetable production.

For local vegetable seed production (Technical difficulty for layman)

Poor in selection of Organic Pest from local available resources and application for particular crops diseases and insect

income from vegetable production and help for making independency and interdependency.

Awareness on Local Resources utilization for fresh vegetable production. So, develop export led local policy and starting also Import Substitution Policy in community.

Ginger production commercially

and initiate processing and market supply (especially in Dagathungdada).

• Pocket Packet potentiality of Ginger production and processing in Dagathungdada VDC.

management

Low Technical know- how for vegetable production in groups and scatter hilly areas.

In Market Management

Groups’ members have knowledge and awareness for marketing of product vegetable.

Group unity and way of better

discussion for preparation of future marketing management planning and strategically initiation mind make of for supplying their product in local market nodes and wider strength.

Wish for regular market oriented

vegetable supply and price determination and same pricing

o Lack of Market oriented offseason vegetable supply in local market nodes.

o Little knowledge on Market

Information Collection and local market vegetable demand monitoring and analysis.

o Worry on vegetable supplying local

market problem without market information collection and monitoring.

o No any sustainable marketing

approaches developed and

• Focused on Group Unity for Market Management.

• Incensement of vegetable

production potentiality and supply in local markets and Baglung Bazar.

• Preparation of Production

and Marketing Colanders and supply of vegetable in market nodes regularly and develop independency.

• Market information

Need Vegetable Production & Market Management Trainings and Workshops.

Transportation problem in rainy season.

Organic and fresh vegetable price in market not differ than inorganic due to lack of awreness of


for same vegetable from farmers.

establishment of local market institution and management committee.

o No strong coordination between

vegetable local traders (Retailers, Wholesaler, Hotels, Middlemen and Direct Consumers) and Farmers.

collection, sharing among group members and pricing per unit for supplying need to be fixed.

• Local Vegetable Market

Nodes strengthen like Harithati, Dagathungdada, Hatiya and Narethati.

fresh/organic vegetable consumtion in markets.


4.1.4 Market Site of Vegetable 4.1.4.1 Marketing Channel of Vegetable Survey Areas. Marketing Channels of different vegetable are route through this products move from producer/farmers to consumers. The length of channel varies from commodity to commodity depending on the quality and quantity to be moved, thus form of consumer demand and degree of regional specialization in production. The marketing channel of vegetable in survey areas is as follows:

25.8%

35.6% 38.6%

Consumers Hotels

Retailers

Vegetable Producers

Figure10: Marketing Channel of Vegetable in Hatiya, Narethati & Dagathungdad VDCs. (Selling Percentage of vegetable from farmers to different local traders and consumers)


Vegetable Market Route in different traders level

Farmers (Vegetable growers)

Local Retailers

Wholesalers- Baglung Bazar

Middlemen

Hotel

Retailers 7.7%

13.2%

38.5%

42.6%

5.1%

39.7%48.7%

Figure 11: Demand of Vegetable from different traders (Retailers and Hotels) in Hatiya, Narethati & Dagathungdada, Kharbang Bazars, Baglung.


4.1.4.2 Price and Market Margin of major Vegetable Tomato: Rs. 25- Rs 60/kg of farm gate price (Rs.10 MM) Green Chilly: Rs. 80 – 100/kg (Retailer Price) Cauliflower: Rs. 20 – 40/kg of farm gate price (Rs. 5- 15 MM) Cabbage: Rs. 10 – 30/kg farm gate price (Rs. 5-10 MM) Potato: Rs. 10- 20/kg market price (Rs. 5 MM) Ginger: Rs. 25- 40/kg Market Price. Note: MM= Market Margin (Retailer Price- Farm Gate Price) 4.1.4.3 Marketing Limitation of Vegetable in Retailers and Hotels (View collection)

1 Lack of coordination between producers and traders. 2 Little knowledge of vegetable market information 3 High production of vegetable in season so, creates local market problems. 4 Lack of market oriented vegetable production according to market demand in

season and off-season. 5 Small and scatter local vegetable traders. 6 Lack of vegetable market management technical skill and training, workshop,

seminar. 7 Transportation problem in rainy season and high transportation cost for long run

market horizon supply. 8 Varies of same vegetable price in same time due to lack of farmer to farmer and

farmers to traders strong and mutual linkages.

4.1.4.4 Marketing Function of Vegetable (In grading and Packaging scenario) Packaging: Most of the farmers package vegetable locally and very little technical knowledge of better packaging system.

98 % farmers supply vegetable without better packaging (In bags and Doko). Only 2% farmers initiate improve packaging in Doko, Bag and Create.

Grading: Most of the farmers have no knowledge of grading and size separation of vegetable for better price.

• 82% farmers sell vegetable without grading in local market. • 15 % farmers supply vegetable in market both grading and no grading. • Only 3% farmers supply vegetable through size grading.


4.2 Socio- Economic Aspect of Vegetable Production and Marketing 4.2.1 Land Holding and vegetable Production Areas:

Average cultivated Land (Ropani)

Average Vegetable production Land (Ropani)

Areas

Kheta Bari Kheta Bari AVLTHatiya & Narethati 3.1 2.26 0.64 0.19 0.83 Dagathungdada 3.19 4.1 - 0.68 0.68 Total Average 3.15 3.18 0.64 0.44 0.75 Note: AVLT= Average Vegetable Production Area in Ropani (1 hectare = 20 ropani). Thus average vegetable prodtion in Dagathungdada is 0.68 Ropani in Bari (Up Land only) and 0.83 Ropani IN Hatiya and Narethati in both Bari (Up land) and Kheta( Upland). So Average landholding is 3.16 ropani and vegetable cultivation in ).75 Ropani in survey areas. 4.2.2 Gender issue: Women Participation in Vegetable Marketing and Income sharing:

Women participation in vegetable production and income sharing is high (80% in production and 55% in income sharing) in Hatiya, Narethati and Dagathungdada VDCs, so highly gender equality/equity in these areas in farming system management and marketing as well as income sharing.

In Vegetable Production: • 80% only women involvement • 14.5% both women and men • 5.5% only men involvement in

vegetable production

In Income sharing: • 55% only women involvement • 20% both women and men • 25% only men involvement in

sharing of income and power of income utilization.

4.2.3 Women Load Increment Aspect After initiation of Vegetable production and Marketing

80 % women are not worry from load increment because they have developed power in income generation and domestic need fulfillment from supplying vegetable in market.

15% women worry from load increment after production of vegetable 5 % women did not give their view about this aspect.

4.2.3 Different pesticide application practices in survey areas for vegetable production

• 75% farmers product vegetable only application of organic fertilizers and pesticides. • 25% farmers product vegetable in their land by application of organic and judicial

chemical fertilizers and pesticides application • No any farmers only used of chemical fertilizers and pesticide for vegetable production

in there farming system.

So, most of the farmers aware about harmful effect of chemical pesticides and pesticide in their soil, environment and health, that is their strength for promotion of organic vegetable in their land.


5 CONCLUSIONS AND RECOMMENDATIONS

5.1 Conclusions:

In Hatiya, Narethati and Dagathungdada VDCs, annual vegetable production market supply by 125 semi- commercial farmers was 1238.66 Quintals (1 Qt= 100 Kg.) annually, whereas 1087.18 Qt produced by Hatiya and Narethati `s farmers and only 151.48 Qt vegetable was produced by Dagathungdada VDC `s farmers annually. But farmers have commitment of strength for sustainable vegetable production and promotion in their farming system at future.

Total annual (12 months) vegetable demanded by Hatiya, Narethati and Dagthungdad `s Retailers and Hotels was 2040.8 Qt, whereas 1092.2 Qt and 534.6 Qt from Retailers and Hotels in Hatiya and Narethati Bazars respectively. Only 414.06 Qt. Demanded from Dagathungdada, Kharbang Bazar Hotels and retailers. In market tomato, cauliflowers, cabbage, radish and Green hot chilli demanded high than other vegetable.

From these scenarios, total vegetable demanded is 2040.8 Qt annually from traders and only 1238.66 Qt was supply annually from framers in survey areas, so, 39.31% (802.14 Qt.) Vegetable supply from outside (Baglung Bazar, Butwal) in the local markets of Hatiya, Narethati and Dagathungdada. Thus, there is huge potentialities of seasonal and offseason vegetable production according to market oriented demand.

Most of the farmers produced tomato, cauliflower, cabbage, radish and Ginger in sustainable commercial scale. In Hatiya 6 farmers have grown Tomato in plastic tunnel system and produced 145.76 Qt annually. In Hatiya and Narethati VDCs, annually production market supply of Potato- 191.6 Qt, Cauliflower- 141.8 Qt., and Cabbage- 125.8 Qt. Participatory group discussion and situation analysis are effective tools of identification of community strength that help future action plan preparation according to need based potentiality. All of the group members were committee for sustainable cum commercial vegetable production according to market demand and they have strong willingness to manage production and marketing of vegetable by strengthen local market nodes first and the proceed in long run market horizon through cost benefit analysis.

Women participation in vegetable production and income sharing is high (80% in production and 55% in income sharing) in Hatiya, Narethati and Dagathungdada VDCs, so highly gender equality/equity in these areas in farming system management and marketing as well as income sharing.

80 % women are not worry from load increment because they have developed power in income generation and domestic need fulfillment from supplying vegetable in market. 15% women worry from load increment after production of vegetable. 5 % women did not give their view about this aspect.

75% farmers product vegetable only application of organic fertilizers and pesticides. 25% farmers product vegetable in their land by application of organic and judicial chemical fertilizers and pesticides application. No any farmers only used of chemical fertilizers and pesticide for vegetable production in there farming system.

In case of market channel, farmers supply vegetable 35.6 % to the Retailers, 38.6 % in Hotels and 25.8 % to the direct consumers. No any farmers in survey areas supply


the vegetable to the wholesalers and middlemen, so market margin in local market is not so high till.

White grub and red ant are major problem facing by farmers give in first ranking also marketing information, cost analysis, irrigation and lack of proper technical knowledge and skill for pocket package off season vegetable production, variety selection and better market management are other issues of problem in these areas.

5.2 Recommendations and Action Plan It is required collection and dissemination of price information in both vegetable producers and traders for quick and effective vegetable marketing information. To conclude of these issues to be address which require attention in discovery, designing, implementing and destiny/delivery of fresh locally produced vegetable market information system skillfully must be realistic of solving present weakness in surveying areas. The some of recommendation and strategically realistic action plan for better purposive management of vegetable production and marketing system are as follows:

1 Timely collection of basic vegetable marketing information from local market nodes and Baglung Bazar in appropriate form in regular basis should be needed for better marketing and production linkage.

2 Adequate marketing information system and coordination meeting between farmers and traders (Retailers, wholesalers and Hotels) should be needy for transmission, dissemination and feedback in local level. (Actors;/ Factors Micro- Analysis Approach).

3 Pocket package Niche based & Comparatively Advantage Vegetable production could be effective for sustainable Income Generation Promotion (IGP) by utilizing optimum local level resources.

4 Need Market management training to the local farmers and coordination meeting and workshop between farmers and local traders.

5 Organic vegetable consumption and promotion Awareness Campaign is effective tools for local fresh vegetable supplying in local market nodes in reasonable price. (Like: Rallies, Street Drama etc.)

6 Need to prepare and to quick action vegetable production and marketing Annual calendars in farmers group level (For production of vegetable in rotation basic)

7 Establish vegetable collection center and basket fund for sustain/longitivity of production marketing system. (Different Production and Market Management Committee preparation)

8 Need to train the farmers for production cost, per unit price determination and cost benefit analysis in different market nodes of vegetable production and marketing.

9 For sustainable and Community strength respect and promotion, establishment Farmers CBOs/or Cooperative in local level, that ensure address social inclusion, farmer unity, sharing and local institution initiative.


Vegetable Production and market Management Sustainable Model.

Partner’s ( SSMP,…..

NGO ( CYC,…)

Farmers Group

FG FG CGs

Vegetable Production /Processing and Market Management Committee (15-25 mbs; Coordinator-1

Community Group

Basket Fund (2-5% of total profit)

Vegetable Production/Processing Management Committee (5-10 mbs), Sub-cordinator-1

Vegetable Market Management Committee (5-10 mbs), Sub-coordinator-1

Information, Extension

Technical Support

Action Plan Preparation

Production Calendar

Parito-efficiency creation in production regime; long run market horizon.

Local Market Nodes Promotion

MN

Market Nodes

M

Figure 12: Better Marketing Strategy and Action Plan of Vegetable for Survey Areas.


Break Even Point

BEK

# Impact

Short down Point

TC TR

O U T C O M E/ I N P U T

TIME

Figure 13: INPUT…. PROCESS…. RESULT OUTCOMES…IMPACTS of Sustainable Vegetable Production and Cost benefit analysis in farmers site.

Note: BEK= Break Event Point (Pay back period/ Input= Output Period) TC= Total Cost of Vegetable Production TR= Total Revenue/ Income from vegetable production from same land

holding.


Partner’s NGO (CYC Baglung,……..)

1 FG-2

FG-3 FG-4

Farmers Group -1 FG-

10

Network Committee- @ 2-3 members/ group.

Core Committee

Cooperative CBO/Broad CBOs

Registration the group/ Core Community in VDC/

District/DADO.

Sustainability/longitivity/Comprehensive Package

Action Plan Preparation

Production Calendar

Monitoring & Evaluation

Figure 14: Program “sustainable Model”.

Organization (SSMP,…….)


6 REFERENCES CITES

FAO. 1998. Vegetable Supply to Selected Urban Centers in Nepal, Bharatpur municipality. Food and Agriculture Organization of the United Nations, Kathmandu, Nepal. 13p.

HMG/N. 1999. A Study on Mandarin Orange Marketing: A Case Study of Tanhu and Syangja Districts. Marketing Development Division, Harihar Bhawan. 9p.

HMG/N. 1999. Marketing Development and Management- Training Manul. United Nations Capita Development Fund Food and Agriculture Organization (FAO) and Department of Agriculture (DoA). Small Marketing Infrastructure Development Project (SMDP).32p.

HMG/Winrock International. 1993. Policy Analysis as an Aid to Agricultural Development: The Case of Tomato Marketing, Nepal Agribrif, HMG/N/ Winrock International (7).

Kattel, R. R. 2004. Commercial Vegetable Production and Marketing in Sindhupalchowk District”- Present Reality and Future Strategies. SSMP/Helvetas Nepal and Sindupalchowk SSMP/ CIs.

Kattel, R. R. 2005. Commercial Vegetable Production and Market Management in Baglung District Report. Present Reality and Future Perspective, SSMP/Helvetas Nepal. Collaboration with Chartare Youth Club (CYC), Baglung.

Kohls, R. and J. N. Uhl. 1985. Marketing of Agriculture Products.Macmillan Publishing Company, New York. 5-6pp.

Mathema, P. R. 1998. National Agricultural Marketing Information System: Objectives and Activities. In Proceedings of the National Seminar on Agricultural Marketing System in Nepal, FAO, Kathmandu, Nepal. 1-8pp.

NARC. 1999. Study on Off-season Tomato Production, Nepal Agriculture Resource Councial, Horticulture Research Division, Kathmandu, Nepal.

Panta, K.R. 2061. Nepalese Agriculture and World Trade Organization. (In Nepali). Agriculture Information and Communication Center, Hariharbhawan, kathmandu.

Piadoza, E. S. 1987. Syllabus on Agricultural Marketing. Department of Agricultural Economics. Collage of Economics and Management, U.P., Los Bans.

Taragola and Van-Lierde D. 2000. Competitive Strategies in the Sector of Greenhouse Tomato Production in Belgium. Acta Horticulturae, no.524: 149-156, 2000.

Wener, A. Reni. 1998. Planned Activities and Plan of Action in Marketing Information. In: Agiculture Marketing Information System in Nepal. NEP/91/035, FAO/UN, Kathmandu, Nepal.



Annex: I Name of Vegetable Producers, Address, Group and Land Holding (Survey Participant). Note: 20 Ha=1 Ropani and 1 Hall =1 ropani (ass.)

Cultivated Land (Ropani)

Vegetable producing areas ( Ropani)

Sn Name Address Group Name

Lowland Upland Lowland Upland 1 Kausila Karki Hatiya-3 Namuna Atma Nirvar

Samuha 1 1 - 1

2 Man Shahani Hatiya-3 ‘’ ” ” ” ” ” 3 2 1 - 3 Bishnu Khattri Hatiya-3 ‘’ ” ” ” ” ” 4 2 0.5 - 4 Shiva Kumari Khattri Hatya-6 Bishnu atma Nirvar

Ama Kendra 4 4 1 -

5 Hari Kala Bhandari Hatiya-3 Milan Atmanirvar Mahila Kendra

4 1 1 -

6 Karna Kumari Kaucha Hatiya-3 Shiva Krishak Samuha

0.5 - 0.5 -

7 Lal Kumari Khattri Hatiya-3 “ ” “ “ “ 0.5 1 0.5 - 8 Man Kumari Bhandari Hatiya-3 “ ” “ “ “ 9 - 1 - 9 Shusila Bhandari Hatiya-3 “ ” “ “ “ 4 1 1 - 10 Kamala Dargi Hatiya-3 “ ” “ “ “ - 4 - 0.5 11 Yam Kumari Khattri Hatiya-3 “ ” “ “ “ - 26 - 1 12 Dil Kumari Khattri Hatiya-3 “ ” “ “ “ 12 1 1 - 13 Nanda Kali Shahani Hatiya-4 “ ” “ “ “ 6 - 1 - 14 Dhan Kumari Dhakal Hatiya-4 “ ” “ “ “ 9 4 1 - 15 Guman Sing Khattri Hatiya-3 “ ” “ “ “ 1.5 - 1.5 - 16 Dil Kumari Bohara Hatiya-2 “ ” “ “ “ 3 - 0.5 - 17 Sita Bohara Hatiya-2 Shiva Athmanirvar

Mahila Kendra 2 1 - 0.5

18 Gomati Bohara Hatiya-2 ‘’ ‘’ ‘’ ‘’ ‘’ 2 2 0.5 - 19 Bal Bdr. Bohara Hatiya-2 Janagagriti Athma

Nirvar Mahila Samuha

2 3 0.5 -

20 Jhuma Kumari Sharma Hatiya-2 ‘’ ‘’ ‘’ ‘’ ‘’ 5 0.5 - 0.4 21 Dhani Adhikari Hatiya-2 ‘’ ‘’ ‘’ ‘’ ‘’ 5 2 0.5 0.5 22 Sita Sharma Poudel Hatiya-2 ‘’ ‘’ ‘’ ‘’ ‘’ - 1 - 0.4 23 Ganga Bohara Hatiya-2 ‘’ ‘’ ‘’ ‘’ ‘’ - 0.5 - 0.5 24 Chandra Bdr. Chhetri Narethati-1 Jagaruk Taga Tarkari

Krishak Samuha 8 40 1.5 -

25 Bum Bdr. K.C. ‘’ ‘’ ‘’ ‘’ ‘’ 4 4 1.5 - 26 Sita Kharel Dagathung

dada-7 Tribeni Athma Nirvar Mahila Samuha

7 3 - 1

27 Man Maya Rana Dagathung dada-7

“ “ “” “” “””

28 Gita Rana Dagathung dada-7

‘’ ‘’ ‘’ ‘’ ‘’


29 Laxmi Pathak Dagathung dada-7

‘’ ‘’ ‘’ ‘’ ‘’ - 0.5 - 0.5

30 Maya Ghimire Dagathung dada-7

Dovan ANMS. 5 1 - 1

31 Shalik Ram Pandey Dagathung dada-6

32 Ankadhar Khanal Dagathung dada-6

Outside Group 10 20 - 3

33 Kamala Poudel Dagathung dada-6

Hatemalo Atma Nirvar Mahila S.

0.8

34 Simanta Bdr. Sapkota Dagathung dada-6

Hatemalo ANMS 0.5

35 Tek Narayan Sapkota Dagathung dada-6

Hatemalo ANMS 0.5

36

Lok Narayan Poudel

Dagathung dada-6

Hatemalo ANMS

3

7

-

1

Annex II: Name of Vegetable Retailer in selected survey areas. Sn Name Address Permanent Address

1 Bhim Bdr. Pun Hatiya Bazar Righa-3, Baglung 2 Chiranghive Kandel Narethati-2 , Bazar Bhiun-4, Baglung 3 Krishna Prasad Gyawali Hatiya Bazar Butwal 4 Harilal Sapkota Hatiya Bazar Rishmi, Baglung 5 Tek Bdr. Balami Dagathungdada-7, Kharbang Gawalichour-1, Balayetol 6 Harka Karki Dagathungdada-7, Kharbang Dagathungdada-7, Kharbang 7 Vhir Prasad Khanel Dagathungdada-9, Kharbang Dagathungdada-7, Kharbang 8 Babu Ram G.C. Dagathungdada-7, Kharbang Gunmi-9, Badghaun. Annex II: Name of Hotels/ proponent in selected survey areas. Sn Name Address Permanent

Address 1 Rupa KC (Rupa Hotel) Hatiya Bazar Kandebar 2 Tika shrish (Burdhibang

Karnasing Hotel) Hatiya Bazar Kansing, Kitini

3 Devi Raj Bhandari (Sugam Chinese Resturent)

Hatiya Bazar Hatiya-3

4 Krishna Khattri (Lavakush Hotel) Hatiya Bazar Hatya-3 5 Nar Bdr. Balami (Hotel Sagar) Kadebash,

Baglung 5 Krishna Pun (Kharbang Guest

House) Dagathungdada-7, Kharbang

Jaljala

6 Dhan Bdr. Buda (Shikar Hotel) Dagathungdada-7, Jaljala 7 Babu Ram Poudel (Santosh Hotel) Dagathungdada-7, Dagathungdada-7 8 Giri Prasad Shrish (Parbin Hotel) Galkot-3 Righa-6.


rishi ram kattel, a report on baglung district

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