Product Market Combination for small farmers in Indonesia: High quality broccoli for modern retail in Makassar, South Sulawesi

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vegIMPACT Report 35 January, 2017

Product Market Combination for small farmers in Indonesia: High quality broccoli for modern retail in Makassar, South Sulawesi

Marijn van der Laan, Riky Sianipar, Novianto, Marcel Stallen

vegIMPACT report 35. Product Market Combination broccoli - Enrekang

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vegIMPACT is a program financed by The Netherlands’ Government promoting improved vegetable production and marketing for small farmers in Indonesia, contributing to the food security status and private sector development in Indonesia. The program builds on the results of previous joint Indonesian-Dutch horticultural development cooperation projects and aligns with recent developments in the horticultural private sector and retail in Indonesia. The program activities (2012 – 2016) include the Development of Product Market Combinations, Strengthening the Potato Sector, Development of permanent Vegetable Production Systems, Knowledge Transfer and Occupational Health. Wageningen University & Research, The Netherlands: Wageningen Plant Research, Lelystad Wageningen Centre for Development Innovation (CDI), Wageningen Wageningen Plant Research, Wageningen Wageningen Economic Research, Den Haag Wageningen University & Research Contact person: Huib Hengsdijk, [email protected] Indonesian Vegetable Research Institute (IVEGRI, Indonesia) Contact person: Witono Adigoya, [email protected] Fresh Dynamics (Indonesia) Contact person: Marcel Stallen, [email protected] Website: www.vegIMPACT.com © 2017 Wageningen University & Research, Wageningen Plant Research, P.O. Box 16, 6700 AA Wageningen, The Netherlands; T +31 (0)317 48 07 00; www.wur.nl/plant-research . Stichting Wageningen Research. All rights reserved. No part of this publication may be reproduced, stored in an automated database, or transmitted, in any form or by any means, whether electronically, mechanically, through photocopying, recording or otherwise, without the prior written consent of Stichting Wageningen Research. DLO is not liable for any adverse consequences resulting from the use of data from this publication.


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Product Market Combination for small farmers in Indonesia: High quality broccoli for modern retail in Makassar, South Sulawesi. Marijn van der Laan, Riky Sianipar, Novianto, Marcel Stallen (PT Fresh Dynamics Indonesia)


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Contents 1

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Introduction PMC broccoli ....................................................................................................................... 5 1.1

vegIMPACT Product Market Combinations ........................................................................................... 5

1.2

Broccoli – market and demand.............................................................................................................. 5

1.3

PMC broccoli - the business proposition ............................................................................................... 7

Product Market Combination broccoli: participants, approach and interventions ................................... 9 2.1 PMC participants ................................................................................................................................... 9 2.1.1 Farmers ............................................................................................................................................. 9 2.1.2 Trader .............................................................................................................................................. 10 2.1.3 Retailers........................................................................................................................................... 11 2.1.4 Seed company ................................................................................................................................. 11 2.2 The PMC activities and interventions .................................................................................................. 12 2.2.1 Agronomic interventions ................................................................................................................. 12 2.2.2 Organizational interventions ........................................................................................................... 13 2.2.3 Marketing and sales interventions .................................................................................................. 14

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PMC results and evaluation ................................................................................................................... 15 3.1 Agronomy ............................................................................................................................................ 15 3.1.1 Situation pre- PMC, location & practices ........................................................................................ 15 3.1.2 Agronomic training and results ....................................................................................................... 15 3.1.3 Continuous supply ........................................................................................................................... 16 3.1.4 Introduction of new broccoli variety ............................................................................................... 17 3.1.5 Harvest and post-harvest and logistical interventions .................................................................... 18 3.1.6 Central nursery ................................................................................................................................ 19 3.2

Group development ............................................................................................................................ 21

3.3 Marketing and sales............................................................................................................................. 22 3.3.1 Marketing and introduction activities ............................................................................................. 22 4

Discussion and conclusions .................................................................................................................... 27 4.1

Overall result business proposition ..................................................................................................... 27

4.2

PMC contribution to vegIMPACT objectives ........................................................................................ 27

ANNEX I

Training plan PMC broccoli ....................................................................................................... 29

ANNEX II

Points of attention post-harvest broccoli for small scale growers in Sulawesi, Indonesia .......... 30

ANNEX III

Nursery report Kelompok Tani Sipakaritutu .............................................................................. 34

ANNEX IV

Manual preparing burned rice husk .......................................................................................... 42


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1 Introduction PMC broccoli 1.1 vegIMPACT Product Market Combinations Within the vegIMPACT program, a Product Market Combination (PMC) is a pilot implemented with partners in the supply chain, including small farmers (< 2 ha), who produce vegetables in a coordinated way and according to specific market demands. A PMC contains innovative aspects, for example, the use of improved varieties, a new marketing concept, packaging materials, branding of the vegetables or the supply chain configuration itself. In a PMC supply chain partners make mutual arrangements with regard to improving existing market linkages or to create new market opportunities. PMC’s are considered as a “proof of concept“ to show that innovations and cooperation in market-oriented supply chains potentially can benefit all supply chain partners and in particular small farmers. National and international vegIMPACT staff facilitates this process from carrying out initial market surveys, developing business propositions in collaboration with supply chain partners, facilitating the implementation of the supply chain until the marketing of the product. Farmers and supply chain partners in a PMC are supported by vegIMPACT project staff to improve critical issues in their supply chain such as agronomy aspects, post-harvest issues, organizational weaknesses and marketing. To this end a pre-project (training) needs assessment and supply chain analysis are conducted by vegIMPACT staff and interventions for improvement proposed. Product Market Combinations contribute to the following vegIMPACT objectives: increased vegetable productivity; reduced pesticide use per unit product; reduced production costs per unit product; increased financial margins for farmers and reduced occupational health problems and risks. In this report the approach, facilitation process and results of the “PMC broccoli” are described and the impact on the relevant vegIMPACT objectives assessed. The remainder of Chapter 1 provides an overview of the Indonesian broccoli market; broccoli production as well as the business opportunity that this PMC broccoli wants to capture. In Chapter 2 the characteristics of the PMC broccoli, the supply chain actors and other stakeholders are presented and the arrangements between partners and the market proposition (the PMC interventions) are described. In Chapter 3, the current agronomy and supply chain practices are summarized and the results of the PMC broccoli interventions are presented and discussed. In Chapter 4 conclusions are formulated and the contribution of the PMC broccoli to the vegIMPACT objectives is presented.

1.2 Broccoli – market and demand Broccoli is not part of the traditional Indonesian diet and was only introduced in Indonesia in 1970. Currently broccoli is predominantly available in the larger cities of Indonesia and mainly in modern retail. Specific statistics on production volumes of broccoli are not available, but are included in either the overall production data for cabbage (Table 1.1) or combined with cauliflower, depending on the source of information. In some regions broccoli is named green cauliflower. National (ton) South Sulawesi (ton)

Table 1.1

2010 1,385,044 40,356

2011 1,363,741 49,745

2012 1,450,037 55,479

2013 1,480,625 63,627

2014 1,435,833 47,675

Cabbage production (ton/year) in Indonesia and South Sulawesi. Source: Deptan.

Combining cauliflower with broccoli in statistics is not ideal because cauliflower is much wider available than broccoli and in many regions, in modern retail, broccoli is often almost twice as expensive as cauliflower. Volumes of broccoli are still small but prices are relatively high, making it an interesting, though small cash crop for farmers.


6 Broccoli South Sulawesi

The province of South Sulawesi measures 62,482 km2 and has a population of 8.2 million. Currently, South Sumatra is the 7th largest province in Indonesia and the largest province outside of Java and Sumatra. In 2014, the province registered 1,847 hectares of cabbage production (Table 1.2). 2010 2011 2012 2013 2014 Production (ton) 40,356 49,745 55,479 63,627 47,675 Harvested area (ha) 1,997 2,264 2,110 2,370 1,847 Productivity (ton/ha) 20 22 26 27 26 Table 1.2 Characteristics of broccoli production in South Sulawesi from 2010 - 2014. Source: Deptan.

Makassar is the capital and largest urban area in the province of South Sulawesi. It is also the largest city in East Indonesia and it is growing quickly. In recent years supermarkets have mushroomed in Makassar and next to some local chains, all major national supermarket chains now have a presence in the city such as Lotte, Giant, Hero, Carrefour and Hypermart. Supermarkets have different demands in terms of supply, quality and volume than traditional markets. Currently supermarkets in Makassar are not able to source enough fresh produce including broccoli from the region, resulting in a steady flow of vegetables from (East) Java to Makassar. As transport costs are considerable (about IDR 13.000/Kg for transport from Surabaya to Makassar by air) this offers opportunities for local producers in the region, provided that they can create some economies of scale and that they are able to supply supermarkets continuously with high quality vegetables. Under such conditions traders and fresh buyers of supermarkets in Makassar are expected to switch to local products because of the lower prices. Buyers of Supermarkets in Makassar that were interviewed by the vegIMPACT PMC team indicated that the majority of broccoli is being imported from Java as local supply is very limited, not continuous and the quality is unstable. There is however a growing demand for broccoli. Supermarkets showed an interest in the PMC proposition for continuous supply of high quality broccoli from local farmers in South Sulawesi. However, supermarkets in Makassar prefer that the contract prices are flexible and that they must be fixed on a weekly basis. Makassar is growing fast, its population is becoming more urban and sales through supermarkets are expected to increase further in the coming years. Also the idea of introducing a new local vegetable label and promotion activities to push sales of local fresh produce was met with great interest. Vegetables grown in the Makassar region are among others cabbage, shallot, potato, hot pepper, carrot, cauliflower, leek and tomato. Most vegetables are grown in the Gowa and in the Enrekang regency. After an exploratory trip to both regions, the PMC team decided to select the Enrekang district for this PMC. Farmers in Enrekang were found to be more community-oriented and they showed more interest in participating in a joint project. Enrekang also allows for year-round production of most vegetables, whereas in Gowa activities normally stall during rainy season. The local dinas pertanian of the Enrekang regency registered 962 hectares of harvested cabbage in 2014. Specific numbers of the production of broccoli in the regency are not available, but according to the dinas pertanian, broccoli is only produced incidentally. Currently, vegetables from Enrekang are mostly sold to collectors at farm gate or via the local wholesale market in Alla. Most products from Enrekang end up either on transport via the port of Parepare to other close by islands in East Indonesia (with truck onto boats), or to end markets in Central Sulawesi.


7 Only a very small portion of the vegetables produced in Enrekang are destined for Makassar, which is at a 5 to 7 hours’ drive. Farmers are not aware of demands for vegetables in Makassar or of the price level of vegetables at modern markets. Till date no supermarket supplying trader, based in Makassar, sources vegetables in Enrekang. If vegetables are sourced locally, Gowa is the preferred sourcing location (2-3 hrs drive). Makassar is a distribution/transit point for vegetables throughout Eastern Indonesia, from Kalimantan, to Moluccas, all the way up to Papua (Fig. 1.1). From Makassar transport is mostly done with container and/or trucks on ships, depending on the destination. Only the very best and high value produce is transported by airplane.

Figure 1.1

Domestic destinations of vegetable from Makassar (left) and local production areas South Sulawesi (right).

1.3 PMC broccoli - the business proposition For the purpose of this Product Market Combination (PMC) broccoli, farmers and trader agreed on a contract for weekly supply of broccoli at minimum prices of 8,000 -10,000 IDR /kg for Grade A broccoli, with agreed and well-defined quality specifications (Table 1.3). The contract volume was fixed on an initial continuous supply of 200 kg broccoli of A quality per week to be delivered to Makassar twice a week. The actual weekly price would be determined, based on the market price in Makassar. Tentatively, it was agreed upon a production target of 300 – 400 kg harvested broccoli per week (all grades). Based on exploratory market research it was assumed that by adding an attractive and unique packaging concept and some informative labeling and / or branding, the broccoli had good potential to generate extra income for all supply chain partners, including farmers.

Demanded quality specifications grade A Size

: diameter head 8-12 cm, max weight 250 gr

Colour

: dark green colour

Form

: single head

Surface

: head compact/solid

Stem length

: about 10 cm

Reject indicators

: yellow and black spots, loose head, larger than 12 cm, bud opening in head, evidence of pests & diseases, signs of decay

Table 1.3

Grade A contract quality specifications PMC broccoli.


8 For most of the participating farmers broccoli was a new crop, they had not grown before. However, farmers were used to growing cabbage and cauliflower. Table 1.4 shows the expected benefits for the farmers and the trader in the broccoli PMC.

Participants

Expected benefits

Farmers



Introduction to new broccoli variety with promising profit prospects

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Stable prices

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Constant weekly income

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To become a more professional farmer group

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Guaranteed weekly supply of broccoli



Reliable source of high quality broccoli at fixed price.



Support in creating a new brand & label

Trader

Table 1.4

Expected benefits of PMC business proposition.


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2 Product Market Combination approach and interventions

broccoli:

participants,

2.1 PMC participants Figure 2.1 shows an overview of the participants in the business propositions’ supply chain of the PMC broccoli.

Figure 2.1

Supply chain and actors PMC broccoli - Enrekang.

2.1.1 Farmers Previous PMC’s made very clear that the solidness and strength of the participating farmer group is crucial for the success of a PMC pilot, therefore in the Enrekang regency eight farmer groups were preselected based on “intake” interviews during an inventory trip and on recommendation of the local dinas pertanian. The four most promising groups were invited for a focus group discussion after which farmer group Sipakari Tutu was selected to participate in the broccoli pilot (Pic. 2.1). During the Focus Group Discussions (FGD) the farmer group was informed in detail on the expectation, the business proposition and the potential risks of the pilot. The farmers were very eager to join the PMC pilot.

Picture 2.1

Farmer group Sipakari Tutu during initial assessment session.


10 Enrekang farmers usually grow cabbage, tomatoes, chilli, coffee and some of them have one or two goats. Broccoli is a new crop for them and is only sparsely planted in the region, because the demand is very small at the local traditional market. Farmers once worked according to a general vegetable production and planting schedule that was designed by the local dinas pertanian, but they felt it did not work properly as prices did not improve and were still low. Farmers are regularly visited by extension workers of seed and pesticide companies. The selected farmer group, Sipakari Tutu from the Baroko district in the Enrekang regency consisted of 30 members that jointly cultivated about 20 ha of land. The group meets about five times per month. Sipakari Tutu farmers are member of a local cooperative, from which they can get credit at soft conditions, i.e. they are allowed to pay back at the time of harvest when farmers have cash. Farmers also incidentally support each other with laborious activities during the production of vegetables. Selling of harvested products is commonly done on individual basis. Products are sold to collectors or at the local Suduh market in Alla. At the local market, it is a traders’ practice that they make a phone call to their subsequent buyers at end markets in Kalimantan and base the farmers’ price on the price level in the end market. This seems a sound approach, but it is common knowledge that the buyers at the Suduh market make price agreements among each other to keep prices low and to maximize their own profits. In general, buyers dictate vegetable prices and farmers are “price takers”. Farmers also regularly do not agree on the price of products once it is handed over to the collector. Only when the collector has sold the product he will contact the farmers about the price and mode of payment, which sometimes takes weeks. Occasionally farmers also are not paid at all by the trader.

2.1.2 Trader It was not easy to find a trader that was interested in and fit for cooperation in a PMC pilot, as the South Sulawesi market is dominated by a large number of traditional traders that seemed unwilling to change their current practices. Eventually, the PMC team succeeded to find a potential trader who seemed genuinely interested to cooperate. Before the start of the PMC the trader was extensively interviewed to learn about his suitability for inclusion in the pilot. Rodeo Fresh is a vegetable and fruit trading company established in 1997 and based in Malang, East Java. It sells vegetables to retail partners in East Java and several cities on islands in East Indonesia, such as Bali, Lombok, Kalimantan and Sulawesi. All vegetables are traditionally sourced in East Java and transported by air or ship to the other islands. Transport costs are consequently high and vegetable price levels in supermarkets in Kalimantan and Sulawesi are consistently above the price levels in Java. In Malang Rodeo Fresh has eight staff members for logistics, packing and grading. Distribution of products in East Java is managed from Malang, but on the other islands, Rodeo Fresh contracts extension workers. These extension workers receive products, and if necessary re-pack products and arrange delivery to the local supermarkets. Rodeo Fresh collaborates with about 30 small producers in the Malang region. Cooperation with the farmers is based on informal agreements and prices are in general based on the cost price of farmers with a top up (standard margin) of 2,000 IDR/kg. During the intake interviews with the director of Rodeo Fresh, based on his experiences, he admitted that working with small farmers can be challenging. Nevertheless he was willing to start working with farmers in Sulawesi for a trial period. This would be the first time that Rodeo Fresh would source products outside of East Java. In East Java Rodeo Fresh usually buys vegetables in bulk from growers after which grade A and B quality products are sold to retailers in the region. The remainder is sold at the local traditional market. Rodeo Fresh proposed to apply the same practice in the Makassar region, even though at the start of the PMC pilot he did not yet have a network of buyers at traditional markets in Makassar. Rodeo Fresh was planning to build a packing house and distribution centre in Makassar to professionalize its supply to


11 local retail markets and he expected to be up and running once the first broccoli form the PMC pilot would be launched at the market. Supplying Makassar from East Java is costly. For example, transport of vegetables/fruits from Surabaya to Makassar by airfreight costs IDR 13,000 IDR/kg1. This was one of the main reasons why Rodeo Fresh was interested in sourcing vegetables within the South Sulawesi province, provided that the vegetables were of good quality and competitively priced as compared with imported products from East Java. However, the director of Rodeo Fresh was hesitant to fix a contract price, and would rather agree on a base price, plus the promise to add a reasonable amount per kg at times when market prices were high. Based on his current contracts with supermarkets in Makassar, Rodeo Fresh was ready to absorb 200300 kg grade A quality broccoli per week. If the project would be successful, he intended to source other vegetables from the farmers in Enrekang such as eggplant, chayote, chayote shoots (pucuk labu), celery, spinach, bell pepper, beef tomatoes and mushroom. Initially, Rodeo Fresh agreed to buy all broccoli grades from the farmers. Lower grades would be sold by the trader at the traditional market in Makassar. Rodeo Fresh was also interested in receiving vegIMPACT support to rebrand and strengthen the marketing of their products. In East Java Rodeo products carried a small ‘Rodeo Fresh’ sticker and outside of Java another brand was used ‘We one’. The company was in particular not happy with the current ‘We one’ sticker and was struggling with the positioning of their products both in Java and other places.

2.1.3 Retailers Hero Supermarket is the largest supermarket (retail) chain in Indonesia and was established on August 23, 1971. Nowadays Hero operates more than 700 retail locations in Indonesia under various brands, Hero and Giant supermarkets, and Starmart Convenience Stores. The Hero supermarkets are positioned to serve the middle-upper consumers’ market, whereas the Giant supermarket serves lower consumers’ markets. If supplied products do not fit the stringent Hero quality guidelines, sometimes the products will be shifted to Giant supermarkets and sold at a lower price. Currently, there are one Hero supermarket and three Giant supermarkets in Makassar. The head office is located in Jakarta, but Hero buyers in Makassar can make autonomous decisions. The buyers in Makassar also coordinate the sourcing of fresh produce for Hero/Giant supermarkets in the rest of East Indonesia.

2.1.4 Seed company In this PMC the seed company played an important role. Bejo is a leading, worldwide operating company in breeding, production and sales of vegetable seeds with operations in more than thirty countries. It is an internationally oriented family-owned business with about 1,500 employees. The Bejo head office is located in Warmenhuizen in The Netherlands. In Indonesia Bejo seed is represented through a distributor PT Primasid, which is an Indonesian seed producing and sales company for various international branded hybrid seeds. It manages research fields at various locations in Indonesia. Primasid services the market via a team of extension workers that are locally based all over Indonesia. Its extension team covers around 70% of the Indonesian territory.

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Current price 17,000 IDR/kg (October 2016)


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2.2 The PMC activities and interventions The PMC broccoli pilot was started in March 2015 and wrapped up in March 2016 and the project training activities were conducted between April 2015 and December 2015. First transplanting of seedlings and start of the planting schedule was 24 June 2015. The results of the broccoli planting schedule till 2 March 2016 were analysed for this report.

2.2.1 Agronomic interventions Cultivation training and coaching activities In order to supply broccoli as described in the business proposition and connecting contract, farmers were trained on all production aspects, including integrated pest and diseases management (IPM) and rational fertilizer application, in cooperation with Bejo and external experts from IVEGRI (Annex I). Based on the results in earlier PMC’s, the PMC team felt it was important to offer the Enrekang farmers a more thorough training on basic vegetable production techniques. In previous vegIMPACT PMC’s all training activities were conducted by the extension workers of the seed company and the activities mostly focussed on the target commodity. The PMC team felt that without embedding the specific broccoli knowledge in a wider understanding of modern vegetable growing techniques, the farmers would not properly understand the need and benefits of following Standard Operational Procedures (SOPs). An external trainer from IVEGRI was hired for two days to train farmers on the basics of vegetable production. All training activities (including the fee for the external trainer) were sponsored by Primasid/Bejo. Taking into account the remote location of the farmers and the proximity of one other PMC in the same region (focussed on carrot), a junior local vegIMPACT supply chain facilitator2 was hired to coach farmers. During the entire PMC pilot period this junior facilitator was present at the farm locations for at least two days a week. At the start of his contract, he received an intensive training with Primasid at Java and he also visited a PMC pilot in Cianjur, West Java, to familiarize himself with PMC activities and set up. Continuous supply In order to create continuous supply, according the contract, a planting schedule was developed in cooperation with farmers, trader and Bejo (Fig. 2.2). May-15 20 21 22

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Sep-15 37 38 39

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Oct-15 42 43

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 NURSERY (21-24 days) FARM FIELD TILL FIRST HARVEST (55 days) HARVEST PERIOD (14-17 days)

Figure 2.2

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Planned planting schedule Enrekang.

This junior supply chain facilitator was also responsible for supporting a PMC carrot pilot in the same region


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13 For a continuous supply of 400 kg broccoli per week, during a (selling) pilot period of 6 months, one sachet of seeds would be sown per week. First transplanting of broccoli seedlings was foreseen for June 2015. Introduction of new broccoli variety (‘Lucky’) In the past some farmers had once used a Japanese broccoli variety, but ‘Lucky’ broccoli seed, introduced and produced by Bejo, has a longer shelf life and has the advantage that it can be harvested twice or three times, as new heads will grow in the arm pits of the plant. The dark green colour of Lucky broccoli is also much more appreciated by modern retail as compared with other broccoli varieties. Farmers were not automatically convinced that ‘Lucky’ would be better than the Japanese variety. However, thanks to the promised support and commitment of vegIMPACT, for example, with developing market connections and training, farmers agreed to join this PMC pilot. Post-Harvest and logistical interventions Broccoli is usually harvested at intervals and in order to arrange for a continuous supply a harvest schedule was developed and implemented in addition to the planting schedule (Fig. 2.3).

Luas Total Lahan Harvest (m2) (kg) I 210 II 210 III 210 IV 210 V 210 VI 210 VII 210 VIII 210 Broccoli Supply Transport 2x/week Farmer

Figure 2.3

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Monday Thursday Monday Thursday Monday Thursday Monday Thursday Monday Thursday Monday Thursday kg kg kg kg kg kg kg kg kg kg kg kg 200 20 30 70 60 20 200 20 30 70 60 20 200 20 30 70 60 20 200 20 30 70 60 20 200 20 30 70 60 20 200 20 30 70 60 20 200 20 30 70 60 20 200 20 30 70 60 20 20 50 120 180 200 200 200 200 180 150 80 20

Planned harvest schedule broccoli Enrekang for continuous market supply.

This harvest schedule, if properly implemented, would result in a harvest of 200 kg each on Monday and on Thursday of every week. The transport of harvested broccoli to the market was challenging for multiple reasons. Most importantly, broccoli is very sensitive to temperature and if transported uncooled, it will develop yellow spots rather quickly. As the production sites in this pilot were located at considerable distance (5 – 7 hours) from the destination market Makassar, post-harvest, cooling and the overall logistical process required utmost attention. An expert identified key post-harvest points of attentions for the logistical process (Annex II). Introduction of central nursery The assessment of the current practices of farmers showed that local sowing technique was not optimal. Through the introduction of a central nursery it was expected the quality and success rate of seedlings would improve considerably. One of the problems encountered was the lack of available media for raising seedlings. Therefore, the farmers were also introduced to the production and usage of burned rice husk as media in the nursery.

2.2.2 Organizational interventions After a first assessment of the group by a professional external expert, the group was ranked at the top of the first stage of the maturity ladder (Fig. 2.4). The group already established rudimentary cooperation systems, for example, options for credit/loan supply were already in place and farmers also supported each other with land preparation, planting, harvesting, etc. vegIMPACT report 35. Product Market Combination broccoli - Enrekang

14 According to the vegIMPACT organization expert, three organizational training modules would be sufficient to mature the group to a level necessary for successfully implementing and maintaining the PMC business proposition.

Figure 2.4

Farmer group maturity ladder.

2.2.3 Marketing and sales interventions Quick market scan In the early stages of the pilot a quick market scan was conducted in Makassar to determine the characteristics of the market and the demand for broccoli. Marketing and product positioning The director of Rodeo fresh and his wife got an introduction to strategic marketing of fresh produce and they received tips for labelling and branding. Following this introduction, in close cooperation with the trader, vegIMPACT facilitated the design of a new logo for the company and a specific label for their broccoli. Also marketing materials such as a leaflet, banners and posters were designed to support the introduction of the broccoli in the supermarkets of Makassar. Providing loan vegIMPACT provided a loan for the investment in the nursery, including a 50% grant portion. The group was also supported with plastic crates and Styrofoam boxes, necessary for the implementation of temperature controlled transport. Contract farmers – trader - supermarket The farmers were facilitated to conclude a contract with the trader and they were coached during the implementation of the contract. The trader, Rodeo Fresh, was supported in his contract negotiations with the supermarket.


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3 PMC results and evaluation 3.1 Agronomy 3.1.1 Situation pre- PMC, location & practices Luvisol/Acrisol soil types are prevalent in the Enrekang regency and the pH of the soil of farmers’ fields was on average between 6.5 and 7.5. The vegetable production locations in Enrekang are at an altitude between 800 to 1,000 m above sea level. Rainfall in the Enrekang regency is significant, year round (Fig. 3.1) and the average annual precipitation is 2,410 mm. August is the driest month (138 mm) and January the wettest (316 mm). Farmers expressed that water availability was not problematic in the region.

Figure 3.1

Average precipitation in Enrekang regency per month (blue) and average temperature (red). Source: www.climate-data.org.

Annual average temperature in Enrekang is 26.6 °C.

3.1.2 Agronomic training and results The PMC training program focused on the introduction of good agricultural practices (GAP), especially on the rational application of pesticides and fertilizer. Farmers were introduced to the SOPs of Primasid for the production of broccoli, but during the pilot diverted from the recommended guidelines in some aspects (Table 3.1). Nevertheless production results were above expectation. Brassica species (including broccoli) are normally (worldwide, including Indonesia) very susceptible to Club root, a disease caused by Plasmodiophora Brassicae), which occurs in particular under high pH soil conditions. In Enrekang farmers encountered little problems with Club root even in plots where farmers produced brassica year round. Lack of proper crop rotation resulted in some problems with pests such as Plutella spp. (caterpillars).


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Recommended SOP broccoli

Local (Enrekang) diversions from the SOP

Land tillage and establishment of new planting beds

Not all farmers renew planting bed and not all farmers conduct soil tillage

Fertilizer is mixed in the soil before transplanting.

Clay soil is difficult to mix with fertilizer and farmers often only applied fertilizer on the top soil after transplanting. As results were still good, it was decided to no longer convince the farmers with regard to this element.

Keep planting beds clean from weeds

Many farmers prefer not to weed, because they believe weeds are useful. As weeds transfer pests & diseases and compete for nutrients and water, farmers were continuously advised to keep beds clean.

Preventive pesticide use in rainy season as Farmers never practiced preventative use and the broccoli is susceptible for fungal diseases. recommended pesticides were initially not available in Enrekang. PMC staff hand carried pesticides from Java and farmers were coached to order specific pesticides from farm input suppliers. Harvest plots in 3-5 stages after which old Many farmers continue to harvest for weeks in a row, plants are removed and soil is given a rest even if only 1 or 2 heads can be harvested per day in a period to recover. field. Table 3.1

Recommended SOP’s for broccoli and actual practices during implementation of the pilot.

The actual cost price of broccoli production in Enrekang was estimated to be 1.8 million IDR for 1 sachet or 900 plants, which is sufficient for a production field of about 300-400 m2. In total the production costs in Enrekang were about 50% higher than production cost in Cipanas in Java that was used as a reference for the PMC proposition. Differences were attributed to the much higher labour and land rental cost in Enrekang.

3.1.3 Continuous supply During the first months of the PMC the planned planting schedule was accurately adhered to by the farmers (Fig. 3.2). Fields were sown according to the schedule, however, some farmers decided to continue harvest even after most plants stopped producing good quality broccoli heads. Farmers were advised to stop harvesting after two weeks of harvest and remove the plants to start with a rotation crop or leave the soil fallow and time to recover. This would have resulted in a more stable production. No

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

Figure 3.2

Actual implementation of planting schedule broccoli Enrekang (from transplanting date).


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The planting schedule did not result in a continuous broccoli supply. Only during four months out of the seven months analysed, the targeted broccoli production volume was realized (Fig. 3.3)

Figure 3.3

Total broccoli volume harvested (kg) per month as compared with the target volume of grade A broccoli (red line).

Results of the individual fields were variable with and an average result of 253 kg per sachet (field of 300-400 m2 depending on location) was established (Fig. 3.4).

Figure 3.4

Results (kg) per plot (1 sachet seed, 300-400 m2 within the planting schedule (left) and comparison average yield, best yield and worst yield (right).

3.1.4 Introduction of new broccoli variety The introduction of the new broccoli variety ‘Lucky’ was successful and farmers were enthusiastic especially because of the extra head production per plant. The seed company did not have a distribution network in South Sulawesi prior to the pilot and the area was not covered by its extension services. The first batch of seed was therefore brought in by the PMC facilitator, later the farmers were coached to order the seed by email from the head office of Primasid. After payment of the seed, Primasid would courier the seeds to the farmers. After finalization of the vegIMPACT pilot Primasid included the region in its distribution network and Bejo seeds are now also available to other farmers in the province.


18

3.1.5 Harvest and post-harvest and logistical interventions Farmers received a training in good (post) harvest techniques in order to minimise the waste during grading and transport. The logistics of the broccoli was challenging in the beginning of the pilot. For example, farmers were not used to pay for transport as normally vegetable products were either collected at farm gate or at the local traditional market. During the PMC pilot Rodeo Fresh refused to assume responsibility for transport and PMC facilitators had to discuss various transport options with the farmers. As both the retailer and the trader wanted to be delivered twice a week, the volumes were too small to economically arrange for dedicated transport. In the end the group decided to transport the broccoli by a long distance truck line at a cost of 400 IDR/kg. An alternative was identified by using public transport (bus) for 45,000 per box. To kick start the supply of broccoli to the market vegIMPACT provided a small transport subsidy to farmers till the end of September 2015. In the first months the broccoli was transported to Makassar in carton boxes. This resulted in a considerable percentage of product that could not be sold at the modern retail outlets due to quality defects. However, broccoli with yellow spots could still be absorbed by the traditional market, but at less attractive prices. To minimize quality losses and the amount of rejected broccoli a low tech temperate (cooled) transport solution was introduced. Based on the advice and recommendations from an external expert (results are summarized in Annex II) and tests in the vegIMPACT office in Jakarta, the farmers were trained and coached to transport the broccoli wrapped in newspapers and packed in Styrofoam boxes that would be cooled by frozen plastic water bottles (Pic. 3.1). Through this simple but effective solution system the transport time of broccoli – without quality losses - could be extended up to 24 hours.

Picture 3.1

Packing broccoli for transport in low tech cooled transport.

Initially the farmers were hesitant to conduct a trial with this cooling solution and Styrofoam transport boxes, because of the costs of the Styrofoam boxes. Additionally a system to return the foam boxes to the farmers had to be developed. The carton boxes used before, did not have to be returned to the farmers and hence the new system would result in additional transport costs for foam boxes. To convince the farmers vegIMPACT sponsored and sourced the first batch of Styrofoam boxes. Also the trader that would receive the product in Makassar was sceptical because yellow spots could not be prevented by cooled transport according to him. However, the cooled transport solution resulted in constant and good quality broccoli during and after transport, and less broccoli had to be discarded or rejected due to quality defects such as yellow spots and sold at low prices. The temperature in the boxes was recorded and assessed with a data logger


19 and was still 19 Co on arrival in Makassar, whereas product transported in carton boxes was heated up to a temperature of 30 Co. Communication between the extension worker of Rodeo in Makassar and the farmer group was troublesome from the very beginning. Most of the time there was no feedback or information on the status of the broccoli upon delivery and the reason – if any - for lower prices and percentage reject and waste. In short, farmers did not trust the assessments by the Rodeo extension worker. To support better communication both parties received a simple smart phone3 from vegIMPACT that enabled them to send pictures of the state of products at point of shipment and point of delivery.

3.1.6 Central nursery A central nursery for broccoli seedlings was established by the farmer group with support and training from vegIMPACT staff. This nursery was able to supply the farmers with high quality and vigorous seedlings. The establishment of a joint nursery was considered as very innovative in the region and attracted lots of attention from neighbouring farmers and the local dinas pertanian (Pic. 3.2 and Annex III).

Picture 3.2

Seedling production before (left top) and after PMC interventions in a central nursery.

But even after the nursery training, farmers struggled how to organize and plan their activities. They were happy with the joint facility, but initially farmers wanted to raise and take care of their own seedlings. Farmers did not use SOP for seedling production, but instead they tested randomly, without proper recording and without systematic observations, factors such as the volume of water, sowing depth, composition of soil medium. To guarantee a good and constant quality of the seedlings on advice of the PMC team a member of the farmer group was appointed to coordinate the management of the nursery.

3

Currently smart phones are available in Indonesia from only about 200,000 IDR or 15 Euro per phone.


20 The total costs of the nursery were budgeted at 6,455,400 IDR. VegIMPACT provided a loan including a 50% grant of the investments. As the sowing trays are not locally available in South Sulawesi, the PMC facilitator bought the trays in Jakarta and hand carried them to Enrekang. The quality and success rate of seedlings grown in the central nursery was much better than in open field. In response, farmers also started to use the nursery successfully for other vegetable seedling. Whereas in open field farmers usually realize an emergence rate of 33%, i.e. 1000 healthy cabbage seedlings out of 3000 seeds, in the nursery they were able to raise 2500 healthy seedlings from 3,000 seeds (emergence rate of 83%). Out of one sachet of broccoli seeds (1,250 seeds) farmers were able to rise about 1,000-1,100 healthy seedlings. Seedling losses after transplanting of maximum 10% were observed, due to insects. The standard medium for nurseries used in Indonesia (combi of sand, manure and burned rice husk) was not locally available. The farmers were advised to use a mix of manure and dried bamboo leaves. Later the farmers were introduced to producing and using burned rice husk (Annex IV, Pic. 3.3). The rice husk was a waste product at the local rice mill and farmers could get it for free. Producing burned rice husk is not expensive, and even offered the farmers options for an alternative income, as at the market in Makassar small bags of rice husk are sold for 6,000 IDR for 500 g. However farmers never pursued this option as till date none of the other farmers in their direct vicinity used burned rice husk, so selling and marketing of this new product would be challenging. They decided to only produce just enough burned rice husk for their own nursery. At the end of the project the nursery was also used to raise tomato seedlings, that were sold for a small fee to farmers, and which strengthened the joint finances of the group. The success of the nursery was widely discussed in the region and the group regularly received excursions and visits from other farmer groups and the government.

Picture 3.3

Producing burned rice husk at the farm side, used for the sowing medium.


21

3.2 Group development As the initial assessment showed this group already had some maturity, they only received three organisation modules. The process of development of farmer group Sipakaru Tutu was successful. The group was committed to the pilot and on average 80% of the initial participating farmers attended the training interventions (Fig. 3.5). At the end of the project the group was assessed to have reached the top of the second maturity level (Fig. 2.4).

Figure 3.5

Farmers participation in various training activities.

The Enrekang farmer group matured considerably as became obvious during several steps of the PMC process: -

The planting schedule was adhered to and implemented and the majority of farmers participated. Jointly managing of the nursery was new to the farmers, but they successfully mastered this during the pilot. At the end they also used the nursery to commercially produce tomato seedlings. Joint selling of broccoli was managed well, and farmers were not allowed to sell independently on their own. The group decided to independently (without support of vegIMPACT) invest in a joint grading and packing facility. Even although the trader paid irregularly and in the end stopped paying completely, the farmers remained committed to the contract and supply to Rodeo Fresh for some time. At the end the group was legally registered including an email address and a joint bank account.

Similar to the other PMC in this region, the biggest challenge the group faced was the cooperation with the trader, Rodeo Fresh. Selling on contract was new to the group and entailed an administrative process of sending invoices, checking bank accounts regularly, and sending reminders if necessary, and paying out to farmers. These activities were new to the farmers and often resulted in problems such as:   

Invoices were sent late. The secretary did not check the joint bank account regularly and even when money was received from the trader, the secretary found it difficult to distribute the money among the farmers. The person responsible for marketing did not follow up on unpaid invoices send to Rodeo Fresh (if farmers did not give it priority, Rodeo Fresh would also not give it priority).


22 

Rodeo Fresh paid the farmers irregularly and in small portions that were not labelled and did not correlate with the invoices send to the trader.

In the course of time the cooperation with Rodeo started to become increasingly difficult and at the end of February 2016 the farmers stopped delivering broccoli to Rodeo Fresh. In response the farmer group managed to establish additional contracts with other traders to market their broccoli to markets in Toraja and Kendari. Because of the group activities, the local demand for broccoli on the local traditional market also increased and smaller sized broccoli heads could be sold locally at acceptable prices. Half way the project, the group independently built a joint collection, grading and packing house, to professionalise the one gate sales even further. And at end of the project, the group communicated with traders via a joint email address, they maintained rudimentary farm recording (Pic. 3.4) and managed a joint bank account. The improvements in the group were noticed by the local government and to stimulate the farmers they received a cultivator, a three wheel transport motor and a manure chopper from the local dinas pertanian.

Picture 3.4

Example of broccoli farm records (left) and Sipakaru Tutu farmer group during PMC wrap up.

3.3 Marketing and sales 3.3.1 Marketing and introduction activities Even though the trader expressed to be interested in marketing support from vegIMPACT, he turned out to be very traditional. He was mostly interested in a new label. The potential benefits of working together with modern markets and promoting vegetables through banners, leaflets, posters and other in-shop activities was new to them. Also new were negotiations with regard to consumer price setting based on the type of supermarket. In his current contracts, the supermarket was the price setter and the trader a mere price taker. Rodeo Fresh was not open for an innovative and more strategic marketing approach. Also the fact that Rodeo Fresh was represented by an extension worker in Makassar, was not very helpful to establish good working relations and cooperation with supermarkets. In Makassar the products of Rodeo Fresh were branded “We One” using a small sticker. There was no logical thought behind the brand and the director was not able to explain why the company had chosen the words “We One”. In close cooperation with Rodeo Fresh vegIMPACT developed a new logo for “We One” and for extra brand impact a tagline was added “We are One in freshness”. Additionally, matching Point of Sales material was designed; X banners, posters and a leaflet. The material was used during a brief introduction period of locally produced Enrekang vegetables, during Christmas 2015 (Pic. 3.5).


23

Picture 3.5

Illustration of shop introduction activities.

The reaction of Hero Supermarket was very positive and it was happy with the labelled product and they welcomed the supporting Point of Sales (PoS) material (banner and leaflet). Sales promotion through girls at the retail floor was postponed due to small and irregular broccoli supply during the rainy season. Contract Farmers - Trader Although Rodeo Fresh initially agreed with vegIMPACT to join the pilot, it was challenging to get the trader to formalize his contract with the farmers. During the development phase of the PMC the trader had mentioned a broccoli price that would be interesting for him in the Makassar context, as it would save him the logistical cost of 13,000 IDR/kg to get broccoli from Malang. But when the actual contract with the farmers was discussed, Rodeo Fresh decided to no longer use prices of products from East Java in the Makassar market as a starting point, but instead he proposed to use the prices of broccoli at the traditional Makassar market as a reference. With the first broccoli harvest due in a couple of weeks in 2015, the trader: -

Was unwilling to provide loans to farmers (for seed). Was unwilling to share the costs of transport and the logistical risks. Did not want to cooperate to design a mutually agreeable payment terms. Demanded two deliveries per week (resulting in small volumes per delivery and thus high transport costs ) Was unwilling to pay a fixed contract price and instead he demanded prices to be determined on weekly bases.

Three weeks into the harvest period, Rodeo Fresh already diverted from the agreed minimum prize. According to Rodeo Fresh there was not enough demand from supermarkets and the local market price was below the agreed minimum contract price. Therefore, the trader did not want to pay farmers more than what he would fetch at the traditional market in Makassar. From the end of November 2015 onwards, the trader finally agreed at a contract price for grade A broccoli of 17,000 IDR/kg during a 3 months’ contract period (as an agreement with a firm contract price was also agreed between the trader and Hero supermarket, see next section). However, it should be noticed that at that time also the price at the local traditional market in Makassar went up to 9,00012,000 IDR/kg. The agreement on the new contract price was never formalized on paper, but instead each month the contract price was verbally extended for another month. In the beginning of the pilot the demand for broccoli at the local market in Enrekang was not existent, so the group depended on the Rodeo contract. In December 2015 farmers received 17,000 IDR/kg from


24 Rodeo for delivery at supermarkets and 14,000 IDR/kg for products sold at the traditional market in Makassar. Prices for broccoli in South Sulawasi were far above the average prices fetched by farmers in Java, but still the Enrekang farmers indicated that without a contract they would not continue producing broccoli. During the pilot, farmers started to introduce small quantities of broccoli on the local market in Enrekang. Previously broccoli was hardly available at this market, but it turned out that there was a small demand and although prices were lower than at the traditional market in Makassar, it was still interesting. In December farmers fetched 10,000 IDR/kg at the local traditional market in Suduh, Enrekang, mainly for substandard quality broccoli that could not be supplied to Rodeo Fresh. At end of the pilot the group concluded contracts with two other traders (Fig. 3.6). These contracts were not formalized on paper, but consisted of mutually agreed prices, volume and payment terms. The new low tech cool transport solution made it possible to reach Kendari city at a distance of 24 hours by car from Enrekeng. Because of the remote location of Kendari, broccoli could often be sold for more than IDR 20,000 per kg, so even though volumes were small this was a very interesting market. The Kendari trader paid in cash upon delivery.

Figure 3.6

Total broccoli supply (kg) from Enrekang farmers to various end markets during the PMC pilot period (8 months).

Contract trader - supermarket In the design phase the trader agreed to sell the broccoli to various supermarkets in Makassar, as he claimed to have deals with most supermarket chains in Makassar in place. Contracts with supermarkets were exclusively managed by the director of Rodeo Fresh from Malang and the extension worker of Rodeo Fresh in Makassar was merely an intermediate link. The Rodeo extension worker was not able, nor authorized to negotiate issues or to discuss more strategic cooperation with the supermarket. Similarly to his common practice in Malang, the trader agreed to buy all grades from the farmers, and planned to sell the higher grades to supermarkets and lower grades to the traditional market. The selling at the traditional market was supposed to be done by the inexperienced extension worker. In November 2015 the trader still claimed he could not get a good deal for the ‘Lucky’ broccoli with supermarkets, instead almost the entire crop was sold at the Kalimbu traditional market in Makassar. These developments were rather disappointing for all participants because during the design phase of the pilot, PMC facilitators had pitched the ‘Lucky’ broccoli (based on samples from Malang) to several


25 supermarket buyers in Makassar and most of them showed a warm interest. Three months into the project, the PMC team decided to pitch the ‘Lucky’ broccoli again to supermarket buyers in Makassar, but this time with an actual sample of broccoli from Enrekang. Supermarkets were still interested and based on the most interesting price option, the PMC facilitators brokered a contract between Rodeo Fresh and Hero Supermarket for grade A broccoli with a monthly contract price. Promotional activities such as display of banners, posters, leaflets and a cooking demonstration were part of the agreement. Neither the trader, nor his extension worker was able to join the meetings with the supermarkets, but Rodeo Fresh was very happy with the contract and contract price, which was higher than the prices he normally fetched from supermarkets. The promotional activities would be organized by vegIMPACT as part of the deal with Rodeo Fresh for participating in the pilot. End December 2015 the first labelled broccoli finally entered the shelves of the Hero supermarket, and the sales was supported through banners and leaflets with product information (Pict. 3.5). The cooking demonstration was postponed till the volume would increase from February 2016 onwards. However as explained the farmers stopped supplying broccoli to Rodeo Fresh completely at the end of February 2016 when payments from Rodeo Fresh had halted for more than a month. Hero supermarkets still wanted to continue ordering broccoli, and complained with the PMC facilitators that supply had ceased without notification from Rodeo Fresh. However, without an intermediate party or middle man in Makassar farmers were not able to independently continue supplying Hero. Around the time of wrapping up the pilot, the PMC team was able to connect the farmers with another trader in Makassar who was interested to sell broccoli to Hero supermarkets. Deliveries started again after the end of the PMC pilot. Profitability Farmers Almost all the plots in the planting schedule generated a profit (Fig. 3.7). The average profit per plot of about 350 m2 was IDR 1.2 million. In the first weeks the trader was not able to sell the agreed 200 kg per week and he could only absorb 40-60 kg per week, supplying one to two supermarkets only. According to the trader the demand was disappointing. As a result most of the broccoli was sold at the traditional market in Makassar (see before). Because Rodeo Fresh still expected to sell more broccoli in due course of time – and it takes time to effectively change the planting schedule, farmers decided to continue with the original planting schedule with the target of continuous supply of 200 kg of grade A per week.

Figure 3.74

Total result (IDR) broccoli production Enrekang per plot 350m2 (one sachet of seeds per week).

Only after the PMC facilitators intervened and brokered a better deal and price between the trader and the supermarket, and consequently prices paid out to farmers improved, it became clear to them that working on a contract could be an interesting option. The percentage of income from Rodeo Fresh


26 (for broccoli sold to supermarkets on contract) was higher than the percentage of supplied products (volume in kg) to Rodeo Fresh for this contract (Fig. 3.8).

Figure 3.8

Share of total farmers income (IDR) from broccoli supplied to various end markets (left) compared with the supply volume (kg) to these end markets (right).

In reality, due to delayed payments by the trader, the PMC proposition was less profitable than calculated on paper. Nevertheless, because of the new contracts with two new traders that were concluded just before the end of the pilot, and a new intermediary trader in Makassar, the profitability of the broccoli PMC is expected to improve in the future and the farmers were very committed to continue broccoli production. Profitability Trader According to the records of Rodeo Fresh during the first two months of the selling period, he did not make any profit. At the beginning of the pilot, when the broccoli was transported uncooled, many broccoli heads had yellow spots upon arrival in Makassar, and therefore could only be sold at the traditional wholesale market. So hardly any of the broccoli was sold to supermarkets, instead they were sold at the traditional market by the extension worker of Rodeo Fresh who was unable to negotiate good prices. According to the trader he only paid the minimum agreed price to the farmers during the initial week of the selling period, but after that he felt forced to drop prices. The trader recorded an average waste percetage of 10% waste, for which the farmers were not compensated and paid. At the time of brokering a new contract with Hero supermarket, Rodeo Fresh agreed on a medium term contract with the farmers with a duration of three months, which was in principle profitable. However, there are no Rodeo records to further support this.


27

4 Discussion and conclusions 4.1 Overall result business proposition The results of this PMC pilot and business proposition “High quality broccoli, produced by small farmers, for modern retail in Makassar, South Sulawesi” are promising because the pilot showed that even remote farmers can access modern markets and scale up production without further support. Farmers The PMC pilot’s planting schedule led to a positive financial result for the farmer group with a margin of 40%. Farmers continued growing ‘Lucky’ broccoli after the pilot was wrapped up. Additionally the farmer group had matured considerably and was able to independently connect with new traders, supplying modern markets after the initial contract with the trader (Rodeo Fresh) failed. Since the end of the pilot, the farmers have doubled the area under broccoli production and they continued to successfully supply three traders with good quality broccoli on a continuous basis. Although there are no formal, written, contracts in place, there are clear agreements between the traders and farmer group on volume, prices and payment conditions. This was considered a huge step forwards compared to the practices with collectors and traders prior to the pilot Trader Based on the limited information available, the initial PMC pilot trader would potentially be able to make a profit margin on the ‘Lucky’ broccoli. However, because of the poor internal organisation and communication, the trader was not able to commit to his agreements with the farmer group as well as with the Hero supermarket in Makassar. Cooperation was unilaterally cancelled by the farmers as the trader had already stopped all payments for broccoli that were supplied 4.

4.2 PMC contribution to vegIMPACT objectives The pilot PMC broccoli accomplished the following results:  Successful introduction of a new variety of broccoli (‘Lucky’) to the regional market.  Introduction of modern cultivation techniques for broccoli including design and implementation of planting and harvest schedule for continuous market supply.  Implementation of a central, joint nursery for the production and supply of high quality broccoli seedlings for members of the farmer group.  Successful connections of farmers with various traders and connection of trader with modern retail markets.  Successful introduction of a low cost and low tech solution for temperature and quality controlled (cooled) transport of broccoli for modern markets. PMC broccoli has contributed to the following specific vegIMPACT objectives as presented in Table 4.1.

4

In October 2016, the PMC team learned that the trader had serious financial problems with a national supermarket chain that led to a near bankrupt of Rodeo Fresh. It was still financially recovering from this issue.


28

vegIMPACT objective

PMC contribution

Remarks

Increased vegetable productivity

+

Production volume from ‘Lucky’ broccoli seeds is higher than production with other commercial broccoli seeds available at the market.

Reduced pesticide use per unit product

+

Farmers were instructed to only use a rational amount fertilizers and pesticides. Farmer also switched to single pesticide spraying.

Reduced production costs per unit product

0

Production cost of ‘Lucky’ broccoli in Enrekang was higher than expected.

Increased financial margins for farmers

+

The introduction of ‘Lucky’ broccoli and the mode of cooperation between farmers and traders resulted in improved margins for the farmers compared with other vegetables grown by the farmers.

Explanation:

Table 4.1

+ 0 -

= PMC positively contributed to specific objective = neutral; no effect of PMC was observed = could not be measured

Summary of contribution PMC broccoli to vegIMPACT objectives.


29

ANNEX I

Training plan PMC broccoli

When

What

Duration Day(s)

7 April’15

Facilitating Meeting Rodeo with Kelompok Sipakari Tutu

1

RS, Pak Ilud & Kelompok

7 May’15

Cultivation Module A “Nursery and Seedling Training”

1

RS

12-13 May’15

Cultivation Module B “Introduction Character of LUCKY F1, Cultivation Techniques

2

Pak Asep Primasid & RS

26-28 May’15

Training Need & Rapid Assesment

1

Pak Alfa & RS

Organization Module 1 “Administration & Financial”

2

1-2 June’15

Cultivation Module C “Soil & Field Preparations, Fertilizers & Fertilization”

2

Pak Tony M & RS

Week of 25, June’15

S TART TRANSPLANT

27-28 July’15

Organization Module 2 “Structure & Strategic Farmers Group”

2

Pak Alfa & RS

3-4 August’15

Cultivation Module D “Harvest, Post Harvest Packaging, etc)”

2

Primasid & RS or Pak Ilud (trader) &RS

Training

(Processing,

Whom

Week of 33, August’15

SELLING PERIOD

31 August-1 Sept’15

Cultivation Module E “Integrated Pest & Disease Management (Crop Protection)”

2

Pak Tony M & RS

7 October’15

Occupational Health Training

1

MW, RS

14-15 December’15

Organization Module 3 “Market Acces”

2

Pak Alfa, RS

18-19 January’16

Evaluation

2

VegImpact & Others

March 2016

Refreshment days on Organization or Cultivation Aspects

2

VegImpact


30

ANNEX II Points of attention post-harvest broccoli for small scale growers in Sulawesi, Indonesia Report by: Simon Schouten

Introduction Broccoli is intended to grow in South Sulawesi, Indonesia. Growing seems possible for this crop under the existing weather conditions: daily temperatures of 20-35°C and a Relative Humidity between 7090%. Broccoli has a very limited storage life. The harvested crop is very sensitive for dehydration, colour and firmness loss. Respiration activity is very high, it produces hardly any ethylene but the sensitivity for it is very high. Storage life is estimated a period of 1-4 weeks according different sources. Dutch information and Cantwell’s list indicate a storage life of 1-2 weeks provided the crop is stored at 0°C and 95-100% R.H. (plastic wraps or bags creating a MAP atmosphere). Recommendations of the PostHarvest Technology Centre in Davis, California, speak of 3-4 weeks under the same conditions. Storage life decreases to 2-5 days according the same sources as mentioned before, if the temperature is 10°C. Success in growing broccoli in South Sulawesi depends very much on the application of the appropriate post-harvest conditions. It must be possible to cool the crop as soon as possible after harvest and to keep this temperature on about the same level during transport and distribution. A second condition is that R.H. should be on the highest possible level. In other words broccoli needs a closed cold chain especially in Sulawesi where daily temperatures are very high. I will give below some points of attention for the harvest, cooling and packaging, transport and distribution of Sulawesi broccoli which must be transported to Makassar, which takes about 6 hours and from there distributed to retailers.

Harvest: important concerning storage life are: Moment/Maturity and Method. Harvest Moment/Maturity 1. Decision to harvest depends on maturity: this is not easy to determine as shown in the picture below. Broccoli colour should be dark or bright green; florets should be closed. The heads should be compact and firm. Yellow florets are not allowed as well as discoloration of the stems. 2. Instruct workers to recognise the right maturity.


31 Harvest Method: 1. Harvest is done manually. Consider the possibility of cutting heads with leaves which will protect the curds from excessive dehydration. This procedure is recommended if preparation for transport is done at a collecting place instead of on the farm. 2. Start cutting heads early in the morning when temperature is relatively low. Consider the possibility of night harvest. 3. Reduce physical handling as much as possible to protect the cut heads. 4. Protect the heads from sun; put them in the shade or cover heads with leaves.

Operations at collection place The harvested curds should be brought to a central place (a collecting place or packing house) as soon as possible after harvest. Operations at the packing house can be divided into: 1. Cutting leaves if the broccoli is brought with leaves. This should be performed with sharp knives and careful handling. Selection of heads is done simultaneously with cutting leaves. 2. Avoid throwing ready curds. Broccoli is extremely sensitive for rough handling. 3. Put the curds carefully in boxes. 4. Precool the boxes. a. With forced air, which should bring down the temperature to a temperature near 0°C. Forced air cooling can be realised in a cold room, which sometimes need some adaptation to force the cold air to stream through the boxes. b. Precooling with cold water is an alternative for forced air cooling. It asks for specialised technology. Cooling is very quickly, about 5 times quicker than forced air cooling. Boxes must be water resistant. c. Top icing: an amount of crushed ice is put in every box filled with broccoli. This method can lead to uneven cooling because ice remains on its place. d. Application of ‘liquid ice’ (mixture of cold water and crushed ice plus (sometimes!) salt is a well-known method for broccoli distribution in the U.S. The method needs special technology to fill the boxes as well as water resistant boxes. Much ice must be available since 1 kg ice can bring down the temperature of 3 kg broccoli from about 30°C to about 4.5°C but in practise 20 kg broccoli is packed with 12.5 kg ice. An important advantage of liquid ice is the cooling during transport. e. Evaporative cooling (see fig below) is not an option because: i. The current R.H. is too high on Sulawesi. Evaporative cooling is appropriate if R.H. is extremely low R.H. as shown below.

f.

As an example: an outdoor temperature of 25°C can be brought down to 14.5°C if R.H. is 10%. This decrease of 10.5C is limited to 2°C if the R.H. is 80%, see the table below.


32

Evaporative Cooling

O U T D O O R Temp

100C 150C 200C 250C 300C 350C 400C 450C 500C

INDOOR TEMPERATURES Relative Humidity 10% 20% 30% 40% 50% 4.0 4.5 5.5 6.0 7.0 7.5. 8.5 . 9.5 10.5 11.0 11.0 12.0 13.0 14.5 15.5 14.5 16.0 17.0 18.5 20.0 17.5 19.5 21.0 22.5 24.0 23.0 25.0 26.5 28.5 26.5 29.0 31.0 32.5 32.5 35.0 37.0 36.5 39.0 41.0

60% 70% 80% 7.5 8.0 9.0 12.0 13.0 13.5 16.5 17.5 18.5 21.0 22.0 23.0 25.0 26.5 28.0 30.0 31.5 32.5 34.5 36.0 37.5 39.0 40.5 42.0 43.5 45.0 47.0

90% 9.5 14.0 19.0 24.0 29.0 34.0 39.0 44.0 48.5

5. Check temperature of the curds. A stay of some hours in a cold room at for example 5°C is not a guarantee that the temperature has reached the wanted level. 6. Packaging: individual packaging in plastic films contributes strongly to reduce water and quality loss. Liners can be applied. The choice of the packaging material must be considered carefully. A wrong choice may result in bad quality retention as shown in the picture below.

Inappropriate and appropriate packaging films 7. The packed heads are put in boxes. Consider the possibility of for example boxes, which allow to put crushed ice in it for maintaining the low temperature during transport. 8. Pay attention to the presence of ethylene producing crops. Ethylene promotes strongly colour loss and storage life is reduced in this way. 9. Harvest early in the morning takes a couple of hours. Operations at a collection place will also take at least some hours especially if cooling is done with air.

Transport The truck or pickup is loaded with the boxes for Makassar but it will not leave the collecting place before the evening. It could be attractive to do the transport by night. Points of attention are:


33 1. Load carefully in a way which allows cold air from a cooler on the truck can pass along the boxes. 2. Be aware of quick heating of the crop especially if product temperature is relatively high for example 10°C. Heating also takes place if not enough crushed ice has been added to the boxes. The only guarantee for keeping the temperature on a low level is the combination of precooling followed by cooling during transport (P+C+). See graph below of a transport of cut flowers in The Netherlands. P=precooling

40

C=cooling during transport

Temperature (C)

35 30

P- C-

25 P- C+

20 P+ C-

15 P+ C+

10 5 0 0

5

10

15

3. It must be realised that pickups and trucks equipped with a cooler are not able to lower the temperature of the crop. The coolers only can maintain the temperature at the beginning of transport. Precooling in a refrigerated truck is not possible.

Destination Makassar The truck will be unloaded after arrival at (wholesale market?) in Makassar. Points of attention here are: 1. The boxes must be placed in the shade to prevent further heating. Much better is to put the boxes in a cold room. 2. Be aware of short distribution times for bringing the boxes to the retail market or shops especially if cold storage is not available. 3. Pay attention to the presence of ethylene producing crops. Ethylene promotes strongly colour loss and storage life is reduced in this way. 4. Tell the traders and shopkeepers about the limited shelf life of the broccoli.


34

ANNEX III

Nursery report Kelompok Tani Sipakaritutu

Report by: Riky Sianipar PERMASALAHAN PEMBIBITAN DI KELOMPOK SIPAKARITUTU Petani dalam Kelompok Sipakaritutu biasa menanam Kubis, Tomat, Bunga Kol dan lainnya. Mereka sudah terbiasa untuk membibitkan dahulu lalu dipindah tanam. Tingkat keberhasilan bibit mereka untuk mendapatkan bibit yang siap tanam ± 40 persen. Hal ini dikarenakan :     

Petani terbiasa menyemai dengan menabur secara acak di lahan (tidak ada jarak semai) Umumnya bibit yang dipindah berumur lebih dari 1 bulan Tidak ada perlakuan khusus untuk benih maupun tempat persemaian sehingga tidak dapat tumbuh dengan baik (etiolasi) Belum ada penyuluhan atau informasi khusus mengenai benih maupun persemaian Lahan Persemaian tidak terlindung dengan baik sehingga mudah mendapat gangguan dari ayam atau hama dan penyakit tanaman

Gambar 1

Persemaian di Sipakaritutu.

Umumnya, petani menyemai dengan cara tradisional. Perlakuan persemaian yang mereka lakukan adalah :     

Persiapan lahan dengan mencangkul dan meratakan tanah Jika sudah rata, benih lalu ditebar secara acak dan tidak ditebar secara teratur atau dibuat secara bergaris Jika menggunakan pupuk kandang, benih ditutupi dengan pupuk kandang ayam Persemaian lalu disiram dan ditutupi dengan daun pisang atau lainnya Setelah benih tumbuh ± 1 minggu, persemaian dibuatkan naungan. Jarang petani menggunakan naungan yang transparan

INTERVENSI VEGIMPACT UNTUK PERSEMAIAN BROKOLI KELOMPOK SIPAKARITUTU Persemaian merupakan salah faktor penting dalam proses budidaya maupun dalam program ini. Jika kualitas bibit maupun jumlah tidak sesuai dengan yang diharapkan maka dapat membahayakan supply yang berkelanjutan. Karenanya, sesuai dengan hasil assesment sebelumnya dan permintaan kelompok maka VegIMPACT memberikan pelatihan mengenai benih dan persemaian khususnya untuk brokoli. Persemaian yang dilakukan oleh Kelompok adalah merupakan salah satu inovasi VegIMPACT dalam kegiatan PMC Brokoli. Kelompok Sipakaritutu membangun Rumah Persemaian (nursery) dengan menggunakan media semai tertentu dan menyemai menggunakan tray. Pembuatan Rumah Persemaian dan Biaya


35 Biaya pembangunan rumah persemaian dan fasilitas pendukungnya merupakan kerjasama antara VegIMPACT dengan kelompok tani. Rumah persemaian berukuran 10 x 10 x 3 m dan mengambil tempat di salah satu lahan anggota yang dekat dengan jalan maupun saluran air. Gambar konstruksi rumah Persemaian dapat dilihat pada gambar berikut ini :

2m 3m

2m 5m Gambar 2 & 3

5m m

5m

5m m

Konstruksi Rumah Persemaian.

Total biaya awal untuk membangun rumah persemaian Rp. 6.455.000. VegIMPACT memberikan bantuan 50% dan sisanya dicicil sebanyak 2x dan sudah dibayar oleh Kelompok pada bulan Oktober dan November 2015. Rincian biaya dapat dilihat pada tabel 1. No.

Keterangan

Jumlah

Biaya (Rp)

1.

Tray Benih

153 tray

1.836.000

2.

Plastic UV

44 m x 2,7 m

1.965.000

3.

Bamboo

43 big and 50 small bamboo

1.540.000

4.

Decompos Manure

40 sack

560.000

5.

Paranet

42,4 m

254.400

6.

Rope

10 roll

300.000

Total Tabel 1

6.455.400

Rincian Biaya Pembangunan Awal Rumah Persemaian di Sipakaritutu.

Rumah persemaian (nursery) berukuran 10 x 10 x 3 m dan memiliki 8 meja persemaian dengan ukuran 4 x 1,3 x 1 m (Gambar 3). Jarak antar meja persemaian sekitar 0,9 m sehingga tetap dapat memudahkan pemeliharaan bibit. Konstruksi bangunan rumah persemaian dan meja terbuat dari bambu. Hal ini dikarenakan mudah mendapat bambu besar di sekitar kelompok. Gambar mengenai konstruksi meja persemaian dapat dilihat pada Gambar 3 & 4. Setiap meja persemaian dapat menampung 28 tray sehingga kapasitas maksimal sebanyak 224 tray. Brokoli menggunakan tray 72 lubang maka kapasitas maksimal 16.128 bibit brokoli. Bibit brokoli diharapkan dapat dipindah maksimal pada umur 28 hari atau 4 minggu. Untuk mendapatkan produksi yang berkelanjutan, setiap 1 minggu brokoli maksimal disemai sebanyak 56 tray atau 4.032 bibit.


36

4m 1m 1,3 m Gambar 4 & 5

0,9 m

Konstruksi meja persemaian.

Pengenalan Teknik Persemaian Menggunakan Tray Benih Kelompok Tani Sipakaritutu belum mengenal tray benih. Ada beberapa kelebihan menyemai benih menggunakan tray, yaitu :  Bibit cepat beradaptasi dan tidak mengalami masa stress sewaktu ditanam ke lahan  Mudah dalam penghitungan jumlah benih dan bibit.  Mudah dan dapat dipindah-pindah  Tidak mudah rusak dan memiliki umur ekonomis ± 2 tahun  Mudah diadaptasi dan dilakukan oleh petani  Tidak mudah terserang penyakit (phytium)  Ukuran dan kedalaman lubang benih lebih seragam sehingga mudah dalam pengontrolan

Gambar 6, 7, 8

Tray benih, brokoli 4 hari setelah tanam & tray brokoli diangkat vertikal 90°.

Umumnya tray berukuran 54 x 28,5 cm dan tray mempunyai jumlah lubang yang berbeda. Semakin banyak lubang semai maka ukuran lubang semakin kecil. Semakin kecil lubang semai maka semakin sulit bibit akan berkembang. Tray yang digunakan adalah tray 72 lubang. Hal ini dikarenakan agar bibit brokoli dapat berkembang baik. Kelompok tani Sipakaritutu mempunyai jadwal untuk menyemai setiap hari Rabu. Penyemaian dilakukan oleh anggota kelompok. Sebelum menyemai, anggota mempersiapkan perlengkapan persemaian, yaitu :  Benih dan wadah  Campuran media semai yaitu tanah bambu dan arang sekam  Tray yang sudah bersih  Bambu kecil seperti pinset  Air dan gembor


37

Gambar 8,10,11,12

Perlengkapan Persemaian.

Percobaan Menggunakan Beragam Media Semai untuk Brokoli LUCKY Media semai yang digunakan saat ini merupakan media semai hasil beberapa percobaan. Selain media semai, kita juga melakukan percobaan sesuai yang dilakukan oleh petani. Selain untuk mendapatkan media semai terbaik juga untuk menguatkan kepercayaan petani dalam teknik persemaian yang baru. Percobaan yang kita lakukan berdasarkan dari hasil beberapa informasi dan media yang mudah untuk didapatkan di sekitar kelompok. Percobaan media semai yang dilakukan adalah :  Campuran media tanah bambu : Pupuk Kandang Sapi : Arang Sekam dengan 1:1:1 (tray)  Campuran Tanah bambu : Pupuk Kandang Ayam : Arang Sekam dengan 1:2:1 (tray)  Campuran Tanah Bambu : Pupuk Kandang Ayam : Pasir dengan 1:1:1 (tray)  Campuran tanah bambu : Pupuk Kandang Ayam : Cocopeat dengan 1:1:1 (tray)  Hanya Tanah Bambu (tray)  Semai di lahan dengan Pupuk Kandang Ayam (tray)  Campuran tanah bambu : Arang Sekam dengan 1:1 (tray) Percobaan menggunakan tray 72 lubang dan benih yang digunakan 72 benih/percobaan. Cocopeat khusus kita bawakan dari Malang untuk percobaan. Percobaan ini dilakukan pada tanggal 8 Desember 2015. Percobaan ini bertujuan untuk mendapatkan bibit yang baik berdasarkan :  Daya tumbuh benih (pada umur 5 dan 10 hari setelah semai)  Lebar dan Warna (daun)  Tinggi bibit dan perakaran Pada umur 3 hari setelah tanam, sudah ada beberapa benih yang telah berkecambah. Pencatatan persemaian pada umur 5 dan 10 hari setelah semai adalah sebagai Tabel 2. Percobaan

Jumlah Benih

Daya Tumbuh

Lebar Daun

Tinggi

Perakaran

+5

+10

+5

+10

+5

+10

+5

Keterangan

+10

1

72

64

68

1,1

1,7

1,8

2,5 kuat

Kuat

Gulma Cepat Tumbuh

2

72

35

53

0,7

1

0,9

0,9 lemah

Lemah

Daya tumbuh kurang & Lambat

3

72

58

59

0,9

1,1

1,5

2 lemah

Lemah

Perakaran pendek

4

72

54

59

1

1,2

1,2

2 lemah

Lemah

Pertumbuhan lambat

5

72

60

66

1,1

2,7

1,9

lemah

Mudah rebah

6

72

7

72

Tabel 2

3,5 kuat

Benih hilang dibawa semut 60

68

1,2

2,8

2

3 kuat

kuat

Optimal

Pencatatan Percobaan Media Semai di Persemaian Brokoli Kelompok Sipakaritutu.

Dari Tabel tersebut, dapat dilihat bahwa di persemaian untuk mendapatkan bibit brokoli yang bagus dapat dilakukan dengan cara percobaan 1, 5 dan 7. Hal ini dikarenakan, tingkat keberhasilan bibit


38 diatas 90 persen. Selain itu, perakaran brokoli juga kuat sehingga akan lebih mudah memudahkan tanaman dalam proses adaptasi di lahan penanaman. Untuk mengetahui kuat atau lemahnya perakaran dilakukan dengan cara mencoba mencabut bibit (kualitatif). 2

1

3

5

4

Gambar 13-17

Persemaian Brokoli Percobaan 1-5 umur 26 hss.

Berdasarkan gambar persemaian pada umur 26 hss tersebut, terlihat jelas bahwa pertumbuhan bibit percobaan 2 sangat lambat dan tidak rata. Pindah tanam dilakukan pada tanggal 6 Januari 2016 atau bibit berumur 28 hss. Jumlah bibit yang dipindah sebanyak 366 bibit tetapi sehubungan dengan lahan yang terbatas, hanya 280 bibit yang menjadi fokus analisis Tabel 3.

Tabel 3

Percobaan

Bibit Dipindah

Jumlah Bedengan

1

44

2

2

28

1

3

49

2

4

42

2

5

56

2

7

61

2

Jumlah Tanaman Fokus Analisis Berdasarkan Percobaan Media Semai.

Pindah tanam brokoli dilakukan di lahan Pak Safri dengan jarak 60 x 70 cm. Dari 280 bibit yang menjadi fokus analisis, semua bibit mempunyai proses adapatasi yang bagus dan tidak ada bibit yang mati. Perlakuan pemeliharaan brokoli percobaan diperlakukan sama dan tidak ada pembedaan yang dilakukan oleh Pak Safri.


39

3

2

1

4 Gambar 18-22

5

Brokoli Percobaan 1-5 umur 28 HST.

Pada umur 28 hst, tanaman brokoli tetap tumbuh dengan baik dan jumlah tanaman yang tumbuh masih sama sebanyak 280 tanaman. Berdasarkan gambar diatas, pertumbuhan maupun perkembangan brokoli semua percobaan relatif sama. Berikut ini adalah farm recording yang dilakukan oleh Pak Safri (Tabel 4). Minggu Minggu -1

Kegiatan Sewa & Persiapan Lahan Penyemprotan Rumput Pupuk Dasar Pupuk Kandang

Pestisida/Pupuk Rambo NPK Pelangi

Minggu 0

Penanaman 366 bibit

Minggu 1

Penyiraman

Minggu 2

Penyemprotan

Sidador

Minggu 3

Penyemprotan

Endure

Minggu 4

Penyiangan

Volium Targo & Score

Minggu 5

Pupuk Susulan

KCL, Urea & NPK Pelangi

Tabel 4

Jumlah (kg atau ml) 1000 ml 8 kg 50 kg

Harga/unit (Rp) 300.000 60.000 24.000 50.000

@ 5 Kg

Farm Recording Pak Safri.

Pengenalan dan Pembuatan Arang Sekam VegIMPACT juga membimbing kelompok Sipakaritutu dalam membuat arang sekam. Sesuai dengan hasil percobaan, bibit brokoli hingga saat ini merupakan bibit dari media semai campuran tanah bambu dan arang sekam. Sekam padi didapat dari penggilingan padi di Kecamatan lain. Selain sekam padi kering, dibutuhkan beberapa alat untuk kegiatan bakar sekam ini. Salah satunya adalah cerobong berlubang. Cerobong ini dibuat berbentuk silinder dari bahan yang mudah menghantarkan panas. Kelompok Sipakaritutu membuat dari seng bekas yang diikat dengan kawat dan dilubangi acak dengan obeng Lebar lubang ±1-2 cm. Alat-alat yang digunakan Kelompok Sipakaritutu adalah :    

Cerobong Silender dengan tinggi dari cerobong seng ± 85 cm dan lebar ± 4 inchi. Limbah kertas, kardus atau ranting kayu untuk pembakaran awal Sekop kecil untuk mengaduk sekam Embrat atau gembor untuk penyiraman sekam


40 Teknis pembakaran sekam yang dilakukan oleh kelompok Sipakaritutu adalah : a. Pembakaran dilakukan sebelum kerja bakti kelompok. Hal ini dilakukan agar anggota saling mengingatkan untuk membalik sekam agar tidak hangus. b. Setiap pembakaran, kelompok membakar sekam kering sebanyak 1-2 karung gabah (karung 100 kg) tetapi jika diisi sekam kering hanya ± 18 kg c. Kelompok membuat dahulu api didalam cerobong. Setelah api menyala, cerobong dikelilingi dengan sedikit tumpukan sekam. d. Setelah bara membesar dan sudah ada sekam yang terbakar lalu ditambahkan tumpukan sekam disekeliling cerobong e. Tumpukan sekam tidak dianjurkan setinggi cerobong. Hal ini dikarenakan, jika semua lubang tertutup maka proses pembakaran akan terhambat dan terhenti f. Jika bagian atas sekam sudah menghitam atau gosong, segera ditambahkan atau dengan sekam lainnya agar merata g. Proses pembakaran ini bertujuan agar sekam padi menghitam menjadi arang dan bukan untuk menjadi abu. Karenanya, anggota harus saling mengingatkan untuk membalik atau menambahkan sekam h. Jika sekam sudah menghitam rata, matikan bara api baik yang dicerobong atau di sekam dengan air untuk mencegah kebakaran di sekitar dan sekam tidak menjadi abu i. Setelah sudah tidak panas, sekam dimasukkan ke dalam karung dan disimpan ditempat yang tidak terkena hujan secara langsung. j. Dari 18 kg sekam padi kering, setelah dibakar mendapatkan ± 15 kg arang sekam. k. Rata-rata waktu yang diperlukan untuk membakar 18 kg sekam padi menjadi arang sekam selama 5-6 jam l. 15 Kg arang sekam dapat digunakan sebagai campuran media semai sebanyak 18 tray

Gambar 23-26

Proses Pembuatan Arang Sekam di Sipakaritutu.

KESIMPULAN Strategi Kelompok Untuk Keberlanjutan Rumah Persemaian Rumah persemaian merupakan salah satu Inovasi dalam PMC Brokoli di Enrekang. Selama ini, Kelompok mempunyai jadwal piket untuk di Persemaian tetapi kurang berjalan. Saat ini, kelompok telah membuat jadwal baru dan membagi beberapa team. Setiap team terdiri dari 4 anggota yang akan bertugas di Persemaian semenjak mengumpulkan media semai, persemaian hingga pemeliharaan persemaian. Team akan selalu di supervisi oleh bagian budidaya (Pak Mustari). Kelompok Sipakaritutu mempunyai seksi permodalan. Salah satu sumber pendanaan adalah dari kegiatan persemaian. Selama ini, sumber pendanaan untuk pemeliharaan rumah persemaian didapatkan dari : 

Penjualan bibit brokoli untuk kegiatan kelompok. Bibit akan dibayar oleh anggota sebesar Rp. 150.000 yang akan dipotong pada saat pembayaran hasil panen oleh kelompok. Pemotongan ini untuk mengganti benih Brokoli Lucky sebesar Rp. 100.000/bungkus dan Rp. 50.000 untuk pemeliharaan persemaian kelompok


41  

Penjualan bibit tomat, kubis atau lainnya Penyewaan tray jika ada anggota yang memerlukan

Keberlanjutan Teknik Persemaian Teknik Persemaian ini juga dilakukan untuk tanaman kelompok lainnya seperti kubis, tomat dan lainnya. Sebelum teknik persemaian ini diperkenalkan, tingkat keberhasilan petani hanya sekitar 40 persen (success rate). Hal ini terlihat dari hasil persemaian kelompok untuk tanaman Kubis. Dengan cara ini, tingkat keberhasilan kelompok untuk menyemai Kubis mencapai 80 persen sehingga anggota kelompok lebih menyukai menyemai dengan cara ini. Media Semai Terbaik dan Sesuai Untuk Persemaian Brokoli LUCKY Sipakaritutu Banyak media semai yang dapat dipergunakan untuk persemaian seperti cocopeat, humus, dan lainnya. Sipakaritutu merupakan kelompok tani pertama di Enrekang yang mempunyai dan mengaplikasikan cara persemaian seperti ini. Media semai terbaik didapatkan dari beberapa percobaan yang mudah didapatkan di sekitar kelompok. Salah satu rekomendasi untuk media semai brokoli di Sipakaritutu adalah media semai hasil pencampuran dari Tanah Bambu yang sudah diayak dan arang sekam dengan perbandingan 1:1. Perlu diingat, selain dengan media semai ini juga dilakukan perlakuan tambahan yaitu pemberian NPK Mutiara/Pelangi sebanyak ± 10 grm/5 liter air pada umur 14 hss. Produksi Arang Sekam Kelompok Sipakaritutu Arang sekam yang dilakukan oleh Kelompok Sipakaritutu merupakan salah satu inovasi di Enrekang. Kegiatan ini hanya dilakukan untuk mendapatkan media semai persemaian brokoli. Kapasitas maksimal Rumah persemaian adalah 224 tray sehingga membutuhkan 187 kg arang sekam. Untuk mendapatkan produksi brokoli yang berkelanjutan, setiap minggunya kelompok membutuhkan arang sekam minimal sebanyak 47 kg. Berdasarkan desktop inventory, arang sekam dijual di Makassar dengan harga Rp. 6.000/500grm. Setiap menyemai brokoli (18 tray), kelompok membutuhkan 15 kg arang sekam. Jika kelompok membeli arang sekam dari Makassar dan tidak memperhitungkan ongkos kirim, maka setiap menyemai kelompok mengeluarkan dana Rp. 180.000/15kg. Ini merupakan salah satu Inovasi yang sangat menguntungkan kelompok. Kelompok Sipakaritutu mempunyai potensi untuk menjadikan arang sekam sebagai salah satu sumber permodalan kelompok. Arang sekam juga diperlukan untuk tanaman hias atau florikultura. Berdasarkan data BPS Sulawesi Selatan tahun 2014, Kabupaten Gowa, Kota Makassar dan Kabupaten Toraja Utara merupakan daerah penghasil tanaman hias terbesar di Sulawesi Selatan. Sewaktu kunjungan Kepala Dinas Pertanian ke kelompok, Dinas Pertanian sangat tertarik untuk membantu pengembangan arang sekam kelompok.

Gambar 16

Arang Sekam Kemasan yang dipamerkan sewaktu Kunjungan Kepala Dinas.


42

ANNEX IV

Manual preparing burned rice husk

Report by: Riky Sianipar Pengenalan Pembuatan Sekam Bakar Untuk Persemaian Brokoli Sipakaritutu Brokoli memerlukan pembibitan terlebih dahulu. Pembibitan merupakan salah satu faktor penting dalam proses budidaya. Tingkat keberhasilan pembibitan tradisional di Kelompok Sipakaritutu hanya 40-50 persen . Hal ini dikarenakan, petani menyemai benih di lahan terbuka dan tanpa perlakuan lebih lanjut. Untuk mendapatkan bibit brokoli yang bagus, saat ini, kelompok Sipakaritutu telah mempunyai nursery sederhana untuk pembibitan brokoli. Kelompok Sipakaritutu telah menggunakan tray dan telah beberapakali melakukan percobaan persemaian. Salah satu media semai terbaik yang digunakan adalah tanah bambu dan arang sekam. Arang sekam bersifat porous dan bisa berfungsi sebagai zeolit (menyimpan unsur hara dan mudah dilepaskan apabila dibutuhkan tanaman). Bahan dasar arang sekam adalah dari sekam padi hasil penggilingan padi. Sebelum digunakan untuk media semai, sekam tersebut harus dibakar dahulu. Tujuan pembakaran sekam adalah untuk mematikan mikroba patogen bawaan dan menambah unsur karbon (C) sehingga media tanam menjadi lebih gembur. Arang sekam sangat sulit untuk didapatkan di Enrekang. Hal ini dikarenakan, petani belum mengerti mengenai kegunaan arang sekam. Karenanya, kita mengenalkan arang sekam dan cara pembuatannya ke kelompok Sipakaritutu.

Gambar 1 & 2

Sekam Padi.

Kabupaten Enrekang mempunyai cukup banyak lahan penanaman padi. Berdasarkan situs resmi Dinas Pertanian dan Perkebunan Kabupaten Enrekang, luas lahan penanaman padi pada tahun 2013 seluas 10.943 ha dan menghasilkan 75.744 ton (http://distanbun.enrekangkab.go.id/download-filedistanbun/). Di daerah Sudu Enrekang, terdapat penggilingan padi. Sekam hasil penggilingan padi dibuang ke sungai dan tidak dimanfaatkan. Kelompok diperbolehkan untuk mengambil sekam tanpa biaya di penggilingan tersebut. Sekam diangkut didalam karung gabah dengan menggunakan motor. Berat sekam padi dalam satu karung tersebut ± 18 kg. Selain sekam padi kering, dibutuhkan beberapa alat untuk kegiatan bakar sekam ini. Salah satunya adalah cerobong berlubang. Cerobong ini dibuat berbentuk silinder dari bahan yang mudah menghantarkan panas. Kelompok Sipakaritutu membuat dari seng bekas yang diikat dengan kawat dan dilubangi acak dengan obeng Lebar lubang ±1-2 cm. Alat-alat yang digunakan Kelompok Sipakaritutu adalah :    

Cerobong Silender dengan tinggi dari cerobong seng ± 85 cm dan lebar ± 4 inchi. Limbah kertas, kardus atau ranting kayu untuk pembakaran awal Sekop kecil untuk mengaduk sekam Embrat untuk penyiraman sekam


43

Gambar 3

Cerobong Pembakaran Sekam.

I. Pembakaran sekam di Kelompok Sipakaritutu:           

Pembakaran dilakukan sebelum kerja bakti kelompok. Hal ini dilakukan agar anggota saling mengingatkan untuk membalik sekam agar tidak hangus. Setiap pembakaran, kelompok membakar sekam kering sebanyak 1-2 karung gabah (karung 100 kg) tetapi jika diisi sekam kering hanya ± 18 kg Kelompok membuat dahulu api didalam cerobong. Setelah api menyala, cerobong dikelilingi dengan sedikit tumpukan sekam. Setelah bara membesar dan sudah ada sekam yang terbakar lalu ditambahkan tumpukan sekam disekeliling cerobong Tumpukan sekam tidak dianjurkan setinggi cerobong. Hal ini dikarenakan, jika semua lubang tertutup maka proses pembakaran akan terhambat dan terhenti Jika bagian atas sekam sudah menghitam atau gosong, segera ditambahkan atau dengan sekam lainnya agar merata Proses pembakaran ini bertujuan agar sekam padi menghitam menjadi arang dan bukan untuk menjadi abu. Karenanya, anggota harus saling mengingatkan untuk membalik atau menambahkan sekam Jika sekam sudah menghitam rata, matikan bara api baik yang dicerobong atau di sekam dengan air untuk mencegah kebakaran di sekitar dan sekam tidak menjadi abu Setelah sudah tidak panas, sekam dimasukkan ke dalam karung dan disimpan ditempat yang tidak terkena hujan secara langsung. Dari 18 kg sekam padi kering, setelah dibakar mendapatkan ± 9-10 kg arang sekam. Rata-rata waktu yang diperlukan untuk 1 karung gabah ± 18 kg sekam kering selama 4-5 jam.

Gambar 4, 5, 6 dan 7

Proses Pembakaran Sekam.

II. Salah satu kekurangan dari kegiatan ini di Kelompok Sipakaritutu adalah : a. Jadwal pergiliran membuat arang sekam di kelompok belum berjalan rutin. b. Masih terjadi kegagalan karena anggota lupa untuk membalik sekam sehingga sekam menjadi abu c. Masih menjadi biaya yang tidak diperhitungkan


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III. Potensi Arang Sekam di Sipakaritutu Sekam padi di Enrekang belum dimanfaatkan maksimal dan banyak sekali yang dibuang ke sungai. Selain untuk memenuhi kebutuhan persemaian kelompok, arang sekam mempunyai potensi untuk dikomersialkan lebih lanjut. Selain untuk persemaian, arang sekam juga banyak digunakan untuk tanaman hias. Berdasarkan data BPS Sulawesi Selatan tahun 2014, Kabupaten Gowa, Kota Makassar dan Kabupaten Toraja Utara merupakan daerah penghasil tanaman hias terbesar di Sulawesi Selatan. Dari ketiga daerah tersebut, Kabupaten Toraja Utara merupakan daerah yang terdekat dari Enrekang. Karenanya, dibutuhkan analisis lebih lanjut mengenai kebutuhan dan pemanfaatan arang sekam di Sulawesi Selatan.

Gambar 8

Arang sekam kemasan dijual online di Makassar Rp. 6.000/bungkus.


Product Market Combination for small farmers in Indonesia: High quality broccoli for modern retail in Makassar, South Sulawesi

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