MR 72c - Tanzania Country Study: Field Manual

ANALYSIS OF THE INTEGRATION OF
MSES IN VALUE CHAINS:

TANZANIA RESEARCH PROTOCOL
micro REPORT #72 APPENDIX C:
FIELD MANUAL
July 2006
This publication was produced for the United States Agency for International Development by the Louis Berger
Group, Inc. It was prepared by Shehnaz Atcha (The Louis Berger Group, Inc.), Elizabeth Dunn (Impact LLC,
subcontractor to ACDI/VOCA), David Bloom (Harvard University, subcontractor to Louis Berger Group), Banu
Akin (ACDI/VOCA), Phillip Church (DevTech, subcontractor to Louis Berger Group), and Shand Evans (The
Louis Berger Group, Inc.) under the Accelerated Microenterprise Advancement Project Business Development
Services Knowledge and Practice Task Order.
i
Tanzania Study Appendix C: Field Manual
TABLE OF CONTENTS
1. INTRODUCTION.................................................................................................................................... 1
1.1 CONTEXT FOR THE RESEARCH.................................................................................. 1
1.2 THE PURPOSE OF THIS MANUAL ................................................................................ 1
2. RESPONSIBILITIES ................................................................................................................................... 2
2.1 RESPONSIBILITIES OF SURVEY SUPERVISORS.......................................................... 2
2.2 RESPONSIBILITIES OF SURVEY TEAM LEADERS ...................................................... 2
2.3 RESPONSIBILITIES OF SURVEY ENUMERATORS..................................................... 2
3. INTERVIEWING RESPONDENTS ....................................................................................................... 4

3.1 PREPARING FOR THE INTERVIEW .............................................................................. 4
3.2 CONDUCTING THE INTERVIEW ................................................................................ 4
3.2.1 AT THE BEGINNING OF THE INTERVIEW ................................................. 4
3.2.2 AT CONCLUSION OF THE INTERVIEW...................................................... 6
3.3 ASKING FOR REFERRALS ................................................................................................ 7
4. SELECTING AND LOCATING RESPONDENTS............................................................................ 8

4.1 OVERVIEW............................................................................................................................ 8
4.2 SAMPLING METHODS ...................................................................................................... 8
4.3 PRODUCER ASSOCIATION “MEMBER” SAMPLES .................................................. 9
4.3.1 MEMBER SAMPLE IN ARUSHA-MOSHI .......................................................... 9
4.3.2 MEMBER SAMPLE IN LUSHOTO .................................................................... 10
4.4 SAMPLES OF “NON-MEMBER” PRODUCERS.......................................................... 10
4.4.1 OVERVIEW OF RDS SAMPLING .................................................................... 10
4.4.2 SELECTING INITIAL SEEDS.............................................................................. 10
4.4.3 NUMBER OF WAVES AND RESPONDENTS ............................................. 11
4.4.4 REFERRAL LOGISTICS ....................................................................................... 11
4.4.5 MANAGING WAVES AND TRACKING REFERRALS .............................. 12
4.4.6 SUMMARY OF REFERRAL PROCEDURE ..................................................... 13
5. RECORDING RESPONSES TO SPECIFIC QUESTIONS......................................... 14
APPENDIX A. KEY TERMS AND DEFINITIONS................................................................................... 18

1. GENERAL VALUE CHAIN DEFINITIONS ............................................................ 18
2. DEFINITIONS SPECIFIC TO TANZANIA AND HORTICULTURE .............. 20
APPENDIX B: TANZANIA HIGH VALUE VEGETABLES VALUE CHAIN MAP ........................... 24
ii
1. INTRODUCTION
1.1 CONTEXT FOR THE RESEARCH
Many USAID programs have the two-fold objective of achieving improved economic growth, while at
the same time reducing poverty. One strategy for promoting broad-based economic growth is to
harness the growth potential of large numbers of micro and small enterprises (MSEs) and integrate them
into productive value chains. The overall vision for the AMAP BDS Knowledge and Practice project is
to promote the development of MSEs and to increase their participation in productive economic sectors
at the local, national, regional, and/or global levels. The focus of AMAP’s Component A: Clients and
Markets is to better understand how MSEs are integrated into productive value chains and the effects of
this integration on both MSEs and value chains. The outcome of this research will be important in
developing a strategy to promote more effective linkages of MSEs into productive value chains. The
primary focus of the research is to develop a better understanding of the following:
• The factors influencing MSE owners’ decisions to participate in value chains and upgrade their
businesses in ways that enhance their competitiveness (i.e., real and perceived opportunities,
barriers, risks, benefits, and costs).
• The relationships between MSEs and other firms in the value chain.
• The effects of inter-firm relationships on the structure and competitiveness of the value chain.
Globally, the most lucrative cash crops are those grown for the export market. The Tanzanian value
chain for high-value export vegetables (HVEV) is relatively small and undeveloped. There are few
producers, a tiny domestic market, and only two exporters. On the other hand, approximately 17% of
households 1 are engaged in commercial vegetable production and many of these are located in the
cooler highland areas, which are most suitable for growing HVEV. In addition, there is ample arable land
and water for irrigation in the appropriate agro-climatic areas. This value chain has been identified in
several recent donor studies as having high potential for development.
This study focuses on the barriers and opportunities for MSEs in the horticultural sector, specifically
looking at the potential for MSE upgrading and participation in the HVEV market. The research also
looks at the effects of social capital and trust, information, and income levels on business relationships
and upgrading decisions. Preliminary fieldwork has provided considerable background information on
the horticulture value chain, the firms in this value chain, and how the firms relate to each other.
1.2 THE PURPOSE OF THIS MANUAL
This manual will serve as a reference for surveyors while they are in the field interviewing respondents.
It is important that data be collected as carefully and completely as possible. Information collected on
the questionnaires will be coded and entered into a database where it will be analyzed to summarize
findings from the survey. Carefully collected and reported information is critical to avoiding biases and
errors in the later data tabulation and analysis.
This manual is organized in the same sequence in which respondents will be selected and interviewed. In
addition, the manual contains definitions of terms used in the questionnaire that should be understood
by both the surveyor and to the respondent. Please read and familiarize yourself with these terms. Ask
your Research International survey team leader or supervisor if you need clarifications.
1
National Bureau of Statistics Tanzania, Household Budget Survey, Table 5.7 pg. 60.
1
2. RESPONSIBILITIES
2.1 RESPONSIBILITIES OF SURVEY SUPERVISORS
If you are a field survey supervisor you will:
1. Manage logistics of interview process.
2. Number all the blank surveys with Control Numbers (1000 – 3000) prior to distribution to the
enumerator teams.
3. Ensure that the process of selecting members and non-members are understood and properly
executed by survey team leaders.
4. Review, code and inventory all questionnaires and send the questionnaires to Nairobi for coding
and data entry on a weekly basis.
5. Communicate with Research International survey leader Michael Muindi on any problems or
questions that may arise with regard to the conduct of the field data collection.
2.2 RESPONSIBILITIES OF SURVEY TEAM LEADERS
If you are a survey team leader you will:
1. Direct the process of selecting respondents who are NOT members of the producer
organizations being studied.
2. Maintain lists of members, as well as non-member respondents and referrals to ensure there is
no duplication of respondents.
3. Ensure that the non-member seeds chosen in each area meet the selection criteria.
4. Organize and direct the work of the survey teams at the field sites in Arusha, Moshi or Lushoto.
5. Direct the survey enumerators in conducting each “wave” of the respondent driven sampling
based on approved lists of initial “seed” farmers.
6. Manage funds for paying incentives to respondents for their participation and for making
referrals of other farmers.
7. Review completed questionnaires to assure they have been filled in correctly and accurately.
Work with field survey enumerators to correct any errors found in recording responses and
refer enumerators back to respondents if necessary.
2.3 RESPONSIBILITIES OF SURVEY ENUMERATORS
If you are a field survey enumerator you will:
1. Read and become fully familiar with this survey manual and with the survey questionnaire to be
used to collect information from respondents in your sector and geographic area.
2
2. Follow instructions in this manual and from your field survey supervisor in selecting respondents
to be interviewed.
3. Conduct survey interviews either at the respondent’s place of work or residence or in a

location that will allow the respondent to give answers in privacy.
4. Provide payment of 5,000 Tsh to each respondent for their time and their help in identifying
other qualified respondents.
5. Obtain signed receipts for payments made to each respondent.
6. Consult your supervisor when you have any questions or concerns about the questionnaire or
about methods of selecting respondents or collecting information.
7. Complete answers to all questions and make any corrections or additions as directed by your
supervisor.
3
3. INTERVIEWING RESPONDENTS
3.1 PREPARING FOR THE INTERVIEW
Dress — When interviewing, it is important to look professional at all times. Your dress should be
appropriate and comfortable. Do not necessarily wear your best clothes, or clothes that would make
you stand out (such as a business suit). Do not wear expensive jewelry that may make you appear to be
much richer than the people that you are interviewing. Such considerations are important, and have
been found to influence how comfortable people feel about being interviewed.
Supplies required—Before leaving for the field, check to make sure you have adequate supplies for the
day’s work. These supplies include:
1. A sufficient supply of questionnaires (bring extras)

2. This Field Survey Interviewer’s Manual
3. Identification documents and/or picture badge
4. Referrals from previous waves where appropriate
5. Information sheets on the survey study
6. A clipboard
7. Blue ballpoint pens
8. A briefcase or bag to carry the questionnaires
9. Any personal items you will need to be comfortable
Finding a Good Interview Location—Try to conduct the interview in a location that is private and where
there are not many distractions. This could be a room in the house or business location, or outside at
some other location. It is important for the respondent to listen carefully during the interview, and if
you cannot find a suitable location to conduct the interview, try to set up a time in the future.
3.2 CONDUCTING THE INTERVIEW
3.2.1 AT THE BEGINNING OF THE INTERVIEW
Remember to build rapport with respondents. At the beginning of an interview, you and the respondent
are strangers to each other. The respondent's first impression of you will influence his/her willingness
to cooperate with the survey. Be sure that your manner is always friendly.
1. Make a good first impression—When first approaching the respondent, do your best to make
him or her feel at ease. Open the interview with a smile and greeting such as "Good
Afternoon" and then proceed with introducing yourself and the purpose of your visit.
2. Always have a positive approach—Never adopt an apologetic manner, and do not use words
such as "Are you too busy?", "Would you spare a few minutes?" or "Would you mind answering
some questions?" Such questions invite refusal before you start.
3. Stress confidentiality of responses when necessary—If the respondent is hesitant about

responding to the interview or asks what the data will be used for, explain that the information
you collect will remain confidential, no individual names will be used for any purpose, and that all
information will be grouped together to write a report.
4
Never mention other specific interviews or show completed questionnaires to other

interviewers or supervisors in front of a respondent or any other person. Request honesty and
openness in the answers from the respondent.
4. Give the respondent the opportunity to ask questions before continuing with the interview—
Before agreeing to be interviewed, the respondent may ask you some questions about the
survey or how she was selected to be interviewed. Be direct and pleasant when you answer.
Answer any questions from the respondent frankly.
5. Explain that the purpose of the survey and research—is to better understand the opportunities
and constraints for growth in the sub-sector, and that the questions will be related to their
business and the environment in which it operates. Indicate that a copy of the final report can be
sent to them.
6. Indicate that the interview will take approximately one hour—ask if the respondent has available
that much time. If not indicate your willingness to return at another time if it is inconvenient for
her to answer questions then.
7. Before starting the actual interview make sure you have already filled in the following
information—
• Interviewer name;
• Date, time start interview;
• Location of interview; and
• How respondent was selected
8. Be neutral throughout the interview—Most people are polite and will tend to give answers that
they think you want to hear. It is therefore very important that you remain absolutely neutral
as you ask the questions. Never, either by the expression on your face or by the tone of your
voice, allow the respondent to think that he has given the "right" or "wrong" answer to the
question. Never appear to approve or disapprove of any of the respondent's replies.
9. If the respondent gives an ambiguous answer—try to probe in a neutral way, asking questions
such as:
• “Can you explain a little more?”
• “I did not quite hear you, could you please tell me again?”
• “There is no hurry. Take a moment to think about it.”
10. Never suggest answers to the respondent—If a respondent's answer is not relevant to a
question, do not prompt him by saying something like "I suppose you mean that..... Is that right?"
Rather, you should probe in such a manner that the respondent himself comes up with the
relevant answer.
11. Do not change the wording or sequence of questions—The wording of the questions and their
sequence in the questionnaire were carefully chosen for a reason. If the respondent has
misunderstood the question, you should repeat the question slowly and clearly. If he still does
not understand, you may reword the question, being careful not to alter the meaning of the
original question. Provide only the minimum information required to obtain an appropriate
response.
5
12. Handle hesitant respondents tactfully—If the respondent is reluctant or unwilling to answer a
question, try to overcome his or her reluctance by explaining that the same question is being
asked of business owners all over the country and that the answers will all be merged together.
If he still refuses, simply write the code “999” next to the question and proceed as if nothing
had happened. If you have successfully completed the interview, you may try to obtain the
missing information at the end but the respondent should not be forced to give an answer.
13. Do not make assumptions—You should also be careful not to jump to conclusions based on
previous information. Do not assume the answer to any question based on your previous
experience with ‘the way people behave or think.’
14. Do not skip questions—Do not skip a question even when you think the answer if obvious.
Some of the questions are purposefully overlapping in order to check for consistency in
answering.
15. Do not hurry the interview—Ask the questions slowly to ensure the respondent understands
what he is being asked. After you have asked a question, pause and give him time to think. If
the respondent feels hurried or is not allowed to formulate his own opinion he may respond
with "I don't know" or give an inaccurate answer. If you feel the respondent is answering
without thinking, just to speed up the interview, say to the respondent, "There is no hurry.
Your opinion is very important so consider your answers carefully."
16. Do not show the questionnaire to anyone, including the respondent—You must not show the
questionnaire to anyone, unless otherwise told to by your supervisor or field-editor. For
example, sometimes a respondent may want to complete the questionnaire himself, or to read a
question himself. It is important that you do not show the document to him. If respondent
does request this, be polite but firm about your refusal.
17. If you are ever unsure, write out all of the respondent’s reply on the questionnaire—Anything
out of the ordinary can also be noted on the front page in the comments box or in the margins
directly on the survey.
18. Write legibly—It is important that those who will be entering the data from your survey can
decipher what you have marked. Checks should be clearly within one box and not another. If
you are circling an item, be sure not to circle other items nearby.
3.2.2 AT CONCLUSION OF THE INTERVIEW
1. Say that the interview is now over and thank the respondent for their participation.
2. Explain that an integral part of our research will be on the producers that their firm does
business with, and that we hope to understand better how they fit into the whole picture and
hopefully think of ways that will strengthen the entire sub-sector.
3. Review and check the survey twice at the end of the interview before you leave to make sure
that you have properly followed skip patterns. It is the responsibility of the interviewer to
review each questionnaire when the interview is finished. This review should be done before
you leave the household, so that you can be sure that every appropriate question was asked,
that all answers are clear and reasonable, and that your handwriting is legible.
6
Also check that you have followed the skip instructions correctly. You can make minor
corrections yourself, but if you made a big mistake, you should simply explain to the respondent
that you have made an error, and ask the question again.
4. Do not re-copy questionnaires. As long as the answers are clear and readable, it is not
necessary that the questionnaire itself be neat. Every time you transcribe the answers to a new
questionnaire, you increase the chance of an error. Record ALL information on the
questionnaires you have been provided.
5. If the respondent is non-member, obtain referrals. See instructions below in section 3.3.
6. Give gratuity to respondent and obtain signature. The final step in every interview is to thank
the respondent sincerely and provide him or her with a gratuity of 5,000 Tsh in recognition of
their time and effort contributed to the survey. Obtain the respondent’s signature to verify that
the payment was received.
3.3 ASKING FOR REFERRALS
Each non-member respondent will be asked for three referrals. These referrals will be used to contact
the next wave of respondents.
1. Ask if they would be willing to provide the names of producers who grow and sell similar types
of vegetables that we can contact.
2. This producer should NOT live in the same household.
3. Record the contact information for each producer.
4. Prioritize the referrals according to the instructions in section 4.4 below.
5. Accompany the respondent to meet the one or two top priority referrals and obtain their
agreement to be interviewed. Check for accurate spelling of the referrals’ names.
6. When the survey team leader indicates that it is time to begin the next wave, interview the
referrals.
7
4. SELECTING AND LOCATING RESPONDENTS

4.1 OVERVIEW
The producer surveys will collect data from smallholder producers of high-value export vegetables
(HVEV) and producers of other commercial vegetables. The prospective respondents are owners or
principal decision makers of smallholder farms in this value chain. The number of non-member farmers
in each of the two regions is unknown, although there are probably more than 10,000 non-members in
each region according to the 2005 Tanzania Household Census.
The primary aim of the survey is to collect quantitative data that will be entered into a database, which
will then be subjected to statistical analysis focused on the behavior of MSEs and their potential for
growth. While certain questions are more qualitative in nature, such as describing what obstacles might
be interfering with business, for the most part the survey focuses on collecting quantitative data that will
be entered into a database and analyzed statistically.
4.2 SAMPLING METHODS
A total of 1,978 smallholder vegetable farmers will be interviewed for this survey. The respondents will
come from two groups: “members” and “non-members.” Selection of the “members” and “non-
members” will be based on different sampling methods:
1. “Members” will be selected using random sampling without replacement. These

vegetable producers are members of the target associations of MIM, ULU, and Lishe Trust.
2. “Non-members” will be selected using respondent driven sampling (RDS). These
vegetable producers grow vegetables in the same agro-climatic areas, but they are not members
of the target associations of MIM, ULU, and Lishe Trust. However, they may be members of
other producer associations.
TABLE 1. NUMBER OF RESPONDENTS TO BE INTERVIEWED IN THE FOUR SUB-SAMPLES

Members Non-members Totals
Arusha – Moshi 425 564 989
Lushoto 425 564 989
Totals 850 1128 1978
Comparisons between the member and non-member samples will permit testing of hypotheses about
the extent to which opportunities to take advantage of different types of vertical linkages, and the
benefits that derive from those opportunities, are correlated with membership in different types of
producer groups. The member and non-member samples will also be used to test hypotheses about
horizontal linkages, especially the factors that encourage or discourage horizontal linkages, the benefits
of those linkages, and the effects of horizontal linkages on incentives for upgrading.
The reason two sampling methods have been chosen is the concern that, due to the vast number of
small farmers in the survey areas, the RDS method alone would not yield enough member respondents
to make robust comparisons between the two groups. The sample frame is based on households, so
each household will be represented only one time. Note that respondents in both “member” and “non-
member” samples may or may not be members of one or more other types of vegetable producer
groups (“groups,” “clubs,” “cooperatives,” “associations,” etc.). However, the clear distinction is that
“member” respondents are members of the target associations of MIM, ULU, or Lishe Trust.
8
4.3 PRODUCER ASSOCIATION “MEMBER” SAMPLES
The member sample refers to farmers who belong to the target producer associations in two
cultivation zones of the Northern Highlands: Arusha-Moshi and Lushoto. These cultivation zones have
been chosen as the sites from which to sample as they have considerable potential to produce HVEV.
For Arusha-Moshi, member producers belong to a producer association organized by the non-profit
Market Intermediary Management (MIM). The MIM has established producer association groups in six
areas and has connected these producers to an Arusha exporter (Gomba Estates Ltd.—GEL). For
Lushoto, there are two target producer associations: ULU and Lishe Trust.
The member samples have been randomly selected from membership lists provided by the associations.
The random selection took place in the US and at no time will the field survey teams be selecting survey
participants in the member sample. No household will be surveyed more than once. In the event that
the selected households in the member sample are unable or unwilling to participate in the survey, the
Project Director will randomly select replacement households and inform the field survey supervisors.
Since these replacement households must come from the same association (i.e., specific MIM
association, ULU, or Lishe Trust) as the originally selected respondents, it is important for field survey
supervisors to inform the Project Director immediately if any original respondents are not available to
participate in the survey.
TABLE 2. NUMBER OF MEMBER FARMERS IN ARUSHA-MOSHI AND LUSHOTO AREAS

Region Approx. Notes
Number
Arusha-Moshi 706 • Members are organized into 27 clubs in 6 associations
• This number does not count Midawe club 3 (suspended) or
Kimnyaki club 6 (incomplete)
• Approximately 400 of these are “experienced” members who
have completed at least one season and and approximately 300 are
“inexperienced” members who have not completed one season
Lushoto 521 • 303 farmers on active member list for ULU
• 218 on active member list for Lishe Trust
4.3.1 MEMBER SAMPLE IN ARUSHA-MOSHI
In the Arusha-Moshi area, there are 706 farmers currently affiliated with GEL. These farmers are
organized into 27 clubs and six associations. One club (Enaboishu Association club 4) participated in the
pilot test of the questionnaire and has therefore been excluded from the survey. This leaves 656
member farmers eligible for the survey.
A member sub-sample of 425 households in Lushoto-Moshi has been selected according to two groups:
1. Midawe Association: All 101 members in the four active clubs of the Midawe Association
will be interviewed. Since this is the oldest association, its members have the most
experience working with MIM and have sold multiple harvests to the exporter.
2. Other (non-Midawe) Associations: A sample of 324 members have been randomly selected
from the 555 remaining members.
9
4.3.2 MEMBER SAMPLE IN LUSHOTO
A random sample of 425 members of ULU and Lishe Trust has been selected from the total of 521
farmers who belong to these two associations.
4.4 SAMPLES OF “NON-MEMBER” PRODUCERS
The method of respondent-driven sampling (RDS) – described below -- will be used to generate the
“non-member” sample. Farmers in the non-member sample do not belong to the target producer
associations (MIM associations, ULU, Lishe Trust), but they may belong to other types of farmer or
producer groups. The member and non-member samples should have the following characteristics in
common: 1) they all farm in the same agro-climatic zone; 2) their farms all employ fewer than 25 people
during the busiest season; and 3) they all produced and sold vegetables in the past 12 months.
4.4.1 OVERVIEW OF RDS SAMPLING
The RDS method involves starting with an initial set of interviewees (seeds). These seeds then recruit
other respondents, who then recruit additional respondents. This process proceeds until completion of
a predetermined number of waves. Using information on the personal network size (as reported in the
survey) and the recruitment pattern of referrals, it is possible to calculate unbiased estimates of
population parameters and assess the representativeness of the final sample.
4.4.2 SELECTING INITIAL SEEDS
In order for the RDS sample to reach equilibrium quickly, it is important to choose a diverse set of
initial seeds. Table 3 provides guidelines for selecting initial seeds in each region. Each region will be
divided into six locations. In Arusha–Moshi, the six locations will correspond to the geographic reach of
the six MIM associations. In Lushoto, the entire geographic region covered by ULU and Lishe Trust
should be subdivided into six locations that are roughly equivalent in the total number of smallholder
vegetable farmers in each location.
Two initial seeds will be selected in each location. The initial seeds should meet three criteria:
1. There should be one man and one woman;
2. They should be geographically distant from each other; and
3. They should represent two language groups, if more than one language is spoken in that
location.
Survey team leaders will be responsible for assuring that the initial seeds meet the guidelines, and
supervisors will review the completed surveys from the initial seeds to ensure the guidelines have been
met before proceeding to the next wave.
TABLE 3. GUIDELINES FOR SELECTING DIVERSE INITIAL SEEDS WITHIN ONE LOCATION
Sex 1 man and 1 woman
Location The 2 initial seeds should be located some distance from each other. As a rule of
thumb, the distance between initial seeds should be at least half the width of the
location.
Language If a location has more than one language group, then the two seeds should come from
the top two languages spoken in that location. Select one person whose mother
tongue is the dominant language and one person whose mother tongue is the language
of the next largest minority group.
10
4.4.3 NUMBER OF WAVES AND RESPONDENTS
Respondent driven sampling (RDS) requires that each household refers (i.e., provides the names for)
three additional households for the next wave of sampling. Of the three referrals, only one or two will
be interviewed. In waves 1 and 2, two referrals will be selected and interviewed. In waves 3 through 6,
only one referral will be selected from the three names. No referrals will be requested from the
respondents in wave 7. The selection of the one or two referrals will follow a random process
described below.
TABLE 4. WAVES AND REFERRALS IN NON-MEMBER RDS SAMPLE IN EACH REGION

Number of Waves Total Respondents Referrals per Cumulative # of
in Wave Respondent Respondents
0 12 2 12
1 24 2 36
2 48 2 84
3 96 1 180
4 96 1 276
5 96 1 372
6 96 1 468
7 96 -- 564
4.4.4 REFERRAL LOGISTICS
Upon completion of the interview, non-member respondents will be asked to provide referrals for three
smallholder farmers who currently produce and sell vegetables. The interviewer will then record the
complete referral contact information on a special page of the questionnaire.
To prioritize the referrals, the interviewer will conduct a randomization process. Each interviewer will
be provided with a six-sided die. The interviewer will roll the die two times. With the first roll of the
die, the interviewer will select the priority 1 referral:
A roll of 1 or 2 makes the first referral Priority 1
A roll of 2 or 3 makes the second referral Priority 1
A roll of 3 or 4 makes the third referral Priority 1
The interviewer will then record the “adapted control number” for the priority 1 referral. The adapted
control number consists of the current respondent’s control number (found at the top of the page),
followed by a hyphen and the numeral “1”.
With the second roll of the die, the interviewer will select the priority 2 referral:
A roll of 1 or 2 makes the first referral Priority 2
A roll of 2 or 3 makes the second referral Priority 2
A roll of 3 or 4 makes the third referral Priority 2
If the roll of the die again indicates the priority 1 referral, then the interviewer should continue to roll
the die until one of the remaining two referrals is selected. The interviewer will then record the
adapted control number for the priority 2 referral, using the current respondent’s control number
followed by a hyphen and the numeral “2”. Next, the interviewer should record the adapted control
number for the priority 3 referral.
After the referrals are ranked, the interviewer should ask the respondent to bring the interviewer to
meet the appropriate number of referrals according to top priority referral(s). For waves one and two,
the Priority 1 and 2 referrals will be interviewed. For waves 2 through 6, only Priority 1 referrals will be
11
interviewed. If the top priority producer(s) cannot be found, or do not agree to participate in the
survey, then the next highest priority referral will be invited to participate. Enumerators should conduct
all interviews in private and not in the presence of referring producers.
The figure below illustrates how referrals are prioritized and adapted control numbers are assigned:
• “John” is an initial seed. The initial seeds are part of wave 0. John’s control number is 1243.
• At the end of his interview, John provides referrals for three people: Mary, Michael, and James.
• The interviewer rolls the die and selects James as priority 1, Mary as priority 2, and Michael as
priority 3. Notice the adapted control numbers that are assigned to James, Mary, and Michael.
• John takes the interviewer to meet James and Mary. When it is time to start wave 1, James and
Mary receive unique control numbers and are interviewed during wave 1.
• James and Mary both provide three referrals. The adapted control number for James’ referrals
is based on James’ unique control number plus the numerals 1, 2, or 3 to indicate priority.
Similarly, the adapted control numbers for Mary’s referrals are based on Mary’s control number.
• When it is time to start wave 2, the top two priority referrals for both James and Mary are
interviewed.
ILLUSTRATION OF REFERRAL PROCESS

James’ referrals/
Adapted Control No.
Malcolm 1255 - 1
Wave 1 Simon 1255 - 3
James Kris 1255 - 2
John’s referrals/ Control No. 1255
Wave 0 Adapted Control No.
Initial Seed Mary 1243 - 2
John Michael 1243 - 3
Control No. 1243 James 1243 - 1
Wave 1
Mary
Mary’s referrals/
Control No. 1276 Adapted Control No.
Jane 1276 - 2
Charles 1276 - 3
Ana 1276 - 1
4.4.5 MANAGING WAVES AND TRACKING REFERRALS
Tracking referrals and waves is absolutely critical to the RDS process, and Team Leaders will need to
follow all referrals very carefully. Since we are sampling without replacement, a household can be
referred only once, even if it is not selected for a survey. Once a household is referred, it
should not appear on any other referral list. The names and contact information for referrals should be
recorded very carefully so that it is possible to eliminate any duplication.
In order to avoid repeat interviews of the same producer, survey teams will be assigned to work in
specific geographic areas, with no overlap in areas between teams. A team only interviews producers in
its assigned area, and if a referral is made for a producer in another area, it should be relayed to the
team responsible for that area. A member of this relevant team will then bring the referring producer to
the referred producer. While this process may be time-consuming, it will minimize other problems that
may arise if producers try to be interviewed more than once by different enumerators.
12
Referrals within one wave should all be completed before moving on to begin the interviews in the next
wave. For instance, in wave 1, if Respondent A is interviewed and refers Respondents B, C and D, and
B and C are selected to be interviewed, then both B and C should be interviewed before any of B’s or
C’s referrals. In the example above, both James and Mary should be interviewed before any of James’ or
Mary’s referrals are interviewed.
4.4.6 SUMMARY OF REFERRAL PROCEDURE
In summary, the procedure to be followed by enumerators is the following:
1. Complete an interview and ask the respondent for three referrals.

2. Pay respondent 5,000 Tanzanian shillings for the interview after the respondent signs a payment
form.
3. Prioritize the referrals based on the random selection process.
4. Select the appropriate number of referrals, depending on the wave number (see table 4).
5. Accompany the respondent to meet the referrals and secure their agreement to be interviewed
then or later. Verify the name and location information.
6. Wait to interview the referrals until after your survey team leader has indicated that the
previous wave is completed and the next wave can begin.
13
5. RECORDING RESPONSES TO SPECIFIC QUESTIONS
General
• The instructions in boxes are for the interviewer. There are two types of instructions:
1. Instructions in the white boxes where it says “Read” should be read out loud to the
respondent.
2. Instructions in grey boxes are directions for the interviewer and should not be read out
loud.
• No answer boxes should be left empty. In the cases where:

o The question is not applicable to the respondent, write “777”.
o The respondent does not know the answer, write “888”.
o The respondent refuses to answer, write “999”.
• Use φ instead of a 0 for zero, so that there is no confusion between 0, 6, and 9.
Caution
Some of the respondents may not speak Kiswahili. Provisions must be made for
respondents who speak in other local languages.
Respondent Information (pages 1 and 2)
Fill in as much information about the respondent as possible before the interview. Complete the rest of
the general information during the interview.
Questions 2 and 3 are for non-members only. Seeds will not have an adapted control number. The
adapted control number reflects the control number of the person who referred them and the priority
the respondent received for being interviewed.
Section A: Background Information
Section A ensures that we are talking to the right kind of respondent, a smallholder farmer who grows
the vegetables in the relevant agro-climatic zone.
A.1 Explain fully at the beginning of the interview what is meant by “vegetables“. Interviewers
should name all of the vegetable crops listed in the question, speaking slowly. See the list of vegetables
used in this study on page 22 of this manual.
A.2 If the main decision maker is not the person being interviewed, ask to interview the new person,
and make the appropriate changes to questions 1 and 7 on page 1. If the person referred says they are
not the main decision maker, also ask to interview the new person, and indicate the change on the
referral list with the Team Leader.
A.3 The number recorded should be at least “1”, which represents the respondent. “Household
members” include all those persons – adults, children, elderly - who regularly eat and sleep together in
the same house or compound.
14
A.4 Vegetable crop cultivation is highly seasonal, with the most paid labor occurring during the 6-8
weeks when the harvests are occurring. During this time, several day laborers may be employed. This
question provides information on peak employment rather than average employment. Do NOT count
other members of a producer group who help each other with harvesting and who may sell products
with the respondent, but who receive separate revenues.
A.9 and A.10 The respondent need not own or operate a computer to have ‘access’. Use of a
computer may be provided by a neighbor, producer association or service center and operated by a
relative, friend or association employee. The purpose here is to determine if the respondent has the
option of using a computer for internet or e-mail messages and information.
Section B: Marketing Practices
The marketing practices section asks questions about how the respondent sells their vegetables and the
different types of buyers they sell to.
B.1 – B.5 These answers should refer the type of person or firm to whom the respondent sold, not the
eventual destination of the product.
B.1 – B.2 Ask B.1 for all buyer categories listed first. If the answer to B.1 = “2, No” for a buyer
category vegetable, skip B.2 and write “777” Question Not Applicable in the answer spaces.
B.6 The answers 1 - 8 should not be read. The interviewer should listen to the respondent and write it
down completely. The Team Leader will work with the interviewer to record the number of the
statement that most closely corresponds to the respondent’s answer.
Section C: Information About the Top Buyer
This section is about the “Top Buyer”. In Section B, the respondent identified their most important type
of buyer category. Of all the different buyers in this particular category, the Top Buyer is the single
individual or firm that was most important to them. For example, from the list following B.2, they may
have answered in B.3 that they sold most of their produce to Tanzanian intermediaries or brokers. The
single intermediary or broker that was most important to them is their “Top Buyer.”
C.9 – C.12 These can be written or unwritten agreements. The important characteristic of an
agreement is that the buyer and seller reach an agreement (accord, understanding) prior to the delivery
of the vegetables.
Section D: Business Services
Section D asks questions about the different business development and training services that the
respondent may receive from their buyers or other sources.
D.3 Other sources may include input suppliers, banks, producer associations, government agencies,
non-governmental organizations, training facilities, churches, etc.
15
Section E: Relationships Between Producers
This section asks questions about the activities, social capital and networks within producer groups. If a
respondent belongs to more than one producer group, then we would like information about a second
group. No respondent should provide information about more than two groups – and they should be
active members of both those groups.
E.1 This question is a test to ensure that the respondent is belongs to the group indicated on page 1. If
there is an inconsistency in the response, i.e. they do not seem to belong to the group indicated at the
beginning, probe further. If the issue of membership cannot be resolved, or there was an error,
continue with the survey, and bring this to the attention of the Team Leader.
E.2 – E.23 are for members only, those who respond to E.1 with 1 – 8.
E. 24 For respondents who are non-members, they should answer E.1 = “9, None of the Above” and
they should start on E. 24. If the non-member answers E.24 = “1, Yes” then they should skip E.25A and
B and go to question E.26.
For members, E.24 is about any additional producer group to which they might belong.
E. 25A and B If a member does not belong to a second group, ask questions 25A and B and got to
Section F.
If a non-member answer E.24 = “2, No” also ask questions E25A and B and go to section F.
E.46 – E.66 is for non-members who belong to two producer groups only. Do not record information
for members who may belong to a third group.
Section F: Upgrading Practices
Section F is about the respondents growing practices and knowledge about upgrading opportunities.
F.1-F.3: Ask F.1 for all vegetables listed first. If the answer to F.1 = “2, No” for a vegetable, skip F.2
and F.3 and write “777” Question Not Applicable in the answer spaces.
F.16 –F.18 These questions should be answered in terms of acres. The MIM association farmers use
hectares, so write down the hectares, but note the amount in acres in the answer box. 1 hectare =
2.471 acres and 1 acre = 0.404685642 hectares.
F.16 If a piece of land was planted more than one time during the past 12 months, do NOT count it
multiple times. Count each piece of land only once.
Section G: Demographic and Household Information
This section asks questions about the respondent’s household, community, and income from various
activities. The income questions should be based on the past year of activity, or from a year before the
survey is taken.
G.1 A household includes all those individuals who eat and sleep regularly in the same home or
compound area.
16
G.2 These age ranges include those who have completed 15 years of age and range up to and including
those who have completed 60 years of age.
G.4 If school is not in session at the time of the survey, then ask how many attended during the last
regular session.
G.6-G.11 Please read the instructions for the income questions very carefully. It is very important to
ask the income questions in two stages:
1ST STAGE: Probe very, very carefully to uncover all of the sources of income for all of the
members of the household in part A.
Probe carefully under each income category and list all sources of income in the first column of
the table. Pause after probing for each income category to give respondent time to consider
and list all income sources in that category. Provide examples for each category. Ask frequently
if the respondent or other members of the household earned any other income in that
category.
Write each specific source of income in the lines below that category. For example, types of
CROP AND LIVESTOCK INCOME are avocados, bananas, coffee, eggs, cheese, chickens;
SMALL BUSINESSES include making and selling doughnuts, home brew, corn grinding, buying
items for resale, transportation services, hair dressing, etc.; and types of EMPLOYMENT are
teacher, maid, day laborer, head load carrier, clerk, accountant, etc.
2ND STAGE: After all of the sources of income are listed in the table, go back and ask part B
and C of each question together for each source of income.
G.6 Note that part B and C of question G.6 is in terms of seasons rather than the months used in
questions G.7 – G.11. This is because income from crops comes in at the end of a growing season.
Producer Referrals
Referrals should be taken for non-member respondents only. Consult Section 3.3 and 4.4 of the Field
Manual above for instructions on the compensation and referral process.
Gratitude
Please make sure that you record the end time of the interview and get the respondent’s signature
when they receive the 5,000 Tsh for participating.
Enumerator Observations
This section must be completed immediately after the interview and before conducting the next
interview. Provide detailed notes describing which questions and/or sections were:
- difficult for the respondent to understand and/or answer
- caused suspicion or resistance from the respondent
- problematic in any way.
Bring these questions to the attention of your Team Leader, who should discuss them with the
Supervisor.
17
APPENDIX A. KEY TERMS AND DEFINITIONS

There are several terms and concepts used in the survey questionnaire with which field surveyors must
be familiar. The following are definitions of these terms.
1. GENERAL VALUE CHAIN DEFINITIONS
Buyer Firms (“Buyers”): Firms that buy the product for resale, including firms that buy the product
from MSE producers. Buyer firms may resell the product in national and/or international markets.
These firms may also participate in activities at other levels of the value chain, including supplying raw
materials and production.
Governance: The patterns of vertical relationships between firms in a value chain, which are
characterized by a) the level of control that one firm exercises over another and b) the flow of
information between firms. The three general types of governance, in order of increasing strength, are
the following:
Market Relationships: Arms-length transactions with little information exchange between firms.
Network Relationships: Some firms in the chain exert a degree of influence or control over the
operations of other firms, information flows between firms are more extensive, and suppliers supply
products according to buyers’ specifications.
Hierarchical Relationships: Value-added functions are vertically integrated under the ownership
of a single firm.
Horizontal Relationships: Market and non-market interactions between firms operating at the same
level of the value chain. Horizontal linkages among MSEs can take the form of formal or informal groups,
as well as networks that are managed through a third party (e.g., lead firm, broker, trader). Similarly,
cooperation among larger firms can be important for creating industry standards, developing marketing
campaigns or lobbying.
Household Economic Portfolio: This is the synchronization of the household’s full set of
production, consumption, and investment activities, given the set of available resources and the house-
hold’s economic goals.
Input Suppliers: Firms that provide raw materials and inputs used in production.
Lead Firms: Firms that play central roles in the value chain and are involved in a significant percentage
of total sector sales or value added. Because of their market share, they have an effective influence on
governance patterns within the value chain and have incentives to invest in upgrading opportunities
along the chain.
MSE Producers: Firms at the production level of the value chain with fewer than 25 full-time and
part-time employees. MSE producers in the Tanzanian HVEV value chain are smallholder farmers. In
order to be included in the population for this study, MSEs producers need to be either currently
producing vegetables in the agro-climatic zones where HVEV can be grown or have produced and sold
vegetables in these zones during the past twelve months.
18
Profits: Also known as net returns, these are the payments made to the firm for its products and/or
services (revenues) minus the firm’s cash and in-kind expenses (costs).
Retailers: Firms that sell the product to final consumers.
Risk Adjusted Return: Projected returns (profits) adjusted for risk of losses associated with
investment and upgrading under conditions of uncertainty. The decisions maker evaluates discrete
alternatives on a set of attributes which are weighted to reflect the importance the decision maker
places on each attribute (multiple attribute decision making).
Risks: These are the chances of incurring losses not only in terms of profits, but also in terms of assets,
household consumption flows, social capital, and business relationships.
Social capital: The institutions, relationships, attitudes, and values that govern interactions among
people; norms and networks that facilitate collective action. A high level of social capital is generally
seen as a positive asset, since it can lead to more productive communities through higher levels of trust
and shared information, lower transaction costs, and greater networking. However, it is possible for
social capital to divide a community and exclude outside groups.
Suppliers: Firms that sell the product to other firms.
Sustainability: This concept includes the implications of the decision for future income flows,
continued market access, long-run opportunities, and future economic security.
Trust: Willingness to expose oneself to risk in a business agreement with another person or firm.
Transaction Costs: Non-price costs associated with a transaction, including the costs of gathering
information, the costs of negotiating a contract, and the costs of enforcing the terms of a contract.
Upgrading: Innovation that increases value added. There are five specific categories of upgrading:
Process upgrading is an increase in production efficiency, which results in either greater

output for the same level of inputs or the same level of output from fewer inputs. Process
upgrading reduces the cost of production and may be attributable to improved organization of
the production process, such as better farm management, or by the use of an improved
technology, such as the use of drip irrigation compared to furrow irrigation.
Product upgrading is a qualitative improvement in the product that makes it more desirable
to consumers, such as a more tasty or healthy vegetable. As used here, “quality” is defined
very broadly to include any extrinsic, intrinsic, tangible, or intangible changes that result in the
product being able to command a higher final price.
Functional upgrading is the entry of a firm into a new, higher value-added level in the value
chain. This moves the firm closer to the final consumer, requires the firm to take on new
functions, and positions the firm to receive a higher unit price for the product.
Channel upgrading is the entry of a firm into a pathway that leads to a new, higher value-
added end market in the value chain, such as a pathway leading to local, national, regional,
and/or global end market. Firms may operate in one or more market channels at the same time.
Value Chain: Describes the full range of services and activities that are required to bring a product
19
from its conception to its end use, including activities such as design, production, marketing, distribution,
and support to the final consumer. The activities that comprise a value chain can be contained within a
single firm or divided among different firms. Value chain activities can be contained within a single
geographical location or spread over wider areas.
Vertical Relationships: Market and non-market interactions between firms operating at different
levels of the value chain. Relationships between MSE producers and their buyers are an important
example of vertical relationships. Vertical linkages are critical for moving a product from inception to the
market and for transferring benefits, learning and embedded technical, financial and business services
from firms up the chain to firms down the chain or vice versa.
Wholesalers: Firms that do not produce the product and do not sell to the final consumer. In the
most direct case, these firms buy from MSE producers and sell to retailers. Examples include exporters,
distributors, brokers, and intermediaries.
2. DEFINITIONS SPECIFIC TO TANZANIA AND HORTICULTURE
BRC: British Retailer Consortium (BRC). The BRC is the lead trade association representing the
whole range of retailers, from the large multiples and department stores through to independents. In
1998 the BRC developed and introduced the BRC Food Technical Standard to be used to evaluate
manufacturers of retailers own brand food products. The majority of UK and Scandinavian retailers will
only consider business with suppliers who have gained certification to the appropriate BRC Global
Standard.
Brokers: Firms that operate at the wholesale level in the domestic market channel. Brokers receive
products from suppliers on consignment and resell the products at the wholesale level (e.g., to wet
market intermediaries) or at the retail level. Brokers pay the suppliers (usually farmers) after the
products are sold and the brokers’ costs plus fees are deducted. Unsold products are returned to
suppliers. Brokers can be observed in Kariakoo market (Dar es Salaam), where farmers bring produce
to brokers’ drop-off points.
Certification: A validation process, usually performed by a third-party authorized certification

individual or agency, indicating that specific practices are being followed with respect to SPS, organic
production practices, labor practices, environmental practices, bioterrorism security measures, etc.
Channel “Natural” Irrigation: Gravity-based “natural” (channel) irrigation is used only in

mountainous areas. Water flowing down the mountain is diverted into a system of channels that can be
opened or blocked to flow into selected fields. When a farmer’s field is receiving water, he or she uses
a hoe to open and close temporary rivulets to reach all of the crops in the field. This is more efficient
than furrow and pan irrigation, but still leads to high levels of soil and nutrient loss. Note that this type
of irrigation requires group action. The group maintains the main channels and selects a “captain”
whose job it is to select the irrigation schedule (who gets water on which days).
Dalali: Local term for an intermediary or broker.
Distributors: Firms that, as a sole or main business, sell to retail-level firms, including supermarkets,
hotels, and restaurants. Distributors may buy from intermediaries, from brokers, or directly from
20
farmers. Distributors usually provide retailers with a full range of fruit and vegetables, so they may
supplement locally grown products by importing products from countries in the region, such as Kenya
and South Africa.
Drip Irrigation: The most efficient irrigation method is drip irrigation. Once it is installed it does not
require much labor input. It conserves water and results in very low soil and nutrient loss as well as
reducing moisture-related plant diseases). Drip irrigation is very expensive to install.
EurepGAP: EurepGAP started in 1997 as an initiative of retailers belonging to the Euro-Retailer

Produce Working Group (EUREP). It has subsequently evolved into an equal partnership of agricultural
producers and their retail customers to develop widely accepted standards and procedures for the
global certification of Good Agricultural Practices (GAP). EurepGAP was driven by the desire to
reassure consumers. Following food safety scares such as BSE (mad cow disease), pesticide concerns and
the rapid introduction of GM foods consumers throughout the world are asking how food is produced;
and they need re-assuring that it is both safe and sustainable.
Exporters: Firms that sell to buyers outside of Tanzania.
Foreign Distributors: Firms located outside of Tanzania that buy from Tanzanian exporters or from
European wholesalers and sell to supermarkets in the UK and Europe.
Furrow and Pan Irrigation: The most common type of irrigation used by smallholder commercial
vegetable producers. It involves using a pan to manually throw water from irrigation ditches to crops.
It has low efficiency due to high labor input and high evaporation levels.
Good Agricultural Practices (GAP): GAP are guidelines, generally established at the national level,
to ensure a clean and safe working environment for all employees while eliminating the potential for
contamination of food products. GAP addresses issues of site selection, adjacent land use, fertilizer
usage, water sourcing and usage, pest control and pesticide monitoring, harvesting practices (including
worker hygiene, packaging storage, field sanitation and product transportation) and cooler operations.
High Value Export Vegetables (HVEV): For the purpose of this study, HVEV are defined as a
group of vegetables that share similar production and market characteristics: snow peas, sugar snap
peas, French green beans, baby corn, baby carrots, patty pan squashes, baby leeks, broccoli, cauliflower,
and zucchini. These vegetables are typically grown in higher altitude, temperate (cool climate) zones and
have export potential. Most of these vegetables are not traditionally consumed by the Tanzanian
population.
A table listing the commonly grown Tanzanian vegetables is found on the next page, along with their
names in Kiswahili. The high value export vegetables are highlighted in blue. Many of the Kiswahili
terms regularly used are a pigeon of the English name, as many of these vegetables are new to the area
and do not have traditional names. This is especially true of the less traditional HVEV, for which
smallholders commonly use the English names (e.g., snow peas, sugar snap peas).
21
List of Vegetables Grown in the Northern Highlands of Tanzania

English Term Kswahili Term
Amaranths Muchicha/Mnavu
Baby Carrots Karoti changa
Baby Corn Mahindi changa
Beans (dry) Maharagwe
Beet Root Viazi vya kungeza damu
Bell Peppers Pili pili hoho
Broccoli Brokoli
Brussel Sprout
Cabbage Kabeji
Cachucha Peppers Pili pili mbuzi
Carrots Karoti
Cauliflower Kobi maua
Celery Selari
Chinese vegetables Chinese
Collards Sukuma wiki
Corn Mahindi
Cucumber Tango
Eggplant (Brinjal) Biringanya
French Green Beans Maharage machanga
Garden Peas Njegere
Green Beans Uwalu / green beani / ngeleshi
Hot Peppers (long) Pili pili kali
Leeks Kitunguu / Liki
Lettuce Saladi / Lettuci
Okra Bamia
Onion Kitunguu
Parsley Paseli
Patti Pan Squashes Maboga
Pigeon Peas Mbaazi
Potatoes (Irish) Viazi mviringo
Red cabbage Kabeji nyekundu
Snow Peas Njegere
Squash Maboga
Sugar Snap Peas Njegere
Sweet peppers Pili pili tamu
Sweet potatoes Viazi vitamu
Tomatoes Nya nya
Turnips Balungi
Zucchini/Baby Marrow Mamunya
Intermediaries: Firms that operate at the wholesale level. In contrast to brokers, intermediaries take
ownership of the product at the time they receive it. Intermediaries may buy directly from farmers or
from other intermediaries, such as from intermediaries located in local and regional wet markets.
Intermediaries sell to other intermediaries, distributors, or firms at the retail level. Some intermediaries
operate from fixed locations in wet markets.
22
Medium and Large Vegetable Farmer: Farmers who grow and sell vegetables, with a total
cultivated area of more than 10 acres or 4 hectares.
Packing House: A plant for processing and packaging vegetables.
Producer Groups: Producers groups are associations, cooperatives, or clubs of producers that have a
specific commercial mission such as aggregating for sales or transport, growing for specific retailers,
achieving economies of scale, sharing best practices, financing, etc.
Sanitary and Phyto-Sanitary Standards (SPS): Requirements and preferences related to

protecting the health and safety of the consumer. These include the absence of harmful chemical
residues and microbiological contaminants (e.g., E. coli). Some of the more important sanitary and
phyto-sanitary standards for exports are the EUREPGAP standard, for export to the EU, and the BRC
standards, for export to the UK.
Smallholder Commercial Vegetable Farmers: Farmers who grow and normally sell vegetables,
with a total cultivated area of 10 acres (4 hectares) or less at any time. 2
Wet Markets: Traditional market places, usually open-air, in which both wholesale and retail sales
occur. At the wholesale level, farmers, brokers, and intermediaries sell their products to other
intermediaries or to retail vendors. At the retail level, market vendors sell to final consumers. Wet
markets can be found throughout Tanzania, with the larger markets near population centers or trade
hubs. The largest wet market in Tanzania is Kariakoo market in Dar es Salaam. Also in Dar es Salaam
are two smaller wet markets that specialize in high-value vegetables and cater to the foreign residents
and resident minority populations (i.e., Indian, Chinese and European): Kisutu and Kinondoni TX.
2
Government of Tanzania “Household Budget Survey 2000/2001”, Table 5.10.
23
APPENDIX B: TANZANIA HIGH VALUE VEGETABLES VALUE CHAIN MAP

NATIONAL: DOMESTIC MARKETS INTERNATIONAL: EXPORT MARKETS
WET MARKET HOSPITALITY SUPERMARKETS & SUPERMARKETS

RETAIL
RETAIL VENDORS INDUSTRY SMALL SHOPS OUTSIDE TANZANIA
WHOLESALERS DISTRIBUTORS
(importers) (importers)
WET MARKET DISTRIBUTORS

INTERMEDIARIES Outside Tanzania
WHOLESALE
Inside Tanzania
EXPORTERS
BROKERS INTERMEDIARIES
INTERMEDIARY
OR
COOPERATIVE
SOCIETIES
FARMERS (small, medium, and large)

PRODUCTION AND FARMER ASSOCIATIONS
INPUTS STOCKISTS DISTRIBUTORS
AMAP BDS K&P-Tanzania Survey Manual 25

MR 72c - Tanzania Country Study: Field Manual

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

MR 72c - Tanzania Country Study: Field Manual

Hochgeladen von

Copyright:

Verfügbare Formate

ANALYSIS OF THE INTEGRATION OF

MSES IN VALUE CHAINS:

3. INTERVIEWING RESPONDENTS ....................................................................................................... 4

4. SELECTING AND LOCATING RESPONDENTS............................................................................ 8

5. RECORDING RESPONSES TO SPECIFIC QUESTIONS......................................... 14

APPENDIX A. KEY TERMS AND DEFINITIONS................................................................................... 18

APPENDIX B: TANZANIA HIGH VALUE VEGETABLES VALUE CHAIN MAP ........................... 24

1.2 THE PURPOSE OF THIS MANUAL

If you are a field survey supervisor you will:

1. Manage logistics of interview process.

2.2 RESPONSIBILITIES OF SURVEY TEAM LEADERS

If you are a survey team leader you will:

2.3 RESPONSIBILITIES OF SURVEY ENUMERATORS

If you are a field survey enumerator you will:

3. Conduct survey interviews either at the respondent’s place of work or residence or in a

5. Obtain signed receipts for payments made to each respondent.

1. A sufficient supply of questionnaires (bring extras)

3.2 CONDUCTING THE INTERVIEW

3.2.1 AT THE BEGINNING OF THE INTERVIEW

3. Stress confidentiality of responses when necessary—If the respondent is hesitant about

Never mention other specific interviews or show completed questionnaires to other

3.2.2 AT CONCLUSION OF THE INTERVIEW

3.3 ASKING FOR REFERRALS

2. This producer should NOT live in the same household.

3. Record the contact information for each producer.

4. Prioritize the referrals according to the instructions in section 4.4 below.

4. SELECTING AND LOCATING RESPONDENTS

4.2 SAMPLING METHODS

1. “Members” will be selected using random sampling without replacement. These

TABLE 1. NUMBER OF RESPONDENTS TO BE INTERVIEWED IN THE FOUR SUB-SAMPLES

4.3 PRODUCER ASSOCIATION “MEMBER” SAMPLES

TABLE 2. NUMBER OF MEMBER FARMERS IN ARUSHA-MOSHI AND LUSHOTO AREAS

4.3.1 MEMBER SAMPLE IN ARUSHA-MOSHI

4.3.2 MEMBER SAMPLE IN LUSHOTO

4.4 SAMPLES OF “NON-MEMBER” PRODUCERS

4.4.1 OVERVIEW OF RDS SAMPLING

4.4.2 SELECTING INITIAL SEEDS

4.4.3 NUMBER OF WAVES AND RESPONDENTS

TABLE 4. WAVES AND REFERRALS IN NON-MEMBER RDS SAMPLE IN EACH REGION

4.4.4 REFERRAL LOGISTICS

ILLUSTRATION OF REFERRAL PROCESS

4.4.5 MANAGING WAVES AND TRACKING REFERRALS

4.4.6 SUMMARY OF REFERRAL PROCEDURE

In summary, the procedure to be followed by enumerators is the following:

1. Complete an interview and ask the respondent for three referrals.

5. RECORDING RESPONSES TO SPECIFIC QUESTIONS

• No answer boxes should be left empty. In the cases where:

• Use φ instead of a 0 for zero, so that there is no confusion between 0, 6, and 9.

Respondent Information (pages 1 and 2)

Section A: Background Information

Section B: Marketing Practices

Section C: Information About the Top Buyer

Section D: Business Services

Section E: Relationships Between Producers

Section F: Upgrading Practices

Section G: Demographic and Household Information

APPENDIX A. KEY TERMS AND DEFINITIONS

1. GENERAL VALUE CHAIN DEFINITIONS

Retailers: Firms that sell the product to final consumers.

Suppliers: Firms that sell the product to other firms.

Process upgrading is an increase in production efficiency, which results in either greater

2. DEFINITIONS SPECIFIC TO TANZANIA AND HORTICULTURE

Certification: A validation process, usually performed by a third-party authorized certification