(PDF) Case Studies of Successful Farmers, Agri-enterprises and Farmers' Groups and Cooperatives in Bhutan

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Case Studies of Successful Farmers, Agri-enterprises and Farmers’ Groups and Cooperatives in Bhutan

Editors :

Sonam Tashi, Ugyen Yangchen, Yogeeta Dahal, Dhan Bdr Gurung

Printed @ KUENSEL Corporation Ltd., 2022

ISBN: 978-99936-994-3-9

Editors’ Bio :

1. Dr. Sonam Tashi is an Associate Professor and Dean of the Research and Industrial

Linkages at the College of Natural Resources, Royal University of Bhutan, Editor

of the International Journal of Environment, Bhutan Journal of Natural Resource

Development and an Associate Editor of the Organic Agriculture Journal. Dr. Tashi

previously served as the Dean of Academic Aairs. He is a regular reviewer of

several national and international journals. He is specialized in organic agriculture

and is also passionate about climate-resilient farming systems.

2. Ms. Ugyen Yangchen is a Lecturer with the Department of Sustainable development

at the College of Natural Resources, Royal University of Bhutan. She has her masters

in Rural Development and Food Security from Van Hall Larenstein University of

Applied Sciences, e Netherlands. Ms. Yangchen teaches gender and development,

sustainable infrastructure Development, Disaster and hazard modules. She is one

of the reviewers with the Bhutan Journal of Natural Resources and Development

and has numerous publications in agriculture, gender, and development. She

has experience managing projects funded by the Erasmus+ programme of the

European Union and JICA. Her research interest is in Food Security, Gender, and

Climate change.

3. Ms. Yogeeta Dahal is a faculty member in the College of Natural Resources,

Royal University of Bhutan and currently serving as the Head of the Department

of Environment and Climate Studies. Ms. Dahal holds MSc in Natural

Resource Management by Research from CNR. Her research interest includes

environmental pollution, Climate Change, climate change resilience, and Natural

Resource Management. She is currently involved in assessment of mesoplastic

and microplastic content in freshwater bodies, Environmental and Social impact

of Non-wood forest products (NWFP) utilization in Bhutan, Climate Resilience

Markers in the Himalayan region, and Watershed Management.

4. Dr. Dhan Bdr Gurung

Prof. Dr. Dhan Bdr Gurung has PhD from ETH, Switzerland and is a Professor

in the Department of Forest Science in the College of Natural Resources, Lobesa.

He completed forestry course from the IGNFA, Dehra Dun, India and teaches

conservation science, systematic botany, applied statistics and other forestry related

subjects in the college. His research interests include taxonomy, mainly on orchids,

shes, and herpetofauna.

Case Studies of Successful Farmers,

Agri-enterprises and Farmers’ Groups

and Cooperatives in Bhutan

Case Studies of Successful Farmers, Agri-enterprises, Farmers’ Groups and

Cooperatives in Bhutan

Publisher: Centre for Sustainable Mountain Agriculture, College of Natural

Resources, Royal University of Bhutan, 2022

i

ii

Case Studies of Successful Farmers, Agri-enterprises, Farmers’ Groups and

Cooperatives in Bhutan

Reviewers:

Dhan Bdr Gurung

Mahesh Ghimiray

Monika Pradhan

Om Katel

Penjor

Phub Dorji

Sonam Tashi

Ugyen Dorji

Yogeeta Dahal

First Edition 2022

ISBN: 978-99936-994-3-9

Cover page design: Pema Rinzin, Assoc. Lecturer, College of Natural

Resources, Royal University of Bhutan

iii

Acknowledgements

The Coordinator of the Centre for Sustainable Mountain Agriculture, College

of Natural Resources, would like to thank the Sustainable Natural Resources

Use in Arctic and High Mountain Areas (SUNRAISE) project No 586335-EPP

-1-2017-1-DE-EPPKA2-CBHE-JP (2017-3138/001-001) and the Management

of the College of Natural Resources for the financial support provided for the

fieldwork and publication. Also, I would like to extend special thanks to all the

progressive farmers and entrepreneurs who participated in this case study.

iv

Acronyms

ADLO Assistant Dzongkhag Livestock Officer

AI Artificial Insemination

APTM Asia Pacific Tea Market

ARDC Agriculture Research and Development Centre

BAFRA Bhutan Agriculture Food and Regulatory Authority

BAS Bhutan Alpine Seed

BCCI Bhutan Chamber of Commerce and Industry

BLDCL Bhutan Livestock Development Corporation Limited

BOiC Bhutan Opportunity and Information Centre

CARD Centre for Agricultural Research and Development

CARLEP Commercial Agriculture and Resilient Livelihoods Enhancement

Programme

CNR College of Natural Resources

DAMC Department of Agriculture Marketing and Cooperatives

DCSI Department of Cottage and Small Industry

DOPS Department of Forests and Park Services

DOC Day-Old Chick

DOL Department of Livestock

EM Effective Microorganism

EMAS Effective Micro-organism Activated Solution

EU-TCP European Unit-Technical Support Project

FAO Food and Agriculture Organization

FYP Five Year Plan

GEF Global Environment Facility

GMG Geney Mushroom Group

HF Holstein Friesian

HRDP Horticulture Research and Development Project

ICIMOD International Centre for Integrated Mountain Development

IFAD International Fund for Agricultural Development

IFOAM International Federation of Organic Agriculture Movements

ISO International Organization Standardization

JICA Japan International Cooperation Agency

KNC Khenrig Namsum Cooperative

v

LOTS Lothuen Om Detshen

LPG Liquefied Petroleum Gas

LUC Land User Certificate

MOAF Ministry of Agriculture and Forests

MPU Milk Processing Unit

NJBC National Jersey Breeding Centre

NSB National Statistical Bureau

NSC National Seed Centre

NPT Nubi Phendey Tshogpa

PWD Public Works Department

RAMCO Regional Agricultural Marketing and Cooperatives

RDTC Rural Development Training Centre

REDCL Rural Enterprise Development Bank Limited

RIR Rhode Isand Red

RLP Rural Livelihood Project

RNR Renewal Natural Resources

RNR RC Renewal Natural Resources Research Centre

SGTC Samcholing Green Tea Cooperative

SLC Southern Layer Cooperative

SSNF Southern Seedling Nursery Farm

TIF Tshendung Integrated Farm

UNDP United Nations Development Programme

UNICEF United Nations International Children’s Emergency Fund

WLH White Leg Horn

vi

List of contributing authors

1. Anooja Nair

2. Bhagat Suberi

3. Cheten Dorji

4. Chogyel Wangmo

5. Dhan Bdr Gurung

6. Jambay

7. Jigdrel Dorji

8. Jigme Tenzin

9. Karma Sherub

10. Karma Wangdi

11. Kuenga Tshering

12. Lham Tshering

13. Lobzang Penjor

14. Monika Pradhan

15. Om Katel

16. Passang Lhamo

17. Pema Rinzin

18. Penjor

19. Penjor

20. Phub Dem

21. Purna Prasad Chapagai

22. Rekha Chhetri

23. Sangay Tshering

24. Serki Wangmo

25. Shekhar Chhetri

26. Sonam Gaki

27. Sonam Tashi

28. Sushila Rai

29. Tashi Dendup

30. Tashi Dorji

31. Tashi Lhamo

32. Thubten Sonam

33. Tshering Gyelpo

34. Tshotsho

35. Tulsi Gurung

vii

36. Ugyen Dorji

37. Ugyen Dorji

38. Ugyen Yangchen

39. Wang Gyeltshen

40. Yogeeta Dahal

Table of Contents

Acknowledgement iv

Acronyms v

List of contributing authors vii

Table of Contents viii

Preface xi

Introduction 1

Chapter I: Organic Agriculture 2

Organic Agriculture in Gasa Dzongkhag 4

Rangshin Sonam Detshen, Gasa Dzongkhag 7

Organic Green Tea, Samcholing, Trongsa Dzongkhag 9

Bhutan Organic Farm, Samtenling, Sarpang Dzongkhag 12

Vermicomposting Enterprise, Samtse Dzongkhag 15

Chapter 2: Field Crops Production 17

Spring Paddy Cultivation in Rinchengang, Thetsho Gewog, Wangdue

Phodrang Dzongkhag 19

Raajma Daal Cultivation in Tsangkha Gewog, Dagana Dzonkhag 21

Maize, Quinoa, and Barley Production in Changmey, Trashigang

Dzongkhag 23

Chapter 3: Agriculture Nursery 26

Bhutan Alpine Seed, Paro Dzongkhag 28

Southern Seedling Nursery Farm (SSNF), Samtenling, Sarpang

Dzongkhag 32

Ap Ugyen Tenzin – Lhuntse’s Registered Vegetable Seeds Producer 35

Chapter 4: Horticulture Industry in Bhutan 37

Tomato Cultivation as a Business, Haa Dzongkhag 38

A Case of Successful Mushroom Business, Geney Gewog,

Thimphu Dzongkhag 40

Mushroom Production, Bjabcho Gewog, Chhukha Dzongkhag 43

Progressive Vegetable Farmer, Wokuna, Punakha Dzongkhag 45

Herb Grower of Kabjisa, Punakha Dzongkhag 49

Senior Youth Group and a Dream Model Garden, Gomtu Gewog,

Samtse Dzongkhag 53

Kiwi Fruit Production in Doonglagang, Tsirang Dzongkhag 57

Buli Soenam Nyamsung Detshen, Zhemgang Dzongkhag 59

Khengrig Namsum Cooperative (KNC), Zhemgang Dzongkhag 61

From Conservation to Business: Urka Bangala Group, Trashi Yangtse

Dzongkhag 64

Avocado Farming in Eastern Bhutan: A Case of Pema Gatshel

viii

Dzongkhag 66

Chapter 5: Poultry Farming Enterprises 69

Poultry Farm Business, Goshi Gewog, Dagana Dzongkhag 71

Sarpang Layer Cooperative (SLC), Sarpang Dzongkhag 73

Woman Poultry Farmer of Chungupang Village, Trongsa Dzongkhag 75

Poultry Farm of a Retired Livestock Officer, Damang Village,

Trashigang Dzongkhag 76

Badal Poultry Farm, Gomtu, Samtse Dzongkhag 78

Broiler and Layer Poultry Farm, Phuntshothang, Samdrup Jongkhar

Dzongkhag 79

Chapter 6: Dairy Farming 82

Dairy Farm in Goshi Gewog, Dagana Dzongkhag 84

Lothuen Om Detshen, Sarpang Dzongkhag 86

Chokhor Gonor Gongphel Chithuen Detshen, Bumthang Dzongkhag 89

Chumig Gonor Lothuen Tshogpa, Bumthang Dzongkhag 92

Lord Zambala Blessed Dairy Cooperative 96

Tashi Gongphel Dairy Farm, Dewathang, Samdrup Jongkhar

Dzongkhag 99

Gonor Gongphel Nyemley Tshogdhey, Chaskhar Gewog, Monggar

Dzongkhag 103

Chapter 7: Apiculture 107

Beekeeping in Dagana Dzongkhag: A Case of Aser Moti Gurung,

Tsendagang 108

Beekeeping in Haa Dzongkhag: A Case of Mr. Leela Pulami, Namchu,

Katsho Gewog 109

Beekeeping in Samtse Dzongkhag: A Case of Mr. Romnath Acharya,

Dorokha Gewog 110

Beekeeping in Tsirang Dzongkhag: A Case of Patshaling Serjang

Detshen 111

Chapter 8: Food Processing and Food Product Development 115

Sonam Gonor Detshen, Yangtse Gewog, Trashi Yangtse Dzongkhag 116

Woman Operated Yoghurt Processing Unit, Yoeseltse, Samtse Dzongkhag 119

Fermented Soybean Cheese Group, Shingchongri, Pema Gatshel Dzongkhag 122

Milk Processing Unit: A Platform for Dairy Farmer Groups in Punakha

Dzongkhag 125

Tsirang Gonor Thoenked Detshen, Tsirang Dzongkhag 130

Dalley Pickle Production in Palokha Village, Wangdue Dzongkhag 133

Milk Processing Unit (MPU), Thripang, Trongsa Dzongkhag 135

Organic Cassava Flour, Chhoekhorling, Pema Gatshel Dzongkhag 137

Local Chips Processing Company, Thimphu Dzongkhag 140

ix

Chapter 9: Agriculture Development Approaches 142

Linking Farmers’ Vegetable Group with Local School’s Feeding

Programme, Genekha, Thimphu Dzongkhag 143

Women’s Vegetable Marketing Group in Bongo, Chhukha Dzongkhag 146

Green Hands Youth Group of Phuentsholing, Bjabcho, Chhukha

Dzongkhag 148

Chapter 10: Integrated Farming Enterprise 150

Raju Mongar Integrated Farming Enterprise, Gelephu, Sarpang

Dzongkhag 151

Tutu Rai Integrated Farming, Langchenphu Gewog, Samdrup Jongkhar

Dzongkhag 155

Integrated Enterprise of Saling Gewog, Monggar Dzongkhag 158

Integrated Farmer, Boeri Village, Chhukha Dzongkhag 162

Tshendung Integrated Farm: Youth Group agribusiness, Trashi Yangtse

Dzongkhag 165

Vegetable and Tengma Production, Chali Gewog, Monggar Dzongkhag 167

Integrated Farm in Tsendagang Gewog, Dagana Dzongkhag 169

Chapter 11: Challenges and Opportunities 171

Chapter 12: Conclusion 174

Bibliography 175

x

xi

Agriculture is critical for achieving sus-

tainable rural development, food and

nutrition security. Bhutan, in spite of the

rapid development largely remains an

agrarian country with 57% of the popu-

lation still employed and making a live-

lihood from integrated small-scale sub-

sistence farming. Farmers grow a varie-

ty of crops together with livestock rear-

ing and are dependent on natural re-

sources. Subsistence agriculture – small

landholding using traditional methods

do not provide much motivation for in-

novation and commercialization.

This situation is aggravated by difficult terrain limiting access to market, short-

age of labour, limited awareness and know-how of improved practices, lack of

appropriate technology, and lack of capacity of farmers to invest. However,

with concerted efforts from the Ministry of Agriculture and Forests on agricul-

ture development, market-oriented farming is gradually emerging.

Agriculture is a difficult sector to achieve and showcase instant success in

the first place and what is achieved is not readily visible and even less reported

and celebrated. Yet, there are many instances of sporadic successes at individu-

al household and group contributing to increased production, and trade in agri-

culture produced over the years at the national level. Often in agriculture, trial

of technologies and innovation by a few farmers, and achieving and showcas-

ing these successes form platforms for dissemination and adoption on a wider

scale. Role models and successful examples are powerful tools for farmer-to-

farmer extension and agriculture education.

This book documents some of the successful agriculture practices and agro-

enterprises from around the country. It is the result of the case studies conduct-

ed by the academics of the College of Natural Resources (CNR) during 2019-

2020. Throughout the different cases/stories, some common threads can be

drawn such as enterprise, motivation, cooperation, factors contributing to the

success, challenges, and opportunities. More than mere description and show-

Preface

casing the enterprises, this book tells the story of human enterprise and liveli-

hood, of human spirit to persevere, to overcome odds and to survive and thrive.

This book is expected to serve several purposes; for instance, it is an aca-

demic endeavour of our academic staff that serves as a teaching materials for

faculty and students. Lessons can be drawn for development of policies, strate-

gies and interventions in further developing agriculture and agri-business. Also,

it could motivate our youth to venture into agriculture as a livelihood option.

During the course of the case studies, the faculty members travelled the

length and breadth of the country and have hopefully gained very valuable in-

sights and experiences about the rural and farming life in the country. This

should make them better teachers and researchers. They should be better

equipped to relate classroom teaching with the field situations.

I would like to thank all the faculty members who have participated in the

case studies and contributed to putting this book together. My special thanks to

Ms. Ugyen Yangchen, the Coordinator for the Centre for Sustainable Mountain

Agriculture, for her effort and initiatives to coordinate the activities and to the

Editors for putting in extra effort to review and edit the materials.

Dr. Phub Dorji

(Former President)

College of Natural Resources

xii

Introduction

Entrepreneurship and enterprise development are critical for socio-economic

development. Encouraging entrepreneurial activities can contribute to the crea-

tion of new products such as creating jobs, reducing poverty, enhancing social

equity, improving living standards, and bringing overall economic growth. For

these reasons, entrepreneurship development is recognized as an important

strategy to achieve key development objectives. Agro-based enterprise is an

important entry point for agriculture development. There is an increasing em-

phasis on market-led development that is facilitated by income generating ac-

tivities and market participation of communities.

This book is a compilation of case studies on successful agro-enterprises

covering a wide range of rural enterprises along the agricultural value chain.

The case studies reflect the endeavour, enterprise and aspiration of rural com-

munities. This book is expected to inspire and offer something for everybody,

in addition to serving as a teaching learning material for the faculty members

and students. The different cases presented could serve as a role model and

motivate our youth to take up agriculture enterprises as a livelihood option.

Furthermore, some policy imperatives can be drawn from the challenges, op-

portunities and recommendations presented in each case study. The language

is deliberately kept simple and straight to appeal to a wide range of readers.

The book has 11 Chapters and 59 Case Studies, each reflecting success,

challenges, and opportunities in farming, agri-business, farmers groups, and

cooperatives. Chapter 1 presents the case studies on how farmers are contrib-

uting and gearing up to meet the national objective of achieving 100% organic

agriculture. Chapter 2 through Chapter 7 deals with case studies on market-

oriented production of field crops, horticultural crops, seeds production and

nursery, livestock farming and apiculture. Case studies on enterprises based on

food processing and food products are covered in Chapter 8 while Chapter 9

describes various farmers groups and cooperatives. Farmers managing multi-

ple enterprises and integrated farms are presented in Chapter 10. The overall

opportunities and challenges that are drawn from the case studies are presented

in Chapter 11.

1

Chapter I: Organic Agriculture

The prevailing conventional agriculture has improved farmers’ living standards

by enhancing agricultural productivity (Tracy, 1989). Conventional agricul-

ture’s prime objective is to increase food production per unit area within a

short period of time. This is achieved through the adoption of intensive mono-

culture system – using hybrid seeds, synthetic agro-chemicals, and artificial

growth hormones (Lampkin, 1990; Scialabba and Lindenlauf, 2010). Besides

compromising the quality and safety of food, such agricultural production prac-

tices negatively impact water resources, soil and biodiversity (Reganold et al.,

2001).

Organic agriculture is promoted as a safer alternative to conventional agri-

culture. It is characterized by low energy/cost production system with low en-

vironmental impact. Artificial fertilizer inputs, genetically modified organisms,

antibiotics and growth hormones in crop production are replaced by safer or-

ganic inputs (International Federation of Organic Agriculture Movement

[IFOAM], 2008; Reganold et al., 2001) and ecological-based management

practices in organic agriculture.

Organic farming in Bhutan was officially launched in 2007 to make farm-

ing sustainable without compromising the quality and health of biodiversity

and environment (Tashi and Wangchuk, 2016). The principles of organic agri-

culture align well with the Bhutan’s development philosophy of Gross National

Happiness. Therefore, in 2008, the Government of Bhutan declared to fully

convert into organic agriculture by the year 2020. In order to take the organic

agriculture movement forward, the National Framework for Organic Agricul-

ture was launched and the National Organic Program was established. Addi-

tionally, the five-year National Organic Flagship program was launched in

2018.

The successive governments in Bhutan have extended continuous support

for converting current agricultural practice to organic agriculture. In addition to

training Agriculture Extension Officers and farmers, the government under the

aegis of the Ministry of Agriculture and Forests, continues to provide free

seeds and other farm inputs to promote organic agriculture. In 2020, the Agri-

culture Research and Development Centre in Yusipang, Thimphu was certified

as the National Centre for Organic Agriculture. Despite all these interventions,

the organic agriculture development has been slow.

2

3

Bhutan has about 545 ha of crop land (less than 1% of the total arable

land) certified as organic (FiBL-IFOAM, 2020). The country has two interna-

tionally certified organic products namely lemon grass and essential oil and 20

products certified by the local organic assurance system. Currently, 24 organic

farmers’ cooperatives, three organic retailers, and one exporter are involved in

organic production and marketing in the country.

This Chapter contains five case studies in total. The first two cases deal

with organic farmers’ group, another two present organic fertilizer production

as an enterprise. The fifth case study describes a female organic farmer pro-

ducing a number of horticultural crops along with rearing livestock.

4

Organic Agriculture in Gasa Dzongkhag

Karma Wangdi1 and Lham Tshering2

Until 2016, Gasa Dzongkhag was isolated from the other parts of the country

since the Dzongkhag was not connected by farm road. Farmers had no access

to synthetic chemical fertilizers and hence used organic manures to grow

crops. In 2004, the former Minister of Agriculture, Sangay Ngedup visited the

Dzongkhag and after assessing the situation declared Gasa an organic Dzong-

khag. The farmers of Gasa strictly follow the principles of organic agriculture

and do not use synthetic chemical fertilizers or pesticides. The Bhutan Agri-

culture and Food Regulatory Authority (BAFRA) certified the Rangshin So-

nam Detshen from Khatoed Gewog in Gasa as the first organic group in the

country in 2015.

In a village not far from Gasa town lives a 47 years old Aum Dawa

Zangmo, who is one of the progressive farmers of Khatoed Gewog under Gasa

Dzongkhag. She married Ap Chador Tshering, 53 years old, and together they

have two daughters and one son. Both are illiterate and depend on farming for

their livelihood. Aum Zangmo owns three acre dryland. They have been farm-

ing since their childhood. She practices integrated farming comprising differ-

ent vegetables, dairy, poultry, and is well-known for her Shitake mushroom

farming (Figure 1.1).

Aum Zangmo had once focused on cultivating wheat and barley extensive-

ly; however, due to crop failure, she incurred a heavy loss. Around the same

time, the Ministry of Agriculture and Forests (MoAF) provided free vegetable

seeds. Promising returns from the vegetables led her to focus on producing

horticultural crops such as potato, garlic, cabbage, and other cole crops. Fresh

organic vegetables generate a net income of about Nu.100,000 annually.

In 2013, Aum Zangmo started Shitake mushroom farming with free seeds

and logs support from the Gewog Agriculture Extension office. She uses oak

tree logs as substrates for mushroom cultivation, which last for about five

years. She produces about 30 kg of mushroom annually from her small mush-

room shed. Besides for self-consumption, she sells mushrooms at Nu. 350/kg.

With the increasing demand for poultry products in the country, Aum

Zangmo started poultry farming in 2015. She has 40 hybrid and 13 local hens.

1Asst. Lecturer, Dept. of Agriculture

2Lecturer, Dept. of Animal Science

5

The latter was reared because she noticed that the hybrids do not lay eggs dur-

ing cold season. She gets 40 eggs a day from the hybrid hens and 8-10 eggs a

day from local hens. The Karma Feeds (formulated feed), although expensive

at Nu. 1,700 per 50 kg bag, is used as the main source of feed in her poultry

farm. She said, “we use eggs in our daily meals. Besides home consumption,

we sell eggs within the village for generating cash income”.

Aum Zangmo started rearing eight Jersey cows and during the time of vis-

it, she had two milking cows. She processes milk into dairy products such as

cheese, butter, and curd. She said, “we have not purchased any dairy products

since we started to rear Jerseys. We also earn a net profit of about Nu. 50,000

annually from the sale of dairy products”. However, at times she experiences

fodder shortages.

Aum Zangmo applies organic farming principles and practices farming on

her farm. Instead of synthetic agro-chemicals, she uses manure from her live-

stock as the main source of soil nutrient. The decomposed manure is also used

as mulching for crops such as cabbage. She sells her produces in the locality

and at the Centenary Farmers Market in Thimphu.

Aum Zangmo said that her perseverance, determination, hard work and

trust in the farm has led her to where she stands now financially. She is self-

reliant in most of the essential items needed except for cooking oil, rice, salt,

sugar and milk powder, which need to be bought. She owns a milling machine,

a power tiller, and a vehicle for transportation.

However, farming, as Aum Zangmo said, is not always easy. Labour short-

age is a major challenge. The labour wage in the Dzongkhag is comparatively

high at Nu. 800-900 per day for male and Nu. 500 per day for female labours.

She spends approximately Nu. 30,000 per year as labour wage, which she says

is “quite disheartening”. The other challenges include crop raids and damages

by wild animals such as deer, wild boar, and birds.

Although she is confronted with several obstacles, she is determined to

continue farming despite the challenges. Because of her strong will, she is rec-

ognized as one of the most successful and progressive farmers in her locality.

Her Mantra is, “focus on what one is doing” and further she added “farming

on a commercial scale is a business that involves both risk and profit; and risks

should not deter us”. She said that while farming, one should choose the crops

that are highly demanded in the market no matter how difficult it is to cultivate

them. Aum Zangmo is happy with her achievements and she looks forward to

coming up with new ideas to expand her farm.

6

Figure 1.1: (a) Mustard green vegetable garden, (b) Stacked shitake

mushroom billets

(b)

(a)

7

Rangshin Sonam Detshen, Gasa Dzongkhag

Karma Wangdi1 and Lham Tshering2

Background

Agricultural cooperative, also known as farmers’ cooperative, provides a

method for farmers to work in groups to acquire better outcome than if done

alone. One good example of farmers’ cooperative in Gasa has been set by pro-

gressive farmers of Khatoed Gewog in 2012. The cooperative is known as

Rangshin Sonam Detshen, meaning the Organic Farmers’ Cooperative that

focuses on Organic Agriculture.

Khatoed Gewog is the smallest Gewog among the four Gewogs of Gasa

Dzongkhag. The Gewog has an area of 326 km2 and a population of approxi-

mately 194 people and 60 households out of which 52 households practice or-

ganic agriculture. The Gewog, located at an altitude of 2300 to 2900 m asl,

experiences an average annual temperature of 12°C and receives about 651

mm of rainfall annually. The Bhutan Agriculture and Food Regulatory Author-

ity (BAFRA) certified Rangshin Sonam Detshen as an organic group in 2015.

Description of the cooperative

According to Mr. Tashi, the cooperative’s Chairperson, the main objective of

forming the cooperative was to promote organic vegetable production and

market the produce at better price in Thimphu, Punakha, and Wangdue

Phodrang Dzongkhags. He reported that after the launch of the initiative to

market organic produce from Gasa Dzongkhag, more farmers have begun to

cultivate their fallow fields. The cooperative secured commercial deal with

high end hoteliers and signed memorandum of understanding with 11 major

hotels and restaurants in Thimphu including Aman Kora, Taj Tashi, Druk Ho-

tel, Terma Linca Resort and Spa, Hotel Ariya, and Pedling Hotel and Spa

among others since the beginning of July 2017. The cooperative supplies or-

ganic products such as potato, garlic, and carrot at Nu. 30/kg, 120/kg and 60/

kg respectively. Potato is supplied from July to November, garlic from June to

September, and carrots from June to January.

The Department of Agricultural Marketing and Cooperatives (DAMC),

National Organic Programme (NOP), BAFRA, and Gasa Dzongkhag admin-

1Asst. Lecturer, Dept. of Agriculture

2Lecturer, Dept. of Animal Science

8

istration supported the formation of the cooperative and initial marketing.

Additional support included supply of seeds and seedlings, development of

farmers’ capacity, and supply of electric fencing materials. Furthermore, farm

mechanisation support was provided for land development.

Challenges

The cooperative faces several challenges including difficulty in transportation

of produces; limited knowledge on grading, packaging, and labelling; incon-

sistencies in the real produce bought against the demand reflected; pests, dis-

eases, and storage. The secretary of the cooperative said that it is difficult to

deliver vegetables once a week to Thimphu, especially during monsoon. He

added, “we have to arrange vehicles every week. At times, it is difficult to de-

liver vegetables to the market due to lack of a vehicle and bad road condition.

There is an urgent need of utility vehicle for marketing to Thimphu and other

Dzongkhags”.

The cooperative faces hurdle in managing pests and diseases in the ab-

sence of availability of synthetic pesticides. They use cattle urine as a bio-

pesticide to control pests in their vegetables. The members of the cooperative

also stated that, although their vegetables are organic and competitive in pric-

es, consumers choose imported vegetables over their produces. In addition, the

cooperative members feel that due to lack of proper monitoring some vegeta-

bles sold as organic in the market are actually produced conventionally.

Future plans

The cooperative, through land development, has plans to diversify vegetable

cultivation. They intend to supply organic vegetables throughout the year with

the installation of more greenhouses. In order to achieve this plan, the cooper-

ative intends to procure a utility vehicle from the National Organic Pro-

gramme.

9

Organic Green Tea, Samcholing, Trongsa Dzongkhag

Tashi Dorji1 and Tshering Gyelpo2

Background

The green tea plant, scientifically known as Camellia sinensis, was first said to

have been planted close to the Samcholing palace in Trongsa. According to the

senior citizens of Trongsa, the green tea was first brought to Bhutan by the

second Druk Gyalpo. Expansion of green tea production area and promotion in

Samcholing was initiated in 2009 by the Council of the RNR Research in col-

laboration with the Department of Agricultural Marketing and Cooperatives

(DAMC) and Trongsa Dzongkhag administration with funding support from

GENTEC University, Republic of South Korea (Dorji, 2017).

Description of the cooperative

Samcholing (27°24'22.6"N, 90°31'58.3"E) under Draagteng Gewog, Trongsa

Dzongkhag, is 25 km south of Trongsa on the way to Zhemgang. The Gewog

is located at about 1,800 m asl, receiving an average annual precipitation of

1,400 mm and experiences an annual mean temperature of 24oC. The soil type

is clay to clay-loam.

Samcholing Green Tea Cooperative (SGTC) is a recipient of the Best

Green Tea Producers Award 2018 from the Government of India. The group is

a women-led cooperative with 28 female members with age ranging from 25

to 45 years old. Although the members could not complete their schooling

they received training in Nepal, Japan, China, and Sikkim with financial sup-

port from the Government of Bhutan. They grow green tea in their respective

agriculture field, which ranges between one to two acre, and the total cultivat-

ed area is 43 acre. It takes around three to four years to raise the green tea

plants and produces tea leaves for about 20 years. The tea leaf harvesting

season usually starts from April and ends in September. With support from

the government, the cooperative carries out processing and packaging in their

three-storied processing house.

Ms. Rinchen Dema, 29-year-old, is one of the members and the current

sales executive of the SGTC. The sale executive is selected amongst the group

members for a term of two years. Ms. Dema, who leads the cooperative, start-

1Lecturer, Dept. of Agriculture

2Asst. Lecturer, Dept. of Animal Science

10

ed planting green tea when she was 15 years old. She was trained first by an

Austrian in 2010. She also received an opportunity to attend a training on tea

plantation in New Delhi, India. Ms. Dema expressed that in the past few years

there was a huge demand of green tea owing to its health benefits. Financial

and training supports were provided by the Government of Bhutan and JICA.

Technical support extended by the Dzongkhag Agriculture Officer (DAO) and

ARDC Bhur played a major role in up-scaling the green tea production. The

processing unit has improved its management and product enhancement with

successful delivery of green tea products to its customers on a regular basis.

Current value chain of SGTC

In Samcholing village, 43 acre land is committed for green tea cultivation and

a small-scale industrial facility was set up, which helps individual farmers to

produce 2,000-3,000 packets of green tea every year. Each packet weighs 60 g

and costs Nu. 300. Ms. Dema reported that with additional funding support

from the government, the tea is made available in tea sachets. The product cy-

cle is represented in Figure 1.2. Ms. Dema alone could produce 3,000 packets

of green tea in 2019. Individual members of the cooperative earn Nu. 50 for

each packet they produce and each member’s annual income ranges from Nu.

150,000 to 200,000.

Figure 1.2: Samcholing green tea value chain

Tea Bag

Nu.300/bag

Tea Sapling

Nu. 15/sapling

Retailing

Processing

Producing

Input supplying

Consuming

Pouch Green Tea

Nu. 200/pouch

Green Tea Cooperative

members (Cultivate green

tea, process into tea and sell

to their customer)

Resorts/Hoteliers/Restaurants/Shops Nearby farmers

DAO/Research Centres

ACTORS FUNCTIONS

11

Challenges and prospects

The cooperative faces challenges to expand into regional and international

market. The sales executive, Ms. Dema, expressed that one of the main chal-

lenges of the cooperative is lack of linkages and collaboration with interna-

tional companies producing similar tea products. Therefore, venturing in the

international market has been unsuccessful for the group.

Green tea is mostly consumed in East Asia. People in China consume ap-

proximately 50% of the total green tea produced in the world. Japan is the sec-

ond largest consumer of green tea where 80,000 tonnes of green tea are con-

sumed every year. Indonesia and Vietnam consume about 30,000 tonnes and

20,000 tonnes of green tea per year respectively. Therefore, SGTC manage-

ment sees a huge market potential if linked with international market such as

the Asia-Pacific Tea Market (APTM). APTM is the biggest tea distributors in

the form of black tea, green tea, and herbal tea.

Technical support from the MoAF and funding from the government

played an important role in upscaling green tea production in Samcholing.

Transparency and trust among the cooperative members are the key tools in

improving the efficiency of the business. Farmers who are not yet members of

the cooperative are keen to understand the benefits and need market assurance

before joining the business. Therefore, adding new members to the coopera-

tive is not easy as the non-members are sceptical about the new venture.

12

Bhutan Organic Farm, Samtenling, Sarpang Dzongkhag

Yogeeta Dahal1 and Sushila Rai2

Background

The entrepreneur of the Bhutan Organic Farm (also known as Bhu-Org Farm)

is Mr. Kamal Pradhan, a 54-year-old former forest officer. The enterprise was

established in 2015 in Samtenling, Gelephu. The motivation to develop the

farm began after Government launched the Organic Flagship Programme in

2018 that focused on commercializing organic farming amongst others. Mr.

Pradhan realized that there was a high demand for organic produces in the lo-

cal markets and hence his farm was established. Mr. Pradhan hopes to reduce

the import of food products and to support the socio-economic development of

the country. Furthermore, he wanted to support the government’s initiative

through the development and expansion of his organic farm. The vision of the

enterprise is to make organic agriculture a success by producing organic prod-

ucts in a sustainable manner.

Description of the enterprise

The Integrated Organic Farm was established on 1.3 acre land in Samtenling,

and later extended to 1.35 acre land in Pelrithang, Gelephu. Coffee, areca nut,

cardamom, avocado, and piper betel are planted. Although the government

provides support to cooperatives, similar assistance is not available to individ-

uals and privately-owned businesses. Therefore, Mr. Pradhan had to bear the

cost of resources on his farm. The enterprise has three onsite staff – one super-

visor, one field worker, and one marketing officer. Depending on the need of

labour and season, additional six or more labourers are hired from across the

border. The farm produces organic fertilizers and value-adds other consumer

products grown naturally in the region. The farm also has nursery for organic

crops. The farm is in the process to produce bio-pesticides.

The farm produces both the dry and liquid bio-fertilizers. The farm pro-

duces organic fertilizer and chicken manure as dry fertilizers while vermicom-

posting was under trial. The Organic fertilizer is produced in bulk by mixing

bio-wastes such as sawdust, vegetable wastes, droppings of chicken, cattle ma-

nure, and effective microorganism (EM). The farm produces wood vinegar as

1Lecturer, Dept. of Environment and Climate Studies

2Lecturer, Dept. of Forest Science

13

liquid fertilizer on a trial basis. Additionally, the farm owns small-scale nurse-

ry growing saplings of betel nut, citrus mandarin, and mango. The enterprise

also produces other value-added products such as yoghurt, mustard oil, yacon

(Smallanthus sonchifolius) syrup, and foothills coffee.

The enterprise started producing yoghurt from 2017, mustard oil from

2018, and yacon syrup and coffee from 2019. On a trial basis, the enterprise

has begun producing drumstick (Moringa oleifera) powder, turmeric power,

and charcoal. Mr. Pradhan noticed that some farmers within and nearby

Dzongkhags produce organic coffee, mustard, and yacon. However, they do

not know how to value-add these products.

The enterprise purchases raw materials for coffee from Chuzagang farm-

ers; mustard from farmers of Trongsa, Dagana, and Zhemgang; and yacon

from farmers of Tsirang and value addition is done at Bhu-Org Farm. The farm

purchases cattle manure, chicken manure, and milk from nearby farmers. Such

activities create opportunities for the local communities in marketing their

products through a market chain facilitation approach and value addition.

The Bhutan Integrated Organic farm is a certified organic fertilizer produc-

er in the country and has a capacity to produce 300 MT of organic fertilizers in

a year. However, the farm is able to sell around 30 MT annually. The organic

fertilizers are sold in bags of 20 kg at Nu. 400 each. The demand for the organ-

ic fertilizer is steadily growing over the years as farmers are aware of the bene-

fits and the importance of organic fertilizers coupled with the start of organic

agriculture movement in the country. The demand for it is increasing because

farmers are cultivating vegetables at a larger scale.

The farm produces around 150 L yoghurt per day, 350 L mustard oil, 200

L yacon syrup, and 100 kg coffee per year. Yoghurt is sold at Nu. 25 per 200

ml, mustard oil at Nu. 180/L, 400ml yacon syrup at Nu. 600, and 100 g coffee

at Nu. 100. The gross income per year from the sale of various products is ap-

proximately Nu. 166,000.

Most of the income generated is invested in buying raw materials and in

adding new products as the enterprise is still expanding. According to Mr. Pra-

dhan, the income is just enough to sustain the enterprise. The enterprise banks

on digital marketing through their official website and social media

(Facebook) along with marketing through word-of-mouth.

14

Opportunities and success factors

The enterprise is certified and recognized as organic enterprise. Therefore, the

customers have trust on the quality of the products which is one of the reasons

for its success. Since the organic movement in the country has created aware-

ness on the importance of organic produce on the health of people, this has

made it easier and convenient to market their products.

Farmers using the organic fertilizers from the Bhu-Org Farm have provid-

ed positive feedback on its effectiveness in improving crop and soil health.

People’s awareness on the benefits and safety of using organic fertilizer is aid-

ing the enterprise to keep their sales constant. So far, the enterprise has been

operating successfully and according to Mr. Jivan Rai, the Manager, the suc-

cess factors of this enterprise include (i) having multiple contacts in marketing

the products, (ii) persistent innovation and (iii) investing in new business ideas

to explore different avenues.

Challenges

Competition from cheaper imported products and the country’s nascent organ-

ic industry are major challenges besides the financial constraint. The enter-

prise requires a huge capital to diversify its products and to buy raw materials.

The enterprise has not made major profit yet as the revenue generated is just

enough to sustain the enterprise. The other challenge is the lack of availability

of cheap labourers in the country. The Bhutanese nationals usually demand

high wage; therefore, they often resort to recruiting labourers from India.

Future plans

The future plans of the enterprise include establishing and producing diverse

products. In the coming years, the enterprise plans to include a variety of

crops and bee keeping. Besides honey and pollinating services from the bees,

they expect that it will help to combat issues related to elephant encroachment

in the farmland, which is rampant in the locality. Other ideas for future work

include producing Moringa powder, turmeric powder, and establish an orchid

nursery. The Moringa tree plant is gaining popularity due to its several thera-

peutic properties and is an easy tropical plant to grow. The enterprise aims to

revive vermicomposting practice, although it had failed once in the past. Also,

the enterprise is producing bio-pesticide on trial and is planning to scale-up

the therapeutic properties and is an easy tropical plant to grow.

15

Vermicomposting Enterprise, Samtse Dzongkhag

Rekha Chhetri1 and Monika Pradhan2

Mr. Sarad Gurung, 48-year-old, from Bhimtar, Norbugang under Samtse

Dzongkhag, completed his tertiary education from India. In 2012, Mr. Kin-

zang Chophel, the then Assistant Dzongkhag Agriculture Officer from Samtse

Dzongkhag visited Norbugang Gewog looking for potential farmers to take up

vermicomposting. Mr. Gurung was interested in vermicomposting due to his

familiarity with the topic from his time in Kalimpong, India. Together with

Mr. Chophel, Mr. Gurung went to Kalimpong and met with the entrepreneurs

there to learn more about vermicomposting.

Soon after returning, Mr. Gurung started vermicomposting as a family

business using red worms in a small shed with a budget of Nu. 70,000 support-

ed by the National Organic Program, Thimphu. According to Mr. Gurung, in

the initial two-three years, he gave about two to five kilogrammes of ver-

micompost to farmers and visitors for free. In return he asked for feedback on

the performance of the vermicompost. Since, using the vermicompost in-

creased production of crops, he was encouraged by the farmers to produce

more.

It was only after three years of establishment in 2015, Mr. Gurung started

to increase his production. The demand for his vermicompost from individual

farmers increased to 20 kg from the initial five kilogrammes. Even the govern-

ment purchased his product to distribute it to other farmers. On the request of

the National Organic Flagship Program, 17 MT vermicompost was supplied to

the National Soil Services Centre. Since 2000, he has been supplying about

one metric tonne vermicompost to a few private organic farms in Thimphu.

The vermicompost is packed in 25 kg bags and sold at Nu. 25/kg. The demand

for vermicompost is increasing and sometimes he is not able to meet the de-

mand. For him, marketing of vermicompost has not been an issue.

Mr. Gurung was provided with a fund of Nu. 200,000 by the Ministry of

Agriculture and Forests (MoAF), which helped to scale-up his production. The

annual vermicompost production has increased to about 100 tonnes from 50-

60 tonnes when he first started the enterprise. Mr. Gurung claims that the busi-

ness is performing very well and he is able to support the education of his two

children. According to Mr. Gurung, about 60% of the gross income adequately

1Asst. Professor, Dept. of Sustainable Development

2Asst. Lecturer, Dept. of Food Science and Technology

16

covers all the expenditure, including the payment of farm employees; three

labourers with a monthly payment of Nu. 7,500 per head, excluding food.

Unlike other vermicomposting where cattle manure, maize residues, and

Artemisia plants a re used as bedding materials for worms, Mr. Gurung uses

only cattle manure as he feels that the compost from cattle manure is of better

quality. However, manure is needed in larger quantities; therefore, he has giv-

en three to four cows to other farmers for rearing them on a win-win basis.

The farmers supply him manure while they keep the milk. Despite this ar-

rangement, he sometimes has to buy cattle manure at Nu. 5/kg. Since the

earthworms feed mainly on the cattle manure, sieving is done to separate all

the foreign materials.

In the coming years, Mr. Gurung has plans to construct one more ver-

micompost shed with a bigger production capacity for which he will require

about Nu. 300,000. Besides compost (Figure 1.3 and Figure 1.4), Mr. Gurung

is determined to develop organic spray from vermicompost once again alt-

hough he was unsuccessful in the past. According to Mr. Gurung, the initial

three years were challenging and at one point he almost closed the business.

Given the demand for organic manure these days, he sees a bright future for

vermicompost business.

The advice from Mr. Gurung to young entrepreneurs is “not to give up”.

By investing in hard work and energy, he says, success is bound to come. He

is grateful to all the support he received from the government and the commu-

nity. However, he also advises against depending solely on the government.

Figure 1.4: Stored vermicompost Figure 1.3: Vermicompost being sieved

17

Chapter 2: Field Crops

The term Field Crops generally refers to cereals, oilseed, and pulses. The age-

old concept of Dru-Na-Gu or nine food crops is equivalent to the modern idea

of field crops. Dru-Na-Gu includes rice, maize, wheat, barley, buckwheat, mil-

lets, pulses, oilseeds, and amaranths. Their equivalent terms in Dzongkha are:

Bja or Rey, Gayza, Ka, Nah, Bjo or Garey, Memja or Cham or Yangra, Peka

or Yungka, Zimtse Naap, and Sem or Zhimtse Kaap. In the olden days, the

successful cultivation of all nine crops was an indication of the agricultural

suitability of a place and reflected the status of food self-sufficiency and secu-

rity.

Other than the food, field crops play a fundamental role in the culture, tra-

dition, religion, and livelihood of the Bhutanese people. Dru-Na-Gu provides a

means for people to conduct Rimdos (religious rituals) and Loche (annual reli-

gious ceremony) that are integral part of the Bhutanese culture and tradition.

Such events require preparation and offering of Torm (divine figurines) made

from cooked rice, wheat or barley flour. Cereals are also used to prepare Ara

(local liquor) and Bangchang (local beer) that are indispensable for social

gatherings and in entertaining visitors. Ara is also served as an offering to ap-

pease local deities (Serkaim) or taken as a purification liquid (Duetsi) during

Rimdo and Loche.

This Chapter on Field Crops contains three interesting case studies on

spring rice in Wangdue, Rajma Daal or kidney beans in Dagana and a combi-

nation of maize, quinoa, and barley in Trashigang. Spring rice denotes rice

grown as a first crop from February to July in a rice-rice rotation, which is fea-

sible in mid and lower valleys. Research on spring rice to develop suitable va-

rieties and crop husbandry practices was conducted at the then Centre for Ag-

ricultural Research and Development (CARD) (renamed as Agriculture Re-

search and Development Centre (ARDC)) in the 1980s. Supported by donors,

the Wangdue-Punakha valley devoted acres of wetland to rice double cropping

in the late 1980s and early 1990s. However, farmers gradually withdrew from

growing spring rice after the International Fund for Agriculture Development

(IFAD) project concluded. This case study tracks the revival of spring rice in

Rinchengang in 2013, promoted by the DAO office, Wangdue and ARDC Ba-

jo. Although spring rice yields well and fetches a good price in the local mar-

ket, farmers are challenged with flocks of birds picking up grains before har-

18

vest. Chasing away birds from dawn to dusk is laborious and tedious to say the

least, and it discourages farmers from readily adopting the spring rice technol-

ogy.

Rajma Daal (Phaseolus vulgaris) is a legume that requires less water and

soil nutrients and performs well even in marginal lands. Rajma Daal is rich in

protein and essential micronutrients, thus playing a vital role in the nutritional

security of the poorer households in rural areas. In addition, Rajma is a good

source of income because of its high demand in the local market as well as in

the export market to India. The present case study traces the successful story

of Mr. Naku, a 53 years old farmer from Tsangkha, who first experimented

with rajma cultivation in 2001 with five kilogrammes seed. By 2010, he had

expanded his area and started market-oriented cultivation of the crop, earning

anywhere between Nu 8,000-100,000. His neighbours have followed the suit

and Naku still leads the way in his community. The added advantage of Rajma

is its suitability to intercrop with maize and millets. As an issue, however,

farmers reported the lack of storage facilities during times of high production

and depressed market price.

The third case focuses on the large-scale production of maize, quinoa, and

barley, not only for consumption but also to sell as seed. Traditionally, farmers

have been growing maize largely for home consumption as Kharang, Tengma,

Ara, and Bangchang. Encouraged by the Dzongkhag Agriculture Office, farm-

ers of Changmey in Trashigang started exploring agriculture as a business in

2015 with the sale of seeds for income. Being a cross-pollinated crop, the seed

quality or genetic purity of maize seed quickly deteriorates and production de-

clines with each subsequent planting. Seed replacement every alternate year is

thus essential.

Farmers grow barley mainly for home brewing and for making flour to

fulfill annual rituals. In recent years, however, the demand for barley has risen

mainly from the community of Merak, Sakteng, and Rangjung. Marketing is

not an issue for the farmers. Likewise, quinoa is a recently introduced crop by

the Ministry of Agriculture and Forests, and farmers have started large-scale

cultivation in 2018. Quinoa is a super pseudo-cereal with high protein content

(18%) and is rich in most essential micro-nutrients. Farmers have been pro-

ducing seeds and selling them back to the government for further area expan-

sion. An average household earns between Nu. 7,000 to Nu. 40,000 per sea-

son. Some of the challenges cited by farmers include crop damage by wild ani-

mals and the scarcity of farm labour.

19

Spring Paddy Cultivation in Rinchengang, Thetsho Gewog, Wangdue

Phodrang Dzongkhag

Ugyen Dorji1

Background

Rinchengang (27⁰28’N, 89⁰53’E), under Thetsho Gewog, Wangdue Phodrang

Dzongkhag, is about 68 km east of Thimphu above the national high way fac-

ing Wangdue Dzong. Paddy cultivation is one of the main sources of liveli-

hood in the area. The paddy terraces, popularly known as “Rinchengangi-ari”,

are along the slope facing the famous 17th century Wangdue Phodrang Dzong.

The vegetation in the area is dominated by chir pine trees. Rinchengang stands

at an elevation of 1292 m asl and experiences a sub-tropical climatic condition

with annual average temperature of 19°C and precipitation of 1,002 mm

(Dorji, Olesen, Bøcher, and Seidenkrantz, 2016).

Spring paddy cultivation

Seeing the potential for double paddy cultivation, the Wangdue Dzongkhag

and RNR sector initiated the spring and summer paddy cultivation in Rin-

chengang community in 2013. Double paddy cultivation practice is continued

by about 40 households. The paddy variety used in spring cultivation is Num-

ber 11 and the seeds are supplied by the National Seed Centre, Paro. Original-

ly, this paddy was brought from Japan.

In 2013, Wangdue Dzongkhag RNR sector, with technical and seed sup-

port from RNR RDC Bajo, introduced this variety in Rinchengang along with

demonstration on cultivation. With the success of demonstration, about 40

households of Rinchengang accepted to cultivate this variety on their 30 acre

field. The spring paddy cultivation has also been initiated in areas like Gaselo

Tshowom and Daga Gewog.

Key features of spring paddy cultivation

Almost all the management practices are similar as in general paddy cultiva-

tion. The only difference is in the timing of seed sowing, transplanting and

harvesting, which are moved forward in the case of double cropping. Paddy

nursery is raised in a plastic tunnel in February and the seedlings are trans-

1Assoc. Professor, Dept. of Forest Science

20

planted in April and harvesting is done in June. For the second cultivation,

nursery is raised in May and the seedlings are transplanted in July and harvest-

ed in October. Irrigation water supply, which depends on monsoon that starts

in June, is the main challenge for spring cultivation.

According to Ms. Deki Pem, Senior Agriculture Extension Supervisor, in

Thetsho Gewog, the production per unit area is higher compared to normal

summer production. The yield is about 1,900-2,600 kg/acre compared to sum-

mer cultivation, which yields about 1,600-1,700 kg/acre. The rice from this

harvest fetches a higher price in the market than the summer cultivated rice.

The Number 11 rice variety fetches Nu.150/Drey (equivalent to 1.5 kg) for the

new stock and Nu. 140/Drey for the old stock. This paddy variety can be culti-

vated twice in a year and thus can have two harvests as compared to local rice

cultivation. Stalk of this paddy variety is shorter and therefore is less vulnera-

ble to lodging due to wind damage.

Opportunities and challenges

The spring paddy cultivation with this variety is suitable in the mid-altitudes.

Farmers living in similar agro-ecological zone can adopt to enhance paddy pro-

duction. For the success of spring paddy cultivation, irrigation water and

enough labourers should be available. For raising seedlings, use of simple plas-

tic tunnels is effective and successful.

Since this is an early spring crop with no other grains cultivated, bird attack

is one of the main problems. People have to continuously guard the paddy

from grain formation till the paddy is harvested. This has been very difficult

for the people as they have to guard the rice from 6:00 in the morning till dusk.

To solve this problem, the RNR sector supplied net to cover the crop, but was

unsuccessful. The current practice is continued with incentives from RNR sec-

tor and the spring rice cultivation may take some years to be adopted by farm-

ers of other Gewogs. The Dzongkhag RNR sector has plans to introduce spring

paddy in all the rice growing areas in Wangdue Dzongkhag.

Incentives for growing spring paddy

The Dzongkhag RNR sector has been distributing free supplies of fertilizers

and about 800 to 900 kg of spring paddy seeds every year since 2013. The

RNR sector also supplies 600 to 700 m plastic sheet annually to construct plas-

tic tunnel. This has been very helpful to the farmers of the Gewog.

21

Raajma Daal Cultivation in Tsangkha Gewog, Dagana Dzongkhag

Om Katel1 and Anooja Nair2

Background

Tsangkha Gewog is one of the poorest Gewogs in Dagana Dzongkhag. The

sources of income in the Gewog are from sale of livestock products such as

milk, cheese, and butter. Fodder and forest areas required for animal grazing

are relatively poorer than other Gewogs in the vicinity. Mr. Naku, a 53-year-

old farmer, lives in Tsangkha Gewog and has been farming since he was

young. After completing primary education from a nearby school, he stayed

back at home to help his parents as they were not able to continue his educa-

tion.

Mr. Naku’s adventure

Mr. Naku owns about five acre dry land and three acre irrigated land. He has a

small family and five other relatives live with him. Labour shortage is not a

problem in his household. However, with water scarcity in the area, he has to

depend on rainfall for rice cultivation. In the year 2001 and 2002 he suffered

crop loss due to storm which posed difficulty in meeting the food requirement

of his family. To overcome such events in future, he thought of starting a dairy

farm. However, he realized that his land does not have fodder trees and access-

ing fodder from the forest would be challenging. Further, due to the poor soil

quality of his land the cultivated crops did not yield as expected. Mr. Naku

then realized that “Raajma Daal” cultivation does not require much water and

the soil quality appears to be suitable for its growth.

Mr. Naku experimented with the cultivation of Raajma Daal in 2002 to

check if it is profitable. He started cultivation with five kilogramme Raajma

Daal in 2002 and began to farm commercially in 2010. Since 2012, Mr. Naku

started cultivating and supplying Daal to nearby school. Three varieties of

Daal namely Kalo Daal (black Daal), Bodi Daal (beans) and Pothrey Bodi or

Raajma Daal are cultivated in his three acre farm. Since then, in his communi-

ty, more than 40 households have started to cultivate Raajma Daal. An indi-

vidual household earns Nu. 8,000-100,000 per season. Among the three varie-

ties, Raajma Daal is highly preferred by buyers as well as the communities.

1Lecturer, Dept. of Environment and Climate Studies

2Lecturer, Dept. of Food Science and Technology

22

Challenges and future plans

There is a good opportunity for farmers to earn cash income from Raajma

Daal as its demand is increasing in the market. However, lack of storage facili-

ties in the locality forces the farmers to sell their produce as quickly as possi-

ble after the harvest. They can neither wait for better price nor safely store

(save) seeds for next cropping.

Demand for Raajma Daal is high among other Daal in the locality as well

as in Punakha, Thimphu, Wangdue and Sarpang Dzongkhags. In future, Mr.

Naku, along with other farmers plan to increase production by extending their

cultivation area.

Table 2.1: Yield per acre and selling price of different Daal

Currently, most of the vegetables required by school is supplied by Mr. Naku

and the major produce from his farm includes Raajma Daal. He is the leading

producer of Raajma Daal in the locality.

The yield per acre and selling price of different Daal in the Gewog are

shown in Table 2.1. By far, the yield of Raajma Daal at 300 kg/acre is compar-

atively higher than other Daal varieties.

One of the advantages of cultivating Raajma Daal is that other crops such

as maize and millet can be cultivated in the same plot at the same time. Ac-

cording to the Agriculture Statistics (2017), the yield per acre of Raajma Daal

is the highest in Lhuentse Dzongkhag (767 kg/acre) followed by Pema Gatshel

(670 kg/acre) and Samtse (608 kg/acre). In terms of farming area, Dagana

stands second at 386 acre. Monggar is in the top position with 453 acre

(RGOB, 2017).

Variety Yield (kg/acre) Selling price/kg (Nu.)

Raajma Daal 330 120

Black Daal 80 80

Beans or Bodi Daal 120 100

23

Maize, Quinoa, and Barley Production in Changmey, Trashigang

Dzongkhag

Serki Wangmo1, Jambay2 and Lobzang Penjor3

Background

Changmey is a small village with 200 households under Shongphu Gewog in

Trashigang. The village is suitable for growing a wide variety of crops and

vegetables as the area has fertile soil and suitable climatic condition. There are

about 140 farmers actively working in the village and each farmer owns an

average of two acre and fifty decimal land.

Since the farmers of the Gewog grow varieties of crops, the Ministry of

Agriculture and Forests has provided various incentives to set up agribusiness.

According to the representatives of farmers, they work very hard to meet their

expectations of high production. They mainly produce cereals such as quinoa,

maize, and barley.

Agriculture as a business

After receiving seeds from the government, the farmers have been growing

maize seeds and quinoa on a commercial scale. Maize and barley are produced

since the time of their forefathers. However, the maize seed business started in

2015 and quinoa in 2018 (Figure 2.1). The business idea was initiated by the

Trashigang Dzongkhag Agriculture Extension office in collaboration with the

farmers. Besides meeting their own consumption needs, they sell barley to the

nearby communities.

1Assoc. Lecturer, Dept. of Sustainable Development

2Lecturer, Dept. of Forest Science

3Research Officer, Office of Research and Industrial Linkages

Figure 2.1: Quinoa in Changmey, Trashigang

24

The motivating factors are (i) monetary benefit, (ii) government support,

(iii) awareness on nutritional values of crops, and (iv) personal interest. More-

over, the support rendered by the Dzongkhag Agriculture Extension office en-

couraged farmers to work hard. The other factors include hard work and in-

quisitiveness of the farmers.

Key features of business

According to the representatives of the farmers, they produce about 2,000 kg

maize from about one acre and fifty decimal land. Maize is grown in the first

week of April and harvested at the end of October. They try to maintain the

same quantity of production to meet the demand and their consumption needs.

The Dzongkhag Agriculture Extension office supported the farmers in sell-

ing maize seeds to other communities. Until 2019, there was no marketing

problem since their produce were picked up from the farm gate by the Dzong-

khag Agriculture Extension office. On an average, farmers sell about 1,800 kg

of maize seeds at Nu. 22/kg providing an annual income of Nu. 36,600 (Table

2.2).

Barley is sown in the first week of October and harvested in January.

Farmers have been producing barley for brewing Bang Chang (alcohol bever-

age from barley), making flour and for using as Dru-Na (traditional cereals

used in ritual). They have increased barley production after realizing its mar-

ket potential. On an average, 1,500 kg is produced from about one acre and

fifty decimal land. They sell barley to Merak, Sakteng, Rangjung, and in the

village. Individual household sells about 100 kg in a season at Nu. 80/kg

(Table 2.2).

Quinoa is sown in October and harvested in January. Quinoa production

started in 2018 after the Dzongkhag Agriculture Extension office introduced

the seeds. Introduction of quinoa aimed at improving food and nutrition secu-

rity in the country. The farmers produce about 150 kg from 33 decimal land.

Quinoa is used as Dru-Na and consumed with rice. On an average, each house-

Table 2.2: Average household sale of commodities

Crops Quantity sold (kg) Price (Nu./kg) Sale/season (Nu.)

Maize 1,800 22 39,600

Barley 100 80 8,000

Quinoa 75 100 7500

25

hold sells about 75 kg at Nu. 100 kg (Table 2.2).

The income from three cereals is used to meet domestic expenditure. Ac-

cording to the representatives of the farmers, money earned is kept with the

head of the household or the person who manages the daily household activi-

ties. She/he then decides to use it for their daily activities.

Opportunities and challenges

Commercialisation of potential crops can increase the income of farmers and

reduce imports. This might reduce rural-urban migration and create employ-

ment opportunities. However, crop damage by wild pigs, porcupines, mon-

keys, and rodents is one of the important issues. Also, farmers experience la-

bour shortage which is addressed through labour exchange. Likewise, fodder

shortage is addressed by using crop residues such as barley straws and corn

husks for cattle during winter.

Future plan

Farmers have plans to increase production and diversify crops for commercial

purposes. Their immediate plan is to increase quinoa production since they

have not farmed on a large scale due to limited experience. However, they

need trainings on crop production and plant protection.

26

Chapter 3: Agriculture Nursery

Nurseries in Bhutan has a key role in enhancing regeneration of forest cover,

development of avenue and landscapes, and in socio-economic development.

Today, across the country, many successful nurseries have been developed and

maintained by individuals and organizations. The nurseries established for

business purposes are booming in the recent years with high demand for forest

restocking, landscaping and agriculture purposes. This Chapter presents three

successful nurseries from Western, Southern and Eastern Bhutan: Bhutan Al-

pine Seed in Paro, Southern Seedling Nursery Farm in Sarpang, and nursery of

Ap Ugyen Tenzin from Lhuentse.

Located in Woochu, Paro, the Bhutan Alpine Seed belongs to Mr. Jambay

Dorji. He is a seasoned expert in seed production and a retired former officer

of the Ministry of Agriculture and Forests. With skills and knowledge from his

educational background in seed technology, and through several capacity

building trainings in his 39 years of career in the ministry, he is well versed in

the field of horticulture, seed production and processing. Mr. Dorji has the

skills needed to venture in a privately owned enterprise, first of its kind in the

country, with the fundamental aim of achieving the national food self-

sufficiency.

Bhutan’s pioneer nursery grower, the Southern Seedling Nursery Farm,

was established at Samtenling, Sarpang in 2001 by Mr. Hill Bahadur Thapa. It

was Mr. Thapa’s long wish to operate such farm. Mr. Thapa later passed the

farm to his son, Mr. Rajiv Thapa. Today, the whole-sale plant nursery spans

over six acre land making it the largest nursery in the country. They sell varie-

ties of plant seedlings from indoor to garden plants and ornamental trees to

wild orchids. Interestingly, they also provide landscaping services for resi-

dences and institutions.

Seed is the fundamental propagation material in vegetable production and

agriculture development. In Eastern Bhutan, Mr. Ugyen Tenzin, 62 years old,

has started his journey of vegetable seed production with youthful vigour and

enthusiasm in Lhuentse. The Royal Government of Bhutan and the interna-

tional organizations have intervened in boosting the local economy through

various means either in cash, in kind, or through capacity building. Mr. Tenzin

was motivated to take up the agribusiness after he attended a farmers’ training

on seed production at the Agriculture Research and Development Centre

(ARDC), Wengkhar. Japan International Cooperation Agency (JICA) has also

27

been instrumental in supplying the improved varieties of seeds.

The three case studies contain the description of the enterprises. It also

highlights the motivations and skills of entrepreneurs required to venture in

such field. The different challenges experienced by the entrepreneurs and po-

tential opportunities are explored in the stories.

28

Bhutan Alpine Seed, Paro Dzongkhag

Tshotsho1 and Passang Lhamo2

Mr. Jambay Dorji, a retired agriculturist, is the proprietor of Bhutan Alpine

Seed. He has a Master’s degree in Seed Technology from the University of

Edinburgh, Scotland. Mr. Dorji was also trained in horticulture, seed produc-

tion, and seed processing in several countries. Mr. Dorji served in the Ministry

of Agriculture and Forests for 39 years. Prior to working in Druk Seed Corpo-

ration as a Managing Director, he served as a Dzongkhag Agriculture Officer

and Programme Manager.

The Bhutan Alpine Seed, is the first privately owned seed company aiming

to promote the national food self-sufficiency through the distribution of quali-

ty seeds at an affordable prices to farmers and create employment opportuni-

ties. It was established in Paro in 2001. The company produces open-

pollinated vegetable seeds and planting materials of horticultural crops. Since

2021, the company has been exporting high-quality Chinese cabbage and rad-

ish seeds to SAKATA Seed Company based in Japan. Although the export has

been modest, the company takes pride in their work which is highly technical

in nature.

The products of Bhutan Alpine Seed include fruit tree saplings, hybrid and

non-hybrid vegetable seeds. They produce grafted apple, peach, pear, persim-

mon, walnut, plum, and apricot tree saplings along with non-grafted pear,

grape, and chestnut tree saplings. The price of fruit saplings ranges from Nu.

70 per piece (grape variety Muscat of Alexandria) to Nu. 220 per piece

(grafted walnut variety Kanthel).

Hybrid vegetable seeds which produce high yield are cultivated by the

company. It is limited to cruciferous family namely cabbage, cauliflower,

broccoli hybrid, and solanum family particularly tomato hybrid and capsicum.

The cost of hybrid vegetable seeds is high compared to non-hybrid vegetable

seeds mainly due to the high production cost. The name, variety and price per

10 g of hybrid vegetable seeds are provided in Table 3.1.

Furthermore, different types of non-hybrid vegetable seeds are grown and

marketed at a lower rate compared to hybrid vegetable seeds. The Japanese

watermelon (Asahi Yamato) is the sole non-hybrid fruit seed cultivated among

25 non-hybrid vegetable seeds. The price of open-pollinated vegetable seeds

1Assoc. Lecturer, Dept. of Sustainable Development

2Asst. Lecturer, Dept. of Food Science and Technology

29

Mr. Jambay said that our country is globally known for its pristine envi-

ronment with negative carbon footprint and has established her reputation as

an environmentally friendly country in the global arena. He added that with

her reputation, the concept of brand Bhutan can be explored as a selling point

for private seeds and horticulture companies. Bhutan has the edge over other

neighbouring countries in terms of its climatic conditions for production of

seeds. The climate in the country, ranging from temperate to sub-tropical, pro-

vides perfect conditions for producing wide varieties of seeds, which are in

high demand across the bordering countries of India and Bangladesh, such as

cabbage, broccoli and cauliflower. Further, the geographical location of our

country provides the isolation required to produce quality seeds, minimize

cross pollination and to control the spread of diseases.

However, the company has not been able to flourish beyond the category

of cottage and small industry despite its establishment two decades ago. This is

mainly due to certain limitations such as lack of fund, high production costs,

and market fluctuation. The financial distress affected professional develop-

ment of employees. Mr. Jambay is the only person in the company with com-

prehensive scientific knowledge. The neophyte employees assist him in com-

pleting manual task associated with production and manufacturing. The com-

pany is not able to train recruited employees on numerous aspects of commer-

cial farming and seed production. Other limitations of the company includes

lack of seed processing machinery, germination testing, inferior quality of

packaging equipment, and labour-intensive tasks. These limitations increase

the production cost and hence the selling price.

The owner of the Bhutan Alpine Seed, Mr. Jambay, explained that, in the

year 2013-2014, with the conversion of Druk Seed Corporation to the National

Seed Centre, the new policy entailed that National Seed Centre would supply

Table 3.1: Hybrid seeds from Bhutan Alpine Seed

Name Variety Quantity (g) Price (Nu.)

Cabbage hybrid Nazomi 10 220

Cauliflower hybrid Candid charm 10 350

Broccoli hybrid Green Magic 10 480

Chili hybrid Grumi-7 10 300

Tomato hybrid 10 170

ranges from Nu. 20 to Nu. 40 for a 10 g packet.

30

seeds to farmers at a marginal rate. Whilst the idea was to subsidise seeds to

the farmers and encourage farm productivity, the market equilibrium which

was maintained for the price of seeds had been disrupted. Suddenly, private

sectors such as our company were running out of business.

The decisions taken by the Ministry of Agriculture and Forests to subsi-

dise seeds and fruit tree saplings have directly affected the seed companies

such as Bhutan Alpine Seed. Moreover, the company is not in a position to

compete with the National Seed Centre (NSC) mainly because of the follow-

ing reasons: The varieties of seeds and fruit tree saplings produced by the

Bhutan Alpine Seed are similar to that of NSC as required by the govern-

ment’s approved list. Thus, the customers are drawn towards the lower-priced

seeds and saplings produced by the NSC.

The seed Commission Agents are offered 10% commission for marketing

the products from the NSC; however, privately owned seed companies are not

eligible for this scheme. Hence, the company has been forced to lower the

price of the seeds and seedlings besides providing 15% commission to the

seed Commission Agents to sell their products in the market. Mr. Jambay as-

serted that, “being a small company, we cannot afford to have a separate mar-

keting chain of our own and hence have to rely on the established market

chains such as the Commission Agents”. In addition, farmers are already

aware of the Commission Agents and they have been purchasing fertilizers,

farm tools, seeds, and saplings from these outlets.

The company requested Dzongkhag Agriculture Officers to purchase their

product; however, owing to audit objection made on purchase from private

seed company the request was repudiated. They believe that this situation was

mainly due to higher product price of the company compared to products from

the NSC. However, the Dzongkhag Agriculture Officers and other seed dis-

tributors have been purchasing the products from Bhutan Alpine Seed when

the NSC is not able to meet their demand.

There are certain internal limitations associated with the company. Alt-

hough, it has been almost two decades since the establishment of the compa-

ny, there is a gap in human resource development due to financial constraint.

Mr. Jambay is the only specialized person in the company with technical

knowledge, and other employees have limited agricultural knowledge. Addi-

tionally, the company has not been able to train the employees on commercial

farming/seed production.

Similarly, the company’s seed processing machineries, equipment for ger-

31

mination testing, and seed packaging are either of poor quality or labour inten-

sive. These constraints further aggravate the cost of production ultimately

leading to high selling price.

Despite the challenges, Mr. Dorji has envisaged a way forward to deal

with the challenges. The company’s strategies and suggestions include that the

government should encourage more entrepreneurs to establish seed companies.

This would create employment opportunities for the youth and assist the farm-

ers in availing quality seeds at a reasonable price. The NSC could remain as

the apex body assembling the private seed companies and provide necessary

assistance rather than competing. The NSC should provide opportunities to

private sectors and develop seed industries in the country rather than catering

to the demands of all 20 Dzongkhags. The NSC also could consider offering

market support and quality control for all the seeds and saplings produced in

the country.

The Bhutan Alpine Seed flourished as a solitary private seed company in

Bhutan. Notwithstanding the constraints such as a single agricultural expert,

inferior and labour-intensive equipment, the company abides by the Royal

Government of Bhutan’s objective to achieve national food self-sufficiency

through production and distribution of improved varieties of seeds and fruit

tree saplings. The company exports its products particularly Chinese cabbage

and radish seeds to SAKATA Seed Company in Japan.

32

Southern Seedling Nursery Farm (SSNF), Samtenling, Sarpang

Dzongkhag

Sushila Rai1 and Yogeeta Dahal2

The Southern Seedling Nursey Farm (SSNF) was established in the year 2001

by Mr. Hill Bdr. Thapa. Mr. Thapa worked in the Ministry of Trade and Indus-

try (currently known as Ministry of Economic Affairs). He was 43 years old

when he resigned from the job and started his own business. Currently, the en-

terprise is managed by his 33-year-old son Mr. Rajiv Thapa, who has an engi-

neering degree. The farm is located just below the Sarpang-Gelephu highway,

near Bhutan Centennial Distillery in Samtenling Gewog, Sarpang Dzongkhag.

Presently, the nursey is on a six acre land and sells different varieties of plant

seedlings.

The SSNF is a wholesale plant nursery and one of the largest operating

nursery in the country. Mr. Thapa shared that he was always interested in agri-

culture and it was his dream to establish his own nursery farm. The idea of the

business started when masses of re-settlement in Sarpang Dzongkhag were

searching for fruit saplings to grow in their newly acquired fallow lands. The

Dzongkhag Agriculture Office also encouraged farmers to set up nurseries

during that time. Mr. Thapa realized that there was a business potential in

nursery and so he resigned from his government job. He took loan from bank

and started with a small farm, initially selling few fruit seedlings of betel-nut

and orange. During the initial phase, Mr. Rajiv used to help his father in the

farm during his free time and in the process, he developed interest in this field.

After finishing his engineering degree, instead of getting into government job

he decided to help his father and took over the overall management. He ex-

panded the business.

Mr. Thapa is the Managing Director and Mr. Rajiv is the General Manager

of the enterprise. The enterprise has five permanent employees (Production

Manager, Marketing Officer and three labourers) and extra farm labourers are

hired as and when needed. The land is divided into different sections to ac-

commodate different types of seedlings for the ease of management. The en-

terprise only considers chemical free propagation of plants and use organic

materials to produce all the products.

The enterprise sells varieties of plant seedlings such as indoor plants

1Lecturer, Dept. of Forest Science

2Assoc. Lecturer, Dept. of Environment and Climate Studies

33

(foliage and flowering), garden plants (outdoor shade and open), ornamental

trees (flowering and evergreen), palm varieties (sub-tropical and temperate),

flowering plants (perennial and seasonal), grass varieties (Bermuda, Mexican

and selection), shrubs and bushes (dwarf and tall), pine varieties (sub-tropical

and temperate), fruits (sub-tropical and temperate) and orchids. They offer

quality landscaping services for residential and commercial companies. The

enterprise sells approximately 500,000 to 600,000 seedlings per year. Demand

for flowering plants is lowest (around 100,000 numbers per year) compared to

other plants.

The enterprise sells seedlings to Dzongkhag Forestry Divisions, Social

Forestry Division, agriculture sectors, schools, hydro-power projects, and gen-

eral public. The enterprise claims of meeting the demands of more than 16

Dzongkhags since 2001. They export the seedlings to other countries like

Bangladesh and North-eastern states of India. The enterprise relies on digital

marketing through their official website. However, sales through word-of-

mouth and social media remain the primary means of marketing the products.

Over the years, demand for their products have been increasing. Some of the

reasons that their products are highly demanded could be because they are one

of the oldest and well-known nurseries in the region. They also produce good

quality seedlings, provide good customer service and maintain good relation

with the customers. The enterprise makes around Nu. 500,000 to 600,000 net

profit per year. They invest most of the money in maintenance, modernizing

green house, buying equipment, and in paying salaries to the staff.

The enterprise has experienced both ups and downs over the years. Mr.

Rajiv explained that the initial phase (one to five years) of the business was

quite challenging. The enterprise did not receive financial help from the gov-

ernment while setting up the business. They managed the resources to estab-

lish the nursery themselves. Although, at present the enterprise is well estab-

lished, it faces challenges of water shortage, inadequate training of staff, ad-

hoc demands, and competition. The nursery requires steady and large quantity

of water every day. Over the years, water shortage in Samtenling has been

growing causing massive loss in the productivity of saplings. The staff em-

ployed in the enterprise do not have formal training and with inadequate tech-

nical knowledge the productivity of the nursery is hampered. In the same way,

ad-hoc demands are a huge challenge for the enterprise as most of the buyers

place last minute orders. It is difficult for the enterprise to supply the exact

number of saplings and plant species when demanded instantly. Similarly,

34

there is mounting competition from other nursery growers who have estab-

lished in the same region such as Samtenling Agriculture Nursery and Green

Bhutan Nursery.

In spite of all the above mentioned challenges, the enterprise has progres-

sively picked up the pace of its business over the years. The entrepreneur, Mr.

Rajiv, hopes the business will sustain in future because more people are inter-

ested in agriculture, horticulture, and floriculture. The most apparent and basic

success factors of the enterprise are the enormous passion and interest over the

business shown by the entrepreneurs. Mr. Thapa had immense passion in this

field and to turn his dream into a reality, he started the business. His venture

was supported by his family and also received encouragement from the De-

partment of Agriculture. Another important success factor is consistently pro-

ducing a variety of products throughout the year and ensuring good customer

service.

The enterprise hopes to improve and expand gradually over the years.

Their future plan is to establish a laboratory for tissue culture and an automat-

ed green house. They are also trying for vermicomposting, grafting, and layer-

ing of flower and fruit trees. In future, they would like to focus more on tech-

nical management and creating reliable business partners.

35

Ap Ugyen Tenzin – Lhuntse’s Registered Vegetable Seeds Producer

Wang Gyeltshen1 and Penjor2

Ap Ugyen Tenzin is a 62 years old cheerful man from Yurbi village, Gangzur

Gewog, Lhuentse Dzongkhag. He began his agribusiness in 2011, after he had

an opportunity to attend a farmers’ training on seed production at Agriculture

Research and Development Centre (ARDC), Wengkhar. During the training he

met Japan International Cooperation Agency (JICA) expert who encouraged

him to take up seed production.

Seed is the fundamental propagation material. Seeds growers keep the crop

in the field for longer duration as a result of which, it is exposed to various bi-

otic and abiotic stresses. Owing to this, many farmers do not venture into com-

mercial seed production in the country. Ap Ugyen focuses on growing vegeta-

ble seeds of cauliflower, carrot, and radish due to high demand in the market.

He received seeds of improved varieties through the Horticulture Research and

Development Project (HRDP-JICA), ARDC-Wengkhar. Initially, he received

support from ADRC-Wengkhar in the form of 200 cauliflower seedlings and

greenhouse materials from JICA. Later on, a farm road was built for transport-

ing his farm produce to Lhuentse town for sale. In addition to producing vege-

table seeds, Ap Ugyen owns wet land where he cultivates paddy to supplement

his income.

When asked about the business management, Ap Ugyen said “it is sort of a

family run business, we are four members working full time on the farm.” He

also hires workers, about five to six people for six working days. During the

peak working period it costs him Nu. 350 per head per day with free lunch and

drinks. Operating an agribusiness incurs a lot of expenses and requires a

steady source of income for managing the business.

The seeds are packaged to add value to his produce. A 10 g packet is sold

for Nu. 30. On an average he produces 8-10 kg seeds of radish, cauliflower,

and carrot earning him Nu. 24,000 to 30,000 per year. Ap Ugyen also makes

income from the sale of fresh vegetables. Of the three types of seeds produced,

carrot seeds are sold the least, and Ap Ugyen reportedly assumed that Bhutan-

ese in general do not consume carrot as much which is why farmers also do

not grow carrots. He sells his produce in the local market and supplies to

ARDC Wengkhar to distribute to farmers in Eastern Dzongkhags.

1Assoc. Lecturer, Dept. of Agriculture

2Assoc. Professor , Dept. of Animal Science

36

Ap Ugyen grows seeds both in open field as well as under protected culti-

vation using one-fifth of an acre land. Growing under protected cultivation ena-

bles him to grow seeds throughout the year. He produces seeds of improved

varieties, which attract customers, and radish seed is the most sought after.

Since there is no other registered and commercial seed growers in the locality,

he enjoys market free of competitors. In case, if there is any competitor in near

future, to stay in the market he plans to improve packaging and maintaining

seed quality and viability.

Ap Ugyen continued reporting that life of a farmer is tough, but vegetable

seed production has helped him improve in many ways. He is grateful to the

ARDC-Wengkhar, HRDP-JICA, and the Commercial Agriculture and Resilient

Livelihoods Enhancement Programme (CARLEP-IFAD) project for their un-

wavering support.

Dzongkhag agriculture sector supported his business by supplying two sets

of greenhouse and providing technical support through the Gewog Agriculture

Extension Agent. Realizing the importance and contribution of his business to

the community, CARLEP-IFAD project also supported him by supplying addi-

tional greenhouses and water storage tanks (Sintex tank). He was also support-

ed through HRDP-JICA project based at Wengkhar with provision of seeds,

water pipes, training, technical guidance, and greenhouse for which he remains

ever grateful and motivated.

Perfection still remains a distant dream as the doubt over future market

looms around. To address this issue, the Regional Seed Centre located at

Jachedphu, National Seed Centre is going to directly link with seed growers

and the market to get a reasonable price for his produce. This way, both parties

will be in a win-win situation and in the process farmers would benefit with

quality seeds. In order to ensure continuous and quality seed production, fenc-

ing of his farm and use of nets to cover the field are required to keep away pest

attacks on flowers and fruits. Producing vegetable seeds is not an easy agri-

business, according to Ap Ugyen Tenzin, though it has better prospects to earn

cash income. For Ap Ugyen, “seed is not just an embryo engulfed in a seed

coat but vegetable in dormancy”.

37

Chapter 4: Horticulture Industry in Bhutan

Horticulture industry comprises of production, processing and distribution of

fruits, vegetables, and ornamental plants. Often, spices and plantation crops

such as tea and coffee are also included under horticulture. In tandem with ef-

ficient use of resources, trade and nutraceuticals, horticulture is also character-

ized by diversity of species, seasonality, and perishable nature of the produce

(FAO, 2015). The demand for horticultural produce, both in the global and

domestic markets, is rising due to growing evidence of the relationship be-

tween diet and health (Nicola and Fontana, 2010).

Formal development of horticulture sector in Bhutan dates back to early

1960s when the first few imported apple trees were planted in the temperate

region of Paro, Thimphu, and Haa. The early years of horticulture sector de-

velopment in the country constituted mainly apples and other deciduous fruit

trees such as peach, plum, pear, evergreens such as citrus, mango, and a lim-

ited species of vegetables. Although still at a nascent stage, horticulture sector

in Bhutan continues to create employment opportunities besides generating

substantial revenue, providing diversified nutrition, and rehabilitating waste-

lands.

The official data on the land under horticulture, annual horticulture pro-

duction or export, and the contribution of horticulture sector to the Gross Do-

mestic Product (GDP) are scant. However, compared to a decade ago, the hor-

ticulture industry is expanding not only in terms of land under cultivation and

production volume, but also on the diversity of horticultural crops and produc-

tion activities, including private horticulture nurseries. Farmers’ groups and

cooperatives who grow and process horticulture crops are increasing. Produc-

tion of new and exotic fruits such as avocado in the tropical and subtropical

regions and kiwi in the subtropical and temperate regions are expanding both

through the government support and individual initiatives.

This Chapter contains 11 short success cases of various horticultural crops,

revenue generating activities, and their unique challenges and prospects. Two

cases are on avocado and kiwi successfully grown in two different parts of the

country by two enterprising individuals with no agriculture or farming back-

ground, four are on farmers’ groups and cooperatives growing various horti-

cultural crops, including medicinal flowers and green tea leaves or harvesting

mushrooms from the wild. The remaining five cases describe successful sto-

ries of growing mushrooms, culinary herbs and assortment of vegetables, and

conserving the popular local chili seeds.

38

Tomato Cultivation as a Business, Haa Dzongkhag

Penjor1 and Lobzang Penjor2

Background

Agricultural business potential in Haa is limited due to climatic factors. How-

ever, a number of farmers have tried to start with farming business. One such

farmer is Ms. Ugyen Chezom, 42-year-old, a housewife with three school go-

ing children. She did not attend school herself.

About the enterprise

The tomato cultivation as a business was started in 2014 on a six decimal land

in Bangyana village under Eusu Gewog. Without any hired employees, Ms.

Chezom is the sole owner and a worker on the farm. Cow dung is used as a

source of fertilizer rather than the synthetic chemical fertilizers. In order to

enhance productivity and to commercialise vegetables, she started with a loan

of Nu.120,000 from the government on a 60:40 basis where she had to pay

40% of the loan availed. She installed three greenhouses − two big and one

small. Along with the installation of greenhouses, the government provided

skill development training such as bed preparation, seedling preparation, culti-

vation of different vegetables inside greenhouse, and harvesting techniques

(Figure 4.1). The Dzongkhag agricultural sector also provided training on to-

mato farming, preparation of organic fertilizers and pest management. She was

motivated to grow vegetables from a long time and with the support from the

government her dream of farming turned into a business.

Figure 4.1: Greenhouse for vegetable cultivation

1Asst. Lecturer, Dept. of Environment and Climate Studies

2Research Officer, Office of Research and Industrial Linkages

39

Production and marketing

While tomato is grown as the main crop, Ms. Chezom also grows other vege-

tables such as spinach, coriander, spring onions, and chili for self-

consumption. During the spring, she starts working inside the greenhouse pre-

paring seed beds. At the end of spring, she starts to plant tomatoes inside the

greenhouse while radish and turnips are planted outside. During winter, spin-

ach and coriander are cultivated inside the greenhouse.

Ms. Chezom sells her produces in Phuentsholing, Thimphu and some local

shops. In 2019, Ms. Chezom’s total earning was around Nu. 116,000. She

charges Nu. 50/kg of tomatoes and Nu. 25/kg of potatoes. After deducting the

cost for inputs, transportation and other expenses, she earns a net profit of Nu.

70,000 to 80,000. The Dzongkhag Agriculture office provides support in mar-

keting by leasing a vegetable stall in the Centenary Farmers Market in Thim-

phu specifically for farmers of Haa Dzongkhag to sell their winter tomatoes.

Challenges and future plans

Some issues faced by Ms. Chezom are limited market outlets to sell farm pro-

duce and blockage of water pipelines during cold winter. However, she plans

to install additional greenhouses to maximize productivity. She also plans to

continue with tomato farming as it has proven to be a profitable business.

Conclusion

Ugyen Chezom is a dedicated young entrepreneur who started agribusiness

with a special focus on tomato cultivation. The government supported her with

loan and skill development. Despite the challenge in marketing, Ms. Chezom

plans to expand and improve her tomato business.

40

A Case of Successful Mushroom Business, Geney Gewog, Thimphu

Dzongkhag

Sonam Gaki1and Phub Dem2

Background

Mushrooms are known to be the best alternative food for vegetarians.

Matsutake mushroom (Sangay Shamu) is the most prized and expensive mush-

room in Bhutan. It grows at an altitude of over 3,000 m asl. Since 2000,

Genekha Gewog under Thimphu Dzongkhag and Ura under Bumthang Dzong-

khag were found to be the only two suitable habitat for Matsutake growth in

Bhutan. Since then, local people started harvesting and exporting Matsutake to

Japan and Singapore. It has become a crucial source of livelihood and commu-

nity development in both the areas.

Geney Mushroom Group (GMG) was formed in 2007 with 127 house-

holds. As of December 2019, the group had savings of Nu. 2.2 million. The

collection and commercialisation of matsutake in Geney Gewog became suc-

cessful after Dasho Rinpochey, in 2000, took interest in the said mushroom

and started helping the farmers in marketing it.

Marketing strategy

In 2001, with additional support from the Ministry of Agriculture and Forests

(MoAF), local farmers started selling the mushroom in larger quantities at Nu.

500/kg. In 2007, due to mass collection and exploitation, the MoAF identified

and mapped the whole area for sustainable harvesting. Later, the GMG was

formally formed with 127 households for long-term sustainability. The group

started exporting their product to Japan and Singapore besides selling it to the

Bhutanese consumers. In 2019, the market price of the mushroom reached Nu.

1,300/kg enabling each household to earn Nu. 0.1 million.

Management strategies

For sustainable management and to enhance its benefit, the group started col-

lecting a fee of Nu. 5 for one kilogramme of mushroom sold, since 2007.

Within two years, the group had collected Nu. 2.2 million. Additionally, in

2019, to further benefit the members, the group started lending their collected

money to the group members with a maximum ceiling of Nu. 0.1 million at an

1Asst. Lecturer, Dept. of Agriculture

2Asst. Lecturer, Dept. of Environment and Climate Studies

41

interest rate of 7% annually.

Challenges

Lack of competent persons to handle finance, market the produce, and pro-

mote their services are the major challenges for the group. The group is also

worried about the declining production mainly due to the destruction of the

forest ecosystem and change in weather pattern.

Of the total 127 households, Mr. Karma Gyeltshen, 53 years old, is one of

the group members who is benefiting from the sale of mushrooms. He ven-

tured into mushroom collection in 2007 and is one of the oldest and an im-

portant member in managing the group. He has been taking the lead role in the

development of an Agro-tourism Centre near Geney Zampa for annual mush-

room festival. The centre is also constructing a guesthouse along with other

tourism services such as stone bathing centre, a nursery farm, and an artificial

lake.

Future prospects

In order to improve the business, the group plans to train the unemployed

youth of the Gewog in financial and hotel management, explore options on

value addition, and marketing. The group also aims to reach beyond local, re-

gional and international markets. The group needs competent personnel to re-

duce dependence on others, and additionally start hotels for tourist accommo-

dation.

Benefits and concerns

Income from this mushroom business has been used for purchasing necessary

household items besides supporting education of the members’ children. Mr.

Gyeltshen has received many trainings and information from their annual

mushroom exhibition and also from international tourists. The busiest month

for the Geneeps is from July till mid-September, which is the peak mushroom

season. During the season, people wake up at 2:00 a.m. and start their mush-

room harvesting journey at around 3:00 a.m. with packed lunch on their back.

However, the group is concerned that the mushroom production in the wild

could decline due to increase in temperature, change in rainfall pattern, and

destruction of ecosystem in the process of harvesting.

42

Conclusion

Collecting and selling of mushroom is an important source of income to the

group members. In the process, they are also contributing to the promotion of

eco-tourism, cultural tourism, and community-based tourism in Geney Gewog.

Mushroom business also helps in creating job opportunities. However, mem-

bers need to be well-trained on sustainable harvesting methods, product pack-

aging, marketing, and managing community-based ecotourism.

43

Mushroom Production, Bjabcho Gewog, Chhukha Dzongkhag

Jigme Tenzin1 and Chogyel Wangmo2

Jangchubshing Organic Farm in Bjabcho, Chhukha, produces fresh organic

mushrooms. Mr. Jangchuk Dorji, with a bachelor’s degree in Information

Technology, founded the farm in 2012 with support from his wife who has a

background in business management. Mr. Dorji had served in the civil service

before venturing into mushroom cultivation.

The pair stated that the scarcity of mushrooms in large-scale production

motivated them to begin mushroom farming with support from the Ministry of

Agriculture and Forests. The farm’s objective is to cultivate organic mush-

rooms. Through the farm they expect to educate young people and farmers

about farming and entrepreneurship.

The farm has grown from 500 to 22,000 billets (Figure 4.2) where three

varieties of mushrooms are grown on the farm namely Shiitake, Oyster, and

Rishi (Figure 4.3). Thus far, the farm has generated approximately 8,000 kg of

mushrooms. The owners have established a spawn production laboratory,

which has been certified as a mushroom production training centre in the

country. The farm has completed second round of entrepreneurship training

for youths and farmers.

Social media platforms such as Facebook, WhatsApp, and WeChat are

used for marketing of mushroom. The farm has a Facebook page with the

name “Jangchubshing Organic Farm” and they accept online orders and facili-

tate home delivery. The farm is able to sell its mushroom as it is organic certi-

1Lecturer, Dept. of Animal Science

2Lecturer, Dept. of Environment and Climate Studies

Figure 4.2: Soaking logs for inject-

ing mushroom spawn

Figure 4.3: Rishi mushroom cultivation

44

fied. The owners discovered that buyers prefer locally produced mushrooms.

In their farm, the Shitake mushroom is sold at the rate of Nu. 500/kg, while

oyster mushroom are sold at Nu. 300/kg and Rishi mushrooms are sold at Nu.

10,000/kg.

Initially, the farm encountered numerous obstacles. The farm only had a

limited supply of spawns. Additionally, the loan support the owners received

was insufficient to build the required infrastructure. Investment in infrastruc-

ture is critical for consistent output and entrepreneurial success.

Labour shortage was one of the significant challenges on the farm, particu-

larly during log collection and spawn injection. Mr. Jangchuk’s family op-

posed the decision to leave the government job for the mushroom business

venture. He believes that this is one of impeding factors for many young peo-

ple planning for a business or venturing into entrepreneurship.

To encourage more farmers to venture into mushroom production, the farm

owners believe that the government should produce more quantity of high-

quality spawn, as farmers currently do not have access. Additionally, the logs

offered for mushroom production are insufficient, and it would be helpful if

the government increased the quota of logs for mushroom production. Addi-

tional support in the form of innovative technology for humidity and tempera-

ture monitoring is required in the mushroom shed, as these must be maintained

at the required level for optimal output.

Despite failures along the way, the farm has established itself as a model

for successful agri-preneurship. The farm owners credit their achievement to

mentors and friends who provided them with inspiration and support.

45

Progressive Vegetable Farmer, Wokuna, Punakha Dzongkhag

Ugyen Yangchen1 and Tashi Lhamo2

Background

Ms. Kinley Dema, 34 years old, a mother of one son and a high school gradu-

ate, is a passionate and hardworking woman farmer from Wokuna, Punakha.

Her husband works as a taxi driver and her father, Ap Kencho Tshering, 82

years old, was one of the progressive farmers during his time.

Ms. Dema is the youngest daughter among three siblings and has inherited

1.5 acre wet land and 29 decimal dry land in Wokuna, Punakha. Wokuna, 16

km north of Punakha Dzong towards Gasa, is a village with terraced wet lands

stretched on the gentle slopes above the banks of Mo Chhu River. She grows

paddy and different kinds of vegetable such as chili, brinjal, broccoli, cabbage,

cauliflower, potato, and onion. She grows vegetables both in the open field

and in green house.

Ms. Dema has been working in the farm independently since 2013, alt-

hough she started farming with her father since the age of 13. She and her two

elder sisters assisted their father in the farm during their vacation. She said that

she often helped her father in watering onion seedlings during cold winter. For

transplanting seedlings, Ms. Dema said, “after bed preparation, first the soil is

cupped and adequate water is poured into it before transplanting the seedlings.

Transplanting is generally done towards late afternoon to avoid the scorching

mid-day sun. Low evening temperatures and night temperatures not only re-

duce evapotranspiration but also provide enough time for the seedlings to es-

tablish themselves. This also prevents the seedlings from heat shock when

transplanted in the early hours of the day. Proper spacing between plant-to-

plant and row-to-row enhances yield”.

The practice of watering the site of seedlings before transplanting was first

started by her father. This technique not only saved labour and time in water-

ing the seedlings the following day, but the success rate of seedling survival

was also high. Other farmers were encouraged to adopt this technique prac-

ticed by her father.

1Lecturer, Dept. of Sustainable Development

2Lecturer, Dept. of Agriculture

46

Motivation for farming

Although Ms. Dema had experience in farming, she never thought of taking

farming as an occupation. After completing her High School, she aspired to

look for a job in Thimphu, like any other youths in Bhutan. Her decision was

influenced by her father’s belief and passion in farming. His advice to his

daughters was to live in the village and continue farming even after their

schooling as he strongly believed that farming would bring benefits in the fu-

ture.

Ms. Dema’s father took careful steps in involving his daughters in farming.

Before she took up farming independently, a small plot of land (small terrace)

was given to each of the siblings to grow chili for a season. They were respon-

sible for managing their own field and harvesting the produce. Later, they

were engaged in packaging and counting harvested chili bags.

Money earned from the chilies grown on a small terrace was shared

amongst the siblings, and Ms. Dema recalls getting Nu. 10,000 as her share.

At that moment she thought if she grew chili in a larger plot of land, she would

earn even more. This gave her the motivation to continue farming.

For the following two years, Ap Tshering made all his daughters to gain

experience working in the farm under his guidance. He made them to grow

cabbage, cauliflower, broccoli, chili, brinjal and potato, amongst other vegeta-

bles. After two years of experience in cultivating a wide variety of crops, Ms.

Dema’s father handed over the land to his daughters with Nu. 20,000 each to

meet expenses for agriculture inputs. With this money and a bank loan of Nu.

245,000 from the Bhutan Development Bank Limited (BDBL), Ms. Dema

bought a power tiller in 2017.

Key features of the farm

Ms. Dema’s vegetable business is profitable. She earned about Nu. 247,000 in

the year 2019 from the sale of different vegetables. She produced more quanti-

ties of chili and less of cabbage, cauliflower and spring onions (Table 4.1).

Demand for vegetables other than chili is comparatively small. She hires few

labourers from within the village as and when needed. There is also labour ex-

change practice in her village.

47

Harvest

months Crop

Cultivated

area

(decimal)

Production Price (Nu.)

Amount

earned

(Nu.)

May-July Chili 70 55 bags 1200-5000/

bag 120,000

May-July Brinjal 25 26 bags 70-200/kg 30,000

April-May Potato 25 8 bags 50-60/kg 20,000

Cabbage 12 4-5 bags 25-30/kg

70,000

Feb-March Broccoli 60 500 bundles 50-70/

bundle

Cauliflower 12 4-5 bags 80/kg

April-May Spring onion 12 250-300

bundles

20-30/

bundle 7,000

Total 247,000

Table 4.1: Production and income from vegetables in 2019

Note: Each bag is equivalent to approximately 50 kg

Marketing

Ms. Dema sells her vegetables at the Khuruthang weekend market and sup-

plies to vegetable dealers in Thimphu, Gelephu, Bumthang, Paro, and Haa.

Networking with vegetable dealers in Thimphu, Khuruthang, and Gelephu

and supplying as per their demand are Ms. Dema’s marketing strategy. This

strategy has helped her to fetch a good price as well as maintain constant de-

mand for the vegetables.

Ms. Dema spends income from her farm on household expenses, annual

Rimdo (ritual) and repays the loan. She also has some savings in the bank. In

Wokuna, none of the households receive financial support from their children

or relatives living in towns, particularly for performing annual Rimdo but the

income from farming has made the village financially independent. She com-

pares with other villages in the country where male members of households

temporarily migrate during dry winter months to other places in the country

for non-farm works. However, in Wokuna, such practice does not exist. The

male members also work in the farm round the year.

Success factors

Ms. Dema’s success is attributed to self-interest, hard work and consistency

in her farm. Besides support from the Dzongkhag Agriculture Extension for

seeds, advice from parents, cultivation methods and choice of vegetables

48

made her to be one of the progressive farmers in her village.

Challenges in farming

Raids by vertebrate wild animals such as monkeys are big challenges. Mon-

keys damage potatoes when the tubers bear two to three leaves. Due to such

issue, instead of expanding the area under potato cultivation, Ms. Dema has

started to grow potatoes near her house.

Labour shortage in the village has also affected cultivation of crops like

onion production. Moreover, due to the production of different types of vege-

tables, Ms. Dema has not been able to expand onion production.

Onion from her village is the first to appear in the market and as such buy-

ers wrongly assume that the onions produced in Wokuna is actually imported

from India. Ms. Dema had been requesting agriculture officials to create

awareness to consumers about onions grown in Wokuna so that the miscon-

ception can be cleared and the farmers in Wokuna can expand onion produc-

tion. It is a potential crop in the area.

Future plans

Ms. Dema plans to grow asparagus in her farm, as there is a huge market de-

mand. As of now, Paro Dzongkhag is the highest producer of asparagus in the

country. Altitude difference between Wokuna and Paro provides potential to

produce early asparagus in the western region. Asparagus is a perennial crop

that continues to produce spears for more than 15 years (Shimizu, 2006). Ms.

Dema sees growing asparagus is easier than other vegetables and had been

looking forward to cultivating it from 2020 onwards.

Conclusion

Hard work and dedication has turned Ms. Dema’s vegetable cultivation into a

lucrative business. Proper guidance and support from her father motivated her

to take up farming after completion of her school. Accessibility to market and

Ms. Dema’s networking strategy with vegetable dealers from other dzong-

khags have helped her to fetch good price. Despite challenges such as verte-

brate pests, labour shortage and misconception of buyers on the onion coming

from her village, Ms. Dema is bent on diversifying vegetable production to

meet the growing market demand.

49

Herb Grower of Kabjisa, Punakha Dzongkhag

Tashi Lhamo1 and Ugyen Yangchen2

Background

Ap Passang from Botokha village, Kabjisa Gewog, Punakha Dzongkhag is an

avid herb grower. Although 70 years old, he grows a number of exotic culi-

nary herbs and spices such as parsley, dill, arugula, oak leaf lettuce (red/

green), romaine lettuce, green basil, Thai basil, thyme, chervil, kale, water

cress, oregano, mizuna, rosemary, celery, horse radish, mint, marjoram, lemon

grass, ground apple, and other popular tea species such as butterfly pea and

hypericum. All these are grown on his three acre dry land, and the fresh herbs

are sold to the country’s finest high-end hotels.

Other than watercress, mint, common basil, all the other species are intro-

duced. Culinary herbs are aromatic, fresh, dried, or processed leaves and flow-

ers of herbaceous plants that enhance the flavour and fragrance of food. Both

plate and palate can be diversified with subtle culinary flavouring and deli-

cious teas that are made from herbs (Bishop, 2015). Ap Passang also rears

livestock, which supply him with organic manure, milk, dairy products, and

poultry products; thus, diversifying his market and income.

Ap Passang lives with his wife and they have two daughters and a son. His

eldest daughter works in one of the resorts while the younger one attends

school and stays with them. His son is a monk.

Journey of herb growing

Ap Passang has been cultivating vegetable crops for almost three decades. In

2011, when Ap Passang’s eldest daughter started working in one of the high-

end resorts in the country, the resort was in search of a local supplier of culi-

nary herbs. Knowing that her father could take up the proposal, the daughter

shared the idea with him. Since the cultivation practices of herbs are similar to

that of most other vegetables, Ap Passang willingly accepted the proposal.

Impressed with his farming practice, the resort provided him the culinary

herbs, seeds and training in herb cultivation. Ap Passang shares, ‘‘growing

herbs is like vegetable cultivation and I am happy that it was a success for

me’’. He recalls his first sell of a popular romaine lettuce in December 2012 to

1Assoc. Lecturer, Dept. of Agriculture

2Lecturer, Dept. of Sustainable Development

50

the resort. Amazed that he could earn Nu. 55 per bundle of herb, he got moti-

vated to experiment on various types of herbs. Thus, began Ap Passang’s jour-

ney into herb production.

Within eight years, Ap Passang has not only enriched his knowledge and

skills in growing herbs, but also captured some of the country’s most popular

high-end hotels. The herbs are harvested throughout the growing season

(summer-fall). Ap Passang takes advantage of multiple successive harvests of

herbs, which result in greater cumulative yield per plant. The same cannot be

applied with most other crops, as it takes longer time and successive harvests

are not as good as the initial harvest. However, he has also learnt that when

making multiple harvests off the same plant, he ensures to leave enough leaves

to support shoot re-growth.

Due to the highly perishable nature of herbs, it is important to ensure a

ready market before herbs are harvested or even planted. It also pays to work

closely with buyers on what to produce, when to produce, and in what volumes

(Davis, 2017). The fresh herbs are sold to different branches of Six Senses and

Uma resorts in Punakha, Thimphu, Paro and Wangdue (Gangtey) Dzongkhags.

He makes fresh delivery directly to the nearby resorts.

Cultivation practices

Ap Passang says “farming involves a lot of hard work and dedication; you

have to take care of your plants like babies”. Relying on his general horticul-

ture knowledge and seeking advices from herb growers, he has gained