Horticulture Innovation Lab

Zambia: Project Evaluation

Project: Sustainable Development of Horticultural Crops in Zambia for

Food Security, Income Generation and in Support of the Tourism

Industry—Helping farmers in Zambia develop consistent vegetable

products to market to hotels and other tourist industries.

PIs: James Simon, Rutgers, The State University of New Jersey

Steve Weller, Purdue University

Emil Van Wyk, AgriSmart: Zambia Country Director

Report prepared by Paul Marcotte: Horticulture Innovation Lab Evaluator

Photos by Paul Marcotte, Cliff Warrick and Brenda Dawson

June 4 and 5, 2015

On June 4-5, 2015 we visited several projects in and around Livingstone Zambia. Our

purpose was to evaluate progress of the above mentioned project, and observe the

expansion of the ideas and production processes to other farms and groups in the area.

According to the Project Summary of the Final Report: “This project increased food

security and generated income for rural farmers through quality production of

vegetables. It also enabled communities to have access to appropriate germ plasm and

involved them in the production, post-harvest handling and commercialization of high

value produce to diversify their incomes. Growers were introduced to and trained in

greenhouse tunnel construction and systems to produce vegetables in open field and

controlled greenhouse conditions. Access to information was an important component

of this project. Farmers were trained not only in production and commercialization of

fresh produce, but also on business skill development. This project impacted 135

farmers (59% women) from the communities in the Livingstone region to produce over

100 metric tons of vegetables valued at $170,000. This project used a market-first

science-based approach involving private sector buyers including the Zambezi Sun,

Royal Sun, SPAR and Shoprite supermarkets, David Livingstone Hotel, Chrismar Hotel

and lodges in Livingstone.”

The original Objectives outlined in the project agreement are outlined below, and a brief

assessment is included for each of those objectives.

Objective 1: To train farmers in vegetable production

Objective 1 was achieved. Farmers were trained, hoop houses were constructed, and

seedlings have been produced according to the training design. It was reported that 135

farmers were impacted directly (55 men and 80 women). These totals exceeded the

original goals of the project. It is my opinion based on on-site observation that many

more have been served by this project, and I observed the project to be fully functional

now with a list of women and families waiting to be part of the successful project.

Objective 2: To increase production of high quality vegetables

Objective 2 was achieved. The participant farmers have sold a high quality product, and

organizations which purchased these are growing, selling their products to hotels and

the central warehouse in Livingstone, and most importantly continuing their activities 3

years after the conclusion of the project. This high production depended on affordable

technologies such as high quality seeds and germ plasm, plastic tunnels and water

management; and access to high quality plant materials and transplants.

Objective 3: To ensure sustainability of the framer’s crop enterprises and assist

them to approach horticulture production as an agri-business.

Objective 3 was achieved. The project team focused on the development of strong

partnerships. This included commercial growers, buyers and strong market demand.

On-site observation illustrated that these strong partnerships were made, that local

buyers were continuing to be involved, and that demand continues to expand.

Conclusion

It is my assessment that this was and continues to be an excellent development

project. Jim Simon, Steve Weller, Emil Van Wyk, and Muunga Mapenzi and their team

should be congratulated for such an excellent project. They should be highly

considered for additional funding for either this or any other project that they

submit to the Horticulture Innovation Lab.

Recommendations:

People need to create a better accounting system to track seedling growth, stock of

plants, trays, prices, invoicing and sales. They have had some issues tracking and

receiving funds for deliveries, so need to control this aspect of the business more

carefully.

AgriSmart should organize a short course on ‘management’ so that a complete record

of sales, income, accounting and parts/costs can be managed in a more professional

manner.

Field Visits: Farm 1: Kazuni community: Seedling Production

To confirm the information submitted in the Final Report, Jim, Emil, Brenda and I visited

multiple farms on June 4 and 5. These included the original site for seedling production,

and several farms that had been developed and/or expanded due to the seedlings,

growth potential and markets that were being developed in the Livingstone area. In

addition, I visited the Livingstone Sun International Hotel, one of the end-users, to

interview the Head Chef and Restaurant Manager on June 6.

Our first visit was to the Kazuni community which focused on the production and sale of

vegetable seedlings in high tunnels (Photo below). By 2014, it was reported that they

were able to produce almost 2,000,000 seedlings, including red peppers, yellow

peppers, broccoli, cauliflower, tomato, eggplants, watermelon, sweet melon, span spec,

spinach, cabbage and baby marrow. Multiple organizations had been involved since the

inception, including Africa Now, OXFAM, CARE Inc. and ultimately AgriSmart Zambia.

There were 34 people present for the visit (32 women and 2 men). All had received

training, and all hoop houses were under production. It was a very enthusiastic group,

and it was clear that they were hard working and dedicated to the project.

As can be seen, the hoop houses are well constructed and functional. All were under

production. We toured them and clearly the women showing us were conversant and

knowledgeable of the production and aspects of the hoops houses.

During our visit, former President of the Country Banda called Emil and ordered 20,000

tomato starts to be delivered to Lusaka in 3 weeks. He put the phone on speaker mode,

and the farmer group could all hear their former President and the order he placed.

High Hoop Tunnels

Farm Visit 2: Mambova Village Cooperative: Birdseye Chili Peppers

plus Vegetable Crops

Prior to the HORT Innovation Lab project, the villagers subsisted by cutting reeds and

papyrus from the river and making mats that were traded with Botswana and Namibia.

Agriculture consisted of maize and sorghum, but as there was no rain, sorghum was the

primary product. They planted 2 varieties, short red for feed chosen to eliminate bird

damage as much as possible, and tall white for food and beer production. Now few

grow sorghum.

The AgriSmart project introduced African Birdseye Chilies. Initially there were 23

farmers. Now there are 72 families and a waiting list of 28. The price for the chilies has

increased by 1½ times, and a week before our visit, it was reported that a buyer from

Namibia had arrived to assess the project, and subsequently ordered 2 tons of the

peppers. He offered 37 Kw/kilogram even though the price at the time was 33. While no

market study has been prepared, it is apparent at this time that demand exceeds supply

so the farmers are expanding land and production.

Rows of African Birdseye Chili Peppers Close-up of the Chilis

Drying racks

There are a number of areas of expansion that were discussed:

Farmers would like to plant their own seedlings, and have been trained by

AgriSmart Zambia to do so, and are considering constructing their own

greenhouse.

They requested funds for construction of a poultry house.

They are also considering a building for drying peppers. While they have

constructed their own outdoor drying racks (See stick frames above), apparently

there has been theft of the dried peppers, and an indoor facility is considered

safer.

Additional water storage tanks need to be built.

In addition to the peppers, the project

has expanded into vegetables for

home consumption and sale. To date

4 hectares have been cleared, and

an additional 4 hectares are being

cleared. The fields have been

cleared by using a short handled

hoe, a difficult and back breaking

process.

This new area, shown below is being

cleared to add 4 more hectares for

production. On our visit, one person

was clearing the new area with

controlled burn and a shovel. He was

expecting community members to

help open new rows in the area.

AgriSmart should consider new tools,

possibly a community tool shed, and

long handles incorporated as

necessary.

Investment

There was quite a bit of discussion of the cost of the installation of the solar pump and

its maintenance. Regarding maintenance, one of the participating farmers (Elvis) has

been trained to maintain the pump and drip irrigation. He is familiar with the process and

has access to parts from a South African distributor.

Regarding the costs, the initial output was approximately $8000. To provide some

perspective, it should be noted that this cost is roughly the cost of one board/staff

member attending the Annual Board Meeting and Conference. Recently, the above

mentioned sale of 2 tons of African birdseye peppers to a Namibian business man

exceeded $10,000. So the rate of return on investment is less than 1 year, which

equates to less than 1 year for capital investment—an ROI that is rarely seen and would

be coveted by all successful businesses.

In addition to the returns on investment there are lifestyle changes noted below. While

these may be somewhat more difficult to calculate, they constitute significant livelihood

improvements, and will ultimately be calculable in terms of baby health, school

attendance, nutrition, and next generation employment opportunities.

Lifestyle changes

As with many projects there are lifestyle changes that are associated with success.

In their words (and I believe this to be true for all of the projects visited)

“More seedlings=more money=more people=more employment”

Specific Positive changes:

Water Availability: Water is now delivered to the farm as a result of a solar powered

pump. Water taps have also been installed in houses. Women no longer have to walk to

the river and carry the water back to the houses as in the past.

Medical/health: Less prostitution/less AIDS. Women no longer visited truck stops to get

money in order to buy food for their families. Second, there were funds available to pay

for medical expenses.

Education: there was money to pay for school fees. There are no support programs for

education, and now families have money for school fees, food and clothing for the

children.

Migration: In the past, people moved to Lusaka in search of employment. They are now

returning home to care for aging parents, and re-establishing multi-generational

families.

Housing: People were building new houses, and were adding rooms to the original

houses.

Communication: People reported cell phone use, which increased contact with families,

and also expanded opportunities for sales and income.

Fishing: Once a source of income, now fishing is limited and the vegetable

development, trade and income has been substituted and provides support for the

families.

Remaining work:

People need to create a better accounting system to track seedling growth, stock of

plants, trays, prices, invoicing and sales. They have had some issues tracking and

receiving funds for deliveries, so need to control this aspect of the business more

carefully.

Recommendation:

A business plan and accounting process needs to be established.

AgriSmart Zambia should prepare and deliver a simple farm

management training session which includes accounting systems.

This should be developed into a manual with forms for above

mentioned areas.

The solar powered water pump has revolutionized the village production and living capacity.

There is now a water-wise drip irrigation system installed, storage tanks built, and pipes

connected to homes. Even though a solar powered pump has been installed, the villagers

not included in the project continue to carry water from the river in their traditional way.

Board Member Idah and Project Leader Muunga meeting with the matriarch of the

village.