Commercial agricultural production and marketing (CAPM)

The evaluation covers the period 6/89-6/93. The 1991 redirection of the project from a sector study focus to direct assistance to small farmers in producing and marketing horticultural crops was proper. However, the current strategy to create a vertically integrated production and marketing system to link small, potentially commercial farmers with favorable markets has not worked as planned because (a) project-assisted private firms have not committed to shifting from trading South African produce to marketing Swazi-grown produce, and (b) severe weather problems reduced anticipated small-farmer production. One factor in the failure to meet targets was overly optimistic estimations by the implementing contractor regarding yields, production, prices, and net incomes. Nonetheless, a strong base of small farmers is being developed who appear to have the capability and commitment to produce quality commercial horticultural crops in sufficient volumes to attract marketers; there are no major constraints to production; there is a sizeable demand for Swazi produce locally and regionally; and there are lucrative seasonal market niches. The following lessons learned were noted. (1) A number of Swazi small farmers can, indeed, produce market-quality vegetables, given guidance and assistance. (2) It is difficult and time-consuming to develop traders into marketers, and not all efforts will succeed. (3) The produce trading firms that have become CAPM marketing firms are hesitant to make a strong commitment to work with small farmers; it is easier to source from South Africa. To make the project sustainable, a supplemental effort may be needed. (3) In the current context, a major constraint for any marketing firm will be the collection or assembly of produce from rural collection points. (4) The current level of participation of women (28%) is not due to a specific strategy; strategies to involve women should be sought for a project extension. It is recommended that the PACD be extended for a minimum of 18 months to assure a high probability of success. Three strategic options for the remainder of the project were proposed: (1) set up a new marketing firm dedicated to small farmers; (2) form farmers" production and marketing organizations; or (3) maintain the status quo. USAID chose the second option. (Author abstract, modified)