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UP-SCALING CLIMATE SMART AGRICULTURE IN SWAZILAND
Commissioning Unit: Swaziland
Evaluation Plan: 2016-2020
Evaluation Type: Project
Completion Date: 08/2016
Unit Responsible for providing Management Response: Swaziland
Documents Related to overall Management Response:
 
1. Recommendation:

The project team should engage (early in the project designing stage) with community
leaders, the Chiefs in particular who are the custodians of the land, prior to project
implementation as the land tenure system and eventual allocation of land may take months
or a year in some chiefdoms. This engagement should also consider having a budget for the
payment of a cow as part of the “kukhonta system”.
66
? The project team should consider having training of farmers on agri-business principles. This
would enable the farmers to be in position to keep proper records of farming, the sales, the
inputs, quantities of production and calculate profits/loses made.
? The project team should also consider having a separate CSA operational account for running
the logistics and acquiring of project implements. The account will run the machinery,
transport for officers, fuel, repairs and replacement of the implements. This will minimise
the undue delays associated with Government procurement procedures.
? More CSA farming implements ought to be purchased, particularly the no till planter and
boom sprayer which are in high demand yet only two were purchased to service five areas
RDAs. At least, the project should consider purchasing three (3) more of these implements
if the benefits of CSA are to be fully realised.
? The farmers should establish a fund that will cater for the maintenance of the drip irrigation
scheme and procurement of any replacement parts that may be damaged in the long run. The
fund will further enhance sustainability of the CSA project once the donor funding has ended.
The fund will be managed by the farmers through approved management structures with the
group.
? Crop insurance for further mitigating Climate Change should be considered for rural small
scale farmers, as severe drought has been witnessed in the cropping season 2015/2016. The
drought has necessitated introduction and adoption of crop insurance by farmers to mitigate
climate change.
? The Government/Ministry of Agriculture should consider formulation of a policy framework
that will empower rural farmers and also provide strong support for climate-smart
agriculture. The policy should provide a favourable environment for up scaling with
increased focus on extension, training, technical capacity building, access to and improved
use of inputs, dedicated climate adaptation and mitigation incentives and access to credit.
The policy will further promote an increase of rural incomes through regulation of the
vegetable market by using quota system that will require local
supermarkets/wholesalers/retailers to purchase 50% of their vegetable sales from local
farmers.
? There is limited use of technology for systematic information management (documentation,
storage and sharing) in this project. The evaluation suggests a procurement of a vegetable
management software system (e.g. Plan-A-Head, Farm-soft) that will facilitate planning
and management controls, production inputs, irrigation details, purchases of pesticides,
volume of produce per farmer, dates of expected harvesting, can estimate crop per farm per
week, can assist in the planning of the pack house activity and traceability of produce by
farmers, see Annex 6 for costing of software.

Management Response: [Added: 2016/12/30]

Project Title:                                                   Upscaling Climate Smart Agriculture in Swaziland Project (May 2014-March 2016)

Project #:                                                        00089803

Terminal Evaluation Completion Date:          30th August 2016

Date of Issue of Management Response:         30th November 2016

Prepared by:                                                   National Agricultural Marketing Board (NAMBOARD) and UNDP

Recommendations

Sustainability Management Actions

Responsibility

  1. In future programming, the project team should engage (early in the project designing stage) with community leaders, the Chiefs in particular who are the custodians of the land, much prior to project implementation as the land tenure system and eventual allocation of land may take months or a year in some chieftaincies. This engagement should also consider having a budget for the payment of a cow as part of the “kukhonta system”.

Engagement of traditional leaders will be a core protocol activity undertaking for enhanced support for both strategic and operational project needs for  UNDP-supported interventions.

Implementing Partner/UNDP e.g. SNPAS 00091061 Project

  1. The project team should consider having training of farmers on agri-business principles as they apply to farming. This would enable the farmers to be in position to keep proper records of farming, the sales the inputs, quantities of production and calculate profits/loses made. The project team should monitor keeping of records by the farmers so as to empower them on accounting procedures.

NAMBOARD will provide training refresher/courses for the farmers on business management. In addition, technical support will continue being provided  for the Mpatheni Scheme by the Ministry of Agriculture through a Designated Officer for improved business management skills by the farmers.

The Ministry of Agriculture  working with NAMBOARD has placed an Extension Officer in the RDA to provide support to the schemes.

  1. The project team should also consider having a separate CSA operational account for running the logistics and acquiring of project implements. The account will run the machinery, transport for officers, fuel, repairs and replacement of the implements. This will minimise the undue delays associated with Government procurement procedures.

Buidling on the existing Revolving Fund, the continuous income accrued by the Farming Schemes will used for purchasing equipment and implements for increased adoption of the CSA technology.

Swaziland Farmers Association/NAMBOARD

  1. More CSA farming implements ought to be purchased, particularly the no till planter and boom sprayer which are in high demand yet only two were purchased to service five areas RDAs. At least, the project should consider purchasing 3 more of these implements if the benefits of CSA are to be fully realised.

Same as above

Swaziland Farmers Association/NAMBOARD

  1. The project beneficiaries should immediately establish fund that will cater for the maintenance of the drip irrigation scheme and procurement of any replacement parts that may be damaged in the long run. The fund will further enhance sustainability of the CSA project once the donor funding has ended. The fund will be managed by the farmers through approved management structures with the group.

Lessons from the use of the Revolving Fund management will be adopted and cater for maintenance of the drip irrication system and scheme.

Swaziland Farmers Association/NAMBOARD

  1. Limited use of technology for systematic information management (documentation, storage and sharing). The evaluation suggests a procurement of a vegetable management software system (e.g. Plan-A-Head, Farm-soft) that will do planning and management controls, production inputs, irrigation details, purchases of pesticides, volume of produce per farmer, dates of expected harvesting, can estimate crop per farm per week, can assist in the planning of the backhouse activity and traceability of produce by farmers. (See annex 6 for costing of software).

 

There will be development of soft-ware for improved management of the farmers databases in terms of mapping and management of production schedules as well as value chain enhancement and trouble shooting, by Decemebr 2017.

NAMBOARD

 

Key Actions:

2. Recommendation:

In future programming, the project team should engage (early in the project designing stage) with community leaders, the Chiefs in particular who are the custodians of the land, much prior to project implementation as the land tenure system and eventual allocation of land may take months or a year in some chieftaincies. This engagement should also consider having a budget for the payment of a cow as part of the “kukhonta system”.

Management Response: [Added: 2017/01/18]

Engagement of traditional leaders will be a core protocol activity undertaking for enhanced support for both strategic and operational project needs for  UNDP-supported interventions

Key Actions:

3. Recommendation:
  1. The project team should consider having training of farmers on agri-business principles as they apply to farming. This would enable the farmers to be in position to keep proper records of farming, the sales the inputs, quantities of production and calculate profits/loses made. The project team should monitor keeping of records by the farmers so as to empower them on accounting procedures.

 

Management Response: [Added: 2017/01/18]

NAMBOARD will provide training refresher/courses for the farmers on business management. In addition, technical support will continue being provided  for the Mpatheni Scheme by the Ministry of Agriculture through a Designated Officer for improved business management skills by the farmers.

Key Actions:

4. Recommendation:

The project team should also consider having a separate CSA operational account for running the logistics and acquiring of project implements. The account will run the machinery, transport for officers, fuel, repairs and replacement of the implements. This will minimise the undue delays associated with Government procurement procedures.

Management Response: [Added: 2017/01/18]

Buidling on the existing Revolving Fund, the continuous income accrued by the Farming Schemes will used for purchasing equipment and implements for increased adoption of the CSA technology.

 

Key Actions:

5. Recommendation:

More CSA farming implements ought to be purchased, particularly the no till planter and boom sprayer which are in high demand yet only two were purchased to service five areas RDAs. At least, the project should consider purchasing 3 more of these implements if the benefits of CSA are to be fully realised

Management Response: [Added: 2017/01/18]

Buidling on the existing Revolving Fund, the continuous income accrued by the Farming Schemes will used for purchasing equipment and implements for increased adoption of the CSA technology.

Key Actions:

6. Recommendation:
  1. The project beneficiaries should immediately establish fund that will cater for the maintenance of the drip irrigation scheme and procurement of any replacement parts that may be damaged in the long run. The fund will further enhance sustainability of the CSA project once the donor funding has ended. The fund will be managed by the farmers through approved management structures with the group.

 

Management Response: [Added: 2017/01/18]

Lessons from the use of the Revolving Fund management will be adopted and cater for maintenance of the drip irrication system and schem

Key Actions:

7. Recommendation:

Limited use of technology for systematic information management (documentation, storage and sharing). The evaluation suggests a procurement of a vegetable management software system (e.g. Plan-A-Head, Farm-soft) that will do planning and management controls, production inputs, irrigation details, purchases of pesticides, volume of produce per farmer, dates of expected harvesting, can estimate crop per farm per week, can assist in the planning of the backhouse activity and traceability of produce by farmers. (See annex 6 for costing of software).

Management Response: [Added: 2017/01/18]

 

There will be development of soft-ware for improved management of the farmers databases in terms of mapping and management of production schedules as well as value chain enhancement and trouble shooting, by Decemebr 2017.

Key Actions:

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