The project aimed to reduce poverty by improving agriculture markets for small farmers in Zambia. It empowered farmer cooperatives to collectively represent their interests to buyers, increased crop production and productivity, ensured greater market access for small farmers, and enhanced business skills. Over nine months, it trained over 1,100 farmers in sustainable farming techniques and over 400 in marketing. It linked farmer groups to local and international markets, upgraded irrigation infrastructure, and introduced new chili varieties. The project exceeded goals and generated additional support, positioning it for further success in a proposed third phase.

1. ECONOMIC JUSTICE PROGRAMME IN ZAMBIA
Support to Women and Youth Enterprise Development through Market
Systems Strengthening and Private Sector Engagement
(Livingstone Chili Project)
END OF PROJECT REPORT
JUNE 2014 – March 2015
Submitted by Emil van Wyk, ASNAPP-Zambia
Lead Organization: Agribusiness in Sustainable Natural African Plant Products – Zambia
In collaboration with: Rutgers University and ASNAPP-South Africa
I. PROGRAM SUMMARY

2. 2
Goal: To contribute towards poverty reduction by improving agriculture markets and market systems for small
scale farmers in Zambia
Objectives:
1. Empower Farmer’s Cooperatives and farmer groups, collectively representing their interests to
buyers
2. To increase crop production and productivity among participating farmers
3. To ensure small scale farmers have a greater access to a range of markets and buyers
4. To enhance business management skills among farmer cooperatives, famer groups and individual
farmers
Start Date: June 2014
End Date: March 2015
II. ANALYSIS OF IMPLEMENTATION
The initial goal of phase II of this project was strengthen the horticulture supply chain for African Birds Eye
Chilli (BEC) and chilli peppers to increase incomes for rural farmers and to contribute to their food security,
through public/private partnerships, science-based approach to the production of high quality produce and
to gain access to markets for high value products and to BEC and other vegetables to build their capacity to
trade within the local and cross border economies.
ASNAPP and Rutgers University successfully upgraded 9.2 ha of land to high tech solar irrigation, replaced 4
hectares of chilli with improved varieties, planted 2 cycles of different types of fresh crops on 3 hectares,
improved production of 2.2 ha existing chilli plantings and linked each of the communities to the best local
and international markets possible. Farmers in four communities are growing chili and other horticultural
crops for sale locally and regionally. Initial post-harvest facilities were also added for the Mambova
community to improve post-harvest handling and to reduce post-harvest losses. The project also supported
the upgrade of irrigation infrastructure on all the communities, helped with support on inputs for increased
production and supply packaging material for marketing purposes. The Kazuni community was successfully
linked to both the communities involved with field production of chillis and with supply contracts for
seedlings to industry leading companies and projects. The community members engaged in the project
achieved sales in total of more than $70, 000 with an outstanding amount of one full production cycle
ready to be harvested in May / June 2015.
Other highlights of phase I include:
 Trained 312 farmers (208% of target) in chili production and management;
 Trained 1104farmers (730% of target) in conservation farming and eco-friendly farming techniques;
 Trained 416 farmers (310 % of target) in marketing and market linkages;
 Trained 484 farmers (322% of target) in business management skills;
 Trained 320 farmers in gender awareness;
 Project managed to include 63 youths (under the age of 24) full time in the project;
 Total beneficiaries reached exceed 600 family members;
 Managed a MOU between the communities and the leading distribution center (DC) in Livingstone;
 Managed a MOU between communities and leading hotels in Livingstone;
 Manage a 3 party agreement between communities, Livingstone base DC and the leading DC in
Lusaka;

3. 3
 Successfully introduced several highly nutritional crops on all sites;
 Strengthened access to suppliers and agri-dealers with MOU’S between communities and several
suppliers;
 Managed strong focus on climate change mitigation strategies and introduce solar technology by
means of solar pumps for irrigation at all sites;
 Garnered tremendous support for the project from traditional leaders and local communities.
 Kazuni community maintained a 98% germination rate and proved to deliver high quality seedlings.
 The project introduced new advanced breeding lines of chilies developed by Rutgers University.
These chilies vary in their hotness (pungency), time of maturity, growth and vigor, intensity of red
color (for pigment extraction) and other qualities have been shared with ASNAPP-Zambia for further
development to support this project. These new chili lines, which are now available in Africa only in
Zambia and as part of this project, can be developed into commercially registered Zambian varieties
under the supervision of ASNAPP-Zambia and Rutgers University and in concert with OXFAM with
ownership and profits going to the producing communities.
 Members of the communities led the business and trade of the community’s products.
This project exceeded the original objectives and generated substantial leveraging in time and resources
from ASNAPP-Zambia and Rutgers University. The project is at a crucial juncture for phase III follow-up. A
third phase will allow for continued work with current growers and an expansion into new communities that
have shown interest in chili production. However, due to previous experience, many of these communities
will not register with the project until they are sure of continued support. In addition, the high quality
African BEC has been noticed by the regional, national and international industry that now wants this
product. Having such a strong market demand for a product allows for careful expansion and strengthening.
Having more than one key buyer mitigates against risk and inadvertent competition between each
community (that is potential price reductions just to sell faster) and allows for communities to set prices
rather than serve as price takers because the product is in such demand. Increased total area supply is
needed to attract more buyers into the region and a phase III would allow that to be initiated which then
fosters longer-term sustainability for the communities.
With funding for phase III, the immediate next steps include training sessions on food safety, harvesting,
postharvest handling such as drying, sorting and grading, packaging, storage, quality control and market
facilitation.
Chili production with new solar energy irrigation in Livingstone

4. 4
Objective #1: Empower Farmer’s Cooperatives and farmer groups, collectively representing their interests to
buyers
Indicator Tracking Table
a. Key Accomplishments
ASNAPP has exceeded its targets for business skills training for the project thanks to a visit from Professor
Govindasamy from Rutgers University and his “training tour” of the Livingstone area. He, Miss Silvia Mwowo
and Christabel Kabole trained the communities of Mambova, Kazuni, Nsongwe, Mapenzi and Mukuni during
a one week visit to the area and follow up trainings were done by COP Emil van Wyk and District Manager
Muunga Mapenzie. The total number of farmers trained in business skills achieved is 484 (322% of target).
More than 60% of the community members trained are women and members younger than 24 years old.
Trainings were focused on site specific activities and farmers are now in a position to work cost of
production and profit margins. These trainings help them to determine minimum prices of their produce
they have to achieve on the market to make a profit. With this information they are able to negotiate better
prices from the traders and markets and they can support it with the necessary information.
b. Challenges & Recommendations
The weakening of the ZMW against the USD and EUR has influenced the accuracy of crop budgets. Based on
enterprise budgeting, Rutgers University Professor Ramu Govindasamy is updating crop budgets for per acre
of cabbage, eggplant, large fresh market tomato, onion, green sweet pepper, spinach, lettuce, rape,
cauliflower, and Amaranthus with current yields, prices and input costs. The updated budgets will be
completed in phase 3 of the project.
High yielding chili fields at Livingstone communities.
Type
Objective 1 Target Actual Female Male % Tg Met
Custom 150 484 300 184 322%
Indicators LIFE OF PROJECT
Empower Farmer’s Cooperatives and farmer groups, collectively representing
their interests to buyers
Farmers trained in business skills and marketing

5. 5
2 Objective #2: Increased crop production and productivity among participating farmers
Indicator Tracking Table
a. Key Accomplishments
ASNAPP has exceeded its targets for training in increased crop production and productivity for the project
thanks to intensive training by Prof Jim Simon and two post graduate students (Rutgers University), the COP
Emil van Wyk and District Manager Muunga Mapenzi with 1104 farmers trained (730% of target). Of the
farmers trained more than 50% are women and more than 40% are under the age of 24 years old. The
introduction of solar for irrigation on all the sites is a major achievement for the project. This not only
reduces the cost on operation dramatically (K500 saving per week on fuel per community) but also makes it
more effective and easy to irrigate the fields. Crop specific training manuals compiled by ASNAPP in concert
with Rutgers University, were handed out during the training sessions to the communities and communities
can use it in future as production guides on all major crops.
b. Challenges & Recommendations
ASNAPP were overwhelmed by the amount of community members attending the training sessions yet the
current budget didn’t allow for more trainings, and follow-up meetings. Nor did we have the budget to print
and provide to growers all our developed training manuals. Follow up training will be needed on some crops
not under production at this stage.
Cabbage Livingstone.
Type
Objective 2 Target Actual Female Male % Tg Met
Custom 150 312 210 102 208%
Custom 10 12 120%
Custom 150 1104 559 545 730%
Indicators LIFE OF PROJECT
Increased crop production and productivity among participating farmers
Farmers trained in crop production and management
To compile Crop training manuals.
Farmers trained in conservation- and eco-friendly farming techniques

6. 6
Chili garden Livingstone
Newly established cabbage fields Livingstone

7. 7
3 Objective #3: Small scale farmers have a greater access to a range of markets and buyers
Indicator Tracking Table
a. Key Accomplishments
ASNAPP focused in phase 2 mainly on marketing, market training and linkages to existing market outlets for
the fresh produce from community sites. The major challenge with any community project is post-harvest
handling, food safety, packaging and transport. ASNAPP successfully linked all the communities to the
leading marketing company in Livingstone, ZambonaChoice, with a MOU in which ZambonaChoice is
committing themselves for the following actions:
- Product collection at all sites with the assistance of ASNAPP;
- Post-harvest handling and training to members with the inputs from ASNAPP and Rutgers;
- To introduce the principles of a distribution center (DC) to the communities by means of
participating training sessions in food safety and packaging;
- Fixed price orders and grading for different clients;
- Market standards and price influence on quality;
- Data collection on production and sales (with Rutgers inputs).
ZambonaChoice delivers fresh produce to all major hotels, lodges and supermarkets in Livingstone.
Furthermore ASNAPP linked ZambonaChoice to Fruit&Veg in Lusaka for overflow or over supply of any given
product in the Livingstone market. This agreement opens a total new market to the communities and also
helps them with their challenges on transport to the markets outside Livingstone. We are proud of
facilitating such an arrangement as ZambonaChoice is well respected, will provide fair prices in a transparent
manner and will provide to the communities the transportation and logistical assistance that they
themselves identified as a need.
ASNAPP also lead the renewed agreement with Sun International Hotel and all the communities as a niche
market for selected produce. This is a small high end market exclusive for the Oxfam project communities.
ASNAPP linked the communities to the David Livingstone Hotel (via discussions and meetings between
ASNAPP Country director and PI Emil Van Wyk and Rutgers Prof. Simon with Head Chef and Purchasing
Officer) and this new agreement will be signed and represent another high-end market. This new agreement
will be activated in phase III of the project.
ASNAPP assisted the communities on the existing informal market established the past two years by means
of crop margin information and minimum price establishments where all the communities commit to
participating. This prevents the traders to play the communities off against each other for lower prices.
b. Challenges & Recommendations
ASNAPP supported Lumuno in the application of an USAID TradeHub grant which was successful for the
upgrading of their facility and equipment to the value of $100 000. Unfortunately, Lumuno wanted to focus
on a volume driven price, which is too low for our communities. Unfortunately, Lumuno also ordered fresh
vegetable produce from these communities but then refused to collect the produce. ASNAPP is currently
negotiating with them on solving the relationship with the communities.
Type
Objective 3 Target Actual Female Male % Tg Met
Custom 1 1 100%
Custom 3 5 167%
Custom 150 466 341 125 310%
Market survey conducted
Market relationships with the private sector brokered by the project partners
Farmers trained in marketing and market linkages facilitation
Indicators LIFE OF PROJECT
Small scale farmers have a greater access to a range of markets and buyers

8. 8
Objective #4: To enhance business management skills among farmer cooperatives, famer groups and individual
farmers
Indicator Tracking Table
a. Key Accomplishments
ASNAPP has exceeded its targets for training in business skills and marketing for the project thanks to
intensive training by Prof Ramu Govendasamy (Rutgers University), the COP Emil van Wyk and District
Manager Muunga Mapenzi with 484 farmers trained (322% of target). Of the farmers trained more than
60% are women and more than 40% are under the age of 24 years old
b. Challenges & Recommendations
Follow training on negotiation skills and the understanding of the influence of quality and consistent
supply will be needed in the near future.
PROJECT IMPLEMENTATION NOTES
In addition, ASNAPP-Zambia in concert with Rutgers University has made a short documentary film (by
Rutgers students and digital filmmaking staff) on this project to highlight the work by OXFAM and the
grower’s success when such an opportunity can be introduced into their community. This documentary
seeks to illustrate how agriculture can be effectively used to generate income, improve health and nutrition
of a community and importantly provide hope and inspiration to the members of the community that they
can be engaged in commercial horticulture and agriculture and earn monies that can be used as per their
needs and choices (e.g. payment of school fees and more).
ASNAPP also achieve the following inputs on training:
Type
Objective 4 Target Actual Female Male % Tg Met
Custom 150 484 300 184 322%
Custom 150 180 120%
Farmers trained in business skills and marketing
Training manuals for farmers on business skills and entrepreneurship
Indicators LIFE OF PROJECT
To enhance business management skills among farmer cooperatives, famer
groups and individual farmers
Type
Additional training in support of the project Target Actual Female Male % Tg Met
Custom 150 351 145 206 %
Custom 15 27 18 9 %
Custom 150 351 145 206 %
Custom 150 183 98 85 %
Custom 150 320 228 92 %
Custom 150 414 186 228 %
Custom 15 16 12 4 %
Custom 35 48 37 11 %
Custom 150 175 133 42 %
Custom 150 192 152 40 %
Custom 150 220 156 64 %
Custom 150 175 133 42 %
Indicators LIFE OF PROJECT
Good agricultural practises
Research and gross margin analysis
Nursery management
Water harvesting and drip irrigation management
Soil Management
Gender training
Post harvest training
Field exposure visit
Chemical handeling
Solar pump operation and maintanance
Value Chain analisys and management
Marketing and value chain relationship

9. 9
Production data
Sales data
PHASE 3 PROJECT PROPOSAL :
ASNAPP propose the following activities in Phase 3:
 Expand Mambova with 4 hectare to include more members of the community. This will prevent
jealousy in the community and will also utilize the market demand;
 Increase production by replacing the old plantings in early September 2015;
 Strengthen markets with higher volume;
 Support the distribution center in the form of support on training, packaging material and food
safety accreditation (Global Gap);
 Increase cop budgets and gross margins to all produce under production and according market
demand;
 Continue production support on training;
 Include other programs operating in the province to address HIV infection concerns in the
implementing communities;
 Target more youth to participate in the project.
 Reimburse ASNAPP for bridging to project from March 2015 until now.
Community Onion Tomato Beans Cabbage chili Maize OtherTotal by Community
Mambova 460 156 88 1240 3200 1380 1800 9324 kg
Nsongwe 555 287 904 1720 1500 1780 3200 9946 kg
Kazuni 10000 17000 0 110000 80000 0 45000 262000 Seedlings
Community Onion Tomato Beans Cabbage chili Maize Other
Mambova 1610 639 238 2560 80000 15300 4800 105147 K
Nsongwe 1998 1176 3082 3440 29500 12800 7680 59676 K
Kazuni 10000 5100 0 16500 32000 0 9000 72600 K
TOTAL 13608 6915 3320 22500 141500 28100 21480 237423 K
Total by Community

10. 10
LIVINGSTONE CHILLI PROJECT
Financial Report - As at 31st March 2015
Budget Amount -
ZMW
Actual Spend
ZMW
Variance (Actual
Vs Budget) ZMW
A Project Activities
1 Empower Farmers Cooperatives and farmer groups.
1.1 Review and update the baseline survey 53 682.25 51 469.80 (2 212.45)
1.2 Establish market linkages & Procure Buyers for diferent Market Segments 20 130.85 19 021.45 (1 109.40)
73 813.10 70 491.25 (3 321.85)
2 To increase crop production and productivity among farmers
2.1 Post Harvest Management 111 726.19 109 831.45 (1 894.74)
2.2 Support to Production of other Income Generating crops 496 560.85 496 246.77 (314.08)
2.3 Programme Support staff Costs & other related costs 253 111.83 252 932.21 (179.62)
2.4 Project Monitoring & Evaluation 110 115.72 108 978.94 (1 136.78)
971 514.60 967 989.37 (3 525.23)
3 To ensure small farmers have a greater access to a range of markets
3.1 Tranings of farmer 230 farmers 61 734.59 65 660.00 3 925.41
61 734.59 65 660.00 3 925.41
4 To enchance business management skills among farmers
4.1 Tranings of farmer 300 farmers 40 261.69 29 182.90 (11 078.79)
40 261.69 29 182.90 (11 078.79)
1 147 323.98 1 133 323.52 (14 000.46)
B ADMINISTARTION COSTS/OVERHEAD
Staff costs (CD &FAM 20% Contribution) 154 538.00 164 361.61 9 823.61
Communication (Livingstone & Lusaka) 7 045.79 18 665.62 11 619.83
Rent (Livingstone Office) 3 522.89 5 099.81 1 576.92
Stationery 1 644.01 1 643.58 (0.43)
Repairs and maintenance 2 583.45 2 583.20 (0.25)
Computer and laptops 23 754.50 15 586.00 (8 168.50)
Other Administration costs (Rutgers) 135 901.38 134 917.96 (983.42)
328 990.02 342 857.78 13 867.76
1 476 314.00 1 476 181.30 (132.70)
TOTAL ADMINISTRATION COSTS
GRAND TOTAL
Activity Description
Sub-total- Objective 1
Sub-total- Objective 2
Sub-total- Objective 3
Sub-total- Objective 4
TOTAL PROJECT ACTIVITIES COSTS