KAWAMBWA DISTRICT FARMERS ASSOCIATION
Empowering Member Farmers Through Sustainable Development
DRAFT FIVE YEAR STRATEGIC PLAN: 2012-2016
PREPARED: MAY, 2011.
1. INTRODUCTION:
Kawambwa DFA is purely non political and non religious organization, promoting poverty reduction through sustainable agriculture, democratic governance, good management, transparency, and accountability amongst individual farmers, farmer groups, and the community at large in Kawambwa District.
The association was formed in 1996 by a group of farmers who saw the need to advance their wellbeing. In 1997, the association got registered under the Societies Act number xx of xx in 1997, and was issued with a certificate of Registration No. ORS/102/43/147.
The idea emanated from a background of the following issues;
- Poor production levels among small scale farmers
- Lack of diversification in the farming system
- Lack of sustainable farming skills/ technologies
- Poor crop pricing
- Poor crop marketing
- Difficulties in acquiring quality extension services
- Difficulties in acquiring agricultural inputs
- Absence of out grower schemes in the district
- General lack of markets for farm produce
- Poor networking amongst the small scale farmers resulting in non availability of agricultural information.
Therefore, the association emerged as a force to bring to the fore of the farming community the above difficulties so as to seek the mobilization of their effort to address most if not all of the above.
The association was the registered under the Societies Act on the 9th October, 1997, and was issued with a Certificate of Registration No. ORS/ 102/ 43/ 147
The association went ahead and became an affiliate of the Zambia National Farmers Union ( ZNFU ) in June,2002.
Since the time government support started declining, Kawambwa farmers association has been filling the gap left by the government in provision of services to farmers in the district.
In order to be focused in the way the association can address the concerns of the farmers, time has come to clearly define its role in service delivery and poverty reduction work to its members. Therefore this strategic plan is aimed at analyzing the critical concerns of the farmers and defining the role of KDFA in service delivery in relation to other service providers. This should in the long run see KDFA increasingly move towards playing a more facilitatory, mediating, coordination, and monitoring role of key players providing agricultural services and poverty reduction programmes to small scale farmers in the district.
Target group is Small scale farmer members,Number of members is 1300,Societies act number: ORS/102/43/147
2. SITUATION ANALYSIS:
Since government of Zambia took the liberalization and privatization path in 1991, very few services have come the small scale farmers’ way.
Poor agricultural marketing
Kawambwa is faced with poor marketing of inputs, produce, provision of services such as marketing information through extension and poor infrastructure.
Farmers in Kawambwa entirely depend on the government fertilizer support programme for supply of inputs (maize seed and fertilizer). This support provided for Two Limas per person. These inputs are seasonal, meaning that they can only be accessed once in a year on the onset of the farming season. These inputs most of the time come late in the season making it completely difficult for farmers to yield desired results from their crop.
Kawambwa district does not have private input stockists and distributors. This makes it very difficult for farmers to access inputs locally. Those who manage to obtain inputs from outside the district do it at a very high cost rendering their farming business less profitable.
The farmers marketing capacity has been rendered weak due to the fact that the local market is very small to accommodate all farmers produce. The distance to good markets has also disadvantaged the member farmer. This is coupled with poor and inadequate communication facilities. Marketing information is not readily available to the farmers. Distance between farmer members makes it difficult to distribute information let alone reach them in time. Pricing of commodities by farmers is poorly done resulting in very low returns on their produce.
Under the current liberalized market economy communication is a very important factor if KDFA and its members are going to be competitive. Good markets are very far and farmers need to be linked to various economic activities such as markets, technology, and other support requirements. Currently the association has internet communication facility but is very expensive to maintain. Radio facilities are not adequately available to the farmers so that through these channels they can be able to express their views and access the necessary information.
The district has some storage facilities in some areas. However, after government pulled out through the dissolution of Zambia Cooperative Federation, ownership of these sheds was not clearly stated. As a result most of these structures are in a state of disrepair, and most of them are situated in areas where farmers are unable to access them easily. And where these facilities are available they very much inadequate and cannot hold the required quantities of produce in a season. This situation has made storage and marketing of agricultural commodities very difficult. Farmers are forced to sell their produce prematurely in the season, and makes bulking of crop for marketing impossible. This condition subjects the farmers to extreme exploitation by those who come to buy the crop by paying very low prices. This situation perpetuates inadequacies in the financial standing of the farmer members and thus poverty.
The other area of concern has been the poor feeder road infrastructure in the district. Most roads become impassable, especially during the rain season. This is due to the fact that maintenance of these roads is not done by the local authority despite the availability of the Road Development Fund. Most roads are eroded and have collapsed bridges. This has made it very difficult for farmers to market their produce. Accessing the farming community to provide support services also is very difficult.
Low agricultural productivity
The KDFA member farmers have been constrained by lack of production resources such as equipment, start up capital, and inadequate skills in sustainable farming. Kawambwa district does not have affordable credit facilities that farmer members can access. This has rendered farmers incapable of expanding their production.
The area of concern has been poor farming technologies amongst the farmers. Inadequate information on modern farming techniques has seen member farmers perpetuate the old environmentally destructive systems of farming. This has made the farmer realize very poor yields, and continued soil depletion. This is also attributed to inadequate and poor extension services that are offered by government extension officers.
Small scale farmers in Kawambwa are disorganized, making it very difficult to be reached or availed with any necessary information. Farming being the major income earner for most of the community members in the district it is not well supported in terms of delivering support Programmes to farmers. The only organizations (World Vision and PLARD) that have introduced some Programmes have not managed to cover all the needy areas of the district. Lack of networking amongst these support institutions/ organizations is one of the major factors that contribute to some farmers not accessing this support.
The capacity building also falls short of overall coverage as there is only one organization supporting KDFA. For the past 6 years MS Zambia has been able to support a capacity building program for the farmers through KDFA and has seen so far over 1700 farmers benefiting from this program. This program has seen KDFA grow from a membership of 600 farmers and with only 17 farmer groups to a total membership of over 1300 individual farmers and over 72 farmers groups in 10 zones. However, there is still a desperate need for farmers to be availed with knowledge that will equip them with the confidence to stand for themselves and challenge situations that have naturally or artificially perpetuated poverty in their midst.
Poor agricultural financing mechanisms
Kawambwa has one bank, the Zambia National Commercial Bank. Currently there is no affordable credit facility in the district which small scale farmers can access. The district lack micro financing and other support mechanisms such as out-grower schemes. This impacts negatively on farmers ability to expand and diversify production.
Lack of skills and technology for value addition
Over the years farmers have strived to improve their production through improved farming methods such as early planting, proper crop variety selection, intensified weed control, improved plant population per hectare, etc. however, they still face the challenge of maximizing profitability through lack of knowledge on how to add value to their products to get increased returns per unit of their produce. This coupled with lack of technology on value addition.
Lack of land ownership
Most small scale farmer members squat on traditional land on whose duration of occupancy is uncertain. This hinders development and is a major contribution to lack of food, income and education at house hold level. Farmers are most of the time left at the mercy of traditional leaders who harass them and grab land from them at will. Women farmers continue to be marginalized in the land acquisition process as they are thought not fit to own land, and as such traditional leaders continue segregating against them. Where traditional leaders agree to authorize for title deeds they demand unaffordable fees. KDFA has over the past 4 years been sensitizing communities and traditional and other local leaders on the land rights of the citizens in general and the communities of Kawambwa in particular. This has seen the emergency of a District Lands Committee facilitated by KDFA as a local organ that should be interceding between the community and land administrators when ever critical land issues arise. However this committee is still in its infancy.
Low participation in governance and local decision making process
Farmer organizations’ participation in governance and local decision making is very weak at various levels in the district. Farmers do not participate in policy formulation. This has resulted in government’s failure to address the major concerns of the small scale farmer, such as:
i) Ineffective and inefficient input supply
ii) Poor extension service delivery
iii) Lack of well organized marketing systems
iv) Inadequate information on the role of government private sector in agricultural development
v) Dependency on un reliable land tenure system
vi) Low women farmers’ participation in decision making.
However, for the past 4 years KDFA has managed to lobby for a position on the various developmental committees in the district in order to advocate for an improvement in the delivery of local services to the community in general and the farming community in particular. This has seen KDFA sitting on the District Development Coordinating Committee, and the District Agricultural Committee.
Lack of support for (Gender) women participation in developmental activities:
The rural women are still marginalized, as they themselves have not taken up the challenge to compete with their men folks in addressing issues that affect them. There are still some traditional beliefs and practices that infringe on the women’s rights and hinder their full participation in the day to day developmental activities. These have rendered the women members the most impoverished. The levels of illiteracy are high in women and do not adequately share the resources that can enable them to be productive. Ignorance about their basic human rights renders most women susceptible to various forms of segregation, exploitation, and marginalization. This has resulted in increased poverty among our women folks and those who depend on them.
Limited mainstreaming of environment, HIV/AIDS, and Disability
Environment and gender issues are still not being addressed adequately in central and local government programs. Kawambwa district has not been spared by the effects of the HIV/AIDS pandemic especially in rural country side.
Environment: agricultural activities have impacted negatively on the environment in the district. The farming practices that are applied by most of the farmer members are not sustainable to our natural resources. Government institutions entrusted with the protection of the environment in the district are not doing much due to various factors such as inadequate funding resulting in poor staffing levels, and lack of other supportive logistics. Absence of private sector partnership in environment management in the district is another setback that has contributed to rapid degradation of the environment.
HIV/AIDS: There is generally lack of information on the pandemic. Few people have basic information on HIV/AIDS impact on the economy. Government structures are not adequate to sufficiently facilitate the flow of information. People do not know where exactly to go to seek help once faced with this problem. Facilities for counseling and testing are not there.
Disability: Disability is a big challenge in our communities in Kawambwa. Facilities to support members of the community who are physically challenged are non-existent. There are no organizations that deal with issues of the physically challenged farmers inn the district. Such government departments as the social and community welfare have inadequate capacity to support this people. Most agricultural programs implemented in the district do not take the needs of this class of people into consideration.
Limited internal capacity of the KDFA
KDFA has an established secretariat manned by a 3 staff, the Coordinator, the Program Assistant, and an Accountant. The Coordinator and his staff are responsible for the day to day running of the office. The association has over 1300 membership stretching over the entire district. For management convenience, the district is broken up into Zones. There are 10 zones at the moment and there are plans to expand to 5 more zones Currently the secretariat operates an office in a rented house in the low density residential area. The association has 4 motorcycles and one 4x4 Toyota Hilux twin cab for field operations. However, the operations of KDFA are expanding all the time and that there is demand to reach all the corners of the district. This is difficult to archive considering the staffing level, mode of transport available at the office and the challenge of support facilities such as maintaining communication facilities, service and repair of office equipment and vehicles, payment of office rent, staff salaries, and other daily logistical requirements. KDFA is in the process of constructing an office block of its own.
Priority issues to be addressed
- Poor agricultural marketing
- Low productivity
- Poor agricultural financing mechanisms
- Lack of skills and technology for value addition,
- Lack of land ownership
- Low participation in governance and local decision making process
- Lack of support for (Gender) women participation in developmental activities,
- Limited mainstreaming of environment, HIV/AIDS, and Disability,
- Limited internal capacity of the KDFA
In addressing the above priority areas, KDFA will focus on:
Agricultural marketing:
- Training selected farmer representatives from each zone in marketing. The aim will be to equip these facilitators with price skills in price determination, price negotiation, marketing research and establishment. These facilitators will establish marketing committees at district and sub district levels through which all marketing activities shall be conducted.
- Set up information centers in each zone from which all marketing activities will be conducted. These are contact points for all farmers as relates to marketing.
- Facilitate bulking of produce for the market. Through the out reach programme KDFA has been able to sale the concept of group marketing. It is KDFA’s realization that individual farmers will never make it in this liberalized market economy where competition is based on quality and quantity.
- Construct at least 6 sheds in its operating areas so as to create access to storage by the members.
- Link farmers to the niche market (especially for cassava, beans, and groundnuts)
- Facilitate establishment of a community radio station that will serve the interests of the farming community.
- Enhance communication through installation of appropriate facilities such as cell phones, radio facilities, newsletters and community radio programs.
- Establishment of an organizational website,
- Consult stakeholders, especially the district council and the Ministry of Works and Supply to seriously start rehabilitating priority feeder roads in the district which require serious attention
Improved productivity
- Establishment of a livelihood program that will enhance diversification, and sustainable agricultural methods of production. Establish systems of production that will support women’s full participation in agricultural production and marketing. Introduction of new crops that will enhance high income generation among farmers especially women.
- Lobbying for micro-credit suppliers to service the district.
- Establish Commodity committees through which farmers access latest information on production of various crops and livestock.
- Training programme on how to identify services that farmers need from government extension officers and other providers within and outside the district. It is the realization of KDFA that these service providers are there for the farmers and therefore, farmers need to learn to attract them for help in their activities.
- Establish strong management structures at group and zone levels
- Training of farmers in sustainable farming methods.
- Identification of agricultural enterprises for farmers diversification.
- Review and expand the seed multiplication program with the view to commercialize it.
- Establishment of the small livestock multiplication scheme.
Agricultural financing
- Mobilizing farmers and sensitizing them on the need to establish or attract savings and credit schemes in their zones/ groups so as to create a capital base to enable them afford inputs for their production.
- Training the farmers through their zones/ groups in resource mobilization/income generation, and financial management.
- Attract out-grower schemes with the view of setting up KDFA own managed out grower schemes.
- Lobbying the government through the District Agricultural Coordinator to supply inputs through out the year.
- Mobilize resource and establish Savings and Credit Schemes.
- Training farmers in savings and credit management skills. KDFA will continue making efforts to attract other organizations that can offer affordable credit facilities to its member farmers.
- Strengthen the information flow so as to enable farmers access information on available credit support, e.g. linkage to ZNFU marketing information system, weekly market information bulletins to zones.
- Information on calls for funding,
Land ownership
- Sensitize both the traditional leaders and the community on the need to own title to land and that there should be equity in the land distribution process regardless of gender.
- Lobby central and local government on the need to decentralize land management,
- Strengthening of the zonal and district lands committees.
- Advocate for transparency, equity and accountability in land distribution for both state and traditional land sectors.
- Promote women and youth’s access to and control of land for both traditional and state land sectors,
- Promote sustainable land utilization and management.
Participation in governance and local decision making process
- Be part of the effort of national farming community that will call on government to address farmer concerns through designing an agricultural policy based on consultation of all stakeholders, especially the small scale farmer.
- Sensitize farmers on the dangers of poor government policies on agriculture.
- Promote good governance in the association
- Promote good governance at local level through participation in council meetings, DDCC and DAC,
- Promote transparency, accountability, equity, and inclusiveness in decision making and distribution the district resources at all levels.
- Promotion of respect for basic human rights, and leadership by law and people’s will.
Lack of support for (Gender) women participation in developmental activities:
- Gender sensitization activities that will aim at empowering women members so that they become pro-active and able to speak out and demand for services that will improve their well being.
- Support women activities that will enable them receive necessary assistance for making them more productive.
- Develop an organizational policy that will deliberately support women activities,
- Develop activities that will enhance women participation in leadership,
- Develop activities that will support women activities that increase their income generation,
- Promote women rights to enhance their participation in agricultural activities,
- Promote women’s access to and control over land,
- Enhance women’s campaign, advocacy, and lobby capacities.
- Identify and establish agricultural enterprises that will enhance women’s income generation.
- Develop activities that will enhance the capacity of women to engage in and influence policy decisions at various levels for their own benefit.
Mainstreaming of environment, HIV/AIDS, and disability
Environment
- Engage members in the application of sustainable farming practices.
- Integrate agro forestry in farming systems so as to reduce pressure on the surrounding forests.
- Training programme to equip the farmers in skills on sustainable agricultural methods that will improve both their yields and quality of their produce.
HIV/AIDS
- Mainstream HIV/AIDS within the farming activities.
- Strengthen Farmer Aids Task Force (FATFs) in all zones. These will be channels through which all the information on the pandemic will be delivered.
- Mobilize resources for creation of awareness (training and communication) among the farming community.
Disability:
- Identify physically challenged members of the association/ community,
- Design agricultural activities that will promote the needs of the physically challenged members,
- Promote the rights of the physically challenged members.
- Advocate for the physically challenged members of the community to join KDFA membership.
Internal capacity of the KDFA
- Complete construction KDFA’s own office block.
- Solicit for support acquire and maintain an extra vehicle, additional motorcycles and 15 bicycles/year to enable the secretariat meet the expanding operations.
- Mobilize resources to engage 5 more full time facilitators to help mobilize and train farmer members in groups for the next five years.
- Mobilize resources for salary support to Coordinator, Program Assistant, and Accountant for the next 5 years.
- Mobilize resources for procurement and maintenance of office equipment (computer and printer, and office furniture).
- Mobilize resources for establishment of a radio communication system for timely communicating with zones,,
- Support for establishing an organizational website,
- Support for maintenance of internet facility.
- Strengthen the management capacity of the board
3. Strategic plan for KDFA 2012-2016
VISION: Reduced Poverty through enhanced financial capacity and household food security of farmer members (emphasis on Women members)
MISSION STATEMENT: To improve productivity of small scale farmer members (emphasis on women) in Kawambwa District through secure environmental conditions, building of marketing and finance linkages, awareness of their basic rights, and advocacy for good governance and land ownership.
GOAL: Improved standard of living of farmer members by 2016
CORE VALUES: Honesty,Accountability,Transparency,Trustworthy,Hard work.
Synergy framework
Problem issue | Strategic objective | Operational objective | Activities |
Agricultural marketing | To build marketing linkages for inputs, produce, services and infrastructures | To enhance farmer member access to inputs To facilitate marketing of produce To facilitate access to external services (information) To advocate for improved infrastructure | |
Productivity | To improve productivity among farmer members | To build linkages between farmer members and service providers To enhance the technical support for farmer members To improve the incomes from productive activities | |
Land ownership | To advocate for land ownership for our members | To create awareness of peoples land rights, To lobby traditional leaders on title deeds, To lobby central government for decentralization of land delivery system | |
Governance | To advocate for good governance and participation in decision making at national an local level | To facilitate participation in policy formulation To build linkage with national bodies (eg ZNFU) To promote participation in local decision making bodies To promote good governance in the DFA | |
Gender support | To uplift the status of women farmers in the district. | To advocate for full women participation in developmental activities | |
Cross-cutting issues | To mainstream key crosscutting issues in programmes and activities of farmer members | To mainstream environment in farmer activities To mainstream HIV/AIDS in farming activities To mainstream disability in farming activities. | |
KDFA internal capacity | To strengthen the service delivery capacity of KDFA | To build the capacity of the secretariat To build the management capacity of the board |
STRATEGIC PLAN 2012-2016 | ||
Objective 1: To strengthen the internal organization of KDFA for increased efficiency and effectiveness in the provision of services to its members | ||
RESULT | OUTPUTS | ACTIVITIES |
1.1. Institutional support | 1. KDFA is run effectively and efficiently | 1. Improve resource mobilization activities by reviewing the resource mobilization strategies, 2. Employment of two more Programs Assistants. 3. Employment of one Accounts Assistant 4. Complete construction of own office block 5. Conduct training in financial management on group and zone level 6.Continue monitoring of accounting system to secure transparency and accountability. 7. Purchase of one Heavy Duty Truck for collection of farmer members’ produce for collective marketing. 8. Purchase/ replacement of three motorbikes for field work. 9. Purchase of 75 Bicycles (15 per year) for zone facilitators. 10. Purchase of 4 desk computers and 4 Laptops for staff use. 11. Payment for internet access at the office. 12. Support for salaries of other Program Staff (Coordinator, Programs Officer and Accountant) 13. Conduct annual financial audit for KDFA and produce financial reports for members access, 14. Hold Annual General Meetings for members’ participation. |
1.2. Governance and Management | 1. More farmers join KDFA based on the relevance and confidence in the association 2. Democratic values are upheld by KADFA 3. All leaders in KDFA are democratically elected 4. Strong and viable farmer groups established. 5. Enhanced information follow amongst farmer members, | 1. Review the constitutions of zones and groups to ensure that their governance and management structures are democratic, transparent and accountable 2. Review and strengthen membership drive strategy 3. Secretariat and board during board meetings to ongoing review membership drive strategy with clear benefits and incentives for attracting and retaining members 4. KDFA to mount membership drive in the zones using the membership manual and guidelines 4. Review job descriptions of key KDFA management and staff in line with restructured KDFA and its capacity, 5. Review roles and duties of the Board, 6. Review and refine all group constitutions in order to enhance and strengthen group management 7. Refine KDFA constitution, 8. Translate, Print, and distribute KDFA constitution to all zones for members access, 9. Monitor and evaluate performances of zone and group structures on quarterly basis, 10. Leadership trainings at group/Zone levels 11. Production of Quarterly Newsletter for distribution to all members, |
1.3. Resource mobilization | 1. KDFA has mobilized 80% of the required financial resources by 2016 2. Gaps in funding and additional sources of revenue are identified 3. All KDFA members pay their membership fee within the 3 first month of the financial year | 1. Hold resource mobilization and fundraising workshop to determine possible gaps in funding and identify new sources of revenue 2. Develop an organizational resource mobilization policy for KDFA, 3. Using guidelines from developed manuals to determine existing and potential ways of KDFA to raise resources and funds for their secretariat linked to services provided to KADFA members 4. Hold resource mobilization and fundraising workshop to determine possible gaps in funding and identify new sources of revenue 5. Hold financial management and budget planning workshop 6. Transform KDFA into a financial credit scheme institution by establishing a credit scheme department for members’ financial support to agricultural production, 7. Identify beneficial services from KDFA attracting revenue from members and other relevant organizations 8. Adopt models for business viability of KDFA by reviewing and improving membership fee collections and services provided to members and seek approval and implement, 9. Continuously improve budget and accounting systems for KDFA, 10. Design and establish local savings with KADFA members on zone level 11. Promote income generating activities in groups 12. Membership mobilization 13.Aapply for license to sell seeds and agro-chemicals 14. Community mobilization and sensitization 15. Start income generating activities at group level 16. Sensitize members on the need to pay membership fee on time 17. Sell KDFA’s strategic plan for funding of some of its activities by identified funding agencies to strengthen its activity implementation capacity and enhance service delivery to its members/ community. |
1.4. Monitoring | 1.at least 4 visits paid to the 10 zones per year (i.e. one visit each quarter) 2. Monitoring and evaluation reports written every quarter | 1. Conduct one monitoring visits to each of the 10 zones each quarter 2. Develop appropriate monitoring system within KDFA and conduct one evaluation meeting each quarter 3. Training in monitoring and evaluation for both district and sub-district levels 4. Training zone facilitators in report writing 5. Conduct and produce quarterly monitoring charts for discussion and review at organizational and partner level 6. Review and refine the monitoring and evaluation tools for use by staff, board, and volunteer farmers. |
Objective 2: Enhance the capacity of KDFA members to increase their agricultural production by 2016 | ||
RESULT | OUTPUTS | ACTIVITIES |
2.1. Increased household income and food security | 1. At least 1500 farmer members are trained in conservation farming and practice it by 2016 (300 per year) 2. At least three types of high value crops are adopted and being grown by farmer members in 10 zones by 2016, 3. At least 500 farmer members are trained in and adopt organic by 2016 (100 per year) 4. At least 500 farmer members adopt small livestock production for commercial purposes by 2016 (100 per year) | 1.Training of trainers in Conservation farming, 2. Training of member farmers in conservation farming, 3. Establish conservation farming demonstration plots in all the 10 zones, 4. Training of trainers in organic farming, 5. Training of farmer members in organic farming, 6. Establish organic farming demonstration plots in all zones, 7. Training of trainers in small livestock production, 8. Training of farmers in small livestock production, 9. Training of trainers in small livestock pasture establishment, 10. Training of farmer members in small livestock pasture establishment, 11. Sourcing and distribution of pasture planting materials, 12. Identify high value crop for promotion to farmer members, 13. Train of trainers in production of high value crops, 14. Source, purchase, and distribute inputs for high value crops, 15. Organize field days to promote farmer interaction and experience sharing at local level 16. Conduct experiential visit/ tour for farmer members to established conservation/ organic farming institutions. |
2.2. Secure small-scale farmers access to demand driven services | 1. At least 1500 farmer members have knowledge on demand driven extension services, 2. Farmers receive relevant MACO extension services according to their needs | 1. Support KDFA members in demanding for relevant extension services from the MACO 2. Using information on the existing extension services from the existing support institutions and their capacity to deliver demand driven services in agriculture, conduct a review workshop for zones to inform and provide information to KDFA members 3. Using information on the best technologies and practices and how to access organizations providing the services, conduct review workshop for zones to access relevant demand-driven extension services 4. Monitor and evaluate the performance of organizations providing demand driven extension services to KDFA members 5. Conduct workshops on demand driven services with the participation of relevant MACO staff, |
2.3. Secure access to loans and credit facilities to secure members production base | 1. 500 farmers have access to loans and credit facilities in 10 zones by 2016 2. Agric credit facilities set up and used by at least 500 farmers by 2016 3. At least 50 Farmer groups trained in credit scheme management, 4. At least 50 farmer groups set up credit schemes for their members by 2016, 5. At least three Farmer Managed Outgrower schemes established by 2016 | 1. Lobby potential credit companies including NATSAVE to establish branches in Kawambwa 2. Sensitize farmer members on the need for and advantage of credit facilities, 3. Develop strategies for establishing farmer managed credit schemes 4. Establish a KDFA managed credit scheme from which member groups will borrow production capital for their members, 5. Source funding for the credit scheme development, 6. Establish group credit schemes in all zones, 7. Train farmers in credit scheme management, 8. Train of trainers in establishment of Farmer Managed Outgrower Schemes, 9. Traini9ng of farmer members in Outgrower scheme management, 10. Establish Farmer Managed Outgrower Schemes in zones, |
2.4. Sufficient storage facilities exist in the district | 1. Improved storage facilities constructed in all 10 zones in the district by 2016 | 1. Mobilize and sensitize farmers and community on the need for extra storage facilities 2. Sensitize community members of the importance of participation in maintenance of storage sheds and involvement in mobilizing building materials 3. Lobby government and donors for assistance to construct sheds 4. Make assessment of areas where to place new storage sheds 5. Lobby government to rehabilitate existing storage facilities in 6 zones, 6. Lobby government to establish storage sheds in zones without operating storage sheds 7. Hold meetings with councilors/MPs for construction of Storage Sheds in areas without sheds (Musambeshi, Shikalaba, Chisembe, Kota, Chimpili, Kabanda, Chabanya, Lengwe) |
Objective 3: To enhance KDFA members access to agricultural production resources | ||
RESULT | OUTPUTS | ACTIVITIES |
3.1. Security of Land tenure enhanced for KDFA members by 2016 | 1. Increased number of farmers are approaching chiefs for authorization letters/ certificate of ownership, 2. Four chiefs willing to issue Certificates of ownership or letters of authorization for land title by Dec. 2016 3. Farmers in Kawambwa District are able to obtain letters of authorization/Certificate of Ownership from the 4 chiefs by 2016 4. at least 1000 members of the community/farmers are aware of their rights to own secured land in Kawambwa District and know the procedures, by 2016 5. Farmers in Kawambwa District receiving their letters of authorization/ Certificate of Ownership and pay royalties to the chiefs. | 1. Leaders and Stakeholders in 10 zone committees lobby the 4 chiefs in Kawambwa District through sensitization meetings for them to become more willing in issuing letters of authorization or certificates of ownership, 2. Leaders in the 10 zones carry out awareness campaign on farmers rights to own land to enable them to claim letters of authorization or Certificates of Ownership to land from the 4 chiefs by 2016, 4. Hold meetings with chiefs and other local leaders on issuance of Certificate of Ownership to land, 5. Further sensitization of KDFA members on agricultural and land policies, 6. Training facilitators at district and zone levels in agricultural and land Policies, 7. Translate land and agricultural policies into bemba, 8. Continuous training for District and Zonal Lands committee members in Land and Agricultural policies. 9. Train Lands committee members in land dispute resolution techniques, 10. Hold quarterly Zonal and District Lands committees meetings, |
3.2. Fair and equal access to Government supported agricultural inputs by KDFA member farmers enhanced in Kawambwa by 2016 | 1. All member farmers start obtaining government supported inputs through MACO on fair and equal basis. | 1. Sensitization of farmer members on the National Agricultural Policy, 2. Sensitization of farmer members on Government supported input program, 3. Hold meetings with all stakeholders on equal and fair distribution of government supported inputs, 4. Monitor the implementation (distribution) of Government supported input Program. a) Collect data on district allocation, b) Collect data on recipient CACs, c) Collect data on recipient cooperatives/farmer groups, d) Collect data of recipient farmers cooperative by cooperative, e) Sample individual farmer recipients, f) Compile a comparative report on: i. Distribution of inputs compared to previous year, ii. District hectarage as compared to previous year, iii. District yields as compared to previous year. g) Compile recommendations to stakeholders for onward submission to MACO - HQ |
Objective 4: To enhance the access of KDFA members to markets and market information for marketing their produce | ||
RESULT | OUTPUTS | ACTIVITIES |
4.1. 10 defined feeder roads and 10 bridges within Kawambwa District are maintained and in good condition to facilitate agricultural marketing by 2016. | 1. At least 1000 farmer members trained in lobby And advocacy techniques, 2.Community members in 10 zones forward requests for roads rehabilitation to the council, 2. Community members in 10 zones hold meetings with their councilors on road rehabilitations 4. community members in 10 zones hold meetings with their Area MPs on road and bridge rehabilitations 5. Community members in 10 zones participate in maintenance of feeder roads and Bridges, | 1. Sensitize community on the need to participate in feeder road rehabilitation, maintenance and protection 2. Training of trainers in Lobby and Advocacy, 3. Training of community members in lobby and advocacy in 10 zones, 4. Hold stakeholders meeting on rehabilitation of feeder roads and bridges, 5. Lobby the Council including the MP, Provincial Minister and Minister of Works and Supply to rehabilitate the 10 roads and 10 bridges |
4.2. KDFA members access good markets for farm produce | 1. Farmers sell crops in good time at good prices 2. There is up-to date information on market for member farmers 3. Farmer members are organized in negotiating minimum prices and establishing rules to adhere to these prices, 4. KDFA website designed to facilitate market promotion. | 1. Intensify market and price research activities 2. Provide updated information to improve market accessibility 3. Strengthen marketing committees at zone levels through training 4. Strengthen the establishment of market information centers at zone level 5. Install communication facilities at KDFA offices to facilitate market linkages (pay for internet facilities) 6. Establish a KDFA website for marketing advertisement. 7. Promote farmer exchange visits 8. Produce quarterly news letter on market information 9. Increase the influence and control of farmers in pricing their produce on the market (establish local regulations and minimum price for commodities) 10. Conduct agric production information survey/forecasting in zones to facilitate economies of scale in marketing 11. Train zone representatives in conducting the forecasting survey 12. Sensitize farmers on the importance of the survey 13. Strengthen commodity committee group at zone level 14. Provide information to commodity groups in zones on agriculture production information systems, local regulations on minimum prices and how to adhere to agreed prices 15. KDFA conducts agricultural production forecasting in selected commodities in the district and projects district agricultural outputs form members for planning marketing linkages 16. KDFA conducts sensitization meetings with farmers in price setting at markets 17. Monitoring of implementation of the KDFA marketing systems at district and zone level 18. Trainings for farmers in: (i) advantages of group marketing and formation of Bulking committees, (ii) Agricultural marketing information management (iii) Market research and price survey and pricing (iv) Agricultural production forecasting (v) Production of news letters (vi) Market action planning (vii) Bulk production, 19. Obtain marketing literature, 20. Establish market centers at zone level, 21. Do market research to find external markets, 23. Promote the seed multiplication program, 24. Promote cross-border trade in Agricultural commodities, 25. Influence government policy to promote cross- border trade in agricultural produce. |
Objective 5: The capacity of farmer members to participate in Governance and Local Decision making processes enhanced by 2016. | ||
5.1. All KDFA members are aware of their roles and duties in governance and decision making processes by 2016. | 1. At least 10 Zone facilitators trained in Democracy and Basic Human Rights, 2. At least 50 community trainings on Democracy and Basic Human rights are conducted in 10 Zones, 3. At least 50 members demonstrate knowledge of Democracy and their basic human rights in 10 Zones, 4. KDFA members start engaging policy makers at both local, district, and national level on various policies that affect their wellbeing. 5. Community members in at least 10 zones demonstrate knowledge of accountability and its importance in development, 6. Community members participate and monitor the formation of Area Development Committees (ADCs) 7. ADCs start holding democratic and transparent election of their leaders, | 1. Training of trainers in Democracy and Basic Human Rights, 2. Training of community members in Democracy and Basic Human Rights, 3. Training of Local Councilors in Democracy and Basic Human Rights, 4. Training of Traditional Leaders in Democracy and Basic Human Rights, 5. Training of trainers in Accountability, 6. Sensitization of community members on the importance of Accountability in development, 7. Training of trainers in Policy Engagement, 8. Training of trainers in Campaign, Advocacy, and Lobby, 9. Sensitization of community members on Campaign, Advocacy, and Lobby, and their importance, 10. Hold community meetings in 10 Zones to identify gaps in various relevant local, District, and National Policies visa vi:
11. Develop strategies with community members for policy engagement activities on identified policy gaps. 12. Facilitate the implementation the developed strategies community members. 13. Sensitize communities in 10 zones on the role and responsibilities of ADCs, 14. Train selected ADCs leaders in their roles and duties, and the need for transparency and Good management. 15. Hold monitoring and evaluation meetings with selected ADCs to assess their developmental impact in the district. 16. Produce and distribute IEC materials on governance and human rights, |
Objective 6: The Support and capacity of women farmer members to participate in developmental activities and decision making processes enhanced in Kawambwa by 2016. | ||
6.1. Women farmer members start influencing decisions at various leadership levels by 2016 | 1. At least 25 farmer groups elect women Chairpersons, 2. At least 10 women are elected to the Board of KDFA by 2016, 3. At least 30 % of positions in ADCs are filled by women farmer members, 4. KDFA put in place a comprehensive Organizational Gender policy, 5. KDFA hold at least 10 community sensitization meetings on gender mainstreaming in group activities in all zones. | 1. Conduct Training of Trainers in Gender mainstreaming in agricultural activities at group level, 2. Conduct training of Trainers on women basic rights, 3. Conduct community sensitization meetings on the rights of women farmers, 4. Conduct sensitization meetings on women participation in ADCs 5. Produce and distribute IEC materials on women participation in leadership. |
6.2. women farmers household food and incomes increased. | 3. At least 10 women groups access support for various agricultural projects, | 1. Identify and establish three agricultural projects for women participation in production:
2. Training of trainers for women farmers in Livestock, Conservation farming, and Organic farming, 3. Train women farmers in small livestock production, 4. Train women farmers in high value crop production, 5. Orient women farmers in Conservation farming, 6. Orient women farmers in Organic farming, 7. Conduct familiarization tour for women farmers to a conservation/Organic farming project. 8. Establish a seed multiplication program for women farmers in ten zones. |
Objective 7: KDFA provided with the skills and guidelines for mainstreaming key cross cutting issues in programs and activities for their member farmers | ||
RESULT | OUTPUTS | ACTIVITIES |
7.1. All KDFA members are aware of the impact of hiv/aids on agricultural activities and the economic development | 1. Farmers are aware of and addressing issues of HIV/AIDS openly 2. 70 % of member farmers have the necessary knowledge on HIV/AIDS, are aware of the effect and how to handle it 3. Farmers voluntarily participate in the activities of the Farmer HIV/AIDS Task Forces 4. Both male and female farmer members start discussing HIV/AIDS issues openly 5. farmer members start sourcing funds to support HIV/AIDS activities in their zones | 1. Using information on the existing organizations addressing HIV/AIDS, conduct workshop for zones to inform and provide information to KDFA members 2. Formation and strengthening of relevant committees at district and sub district levels to help in alleviating the impact of HIV/AIDS on the farming community 3. Using directory of organizations addressing HIV/AIDS, conduct review workshop for zones on how to access support from these organizations 4. Further training for zone facilitators in HIV/AIDS 5. production and distribution of literature on HIV/AIDS, gender and environmental issues 6. Further strengthening of Farmers Aids Task Force by financial support 8. Training on proposal writing so as to secure funds for Farmers Aids Task Force |
7.2. KDFA members are gender conscious and promote equity amongst men and women | 1. Both men and women have equal participation and representation in deciding on how to improve productivity and share benefits from farm produce 2. Female farmers have more security to farming land | 1. Using information on the existing organizations addressing gender, conduct workshop for zones to inform and provide information to KADFA members 2. Using directory of organizations addressing gender, conduct review workshop for zones on how to access support from these organizations 3. Ensure gender balanced participation in all farming production and sharing benefits from farming produce 4. Support women’s increased access and ownership of farming land 5. identify a trainer in gender and conduct training |
7.3. KDFA members are conscious of environmental protection | 1. Farmers set rules and apply strategies reducing negative environmental impact of farming activities 2. Farmers start adopting sustainable systems of farming 3. Member farmers start participating in environmental conservation activities at district and sub district levels | 1. Using information on the existing organizations addressing environment, conduct workshop for zones to inform and provide information to KDFA members on environmental issues 2. Using directory of organizations addressing environment, conduct review workshop for zones on how to access support from these organizations 3. Provide information, rules and strategies on how to reduce the negative environmental impact of agricultural activities, 4. Develop strategies and activities that will integrate agro-forestry into the farming system, 5. Training of trainers in agro-forestry integration in the farming systems, 6. Community orientation to Agro-forestry integrated farming systems, 7. Set up demonstration plots in all zones on agro-forestry integration farming systems, 8. Purchase and distribute agro-forestry planting materials for use by farmer members, 9. Mount campaigns to sensitize communities on the importance of sustainable farming methods in Kawambwa. 10. Conduct familiarization tour for zone facilitators to an institution practicing Agro-forestry farming methods. |
7.4. KDFA members are conscious of Disability issues and consider them in their farming activities. | 1. Farmer groups in 10 zones demonstrate knowledge of disability issues and their impact on agricultural production, 2. Farmer groups in ten zones identify community members with disabilities and integrate them into their activities. 3. People living with disabilities trained in agricultural production. | 1. Training of trainers in disability mainstreaming into agriculture, 2. Sensitize communities about disability in 10 zones, 3. Identify agricultural projects from which disabled members can benefit, 4. Train disabled members in carrying out agricultural projects that can economically sustain them. 5. link the disabled members to viable markets for their agricultural produce. |
4. ASSESSMENT OF THE ASSOCIATION ( SWOT ANALYSIS)
Strengths | Weakness |
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Opportunities | Threats |
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5. STAKEHOLDER INFORMATION
S/No. | Stakeholder | Interest | Expectation | Potential |
1 | Farmer members |
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3 | Ministry of agriculture |
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4 | Action Aid Zambia |
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5 | Food Reserve Agency |
| Mobilize farmers for crop marketing (Maize and Cassava) |
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6 | ZNFU |
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7 | Zambia Governance Foundation |
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8 | PLARD |
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9 | District council |
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10 | District Aids Task Force |
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11 | Traditional leaders |
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12 | FOSUP |
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14 | Forestry Department |
| Mobilization of farmers for provision of extension services |
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6. POTENTIAL AGENCIES THAT COULD SUPPORT THE ASSOCIATION
S/No. | Potential stakeholder | Possible support |
1 | PAM |
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2 | Forestry Department |
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3 | World Vision |
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5 | Ministry of health |
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6 | Hospitals |
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7 | Colleges and schools |
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8 | Ministry of Finance |
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9 | Don Bosco |
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10 | Civil Society Environmental Fund |
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11 | Finish Embassy |
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7. CAPACITY AND RESOURCE AUDITY
Resources | Capabilities |
· DOC (male) · Program Assistant (Female) · Accountant (male) 2. Trained leadership – Executive 3. Equipment available- computer (laptop) - printers - motorbikes - office furniture - boardroom furniture - easel stands - bicycles in zones - Program vehicle - Internet facility 4. Established structures 5. Training manuals on; - governance and democracy - resource mobilization - financial management - ZNFU magazines and Newsletters -National policy documents 6. Sources of income;
support - capacity Building - ZGF – policy engagement program, - Institutional support
7. Commitment of income
i) staff salaries ii) stationery iii) repairs to equipment and furniture iv) meeting and training expenses v) transport support, vi) communication, vii) office cleaning services. viii) Security, | 1. Mobilize the farmers 2. Leadership selection and training 3. Resource mobilization skills, 4. Lobby and advocacy 5. Human resource for production |
8. MONITORING AND EVALUATION SYSTEM
1) Meeting reports:
All committees including executives hold monthly meetings were progress of the activities is reviewed, and further decisions made. Minutes of all these meetings all documented and filed.
2) Activity reports:
A report is produced when each activity is done. These are normally training activities since our major activities currently border on capacity building. Implementers of activities at zone and group levels also produce activity reports indicating type of activity done, date, place, and attendance broken up by gender.
3) Field visits:
KDFA facilitators and secretariat do field monitoring visits at a rate of twice per quarter.
4) Quarterly monitoring meetings:
These meetings are held once every quarter at its end. The executive, zone leaders and their facilitators meet at one place to review the activities done during the quarter. A quarterly monitoring chart is then filled and filed. The achievements and effects are discussed at this meeting.
