Final Report 2020 - Group Tasks

MAY 29,
FARMER INCUBATI
A FINAL REPORT TO LANDBANK &
BUHLE FARMERS’ ACAD

Delmas, Mpu
Land Bank + IDC Final Report | May 2020

Table of Contents
Executive Summary....................................................................................................................1
Project Background objective.....................................................................................................1
Covid-19 Impact.........................................................................................................................1
Project Rollout...........................................................................................................................2
Buhles’ Role in the Incubation................................................................................................................2
Key Activities in the Incubation Programme..............................................................................................................2
Farm Support Services................................................................................................................................................4
Overview of Farming Enterprises...........................................................................................................5
Enterprise Production.................................................................................................................................................5
Market Access.............................................................................................................................................................7
Performance and Growth...........................................................................................................................................8
Job creation.................................................................................................................................................................9
Enterprise Training Coaching & Mentoring..............................................................................................................10
Finances...................................................................................................................................11
Disbursements.....................................................................................................................................11
Projects Financial Records....................................................................................................................11
Monitoring & Evaluation..........................................................................................................14
Results Chain........................................................................................................................................15
Results Logical Framework...................................................................................................................16
Table of Indicators...............................................................................................................................17
Close out Survey.......................................................................................................................18
Additional Farmer Needs.....................................................................................................................18
So What?..............................................................................................................................................18
Enterprise Progress..............................................................................................................................19
Auto Farming............................................................................................................................................................19
Inhlakanipho.............................................................................................................................................................24
Kgabaganyang Mawatle Co-operative......................................................................................................................26
K.R.E. Agri-holdings...................................................................................................................................................27
Hunadi wa Ngwato Trading and Projects.................................................................................................................29
Stepping Stone..........................................................................................................................................................32
Mokgale Agri-holdings..............................................................................................................................................33
Lesson Learnt...........................................................................................................................35
Conclusion................................................................................................................................35
Executive Summary....................................................................................................................1
Project Background....................................................................................................................1
Covid-19 Impact.........................................................................................................................1
The Approach.............................................................................................................................1
Buhles’ Role in the Incubation................................................................................................................2

Key Activities in the Incubation Programme..............................................................................................................2
Farm Support Services................................................................................................................................................4
Overview of Farming Enterprises...........................................................................................................4
Enterprise Production.................................................................................................................................................5
Market Access.............................................................................................................................................................6
Performance and Growth...........................................................................................................................................6
Job creation.................................................................................................................................................................8
Enterprise Training Coaching & Mentoring................................................................................................................8
Finances.....................................................................................................................................9
Disbursements.......................................................................................................................................9
Projects Financial Records......................................................................................................................9
Monitoring & Evaluation..........................................................................................................12
Results Chain........................................................................................................................................13
Results Logical Framework...................................................................................................................14
Table of Indicators...............................................................................................................................15
Detailed Farmer Report............................................................................................................16
Additional Farmer Needs.....................................................................................................................16
So What?..............................................................................................................................................16
Farmer Updates...................................................................................................................................17
Auto Farming............................................................................................................................................................17
Agrinexus..................................................................................................................................................................19
Bogatsu Agri-Cooperation........................................................................................................................................20
Inhlakanipho.............................................................................................................................................................21
Kgabaganyang Mawatle Co-operative......................................................................................................................23
K.R.E. Agri-holdings...................................................................................................................................................24
Hunadi wa Ngwato Trading and Projects.................................................................................................................26
Nuri Farms.................................................................................................................................................................27
Stepping Stone..........................................................................................................................................................29
Mokgale Agri-holdings..............................................................................................................................................30
Conclusion................................................................................................................................32

Executive Summary
The fourth quarter of year 1 in this project continues to show improvement as farming enterprises establish
their ventures and diversify their productions. Despite some land challenges, 90% of farming enterprises are
currently in production and a few of them are in their first winter cycle of production.
Challenges faced by most farmers is that, they are unable to bank their income and this shows that there is
indeed no accountability. For them to be held accountable and responsible was to get them to submit monthly
bank statements and their finance actuals as a managing tool.
Once funds were received by BFA, the process began to select and appoint 8 farmers for this incubation
programme, 2 of the farmers were pre-selected and recommended by Land Bank (these farmers are Stepping
Stone Farming Enterprise and Agrinexus). After ensuring farmers were compliant with disbursement
requirements, funds were distributed by BFA to the different enterprises from July 2019. Two enterprises
(Huandi wa ngwatu and KM COOP) received funds from November 2019. They joined the programme later and
this shows in their production thus far.
A decision was taken to remove Mokgale from the project, as he has not been availing himself for farm visits
and has not been in production.
Attached to this report is a detailed update on each farming enterprise which outlines their current status,
opportunities, challenges, recommendation from Buhle Farmers’ Academy (BFA), projections moving and
expected expenses to be paid out in the following disbursement.
BFA’s monitoring and evaluation plan for this project is noted and attached for reference. The information in
these tables guide and promote BFA’s Farmer Support Officers (FSO) and each of the ten farming enterprise
development engagements.
In general, the project met most of its set goals and now it’s awaiting entering into the second year which
focus will be more of profitability of businesses as the first year more budget was allocated in infrastructure
development. BFA is ready to further support farmers to grow their businesses in 2020/21 financial year.
Holisticsview, retention
Project Background objective

Place it in the project, what is it trying to achieve, business that are sustainable and profitable
Showcase the baseline and where they are now…
This project, a joint venture between Land Bank and Industrial Development Cooperation (IDC), has appointed
Buhle Farmers’ Academy (Buhle) as the implementing partner in March 2019. Collectively, funding from both
partners were received by Buhle by May 2019. Once funds were received by Buhle, the process began to select
and appoint 8 farmers for this incubation programme, 2 of the farmers were pre-selected and recommended by
Land Bank. These farmers are Stepping Stone Farming Enterprise and Agrinexus. After ensuring farmers were
compliant with disbursement requirements, funds were distributed by Buhle to the different enterprises from
July 2019. Two enterprises (Huandi wa ngwatu and KM CO-OP) received funds from November 2019. They joined
the programme later and this shows in their production thus far.
The purpose of the incubation grant is to ensure that small holder farmers are supported in five (5) provinces
across South Africa (SA) and are able to create employment for 46 individuals at the end of their incubation
programme (which is donor dependant and based on a three -year growth process). Currently farmers are
located in: Gauteng, Mpumalanga, North West, Kwa-Zulu Natal and Limpopo.
Covid-19 Impact
All farmers under this project were affected by the Covid 19 pandemic and its lockdown. However, they were
all assisted and advised by Buhle to apply for the relief fund from the Department of Agriculture, Farmer
Support Officers (FSO) assisted in availing the application forms and assisting with their applications. They all
received permits from Buhle, to be able to effectively operate without any movement restrictions.
Stepping Stone was negatively affected by the lockdown, a delay was caused by the land preparation service
provider who was unable to avail himself because of movement restrictions and not having permit. This caused a
huge delay on the scheduled planting dates. However, the provider managed to acquire the permit and land
preparation were done.
Agrinexus was also affected by the lockdown, as the street vendors were unable to come to the farm because
of movement restrictions, this led to Agrinexus accessing a new market of home delivering.
Inhlakanipho was positively affected because during the lockdown, he was able to sell all his fully grown
chickens which is referred to "panic buying ".
Land Bank + IDC Final Report | May 2020 1

Most farmers have been impacted positively because people were able to go to farms and buy produce from
farms (local markets opened for famers). Pricing: how has it affected the farmers, prices have favoured the
farmers as it increased,
Unlocking the local markets
New markets opened up because now people know about them. Buhle also ran online social media campaign
where farmers could sell directly (buy local campaign) encouraging communities to buy directly from farmers
and reducing risk of being in crowded shops and ensuring that farmers were selling fresh and people were
getting produce.
Prices – they were able to sell at retail prices which is much higher than what they normally pay
They were innovative enough to get delivery and get products
C-19 famers are never one to loose an opportunity, even in pandemic food is necessary, even through
lockdown [people were bulk buying. Buhle FS division was there to help farmers with relief funding vbia the
department of argucltire, this needed cipc documents, bank statements, business sbank account, water rights
certificates, UIF (registration of employees etc), VAT registration for SARs, proof of farming - having all these
documents this then weill reinfornce the idea that farmers have updated documents… thanks to their actively
farming throughout the year they can showcase and prove they are farming an other things, we quickly issued
permits to all farmers so they could move around , the speed at which we did this meants there was reduced
loss for farmers so they
The other wy is to help them review their business strategies, production plans and business plan,. Where
farmers didn’t help access to orginal markets they had to review their markets and offer different services. Eg
agrinexus 21 days street vendors couldn’t attend, then he realised there is a delivery options, and selling to
those he maximised his profits. Similary Autofarming, had an increase in percentage sales purely by direct
farming during c-19, even formal markets were able to buy. Inklaphino chicken flew up the coop due to panics
buying, he was able to see x chickens in x period. Negative side the markets shrank as people stayed aways,
initial bpurchase and then they retracted because of the c-19 (formal markets) (slowed down production during
the lockdown, then move to stage 4 it picked up)
The ApproachProject Rollout
This section provides a detailed response on the approach that Buhle has created and adopted for the
incubation of ten (10) farmers who are funded by Landbank and IDC. The standard Buhle incubation programme
is designed with key activities that run over a three-year period. This specific group of farming enterprises have
received funding support for their first year of business activities.
In this section an overview of the incubation project at the end of its first year is provided. It starts with
outlining Buhle’s role, value creation and innovative approach and ends with the collective achievements to
date of the farming enterprises. Buhle approach is to train farmers in the business of farming.
Training is pre, now we are in the post support section.
When visiting farmers, we analyse, what are they doing, get the fill backgeoun and get then we tailor a
development approach (initial assessment plan will show if farmers reqruies more technical assistance or if they
require business skills ythat need to be augmeneted .. for each farmers, its tailored to the farmers, to grow the
business and grow to a level they are better. The contracts sipulate what the development plan
Buhles’ Role in the Incubation

Since inception, Buhle has adopted an incremental approach towards their innovation in the incubation
programme. Their incremental innovation has been by implementing a series of small and effective changes to
enterprises as they progress in their farming enterprise journey. This stretches beyond the generic approach of
other incubators xyz
Key Activities in the Incubation Programme

Buhles’ incubation programme has been created to specifically run over a three-year period. Given 20 years in
farming repeateld Buhle has seen that short term support solutions often leave the farmer in a much worse
condition, having had one year of support and not knowing how to grow their farm more, therefore we have
created this project over three year, in year one t grwn financial management and hels them grow their business
to greater heights…
Farmers incrementally progress through the annual key activities with crucial support provided by Buhle in
the form of a Famer Support Officer (FSO). Further information about services provided by the FSO is outlined in

the following section and can be accessed here for quick reference. There are two tables below. Table 1
outlines the key activities that each agripreneur will undertake with close support from Buhle over three years.
Table 2 outlines key activities and progress from year 1 activities.
The key activities over a three-year period are noted in the table below.
Table 1 Key Activities to be Conducted Over Three Years

Year 1 Activities Year 2 Activities Year 3 Activities
 Recruitment, selection and Refine the training and support At this stage the mentorship is
contracting with beneficiaries with focus on pricing and intensive to include a focused
 Skills audit through assessment marketing of farm products: package of support regarding
of technical, managerial and  Specifically offer support for advanced specialised training,
business skills farmers to access markets developing access to inputs,
 Risk assessment and information  Provide market information product markets and the loan
gaps on the respective business  Access to existing marketing application.
enterprise (crop, vegetable, infrastructure
livestock or poultry)  Strategic pricing throughout Support farmers with optimal input
 Introduce farmers through a season acquisition:
workshop to funding partners  Support with harvesting and  Support farmers with evaluation
and their development product delivery of quotations
expectations.  Control system to eliminate  Support farmer with inventory
 Provide a 30-day non- delivery risk to institutions and control system with an
consecutive refresher training farmers introduction to effective
 Determine progress indicators  Clarify indicators for technical and financial control
through an established baseline measurement systems to ensure that inputs
to include following elements:  Farmer grant management acquired is effectively utilised
o Resource inventory  Grants will be disbursed for and managed by farmers.
o Financial record keeping – production input costs and  Begin partnerships with
preliminary balance sheet maximisation of profits and less appropriate lending institutions,
o Production yields spending on infrastructure. i.e. IDC, Land Bank and other
(quantity)  Support the process of financial institutions for loans
o Market served registration of farming and role-play possible scenarios
o Jobs created enterprises and responses to each
 Enterprise feasibility study application.
 Support farmers to access  Project Review and Future
optimal and timely insurance Planning
 Introduce financial control  Implementation of exit strategy
systems and reports wherein skills, decision-making,
 Evaluate financial results and responsibility is gradually
 Farmer grant management transferred to farmers until they
 Develop an activity-based are weaned from special
Implementation Plan per farming development measures as
business defined in this proposal.
Table 2 Activities & Progress on Year 1

Year 1 Activities Progress on Activities
Recruitment, selection and contracting with Completed. 10 farming businesses were contracted to this
beneficiaries incubation programme)
Skills audit through assessment of technical, On-going. This activity ensures continuous improvement and
managerial and business skills therefore is on-going.
Completed. This is included in Farmer’s business plans. On-
site assessments were done from inception.
Risk assessment and information gaps on the
Examples of mitigation plans created:
respective business enterprise (crop,
vegetable, livestock or poultry)  Ensure the famer has a contract for the land she/her is
farming on,
 Ensure security measures are taken (erecting fencing)

Introduce farmers through a workshop to
funding partners and their development Completed
expectations.
On-going Completed
6 Days completed so far:
Provide a 30-day non- consecutive refresher  1 day to meet funders 2019
training  5 days in November 2019
 On-site training sessions– refer to section on training and
coaching
 10 farmers with Resource inventory (additionally, all
farmers have new structures on their farms) Complete
 0910 farmers with financial record keeping. Because
farmers are in different stages of development, this is
partially achieved. And 1 farmer has been removed In-
progress
 76 farmers with increased production yields (balance 24
Determine progress indicators through an
have experienced challenges such as land changes,
established baseline to include following
mortality due to diseases, damage to infrastructure and
elements:
electricity/water shortages))
 Resource inventory
 Financial record keeping – preliminary
 Market Served:
balance sheet
6 farmers are servicing the informal sector only
 Production yields (quantity)
2 famers are servicing both formal and informal
 Market served
 Job creation:
 Jobs created
1 farmer reported employing more than 10 seasonal
workers per cycle
98 farmers reported employing up to 5 seasonal jobs per
cycle
Note: farmers are still early in their business life cycle,
these numbers are expected to increase this is expected to
increase as they progress in their business ventures.
Enterprise feasibility study Completed
Zero farmers with insurance
In the first year, production stability was prioritised
Support farmers to access optimal and timely They will be exposed to insurance options in the coming
insurance months. Insurance products are exorbitantly
expensive, each agripreneur will decide on the best suitable
product for their commodity.
All farmers have been trained and supported on record
keeping and sessions held with each farmer highlighting the
financial measures that should be taken when running a
business .Farmers send their monthly cashflow statements to
monitor their record keeping. Farmers now understand the
importance of business financial control.
On-going complete
All farmers have had training and support on financial
Introduce financial control systems and control systems , have farmers understand financial
reports management system especially during C-10
However, farmers still undervalue the importance of financial
activities and therefore reporting is still in the infancy stage.
Secondly farms are mostly owner managed so during peak
times they neglect records and focus on labour. Additionally,
farmers live in a cash economy. The costs associated with
banking are high, (transportation, withdrawals and deposits,
service fees to maintain a business bank account etc.)
Evaluate financial results On-going Complete

This is done at the end of each year Add: Comparison to show
x farmers were not posting results. In the first year x # of
farmers were not logging sales, and now remaining farmers

keep sales records and can therefore manage (sales vs profit)
look at baseline
Total Grant Amount: R2,000,000.00
Farmer grant management Amount Disbursed to Farmers: R1,253,027.12
Available to Farmer: R746,972.88
On-going and updated regularlycompleted,
Develop an activity-based Implementation
Farmers started with business plan and progressed to
Plan per farming business
seasonal production plan
Farm Support Services

To ensure farmers in the project are supported we extended the number of FSO that Buhle has as these
particular farmers are spread out across the country. FSOo set up engagement plans for Farmers with an aim of
giving each farmer extended support, this will be in the form of enterprise development and farmer
development: XYZ.– Through advisory services, mentoring and coachingwhat you Support services are offered to
assist developing farmers to attain business profitability. The ultimate goal is to improve livelihoods and
strengthen economic growth. Throughout the year farmers are visited by a designated Farmer Support Officer
(FSO). During these interactions’ farmers have the opportunity to engage with their FSO on various technical and
financial elements that they may experience in their businesses. This aspect of mentoring and additional
interaction is not limited to one visit per month, although each FSO is required to visit each farmer at least once
per month, farmers have access to contact their respective FSO electronically via various communication
platforms such email, social media or telephonically. The site visits are booked in advance and famers often
adhere to appointments with their FSO. When unavailable, they make alternate arrangements to reschedule or
arrange for the FSO to meet with their farm worker.
Each visit would entail checking and tracking progress of farmers through their financial, production records and
giving advice according to the analyses of the records. This is to ensure that farmers do not deviate from their
business and production plans and ensuring farm operations continue without disruptions.
Due to the recent restriction of movement brought on by COVID-19 and the national lockdown, FSO’s have been
unable to physically visit farmers , so with the trust built between farmers and FSO, it has helped during the
national lock down as FSO were relying on farmers supplied information on the proceedings of the farming
operations. Farmers were able to send required financial and production documents in time and lastly
disbursements were done without interruptions. This was done via WhatsApp (calling and instant messaging).
Farmers were required to send updates in the form of pictures to provide proof that farm operations were still in
progress. This platform is also being used for video calling and additional mentoring as required.
Each visit would entail XZY - rewrite this section so its not repeat from previous report While on site visits,
the FSO ensures that systematic farm walk-throughs are conducted. This is done to ensure that farm operations
(such as purchases, record keeping, production, staff, marketing, sales etc) are aligned with the guidelines
provided to them during their on-boarding into the incubation programme and the general training guidelines as
per Buhles’ curriculum. In addition to overseeing farm operations, mentoring activities and ensuring that farmers
are well equipped on their farms, another critical aspect of a site visit to ensure the general well-being of the
famer and their farm.
Add content on relationship of Trust… add details on how relationship of trust is built Due to the recent
restriction of movement brought on by COVID-19 and the national lockdown, FSO’s have been unable to
physically visit farmers. Talk about relationship of Trust, therefore able to meet the require and improve
response time to enable farmers to keep selling / supply etc… This has not impacted the programme much in
terms of contact, as FSO’s continued supporting and mentoring farmers remotely. This was done via WhatsApp
(calling and instant messaging). Farmers were required to send updates in the form of pictures to provide proof
that farm operations were still in progress. This platform is also being used for video calling and additional
mentoring as required.
Overview of Farming Enterprises

This project supports ten aspiring farmers in the first year of their agribusinesses, this is what they have
achieved thus far. A breakdown of each business is noted. There are four vegetable farmers , 1 livestock
farmer , 3 poultry farmers and 2 farmers that do mixed farming in and have different years in farming.Table 3.
the project started.
The ten farmers are from five provinces which are namely: Limpopo, North West, Gauteng, KwaZulu Natal and
Mpumalanga. 02 farmers are in mixed farming, 03 farmers are in poultry farming and 1 farmer is in livestock

farming and 03 farmers are in vegetable farming. 06 farms are youth owned and 5 are female farmers while 05
are male farmers. Total hectares of land under production is 11 hectares. A decision was taken to remove
Mokgale as he has not been available for farm visits and last contacted the FSO January. He also has not been in
production ever since
Split farmers, gender, add hect combined,

Table 3 Farmer Snapshot
Ha under
Production Farming
Name of Business Farmers Commodity Location
Land size (for Experience
farming only)
Ngoje, 1 hectare
Auto Farming Kwazi Sibiya Vegetable >3 years
KwaZulu Natal
Tshepo Marumule & Ruigtesloot
Agrinexus Vegetables 0.5 hectare <2 years
Phalie Malema North West
Livestock & Lombaardslaagte,
Bogatsu Olebogeng Bogatsu 1 hectare >3 years
Vegetables North West
Bhekifa Matshenja Eikenhoff,
Inhlakanipho Vegetables 1 hectare >3 years
Gauteng
Kgabaganyang
Ledibane Mapula
Mawatle Co- Moloto,
(Poultry) & Poultry 1 hectare >3 years
operative Gauteng
Mahloele Peggy (Veg)
(KM Co-op)
Mofokeng Karabo & Putfontein,
KRE Agri-holdings Poultry 0.5 hectare >3 years
Joao Elsie Gauteng
Hunadi wa
Jane Furse,
Ngwato Trading Seboane Priscilla Poultry >2 hectare >3 years
Limpopo
and Projects
Marapyane,
Mokgale Ditiro Moche Vegetables 0 >2
Mpumalanga
Vegetables Gembokspruit,
Nuri Farms Tumelo Nchiyane 1 hectare <2 years
& Poultry Mpumalanga
Vegetables
Stepping Stone Mamakgeme Clifford Lebowakgomo 2 hectares >3 years
& Poultry
N.B Mokgale was not included because a decision was taken to remove him from the programme
Table 4 highlights the different commodities farmed and their total yield to date while Table 5 details each
enterprises production for the last 12 months.
Enterprise Production
This following table, illustrates the performance for the previous year and a gives results of production between
inception and current productionsection outline . …… at the beginning they were producing X now they are X -
Insert details to introduce this section
Table 4 shows global on each
Commodities harvested during the course of the year, remove yield from inception to date
Butternut Green Sweet
Commodity Cabbages Broilers Spinach Tomatoes Goats
s Peppers Potatoes
Inception 15590 0 23540 0 522 0 0 0
40 1201 732 bags x 444 1 288 147
Current 31017 82 crates 3 kids
200 7 kg crates bunches crates
Difference in 732 bags x 444 147
24530 7477 976 82 crates 3 kids
Yield 7 kg crates crates
Table 4 Enterprise Production

Green Sweet
Commodity Cabbages Butternuts Broilers Spinach Tomatoes Goats
Peppers Potatoes

40 121 732 bags x 3101737 444 1 288 147
Yield 82 crates 3 kids
200 7 kg 754 crates bunches crates
Table 5 Production Breakdown

Commodity
Green Sweet
Goat
Butternu peppe Spinach potat Tomato
Enterprise Cabbag Broile Lettuc beetro s
ts 7 kg rs (bunche o es
e rs e ot (kids
bags (crates s) (crate (crates)
)
) s)
Auto
Farming
inception 15 000 2000 1000 0 210
To date 40 000 0 0 313 438
Agrinexus 312
inception 850
To date
Bogatsu
inception 0
To date 3
Inhlakanip
ho
inception 19 000
To date 22 325
KM Co-op
inception 590 950 0 0 0
320 bags
To date 1200 1425 130 147 78
x 7kg
KRE
inception 1 880
To date 3 467
Hunadi
inception 570
To date 1520
Mokgale
‍
Nuri Farms
inception 0 0
To date 1 4
Stepping
stone
inception 0 1140
To date 412 2280
Market Access
Given the production yields (quantity and quality) farmers are sending to the market, they are still producing
too low for large scale markets to send a keen interest. Essentially there are three 3 types of formal markets
that are accepting farmers. For instanceIe: Spar is always open to taking produce from small holder farmere,
fresh produce markets and school feeding schemes, in smaller areas there are small F&V market that famers
have access.

What are example of fresh produce markets? E.g. Tshwane marketNoted in table. As a result small holder
farmers remain price takers and have no bargaining power in smaller markets and therefore at times it’s more
valuable for them to trade in informal markets than to take a price cut in the formal markets.
Currently there is no farmer that has upgraded from informal to formal markets. While few farmers are still in
the negotiation process to upgrade markets.
Summarise the table and insert information on who has changed from one mkt to more… formal vs informal :
Famers service both formal and informal markets. The Buhle definition of formal markets includes less
recognised outlets such as school feeding schemes and local markets e.g. Tshwane Fruit and Vegetable Market.
Two farmers supply a combination of formal and informal markets. It is worth noting that as price takers,
informal markets continue to be the preferred selling platform with greater income generation potential. It
requires less administration, i.e. the production records, financial records and less logistics as buyers purchase
at farm gates.
Market supply continues to be affected by a number of issues that may lie outside of the farmers influence,
such as distance to market, price, electricity and weather. In advising farmers, the FSO assists in areas within
influence, such as planting high value crops and planning harvest for when the market is under saturated for a
premium price. Infrastructure upgrade plays a significant role in ensuring the vegetables or poultry make the
grade. Table 6 breakdowns each enterprise and displays which markets they are supplying too.
Table 6 Market Distribution

Farming Business Formal Market Supplied Informal Market Supplied
 Spar (Vryheid and Utrecht)
 School Feeding scheme
 Street Vendors
 PnP Vryheid
 Community members
Auto Farming  Spar Louwsberg
 Hawkers
 KwaZulu Fruit & Veg
 Ywan Fruit & Veg
 More for You Supermarket
Agrinexus  Street vendors
Bogatsu Not yet supplied any market?  Community members
Inhlakanipho  Hawkers
 Shisa nyama
 Spar (Phola and Moloto)  Street vendors
KM Co-Op
 Tshwane market  Community members
 Street vendors
Kre
 Street vendors
Hunadi
Mokgale
 Street vendors
Nuri Farms
 Street vendors
Stepping Stone  Hawkers
Performance and Growth

There are a number of elements and factors which contribute to performance and growth of the various farming
enterprises within the project. In this report, performance is displayed in (1) the increase in size of land
cultivated amongst the various vegetable farmers, (2) the production output of the various poultry farmers, and
(3) the increase in number of livestock by Bogatsu Enterprises. Graphical representation in noted below with
detailed descriptions per breakdown.
Figure 1 shows the performance of the vegetable farming enterprises. Farmer performance was measured
against the number of hectares previously cultivated on vs the hectares currently cultivated on. Agrinexus
previously planted on one hectare and are still utilising a hectare. Auto Farming has expanded by a hectare. KM
co-operative has also expanded by a hectare. Nuri farm has expanded by 1.5 hectares. Mokgale has 2 hectares,
and cultivated the land. The total land under production is 5, 5 hectares currently farmed on, against 2, 5
hectares previously cultivated. A percentage of 55% increase of current land cultivated.

2.5
1.5
Area in Ha 1
0.5
0
Agrinexus Auto farming KM Co-op Nuri farms Mokgale
Enterprises
Previous land cultivated Current land cultivated on

Figure 1 Increase in Land Cultivation
Figure 2 shows the performance of poultry farming enterprises. Farmer performance was measured against
the current production vs initial project inception. KRE increased production by 180%. In their previous
production they had 500 chicks and they currently have 1400 in production. Inhlakanipho previously had 4800
chicks, they currently have 6000 chicks. They show a 25% increase production. Hunadi previously had 600 chicks.
There are 1600 chickens currently in production, they show an 83% increase in production. Stepping Stone had
1200 chicks in their previous cycle and currently have 2400 chicks, this is a 100% increase in production.
Presently, the 4 poultry farmers combined are able to produce 10 900 chicks per cycle. Before they received
this grant, they were able to produce 7100 chickens. This is an increase of 3800 chickens.
7000
6000
produced
5000
5000
of chickens
4000
of chickens
4000
3000
3000
Number
2000
Number
2000
1000
1000
0
KRE Inhlakanipho Hunadi Stepping stone
0
KRE Inhlakanipho
EnterprisesHunadi Stepping stone
PriorPrior project
project inception
inception CurrentCurrent
production
production
Figure 2 Increase in Poultry Production
Figure 3 shows the performance of livestock farming enterprises. The Farmers performance was measured
against the current production vs previous production. Bogatsu started with 05 goats prior the project inception,
current production she has 14 goats. Bogatsu has not yet made any sales due to her business is a livestock
breeding programme.

16
14
12
Number of goats
10
0
Prior project inception Current production
Figure 3 Increase in Livestock Production
Job creation
One of the critical elements of this project is to positively contribute to national economic stability. By
supporting this group of farmers in their first year an additional 40 seasonal jobs and 19 non-seasonal jobs were
created to strengthen the economy. This number will increase as enterprises grow and increase production per
cycle. Figure 4 depicts the contribution per farming enterprise. In this group, 59 jobs were created.
16
14 Jobs created
12
100%
10
80% 8
Jobs created
60% 6
4
40% 2
20% 0
us in
g su E op ho di s le ne
0% ex m g at KR o- nip una a rm k ga s to
ri n r C f o
Ag xus to ing
fa Buo pM oak
a i H s ri e M ne ping
ts KRE -oK phhl ad rm N u g al o
rin
e u
Aarm og
a C o i
nIn
Hu
n
if
a ok s t ep
g f B M a ka r M ng St
A to K hl u i
Au In
N pp
S te
Enterprises
Seasonal Non-seasonal % of jobs created
Figure 4 Job Creation Seasonal Non-seasonal
Enterprise Training Coaching & Mentoring

Buhle competitive advantage in executing this incubation is the way in which Farmer Support Officers engage
with famers. Buhle approaches this innovation incrementally, and engages enterprises regularly to ensure they
are equipped to deal with the challenges and opportunities they face. The value of having Buhle as an
implementation partner : we add training where skills are lacking, and upskill not just the farmers but there
works,,, refer to Bhefika and his staff. Rather than damage control the approach taken is ensuring there is a
constant flow of information between Buhle and the Farmers. This is challenging on occasion but requires
relationship building and nurturing in the form of coaching and mentoring. Buhle’s approach in this aspect of the
programme is not authoritative.

Farmer Support Officers conduct spot training on Business Plan writing, bookkeeping and commodity related
training as part of farm visits. The non-consecutive training continues with 6 days done. Areas for further
training are in financial management, procurement processes, and business communication and update the
record keeping. Below are the training sessions conducted on – site. Table 7 highlights the on-site training
conducted thus far per enterprise.
The strengths of the programme and importance of training is monitoring mentoring farmers to be skilled and
improve on productivity and business performance which willthe end result inwill be bankable and viable
businesses and are able to create jobs.
Training is not just about attending courses, it holistically include on-site technical training with each farmers.
Table 7 On-site Training per Farming Enterprises

Farming Enterprise
Training Type Agri Auto Km Co- Inhlak Nuri Stepping
Bogatsu KRE Huandi Mokale
nexus Farming op Proj Farms Stone
Record Keeping √ √ √ √ √ √ √ √ √ √
Disease, Pests and
Weed Management, √ √ √ √ √ √ √ √ √ √
Vaccination
Soil Fertility and Plant
√ √ √ √ √ √ √
Nutrition
Feed and Nutrition √ √ √ √ √ √
Marketing Strategies
√ √ √ √ √ √ √ √ √ √
and Research
Book Keeping &
√ √ √ √ √ √ √ √ √ √
Financial Management
HR records √ √ √ √ √ √ √ √ √ √
Business
√ √ √ √ √ √ √ √ √ √
Communication
Lifeskills (Health and
√ √ √ √ √ √ √ √ √ √
related)
Diversification & √ √ √ √ √ √ √ √ √ √
Expansion
Harvesting Practices √ √ √ √ √ √ √
Irrigation √ √ √ √ √ √ √
Animal Health √
Business Plan √ √ √ √ √ √ √ √ √ √
Production Plan √ √ √ √ √ √ √ √ √ √
Finances
This section outlines the financial performance of the farming enterprises. Table 8 provides the latest
disbursement schedule of each enterprise. Table 9 provides the Cash Flow
Disbursements
. Table 8 outlines the disbursement schedule for the group of farming enterprises. Net disbursement will be for
growth and profit maximisation. Each farmer has a production plan set and which will be implemented. A round
63% of funds have been disbursed to farmers to date. Buhle disburses funds according to their strict protocol and
guidelines. Disbursement is per as they need and on annual basis
Disbursements were going according to the business plans however there are farm instances where we couldn’t
follow and there were seatbacks that needed to be adjusted to. Below are the farmers that needed adjustments
to be made
Auto farming: Kwazi planted cabbages, and his pump was stolen and could not irrigate, therefore production
inputs had to be bought so he can replant.
Bogatsu : Due to theft ,disbursement were on hold until the case was solved and her ram died and had to
replace the ram.
Nuri Farms: She had personal problems and was not in a good state and couldn’t make claims, she was
encouraged by FSO and she is back in production and recently purchased an irrigation system.

Projects Financial Records
Table 9 shows the full project cash flow from the beginning June 2019 to May 2020. Insert table from excel,
requested Excel.
Expenses are higher than sales, because some farmers made losses during the previous cycle due to the following
reasons: heavy rains, leaking roofs and heat stress.

Table 8 Farmer Disbursement Schedule
Disbursement Schedule - July 2019 - June 2020
% Total Grant Amount Total
Agripreneur Jul 19 Aug 19 Sep 19 Oct 19 Nov 19 Dec 19 Jan 20 Feb 20 Mar 20 Apr 20 May 20 Jun 20
Spent amount Available Utilised
Nuri Farms and Enterprise
72,22% 200 000,00 55 564,03 144 435,97 - 87 635,97 - - - - - 56 800,00 - - -
(Tumelo Nchiyane)
Bogatsu Agri Coperation
49,82% 200 000,00 100 358,69 99 641,31 85 141,31 - 11 000,00 3 500,00 - - - - - - -
(Olebogeng Bogatsu)
Auto Farming
63,53% 200 000,00 72 942,70 127 057,30 17 099,30 18 313,00 - 41 000,00 27 560,00 - - 7 695,00 15 390,00 - -
(Kwazi Sibiya)
Inhlakanipho Projects
67,95% 200 000,00 64 101,85 135 898,15 135 898,15 - - - - - - - - - -
(Bhekifa M atshenja)
KRE Agri Holdings
92,63% 200 000,00 14 743,73 185 256,27 66 004,00 33 860,60 - - - - - 32 040,75 53 350,92 - - -
(Karabo & Elsie)
Mokgale Agric Holdings
50,30% 200 000,00 99 404,03 100 595,97 100 595,97 - - - - - - - - - -
(Ditiro M oche)
Stepping Stones Farms
48,75% 200 000,00 102 509,51 97 490,49 42 595,25 36 924,43 4 056,00 5 800,00 - - 2 899,81 5 215,00 - - -
(Clifford M phahlele)
Agrinexus
77,13% 200 000,00 45 733,23 154 266,77 - 47 962,30 15 553,96 14 531,69 - - 24 596,90 - 51 621,92 - -
(Tshepo M arumule)
Hunadi wa ngwato
54,07% 200 000,00 91 865,34 108 134,66 - - - 67 533,66 - 9 416,00 - 13 666,00 17 519,00 - -
(Pricilla)
KM COOP
50,13% 200 000,00 99 749,77 100 250,23 - - - 9 808,00 90 442,23 - - - - - -
(Peggy)
Totals 62,65% 2 000 000,00 746 972,88 1 253 027,12 66 004,00 415 190,58 190 835,70 30 609,96 142 173,35 118 002,23 9 416,00 59 537,46 136 726,92 84 530,92 - -

Disbursement schedule July 2019 - June 2020
July August September October November December January February March April May June
Name % spent Total Grant amount Amount Available Total Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual
Nuri Farms and Enterprise (Tumelo Nchiyane) 72,22% R 200 000,00 R 55 564,03 R 144 435,97 R - R 87 635,97 R - R - R - R - R - R 56 800,00 R - R - R -
Bogatsu Agri Coperation (Olebogeng Bogatsu) 49,82% R 200 000,00 R 100 358,69 R 99 641,31 R 85 141,31 R - R 11 000,00 R 3 500,00 R - R - R - R - R - R - R -
Auto Farming (Kwazi Sibiya) 63,53% R 200 000,00 R 72 942,70 R 127 057,30 R 17 099,30 R 18 313,00 R - R 41 000,00 R 27 560,00 R - R - R 7 695,00 R 15 390,00 R - R -
Inhlakanipho Projects (Bhekifa Matshenja) 67,95% R 200 000,00 R 64 101,85 R 135 898,15 R 135 898,15 R - R - R - R - R - R - R - R - R - R -
KRE Agri Holdings (Karabo & Elsie) 92,63% R 200 000,00 R 14 743,73 R 185 256,27 R 66 004,00 R 33 860,60 R - R - R - R - R - R 32 040,75 R 53 350,92 R - R - R -
Mokgale Agric Holdings (Ditiro Moche) 50,30% R 200 000,00 R 99 404,03 R 100 595,97 R 100 595,97 R - R - R - R - R - R - R - R - R - R -
Stepping Stones Farms (Clifford Mphahlele) 48,75% R 200 000,00 R 102 509,51 R 97 490,49 R 42 595,25 R 36 924,43 R 4 056,00 R 5 800,00 R - R - R 2 899,81 R 5 215,00 R - R - R -
Agrinexus (Tshepo Marumule) 81,15% R 200 000,00 R 37 690,09 R 162 309,91 R - R 47 962,30 R 15 553,96 R 14 531,69 R - R - R 24 596,90 R - R 51 621,92 R 8 043,14 R -
Hunadi wa ngwato ( Pricilla) 59,24% R 200 000,00 R 81 515,34 R 118 484,66 R - R - R - R 67 533,66 R - R 9 416,00 R - R 24 016,00 R 17 519,00 R - R -
KM COOP (Peggy) 50,13% R 200 000,00 R 99 749,77 R 100 250,23 R - R - R - R 9 808,00 R 90 442,23 R - R - R - R - R - R -
Totals 63,57% R 2 000 000,00 R 728 579,74 R 1 271 420,26 R 415 190,58 R 190 835,70 R 30 609,96 R 142 173,35 R 118 002,23 R 9 416,00 R 59 537,46 R 147 076,92 R 84 530,92 R 8 043,14 R -

PROJECT CASHFLOW
Jun 19 Jul 19 Aug 19 Sep 19 Oct 19 Nov 19 Dec 19 Jan 20 Feb 20 Mar 20 Apr 20 TOTAL
Incomes R R R R R R R R R R R R
Sales Vegetables 4 810,00 10 000,00 8 500,00 8 900,00 15 130,00 2 300,00 4 743,00 4 718,00 27 980,00 87 081,00
Sales Chickens 170 310,00 40 249,00 124 918,00 83 594,00 193 681,00 96 725,00 78 200,00 13 800,00 61 678,00 34 550,00 897 705,00
Total 175 120,00 40 249,00 124 918,00 93 594,00 202 181,00 105 625,00 93 330,00 16 100,00 4 743,00 66 396,00 62 530,00 984 786,00
Direct Expenses
Day Old Chic ken 1 200,00 19 600,00 10 900,00 10 800,00 26 900,00 15 900,00 4 600,00 900,00 1 800,00 11 600,00 13 653,00 117 853,00
Feeds 70 741,97 2 428,45 45 932,36 18 645,31 36 251,00 59 245,00 26 825,80 22 343,97 26 934,00 54 816,84 34 504,00 398 668,70
Vacc ination 3 732,64 - 884,90 - 530,00 - 730,70 - 530,00 304,90 584,00 7 297,14
Veterinary servic e - - 283,16 - 93,35 - 521,13 - - 587,21 - 1 484,85
Disinfectact 1 750,00 - 80,00 - 1 830,00 - - - 80,00 - - 3 740,00
Saw dust - - 780,00 - 780,00 - - - 780,00 - 930,00 3 270,00
Shaving 1 350,00 - 1 936,36 - - 1 350,00 4 125,00 1 350,00 - 4 220,50 1 350,00 15 681,86
Soil sampling - - - - - - - 294,75 - - - 294,75
Land Preparations 1 500,00 - - 1 500,00 300,00 10 200,00 5 000,00 7 650,00 4 500,00 3 600,00 - 34 250,00
Seedlings - - 4 260,00 - - 45 235,00 3 007,00 - - - - 52 502,00
Seeds - - - - - 2 869,00 539,00 - - - - 3 408,00
Direc t labour 34 776,00 14 376,00 29 976,00 20 346,00 23 976,00 30 706,00 29 526,00 26 356,00 28 756,00 27 546,00 26 580,00 292 920,00
Fertilizers 1 050,00 350,00 350,00 600,00 4 500,00 9 715,55 2 231,50 1 925,16 5 297,68 977,05 26 996,94
Pesticides 470,00 220,00 220,00 470,00 547,51 11 599,00 - 1 045,90 760,60 - 1 151,12 16 484,13
Herbic ides - - - - - - 248,00 - - - 592,60 840,60
Packaging material - 500,00 - - - 500,00 292,00 587,00 - 652,60 2 531,60
Gas Stove /Winter placement 900,00 750,00 3 197,00 - - - - - - - - 4 847,00
Goats - - - - 5 000,00 - - - - - - 5 000,00
Dose 276,80 - - - - - - - - - - 276,80
Eartags - 215,90 - - - - - - - - - 215,90
O ther - - - - - - 1 124,00 - 1 006,89 540,05 680,31 3 351,25
Total Direct Expenses 117 470,61 38 224,45 98 799,78 52 361,31 95 707,86 186 819,55 78 978,13 62 157,78 71 032,17 104 192,55 80 677,63 986 421,82
Indirect expenses
Bank c harges 1 872,00 1 581,00 1 127,00 1 275,20 1 527,00 1 262,58 1 127,68 1 121,00 1 003,03 864,56 1 049,65 13 810,70
Water 1 000,00 1 000,00 - - - - - 1 000,00 - - 3 000,00
Electricity 1 150,00 1 206,00 1 870,00 1 330,00 2 744,00 3 803,00 3 850,00 3 350,00 2 050,00 1 950,00 2 850,00 26 153,00
Rent 2 750,00 2 750,00 2 750,00 2 750,00 2 750,00 2 750,00 2 750,00 - 12 336,75 - - 31 586,75
Stationary 450,00 - 350,00 - 219,00 500,00 150,00 - 150,00 - 300,00 2 119,00
Telephone 1 058,00 909,00 2 154,00 1 004,00 795,00 1 030,00 1 060,00 1 010,00 970,00 875,00 600,00 11 465,00
Transport and fuel 4 690,00 4 800,00 4 510,00 5 580,00 5 972,00 13 086,00 11 039,44 6 369,60 7 752,06 7 844,13 5 650,00 77 293,23
M aintanance and Repair 400,00 - 893,00 250,00 172,50 100,00 - - 20 304,00 - 150,00 22 269,50
Generator Petrol 300,00 300,00 300,00 300,00 300,00 300,00 300,00 300,00 300,00 300,00 300,00 3 300,00
O ther Indirect expenses 390,00 990,00 690,00 1 290,00 1 240,00 780,00 1 542,60 840,00 970,00 390,00 390,00 9 512,60
Total Indirect Expenses 13 670,00 11 546,00 14 954,00 12 489,20 14 479,50 22 831,58 20 277,12 12 150,60 45 865,84 11 833,69 10 899,65 180 097,53
Total Expenses 131 140,61 49 770,45 113 753,78 64 850,51 110 187,36 209 651,13 99 255,25 74 308,38 116 898,01 116 026,24 91 577,28 1 085 841,72

Project cashflow
2019
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar April TOTAL
Incomes R - R - R - R - R - R - R - R - R - R - R -
Sales Vegetables R 4 810,00 R 10 000,00 R 8 500,00 R 8 900,00 R 15 130,00 R 2 300,00 R 4 743,00 R 4 718,00 R 27 980,00 R 87 081,00
Sales chickens R 170 310,00 R 40 249,00 R 124 918,00 R 83 594,00 R 193 681,00 R 96 725,00 R 78 200,00 R 13 800,00 R 161 918,03 R 85 521,00 R 1 048 916,03
Total R 175 120,00 R 40 249,00 R 124 918,00 R 93 594,00 R 202 181,00 R 105 625,00 R 93 330,00 R 16 100,00 R 4 743,00 R 166 636,03 R 113 501,00 R 1 135 997,03
Direct expenses
Day Old Chicken R 1 200,00 R 19 600,00 R 10 900,00 R 10 800,00 R 26 900,00 R 15 900,00 R 4 600,00 R 900,00 R 1 800,00 R 11 600,00 R 25 173,00 R 129 373,00
Feeds R 70 741,97 R 2 428,45 R 45 932,36 R 18 645,31 R 36 251,00 R 59 245,00 R 26 825,80 R 22 343,97 R 26 934,00 R 84 896,84 R 74 894,00 R 469 138,70
Vaccination R 3 732,64 R - R 884,90 R - R 530,00 R - R 730,70 R - R 530,00 R 304,90 R 584,00 R 7 297,14
Veterinary service R - R - R 283,16 R - R 93,35 R - R 521,13 R - R - R 587,21 R - R 1 484,85
Disinfectact R 1 750,00 R - R 80,00 R - R 1 830,00 R - R - R - R 80,00 R - R - R 3 740,00
Saw dust R - R - R 780,00 R - R 780,00 R - R - R - R 780,00 R - R 930,00 R 3 270,00
Shaving R 1 350,00 R - R 1 936,36 R - R - R 1 350,00 R 4 125,00 R 1 350,00 R - R 4 220,50 R 1 350,00 R 15 681,86
Soil sampling R - R - R - R - R - R - R - R 294,75 R - R - R - R 294,75
Land Preparations R 1 500,00 R - R - R 1 500,00 R 300,00 R 10 200,00 R 5 000,00 R 7 650,00 R 4 500,00 R 3 600,00 R - R 34 250,00
Seedlings R - R - R 4 260,00 R - R - R 45 235,00 R 3 007,00 R - R - R - R - R 52 502,00
Seeds R - R - R - R - R - R 2 869,00 R 539,00 R - R - R - R - R 3 408,00
Direct labour R 34 776,00 R 14 376,00 R 29 976,00 R 20 346,00 R 23 976,00 R 30 706,00 R 29 526,00 R 26 356,00 R 28 756,00 R 31 015,00 R 31 080,00 R 300 889,00
Fertilizers R 1 050,00 R 350,00 R 350,00 R 600,00 R 4 500,00 R 9 715,55 R 2 231,50 R 1 925,16 R 5 297,68 R 977,05 R 26 996,94
Pesticides R 470,00 R 220,00 R 220,00 R 470,00 R 547,51 R 11 599,00 R - R 1 045,90 R 760,60 R - R 1 151,12 R 16 484,13
Herbicides R - R - R - R - R - R - R 248,00 R - R - R - R 592,60 R 840,60
Packaging material R - R 500,00 R - R - R - R 500,00 R 292,00 R 587,00 R - R 652,60 R 2 531,60
Gas Stove /Winter placement R 900,00 R 750,00 R 3 197,00 R - R - R - R - R - R - R - R - R 4 847,00
Goats R - R - R - R - R5 000 R - R - R - R - R - R - R 5 000,00
Dose R 276,80 R - R - R - R - R - R - R - R - R - R - R 276,80
Eartags R - R 215,90 R - R - R - R - R - R - R - R - R - R 215,90
Other R - R - R - R - R - R - R 1 124,00 R - R 1 006,89 R 540,05 R 680,31 R 3 351,25
Total Direct Expenses R 117 470,61 R 38 224,45 R 98 799,78 R 52 361,31 R 95 707,86 R 186 819,55 R 78 978,13 R 62 157,78 R 71 032,17 R 137 741,55 R 137 087,63 R 1 076 380,82

Monitoring & Evaluation
Buhles’ Monitoring & Evaluation (M&E) is based on implementing a system that will collect, track, verify,
analyse, and report on a number of performance indicators. All indicators are monitored against project
milestones. These indicators cover all components of all project activities namely input, outputs, activities
(processes), and outcomes/impact of all project activity. Buhle and its partners subscribe to the view: “ if you
cannot measure it, you cannot manage it”. As a result, an indicator-driven management approach underpins
the project. The Monitoring, Evaluation and Reporting Plan (MERP) addresses:
1. Data collection: data is collected on all indicators. . Due to covid-19 we have relied on farmers to send
photos , actuals and bank statements to be able to track farm operations and farmer honesty. In certain
instances, electronic record keeping systems have been developed that are backed up by paper-based
records
2. Tracking: progress against indicators is reviewed at Project Management meetings and by other key
stakeholders on a routine basis.
3. Verification: quality assurance mechanisms are in place that do verification of data integrity, this
includes cross verification between electronic and paper-based record systems and random auditing of
data batches.
4. Analysis: the team analyses data on a continuous basis and uses data for instance photos received from
farmers to drive project implementation and for liaison with partners.
5. Reporting: to the donor is done as per contractual requirement and to partners continuously.
The following three tables present an overview of the M&E plan of this project.
Table 10 presents the result chain that describes a process of planned change, from the assumptions that
guide its design, the planned interventions and outcomes to the longer-term impacts it seeks to achieve. These
describes impact, outcomes, outputs and activities to be achieved by the project in the next year of
implementation.
Table 11 presents the results logical framework which highlights the underlying cause and effect assumptions
which project staff will use to monitor and subsequently evaluate the proposed project. From the output to
the impact level the results area corresponding indicators are presented indented underneath.
Table 12, presents proposed indicators to measure program results areas, their information source, the
anticipated collection methods and frequency, the reporting format and frequency, and the person responsible
for data collection and reporting. During project implementation, the M&E team will work closely with project
implementing staff and other key stakeholders to ensure indicator appropriateness and ease of data
management. Indicators are measured by a combination of data collection activities including attendance
registers, farm visit registers, financial records, survey reports, farm records, employment contracts, sales
records, auditor’s report, audited financial statements and mentor reports.

Results Chain
Table 10 presents the result chain that describes a process of planned change, from the assumptions that guide its design, the planned interventions
and outcomes to the longer-term impacts it seeks to achieve. These describes impact, outcomes, outputs and activities to be achieved by the project in
the next year of implementation.
Table 10 Incubation Results Chain

INPUTS ACTIVITIES OUTPUTS OUTCOMES IMPACT
30-day non-Consecutive
refresher training broken down
to the following :
 5 day financial
Farm production Improved business performance
Skilled farmers
inputs management course of farms
 On-site training as per
farmer needsPer year Develop businesses and
Grants disbursed according to Improved living standards
business plans Provide post Formalised farming of beneficiaries
Grant finances Increased farm Productivity
training support for each businesses Change this to align with
farmer donor
Amount paid for invoices of
Support farmers to acquire The farm has created
farming resources per
agricultural resources employment for others
farmer
Training material Farmers have access formal
Create Market linkages Market-networking platforms
markets
Help farmers manage their
Bankable farming businesses Improved farm income
farm record

Results Logical Framework
Table 11 presents the results logical framework which highlights the underlying cause and effect assumptions which project staff will use to monitor
and subsequently evaluate the proposed project. From the output to the impact level the results area corresponding indicators are presented indented
underneath.
Table 11 Theory of Change
Results Indicators Means of Verifications Assumptions
Established businesses in 5 provinces and Living Standard Measure (LSM) Index of farmers’
IMPACT Survey report Employment opportunities
46 jobs created at the end of three years household
Profit per production cycle
Financial records
Improved business performance of farms Return on Investment (ROI) per cycle
Total value of farm assets Farm records
Increased farm Productivity Total amount of produce per crop Farm records Mechanisms to sustain farm performance
are effective
Average No. of permanent employees
OUTCOMES Employment contracts
The farm has created employment for Average no. of temporary employees
Farmers manage personal finances
others Average salary per employee
Financial records properly
Average monthly wage bill
% of each crop produce sold in formal markets
Farmers have access to formal markets Sales records
Number of formal market outlets accessed
Farms are effectively cultivated with
acquired skills
Number of different crops cultivated
Sound business and finance principles are
Skilled farmers Farm records
applied to manage the farms
Sufficient demand exists for crops
Hectares of land cultivated
OUTPUTS produced
Number of businesses registered CIPC registration
Formalised farming business Sound business and finance principles are
Business Bank accounts opened Proof of Business Account
applied to manage the farms
Bankable business (at three years) Number of creditworthy businesses Bookkeeper reports
Sufficient demand exists for crops
Market-networking platforms Number of marketing sessions attended by farmers Attendance register
produced
Provide a 30-day non-Consecutive
Number of days that farmers attended training Attendance register
refresher training Per year
Provide post training support for each Number of mentorship visits conducted Mentor report
farmer Total number of hours spent with farmer per month Farm visit register
Support farmers to acquire agricultural Amount paid for invoices of farming resources per Commitment and cooperation on the part
Financial records
resources farmer of the farmers
ACTIVITIES Number of workshops held with markets Attendance register
Number of formal markets supplied Sales records Willingness of stakeholders in the farming
Number of farmers with financial records Financial records value chain to support the farmers
Create market linkages Number of farmers with farm records Farm records
Audited financial
Number of farmers with audited financial statements
statements
Number of jobs created Employment contracts

Table of Indicators
The table of Indicators Table 12, presents proposed indicators to measure program results areas, their information source, the anticipated collection
methods and frequency, the reporting format and frequency, and the person responsible for data collection and reporting. During project
implementation, the M&E team will work closely with project implementing staff and other key stakeholders to ensure indicator appropriateness and ease
of data management. Indicators are measured by a combination of data collection activities including attendance registers, farm visit registers, financial
records, survey reports, farm records, employment contracts, sales records, auditor’s report, audited financial statements and mentor reports.
Table 12 Table of Indicators

Reporting
Collection Methods &
Results Area Indicator Information Source Format & Responsible
Frequency
Frequency
OUTPUT
Skilled farmers Number of different crops cultivated Farm records Monthly Quarterly report
Mentor
Hectares of land cultivated Farm records Monthly Quarterly report
Number of Businesses with audited
Formalised farming business Financial records Annually Annual report
financial statements Auditor
Bankable business Number of creditworthy businesses Financial records Annually Annual report
Number of marketing sessions attended by
Market-networking platforms Attendance register Quarterly Quarterly report Mentor
farmers
OUTCOMES
Profit per production cycle Financial records Per crop cycle quarterly
Return on Investment (ROI) per cycle Financial records Per crop cycle quarterly
Improved business performance of farms
Farm assets register
Total value of farm assets Farm records
quarterly Mentor
Increased farm Productivity Total amount of produce per crop Farm records Monthly
Average No. of permanent employees Employment contracts Monthly
Average no. of temporary employees Employment contracts Monthly
The farm has created employment for others Quarterly report
Average salary per employee Financial records Monthly
Average monthly wage bill Financial records Monthly
Bookkeeper
Rand amount of revenue generated per
Improved farm income Financial records Monthly
month
% of each crop produce sold in formal
Sales records Monthly
Farmers have access formal markets markets Mentor
Number of formal market outlets accessed Sales records Monthly
IMPACT
Living Standard Measure (LSM) Index of Stats SA survey report
Improved quality of household life (QOL) Survey report Annual report M&E official
farmers’ household quarterly

Progress ImprovementClose out Survey
Asa the project come to and end we conducted an online survey with farmers from the project to find out how
they felt on their journey so far, the survey considted of x question, how did they answer yes no mcqs and
comments. Below is part of the survey This section consist of response from a survey which was conducted on
farmers and A detailed breakdown of the farmers which outlines their progress, opportunities, challenges,
recommendations and future plan is detailed below.
Additional Farmer Needs

Buhle recently conducted a survey with this group of agripreneurs within the incubation programme. One of
the questions posed is listed below for reference:
“Consider this scenario
A.“You have been awarded funding to help set up your business. You receive farming and business support
from Buhle, yet you still experience challenges on your farm. What might you think Buhle can do to make it
easier for you to succeed with the current money and support you have?”
Responses
1. Develop project and market specific accounting and financial systems that we can just input and submit
online on a daily basis. This will make things easier for us, as we will be able to track, as well as input on
the go. This will also allow Buhle or the like to have instant access to required information relating to
the project. Consider removing this next piece: Adopt a need-based project focus to individual
projects. What this means is that, Buhle will have to understand where a particular project is and
what it needs to be at a particular level. I feel that a one size fits all approach has its limitations
with regards to progress. Dealing with small businesses is a challenge merely due to a lack of...we
are building from a point of lack and farming is requires funds...so our initial investments will or
should be directed to infrastructure development, unless of course the infrastructure is there then
it becomes a whole different game, focused on production inputs or capacitating..
2. I think they should always guide me as they've been doing but also putting more effort when it comes
to my financials. Thanks
3. Access to markets
4. With financial aid and support from Buhle, success is (almost) guaranteed. The onus would be on me
to ensure I use all the resources at my disposal to make the business successful.
5. Buhle can inquire from alumni from previous years who are successful in what you are struggling with
as to how they are getting things right and encourage communication across the board.
6. Support me financial and help me with the market
7. To check if I'm doing well on my turnover and to discuss the challenge on the business e. g water and
electricity. To buy water and electricity from my profit is affecting my turnover, my challenges is
water and electricity
8. I think they should always guide me as they've been doing but also putting more effort when it comes
to my financials. Thanks
9. By assisting my enterprise too increase its production especially since I've acquired a new farm that is
having 100 ha of irrigatable land that's under Centre Pivot with a very good and powerful water
source. Which requires me too have strategic partner's like Potato S.A. and McCain so that I can be
able to utilise the whole 100ha of arable that's given to me. So all of this requires my enterprise too
have strong financial muscle hence I'm preparing to plant 6 ha of vegetables next month but still I'm
having about 94 ha that's empty. So getting more funding for production inputs will assist my
company to improve and be commercial as well.
B. At the beginning of the project, I farmed on:
6 farmers started off with 0.5 hectares, only 3 started off with more than 1 hectare .During their early stages
of farming, they started off small and trying to understand the farming dynamics then going big.
C. My farm increased by:
Most farmers have increased by 0, 5 hectares because their productivity increased therefore there was an
increase of sales and this is during the project, while some farmers are able to reinvest profits back to the
business which enables growth.
D. I have been farming for (including my time in the incubation programme):

Most farmers have over 3 years’ experience which means they are still substantial farmers, and they are still in
the early years of their business. During the first years, farmers are still developing their farms and acquiring
most infrastructure .They are still aspiring farmers and not yet commercial farmers
E. I would describe my life and work on the farm as:

Most farms are owned and managed by farmers and this is shown by their production output, while some
farmers need to work to be able to eject money in the business for it to be able to operate.
F. To my farm business I added:

These are core business activities are farmers have the vegetable, poultry, livestock and mixed farming
enterprises.
G. My business sales are affected by COVID -19:

Most farmers were indeed affected by covid, because of restriction of movement which limited some of their
clients to access them. Suppliers were not operating, which meant that farmers could not access their
production inputs on time.
H. I have applied for Covid-19 relief funding:

Farmers applied for the relief fund, its only Nuri farms that had a problem upon submission of documents at
the local Department by officials, she was told that funding will focus on livestock farmers.
I. At the beginning of the farming business, I employed:

Few farmers were able to employ only minimal staff, as they did not have enough money for labour costs.
Whereas some farmers had to be hands on as a strategy to cut labour costs.
J. My farm addresses unemployment by employing:
As production increases most farmers are able to employ up to 5 seasonal employees.
K. My farm is managed by:

Most farmers are managed by farmers.
L. I experience many challenges in my farming:
Farmer challenges include improving their business skills, as they dwell too much on the production and do not
balance the business part of it. Reliable market access is still one of the challenges faced by farmers, as at
times their need to improve the quality of their produce to meet market standard.
M. I feel I can overcome my challenges by:

Farmers overcome their challenges by speaking to FSO and other fellow alumni’s. This is because FSO are able
to give advisory hence speaking to other alumni’s also helps because they sometimes share similar challenges
which other alumni’s are able to give advises based on what they have also encountered previously.
N. I meet my Buhle Farmer Support Officer at my farm:

Most farmers meet their FSO, once a month but not restricted to once a month and followed by telephonic
conversations.
O. I find my assigned Farmer Support Officer:
Farmers find their FSO skilled, this is because FSO are qualified and experts who able to attend to the farmers
need and be able to develop the farmers and their enterprise.
P. I have access to markets:
Most farmers have access to markets.
Q. I have access to sell too:

Most farmers have access to sell to one market.
R. I submit my bank statements:

Farmers only submit their bank statements when asked to do, because monthly we need to always remind
them to submit their actuals and bank statements .Recordkeeping is still a challenge for them.
S. I use my business bank account for:

Farmers use their bank statements for banking their sales, though we still at an early stage to get them to log
sales and always bank their sales and for purchasing.
T. A large portion of the funding I received was spent on:
Farmer’s large portion of funding was spent on mostly infrastructure, this was because of business growth as
per farmer needs and profit maximization.
U. With the intervention of this program my sales and profits increased:

Most farmers increased sales in the first cycle while others increased on the third cycle this is because of the
nature of their business activities.
V. I grew my business by:
Some farmers grew their business by reinvesting their profits into the business.
10. No response
So What?
Change heading and Insert comments on responses and highlight Buhle’s innovation and contribution.
Create market linkages for farmers and market network platforms.
FS has a monitoring tool of tracking business performance through submission of monthly actuals and bank
statements. Going forward an accountant or bookkeeper can be appointed to assist farmers their finances and
ensuring that their business are at good financial standing.

Enterprise Progress Progress Improvement
Auto Farming
Region Land Size Market Grant Utilised
Ngoje,
Utilising 2 ha Formal & Informal R200 000.00 R127 054.30
KwaZulu Natal
Farmer progressUpdate
Kwazi has a strong technical and excels with meeting new markets. He is known as a cabbage king ever since
he has started his production which has been a dream come true for him. Kwazi kick started his enterprise by
planting 2000 cabbage heads and currently has planted 10 000 cabbage heads. Through his farming journey he
faced a challenge of having to relocate to a new farm and he had already developed the previous farm, such a
challenge did not stop Kwazi though he was negatively affected. As young as he is and full of energy as he is,
the future looks very bright for Auto Farming.
Correct documentation for leasing (Lease contract) has been done and also a meeting with the land owners,
Mr. Sibiya and FSO was held to discuss the agreement between two parties. It was agreed that the land owners
will lease their land to Auto farming and they will benefit through lease payment, employment of the
community and also skills as they will be learning from Auto farming.
Future plans
Auto farming in one year has expanded its formal market to include three more markets, they will continue
growing cabbages and spinach because there is a willing market due to having a solid market. Preparation are
done to plant more cabbages and mustard spinach this month (May 2020) on 2 ha which has a centre pivot. The
plantation will consist of 10 000 cabbages and 1000 mustard spinach. However, 1000 Mustard spinach seedlings
will be planted again in June, July and August. Since it strives well in winter
Opportunities
 The application for supplying Pongola Massmart, fruit and Veg, and Spar has been submitted and still
awaiting approval and plan of action as he still needs to comply with Global gap.
 He now supplies Utrecht Spar with cabbages and spinach and is able to meet their demands.
 With his increased production, much more markets will be accessed and more profits will be made.
 The land leased has 190 arable ha thus opening more opportunities for the business .
Challenges
 Transportation of produce is still a problem as no reliable transport is found and prices vary.
 Approached ESKOM regarding the individual meters and the outcome was successful yet there is a debt of
R46 000 that needs to be settled before ESKOM puts on the meter.
Recommendations
Farmer has an opportunity in adding value of his produce by packaging his produce and branding it while
harvesting. This will give the business more exposure and the goal of becoming cabbage King will be at his
grasp as his name will be on the packaged products. Packaging can be incorporated in the harvesting process
and will create more income.

Pictures
From left to right Mr. Sibiya on Mr. Sibiya standing on his second Mr. Sibiya preparing 100 bunches for
his cabbage plot holding his cabbage plot (planted weeks apart Vryheid Fruit & Veg
grown spinach, from the first one)

Agrinexus

Ruigtesloot 12 ha, utilising
Informal R200 000.00 R154 266.77
North West 1 ha
Farmer progresA
Phali and Tshepo are innovate as they once ran a hydroponic tunnel at Hammanskraal successfully .They are
risk takers, and always keen to try new innovative ways of
WhenFarming. Phali and Tshepo have a good strong partnership, where their personalities are compatible.
When Agrinexus started with the project they had a vision of growing quality vegetables, they were happy and
the passion to own a farm and it felt like it was a dream come true for them, they were faced with challenges
of relocation from one farm to another and almost gave up and was encouraged by other farmers and FSO. Now
the business is striving and the future looks promising for the business. And they are indeed living up to their
dream of growing quality vegetables with the help of Buhle giving shadenets which has a contributing factor to
the quality of vegetables produced.
Tsepho and Phalie received their last disbursement in April 2020, they purchased 2 boreholes and components
for the boreholes. Agrinexus has shown some improvements. In the previous cycle they made no sales reason of
not making sales their cabbage got flooded by heavy rains, currently they planted 15 000 spinach. Their
informal market was negatively affected by the lockdown, vendors were unable able to come to the farm.
Agrinexus responded to this by delivering their produce directly to clients. Guidelines were followed for safe
and hygienic delivery.
Digging of a new borehole has been completed. Lease agreement has been obtained.
Future plans
Expand by 3 ha to be able to plant a variety of vegetables, which will need Agrinexus to have implements
owned by the business to be able to work effectively.Projections
Opportunities
 Pursuing a new market of bulk buying and increase in demand. A group of vendors have approached
agrinexus to supply them with their produce.
 Rise in market price, Due to the pandemic Agrinexus was able to determine their own selling price as they
had no competititorscompetitor’s and their quality of their produce was improved due to shadenetsshade
nets.
Challenges
 Market restriction -street vendors are unable to come to the farm because of the lockdown and movement
restrictions.
 Labour issues as they are currently under staffed, need atleastat least two temporarily employees.
Recommendations
Agrinexus must have access new stable markets. Buhle has helped with encouraging social media advertising.
Shortage of employess can be addressed by hiring temporarily employees with immediate effect, who will help
with the farm operations. As the farm owners are now doing deliveries to customers, the farms become
unattended therefore operations become a stand still. It is of essence that two casuals are hired.

Pictures
Phali delivering spinach to a client Happy client after spinach was delivered Phali with his almost ready spinach
Phali with a client when he was

delivering spinach Happy client after spinach was delivered Phali with his almost ready
spinach

Bogatsu Agri-Cooperation

Lombaardslaagte,
Utilising 5 ha Informal R200 000.00 R99 641.31
North West
Bogatsu has good technical skills and poor record keeping skills. She is determined, as the farm is managed by
herself and her vision is to be the best female commercial farmer and create job opportunities. Olebogeng
started only with 5 goats prior on the inception of the project. One of her biggest challenges is that one ram
died and she almost gave up but with the help of FSO she was able to gain strength again.
Bogatsu Agri Coop is doing well too, with 12 goats (one being a ram). Olebogeng is now venturing into
producing cabbages as a cash-flow enterprise for her business, assisted with production plans and now she has
successfully planted 1000 cabbages all done from her own contributions. In all her expecting ewes, she has
three new kids from two ewes (1 ewe birthed 2 kids and the other birthed 1). She has gathered and submitted
all necessary documents (quotations) from reputable pure breed sellers.
Future plans
Olebogeng will increase her stock so she can also getting income from the livestock as well. All will be
successful as she will also sub-divide the kraal for isolation of sick goats and ewes in gestation period. This will
also help when rams are put to resting bay to be able to organize a favorable breeding time. Plans also include
learning more through trial and error with planting vegetables as she already planted 1000 cabbages for
boosting the cash-flow of the business
Opportunities
 Famer has strong technical ability (realizing pure breed and technical skills on what is required on the
farm) with high potential to scale production and move forward.
 As all ewes were expecting Olebogeng has three kids born from two ewes on the 23 rd of April and still
awaiting others to give birth.
Challenges
 Network access which prevents her from sending and receiving emails in time.
 Relies on neighboring farmer immediate help on her vegetable garden.
Recommendations
Learning more about vegetables and grains will benefit the business well as farmer will at a later stage be
able to make her own feed from her plantations and also the fast turn-over of vegetables will boost the
cash-flow of the business
Pictures

Bogatsu with her three kids born on the 23rd of
April 2020
Inhlakanipho
1.5ha utilising
Eikenhoff, Gauteng Formal & Informal R200 000.00 R135 898.15
1 ha
Bhekifa is open to learning and though he has strong technical skills. He is always available and hands-on at the
farm. His vision is to complete the abattoir. Bhekifa also wishes to mentor emerging and aspiring young
farmers to be able to transfer skills. One of the challenges he faced was when his business failed and FSO was
able to help and assist him for guidance.
Bhefika received his last disbursement in August 2020, funds were utilised to purchase building materials, to
pay for labour for the building, plumbing and electrical, cement for building and to build the cold room.
Inhlakanipho Projects is doing great on their broiler production as they sold all the fully grown chickens they
had before the National lockdown started "panic-buying".Bhekifa is continuously selling which makes him a
reliable producer and now has a house with 1250 ready to sell chickens and the other house that is at 4 weeks
with 1200 birds.
The chicken population decreased on the second house due to a respiratory illness which is now decreasing.
Buhle advised Bhefika to add crushed garlic and ginger to their drinking water. This has drastically helped as
the daily mortality reduced from 60 birds to 6.
He is also cleaned and placed 1600 birds in the 3rd house on the 21st of May 2020. He has also planted 600
mchina (spinach variety) and 3000 swisschard.
Future plans
Bhekifa has been growing chickens for a long period now and knows all important things to consider when
growing them, so Bhekifa is now almost done with his abattoir and is more than ready to learn more on
slaughtering of chickens so that he can be able to add processing to his production to attract more markets and
maximize profit. A fully operational abattoir requires a back-up generator to avoid stock loss due to electricity
outages which will result in spoilt produce in the cold-room. The vegetable production department will also be
fully running as Bhekifa sent one of the businesses employee to BFA to train on Basic Vegetable Production
Opportunities
 Agro processing will increase the revenue streams of the business, thus more profit will be realized.
 Financial record keeping is very good.
 Business will acquire skilled labour.
 Bhekifa has perfected growing healthy chickens sought after by the market.
Challenges
 Bhekifa lost about 400 chickens due a respiratory illness between the month of April and May 2020 which
will have a huge impact on the businesses’ income at the end of May.
 The abattoir construction has slowed down due to the National lockdown rules, so it is still incomplete and
still also waiting for the compliance certificate.
 The need for a skilled labour is not yet fulfilled due to the National lockdown rules. Training was
postponed.
 The farmer is still not saving his profits. He uses his income as it comes in, affecting business growth and
future plans. To avoid a dependency on grant funding, the farmer must save and create an exit strategy
for post funding survival.
 Process of getting quotations for the required generator slowed down as well due to travelling
restrictions.
Recommendations
Bhekifa makes most sales through walk-ins and bulk buyers, so Putting up am advertising board on the main
road will give the business exposure and more people will be coming to buy chickens and also take
advantage of the vegetable sales which will also be produced on the farm. The abattoir is almost ready for
operation and this will require Bhekifa to get training on abattoir systems so that he can also train his staff
on the systems an up-skill them.

Pictures
Bhekifa with his ready to sell chickens 3rd house cleaning and preparing for placement

Kgabaganyang Mawatle Co-operative
Moloto, Gauteng 12ha, utilising 2 ha Formal & Informal R200 000.00 R100 250.23
These farmers are very co-operative and show commitment as they are always at the farm to run the day to
day operations of the farm. They have shown ability of being able to reinvest profits to the business more than
once. Their business has a lot of potential to grow.Peggy and Mapule being nominated for the project was an
eye opener as they were just farming for the sake of farming, as now they have been able to improve on some
skills and treat their enterprise as a business. When they started they didn’t have a proper irrigation system
and now have been able to acquire one through the project.They also didn’t not have sufficient water for their
produce but through passion they didn’t give up as they strived until a new borehole was dug with the help of
Buhle.
Peggy and Ledibane received their last disbursement in December 2019, to date, they have utilised their
funds to purchase: drip irrigation, irrigation pipes, sweet potatoes seedlings, electric borehole, and purchased
booster pump to increase pressure from borehole to irrigation system. Additionally, they have:
 planted 5800 cabbages, mustard spinach, tomatoes and sweet potato They are preparing to plant
another batch of 6000 cabbage heads
 Placed 500 chicks and are now at 5 weeks and almost ready for the market.
 With profits made they are renovating one chicken house. They will be replacing the corrugated iron
section of the chicken house with bricks. In winter this area gets very cold and this upgrade to the chicken
house will improve the heating situation and growth rate of chickens.
 The reception and slaughter room are still under construction.
Future plans
KM Co-op can expand to 7 ha as land is available and the potential is there, further build a pack house to add
value to their produce and getting exposure .A boom sprayer can be purchased for being able to apply
chemicals effectively on a larger land.
 Projections
Opportunities
 Bought a chicken pluck with profits made
 Market driven, planted mustard spinach for a client
 Easy access to markets in Gauteng and Mpumalanga
Challenges
 Their tunnel tomatoes were attacked by moth, even after treatment they could not be revived. This
means that the business has lost most of this crop and for there will be a huge difference in sales
projected and actual sales.
 Cabbage plants not growing uniformly, this is due to water delivery not the same and pipes needed to be
checked for blockages and be unblocked.
 The new borehole does not have sufficient water.
 Some of their vendors were not able to gocome to the farm due to covid-19.
Recommendations
Consult with the borehole service provider, as he has prospected. BFA to give shade nets to the farmer, due to
lockdown logistics have been slow. Buhle procedure for acquiring shadenets, Is that the farmer must give
measurements to the desired land size, then FSO must go and verify the sizes in which upon arrival of the FSO
poles must be erected on the land. Then FSO, gives measurements to the commercial division for cuttings,
then the farmer is called to pick up the nets.

Pictures
Peggy on the reception area which is still under construction

Peggy with her planted mustard spinach
Peggy on the reception area which is still Peggy with her planted mustard spinach
under construction

K.R.E. Agri-holdings
Putfontein, 2 ha, utilising 0.5
Formal & Informal R200 000.00 R185 256.7
Gauteng ha
Karabo and Elsie were very enthuastic as the project started, they are determine to eradicate poverty through
agriculture. They also had their fair share of challenges one of which was roofing was not properly erected but
never gave up coz FSO was there every step of the way assisting them.
Karabo and Elsie received disbursements in February and March 2020. They utilised funds this year to
purchase building material to fix their roof, to pay for rent, water and electricity (four months), pair for
labour, production costs, and feed and to purchase day old birds.
KRE is doing great, placed their 1400 birds on the 24th of March everything went according to plan despite
the 6% mortality rate. They managed to sell 80% of the chickens they had and then slaughtered the 20% which
they are still selling currently, slaughtered chickens are kept at their homes deep freezers until sold since the
business doesn’t own a freezer yet.
With the house being cleaned KRE has now placed their batch of 2000 birds on the 16th of May 2020.
FSO compiled a template they can use for their cash-flow and it helping the business keep track of their
income, expense and profit
Future plans
With a goal of commercializing their business, KRE will perfect growing on both houses at full capacity so that
the business will be able to sustain set back like losing stock to avian flu or related diseases and grow enough
savings to build more houses and create more jobs in their area.
Opportunities
 Will now have more income as chickens are now produced at full capacity of the house.
 Improved technical know-how on farming broilers and spot diseases/illness with the chickens. This was
realized through the success of growing 1400 birds with a mortality rate of 5.6 %.
Challenges
 Business did not have funds for producing their first cycle this year due to construction errors last year, so
more funds have been used for re-construction and placement of 1400 chickens.
 Second house curtains not being installed as they are still awaiting the supplier. This prevents from using
both houses for production.
 They are still experiencing issues with the supplier but FSO contacted the supplier and they promised to
have them installed by June as they are still short of material due to Lockdown
Recommendations
This business takes some of its produce to a local abattoir for slaughter which increases production finances,
this shows interest in processing and its stands a great chance of making more profit from slaughtering on
their own as they are mostly selling to the community. Dividing their produce to selling both dressed and live
chickens will open a new revenue stream for the business and this is possible with the help of FSO with
regards to planning, training and actualizing it.

Pictures
Elsie selecting chickens for sale KRE’s price list and contact details
KRE directors checking the well-being of their newly placed chicks

Hunadi wa Ngwato Trading and Projects
Jane Furse, 1 ha, utilising 0.5
Informal R200 000.00 R108 134.66
Limpopo ha
Priscilla is a farmer that does not take advises very well from FSO, She is very determined and a hard worker
and has poor recordkeeping skills and FSO is extensively helping her in the matter though she still does not
understand the concept.
Priscilla has a vision of having 5 more fully automated chicken houses in the near future, currently she has two
with a capacity of 1600 with the help of Buhle. When she was faced with a challenge of losing chickens when
the chicken house roof was leaking. With her profits she was able to fix the leaking roof and renovate the
house.
Priscilla received her last disbursement in April 2020 to purchase feed, day old chicks, medication and bedding.
She has now managed to renovate her second chicken house with profits made. In the present cycle she has
placed 1100 chickens.
Future plansProjections
Expanding business revenue streams as vegetable production maybe introduced and is still in under
discussion with FSO. She can venture into agro-processing, as she was selling slaughtered chickens and the
market seemed to be responding very well.
Opportunities
 Increased production
 No competition
 She has started selling slaughtered chickens for clients and the market has been responding very well.
Challenges
 Her bakkie is damaged, making accessing her clients very difficult.
 When chickens are ready during the month, she has to give her clients credit and wait for payment month
end.
 Has not placed full capacity of chickens.
Recommendations
Increase her clientele base and access new stable markets. Possibilities of digging a borehole, as she might
expand to vegetables which is still under discussion with the FSO , she must learn more about vegetables
before considering venturing in a vegetable enterprise.
Pictures
Her first house before renovations Priscilla with her chickens which are ready for
the market on her

Her first house before renovations Priscilla with her chickens which are ready for the market on her
renovated house.
Nuri Farms

Gembokspruit, Formal and
400ha, utilising 2ha R200 000.00 R144 435.97
Mpumalanga Informal
Farmer UpdatesUpdate
Tumelo is a farmer that is able to take and execute advises from FSO adequately hence she is not always at the
farm due to her helping the family business .Her vision to is to have a sustainable business, Tumelo started on
planting in small plots and has managed to expand by 1,5 hectares. When she made a loss previous cycle, she
felt exhausted and almost gave up and with the help of FSO she was encouraged not to give up. Currently she
has planted 0 000 cabbage heads on the ground.
Tumelo received her last disbursement in March 2020. She has used her funds towards: irrigation
expansion/drip irrigation and labour wages. She is presently harvesting peppers and tomatoes. She has planted
10 000 cabbage heads, and 3000 onions as planned. Her farm manager began working at the beginning of May.
He is presently working on a part-time basis wand will move into a permanent position when she goes on her
maternity leave.
Future plansProjections
Nuri farms will plant more tomatoes as this is in demand, she will be planting based on a market driven point
as she may also expand by a hectare. is a need for Tumelo to purchase her own implements as waiting for the
department or service provider delays her planting schedules.
a hectare
Opportunities
 Pursuing a new formal market (Spar) with the help of FSO
 She is able to deliver to her clients as they were trading during the lockdown.
 Expand production on other vegetables.
 Farm manager is skilled.
Challenges
 Spar has changed their supply policies, she needs a clearance certificate from the municipality.
Spar needs a clearance certificate and the extension officer from the municipality must help her with it,
since lockdown she is unable to get it.
 Shade nets collapsed due to hail, she tried re constructing it but her bakkie is damaged and could not
collect timber from the manufacturer. She will collect once the bakkie is fixed.
 Since the lockdown, Tumelo has a problem with her phone, communication is a bit slow. She has
promised to get it fixed.
 Pests attacking plants. FSO has helped her with the correct pesticides to be used
Recommendations
By June dismantle the shade nets and reconstruct them again. Plant more tomatoes as they are in demand on
a larger scale and plant a variety of vegetables for her summer cycle. Get a stable market. FS has helped her
to persuade the formal markets, by in giving necessary contacts.

Pictures
Tumelo on her expanded plot

Tumelo on her tomato plot which was just a patch with 10 000 cabbages
Tumelo on her tomato plot which was just a patch Tumelo on her expanded
plot with 10 000 cabbages

Stepping Stone
Mphahlele, 2ha utilising
Informal R200 000.00 R97 490.49
Limpopo ¼ ha
Clifford has strong business acumen and works full time and is only available after work, Clifford is open to
learning though he has a qualification in Agriculture. When he started with the project he had one chicken
house and currently has two chicken houses with capacity of 2400 in total
Clifford received his last disbursement in March 2020, this year he has utilised his funds to purchase security
doors and a hydraulic pump. Stepping stone had placed a total of 2000 chicks, the second house is on a rest
period. The next batch will be placed month end.
Due to lockdown, he was unable to get the provider to do land preparations for him, this caused a delay of
planting of his winter crop taking place and him not planting on time.
He has not been able to increase his vegetable plot, because of the service provider not being able to come
which caused a delay in his planting schedules and lockdown suppliers being closed.
He has a full-time job outside the farm and this poses a communication problem to FSO as he is only available
after hours and outside the farm.
Site security system, has been appointed to provide security services.
Future plans
With production increasing and the business being able to consistently supply its market, Stepping stone will
need a heating system to ensure that even during winter months there is production, and a backup energy
supplier during load shedding times. To add value to the chicken produce, a building of a cold room will be
needed for slaughtered chickens.
Projections
Opportunities
 Increased production
 Strong technical skills
 Improved record keeping skills.
Challenges
 High mortality due to cold , a heating system was recommended by FS
 Late planting and late chicken placement this was due to lockdown supplier being closed
 Electricity is not sufficient for both houses, an electric transformer was recommended for sufficient
supply of electricity.
Recommendations
BFA to give the farmer shade nets. BFA to give the farmer shade nets, measurements must be taken of the
desired size of the shadenets. Access of a stable market, with the help of FSO there will be a channel of
markets that could be persuaded.
Pictures

The second house on rest period
Clifford in his second chicken house
Clifford in his second chicken house The second house on

rest period
Mokgale Agri-holdings
Marapyane, 2 ha None R200 000.00 R100 595.97
Mpumalanga
Update
The last disbursement to this farmer has been in August 2019. He has used his funds to purchase: 1 x 30 000
L galvanised panel dam, 1 ha irrigation system, and seedlings. In the previous report, Buhle noted the
challenge faced by the FSO when contacting this Farmer since January 2020. This situation remains unchanged.
Question: Why? NB, both donors state the idea of the incubation is to grow and support farmers in the
programme, Buhle has previously recommended assistance from donor with compiling a letter to this farmer –
Is there an update on this point to add, substantiate, elaborate why he is being removed? The report can’t
supply one sentence on his removal. Are there perhaps other measures that can be put in place to assist this
farmer before recommending removal? The farmer breached his contract with BFA as He failed to submit
financial statements when requested and also was not available for farm visits. Lastly there has been no
production since the programme inception.
Projections
Insert detail on possibilities for this enterprise, identify possible activities to show Buhle interest
Opportunities
Insert comment
Challenges
Insert comment
Recommendations
A decision was taken to remove the farmer from the from the project, as the farmer has stopped
communicating with FSO since January 2020. Recommendation will be a letter of exclusion be sent to the
farmer and alert him formally. Might we insert detail

Site Pictures
30000L galvanized steel dam

Lesson Learnt
Conclusion
What has this project done for farmers – putting them on the map, understanding of commercial farming,
understanding formal markets and requirements., reinforcing idea that farming is a full time job and can’t be
done remotely or partially and farmers have to be fully committed to realise growth
During the first year of this project, overall farming enterprise performance has been very good and there are
notable high levels of farming improvements. Farmers continue to display enthusiasm in their enterprise and
farmer development, their openness to coaching and mentoring, improving their production and diversifying
their commodities. Banking statements are submitted monthly to track their income. The project has only one
farmer that will be removed from the project.
Overall challenges experienced by Buhle and the farmers include lack of communication by farmers , farmers
recordkeeping still not up to standard .Some farmers do not submit their monthly actuals and others submit
late making it a challenge to be able to track their cashflows.
The project first year achievements form basis of growth in farmers businesses. BFA would be happy if this
foundation is not reversed but taken forward through giving needed support to farmers moving forward. The
future focus will be profit maximization and farmers need continues support to achieve that and BFA is ready
to assist.

Final Report 2020 - Group Tasks

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MAY 29,

BUHLE FARMERS’ ACAD

Land Bank + IDC Final Report | May 2020

Land Bank + IDC Final Report | May 2020

Land Bank + IDC Final Report | May 2020

Project Background objective

Land Bank + IDC Final Report | May 2020 1

Buhles’ Role in the Incubation

Key Activities in the Incubation Programme

Land Bank + IDC Final Report | May 2020

Table 1 Key Activities to be Conducted Over Three Years

Table 2 Activities & Progress on Year 1

Land Bank + IDC Final Report | May 2020

Evaluate financial results On-going Complete

Land Bank + IDC Final Report | May 2020

Farm Support Services

Overview of Farming Enterprises

Land Bank + IDC Final Report | May 2020

Split farmers, gender, add hect combined,

Table 4 Enterprise Production

Land Bank + IDC Final Report | May 2020

Table 5 Production Breakdown

Land Bank + IDC Final Report | May 2020

Table 6 Market Distribution

Performance and Growth

Land Bank + IDC Final Report | May 2020

Previous land cultivated Current land cultivated on

Land Bank + IDC Final Report | May 2020

Figure 3 Increase in Livestock Production

Enterprise Training Coaching & Mentoring

Land Bank + IDC Final Report | May 2020

Table 7 On-site Training per Farming Enterprises

Land Bank + IDC Final Report | May 2020

Land Bank + IDC Final Report | May 2020

Land Bank + IDC Final Report | May 2020 13

Land Bank + IDC Final Report | May 2020 14

Land Bank + IDC Final Report | May 2020 15

Land Bank + IDC Final Report | May 2020 16

Land Bank + IDC Final Report | May 2020

Table 10 Incubation Results Chain

Land Bank + IDC Final Report | May 2020 18

Land Bank + IDC Final Report | May 2020 19

Table 12 Table of Indicators

Land Bank + IDC Final Report | May 2020 20

Additional Farmer Needs

D. I have been farming for (including my time in the incubation programme):

Land Bank + IDC Final Report | May 2020

E. I would describe my life and work on the farm as:

F. To my farm business I added:

G. My business sales are affected by COVID -19:

H. I have applied for Covid-19 relief funding:

I. At the beginning of the farming business, I employed:

K. My farm is managed by:

M. I feel I can overcome my challenges by:

N. I meet my Buhle Farmer Support Officer at my farm:

Land Bank + IDC Final Report | May 2020

R. I submit my bank statements:

S. I use my business bank account for:

U. With the intervention of this program my sales and profits increased:

Land Bank + IDC Final Report | May 2020

Land Bank + IDC Final Report | May 2020

Land Bank + IDC Final Report | May 2020