(10,14,15, 32, 45, 48, 55, 85, 91, 99)
With the conclusion of NARP, it was clearly recognized that much of what had been done in this program needed to be continued and expanded. Research had to be expanded in the areas of horticulture and field crops. Extension and technology transfer capability was still immature and needed improvement. New varieties were needed with improved resistance to pests; tolerance to environmental stress efficient use of water. Further it was clear that improved and expanded research in the basic sciences of genetics and biotechnology would be essential factors for such accomplishments. The project which was developed with USAID for this mission was Agricultural Technology Utilization and Transfer (ATUT). It was active from 1995 to 2002.
Specifically, ATUT aimed to: improve agricultural technologies in Egypt by identifying and transferring to the private sector improved horticultural production, post harvest handling and marketing technologies, by developing a carefully focused, improved collaborative strategic research program aimed at resolving the major constraints to increased productivity of selected staple crops such as rice, corn, wheat and fava bean, and by supporting the expansion of research and use of biotechnology.
From the records the authors have found, it appears that improvements in the horticulture area were the main focus, but ATUT was successful in improving yields in the field crop area. Income per feddan at LE 790 for rice, LE 686 for wheat, LE 499 for maize, and LE 1,197 for cotton. The Agricultural Policy Review Program has estimated gross operating margins per kilogram for fine green beans a LE 1.46 (higher than ATUT’s later projection because of a higher farm-gate price) compared with LE 1.12 for cotton; LE 0.94 for fava bean; LE 0.66 for New Land potato; LE 0.40–LE 0.490 for Valley potato, bobby bean, rice, and wheat; and LE 0.24 for maize.
Selected crops which have a competitive advantage in export markets were identified and moved to commercial scale.
A product/market development system that provides a foundation for further growth has been established, but is not yet self-sustaining.
An effective mix of production, post-harvest, transportation, and marketing support were delivered to selected growers/shippers.
A reasonably effective association of growers, exporters, and export support organizations known as the Horticultural Export Improvement Association (HEIA) has been established, but is not yet self-sustaining.
Production and sales results for horticultural crops
Table grape exports grew from 1,200 tons in 1998, to 6,600 tons worth $22.2 million in 2001. Exports for 2002 are projected at 8,200 metric tons;
Fine green bean exports increased from virtually none prior to ATUT to an estimated 19,700 tons valued at more than $23 million in 2001-2002;
strawberry exports increased from a little more than 2,000 tons at $10.6 million in 1998-1999 to 5,600 tons worth $22.7 million in 2001 and to 6,300 metric tons in 2002;
Cut flower exports in 1999, the year ATUT started the cut flower promotion program, were only 4.5 million stems valued at about $500,000. By 2001-2002 the country was exporting 33.2 million stems worth $5.7 million;
Increasing area cultivated for melon export from the trial one-feddan with Africare in Wadi El-Said in Upper Egypt in 1997 to some 250 feddans. Around 70 percent of melons planted for export in 2002 were of the Galia varieties that were introduced by ATUT project. Two additional varieties: Charantais and Italian cantaloupe; Piel de Sapo were also successfully cultivated for export. –
New varieties of mango were introduced in Egypt for export in the European Union (EU) market. These include: Tommy Atkins, Kent, Keitt, Sensation, Van Dike, Austin, Sell and other red blush or red color selections that are well accepted in the EU market.
Total exportable yields of horticultural crops were estimated to be about 50 percent of total yields with some 2,300 jobs created from this increased export production. It is expected that continued technical improvements will raise product quality to EU. standards, and that production of EU and Persian Gulf export quality table grape and strawberry will increase significantly over the next 10 years—to:
· 67,500 metric tons of strawberry,
· 45,600 metric tons of table grape, and
· 960 million stems of cut flower.
However, there is a question about whether the target markets for these products will be of sufficient size to purchase these quantities. Egypt may reach its maximum market share of the identified cut flowers by 2006, of strawberries by 2007, and of table grapes and fine green beans by 2012. Of these, only table grapes appear to have domestic demand of sufficient size to absorb second grade fruit from excess export-grade production. The magnitude of these implications for Egyptian producers is such that the export market projections for Egypt developed using the unmet-demand model should be thoroughly reviewed as soon as possible.
While the production focus was valid and succeeded in significantly increasing exports. It was known that the primary constraint to expanding exports of the key horticultural commodities was their failure to meet export quality standards. The ATUT approach was to focus the project on upgrading production and on export sales, rather than marketing. Hence it became clear that this approach was short sited and did not adequately address the development of systems for gathering and disseminating market intelligence and for strategic market analysis and planning. In addition program coordination was lacking between ATUT and other organizations concerned with exports, such as the relevant units within the Ministry of Foreign Trade.
On the other hand, the project team assisted growers and exporters to identify and negotiate with buyers. These skills have been important in the growth of fresh commodity export sales. Because of the emphasis on sales rather than marketing, however, most of the larger growers and exporters did not have access to an adequate market intelligence system nor have they gained the capability for developing effective medium and long term strategic marketing planning capabilities.
One of the most important deficiencies, however, was the failure to recruit and train local associates for the Ronco technical team. It was reportedly the original intention of the RONCO/ATUT subcomponent to employ local technical assistants to assist and be trained by the Ronco technical experts, in order to leave behind a trained cadre of local horticulture consultants
The intensive, one-on-one service delivery approach pursued by the Ronco consultants has been largely responsible for the excellent progress made by their producer clients. This strategy, however, had the effect of limiting the scope of Ronco direct technical assistance and technology transfer to a very small portion of the total horticulture sector. The Working Groups were able to transfer technology to more industry participants, but their coverage was limited by the relatively small number of people involved in the groups and their part-time participation.
There were no explicit provisions in the project for a human resource development/training subcomponent. While producer responses indicate that the on-farm training approach utilized by the Ronco team and the Working Groups was quite effective, the project, and the industry, would have benefited from the application of a planned and organized human resource development effort.
The improvements in productivity and export capability engendered through project-supported technology transfers have been institutionalized by the project beneficiaries and are thus sustainable. Beyond this aspect, the primary vehicle for the sustainability of project initiatives is represented by HEIA, which has been nurtured and supported by ATUT. The fact that HEIA has progressively improved its industry service capabilities and reduced its dependence on ATUT is an encouraging sign in terms of the continued sustainability of project initiatives. (RONCO-83)