User talk:Vasmee

Vasmee - Pioneering Eco-fruit farming


The dauntless courage of the pioneering farmers who braved hunger, drought, wild animals in Embilipitiya, Ampara developed the desolate areas within colonisation schemes. In contrast, another farmer, without braving such impediments innovated a futuristic farm model that may hold the key to sustainability of the rural poor. He is Vaas Gunawardena whose pioneering work established the Vasmee eco-fruit farm at Midigama, Matara. His pioneering spirit and tenaciousness may pave the way for solving many social problems in the Southern province that resulted in two armed youth uprisings with tragic consequences for many.



'''Jen Westborg, former Norwegian Ambassador to Sri Lanka plants a sapling at ‘Vasmee’ farm. Vaas Gunawardena (Right) and Project Director of SPREAP. W.M. Leelasena are also in picture.'''

Vaas Gunawardena was employed by a Colombo based company and was selling agro-chemicals in Anuradhapura. The vast developing spaces and irrigation systems made him think about building a farming model different to the traditional ones. He was aware that scientists have expressed concerns regarding excessive use of chemicals and artificial fertilizers that changed the eco-system with disastrous consequences to the environment and humans.

The future eco-farmer gathered a vast amount of information on newest trends in farming by voracious reading, attending seminars and meeting experts in the subjects. Among the subjects were new trends in organic farming, soil development, and land development and information on multi-crop patterns, which widened his knowledge. He selected the fruit sector because he wanted to work out the marketing concept he formulated in niche marketing.

Casual labour
After a stint in the Middle East, Vaas returned to Sri Lanka and set about to turn his dream into reality. He bought five hectares of derelict coconut land at Midigama for Rs. 1,400,000 in 1997 and set up his futuristic farm. As a traditional Southerner, he wanted his lot in South where he was born. The first three years were gruelling but he was able to sustain himself by planning his crops. He developed a very enlightening attitude towards labour and treated the farm workers as his co-partners and not as subordinates. Vaas says that the traditional plantations use casual labour and give only periodic work to people.

This de-motivates workers as they do not find security in employment. It may be that Vaas was unconsciously following the post-war Japanese businessmen who were forced by statute to give lifetime employment to the staff. Rebuilding of Japanese economy was achieved on that concept which was different to the American system of hire-and-fire with its job insecurity.

Vaas recruited five young people initially in addition to village helpers who knew the area and traditional crop patterns. The new workers were given assurances of continuous employment. They were also given a uniform, boots and a notebook. The farm became a Disneyland in the Southern coastal belt. The workers were given the title 'Crop Master' and were allocated a crop. Vaas says that the first three years were testing times. Twenty hours of work per day was the norm. Fortunately, he had a survival strategy worked out.

The coconut yield was increased with judicious use of NPK to sustain himself in initial years but the land development was put info full operation. Terracing and planting of grilicidia as a soil erosion barrier was done. Coconut husk from the estate helped to contain ground moisture levels. The NPK was substituted with natural fertilizer comprising fowl, goat manure and cowdung from nearby farms and compost manufactured in the farm. The farm was able to sustain itself and the staff grew from modest amounts in 1997 to 72 at present.

Business model
Vaas Gunawardena differed from the pioneer farmers because he had a business philosophy and worked out his model on sound marketing practices. Wet and dry processing of the produce was the key to it. He wanted to change the traditional business model and to create a novel concept in agriculture with due consideration to eco ideals and environmental concepts. The village was not disturbed in this attempt but made a part of the farm as villagers participated in its activities.

Vasmee farm contains a crop pattern of diverse variety. An amazing variety of tropical fruits are grown within a modest space of five hectares. Banana, pineapple, passion fruit, papaw, mangoes, rambuttan, lemon, guava, starfruit (kamaranga), sour sop (anoda), hog plum (ambarella), jack fruits, king coconuts, lime, woodapple, pomegranate, rose apple (jambu), durian, avocado, veralu, lovi, governor plum (Uguressa) nung-nung, cashew as well as yams like (kiri-ala) and leafy vegetables are grown. Vaas claims that more than 25 varieties of fruit can be grown in like manner. This strategy of planting multi crops has screened the farm from seasonal price fluctuations and made it viable.

Management
Vasmee also differs from normal plantations because the family-based management has a policy of easy and free access by any employee to air their views which are given due consideration. Management comprises core group of unit managers meeting regularly and in monthly management meetings. Regular chitchat by the directors with the core team facilitates lateral communication. The factory has now earned ISO status and further refinements in financial management has been given attention.

A computerised accounting package gives attention to financial information plus systems and controls. Vaas has realised that productivity does not depend on the mammoty and that the computer is an essential tool in farm management. The difference between a farmer and an agriculturist is that. Vasmee started its farm gate factory in 1998 and currently Vasmee itself handles the distribution of bottled fruit juices etc from the factory. A farm gate shop offers fresh fruits and the range of Vasmee products to visitors who comprise school children and foreign tourists. An admiring Australian visitor has commented 'fantastic, may the whole world do things this way'

Productivity
The average ownership of land in the Southern province is 0.6 hectares and most crops are grown in small plots. This is true of even the prime export crop, cinnamon. The cultivations are not scientifically managed and productivity is less. This sets in a vicious cycle where the average Southern farmer complains that the price of farm produce is not sufficient. Productivity will increase his income but without scientific agri management that will not happen. Multi-cropping is one answer to increase productivity in smallholdings.

The Jaffna farmer has practised this forages. W. Robert Holmes, Ph. D, in his book "Jaffna '1980'" comments: 'The Jaffna man is a model farmer with respect to crop rotation and fertilizing his field and is careful to put enough vegetable matter into the soil each year to produce a crop. Green leaves or old palm leaves discarded from the fences or thatched roofs are the commonest materials.' In addition, the Jaffna farmer who relies on natural fertilizer is much less in danger of finding the supply gone or transport unavailable just when he needs it.

Vaas Gunawardena says that he was able to reduce his input costs by using natural fertilizer. The use of insecticides became obsolete at 'Vasmee' with the resurgence of the eco system. The natural enemies of pests, reptiles and birds, did the work of chemicals.

South
Southern province farmers have abundant fertile land compared to Jaffna farmers. However, as early as 1971, unemployed youth took to arms in one of the most resplendent areas in the country. In spite of that, farming methods and attention to best practices in scientific farming has not been established.

The result is rural poverty. One reason is the extension services of government departments and line agencies do not reach the farmers adequately. The Southern Province Regional Economic Advancement Project (SPREAP) under the Ministry of Southern Region Development assisted with Asian Development Bank funding has established a network of Entrepreneur Development Service (EDS) Providers to provide such service needs. Vaas Gunawardena has become a partner of this project by becoming an EDS provider. He is willing to offer his consultations and share his knowledge with farmer entrepreneurs in the area.

He has also taken a keen interest on brief business profiles prepared by the Agri Expert of the above project, Dr. Lionel Weerakoon. One of them is focused on the perennial question of South where over 40 pre cent of the harvested fruit does not reach the market. The profile shows how garden crops could reach the market by developing entrepreneurship on fruit collecting, sorting and post harvest management. A triangle of fruit and vegetable farmers are to be organized close to Denepitiya to foster the project idea. Gunawrdena is keen on an out grower program to supplement his fruit supply for the factory and has shown keen interest on the above project.

Future
Within its program of employment generation and sustainability of people, through scientific farming, 'Vasmee' has extensive business plans. The brand is now interested in reaching Colombo customers through a super market outlet. Discriminating customers will be able to enjoy the unique taste of 'Vasmee' products in near future. Rural poverty fosters mass discontent. There are more than 40,000 hectares of coconut land in Southern Province. 'Vasmee' Farm is an ideal demonstration model in multi crop farming with eco-interests in mind, which others can follow. The futuristic model farm 'Vasmee' may contain ingredients to prevent a Third Rising.