S. E. Terblanché
Senior Lecturer, Department of Agricultural Economics, Extension and Rural Development, University of Pretoria, Pretoria 0002, Tel. +27 12 420 4958, Fax. +27 12 420 3247, e-mail: fanie.terblanche@up.ac.za
ABSTRACT
The Land Reform Program is a priority program in South Africa to redress the matter of land ownership. However the number of failures of projects implemented is alarmingly high and the majority of projects are not sustainable. Some popular articles and reports however indicated successes and the positive role that the mentor has fulfilled in the success of the project. This has led to the research study to determine why it seems as if a mentorship program is a key factor in sustainable land reform. Fifteen mentors and 20 protégé's (new farmers) were personally visited and interviewed. The findings show that there are essential qualities and characteristics that a mentor and Protégé should satisfy to ensure a successful mentorship program. The qualities and characteristics linked to a mentor are: a knowledgeable, respectful and trustworthy person, while those of the protégé are: a committed, respectful and hard working person. The establishment of a mentorship relationship is essential for success. Obstacles that could hinder the program are a lack of willingness, no commitment and a negative attitude, while the availability of a viable and sustainable business plan for the farm is non-negotiable.
Key words: Mentorship; personal characteristics; land reform; agriculture; business plan; sustainability.
1. INTRODUCTION
Mentorship today is a word of fashion and in many instances it is being visualised as a magic wand that can bring about change by swinging it and uttering a few magic words. In business today coaching and mentorship are buzzwords, the trends of the moment (Stout-Roston, 2007) and more and more organizations/institutions are busy developing and structuring mentorship programs. Mentorship however can differ depending on the profession involved and workplace practices where it is implemented.
The concept, mentorship, can be taken back many years ago to the Greek mythology, when Odysseus, the Greek poet, took his son Telemachus to his friend Mentor and requests him to guide, coach and raise him in life skills while he will be away from home for a long time (Adams & Scott, 1997).
Transformation and therefore change, not only in South Africa, but in the world today is taking place at such an enormous speed that one sometimes feel totally lost and have a feeling of not really knowing where you are heading to. In the agricultural sector in South Africa and more specifically with regard to land reform, there is an outcry by land reform beneficiaries that they need mentors to support them. There are a number of examples of successes, but unfortunately also failures. According to the goals of the South African government with regard to land reform, 30% of agricultural land, currently owned by white farmers, needs to be transferred to previously disadvantaged South Africans by 2014. A second major goal is that all restitution claims need to be settled by the end of 2010.
The aim of these land reform programs is not only the settlement of previously disadvantage individuals, groups and / or communities on agricultural land, but to provide a support service to them and enable them to live a better life.
The new farmers need to be successful in producing agricultural produce (food security), alleviate poverty and to become part of the mainstream of agricultural production in South Africa. Although there are successful settlement projects the number of failures is alarmingly high; failures that the agricultural sector and therefore South Africa cannot afford (Williams, 2005:14; Smith, 2009:71). In the document, "The Strategic Plan for South African Agriculture" (2001: 15, 16 and 26) and the Broad Based Black Economic Empowerment Framework for Agriculture (AgriBEE, 2004: 11) discussion document, the development and implementation of mentorship programs have been identified as one of the key factors that can positively influence land reform and Black Economic Empowerment.
Very little information is available on mentorship programs in agriculture in South Africa however there is a great willingness among commercial farmers to act as mentors for emerging farmers. Kieviet & Raath as mentioned by Terblanché (2003: 11) strongly recommended that the acceptance of a mentorship program and the appointment of a mentor for emerging farmers becomes a necessity.
With regard to this research the one question to be answered is:
]]> "Can the implementation of a mentorship program, for land reform beneficiaries play a role to minimise the occurrence of failures?"The objectives of the research study are therefore:
2. LITERATURE REVIEW: A THEORETICAL REFLECTION
2.1 Mentoring or mentorship
There are numerous definitions for mentorship or mentoring today and the definition depends on the profession involved and the workplace practices where it is implemented for instance, according to Murray (1991: 5): 'Mentoring is a structure and series of processes designed to create effective mentoring relationships, guide the desired behaviour change of those involved, and evaluate the results for the protégés, the mentors and the organisation with the primary purpose of systematically developing the skills and leadership abilities of the less experienced members of the organisation'.
A more simplified but descriptive definition of mentoring is according to Oberholzer (as cited by de Beer, 2005) the following: 'Mentoring is simply someone who helps someone else to learn something the learner would otherwise have learned less well, more slowly, or not at all'.
]]> Finally mentorship is career guidance and individual development process by which competencies (professionalism) and insight are carried over by chosen people (mentors) to other people (protégés). (www.gclearning.com).The analyses of these definitions of mentorship emphasise three elements namely:
Mentoring brings individuals together on a one - to - one basis, bypassing bureaucracy and institutions. It brings people together, real people talking to real people. Mentoring therefore implies someone older (or somehow more experienced) working with someone younger and by definition, less experienced.
According to research, (Murray, 1991; Adams, 1998; Holliday, 2001; Edwards & Keane, 2001; Young & Wright, 2001, Primary Agriculture Education and Training Authority, 2003; de Beer, 2005; South African Cane Grower's Association, 2005 and Ueckermann, 2005) the successful outcomes of a mentorship program, depends heavily on the development of a mentoring relationship between the mentor and protégé. Table 1 is a summary and example of a framework for a mentoring relationship. The framework includes aspects such as obstacles that might hinder the relationship as well as the benefits for the role-players (Terblanché, 2007).
2.2 Mentorship in the agricultural sector in South Africa - some desktop research findings
As previously mentioned there are a number of land reform projects where a mentorship program has been established. The following are some examples of structured and even unstructured mentorship programs mentioned in published and unpublished reports and in articles published in the Press and magazines.
]]> 2.2.1 Mentorship Review - towards a model of mentorship for PAETA (Primary Agricultural Education and Training Authority) - Khanya - managing rural change cc. November 2004.Khanya was contracted by PAETA and GTZ (German Technical Co-operation) to undertake a study of mentorship practices in the primary agricultural sector based on PAETA supported project. The approach followed by PAETA has developed out of the need for practical training in farming practices. Two very important aspects that came forward according to the report are:
2.2.2 Report on the South African Cane Growers Association's Mentorship Program for the Development of new Black Farmers - June 2005
CANE GROWERS' identified a need to implement a Mentorship program for the New Freeland Growers (NFG's) entering the Sugar Industry. The intention was to have an experienced sugarcane farmer, who is nearby the new farmer, assist and show the new farmer in the running of the farm as a business. The most important outcomes of the evaluation report are the following:
Problems encountered by mentors and new farmers are:
Mentors:
New farmers:
2.2.3 Progress report: Training and Development Projects for Emerging Farmers - National Wool Growers Association (NWGa) 2004/05.
Results of the mentorship program:
According to the NWGA the positive result of the mentorship program can be illustrated by means of the next table while the aim of the mentorship program is to support the training of farmers in the classing of wool and all aspects of contaminations.
]]>
According to the above table, farmers without a mentorship program, (Shed B) lost R158 990.
2.2.4 Report: Renosterrivier Land Reform Project (undated)
The research done on the Renosterriver project as well as many other identifies a number of aspects that could help future land reform interventions. Only a few are mentioned below with specific reference to a mentorship program:
2.3 Agricultural related mentorship projects and/or requests for mentors, published in the more popular agricultural magazines and newspapers.
2.3.1 From Ciskei to the world
Sanalake 'Solly' Nonceba of Upper Kat River Valley struggled for years to make a living farming citrus. But when Solly entered a partnership with pack house Riverside Enterprises, under the mentorship of Llew Roberts, his fortunes changed. (Farmer's Weekly, 4 March 2005: 47 - 48)
]]> 2.3.2 'The state left us hanging'.They feel ill-equipped to run a commercial farm. 'We'd like to have more hands-on-mentorship, even a joint venture with a commercial farmer, if it doesn't mean losing control of the project,' Sikele Bavuma (project coordinator) says. (Farmer's Weekly, 3 June 2005: 58)
2.3.3 Land reform rests on post-settlement support.
After a group of Khoisan in the Northern Cape received a land restitution grant, they realized they lacked the skills to turn their venture into a profitable enterprise. Now they're in desperate need of a mentor with practical advice. "We need a mentor, someone who will enable us to gain the skills needed to make the project succeeds. Without this, the whole thing will fail, and all that money and effort will be lost", says Abraham Hoogtander, Manager of the farm at Jan Kempdorp (Farmer's Weekly, July 2008: 53).
2.3.4 New Forest scheme falls apart.
In 1999 the New Forest Tomato Farm was hailed as a top-notch agricultural initiative owned and run by women. A lack of funds forced its closure in 2002. The Assistant Manager Kelvin Nemurangane blamed the Agricultural Department for the project's downfall citing a lack of technical and mentorship support (Farmer's Weekly, 25 November 2005: 90).
2.3.5 An empowerment success story ... at last!
Paul Clüver Junior attributes the farm's success to: Committed partnership; sound mentorship and value adding of its products. 'This project would have been a complete failure if it wasn't for the Clüvers'. They have been our mentors' says Jan Jansen Lebanon Farm Manager (Farmer's Weekly, 13 May 2008: 68 - 69).
2.3.6 Laying foundations for successful LAND REFORM.
The Masekhane Women's Land Camp project and farmer Mike Charters' mentorship and empowerment schemes are helping to reduce poverty and crime, while fostering goodwill between the town's black and white residents. 'Mike Charter came to us as a blessing, offering knowledge and capital and making the difficult jump from subsistence farmer to commercial farmer possible,' say the Gova Brothers of Ugie. According to the Gova Brothers, a mentorship program with white commercial farmers is the difference between success and failure for those emerging producers making the jump to commercial production (Farmer's Weekly, 3 March 2006: 32 - 34).
]]> 2.3.7 Micro approach yields mega boost in stock value.Mngunube Consultants' micro approach to rural development anchored by an effective mentorship strategy to individual households, has led to significant success in the grassroots fight against poverty. Mentorship support to Elundini farmers is defined by a motivation to improve the production and quality of stock through entrenching a culture of management (Farmer's Weekly, 29 September 2006: 44 - 46).
2.3.8 The emerging of a powerful mentorship.
Sceptics often expect emerging farmers to fail, but Phopi Ralentjena, an emerging farmer from Blouberg in Limpopo, is disproving this notion. He and his mentor Auwke Jongbloed are proof that white_commercial farmers can successfully mentor black emerging farmers. Phopi feels mentorship is the key and as a new farmer you must be a farmer at heart (Farmer's Weekly, 25 May 2007: 54 - 56)
2.3.9 Presentation made by Nkanyiso Gumede (new female farmer) at the South African Sugarcane Association (SASA) meeting.
'The help I received from my mentor enabled me to manage my loan repayments. Ant Bennet, I look at him as my mentor and watch everything that he does so I can learn how to become a better farmer. He is more than my neighbour and mentor, he is also my friend. My advice to potential sugarcane farmers is: Get yourself a mentor or enter into a mentorship programme as soon as possible' (Unpublished presentation at SASA meeting, 2006).
3. RESEARCH METHODOLOGY
Three methods to collect data for the research project were followed namely:
3.1 A desktop study with regard to:
3.2 A mail questionnaire
A mail questionnaire was constructed to be send out to mentors and new farmers for completion and to be mailed back to the researcher. When testing the questionnaire by means of a personal interview, both mentor and new farmer indicated that they would not have completed the questionnaire if received by post or e-mail. The reasons mentioned were because of the human and personal nature of most of the questions and the sensitivity nature with regard to land reform in South Africa. Both however assured the researcher that they believe other mentors and new farmers will participate and answer questions during a personal interview.
3.3 Personal interviews
With the support of Organized Agriculture mentors and new farmers involved in mentorship programs were identified, contacted and visited for a personal interview. In total 15 mentors and 20 new farmers were interviewed. They were assured of the confidentiality of the information and no names of mentors/new farmers or farms visited, will be mentioned in the findings. Projects were visited in eight of the nine provinces in South Africa. Mentors and new farmers were separately interviewed.
4. FINDINGS
]]> The findings and therefore respondent's expectations, experience and perceptions will be presented under the following headings:4.1 Mentoring and mentorship according to mentor and protégé respondents 4.1.1 Mentors
The 15 mentors individually describe mentoring and mentorship according to their experience, expectations and perceptions (Table 3). Their descriptions of mentoring and mentorship can be clustered into four mentoring categories and it is presented in the next table. According to the table below there are no significant differences between the four mentoring categories. It strengthens the fact that mentoring is a philosophy that includes aspects of guidance and training that leads towards the establishment of a relationship.
4.1.2 The new farmers (protégé's)
The 20 new farmers who participated in the research project individually describe, according to their experiences, expectations and perceptions their specific mentoring and mentorship program. The descriptions as mentioned by the new farmers have been clustered into three mentoring categories as indicated in the next table.
A total of 50 per cent of the new farmers experienced their mentorship program as hands-on training. Important however is the experience and perception of 30% respondents that their mentorship program is more of a philosophical nature and it has been observed that the mentor played an important role to establish this concept with his/her new farmer. Although only one group indicated that their mentor actually manages the farm on their behalf, it is a concept that needs to be carefully managed. It unfortunately does not contribute to promote the independency of the new farmers. At one of the most successful land reform projects visited, the new farmer clearly indicated that he would not have been successful if it wasn't for the mentoring and mentorship program he and his mentor followed. It consists of a number of aspects that needs to taken in consideration namely:
4.2 The mentor
According to Young & Wright (2001) as cited by de Beer (2005: 30) the mentor is a person who guides another to avenues of success; will meet the protégé's needs; knowledgeable and respected; a person who listens and a problem solver. Mentor respondents were requested to describe a mentor according to their experience and perception, identifying essential characteristics and qualities of a mentor to be successful, and the results are presented in Table 5. The responds were clustered into five mentor categories and these categories are actually characteristics and essential qualities of a mentor.
The importance of knowledge as a key and essential element in the accoutrement of a mentor is clearly illustrated by the above table. Aspects such as willingness and trust are also essential according to mentors themselves.
The new farmer's description of their mentor is presented in the next table. The responds were clustered into five mentor categories. According to the table new farmers (protégé's) also indicated that the most important and essential element of a mentor is knowledge. Linked to knowledge is the characteristics helpfulness and experience, which were also indicated by the new farmers as important elements.
]]> Table 6
A mentor also exposes specific characteristics as well as essential qualities. Mentor and new farmer (protégé) respondents were requested to identify the essential characteristics and qualities of a mentor and the outcome are presented in the next table.
According to mentors the four most important characteristics/qualities of a mentor are:
knowledge; respect; trustworthy and willingness.
According to the new farmers the four most important characteristics/qualities of a mentor are: respect; knowledge; trustworthy and commitment.
4.3 The new farmer (protégé)
]]> According to Young & Wright (2001) as cited by de Beer (2005: 30) the protégé is the person who is being mentored. The protégé must respect and trust the mentor; be willing to enter into a relationship and must be committed and willing to learn. The literature review emphasizes a number of important characteristics and qualities of a protégé that are essential to establish a relationship.Mentor and new farmer respondent's described the new farmer they are working with and the results are presented, in order of priory, in the next table.
Although there is a slight difference with regard to the description of a new farmer by the mentors and the new farmers, the following descriptions were mentioned by both:
According to the above table both mentor and new farmer agree that the most important characteristic of the new farmer is commitment.
4.4 The mentoring relationship
- In 85% of the programs the mentorship program was initiated, both by a new farmer or a mentor and not by an outsider person or organization.
- In only 15% programs an organization linked the new farmer to a mentor.
- No one was forced into the project.
- Both mentor and new farmer were mutually committed.
- They establish respect for one another - the new farmer acknowledging the knowledge, skills and abilities of the mentor and the mentor acknowledge, the willingness and eagerness of the new farmer to become successful.
Mentors and new farmers mentioned a number of other important aspects that support a sustainable mentoring relationship and therefore a sustainable farming enterprise:
4.5 The outcomes of the mentorship program
The success of the land reform project linked to a mentorship program can best be illustrated in the words of the new farmers:
The majority of mentors and new farmers visited, clearly stated that the projects are successful and that:
4.6 Obstacles hindering the mentoring relationship
The following obstacles that might hinder the mentoring relationship have been mentioned by respondents:
]]> 4.6.1 Mentors4.6.2 New farmers
4.7 The ending of the relationship
There is, according to the literature, no specific rule when to end a mentoring relationship. It could be, and there are examples from the past where the mentoring relationship is a life-long relationship.
A mentor and protégé will always nourish a successful relationship. According to de Beer (2005: 27) it is healthy for a mentoring relationship to end. It depends on the mentor and the protégé to, if necessary, take the courage's step and end it.
4.8 Specific needs mentioned by mentors
4.9 Innovative ideas to be considered
(de Beer, 2005)
5. CONCLUSION AND RECOMMENDATIONS
5.1 Conclusion
A total of 15 mentors and 20 new farmers were interviewed. The majority of mentors described their mentorship program as a broad concept with a philosophical nature, while the concept of guidance also featured strongly in the description.
More than 50 percent of the new farmers experienced and perceived their mentorship program as hands-on training. Both mentor and new farmer respondents accentuate the fact that a mentor is a knowledgeable person; respectful and trustworthy.
According to both mentor and new farmer respondent's commitment is the most essential quality and characteristic of a new farmer. A new farmer according mentors needs to be: a person that is committed, hardworking, willing to learn, listen to advice and implement it. According to new farmer respondents a new farmer should be: willing to learn, hard working, a careful listener and an implementer of advice.
Mentor and new farmer respondents unanimously stated that a mentoring relationship does exist within their mentorship program. They also unanimously declared that the relationship was established because of their commitment and respect for one another.
Respondents identified the following aspects that are supportive to the success of a mentorship program:
The outcomes of the mentoring relationship and therefore, the mentorship program, are best summarized in the words of a new farmer:
'We understand one another and work together to achieve one goal - I the new farmer must be successful. I have developed a new value system - proud on who I am and what I have achieved. The secret is we made time available for one another'.
Obstacles that could hinder and damage a mentorship program are:
5.2 Recommendations
'Mentors are masters, recognised by their institutions or profession, as holding a position that protégés should strive towards achieving' (Edwards & Keane, 2001).
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