A comparative analysis of two land reform models, the Mashishimale farm management model and the Nkumbuleni strategic partnership model, South Africa

Abstract

The Sustainable Restitution Support – South Africa (SRS-SA) program aimed at the development of a post-settlement support model that could be used to support beneficiaries of land reform in South Africa, especially those who received the land through restitution. The two land restitution claims were identified namely Mashishimale in the Limpopo Province and Nkumbuleni in KwaZulu Natal Province in South Africa. The main objective of the study is to determine the essential elements of two post-settlement support models to successfully implement and manage land reform projects in a sustainable manner namely: Mashishimale Farm Management Model (FMM) and Nkumbuleni Strategic Partnership Model (SPM). The data was collected through meetings and interviews with different stakeholders or role players. “Farm management can be described as the rational decision-making to achieve the objectives of the particular farming enterprise” (Van Reenen and Marais, 1992: 2). The Community Property Association (CPA) with the support of the Mashishimale community and the Tribal Authority decided to manage the farm by themselves and appointed a knowledgeable and skillful CEO and managers to manage the farm. The Mashishimale Farm Management Model has a definite management structure that is responsible for various activities on the farm. The management structure consists of a CEO, six (6) managers and two (2) assistant managers. Three steering committees were established to help in the decision-making processes. The Oxford dictionary (1979) defines partner as “person associated with others in business of which he shares risks and profits.” Nkumbuleni Community Trust (CT) has appointed a Strategic Partner and form the Nkumbuleni Strategic Partnership Model. Nkumbileni CT together with the Strategic Partner formed a company consisting of five (5) Directors aimed to manage the farm as a business. The Mashishimale CPA and Nkumbuleni CT were assisted by specialists from the University of Pretoria to develop the Interim Business Plan for the farms. The specialists from the University of Pretoria together with the Strategic Partner, CT and Project facilitator/coordinator developed a Financial Plan for Nkumbuleni CT. The specialists, the CPA and Project facilitator/coordinator further developed a Financial Plan for Mashishimale CPA. No funds were available for the FMM to manage the farm. At the SPM, the Strategic Partner made funds available to manage the farm. Both farming enterprises applied for financial assistance from CASP but didn’t receive anything. FMM and SPM received training that was developed by the SRS-SA specialists and facilitated by Project facilitator/coordinator. The Limpopo Department of Agriculture is not visible at Mashishimale and as such the roles of local municipality and extension officers are non-existence. There is no a single extension officer that the CPA knows at this juncture. The Nkumbuleni CT members are uncertain about the role of the division of Agricultural extension (Provincial Department of Agriculture and Conservation, KwaZulu Natal) can play to support them because they only attend meetings but there is nothing from them or from their Department. Both FMM (CPA) and SPM (CT) are getting advisory and other support from the private sector and other stakeholders. The Transvaal Suiker Beperk (TSB) entered into a partnership with the Trusts of Siphumelele Community and Ingwenyama Community (separately) through its Agricultural services company known as Shubombo Agricultural Services (Chiyoka, 2009). Strategic Partnership Model has a definite management structure. Extension services are rendered in a joint venture whereby the TSB extension officials and the Provincial Department of Agriculture, Rural Development and Land Administration extension officials work together to assist farmers. The South African Sugar Association is providing technical advices on production and other relevant aspects such as market trends, etc. TSB provides training on leadership, conflict resolution management and finance management, while extension managers and production managers provide mentorship to the trustees. The Business Plans, Financial Plans and Work Skills Plans were developed by TSB (TSB, 2009). Training is regarded as part of a developmental program that is aiming at building capacity on trustees and other beneficiaries. There is well developed communication policy which outlines the possible communication strategy. A comparison of the two models discloses several similarities namely according to FMM and SPM structures and their responsibilities to manage, control of farm assets on behalf of the communities; they use the same communication channel systems to communicate with the community and other stakeholders and the appointment of the project facilitator/coordinator to facilitate and coordinate the activities. The most important differences between the two models are: <ul> <li> A scientific company was formed by the SPM to manage the farm as a business while the CPA kept that responsibility to itself in the FMM.</li> <li> The Traditional Authority at the FMM attend all CPA meetings while at the SPM do not attend all the CT meetings.</li> </ul> The study reveals that the following actions are essential for the successful post-settlement to restitution farms: <ul> <li> The execution of baseline study (survey) to determine the socio-economic situation in a community (beneficiaries).</li> <li> The appointment of an independent Project facilitator/coordinator to ensure effective and efficient communication.</li> <li> A well defined management structure and the appointment of a knowledgeable, skilful and experienced farm manager(s) or Strategic Partner.</li> <li> The development of a business plan for the farm with the support of professional agriculturist.</li> <li> The identification of qualified professional extension advisor to provide advice and guidance to the manager(s) or Strategic Partner.</li> <li> Appointment of a mentor to guide, advice and train the manager(s) or Strategic Partner.</li> <li> Financial support to manage the farm (Grants; Comprehensive Agricultural Support Program; financial institutions and specifically the Land Bank)</li></ul>.