Each session was presented by the researcher, with an external evaluator assessing the impact the session had on the study group. The external assessor, Ms B Mashoko, was a qualified Economist, working as an intern in the Economics and Marketing sub-directorate of the KwaZulu-Natal Department of Agriculture and Environmental Affairs. Ms B Mashoko had vast experience in economics and marketing.
62 Table 5.1: Generic schedule for training sessions in the manual for planning a food processing enterprise
Days Day 1 Day 2 Day 3 Day 4 Day 5
Session 1 A:Introduction C: Group dynamics E: Identifying food processing enterprise ideas
G: Marketing feasibility
I: Consumer survey
Session 2 B: Characteristics of an entrepreneur
D: Risks of running a food processing enterprise
F: Ranking food processing business ideas
H: Target group J: Analysing consumer surveys
Days Day 6 Day 7 Day 8 Day 9 Day 10
Session 1 K: Competition and promotion
M : Resources O : Financial feasibility : :
Start up and running costs
Q : Cash Flow S: Enterprise plan
Session 2 L : Production process
N: Co-ordination P : Sales price R : High risk and financial management
T : Market testing
The external evaluator evaluated each session using an evaluation form developed by the researcher (Appendix D). Issues the external evaluator looked at were the appropriateness of the training activities to illustrate new concepts; whether or not the reflections strengthened the concepts learned during the training activities, whether or not each session had a logical flow and suggestions to improve each session.
In addition to the external evaluator assessing each session, the group assessed each session, indicating whether they enjoyed the session and what the most important aspect was that they have learned from the session (Appendix E). The researcher also evaluated each session (Appendix F). The researcher’s assessment included whether or not the study group understood and enjoyed the training activities and if the training activities stimulated group participation. Was there sufficient group participation and did the group manage to complete the enterprise activity successfully?
The assessments of the external evaluator; the study group and the researcher were analysed and summarised (Appendix G). While assessment of the tool falls beyond the scope of the study, the key recommendations for the improvement of the manual for planning a food processing enterprise are reflected in Appendix H.
The recommendations for improvement of the manual will be incorporated in the manual for planning food processing enterprises. The improved manual will be a working document in the KwaZulu-Natal Department of Agriculture and Environmental Affairs.
The Value Adding component of the Department of Agriculture and Environmental Affairs will use the manual to assist group and individual enterprises to plan food processing enterprises.
The purpose of the study was to assess the feasibility of the dairy processing enterprise and to assess the ability of the group of LRAD beneficiaries to work as a cohesive team. The manual for planning a food processing enterprise was used as a tool in an action research process to assist the researcher in assessing the feasibility of the Engadini dairy processing enterprise. The results of the training sessions, as well as the observations during the
training sessions, provided valuable information regarding the feasibility of the dairy processing enterprise and the ability of the group to work as a cohesive team. The outcomes of the training sessions were used to inform the KwaZulu-Natal Department of Agriculture and Environmental Affairs Department of Agriculture and Environmental Affairs policy and procedures related to support of food processing enterprises, while also assisting a group in planning their enterprise.
CHAPTER 6
THE ACTION RESEARCH PROCESS
The women from the Engadini Community Trust indicated that they were interested in setting up a dairy processing enterprise, as was indicated in Chapter three. The researcher was requested by her Manager in the KwaZulu-Natal Department of Agriculture and Environmental Affairs to obtain quotes for dairy processing equipment. As very little information was available on what resources were available on the farm, the researcher decided to conduct a site visit on Killarney farm to assess resources available and resources required.
During the site visit the researcher met with the chairman of the Engadini Trust, Mr Maduna, the farm manager, Mr Mntungwa, and female members of the Trust. During the meeting and site visit, it was clear that although the women were keen to start the dairy processing enterprise, and had even made maas (a type of cultured milk) for selling before, they lacked direction as to how to start the enterprise. The researcher realised that it would be a waste of resources to acquire dairy processing equipment without providing guidance on how to start the dairy processing enterprise.
The researcher explained to Mr Maduna that she had developed a basic manual for planning a food processing enterprise that could assist the women in planning the dairy processing enterprise. An agreement was reached between the researcher, Mr Maduna and the female members of the Engadini Community Trust that the researcher would conduct training on planning a food processing enterprise with the female members of the Engadini Community Trust. As the initial idea to establish a dairy processing enterprise came from the women of the Engadini Trust, the researcher believed that it was the first step in planning a successful enterprise, since a common thread found in the literature on successful small-scale enterprises, described in Chapter two, was that the enterprise idea was that of the entrepreneur themselves (Harper, 1992).
The manual for planning the food processing enterprise was used as a training tool to assist the group of women. Initially, ten members of the Engadini Community Trust took part in the training and planning sessions. Four members withdrew after a dispute started at day seven of the training and the sessions were completed by the six members who indicated that they were still committed to the training, since they wanted to start a viable dairy processing enterprise. Each session followed the steps that were outlined in the manual and are explained in this chapter.
6.1 Session A: Introduction of manual for planning a food processing enterprise to the