Helping Rural Blind Build a Business

NEED

There are over 724,000 visually impaired people in South Africa. Due to historical inequalities, many of these people did not receive adequate schooling or training. The rural settlements of Groenwater in the Northern Cape and Qwa-Qwa in the Free State, where these projects will take place, are characterised by high levels of poverty and low levels of education. This lack of education means that blindness carries with it a stigma, and blind people living here often face discrimination and marginalisation.

One of the biggest problems faced by the community as a whole, and blind people in particular, is poverty. More than 40% of the total population lives on less than R5057 a year. Throughout the country, the rate of employment for blind South Africans is less than five percent, and it is no different in these communities.

OVERVIEW

The 14 members of the Kgatelopele Blind Association in Groenwater and the 29 members of the Reikamohetse Blind Association in Qwa-Qwa have identified the need for locally made, affordable household detergent products in their communities. By establishing cooperatives to manufacture these detergents, they believe they can meet this demand and create a sustainable source of income for themselves.

Both associations include members who have basic financial management skills as well as experience in the manufacturing and selling of detergents. In establishing their businesses, the two associations will continue to receive support from the South African National Council for the Blind. The Council is experienced in assisting blind associations with setting up similar businesses. These businesses have mostly been successful at creating a sustainable source of income for its members.

Through its SASIX listing, the Council will provide the necessary start-up capital for these micro-enterprises, which will provide a sustainable source of income for the 43 members of these associations.

WHAT WE LIKE ABOUT THIS PROJECT

• The support of the Council means that the blind associations have access to outreach and support whenever they need it.
• The associations have put together well-researched business plans.
• By giving members ownership of their own micro-enterprise, the project not only provides a sustainable source of income its member-owners, but will also be a boost to self-esteem.

IMPACT HIGHLIGHTS

On average, the Council has found that similar businesses can pay about R600 per month to each member. This will provide the 43 beneficiaries of this project with a valuable income to supplement their disability grants. This will help association members become more independent, and feel like less of a burden on their loved ones. This will have an invaluable effect on their self-esteem. Finally, the project will provide these largely poor, rural communities with locally made and affordable detergents.

ORGANISATIONAL CAPACITY

The SANCB is a well established national organisation, which incorporates 92 member organisations throughout the country. The purpose of the SANCB is to empower people with visual impairments towards independence. This is widely documented and understood within the organisation.

The governance structures of the SANCB are deeply democratic, with individuals from their member organisations nominating and voting for leaders who represent them on the National Executive Committee (NEC), which acts as the organisation’s board.

The SANCB is affiliated to a number of national, regional and international organisations, through which it is able to access research and review its own programmes to align with best practice. Beneficiaries of the SANCB have access to various decision-making bodies, which allow it to be responsive to particular needs and issues that are raised by their beneficiaries.

The SANCB has many sources of income, and relies heavily on individual donations. It has a formal, documented fundraising strategy in place to meet its future needs.

RISK PROFILE

Key Strengths

• Concept: The project seeks to provide a sustainable source of income that will make the members of the two blind associations more independent.
• Design: The members of the association themselves will own their own businesses. This will help to ensure their buy-in and be a boost to their self-esteem.
• Capability: The Council has previous experience in setting up similar businesses.
• Sustainability: Research has established the demand for their products and a detailed business plan will guide their strategy to maintain a sustainable source of income.

Key Risks - Low

• Control: The blind associations will take full ownership of their businesses. While the Council will provide support when it is required, these associations will ultimately be responsible for their own success or failure.
• Capability: Members who will be running the micro-enterprises have limited business experience. This is somewhat mitigated by the training and support that is provided by the Council.
• External: As with any new business, there are risks that the cost of production might increase (for example, the cost of any of the chemicals used to manufacture detergents might suddenly increase). Working in an impoverished area also means that demand for can fluctuate, though the demand for detergents, which are not luxury items, should remain fairly consistent.