In order to minimize duplication, consolidate resources and strengthen industry representation to government, the South African Avocado Growers Association (SAAGA), South African Litchi Growers Association (SALGA), South African Macadamia Growers Association (SAMAC) and the South African Mango Growers Association (SAMGA); amalgamated under an umbrella organization called Subtrop. This study focuses on the pre and post effect the amalgamation had on Extension services to the abovementioned organizations. The effect was measured by conducting a survey. The survey measured both Subtrop member and relevant Subtrop staff responses. The survey used two questionnaire types, one for Subtrop members and one for Subtrop extension advisors. The questionnaires were designed to complement the SPPS V19.0® statistical package. The questionnaires were completed at group interview sessions. A total of 127 farmer respondents, divided in two groups, namely 90 farmer respondents and 37 opinion leader respondents participated in the external survey. The internal survey comprised of six Subtrop extension advisor respondents. Farmer and opinion leader respondents, (hereafter called respondents), provided their perceptions and rated the extension services of the technical department of Subtrop. Results showed that the respondents used the Extension services for on farm advice and group based Extension services like study groups. The Subtrop Extension services received a higher rating after the Subtrop amalgamation than before the amalgamation. Subtrop extension advisor responses showed a need for training and coaching, as well as some reconciliation with respect to the increase in work load afforded by the amalgamation. Pre-amalgamation extension advisors served one commodity, while post amalgamation extension advisors now serve four commodities. The respondents indicated their satisfaction with the organizing of study groups. They also indicated that the study groups met their needs. Although the respondents understood the value of intercommunication and participation, the study showed that the minority realized the need to take ownership of study groups. All the extension advisors indicated that organizing study groups was the single activity that used most of their time. The Subtrop study groups were rated higher after the Subtrop amalgamation than before. The Subtrop newsletters were rated higher after the Subtrop amalgamation. The respondents indicated the newsletters as valuable and therefore proved newsletters as an appropriate extension communication tool. The Subtrop websites were indicated as somewhat valuable. Most respondents indicated a lack of awareness of the websites, indicating a need to promote the websites better. Although very few respondents completed the marketing related services section of the survey, those that completed this section were all aware of this service. The following recommendations emerged: For extension advisors: <ul> <li> The development of a curriculum of Subtrop commodities for training purposes;</li> <li> Regular technical and soft-skill training;</li> <li> The development of a mentorship program; and</li> <li> For new extension advisors an orientation program which includes the above mentioned.</li> </ul> To improve the Extension service outputs: programmed extension and the implementation of area committees. Additional focus on communication and exit interviews. For farmer members: <ul> <li> Study group management needs to be improved, combine newsletters, improve awareness of research and promote websites and market services.</li> <li> Further: develop an extension policy, maximize area committee involvement and regular member feedback surveys.</li></ul> / Dissertation (MSc)--University of Pretoria, 2012. / Agricultural Economics, Extension and Rural Development / unrestricted