Infrastructure is one of the top priorities of the South African Government. Substantial amounts will be invested by the Government in infrastructure between 2014 and 2016 as good infrastructure plays a pivotal role in the growth of the South African economy. Government does not have sufficient resources to meet its infrastructure goals and is therefore dependent on the private construction sector to provide assistance. Discrepancies were noted between the judgment laid down in CSARS v South African Custodial Services (Pty) Ltd (SACS) and the interpretations from the relevant sections contained within the Income Tax Act governing the normal tax treatment of construction contractors. The aim of this study was to determine whether reliance could be placed on the judgement laid down in CSARS v South African Custodial Services (Pty) Ltd in order to determine the nature and deductibility of expenditure incurred by construction contractors in future. It is crucial that tax legislation should be correctly interpreted and applied in determining the taxable income of taxpayers as it is evident that tax consequences influence the behaviour of South African taxpayers. A literature study of prior case law, sections of the Income Tax Act governing the normal tax treatment of construction contractors as well as other relevant literature was performed in order to determine the correct application of sections governing the normal tax position of construction contractors. The negative tax consequences suffered by SACS as a main contractor due to judgement laid down in CSARS v South African Custodial Services (Pty) Ltd could influence the willingness of the private construction sector to provide assistance to Government in future. Based on the literature study performed it was found that the court's application of Section 22(2A) of the Income Tax Act was correct. It was further found that the Court erroneously applied Section 11 (a), and as a result incorrectly determined the normal tax position of SACS. In response to this it is recommended that no reliance should be placed on the judgement laid down in CSARS v South African Custodial Services (Pty) Ltd in respect of determining the nature and deductibility of fees paid to subcontractors by construction contractors, as this could result in negative tax planning consequences. / MCom (South African and International Tax), North-West University, Potchefstroom Campus, 2015

Public sector organisations are established in order to promote the quality of citizen's lives through the provision of public services. However, the demands for public services often outstrip the limited resources at the disposal of the public sector for the delivery of such services. Public-private partnerships (PPPs) are emerging as an important tool of public policy to deliver public infrastructure and the attendant services. The main aim of this study is to establish the extent to which PPPs can be used to improve the quality of the delivery of secondary education in the Gaborone City area in Botswana. The study includes a conceptual analysis of the nature of the public services in general, and in particular, the nature and the provision of secondary education in Botswana with specific reference to the Gaborone City area. The study also includes a conceptual analysis of PPPs as gleaned from published literature. Various dimensions of PPPs are analysed and these include but are not limited to definitions, benefits, models and the antecedents for the successful implementation of PPPs. Among the various models that are analysed in the study, the design, build, operate and finance (DBOF) model is preferred for improving the quality of the delivery of secondary education in the Gaborone City area in Botswana. In addition to the conceptual analysis, an empirical research study is undertaken in which the secondary school heads are the respondents to a structured questionnaire. The results of the empirical research support the conceptual analysis to the extent that in both cases, it is possible to improve the quality of the delivery of secondary education through PPPs. More secondary schools can be built and more facilities be made available to schools. Through the use of PPPs, most if not all learners can receive the entire secondary education programme, from junior to senior secondary education. Existing secondary schools can be modernised through PPPs. Ancillary services can be delivered by the organisations that have the necessary expertise. Certain antecedents for the successful implementation of PPPs are necessary. Through PPPs, secondary schools can be made attractive and intellectually stimulating. / Public Administration / (D.Litt. et Phil. ( Public Administration))

From its formation, the American federal government partnered with private organizations to accomplish state goals. With little formal organizational capacity, the American state relied on the resources and credibility of private organizations. This thesis investigates the success of public-private partnerships in American state-building. By looking at alternative enforcement mechanisms, this thesis adds to theories of state-building and private power. The American experience helps us conceive a more nuanced perspective on state formation that recognizes the state’s varying tools rather than focusing solely on the development of formal organizational capacity. The questions driving this thesis are: How can public-private partnerships expand state capacity? Are there systematic differences in the outcomes and purposes of partnerships based on the branch of government – whether legislative, presidential, bureaucratic, or judicial – that mediates the partnership? My case studies examine the use of partnerships in the early state’s interactions with American Indian tribes. The cases put these general questions into more focus by examining if these partnerships expanded state capacity to dictate the terms of engagement and the content of racial orders. When these partnerships expand capacity, I explore the ways in which this state goal is accomplished. However, I remain acutely aware of the potential for partnerships to both fail to build capacity or become merely means to service a private interest.

自1980年代以來，政府能力減弱導致治理的困境，需要引進其他部門的力量以持續公共服務之提供，「公私協力夥伴關係」理論應運而生，「協力治理」成為政府在新時代提供公共服務的重要方法。協力治理是一套建立在行為者之間網絡互動的治理體系，雙方共享合作夥伴關係產出的利益，但是新的治理模式也會帶來新的困境；地方異質性導致國家在治理上的困境，進而轉向倚賴社區與地方政府間協力推行政策。當旨在解決政府失靈問題的協力治理都出現侷限時，透過協力網絡所提供的公共服務要如何持續推行？本研究探討公私部門之間的協力合作與衝突，透過相關公共行政理論之討論，以「新北市土城桐花節」與「新北市三峽藍染節」為個案，分析我國地方層級文化節慶活動辦理過程的協力治理，以期為既有體制下運作出現失靈僵局的公私協力關係提出解決問題的參考。本研究以協力治理理論為分析架構，透過深度訪談與次級文獻分析嘗試回答下列問題：本研究兩個案例中公私協力運作過程為何？遭遇什麼樣的困境？當協力面臨失靈時行為者如何面對困境使協力成功或至少不致失敗？研究結果發現，公私部門的合作關係若僅止於契約委外，則協力傾向出現不穩定甚至失靈；若公私部門調整他們對協力治理的態度，亦即公部門確實扮演其領航角色，與地方團體對協力過程具共同的承諾與相近的目標、且積極參與協力過程，便可使出現困境的協力不致徹底失敗。 / Since the 1980s, governments around the world have suffered from weakened governing capacities. The idea of “public-private-partnership (PPP)” was thus proposed, hoping to help sustain public services. Central to the PPP is the concept of “collaborative governance,” which has become an important method for government to deliver public services. It is a governance system based on network built among actors who share the benefit generating from the partnership or collaboration. However, this new governance model faces challenges caused by local differences. State then turns to depend on collaborative governance between local government and community. Drawing upon major public administration theories, this study seeks to answer the question as to how could public services sustain when the collaborative governance fails. It is done so through examining the cooperation and conflict between public and private sectors, with Sanxia “Indigo Festival” and Tucheng “Tung Blossom Festival” in New Taipei City as cases. In-depth interviews and secondary literature analysis are adopted for this study. It is found from both cases that if the PPP is merely contract-based, it tends to be instable or even fail. If actors in both public and private sectors take collaborative governance seriously and commit to long-term collaborative relationship, the PPP tends to be stable and sustainable. It is also found that whether public sector can play a proper role of pilot in the collaborative relationship appears to be the key to success.

Thesis (MPhil (Sustainable Development Planning and Management))--University of Stellenbosch, 2009. / The study asserts that Swaziland’s socio-economic development challenges cannot be effectively tackled by the Government and civil society alone but requires the participation of the private sector. The study explores the prospects for collaboration between the state and business in the context of MDGs, PPPs and CSR. The study highlights the importance of the participation of beneficiaries in the design and implementation of development projects. The importance of beneficiary participation in the design and implementation of development initiatives is discussed in the context of “good governance” linked to the notion of sustainable human development. The case studies are aimed at poverty reduction/alleviation. Linkages between the private sector and SMEs in advancing broad economic growth are explored in the case studies. It is argued that economic growth is a necessary condition for creating employment and fighting poverty underpinned by the MDGs. The Moneni upgrading project (section 3.2) explores the extent the initiative aims to improve the living standards of low-income and poor communities in line with the MDGs. The STH case study (section 3.3) is a spin off from government. The STH seeks to provide a market intermediary for the SME sector particularly rural based cultural “handicraft” industries in Swaziland as way to mitigate the effects of poverty for marginalised rural producers. The last case study (section 3.4) discusses the entrepreneur of the year awards (EYA), an initiative aimed at reducing poverty and promoting local economic empowerment and sustainable development in Swaziland. The study recommended further research in view of the major constraints highlighted by the study. It was problematic to engage in critical and detailed discourse because the concepts explored by the study are new in the Swazi development context. The other dimension that compromised detailed analysis was posed by the unavailability of research data related to both the Swazi private sector and SME sectors. The majority of the SME sector operate at micro level and have insignificant economic turnover. Further studies are important to explore ways to promote linkages for growth of these sectors in the context of poverty reduction/alleviation.

Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2009. / This study examines the key success factors in the Public Private Partnerships (PPP) field in the Healthcare Sector in South Africa. It gives health departments insight into the factors which should be considered when using PPP procurement and when looking at possible PPP opportunities. The development of PPP’s around the world has urged governments to look at alternative service delivery methods because of increased pressures on government budgets. Public Private Partnerships presents governments with a means of generating private funds for health service delivery whilst government manages the relationship via a negotiated PPP agreement to monitor the quality of services rendered. Different PPP models are applied all over the world depending on the specific needs of countries. Different factors impact on the success of these partnerships and it is essential that government share knowledge and best practices. The study showed that in order for PPP’s to be successful the public institution must do its homework thoroughly and that the legal framework should be conducive for private sector involvement in service delivery. The study showed that the government of a country plays a pivotal role in the PPP process by giving the necessary political support to ensure the trust of foreign investors. The legislative framework is a critical factor in the advancement of PPP procurement and the allocation of risk as an important consideration when pursuing this type of procurement. The study examined three concluded PPP Health Sector agreements in South Africa and looked at lessons learnt, mistakes which were made and what should be avoided in the future. The three PPP’s in South Africa in this study were the first though there are other health sector PPP agreements concluded. The other PPP’s are still in the commencement stage and it is too early to make an assessment at this stage. However, the three case studies conducted give departments a clear picture of the process, the lessons learnt and the impediments in the PPP process. The uniqueness of the South African Health sector also prompted the Government to look at a model which will be best suited to the local market. Best practices from other countries provide useful information and lessons learnt from other countries are also important in a developing PPP environment.

Thesis (MPA)--University of Stellenbosch, 2005. / ENGLISH ABSTRACT: This thesis analyse the new trend of governance and management, introduced in the public sector abroad and now for the past couple of years in South Africa. The research further explores issues affecting public service delivery in general and then concludes by exploring local government in the Boland area in the Western Cape. The development role of government, and especially local government in South Africa necessitates alternative methods of service delivery, funding and skills transfer. The performance in developing countries as far as service delivery is concerned is hampered due to many constraints, of which unemployment and poverty are two most important ones. The literature review has explored the role New Public Management can play in achieving sustainable local government and further reviews developmental local government in South Africa. Public-private partnerships as a means of service delivery have also been dealt with in the literature review. The case study focuses on a municipality in the Western Cape, Boland region, the Breede River/Winelands Municipality and its demographic, employment and affordability status. It further highlights the investigations done to determine using alternative measures to render services and for partnerships. The current public-private partnership that is in place is also evaluated and elaborated on. If the municipality do not use alternative sources to generate income, create jobs and render services, be it due to outsourcing or partnerships, the municipality will not be able to deliver affordable services and meet its obligation to render sustainable services in the area. / AFRIKAANSE OPSOMMING: Die navorsing dienslewering in ondersoek verder aspekte wat openbare en sluitdan af deur n Opsomming Die tesis analiseer die nuwe tendense van regeer en bestuur, wat in die publieke sektor internasionaal, en nou ook vir die afgelope aantal jare in Suid-Afrika toegepas word. die geheel raak, ondersoek na plaaslike regering binne die Boland area, in die Wes-Kaap. Die ontwikkelings rol van regering, en in besonder plaaslike regering in Suid-Afrika noodsaak alternatiewe metodes van dienslewering, befondsing en die oordra van vaardighede. Die prestasie binne ontwikkelende lande sover dit dienslewering betref, word belemmer deur te veel struikelblokke, waarvan werkloosheid en armoede twee van die belangrikste is. Die li teratuur studie ondersoek die rol wat nuwe publieke bestuur (New Public Management) kan vervul om volhoubare plaaslike regering te verseker. Verder ondersoek ditook ontwikkelende plaaslike regering in Suid-Afrika. Publieke privaat vennootskappe (public-private partnerships as n middelom munisipale dienste te lewer was ook ondersoek. Die gevalle Munisipaliteit. area in die studie fokus op die Breërivier/Wynland Die munisipali tei t is geleë in die Boland Wes-Kaap. Sy ligging, werkgeleenthede en bekostigbaarheids aspekte word ook ontleed. Die ondersoeke wat gedoen is om alternatiewe metodes en bronne vir dienslewering te bepaal, wat vennootskappe ins lui t, is ook hierin vervat. Die publieke privaat vennootskap wat tans bestaan binne die munisipaliteit, word ook op uitgewei. Indien die munisipaliteit nie alternatiewe bronne vind om inkomste te genereer, werkgeleenthede te skep en diens te lewer nie, hetsy deur privatisering of vennootskappe, sal die munisipaliteit nie daarin slaag om bekostigbare diens te lewer en dienste te verskaf nie. Die munisipaliteit sal dan ook nie sy verpligting om volhoubare dienslewering binne sy regsgebied te verseker en ook nie sy verpligting om volhoubare plaaslike regering daar te stel, kan nakom nie.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The global wine market has faced varying challenges in the first decade of the 21st century; over production brought a power shift in favour of buyers which resulted in a decline in profit margins per bottle sold. The main gainer in these uncertain times has been the consumer. As more regions enhance their wine making skills and embrace superior technology, the wine quality has improved and competition intensified. The growing consumers' wine knowledge has altered quality expectations, placing an added pressure on new brands entering the market. The United States of America (USA, but hereafter referred to as US) remains a growing wine market, with a population size of 303 million people and an appetite for luxury goods and services it continues to be a popular export destination for other wine regions. The latter trend persist despite a cost of entry into the US market being regarded high as a result of the country's three tier system, which allows for further three segments of the value chain from the producer to add their mark-ups on an exported bottle of wine before it reaches the end consumer. The pricing system has proven to be insufficient a deterrent, particularly to the New World wine producers. Australia has remained the most successful producer of the New World wines in the export market for the past three decades; the same cannot be said for South Africa wine industry. While market and strategic orientation, industry plan and interorganisational collaboration are identified as key factors in the Australian success, the partnership between government bodies and wine industry bodies are credited for their unified approach to the US market. The South African government have programmes aimed at promoting the county's export of goods and services. The adequacy of such programmes remains in doubt, particularly in the eminent challenges in the global wine market. The study investigates the extent and nature of a partnership between government bodies and the South African wine industry with regard to effective promotion of the country's wines in the US market. A qualitative methodology is employed to ensure credibility and accuracy of the primary data. Five participants are selected for a discussion, including an exporting wine producer, wine cellars association, wine export council and two government agencies. The Vision 2020 strategy by the South African wine industry is reviewed, with the main focus on the US market and the role of the exporting country's government given the changing international trade regime. The study concludes that the US remains a critical market for South African wine producers despite the high cost of entry, global wine surplus and economic recession, and that success for the country's wines is partly dependent on a unified approach by the industry, attainable though partnerships with government agencies. While acknowledging the continuing government support, it makes recommendations on how to strengthen existing partnerships with regard to the US export market for South African wines. The study lacks generaliseability; however since it is meant to assist design effective export promotion programmes for South African wines in the US market, the absence of generaliseability is considered unproblematic. / AFRIKAANSE OPSOMMING: Die globale wynmark het in die eerste dekade van die 21ste eeu voor verskeie uitdagings te staan gekom. Dit sluit in oorproduksie wat tot 'n magskuif ten gunste van kopers gelei het en winsmarges per bottel wyn wat verkoop is laat daal het. Die grootste voordeeltrekker in hierdie onsekere tye is die verbruiker. Soos al meer streke hul wynproduksievaardighede versterk en die beste tegnologie benut, verbeter die gehalte van wyn en word mededinging strawwer. Soos verbruikers se kennis van wyn toeneem, verander hul verwagtinge ten opsigte van gehalte. Dit plaas bykomende druk op nuwe handelsmerke wat tot die mark toetree. Die wynmark in die Vereenigde State van Amerika (VSA) groei steeds. Met 'n bevolkingsgrootte van 303 miljoen mense en 'n aptyt vir luukse goedere en dienste bly die VSA 'n gewilde uitvoerbestemming vir ander wynstreke. Die tendens om wyn na die VSA uit te voer, bly sterk ondanks die hoë koste om tot die VSA-mark toe te tree. Dié hoë koste is die gevolg van die VSA se drie-vlak stelsel wat dit vir produsente moontlik maak om die waardeketting verder te segmenteer en hul prysverhoging by 'n bottel ingevoerde wyn te voeg voordat dit die eindverbruiker bereik. Hierdie prysbepalingstelsel blyk egter onvoldoende te wees as 'n afskrikmiddel, veral vir wynprodusente van die Nuwe Wêreld. Australië was die afgelope drie dekades die suksesvolste produsent van Nuwe Wêreld-wyne vir die uitvoermark. Dieselfde geld egter nie vir Suid-Afrika se wynbedryf nie. Hoewel strategiese en markoriëntasie, bedryfsplanne en interorganisatoriese samewerking as sleutelfaktore vir sukses in Australië geïdentifiseer is, kry die vennootskappe tussen dié land se regeringsliggame en wynbedryfsliggame die krediet vir hul verenigde benadering tot die VSA se mark. Die Suid-Afrikaanse regering het programme wat die land se uitvoer van goedere en dienste bevorder. Die gepastheid van sodanige programme bly onseker, veral in die lig van die groot uitdagings in die globale wynmark. Die studie ondersoek die omvang en aard van 'n vennootskap tussen regeringsliggame en die Suid-Afrikaanse wynbedryf ten opsigte van doeltreffende promosie van die land se wyne in die VSA-mark. 'n Kwalitatiewe metodologie word gebruik om die geloofwaardigheid en akkuraatheid van die primêre data te verseker. Vyf deelnemers is vir 'n bespreking gekies: 'n produsent wat wyn uitvoer, 'n wynkeldervereniging, wynuitvoerraad en twee regeringsliggame. Die Visie 2020-strategie deur die Suid-Afrikaanse wynbedryf word hersien en sterk klem word ook gelê op die VSA-mark en die rol van die uitvoerland se regering in die lig van die veranderende internasionale handelsregime. Die studie kom tot die gevolgtrekking dat die VSA 'n kritiese mark vir Suid-Afrikaanse wynprodusente bly ondanks die hoë koste van toetrede, die globale wynsurplus en die ekonomiese resessie, en dat sukses vir Suid-Afrika se wyn deels van 'n verenigde benadering tot die wynbedryf afhang wat deur vennootskappe met regeringsagentskappe moontlik gemaak kan word. Hoewel die verslag erkenning gee aan voortgesette regeringsondersteuning, word aanbevelings ook gedoen oor hoe om die bestaande vennootskappe ten opsigte van die VSA as uitvoermark vir Suid-Afrikaanse wyne te versterk. Hierdie studie het 'n gebrek aan veralgemeenbaarheid. Omdat dit egter daarop gerig is om doeltreffende promosieprogramme vir die uitvoer van Suid-Afrikaanse wyne na die VSA-mark te help ontwerp, word die afwesigheid van veralgemeenbaarheid as onbelangrik geag.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The aim of this research report was to identify a set of strategic tools that can be transferred from the private health sector to the public health sector, to improve efficiency in the public health sector. To attain to this aim, this research report attempted to identify the selected best practices employed by successful private health providers, to determine the most effective modes to transfer these best practices, and to establish key success factors for the identified best practices. Interviews were conducted with opinion-leaders from the health industry in the Western Cape,and inputs gleaned from these individuals were useful in applying the strategic model to the public and private health sector in the Western Cape. Globally the public sector has already embarked on strategic management initiatives, through the implementation of the New Public Management-model. The introduction of NPM in a few selected countries aimed at achieving cost-efficiency, budget accountability and improved customer focus in service delivery. South Africa however still needs a unifying and all encompassing vision for public and development management to advance the ideals of Batho Pele. The use of evidence and the management of intellectual capital in the health care industry are recognised as important in decision-making. The health care trends of five selected countries (United Kingdom, United States of America, Greece, Canada, Slovakia) were researched , and demonstrated that countries face similar challenges (increasing resource demands, aging population, rapidly expanding technological possibilities, better-informed patients, rising expectations). It is recognised that business skills and knowledge, as well as investments in IT can be effective tools in moving an organisation from a reactive approach to a pro-active approach. Managers in the public sector need different competencies than managers in the private sector due to the differences between the two sectors, and thus there is a need to adapt management training. While there are examples of best practices in the South African government, there is still room for improvement. A stable political economy, political leadership, management skills of political office-bearers and the professionalism of civil servants will be decisive in this regard. The White Paper on the Transformation of the Public Service provides a framework for the development of strategies to promote continuous performance improvements in quantity, quality and equity of health service provision. The areas where improvements are necessary are customer and stakeholder satisfaction, processes, organisation results, leadership and people management. The comparison between the current strategic approach in the Western Cape and a model designed for the public sector revealed that some of the steps can be developed further, namely the assessment of the internal and external environments, the development of an effective implementation process, and the reassessment of the strategies and the strategic planning process. The comparison between the current strategic approach in the Western Cape and the global best practices framework established that there is not sufficient balance between the resource and position based views, the decision-making approach is "quite formal", implementation of strategy is not a carefully planned change management process, planning is regarded as the most important part of the strategic planning process, and evaluating strategy implementation involves more than mere financial measures. It was also established that the Western Cape Department of Health's strategic stance is offensive, that it can be regarded as a prospector, that managing multiple stakeholders is a challenge and that the competitive advantage of the department is its people. The industry analysis revealed that there is still a long way to go in terms of reliable information systems to support health services. The need for a strategic approach that can respond rapidly in a turbulent environment, and the re-look strategic processes to ensure delivery of quality health care through optimal use of resources were also established by the industry analysis. It was established that a gap exists in the public health sector in respect of the strategic planning processes, and that the private health sector portrays characteristics compatible with the global best practices framework. Modes for the successful transfer of best practices were explored, namely management consulting, commercialisation and management development. Two key success factors for the transfer of best practices were identified, namely the application of the Batho Pele principles, and the recruitment and retention of suitably qualified staff. From a global strategic management perspective, it was clear that there is a definite need for the public sector to change to private sector strategic approaches. A shift from a reactive to a pro-active approach is also advisable. The global trends in public health care demonstrate the importance of political leadership, competent management, business knowledge and skills, IT investment and the use of evidence in health. It is clear that the provision of public health care in South Africa faces similar challenges to those experienced by the five countries researched. The application of the global best practices framework confirmed that there are in fact best practices employed by the private sector that can be transferred to the public sector. Most of the best practices discussed in this research report are not employed in the public sector, or only on a limited scale. The use of these practices should be explored by the public sector. In order to equip managers in the public sector with the necessary strategic management tools, training and development opportunities must include modules on strategic management. / AFRIKAANSE OPSOMMING: Die doel van hierdie navorsingsverslag was om 'n stel strategiese benaderings te identifiseer wat van die privaat-gesondheidsektor na die openbare gesondheidsektor oorgedra kan word, om effektiwiteit in die publieke gesondheidsektor te verbeter. Ten einde hierdie doel te bereik, was daar gepoog om geselekteerde beste praktyke wat deur die privaat gesondheidsektor gebruik word te identifiseer, om te bepaal wat die mees effektiewe metodes sou wees om dit oor te dra, en om kritiese suksesfaktore vir die bepaalde beste praktyke te identifiseer. Onderhoude is gevoer met prominente leiers in die gesondheids-industrie in die Wes-Kaap, en hierdie insette was waardevol in die toepassing van die strategiese model op die publieke en privaat-gesondheidsektor in die Wes-Kaap. Op die internasionale front het die publieke sektor reeds strategiese bestuurs-inisiatiewe begin toepas, deur die implementering van die NPM-model. Die implementering van NPM in 'n paar geselekteerde lande was gemik op koste-effektiwiteit, begrotingsverantwoordbaarheid en verbeterde fokus op kliente in dienslewering. Suid Afrika het egter steeds die behoefte aan 'n oorkoepelende, verenigende visie vir publieke- en bestuursontwikkeling om uitvoering te gee aan die ideale van Batho Pele. Die gebruik van uitkomste en die bestuur van intellektuele kapitaal in die gesondheidsindustrie word erken as belangrik vir besluitneming. Die neigings in gesondheidsorg van vyf gekose lande (Verenigde Koninkryke, Verenigde State van Amerika, Griekeland, Kanada en Siovakye) toon dat die uitdagings vir gesondheid ooreenstem (verhoogde vraag na hulpbronne, verouderende bevolking, vinnige ontwikkeling van tegnologie, beter ingeligte pasiente, hoër verwagtinge). Dit word aanvaar dat besigheidsvaardighede en -kennis, sowel as beleggings in inligtingstegnologie effektief aangewend kan word om 'n organisasie van 'n reaktiewe tot 'n pro-aktiewe benadering te beweeg. Bestuurders in die publieke sektor benodig vaardighede wat verskil van bestuurders in die privaatsektor weens verskille tussen die twee sektore; daar is dus 'n behoefte om bestuursopleiding aan te pas. Daar is wel voorbeelde van beste praktyke in die Suid-Afrikaanse regering, maar daar is steeds ruimte vir verbetering. 'n Stabiele politieke ekonomie, politieke leierskap, bestuursvaardighede van politieke ampsdraers en die professionaliteit van staatsamptenare sal deurslaggewend wees in hierdie verband. Die Wit Skrif oor Transformasie van die Openbare Sektor verskaf 'n raamwerk vir die ontwikkeling van strategiee om voortgesette verbeteringe in hoeveelheid, kwaliteit, en gelykheid in die voorsiening van gesondheidsorg te bevorder. Areas vir verbetering sluit in kliente en belanghebbende tevredenheid, prosesse, organisatoriese uitslae, leierskap en bestuur van mense. Die vergelyking van die huidige strategiese benadering in die Wes-Kaap met 'n model wat ontwikkel is vir die publieke sektor toon dat sommige van die stappe verder ontwikkel kan word, naamlik die evaluering van die interne en eksterne omgewing, die ontwikkeling van effektiewe implementeringsprosesse, en die herevaluering van die strategiee en die strategiese beplanningsprooes. Die vergelyking van die huidige strategiese benadering in die Wes-Kaap met die globale beste praktyke raamwerk toon dat daar nie genoeg balans is tussen die posisie- en hulpbrongebaseerde stand nie, dat besluitneming "nogal formeel" is, dat implementering van strategie nie 'n sorgvuldig beplande veranderingsbestuursproses is nie, en dat evaluering van implementering meer behels as slegs finansiele maatstawwe. Dit het ook aan die lig gekom dat die Wes-Kaap departement van gesondheid 'n offensiewe stand het, dat dit as 'n prospektor beskou kan word, en dat die bestuur van veelvuldige belangehebbendes 'n uitdaging is. Die analise van die industrie het getoon dat daar nog baie gedoen kan word in terme van betroubare inligtingstelsels om gesondheidsdienste te ondersteun. Die behoefte aan 'n strategiese benadering om vinnig te reageer in 'n turbulente omgewing, en die her-evaluering van strategiese prosesse om die lewering van kwaliteit gesondheidsdienste deur die optimale gebruik van hulpbronne te verseker, is ook bevind in die analise. Daar is ook bevind dat daar 'n gaping in die publieke gesondheidsektor is wat die strategiese beplanningsproses betref, en dat die privaat-gesondheidsektor kenmerke openbaar wat verenigbaar is met die globale beste praktyke raamwerk. Metodes vir die suksesvolle oordrag van beste praktyke, naamlik bestuurskonsultasie, kommersialisasie en bestuursontwikkeling word beskryf. Twee sleutelsuksesfaktore vir die oordrag van beste praktyke, naamlik die toepassing van die Batho Pele beginsels, en die werwing en behoud van toepaslik gekwalifiseerde personeel is identifiseer. Uit 'n globale strategiese bestuursperspektief was dit duidelik dat daar definitief 'n behoefte is vir die publieke sektor om privaatsektor strategiese benaderings aan te neem. 'n Beweging van 'n reaktiewe tot 'n pro-aktiewe benadering is beslis aan te beveel. Die globale neigings in publieke gesondheidsorg demonstreer die belangrikheid van politieke leierskap, bevoegde bestuur, besigheidskennis en -vaardighede, beleggings in inligtingstegnologie en die gebruik van uitkoms-gebaseerde bewyse. Dit is duidelik dat die voorsiening van publieke gesondheidsorg in Suid-Afrika ooreenstemmende uitdagings het met die vyf lande wat ondersoek is. Die toepassing van die globale beste praktyke raamwerk het bevestig dat daar wel beste praktyke gebruik word deur die privaatsektor, wat oorgedra kan word na die publieke sektor. Meeste van die beste praktyke hier bespreek word nie deur die publieke sektor gebruik nie, of slegs op 'n beperkte basis. Die gebruik van hierdie praktyke moet ondersoek word deur die publieke sektor. Om bestuurders in die publieke sektor toe te rus met die nodige strategiese bestuursvaardighede, moet opleidings- en ontwikkelingsgeleenthede modules insluit oor strategiese bestuur.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: The main objective of this study is to analyse and evaluate the alignment between the strategies and operational aspects of small business promotion initiatives of regional government with those of the private sector. Small business development had been identified by the post-apartheid government as one of the keys to addressing a number of social problems - growth, employment and (re)distribution of wealth. Despite efforts and investment from both government and the private sector, this sector had never performed as expected and South Africa usually ranks relatively poorly in terms of innovation, according to the published rankings. To provide context, a literature review briefly explores the importance, success and inhibiting factors of small business development in South Africa. From the data, it is : clear that the success of the Small, Medium and Micro Enterprise (SMME) sector in South Africa, as in most developing countries, is key to the achievement of socioeconomic goals which are linked directly to the structure and success of the larger economy. The factors inhibiting a more successful development of the SMME sector relate to (a) the influence of socia-political goals on the economic policies, (b) the invisibility of SMME track records because of the development of the informal sector and (c) lacking skills, both among entrepreneurs and regional/local government and agencies. A brief review of the SMME strategies and implementation by national and regional government highlights the major problem areas, being regional interpretation and implementation of what seems to be generally accepted as a fairly well-developed national SMME strategy. This appears to be due mostly to lacking co-ordination and capacity (skills and knowledge) at the regional and local levels of government. The description of the South African Breweries' KickStart programme as an example of private sector SMME development efforts highlights a few aspects that seem to ensure a greater degree of tangible, directly attributable success of SMMEs developing into a sustainable business, albeit in smaller numbers. These aspects relate to a mixture of training and mentoring that assists the entrepreneurs in becoming self-sufficient prior to the awarding of any substantial financial assistance. At a higher level, it is evident that the private sector develops a clear, simple national strategy and ensures regional execution thereof through clear guidelines and the alignment and linking thereof to local group and individual goals and performance measurement. The latter is perhaps the most evident contrast between the government and the private sector in this regard, as it had not been found discussed in relation to how government executes strategy, in any of the literature reviewed. The writer agrees with the general opinion of the private sector from the literature reviewed, in that government should playa less directly involved and interventionist role and recommended that it should focus on facilitation of the process through creating the· right environment. Typically this will take place through reviewing of legislation and administrative requirements that increases the cost and complexity of doing business. Some proposals include the consolidation of SMME development . . efforts under a single Public Private Partnership (PPP); to ensure alignment and to . draw on the energy, focus and skills of the private sector. The study concludes that close co-operation between the public and private sectors is vital for the improvement of SMME development and that government has a number of options to consider for stimulating a greater private sector effort, while at : the same time becoming less interventionist. / AFRIKAANSE OPSOMMING: Die hoofdoelwit van die studie is om te analiseer en evalueer op watter wyse die strategiee en bedryfsaspekte van die kleinsakeontwikkelingsinisiatiewe van plaaslike regering en die van die privaatsektor by mekaar inskakel. Kleinsakeontwikkeling is reeds in 1994 deur die nuwe regering as een van die sleutels tot die verwesenliking van verskeie sosio-ekonomiese doelwitte geidentifiseer. Die vernaamste hiervan is groei, indiensneming en die (her)verdeling van inkomste. Ten spyte van die insette en finansiele belegging van sowel die regering as die privaatsektor, het hierdie sektor nooit na verwagting gepresteer nie en Suid-Afrika Ie gewoonlik relatief laag op die gepubliseerde ranglyste wat innovasie betref. As agtergrond tot die studie, ondersoek die literatuurstudie kortliks die belangrikheid, sukses en beperkende faktore van kleinsakeontwikkeling in Suid-Afrika. Die data toon duidelik dat die sukses van hierdie sektor, soos in die meeste ontwikkelende lande, 'n sleutelfaktor is in die verwesenliking van sosio-ekonomiese doelwitte, wat weer direk verbind is met die struktuur en sukses van die ekonomie in sy geheel. Die faktore wat 'n meer suksesvolle ontwikkeling van die kleinsakesektor verhoed, is verwant aan (a) die uitwerking wat sosio-politieke doelwitte op ekonomiese beleid het; (b) die feit dat die prestasies van die sektor as gevolg van die ontwikkeling van die informele sektor nie sigbaar is nie; en (c) 'n gebrek aan vaardighede onder entrepreneurs sowel as plaaslike/streeksregering en -agentskappe. 'n Analise van die nasionale en plaaslike regering se kleinsakeontwikkelingstrategiee, -struktuur en -implementering wys die grootste probleemareas uit, naamlik plaaslike regering se interpretasie en implementering van wat op die oog af as 'n redelik goed ontwikkelde nasionale strategie beskou word. Hierdie gaping blyk te wyte te wees aan 'n gebrek aan koordinering en kapasiteit (vaardighede en kennis) op plaaslike regeringsvlak. Die beskrywing van die "KickStart"-program van die SAB, as voorbeeld van privaatsektorinisiatiewe, wys 'n paar faktore uit wat oenskynlik lei tot 'n groter mate van tasbare en direk verwante sukses en onderhoubare groei in klein ondernemings, alhoewel in kleiner getalle. Hierdie faktore hou verband met die vermenging van opleiding en mentorskap wat die entrepreneurs help om selfonderhoudend te wees voordat enige wesenlike finansiele bystand verleen word. Op 'n hoer vlak is dit duidelik dat die privaatsektor tipies 'n duidelike, eenvoudige nasionale strategie ontwikkel en die uitvoering daarvan verseker deur duidelike riglyne en deur dit met plaaslike groeps- en individuele doelwitte en prestasiemeting te verbind. Laasgenoemde is waarskynlik die mees wesenlike kontras tussen die regering en die privaatsektor, aangesien nie enige van die Iitteratuur verwys het na die wyse waarop die regering strategie implementeer nie. Die skrywer stem saam met die algemene opinie van die privaatsektor op grond van die literatuurstudie, naamlik dat die regering 'n minder direkte rol, in kleinsakeontwikkeling behoort te speel, en beveel aan dat die regering op die fasilitering van die proses behoort te fokus deur die skepping van 'n tegemoetkomende besigheidsomgewing, hoofsaaklik deur die hersiening van wetgewing en administratiewe regulasies wat die kompleksiteit en koste van besigheid beinvloed. Van die aanbevelings sluit in die konsolidering van kleinsakeontwikkeling in 'n enkele vennootskap tussen die publieke en privaatsektore, om te verseker dat daar 'n beter gesamentlike poging sal wees en om die energie, fokus en kennis van die privaatsektor beter te benut. Die slotsom is dat samewerking tussen die publieke en privaalsektore krities is vir die suksesvolle ontwikkeling van die kleinsakesektor en dat die regering 'n paar opsies tot sy beskikking het om 'n groter mate van betrokkenheid deur die privaatsektor te stimuleer, terwyl die regering self minder direk betrokke kan wees.