Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2005. / Public sector reform in South Africa became a reality with the change in political dispensations in 1994. In South Africa the transformation of the public sector became critical in order to provide for a better life for all. This required regulatory frameworks that could establish good governance and a holistic transformation of the public sector. Similar, to other countries financial management reform became critical to establish high performance public sector institutions, but specific to South Africa, to support equity in society. In this study the assumption is made that Internal Audit has a critical role toward the supply chain management framework, especially in relation to the two broad underlying motivations for procurement reform in South Africa. These are good governance and preferential procurement toward socio-economic empowerment. Both Internal Audit and supply chain management are private sector management methodology that forms part of the financial management reform of the public sector.

Thesis (MA (Public and Development Management))--University of Stellenbosch, 2006. / Since the vogue of the New Public Management, public sector organisations pursue solutions to analyse, measure, plan, and manage performance in order to meet the objective of outcomes-based governance. Performance management is a complex and intensive undertaking that emphasise the value of electronic support to establish and sustain performance standards within modern public organisations. Software based on performance management models, such as the balanced scorecard, is globally used to provide a balanced analysis across the scope of an organisation’s functions and processes. The study explores and provides viable options for utilising performance management with electronic support in a public sector organisation. The Microsoft Business Scorecards Accelerator is applied to compare theoretically the software results with current organisational outputs established without electronic aid. The research provides a summary of the benefits and weaknesses. It also emphasises the advantages of an electronic system over a manual performance management system to reduce errors and benefit business performance in both public and private sector organisations.

Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2007. / Efficiency is an important measure to determine to what extent government achieved its goals. In this thesis various definitions of efficiency are discussed, the relationship between efficiency and performance, as well as performance measurement techniques. The objective of this document is to analyse the following four subject matters:- 􀁸 What is meant by “efficiency” in the public sector. For the purpose of this discussion the definition of Gershon in his report for the British Treasury (2004: 6) is accepted and adapted. 􀁸 To learn about the different techniques in performance measurement available to measure efficiency or performance. The measurement of performance is mostly used to determine the level of efficiency. Techniques available to measure performance are discussed, namely benchmarking analysis, which is subdivided into parametric or regression based estimators and non-parametric or mathematically programming estimators, as well as economic analysis...

Thesis (MPA (Public Management and Planning))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: The objective of the study was to critically assess the management practices of Dr Yusuf Dadoo Public Hospital in terms of the five public management functions, namely: policy-making, planning, organising, leading and controlling. From the study it is evident that managers of the public hospitals work in a complex and dynamic environment. This is as a result of the pressure felt due to expectations of the public on the quality of service rendered in the hospitals. The primary function of public managers is to ensure that efficient and effective services are rendered to the public. Therefore, all public managers are subject to compliance to the unique guidelines of the relevant legislative framework. In the study, the five public management functions were explained in terms of the broad theoretical framework on management practices on the part of the public sector. The research approach was qualitative and the diagnostic evaluation design was used. The target population for the study included all 48 managers of Dr Yusuf Dadoo Public Hospital who occupy supervisory and higher positions. From the results in the analysis of the questionnaire it is evident that the five public management functions, namely, policy-making, planning, organising, leading and controlling were satisfactory - except the leadership function that needed attention. Public managers of hospitals are an important link between the legislature and the community who are the recipients of policy and are involved at the ground level in the execution of policy. These managers are at an advantage to identify the shortcomings in the existing policy and bring them to the attention of policy-makers. Policies and procedures at Dr Yusuf Dadoo Public Hospital were developed, interpreted and implemented. When discipline on employees was taken, relevant policies as stipulated in the Labour Relations Act, no 66 of 1995, were followed. Policies that support personal development through training and development were not implemented satisfactorily. The existing updated policy manuals were not adequately available to all the employees of Dr Yusuf Dadoo Public Hospital. The function of planning at the hospital referred to the planning processes and mechanisms that were designed to facilitate the planning work. The purpose of planning as a management function was to give guidelines to the managers of Dr Yusuf Dadoo Public Hospital on what they would do in the future. Management of Dr Yusuf Dadoo Public Hospital ensured that employees understood the vision and mission of the hospital. These employees were involved in developing the operational plan of the hospital. Management of Dr Yusuf Dadoo Public Hospital also ensured that operational plans of the employees supported the overall goals of the hospital. Recruitments, selections and appointments were done by human resource department, as was the orientation of new employees to the job. The organisational structure gave employees a clear idea of their responsibilities, the authority they had, and the person to whom they had to report. The functional structure of Dr Yusuf Dadoo Public Hospital grouped together similar or related occupational classes. Expectations were clearly explained by supervisors to subordinates when assigning tasks. Activities and functions were organised and managers allocated responsibility commensurate to authority when delegating tasks to subordinates. Personnel expenditure at Dr Yusuf Dadoo Public Hospital did not impede service delivery. The hospital needed strong leadership to survive and overcome challenges that managers faced. The leadership function at Dr Yusuf Dadoo Public Hospital related to the way management defined what the future of the hospital would look like, to align people with the vision and inspire them to make things happen. Not enough was done by the management of the hospital in this area. The management of Dr Yusuf Dadoo Public Hospital should do everything it could to train and develop managers and those employees who show potential in this area. The five public management functions, namely, policy-making, planning, organising, leading and controlling are executed in a complex and dynamic environment. It is necessary to assess, regularly, the management practices of public hospitals, focusing on the five public management functions. It is also necessary for public managers of Dr Yusuf Dadoo Public Hospital to ensure that the public management functions are carried out, to realise the set goals of the hospital. / AFRIKAANSE OPSOMMING: Die doel van die studie was om die bestuurspraktyke van Dr. Yusuf Dadoo Openbare Hospitaal krities te assesseer in terme van die vyf openbare bestuursfunksies, naamlik beleidmaking, beplanning, organisering, leiding en beheer. Uit die studie is dit duidelik dat bestuurders van openbare hospitale in ’n komplekse en dinamiese omgewing werk. Dit is die gevolg van die druk wat ervaar word vanweë verwagtinge van die publiek ten opsigte van die gehalte van dienslewering in die hospitale. Die primêre funksie van openbare bestuurders is om te verseker dat doeltreffende en effektiewe dienste aan die publiek gelewer word. Derhalwe is alle openbare bestuurders onderworpe aan voldoening aan die unieke riglyne van die betrokke wetgewende raamwerk. In die studie is die vyf openbare bestuursfunksies verduidelik in terme van die breë teoretiese raamwerk vir bestuurspraktyke aan die kant van die openbare sektor. Die navorsingsbenadering was kwalitatief en die diagnostiese evalueringsontwerp is gebruik. Die teikenpopulasie vir die studie het al 48 bestuurders van Dr. Yusuf Dadoo Openbare Hospitaal wat toesighoudende en hoër posisies beklee, ingesluit. Uit die resultate van die ontleding van die vraelys het dit geblyk dat die vyf openbare bestuursfunksies, naamlik beleidmaking, beplanning, organisering, leiding en beheer, bevredigend is – behalwe die leierskapsfunksie wat aandag moet geniet. Openbare bestuurders van hospitale is ’n belangrike skakel tussen die wetgewer en die gemeenskap wat die ontvangers van beleid is en op grondvlak betrokke is by die uitvoering van beleid. Hierdie bestuurders het die voordeel dat hulle die tekortkominge in die bestaande beleid kan identifiseer en onder die aandag van beleidmakers kan bring. Beleide en prosedures by Dr. Yusuf Dadoo Openbare Hospitaal is ontwikkel, vertolk en geïmplementeer. Wanneer dissiplinêre stappe teen werknemers gedoen is, is toepaslike beleide gevolg soos voorgeskryf in die Wet op Arbeidsverhoudinge, no. 66 van 1995. Beleide wat persoonlike ontwikkeling deur opleiding en ontwikkeling ondersteun, is nie bevredigend geïmplementeer nie. Die bestaande bygewerkte beleidshandleidings is nie toereikend vir al die werknemers van Dr. Yusuf Dadoo Openbare Hospitaal beskikbaar nie. Die funksie van beplanning by die hospitaal verwys na die beplanningsprosesse en meganismes wat ontwerp is om die beplanningswerk te vergemaklik. Die doel van beplanning as bestuursfunksie is om riglyne aan die bestuurders van Dr. Yusuf Dadoo Openbare Hospitaal te verskaf oor wat hulle in die toekoms sal doen. Die bestuur van Dr. Yusuf Dadoo Openbare Hospitaal het seker gemaak dat werknemers die visie en missie van die hospitaal verstaan. Hierdie werknemers was betrokke by die ontwikkeling van die bedryfsplan van die hospitaal. Die bestuur van Dr. Yusuf Dadoo Openbare Hospitaal het ook seker gemaak dat bedryfsplanne van die werknemers die oorkoepelende doelwitte van die hospitaal ondersteun. Werwing, keuring en aanstelling word deur die menslikehulpbron-departement gedoen, asook die oriëntering van nuwe werknemers. Die organisasiestruktuur gee aan werknemers ’n duidelike idee van hul verantwoordelikhede, hul gesag en die persoon aan wie hulle moet rapporteer. Die funksionele struktuur van Dr. Yusuf Dadoo Openbare Hospitaal groepeer soortgelyke of verwante beroepsklasse saam. Verwagtinge word duidelik deur toesighouers aan ondergeskiktes verduidelik wanneer take toegewys word. Aktiwiteite en funksies is georganiseerd en bestuurders wys verantwoordelikheid in ooreenstemming met gesag toe wanneer take aan ondergeskiktes gedelegeer word. Personeeluitgawes by Dr. Yusuf Dadoo Openbare Hospitaal belemmer nie dienslewering nie. Die hospitaal het sterk leierskap nodig om uitdagings waarmee bestuurders te doen het, te oorleef en te oorkom. Die leierskapsfunksie by Dr. Yusuf Dadoo Openbare Hospitaal hou verband met die manier waarop die bestuur die toekoms van die hospitaal gedefinieer het, die belyning van mense met die visie en die inspirasie van mense om dinge te laat gebeur. Nie genoeg is deur die bestuur van die hospitaal op hierdie gebied gedoen nie. Die bestuur van Dr. Yusuf Dadoo Openbare Hospitaal moet alles moontlik doen om bestuurders en daardie werknemers wat potensiaal op hierdie gebied toon, op te lei en te ontwikkel. Die vyf openbare bestuursfunksies, naamlik beleidmaking, beplanning, organisering, leiding en beheer, word uitgevoer in ’n komplekse en dinamiese omgewing. Dit is noodsaaklik om die bestuurspraktyke van openbare hospitale gereeld te assesseer deur op die vyf openbare bestuursfunksies te fokus. Dit is ook noodsaaklik dat openbare bestuurders van Dr. Yusuf Dadoo Openbare Hospitaal verseker dat die openbare bestuursfunksies uitgevoer word om die gestelde doelwitte van die hospitaal te verwesenlik.

Thesis (MPhil (Public Management and Planning))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: The thesis examines whether a residential solar power system (comprising a solar photovoltaic [PV] system and a solar water heater [SWH]), a demand-side option, has a lower life-cycle cost than a coal-fired power plant, a supply-side option, or vice versa. It also investigates whether a million residential solar power systems could potentially replace a 4 800 MW coal-fired power plant in South Africa. The study also explores, should a million solar power systems be installed on residential units, what the total energy output, the equivalent in coal-fired generation capacity, and the comparative costs of the two power systems would be. The common belief is that solar PV technology is unviable for electricity production because it is too expensive compared to coal-based electricity. Statements such as these are made because the initial capital costs (procurement costs) are often used as the primary (and sometimes only) criterion for project, equipment or system selection based on a simple payback period. Due to life-cycle stages, often the real costs of the project or equipment are not reflected by the upfront capital costs. In this thesis, a methodology is developed to investigate the life-cycle cost effectiveness of a residential solar power system (comprising a 5 kW PV roof tile system and a 300 litre SWH) and a 4 800 MW coal-fired plant in order to choose the most cost effective alternative in terms of the project‟s functional unit (kWh). A 5 kW solar PV roof tile system and a 300 litre SWH system have been installed at Lynedoch Eco-village. The operational results from this experiment was used as a basis for developing a model for a million residential rooftops that will have a 5 kW PV roof tile system plus a 300 litre SWH system. The focus of the million rooftops model is operating costs over the lifetime of the solar power system, on the assumption that the capital costs will be financed from coal-fired generation capacity that will no longer be needed. The results of the study indicate that a residential solar power system is most cost effective over a 40-year life-cycle period in terms of the project‟s functional unit (kWh). The thesis also finds that a million residential solar power systems (comprising a 5 kW PV system and a 300 litre SWH) could potentially replace 40% of a 4 800 MW coal-fired generation capacity. In total, 2.3 million residential solar power systems are needed to replace a 4 800 MW coal-fired generation capacity. Emissions of 37 million tonnes of CO2 equivalent per year could be avoided if 2.3 million residential solar power systems were to be installed. However, the investment needed to install Lynedoch solar power systems (comprising a 5 kW PV roof tile system and a 300 litre SWH) on 2.3 million residential rooftops is fifteen times more than the investment needed to build a 4 800 MW coal-fired power plant. The investment needed to install 2.3 million Lomold residential solar power systems (comprising a 5 kW Lomold PV roof tile system and a 300 litre SWH) is six and half times more than the investment needed for a 4 800 MW coal-fired power plant. It was established during the study that if Lynedoch residential solar power systems were to be installed on the roofs of a million South African households, 152 308 jobs would be created in the manufacturing and installation supply chain. For the 2.3 million Lynedoch residential solar power systems needed to replace an entire 4 800 MW of coal-fired generation capacity, 340 690 jobs would be created in the manufacturing and installation supply chain. Installation of a million Lomold residential solar power systems would create 63 929 jobs in the supply chain. Installation of 2.3 million Lomold residential solar power systems would essentially create 147 298 jobs. / AFRIKAANSE OPSOMMING: Die tesis stel ondersoek in na die vraag of ʼn residensiële sonkragstelsel (bestaande uit ʼn fotovoltaïese (FV) stelsel en ʼn sonwaterverhitter [SWV]), ʼn vraagkant-opsie, ʼn laer lewensikluskoste as ʼn steenkoolkragsentrale, ʼn aanbodkant-opsie, het of omgekeerd. Daar word ook ondersoek of ʼn miljoen residensiële sonkragstelsels potensieel ʼn 4 800 MW-steenkoolkragsentrale in Suid-Afrika kan vervang. Verder word daar ondersoek, indien ʼn miljoen sonkragstelsels op residensiële eenhede aangebring word, wat die totale energie-uitset, die gelykstaande uitset van steenkool-opwekkingskapasiteit en die vergelykende koste van die twee kragstelsels sal wees. Die algemene oortuiging is dat sonkrag- FV tegnologie ongeskik is vir elektrisiteitsopwekking omdat dit te duur is in vergelyking met steenkoolgebaseerde elektrisiteit. Sodanige stellings word gemaak omdat die aanvanklike kapitaalkoste (aankoopkoste), gegrond op ʼn eenvoudige terugbetalingstydperk, dikwels as die primêre (en soms selfs die enigste) maatstaf tydens die keuse van ʼn projek, toerusting of stelsel dien. Die werklike kostes van ʼn projek of toerusting word egter dikwels nie in kapitaalkostes weerspieël nie, omdat hierdie maatstaf nie totale lewensikluskoste in ag neem nie. In hierdie tesis word ʼn metodologie ontwikkel om die lewensiklus-kostedoeltreffendheid van ʼn residensiële stelsel (bestaande uit ʼn 5 kW FV-dakteëlstelsel en ʼn 300 liter-SWV) en ʼn 4 800 MW-steenkoolkragsentrale te bereken sodat die kostedoeltreffendste opsie in terme van die projek se funksionele eenheid (kWh) gekies kan word. ʼn Residensiële sonkragstelsel bestaande uit ʼn 5 kW FV-dakteëlstelsel en ʼn 300 liter-SWV is in Lynedoch Eco-village geïnstalleer. Die operasionele resultate van die eksperiment is gebruik as grondslag vir die ontwikkeling van ʼn model vir die installering van ʼn 5 kW sonkrag-FV-dakteëlstelsel en ʼn 300 liter-SWV op ʼn miljoen residensiële dakke. Die fokus van die hierdie model is die operasionele koste oor die leeftyd van die sonkragstelsel, gegrond op die aanname dat die kapitaalkoste gefinansier sal word deur fondse wat nie meer vir die oprig van steenkoolkragsentrales benodig word nie. Die tesis se bevindinge dui daarop dat ʼn residensiële sonkragstelsel die kostedoeltreffendste is oor ʼn lewensiklustydperk van 40 jaar in terme van die projek se funksionele eenheid (kWh). Daar is ook gevind dat ʼn miljoen residensiële sonkragstelsels (bestaande uit ʼn 5 kW FV-dakteëlstelsel en ʼn 300 liter-SWV) potensieel 40% van ʼn 4 800 MW-steenkoolkragsentrale se kapasiteit kan vervang. Altesaam 2.3 miljoen residensiële sonkragstelsels is nodig om die kapasitiet van ʼn 4 800 MW-steenkoolkragsentrale ten volle te vervang. Gasvrystelling van 37 miljoen ton CO2-ekwivalent per jaar kan vermy word as 2.3 miljoen residensiële sonkragstelsels geïnstalleer word. Die belegging wat benodig word om Lynedoch-sonkragstelsels (bestaande uit ʼn 5 kW FV-dakteëlstelsel en ʼn 300 liter-SWV) op 2.3 miljoen residensiële dakke te installeer, is egter vyftien keer groter as die belegging wat benodig word om ʼn 4 800 MW-steenkoolkragsentrale te bou. Die belegging wat benodig word om Lomold- residensiële sonkragstelsels (bestaande uit ʼn 5 kW Lomold-FV-dakteëlstelsel en ʼn 300 liter-SWV) te installeer, is ses en ʼn half keer groter as die belegging wat nodig is om ʼn 4 800 MW-steenkoolkragsentrale op te rig. Die studie het bepaal dat as Lynedoch- residensiële sonkragstelsels op die dakke van ʼn miljoen Suid-Afrikaanse huishoudings geïnstalleer word, 152 308 werksgeleenthede in die vervaardigings- en installeringsaanbodketting geskep sal word. Met die 2.3 miljoen Lynedoch- residensiële sonkragstelsels wat benodig word om ʼn 4 800 MW-steenkoolkragsentrale te vervang, sal 340 690 werksgeleenthede in die vervaardigings- en installeringsaanbodketting geskep word. Die installering van ʼn miljoen Lomold- residensiële sonkragstelsels sal 63 929 werksgeleenthede in die voorsieningsketting skep, terwyl die installering van 2.3 miljoen Lomold- residensiële sonkragstelsels 147 298 werksgeleenthede sal skep. / Centre for Renewable and Sustainable Energy Studies

Thesis (MPhil (Sustainable Development Planning and Management))--University of Stellenbosch, 2009. / The awareness of the environmental crisis and the impact of rising poverty globally has led to the search for sustainable solutions. The United Nations Millennium Development Goals (MDGs) describe the solution as a secure peaceful world, a healthier environment and a better quality of life for all. Nongovernmental organisations (NGOs) are important development actors in realising this goal. They work within civil society and focus on the empowerment of the vulnerable and marginalised through the transfer of skills, resources and power. Their flexibility, commitment to social justice and strong relationships with the community allow NGOs to develop creative responses, developing new models for sustainable solutions. A weakness of NGOs is the inability to provide reliable evidence of the effect, or impact, of programmes and their contribution towards a better society. Further the reliance on donor funding can change the focus of accountability from the beneficiaries to donors and stakeholders. The study is based in the given reality that NGOs are required to adopt a more strategic outcomes orientated approach to programme and project planning to be able to measure the impact of services to improve the effectiveness of services and prove their added value to society. This is most often done through the Logical Framework Approach (LFA) as a planning model, as many governments, multilateral aid agencies and donors use this model to develop policies and determine funding priorities. This study therefore gives an overview of the literature regarding the principles, benefits and challenges of the LFA from various sources. These are considered within the diverse and complex development context and how the complexity affects the use of this tool in planning, monitoring and evaluation. The LFA is based on the Management by Objectives model. The LFA provides a relatively objective, systematic and thoughtful guide to project planning which enables organisations to measure their progress in realising goals. The visually accessible log frame explains how the use of resources will contribute towards reaching the goal. It enables the organisation to present their projects to a wider audience increasing its accountability to donors, stakeholders and beneficiaries. Yet, organisations are often very critical of the use of the Logical Framework Approach as it assumes that society is a stable environment where factors can be manipulated to bring about expected results. It ignores the dynamic, complex and frequently unpredictable nature of society and the non-linear path of social learning and empowerment. Further the model can be misused and exploited to enforce power relationships resulting in the development of inappropriate or irrelevant projects that do not meet the needs of the intended beneficiaries. The study concludes that, despite all the criticisms, the Logical Framework Approach can be a very useful tool and provides recommendations that will help find a balance between the structured planning process and the participative and creative social learning techniques. NGOs can be focussed and accountable and still remain more responsive to the needs of communities.

Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2009. / The Republic of South Africa has drawn increasing attention from the international community for its new approaches towards solving a variety of problems and thus enhancing good governance in Africa in general. Such problems include, but are not limited to, poverty and systemic corruption. The constitutional and legislative frameworks that underpin governance in municipalities are identified and explained. These constitutional and legislative frameworks include the Constitution of the Republic of South Africa, 1996 (RSA, Act 108 of 1996) and the Local Government: Municipal Finance Management Act, 2003 (RSA, Act 56 of 2003). The manifestations and consequent dangers of poor governance as well as strategies to instil good governance in municipal functionaries are also identified. The manifestations of poor governance include poor financial management, ill-advised appointments and misguided patriotism in service delivery. The consequences of poor governance in local government include high incidents of violence, decline in municipal service payments and the consequent deterioration in service delivery. It is herein argued that municipal functionaries must be able to identify the manifestations of bad governance for them to serve as effective whistle-blowers. The role of the national integrity system as a strategy for combating the manifestations of bad governance is also identified. The national integrity system refers to the holistic approach (or various strategies) for instilling good governance amongst municipal functionaries. These include an anti-corruption strategy for local government (also known as “a local government integrity system”), constitutional strategies and exemplifying ethical behaviour by municipal functionaries. Constitutional strategies include the Auditor-General and the Public Protector. It is argued that preventing unethical conduct such as corruption assists in raising municipal revenues and thus towards improved service delivery. The study concludes by asserting that big, corrupt actors must be named and punished to convince an already cynical citizenry that the avowed anti-corruption drive is more than just lip service. It is, accordingly, important that one of the “first big fish” should preferably come from the governing party to ensure that the party is not accused of protecting its members against charges of corruption.

Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2005. / Total Quality Management (TQM) sets out a framework for managers on how to improve business performance in all types of organisations. Organisational excellence must be integrated into the strategy of business through an understanding of the key business processes and the development of people.

Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2009. / The concept of public participation has gained wider acceptance in government circles as a tool to strengthen the pillars of this government’s democratic structures. Globally, governments’ accountability can be gauged by the extent to which they practise public participation in decision-making in facing up to the challenges of the day. The concept of public participation arrived in South Africa in the 1980s and was supposedly applied to the inception of a true democratic dispensation in 1994. In the South African context, public participation cannot be over-emphasised as it underpins the democracy introduced in 1994. Because of the great importance of public participation, the South African government has enacted a number of statutes such as the Constitution (1996) and the Municipal Structures Act (2000) that give substance to public participation. Even though public participation is applied at national and provincial government levels in South Africa, it is principally in the Local Government field where it is widely applied in order to enable good governance and sustainable service delivery. This study examines the role of ward committees in public participation in Local Government, with specific reference to Thulamela Municipality. The study suggests that the transformation and democratisation of South African Local Government can be achieved through effective implementation of public participation at grassroots level. Apart from passing legislation, more needs to be done to stimulate public participation. The study has furthermore found that even though statutes provide for communities to participate in a range of government-created regulatory structures such as the IDP Representative Forums and Ward Committees, municipalities need to develop strategies for public participation. Not only do municipalities need to develop strategies for public participation, they also need to develop proper mechanisms to encourage the participation of community stakeholders and organisations. The study is primarily based on qualitative data collected from Thulamela Municipality through personal interviews with councillors, officials and ward committee members. Moreover, the study also rests on observations at IDP Representative Forums, IDP and Budget consultative meetings, focus group discussions and a review of local government statutes and literature providing knowledge on the subject under study.

Thesis (MPhil (Sustainable Development Planning and Management))--University of Stellenbosch, 2007. / In the run-up to the Millennium Development Goals of 2015, the United Nations Global Compact and others are targeting major corporations to play an active leadership role in promoting sustainable development. Increasingly, corporations are encouraged to do so while pursuing profit-making business opportunities yielding social good in developing countries. Beyond corporate citizenship, the ideal of “inclusive capitalism” is popularized by C.K. Prahalad, who evangelizes to corporations about the benefits of marketing to the untapped market opportunity offered by the 4 billion poor consumers that make up the “Bottom of the Pyramid”. Hewlett Packard, under former CEO Carley Fiorina embraced this concept; and, supported by President Thabo Mbeki, launched a high profile project to test this proposition at the 2002 UN World Summit on Sustainable Development in Johannesburg. Launched as a three year Public Private Partnership between Hewlett-Packard, the Limpopo Province and the Mogalakwena Municipality, the project aimed at “creating breakthrough models of sustainable development, not altruism, at global replication, not local exclusivity”. Influenced by the author’s status as an IT industry insider in Africa, this narrative case study draws on privileged access to sources. While a single case study cannot serve to validate or discredit a development model, it can effectively expose tensions and contradictions within a model The case examines what happened in the company’s search for these “breakthrough models” in South Africa, and reveals how the competing logics between business realities and development imperatives are not easily reconciled. Early language around the inclusive capitalism or BOP discourse emphasizing unlimited business opportunities and poverty eradication through profits may set unrealistic expectations for business executives.