Dissertation (PhD)--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: The overall aim of this study is to shape the future of the SADC through the New Partnerships for Africa’s Development leadership development strategy (NEPAD LDS), including a social responsiveness strategy. It proceeds from the premise that leadership development should be based on the values and interests of an institution, because these represent the institution’s position regarding the context within which it exists. This study pursued the following objectives: • To identify leadership needs in the SADC • To suggest a NEPAD-based leadership development strategy that includes a social responsiveness strategy as a response to identified SADC leadership needs The research therefore viewed the future of the SADC through leadership development. The entry point in this process was to establish the character and qualities of the SADC, considering that the continued existence of this region depends on its ability to transform all its systems in a unified pursuit of common goals. The history and natural resources of the region were thus seen to be the most visible measures of its overall health and strategic direction. The process of stakeholder identification and mapping was then pursued, with the view to help the SADC leadership to assess systematically the nature and impact of groups with which the organisation deals. Following the stakeholder analysis, information on the macro-environment of the SADC was gathered because of the impact the external environment has on the SADC. This large body of information was screened systematically. The scanning taxonomy that was developed included five areas: social, technological, environmental, economic and political (STEEP). This specialised taxonomy helped the researcher to focus on issues of greatest concern to the study. The issues that were scanned are discussed relative to their impact on SADC leadership practice. Based on the leadership challenges in the SADC thus identified, planning assumptions were developed, which are best guesses or predictions about key dimensions of the future given the leadership challenges identified. These assumptions are estimates based on the combination of estimating factors/validation points, which are portrayed in the analysis of the macro-environment of the SADC. The probability, the impact, the proximity and the maturity of these assumptions are interpreted by calculating their weighted positive or negative values. Cross-impact analysis of the validation points is used to guide the SADC decision-makers to adopt policies designed to achieve more desirable leadership futures. Here, the connections between validation points impacting on the probability of one another are illustrated. These specified relationships trace out a distinct, plausible and internally consistent future for the SADC leadership. This analysis gives rise to the identification of key validation points/drivers in the SADC from which emerge the key leadership needs of this region. Further needs that emerged were to make the NEPAD the base upon which the leadership development programme is built, and to incorporate social responsiveness strategy. Based on these key leadership needs in the SADC, it is suggested that a NEPADbased leadership development strategy, including a social responsiveness strategy, be developed and implemented. Furthermore, the NEPAD leadership development strategy (NEPAD LDS) should be based on the premise that linking leadership development with a social responsiveness strategy is critical not only for the SADC, but for the entire world, because this region is part of the global village. It is suggested that the implementation strategy should enable participants to translate the NEPAD LDS into action and to see leadership development and a social responsiveness strategy as key mechanisms for doing so. This study attempts to avoid the worn-out remedies of the past and uses a holistic approach called Common Sense Management, which entails market research, directionsetting, strategy development, implementing strategies and outcome assessment. The findings and the conclusions for this study are organised around the research questions that were the basis of motivation for this study. / AFRIKAANSE OPSOMMING: Die oorhoofse doelwit van hierdie studie is om die toekoms van die Suider- Afrikaanse Ontwikkelingsgemeenskap (SAOG) te help bepaal deur middel van die Nuwe Vennootskap vir Afrika se Ontwikkeling (algemeen bekend as NEPAD) se leiderskapsontwikkelingstrategie (LDS), insluitende 'n sosiale deelnemendheidstrategie. Dit gaan uit vanaf die veronderstelling dat leierskapsontwikkeling op die waardes en belange van 'n instelling behoort te berus, omdat hulle die instelling se posisie verteenwoordig rakende die konteks waarbinne dit bestaan. Hierdie studie het die volgende doelwitte nagevolg: • Om leierskapsbehoeftes in SAOG te identifiseer • Om 'n NEPAD-gebaseerde leierskapontwikkelingstrategie voor te stel wat 'n sosiale deelnemendheidstrategie insluit as 'n reaksie op die geïdentifiseerde SAOG leierskapsbehoeftes. Daarom betrag die navorsingstuk die toekoms van SAOG deur die bril van leierskapsontwikkeling. Die vertrekpunt in hierdie proses was om die karakter en hoedanighede van SAOG vas te stel met in agneming dat die volgehoue bestaan van hierdie streek van sy vermoë afhang om al sy stelsels in 'n verenigde nastreef van gemeenskaplike doelwitte te transformeer. Die geskiedenis en natuurlike hulpbronne van die streek is dus gesien as die mees sigbare maatreëls in sy oorhoofse gesondheid- en strategiese rigting. Die proses om belanghebbers te identifiseer en te beskryf, is vervolgens aangepak met die oog op bystand aan die SAOG se leierskap om die aard en impak van groepe waarmee die organisasie te doene het, sistematies te beoordeel. Na afloop van die belanghebbersanalise, is inligting oor SAOG se makro-omgewing versamel vanweë die impak van die eksterne omgewing op SAOG. Hierdie groot hoeveelheid inligting is sistematies verwerk. Die verwerkingsistematiek wat ontwikkel is, sluit vyf gebiede in: sosiaal, tegnologies, omgewing, ekonomies en polities (STOEP). Hierdie gespesialiseerde sistematiek het die navorser in staat gestel om op sake wat van die grootste belang vir die studie is, te konsentreer. Die aangeleenthede wat verwerk is, word bespreek in verhouding met hul impak op SAOG se leierskapspraktyke. Op grond van die leierskapsuitdagings in SAOG wat aldus geïdentifiseer is, is beplanningsaannames opgestel wat beste skattings of voorspellings verteenwoordig aangaande sleutelelemente van die toekoms, gegewe die leierskapsuitdagings wat bepaal is. Hierdie aannames word vasgestel op grond van die samestelling van faktore/geldigheidspunte wat in die analise van die makro-omgewing van SAOG voorgestel word. Die waarskynlikheid, die impak, die nabyheid en die rypheid van hierdie aannames word by wyse van die berekening van hul geweegde positiewe of negatiewe waardes geïnterpreteer. 'n Kruisimpakanalise van die geldigheidspunte word gebruik om rigting aan die SAOG besluitnemers te verskaf om hul beleidsrigtings aan te pas om 'n meer gewenste leierskapstoekoms te bewerkstellig. Hier word dan die verbinding tussen die geldigheidspunte uitgebeeld wat 'n invloed op mekaar se onderlinge waarskynlikheid uitoefen. Hierdie aangeduide verhoudings dui 'n duidelike, geloofbare en intern konsekwente toekoms vir die SAOG leierskap aan. Hierdie analise gee aanleiding tot die identifisering van sleutelgeldigheidspunte/aandrywers vir SAOG waaruit die deurslaggewende leierskapsbehoeftes van die streek na vore tree. Verdere behoeftes wat duidelik geword het, was dat NEPAD die basis behoort te verskaf waarop die leierskapsprogram gebou behoort te word, asook om 'n sosiale deelnemendheidstrategie daarby in te begryp. Op grond van hierdie sleutelleierskapsbehoeftes in SAOG, word aan die hand gedoen dat 'n NEPAD-gebaseerde leierskapsontwikkelingstrategie, insluitende 'n sosiale deelnemendheidstrategie, ontwikkel en toegepas word. Verder behoort die NEPAD leierskapontwikkelingstrategie (NEPAD LDS) op die aanname te berus dat 'n aaneenskakeling van leierskapsontwikkeling met 'n sosiale deelnemendheidstrategie krities nie slegs vir SAOG is nie, maar vir die hele wêreld, aangesien hierdie streek deel is van die wêrelddorp. Dit word aanbeveel dat die implementeringstrategie deelnemers behoort in staat te stel om die NEPAD LDS in aksie in om te skakel en om leierskapsontwikkeling en 'n sosiale deelnemendheidstrategie te beskou as sleutelmeganismes in die proses. Hierdie studie poog om die uitgediende redmiddels van die verlede te vermy en om eerder 'n holistiese benadering te gebruik, wat Gesonde Verstandbestuur genoem kan word, wat marknavorsing, rigtingbepaling, strategie-ontwikkeling, die implementering van strategieë en uitkomsgebaseerde assessering insluit. Die bevindings en die gevolgtrekkings in hierdie studie word om die navorsingsvrae gegroepeer wat as motivering vir hierdie studie gedien het.

Assignment (MPhil)--University of Stellenbosch, 2005. / ENGLISH ABSTRACT: While admitting that the ambitious privatization programme embarked on from 1991 to date in Zambia has contributed to unemployment largely due to the closure of privatized parastatal companies, post-privatization business conduct of investors need analyzing in order to understand why the expected economic growth and job creation in the country has never taken place. In this article the role the local political leadership, globalization and the tendency towards misplaced policy formulation play in driving the state of under development in Zambia will be analysed. The inherent weaknesses in the New Partnership for Africa’s Development which may further deny poor African countries such as Zambia, the benefits of a well timed and supported programme to provide home grown solutions for the continent’s numerous developmental problems will also be looked at. The paper will contribute towards resolving Zambia’s problems by suggesting the need to formulate policies which create a positive interface between local policies adopted to support and attract investment, and the motives driving the global players to invest in particular countries. In particular this paper focuses on the absence of good investment policy formulation, and consequently, the absence of the full economic benefit which should be derived by the economy for hosting multinational business enterprises such as the Shoprite Checkers Group. / AFRIKAANSE OPSOMMING: Die ambisieuse privatiserings program wat sedert 1991 in Zambië gevolg word, het hoofsaaklik as gevolg van die sluiting van geprivatiseerde semistaatsmaatskappye tot werkloosheid bygedra. Die sake-optrede van beleggers ná privatisering moet egter ontleed word ten einde te verstaan waarom die verwagte ekonomiese groei en werkskepping nooit in hierdie land plaasgevind het nie. In hierdie artikel sal die rol wat die plaaslike politieke leierskap, globalisering en die neiging na misplaaste beleidsformulering in onderontwikkeling in Zambië speel, ondersoek word. Die inherente tekortkominge in die Nuwe Vennootskap vir Afrika-ontwikkeling wat arm Afrikalande soos Zambië moontlik die voordele van ’n geleë en ondersteunde program om eie oplossings vir die kontinent se veelvuldige ontwikkelingsprobleme te bied, ontsê, sal ook onder die loep geneem word. Hierdie artikel sal ter oplossing van Zambië se probleme voorstel dat beleid geformuleer word wat ’n positiewe raakvlak bied tussen plaaslike beleid wat aangeneem is om belegging te lok en te ondersteun, en die beweegredes agter wêreldrolspelers se besluite om in spesifieke lande te belê. Hierdie artikel fokus veral op die afwesigheid van die formulering van goeie beleggingsbeleid en die gevolglike afwesigheid van die volle voordeel wat die ekonomie daaruit kan put om as gasheer vir multinasionale sake-ondernemigs soos die Shoprite Checkers Groep op te tree.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The Comprehensive Africa Agriculture Development Programme (CAADP) represents the New Partnership for Africa’s Developments’ (NEPAD) framework for revitalising Africa’s agriculture. Improving agricultural performance is at the heart of improved economic development and growth. NEPAD believes that agriculture will provide the engine for growth in Africa. The CAADP framework was developed by the NEPAD Steering Committee in collaboration with the Food and Agricultural Organisation (FAO) of the United Nations. It also includes the contributions of other institutions such as the International Fund for Agricultural Development (FAD), the World Food Programme (WFP), the World Bank, and the Forum for Agricultural Research in Africa (FARA). The CAADP focused on investments in four pillars that can make the earliest difference to Africa’s agricultural crisis. These mutually reinforcing pillars were expected to bring about improvements in terms of Africa’s agriculture, food security, and trade balance. This will ultimately enable Africa to reach its Millennium Development Goal of reducing hunger and poverty by half by 2015 (WDR). For the purpose of this particular study, the first investment pillar, which is water and land management, will be scrutinised extensively, as this is critical to achieving the so much talked about food security. The study will utilise both secondary and primary documents of NEPAD. More specifically the implemented water and irrigation projects in the East and West Africa countries will be reviewed to determine success in African agricultural development under NEPAD. It will identify specifically water management projects already implemented and those already initiated, and find out whether the CAADP is set to deliver the Millennium Development Goal. / AFRIKAANSE OPSOMMING: Die ‘Omvattende Landbou Ontwikkelingsprogram’ (CAADP) is die raamwerk van NEPAD se pogings om Afrika se landbousektor te hergenereer. Verbeterde landbou is die kern van verbeterde ekonomiese groei en ontwikkeling in Afrika. Trouens, NEPAD glo dat landbou die dryfkrag van Afrika se ekonomiese groei sal wees. Die CAADP-raamwerk is ontwikkel deur NEPAD se leierskap, in noue samewerking met die Verenigde Nasies se Voedsel en Landbouorganisasie (FAO). Die raamwerk sluit ook in bydraes van ander liggame, soos die Internasionale Fonds vir Landbouontwikkeling (FAD), die Wêreldvoedselprogram (WFP), die Wêreldbank en die Forum vir Landbounavorsing in Afrika (FARA). Die CAADP fokus op vier investeringspilare wat Afrika se landboukrisis van onder af kan aanpak. Hierdie interafhanklike pilare is veronderstel om Afrika se landbou, voedselversorging en handelsbalans gelyktydig aan te pak. Hierdie stappe behoort te help dat Afrika die Millennium Ontwikkelingsoogmerk (nl. ‘n halvering van honger teen 2015) te bereik. In hierdie studie val die klem op die eerste pilaar, nl. water en grondbestuur, as voorwaarde vir voedselsekuriteit. Die studie maak gebruik van sowel primêre en sekondêre dokumentasies van NEPAD, met besondere fokus op water en besproeiingsprojekte in Oos- en Wes-Afrika. Daar word gekyk na spesifieke projekte wat reeds bestaan en wat geïnisieer is, ten einde die sukses van CAADP te bepaal.

<p>In this mini-thesis, I explore the New Partnership for Africa&rsquo / s Development&rsquo / s (NEPAD) Economic and Corporate Governance Initiative (ECGI). I argue that although this initiative is not the only means to, nor the end of determining whether the NEPAD is being implemented, the ECGI can be used as a good indicator of whether one important dimension of the NEPAD is implemented. I establish whether, through an analysis of the ECGI, that dimension of the NEPAD is being implemented by looking at the countries where the ECGI was implemented. I maintain the position that through the NEPAD, good governance in African countries is promoted and that is why the authors of the NEPAD document created the ECGI.</p>

<p>In this mini-thesis, I explore the New Partnership for Africa&rsquo / s Development&rsquo / s (NEPAD) Economic and Corporate Governance Initiative (ECGI). I argue that although this initiative is not the only means to, nor the end of determining whether the NEPAD is being implemented, the ECGI can be used as a good indicator of whether one important dimension of the NEPAD is implemented. I establish whether, through an analysis of the ECGI, that dimension of the NEPAD is being implemented by looking at the countries where the ECGI was implemented. I maintain the position that through the NEPAD, good governance in African countries is promoted and that is why the authors of the NEPAD document created the ECGI.</p>

The New Partnership for Africa's Development- NEPAD is the continued search by African people and its leaders to develop Pan African structures that will initiate social and economic transformation in a rapidly globalizing world which continues to marginalize Africa. According to the human indicators of the United Nations Development Programme, Africa remains the poorest continent under the sun. Half of Africa's 875 million people survive on US $ 1 daily and they have little access to socio - economic infrastructure. South Africa, guided by her foreign policy, which advocates respect for human rights, democracy and economic development, is at the forefront in efforts to promote NEPAD. South Africa's promotion of NEPAD is encouraged by her will to promote the philosophy of African Renaissance, to maintain her prestige in Africa and to assert South Africa's leadership in Africa. Many internal and external problems have been encountered by South Africa whilst promoting NEPAD. Internal problems have been; unemployment, poverty, tuberculosis, HIV I AIDS, corruption and an excruciating debt. The forces of globalization such as economic marginalisation and the non-representation of South Africa within the multilateral institutions such as the World Trade Organization have presented external problems. NEPAD should develop social policies that complement liberal policies in order to address internal problems such as unemployment and poverty. African .governments should not withdraw from being involved in their nation's economies and solely rely on liberal policies for economic capital flows. Lastly, NEPAD should fight for the restructuring of the multilateral institutions such as the World Trade Organization. / M.Admin. (PSIS) North-West University, Mafikeng Campus, 2004

This study examines the prominence of the term governance and its use in multilateral organisations, in particular the New Partnership for African Development. It argues that the term governance is contentious and needs to be reviewed. This is in light of the elevation of governance as a requisite for development, which has come about through the development of NEPAD. This is primarily a study on the position of the state in multilateral regimes and how governance will affect the state and non-state actors. The politics in and around governance are therefore important in any assessment of African development as governance becomes a developmental necessity. The African Rennaisance and African Union have become ‘beacons of hope’ for Africa and these have been discussed here. We can see NEPAD as a historical development that fits into the African Renaissance. This has been a mechanism to ensure state survival and the states that drive NEPAD have played a significant role in providing legitimacy to Africa’s calls for development. This thesis attempts to explain the shift in developmental policy in that NEPAD has seemingly become the first African development strategy that has the support of the West. Through this thesis, we will examine the role that the Post Washington consensus has played in getting this phase of African development started. What becomes significant here is the way in which governance has been accepted as the gauge for support in development. This study therefore aims to offer a means by which to analyse governance in multilateral organisations. As the term is contentious, three paradigms on governance will be provided in order to refine governance in such a way that it can be applied in analysis. This thesis shows that governance can be refined into corporatist, prebendal and conciliar forms. The form of governance that NEPAD will take has implications for the type of reconfiguration of the state brought about by governance.

Magister Artium - MA / In this mini-thesis, I explore the New Partnership for Africa's Development's (NEPAD) Economic and Corporate Governance Initiative (ECGI). I argue that although this initiative is not the only means to, nor the end of determining whether the NEPAD is being implemented, the ECGI can be used as a good indicator of whether one important dimension of the NEPAD is implemented. I establish whether, through an analysis of the ECGI, that dimension of the NEPAD is being implemented by looking at the countries where the ECGI was implemented. I maintain the position that through the NEPAD, good governance in African countries is promoted and that is why the authors of the NEPAD document created the ECGI. / South Africa

Masters in Public Administration - MPA / South Africa

This study seeks to investigate the effectiveness of the African Peer Review Mechanism (APRM) in fostering good governance practices in Africa. The APRM was established in 2003 subsequent to the launch of the New Partnership for Africa’s Development (NEPAD) in 2001, as an instrument to monitor the adoption and implementation of policies and practices that would lead to political stability, high economic growth and accelerated regional cooperation and integration as set out in the NEPAD document. The ultimate goal of the APRM is to instil good governance in Africa, which NEPAD considers the sine qua non for Africa’s development. The principal finding of this study is that the mechanism of peer review through the APRM has the potential to foster good governance in Africa, and thus, to pave the way to poverty alleviation and development. The peer review process provides an opportunity for participating countries to become aware of the strengths and shortcomings in their policy-making, governance institutions and practices and to share best practices of administrative, political and economic governance. It offers a forum for dialogue, peer learning, and regional and continental cooperation in which the challenges facing African countries, both individually and collectively, can be tackled. The APRM has initiated a process of dialogue between government and other societal actors (mainly civil society and business) about governance and development issues and how these can best be addressed. This is an important step towards the consolidation of democracy and better governance in Africa. It is for these benefits and for the potential for better governance that the APRM needs all the political and financial support it can get. The APRM is, however fraught with many challenges, which are likely to impede the effectiveness of its contribution. These challenges include the voluntary nature of the APRM, its inability to enforce policy, the absence of adequate funding, poor and limited administrative resources for implementation. In addition, the weak civil society in most African states militates against meaningful participation in and contribution to the process of peer review. Addressing these obstacles is imperative for the APRM to deliver its full potential. To this end, the study proffers a number of recommendations, which include the provision of strong political and financial support from African states, capacity building of national institutions that oversee government performance, such as the parliament and civil society, and the consistent financial support of donors and the international community. The study reveals that the road to a successful and effective APRM, and thus to a peaceful and prosperous Africa may lie in the future, but the foundation for Africa’s political and economic renaissance must be laid now. / Thesis (PhD (Public Affairs))--University of Pretoria, 2008. / School of Public Management and Administration (SPMA) / unrestricted