Strategic Community Development UKZN Conference Paper 2012

1. 1
‘NOT FOR PROFIT, NOT NECESSARILY, NOT FOR GAIN’:
IMPROVING PARTICIPATION BY FORMING PUBLIC-PRIVATE PARTNERSHIPS
AS TENETS OF REFORM
Authors: Drs M Subban (UKZN) & A Rippon (Mancosa)
Sub-theme 1: Public Sector Reform
ABSTRACT
To meet the needs of society, public sector reform (both globally and in the local context)
essentially entails a creative and innovative relook at how the public sector is managed. The
changing role of the state and results being achieved is prompting governments, business and
community organisations to re-assess their capacity to deliver services in communities. The need
for effectiveness, efficiency and economic management of resources in delivering services to
communities is of necessity. The paper argues that instilling a foundation that reflects ethics and
professionalism that results in transparent public governance, free of corruption is important.
Furthermore, managing non-profit organisations is often achieved on a voluntary basis by
participants in communities or community organisations. This can often result in low levels of
participation and performance by participants nominated to manage and efficiently implement
activities, projects and programmes, provide benefits and service members / clients successfully.
If managed in partnership with business and the public sector organisations in communities,
effective and efficient managing of combined resources can possibly emerge. The paper looks
into some public-private partnerships contextually whilst taking cognisance of the South African
scenario in light of Trevor Manual‟s presentation of government‟s National Development Plan
(NDP) for 2030 calling on a rethink of strategies as a reform measure to address the war on
poverty. It can be added that profits are not the motive for non-profit organisations and public
sector organisations; but rather adding value, solving issues of concern in communities and
society in general. Whatever the cause, sustaining a long-term existence for our children and
future generations whilst assisting the poorer communities are gains, which is often difficult to
measure in real or financial terms. These gains may not be directly financially-orientated and
measured by pure profitability. As development planning is about creating linkages, strategic
community development is where government, business and communities can jointly contribute
to reforming the public sector as envisaged in the paper. Through the discussion, the paper aligns
the discussion with the pillars of the RDP and shares that Public-Private Partnerships (PPPs) at

2. 2
grass roots level (forming sustainable development triads) and measuring performance on the
triple-bottom line can realise the fact that together in partnership not-for-profit does not
necessarily mean not-for-gain in promoting a better quality of life! The question of how to cut a
new “diamond” for the future desired state is important.
Key words: strategies for public sector reform, ethics and professionalism, sustainable
development triads, public-private partnerships

3. 3
Introduction
To meet society‟s needs and developing a future desired state leaving behind opportunities for
generations to follow requires business, government and society working together in synergy. A
foundation based on ethics and professionalism, encouraging participation and working together
in unity establishing public private partnerships (especially at grass roots level) in communities
is an integral part of the changing role of the state. An essential ingredient for the perpetuity of
any community and its long term sustainability is needed for generations to come.
In the original Reconstruction and Development Programme (RDP), the 5 key programmes and
the 6 basic principles were the original pillars for reform of the public sector and these included:
Programmes Basic principles
1. Meeting basic needs 1. A programme to address the whole problem
2. Building the economy 2. A programme which puts people first
3. Developing human resources 3. A programme for peace and security
4. Democratising the state and society 4. A programme to build the nation
5. Implementing the RDP 5. A programme to link reconstruction and development
6. A programme based on democracy
The Reconstruction and Development Programme (RDP) formed the basis of Governments
attempt to attack poverty and deprivation and to build a united, non-racial, and non-sexist South
Africa (Department of the Presidency: National Planning Commission 2011:1). In the overview
of the plan, the following was quoted from the RDP:
“No political democracy can survive and flourish if the mass of our people remain in poverty,
without land, without tangible prospects for a better life. Attacking poverty and deprivation
must therefore be the first priority of a democratic government.”- The Reconstruction and
Development Programme, 1994.
According to the planning minister Trevor Manuel, he stated that if the proposals in the National
Development Plan (NDP) are implemented, South Africa‟s growth rate could climb to above 5%,
doubling the Gross Domestic Product (GDP) per capita and can result in dramatically reducing

4. 4
unemployment (Paton 2012:1). The plan envisages that by 2030, an additional 11 million jobs
will be created, bringing South Africa‟s unemployment rate down by 6%. A final version of the
plan was handed to President Jacob Zuma on Wednesday the 15th
of August 2012. The challenge
of implementation and who would be the agents of implementation of the plan still remains to be
addressed. The following figure highlights the quandary of growth and job creation.
Entrepreneurship is important as contributor to job creation.
Figure 1: The quandary of growth and job creation
Department of the Presidency: National Planning Commission (2011:11)
In an article recently regarding the mining strike at Marikana Lwazi Bam, Deloitte‟s chief
executive agreed with Minister Trevor Manuel (chairperson of the National Planning
Commission) highlighting that the Marikana tragedy needed a problem-solving approach:
“Addressing all these issues would be a balancing act because we have a national plan that seeks
to attract investors and grow the economy based on the 2030 vision, but we must make sure that
this economy is fairly distributed” (Magwaza 2012:1). To be fairly distributed includes a
maximising of community participation at all levels of society taking ownership of the NDP and
together implement the plan.

5. 5
Uhgebu (2001: 2) states that the term “community” generally denotes a small, localised political,
economic and social unit whose members share values in common. For any community to
improve the standard of living of its citizens, it must encourage community development.
Community development can be entirely communally sponsored, wholly government assisted or
a bilateral co-operation between the community, business, labour and the government. Strategic
community development is where business, government and community need to join hands and
form sustainable development triads: Public-Private Partnerships (PPPs). These triads need to be
formed at all levels formed especially at grass root levels (ward committee level) in all South
African communities across the country where creating an awareness, training and development
and work integrated learning skills developed, is important. Partnerships are needed to align
them with the Reconstruction and Development Programme (RDP) pillars for growth and
development, the National Development Plan (NDP) and ultimately with the Integrated
Development Planning (IDP) processes are important to meet implementation top-down and
bottom-up, change and transformation, for 2030 and beyond. Contributing to increasing the
GNP (globally), GDP (locally), inequality, job creation, and through social entrepreneurship
(poverty), assisting with growth and development for uplifting the poorest of the poor.
In most local municipalities, strategic management is synonymous with strategic planning. The
notion of strategic management and planning is a global phenomenon. To this end, the Local
Government Management Board encouraged local authorities, according to Reddy (in Subban
2009: 100) emphasises the following which is apt for the discussion and perspective of the paper:
“…to adopt a strategic approach…[as] traditional structures, practices and procedures are
being re-examined to find new ways of improving service to their communities”
The words of authors Castells & Borja (in Subban & Theron 2011:99) highlights strategic
planning as:
“… directing change based on participatory analysis of a situation and its possible evolution and
drawing up of an investment strategy for the scarce resources available at critical points. The
diagnosis takes into consideration the settings (globalization), the territory (its various
dimensions) and government (or system of public agents). Special consideration is given to

6. 6
dynamics i.e. social demands, critical points obstacles, bottlenecks and potential. The diagnosis
is used to determine foreseeable situations, possible scenarios and desirable situations, which are
taken as the starting point for laying down projects to attain it”.
The management of governmental and non-governmental non-profit organisations is often
performed on a voluntary basis by participants in communities or community-based
organisations. This can often result in low levels of participation and performance by participants
nominated to manage and efficiently implement activities, projects and programmes, provide
benefits and service members / clients successfully.
Regarding non-profit organisations in Africa, it is emphasised by Bannatyne (2005: 66) that
Africa is faced with the irony of being rich in natural resources, yet being the continent in which
poverty is expected to rise during the 21st
century. Hence, the importance of managing
community resources efficiently cannot be overemphasised.
Non-profit organisations are in the forefront of strategic community development in Africa. The
focus is on gains / benefits in other areas of concern or on a need for group representation based
on sensitivities and issues of great importance to community environments in general.
Profitability is not necessarily the driving force, but rather the cause where gains are achieved by
reaching other objectives. Government and business need to work together in collaboration with
communities and re-assess their ability to deliver services at all levels in all communities.
The changing role of the state and results being achieved is prompting governments, business
and community organisations to re-assess their capacity to deliver services in communities. To
improve participation Public-Private Partnerships (especially at grass roots level) need to be
considered as tenets (defined as principles, theory, belief, precept, rule, option, view, ideology)
of reform. Implementation of creative and innovative solutions that can inspire, motivate,
moblise implementation citizenry at grass roots is imperative for South Africa‟s future growth,
development and unified community upliftment.
Public-Private Partnerships require trust, honesty, integrity, morals, values, transparency and
professionalism when setting standards and implementing projects together in unity. Ethics is not
just simply what is right and wrong. There are four major sources of ethical values for

7. 7
professionalism in business, government and society. These sources are: religion, culture
philosophy and the law that need to be understood toward establishing a tolerant culture for
future change.
The contribution which entrepreneurship and intra-preneurship can make to a nation‟s social,
economic, cultural and environmental wealth is being increasingly recognised. In an
environment where traditional providers including charitable and voluntary sector organisations
have been criticised as bureaucratic and resistant to change and the public sector, has become
overstretched, social entrepreneurship has been identified as an innovative way of tackling unmet
socio-economic needs. While social entrepreneurship is not a new phenomenon, the term “social
entrepreneur” has more recently been used to describe those individuals who establish
enterprises primarily to meet social objectives rather than generate personal financial profit
(Shaw & Carter, 2007:1-2).
Community Development and Strategic Management
Strategic management has been applied to developing community systems formulating strategy
through the Integrated Development Planning (IDP) process at all levels of government. This
paper draws on previous research together with observations made between 2006 and 2011
highlighting applications of the principles of the strategic management in assisting community
leaders and decision-makers in further developing South African communities. This contribution
to the management science highlights the intention of the authors to integrate strategic
management principles and processes in community development with that of business,
government and society. The outcome of the strategic approach is a strategic management model
developed to assist community leaders with the facilitation of community development in South
Africa. Community development is at the forefront of a desired future state in the current
developmental and transformational era of our country.
Furthermore, strategic community development strategies can only be successful if community
leaders establish the art of motivating and inspiring all who have a stake in the process,
collectively. Only then does participation in community development programmes or projects
develop a sense of „ownership‟ amongst stakeholders and eventually buy-in by the community at

8. 8
large. The challenge to municipalities in growing economies, is to ensure that resources are
employed in the most productive and cost-effective way and that the pricing of inputs and
outputs should reflect their true values to society, so as to improve and raise the standard of
living of society at large (Subban 2009:64).
Following on from this discussion, public administration involves the provision of public
services for the improvement of the quality of life of communities. This is, in turn, directed
through the three spheres of government. In terms of Section 40 of the Constitution of the
Republic of South Africa, 1996 (Act 108 of 1996), the three spheres of government are directly
or indirectly involved in the provision of municipal services which are implemented through
legislation, policies and procedures. Since the practice of public administration is constantly
influencing people, the execution of policies for local service delivery must be planned,
organized, directed and controlled by local municipalities. Local government is part of the
broader context of public administration since it involves the legislative, managerial and
practical delivery of municipal services for the general welfare of the citizenry at large (Subban
2009: 65). It is within this context of municipal service delivery for community victory that a
strategic management approach locates the focus of the paper. Furthermore, issues around
community/public participation are significant for facilitating development. In this regard, the
National Policy Framework for Public Participation (NPFPP) referred to (in Malan & van
Rooyen 2010: 131) is a pertinent policy in that public/community participation is encouraged as
a means to build local capacity and self-reliance, and also to justify the extension of the power of
the state. In the aforementioned document public/community participation is defined “as an
open, accountable process through which individuals and groups within selected communities
can exchange views and influence decision-making”.
Therefore, profits are not the motive for developing these governmental and non-governmental
non-profit organisations; but rather adding value, and solving issues of concern in communities
and society in general. Whatever the cause sustaining a long-term existence for generations to
come and assisting the poorer communities are gains, which are often difficult to measure in real
or financial terms. These gains may not be directly financially orientated and measured by pure
profitability.

9. 9
Civil society is essential for democracy and development. Civil society refers to associational life
somewhere between the state and the individual or family (Swilling & Russell 2002: 6). Civil
society organisations play an important role in Strategic Community Development. The
management of governmental and non-governmental non-profit organisations is often performed
on a voluntary basis by participants in communities or community based organisations. This can
often result in low levels of participation and performance by participants nominated to manage
and efficiently implement activities, projects and programmes, provide benefits and service
members/clients successfully.
Many community organisations remain in this voluntary state, driven entirely by energies and
resources of founders and their members, as soon as a community organisation seeks recognition
or looks for resources beyond itself it has to establish a formal institution. This usually involves
the appointment of a controlling body (committee or body); the writing of constitution; the
opening of bank accounts; the voluntary registration of the organisation under the Non-profit
Organisation Act; and the optional registration of the organisation as a section 21 company
registered with the Non-profit Organisation Act, or alternatively the registration of a Trust under
the Trust Deeds Act (Department of Social Development Directorate: Non-profit Organisations
2001:7).
As a matter of fact, in Africa, as in many other countries around the globe, when an individual or
a group of like-minded individuals see a need or problem in the community, and do something to
address that need or problem, they initiate an action. When that action is sustained by their
efforts through organising themselves to continue the activity, they give rise to an organisation to
sustain the activity, which continues to address the issue of concern.
Problems with regards to the voluntary participation and the issue of economic instability often
leaving non-profit organisations in many instances stranded. In search of a solution, social
entrepreneurship is becoming more attractive by South Africans, as well as African charities as
an option for managing their organisations more efficiently. Charities desperately need a
consistent flow of resources to be made available to them to cope with current shocks and
fluctuations. It allows them to embrace change and shift from a position of dependence to one of

10. 10
independence before reaching a desired state of interdependence and hope for the future, asserts
Covey (2004:1).
According to Slaper (2012:1), the Triple-Bottom Line (TBL) is an accounting framework that
incorporates three dimensions of performance: social, environmental and financial, which differs
from traditional reporting frameworks that only report on financial and economically viable
results but includes the ecological (or environmental) as well as social measures. These can be
subjective in many cases, and it is often difficult to assign an appropriate means of measurement.
The TBL dimensions are also commonly known as the three Ps: People, Planet and Profits. To
measure non-profit results incorporating TBL allows for a balanced approach which assists with
balanced sustainability in communities.
The formulation, implementation of desired strategies for the future success and sustainability of
the non-profit organisation is realised by adopting a strategic approach for developing non-profit
governmental and non-governmental organisations. Communication of crafted strategy for non-
profit organisations is important at all levels in the organisation, community, country and the
continent. If, in many cases, only voluntary management exists, the emphasis on highlighting the
importance of actions and performance orientation is noted.
In many cases, profit-driven organisations do not wish to provide certain of these common
community service needs, which are not always sufficiently profitable or financially viable. This
opens up the opportunity for governmental and non-governmental non-profit organisations to
provide these services. Non-profit organisations are formed to assist with the provision of these
community services. These are often, in partnership with local government management
structures.
These partnerships are commonly known as Public-Private Partnerships (PPPs) that operate
together, to provide such services at various levels within a community. In many instances, do
not break even and often have to run at a loss. Future planning and development of the
community and its surrounding area of influence can provide for greater efficiency.
Incorporating all community role players and developing a climate for change and synergy by

11. 11
networking, is imperative for successful results. By operating efficiently in a “strategic
community” (at ward level), provision can be made for future success and sustainability for
further developing our communities at ward level.
Participation at ward level is always a challenge to encourage citizens to be involved (moving
them from a state of apathy - not caring / demonstrating a lack of interest, to a state of empathy /
caring - reaching out to others in their communities. An Integrated Development Plan (IDP)
incorporates processes that municipalities make provision to integrate community stakeholders
with future planning (Umdoni Municipality 2011:1-8).
The focus of these non-profit organisations therefore reside with a low emphasis on profits and a
strong focus on adding value, solving issues of concern in communities and society in general.
However, these organisations need to be sustainable to be able to continue to provide the services
in demand, to assist the poorer communities. However, since there is no profit drive,
sustainability is difficult, and real performance where the gains may not be directly financially
orientated and measured by pure profitability, is difficult to determine.
Entrepreneurship, more so social entrepreneurship can be instrumental in making a contribution
to strategic community development within the non-profit sector in the future. Furthermore,
assisting African charities together in partnership with the public sector in their fund raising
challenges to meet the needs of society is integral to social development.
Improving community participation through PPPs as tenets of reform
The aim of this paper is to argue whether community participation can improve by forming
public-private partnerships as tenets of reform. Government, business and community
organisations adopting a triple-bottom approach can assist with public sector reform.
Furthermore, governmental and non-governmental non-profit organisations together with social
entrepreneurship can assist South African communities as agents for implementation, change and
transformation and with managing resources efficiently and assist.
Non-profit Organisations (NPOs) today are commonly operating in a highly competitive
environment that is characterised by increasing demand of services from the community,

12. 12
growing competition for contracts with the public and for-profit sector (Ramia & Carney 2003),
declining volunteer support (Lyons 2001) and a generally tighter government funding source
(Craig, Taylor & Parkes 2004). The need for competent strategic management concepts that are
able to fit in the unique non-profit environments has become widely accepted, as emphasised by
Kong (2007:1).
Table 1: The differences between non-profit and for-profit governmental and non-
governmental organisations
Adapted from Honey (2002: 3)
NON-PROFIT ORGANISATIONS FOR-PROFIT ORGANISATIONS
Provide some public service or have some
public purpose that goes beyond serving the
personal interests of the members of the non-
profit organisation (such as the promotion of
social welfare, economic development,
religion, charity, education or research).
Operate for the purpose of making profits.
May make a profit (surplus), but may not
distribute their property or profits (surpluses)
to their members. They use any profits
(surpluses) they make to further their public
interest objectives.
Distribute profits to their owners or
members.
Frequently do not generate enough income to
cover all their expenses, so they fundraise from
the public or donors.
Frequently borrow money, at a specific
interest rate, if they cannot self-finance all
their capital and operating costs. They
calculate that they will be able to pay back
the loan plus interest from the profits they
intend to make.
On dissolution, any surplus assets, after
payment of all debts, are given to a non-profit
organisation with similar objectives. Assets are
not distributed to its members.
On dissolution, after payment of all debts,
distribute any surplus assets to the owners or
members.

13. 13
Many community development projects and programmes can be successfully implemented
collectively after well-trained individuals or groups in a community adopt a strategic approach
for facilitating community development in the variety of urban and rural South African
communities. It is therefore proposed that resulting from the research, a modular training
programme series be developed to close the gap. Strategy simulation games easily accessible to
all stakeholders, in any computer chain store can be introduced to assist with the facilitation of
practical simulation of community development strategy.
Community development may not always be in the control of humankind. Due to „mother
nature‟ fighting back, as „man‟ keeps destroying his community and natural habitat, natural
disasters are now more common. The effect of global warming on climate change in South
Africa is the current focus (Wood 2005:3). Hence the COP17 Conference in 2011 serves to
heighten focus on the effects thereof.
Unplanned events resulting from these natural disasters evident more frequently these days, and
continuously occurring around the globe are catastrophes that are destroying many communities
needing now to be redeveloped. These natural catastrophes include floods, hurricanes, tornadoes,
plagues, floods, incurable diseases, famine, tidal waves etc. on the one side, and „man‟ created
disasters such as civil war, unruly dictatorships extorting the poverty stricken, gang warfare,
man-made diseases, illegal strikes, terrorism, chemical warfare, etc. on the other. These devastate
countries and their communities who end up having to rebuild them with often limited or no
available resources. The current issue regarding the Marikana mines tragedy is a good example.
In South Africa, many community leaders are not applying best practices for managing, allocating
and sourcing the variety of available resources efficiently in their community environments.
Throughout South Africa, the evidence of poor results achieved by the public sector at various levels
across the country is noted. As a result, the desired sustainable development objectives are not being
achieved.

14. 14
Significance of the study
From the preceding model, civil society, supported by local government in South Africa, plays
an important role in change and transformation processes that affect a variety of existing and
newly developed South African community environments. „Civil society‟, a term in common use
today, describes all the activities of individuals and organisations in communities. These include
developmental, religious, cultural, social, economic, environmental, and political activities.
There are few examples of where strategy and the application of strategic management processes
and principles in community systems at grassroots have produced proven records of
accomplishment of historical successes. Training and development in this area provides for
opportunities to develop an integrated individual and group training series in Strategic
Community Development.
Swilling & Russel (2002: 6) are of the view that civil society also refers to associational life
somewhere between the state and the individual or family. Questions regarding what variety of
resources are required, need to be managed and sourced efficiently are now at the forefront of
community development around the globe, Africa and in South Africa (AICC 2005:1).
Strategic management, applied in future community development strategy can assist in ensuring
that resources made available or needing to be sourced, to develop the many urban and rural
communities in South Africa, are efficiently managed. The outcome is sustainable development
for future generations to come. This paper through the study highlighted the perception of all
community stakeholders and provides for a strategic management model in assisting with future
selected community development projects and programmes for uplifting a community whilst
focusing efforts targeting environmental and tourism industries. Regarding the strategic intent of
integrated planning and community participation, this includes a lack of knowledge of local
participatory processes, insufficient consultation and representation of communities‟ interests
and the IDP as a councilor-wide plan to regularly interface with communities (Subban, Reddy &
Pillay 2011: 122).

15. 15
Figure 2: The ‘Diamond Deal’ for community development
Rippon (2005:109)
On the aspect of strategic community development training initiatives, promoting this form of
engagement to public participation is a proactive step towards building capacity that will
optimise service delivery. This view is supported by Subban, Reddy & Pillay (2011: 145-146)
that there is a need for responsible and responsive interventions. Figure 2 above reflects the
„Diamond Deal‟ for strategic community development in South Africa, whilst Figure 3 that
follows focuses on the integrated management model for strategic community development.

16. 16
Figure 3: Integrated Management model for Strategic Community Development
Authors‟ perspective adapted from Wheelen & Hunger (1999:37,79); Weeks & de Beer
(1993:4); Covey (2004:53) & Rippon (2005:109).

17. 17
Following on, the types of training preferred by community leaders directing the variety of
community profit-making and not-for-profit making organisations indicated that interactive
workshops, group team building sessions and strategic breakaways were the most popular
training methods amongst the respondents. Thereafter, support for one-one-one coaching,
„edutainment‟ (education through entertainment) and strategy simulation games was a key
suggestion Stemming from the above strategic intent, community development is located as an
integral part of the plan. Within this context, a model for community development follows.
Figure 4: The sustainable development triad
Adapted from Dalal, Clayton & Bass (2002:186)

18. 18
The following discussion and model locates sustainable development within a triad of
intergovernmental institutions, government institutions, private sector/market institutions/co-
operatives/unions, civil society institutions and thus synergies the triad with community
stakeholder forums, popularly known as public / private partnerships.
To summarise, the paper highlighted the importance of strategic management for facilitating
community development in South Africa. The discussion can be seen as representative with
regard to other typical South African community environment. Cutting a new „diamond‟ as
reflected in Figure 2 ensures a top-down approach for linking with civil society (bottom-up).
Involving community stakeholders forums representative at „grass roots‟ level and collectively
co-creating community development projects and programmes together in synergy has been
emphasised. The outcome of discussion leads to the development of a model adapted from
various other models combined which provide for a tool that can assist community leaders with
facilitation of community development in their respective communities. The model in Figure 3
provides for establishing best strategic management practices in South Africa.
The model developed can assist community leaders with a tool to assess a specific community‟s
need which is often unique to each community environment. Furthermore, provide for direction
whilst diagnosing (scanning a community environment) before formulating vision, mission,
objectives and strategies for combating community development issues of concern and for
managing community resources for the betterment of the greater good. Ultimately, leaders
instilling a paradigm shift from being totally reliant or dependent through independence to
finally interdependence.
Recommendations
Strategic community development, governments, businesses and communities across the
continent need to join hands forming sustainable development triads in each community across
Africa. According to Weili (2012:38), their company has been combining economic performance
with humanistic social policy since it launched its business in Africa, and it was quoted by their
CEO, Wang that: “Now we explore the African Market not solely for economic profits, but what

19. 19
we can bring to locals.” Africa needs to stand together, form interdependent Sustainable
Development Triads (Government, Business and Community Organisations) - bottom up at grass
root levels within our diverse society. Ultimately then, focus is on those key issues of concern
that are affecting this part of the planet, its people, and the following generations future
prosperity.
Philanthropy is a household name in the African culture. Unlike in first world countries such as
the USA, Britain and other European countries, Africa, although it is not well-developed
continent has a rich philanthropic tradition. Giving is part of the African culture. In the African
culture, people receive satisfaction if they are given an opportunity to give and to share the little
they have with others. Therefore, the concepts of „Ubuntu‟, „Botho‟ and „Wolanani‟ hospitality is
inborn among Africans and normal to their existence (Department of Social Development
Directorate: Nonprofit Organisations, 2001:31).
Mastering Entrepreneurship more specifically social entrepreneurship can play a major role in
creating awareness, training and development contributing to public sector and non-profit sector
reform to assist governmental, non-governmental, profit and non-profit organisations with their
future sourcing and fund raising challenges. Challenges in entrepreneurship such as the fear of
failure, nascent and new entrepreneurs succeeding in the initial start-up phase can opt for social
entrepreneurship training and work integrated learning opportunities before committing to „real
world‟ business opportunities that often require large sums of start-up capital. If non-profit
organisations, business and the public sector stand together, setting new trends in training and
development can incorporate social entrepreneurship with strategies that can make provision for
those who cannot help themselves in society.
Conclusion
Profits are not the motive for developing these non-profit organisations; but rather adding value,
and solving issues of concern in communities and society in general. Whatever the cause,
sustaining a long-term existence for our children and children‟s children and assisting the poorer

20. 20
communities are gains, which are often difficult to measure in real or financial terms. These
gains may not be directly financially orientated and measured by pure profitability.
The discussion on locating community victory within strategic local government provides a
discussion on the paradigm shift and emphasis on local government from transition to
transformation to strategic governance (Subban 2008:111). Furthermore, issues on global
warming, electricity outages, rising fuel costs, food prices, interest rate hikes, xenophobia, civil
unrest, crime are now affecting communities needing to manage their resources more efficiently.
By encouraging community participation at all levels within a community, one will ensure that a
balanced Integrated Development Plan (IDP) in each South African community.
Developing an integrated individual and group training programme series is imperative. There is
a need for a customised experiential training series to suite each community needs. It is
important to be able to manage resources in our communities. Government, business and society
need to work hand-in-hand in planning a balanced strategic approach for the future of South
Africa‟s generations to come. The model developed (illustrated in Figure 4) can assist leaders
with a strategic management tool for facilitating community development in the future. Together
with the model, an integrated individual and group training series can also assist with the
orientation, steering and formation of already existing and future stakeholders‟ forums like the
IDP representative forum established in several municipalities.
A new economic model could emerge as a bottom-up „grass roots‟ level, as the trickling down of
the current system has not yet reached many communities at this level. A balanced bottom-up
versus top-down effect for uplifting communities is proposed. Finally, a paradigm shift in
thinking locally is required, whereby communities urgently needing to become more
environmentally conscious through cleaning-up, caring for, beautifying and further developing
their community environment, hand-in-hand and in unity. Through the discussion, the paper
aligns dialogue with the pillars of the RDP, NDP, IDP and shares that Public-Private
Partnerships (PPPs) at grass roots level (forming sustainable development triads) and measuring
performance on the triple-bottom line can realise the fact that together in partnership not-for-
profit does not necessarily mean not-for-gain in promoting a better quality of life! The question
of how to cut a new “diamond” (implementation) for the future desired state is important!

21. 21
Bibliography
AICC. (2005). Competitiveness and innovation [Online]. Available www.aiccafrica.com
/competitiveness_innovation.htm. (Accessed 22/10/2005).
Bannatyne, C. (2005). Addressing environmental issues. CEO, (4)5:66-68.
Capel, J. (2005). Is business socially responsible? Professional Management Review, 16(8): 20-
21.
Craig, G., Taylor, M. & Parkes, T. (2004). “Protest or partnership?'' The voluntary and
community sectors in the policy process”, Social Policy and Administration, Vol. 38 No. 3, pp.
221-39.
Covey, S.R. (2004). The seven habits of highly effective people. Sydney: Simon & Schuster.
Dalal-Clayton, B. & Bass S. (2002). Sustainable Development Strategies. London: Earthscan.
Department of Social Development Directorate: Nonprofit Organisations (2001): Code of Good
Practice for South African Non-profit Organisations (NPO‟s).
Department of The Presidency: National Planning Commission. (2011). National Development
Plan: Vision for 2030.
Honey, M. (2000). NPO Legal Support Project of the Legal Resources Centre. Legal structures
commonly used by NPOs, Information series no.1.
Kong, E. (2007). The Strategic Importance of Intellectual Capital in the Non-Profit Sector
Volume: 8, Number: 4. Emerald Group Publishing Limited. [Online].
http://www.emeraldinsight.com/journals.htm? [Accessed on 26 June 2012]
Lyons, M. (2001). Third Sector: The Contribution of Non-Profit and Co-Operative Enterprises in
Australia, Allen & Unwin, St Leonards Ramia, G. & Carney, T. (2003), “New public
management, the job network and non-profit strategy”, Australian Journal of Labour Economics,
Vol. 6 No. 2, pp. 249-71.
Magwaza, N. (2012). Manuel breaks his silence on Marikana, The Mercury, September 13 –
Friday: Front page.
Mail & Guardian Online: South Africa news. (2012). Zuma‟s second transition rejected by ANC
commissions: Yahoo.com [Accessed on 30 June 2012]
Malan, L.P. & van Rooyen, E.J. (2010). Community partnerships-enhancing municipal food
security policy. Journal of Public Administration, 45(1).
Paton, C. (2012) Plan could double GDP per capita, raise growth above 5%, says Manuel.
Business Day, August 16 – Thursday: Front page.
Rippon, A.E. (2005) A Strategic Approach for Facilitating Community Development in South
Africa. Unpublished Doctoral Thesis: Johannesburg: University of Johannesburg.

22. 22
Rippon A.E. & Moodley, I.J. (2012). Not for profit, not necessarily not for gain: African
perspectives on social entrepreneurship. Unpublished paper. Durban: Mancosa.
Shaw, E. & Carter, S, (2007). Social Entrepreneurship: Social entrepreneurship: Theoretical
antecedents and empirical analysis of entrepreneurial processes and outcomes Volume: 14,
Number: 3 Emerald Group publishing Limited. [Online].
http://www.emeraldinsight.com/journals.htm? [Accessed on 26 June 2012]
Slaper, TF. & Hall TJ. (2011). The Triple-Bottom Line: What is it and how does it work?
[Online] http://www.ibrc.indiana.edu [Accessed on 26 June 2012]
Steiner, J.F. & Steiner, G.A. (2009). Business, government, and society: a managerial
perspective, text and cases. New York: McGraw-Hill.
Subban, M. (2009). Evaluation of the Long-Term Development Framework (LTDF): a case
study of eThekwini Municipality‟s Integrated Development Plan. Unpublished Doctoral Thesis.
Durban: University of KwaZulu-Natal.
Subban, M., Reddy, P.S. & Pillay, P. (2011). Integrated development planning and the primacy
of community participation: a case study of eThekwini Municipality‟s Integrated Development
Plan. Administratio Publica, 19(1):145-146.
Subban, M. & Theron, H. (2011). The sustainability of Integrated Development Planning. A case
study of KwaZulu-Natal Province. Administratio Publica, 19(2):99.
Subban, M. & Rippon, A.E. (2011). Developing a future desired state for community victory:
South African perspectives. Unpublished paper. Durban: University of KwaZulu-Natal.
Swilling, M. & Russel, B. (2002). The Size and Scope of the Non-profit Sector in South Africa.
Johannesburg: Knoxville Printers.
Uhgebu, A.N. (2001). Deterrents to Information Service for Community Development Volume:
14, Number: 3 Emerald Group publishing Limited. [Online].
http://www.emeraldinsight.com/search.htm? [Accessed on 26 June 2012].
Umdoni Municipality. (2011). Integrated Development Plan. The office of the Municipal Manager.
Scottburgh: Umdoni Municipality.
Weeks, R.V. & de Beer, R.S.J. (1993). Total quality management: a model for the public sector.
Johannesburg: South African Institute of Organisation and Methods.
Wessels, M. (2005). Experiential learning. Capetown: Juta & Co.
Wheelen, T.L. & Hunger, J.D. (1999). Strategic management. Massachusetts: Anderson-Wesley.
Wood, B. (2005). Climate change, a global and development issue. Professional Management
Review, (16)8:3.
Weili, H. (2012). Getting the balance right. Chinafrica: African culture in focus, Vol. 4: June, pp, 38-
39.