Make Everyday a Mandela Day .... be Proudly South African

Journal of Sustainable City and Society (2014, issue1 volume1)
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LIVING UP TO THE DIAMOND: THE IMPORTANCE OF
SOCIAL ENTREPRENEURSHIP IN AN EMERGING
MARKET
“Make Every Day a Mandela Day”
Dr Anthony Rippon, Senior Lecturer (1st
corresponding author)
Ms Vartikka Indermun, Lecturer (2nd
author)
Mr Ridwaan Asmal, Senior Lecturer (3rd
author)
Mr Stebby Mutobola, Lecturer (4th
author)
Mr Herrison Matsongoni, Lecturer (5th
author)
Mr Indrasen Moodley, Lecturer (6th
author)
Ms Razia Khan, Lecturer (7th
author)
Academics at the Management College of Southern Africa (MANCOSA)
ABSTRACT
This paper deals with the whole concept of Social Entrepreneurship and the impact that
strategic community initiatives have on the sustainability of communities‟ within emerging
markets. An attempt is made to provide community leaders with a clearer understanding of how
social entrepreneurship can assist „strategic‟ communities (wards) with a solution for
managing resources more efficiently in a community context locally, nationally and globally. A
further attempt is made to provide a deconstruction of the theoretical underpinnings of
community initiatives within the context of South Africa. Ultimately the community development
drive and social entrepreneurial process are key catalysts for ensuring the survival of these
communities within a localised and globalised environment. If applied well, it can assist with
achieving sustainable development in communities globally for generations to come and create
jobs, alleviate poverty and tackle the imbalances of inequality.
Keywords: Strategic, community, development, initiatives, sustainability, social,
entrepreneurship.
INTRODUCTION
Nelson Rolihlahla Mandela was South Africa‟s first democratically elected President. On 9
May 1994, shortly after our landmark election results were in, he was unanimously elected
President by South Africa‟s new Members of Parliament. The following day Nelson Rolihlahla
Mandela was sworn in at an inauguration ceremony at the Union Buildings in Pretoria, South
Africa. His vow was that he would only serve one term as President and in 1999 he stepped
down to make way for President Thabo Mbeki. Soon after President Mbeki was inaugurated on
16 June 1999, Mandela was on the telephone to gather his staff for new tasks ahead. They had
to remind him that they no longer worked for him and so the Nelson Mandela Foundation was
born. “As Mandela‟s post-presidential office it provided the base for his charitable work,
covering a wide range of endeavour, from building schools to HIV/AIDS work, to research into
education in rural areas to peace and reconciliation interventions” (Nelson Mandela Centre of
Memory, 2014:1).

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Approximately five years later the Nelson Mandela Foundation began its transition into an
organisation focused on memory, dialogue and legacy work. The Centre of Memory was
created after a comprehensive refurbishment of the Foundation‟s building. The Centre was
opened on 18 November 2013; exactly three years to the day that Mandela last used the
building as his office. The Centre mainly focuses on three core areas of work: “the Life and
Times of Nelson Mandela, Dialogue for Social Justice and Nelson Mandela International Day”
(Nelson Mandela Centre of Memory, 2014:1). The Centre works closely with its sister
organisations, the Nelson Mandela Children‟s Fund and The Mandela Rhodes Foundation. It
co-ordinates its activities with those of other institutions that have a stake in Mandela‟s legacy,
including the 46664 Campaign, the Nelson Mandela Institute for Education and Rural
Development, the Nelson Mandela Children‟s Hospital, the Nelson Mandela Museum and the
Robben Island Museum (Nelson Mandela Centre of Memory, 2014).
“The Nelson Mandela Foundation delivers to the world an integrated, dynamic and trusted
resource on the legacy of Nelson Mandela and with this it promotes the vision and work of
Mandela by convening dialogues and creating platforms for engagement around critical issues
to promote social justice and drive positive change” (Nelson Mandela Centre of Memory,
2014:1).
South Africa occupies a unique position in an African context and even in a global context for
that matter. SA is a country that has emerged from a heritage of deeply rooted racial, cultural
and political divides. The Foundation‟s mandate is to use memory and dialogue to inform,
develop and define its purpose for its future stakeholders. It is the role of the African educator –
whether you are an adult or a child - to utilise the history, experience, values, vision and
leadership of Mandela and key stakeholders to provide a vibrant platform to drive positive
change for the next generations to follow (Nelson Mandela Centre of Memory, 2014).
Nelson Mandela‟s legacy has created the opportunity for nations globally to achieve a common
future. The journey will continue through the Foundation‟s mandate to deliver on key drivers
foundered on pillars of active engagement with society locally, nationally and internationally.
Nelson Mandela‟s legacy will live on in the work of the Nelson Mandela Day Campaign.
The message behind this campaign is simply to inform citizenry that each individual has the
ability and responsibility to impact positive change every day. It is the activation of our great
icon‟s ethos and demonstrates that one man‟s vision has indeed inspired a global movement for
good such as portrayed in the film: “Pay it forward”. The ultimate call is to: Take action, inspire
change and make every day Mandela Day.
The result, an even more vital means of honouring and activating Madiba‟s legacy and binds
government, business and civil society, labour and the general public in a common purpose
(Nelson Mandela Centre of Memory, 2014). In countries globally, civil society, supported by
local government, plays an important role in transformation processes that affect a variety of
existing and newly developing community environments. The ultimate community challenge is
to ensure sustainable community development within a community environment, and to
manage a variety of sourced and allocated resources.
As South Africans we should initiate community projects in an attempt to advance Mandela‟s
legacy of active community development. As advertised in the media, “why not make every
day a Mandela Day” and start to serve your „strategic‟ communities and „pay it forward‟
(Spacey, Hunt & Osment, 2001:1). The difference between ordinary and extraordinary is – the

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little extra we can do for others on a daily basis. Many South African communities are not
applying best practices for sourcing, allocating, and managing the variety of available resources
efficiently in their community environments. As a result, the desired sustainable development
objectives are not being achieved (Rippon, 2005:5).
Strategic Community Development amongst other objectives includes incorporating strategies
and business models into social entrepreneurship that adopts a learning process approach
incrementally. To achieve the solutions and desired results more efficiently, this paper and
presentation concentrates on selected socio entrepreneurial best practices needed to assist
community leaders with tools to facilitate community projects for future strategic community
development in communities globally.
According to Worral (2014:1), in South Africa, a new movement is on the rise called the
„Citizen ZA Movement‟ (Google Citizens ZA Movement for further details). The idea behind
the movement is to inspire, mobilise, motivate and encourage citizens to stand together, identify
community needs and issues of concern. Thereafter, together with government departments,
businesses in the area and with community based and faith-based non-profit organisations in
each „strategic‟ community (ward) and start to form integrated stakeholder forums that initiate
voluntary projects and programmes for the greater good of their communities.
Management of these non-profit organisations is in many cases, on a voluntary basis by
participants nominated or elected to manage such organisations. In many instances, this results
in low levels of participation, commitment and performance within these organisations.
Leading and managing these organisations efficiently is important as citizenry of a „strategic‟
community (wards) in Africa manages many critical issues of concern. The differences between
non-profit and for-profit organisations are indicated in the table below.
ENTREPRENEURSHIP AND NON-PROFIT SECTOR: AN AFRICAN PERSPECTIVE
To assist with achieving overall strategic community development objectives globally, Social
Entrepreneurship can contribute to the development of the non-profit sector and furthermore,
assist many charities across South Africa, Africa and around the globe with their future fund
raising challenges in the global crisis we are transforming. Non-profit organisations as agents of
change play a critical role currently.
Future research in Entrepreneurship intends to introduce an integrated strategic community
development model that encourages critical thinking not only „outside of the box‟ but also
„without the box‟ (Rippon, 2005: 320). These strategies and business models do not only
incorporate social entrepreneurship. These include innovative ideas that actively portray a
bottom-up/top-down holistic systems thinking approach.
Table 1: The differences between non-profit organisations and for-profit organisations
NON-PROFIT ORGANISATIONS FOR-PROFIT ORGANISATIONS

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Source: Adapted from Honey (2000:1)
In South Africa, Africa and in the „global village‟ for that matter, the only thing that seems to
remain constant is „change‟. It is the challenges of change that are affecting many urban and
rural societies, especially technological change and innovation that is often difficult to keep
abreast with. The social entrepreneurship model and strategic marketing solution provides for a
training model that can be utilised as a tool to assist nascent and up and coming entrepreneurs
in the starting up phase of entrepreneurship.
By incorporating these business models into social entrepreneurship, leaders can encourage
citizenry to form Public Private Partnerships (PPPs) as tenets of reform and capture future
strategic community development opportunities for generations to come.
Strategies and business models adopted and applied in practice are already in South Africa
showing positive results (The Giving Organisation with the Good Card for example) for the
future. You can Google „Good Card‟ (Good Card, 2014:1) for further details of the successes
achieved to date. Many charities finding it difficult to provide assistance to the needy at this
time during the global financial crisis are finding it difficult to survive.
These hybrid for-profit combined with not-for-profit strategies and models, if well managed
and carefully incorporated, can motivate, inspire mobilise and encourage individuals, families,
neighbourhoods, schools, communities, municipalities, provinces, countries, and continents in
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 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.

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global developed and emerging markets to join hands and focus on simple objectives to clean-
up, care for, beautify and develop their community environments.
Social entrepreneurship can contribute to the development of communities and the non-profit
sector specifically and assist African charities with their future fund raising challenges. A
triple-bottom line approach can therefore realise the fact that not-for profit does not necessarily
mean not for gain.
INTEGRATION MODELS BY GOVERNMENTS, BUSINESS AND CIVIL SOCIETY
This paper argues that an integrated community development strategy and business models that
incorporate social entrepreneurship into communities is required and needs to include a systems
approach. Encouraging individuals, families, neighbourhoods, schools, communities,
municipalities, provinces, countries, and continents in global emerging markets to join hands
and focus on simple objectives to clean-up, care for, beautify and develop „strategic‟
communities (wards) bottom-up (grass roots mobilisation).
Strategies and models that motivate, inspire and mobilise citizenry around the globe to form
sustainable development triads at grass roots level (adopting a bottom-up emergence approach
–figure 1) and work in synergy together with leaders of governments, business and civil society
in their various specialty fields (adopting a top-down design)and create a new balance together
globally.
Figure 1: Top-down Design versus a Bottom-up Emergence
Source: Cumming & Wilson (2003:2)
To mobilise citizenry throughout the globe either working in governments, business or civil
society organisations and living in the variety of „strategic‟ communities (wards), it is important
to encourage a bottom-up emergence approach aligned to a top-down design. Uplifting
communities throughout the country, continent and throughout the world at large for that matter
takes a unified co-created drive for change, instilling a new compass of integrity in business,
governments and civil society. Developing a culture and climate founded by ethics and
professionalism.
THE SOLUTION: A BOTTOM UP EMERGENCE VERSUS A TOP-DOWN DESIGN

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A personal vision and passion is to plant seeds of knowledge encouraging governments,
business and society organisations in communities globally to work together. This can be
achieved by forming sustainable development triads (stakeholder forums at grass roots levels in
communities) that concentrate on developing a future desired state for community victory for
our youth and for their children and their children‟s children. A past civil rights activist,
Reverend Jesse Jackson once stated, "We have inherited the world from our forefathers and
only borrowed it from our children." These innovations collectively can cut a new “diamond‟
(as indicated in the figure 2) in Africa setting an example for uplifting communities in South
Africa, Africa and globally for that matter. These actions can start with a bottom-up emergence
through Integrated Development Planning (IDP) processes (indicated in figure 2) at ward and
municipal level. Then community leaders can integrate the bottom-up emergence plan with the
top-down design by adopting the Presidential Commissions National Development Plan (NDP)
framework for 2030. Finally, the coming together of the results after implementing these plans
between 2015 and 2030 will be observed. Provincial government managing the balanced
outcomes facilitated and monitored at provincial level and reflected through the Provincial
Growth and Development Plan (PGDP).
Figure 2: “The Diamond Deal” for future community development in South Africa
Source: Rippon (2005:109)

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The result is action driven strategy implementation of social entrepreneurial projects and
programmes by governments, business and civil society organisations in the developed as well
as the emerging economies such as the BRICS nations for instance. Global communities
working together across the globe forming sustainable development triads that focus on cutting
a new diamond - “The Diamond Deal” (illustrated in the figure 2) and an integrated strategic
management model for community development for developing a future desired state for
community victory.
In the context of incorporating the example of a South African business model into social
entrepreneurship utilising network marketing, the Giving Organisation Trust and the „Good
Card‟ concept (referring also to the Get Out Of Debt Card) for example, is one to refer to and
benchmark against when considering other innovations in development (Good Card, 2014:1).
Figure 3: The sustainable development „Triad‟
Source: Adapted from Dalal, Clayton and Bass (2002:186)
Active citizenry in the variety of rural and urban communities at grass roots level needs to be
encouraged. Co-creating and developing strategies together with a bottom-up emergence
approach aligned to a top-down design. It is imperative that citizens at all levels work in unity
across the globe with their own leaders in governments, business and civil society

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organisations. Ultimately, for future change and transformation it is necessary to balance
inequality, poverty job creation required holistically for preservation and conservation of what
is remaining on the planet, for its people and for the sake of prosperity for generations to come.
Incorporating business models into social entrepreneurship can ultimately encourage citizenry
to form Public Private Partnerships (PPPs) as tenets of reform in future strategic community
developments and for generations to come.
RECOMMENDATIONS
It is recommended that implementing Social Entrepreneurship projects and programmes can
contribute to the development of communities and the non-profit sector and assist charities
globally with their fund raising challenges applying triple-bottom line reporting. Governments,
Business and Civil Society organisations should form sustainable development triads, focusing
on integrated community leadership teams that work in synergy encouraging the development
of active citizenry that participates in co-creating together quick win projects and networking
opportunities for uplifting communities.
For future research in this area, it is furthermore recommended that a learning process
approach be adopted incrementally. In this way business models into social entrepreneurship in
South Africa, Africa and in developed and emerging markets globally (such as the BRICS
consortium) need to be incorporated. Introducing new creative and innovative ways to uplift
communities in the future can start to emerge, which is indeed an important exercise in grass
roots socio economic development.
CONCLUSION
For all future Africans living in this “global village” currently, a global paradigm shift is in
motion. „Africa it‟s your time‟. Africans need to now stand up together, take hands and develop
strategies and business models that incorporate ethics, professionalism that meet social
entrepreneurial objectives that contribute to meeting the needs of the people, preserve what‟s
remaining on the planet and together governments, businesses and civil societies building
prosperous vibrant sustainable community environments for generations to come.
The Strategic Management principles and processes include formulating, implementing,
evaluating and monitoring community projects and programmes that uplift communities‟
worldwide. It introduces a bottom-up emergence/top-down design strategic marketing solutions
and social entrepreneurship business models that mobilise, motivate, inspire and encourage
citizenry to develop „change‟ on a new continuum. The outcome is results driven initiatives
moving citizenry from a state of „apathy‟ to one of „empathy‟.
Nelson Mandela has always followed three rules through-out his life which he did at great
personal sacrifice: 1. Free yourself, 2. Free others, and 3. Serve everyday – it was not just his
mantra, it was his way of life. If the legacy of Nelson Mandela‟s life and work is to be dynamic,
it must be “owned” by current and future generations. It must be accessible to everyone, and
applied in constantly changing contexts of time and place. The Mandela Day campaign was
inaugurated as such a vehicle to achieve this. The message behind this campaign is simple –
that each individual has the ability and responsibility to impact positive change every day.
Its objective is to inspire individuals to take action to help change the world for the better, and
in doing so, to build a global movement for good. Ultimately it seeks to empower communities

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everywhere. Individuals and organisations are free to participate in Mandela Day as they wish.
However, they are urged to find inspiration for their contribution in the legacy of Nelson
Mandela and to adhere to the ethical framework of “service to one‟s fellow human” every day.
Pursing community objectives for implementing community projects that focus on uplifting the
environment by cleaning up, caring for, beautifying and developing the variety of urban and
rural “strategic” communities (wards) across South Africa are the sentiments also shared by
South Africa‟s current President Jacob Zuma. In the Citizen on the Wednesday, 16th
of July in
an article titled: “Clean up for Madiba – Govt”, Government stated: “South Africans are urged
to clean up their cities, towns, neighborhoods, villages and schools on Nelson Mandela
International Day” (Engelbrecht, 2014:1). Furthermore, “Government encourages all South
Africans to work together and dedicate 67 minutes of their time to clean up South Africa on
July 18 [Friday], Nelson Mandela International Day,” government mentioned in a statement.
“Some of the activities that people can participate in include cleaning up of streams, clinics,
schools, picking-up litter, among others.”
The Communications Minister Faith Muthambi mentioned that the call was in line with
President Jacob Zuma‟s call for a major clean-up of the country‟s cities, towns, townships,
villages and schools. She further emphasised that “Every citizen is urged to play their part in
beautifying South Africa.” and “Making a clean South Africa is a collective effort, which will
require us to go out in numbers and participate in activities that will improve our surroundings.
“The private and public sectors are also urged to dispose of waste in a responsible and
environmentally-friendly way” (Engelbrecht, 2014:1).
The Communications Minister finally mentioned that the clean-up initiative promoted the very
essence of the country‟s blueprint, the National Development Plan. “No matter how small the
action, the aim is to practice a healthier and cleaner way of living by taking care of our
environment, “she said. President Jacob Zuma and Deputy President Cyril Ramaphosa would
also participate in the clean-up campaign in the Eastern Cape and North West, respectively.
Finally the article also emphasised that this year‟s Mandela Day would be particularly symbolic
as the first since the former president‟s death. “Let us join hands, take action, inspire change
and make every day a Mandela Day, “the Minister said (Engelbrecht, 2014:1).
Let us become active citizenry in this emerging market, proudly South African. As up and
coming entrepreneurs and social entrepreneurs let us make every day a Mandela Day. Finally, it
is important to realise the fact that not for profit does not necessarily mean not for gain when
developing a future desired state for community victory.
BIBLIOGRAPHY
Cummings, S. & Wilson, D., (2003) Images of strategy. Oxford: Blackwell.
Dalal-Clayton, B. & Bass S. (2002) Sustainable Development Strategies. London: Earthscan.
Engelbrecht, N. (2014) Clean up for Madiba. The Citizen newspaper. [Online]
http://citizen.co.za/211461/clean-madiba-govt/
Good Card. (2014) Give for Life. Earn for Life. [Online] http://www.goodcard.co.za [Accessed
18 July 2014] International Mandela Day.

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Honey, M. (2000) NPO Legal Support Project of the Legal Resource Centre. Tax Laws for
South African NPOs, Information series no.3.
Nelson Mandela Centre of Memory (2014) http://www.nelsonmandela.org[Accessed 18 July
2014] International Mandela Day.
Rippon, A.E. (2005) A Strategic Approach for Facilitating Community Development in South
Africa. Unpublished Doctoral Thesis: Johannesburg: University of Johannesburg.
Spacey, K. Hunt, H. & Osment, H.J. (2001) Pay it forward: it is impossible for one idea to
change the world? Burbank: Warner Brothers Pictures.
Worral, D. (2013) Let‟s all support James and Bobby! [Online]
http://www.polity.org.za/article/lets-all-support-james-and-bobby-2013-05-23

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