About: Bulelwa Makalima-Ngewana

The Bertha Centre, MTN Solution Space and UCT Graduate School of Business welcomes, Bulelwa Makalima-Ngewana: 

The former CEO of the Cape Town Partnership, Bulelwa is a town planner with extensive experience in managing and coordinating public-private partnerships for area based management. An urban revivalist at heart, she has spent the last twelve years with the Cape Town Partnership managing, developing and promoting Cape Town’s Central City as an economically thriving, creative and valued public and private space in which to live, work and play.

Prior to joining the Cape Town Partnership Bulelwa Ngewana was the Senior Manager for Africa programs at the Centre for Conflict resolution. In this role she led teams of conflict resolution and mediation practitioners contracted to assist with peace building efforts in key African countries.

As the CEO of the Cape Town Partnership Bulelwa Ngewana was a key role player in developing Cape Town’s Central City Development Strategy (CCDS) in 2008, which puts forward a shared vision to guide future developments in Cape Town until 2018. She also led the Cape Town Partnership strategy – Cities are for people- which saw the growth of an economically vibrant arts, culture and creative sector in downtown Cape Town. She also led the team that bid and secured the designation of Cape Town as World Design Capital in 2014 bid.

As a practising urbanist Bulelwa subscribes to the idea of building cities and communities around places which leads inspired citizens to collectively reimagine and reinvent public spaces as the heart and soul of every community. Thus strengthening the connection between people and the places they share resulting in a collaborative process through which communities can shape their public realm in order to maximize shared value.

Bulelwa is a member of the board of a number of national and international bodies. These include – Pragma Holdings and she is currently a chair of Pragma Africa board. She is also a board member of the International Downtown Association (IDA- USA), Placemaking Leadership Council (USA) an ambassador for the Cape Town International Convention Centre, member of the World Design Capital 2016 International Advisory Committee for Taipei and a World Cities Summit Young Leader.

Bulelwa is a member of the UCT council, Chairs the University Buildings and Development committee and represent UCT Council on the Baxter Theatre Board.

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The Bertha Centre for Social Innovation and Entrepreneurship was established as a specialised unit at the UCT Graduate School of Business (GSB) in 2011, in partnership with the Bertha Foundation, a family foundation that works with inspiring leaders who are catalysts for social and economic change.

Through this partnership the GSB strengthens its commitment to transformation and equality and UCT’s strategic goal to address key development challenges facing Africa. The Bertha Foundation supports activists, storytellers and lawyers across the world, who are working to bring about social and economic justice, and human rights for all. The Bertha Scholars at the GSB are part of this global Bertha Foundation network.

Dr François Bonnici is the founding Director of the Bertha Centre, and also a member of the GSB Faculty. In his academic role, he has developed new curriculum, courses and degree programmes as well as research on social entrepreneurship and social innovation over the last 15 years.

Over the last two years Dr François Bonnici has been the Principal Investigator on a body of research work on social entrepreneurship and systems change, culminating in the launch of the report in partnership with the Schwab Foundation entitled “Beyond Organizational Scale: How Social Entrepreneurs Create Systems Change” which was downloaded over 5,000 times: www.wef.ch/SESys17 This research also provided the basis for the development of an Executive Education course called Social Entrepreneurship and Systems Change at the UCT Graduate School of Business, and the cases used in a Harvard Kennedy School Executive Education Course on System Leadership.


Dr Bonnici is now seeking the services of a service provider or freelance consultant to work with him as a Senior Researcher to deepen the knowledge base of academic and practitioner literature, codify the knowledge gained over the last two years, and advance this research agenda.


The scope of work includes the following objectives and deliverables:

  1. Expand and finalise a Literature review on Social Entrepreneurship & Systems Change
  2. Organise in a shared drive the academic and practitioner literature related to Social Entrepreneurship & Systems Change
  3. Knowledge Management for Bertha-developed teaching cases, teaching notes & case studies related to Social Entrepreneurship & Systems Change
  4. Develop short-form, descriptive case studies from the long-form Schwab teaching cases
  5. Identify and reach out to other business schools and faculty globally who are seeking to conduct research in this area and/or use the case studies

Identify and document further case study research opportunities and develop a forward-looking research agenda on Social Entrepreneurship & Systems Change.

Project Name Social entrepreneurship & systems change research and knowledge management
Contact Point François Bonnici <francois.bonnici@gsb.uct.ac.za>
Start Date As soon as possible.
End Date 10 April, 2018
Number of days Estimated to be at 42 days level through research period
Submission guidelines

·  1-2 page proposal outlining approach to the research and meeting deliverables

·  High level budget with estimated days and rates

·  Profile of individual(s) and/or organization involved

·  CV and sample of previous writing piece

·  Application Deadline Friday 2 February 2018, 12h00 midday SAST

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RFP: Scholarships Programme Manager, UCT GSB



The Bertha Centre for Social Innovation and Entrepreneurship was established as a specialised unit at the UCT Graduate School of Business (GSB) in 2011, in partnership with the Bertha Foundation, a family foundation that works with inspiring leaders who are catalysts for social and economic change.

Through this partnership the GSB strengthens its commitment to transformation and equality and UCT’s strategic goal to address key development challenges facing Africa. The Bertha Foundation supports activists, storytellers and lawyers across the world, who are working to bring about social and economic justice, and human rights for all. The Bertha Scholars at the GSB are part of this global Bertha Foundation network.

The Bertha Scholarship covers full or partial costs of a wide variety of programmes at the UCT Graduate School of Business. These include the MBA (both full-time and the modular programme) and the MPhil in Inclusive Innovation. The Bertha scholarship is open to innovators, entrepreneurs, out-of-the-box thinkers, system-entrepreneurs, change-makers, social activists and cross-disciplinary candidates from any field provided they are actively involved in the exploration of social, environmental and/or economic justice using innovative approaches. In doing this, we aim to diversify the student body at the GSB, investing in their journey to increase their social impact as their career evolves.


 The Bertha Centre is seeking the services of a service provider or freelance consultant to work with the Bertha Centre team and communities to manage its scholarship programme and as such contribute the design and delivery of the 2018 Bertha Scholarship support programme, including the management of the scholarship communications (internally and externally), organising of scholar retreats and coordinating the scholarship application process for 2019.


The scope of work includes the following key areas:

  • To support new and current Bertha Scholars on behalf of the Centre, assisting to navigate them to the necessary support within the Centre and throughout the GSB during 2018
  • To lead the substantive design and implementation of the scholarship support programme, including the design and implementation of two scholarship retreats for current scholars in 2018
  • To support the alumni committee organizing the additional all-alumni retreat on behalf of the Centre, to ensure they have the necessary motivation, information, resources and support to hold a successful end of year retreat for all current scholars and alumni
  • To lead the scholarship communications strategy and liaise with the Bertha Centre communications team to ensure sufficient information sharing, inclusion of scholars in events, newsletters etc
  • To coordinate the scholarship application and selection process for 2019 scholars in conjunction with the relevant Bertha Centre staff
  • To liase with the administrative and events coordinators in the Bertha Centre to execute aspects of the support programme
  • To document the scholarship programme calendar and process for future years


  1. Ongoing individual support to Bertha Scholars on their academic programme (throughout 2018)
  2. Support for Scholars engagement with Bertha Centre, its programmes and events – (throughout 2018)
  3. Develop a Scholars profile document for external use
  4. Contributing of relevant scholarship information, and up to date Bertha Scholar and alumni profiles towards new and updated website pages
  5. Design, develop and host two Bertha Scholar retreat for current scholars in March and August 2018
  6. Support the alumni community to design, develop and host a final alumni retreat in November 2018
  7. Draft a minimum of three news items developed about scholars – blogs, newsletter, articles etc (throughout 2018)
  8. Manage the scholarship selection process for 2019 complete with scholars selected for next academic year (June – December 2018)
  9. Overview document and calendar for scholarship support process for future years
Project Name Bertha Scholarship Programme
Contact Point Katusha de Villiers <katusha.devilliers@gsb.uct.ac.za>
Start Date As soon as possible.
End Date December 31, 2018
Number of days Estimated to be at 75 days level throughout 2018
Submission guidelines

·  1-2 page proposal outlining approach to managing the programme and meeting deliverables

·  High level budget with estimated days and rates

·  Profile of individual(s) and/or organization involved

·  CV and sample of previous writing piece

·  Deadline Extended to 5 February 2018, 08h00am


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City of Cape Town Outcomes based-contract launched

The City of Cape Town is embarking on an innovative approach to boost skills development and employment opportunities for residents through an outcomes-based tender that is a first of its kind for the City.

A key need in our economy is to improve the skills of our people for real jobs. It is thus essential that skills training can be proved to be appropriate for Cape Town’s needs.

Usually, the specifications to service providers are very prescriptive in terms of the methods used to deliver the required service. What sets the City’s outcomes-based tender apart, is that it focuses on results (outcomes) rather than the associated activities and tasks to deliver the end result.

‘One of the challenges we face as a city is the high number of unemployed residents. In addition, we are confronted with an economic growth environment that does not always result in the creation of a significant number of new jobs. For this reason, we cannot afford to proceed with a business-as-usual approach.

‘We have to constantly evolve and innovate to deliver value for our residents. We thus have to extract more value from our service providers to deliver better results. This places us and our service providers under increasing pressure to remain competitive through innovation in the current economic climate. Although a first for the City of Cape Town, outcomes-based contracting is gathering pace locally and globally,’ said the City’s Executive Deputy Mayor, Alderman Ian Neilson.

The proposed outcomes-based tender aims to support economic inclusion, achieve a more productive workforce, reduce the number of discouraged work seekers, and engage businesses in integrated employment plans.

The City’s intention was clearly articulated at a briefing session held this week for prospective service providers.

‘We are looking for a strategic partner who must deliver a workforce development solution that is responsive to the changing labour markets. The successful bidder is expected to present and deliver an outcomes-based, high impact three-year plan to develop residents’ skills further and increase the current employment rate. We would like to acknowledge the Bertha Centre for Social Innovation and Entrepreneurship which was instrumental in designing this innovative tender,’ added Alderman Neilson.

Essentially, this contracting method means that the service provider will only be paid once they have placed residents into education, training, or employment opportunities. The more sustained placements made, the more they stand to earn from the City of Cape Town. In this way, the City will only pay for success.

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Legal training for impact investing

Representatives of the Centre for Applied Legal Studies (WITS), Bowman’s and the UCT GSB Bertha Centre have been engaging in conversations about impact investing legal practice in recent months. The collective identified that that Deborah Burand (Grunin Center for Law and Social Entrepreneurship, New York University) would be Johannesburg in November and resolved to utilise the opportunity to establish a two-day convening on the subject. A group of lawyers, impact investors and regulators met to discuss South African legislation and how the legal profession can support the growth of impact investing.

Executive Summary


Crowding in more capital & Regulation 28

  • South Africa has more potential regulatory levers for driving impact investment than available in the US where regulation has had a ‘chilling effect’ on capital commitments.
  • Draft explanatory guidance on the use of Regulation 28 in South Africa have been developed but not been formally issued. Indications are a lack of prioritisation for impact investments, as opposed to inherent complexity or a need for further policy development, is the key constraint.
  • Instead of developing policy inputs the emphasis may need to shift toward establishing and showcasing opportunities to utilise the legislation (e.g. exploring CIS vehicles) and establishing better accountability mechanisms.

Section 12J

  • Practitioners are finding ways to circumvent some of the restrictions of the Venture Capital Company (VCC) form – including workarounds for investing in real estate and the practice of spreading deals over multiple vehicles to circumvent ticket-size restrictions.
  • There are no similar tax benefited fund structures in the USA but work has been done to create specialised forms for social enterprises. However, these forms are largely based on state as opposed to federal law and have not been well tested in the courts to date.
  • There are concerns the VCC regime may not be extended past 2021 and collaboration with existing lobby groups such as SAVCA may be beneficial to assure its longevity and relevance for impact investments. The ILO also has an upcoming convening in Cape Town that will have corporate forms for social enterprise as one area of investigation

Data Protection

  • Data protection is topical in the US as impact oriented initiatives such as impact bonds have been finding it difficult to navigate data protection laws when proving their impact. There is increasing recognition that programme beneficiaries may not find contractual information on use and ownership of their personal information accessible.
  • South Africa has data protection laws in place but concerns about unauthorised transfers of personal information are still relevant. At times, it appears that inappropriate usage of data may be ignored as a minor concern relative to impact organisations’ wider social benefit mission.
  • This matter needs to be flagged as an area of concern going forward but most social enterprises in South Africa are likely not yet at a point where navigating the data protection landscape for impact reporting purposes is the pressing concern.

Securities legislation

  • French solidarity funds, which enable up to 10% of a pension-fund beneficiary’s contributions to go towards an impact mandate, are an interesting example of liberalising access to impact investments.
  • A domestic solidarity fund would be an interesting area to explore. However more work is required to gauge what the best institutional home of such an offering would be as trust in public sector bodies and major private financial institutions that host pension funds is low at present.
  • Legislation, along with legal action, sectoral mobilisation, and education on fiduciary duty, can be a lever for driving greater accountability amongst trustees and asset consultants.
  • It is also useful to research how effective self-regulation mechanisms can be established – possibly with a view towards formally incorporating them into law further down the line.

Transformation and impact investing (BBBEE)

  • There is significant competition for social impact funding in South Africa and the principles of transformation, embedded in BBBEE legislation, can be utilised as a tool to more effectively channel funding towards socially impactful investment.

Training and research

Training Programmes

  • The tools available to lawyers for impact deals are the same as for commercial transactions, however their application in evaluating risk-return is starkly different to ensure protection of the social yield

Legal clinic and partnerships

  • To be effective, clinic pedagogy must be immersive and requires substantial supervision of law students by a registered candidate attorney.
  • It is imperative for South Africa to build a legal community of practice to crowd-in expertise and promote efficient and effective lawyering around specialisations, such as impact investing.

Research Framework

  • Establishing new journals or seeding new ones can be a means of encouraging legal scholarship on impact investing.
  • NYU’s recent research has also been in areas including corporate governance arrangements, practices used to embed impact objectives in legal agreements and processes for implementing amendments to existing impact investment agreements.


  • Monitor upcoming changes to the legal environment and lobby regulators to accord greater urgency to issuing guidelines that facilitate the flow of institutional funds to impact investing
  • Research options and proposed amendments for widening use of the VCC form in impact investing and support initiatives lobbying to extend it past 2021
  • Research the enabling role of creating a dedicated social enterprise corporate form in South Africa.
  • Research mechanisms for driving reporting and accountability against both existing legislation (e.g. NDP, and Regulation 28) and new approaches such as self-regulating mechanisms.
  • Seek to maintain an awareness of the need to drive data protection in impact investing even as initiatives to support improved impact transparency evolve.
  • Develop collateral such as questionnaires that enables commercial lawyers to introduce impact investing lens to clients interested in investing for impact.
  • Develop mechanisms that can be used to enable social enterprises to access a greater share of enterprise development funding in the face of considerable competition from more traditional SME’s.
  • Map the wider landscape of stakeholders that may be able to provide resources (e.g. host a secretariat) or funding towards legal training initiatives e.g. Business Leadership SA, SAIFAC (at the constitutional court), DAAD or other university faculties.
  • Develop a roadmap for establishing a legal clinic involving engaged law faculties e.g. at the University of the Witwatersrand or the University of Pretoria and establishing collaborations between local and NYU legal clinics for cross border transactions.
  • Develop an impact investing legal executive education course for lawyers in partnership with existing reputable legal training providers e.g. Thomson Reuters Foundation and NYU. To be developed alongside Professor Deborah Burand.

Please contact Barry.panulo@gsb.uct.ac.za for further information on this work stream.

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Early stage finance consultation series

Executive summary


The Bertha Centre team is providing a secretariat for the National Task Force on Impact Investing. One of the key recommendations that are emerging is around Early Stage Finance of SMEs (not only for social enterprises but for SMEs across the board). We met with 20 practitioners across public and private sector in JHB and CT to discuss the objectives outlined below. All agreed there is a case for collaboration as long as it is focused and action orientated.

This is the first part of a consultation series we hope will culminate in the formation of a working group.

The barriers and opportunities discussed was organised around building the pipeline, designing appropriate tools and vehicles ad unlocking capital. The most pressing barriers according to the group around the table, were the lack of financial literacy and deal readiness, the lack of appropriate fund management models and the need to create blended finance instruments to crowd in non traditional capital. Thus the talk around potential solutions attempted to address those issues.

Next steps

  1. Discuss outcomes of this process with wider group of stakeholders
  2. Develop research framework to explore fund management models
  3. Engage with other researchers mentioned on their initiatives
  4. Bring a stronger fintech presence into the conversation

Barriers and problem statement

Problem statement: Efforts to support early stage, growth potential enterprises to obtain appropriate financing are not progressing as quickly and efficiently as they could be

It was noted that the problems in the survey appeared to be very sophisticated compared to the simple and yet fundamental issues that exist in the local market.

a) Building pipeline

Most of the barriers to ESF in the pipeline revolve around the capability of the entrepreneur. Attracting and training talent from school upwards is not the task of the National Task Force but a sustainable model of finances those activities could be.

Low financial literacy

  • Entrepreneurs are very revenue driven, but do not focus enough on the cash flow. Often entrepreneurs don’t even need investment but rather they need to better understand their cash flow.
  • Incubators create a reliance on an accountant within the incubator – this disempowers the entrepreneurs to do their own work. As a result, graduated entrepreneurs do not understand accounting principles and finance. Incubators need to improve their entrepreneurs’ understanding of the back and front end of the business, rather than just how to sell. They should empower independence rather than create dependency.
  • Small businesses often do not understand business modeling, and are doing hobbies than skill- and needs- based businesses.
  • There is little practical or moral incentive to pay back government loans. There is no culture around repayment which sets up bad habits and track record for future funding rounds
  • Investment readiness and prototype testing is a big gap. It is not enough to understand and present a business plan.


  • Poor management and entrepreneurial capability, rather than entrepreneurial capability on its own. Management issues and operational issues are a concern.
  • Since businesses are small, those people are a vital component. Access to people with the right skills is critical
  • Poor management and entrepreneurial capability, rather than entrepreneurial capability on its own. Management issues and operational issues are a concern.
  • Lack of access markets (for township entrepreneurs, this is access to formal markets; for tech entrepreneurs, this is access to international markets).
  • Lack of propensity to become entrepreneurs.
  • Lack of innovative mindset and shared vision

b) Financial tools and vehicles

 Mismatch between investor and investee expectations

  • Poor communication between those in formal and informal economy. Investors have made very little effort to address financing gaps in the informal market eg Spaza shops and taxis.
  • Being within the community and having an on-the-ground presence is often necessary, to ensure that entrepreneurs are repaying loans.

Fund management models

  • Fund management structures are not inherently sustainable – fund management models are not appropriate
  • High amounts of TA required which need to be funded
  • Deal sizes are too small to raise larger funds and small funds are not sustainable
  • A lot of skill required at investor level because of the complexities in the market. Difficult to afford staff who can address this complexity successfully
  • The 2 and 20 model is outdated
  • Fund manager talent tricky to find
  • 90% of pipeline comes from networks but without adequate staffing it is difficult to expand networks – time constraints. This requires a diverse team with different networks.
  • Pipeline and fund management model are therefore interlinked

Acceleration and investment

  • There needs to be a clear link between acceleration and investment – in other words accelerators should be rated on whether the companies they support go on the raise investment and grow
  • There is a conflict of interest if accelerators are investing in their own investee companies

c) Unlocking capital

  • There is lots of money but it requires too much risk mitigation in order to be deployed.
  • Alternative credit scoring is required to reach a significant percentage of SMEs requiring finance. Most have no collateral.
  • Government funders tend to distort the market and do not have adequate recoupment processes. This encourages poor habits and false expectations. Much money has been wasted in this way.

Key areas where further research efforts can be focussed in advance of presentation to National Task Force

a) Building pipeline (eg start up development, accelerators, TA providers, transaction advisors)

Use data to inform intervention design

  • Create platform or use existing platform and feed in information
  • SEFA and FinFind currently working to collate information
  • Privately driven and publicly funded
  • EDI process at DSBD currently happening and could support efforts

Match investors and investees

  • Use data to understand criteria of both parties
  • Use spectrum of financial instruments available (can tap into international research on best fit)

Improve financial literacy and investment readiness

  • Simplify and standardise using technology platform
  • Simply accounting and make bank of accountants available
  • Ensure incubators have access to platforms
  • Standardise terminology

Reduce cost of investment

  • Lower cost of BDS, lead generation, deal readiness and due diligence. Impact investment should be considered a specific sub sector in this process and treated according to it’s own characteristics.
  • Create platform where data can be shared
  • Reimagine the ways leads are generated and shared
  • Ensure incubators or those picking up enterprises afterwards are making sure companies are deal ready
  • Mentor need to be high quality and paid for them to be of value
  • Use technology eg MyBucks for due diligence
  • Risk flagging tool to be used by investors to alert others to potential bad deals

Improve acceleration models

  • Focus on the link between acceleration and investment
  • Enclude and ANDE are doing research on this topic: what is working?

b) Financial tools and vehicles (eg alternative vehicle structures (eg Holdcos) and instruments (eg mezz, royalty etc)

Create alternative fund management model

  • Research on local and international models of fund management – create 8 page document that includes: 1. Local model mapping (archetypes – VC/ED/Evergreen etc)2. International model mapping (especially in emerging markets) 3. Recommendations 4. Impact specific considerations
  • Bring LPs and GPs into the conversation and include in problem solving process. Approach with consolidated viewpoint for discussion.
  • Lobby capital providers to allow different fee structures (eg DFIs)
  • Include local pension funds, SASME, SEFA, Jobs Fund and international funders (DDGF, Shell, OM, Palladium) in the discussion
  • Innovative models could include TA sidecars, 3rd party supplementation and impact incentives
  • SAME may be commissioning research on fund management models – don’t duplicate

c) Unlocking capital (eg Angels, foundations, DFIs, ED funds, government with catalytic models eg first loss etc)

There are mixed perceptions as to how much money is available. As a percentage of GDP is much lower than similar economies. There is therefore a need to attract capital into the space.


  • More blended models, more concessional finance, more first loss capital
  • Tap more foundations, pension funds, institutional investments


  • International and local research: e.g. Shell Foundation, evidence of how much catalytic funding is required.
  • Demonstrating test cases that work: e.g. Social impact bond, SEFA’s direct investment vs wholesale investment
  • Real incentives to provide first loss capital – i.e. tax incentives or codes of good practice, section 30C, etc.

Actions of a collaborative

  • Identify new pools of capital – expanding past corporates
  • Foundations – only 5% of grant money currently goes to entrepreneurship with the bulk going to education and health. Blended models could be encouraged. Build test case to influence other institutional investors eg DFIs
  • Banks are unlikely to crowd in because of risk profile
  • Institutional funding – currently low risk appetite and uptake of alternative assets (PE and VC specifically)
  • Develop blended finance instruments – attract different forms of capital


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RFP: Lead Consultant, Philippi Village, UCT GSB


The GSB satellite campus in the community of Philippi, Cape Town, was established in a deliberate effort to deepen our roots and relevance as an African business school that is seeking to develop more socially relevant approaches to the challenges of our context.  This commitment was taken after five years of establishing relationships and working in partnership with organizations and entrepreneurs in Philippi East, and represent an important milestone in a longer journey of engagement.

Spearheaded by the GSB MTN Solution Space and the Bertha Centre for Social Innovation and Entrepreneurship, the Philippi Campus is the first community campus to be established by UCT in its 178-year existence. While the university has been active in township communities, with field sites, mobile health services and education programmes for decades, it has not, until now, established a presence with the long-term purpose of getting all students and stakeholders to engage and interact beyond the traditional spaces of the university.

Philippi Village is a mixed use, 6 000m2 economic development zone at the epicentre of Nyanga, Gugulethu, Mitchell’s Plain and Khayelitsha. The development, was initiated more than five years ago with the vision of creating economic opportunity through the active inclusion of those who are excluded from the mainstream of development, and the GSB has been involved in these conversations from the outset. The founding sponsor of the Bertha Centre at the GSB, the Bertha Foundation, is one of two founding partners in the initiative; the other being a Cape Town-based NGO The Business Place (now Business Activator).

For the first year of activities, the focus has been on (i) developing relationships with community-based organizations and representatives while mapping the ecosystem of organizations embedded in Philippi East and surrounds; and (ii) activating our Solution Space facility with events, teaching, workshops relevant both to the GSB’s traditional stakeholders and its new stakeholders in Philippi Village.


The GSB is now seeking a credible and experienced consultant with leadership qualities to drive forward its strategy in Philippi Village and guide the work of the Solution Space and Bertha Centre teams to implement the key workstreams of the strategy.

The two key themes for the GSB’s strategy in Philippi Village focus on building capacity in

(i) entrepreneurship and (ii) youth development, as intersecting areas of need, opportunity and how they relate to the core competencies of UCT and the GSB.


Strategy development and alignment  

  • Lead the evolution of the GSB’s strategy, building on existing efforts of the GSB Philippi Steering Committee
  • Quickly develop an understanding of the context as well as the university and GSB’s core competencies in order to ground the strategy for purposeful action
  • Deliver a sound, integrated, imminently implementable short to medium term strategy that speaks to a longer term vision
  • Work with team to align existing programmes and initiate implementation of new activities of strategy (including stakeholder engagement, communication and programme design & implementation as below)

 Stakeholder engagement & communication

  • Identify key role players and understand existing relationships of UCT & GSB
  • Build a relevant stakeholder base
  • Embed a stakeholder strategy as part of overall GSB strategy in Philippi
  • Design & develop convenings for partnership, for influence, for thought leadership on inclusive spaces
  • Liaise with Philippi Village management as anchor tenant to build on an inclusive vision for the ecosystem
  • Guide the communications strategy as part of the overall GSB strategy
  • Build the appropriate narrative and key messages for internal and external communications

 Programme design & implementation

  • Work with Solution Space and Bertha Centre teams to develop inclusive processes to design and implement programmes aligned to the strategy
  • Develop quarterly programme plan with the relevant teams and review progress accordingly
  • Demonstrate active leadership in programmes as relevant
  • Work with GSB faculty to further embed and make relevant GSB learning and research programmes

Leadership & mentorship

  • Demonstrate bold leadership to represent the GSB’s vision for Philippi Village in multiple settings
  • Liaise with GSB leadership and the specialized centres active in Philippi Village
  • Provide mentorship for the Solution Space and Bertha Centre teams in Philippi Village aligned with the relevant team KPA’s.

Fundraising & resource mobilization

  • Develop fundraising strategy as part of overall GSB strategy
  • Identify, initiate and develop relationships with potential funding partners

Documenting and reporting 

  • Report to Philippi Village Steering Committee on quarterly basis
  • Guide the documentation and learning cycle of Solution Space and Bertha Centre teams and programmes in order to deliver a comprehensive integrated reporting
  • Synthesise and capture insights to inform strategy (internal) and to provide opinion and voice (external and media)
Project Name GSB Philippi Village
Contact Point Katusha de Villiers <katusha.devilliers@gsb.uct.ac.za>
Start Date As soon as possible
End Date December 31, 2018
Number of days Estimated to be at 75%-80% level throughout 2018
Submission guidelines

·  1-2 page concept proposal outlining approach, drawing on relevant experiences

·  High level budget with estimated days and rates

·  Profile of individual(s) and/or organization involved

·  CV and sample of previous strategy documents

·  Deadline 26 November 2017, shortlisted candidates invited for face to face meeting for discussion


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National Advisory Board becomes National Task Force

The Bertha Centre team gathered a group of high level pubic and private sector representatives in August to socialise the idea of a National Advisory Board and receive feedback on the way forward. A few clear suggestions emerged which we have incorporated in our journey towards constituting the body and starting the work.

  • The parameters of the market need to be more tightly defined (especially in relation to existing initiatives) and a common language shared
  • Even though South Africa is unique there is much international precedent to draw on. Amit Bhatia from the Global Steering Group joined via videoconference to share global experience.
  • The governance structure is to be guided by the function of the body and it was suggested that the Board structured be parked in favour of Task Force.
  • A further meeting will be held in mid October to a wider group of stakeholders as momentum builds. watch this space!


These thoughts represent a work in progress and we would welcome your feedback.

The Global Impact Investing Network (GIIN) definition applies:

  • Investor must have the intention to make a positive social or environmental impact
  • The investment is made with the expectation of generating returns on capital
  • The range of possible returns is wide and not limited to particular asset classes
  • The investor must be committed to measuring and reporting the impact created by their investment


  • Impact investing does not include grant funding from the government and philanthropic donors given to by non-profit providers to provide essential welfare and social services. Grant funding however can be used to leverage repayable finance.
  • This initiative is deeply cognisant of the transformation agenda in South Africa although it is not the role of this task force to drive that agenda outside of the National Government policy frameworks. The transformation imperative is captured in a number of the Sustainable Development Goals especially Goal 1 (End Poverty) and Goal 8 (Decent Work for All) although the issue of ownership requires further interrogation.
  • The Task Force cannot deliver a new economic plan for the country. With the growth of the economy will come jobs and livelihoods, that will bring us closer to achievement of the National Development Plan goals. Impact investment can enable us to pull resources into particular sectors of the economy to enable inclusive growth.
  • The Impact Investing policy space is non-partisan around the world and is so too here in South Africa. Most governments welcome the use of private capital deployed for public good.
  • Impact can be measured across a spectrum with some investments more impactful than others. International coalitions are working on standardisation of metrics so that investments are comparable.

There are a number of other local initiatives working with similar intent including the:

  • Sustainable Finance Initiative 2017 (National Treasury)
  • Responsible Investing Standing Committee (ASISA)
  • The Sustainable Finance Committee (Banking Association South Africa)
  • The CEO Initiative

Once we have concluded interviews we will define what the Task Force will do in relation to these initiatives.

If you have particular insights that you think could help shape the work of the Task Force please reach out to susan.dewitt@gsb.uct.ac.za and let’s talk.

If you’d prefer to fit out a 10 minute survey then please follow this link.




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Bertha Centre Teaching Assistant & Innovative Finance MOOC Mentor

The Bertha Centre offers and contributes to courses on the MCOM in Development Finance, MPHIL in Inclusive Innovation, Full-time MBA, Modular MBA and EMBA as well as Executive Courses.  The Centre is in need of a teaching assistant that can help lecturers manage the curriculum, marking and student interaction for these courses.

Additionally, this September sees the Bertha Centre for Social Innovation and Entrepreneurship launching their second Massive Open Online Course (MOOC) in partnership with UCT’s Centre for Innovation in Learning and Teaching. MOOCs are free with no entry requirements and allow for features such as interactive online forums that can involve hundreds of students in peer-to-peer discussions, as well as access to video lectures and course materials in online format to increase the reach of quality teaching. This course will be hosted on the Coursera platform.

The 5 week course draws on the principles explored during the Innovative Finance in Africa and is available to anyone who wants to make a difference. Whether they are already familiar with the field of innovative finance or impact investing, working for an organization that wants to understand how to innovative around its impact funding, or just starting out, this course will take the students on a journey of exploring the complex problems that surround us and how to think creatively about identifying resources to address them. Each week participants will consider an essential aspect of the innovative finance process. The course needs to be monitored by a course mentor. You will engage with the students with the guidance of the CILT team.

What will you be doing?

Starting tasks

  1. Attend a meeting with Bertha Centre staff to understand which courses you will be assisting (2 hours)
  2. Reading through course material and case studies (14 hours)
  3. Take/review the MOOC and give some feedback (12 hours)
  4. Become familiar with the Coursera platform (2 hours training with a CILT team member)
  5. Inform lead educator (Aunnie Patton Power) of any discussions and comments that require their input via email.
  6. Check peer assessments queue and see if any students have not received reviews within a reasonable amount of time; do some peer assessments if need be.
  7. Escalate technical queries that students bring up to the CILT team via email (e.g. learners can’t download transcripts)
  8. Report back to CILT team on any issues with course design (e.g. a quiz question students are complaining about).
  9. Give CILT team material to put into weekly emails to students (e.g. anything interesting that has come up in the course that week).
  10. Suggest new readings to add to course (sometimes students in the course share links so it would be capturing this).
  11. Attend course review meetings as and when held.
  12. Assist with marking of final assignments.
  13. Upload material onto Vula for courses and liaise with Bertha Centre faculty regarding logistics for courses.
  14. Attend courses as necessary.

Time Requirement:

30-40 hours a month (minimum 8 hours a week). As the course will be running every 6 weeks on an auto-cohort model (a new course starts every 6 weeks with learners moving onto the next cohort if they didn’t finish).  Courses for the GSB are on the academic calendar and the schedule will be discussed up front.


Masters level (completed or currently completing) R 119 per hour and PhD level (completed or currently completing) R 123 per hour.

Application deadline:

Friday, 1 September 2017

Please email Aunnie Patton Power at aunnie.pattonpower@gsb.uct.ac.za for more information and to apply.

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Palladium Impact Investing Conference Oxford

Palladium hosted a one day conference on Impact Investing in Emerging Markets, Capital Allocation for Sustainable Development on 26 June 2017 at Said Business School, University of Oxford. The conference brought together more than 120 impact investing thought leaders and practitioners from across the spectrum of; impact investment funds, development finance institutions, family offices, private banks, venture capital, private equity Universities, INGOs and Advisory Firms.

Bertha Centre for Social Innovation & Entrepreneurship’s Senior Project Manager, Innovative Finance, Dr Susan De Witt facilitated a workshop on Impact Bonds and how we can iterate and improve outcomes based payment structures tailored for emerging markets? Whilst impact bonds attract a lot of attention, it was a greed they were only one tool within outcomes based payments

The following was used by the organisers to describe the day, the report of which is yet to be released.

Can Impact Investing in emerging markets successfully facilitate capital towards achieving the Sustainable Development Goals?

Although the Sustainable Development Goals represent agreed common aspirations, the
United Nations estimates that reaching the SDGs in emerging markets will cost approximately $3.9 trillion per year and that private and public sources provide just $1.4 trillion per year. As a result, asset managers, financial institutions, governments, foundations, and aid agencies are increasingly placing emphasis on new products and methods of capital allocation to achieve social, environmental and financial objectives.

Impact Investing, despite often convoluted and opaque methodologies, has emerged at the forefront of dialogue as a potential ‘silver bullet’ – promises of financial returns above investor hurdle rates while simultaneously achieving social outcomes have proven to be an enticing combination. Impact Investing now represents a subset of every major asset class including private equity, private debt, public equities, ETFs, fixed income and real estate.

As toolkits, exit strategies and investor sophistication continue to evolve in emerging markets, and entrepreneurs continue to tackle ‘wicked problems’ that are of increasing urgency, Impact Investing now seeks to align with the sustainable development agenda on a global scale.

This one day conference included debates, interactive sessions and workshops on key themes and challenges at the centre of Impact Investing in emerging markets, including the following:

Sustainable Development
• Impact investing as a tool to address social and environmental prosperity in emerging markets
• Alignment of direct and intermediated investment portfolios with appropriate SDGs
• The effects of the SDGs on investment and exit strategies

Environmental, Social and Governance (ESG)
• Effective methodologies and toolkits to address ESG concerns in the context of emerging markets
• Red flags and risk management techniques, both reputational and financial
• Role of ESG on exits – do ESG screens influence success?

Impact Measurement
• Incorporating impact and ‘lens’ based frameworks into the entire investment process
• Informatics approaches to capturing, cleaning and understanding impact data
• Relevance of impact on exit opportunities and strategies

Financial Structuring
• Designing and structuring approaches to align investors with varying financial return and impact objectives
• Blended finance, tiered tranches and bond issuances as direct investment strategies in impact-focused corporates
• Valuation methodologies and effective structuring of an investment exit

Financial Returns
• Realistic expectations for limited partners in impact investing funds
• Management, performance and technical assistance fees
• Exit visibility and impact on financial returns

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