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The UNCSD (2006:81) stated that South Africa has a collective responsibility from all stakeholders to implement the policies required to attain the sustainable development national vision and national objectives outlined in this regard. To implement the NFSD successfully for sustainable development, South Africa needs a solid response from all key players (Meadowcroft 2000:82). The implementation of a national plan needs the buy-in and support of business, politicians and civil society leaders, industry sectors, and the coordinated participation and involvement of a number of stakeholders. As the DEAT (2008:44) indicated, implementation is not the responsibility of the government only or a single agent within the government but the responsibility of multiple stakeholders, each with a specific role to play within the context of the particular mandate or area of jurisdiction.

Walker and Jourdan (2013:112) outlined that the roles and contributions of each stakeholder in the implementation of the NFSD will differ according to what the intervention or action is. In order to successfully implement this national framework, and thus reach the national vision for sustainable development, South Africa needs a robust institutional framework that operates within the existing policy context.

According to Yong (2014:91), the country must establish strong partnerships and healthy relationships with all involved stakeholders and all members must come to

an agreement on how to work together in a coordinated manner and add value to one another’s contributions, rather than duplicate efforts or compete against each other (Yong 2014:91).

Since sustainable development covers social, environmental and economic governance aspects, its implementation requires the participation of all the key sectors in community (IISD 2006:53). The successful rollout and implementation of the framework necessitates combined action by relevant participants across and within the government. Within the government it clearly requires the involvement of all three spheres of government and virtually every public entity (IISD 2006:53).

Holliday et al. (2002:15) outlined that the government’s strategic partners fall within three big categories; which are, civil society, and business and industry. Much focus must be paid to the role played by the community structures, like ward committees and networks of community development workers and NGOs, can perform in the implementation of the NFSD (WSSD 2002).

The WSSD (2002) further explained that community structures’ involvement is vital to promoting the inclusive approach required to implement and ensure broad support from stakeholders for sustainable practices at the local level. The role of the states is governed by the Constitution, which outlines the functions it must perform; while the functions and roles of its strategic partners are guided by the manner in which community and the economy are structured and operate (World Bank and Commission on Growth and Development 2008). Besides allocating functional competencies between the national, provincial, and local spheres of government, the Constitution determines specific rules that are critical to the manner in which the country is governed (Yong 2014:96). The principles of cooperative governance and sustainable development are crucial to the system of governance in South Africa.

Insofar as attaining global and national goals and targets for achieving sustainable development is concerned, it is the role of the government to coordinate the activities of its agents, give direction, set a good example, monitor and evaluate performance, and report to the global community and South African society on progress (Meadowcroft 2000:61).

The World Bank and Commission on Growth and Development (2008) contended

governance structures in all three spheres of government. These structures are based on the cluster management model, which groups line departments into three clusters along sectoral lines; which are social, economic, and governance clusters.

Coordination is attained across spheres at both executive and political levels via different intergovernmental forums (Hardi and Zdan 1997:16).

Ginther et al. (1995:66) highlighted that the government’s Community Development Worker Programme and the deployment of a network of community development workers throughout the country provide the ideal initiative to ensure local support and community participation in the NFSD. Cassim et al. (2002:10) asserted that by ensuring effective and efficient implementation of NSSD intentions, an element of some capacity building, sharing best practices and lessons learned will be needed as well through the steering committee. The best ingredient of successful implementation is to ensure that there is sufficient resources and ability to deal with different kinds of roles. Certain challenges relate to capacity and resource constraints in municipalities (Reed 1996:15).

Allen (2007:6) noted that civil society organisations, like NGOs and ward committees, need to be solicified to improve their capacity in monitoring the government and interacting on a more equal footing with business. Business has been building potential for measuring its sustainability effects in a rapid manner.

Brown (1981:23) asserted that the point is that all sectors need some awareness rising with regard to an understanding of the sustainable development concept and the implications for policymaking (Brown 1981:23). It is vital therefore to identify specific actions and interventions to address capacity building (especially within the local government sphere as the coal face of delivery and interaction between the state and society), education, skills development, awareness raising, as well as research and more development in fields such as science and technology for sustainable development (Azapagic 2004:16).

Bell and Morse (1999:39) argued that the DEAT is the main agent for sustainable development. To ensure and efficient and effective coordination of NFSD’s implementation, the DEAT will carry on serving as the focal point. At a technical level, the DEAT will set up a steering committee that consists of different stakeholders to guide the next phases (Boyle and Freestone 1999:75). In doing so,

the DEAT, through the use of various mechanisms and existing structures, will undertake to facilitate the building, development, and drafting of the strategy as part of this phase (Agyeman 2005:19). A special procedure is followed when implementing the NSSD. This process is discussed in the subsequent section.