Effective strategy execution for enhanced service delivery in south african municipalities

Africa's Public Service Delivery and Performance Review

Field Value
Title Effective strategy execution for enhanced service delivery in south african municipalities
Creator Chiwawa, Nyashadzashe Wissink, Henry
Subject — strategy execution; strategy execution impediments; public sector; strategic management; African perspective.
Description Background: The research specifically focusses on an African perspective, acknowledging the unique challenges and context of public sector organisations in Africa. This regional focus is important as it considers the specific socio-political, economic, and cultural factors that impact strategy execution in African countries.Aim: This article aims to explore the critical factors influencing the successful execution of strategic initiatives in South African municipalities, with a focus on identifying barriers, drivers, and best practices that contribute to effective strategy implementation and its impact on the South African municipal sector, ultimately promoting effective governance and public service delivery capabilities.Setting: The study locus included metropolitan, local and district municipalities in KwaZulu-Natal (KZN) province, allowing for a comparative analysis of strategy execution by South African municipalities.Methods: A cross-sectional qualitative study was used. A total of 24 interview participants were selected purposively, and analysed thematically.Results: The findings revealed that there is an uncoordinated lacuna between strategy planning and strategy execution in public sector organisations. Furthermore, the results indicate that strategy implementation in the public sector fails because of notable gradual retardation of commitment towards execution, monitoring, and evaluation when compared to emphasis given to strategy planning.Conclusion: Customised strategy delivery tools for public services are a niche requirement. Inclusiveness of all organisational hierarchical levels prove to be the successful approach to strategy implementation.Contribution: This paper was impelled by the necessity to develop a model for transitioning from a formulated strategy to an executed strategy mirrored in the practically attained desired goals in the public sector.
Publisher AOSIS
Date 2024-04-08
Type info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion — —
Format text/html application/epub+zip text/xml application/pdf
Identifier 10.4102/apsdpr.v12i1.741
Source Africa’s Public Service Delivery & Performance Review; Vol 12, No 1 (2024); 11 pages 2310-2152 2310-2195
Language eng
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https://apsdpr.org/index.php/apsdpr/article/view/741/1503 https://apsdpr.org/index.php/apsdpr/article/view/741/1504 https://apsdpr.org/index.php/apsdpr/article/view/741/1505 https://apsdpr.org/index.php/apsdpr/article/view/741/1506 https://apsdpr.org/index.php/apsdpr/article/downloadSuppFile/741/1069
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Rights Copyright (c) 2024 Nyashadzashe Chiwawa, Henry Wissink https://creativecommons.org/licenses/by/4.0