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Capacity-building is a multifaceted strategy for developing competencies within entities, crucial for enhancing current skill sets.  Moreover, capacity-building is the intervention that all organisations must consolidate necessary resources to enhance effectiveness and productivity.  Consequently, South African towns must enhance their capabilities to implement superior public service delivery models.  The paper intends to examine the importance of capacity-building interventions in South African municipalities.  The primary inquiry posed in the study is, 'What factors impede the efficient implementation of service delivery in South African municipalities?'  The research is qualitative and collects data from secondary sources.  The literature indicates that capacity-building is successful only when all forms of capacity—institutional, network, and organizational—receive equal consideration, akin to the approach traditional organisations take with individual employee performance.  It is essential to recognise the connection between capacity-building and service delivery, with the former deemed a critical necessity for municipalities in the Republic.  Consequently, the study underscored the significant necessity for capacity-building within municipalities.  The data was evaluated by content analysis.  The findings indicate that potential exist in adopting 4IR-based service delivery within the broader context and specifically in municipal governance.  This is essential as the capacity-building activities for enhanced smart governance depend on the many tools and practices defining the Fourth Industrial Revolution.  

This paper seeks to evaluate the progress that has been made towards achieving the NDP in post COVID-19 era. By bringing South Africans together, unleashing their energies, developing an inclusive economy, and strengthening the state's and leaders' capacity to collaborate on solving complex issues, the National Development Plan (NDP) aims to eradicate poverty and reduce inequality by 2030. The Plan's strategy centers on citizens taking an active role in their own development, a strong leadership across society that collaborates to solve issues, and a capable and developing state that can step in to address historical injustices. The Plan tackles the need to improve the state's capacity to grow more quickly, attract more workers, and boost living standards for everyone, especially the poor, as well as to improve the people's capacity to live the lifestyles they want. The COVID-19 epidemic has severely damaged an already damaged economy, which has impacted the NDP 2030's implementation. Both quantitative and qualitative research methods were employed in this study's mixed research technique. The mixed approach was chosen because it may be blended in a way that preserves the original procedures and structures of both quantitative and qualitative methodologies. Purposive sampling, a kind of non-probability sampling, was employed to obtain a suitable sample to accomplish the study's goal. Questionnaires and interviews were the two methods of data collecting that the researcher employed. The International Business Machinery (IBM): Statistical Product and Service Solution (SPSS) version 28.0 computer program was used to perform statistical analysis on the data gathered from the questionnaires. The results were displayed using graphical tabular form, frequencies, and percentages. The data collected through interviews were analysed through thematic analysis and presented in narrative form.

The delivery of public services in South Africa is dependent on good governance and decisive leadership. Furthermore, the success of government programmes depends on the size of the budget that has been allocated to a given government department or entity. When the Minister of Finance delivers the budget speech in the National Assembly, there is a clear indication on how much is going to be allocated to each government department over the next financial year. It is up to the government departments to ensure that the allocated budget is used as efficiently and effectively as possible. Each government department is guided by the Public Financial Management Act (PFMA), 1999. The PFMA seeks to regulate financial management in the national government and provincial governments; to ensure that all revenue, expenditure, assets and liabilities of those governments are managed efficiently and effectively; to provide for the responsibilities of persons entrusted with financial management in those governments; and to provide for matters connected therewith. Given the objectives of the PFMA, accounting officers are tasked with the responsibility of enforcing the PFMA in all procurement processes. According to Section 36 of the PFMA, an accounting officer is the head of a department. These accounting officers play an important role in ensuring that services are delivered, while they must ensure that public funds are spent responsibly and in accordance with the relevant government policies and the PFMA. This paper analyses the role that accounting officers need to play in ensuring responsible public financial management, especially because of the limited resources available to our government. By employing a qualitative study, this paper looks at instances where accounting officers did not act in accordance with the PFMA and the implications of this failure.

The study examined the role of leadership in the performance of the National Social Security Authority (NSSA) in Zimbabwe. The study employed mixed methods research, which triangulated qualitative and quantitative techniques. Respondents for the questionnaires were selected using simple random sampling. Participants for interviews were purposively selected. Written records were also used to collect data. Data from questionnaires were analyzed using Statistical Package for Social Scientists (SPSS), and qualitative data were analyzed using thematic and content analysis. The study established leadership as a crucial component for NSSA’s satisfactory performance, with investment activities, service delivery, and corporate social responsibility used to gauge NSSA’s performance. The study recommended the intricate interaction of the leadership and the employees and the creation of a robust corporate governance framework to do away with political prying and enhance efficiency and effectiveness in the running of NSSA.

This study aims to shed light on the continued difficulties municipalities in South Africa are having in achieving SDG 6 and also explore the impacts of effective governance principles on ensuring sustainable development. To explore this, the study adopted a qualitative research methodology in a form of a conceptual research design to gather secondary data. The secondary data covering SDG 6 challenges and effective governance principles were reviewed and synthesized. Different databases were used to review data from July through October 2022, such as Google Scholar, Google, Sabinet, Scopus, and other online platforms. Different keywords were used to guide and search the existing relevant literature. Secondary data was analyzed using a critical discourse analysis approach. Because of South Africa's lax governance standards, the theoretical findings of this study demonstrate that there are growing concerns about achieving SDG 6 in the near future. However, it can be agreed that progress toward effective governance has been encouraged and promoted, but the challenges remain. Therefore, the study recommends effective and inclusive governance because, without it, South Africa will not achieve its socio-economic goals, like SDG 6. South Africa should put in place structures that support constitutionalism, accountability, democracy, and good governance if it is to meet its development objectives. It is important to overcome lax governance, which is characterized by mismanagement, fraud, bribery, corruption, and a lack of accountability, transparency, and public participation. Again, South Africa should have an efficient government that works to fulfil the localized SDGs and responds to community desires and aspirations enshrined in the Municipal Systems Act (Act 32 of 2000)

A formal performance management (PM) system was adopted and put into place in Zimbabwe in 1995 because of many suggestions made by the Public Service Review Commission (PSRC). However, the human resource management (HRM) period since the 1980s has had flaws that led to the implementation of the Results-Based Personnel Performance System (RBPPS) in 2005, particularly in terms of the Africanisation drive following Zimbabwe's independence and the PM system that followed in 1995. The study's objective is to examine the effectiveness of RBPPS in improving the Ministry of Health and Child Care (MOHCC) performance in Zimbabwe. Information was gathered and compiled using a qualitative research methodology. The research identified elements that contributed to PM's failure in the MOHCC, including management's lack of commitment, a lack of ongoing training, and flaws in the planning and execution of PM. As a result, the government eventually implemented the RBPPS to improve the PM process. The study considers empirical and scholarly findings that may lead to more significant outcomes for Zimbabwe's public sector.

This article aims to assess the Integrated Development Planning (IDP) process for improved community participation. The IDP process was developed to improve strategic planning and community participation at the municipal level. Many South African municipalities have been struggling to use the IDP process to improve community participation. The methodology included 400 respondents who were chosen through a probability sampling technique and probed to complete the online survey using a closed-ended questionnaire guide, and ten respondents were also chosen through a non-probability sampling technique and were face-to-face interviewed using a semi-structured interview guide. The key findings revealed that poor community participation exists in the study area due to a lack of encouragement from responsible authorities. The Tzaneen municipality does not provide adequate feedback to the communities, and the inputs of the communities are not considered. There is a continuous lack of community consultation during the annual review of the IDP. The ineffective IDP process for improved community participation presents several challenges. Thus, this article concluded by providing a few recommendations to enhance the application of the IDP process and community participation. The Tzaneen municipal area should at all times uphold democratic principles by ensuring active public participation, transparency, and openness in municipal affairs. It also recommends making it easier for marginalised and previously disadvantaged people to participate in municipal policy and decision-making without prejudice. South African municipalities, including Tzaneen municipality, should develop and innovate institutional, and organisational capabilities to better utilise their resources, mitigate socio-economic challenges and enhance service delivery.

The article was based on an interpretive paradigm, which adopts a qualitative desktop review approach. Various document sources that inform 4IR and talent management within the local government context in South Africa were employed. The two cities of Johannesburg and Ekurhuleni were used as case studies to examine their talent management strategies in the 4IR. The analysis of documents has shown that the 4IR can enable accelerated delivery of services; increase access to services; improve community participation; and more significant social accountability. Nevertheless, some municipalities in South Africa do not have enough resources and skills capacity to implement ICT/4IR measures to improve services; hence managing talent in key technical jobs has become an impediment. The absence of institutional readiness among local municipalities is a huge deterrent to managing talent needed to drive service delivery in the 4IR. The study concludes that to achieve efficient public service delivery within the 4IR, local municipalities should retain talent to manage the digital technologies that demand skilled expertise. The article recommends the government develop policies that offer guidance to local municipalities on managing specified sets of talents that are deemed crucial to enhancing socio-economic development in the 4IR.