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This paper explores stakeholder engagement in the strategic management process for service delivery in government. The main objective is to determine the factors influencing insufficient stakeholder engagement of strategic management processes for service delivery by a government department. The four moments of translation concept of Actor Network Theory (ANT) was utilised as a theoretical framework to understand and explain the interplay between the initiator of the network of service delivery and other actors in the network in aligning diverse interests to achieve service delivery goals. The assumption was that the phenomenon was ontologically subjective and that it was appropriate, epistemologically, to adopt an interpretive paradigm as the leading research philosophy, using a mixed approach of qualitative and quantitative elements wherein quantitative data was used to test the reliability of the qualitative data. Using the Western Cape Education Department (WCED) as a case study, a sample of 26 participants included 11 managers of WCED and 15 Khayelitsha Education Forum (KEF) members representing the community, school governing bodies and school principals and educators of 64 schools around Khayelitsha township. The study revealed that stakeholder engagement could address non-service delivery during service delivery strategy formulation and implementation. The findings suggest that a network of aligned interests should be established for continuous engagement in implementing strategic plans and service delivery in line with the mandate of Government departments and entities. The results imply intense arrangements and relationship building between government departments and citizens are needed to improve stakeholder relationships and alignment of service delivery expectations to reduce service delivery challenges.

Governance is still a contested concept in both theory and practice.  A proliferation of the concept has sprung up in literature.  One comes across variations where reference is made to co-production, public governance, good governance, hybridity governance, hybrid governance, to name but a few. The aim of this paper is to provide a conceptual overview of the evolution of the concept governance in general and hybrid governance particulary focused on selected African countries.  It is important to clarify what hybrid governance involves, and its implications for state capacity and service delivery.  Furthermore, it is imperative to discern whether hybrid governance could be a useful conceptual tool for facilitating more organised systems of service delivery in parts of Africa and South Africa, or whether it is just “new developmental jargon”. The paper employed a qualitative research approach where secondary sources of information, constituting document analysis, premised around forms of hybrid governance in selected African countries were explored. The paper makes a conceptual contribution to the collaborative international governance discourse.

Governance is still a contested concept in both theory and practice.  A proliferation of the concept has sprung up in literature.  One comes across variations where reference is made to co-production, public governance, good governance, hybridity governance, hybrid governance, to name but a few. The aim of this paper is to provide a conceptual overview of the evolution of the concept governance in general and hybrid governance particulary focused on selected African countries.  It is important to clarify what hybrid governance involves, and its implications for state capacity and service delivery.  Furthermore, it is imperative to discern whether hybrid governance could be a useful conceptual tool for facilitating more organised systems of service delivery in parts of Africa and South Africa, or whether it is just “new developmental jargon”. The paper employed a qualitative research approach where secondary sources of information, constituting document analysis, premised around forms of hybrid governance in selected African countries were explored. The paper makes a conceptual contribution to the collaborative international governance discourse.

This paper explores stakeholder engagement in the strategic management process for service delivery in government. The main objective is to determine the factors influencing insufficient stakeholder engagement of strategic management processes for service delivery by a government department. The four moments of translation concept of Actor Network Theory (ANT) was utilised as a theoretical framework to understand and explain the interplay between the initiator of the network of service delivery and other actors in the network in aligning diverse interests to achieve service delivery goals. The assumption was that the phenomenon was ontologically subjective and that it was appropriate, epistemologically, to adopt an interpretive paradigm as the leading research philosophy, using a mixed approach of qualitative and quantitative elements wherein quantitative data was used to test the reliability of the qualitative data. Using the Western Cape Education Department (WCED) as a case study, a sample of 26 participants included 11 managers of WCED and 15 Khayelitsha Education Forum (KEF) members representing the community, school governing bodies and school principals and educators of 64 schools around Khayelitsha township. The study revealed that stakeholder engagement could address non-service delivery during service delivery strategy formulation and implementation. The findings suggest that a network of aligned interests should be established for continuous engagement in implementing strategic plans and service delivery in line with the mandate of Government departments and entities. The results imply intense arrangements and relationship building between government departments and citizens are needed to improve stakeholder relationships and alignment of service delivery expectations to reduce service delivery challenges.