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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.

Over the past decades there has been a remarkable paradigm shift in Public Administration. Traditional Public Administration was in dire need for a change of a New Public Administration (NPA) approach in the 1980s. From early 2000s, the NPA began to be subjected to heavy criticism, which influenced public administration to take complete control of different reforms and approaches regardless of their diversity, complexity, hybrid and contradictory situations rather than offering the perfect approach and reform to the public sector. The New Public Management (NPM) and Post-New Public Management (Post-NPM) paradigms emerged in times whereby the NPA was already experiencing a massive deconstruction and reconfiguration of the public sector management. To scan and understand the remarkable paradigm shift in the field and practice of public administration, this study applies both NPM and Post-NMP to examine different views, principles, values and norms, and reform proposals for South African Public Administration. Methodologically, this study used qualitative research methods with the aid of secondary data to evaluate both the NPM and post-NPM paradigms, criticisms, arguments, challenges, and changes in public policy implementations. Recommendations are provided based on the existing challenges confronting the current public administration in South Africa. This study contributes to literature, new policy proposals and research within public administration.

The main focus of the article is the necessity of using M&E as a catalyst and accelerator for increased public service efficacy. The South African government has been under tremendous pressure lately to meet the needs of its people in terms of development. This needs to be carried out in a transparent and citizen-focused way. The purpose of this article is to provide a strong link between performance management and M&E, two enablers that are now essential to the success of public service delivery in the twenty-first century, in light of the requirement to guarantee that M&E enhances such service delivery to the public. Additionally, the corrupt existing condition of affairs belies our understanding of the amount to which programmes have the intended effects and the degree to which they may continue to supply services over time.  A diverse look at the meaning of M & E will be offered in this presentation. This is a conceptual study based on an examination of the literature from many sources, such as academic publications, popular media pronouncements, and policies.

This conceptual paper attempts to demonstrate its strength by first accepting that the (p)ublic (a)dministration's loci-foci is within the jurisdiction of the executive branch amongst the two remaining branches of government, namely, the Legislature and the Judiciary. In the executive, the administration of the state is observed. Secondly, this paper argues that while p. a. may be with the executive arm, there is however its place beyond just the said administration of the executive arm. This paper employs the use of public-private partnerships that emanated from the New Public Management Paradigm as well as monitoring and evaluation theory and practice in the public sector to argue its assertion that public administration is being practiced beyond the executive branch. The development programs and projects initiated by the government and handed to the service providers need to be monitored and evaluated to ensure value for money and meet public expectations. As a result, the expectation of quality service from the service provider should be the norm of the day. It is therefore, through the cooperative trajectory between the government and the private sector, that this paper proposes that public administration can be associated with the executive branch but not necessarily limited to the said branch of government. This paper employed desktop research and the existing relevant literature to support its argument and contribution to the discipline of public administration.

This exploratory qualitative study investigates the systemic factors contributing to persistent failures in strategic planning within law enforcement organisations. Drawing on 25 semi-structured interviews with strategic planners, station commanders, middle managers, and senior law enforcement managers, the study examines how organisational experiences, perceptions, and institutional dynamics shape the development and implementation of strategic plans. Guided by Systems Theory, New Public Management, Public Value Theory, and Evidence-Based Policing, the study applies Braun and Clarke’s thematic analysis to identify critical weaknesses in environmental scanning, leadership stability, evidence utilisation, organisational capacity, resource allocation, and monitoring and evaluation mechanisms. The findings reveal that strategic planning failures are deeply rooted in governance gaps, fragmented organisational processes, and inadequate analytical and institutional capacity. The study refines the Integrated Strategic Planning Model for Law Enforcement (ISP-LE) and offers practical recommendations to strengthen evidence-informed, democratically aligned, and operationally grounded planning. Implications for policy, organisational reform, and future research are discussed.

This exploratory qualitative study investigates the systemic factors contributing to persistent failures in strategic planning within law enforcement organisations. Drawing on 25 semi-structured interviews with strategic planners, station commanders, middle managers, and senior law enforcement managers, the study examines how organisational experiences, perceptions, and institutional dynamics shape the development and implementation of strategic plans. Guided by Systems Theory, New Public Management, Public Value Theory, and Evidence-Based Policing, the study applies Braun and Clarke’s thematic analysis to identify critical weaknesses in environmental scanning, leadership stability, evidence utilisation, organisational capacity, resource allocation, and monitoring and evaluation mechanisms. The findings reveal that strategic planning failures are deeply rooted in governance gaps, fragmented organisational processes, and inadequate analytical and institutional capacity. The study refines the Integrated Strategic Planning Model for Law Enforcement (ISP-LE) and offers practical recommendations to strengthen evidence-informed, democratically aligned, and operationally grounded planning. Implications for policy, organisational reform, and future research are discussed.

There are numerous obstacles that local government managers still have to overcome have given rise to fresh and creative ideas for providing their communities with high-quality services at lower costs. Delivery of services in a cooperative manner It is becoming more common for the public sector to use civil society and/or the private sector to offer public goods and services. Three significant facets of these developing relationships are examined by the author in this article. Numerous such creative initiatives have surfaced as a result of the local government's cooperation with corporate, nonprofit, or other public organizations. However, before delving into this matter, the paper discusses why public partnerships are necessary in South Africa in order  to get quality services, and then specific instances of cooperative service quality projects are discussed. This article offers a viewpoint to emphasize crucial considerations that local officials should make when determining which services could profit from these kinds of partnerships and which type of cooperation might be most likely to assist a community in reaching its objectives.

The main focus of the article is the necessity of using M&E as a catalyst and accelerator for increased public service efficacy. The South African government has been under tremendous pressure lately to meet the needs of its people in terms of development. This needs to be carried out in a transparent and citizen-focused way. The purpose of this article is to provide a strong link between performance management and M&E, two enablers that are now essential to the success of public service delivery in the twenty-first century, in light of the requirement to guarantee that M&E enhances such service delivery to the public. Additionally, the corrupt existing condition of affairs belies our understanding of the amount to which programmes have the intended effects and the degree to which they may continue to supply services over time.  A diverse look at the meaning of M & E will be offered in this presentation. This is a conceptual study based on an examination of the literature from many sources, such as academic publications, popular media pronouncements, and policies.

Over the past decades there has been a remarkable paradigm shift in Public Administration. Traditional Public Administration was in dire need for a change of a New Public Administration (NPA) approach in the 1980s. From early 2000s, the NPA began to be subjected to heavy criticism, which influenced public administration to take complete control of different reforms and approaches regardless of their diversity, complexity, hybrid and contradictory situations rather than offering the perfect approach and reform to the public sector. The New Public Management (NPM) and Post-New Public Management (Post-NPM) paradigms emerged in times whereby the NPA was already experiencing a massive deconstruction and reconfiguration of the public sector management. To scan and understand the remarkable paradigm shift in the field and practice of public administration, this study applies both NPM and Post-NMP to examine different views, principles, values and norms, and reform proposals for South African Public Administration. Methodologically, this study used qualitative research methods with the aid of secondary data to evaluate both the NPM and post-NPM paradigms, criticisms, arguments, challenges, and changes in public policy implementations. Recommendations are provided based on the existing challenges confronting the current public administration in South Africa. This study contributes to literature, new policy proposals and research within public administration.

This conceptual paper attempts to demonstrate its strength by first accepting that the (p)ublic (a)dministration's loci-foci is within the jurisdiction of the executive branch amongst the two remaining branches of government, namely, the Legislature and the Judiciary. In the executive, the administration of the state is observed. Secondly, this paper argues that while p. a. may be with the executive arm, there is however its place beyond just the said administration of the executive arm. This paper employs the use of public-private partnerships that emanated from the New Public Management Paradigm as well as monitoring and evaluation theory and practice in the public sector to argue its assertion that public administration is being practiced beyond the executive branch. The development programs and projects initiated by the government and handed to the service providers need to be monitored and evaluated to ensure value for money and meet public expectations. As a result, the expectation of quality service from the service provider should be the norm of the day. It is therefore, through the cooperative trajectory between the government and the private sector, that this paper proposes that public administration can be associated with the executive branch but not necessarily limited to the said branch of government. This paper employed desktop research and the existing relevant literature to support its argument and contribution to the discipline of public administration.