Original Research

Effective strategy execution for enhanced service delivery in south african municipalities

Nyashadzashe Chiwawa, Henry Wissink
Africa’s Public Service Delivery & Performance Review | Vol 12, No 1 | a741 | DOI: https://doi.org/10.4102/apsdpr.v12i1.741 | © 2024 Nyashadzashe Chiwawa, Henry Wissink | This work is licensed under CC Attribution 4.0
Submitted: 07 June 2023 | Published: 08 April 2024

About the author(s)

Nyashadzashe Chiwawa, Department of Management, Faculty of Management, IT and Governance, University of KwaZulu-Natal, Durban, South Africa
Henry Wissink, Department of Governance, Faculty of Management, IT and Governance, University of KwaZulu-Natal, Durban, South Africa

Abstract

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.


Keywords

strategy execution; strategy execution impediments; public sector; strategic management; African perspective.

JEL Codes

J48: Public Policy

Sustainable Development Goal

Goal 8: Decent work and economic growth

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