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The purpose of this study is to estimate the determinants of household food insecurity in the Gauteng City-Region, South Africa. This is motivated by the fact that food insecurity remains a key challenge at the household level in South Africa. Furthermore, the Gauteng Province has been rapidly urbanising due to a migrant influx, both locally and internationally. The findings will assist the country in achieving its mandate on the local economic development policy, Agenda 2063 and the Sustainable Development Goals 1 and 2.

The study adopted a quantitative cross-section design, utilising the binary logistic regression technique, drawing on the Gauteng City-Region Observatory Quality of Life 2020/2021 data, consisting of 13,616 observations, randomly drawn from nine municipalities in Gauteng City-Region.

The main findings of the study highlight unemployment, health status, education, household size, indigency and income as the main determinants of food insecurity in Gauteng City-Region. Policies towards sustainable urban agriculture, improving access to education, increasing employment and income, and health for all can help improve the food insecurity status of households in the Gauteng City-Region.

Further studies would require an in-depth assessment of household coping mechanisms, as well as the influence of household income (notably government social grants) and access to credit on household food security status, to better understand the dynamics of food security in the Gauteng City-Region.

Determinants of food insecurity should be considered when developing and implementing policies to reduce food insecurity in urban municipalities.

The study is of interest as it interdicts food insecurity issues, which have an effect on socio-economic well-being.

The study adds value by providing evidence on the determinants of food insecurity in an urban setting in a developing country. Gauteng is the richest of all provinces in South Africa and is also at the receiving end of internal and international migration. Factors affecting food insecurity have changed in the nine cities. This compromises nutrition safety and calls for targeted policy interventions.

A strategic plan is a document used to communicate an organisation’s goals and the actions needed to achieve those goals. Strategic planning in public organisations promotes timely decisions, enhances the management of limited resources in a more rational manner, improves service delivery and induces greater satisfaction of customers. The purpose of this paper is twofold: first, to critically examine the strategic planning challenges facing the Department of Telecommunications and Postal Services (DTPS), and how these impact organisational performance; second, to identify strategies that can be implemented to enhance strategic planning and performance management in the DTPS.

This paper used a qualitative case study design with the aid of document analysis to provide insight into the research questions.

The paper concludes that public institutions such as the DTPS face a plethora of challenges that militate against successful strategic planning and implementation. A major challenge is resistance to change arising from a desire to maintain the status quo. This paper argues that it is important to promote strategic planning, and aligning organisational objectives with performance in public institutions.

This study is based on documentary research and therefore its findings may lack current findings that would have emerged from direct interviews.

This research contributes towards efforts being made to make strategic planning and implementation effective and credible in public institutions especially in sub Saharan Africa.

In many South African public institutions, strategic planning is viewed as the work of top management, a misconception which compromises service delivery. In addition, strategic planning has been implemented as a direct attempt to inhibit poor budgetary planning and corruption in procurement systems, and in order to effectively manage public resources. There is a need for the department to conduct regular skills development programmes, uproot top-level bureaucracy, and increase innovation, monitoring and evaluation of organisational activities.