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This paper aims to explore police perspectives on community engagement strategies within the context of crime prevention in South Africa, focusing on Johannesburg metropolitan police stations. The study’s objective is to scrutinise the effectiveness and challenges of community policing strategies.

Through a qualitative research approach, this study conducted unstructured interviews with station commanders and visible policing officers across 10 Johannesburg metropolitan police stations.

The findings reveal that community policing strategies, such as community–policing forums, sector policing, street patrollers and social media utilisation, can effectively engage communities as partners in crime prevention. However, certain challenges such as resource limitations and difficulties in policing-specific regions, were also identified.

This study contributes to the broader understanding of community–policing partnerships and the practical implications of community–policing strategies in South Africa, suggesting areas for improvement and adaptation to the unique South African context. This knowledge can help optimise efforts to foster stronger relationships between police and communities, bolster public trust and ultimately improve crime prevention outcomes.

This study aims to investigates the contribution of the informal sector towards secure livelihoods. Using a case study design, the study focusses on Mandela park, situated in Khayelitsha Township, Cape Town, in the Western Cape province of South Africa. Khayelitsha is predominantly an old township established by the apartheid government using unjust segregation laws to foster spatial planning that isolated people of colour in areas with insufficient infrastructure and informal economic activities. Therefore, informal trading became a survival strategy in Khayelitsha, attracting an increasing number of informal traders in public spaces within the township in pursuit of livelihoods. Informal activities are generally conducted to generate income and secure sustainable livelihoods.

This study uses a qualitative research design, incorporating structured interviews instrumental in data collection and in-depth thematic analysis.

The study findings reveal that the informal sector positively contributes to the sustainable livelihoods of those involved in the informal sector and the relatives of those through income generation, family support, wealth creation, source of employment, business incubation and innovation and creativity.

The study concludes that given the increasing unemployment rate in South Africa, caused by the stagnant economic growth rate, policymakers should rethink their policies on the informal economy, acknowledge the sector's relevance and support the sector.

Many developing countries such as South Africa have been introducing measurement of results to improve public service delivery. The practice of development of performance measures in the public service emanates from pressure exerted by citizens who are calling for more efficiency and effectiveness in delivering services. This article examines the implementation of the audit of pre-determined objectives at the Department of Basic Education (DBE).

This study is based on a qualitative case study approach. Secondary sources of data were used in order to analyse the DBE's challenges in managing performance information. Key secondary documents used include the AGSA annual audit reports as well as the DBE 2010/11–2014/15 Strategic Plan and Annual Performance Plans (APP) that provide the pre-determined objectives selected by the Department to measure performance for the five-year period.

The findings indicate that there are shortcomings in the processes of managing performance information. Based on the findings, it is incumbent upon the senior management of the DBE to strive towards understanding and improving their oversight roles and responsibilities in the management of pre-determined objectives.

The study generates a deeper understanding of what has been happening when pre-determined objectives were developed, reported or assessed in the DBE. This will assist the Department and similar public institutions to make further improvements in order to achieve pre-determined objectives.

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.