Text in Afrikaans / Jeugbediening in die meeste hoofstroom kerke vertoon die volgende: Dit is program- en tradisie-gedrewe. Daar is nie 'n doelgedrewe plan en -strategie te bespeur nie. Die fokus val op die instandhouding van die jeuggroep, programme en aktiwiteite. Die potensiele teikengroepe, hul vlakke van geloofsverbintenis en hulle behoeftes word nie na behore ge!dentifiseer nie. 'n Doelgedrewe jeugbediening-strategie kan 'n moontlike oplossing vrr bogenoemde probleme wees. Dit moet veral aan die volgende aandag skenk: Fokus op 'n duidelike doelstelling, op jongmense se behoeftes en op 'n doelgedrewe benadering. Daar moet veral 'n spesifieke sty/ of benadering wees waarmee die jeugbediening aangepak word, naamlik 'n intergeneratiewe strategie. Die gemeente as geloofsgemeenskap en as lewenslange versorgingstruktuur behoort die konteks te wees waarbinne die jeugbediening plaasvind. 'n Programbeplanningsproses sal verhoed dat die beplanning lukraak en oorhaastig gedoen word. Verder sal dit die gevaar van programme wat net aanmekaar geryg word, tee werk. / Youth ministry m most mainstream churches is characterised by the following: It is program- and tradition-driven. No purpose-driven plan and -strategy are visible. The focus is on maintaining the youth group, programs and activities. The potential target groups, their levels of faith commitment and their needs are not identified properly. A purpose-driven youth ministry strategy may be a possible solution to the above-mentioned problems. It should especially give attention to the following: Focus on a clear purpose statement, on young people's needs and on a purpose-driven approach. In particular, there should be a 5pesific style or approach with which youth ministry is launched, namely an intergenerational strategy. The congregation as a community of faith and as a lifelong care structure should be the context within youth ministry occurs. A program planning process will prevent the planning to be done haphazardly and impetuously. / Philosophy, Practical & Systematic Theology / M.Diac. (Jeugwerk)

The study focuses on and explores the Southern African Development Community’s activities to determine whether the intended objectives have been accomplished as stated in its purpose statement. The study argues that the achievement of the Southern Africa Development Community’s purpose statement is important with regard to the implementation of developmental initiatives. This is because the SADC objectives are measured in the operationalisation and implementation of policies and the operationalisation of key activities. The Southern African region is rich in natural resources but lacks the political will and capacity for the institutionalisation of key processes to, among others, alleviate poverty and HIV/AIDS and address human security matters. This study revealed that SADC did not achieve all its intended objectives. Several challenges, such as the full convertibility of regional currencies among member states still need to be addressed. One of the major challenges impacting negatively on the implementation and completion of SADC’s projects are the capacity, skills and expertise to drive key business processes. This study has found that in spite of complexities and challenges to implement SADC’s policies and programmes as stated in its purpose statement, there is a need to align the member states’ priorities with SADC’s objectives to maximise impact and overall successful execution thereof. Coupled with this challenge is another crucial challenge relating to the SADC structure, mechanisms and methodologies that are used for achieving SADC’s objectives. The study revealed that the structures, mechanisms and methodologies are inadequate to successfully implement and evaluate SADC’s projects. Consequently, this study proposes some reforms in SADC’s Regional Indicative Strategic Plan that should be considered and integrated into the national plans, budgets and priorities of all SADC member states. Critically, it is important to ensure the alignment and buy-in of member states with regard to the development and implementation of SADC’s projects and programmes in the Southern African region. Firstly, the study proposes that partnerships with research institutions should be explored to strengthen the limited capacity of SADC’s Secretariat. Benchmarking and best practices with other international government organisations such as the African Union and the United Nations will provide a platform to improve the current activities of SADC to be more focused towards the desired outcomes. Secondly, v SADC’s activities that are linked to its objectives should be intensified through the mobilisation of resources and expertise that are geared to all key result areas to improve regional integration and ultimately the achievement of SADC’s objectives as stated in its purpose statement. / Public Administration & Management / M.P.A.

The study focuses on and explores the Southern African Development Community’s activities to determine whether the intended objectives have been accomplished as stated in its purpose statement. The study argues that the achievement of the Southern Africa Development Community’s purpose statement is important with regard to the implementation of developmental initiatives. This is because the SADC objectives are measured in the operationalisation and implementation of policies and the operationalisation of key activities. The Southern African region is rich in natural resources but lacks the political will and capacity for the institutionalisation of key processes to, among others, alleviate poverty and HIV/AIDS and address human security matters. This study revealed that SADC did not achieve all its intended objectives. Several challenges, such as the full convertibility of regional currencies among member states still need to be addressed. One of the major challenges impacting negatively on the implementation and completion of SADC’s projects are the capacity, skills and expertise to drive key business processes. This study has found that in spite of complexities and challenges to implement SADC’s policies and programmes as stated in its purpose statement, there is a need to align the member states’ priorities with SADC’s objectives to maximise impact and overall successful execution thereof. Coupled with this challenge is another crucial challenge relating to the SADC structure, mechanisms and methodologies that are used for achieving SADC’s objectives. The study revealed that the structures, mechanisms and methodologies are inadequate to successfully implement and evaluate SADC’s projects. Consequently, this study proposes some reforms in SADC’s Regional Indicative Strategic Plan that should be considered and integrated into the national plans, budgets and priorities of all SADC member states. Critically, it is important to ensure the alignment and buy-in of member states with regard to the development and implementation of SADC’s projects and programmes in the Southern African region. Firstly, the study proposes that partnerships with research institutions should be explored to strengthen the limited capacity of SADC’s Secretariat. Benchmarking and best practices with other international government organisations such as the African Union and the United Nations will provide a platform to improve the current activities of SADC to be more focused towards the desired outcomes. Secondly, v SADC’s activities that are linked to its objectives should be intensified through the mobilisation of resources and expertise that are geared to all key result areas to improve regional integration and ultimately the achievement of SADC’s objectives as stated in its purpose statement. / Public Administration and Management / M.P.A.

Text in Afrikaans / Jeugbediening in die meeste hoofstroom kerke vertoon die volgende: Dit is program- en tradisie-gedrewe. Daar is nie 'n doelgedrewe plan en -strategie te bespeur nie. Die fokus val op die instandhouding van die jeuggroep, programme en aktiwiteite. Die potensiele teikengroepe, hul vlakke van geloofsverbintenis en hulle behoeftes word nie na behore ge!dentifiseer nie. 'n Doelgedrewe jeugbediening-strategie kan 'n moontlike oplossing vrr bogenoemde probleme wees. Dit moet veral aan die volgende aandag skenk: Fokus op 'n duidelike doelstelling, op jongmense se behoeftes en op 'n doelgedrewe benadering. Daar moet veral 'n spesifieke sty/ of benadering wees waarmee die jeugbediening aangepak word, naamlik 'n intergeneratiewe strategie. Die gemeente as geloofsgemeenskap en as lewenslange versorgingstruktuur behoort die konteks te wees waarbinne die jeugbediening plaasvind. 'n Programbeplanningsproses sal verhoed dat die beplanning lukraak en oorhaastig gedoen word. Verder sal dit die gevaar van programme wat net aanmekaar geryg word, tee werk. / Youth ministry m most mainstream churches is characterised by the following: It is program- and tradition-driven. No purpose-driven plan and -strategy are visible. The focus is on maintaining the youth group, programs and activities. The potential target groups, their levels of faith commitment and their needs are not identified properly. A purpose-driven youth ministry strategy may be a possible solution to the above-mentioned problems. It should especially give attention to the following: Focus on a clear purpose statement, on young people's needs and on a purpose-driven approach. In particular, there should be a 5pesific style or approach with which youth ministry is launched, namely an intergenerational strategy. The congregation as a community of faith and as a lifelong care structure should be the context within youth ministry occurs. A program planning process will prevent the planning to be done haphazardly and impetuously. / Philosophy, Practical and Systematic Theology / M.Diac. (Jeugwerk)