Enhancing resilience in public sector business continuity: lessons from the Western Cape Government, South Africa

Abstract

Resilience has become a critical capability for public sector organisations navigating increasingly complex and frequent disruptions. This study examines how the Western Cape Government (WCG) in South Africa conceptualised and operationalised resilience through its business continuity practices during successive crises, including COVID-19, the Day Zero water crisis, and ongoing electricity shortages. Using a qualitative case study approach that involves semi-structured interviews and document analysis, the research identifies key resilience-building mechanisms, including adaptive leadership, flexible continuity planning, cross-departmental collaboration, and institutional learning. The findings reveal that while business continuity planning provided essential operational scaffolding, true resilience emerged from the organisation’s ability to adapt, learn, and respond dynamically to evolving threats. By integrating theoretical frameworks such as Linnenluecke’s triadic model, ISO 22316, and the VUCA/BANI paradigms, the study provides a context-sensitive analysis of public sector resilience in a resource-constrained and politically complex environment. It contributes to the growing discourse on resilience by demonstrating how structured continuity planning must be complemented by strategic agility and psychological readiness to ensure effective governance in the Global South.