Organisational readiness to implement district development model in the eastern cape: A case of two municipalities

The District Development Model (DDM) has been introduced in South Africa as a unified framework designed to enhance coordination and integration across District and Metropolitan municipalities, particularly in response to persistent challenges in infrastructure development, underdevelopment, and local economic growth. Despite its strategic intent, the DDM has elicited mixed reactions from stakeholders, necessitating empirical investigation. This study employed a mixed-methods approach, with a predominant emphasis on quantitative data collected from 24 middle managers through a structured questionnaire utilising a five-point Likert scale. The quantitative focus was justified by the need to evaluate theoretical constructs related to the implementation of the DDM. Key findings reveal that a majority (75%) of respondents expressed support for the DDM, recognising its potential to improve municipal planning and service delivery. Furthermore, 87.5% believed the model could enhance resource mobilisation for essential services. However, a large proportion (50%) of respondents were sceptical, seeing DDM as merely another political stunt. Considering these findings, the study recommends that municipalities proactively engage staff in capacity-building initiatives to foster understanding of the DDM’s objectives and that leadership visibly commit to its implementation through the development of supportive policies and procedures. Key Words:Organisational readiness for change, District Development Model, Municipalities, Local government support programmes