| Summary: | It is notable that successful implementation of strategy is very important in any organization - private or public. As such it is not surprising that public sector managers are expected to implement strategies to improve organizational performance and service delivery. Consequently, strategy implementation in the public sector has become an increasingly relevant and topical issue, especially because public sector organizations exist to meet the needs of particular stakeholder groups and maximize organizational performance rather than realize profits. Despite this growing focus of public sector management literature on strategy, “there have so far been few explanations about how public sector managers develop and implement new strategic approaches” (Pablo, Reay, Dewald and Casebeer, 2007:687). This qualitative study explores the implementation of a decentralised water service provision model at Chris Hani District Municipality (CHDM) which is located in the Eastern Cape Province in South Africa. The Chris Hani District Municipality is comprised of eight local municipalities: Lukhanji, Lady Frere, Sakhisizwe, Inkwanca, Tsolwana, Inxuba Yethemba, Intsika Yethu and Engcobo. All eight municipalities were delegated to perform the water service provision function of CHDM. The research questions are: How effective was the implementation of the CHDM decentralised water services provision model? and What are the enablers of and barriers to implementing a decentralised water provision model in CHDM? The study used the McKinsey 7S framework of strategy execution to evaluate the implementation of the decentralised water services provision model in CHDM, enablers and barriers to executing this model were also identified. Purposively, a total of seven area managers were interviewed as the eighth Area Manager resigned and left the employment of CHDM during the time of the study. Data was gathered from Area Managers who are intimately involved in the daily operation of water services provision. Data was gathered through semi-structured interviews which were audio recorded, transcribed and data was coded and categorised according to the theoretical perspectives of the McKinsey 7S framework. The draft report was given to the research participants for verification or comments not only as input but also as a member check before the final report. Predominantly most of the Area Managers reflected that the implementation of the decentralised water services provision model by CHDM manifested four cornerstones: (a) reducing distance to water services, (b) delegating of water provision function and accountability, (c) improving delivery of water services, and (d) putting people first in water provision. Drivers and barriers of the implementation of the decentralized water provision strategy were identified to empower local municipalities and enhance operational efficiencies and service quality. Recommendations were made to CHDM on how the implementation of the decentralised water services provision model could be enhanced for better performance. This study will benefit CHDM on improving and strengthening the alignment of all the 7S’s elements of strategy execution to enhance the performance of the decentralised water provision model. Since no studies had been conducted previously to evaluate the implementation of a decentralised water services provision strategy at CHDM, this research is valuable to CHDM as it provides insight on the effectiveness of implementing the decentralised water provision model. Furthermore, the use of the McKinsey 7S framework to evaluate the decentralised model is valuable as it identifies and highlights the gaps where there is misalignment of the 7S’s of strategy execution. These are areas which CHDM needs to address in order to enhance or improve strategic performance.
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