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namely; Contract Management Framework, Plan Do Check Act and the M&E framework.
These frameworks were suggested by a few respondents as suitable frameworks for EPWP.
The respondent‟s perception of PRINCE2 was exceptional. The respondents revealed that this framework could be implemented across all EPWP sectors to create uniformity in operations and to propel Msunduzi EPWP project towards successful implementation of Project Management practices.
5.3. RECOMMENDATIONS
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reprioritize its budget plans, review the number of projects being implemented annually and make budget available to procure the required appropriate resources.
Strategic planning needs to be done, where refocusing and transformation take place. IASP needs to scale down the Msunduzi EPWP project, there are too many contractors and only one Project Manager who has to manage them. Quality is better than quantity. To curb political influences identified in the findings, IASP needs to strengthen the use of a project advisory committee platform and to inform them about the current challenges of the project.
These platforms should be used to solicit buy-in in finding sustainable solutions which may in the short term meaning employing fewer people to release some of the project funds allocated to the project to procure the required resources.
As indicated in the findings, there is no standardisation in reporting EPWP projects.
Reporting structures need to be revised. The EPWP needs to have its own reporting templates which will be used by the implementers. This standardised template will assist guide that all the sectors to report the same information. The EPWP needs to be considered as a programme and not as an individual project within certain Departments, uniformity needs to be created.
The findings further stipulated that there were a few respondents with a Project Management qualification. It is therefore recommended that all the people involved with the Project Management of the EPWP projects need to obtain a Project Management certificate. This should be made a prerequisite. In the case of the contractors who are unlikely to have that certificate, the EDTEA should train them within the first three months of joining the programme on how to operate in a project environment. The Project Management training should be made mandatory for all those involved in the Project Management of Msunduzi EPWP project. The Project Manager should also be offered the opportunity to acquire an internationally recognized certificate such as PRINCE2, to enhance his/her skill and knowledge.
Training
EDTEA needs to prioritise training for the Project Management employees and the beneficiaries. As mentioned in the findings, there is a lack of training made available for beneficiaries. Continuous skills and development training should be offered by EDTEA to the project workers and Project Manager, as outlined in the EPWP Policy. The training will allow the workers to better understand their work and will change the culture of under-performing.
Training is important for the Project Manager to be able to promote a strong work ethic. The
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DPW also needs to strengthen their Training Unit, so they can provide training to all the EPWP implementers.
Job creation
The DPW should consider creating long-term employment opportunities rather than short- term employment. Short term employment promotes having project workers who have little or no experience in the field they are in. It also impacts on the challenges identified in this study such as the need for training. Long-term employment will promote workers with experience, who will be equipped to get better jobs after exiting the programme. This is one of EPWP‟s objectives; to cultivate the project workers so that when they exit they have the necessary skills to empower themselves. The budget awarded should accommodate long-term employment which will provide more exposure and high productivity.
5.3.3 Research Objective three Monitoring and evaluation
According to the findings, the monitoring and evaluation system is currently inefficient. It is recommended that DPW not only invests in getting the EPWP projects implemented but also to ensure that they are adequately monitored and evaluated. Currently, external M&E is done once a year, and that‟s if the project is selected for auditing. External M&E should be executed by DPW every quarter, this will ensure that the projects are compiliant, challenges can be identified and promptly rectified. M&E needs to be a continuous process as long as the Msunduzi EPWP project is in process. M&E is the key strategy to mitigating some of the challenges affecting the implementation of adequate Project Management practices.
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5.3.4. Research Objective four Functional Model
It is evident in the findings that the beneficiaries do not perform tasks efficiency without supervision. Below is the proposed IASP organogram for more efficient operations.
Figure 5. 1. IASP organogram
To curb the problem of non-efficiency in the Msunduzi EPWP project, IASP should consider employing an implementing agent. The implementing agent would be highly beneficial to IASP. The agents would provide daily supervision of the teams. It was stated in the findings that the Project Manager becomes overworked when the projects start operating and it becomes difficult to monitor all sites accordingly. The implementing agent and Project Managers would share duties. The implementing agent would be responsible for the implementation of the projects and daily supervision. The Project Managers would oversee that project by doing regular monitoring, evaluation and reporting. The implementing agent
Senior Manager
Deputy Manager Central/South/N orth Region
Area Manager Central/South/N orth Region
Project Managers Implementing agents
Contractors Project workers
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would assist in a challenge which was identified in the findings which was the poor monitoring and evaluation. The implementing agent would be responsible for the payment of beneficiaries and procurement of resources, these duties would be taken over from the Department. It would definitely curb the Departmental administrative delays and contractors would get paid on time.