Committed Senior Level Programme Yes. No; across 3-Branches at CoGTA. Sponsor/Champion Clearly Defined Steering Committee Yes. Yes; but representatives at national level are out of date. Representative of Key Stakeholders Programme No; became 3-managers (financial, non-financial and Management Programme manager with clearly defined roles information system) split across the 3-Branches at Yes. and responsibilities CoGTA. Programme managers at Province and Sector Departments not always capacitated. Mixture. Some areas retained and gained experienced Experienced team of project managers Yes; inherited CMIP teams. staff. Some lost experienced staff. Programme-specific policies, processes and Yes; but overlapped with non-programme aspects Yes; but overlapped with non-programme aspects from procedures for planning, implementing and from DoRA and reporting tool (MIG-MIS) became DoRA and reporting tool (MIG-MIS) became ineffective. Financial reporting expenditure ineffective. Management Ensuring conformance with internal and Yes; from expenditure perspective but failed in reporting Yes; from expenditure perspective but failed in external financial policies and guidelines for on conditions since payment transfer made even if reporting on grant conditions. expenditure and reporting conditions ignored. Stakeholder management strategy and plan Not specified but management plan was intrinsic part No; since the national management committees were identifying all key stakeholders and their of national management committees. eliminated. potential impact on the programme Communication strategy and plan which maps the type of information required by various Stakeholder No. No. stakeholder groups and the requisite Management communication channels Formal communications structure governing No. No. programme-related communication Sustainable change management strategy and No. No. plan Risk management strategy and plan No. No. Regular monitoring and evaluation of risks to Risk No. No. mitigate effectively Management Identification of triggers to take corrective No. No. action
Programme Management Committed Senior Level Programme Sponsor/Champion Yes. No; across 3-Branches at CoGTA. Clearly Defined Steering Committee Representative of Key Stakeholders Yes. Yes; but representatives at national level are out of date. Programme manager with clearly defined roles and responsibilities Yes. No; became 3-managers (financial, non-financial and information system) split across the 3-Branches at CoGTA. Programme managers at Province and Sector Departments not always capacitated. Experienced team of project managers Yes; inherited CMIP teams. Mixture. Some areas retained and gained experienced staff. Some lost experienced staff. Financial Management Programme-specific policies, processes and procedures for planning, implementing and reporting expenditure Yes; but overlapped with non-programme aspects from DoRA and reporting tool (MIG-MIS) became ineffective. Yes; but overlapped with non-programme aspects from DoRA and reporting tool (MIG-MIS) became ineffective. Ensuring conformance with internal and external financial policies and guidelines for expenditure and reporting Yes; from expenditure perspective but failed in reporting on grant conditions. Yes; from expenditure perspective but failed in reporting on conditions since payment transfer made even if conditions ignored. Stakeholder Management Stakeholder management strategy and plan identifying all key stakeholders and their potential impact on the programme Not specified but management plan was intrinsic part of national management committees. No; since the national management committees were eliminated. Communication strategy and plan which maps the type of information required by various stakeholder groups and the requisite communication channels No. No. Formal communications structure governing programme-related communication No. No. Sustainable change management strategy and plan No. No. Risk Management Risk management strategy and plan No. No. Regular monitoring and evaluation of risks to mitigate effectively No. No. Identification of triggers to take corrective action No. No.
MIG-Report_version-5-Final.docx