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The Community Work Programme (CWP)

The Community Work Programme (CWP). Presentation to Standing Committee on Appropriations on the Community Work Programme (CWP) 12 February 2014 Presented by: Tozi Faba. PRESENTATION OUTLINE. Item Slide Number Introduction 3-4 Background 5 Overall Performance 6-8

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The Community Work Programme (CWP)

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  1. The Community Work Programme (CWP) Presentation to Standing Committee on Appropriations on the Community Work Programme (CWP) 12 February 2014 Presented by: Tozi Faba

  2. PRESENTATION OUTLINE • Item Slide Number • Introduction 3-4 • Background 5 • Overall Performance 6-8 • Programme Roll-out 9 • Current Institutional Arrangements 13 • New Institutional Model 14 • CWP Funding Model 15 • CWP Funding Model – Breakdown 16 • Consolidated Expenditure Performance 17 • Future Projections 18 • 11. Linkages between EPWP and CWP 19 • Monitoring, Evaluation and Reporting 20 • Key Challenges 21 • Plan to Address Challenges 22

  3. 1. INTRODUCTION • The Community Work Programme (CWP) is a community-driven, government – funded, partnership programme whose objective is to soften the negative impact of high unemployment in areas of greatest socio-economic need across all 9 provinces. • It is an initiative designed to provide an employment safety net, by providing participants with a predictable number of days of work per month and thus supplement their existing livelihood strategies and affording them a basic level of income security through “work”.

  4. 1. INTRODUCTION Cont… • The CWP is Output 3 of Outcome 9 - A Responsive, Accountable, Effective and Efficient Local Government System • It also contributes to the following Agreements and Outcomes: • Outcome 4 - Decent Employment through Inclusive Growth • Outcome 7 - Vibrant, Equitable and Sustainable Rural Communities and • Food Security for all • Jobs Driver 4 of the New Growth Path - Investing in social capital and public services

  5. 2. BACKGROUND • The CWP started as a pilot project led by the Presidency and the • Department of Social Development in 2007. • It was initiated as part of the Second Economy Strategy Project, an initiative of the Presidency commissioned to the Trade and Industry Policy Strategies (TIPS), a policy research NGO. • The implementation of the pilot programme began in 2007 under the auspices of a partnership between the Presidency and the Department of Social Development who constituted a Steering Committee and provided oversight. • The pilot phase was supported through donor funding from the Employment Creation Fund of the Department for International Development Southern Africa (DFID-SA).

  6. 3. OVERALL PERFORMANCE • In the June 2009 State of the Nation Address, President Jacob Zuma committed government to fast-track the programme. The CWP target for 2009/2010 was significantly increased – from a target of 10 000 participants to a revised target of • 50 000 participants. The CWP exceeded this revised target, reaching 55 582 participants by the end of March 2010. • For the period 01 April 2010 – 31 March 2011, the CWP created 89 689 work opportunities in 45 municipalities against a target of 87 000 work opportunitiesacross 9 provinces; 65% of the participants during this period were women and 59% were young people. • For the period 01 April 2011 – March 2012, the CWP created 105 218 work opportunities against a target of 69 120 across all 9 provinces, in 63 municipalities; 69% of the participants during this period were women and 54% were young people. • For the period 01 April 2012 – 31 March 2013, the CWP created 204 494 work opportunities against a target of 171 500 work opportunities across the 9 provinces, in 140 municipalities, 58% of the participants during this period were women and 54% were young people.

  7. 3. OVERALL PERFORMANCE Cont.. • In the current financial year (01 April 2013 – 31 March 2014), to date the CWP has created 206 166 (Cumulative) work opportunities against a target of 172 000 work opportunities across 9 provinces, in 140 municipalities; 64% of the participants during this period have been women and 52% are young people. • The actual participation rate as at 31 December 2013 stands at 179 700. • The breakdown of the number of sites per province and performance against target are detailed in the table below.

  8. 3. OVERALL PERFORMANCE Cont….

  9. 4. PROGRAMME ROLL-OUT The programme is now implemented in 140 municipalities country-wide. However, the geographical targeting may be sacrificed through municipal demand.

  10. 5. CURRENT INSTITUTIONAL ARRANGEMENTS • The programme is implemented through three Lead Agents with each responsible for three provinces. At provincial level, the Lead Agents appoint Provincial Implementing (PIAs) to assist with programme implementation and roll-out, and PIAs in turn appoint Local Implementation Agents (LIAs) to project manage implementation at site level. • This three-tier model has proven not to be cost-effective since it results in more resources being utilised to cater for programme management fees for a number of implementing agents (at three spheres). • In order to improve the development effectiveness of the programme, the institutional model has been revised to cater for only one layer or level of implementing agents at provincial level only. This will have a positive effect of releasing some funds initially utilised to cover programme management to be allocated to provide more work opportunities.

  11. 5. CURRENT INSTITUTIONAL ARRANGEMENTS Cont…

  12. 5. INSTITUTIONAL ARRANGEMENTS Cont… • Thus for the new phase of the programme covering the period 2014 – 2017, Implementing Agents (IAs) will be appointed at provincial level. The number of IAs per province will be determined by the number of operational sites and geographical spread. Advertisements in this regard have already been issued and it is envisaged that the evaluation and adjudication of bids will be finalised by end February 2014 in order to finalise the appointment process during the month of March 2014. IAs are expected to be on the ground at the start of the new financial year, 1 April 2014. • The Inter-Ministerial Committee on Anti Poverty and Short-Term Job Creation (IMC) commissioned the Technical Assistance Unit (TAU) at National Treasury to conduct an institutional review of the CWP. The outcome of the review recommended that the programme be established as a ‘specialised unit’ within DCoG. This was endorsed by the IMC which also advised that it function under the direct guidance and leadership of the Director-General. CWP therefore reports to the Director-General.

  13. 5. INSTITUTIONAL ARRANGEMENTS Cont... • DCoG is currently in the process of finalising an organisational structure for CWP designed to make it more effective. Meanwhile, programme implementation is supported by provincial and municipal officials who assist in monitoring and unblocking challenges. This they do in addition to their core responsibilities since currently their posts are not funded by the programme. • It is envisaged that under the new structure, options will be explored to provide for CWP specific programme staff at provincial and municipal levels. Municipalities are champions of the programme at local level; while provincial departments responsible for local government play this critical role at provincial level including coordinating provincial sector departments’ contribution to strengthen programme implementation as well as its outputs and outcomes.

  14. 6. NEW INSTITUTIONAL MODEL • The Institutional Model of the programme has been revised from the current three levels of Implementing Agents (Lead Agents, Provincial Implementing Agents and Local Implementing Agents) into one layer. • Effective from the next financial year, CWP will be implemented by Agents appointed at the provincial level to focus on implementation in a particular province and its performance will be managed directly by DCoG. This will not only improve close monitoring of delivery by the implementing agent through sound contract management but it will also contribute towards development effectiveness and efficiency since savings from programme management fees initially utilised to pay for the three layers can be directed towards provision of additional work opportunities.

  15. 7. CWP FUNDING MODEL • The funding model is designed as per Site Budget with a strict ratio of 65:35 • This implies that: • Sixty-five percent (65%) of site budget is allocated to Participant Wages • Thirty-five percent (35%) of the budget is allocated to Non Wage costs for the procurement of Protective Gear, Tools and Materials, Training and Technical Support as well as Project Management • The Funding Model has not been fully effective due to the strict nature of the 65:35 ratio as it does not allow flexibility of expenditure

  16. 8. CWP FUNDING MODEL – BREAKDOWN

  17. 9. PERFORMANCE AGAINST BUDGET

  18. 10. FUTURE PROJECTIONS

  19. 11. LINKAGES BETWEEN EPWP AND CWP • A strong partnership exists between CWP and EPWP. CWP operates as a component of the EPWP Non-State Sector. EPWP participates in CWP Steering Committee meetings. There has been joint planning between EPWP and CWP as Government prepares for EPWP Phase 3. In this instance, collaborative arrangements have been enhanced with the introduction of two work streams between EPWP and CWP to address issues of (a) Programme Convergence and (b) Implementation Institutional Linkages. • Two workshops were held recently; the first, between CWP and EPWP national officials and the second, with EPWP Provincial officials. The workshops’ objectives were to promote convergence and discuss issues of merging management oversight structures of both programmes. An understanding was reached that EPWP should participate in CWP Local Reference Committees and the CWP should also participate in EPWP District Committees. This is designed to promote an exchange of professional knowledge, promote coordination of activities and cost-effectiveness of programme roll-out. • It is further envisaged that EPWP and CWP Provincial Steering Committees will be merged to enhance joint efforts at coordination with other sector departments since these programmes cut across sectors.

  20. 12. MONITORING, EVALUATION AND REPORTING • The Community Work Programme is a project of the Expanded Public Works Programme. This implies that it has a direct relationship with the programme and therefore has reporting obligations that feed into the reporting system of the EPWP. • The CWP Monitoring, Evaluation and Reporting process should therefore address the reporting requirements that of the EPWP. Performance indicators are also aligned to the reporting requirements of the various other stakeholders with interest in the programme. The stakeholders range from Cabinet, DPME, the CWP Steering Committee, DFID-SA and National Treasury

  21. 13. KEY CHALLENGES • Three Levels of Agents – delays and direct accountability difficult • Inadequate Data Management and verification processes - Late and Non Payment of Participants • Proper Contract Management, including sanctions and incentives + Sub-contracting • Monitoring and Evaluation is one of the weaknesses of the current system • Differences between CWP and EPWP numbers reported to IMC • Delineation of Roles, particularly those of Provinces – Human Resource, Financial Resource (Unfunded Mandate) • Implementation Manual Used as Auditing Tool • Adequate Structure, Capability and Capacity to manage programme as per the TOC • Financial Management Capacity and Capability, including IT

  22. 14. PLAN TO ADDRESS CHALLENGES Single Level of Agent Through discussions with members of NSC and others have agreed on a single level of Agent for improved management and accountability. The programme is keen on contracting 23 Implementing Agents for geographical, provincial and district considerations. However, the ToRs is written to commence with one agent per province due to the uncertainty of number and quality of proposals per province. No Sub-Contracting for Implementation The TORs and Contract will not permit any subcontracting for the implementation. Training, Some level of Research and other specialist Skills would be permitted. Payment of Participants to be managed by DCoG From October, a centralized MIS has been utilized to pay all participants and this would be migrated to DCoG by February 2014. A GIZ funded consultant has been supporting this process.

  23. Thank You Re a leboga Ndo livhuwa Dankie

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