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Promotion of Decent Work in Southern African Ports (phase II) - Midterm Evaluation

eval_number:

2139

eval_url:

https://webapps.ilo.org/ievaldiscovery/eval/2139

lessons_learned:

themes:

theme:

Resource management

category:

Organizational issues

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comments:

Stakeholders of the South African component of Phase II, and specifically, South African Transport and Allied Workers Union (SATAWU) at the DCT, United Transport and Allied Trade Union South African Railways and Harbours Union (UTATU SARWHU) at the DCT, Transnet Port Terminal management, DCT Pier 1 and Pier 2 management teams, employees at the DCT Pier 1 and Pier 2, and Dutch government.

challenges:

Staff turnover observed among various stakeholders during the periods of Phase I and Phase II severed the relationship established by the CTA during the earlier phase. Therefore, the same amount of effort was then required by the CTA to establish the relationship among the PMU and the parties who were already involved in Phase I, as was the case with new project stakeholders. This somewhat limited the total benefits that could have been achieved.

success:

It takes a lot of time to set up a relationship and build trust. It is now clear that among the contributing factors ensuring the progress of Phase II on selected activities was the fact that the CTA responsible for the implementation of Phase II was the same person as the one involved in implementation of Phase I. It was also among the factors that contributed towards the smooth transition between Phase I and Phase II, which assisted in avoiding certain delays in the project’s execution.

context:

Phase II of the Promotion of Decent Work in Southern African Ports project was launched immediately after the completion of Phase I of the said project. The scope of the latter included the Port of Durban and specifically the Durban Contain Terminal (DCT). The scope of Phase II was expanded and in addition to the DCT Pier 1 and Pier 2 included the Port of Richards Bay (specifically Bulk and Multi-Purpose Terminals), the Port of Maputo (specifically Bulk and Break Bulk Terminals), and the Maritime School of Excellence. Despite the expanded scope, Phase II PSC composition and stakeholders’ list had notable overlaps with that of Phase I. For example, the immediate beneficiaries and ultimate beneficiaries in Phase I associated with the DCT were also the beneficiaries in Phase II; donors and contributors involved in the project’s Phase I were also involved in Phase II; lastly, some of the members of the Project Steering Committee (PSC) in Phase I were also the members of the PSC in Phase II. As a result, when Phase II was launched, some of the stakeholders involved in Phase I continued to be involved in Phase II. Since the CTA for both phases also remained the same, it contributed to the smoother transition between the phases and allowed the PMU to capitalise on the relationship established by the CTA with the selected stakeholders during the execution of Phase I.

description:

Having the same individual in the position of a Chief Technical Advisor (CTA) during different phases of the same project is conducive for a smooth transition between these phases and reduces operational risks for the project.

administrative_issues:

Ensure that the CTA and possibly the entire PMU team remains the same when project transitions from one phase to another.

url:

https://webapps.ilo.org/ievaldiscovery/lessons/203720

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location:

country:

South Africa

region:

Africa

---

eval_title:

Promotion of Decent Work in Southern African Ports (phase II) - Midterm Evaluation