Importance of the effective management of agricultural projects in the Central Region of the North West Province

Abstract

The purpose of this study is to determine whether ineffective management is responsible for the failure of designated agricultural projects. Whilst the Department of Agriculture spends millions of Rands, on an annual basis, to address food security and sustainable agricultural development in the North West Province, designated projects have a tendency for failure. The fundamental question in the study seeks answers to the major causes that result in the failure of agriculture projects, including how such factors can be prevented. Questions are also raised with regard to the management processes utilised, adequacy of management skills amongst stake holders, project management capabilities of departmental staff responsible for monitoring and evaluation, the extent to which project management is implemented, managerial skills training/development for beneficiaries and the level of support accorded to previously disadvantaged farmers by respective role players. The study revealed that the Department of Agriculture, Conservation and Environment, the farmers and the farming system were to a certain extent jointly responsible for the failure of designated agricultural projects as outlined below: Five (83.3%) of the six Executive Management respondents and 59 (66.29%) of the total respondents agreed that the Department of Agriculture, Conservation and Environment (DOACE) is responsible for the failure of designated agriculture projects. This is an objective indication that the department has accepted responsibility for the failure of designated projects which indicates a willingness to seek appropriate solutions. Six (100%) of the Executive Management respondents and an overwelming 58 (65.17%) of the total respondents agreed,

that the farmers and the farming systems are responsible for the failure of designated agriculture projects. By apportioning blame to the farming system most managers have doubts about the sustainability of the systems that are utilised within the department. The study recommended that a more formal project management approach should be implemented with supporting farming systems being aligned to the project management approach. Adequately training and development be provided for departmental staff and other role players in keeping with the formalised project management system. Financial support and sponsorship should be sourced from major stakeholders or funding agencies. Change management should be introduced to change the current mindset of rural farmers to one with a business driven urge. Further research should be undertaken from a holistic perspective. The outcome of the study reveals that there is and overwelming response that the introduction of a formalised project management system has tremendous potential for a higher success rate regarding designated agriculture projects. The supporting agencies such as the Land Bank, Agricultural Unions and Cooperatives must play a more positive role in support of designated agricultural projects. In keeping with the previous statement this study provides the necessary guidelines to address the challenges and impediments responsible for the failure of designated agricultural projects.