A Critical Review of Project Implementation Strategy of the Southern African Development Community (SADC) Secretariat (2011-2014)

Abstract

The objective of this research is to critically review the strategy for project implementation of the Southern African Development Community (SADC) Secretariat for the period 2011-2014. The study sought to critically analyze the constraints faced by the Secretariat to finalize and implement projects that would not have been completed. Since the formation of SADC in 1980, there has been little progress in this area. A sample of sixty-six (66) staff members composed of the directors and those directly involved in project management were drawn from a total population of five hundred (500) employees. Primary data was obtained through questionnaires and interviews and data from respondents was used to arrive at conclusions. To ensure the reliability and validity of conclusions and findings, the data collected was purely based on the research objectives in line with the research topic. In addition, literature read, from various sources, eliminated any chance of bias from one author. The research ascertained that since 1980, the SADC Secretariat has not fully met its strategic project implementation objectives. Despite several approved projects and policies and strategies in place, it was discovered that these projects were not successfully. Furthermore, funds are distributed late and there is lots of bureaucracy resulting in delayed implementations. The study also revealed that most member counties are not fully committed to the overall strategic road map of the organization. The research reached the conclusion that, to enable SADC successfully to achieve its objectives, the process of implementing projects must be underpinned by appropriate policies of implementation, and institutional frame- works, which gives conducive environment for these strategic process drivers.