core values · web viewcurrently, council has 20 classroom blocks under inspection, which are built...

HURUNGWE RURAL DISTRICT COUNCIL

Strategic Plan for 2015-2018

_____________________________________________________________________1

Table of ContentsChapter Content Page No# I. Cover page 11. Table of contents111. List of Appendixes 1V. Acronyms 1 Introduction and Background2 Vision3 Mission4 Values5 Terms of Reference6 Overall Functions7 Departments in Council and their roles8 State Enterprises Parastatals , 9 Environmental Scan –current situation, PESTLEG,SWOT analysis10 Key Result Areas11 Clients Needs and Problem Analysis12 Stakeholder Analysis13 Policies14 Goals15 Strategies ,Assumptions And Risks16 Strategic Results Chain And Monitoring And Evaluation Framework

Impact PlanOutcome PlanOutput Plan

17 Resources18 List of Participants

_____________________________________________________________________2

LIST OF APPENDICES

Appendix 1: Zimbabwe Land Policy HistoryAppendix 2: ZIMSTATS 2012 Census reportAppendix 3. EMA 2014 Annual Natural Resources reportAppendix 3: CAMFED periodic reportAppendix 4: Hurungwe Rural District Council Deforestation AnalysisAppendix 5: Agricultural ProductionAppendix 6: Drought Periods in ZimbabweAppendix 7: Livestock CensusAppendix 9: Stands Register 2015

LIST OF MAPS

1. Hurungwe Rural District Map2. National and regional setting3. Population distribution map4. Land classification map5. Wildlife distribution map6. Road network7. Power and energy distribution8. Health facilities9. Education facilities

_____________________________________________________________________3

Acronyms

CAMPFIRE - Communal Areas Management Program for Indigenous Resources CEO - Chief Executive OfficerCBM - Community Based Management CTDO - Community Technology Development OrganizationCPU - Civil Protection UnitDWSSC - District Water Sanitation Sub CommitteeEMA - Environmental Management Agency FCTZ - Farm Community Trust of Zimbabwe HRDC - Hurungwe Rural District CouncilIOM - International Organization for Migration LA - Local AuthorityMoHCC - Ministry of Health and Child CareMoWENW - Ministry of Water, Environment and Natural Resources NAC - National Action Committee RDC - Rural District CouncilPLWD - People Living With Disability PHHE - Participatory Health and Hygiene EducationPWA - Parks and Wildlife AuthorityPWSSC - Provincial Water and Sanitation Coordinating CommitteeSP - Strategic Plan SSCF - Small Scale Commercial FarmsUNICEF - United Nations Children's FundVS&L - Value savings and lending WASH - Water Sanitation and Hygiene WHH - WelthungerhilfeZIMASSET - Zimbabwe Agenda for Sustainable Social Economic TransformationZNA - Zimbabwe National Army ZINWA - Zimbabwe National Water Authority

_____________________________________________________________________4

1. INTRODUCTION1.1 Physical Location and Administration BoundariesHurungwe District is situated in the north-western part of Zimbabwe and is one of the six districts that make up Mashonaland West, Makonde district to the South and Guruve district Mashonaland Central to the north. It is the largest district in Mashonaland West, with a total area of 19 678.34 square km.

Four authorities namely Hurungwe Rural District Council, National Parks, Karoi Town Council and Chirundu Local Board administer the district.

Two authorities administer the urban sector of the district namely, Karoi town and Chirundu towns respectively.

The district also is home to one of the country’s biggest game reserve, the Zambezi Valley conservation area.

Hurungwe District comprises 26 wards, which are classified as follows: 14 Communal wards 4 Resettlement wards 8 commercial ward which have been grouped into A1 and A2 commercial

farming area.

_____________________________________________________________________5

MAP1: HURUNGWE RURAL DISTRICT

KEY

Features

_____________________________________________________________________6

Chief Dendera

Chief Dandawa

Chief Nematombo

Chief Chundu

Chief Nyamhunga

Chief Kazangarare

-Chiefdoms

-District Boundary

_____________________________________________________________________7

1.2 Historical Background

After independence the then Council were merged to form the District Councils in 1981. European commercial farming areas existed under the administrative authority of Rural Councils.The unification of the African Councils throughout the district namely Nematombo, Mujinga, Kazangarare, Nyamhunga, Dandawa, Dendera and Vuti SSCF resulted in the birth of the District council. Each of the seven African Councils was under a chief. However, in 1993, the Government produced a policy paper, which inter alia, advocated for and resulted in the amalgamation of district councils with Rural Councils to form Rural District Councils, of which Hurungwe Rural District Council is a product of that amalgamation.

1.2.1 Administrative AuthorityThe production of this plan was spearheaded by a Hurungwe Rural District Council, which administers the biggest area in the district. The Council’s legislative body is comprised of 26 Councillors. Previous and now has 26 elected Councillors. The Head Office is located at Magunje District Service Centre, which is some 34 kilometres from Karoi town. Magunje is also the district growth point and central from every corner.

1.2.2 Aims and Objective of the Strategic Plan To provide an efficient service to the community in a transparent and accountable

manner through participation, co-operation and co-ordination of all stakeholders. To come up with an inventory for the district giving equal weight to the district’s

strengths and weaknesses. To promote the most effective use of scarce resources amongst many needs. To come up with the best method to foster economic growth within the context of the

strengths and weaknesses identified in where is (a). To provide framework within which projects can be identified, prioritized and

implemented as part of the rolling or annual plans. To provide a firm basis for co-ordinated decision-making process at the district level. To come up with firm strategies to be employed in exploiting the strengths and

mitigating the effects of the weaknesses identified in (a). To create an efficient communication network. To upgrade already established tertiary and vocational training facilities which offer

practical hands on training for the increasing number of unemployed youths. To construct dams for irrigation in order to diversify crop production methods that are

traditionally reliant on seasonal weather patter alone.

1.2.3 M ethodology After the realization that developmental projects were imposed on the people ahead of their own preferences (a process described as the top-down approach), the government then made an about turn and proposed that instead projects should emanate from the people hence consultative and participatory methodologies were used widely, for the purposes of compiling this document. This later approach called the, the bottom up approach, was found _____________________________________________________________________

8

to be democratic and included the local people who now have a say in developmental issues/projects that affect them making the entire planning process quite sustainable and reflective of the wishes of people at the grassroots. Therefore it is important to mention that the methodologies used in the formulation of this document very much mirror this concept of the, bottom-up approach. These include the following:

1.2.4 Use of QuestionnairesQuestionnaires were prepared, which were of a structured nature by the Planning, Monitoring and Evaluation sub-committee members to sent people during ward visits.

1.2.5 Desk ReviewIt was that most of the information pertaining Hurungwe District was in the offices of the respective RDDC members, it was only a matter of retrieving and compiling, whilst at times updating of same would also be required. Responsibilities were parcelled out to PME members to collect this information from their offices or from the offices of other stakeholders like members of the RDDC, and NGOs operational in the area. This information was compiled into a draft document after which information gaps and outdated information were identified and the document updated.

1.3 Review of 2014-2018 Strategic PlanThere were no major changes in implementation and review of the 2014-2018, Strategic Plan which was mainly due to the non-availability of resources both material and financial. The review of this strategic plan was widely influenced by Integrated Result Based Management and the alignment to the blue print, ZIMASSET, mainly focussing with the cluster areas and the need for quick wins, gains through rapid action that call for immediate results.

Council’s performance can be summarized sector by sector as follows:

1.3.1 Material Productive SectorAgricultural production has been seriously affected by the current economic down turn. The situation is worse in the communal areas. Planned irrigation schemes were not implemented except for Nyamhunga and Magunje and Chewore Irrigation Schemes.

Council revenue based has been widely negatively affected by changing national policies conflicting with the Rural District Act 29:13. This has seen a number of Council revenue lines which traditionally and legally constitute a huge percentage of Council revenue going to other government portfolios notably:

Mining resources to Ministry of Mines Unit Tax to Ministry of Lands and Rural Resettlement. CAMPFIRE royalties to National Parks.

(For more achievements and information see attached maps , tables, photos , appendix)

_____________________________________________________________________9

1.3.2 Economic InfrastructureHurungwe rural district council purchased a motorised grader, however the provision for Infrastructure was limited, with old graders experiencing regular break downs though a significant improvement was made compared to previous financial years. Road maintenance total1686.6km out of430km were maintained by Council.(See also attached road networks coverage for Hurungwe Rural district Council, appendix)

The district water coverage has significantly improved with a number of community and institutional boreholes drilled, the district required a total of ..............borehole repair, ..........rehabilitation, .............drilled, however for the period under review, a total of........were repaired, .............were rehabilitated, ................were drilled, with major strides noted in borehole drilling , though the achievement is greatly overshadowed, considering the vastness of Hurungwe District, and its ward and population to benefit.

(for more information see attached , tables, graphs, photos, appendix)

1.3.3 Social Infrastructure

Education Council facilitated construction and renovation of Matau primary and secondary, with

provision of 5 classroom blocks,2staff houses, 1ECD block,1 administration block, library ,computers, 10 squat holes for toilets ,and renovated 2 class room blocks for secondary by 2014.

Hurungwe RDC opened 3 secondary schools, namely Hwino, Madudzo,and Bakwa All 171primary schools own an ECD canter. Currently, council has 20 classroom blocks under inspection, which are built through SDC

efforts. A number of satellite schools are in the resettlement areas. However infrastructure is way below the required standard and the situation in most of these schools is pathetic as structures being used are mostly tobacco barns. Efforts to upgrade or construct new structures are again being hindered by a shortage of resources.

(for maps for proposed schools, current schools, photos of schools see appendix)Clinics

Council managed to open 5 clinics , namely Zebra Downs, Moy, Nyama,Murambi and Makuti.The following clinics are under construction : Chiroti,Chivakanenyama, Biegest and Masikati and Nyangoma clinic is under renovation

18 council clinics had a borehole drilled, placenta pit, bottle pit and proper sanitation structures constructed

Currently council continues to improve water and sanitation for its clinics, providing water tanks, engines and pumps

Construction of maternity waiting homes is underway in 4 clinics

_____________________________________________________________________10

Housing Hurungwe residents continue to get houses and residential stands through home ownership

schemes, and allocation of residential stands(for maps, photos of health centres see appendix)

1.2. DISTRICT PROFILE

1.2.1 POPULATIONHurungwe Rural District Council serves the highest population in Mashonaland West province. Using the 2012 census report, the population of Hurungwe rural district is now estimated 42 7444, males.........., females............. which is roughly 22% of the total population for Mashonaland-West province. Not with standing that the district is the largest in the province, in terms of physical expanse the relatively high population figures can be attributed to inter alia, the influx of people from within the province and beyond searching for good agricultural soils which make up the district.

Table 1: Population Statistics for Hurungwe Rural District CouncilWARD ESTIMATED

POPULATION Males Females

1 13934 7176 67582 11243 5714 55293 10287 5105 51824 8476 4349 41275 2911 2586 54976 11862 6147 57157 13491 6904 65878 15345 7636 77099 24424 12190 12234

10 8670 4190 4480

11 16191 7825 8366

12 8963 4503 4460

13 22797 11171 11626

14 26590 13073 13517

15 6392 3152 3240

16 16489 8107 8382

17 8409 4092 4317

18 10721 5596 5125

19 9575 4938 4637

_____________________________________________________________________11

20 8099 4108 3991

21 11489 5871 5618

22 14909 7469 7440

23 8154 4099 4055

24 11499 5622 5877

25 14615 7115 7500

26 6554 3226 3328

TOTAL 324675 162289 162386

Source:ZIMSTAT: Preliminary results Census Report2012

2. Council Vision A district which economically empowers, employs, develop and sustain a better quality of life for everyone within Hurungwe , taking into consideration gender equality.

3. Council Mission To provide efficient, quality service to the community in a transparent, accountable manner promoting development in the district through gender mainstreaming, sustainable utilization of available resources and co-operation among stakeholders.

4. Core Values 4.1 Quality serviceIn implementing this strategic plan, Hurungwe Rural District Council thrives to offer the best service delivery for the inhabitants of Hurungwe at an affordable cost to both the consumer and the local authority.

4.2 TransparencyService delivery to the community shall be conducted in a manner that is open to all stakeholders and the general public. We will serve the public in a clear and responsible manner for all stakeholders to analyze and comprehend.

4.3 AccountabilityHurungwe Rural District Council will be accountable to the community that we serve and the stakeholders we work with.

4.4 EquityHurungwe Rural District Council will implement services in an equitable manner where all wards are considered without favour. All the needs of the inhabitants of Hurungwe district are important hence the needs of the socially excluded.

_____________________________________________________________________12

4.5 IntegrityKnowing and doing what is right at the right time in our quest to improve the living conditions of inhabitants of Hurungwe district.

4.6 EffectivenessHurungwe Rural District Council will deliver quality services in an effective manner which is sustainable.

4.7 EfficiencyThe resources in the delivery of services will be handled in an efficient manner.

4.8 Good governance Hurungwe Rural District Council will be responsive to the needs of the people and will promote openness and good moral values in service delivery.

4.9 ProfessionalismHurungwe Rural District Council will be guided by the organisation ethics and etiquette.

4.10 Client Orientation The focal priority of Council is service delivery to all its clients with cooperation from all government departments and nongovernmental aid.

5. TERMS OF REFERENCE As a local authority Hurungwe Rural District Council conducts all its operations in full adherence of both its internal policies and government regulations which include inter-alia.

5.1 Internal PoliciesTransport Management PolicyEmployees Code of ConductCouncillors Code of ConductCouncil ResolutionsSafety PolicyHousing Policy Conditions of ServicesFinancial Standard Operation Management RegulationCouncil Annual BudgetLocal Environmental Action PlanCouncil Gender PolicyCouncil Sexual Harassment PolicyCouncil HIV Policy Council By-lawsDevelopment PlanWASH Strategic Plan_____________________________________________________________________

13

5.2 External PoliciesConstitution of ZimbabweRural District Council Act Chapter 29:13Finance Act Chapter 23:04Education Act Chapter 20:04Regional, Town and Country Planning Chapter 29:12Water Act Chapter 20:22Roads Act Chapter 13:13Communal Lands Act Chapter 20:04Traditional Leaders Act Chapter 29:17Environmental Management Agency Act Chapter 20:27Liquor Licensing Act chapter 14:12Shop Licensing Act Chapter 14:17Procurement Act Chapter 22:14Protected Places and Areas Chapter 11:12Income Tax Act Chapter Stray Stock Trespass Act Chapter 19:14Stock Theft Act Chapter 9:18 Parks and Wildlife Act Chapter 20:14Labor Relations Act Chapter 28:01Firearm Act Chapter 10:09Mines and Mineral Act Chapter 21:05Civil Protection Act chapter 10:06Procurement Act chapter 22:14Domestic Violence ActNational Gender PolicyNational Housing PolicyNational HIV PolicyWASH PolicyCirculars ZIMASSET

6. OVERALL FUNCTIONS 6.1. Acquisition, maintenance, development and disposal of property.6.2. Open spaces.6.3. Recreational facilities.6.4. Showground.6.5. Trees.6.6. Conservation of natural resources.6.7. Bush fires.6.8. Fences.6.9. Clearing of land._____________________________________________________________________

14

6.10. Cultivation and farming.6.10. Cultivation and farming.6.11. Grazing.6.12. Agricultural and other services.6.13. Animal diseases.6.14. Facilities for animals.6.15. Fisheries.6.16. Slaughter-houses.6.17. Markets and agricultural and other produce.6.18. Sale of products.6.19. Manufacture and sale of mahewu.6.20. Roads, bridges, dams, etc.6.21. Parking.6.22. Omnibuses.6.23. Ferries.6.24. Lighting.6.25. Decorations and illuminations.6.26. Advertising hoardings.6.27. Drains, sewers and sewerage works.6.28. Water.6.29. Obstruction of water flow.6.30. Pollution.6.31. Public sanitary conveniences.6.32. Effluent or refuse removal and treatment.6.33. Control of pests.6.34. Hospitals, clinics and health services.6.35. Ambulances.6.36. Fire brigades.6.37. Crèches.6.38. Maternity and child welfare services.6.39. Family planning services.6.40. Charitable institutions.6.41. Maintenance allowances.6.42. Funerals.6.43. Grants to charities, sports etc.6.44. Grants to other local authorities.6.45. Educational institutions.6.46. Youth centers.6.47. Employment bureau.6.48. Libraries, museums, theatres, public halls, botanical and zoological gardens.6.49. Orchestras and bands.6.50. Aerodromes and helicopter stations.6.51. Boats.

_____________________________________________________________________15

6.52. Publicity.6.53. Public entertainment.6.54. Allowances for councilors and members of committees.6.55. Acting allowances.6.56. Travelling expenses.6.57. Courses for councilors, members of committees, officers and employees.6.58. Loans to officers and employees for transport.6.59. Congresses.6.60. Subscriptions to associations.6.61. Insurance.6.62. Mementoes.6.63. Coats of arms and seal.6.64. Monuments, statues and relics.6.65. Gender HIV/AIDS, Cross cutting issues mainstreaming.

7. Departments in the organization and their core values Hurungwe Rural District Council is made up of five departments each headed by a manager, who all report to the Chief Executive Officer.

a) Administration and Human Resources DepartmentDepartmental VisionTo be an Administration and Human Resource department that is able to administer Council material resources and human resources affairs equally, and fairly.

Departmental MissionTo manage office systems, assets, transport, human resources of Council effectively and efficiently.

Core FunctionTo equip all Council office with the right tools to execute office mandateProcurement of assets and efficient managementTransport managementHuman resource planning, Training and developmentProviding secretarial services to all Council committeesPlanning and organizing all Council committee meetingsImplementation of external and internal Council policiesTo institute policy compliancy

b) Finance and Economically Development DepartmentDepartmental VisionTo be a department that is able to manage Council finances.

Departmental Mission

_____________________________________________________________________16

To develop, control and produce financial transaction of Council in a transparent and accountable manner.

Core FunctionBudgetingProduction of financial statements, financial records, final accounts and audit.To carry out income generating projects and marketing of Council by-products.To submit to Council at the end of each financial year an interim report showing the financial transaction and affairs of Council during the financial year.To submit to Council quarterly a schedule of all payments made by or on behalf of Council.To regulate the overall financial affairs of Council and its committees in accordance with the financial regulation of Council.To pay for Councillors month allowances and salaries to employeesTo insure all Council equipment and property as required by CouncilTo institute and comply with government regulations and Council internal policies.To serve the Finance and Economic Development Committee.

c) Social Service DepartmentDepartmental VisionTo be a department that sustains a better quality life for its inhabitants.

Departmental MissionTo provide cost effective, efficient education, health, water and sanitation and other social services to the inhabitants of Hurungwe district.

Core FunctionTo provide and maintain provision for all social amenities such as housing, clinics, schools, parks, libraries, market places , recreational facilities ,crèches, maternity houses, family and child welfare services and family planning.To institute and comply with Council By-laws and other regulations governing the provision of social services.To plan, coordinate implement and monitor water and sanitation programmes. To plan and implement programmes for the aged and safety nets.To plan , coordinate, implement and monitor all cross cutting issues, Gender , and HIV/AIDSTo coordinate programmes of Non-Governmental Organisations., To carry out any other functions as delegated by Council.To prepare a departmental budgetTo serve the Social Service committee

d) Agriculture and Natural Resource Department Departmental Vision

_____________________________________________________________________17

To be leading department in the management and sustainable utilisation of natural resources in the district.

Departmental MissionTo effectively and efficiently manage and utilize natural resources in a sustainable manner without compromising the environment.

Core FunctionTo attend Problem Animal Control (PAC).To resolve land disputes.To monitor natural resources.To monitor wildlife (CAMPFIRE).To prepare the department budget.To conduct Stray Stock auction.To conduct awareness campaigns.To conduct awareness campaigns of sustainable farming and fire Indabas.To serve the Agriculture and Natural Resource committee.

e) Roads, Planning and Works DepartmentDepartmental VisionTo efficiently deliver service in terms of construction, repairs and maintenance of Council infrastructure.

Departmental MissionTo plan for all developments in the District and implement works so as to enhance public safety through the provision and maintenance of relevant infrastructure.

Core FunctionTo plan and implement all development in the districtTo implement works for public safety through provision and maintenance of infrastructure (roads, bridges, dams, water supplies, water reticulation, sewerage reticulation and disposal)To provide decoration and illuminations of roads, buildings and lightingTo institute and comply with government regulation and Council internal policiesTo serve the Roads, Planning and Works committee.

_____________________________________________________________________18

8. State enterprises and Parastatals, Statutory bodies and Grant aided institutions under the Ministry

VendorsLocal Business AssociationMembers of ParliamentZimbabwe Republic PoliceZimbabwe National Water AuthorityZimbabwe Electricity Supply AuthorityMinistry of State RoadsMinistry of Health and Child CareMinistry of Lands and Rural ResettlementMinistry of Primary and Secondary EducationMinistry of Social Welfare, Child care and Probation ServicesMinistry of Women Affairs, Gender and Community DevelopmentMinistry of Local Government, National Housing and Public WorksFamily Aids Community TrustNational AIDS CouncilPopulation Services Zimbabwe AgritexVeterinary ServicesEnvironmental Management AgencyDistrict Development FundNational Parks and WildlifeDepartment of IrrigationDepartment of MechanizationDepartment of Livestock Development and Production.

Non Governmental OrganizationsGoal ZimbabweCeshharLenard shire CAMFEDCommunity Technology Development OrganizationFarm Community Trust of Zimbabwe International Organization for Migration United Nations Children's FundWater Sanitation and Hygiene Welthungerhilfe

_____________________________________________________________________19

9. Environmental Scan

a. Current situationDemand for service delivery is increasing yet revenue base is dwindling due to the prevailing macro and micro economic challenges and the transition and changes in external policies. Conflicting national polices and Council by-laws e.g agriculture and natural resources are highly negatively affected.

i. Source of Conflict

Source of ConflictWood permits Tobacco Contractors; Forestry

Commission and EnvironmentalManagement Agency

Verses Hurungwe Rural District Council.

Land Tax Ministry of Lands Verses Hurungwe Rural District Council.Campfire National Parks Verses Hurungwe Rural District Council.Mining Permit Ministry of Mines Verses Hurungwe Rural District Council.

b. PESTLEG ANLYSISIt is very important to carry out an environment scan to the opportunities, risks and challenges that are faced in the service delivery. PESTLEG analysis was conducted as shown in table below:-

Political, Economic, Social, Technology, Legal, Environment, Governance Analysis Factor Positive impacts Negative impactsPolitical All councillors belong to one

political party hence easy adoption of council resolutions

Some Politicians disregard Council procedures, policies by-laws hence conflict between Council, and politicians.

Some politicians disregarding mandate of council, hence derailment of service delivery and development

Some politicians dismally failing to separate politics from development issues

Economic No inflation Dollarization stabilized prices. Good road networks.

Liquidity Crunch. High default rates among debtors High interest rates hence difficult to borrow

from financial institutions. Key revenue lines have been paralysed. Hurungwe district is a vast district hence

needs huge sums of money for roads _____________________________________________________________________

20

maintenance.Social Local leaders and Communities are

supportive to the development of their areas.

Communities are gender aware. Council conducted sanitation

campaigns. Council has constructed new

clinics. Council managed to establish

schools and ECD centres in the district.

Council managed to drill boreholes.

Lack of resources by communities to accomplish locally identified targeted developmental projects.

In other areas cultural, religious and political connotations are negatively affecting gender mainstreaming.

Recruitment has been reduced. The existing health facilities are not

adequate. There is no adequate infrastructure for

school. The vastness of the district and the wards

hence water coverage is still low. The provision for public and social amenities

is still low.Technological Most areas in the district are

connected to mobile network. 1. Erratic network coverage, in terms of

internet, radio and television waves2. Excessive power cuts.3. Inadequate boosters in remote wards.

Legal Council has external and internal policies.

Conflicting national policies verses Council by-laws and resolutions.

Environmental Abundant natural resources such as wildlifeHurungwe is a tobacco growing area hence many people have access to cash at some point

Low water table due to effects of climate changeConflicting policiesAgriculture encroachmentVeld firesPoaching(animal and wood)Illegal settlement

Governance There is only one political party represented in council which makes passing of council resolution easier.

Representation of women in policy making and decision making is significantly low. Out of the 26 councillors there are only 3 women councillors

c. SWOT AnalysisStrengths

_____________________________________________________________________21

Economy: The stable economy enables local authorities to make standard budgets that will not be affected by inflation, in achieving at the end of a final period.

Legal: Hurungwe Rural District Council delivers services through a well established organizational structure legally supported by the Constitution of Zimbabwe; a number of legislative and internal policy frameworks that support service delivery that are client orientated.

Human Resources: Rural District Council has qualified staff in Council departments and key positions such as2 engineers, finance, human resources, social service and agriculture and natural resource management.

Infrastructure: Council has good road network which has improved accessibility and mobility for goods and services.

Governance: In terms of the institutional framework the district has vibrant Council committees which operate from the village level to the national which are formal spaces for public participation.Strong internal controls invigorated and buttressed by regular checks of internal and external auditors with an audit committee in place.

Mobility: Hurungwe Rural District Council made significant improvements in the provision for a sound, good fleet of vehicles for revenue collection, problem animal control (PAC), building’s inspection, road maintenance construction of bridges and monitoring social development projects. Council conducts monitoring and evaluation for all its activities and ongoing projects.

WeaknessesEconomic: Current economic status and high interest rates dwindles the provision of

agricultural loans, thus the district relays on contract farming of which the surplus grains are transported out of the district, hence increasing food insecurity. The district has limited resources in farm equipment and tillage capacity and this limits it capacity to be the bread basket of Mashonaland west.

Due to the dwindled revenue base Cause lacks enough resources to uplift the district clinics, schools and other social stranded infrastructure.

Due to conflicting revenue authority Council lacks enough resources to procure earth movement materials and Riggs for adequate service delivery in its rural communities.

_____________________________________________________________________22

Agricultural and Natural Resources: There is too much pressure on the land, the current population density is 15 persons per square and this situation makes the district prone to land conflicts and illegal settlements (squatters). The district has inadequate dip tanks for small and large livestock’s, this makes the district a risk free for stock diseases such as gwembe and lamp sink, foot and red mouth diseases. The district does not have variety for cattle stock, goats and this causes Hurungwe stock to be purchased at very low prices and hence the district is relegated on the meat market.

The district is prone to high resilient illegal settlers who are cutting down trees illegally and unreasonably at an alarming rate.

Figure 1, Deforestation Rate

2001 2011 2013 20140

2

4

6

8

10

12

14

tress cut down 2012-2014tress cut down 2010-2012tress cut down 2001-2010

Due to dwindling economical authoritative base Council lack enough material and human resources to conduct anti-poaching activities and hence the district is prone to huge poaching activities and a declining CAMPFIRE.

Technology communication channels: One of the major weaknesses is that the local authority has poor network coverage.

Morality: The district is struck with high girl child school dropouts caused by the evolving social environment and difficult economic situations at home.

Figure 2: CAMFED School Dropout Statistics:

_____________________________________________________________________23

2001 2011 2013 20140

100

200

300

400

500

600

700

school dropouts in 2013-2014school dropouts in 2011-2012school dropouts in 2001-2010

OpportunitiesWater and Sanitation: The district has clean safe drinking water bodies as confirmed by

Environmental Management Agency 2014 annual report, thus there are no threats of water born pandemics.

Power Supply: Though the Rural Electrification Programme under REA is gradually developing, the district receives abundant solar power due to its geological and topological position and as such in rural and urban areas people have resorted to the use of solar power as a subsidiary and sustainable power source.

Small and Medium Enterprise: The district is establishing cooperatives through Government inputs for irrigation schemes and as such the districts’ vast land has given rise to small scale horticultural projects and this has lead to increase of food security which can be increased if financial resources are available with the co-operation of key stakeholders in the projects .

Institutions: The district has a functional vocational training centre which is used to train the youth on a variety of skills such as, building, hotel and catering, motor mechanics, cloth making, welding and carpentry.

Infrastructure: The District has well established road network which makes it easy to access market places at affordable prices. The district as adequate land for housing developments.

Hurungwe Rural District Council Stands Structure

971

14999211403000

ResidentialCommecialIndustrialinstitutional Residential Vacantreserved land

_____________________________________________________________________24

Stakeholders: Hurungwe Rural District Council has government support in the form of technical experts that are at the disposal of the Council these can be found in the following government ministerial departments.

Zimbabwe Republic PoliceZimbabwe National Water AuthorityZimbabwe Electricity Supply AuthorityMinistry of State RoadsMinistry of Health and Child CareMinistry of Lands and Rural ResettlementMinistry of Primary and Secondary EducationMinistry of Social Welfare, Child care and Probation ServicesMinistry of Women Affairs, Gender and Community DevelopmentMinistry of Local Government, National Housing and Public WorksAgritexVeterinary ServicesEnvironmental Management AgencyDistrict Development FundDepartment of IrrigationDepartment of MechanizationDepartment of Livestock Development and Production.National Aids CouncilPopulation Services Zimbabwe Abundant natural resources

ThreatsThe Hurungwe Rural District Council has a number of threats that limit proper delivery of services.

Conflicting Statutory Epistles: A number of regulated ministerial bodies have been given authority to collect levies in local authorities revenue bases and this is ultra-virus to the Rural District Council Act, chapter 29:13, hence revenue base limits the amount of fund set aside for development projects has been reduced.

The Ministerial directive of July 2013 to write off debts affected council revenue flow hence service delivery was negatively affected.

Economy: Due to the current liquidity crisis the economy disables Council from borrowing funds from financial houses and from the government, thus the provision for proper water and sanitation; and other developments is dwindled, e.g. Magunje-Tengwe water and sewerage reticulation system.

_____________________________________________________________________25

Majority of the district lie under region 2 which is conducive for crop cultivation and livestock production, however the prohibiting cost for inputs from suppliers makes it difficult for the district to produce adequate yield to ensure food security.

Global Warming: Hurungwe District is threatened by climate change where the water table is lowering causing drying up of boreholes.

The seasonal shift has resulted to untimeously crop production hence low yields of grains through improper cultivation.

Due to tobacco being grown as a cash crop, deforestation is on the increase in thedistrict. Deforestation has negative impacts on food security and water sources asmore rivers and dams are now silted.

_____________________________________________________________________26

10. Key Result Areas

No. Key Result Area Weight

age

Responsible Department/s Sector/ Cluster KRA Reference

National KRA Reference

MDG Reference

KRA1 Corporate

Governance

15% 1. Administration and Human Resources.

2. Finance and Economic Development

1, 3 and 6

KRA2 Social Service

delivery

25% 1. Roads, Planning and Works.

2. Social Services.

3. Finance and Economic Development.

4. Administration and Human Resource.

2 2 6

KRA3 Infrastructure

development

25% 1. Roads, Planning and Works.

2. Social Services.

3. Agriculture and Natural Resources,

4. Finance and

Economic Development

5. Administration and Human Resources

2 2 1and 3

KRA4 Sound Financial

Management


2. Roads, Planning and Works.

3. Social Services.

4. Agriculture and Natural Resources.

2 2 3

_____________________________________________________________________27

5. Finance and Economic Development.

KRA5 Management of

Natural

Resources


2. Finance and Economic development.

3. Social Services.

4. Agriculture and Natural Resources.

_____________________________________________________________________28

11. Clients’ Needs and Problem Analysis External Clients Client Problem Analysis Characteristic and extent

Needs:Business stands

Needs:50% of business community require commercial stands of 300m2 and only 2% of business community require industrial stands of 100m2

Problems: 1. Renting business premises.2. Open space production

Problems:50% of the business community are renting premises and need the problem to be resolved.2% of the community require the problem of operating on hazardous and by –law restriction prone spaces resolved.

Causes:1. Lack of serviced commercial stands.2. Lack of serviced industrial stands.

Causes:

Clients 2Villagers

Needs:1. Water

Needs:Portable borehole water. 40% of villagers require borehole water.

2. Roads Trafficable well gravelled roads. 90% of the villages require trafficable well gravelled roads.

3. Clinics

4. Dip tanks

Well built and equipped Clinics andWell built dip tanks. 20% and 30 % of the villagers require standard clinics and dip tanks respectively.

5. Land 1a. arable land 1b. grazing land. 40% and 20% of villagers require arable and grazing land respectively.

6. Waiting Maternity Homes 40% of the villagers need well built and equipped waiting maternity home.

7. Problem Animal Control 100% of the Hurungwe district require wild animal control_____________________________________________________________________

29

8. Education 100% of the villages require civic education9. Toilets Homestead Blair toilets

Problems:1. Drinking water from unsafe water source.

Problems:30% of the villagers require the problem of fetching unprotected wells from river pools resolved.

2. Travelling long distances to nearest boreholes or water sources.

10% of the villagers require the problem of travelling an average 6 km to nearest water sources resolved.

3. Diseases 40% of the villagers require the problem of water born disease, Ebola and diahorrea.

4. Untrafficable deformed roads. 90% of drivers and community require Potholes, ruttes, corrugated deformed roads to be addressed..

5. Travelling long distance to the nearest clinics. 20% of villagers require the problem of travelling an average distance of 40kms to nearest clinics resolved.

6. Cattle diseases. Tick born diseases7. Overcrowding on arable land. More than four off spring families on 12 hectors arable land 8. Overgrazing More cattle than the carrying capacity of the land.9. Home deliveries Health risk deliveries10. Wild Animal Attacks Intermitted wild animal attacks.11. Crop distraction Seasonal crop distraction.12. Knowledge gap Civic knowledge gap. 13. Open Defecation Bush Open Defection.

Causes:1. Inadequate boreholes and maintenance

Causes:

2. Lack of maintenance3. Shortage of clinics.

_____________________________________________________________________30

4. Shortage of dip tank.5. Shortage of grazing land.6. Inadequate waiting maternity homes.7. Lack of control resources.8. Lack of information.9. Inadequate toilets.

Client 2A1 and A2 Farmers

Needs:1. Water

Needs:Portable boreholes water.

2. Roads Trafficable well gravelled roads.3. Schools Well built standard schools.

Well built standard dip tanks.Designated business centres.

Problems:1. Drinking water from unsafe water sources.

Problems:Unprotected wells or river pools.

2. Untrafficable deformed roads. Potholes, ruttes, corrugated deformed roads.3. Improper structures and travelling long distances

to the nearest school.Barns and sheds are classroom blocks and travelling an average distance of 10km to nearest school.

4. Animal diseases Tick born diseases5. Long distances to nearest business centres Travelling an average distance of 25kms to the nearest business centre.

Causes: 1. Inadequate boreholes

Causes:

2. Lack of road maintenance3. Lack of standard built schools.4. Lack of dip tanks and serviced business centres.

Client 3 Needs: Needs:_____________________________________________________________________

31

1. Public toilets2. Water 3. Lighting4. Roads 5. Stands

Problems:1. Diseases

Problems:

2. Open defecation3. Erratic water supply4. Crimes 5. Un-trafficable deformed roads.6. Staying in rented accommodation and

overcrowding.Causes:

1. Lack of toiletsCauses:

2. Power cuts, low horse powers.3. Unavailability of street lights4. Lack of road maintenance.5. Inadequate accommodation.

Client 4Vendors

Needs:Marketing stalls

Needs:Shed market stalls

ProblemsOpen space vending

Problems: Health hazardous prone vending spaces, lack of site advertisement and isolated from the centre of attraction.

Causes: Causes:

_____________________________________________________________________32

Lack of designated and constricted markets stalls. Lack of recommended vending spaces.Client 5Churches

Needs:Stand

Needs:Institutional stands require +400m2 of land.

Problems:Open space worshipping

Problems:Health hazardous worshipping spaces.

Causes:Lack of designated church stands

Causes: Religious and traditional beliefs.

Client 6Schools

Needs:1. Toilets

Needs:Well built blair toilets

2. Water Potable borehole water.3. accommodation Standard F14 teachers staff houses

Problem:1. Diseases

Problems:Diahorrea and water born diseases

2. Overcrowding An average of 3 families sharing in unit.Causes:

1. Inadequate blair toiletsCauses:

2. Inadequate boreholes3. Drinking from unsafe water sources4. Inadequate staff houses.

Internal Clients Client Problem Analysis Characteristic and extentClient 1Management

Needs:1. Vehicles

Needs:

2. Loans

_____________________________________________________________________33

3. Computers4. Tabulates

Problems:1. Travelling difficulties

Problems:

2. Expensive educational programmes3. High construction cost.4.

Clients 2:Employees

Needs:1. Training

Needs:

2. Loans3. Protective Clothing 4. Salaries

Problems:1. Knowledge gap

Problem:

2. Non affordability to enroll for educational programmes

3. Susceptibility to health hazard and injuries.4. Bad debts.

Client 3:Councillors

Needs:1. Training

Needs:100% Councillors require in house training and exchange study visits.

Problems:2. Knowledge gap.

Problems:100% of Councillors require the problem of widening the knowledge gap resolved.

Causes:1. Newly appointed.

Causes:

_____________________________________________________________________34

2. Ever changing systems of governance.

10. Stakeholders External Internal

1. Members of Parliament 1. Councilors2. Vendors 2. Employees3. Local Business Association 3. Management4. Zimbabwe Electricity Supply Authority 4. General Workers Committee5. Zimbabwe National Water Authority 5. Contract employees6.

Ministry of Primary and Secondary Education 6. Local Government

7.Members of Parliaments 7.

8. National Parks and Wildlife 8.9.

Goal Zimbabwe 9.

10.Local Government 10.

11.Ministry of Health and Child Care 11.

12.District Development Fund 12.

13.Zimbabwe Republic Police 13.

_____________________________________________________________________35

14.Ministry of Lands and Rural Resettlement 14.

15.Nongovernmental Organizations 15.

16.Private Public Partnerships. 16.

_____________________________________________________________________36

12. POLICIES Policy Requirements: (to achieve programs) policy at three levels – what is there/ what should be there/ what is there that should not be there.

External KRA Ref Internal KRA Ref1. Constitution No 20 1. Council Resolutions 32. ZIM ASSET

1, 2, and 3 2.Council Code of Conduct

3

3.The Resettlement Programme Policy

1 3. Financial Regulations 3

4. National Gender Policy 1 4. Council Conditions of Service 3

5. National Water and Sanitation Policy 1 and 2 5. Internal Auditing Manual 3

6. National Aids Policy 1 6. Training Manual 3

7. National Education Policy 1 and 7. Human Resources Manual 3

8. Various Circulars from Ministries 8. Transport Management Policy 3

9. 9. Strategic plan 1 and 2

_____________________________________________________________________37

_____________________________________________________________________38

GOALSRef. Goals Weight

ageTarget Responsible Department/s KRA Ref.

2014

2015

2016

2017

2018

G1 To improve road traffic ability from current 20% to 50% by 31 December 2018

Social Services, Roads, Planning and Works and Finance and Economic Development

2

G2 To increase access to portable water from the current 983 to 1063 by 31 December 2018.

Social Services, Roads, Planning and Works and Finance and Economic Development

1

G3 To improve basic education from the current 60 % to 80 % by 31 December 2018.

Roads, Planning and Works and Finance and Economic Development.

1

G4 To improve basic health services from the current 70% to 88 % by 31 December 2018.

Administration and Human Resources and Finance and Economic Development

1

G5 To increase social amenities from the


1

_____________________________________________________________________39

current 26 % to 50 % by 31 December 2018.

G6 To improve employee welfare from the current 70 % to 100% by 31 December 2018.


5

G7 To improve land management from the current 70 % to 85% by 31 December 2018.


4

G8 To improve wildlife management from 80 % to 90 % by 31 December 2018.

Agriculture and Natural Resources and Finance and Economic Development

4

G9 To improve financial management from the current 60 % to 65 % by 31 December 2018.

Agriculture and Natural Resources and Finance and Economic Development

3

G10 To improve on revenue collection from the current 35 % to 70% by 31 December 2018

Finance and Economic Development, Agriculture and Natural Resources, Administration and Human Resources, Social Services and Roads, Planning and Works

3

G11 To improve access to housing from the

Finance and Economic Development, Agriculture and Natural Resources, Administration and Human Resources,

2

_____________________________________________________________________40

current 50 % to 85 % by 31 December 2018.

Social Services and Roads, Planning and Works

G12 To increase access to business stands from the current % to % by 31 December 2018

Finance and Economic Development, Agriculture and Natural Resources, Administration and Human Resources, Social Services and Roads, Planning and Works

2

13. Strategies, Assumption and Risks Period *Strategies *Assumptions *Risks

KRA 1: Social Service delivery

GOAL: 1 To increase social amenities from the current 26% to 50% by December 2018

OBJECTIVE: 1 To increase constructed public pay public toilet from 0 to 1 by December 2015

Budget Year 2014 - 2015 - Engage Public Private Partnership- Community mobilization - Partners readily available

- Community actively participate

- Private Public partnership not adequately fund as per expectation

- Timing of programme poor

Medium-Term (2- 5 years)

Period *Strategies *Assumptions *Risks


_____________________________________________________________________41

GOAL: 2 To improve basic health services from the current 19 to 22 by December 2018

OBJECTIVE: 2 To increase health facilities from 19 to 23 by 31 December 2015

Budget Year 2014 – 2015 - Community mobilization- Council procure equipment - Community actively

participate - Clinic equipment readily

available

- Ministry of health delay approval

- Budget not adequate to fund procurement of equipment




GOAL 3 To improve access to portable water from 983 to 1063 by December 2018

OBJECTIVE: 3 To increase drilled boreholes from 983 to 1003 by December 2015

Budget Year 2014 – 2015 - Engage Public Private Partnership- Community mobilization - Partners readily available





_____________________________________________________________________42



GOAL 4 : To increase social amenities from the current 26% to 50% by Dec 2018

OBJECTIVE: 4 To increase constructed blair toilets in community from 26% to 30% by Dec 2015







GOAL: 5 To improve basic education from the current 60% to 80% by December 2018

OBJECTIVE: 5 To increase constructed primary boarding schools from 0 to 1 by 31 Dec 2015






_____________________________________________________________________43

Period Strategies* Assumptions* Risks*

KRA 1: Sound Financial management

GOAL 2: To improve financial management from 60% to 65% by the year 2018

OBJECTIVE 2 :To increase conducted budget engagement from 70% to 80% by 31 December 2015

Budget Year (1 year) Council own resources and partners

Resources will be available. Operational interference.



GOAL 2 :To improve Financial Management by from 60% to 65% by 31 December 2018.

OBJECTIVE 3 :To increase provision of budget tariffs documents from 100 to 2000 by 31 December 2015.

Budget Year (1 year) Council own resources Funds availability Operational interference.



GOAL 3:To improve on revenue collection from 35% to 70% by 31 December 2018

OBJECTIVE 4 : To increase billing from 20% to 80 % by 31 December 2015_____________________________________________________________________

44



KRA 2: Administer human resources practices.

GOAL: 2 To improve the management of human resources practices from current 65% to 90% by December 2018.

OBJECTIVE: 3 To increase number of procured protective clothing from 1 issue to two issues per year by December 2015

OBJECTIVE: 4 To increase conducted trainings from 1 to 2 quarterly by 31 December 2015

OBJECTIVE:5 To increase adherence to the labour Act from the current 60% to 80% by December 2015

Budget Year Procuring protective clothing regularlyConstantly updating with changing labor lawsTraining of workers committee and works councilCausing works council meetings

Availability of funds Non performing budgetChange of laws

Medium-Term (2- 5 years) Training of all top management in labour laws through working with private partners

Private partners willing to cooperate with council

Changes of government policies on PPP


KRA 3: Sound Departmental Budget Management_____________________________________________________________________

45

GOAL: 3 To improve the management of Departmental Budget from the current 50% to 90% by December 31 2018

OBJECTIVE: 6 To increase adherence to budget when spending from current 50% to 80% by December 2015

Budget Year Concentrating on expenditure and votes specified in the budget

Stable operating environment Demand caused by new votes or expenditure lines necessitated by the operating environment

Medium-Term (2- 5 years) Integrated budgeting ensuring that funds are made available

Availability of funds Political influence


KRA 4: To administer all activities of Council

GOAL: 4 To improve the administration of all Council activities from current 60% to 90% by December 2018

OBJECTIVE: 7 To increase compliance with the procurement regulations from current 50% to 70%

OBJECTIVE: 8 To increase adherence to insuring of council buildings, councilors and employees from current 80% to 90% by December 2015

OBJECTIVE: 9 To maintain timeous submission of monthly reports to the District Administrators office from 100% to 100% by December 2015

OBJECTIVE: 10 To increase conducted ward meetings from current 1 ward meeting per ward per year to 1 ward meeting per quarter.

Budget Year Ensuring compliance with procurement regulations.Renewing of insurance policies for buildings, staff and councilors in time before premiums are expired.Ensuring that monthly reports are prepared and

Budget will be performing Difficult operating environment

_____________________________________________________________________46

submitted in time.Ensuring that councilors organize ward meetings in their wards and the office attends.

Medium-Term (2- 5 years) Training and retraining of all managers on procurement and paying of long term insurance premiums

Self motivated staff and councilors Lack of funds for salaries and allowances


KRA 5: To Manage the council’s transport policy

GOAL: 5 To improve the Management of the council’s transport policy from the Current 60 % to 100 % by 2018

OBJECTIVE:1 1 To maintain insuring of council vehicles from 100% to 100% by December 2015

OBJECTIVE: 12 To increase adherence to servicing standards for council vehicles from current 50% to 70% by December 2013

OBJECTIVE: 13 To maintain the issuance of fuel at a rate of 1 litre-8km for petrol engines and 1 litre-10km for diesel engines from 100% to 100%

OBJECTIVE:1 4 To increase checking of log books from current 50% to 80% by December 2015

Budget Year Ensuring that vehicles are serviced.Ensuring that journeys are authorized.Ensuring that log books are checked.

Funds are available and that drivers will cooperate

Non-performing of departmental budget

Medium-Term (2- 5 years) Disposing off old fleet and replacing it with a new and reliable fleet working with private public partnership

Private partners willing to work in council

Change of government policy on private public partners

_____________________________________________________________________47


KRA 1: Agriculture and Natural Resources Conservation

GOAL: 1 To improve land use management from 70 % to85 % by the year 2018

OBJECTIVE:1 To decrease illegal encroachment from 40% to 20% by 31 December 2015

Budget Year (1 year) Council own resources Funds availability Political interference.


Coordinating with line ministries Line ministries willing to partner with Council.

Government policy changes.

KRA 1: Agriculture and Natural Resources conservation

GOAL 2: To improve wildlife management from 80 % to90 % by the year 2018

OBJECTIVE2: To increase conducted anti-poaching patrols from once a week to four times a week by 31 December 2015

OBJECTIVE 3: To increase conducted Problem Animal Control from 80% to 90% by 31 December 2015.

Budget Year (1 year) Council own resources and partners

Resources will be available. Operational interference.


Engaging Safari Operators. Safari Operators will to engage with Council.

Relevant Ministerial regulatory changes.

Equipment shortage.


GOAL 4: To improve stray stock management from 60% to 80% by 31 December 2018

OBJECTIVE 4: To increase conducted stray stock public auctions from 50% to 70% by 31 December 2015.

_____________________________________________________________________48




Government policy changes.


GOAL: 1 To improve land use management from 70 % to 85 % by the year 2018

OBJECTIVE 5: To reduce deforestation from 60% to 50% by 31 December 2015.

OBJECTIVE 6: To reduce veld fires from 60% to 50% by 31 December 2015.




Equipment shortage..

_____________________________________________________________________49

16. Strategic Results Chain, Monitoring and Evaluation a. IMPACT PLAN

No. Impact Impact Indicator Impact Target (Budget Year)

Cross Linkages (state all internal and external players.) Obj. Ref.

Goal Ref

KRA Ref

Imp. 1 Economic and Social opportunities in community

Average speed travelled per hour.

2015-2018

ZINARA, District Development Fund, Ministry of Transport, Community.

1 1 2

Imp. 2 Health community Quality of life 2015-2018

District Development Fund, District Water and Sanitation Sub-Committee,

2 2 1

Imp. 3 Health community Quality of life 2015-2018

District Development Fund, District Water and Sanitation Sub-Committee, UNICEF

3 2 1

Imp.4 Health community Quality of life 2015-2018


4 2 1



5 2 1

Imp.6 Educated and literate community

Literate rate 2015-2018

Community, Ministry of Primary and Secondary schools, Non-Government Organization

6 3 1

Imp.7 Educated and literate community

Level of education

2015-2018

Community, Ministry of Primary and Secondary schools, Non-Government Organization, Ministry of Health and Child Care.

7 3 1


Community, Ministry of Health and Child Care, Non Government Organization

8 5 1


Community, Ministry of Health and Child Care, Non Government Organization

9 5 1


Community, Ministry of Health and Child Care, Ministry of Primary and Secondary Schools, Non Government Organization.

10 5 1

_____________________________________________________________________50


Community, Non Government Organization 11 5 5

Imp.12 Safety at work Number of accidents per annum

2014-2018

Administration and Human Resources Department 12 6 5

Imp.13 Empowered staff Level of skills 2014-2018

Administration and Human Resources, Ministry of Labor 13 6 5

Imp.14 Empowered staff Standard of life 2014-2018

Administration and Human Resources Department, Finance and Economic Development Department

14 6 5

Imp.15 Motivated staff Satisfaction with employment

2-014-2018

Administration and Human Resources Department, Finance and Economic Development

15 6 5

Imp.16 Motivated staff No of months of salary arrears

2014-2018

Administration and Human Resources Department, Finance and Economic Development

16 7 4

Imp17 People living freely Adequate of facilitates.

2014-2018

Community, Parks and Wildlife Management, Safari Operators, Agriculture and Natural Resources

17

Imp.18 Increased revenue Quality of trophy 2014-2018

Community, Parks and Wildlife Management, Safari Operators, Agriculture and Natural Resources

18 8 4

Imp.19 People living safely Reduced incidence of human-wildlife conflicts

2014-2018

19 8 4

Imp.20 Economic and social opportunities in community

Quality of life 2014-2018

Department of Physical Planning, Works 20 11 2



21 12 2

Imp.22 Economic and social Quality of life 2014- 22 12 2

_____________________________________________________________________51

opportunities in community 2018



23 9 2

Imp.24 Trust and confidence Degree of confidence

2014-2018

External Auditors and Finance and Economic Development department

24 9 3

Imp.25 Civic knowledge Knowledge levels 2014-2018

Finance and Economic Development, Administration and Human Resources Departments

25 9 3

Imp.26 Civic knowledge Knowledge levels. 2014-2018

Finance and Economic Development Department 26 9 3

Imp.27 Economic and social opportunity

Quality of life. 2014-2018


Imp.28 Comprehensive client support Satisfaction in service delivery.

2014-2018


_____________________________________________________________________52

b. OUTCOMES PLANIm

pact

Ref

eren

ce

Out

com

e D

escr

iptio

n

Outcome Indicator

Mea

sure

men

t U

nit/C

riter

ion(

%, n

o.

rate

, etc

)

Target

Allo

wab

le V

aria

nce

Cross Linkages

Obj

ectiv

e R

efer

ence

Goa

l Ref

eren

ce

KR

A R

efer

ence

2014

2015

2016

2017

2018

IMP1

1 Improved road traffic ability

% reduction in travel time.

10%

+-10 DDF, community, ministry of transport, ZINARA

1 1 2

IMP2

2Increased access to portable water

Number of functional boreholes

80%.

+_10 DDF, DWSSC, PWSSC

2 2 1

Frequency of water supply

3hrs/per day

+-10 3

No of boreholes repaired.

217 +_10 4

No of water pumps procured.

2 +_10 5

_____________________________________________________________________53

IMP3

3 Improved access to basic education.

No of constructed primary boarding schools.

1 +_10 Community, Ministry of Primary and Secondary Education.

7 3 1IM

P4

4 Improved access to basic health services.

Number of clinics renovated.

4 +_10 Ministry of Health, N.G.O

9 4 1

Number of waiting homes constructed.

4 +_10

IMP5

5 Increased access to social amenities

Number of school Blair toilets constructed

30 +_10 Ministry of Primary and Secondary Education.

Ministry of Health, N.G.O. Community.

10 5 1

Number of public flush pay toilets constructed

2 +_10 11

IMP6

6 Improved employee welfare.

Number sets of protective clothing per employee issued per year

2 +_10 N.G.O. Ministry of Labour,

National parks and Wildlife, Environmental Management Agency.

Banks

12 6 5

Number of approved staff loans

10% +_10 13

_____________________________________________________________________54

Number of training conducted per year

10 14IM

P7

7 Improved land management.

Number of squatter removed.

200 +_10 Z.R.P support, Unit, Judiciary.

15 7 4

IMP8

8 Improved wildlife management

Number of anti-poaching patrols carried out.

208 +_10 Parks, Zimbabwe National Army.

Z.R.P. Community, Safari

Operators, Judiciary

16 8 4

Number of PACs done.

Every reported case

+_10 17

Reduced animal people conflict.

90% reduction

+_10 17

IMP9

9 Improved financial Management.

External audit done

1 +_10 Min of Finance, Office of the Auditor General and Comptroller, External Auditors, Audit Committee, Ministry of Local Government

Community, Business Association, Residents Association.

18 9 3

Number of budget engagement done.

10% +_10 19

No of budget tariffs documents issued.

1900 +_10 20

I 10 Improved Percentage in 60% Debtor’s collectors. 21 9 3

_____________________________________________________________________55

MP1

0revenue collection.Frequency of billing per year.

clients billed. Judiciary, Member of Parliament, Councilors, Village heads

+_10 22IM

P11

11 Improved access to housing.

No of stands allocated.

+_10 MLNHPW. Ministry of Health

and Child Welfare, Department of Physical Planning

23 10 2

IMP1

2

12 Increased access to business stands.

Number of commercial allocated.

+_10 Department of Physical Planning.

Ministry of Industry of Health and Child Welfare.

24 11 2

Number of industrial allocated.

25

c) Output Plan

Goa

l Ref

Out

com

e

Prog

ram

me/

Proj

ect/O

utpu

ts(s

)

Qua

ntity

Tar

get

Bud

get/C

ost

Res

pons

ible

D

epar

tmen

ts

_____________________________________________________________________56

2014

2015

2016

2017

2018

2014

2015

2016

2017

2018

Out 1 Improved Road Traficability

Roads rehabilitated

....km Roads, Planning and Works.

Out2 Increased access to portable water.

Borehole drilling.Purchased water pumps to clinics

80

50

Social Service

Out3 Improved access to basic education.

Classroom blocks constructed

2 Roads, Planning and Works.

Out4 Improved access to basic health services.

Borehole rehabilitated / repairedClinic renovated maternity homes constructed

217 Social Service

Out5 Increased access to social amenities.

Blair toilet constructed

400 Social Services

Out6 Improved Salaries paid. Administration and Human Resources.

_____________________________________________________________________57

employee welfare.

100%

Out7 Improved land management.

Squatters removed.

200 Agriculture and Natural Resources

Out8 Improved wildlife

Anti-poaching campaign conducted.

208 Agriculture and Natural Resources

_____________________________________________________________________58

17. Resources a. Output Costb. Operational Costc. Human Resourcesd. Materials and equipmente. Space requirementsf. ICT requirements

18. LIST OF PARTICIPANTS(List all participants, organisations they represented and their positions)

_____________________________________________________________________59

core values · web viewcurrently, council has 20 classroom blocks under inspection, which are built...

Documents