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Republic of Zimbabwe

ZIMBABWE OPERATIONS PLAN FOR DROUGHT

EMERGENCY RESPONSE

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National Drought Risk Capacity Operational Plan for Early Response

National operational and action plan to guide early response for a possible drought risk insurance pay-out to vulnerable households in drought affected

areas of Zimbabwe through the African Risk Capacity Agency of the Africa Union.

October 2019

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FOREWORD

Over the years, extreme weather events such as prolonged dry spells, erratic rainfall and droughts have been impacting negatively on the livelihoods of the

rural population in Zimbabwe. Coupled with harsh economic challenges, these extreme weather events, have worsened livelihoods vulnerability, food

insecurity, chronic poverty and malnutrition at an alarming pace in the most recent years. Consequently, it has become complex to distinguish between acute

and chronic vulnerability situations given the interconnectedness of the contributing factors.

To address the above, the Government of Zimbabwe with support from its Development and Humanitarian Partners, has rightly been looking for evidence

based information that would assist better understanding of the manifestation and responses to particularly re-current food insecurity. That information and

analysis has led to a growing consensus that resilience building is one commendable way to link disadvantaged livelihoods to development pathways in a long

term perspective. In addition the information has led to the understanding of the need to manage disasters as risks, using historical information available

coupled with modelling techniques. This needs objective and credible information based on evidence generated through sound methods, tools and analytical

frameworks.

In that context, in 2012, the Government of Zimbabwe (GoZ) through the Ministry of Macro-Economic Planning and Investment Promotion (MoMEPIP) signed

the African Risk Capacity (ARC) Establishment Agreement. ARC was established as a Specialized Agency of the African Union (AU) in November 2012 to help

AU Member States, to improve their capacities to better plan, prepare and respond to extreme weather events and disasters. ARC provides Member States

with capacity building services for early warning, contingency planning and risk finance, thereby enhancing risk impact quantification and early response

capabilities of specific hazards. At present Zimbabwe has a running Memorandum of Understanding (MoU) with the ARC, that enables the roll out of the

capacity building programme in-country.

The coordination and leadership role was under MoMEPIP since ARC was established until March 2018, and currently it is now under the Ministry of Finance

and Economic Development (MoFED). The ARC Technical Working Group (TWG) is finalizing the customization of ARV and the operational plan to prepare

Zimbabwe to participate in the 2019/20 ARC drought insurance risk pool.

As part of that process, the GoZ is expected to produce and submit an ARC Operations Plan that specifies the potential use of a possible ARC insurance payout

in the event of a drought of a magnitude that surpasses pre-determined trigger levels, as per the Africa RiskView customization process.

To that end this ARC Operations Plan, produced by the ARC Programme in Zimbabwe technical working group has identified two major actions that essentially

scale up existing social safety nets systems in the event of an ARC insurance payout, as part of a broader early response mechanism. These actions are (i) Food

Distribution with Complimentary Cash and, (ii) Harmonized Social Cash Transfers. The Operational Plan elaborates the strategies and guidelines that will

ensure that a potential ARC pay-out can flow quickly and effectively to the benefit of affected vulnerable populations. The plan is valid for 2 years, 2019 and

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2020, following which it will be subject to review or renewal process. Upon its review and approval by the ARC Technical Review Committee and the ARC

Board, a Certificate of Good Standing is issued, which will then allow the GoZ to purchase drought risk insurance from the ARC Ltd.

In that context, and from the MoFED’s viewpoint, it is my wish that all stakeholders, be they public, private, development and civil society will find this plan

useful in further refining their drought disaster early response programs and targeting criteria for the protection of livelihoods, especially those dependent

on rainfed agriculture and for the development of Zimbabwe in particular.

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ACKNOWLEDGEMENTS

The Ministry of Finance and Economic Development (MoFED) would like to appreciate the technical support provided by the African Risk Capacity (ARC)

Agency of the African Union who worked tirelessly to ensure the successful completion of the Zimbabwe Drought Operational Plan.

Special thanks goes to the ARC Technical Working Group Members who include representatives of the Ministry of Lands, Agriculture, Water, Climate and Rural

Resettlement (MLAWCRR), Ministry of Public Service, Labor and Social Welfare, Ministry of Local Government, Public Works and National Housing,

Meteorological Services Department, Zimbabwe National Statistics Agency, Food and Nutrition Council (FNC), Scientific and Industrial Research and

Development Centre (SIRDC), World Food Programme (WFP), UN Children’s Fund (UNICEF), Famine Early Warning Systems Network (FEWSNET), Insurance

and Pensions Commission (IPEC) and the Reserve Bank of Zimbabwe (RBZ) for technical support, facilitation and collaboration.

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ACRONYMS AND ABBREVIATIONS

AIDS Acquired Immune Deficiency Syndrome ARC African Risk Capacity ARV African Risk View CAP Consolidated Appeals Process CFSAM Crop and Food Security Assessment Mission CPF Civil Protection Fund DA District Administrator DCP Department of Civil Protection DCPC District Civil Protection Committee DDRC District Drought Relief Committee DSS Department of Social Services ENSO El Nino Southern Oscillation FAO United Nations Food and Agriculture Organisation FDMS Food Deficit Management Strategy FEWSNET Famine Early Warning Systems Network FIP Final Implementation Plan FNC Food and Nutrition Council GMB Grain Marketing Board GoZ Government of Zimbabwe HIV Human Immunodeficiency Virus HSCTP Harmonized Social Cash Transfers Programme INGO International Non-Governmental Organisation ITCZ Inter Tropical Convergence Zone MAMID Ministry of Agriculture Mechanisation and Irrigation Development MoLGRUD Ministry of Local Government Rural and Urban Development MoMEPIP Ministry of Macro Economic Planning and Investment Promotion MoPLSW Ministry of Public Labour and Social Welfare MoU Memorandum of Understanding M&E Monitoring and Evaluation NDVI Normalized Difference Vegetation Index NGO Non-Governmental Organisations

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NCPCC National Civil Protection Coordination Committee PA Provincial Administrator PCPC Provincial Civil Protection Committee RTGS Real Time Gross Settlement SADC Southern Africa Development Community SARCOF Southern Africa Regional Climate Outlook Forum SIRDC Scientific and Industrial Research and Development Centre SOP Standard Operating Procedures TWG Technical Working Group UN United Nations UNICEF United Nations Children Fund USD United States Dollars WFP World Food Programme WRSI Water Requirement Satisfaction Index ZimVAC Zimbabwe Vulnerability Assessment Committee

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1. GENERAL INFORMATION

Name of Country: Zimbabwe

Legal representative (permanent secretary/ministry) for plan:

Name: Mr. George T. Guvamatanga Title: Permanent Secretary Ministry: Ministry of Finance and Economic Development Email: Phone:

Focal point (or primary contact person) for the plan:

Name: Mr. Matthew Sangu Title: Economist Ministry/department: Ministry of Finance and Economic Development/ Financial Sector Policy Email:[email protected] Phone: +263 775 603030 And; Name: Ms. Mildred Mapani Title: Policy Analyst Ministry/department: Ministry of Labour, Public Service and Social Welfare Email: [email protected] Phone: +263 773 057 160

1.1 COUNTRY STATUS IN TERMS OF RISK

HAZARDS Zimbabwe is prone to natural disasters including extreme weather events (droughts, floods, and prolonged dry spells), animal diseases, crop pests as well as disease outbreaks and epidemics (diarrheal diseases that include cholera and typhoid).

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Drought is the most common natural disaster that affects a wide population of Zimbabweans. Droughts affect especially 75% of rural Zimbabweans [mainly women and children] whose livelihoods are largely dependent on rain-fed agriculture. Over the past 36 years from 1983, Zimbabwe has been affected by 22 recorded droughts, with 8 of them having major to severe impacts on the economy and basic livelihoods. As such, major to severe droughts occur once every 5 years. Major and severe drought years and impacts in terms of number of people affected at peak drought season are summarized in the table below:

Year 1986/87 1994/95 1991/92 1994/95 2001/02 2004/05 2015/16 2018/19

Number of people affected

3 m 4 m 6 m 4 m 6 m 2.3 m 4.1 m 5.5m

VULNERABILITY Given the high incidence of drought, coupled with dependence on rain-fed agriculture, year-on-year national food security remains fragile. A single season of poor rainfall could lead to the need for a Government emergency response intervention. Government-led responses have included food aid distributions based on grain imports as well as local redistribution of grain from more productive areas to less productive areas. Harmonised cash transfer systems have also been used as a social safety net system to allow households to purchase much needed food supplies. At present and in future, the incidence of extreme weather events leading to disasters is exacerbated by more and more unpredictable agricultural seasons due to the impact of climate change and climate variability. Advancements in weather hazards related early warning, risk quantification, contingency planning systems, combined with innovative response financing systems are key for macroeconomic planning purposes. This will allow Government of Zimbabwe and its development partners to manage recurring extreme weather events. COUNTRY CAPACITY At present, Zimbabwe has a number of drought mitigation programs that include construction of irrigation schemes, establishment of dams for water storage and irrigation purposes, promotion of drought tolerant crop varieties particularly small grains, government agriculture input support schemes, conservation farming techniques promotion and a strategic grain reserve among others. However, the Government of Zimbabwe (GoZ) has a Drought Relief Fund (contingency fund) that is not adequately funded to act as a proactive crisis modifier to mitigate against droughts of an extreme nature, and thus cushion the extra number of vulnerable people in the event of a disaster. Historically, response actions to previous droughts have largely involved GoZ led cereal importation as well as international and humanitarian partners’ donations following declarations of disasters. At present, the trigger for drought response action is more reactive than pro-active which delays intervention actions. In most cases, assistance to the affected populations usually takes approximately eight months after the manifestation and realisation of a drought disaster.

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Weather Index Insurance products have been piloted in the country but have not been fully implemented to safeguard the government against over-expenditures in-order to protect the vulnerable populace against natural disasters such as drought.

1.2 ZIMBABWE AGRO ECOLOGICAL ZONES

Zimbabwe is divided into five agro-ecological regions, known as natural regions (Figure below), on the basis of the rainfall regime, soil quality and

vegetation among other factors. The quality of the land resource declines from Natural Region (NR) I through to NR V (Moyo, 2000; The figure below shows

these agro ecological regions

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1.3 PURPOSE OF OPERATIONS PLAN

This Operations Plan outlines how the ARC Ltd drought insurance payout to Zimbabwe will be utilized in the case of a natural disaster. The plan details how these ongoing activities can be scaled up in the event of a payout, how implementation can be monitored and evaluated, as well as considers possible risks and their mitigation actions. It is however important to note that the final implementation activities and subsequent actions are largely flexible and can be reviewed through a Final Implementation Plan, given the most possible amount of the ARC Payout as per the Africa RiskView drought modelling and early warning software. The Operations Plan is also meant for the ARC Governing Board to determine that some or all of a country’s proposed activities meet the eligibility and implementation standards that it has established. After approval, the ARC Governing Board then issues a Certificate of Good Standing. The certificate acts as prerequisite for the GoZ to purchase drought insurance with the ARC Ltd.

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2. INSTITUTIONAL CAPACITY

This section describes the policy and legislative framework that guides disaster management in Zimbabwe, it further highlights key stakeholders and the roles they play.

2.1 EXISTING NATIONAL POLICIES OR LEGISLATION

Civil protection Act Given the recurrence and severity of droughts on Zimbabwe’s economy several policies, legislation, strategies and economic development blueprints have been developed by government and development partners to guide and manage preparedness and responses. The Minister responsible for Local Government, Public Works, and National Housing is charged with the coordinative role as empowered by the Civil Protection Act. The Act provides for special powers designed to establish, coordinate and direct the activities of both the public and private emergency services. However the government is still in the process of revamping the Act through the Disaster Risk Management Bill to replace the Civil Protection Act. This development is due to the need to align all laws in Zimbabwe to the Constitution of Zimbabwe of 2013, as well as the need to modernise it to global and international standards. The Civil Protection Act is managed and implemented by the Department of Civil Protection under the Ministry of Local Government, Public works and National Housing (MoLGPWNH). The Department was established to carry out the overall co-ordination of all relevant disaster management stakeholders, as well as to manage a National Civil Protection Fund for the purpose of mitigating a disaster and declaration of the state of disaster by the President of Zimbabwe.

National Civil protection unit The National Civil Protection Fund is financed by Central Government and managed by Department of Civil Protection However, the Fund may not be able to fulfil all disaster management initiatives throughout the year. Where more resources are required in the event of major disasters occurring at any given time, the enabling legislation has a provision through which the Treasury can inject additional funding. The work of the DCPis guided by the Broad Policy Statement for the National Policy for Civil Protection which states that “Every Citizen of Zimbabwe should assist where possible to avert or limit the effects of a disaster”. Central Government initiates disaster preparedness programmes through the relevant sector ministries with decentralised local administration systems taking the responsibilities for implementing and maintaining response activities.

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The Food Deficit Mitigation Strategy

The Food Deficit Mitigation Strategy was also put in place in 2010 to respond to food insecurity caused by droughts. The strategy provides for free access to food for labour constrained households and provision of temporal employment through food for asset and productive community work programmes for food insecure but labour endowed households. The strategy also provides for a coordination mechanism for state and non-state actors who are implementing food assistance programmes.

Zimbabwe National climate change policy and strategy

Zimbabwe developed a National Climate Response Strategy in 2014. The goal of the response strategy is to mainstream climate change adaptation and mitigation strategies in economic and social development at national and sectoral levels through multi-stakeholder engagement. Some of the programmes include water development issues, development and enforcement of policies that regulate change from one land use to another especially the clearance of forests and wood lands to other uses and also raising awareness by providing relevant information and training on climate issues to educators and practitioners working with communities. Zimbabwe has released a trio of climate change policies designed to make the country more resistant to climate pressures and help to meet its international carbon cutting pledges. The child friendly climate policy is designed to educate children about climate change and promote climate friendly practices such as protection of wetlands,forests and broader use of low-emissions technologies. The new climate smart agricultural policy focuses at ensuring that farmers and agricultural advisers adopt climate-hardy farming practices. The National climate policy aims to help Zimbabwe put in place the legal structures needed to guide business on becoming greener to meet its emissions -cutting promises under the International Paris Agreement. The vision of Zimbabwe’s Climate Change Response Strategy is to create a climate change resilient nation while its mission is to ensure sustainable development and a climate proofed economy through engaging all stakeholders recognizing the vulnerable nature of Zimbabwe’s natural resources and society. The goal of the Response Strategy is to mainstream climate change adaptation and mitigation strategies in economic and social development at national and sectoral levels through multi-stakeholder engagement.

National Contingency Plan The Government of Zimbabwe develops a contingency plan on a yearly basis to improve the country’s preparedness against disasters. The contingency plan is prepared through a consultative process between the government and development partners including UN Agencies, NGOs and Civil Society. The Department of Civil Protection is responsible for coordination of the Contingency Planning Process.

The Contingency Plan draws its strategic direction from Civil Protection Act of 1989, SADC Regional guidelines as well as developments at the continental and international scales. Although the contingency plan is multi-hazard,

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encompassing different disasters that affect the country, the disasters are prioritised into the most likely ones to affect the country in the next 12 months. Drought is one of the disasters that are prioritised on a yearly basis.

Contingency plan development and implementation is managed at different scales of government. The National Civil Protection Committee, comprising of Permanent Secretaries from different ministries, coordinates responses at national level while the District Civil Protection Committees coordinate at district level and Ward Civil Protection Committees coordinate at ward level.

With respect to food insecurity due to droughts, details on response to food deficit are elaborated in the Food Deficit Management Strategy (FDMS). The FDMS is coordinated by the Ministry of Public Service, Labour and Social Welfare (MoPSLSW). Some major activities that are outlined in the FDMS as response mechanisms to food insecurity as a result of drought include food distribution as well as, conditional and unconditional cash transfers

Harmonised cash transfer program

In 2011, the Government in collaboration with UNICEF launched the Harmonised Cash Transfer Programme. The programme is coordinated by the Department of Social Services (DSS) in the MoPSLSW and UNICEF. The cash transfer programme was implemented in all ten provinces of Zimbabwe covering one district per province with a total population of approximately 231,657 households, targeting labour constrained and ultra-poor households1 Eligible households receive bi-monthly unconditional cash payments ranging between USD10-USD25 per month based on household size. The programme covered 13 most drought prone districts in the country. While DSS supervises the targeting, implementation was tendered out to JIMAT Development Consultants2 and ZIMSTAT3. The HSCTP can be scaled up both by increasing the cash amounts to existing beneficiaries and by adding potential beneficiaries on existing lists who narrowly missed the tight eligibility criteria for chronic poverty in earlier targeting exercises. In a nationwide drought emergency, the scale up of the HSCTP would be an important component of response but could not yet substitute the need for more conventional food/cash distribution emergency responses since it does not cover all districts.

1http://www.unicef.org/zimbabwe/resources_12998.html 2 JIMAT is a Development consultant that was hired to manage implementation of the program including subcontracting ZIMSTAT and fund management 3ZIMSTAT is the government’s statistical office which is responsible for data and information management in the programme

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2.2 KEY IMPLEMENTING PARTNERS/ DISASTER MANAGEMENT ACTORS

Key Stakeholders

Role

National Level

1. Department of Civil Protection under the ministry of Local Government, Public works and national housing (MOLGPWHD)

The Government of Zimbabwe through the MoLGPWHD’s Department of Civil Protection (DCP) has the responsibility to coordinate the management of drought disasters as well as all relevant stakeholders. The execution of this co-ordination mandate is realized through the National Civil Protection Coordination Committee (NCPCC) which informs the overall framework for the promotion, coordination and execution of emergency and disaster management in Zimbabwe. Permanent members of the NCPCC are officers selected from Government Ministries/Departments, Parastatals and NGOs. Other members especially from the private sector are co-opted as dictated by circumstances

Sub-regional Level

2. Multi Stakeholder Working Group of the Food Deficit and Mitigation strategy

Particularly for drought disasters, the key body is the Multi-Stakeholder Working Group of the Food Deficit Mitigation Strategy, comprising of MoPSLWS, Agriculture, Local Government, WFP and large NGOs (Plan International, Care and World Vision) which represent a consortium of implementing NGOs. This group meets monthly and receives reports from technical working groups for the different subcomponents of the FDMS, including the Productive Safety Nets Group and the Food Aid Working Group Coordinated by WFP. The MoPSLWS chairs all of the groups

Implementing Level4

3. Provincial/District Civil protection committee

At the district level there are corresponding multi stakeholder FNS Committees which are being rolled out and superseding the District Drought Relief Committees. The Provincial/District Civil Protection Committee is responsible for coordinating disaster risk management activities at provincial level. It is chaired by the Provincial Development Officer and comprises all government line ministries and departments, non-governmental organisations, urban councils.

4If the implementation is expected to be decentralized (e.g. lower-level administrative units select the implementing NGOs) please add rows to list the key contact person for each admin unit in the table AND as an annex, provide a list of the NGOs (by admin unit) capable of implementing the activity.

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2.3 DISASTER RESPONSE ORGANISATION CHARTS- COORDINATION MECHANISM

The diagram below indicates the drought response coordinating mechanisms in Zimbabwe, the roles and responsibilities of the stakeholders has been further

described in section 2. The diagram shows the structure of the Civil Protection System in Zimbabwe. The diagram is clearly explained in section 2.4. Zimbabwe's

emergency and counter disaster arrangements reflect the fact that, under the country's Constitution, State, District, and Provincial Governing Bodies have

responsibility for protection and preservation of the lives and property for citizens. The structure illustrated in the diagram shows the Ministry of Local

Government, Rural and Urban Development having the coordination role. At each level, National, Provincial and District, committees plan together to provide

services to communities. The system uses existing government, private and non-governmental organizations whose regular activities contain elements of

disaster risk prevention and community development. The Civil Protection Department (CPD) provides guidance and support to the state downwards and

providing physical assistance to the requesting provinces and districts when they cannot cope during an emergency.

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2.4 DROUGHT RESPONSE COORDINATION MECHANISM

The GoZ through the MoLGPWHD’s Department of Civil Protection (DCP) has the responsibility to coordinate the management of drought disasters as well as all relevant stakeholders. The execution of this co-ordination mandate is realized through the National Civil Protection Coordination Committee (NCPCC) which informs the overall framework for the promotion, coordination and execution of emergency and disaster management in Zimbabwe. Permanent members of the NCPCC are officers selected from Government Ministries/Departments, Parastatals and NGOs. Other members especially from the private sector are co-opted as dictated by circumstances. Particularly for drought disasters, the key body is the Multi-Stakeholder Working Group of the Food Deficit Mitigation Strategy, comprising of MoPSLWS, Agriculture, Local Government, WFP and large NGOs (Plan International, Care and World Vision) which represent a consortium of implementing NGOs. This group meets monthly and receives reports from technical working groups for the different subcomponents of the FDMS, including the Productive Safety Nets Group and the Food Aid Working Group Coordinated by WFP. The MoPSLWS chairs all of the groups. At the district level there are corresponding multi stakeholder Food and Nutrition Security Committees FNS Committees which are being rolled out and superseding the District Drought Relief Committees. The Provincial/District Civil Protection Committee is responsible for coordinating disaster risk management activities at provincial level. It is chaired by the Provincial Development Officer and comprises all government line ministries and departments, non-governmental organisations, urban councils. In terms of planning for contingency and response, the Government of Zimbabwe develops a multi hazard contingency plan annually where drought is one of the hazards addressed in preparedness. The development of the plan follows a process of using seasonal forecast and vulnerability assessment to determine the most likely weather-related hazards, drought or flood. Following that different drought scenarios are developed based on anticipated severity levels. For this ARC Operations Plan, drought response activities and their implementation were developed from a historical analysis of past response actions, as well as based, on ARC Operations Plan eligibility criteria. As such an ARC operations plan is a subset of the national contingency plan which, isolating and selecting activities that can provide early response, linked to financing. The activities which were selected for the ARC Operations Plan follow similar coordination and implementation mechanisms as those outlined in the national contingency plans.

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3. ASSESSMENT

3.1 EXISTING ASSESSMENT PROCESSES

# Assessment Type (for example crop assessment, early warning, etc.)

Description of the process or workflow, including timing, data collection, financing, etc.

1. Zimbabwe Rural Livelihoods Assessment In 2000, as part of SADC regional initiative, Zimbabwe established the Zimbabwe Vulnerability Assessment Committee (ZimVAC). This is a Government led consortium consisting of Government officials, the UN and NGOs and led by the Food and Nutrition Council of Zimbabwe (FNC) mandated to provide government and its development partners’ relevant livelihoods information for programming and policy making. The consortium has since 2000 conducted 17 rural and 4 urban assessments. These assessments have complemented the crop and livestock assessments conducted by the MLAWCRR as well as the Crop and Food Supply Assessment. The ZimVAC assessment reports are presented to the Cabinet through the Working Party on Food and Nutrition Security and the Vice President who chairs the National Taskforce on Food and Nutrition Security. Responses by Government, Donors, the UN and NGOs to food insecurity in the country are largely based on these assessments. Rural Livelihoods assessment are carried out annually just after the harvesting period which is April- May. This is a Government led consortium consisting of Government officials, the UN and NGOs and led by the Food and Nutrition Council of Zimbabwe (FNC) mandated to provide government and its development partners’ relevant livelihoods information for programming and policy making. The Government and donors fund the assessments

2. Crop and Livestock Assessment The crop and livestock assessment is done in two phases, the first round during the first quarter of the season to establish the area planted and growing condition for all crops and the condition of grazing for livestock. The second-round crop and livestock assessment is done during the last quarter of the season to estimate the yield and condition of livestock. The survey samples farmers and extension officers who fill in questionnaires. Verification, data entry, analysis and report writing is carried out by technical officers. The assessment is carried out and funded by the Ministry of Lands, Agriculture, Water, Climate and Rural Resettlement MLAWCRR.

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3. Southern African Regional Climate Outlook Forum(SARCOF)

Each year at the end of August, the Zimbabwe Meteorological Services Department produces a rainfall seasonal forecast. The forecast is produced with technical support from regional and international meteorological experts within the Southern African Regional Climate Outlook Forum (SARCOF) framework. Once the agricultural season has started, the Meteorological Office produces several reports on the season performance. The reports include medium range ten-day forecasts which are mostly used by farmers, and daily prepared shorter range forecasts that are disseminated to the public through television broadcasts and other media channels.

4 Monitoring for Environment and Security in Africa (MESA), SADC Thematic Action: Agricultural and Environmental Resource Management

The (MESA) programme, ended in September 2017 and was coordinated by the African Union with funding from the European Union. Through the MESA initiative National Beneficiary Institutions in SADC Member states were provided with:

1. Updated and new satellite receiving stations 2. Provision of the Drought Monitoring System Software 3. Training of staff in maintenance and use of stations, 4. Training in the use of the MESA Drought Monitoring System 5. Continuous access to value added Earth Observation data for drought monitoring

The MESA Drought Service is directly benefitting national institutions mandated to monitor drought and weather. Ultimately, improved national drought forecasting will benefit the nation as a whole. Institutions in Zimbabwe, having direct access to the Data are: MET, ZINWA, AGRITEX, EMA, SIRDC, UZ, GZU and NUST.

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4. COUNTRY DROUGHT PROFILE

4.1 THE GENERAL PATTERN OF RAINFALL

Zimbabwe, like most Southern African countries, has a unimodal rainfall pattern with one agricultural season. The rainfall season is divided into two phases OND (October-November-December) and JFM (January-February-March) with peak rainfall amounts experienced between December and January, when the ITCZ is positioned further south of the country. However, with the changes in weather patterns, the country is facing delayed seasons regularly and the beginning of most agricultural activities is shifting towards the end of November or early December.

THE GENERAL DISTRIBUTION OF DROUGHT

A. Regions (Admin 1)

B. Districts (Admin 2) C. Drought prone

classification

D. Top 3 crops by area planted

(only in drought-prone zones)

E. List other important livelihoods (e.g. pastoralism, fisheries, etc.) Only in drought-

prone zones)

Masvingo Masvingo High, Severe

Common crops grown in the district include 1. maize, 2.sorghum, and 3.finger millet

The main livelihood options are agriculturally based (growing of crops and keeping livestock). Most crop production is rain fed which makes production very difficult due to the low and erratic rains but production of small grains is of moderate potential. Other livelihoods sources are livestock(mostly cattle and goats), aquaculture, horticulture, fishing, firewood and charcoal sales in nearby towns. Artisanal mining and migrant casual labour are common activities in nearby farms.

Matabeleland South Matobo High, Severe

Major crops grown are 1.maize, 2.sorghum, and

The main livelihoods for all wards in the district is generally livestock and crop production. Other livelihood sources include artisanal mining and

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3.horticultural produce

formal employment in the district. The poor to moderate (B and C) households’ major source of income is income from the irrigation schemes and some provide labour in irrigation schemes

Matabeleland South Gwanda High, Severe

1.Maize , 2.Sorghum and 3.Millet

The most common source of income for the majority of households is sale of livestock(mostly goats and cattle),. Artisanal mining is also a major source of income. Vegetable production, casual labour and petty trading are also a source of livelihood for the non-labour constrained households.

Manicaland Chipinge High, Severe

The main crops produced in Chipinge are 1.Maize,2. Sorghum and 3.Pearl millet

There is mixed farming in the district and it is very diverse ranging from cotton, tea, coffee, sugar cane, wheat and macadamia. Sale of small livestock is also common coupled with production in irrigation schemes and associated casual labour.

Matabeleland South Insiza High, Severe

2.Groundnuts, 1.maize, and 3.finger millet localname

Crop production; Livestock productionmainly cattle ranching; Mining; Aquaculture; Petty trading; Formal employment; Small businesses; and Diaspora remittances.

Matabeleland South Beitbridge High, Severe

Main crops grown are 1.maize, 2.sorghum, 3.pulses

The main economic drivers for Beitbridge District are mostly on agricultural related activities as well as cross border trading and activities due to the district’s proximity to South Africa and Botswana. Main sources of livelihood include crop and livestock production, formal and informal employment as well as casual labour and petty trading. Artisanal mining also makes significant contributions to livelihoods in some wards.

Midlands Mberengwa Severe

1.Maize 2.Sorghum and 3.Millet

Crop production; Livestock production; Petty trading; Formal employment; Small businesses;

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community gardens; artisanal mining; mining labouring.

Masvingo Zaka High, Severe Maize, Grounduts and Millet

Rain-fed agriculture dominates the rural economy. Maize and groundnuts are the primary crops, supplemented by finger millet, round nuts sweet potatoes and vegetables. Crop cultivation is supplemented by various other income generating activities including local employment, beer brewing and animal husbandry. Livestock production is limited by the lack of grazing areas due to the dense population; this has affected herd sizes, which have decreased in recent years.

Manicaland Chimanimani High, Severe

1.Maize, 2.sugar beans, and 3. groundnuts,

The main sources of income in the district include: Crop production and sales; Sale of fruits; Small scale mining; Vegetable production and sale; Petty trading

Masvingo Mwenezi High, Severe

Crops mainly grown in the district include 2.sorghum, 3.millet and 1. maize,

The district is divided into 2 food economic zones namely Southern and Northern Mwenezi, . Agriculture is the primary livelihood source for the majority of the population. As a result of the unfriendly agro-climatic environment, crop production is not a reliable source of livelihood hence livestock production becomes an important complimentary source. The district also rely on employment and remittances. The main employer in the district is Mwenezana sugar cane Estate nearRutenga that provide formal and informal employment to the people .

Masvingo Chiredzi High, Severe

Common field crops grown in the district are1. maize, 2.sorghum, and3. millet

Main livelihoods in the district are primarily growing of crops and keeping livestock.(cattle, goats,poultry . Other important livelihood activities include diamond mining, artisal mining

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migrant casual labour on nearby farms, and firewood and or charcoal sales in nearby towns

Mashonaland East Mutoko, Murehwa Mild

1.Maize, 2.sorghum, 3.groundnuts Cropping, livestock, horticulture

Mashonaland West Zvimba Mild Maize, tobacco

Cropping, livestock ( cattle, goats, poultry)

Mashonaland Central Rushinga Mild

Small grains, maize, groundnuts Cropping, livestock and mining

Mashonaland East Goromonzi Mild

Maize, tobacco, horticulture Cropping, livestock, horticulture

Mashonaland Central Mazowe, Bindura, Shamva Mild

Maize, tobacco, horticulture Cropping, livestock, horticulture, mining

Midlands Gokwe North Mild

2.Small grains, 1.maize, 3.groundnuts

Cropping, livestock and mining

Mashonaland West Hurungwe, Sanyati Mild

2.Maize, 1.tobacco, sugar 3.beans Cropping, livestock, wildlife and tourism

Mashonaland Central Guruve, Mbire Mild

2.Maize, 1.tobacco, 3.sugar beans Cropping, livestock

Mashonaland West Makonde, ChegutuSanyati Mild

2.Maize, 1.tobacco, sugar 1.beans Cropping, livestock

Mashonaland East Seke, Chikomba, Hwedza Mild

2Maize, 1.tobacco, 3horticulture Cropping, livestock, horticulture, small scale dairy

Midlands Gokwe South Mild

2.Small grains, 1.maize, 3.groundnuts

Cropping, livestock, mining and horticulture

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Mashonaland East UzumbaMarambaPfungwe Mild

2.Small grains, 1.maize, 3.groundnuts Cropping, livestock and mining

Manicaland Nyanga, Chimanimani, Chipinge, Mutasa Mild

2.Maize, 1.Potatoes, 3.Small grains, Sweet Potatoes

Plantation agriculture, tourism, horticulture, irrigation, Mining

Masvingo Gutu Mild 1.Maize Cropping, livestock

Mashonaland West Kariba Mild Wildlife and Tourism

Mashonaland Central Centenary, Mount Darwin Mild

1. Maize, 2.Tobacco Cropping, Livestock

Matabeleland North

Binga, Hwange, Thoslothos Mild Small grains

Wildlife, Tourism, Fishing, Mining, Indigenous Timber

Mashonaland West Mhondoro-Ngezi Mild Maize Cropping, Livestock, Mining

Mashonaland East Marondera Mild

1.Maize,2. tobacco, 3horticulture Cropping, Livestock, Horticulture

Midlands Shurugwi, Zvishavane Gweru Kwekwe Mild 1.Maize Cropping, Livestock, Wildlife, Mining, Tourism

Matabeleland North Lupane, Nkayi Mild Small grains Livestock, Tourism, Wildlife, mining

Manicaland Makoni, Mutare Mild

3.Maize, 2.tobacco, 1.horticulture Cropping, livestock, mining and Horticulture

Midlands Mild 1.Maize, 2.Cotton Cropping, Mining

Masvingo Bikita, Chivi Medium Small grains Cropping, Livestock, Mining

Manicaland Buhera Medium Small grains, Cropping, Small Livestock, Horticulture

Matabeleland South

Umzingwane, Mangwe, Bulilima Medium Small Grains Livestock, Mining

Matabeleland North Bubi, Umguza Medium Small grains Livestock, Mining

24

4.3 MAP OF DROUGHT GEOGRAPHICAL DISTRIBUTION

25

4.4 TYPICAL ZIMBABWEAN SEASONAL CROP CALENDAR

Figure 1: Typical Zimbabwean Seasonal Calendarfews.net/southern-Africa/Zimbabwe5

• April – June: Harvest period, lowest levels of food insecure populations/better food security situation expected

• July – September: Moving away from harvests, could be a rise in levels of food secure populations/food security can begin to deteriorate – particularly if in bad year and winter harvests reduced/fail

• October – December: Start of the lean season, expected rise in levels of food insecure populations/food insecurity– if in bad year, numbers greatly increase

• January – March: Lean season and pre-harvest period, expected highest number of people classified as food insecure.

5Column 2 largely represents the main cereal (maize) crop.

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4.5 HISTORICAL DROUGHT DESCRIPTION

Table 1: Historical Drought Description

Year Key regions/provinces impacted

Source of drought information

Drought Officially Declared? (Yes/No)

Food Security Conditions

2007/08 Southern Regions

ZimVAC Yes A total of 600,000 people in the rural areas were identified as food insecure. Overall food insecurity was worst in Matabeleland provinces, Matabeleland North (28%) and Matabeleland South (23%). Food security was also worsened by harsh economic conditions characterised by high inflationary conditions.

2008/096 N/A

N/A N/A N/A

2009/10 South and south eastern

ZimVAC - A total of 1.6 million people, about 18 percent of the rural population, were estimated to be food insecure.

2010/11 Southern Regions and some parts of

North-western Region

ZimVAC - A total of 1.3 million rural people, at peak, were not able to meet their minimum cereal needs during the 2010/11 season. This represents about 15% of the total rural population;

2011/12 Southern Regions ZimVAC - A total of 1.026 million rural people, at peak, were not able to meet their minimum cereal needs during the 2011/12 season. This represented about 12% of the total rural population (8 777 000 people);

2012/13 Southern Regions ZimVAC - At peak 19% of the rural households were projected to be food insecure for the 2012/13 consumption year, This represents about 1,668,000 people.

2013/14 Southern Regions ZimVAC The 2013/14 consumption year at peak was projected to have 25% of rural households food insecure ( rural

6No data was collected for this particular season. The assessment focused more on developing Livelihood Zones.

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population was 8,980,809). The proportion represents about 2, 206,924 people at peak, not being able to meet their annual food requirements.

2014/15 Southern Regions

ZimVAC The 2014/15 consumption year at peak (January to March) is projected to have been 6% of rural households (rural population 9 million people) being food insecure. This proportion represents about 564,599 people at peak, not being able to meet their annual food requirements.

2015/16 All regions ZimVAC Yes During the peak hunger period (January to March 2016) of the 2015/16 consumption year, 16% of the rural population (9,564,540) was projected to be food insecure. This proportion represents 1,530,326 people who were food insecure.

2016/17 All regions ZimVAC The food security was under threat during the last quarter of the 2016/17 consumption year with the proportion of the rural households who are deemed food insecure doubling from the May 2015 projection of 16% to 30% which is around 2,934,377 food insecure population

2018/19 All regions ZimVac Yes During the peak hunger period (January to March 2019) it is estimated that approximately 5.5 million (59%) of the households were food insecure. The rural population is 10,248,276

ARV model - The ARC Africa Risk View model predicted that 6.4 million (62% of the rural population) were food insecure.

4.6 HISTORICAL DROUGHT IMPACT (IN TERMS OF NUMBER OF VULNERABLE)

In drought times production of crops and potential livestock is reduced significantly. As such impacts triggered by droughts include but not limited to: worsening rural poverty and livelihood vulnerability, food and water insecurity, low nutritional status of affected people, school dropouts, as well as increased rural to urban migration among other impacts. Children, people living with HIV/AIDS and the elderly are usually more at risk as compared to other population groupings. Besides direct community and household level impacts, at macroeconomic level droughts poses a challenge to Zimbabwe’s agriculture-based economy, reduces water supplies for domestic and industrial use, and for power generation affecting cities and non-agriculture

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sectors. Industries such as tourism and hospitality, largely dependent on water recreational facilities and wildlife are also affected severely In most cases droughts in Zimbabwe impact communities in regions IV and V (semi-arid to arid Southern Regions). Livestock and other animals, (both domestic and wildlife) are also affected and or lost. table 2 below details the estimated number of people impacted by drought in terms of food insecurity. Table 2: Impact of Drought in terms of population size affected from 2007 – 2019

Impact of drought

by data source Source

2007/8 2008/9 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2018/19

B # of affected determined by:

ZimVAC 600 000

1.6 million

1.3 million

1.026 million

1.6 million

2.2 million

564,599 2.8 million

4.1 million

5.5

4.7 HISTORICAL DROUGHT RESPONSE

Historical response to drought in Zimbabwe in the past 10 years has largely been focused on distribution of food to affected households. Table 5 below provides an indication of number of people provided with food assistance, mainly by government and WFP. Important to note that some years no specific data was collected, however Government is on record of supporting approximately 1.1 million people with food irrespective of being a drought year or not. Table 3: Response to Drought in terms of Number of People supported by Government and WFP.

Response to drought By activity and

source

Year

2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2018/19

# of individuals assisted with FOOD DISTRIBUTION source of information is WFP

100,000 - - - 1,868,020 2,162,056 1,727,818 376,053 1,230,161 Figure for WFP

# of individuals assisted with FOOD DISTRIBUTION source of

1.3 million

1.6 million

1.4 million

1.5 million

1.2 million

2.3 million

to confirm the

those being assisted 756 980

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information is GOVERNMENT

correct figure

households which is 3,784,900 pple (average household size is 5)

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4.8 DISCUSSION OF THE HISTORICAL DROUGHT CONDITIONS, VULNERABLE, AND RESPONSE

In 2007/08, the Government supported more people than those affected by drought, because of socio-economic challenges experienced in country. , This period was largely characterised by a hyper inflationary environment and massive food shortages. While no assistance was recorded from 2008/9 to 2009/10 seasons, this was due to lack of resources mobilised for the assistance. To determine size of response to a drought, GoZ and partners use the World Food Programme (WFP) developed Integrated Context Analysis (ICA). The ICA found five distinct patterns based on the convergence of recurring food insecurity and exposure to shocks (floods and droughts). Districts exhibiting these patterns were/are grouped into one of these five patterns, classified as Categories 1 to 5. The patterns exhibited by these categories provide evidence to develop broad programmatic strategies, and form as a basis for discussion with partners for the GoZ.

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5.0 OPERATIVE ACTION PLAN

5.1 GEOGRAPHICAL AREAS AT RISK

An estimate number of vulnerable affected people base of different payout size.

Table 5: Drought Scenarios based on potential areas that could be impacted by drought

Admin Level 1: (Region/Province)

Admin Level 2*: (District)

Total Population

Large Pay-out Medium Pay-out

Small- Payout

Estimated number of

affected people under each pay

out scenario

Masvingo Masvingo

233,198 215441 102720 51360

Matabeleland South Matobo 100,703 39616

19808 9904

Matabeleland South Gwanda 124,113 94582

47291 23645

Manicaland Chipinge 334,825 243563 121780 60890

Matabeleland South Insiza 107,556 74585 37292 18645

Matabeleland South Beitbridge 85,848 71237 35618 17809

Midlands Mberengwa 204,087 184039 92020 46009

Masvingo Zaka 200,171 182832

91416 45708

Manicaland Chimanimani 151,189 86294 43147 21573

Masvingo Mwenezi 184,374 167363 83682 41840

Masvingo Chiredzi 304,460 232553 116276 58138

TOTAL 2,030,524

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5.2 CONTINGENCY PLANNING PROCEDURES FOR DROUGHT

Contingency planning (CP) procedures for drought.

In terms of planning for contingency and response, the Government of Zimbabwe develops a multi hazard contingency plan annually where drought is one of the hazards addressed in preparedness. The development of the plan follows a process of using seasonal forecast and vulnerability assessment to determine the most likely weather-related hazards, drought or flood. Following that different drought scenarios are developed based on anticipated severity levels. For this ARC Operations Plan, drought response activities and their implementation were developed from a historical analysis of past response actions, as well as based, on ARC Operations Plan eligibility criteria. As such an ARC operations plan is a subset of the national contingency plan which, isolating and selecting activities that can provide early response, linked to financing. The activities which were selected for the ARC Operations Plan follow similar coordination and implementation mechanisms as those outlined in the national contingency plans. Some of the ARC funds will also replenish the maize drawn from the strategic reserve. The contingency planning is based on multiple scenarios to ensure that the government is sufficiently prepared and can anticipate disasters of any magnitude. similarly; with regard to the ARC payout, a small payout would respond to a small, low impact drought and large payout would respond to a large high impact disaster as described in the table above

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5.3 INTERVENTION DETAILS

Intervention Name Intervention Type

Program type

Description

1. Food Deficit Mitigation Strategy (FDMS)

A-Food Distribution and Complementary Cash: Need Based B-Food Distribution and Complementary Cash: For Work

X-Scalable

□Emergency

□Other {____} [specify, e.g. needs assessment]

In response to the food insecurity, the Government uses the Food Deficit

Mitigation Strategy (FDMS) to implement a response. Grain is drawn down

from the Strategic Grain Reserve and moved to areas of need through the

Grain Marketing Board (GMB). The beneficiary households will be provided

with 50kg of maize grain and a complimentary cash of USD 10.00, which is

meant to purchase pulses and oils from the local market.

2. Harmonised Social Cash Transfers

A-Cash Transfer: Need Based

X-Scalable

□Emergency

□Other {_____} [specify, e.g. needs assessment]

In order to reduce household poverty of extremely poor households including those with orphans and other vulnerable children a national Harmonised Cash Transfer Programme (HCTP) is implemented. The HCTP is implemented by government in conjunction with UNICEF and WFP. It focuses on labour-constrained households that live below the food poverty line. As food poor households have to spend 20 to 30 per cent of their income on non-food needs (health, clothing, shelter, sanitation, education, transport, etc.), they find it difficult to meet their food requirements. Typically, they can afford only one meal per day, suffer from chronic hunger and under-nutrition and cannot meet any of their other basic needs.

Intervention Types

A Cash Transfer: need-based G Nutrition supplement

B Cash Transfer: for work H Seed distribution

C Food distribution: need based I Fodder Provision

D Food distribution: for work J Water trucking

E Supplementary feeding K Borehole development

F Distribution of food stamps, vouchers, coupons L Other: ______________________________

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5.3.1 FOOD DEFICIT MITIGATION STRATEGY

Food Deficit Mitigation Strategy (FDMS)

Brief description of the intervention In response to the food insecurity, the Government uses the Food Deficit Mitigation Strategy (FDMS) to implement a response. Grain is drawn down from the Strategic Grain Reserve and moved to areas of need through the GMB. The beneficiary households will be provided with 50kg of maize grain and complimentary cash of USD 10.00-USD25.00. The Cash is used to compliment the Food Basket as per need of the family but mainly targeted for purchases a protein and oil source (pulses and cooking oil) from the local market. The FDMS Intervention will be operationalised through the Food and Complimentary Cash Transfer (Need Based and For Work). The targeted households in the food assistance programme will be provided with monthly food rations for a period of four to six months. The intervention seeks to mitigate the effects of drought on food insecure NON-LABOUR CONSTRAINED households through public works and food for asset programmes, and avail free food assistance to food insecure LABOUR CONSTRAINED households such as the chronically ill, older person headed households, and child headed households.

Meeting the time-sensitive and/or catalytic criteria - Activity will meet time sensitivity and catalytic criteria since its more of scaling up existing social safety net activities

Saving livelihoods

- Improves food security of rural vulnerable communities affected through development of productive assets by engaging in Food

and complimentary -Cash for Assets / Community Works programmes such as the rehabilitation of existing irrigation schemes and

other productive food security assets.

- Increase food access by NON –RESOURCE CONSTRAINED households through improved market distribution, of their products to

a readily available local market.

Implementation Timeframe - There is existing experience to implement food assistance programmes in targeted districts within 4-6 months which is in line

with the expected timeframes.

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Implementation Responsibility The intervention will be implemented by the Department of Social Services in collaboration with WFP, and other partners including the GMB, Local Government and Zimbabwe Republic Police among others. At District level the activity will be coordinated by the District Administrator in collaboration with the District Social Protection Officer, all coordinated at Provincial Level by the Provincial Heads of the Social Services, the Provincial Administrator and Provincial Minister of State. At the very local level, a Ward Food Distribution Committee in collaboration with respective Government Departments will oversee food distributions. Table 7: Intervention partners contacts

Name of Partner Organization

Name of contact at organization

Telephone number Email address Responsibility and role in Implementing activity

Ministry of Public Service Labour and Social Welfare (MPSLSW)

.T.Zimhunga Acting Director

+263 4 708649/0772699660

[email protected] The Ministry is responsible for the overall implementation of the intervention


Chourombo, Deputy Director, Provincial Social Services Officer Mashonaland East

0714903846 -


Bongwe Deputy Director, Provincial Social Services Officer, Mashonaland Central

0714903681 -


Mutowo, Deputy Director, Provincial Social Services Officer, Mash West

0772819774 -


Deputy Director, Provincial Social Services Officer

0772755147 -


Chirinzepi, Deputy Director, Provincial Social

-

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Services Officer, Matabeleland North


Mr Nyakudya , Deputy Director, Provincial Social Services Officer, Matabelenad South

0773242232 -


Madzima, Deputy Director, Provincial Social Services Officer, Midlands

0782080297 -


Sanyangowe, Deputy Director, Provincial Social Services Officer, Masvingo

0715259697 -

World Food Programme (WFP)

Eddie Rowe. Country Representative and Director

+2638677000805 [email protected] Participate in the assessment and distribution

Change the names of contact persons to reflect the roles

Procurement Details

How will procurement take place?

For this operation there is NO GRAIN PROCUREMENT that will be done, but grain will be drawn down from the National Strategic Grain Reserve. However, National Treasury will facilitate procurement of grain to replenish the Strategic Grain Reserve, managed by Grain Market Board (GMB). Grain is procured either locally or from international sources using the Public Food Procurement Guidelines. In an emergency a fast track procurement process, to replenish the Strategic Grain Reserve is used.

Who is responsible for procurement?

National Treasury and the National Office of the GMB.

mailto:[email protected]

37

What are the timelines around procurement?

Timelines depend on where the goods are coming from if it’s within the country it takes at most a month and if it is outside the country it will take 3 or more months.

Please list all the items to be procured and the possible procurement sources:

Item Unit Source(s)

Grain Metric tonnes GMB, local farmers; Global Commodity Management Facility

Movement of goods from procurement to implementing partners to the targeted beneficiaries. Step 1: Grain from the National Grain Reserve facilities is prepositioned to targeted District GMB depots. Step 2: From District GMB depots is moved to the distribution point on the agreed distribution date. The Food distribution Committee for each distribution points is responsible for the security of the grain, the offloading and distribution itself. The Zimbabwe Republic Police officers are involved in this process as well as other government officials. Step 3. Grain is distributed to the beneficiaries. All targeted beneficiaries are given vouchers that they redeem to get the maize.

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Activity Implementation Timeline

Step Month

Implementing Body May June July Aug Sept Oct Nov Dec Jan Feb March Apr

1. Identification of drought conditions (on-going assessments)

National Technical Officers

2. Confirmation of drought / declaration

Office of the President and Cabinet

3. ARC payout announced

ARC

4. Contingency plan enacted


5. Needs assessment conducted to validate/confirm affected districts


6. Targeting of households for intervention

District Drought Relief Committees

7. Procurement…

National Technical Officers with the Procurement Committees

8.Begin distribution

Social Services Department

9.Monitoring

Social Services Department and partners

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5.3.2 HARMONISED SOCIAL CASH TRANSFER

Harmonised Social Cash Transfers (HSCT)

Brief Description of the Intervention.

The programme is essentially meant to reduce household poverty of extremely poor households including those with orphans and other vulnerable children by implementing a national cash transfer programme thereby positively benefiting children and women’s health and well-being.

The program focuses on labour-constrained households that live below the food poverty line. As food poor households have to spend 20 to 30 per cent of their income on non-food needs (health, clothing, shelter, sanitation, education, transport, etc.), they find it difficult to meet their food requirements. Typically, they can afford only one meal per day, suffer from chronic hunger and under-nutrition and cannot meet any of their other basic needs. In a drought situation, the utilisation of the HSCT would be an important component of response in districts where it is functioning. The selected beneficiaries under ARC payout will be provided with an amount of cash per month during the duration of the intervention to cover their food need.

The HSCT programme will be managed by the GoZ through the Department of Social Welfare, in collaboration with UNICEF and WFP. Already the HSCT is managed under the same consortium through the Child Protection Fund.

Agreement with the partners

Meeting the time-sensitive and/or catalytic criteria

• There is an existing census-based database, which makes it time sensitive for the response period.

• In well-functioning local economies where markets are well stocked, cash is the quickest way to ensure access to basic services and nutritional requirements of affected populations/households.

Saving Livelihoods.

• Once the Child Protection Fund is funded the cash transfers are predictable, thus a reliable source of income allowing for households to better plan and budget their food stocks or other needs accordingly.

• Cash enhances capacity to participate in local economic activities.

• Provision of cash facilitates social inclusion and increases human capital development

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• It is comprehensive in the sense that once a household qualifies for HSCT, it becomes mandatory for such households to be linked to other basic services which include health, education, free food handouts.

Major beneficiaries groups

• Elderly women, chronically ill, disabled and child headed households Implementation Timeframe

• It is possible to implement the programme in 6 months because there is already an existing HSCT MIS database. ARC funds can be used to vertically scale up the beneficiary population.

• it is a program that is already running hence no need for procurement of services such as service providers.

• The program is already running bi-monthly in every implementing district, as such experience and best ways to implement, monitor and evaluate for success have already been identified.

Table 8: Intervention Partners contacts

Name of Partner Organization

Name of contact at organization

Telephone number

Email address Responsibility and role in Implementing activity

Department of Social Welfare

Joyce Jiri Tawanda Zimhunga

+263747037114 +263

faro Beneficiary selection, payment schedule development and payment request, payment


Chourombo , Deputy Director, Provincial Social Services Officer Mashonaland East

0714903846 -


Bongwe Deputy Director, Provincial Social Services Officer, Mashonaland Central

0714903681 -

Ministry of Public Service Labour and

Mutowo, Deputy Director,

0772819774 -

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Social Welfare (MPSLSW)

Provincial Social Services Officer, Mash West

UNICEF Jolanda Vanwestering

+2634703851 [email protected] Processing and transfer of funds to Payment agent.

World Food Programme (WFP)

Eddie Rowe. Country Representative and Director

+2638677000805 [email protected] Participate in the assessment and targeting exercise

Procurement Details

How will procurement take place?

There are no items to be procured under this intervention. The implementation will use existing service providers to transfer cash to targeted beneficiaries.

Who is responsible for procurement?

N/A

What are the timelines around procurement?

N/A

Items to be Procured N/A

Movement of goods from procurement to implementing partners to the targeted beneficiaries. Nothing is procured, beneficiaries receive cash Movement of Cash to the Beneficiaries Once a decision has to be taken on the type of delivery mechanism selected for the respective district, a process for checks is determined. Based on a review of ongoing cash transfer programmes the current HSCT Design Report suggests that the most appropriate cash transfer options for rural districts are Cash in Transit (CIT) while Mobile Cash delivery may be appropriate for urban districts and or peri-urban areas. The following paragraphs list the steps taken for both options.

mailto:[email protected]

42

Central Programme Office using MIS sends payment schedule to delivery agency and instructs bank to transfer respective funds to the payment agency. In case of CIT the funds transferred have to cover payments for 2 months (bi-monthly payment cycle). In case of Mobile Cash the payments can be monthly or bi-monthly. During the first and subsequent payments, the district Social Welfare Officer on each paypoint informs beneficiaries on key parameters of the programme:

• Why they have been approved (targeting criteria)

• How the volume of transfers has been calculated

• How, where and when they will receive their transfers

• How they should use the money

• Whom they should approach in case of complaints Where a beneficiary household head has difficulties travelling to the pay point, they are asked to appoint a representative whose details, names and ID numbers, are also captured and sent to MIS for inclusion on the delivery schedule. Central Programme Office will input representatives against the primary recipients, so basically both names will reflect on the paysheet. The representative has to produce both her/his identity documents and those of the primary recipients when accessing the transfer. The program is making provision for programme identity cards to cater for beneficiary households without national identity documents. In case of Mobile Cash the beneficiaries will receive mobile phones and instructions how to access the cash. As Mobile Cash beneficiaries may want to get the full cash immediately, the delivery agency has to ensure that their pay points (private business like local shops) have an appropriate amount of cash available.

In case of CIT payments are done at one or two central pay points per ward using a fixed schedule. In case of Mobile Cash beneficiaries can access the next payments in 1 or 2 months intervals at any agent who offers the service. The payment agency has to ensure that the payments are always transferred to the mobile phones at a specific day, for instance at the first working day of a month. At the end of each payment cycle the delivery agencies report electronically to the Central Programme Office on transfers done and refund the balance to the programme account for reconciliation. Beneficiaries who failed to collect their payment for any particular reason are able to access their backdated transfer at the next payday. MIS ensures that in the next payment schedule the amount not collected is automatically added to the amount due to the respective beneficiary.

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Activity timeline

Step Month

Implementing Body May June July Aug Sept Oct Nov Dec Jan Feb March Apr

1. Identification of drought conditions (on-going assessments)

ZIMVAC

2. Confirmation of drought / declaration

Office of President Cabinet

3. ARC payout announced

ARC/Technical working group

4. Contingency plan enacted

Technical working group

5. Needs assessment conducted to validate/confirm affected districts

ZIMVAC

6. Targeting of households for intervention

DSS

7. Procurement… DSS

8.Begin distribution

DSS/ PSP

9. Monitoring

DSS, DEVELOPMENT PARTNERS

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5.4 TARGETING AND SELECTION OF BENEFICIARIES

The table below describes how the targeting for interventions will occur

Question

General (applies to all types of interventions)

Choose: General/Needs-Based Food/Cash-based interventions

Harmonised Social Cash Transfer

Targeting Mechanism and Criteria

To ensure that assistance is channelled to those districts and areas that have the highest levels of food insecurity, a NATIONAL geographical targeting methodology based on vulnerability assessments (Crop and Livestock Assessment and ZIMVAC) will be used to support the national, provincial district and ward level targeting in close collaboration with other data available at district level

National Level Targeting: The food distribution and complimentary cash programme will be implemented in most food insecure districts as identified by the vulnerability assessments. Assistance will be in 2 phases depending on the level of vulnerability. Phase 1 will run from July to September, whilst phases 2 will run from October to December District Level Targeting: Within the District, the food distribution and complimentary cash programme is expected to be implemented in wards with high levels of food insecurity. The District Drought Relief Committees with participation of WFP and other cooperating partners will identify wards that are most food insecure using the historical data trends as well as the Africa RiskView model. Community Level Targeting and Registration: Households or beneficiaries are selected by village members using a criterion outlined below and registered by a constituted Food / Cash Distribution committee

For the cash distribution, the ministry of social welfare and local government conducts an assessment of poverty levels and those that are ultra-poor are targeted. Enumerators, supervised by the Provincial Survey Supervisor collect demographic data and data on the poverty status from all households of the respective ward, using either hard copy forms or PDAs that have been programmed for electronically filling in survey forms. The enumerators are trained to carry out the survey and given authorization letters during the preparation phase.

Enumerators visit all households living in the respective ward in order to collect basic demographic and poverty related data for each household member. To ensure that no household is missed out, the enumerators make use of the Village Registers and complement it when necessary. They will also request the assistance of the Community Child Protection Committees (CPCs). (to include in the above committees) In order not to raise expectations, they do not mention the cash transfer programme but just introduce themselves to the Village Heads, to the CPCs and to the heads of households as enumerators employed by ZIMSTAT. Only when people ask for the purpose

45

Question




(FDC) with supervision from DDRC members, WFP and cooperating partners. Community members such as traditional or religious leaders will play a key role in community mobilization and supervising the help desk. The FDC is composed of both women and men, with women constituting 50% or more of the committee members. Household selection: Households are targeted using direct or proxy indicators of economic, physiological, and social vulnerability. Examples include household income, size of landholdings or asset ownership, anthropometric data or health status, demographic characteristics such as age, gender, or dependency ratio, and ethnic or minority status. Whenever possible and feasible, women should be registered to receive the household ration. In the case of polygamous households, a wife and her children/dependants will be considered as a unit and therefore each wife should be registered separately as a recipient of her units ration

of the survey they will have to explain that the purpose is to create a national household register that will be used for targeting, coordination and harmonization of different programs. Each enumerator will interview on the average 15 households per day. Enumerators keep a list of those households where survey could not be administered (household could not be found, or nobody was at home) or could not be completed (nobody was available to provide the required information) and document the reason why the interview was not possible or was incomplete. Provincial Supervisor makes for each ward a consolidated list of all households where survey has not been administered or not completed and ensures that up to two call back visits are done in order to administer or complete survey forms. Enumerators doing call-backs request the assistance of the respective CPC focal persons to facilitate the completion of survey forms. At the end of the survey period the Provincial Supervisor hands over to the District Social Welfare Officer (DSWO) a list of those households where survey form could not be administered or not be completed even after two call backs were performed. The uncompleted are attached to the list. DSWO keeps this file as proof that the household could not be located after 3 enumerator visits.

46

Question




The SCOPE system comprises a mobile

registration application that runs on a laptop or

mobile device, an online database, an electronic

Point of Sale device, and smart cards that are

allocated to beneficiaries on a permanent basis

for use in collecting and tracking entitlements.

These beneficiaries are already captured in the

SCOPE database and ready for implementation

in the event of a disaster. As such the targeting

in the event of an ARC payout is done way

before a disaster is triggered.

The smartcards are personalized with

beneficiary identification details and

authentication data such as a PIN. In addition to

electronically storing beneficiary authentication

data, the cards also hold entitlement data for

any number of different interventions that a

beneficiary may be enrolled in. The online

system has the capacity to remotely load

entitlements to beneficiary cards, which are

then loaded and redeemed through the

electronic point of sale device. This system is

activated as soon as there is a payout

Who will do the targeting

This is conducted by the government, led by the Zimbabwe vulnerability assessment committee (ZVAC)

The Government of Zimbabwe through the Ministry of Public Service Labor and Social Welfare (MoPSLSW) is leading the development of a social protection single registry system in line with the

MoPSLSW (DSW) has overall responsibility for all decisions regarding the planning and implementation of the survey in accordance with the Manual.

47

Question




National Social Protection Policy Framework (NSPPF). The Ministry agreed with key UN agencies supporting the single registry process (UNICEF and WFP) as well as the World Bank to consider existing beneficiary and transfer management systems with potential for scalability to be tested as platforms for building on the single registry. WFP Zimbabwe has recently adopted a single electronic beneficiary and transfer management system known as SCOPE in all its country programmes. This WFP system was seen to be the most suitable to be pilot-tested as a single platform for multiple social protection programmes. As such GoZ, through Social Welfare, in collaboration with WFP, and UNICEF will lead the targeting process.

process of verification of targeting

Data is triangulated between findings of all assessments. District reports are cross checked with the Zimvac assessment reports.

Following the community selection process where the community selects vulnerable households, a government led team conducts a verification exercise to make sure that the community selection was done in a transparent manner. Randomly selected sample households are used to verify the targeted households to be food insecure and in need of food. Post

Once the survey is finalised, the Provincial Supervisor ensures that filled in survey forms are transported safely to Harare, to be entered into the targeting agents’ data bank, cleaned and finally transferred to the DSW data bank). In order to eliminate data entry errors, data entry has to be done twice with subsequent verification and correction of inconsistencies In case a number of Forms 1 turn out to be incomplete (especially with regard to date of birth or age of household members), these

48

Question




food distribution monitoring also acts as another layer of verification

forms are immediately send back to the district Provincial Supervisor of the contracted agency to ensure that these forms are completed and then returned for data entry.

how targeting will evolve during an emergency

For information from PDA’s, Survey Administrator transfers data from PDAs to a laptop computer at district level and from there to his headquarters for cleaning and for entering into the MIS data bank from where they are copied to the district data bank – Chapter 4.3 on MIS operational guide. The MIS unit uses automated data bank to generate and print a list that shows which households meeting the eligibility criteria and which households do not. The MIS is programmed to classify rural households as food poor when they score 5 or more poverty scores. Urban households are classified as food poor when they reach 3 or more poverty scores. The list and all survey forms are transferred to the respective district data bank for storage and verification.

How will the targeting be paid for?

The government of Zimbabwe, to the vulnerability assessment committees.

The government of Zimbabwe, through the budget allocation to the ministry of social protection

The government of Zimbabwe, through the budget allocation to the ministry of social protection.

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5.5 STANDARD OPERATING PROCEDURES

# SOP Name SOP Details Responsible Officer Timing

Turnaround time (days) Type Min Max

Informational and Planning Processes

01 Monitor food security levels

Intense monitoring of ARV and other EW tools to track severity and deterioration of food security situation

Technical Working Group

During in season

Continuous Monitoring

02 Update contact databases

Confirm contact details for TWG members, implementing partners and other staff involved in the rollout of a disaster risk management plan

Matthew Sangu/Government Coordinator

As soon as possibility of payout is identified

5 10 Update

03 Coordinate Needs Assessment

Work with the group responsible for coordinating the larger country drought response the TWG to get results from the needs assessment

Technical Working Group (contingency Planning Experts)

Prior to the payment

15 21 Field assessment

04

FIP development and submission

Mobilize the ARC TWG responsible for contingency planning



5 15 Convene consultation meeting

Decide most likely scenario Technical Working Group Decide on most likely

regions/districts to receive ARC funding

Decide on most likely interventions to fund given the scenario

Estimate the number of vulnerable people targeted

Draft FIP, including detailed budget

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Obtain internal government approval for the FIP


As soon as FIP has been drafted

1 5 Approval

Submit FIP to ARC Secretariat for approval


Following the document completion

1 5 Formal submission

Financial Processes

05 Notification to financial institution to receive ARC funding

Inform Ministry of Finance of the country of imminent pay out and verify all the bank details.

Programme Supervisor/GC

30 days before payout

1 7 Notification

06 Verify the ARC funds reach the national account

Ensure that a dedicated account for ARC funds exist Verify that off cycle transfer is possible if ARC funds go to national treasury


Following the FIP approval

7 21 Verification

07 Funds transfer to implementing partners and audit

Transfer funds to implementing agencies and/or procurement sources in timely manner

Programme Supervisor/Min of Finance

After payout 1 7 Transfer

Operational Processes

08

Operational Processes Coordination

Inform other implementing partners of the possibility of payout



1 7 Notification

Inform county and sub-county structures of possibility of payout



1 7 Notification

Identify additional beneficiaries and update beneficiaries’ lists

Technical Working Group

As soon as payout is confirmed

7 30 Beneficiaries targeting

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09 Procurement (if required by intervention selected)

Assess completeness of list of beneficiaries in each identified district/county

MoPSLSW As soon as payout is confirmed

7 30 Beneficiaries targeting

Identify responsible actors for the procurement of goods / supplies

MoPSLSW As soon as possibility of payout is identified

7 30 Task

10 Verify functionality of existing systems

Confirm that food transfer distribution/ payment systems are in place and functional and can handle additional caseload (in case of scalable intervention)

MoPSLSW Before payout 7 30 Verification

11 Communication Monitoring and Evaluation

Develop clear communication channels among implementing partners


7 30 Task

Identify additional M&E personnel and training needs for a possible pay out

MoPSLSW As soon as possibility of payout is identified

7 30 Task

Ensure implementing partners are familiar with ARC M&E requirements (monthly and final implementation report)


7 30 Task

Ensure that implementing partners submit monthly progress reports

Ongoing during pay out

7 30 Task

Ensure that the implementing institutions will cooperate with independent auditors by maintaining all the relevant documents open

MoPSLSW/Matthew SAngu

Following the completion of the intervention

30 120 Audit process

12 Submit final reports to ARC Secretariat

MoPSLSW/atthewSAngu Ongoing during pay out

30 60 Reporting

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6. FINANCE

6.1 RISK TRANSFER PARAMETERS

The risk transfer parameters detailed below are based on the customisation of Africa RiskView (ARV)software for the 2019/20 rainfall season. The customisation of the software will be conducted by the ARC technical working group with technical support from the ARC. However, it is important to note that the final risk parameters, and subsequently estimated premium(s) with associated payout(s)s are to be recommended to Cabinet for endorsement. The table below only shows options considered as viable by the technical working group for consideration.

Details RTP Option 1 RTP Option 2 RTP Option 3 RTP Option

4

Return Period (yrs.) 1 in 2.61 1 in 2.61 1 in 2.99 1 in 2.61

Coverage limit (max payout) 7,000,000 5,000,000 5,000,000 30,000,000

Coverage limit (number of people) 175,000 125,000 125,000 750,000

Ceding percentage 3.20% 2.28% 2.40% 13.70%

Corresponding attachment level (US$) 70,000,000 70,000,000 80,795,000 70,000,000

Attachment level (people) 1,750,000 1,750,000 2,019,875 2,019,875

Exhaustion point (US$) 288,750,000 288,298,246 289,128,333 289,978,102

Response cost per person (US$) 40 40 40 40

Premium 1,399,181 997,142 927,946 5,990,808

MDRC 256,920,842 256,920,842 256,920,842 256,920,842

Payout 5,981,467 4,261,795 4,011,020 25,608,155

Options Description

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1 This is an optimal option where the country could pay given the fiscal space the and with little mobilisation for premium from development partners. It assumes the average of a one drought incident to happen in every 2.61 years (close to 3 years). This option is chosen when we are expecting a medium drought, which does not impact many. A total of 175 000 is expected to be assisted.

2 and 3 The two options are in the same range, which l may call medium, the amount of premium is just below a one million. The options assume one drought to happen in every 2.61 years with a limited number of people to be cover (125 000). The low pay out is associated with low premiums, this was set to adjust to what may be funded given the fiscal space at the moment. The option is chosen when we expect a little impact on the drought.

4 The option is an ideal scenario, which matches with real objectives of the ARC programme. The premium is so relevant to the number of people that may be assisted when there is serious drought, which expected to happen once in 2.61 years. This ideal when funding is permitting, through other partners and fiscal space and when drought is determined to happen. A total of 750 000 people are expected to be assisted.

6.2 FINANCIAL ARRANGEMENTS AND ARC PAY-OUT

6.2.1 Funds In-Flow Emergency procedures will be applied in order to ensure that the process of transferring funds from different accounts, to intended beneficiaries is completed

timely, in a manner that meets the ARC disbursement criteria.

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The ARC payout will be received by the National Treasury into a specified account dedicated to ARC specific interventions at national level.

According to Public Finance Management Act, funds are transferred to either of the following depending on selected response actions as well

as the payout sizes as per the Final Implementation Plan;

1. Funds transferred to the National Drought Fund Account under the Ministry of Public Service, Labour and Social Welfare to finance

the Food Deficit Mitigation Programme for direct food aid relief distributions and complimentary cash activities will be transferred

to the District Drought Relief Account managed by the District Drought Relief Committee chaired by the District Administrator.

2. For Harmonised Social Cash Transfer actions, funds will be transferred to the Child Protection Fund (CPF) managed by UNICEF, WFP

and Government. Funds will be transferred to the services provider, through either a Mobile Money service provider or to a Security

Company for cash in transit.

The Accountant General at Treasury will be required to approve funds transfer to the National Drought Account or the Child Protection Fund.

At the District Drought Relief Account level, the District Development Coordinator and other selected signatories from the District Drought

Relief Committee will manage and account for the fund.

All transmission channel as depicted above will be used for ARC interventions related activities as stipulated by the Final Implementation Plan.

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6.2.2 DISBURSEMENTS

FOOD DEFICIT MITIGATION STRATEGY The operational guidelines of the fund are as provided in the National Drought fund manual, in conjunction with the Public Finance Management Act , Chapter 22; 19. The manual gives detailed steps to be followed in the receipt and disbursement of resources under the FDMS.

o The Ministry’s Policy section would come up with budgetary requests to be submitted to the Treasury. These estimates would have been advised by Africa RiskView based on predetermined trigger levels.

o The Ministry would submit the budget to the Treasury seeking for funding, and as outlined in the Finals Implementation Plan. o Treasury would release the resource envelop to the Ministry by way of Expenditure Target to the Ministry’s vote. The target is

accounted for under the line item –Food Deficit Mitigation Strategy. o Accounts Head office would upload the target, which once it has been captured by Treasury accounts office would park, post

and clear the documentation in the normal way. o The clearance report would be submitted to the office of the Accountant General who would release the money into the

Ministry’s Account for onward processing to the National Drought Fund account. o Payment/ transfer from the National Drought Fund is done either by Paynet or RTGS to the implementers account.

Main National Drought Fund Account The Ministry of Public Service Labour and Social Welfare administers the main National Drought Fund account at the Reserve Bank of Zimbabwe. The fund’s panel of signatories is made up of the following: a) Director Finance who signs as the principal signatory under panel A b) Director of Social Welfare or Chief Accountant under panel B. This arrangement can only be varied with written Treasury approval. Transfer of funds to Districts Accounts

➢ Once the main National Drought account has been funded, the Ministries’ Policy section would breakdown the funds to be transferred to the districts and submits the details to the finance section for onward processing.

➢ The finance section should immediately transfer the funds to the individual District Drought Relief Accounts. ➢ All Districts are advised of the disbursements through their provinces who should take immediate action to expedite the disbursement

processes.

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District drought relief accounts Each District administers a subsidiary Drought fund account called the District Drought Relief Account. The Districts have been allowed to open bank accounts with banks in their vicinity for convenience and to avoid transacting in cash. The panel for each district account should consist of the following members: a) District Social Welfare Officer b ) District Administrator c) Accountant or any other senior officer assigned for that purpose Monitoring and Evaluation Provinces are expected to have budgetary allocations for monitoring and evaluations at Sub-National/District level. Under the circumstances the provincial office has to open accounts for that purpose and comply with the requirements of the National Drought Fund Manual. Accounting Procedures at Districts Once the funds that have been transferred from the main National Drought Fund account have reflected in the District Drought Relief account;

- The district accountant should issue a receipt in acknowledgement and update his cash book accordingly. - The District Social Welfare Officer should advise other District Drought Relief committee members of the remittance to facilitate

planning and execution. - The National Drought Fund itself does not procures grain but the funds availed would carter for the following budget items related to

the programme: 1) Transportation of grain from GMB to distribution centres. 2) Fuel requirements. 3) Monitoring and evaluation. 4) Subsistence allowances 5) Printing and stationery 6) Vehicle maintenance. 7) Finance charges.

Secretariat to the Drought Relief Committees. The Provincial Social Services Officer and District Social Service Officers are the secretariat for the Provincial and District Drought Relief Committees respectively. Accordingly, the offices;

(i) Give guidance on the proper maintenance of the registers (ii) Release orders to be signed by the Grain Marketing Board

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(iii) The offices shall take custody of the beneficiary register and the release orders on behave of the committee. Authentication of Vouchers.

• Only expenditure attributed to the Food Deficit Mitigation Strategy shall be charged to the fund.

• All procurements for goods and services should be done in accordance with the prevailing procurement regulations (Procurement Act Chapter 22:14 and the procurement regulations and Government Treasury Instructions)

• Claims for subsistence allowances are done as per the current Treasury Circulars.

• Where ever possible services should be obtained from reputable suppliers who should be asked to provide service after a proper system of adjudication and award.

• All vouchers should be serialised sequentially and recorded appropriately in the cash book.

• Payments of cash should be witnessed and upon acquittal of the pay sheet the District Social Services Officer should endorse the pay sheet to confirm that the people paid were bona fide beneficiaries under the programme.

• All vouchers and documentation should be properly filed for audit purpose and future reference.

Month end procedures ▪ At the end of each month the District Drought relief account will be closed up and reconciled. ▪ Each District is required to furnish Ministry Head Office with the following returns in acquittal of Drought Relief Funds under their

charge. i) Receipt in acknowledgement advance received. ii) A comprehensive Acquittal of advance showing the budget lines under which funds were expended (Please note that these funds shall not procure assets)

▪ The District Social Welfare Officer should sign in the cash book for verification. ▪ The foregoing should be done to allow for the returns of the preceding month to be received by Head Office before the 7th of the

following month. HARMONISED CASH TRANSFER Funds are received from National Treasury into the Ministry of Public Service, Labour and Social Welfare Department account will be utilized as follows:

• For direct transfer to beneficiaries there is centralised account from which the money will be withdrawn by the service provider for cash in transit and physically delivered to beneficiary households.

• In line with PFMS, budgets for administrative component are decentralised, each implementing district has an account to manage their needs for implementing the program.

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• Submission of annual budgets which have to be approved, once approved all expenditure is guaranteed, procurement processes will be done at district level, National focal persons for budget tracking. Web based asset management system that allows management and supervisors at all levels to track procurement processes and stages.

6.3 BUDGET PER INTERVENTION

6.3.1 Food deficit Mitigation strategy Under this intervention while 85% of the total will represent the benefit to the beneficiary whilst 15% represent the operational costs

Costs per beneficiary as estimated across the country

In USD In % of total costs

Average monthly benefit per beneficiary: USD 10.75 + USD2 as complementary cash per person.

12.75 85%

Average monthly operational costs per beneficiary 2.25 15%

Total cost per beneficiary 15 100%

Unit Cost under this Scenario: USD: __15.00________ 6.3.2 Harmonised cash transfer

The HSCTP is designed in way that 80% of total programme funds will go to the beneficiary households while 20% are required for operational costs

Costs per beneficiary as estimated

In USD In % of total costs

Average monthly transfer payment per beneficiary: 12 times USD 10

10 80%

Monthly operational costs per beneficiary 2,50 20%

Total monthly cost per beneficiary 12,50 100%

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Unit Cost under Scenario per month USD: $12 (the above statement with 10 dollar to reflect this amount

This is a rough estimate based on a breakdown to $10 per individual per month and $2 overheads

7.0 MANAGEMENT AND LEARNING

7.1 MONITORING EVALUATION AND LEARNING (MEL)

7.1.1 OVERALL MONITORING AND EVALUATION FRAMEWORK

Result Indicator Means of Verification Risks/Assumptions

Vulnerable communities and populations are identified and reached

• Number of communities and persons identified against the number of vulnerable populations as per the ZimVAC assessments

• Inclusion and exclusion error

• SCOPE Database

• Targeted beneficiary Lists of targeted beneficiaries

• Poor road network

• Poor data capturing

Food items distributed to the vulnerable persons effectively

• Quantity of maize grain drawn down from the National strategic Grain Reserve of commodity

• Number of complaints through the feedback mechanism

• Number of vulnerable persons who received food items by type of commodity

• Monthly Progress Reports

• Post Distribution Monitoring

• Poor storage facilities

• Inability to get the right quantity of food items

• Poor road network

• Political interference

Vulnerable persons/households supported with cash benefits

• Amount of money allocated to vulnerable persons


• Post Distribution Monitoring

• Inequitable distribution of cash benefits

• Uncertainty of said amount getting to the beneficiaries

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• Number of vulnerable persons who benefited from the cash benefits

• Amount of money received per person/ household

• Lack of access to a market.

Built or restored disaster mitigation assets through food-for-work activities

• Number of Assets rehabilitated/ restored

• Number of people benefiting from the FFW


No political interference

Developed, built or restored livelihood assets through food-for-work activities

• Number of community assets created or restored

• Number of women and men trained in livelihood support activities


• Target communities participate in identification, planning, implementation of projects and maintenance of assets

Improved response times for assistance to targeted households

• First ‘contact’ with targeted beneficiaries within 120 days of the ARC Ltd payout being received by the country

• TWG Progress Reports • Adequate and credible structures, as described in the Operations Plan, are in place

Improved implementation time for ARC activities.

• A 180-day implementation duration, starting from first “contact” with beneficiaries.

• TWG Progress Report • Sufficient targeted beneficiaries have been identified

Adequate food consumption over assistance period for targeted households

• Household food consumption score (% of communities showing increased score)

• Monthly Food Security Monitoring

• ZimVAC Rural Livelihood Assessment Report

Targeted communities have increased access to assets

• Community asset score (% of communities showing increased score)

• Monthly Food Security Monitoring Report

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• ZimVAC Rural Livelihoods Assessment

7.1.2 MONITORING FOOD DEFICIT MITIGATION STRATEGY

Monitoring criteria Jointly monitoring visits and spot-checks by the Government officials at all levels and partners including WFP will help to assess the quality and quantity of implementation outcomes. Post Distribution Monitoring will be conducted after every distribution and the report is shared with relevant stakeholders.

Past Evaluations In the past monitoring has been an ongoing process during the implementation of all food distribution programmes. Evaluations of such programmes are always conducted at the onset and at the end. All programmes of this nature be they implemented by government or partners are monitored so as to ensure that food is distributed fairly across all needy areas.

Data collected by monitoring system Household Demographics, Income and Expenditure Levels, Food Consumption, Food Availability, Coping Strategies and Markets Monitoring (Prices and Availability), Quantity of food distributed, Number of households assisted.

Who is responsible for M&E Government and its partners are responsible got M and E, they will collect, analyse and disseminate the reports.

Financing M&E M&E framework will be budgeted as part of an ARC pay-out.

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What measures have been introduced to ensure the timely and accurate collection of monitoring data?

• Increased ease and speed of deployment of entitlements from the online platform

to pre-allocated cards

• Better accountability through the use of user accounts that generate an audit trail at

every point where beneficiary data is captured, processed or transmitted

• Increased ability to guarantee that benefits have reached the intended recipients

through the use of electronic authentication

• Ability to recognize each individual beneficiary and thus provide personalized

customer care to them through the available complaints and feedback mechanisms

What is the timing around M&E in relationship to the ARC pay out?

M&E of the programme will be conducted throughout the disbursement of the ARC payout.

7.1.3 HARMONISED SOCIAL CASH TRANSFER

Monitoring criteria Implementation of the programme is monitored by the internal audit section within the Ministry of Public Service Labour and Social Welfare. The audit department conducts follow ups with 5% of all beneficiaries in each district to verify the transfers in terms of timing of the transfer, amounts of the transfer and if the correct beneficiaries received the transfers. Even though the targeting and approval process is extensive and involves many checks and balances, errors may still occur. Whenever it is discovered through spot checks or monitoring visits that there are households who should not have been on the scheme from the beginning, action is taken. Transfers for households that did not meet the eligibility criteria at the time of targeting - such as households with many productive members, households with cattle, households with a running business etc. - are discontinued immediately

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Past Evaluations In the past monitoring has been an ongoing process during the implementation of all cash distribution All programmes of this nature be they implemented by government or partners are monitored so as to ensure transparency and accountability.

Data collected by monitoring system Household Demographics, Income and Expenditure Levels, amount of cash distributed

Who is responsible for M&E Government and its partners are responsible got M and E, they will collect, analyse and disseminate the reports.

Financing M&E M&E framework will be budgeted as part of an ARC pay-out.

Measures to ensure timely to ensure accuracy of data

In case any of the stakeholders in the process (CPC focal persons, Extension Workers, District Officers) have reason to doubt that an already approved household meets the eligibility criteria, they take note of the household’s name and situation. This information is forwarded to the District Social Welfare Office where the officers counterchecks the information provided and conducts a visit to the respective household to verify if the information on which the approval was based is correct. He/she documents the result of the investigation and based on the information given during the verification, DSO recommends and the PSWO decides if the household should be excluded. This information is then communicated to the beneficiary household and they are deleted from the beneficiary list The program developed standard operating procedures for Grievance Handling and Redress mechanism. District officers give periodic reports (after each payment cycle) to the Programme Management on complaints received disaggregated by type. Inclusion of a second tier for grievance resolution through allowing the beneficiary to seek the audience of the Provincial Social Welfare officer.

M&E Pay-out and Timing M&E of the programme will be conducted throughout the disbursement of the ARC payout.

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7.2 RISKS AND ASSUMPTIONS

#

Risk (Example)

Likelihood of occurrence of this risk (low, medium, or

high)

Describe Impact Mitigation Strategy: what you will do to make

sure this does NOT happen?

1 Delays in the funds disbursement toward implementing bodies

Medium Implementation delayed leading to non-compliance with earlier action

Raise awareness of the Ministry of Finance about the earlier action of the intervention. Ensure that the funds are timely transferred to the National Drought Relief and Child Protection accounts

2 Inflation Risk Low Reduction of beneficiaries purchasing power

Zimbabwe is using bond note which is pegged to the US dollars reducing the risk of inflation. Market regulation measures will be undertaken.

3 Risk that intervention(s) do not reach the targeted populations (most vulnerable)

Low Affected population adopting negative copying mechanism

Stringent methodology in beneficiary targeting. Community participatory process is now part of revised targeting guidelines. Oslo a compliance mechanism at committee level is in place to report on any deviation.

4 Infrastructural constraints make it difficult to deliver cash or food transfers effectively

Low Assistance to beneficiary delayed

Different mechanisms will be used to deliver cash or food transfers and other services, which take account of local contexts. For the food assistance, the grain will be pre-positioned, while with the cash different delivery mechanisms such as adequate mobile money

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companies to overcome challenges related to the intervention

5 For Cash in Transit there is a risk of robbery of the cash intended for beneficiaries

Medium Beneficiaries did not receive assistance and are negatively impacted by the event

The Delivery Agents will ensure that adequate security measures are taken to guarantee the cash transfer. Adequate mobile companies used for a secured transfer.

Annex 1: BUDGET

Estimate budget for a potential maximum of 10 000 000 USD pay-out

Activity Items USD

Food distribution

Commodity costs

3 457 080

Operation costs

384 120 10% of subtotal ‘A’6

Sub total “A” 3 841 200 15% of TOTAL

Cash transfer Beneficiary transfer

19 590 120

Operation costs

2 176 680 10% of subtotal ‘B’

Sub total ‘‘B’’ 21 76 6 800 85% of TOTAL

Total 25 608 000

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