Core Values



HURUNGWE RURAL DISTRICT COUNCIL 19050199486 Strategic Plan for 2015-2018Table of ContentsChapterContentPage No# I.Cover page 11.Table of contents111.List of Appendixes 1V. Acronyms 1Introduction and Background2Vision3Mission4Values5Terms of Reference6Overall Functions7Departments in Council and their roles8State Enterprises Parastatals , 9Environmental Scan –current situation, PESTLEG,SWOT analysis10Key Result Areas11Clients Needs and Problem Analysis12Stakeholder Analysis13Policies14Goals15Strategies ,Assumptions And Risks16Strategic Results Chain And Monitoring And Evaluation FrameworkImpact PlanOutcome PlanOutput Plan17Resources18List of ParticipantsLIST OF APPENDICESAppendix 1:Zimbabwe Land Policy HistoryAppendix 2:ZIMSTATS 2012 Census reportAppendix 3. EMA 2014 Annual Natural Resources reportAppendix 3:CAMFED periodic reportAppendix 4:Hurungwe Rural District Council Deforestation AnalysisAppendix 5:Agricultural ProductionAppendix 6:Drought Periods in ZimbabweAppendix 7:Livestock CensusAppendix 9:Stands Register 2015LIST OF MAPS1.Hurungwe Rural District Map2.National and regional setting3.Population distribution map4.Land classification map5.Wildlife distribution map6.Road network7.Power and energy distribution8.Health facilities9.Education facilitiesAcronymsCAMPFIRE -Communal Areas Management Program for Indigenous Resources CEO-Chief Executive OfficerCBM-Community Based Management CTDO-Community Technology Development OrganizationCPU-Civil Protection UnitDWSSC-District Water Sanitation Sub CommitteeEMA-Environmental Management Agency FCTZ -Farm Community Trust of Zimbabwe HRDC-Hurungwe Rural District CouncilIOM-International Organization for Migration LA-Local AuthorityMoHCC-Ministry of Health and Child CareMoWENW-Ministry of Water, Environment and Natural Resources NAC -National Action Committee RDC-Rural District CouncilPLWD-People Living With Disability PHHE -Participatory Health and Hygiene EducationPWA -Parks and Wildlife AuthorityPWSSC -Provincial Water and Sanitation Coordinating CommitteeSP-Strategic Plan SSCF -Small Scale Commercial FarmsUNICEF-United Nations Children's FundVS&L -Value savings and lending WASH-Water Sanitation and Hygiene WHH-WelthungerhilfeZIMASSET-Zimbabwe Agenda for Sustainable Social Economic TransformationZNA -Zimbabwe National Army ZINWA-Zimbabwe National Water Authority1. INTRODUCTION1.1Physical Location and Administration BoundariesHurungwe District is situated in the north-western part of Zimbabwe and is one of the six districts that make up Mashonaland West, Makonde district to the South and Guruve district Mashonaland Central to the north. It is the largest district in Mashonaland West, with a total area of 19 678.34 square km. Four authorities namely Hurungwe Rural District Council, National Parks, Karoi Town Council and Chirundu Local Board administer the district. Two authorities administer the urban sector of the district namely, Karoi town and Chirundu towns respectively. The district also is home to one of the country’s biggest game reserve, the Zambezi Valley conservation area.Hurungwe District comprises 26 wards, which are classified as follows:14 Communal wards4 Resettlement wards8 commercial ward which have been grouped into A1 and A2 commercial farming area.MAP1: HURUNGWE RURAL DISTRICT KEYChief DenderaChief DandawaChief NematomboChief ChunduChief NyamhungaChief KazangarareFeatures-Chiefdoms -District Boundary 1.2 Historical BackgroundAfter independence the then Council were merged to form the District Councils in 1981. European commercial farming areas existed under the administrative authority of Rural Councils.The unification of the African Councils throughout the district namely Nematombo, Mujinga, Kazangarare, Nyamhunga, Dandawa, Dendera and Vuti SSCF resulted in the birth of the District council. Each of the seven African Councils was under a chief. However, in 1993, the Government produced a policy paper, which inter alia, advocated for and resulted in the amalgamation of district councils with Rural Councils to form Rural District Councils, of which Hurungwe Rural District Council is a product of that amalgamation.1.2.1 Administrative AuthorityThe production of this plan was spearheaded by a Hurungwe Rural District Council, which administers the biggest area in the district. The Council’s legislative body is comprised of 26 Councillors. Previous and now has 26 elected Councillors. The Head Office is located at Magunje District Service Centre, which is some 34 kilometres from Karoi town. Magunje is also the district growth point and central from every corner.1.2.2 Aims and Objective of the Strategic PlanTo provide an efficient service to the community in a transparent and accountable manner through participation, co-operation and co-ordination of all stakeholders.To come up with an inventory for the district giving equal weight to the district’s strengths and weaknesses.To promote the most effective use of scarce resources amongst many needs.To come up with the best method to foster economic growth within the context of the strengths and weaknesses identified in where is (a).To provide framework within which projects can be identified, prioritized and implemented as part of the rolling or annual plans.To provide a firm basis for co-ordinated decision-making process at the district level.To come up with firm strategies to be employed in exploiting the strengths and mitigating the effects of the weaknesses identified in (a).To create an efficient communication network.To upgrade already established tertiary and vocational training facilities which offer practical hands on training for the increasing number of unemployed youths.To construct dams for irrigation in order to diversify crop production methods that are traditionally reliant on seasonal weather patter alone.1.2.3MethodologyAfter the realization that developmental projects were imposed on the people ahead of their own preferences (a process described as the top-down approach), the government then made an about turn and proposed that instead projects should emanate from the people hence consultative and participatory methodologies were used widely, for the purposes of compiling this document. This later approach called the, the bottom up approach, was found to be democratic and included the local people who now have a say in developmental issues/projects that affect them making the entire planning process quite sustainable and reflective of the wishes of people at the grassroots. Therefore it is important to mention that the methodologies used in the formulation of this document very much mirror this concept of the, bottom-up approach. These include the following:1.2.4Use of QuestionnairesQuestionnaires were prepared, which were of a structured nature by the Planning, Monitoring and Evaluation sub-committee members to sent people during ward visits.1.2.5Desk ReviewIt was that most of the information pertaining Hurungwe District was in the offices of the respective RDDC members, it was only a matter of retrieving and compiling, whilst at times updating of same would also be required. Responsibilities were parcelled out to PME members to collect this information from their offices or from the offices of other stakeholders like members of the RDDC, and NGOs operational in the area. This information was compiled into a draft document after which information gaps and outdated information were identified and the document updated.1.3Review of 2014-2018 Strategic PlanThere were no major changes in implementation and review of the 2014-2018, Strategic Plan which was mainly due to the non-availability of resources both material and financial. The review of this strategic plan was widely influenced by Integrated Result Based Management and the alignment to the blue print, ZIMASSET, mainly focussing with the cluster areas and the need for quick wins, gains through rapid action that call for immediate results. Council’s performance can be summarized sector by sector as follows:1.3.1Material Productive SectorAgricultural production has been seriously affected by the current economic down turn. The situation is worse in the communal areas. Planned irrigation schemes were not implemented except for Nyamhunga and Magunje and Chewore Irrigation Schemes. Council revenue based has been widely negatively affected by changing national policies conflicting with the Rural District Act 29:13. This has seen a number of Council revenue lines which traditionally and legally constitute a huge percentage of Council revenue going to other government portfolios notably:Mining resources to Ministry of MinesUnit Tax to Ministry of Lands and Rural Resettlement.CAMPFIRE royalties to National Parks.(For more achievements and information see attached maps , tables, photos , appendix)1.3.2Economic InfrastructureHurungwe rural district council purchased a motorised grader, however the provision for Infrastructure was limited, with old graders experiencing regular break downs though a significant improvement was made compared to previous financial years. Road maintenance total1686.6km out of430km were maintained by Council.(See also attached road networks coverage for Hurungwe Rural district Council, appendix)The district water coverage has significantly improved with a number of community and institutional boreholes drilled, the district required a total of ..............borehole repair, ..........rehabilitation, .............drilled, however for the period under review, a total of........were repaired, .............were rehabilitated, ................were drilled, with major strides noted in borehole drilling , though the achievement is greatly overshadowed, considering the vastness of Hurungwe District, and its ward and population to benefit. (for more information see attached , tables, graphs, photos, appendix)1.3.3Social Infrastructure Education Council facilitated construction and renovation of Matau primary and secondary, with provision of 5 classroom blocks,2staff houses, 1ECD block,1 administration block, library ,computers, 10 squat holes for toilets ,and renovated 2 class room blocks for secondary by 2014. Hurungwe RDC opened 3 secondary schools, namely Hwino, Madudzo,and Bakwa All 171primary schools own an ECD canter. Currently, council has 20 classroom blocks under inspection, which are built through SDC efforts. A number of satellite schools are in the resettlement areas. However infrastructure is way below the required standard and the situation in most of these schools is pathetic as structures being used are mostly tobacco barns. Efforts to upgrade or construct new structures are again being hindered by a shortage of resources. (for maps for proposed schools, current schools, photos of schools see appendix)Clinics Council managed to open 5 clinics , namely Zebra Downs, Moy, Nyama,Murambi and Makuti.The following clinics are under construction : Chiroti,Chivakanenyama, Biegest and Masikati and Nyangoma clinic is under renovation 18 council clinics had a borehole drilled, placenta pit, bottle pit and proper sanitation structures constructed Currently council continues to improve water and sanitation for its clinics, providing water tanks, engines and pumps Construction of maternity waiting homes is underway in 4 clinics Housing Hurungwe residents continue to get houses and residential stands through home ownership schemes, and allocation of residential stands(for maps, photos of health centres see appendix)1.2. DISTRICT PROFILE1.2.1 POPULATIONHurungwe Rural District Council serves the highest population in Mashonaland West province. Using the 2012 census report, the population of Hurungwe rural district is now estimated 42 7444, males.........., females............. which is roughly 22% of the total population for Mashonaland-West province. Not with standing that the district is the largest in the province, in terms of physical expanse the relatively high population figures can be attributed to inter alia, the influx of people from within the province and beyond searching for good agricultural soils which make up the district.Table SEQ Table \* ARABIC 1: Population Statistics for Hurungwe Rural District CouncilWARDESTIMATED POPULATION MalesFemales11393471766758211243571455293102875105518248476434941275291125865497611862614757157134916904658781534576367709924424121901223410867041904480111619178258366128963450344601322797111711162614265901307313517156392315232401616489810783821784094092431718107215596512519957549384637208099410839912111489587156182214909746974402381544099405524114995622587725146157115750026655432263328TOTAL324675162289162386 Source:ZIMSTAT: Preliminary results Census Report2012Council VisionA district which economically empowers, employs, develop and sustain a better quality of life for everyone within Hurungwe , taking into consideration gender equality.3. Council Mission To provide efficient, quality service to the community in a transparent, accountable manner promoting development in the district through gender mainstreaming, sustainable utilization of available resources and co-operation among stakeholders.Core Values4.1 Quality serviceIn implementing this strategic plan, Hurungwe Rural District Council thrives to offer the best service delivery for the inhabitants of Hurungwe at an affordable cost to both the consumer and the local authority.4.2 TransparencyService delivery to the community shall be conducted in a manner that is open to all stakeholders and the general public. We will serve the public in a clear and responsible manner for all stakeholders to analyze and comprehend. 4.3 AccountabilityHurungwe Rural District Council will be accountable to the community that we serve and the stakeholders we work with. 4.4 EquityHurungwe Rural District Council will implement services in an equitable manner where all wards are considered without favour. All the needs of the inhabitants of Hurungwe district are important hence the needs of the socially excluded.4.5 IntegrityKnowing and doing what is right at the right time in our quest to improve the living conditions of inhabitants of Hurungwe district. 4.6 EffectivenessHurungwe Rural District Council will deliver quality services in an effective manner which is sustainable.4.7 EfficiencyThe resources in the delivery of services will be handled in an efficient manner. 4.8 Good governance Hurungwe Rural District Council will be responsive to the needs of the people and will promote openness and good moral values in service delivery. 4.9 ProfessionalismHurungwe Rural District Council will be guided by the organisation ethics and etiquette. 4.10 Client Orientation The focal priority of Council is service delivery to all its clients with cooperation from all government departments and nongovernmental aid.TERMS OF REFERENCEAs a local authority Hurungwe Rural District Council conducts all its operations in full adherence of both its internal policies and government regulations which include inter-alia.5.1 Internal PoliciesTransport Management PolicyEmployees Code of ConductCouncillors Code of ConductCouncil ResolutionsSafety PolicyHousing Policy Conditions of ServicesFinancial Standard Operation Management RegulationCouncil Annual BudgetLocal Environmental Action PlanCouncil Gender PolicyCouncil Sexual Harassment PolicyCouncil HIV Policy Council By-lawsDevelopment PlanWASH Strategic Plan5.2 External PoliciesConstitution of ZimbabweRural District Council Act Chapter 29:13Finance Act Chapter 23:04Education Act Chapter 20:04Regional, Town and Country Planning Chapter 29:12Water Act Chapter 20:22Roads Act Chapter 13:13Communal Lands Act Chapter 20:04Traditional Leaders Act Chapter 29:17Environmental Management Agency Act Chapter 20:27Liquor Licensing Act chapter 14:12Shop Licensing Act Chapter 14:17Procurement Act Chapter 22:14Protected Places and Areas Chapter 11:12Income Tax Act Chapter Stray Stock Trespass Act Chapter 19:14Stock Theft Act Chapter 9:18 Parks and Wildlife Act Chapter 20:14Labor Relations Act Chapter 28:01Firearm Act Chapter 10:09Mines and Mineral Act Chapter 21:05Civil Protection Act chapter 10:06Procurement Act chapter 22:14Domestic Violence ActNational Gender PolicyNational Housing PolicyNational HIV PolicyWASH PolicyCirculars ZIMASSETOVERALL FUNCTIONS 6.1. Acquisition, maintenance, development and disposal of property.6.2. Open spaces.6.3. Recreational facilities.6.4. Showground.6.5. Trees.6.6. Conservation of natural resources.6.7. Bush fires.6.8. Fences.6.9. Clearing of land.6.10. Cultivation and farming.6.10. Cultivation and farming.6.11. Grazing.6.12. Agricultural and other services.6.13. Animal diseases.6.14. Facilities for animals.6.15. Fisheries.6.16. Slaughter-houses.6.17. Markets and agricultural and other produce.6.18. Sale of products.6.19. Manufacture and sale of mahewu.6.20. Roads, bridges, dams, etc.6.21. Parking.6.22. Omnibuses.6.23. Ferries.6.24. Lighting.6.25. Decorations and illuminations.6.26. Advertising hoardings.6.27. Drains, sewers and sewerage works.6.28. Water.6.29. Obstruction of water flow.6.30. Pollution.6.31. Public sanitary conveniences.6.32. Effluent or refuse removal and treatment.6.33. Control of pests.6.34. Hospitals, clinics and health services.6.35. Ambulances.6.36. Fire brigades.6.37. Crèches.6.38. Maternity and child welfare services.6.39. Family planning services.6.40. Charitable institutions.6.41. Maintenance allowances.6.42. Funerals.6.43. Grants to charities, sports etc.6.44. Grants to other local authorities.6.45. Educational institutions.6.46. Youth centers.6.47. Employment bureau.6.48. Libraries, museums, theatres, public halls, botanical and zoological gardens.6.49. Orchestras and bands.6.50. Aerodromes and helicopter stations.6.51. Boats.6.52. Publicity.6.53. Public entertainment.6.54. Allowances for councilors and members of committees.6.55. Acting allowances.6.56. Travelling expenses.6.57. Courses for councilors, members of committees, officers and employees.6.58. Loans to officers and employees for transport.6.59. Congresses.6.60. Subscriptions to associations.6.61. Insurance.6.62. Mementoes.6.63. Coats of arms and seal.6.64. Monuments, statues and relics.6.65. Gender HIV/AIDS, Cross cutting issues mainstreaming. Departments in the organization and their core values Hurungwe Rural District Council is made up of five departments each headed by a manager, who all report to the Chief Executive Officer.Administration and Human Resources DepartmentDepartmental VisionTo be an Administration and Human Resource department that is able to administer Council material resources and human resources affairs equally, and fairly.Departmental MissionTo manage office systems, assets, transport, human resources of Council effectively and efficiently.Core FunctionTo equip all Council office with the right tools to execute office mandateProcurement of assets and efficient managementTransport managementHuman resource planning, Training and developmentProviding secretarial services to all Council committeesPlanning and organizing all Council committee meetingsImplementation of external and internal Council policiesTo institute policy compliancyFinance and Economically Development DepartmentDepartmental VisionTo be a department that is able to manage Council finances.Departmental MissionTo develop, control and produce financial transaction of Council in a transparent and accountable manner.Core FunctionBudgetingProduction of financial statements, financial records, final accounts and audit.To carry out income generating projects and marketing of Council by-products.To submit to Council at the end of each financial year an interim report showing the financial transaction and affairs of Council during the financial year.To submit to Council quarterly a schedule of all payments made by or on behalf of Council.To regulate the overall financial affairs of Council and its committees in accordance with the financial regulation of Council.To pay for Councillors month allowances and salaries to employeesTo insure all Council equipment and property as required by CouncilTo institute and comply with government regulations and Council internal policies.To serve the Finance and Economic Development Committee.Social Service DepartmentDepartmental VisionTo be a department that sustains a better quality life for its inhabitants.Departmental MissionTo provide cost effective, efficient education, health, water and sanitation and other social services to the inhabitants of Hurungwe district.Core FunctionTo provide and maintain provision for all social amenities such as housing, clinics, schools, parks, libraries, market places , recreational facilities ,crèches, maternity houses, family and child welfare services and family planning.To institute and comply with Council By-laws and other regulations governing the provision of social services.To plan, coordinate implement and monitor water and sanitation programmes. To plan and implement programmes for the aged and safety nets.To plan , coordinate, implement and monitor all cross cutting issues, Gender , and HIV/AIDSTo coordinate programmes of Non-Governmental Organisations., To carry out any other functions as delegated by Council.To prepare a departmental budgetTo serve the Social Service committeeAgriculture and Natural Resource Department Departmental VisionTo be leading department in the management and sustainable utilisation of natural resources in the district.Departmental MissionTo effectively and efficiently manage and utilize natural resources in a sustainable manner without compromising the environment.Core FunctionTo attend Problem Animal Control (PAC).To resolve land disputes.To monitor natural resources.To monitor wildlife (CAMPFIRE).To prepare the department budget.To conduct Stray Stock auction.To conduct awareness campaigns.To conduct awareness campaigns of sustainable farming and fire Indabas.To serve the Agriculture and Natural Resource committee.Roads, Planning and Works DepartmentDepartmental VisionTo efficiently deliver service in terms of construction, repairs and maintenance of Council infrastructure. Departmental MissionTo plan for all developments in the District and implement works so as to enhance public safety through the provision and maintenance of relevant infrastructure.Core FunctionTo plan and implement all development in the districtTo implement works for public safety through provision and maintenance of infrastructure (roads, bridges, dams, water supplies, water reticulation, sewerage reticulation and disposal)To provide decoration and illuminations of roads, buildings and lightingTo institute and comply with government regulation and Council internal policiesTo serve the Roads, Planning and Works committee. State enterprises and Parastatals, Statutory bodies and Grant aided institutions under the MinistryVendorsLocal Business AssociationMembers of ParliamentZimbabwe Republic PoliceZimbabwe National Water AuthorityZimbabwe Electricity Supply AuthorityMinistry of State RoadsMinistry of Health and Child CareMinistry of Lands and Rural ResettlementMinistry of Primary and Secondary EducationMinistry of Social Welfare, Child care and Probation ServicesMinistry of Women Affairs, Gender and Community DevelopmentMinistry of Local Government, National Housing and Public WorksFamily Aids Community TrustNational AIDS CouncilPopulation Services Zimbabwe AgritexVeterinary ServicesEnvironmental Management AgencyDistrict Development FundNational Parks and WildlifeDepartment of IrrigationDepartment of MechanizationDepartment of Livestock Development and Production.Non Governmental OrganizationsGoal ZimbabweCeshharLenard shire CAMFEDCommunity Technology Development OrganizationFarm Community Trust of Zimbabwe International Organization for Migration United Nations Children's FundWater Sanitation and Hygiene WelthungerhilfeEnvironmental ScanCurrent situationDemand for service delivery is increasing yet revenue base is dwindling due to the prevailing macro and micro economic challenges and the transition and changes in external policies. Conflicting national polices and Council by-laws e.g agriculture and natural resources are highly negatively affected.Source of ConflictSource of ConflictWood permitsTobacco Contractors; Forestry Commission and EnvironmentalManagement Agency VersesHurungwe Rural District Council.Land TaxMinistry of Lands VersesHurungwe Rural District Council.CampfireNational Parks VersesHurungwe Rural District Council.Mining PermitMinistry of MinesVersesHurungwe Rural District Council. PESTLEG ANLYSISIt is very important to carry out an environment scan to the opportunities, risks and challenges that are faced in the service delivery. PESTLEG analysis was conducted as shown in table below:-Political, Economic, Social, Technology, Legal, Environment, Governance Analysis FactorPositive impactsNegative impactsPoliticalAll councillors belong to one political party hence easy adoption of council resolutions Some Politicians disregard Council procedures, policies by-laws hence conflict between Council, and politicians.Some politicians disregarding mandate of council, hence derailment of service delivery and developmentSome politicians dismally failing to separate politics from development issuesEconomic No inflationDollarization stabilized prices.Good road networks.Liquidity Crunch.High default rates among debtorsHigh interest rates hence difficult to borrow from financial institutions.Key revenue lines have been paralysed.Hurungwe district is a vast district hence needs huge sums of money for roads maintenance.SocialLocal leaders and Communities are supportive to the development of their munities are gender aware.Council conducted sanitation campaigns.Council has constructed new clinics.Council managed to establish schools and ECD centres in the district.Council managed to drill boreholes.Lack of resources by communities to accomplish locally identified targeted developmental projects.In other areas cultural, religious and political connotations are negatively affecting gender mainstreaming.Recruitment has been reduced.The existing health facilities are not adequate.There is no adequate infrastructure for school.The vastness of the district and the wards hence water coverage is still low.The provision for public and social amenities is still low.TechnologicalMost areas in the district are connected to mobile network. Erratic network coverage, in terms of internet, radio and television wavesExcessive power cuts.Inadequate boosters in remote wards.Legal Council has external and internal policies.Conflicting national policies verses Council by-laws and resolutions.EnvironmentalAbundant natural resources such as wildlifeHurungwe is a tobacco growing area hence many people have access to cash at some pointLow water table due to effects of climate changeConflicting policiesAgriculture encroachmentVeld firesPoaching(animal and wood)Illegal settlementGovernance There is only one political party represented in council which makes passing of council resolution easier.Representation of women in policy making and decision making is significantly low. Out of the 26 councillors there are only 3 women councillorsSWOT AnalysisStrengthsEconomy: The stable economy enables local authorities to make standard budgets that will not be affected by inflation, in achieving at the end of a final period.Legal: Hurungwe Rural District Council delivers services through a well established organizational structure legally supported by the Constitution of Zimbabwe; a number of legislative and internal policy frameworks that support service delivery that are client orientated. Human Resources: Rural District Council has qualified staff in Council departments and key positions such as2 engineers, finance, human resources, social service and agriculture and natural resource management.Infrastructure: Council has good road network which has improved accessibility and mobility for goods and ernance: In terms of the institutional framework the district has vibrant Council committees which operate from the village level to the national which are formal spaces for public participation.Strong internal controls invigorated and buttressed by regular checks of internal and external auditors with an audit committee in place.Mobility: Hurungwe Rural District Council made significant improvements in the provision for a sound, good fleet of vehicles for revenue collection, problem animal control (PAC), building’s inspection, road maintenance construction of bridges and monitoring social development projects. Council conducts monitoring and evaluation for all its activities and ongoing projects.WeaknessesEconomic: Current economic status and high interest rates dwindles the provision of agricultural loans, thus the district relays on contract farming of which the surplus grains are transported out of the district, hence increasing food insecurity. The district has limited resources in farm equipment and tillage capacity and this limits it capacity to be the bread basket of Mashonaland west. Due to the dwindled revenue base Cause lacks enough resources to uplift the district clinics, schools and other social stranded infrastructure. Due to conflicting revenue authority Council lacks enough resources to procure earth movement materials and Riggs for adequate service delivery in its rural communities.Agricultural and Natural Resources: There is too much pressure on the land, the current population density is 15 persons per square and this situation makes the district prone to land conflicts and illegal settlements (squatters). The district has inadequate dip tanks for small and large livestock’s, this makes the district a risk free for stock diseases such as gwembe and lamp sink, foot and red mouth diseases. The district does not have variety for cattle stock, goats and this causes Hurungwe stock to be purchased at very low prices and hence the district is relegated on the meat market.The district is prone to high resilient illegal settlers who are cutting down trees illegally and unreasonably at an alarming rate.Figure SEQ Figure \* ARABIC 1, Deforestation RateDue to dwindling economical authoritative base Council lack enough material and human resources to conduct anti-poaching activities and hence the district is prone to huge poaching activities and a declining CAMPFIRE.Technology communication channels: One of the major weaknesses is that the local authority has poor network coverage.Morality: The district is struck with high girl child school dropouts caused by the evolving social environment and difficult economic situations at home.Figure 2: CAMFED School Dropout Statistics:OpportunitiesWater and Sanitation: The district has clean safe drinking water bodies as confirmed by Environmental Management Agency 2014 annual report, thus there are no threats of water born pandemics.Power Supply: Though the Rural Electrification Programme under REA is gradually developing, the district receives abundant solar power due to its geological and topological position and as such in rural and urban areas people have resorted to the use of solar power as a subsidiary and sustainable power source. Small and Medium Enterprise: The district is establishing cooperatives through Government inputs for irrigation schemes and as such the districts’ vast land has given rise to small scale horticultural projects and this has lead to increase of food security which can be increased if financial resources are available with the co-operation of key stakeholders in the projects .Institutions: The district has a functional vocational training centre which is used to train the youth on a variety of skills such as, building, hotel and catering, motor mechanics, cloth making, welding and carpentry.Infrastructure: The District has well established road network which makes it easy to access market places at affordable prices. The district as adequate land for housing developments.Hurungwe Rural District Council Stands StructureStakeholders: Hurungwe Rural District Council has government support in the form of technical experts that are at the disposal of the Council these can be found in the following government ministerial departments.Zimbabwe Republic PoliceZimbabwe National Water AuthorityZimbabwe Electricity Supply AuthorityMinistry of State RoadsMinistry of Health and Child CareMinistry of Lands and Rural ResettlementMinistry of Primary and Secondary EducationMinistry of Social Welfare, Child care and Probation ServicesMinistry of Women Affairs, Gender and Community DevelopmentMinistry of Local Government, National Housing and Public WorksAgritexVeterinary ServicesEnvironmental Management AgencyDistrict Development FundDepartment of IrrigationDepartment of MechanizationDepartment of Livestock Development and Production.National Aids CouncilPopulation Services Zimbabwe Abundant natural resourcesThreatsThe Hurungwe Rural District Council has a number of threats that limit proper delivery of services. Conflicting Statutory Epistles: A number of regulated ministerial bodies have been given authority to collect levies in local authorities revenue bases and this is ultra-virus to the Rural District Council Act, chapter 29:13, hence revenue base limits the amount of fund set aside for development projects has been reduced.The Ministerial directive of July 2013 to write off debts affected council revenue flow hence service delivery was negatively affected.Economy: Due to the current liquidity crisis the economy disables Council from borrowing funds from financial houses and from the government, thus the provision for proper water and sanitation; and other developments is dwindled, e.g. Magunje-Tengwe water and sewerage reticulation system.Majority of the district lie under region 2 which is conducive for crop cultivation and livestock production, however the prohibiting cost for inputs from suppliers makes it difficult for the district to produce adequate yield to ensure food security. Global Warming: Hurungwe District is threatened by climate change where the water table is lowering causing drying up of boreholes. The seasonal shift has resulted to untimeously crop production hence low yields of grains through improper cultivation.Due to tobacco being grown as a cash crop, deforestation is on the increase in thedistrict. Deforestation has negative impacts on food security and water sources asmore rivers and dams are now silted.Key Result AreasNo.Key Result AreaWeight ageResponsible Department/sSector/ Cluster KRA ReferenceNational KRA ReferenceMDG ReferenceKRA1Corporate Governance15%1. Administration and Human Resources.2. Finance and Economic Development1, 3 and 6KRA2Social Service delivery25%1. Roads, Planning and Works.2. Social Services. 3. Finance and Economic Development.4. Administration and Human Resource. 226KRA3Infrastructure development25%1. Roads, Planning and Works.2. Social Services. 3. Agriculture and Natural Resources, 4. Finance and Economic Development5. Administration and Human Resources221and 3KRA4Sound Financial Management20%1. Administration and Human Resources.2. Roads, Planning and Works.3. Social Services.4. Agriculture and Natural Resources.5. Finance and Economic Development.223KRA5Management of Natural Resources80%1. Administration and Human Resources.2. Finance and Economic development.3. Social Services.4. Agriculture and Natural Resources.Clients’ Needs and Problem AnalysisExternal ClientsClient Problem AnalysisCharacteristic and extentNeeds:Business standsNeeds:50% of business community require commercial stands of 300m2 and only 2% of business community require industrial stands of 100m2Problems: Renting business premises.Open space productionProblems:50% of the business community are renting premises and need the problem to be resolved.2% of the community require the problem of operating on hazardous and by –law restriction prone spaces resolved.Causes:Lack of serviced commercial stands.Lack of serviced industrial stands.Causes:Clients 2VillagersNeeds:WaterNeeds:Portable borehole water. 40% of villagers require borehole water.RoadsTrafficable well gravelled roads. 90% of the villages require trafficable well gravelled roads.ClinicsDip tanks Well built and equipped Clinics andWell built dip tanks. 20% and 30 % of the villagers require standard clinics and dip tanks respectively.Land1a. arable land 1b. grazing land. 40% and 20% of villagers require arable and grazing land respectively.Waiting Maternity Homes40% of the villagers need well built and equipped waiting maternity home.Problem Animal Control100% of the Hurungwe district require wild animal controlEducation100% of the villages require civic educationToiletsHomestead Blair toiletsProblems:Drinking water from unsafe water source.Problems:30% of the villagers require the problem of fetching unprotected wells from river pools resolved.Travelling long distances to nearest boreholes or water sources.10% of the villagers require the problem of travelling an average 6 km to nearest water sources resolved.Diseases 40% of the villagers require the problem of water born disease, Ebola and diahorrea.Untrafficable deformed roads.90% of drivers and community require Potholes, ruttes, corrugated deformed roads to be addressed..Travelling long distance to the nearest clinics.20% of villagers require the problem of travelling an average distance of 40kms to nearest clinics resolved.Cattle diseases.Tick born diseasesOvercrowding on arable land.More than four off spring families on 12 hectors arable land Overgrazing More cattle than the carrying capacity of the land.Home deliveriesHealth risk deliveriesWild Animal AttacksIntermitted wild animal attacks.Crop distractionSeasonal crop distraction.Knowledge gapCivic knowledge gap. Open DefecationBush Open Defection.Causes:Inadequate boreholes and maintenanceCauses:Lack of maintenanceShortage of clinics.Shortage of dip tank.Shortage of grazing land.Inadequate waiting maternity homes.Lack of control resources.Lack of information.Inadequate toilets.Client 2A1 and A2 FarmersNeeds:Water Needs:Portable boreholes water.Roads Trafficable well gravelled roads.SchoolsWell built standard schools.Well built standard dip tanks.Designated business centres.Problems:Drinking water from unsafe water sources.Problems:Unprotected wells or river pools.Untrafficable deformed roads.Potholes, ruttes, corrugated deformed roads.Improper structures and travelling long distances to the nearest school.Barns and sheds are classroom blocks and travelling an average distance of 10km to nearest school.Animal diseasesTick born diseasesLong distances to nearest business centresTravelling an average distance of 25kms to the nearest business centre.Causes: Inadequate boreholesCauses:Lack of road maintenanceLack of standard built schools.Lack of dip tanks and serviced business centres.Client 3Needs:Public toiletsNeeds:Water LightingRoads StandsProblems:DiseasesProblems:Open defecationErratic water supplyCrimes Un-trafficable deformed roads.Staying in rented accommodation and overcrowding.Causes:Lack of toiletsCauses:Power cuts, low horse powers.Unavailability of street lightsLack of road maintenance.Inadequate accommodation.Client 4Vendors Needs:Marketing stallsNeeds:Shed market stallsProblemsOpen space vending Problems: Health hazardous prone vending spaces, lack of site advertisement and isolated from the centre of attraction.Causes:Lack of designated and constricted markets stalls.Causes:Lack of recommended vending spaces.Client 5ChurchesNeeds:StandNeeds:Institutional stands require +400m2 of land.Problems:Open space worshippingProblems:Health hazardous worshipping spaces.Causes:Lack of designated church standsCauses: Religious and traditional beliefs.Client 6SchoolsNeeds:Toilets Needs:Well built blair toiletsWater Potable borehole water.accommodation Standard F14 teachers staff housesProblem:DiseasesProblems:Diahorrea and water born diseasesOvercrowding An average of 3 families sharing in unit.Causes:Inadequate blair toiletsCauses:Inadequate boreholesDrinking from unsafe water sourcesInadequate staff houses.Internal ClientsClient Problem AnalysisCharacteristic and extentClient 1Management Needs:VehiclesNeeds:LoansComputersTabulatesProblems:Travelling difficultiesProblems:Expensive educational programmesHigh construction cost.Clients 2:EmployeesNeeds:Training Needs:LoansProtective Clothing Salaries Problems:Knowledge gapProblem:Non affordability to enroll for educational programmesSusceptibility to health hazard and injuries.Bad debts.Client 3:CouncillorsNeeds:TrainingNeeds:100% Councillors require in house training and exchange study visits.Problems:Knowledge gap.Problems:100% of Councillors require the problem of widening the knowledge gap resolved.Causes:Newly appointed.Ever changing systems of governance.Causes: 10.StakeholdersExternalInternalMembers of ParliamentCouncilorsVendorsEmployeesLocal Business AssociationManagementZimbabwe Electricity Supply AuthorityGeneral Workers CommitteeZimbabwe National Water AuthorityContract employeesMinistry of Primary and Secondary EducationLocal GovernmentMembers of ParliamentsNational Parks and WildlifeGoal ZimbabweLocal GovernmentMinistry of Health and Child CareDistrict Development FundZimbabwe Republic PoliceMinistry of Lands and Rural Resettlement Nongovernmental OrganizationsPrivate Public Partnerships.POLICIESPolicy Requirements: (to achieve programs) policy at three levels – what is there/ what should be there/ what is there that should not be there.ExternalKRA RefInternalKRA RefConstitution No 20Council Resolutions3ZIM ASSET1, 2, and 3Council Code of Conduct3The Resettlement Programme Policy1Financial Regulations3National Gender Policy1Council Conditions of Service3National Water and Sanitation Policy1 and 2Internal Auditing Manual3National Aids Policy1Training Manual3National Education Policy1 andHuman Resources Manual3Various Circulars from MinistriesTransport Management Policy3Strategic plan1 and 2GOALSRef. GoalsWeight ageTarget Responsible Department/sKRA Ref.20142015201620172018G1To improve road traffic ability from current 20% to 50% by 31 December 2018Social Services, Roads, Planning and Works and Finance and Economic Development2G2To increase access to portable water from the current 983 to 1063 by 31 December 2018.Social Services, Roads, Planning and Works and Finance and Economic Development1G3To improve basic education from the current 60 % to 80 % by 31 December 2018. Roads, Planning and Works and Finance and Economic Development.1G4To improve basic health services from the current 70% to 88 % by 31 December 2018.Administration and Human Resources and Finance and Economic Development1G5To increase social amenities from the current 26 % to 50 % by 31 December 2018.Administration and Human Resources and Finance and Economic Development1G6To improve employee welfare from the current 70 % to 100% by 31 December 2018. Administration and Human Resources and Finance and Economic Development5G7To improve land management from the current 70 % to 85% by 31 December 2018.Administration and Human Resources and Finance and Economic Development4G8To improve wildlife management from 80 % to 90 % by 31 December 2018.Agriculture and Natural Resources and Finance and Economic Development4G9To improve financial management from the current 60 % to 65 % by 31 December 2018.Agriculture and Natural Resources and Finance and Economic Development3G10To improve on revenue collection from the current 35 % to 70% by 31 December 2018Finance and Economic Development, Agriculture and Natural Resources, Administration and Human Resources, Social Services and Roads, Planning and Works3G11To improve access to housing from the current 50 % to 85 % by 31 December 2018.Finance and Economic Development, Agriculture and Natural Resources, Administration and Human Resources, Social Services and Roads, Planning and Works2G12To increase access to business stands from the current % to % by 31 December 2018Finance and Economic Development, Agriculture and Natural Resources, Administration and Human Resources, Social Services and Roads, Planning and Works2Strategies, Assumption and RisksPeriod*Strategies*Assumptions*RisksKRA 1: Social Service delivery GOAL: 1 To increase social amenities from the current 26% to 50% by December 2018OBJECTIVE: 1 To increase constructed public pay public toilet from 0 to 1 by December 2015Budget Year 2014 - 2015Engage Public Private PartnershipCommunity mobilization Partners readily availableCommunity actively participate Private Public partnership not adequately fund as per expectation Timing of programme poor Medium-Term (2- 5 years)Period*Strategies*Assumptions*RisksKRA 1: Social Service delivery GOAL: 2 To improve basic health services from the current 19 to 22 by December 2018 OBJECTIVE: 2 To increase health facilities from 19 to 23 by 31 December 2015Budget Year 2014 – 2015 Community mobilizationCouncil procure equipment Community actively participate Clinic equipment readily available Ministry of health delay approvalBudget not adequate to fund procurement of equipment Medium-Term (2- 5 years)Period*Strategies*Assumptions*RisksKRA 1: Social Service delivery GOAL 3 To improve access to portable water from 983 to 1063 by December 2018OBJECTIVE: 3 To increase drilled boreholes from 983 to 1003 by December 2015Budget Year 2014 – 2015 Engage Public Private PartnershipCommunity mobilization Partners readily availableCommunity actively participate Private Public partnership not adequately fund as per expectation Timing of programme poor Medium-Term (2- 5 years)Period*Strategies*Assumptions*RisksKRA 1: Social Service delivery GOAL 4 : To increase social amenities from the current 26% to 50% by Dec 2018OBJECTIVE: 4 To increase constructed blair toilets in community from 26% to 30% by Dec 2015Budget Year 2014 – 2015Engage Public Private PartnershipCommunity mobilization Partners readily availableCommunity actively participate Private Public partnership not adequately fund as per expectation Timing of programme poor Medium-Term (2- 5 years)KRA 1: Social Service delivery GOAL: 5 To improve basic education from the current 60% to 80% by December 2018OBJECTIVE: 5 To increase constructed primary boarding schools from 0 to 1 by 31 Dec 2015Budget Year 2014 – 2015 Engage Public Private PartnershipCommunity mobilization Partners readily availableCommunity actively participate Private Public partnership not adequately fund as per expectation Timing of programme poor Medium-Term (2- 5 years)PeriodStrategies*Assumptions*Risks*KRA 1: Sound Financial managementGOAL 2: To improve financial management from 60% to 65% by the year 2018 OBJECTIVE 2 :To increase conducted budget engagement from 70% to 80% by 31 December 2015Budget Year (1 year)Council own resources and partnersResources will be available.Operational interference.PeriodStrategies*Assumptions*Risks*KRA 1: Sound Financial management GOAL 2 :To improve Financial Management by from 60% to 65% by 31 December 2018.OBJECTIVE 3 :To increase provision of budget tariffs documents from 100 to 2000 by 31 December 2015.Budget Year (1 year)Council own resourcesFunds availabilityOperational interference. PeriodStrategies*Assumptions*Risks*KRA 1: Sound Financial managementGOAL 3:To improve on revenue collection from 35% to 70% by 31 December 2018OBJECTIVE 4 : To increase billing from 20% to 80 % by 31 December 2015Budget Year (1 year)Council own resourcesFunds availabilityOperational interference. Period*Strategies*Assumptions*RisksKRA 2: Administer human resources practices.GOAL: 2 To improve the management of human resources practices from current 65% to 90% by December 2018.OBJECTIVE: 3 To increase number of procured protective clothing from 1 issue to two issues per year by December 2015OBJECTIVE: 4 To increase conducted trainings from 1 to 2 quarterly by 31 December 2015OBJECTIVE:5 To increase adherence to the labour Act from the current 60% to 80% by December 2015Budget Year Procuring protective clothing regularlyConstantly updating with changing labor lawsTraining of workers committee and works councilCausing works council meetingsAvailability of fundsNon performing budgetChange of lawsMedium-Term (2- 5 years)Training of all top management in labour laws through working with private partnersPrivate partners willing to cooperate with councilChanges of government policies on PPPPeriod*Strategies*Assumptions*RisksKRA 3: Sound Departmental Budget ManagementGOAL: 3 To improve the management of Departmental Budget from the current 50% to 90% by December 31 2018OBJECTIVE: 6 To increase adherence to budget when spending from current 50% to 80% by December 2015Budget Year Concentrating on expenditure and votes specified in the budgetStable operating environmentDemand caused by new votes or expenditure lines necessitated by the operating environmentMedium-Term (2- 5 years)Integrated budgeting ensuring that funds are made availableAvailability of fundsPolitical influencePeriod*Strategies*Assumptions*RisksKRA 4: To administer all activities of CouncilGOAL: 4 To improve the administration of all Council activities from current 60% to 90% by December 2018OBJECTIVE: 7 To increase compliance with the procurement regulations from current 50% to 70%OBJECTIVE: 8 To increase adherence to insuring of council buildings, councilors and employees from current 80% to 90% by December 2015OBJECTIVE: 9 To maintain timeous submission of monthly reports to the District Administrators office from 100% to 100% by December 2015OBJECTIVE: 10 To increase conducted ward meetings from current 1 ward meeting per ward per year to 1 ward meeting per quarter. Budget Year Ensuring compliance with procurement regulations.Renewing of insurance policies for buildings, staff and councilors in time before premiums are expired.Ensuring that monthly reports are prepared and submitted in time.Ensuring that councilors organize ward meetings in their wards and the office attends.Budget will be performingDifficult operating environmentMedium-Term (2- 5 years)Training and retraining of all managers on procurement and paying of long term insurance premiumsSelf motivated staff and councilorsLack of funds for salaries and allowancesPeriod*Strategies*Assumptions*RisksKRA 5: To Manage the council’s transport policyGOAL: 5 To improve the Management of the council’s transport policy from the Current 60 % to 100 % by 2018OBJECTIVE:1 1 To maintain insuring of council vehicles from 100% to 100% by December 2015OBJECTIVE: 12 To increase adherence to servicing standards for council vehicles from current 50% to 70% by December 2013OBJECTIVE: 13 To maintain the issuance of fuel at a rate of 1 litre-8km for petrol engines and 1 litre-10km for diesel engines from 100% to 100%OBJECTIVE:1 4 To increase checking of log books from current 50% to 80% by December 2015Budget Year Ensuring that vehicles are serviced.Ensuring that journeys are authorized.Ensuring that log books are checked.Funds are available and that drivers will cooperateNon-performing of departmental budgetMedium-Term (2- 5 years)Disposing off old fleet and replacing it with a new and reliable fleet working with private public partnershipPrivate partners willing to work in councilChange of government policy on private public partnersPeriodStrategies*Assumptions*Risks*KRA 1: Agriculture and Natural Resources ConservationGOAL: 1 To improve land use management from 70 % to85 % by the year 2018OBJECTIVE:1 To decrease illegal encroachment from 40% to 20% by 31 December 2015Budget Year (1 year)Council own resourcesFunds availabilityPolitical interference. Medium-Term (2- 5 years)Coordinating with line ministries Line ministries willing to partner with ernment policy changes.KRA 1: Agriculture and Natural Resources conservationGOAL 2: To improve wildlife management from 80 % to90 % by the year 2018OBJECTIVE2: To increase conducted anti-poaching patrols from once a week to four times a week by 31 December 2015OBJECTIVE 3: To increase conducted Problem Animal Control from 80% to 90% by 31 December 2015.Budget Year (1 year)Council own resources and partnersResources will be available.Operational interference.Medium-Term (2- 5 years) Engaging Safari Operators.Safari Operators will to engage with Council.Relevant Ministerial regulatory changes.Equipment shortage.KRA 1: Agriculture and Natural Resources ConservationGOAL 4: To improve stray stock management from 60% to 80% by 31 December 2018OBJECTIVE 4: To increase conducted stray stock public auctions from 50% to 70% by 31 December 2015.Budget Year (1 year)Council own resourcesFunds availabilityOperational interference. Medium-Term (2- 5 years)Coordinating with line ministries Line ministries willing to partner with ernment policy changes.KRA 1: Agriculture and Natural Resources ConservationGOAL: 1 To improve land use management from 70 % to 85 % by the year 2018OBJECTIVE 5: To reduce deforestation from 60% to 50% by 31 December 2015.OBJECTIVE 6: To reduce veld fires from 60% to 50% by 31 December 2015.Budget Year (1 year)Council own resourcesFunds availabilityOperational interference. Medium-Term (2- 5 years)Coordinating with line ministries Line ministries willing to partner with Council.Equipment shortage.. Strategic Results Chain, Monitoring and Evaluation IMPACT PLANNo.ImpactImpact IndicatorImpact Target (Budget Year)Cross Linkages (state all internal and external players.)Obj. Ref.Goal RefKRA RefImp. 1Economic and Social opportunities in communityAverage speed travelled per hour.2015-2018ZINARA, District Development Fund, Ministry of Transport, Community.112Imp. 2Health communityQuality of life2015-2018District Development Fund, District Water and Sanitation Sub-Committee,221Imp. 3Health communityQuality of life2015-2018District Development Fund, District Water and Sanitation Sub-Committee, UNICEF321Imp.4Health communityQuality of life2015-2018District Development Fund, District Water and Sanitation Sub-Committee, UNICEF421Imp.5Health communityQuality of life2015-2018District Development Fund, District Water and Sanitation Sub-Committee, UNICEF521Imp.6Educated and literate communityLiterate rate2015-2018Community, Ministry of Primary and Secondary schools, Non-Government Organization631Imp.7Educated and literate communityLevel of education2015-2018Community, Ministry of Primary and Secondary schools, Non-Government Organization, Ministry of Health and Child Care.731Imp.8Health communityQuality of life2015-2018Community, Ministry of Health and Child Care, Non Government Organization851Imp.9Health communityQuality of life2015-2018Community, Ministry of Health and Child Care, Non Government Organization951Imp.10Health communityQuality of life2015-2018Community, Ministry of Health and Child Care, Ministry of Primary and Secondary Schools, Non Government Organization.1051Imp.11Health communityQuality of life2015-2018Community, Non Government Organization1155Imp.12Safety at workNumber of accidents per annum2014-2018Administration and Human Resources Department1265Imp.13Empowered staffLevel of skills2014-2018Administration and Human Resources, Ministry of Labor1365Imp.14Empowered staffStandard of life2014-2018Administration and Human Resources Department, Finance and Economic Development Department1465Imp.15Motivated staffSatisfaction with employment2-014-2018Administration and Human Resources Department, Finance and Economic Development1565Imp.16Motivated staffNo of months of salary arrears2014-2018Administration and Human Resources Department, Finance and Economic Development1674Imp17People living freelyAdequate of facilitates. 2014-2018Community, Parks and Wildlife Management, Safari Operators, Agriculture and Natural Resources17Imp.18Increased revenueQuality of trophy2014-2018Community, Parks and Wildlife Management, Safari Operators, Agriculture and Natural Resources1884Imp.19People living safelyReduced incidence of human-wildlife conflicts2014-20181984Imp.20Economic and social opportunities in communityQuality of life2014-2018Department of Physical Planning, Works 20112Imp.21Economic and social opportunities in communityQuality of life2014-201821122Imp.22Economic and social opportunities in communityQuality of life 2014-201822122Imp.23Economic and social opportunities in communityQuality of life2014-20182392Imp.24Trust and confidenceDegree of confidence2014-2018External Auditors and Finance and Economic Development department2493Imp.25Civic knowledgeKnowledge levels2014-2018Finance and Economic Development, Administration and Human Resources Departments2593Imp.26Civic knowledgeKnowledge levels.2014-2018Finance and Economic Development Department2693Imp.27Economic and social opportunityQuality of life.2014-2018Finance and Economic Development Department2793Imp.28Comprehensive client supportSatisfaction in service delivery.2014-2018Finance and Economic Development Department28103OUTCOMES PLANImpact ReferenceOutcome DescriptionOutcome IndicatorMeasurement Unit/Criterion(%, no. rate, etc)TargetAllowable VarianceCross Linkages Objective ReferenceGoal ReferenceKRA Reference20142015201620172018IMP11Improved road traffic ability% reduction in travel time.10%+-10DDF, community, ministry of transport, ZINARA112IMP22Increased access to portable waterNumber of functional boreholes80%.+_10DDF, DWSSC, PWSSC221Frequency of water supply3hrs/per day+-103No of boreholes repaired.217+_104No of water pumps procured.2+_105IMP33Improved access to basic education.No of constructed primary boarding schools.1+_10Community, Ministry of Primary and Secondary Education. 731IMP44Improved access to basic health services.Number of clinics renovated.4+_10Ministry of Health, N.G.O941Number of waiting homes constructed. 4+_10IMP55Increased access to social amenitiesNumber of school Blair toilets constructed30+_10Ministry of Primary and Secondary Education.Ministry of Health,N.G.munity.1051Number of public flush pay toilets constructed2+_1011IMP66Improved employee welfare.Number sets of protective clothing per employee issued per year2+_10N.G.O.Ministry of Labour, National parks and Wildlife, Environmental Management Agency.Banks1265Number of approved staff loans10%+_1013Number of training conducted per year1014IMP77Improved land management.Number of squatter removed.200+_10Z.R.P support, Unit, Judiciary.1574IMP88Improved wildlife managementNumber of anti-poaching patrols carried out.208+_10Parks, Zimbabwe National Army.Z.R.munity, Safari Operators, Judiciary1684Number of PACs done.Every reported case+_1017Reduced animal people conflict.90% reduction+_1017IMP99Improved financial Management. External audit done1+_10Min of Finance, Office of the Auditor General and Comptroller, External Auditors, Audit Committee, Ministry of Local GovernmentCommunity, Business Association, Residents Association.1893Number of budget engagement done.10%+_1019No of budget tariffs documents issued.1900+_1020IMP1010Improved revenue collection.Frequency of billing per year.Percentage in clients billed.60%Debtor’s collectors. Judiciary, Member of Parliament, Councilors, Village heads2193+_1022IMP1111Improved access to housing.No of stands allocated.+_10MLNHPW.Ministry of Health and Child Welfare, Department of Physical Planning23102IMP1212Increased access to business stands.Number of commercial allocated.+_10Department of Physical Planning.Ministry of Industry of Health and Child Welfare.24112Number of industrial allocated.25c) Output Plan Goal Ref OutcomeProgramme/Project/Outputs(s)QuantityTargetBudget/Cost Responsible Departments 2014201520162017201820142015201620172018Out 1Improved Road TraficabilityRoads rehabilitated....kmRoads, Planning and Works.Out2Increased access to portable water.Borehole drilling.Purchased water pumps to clinics 8050Social ServiceOut3Improved access to basic education.Classroom blocks constructed2Roads, Planning and Works.Out4Improved access to basic health services.Borehole rehabilitated / repairedClinic renovated maternity homes constructed217Social ServiceOut5Increased access to social amenities.Blair toilet constructed400Social Services Out6Improved employee welfare.Salaries paid.100%Administration and Human Resources.Out7Improved land management.Squatters removed. 200Agriculture and Natural ResourcesOut8Improved wildlifeAnti-poaching campaign conducted.208Agriculture and Natural ResourcesResourcesOutput CostOperational CostHuman ResourcesMaterials and equipmentSpace requirementsICT requirements LIST OF PARTICIPANTS(List all participants, organisations they represented and their positions) ................
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