Zambezi River Authority Corporate Strategy 2020 - 2024 Page i of 90 River... · 2020. 12. 10. · Zambezi River Authority Corporate Strategy 2020 - 2024 Page v The Authority’s Core

Page i of 90Zambezi River Authority Corporate Strategy 2020 - 2024

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©2020_Zambezi River Authority

This Corporate Strategy is accessible online through the Authority website, http://www.zambezira.org/

All rights reserved. The contents of this document may be quoted but may not be reproduced without written permission from the copyright holder.

“To be the Model Organisation in Dam and Water

Resources Management in the Zambezi river basin”

LUSAKA OFFICE (Head Office) Kariba House 32 Cha Cha Cha Road P.O. Box 30233, Lusaka Zambia Tel: +260 211 226950, 227970-3 Fax: +260 211 227498 E-mail: [email protected]

KARIBA OFFICE Administration Block 21 Lake Drive Pvt. Bag 2001, Kariba Zimbabwe Tel: +263 261 2146140/179/673/251 VoIP:+2638677008292/3 E-mail: [email protected]

HARARE OFFICE Club Chambers Nelson Mandela Avenue P.O. Box 630, Harare Zimbabwe Telephone: +263 24 2704031-6 VoIP:+263 8677008291 :+263 8688002889 E-mail: [email protected]

Page i Zambezi River Authority Corporate Strategy 2020 - 2024

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©2020_Zambezi River Authority

This Corporate Strategy is accessible online through the Authority website, http://www.zambezira.org/

All rights reserved. The contents of this document may be quoted but may not be reproduced without written permission from the copyright holder.

“To be the Model Organisation in Dam and Water

Resources Management in the Zambezi river basin”

LUSAKA OFFICE (Head Office) Kariba House 32 Cha Cha Cha Road P.O. Box 30233, Lusaka Zambia Tel: +260 211 226950, 227970-3 Fax: +260 211 227498 E-mail: [email protected]

KARIBA OFFICE Administration Block 21 Lake Drive Pvt. Bag 2001, Kariba Zimbabwe Tel: +263 261 2146140/179/673/251 VoIP:+2638677008292/3 E-mail: [email protected]

HARARE OFFICE Club Chambers Nelson Mandela Avenue P.O. Box 630, Harare Zimbabwe Telephone: +263 24 2704031-6 VoIP:+263 8677008291 :+263 8688002889 E-mail: [email protected]

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KRA1:

Water Storage Infrastructure

KRA2:

Institutional Governance

KRA3:

Integrated Zambezi River Basin Management

KRA4:

Change Management

KRA5:

Partnership Relationship Management

KRA6:

Performance Management

KRA7:

Financial Sustainability

Zambezi River Authority Corporate Strategy 2020 - 2024Page ii

FOREWORD

The Council of Ministers (CoM) for the Zambezi River Authority (the Authority) would like to present the Authority’s Corporate Strategy for the period 2020-2024. The Corporate Strategy will enable the

Authority to effectively execute its mandate.

In pursuit of obtaining maximum benefits from the Zambezi River for the socio-economic development of the two Contracting States, the Authority has continued to implement programmes aimed at maintaining existing and developing additional water storage infra-structure. The Corporate Strategy includes, among others, measures for ensuring the long-term safety of the Kariba Dam, development of the Batoka Gorge Hydro-Electric Scheme (BGHES) and programmes aimed at uplifting the livelihoods of the riparian communities.

©March 2020

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The Council of Ministers (CoM) for the Zambezi River Authority (the Authority) would like to present the Authority’s Corporate Strategy for the period 2020-2024. The Corporate Strategy will enable the Authority to effectively execute its mandate.


©March 2020

FOREWORD

……………………………………… Chairperson - Council of Ministers

Hon. Fortune Chasi, MP. Minister of Energy and Power Development,

Zimbabwe

……………………………………... Co-Chairperson - Council of Ministers

Hon. Mathew Nkhuwa, MP. Minister of Energy,

Zambia

Page iii Zambezi River Authority Corporate Strategy 2020 - 2024

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The Council of Ministers (CoM) for the Zambezi River Authority (the Authority) would like to present the Authority’s Corporate Strategy for the period 2020-2024. The Corporate Strategy will enable the Authority to effectively execute its mandate.


©March 2020

FOREWORD

……………………………………… Chairperson - Council of Ministers

Hon. Fortune Chasi, MP. Minister of Energy and Power Development,

Zimbabwe

……………………………………... Co-Chairperson - Council of Ministers

Hon. Mathew Nkhuwa, MP. Minister of Energy,

Zambia

PREFACE

Over the years, the Zambezi River Authority (the Authority) has continued to make strides in fostering socio-economic development in the Contracting States through improved and intensified utilisation

of the waters of the Zambezi River. In that regard, strategic planning has been at the heart of the systematic discharge of this statutory mandate.

It is noteworthy that 31st December 2019 marked the close of a five-year cycle of the Authority’s Corporate Strategy which subsisted from the year 2015. To this end, the Authority engaged MaCoTra (Pvt) Limited of Zimbabwe in July 2019 for the provision of consultancy services regarding the process of formulating the Corporate Strategy for the period 2020 to 2024 through facilitation of strategic planning workshops.

Following extensive consultations with the Authority’s stakeholders, the Corporate Strategy for the period 2020-2024 has been formulated. The Authority recognises the dynamic internal and external environments in which it operates. Therefore, in formulating this Corporate Strategy, the Authority has positioned itself to continue delivering on its mandate. To ensure the set goals are achieved, the Integrated Results Based management (IBRM) performance management system will be utilised in the rollout of the Corporate Strategy.

We would like to express our sincere gratitude to all who contributed to the formulation of this Corporate Strategy. We value your contribution and look forward to future interactions in our quest to make the Authority a world class organisation.

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Over the years, the Zambezi River Authority (the Authority) has continued to make strides in fostering socio-economic development in the Contracting States through improved and intensified utilisation of the waters of the Zambezi River. In that regard, strategic planning has been at the heart of the systematic discharge of this statutory mandate.

It is noteworthy that 31st December 2019 marked the close of a five-year cycle of the Authority’s Corporate Strategy which subsisted from the year 2015. To this end, the Authority engaged MaCoTra (Pvt) Limited of Zimbabwe in July 2019 for the provision of consultancy services regarding the process of formulating the Corporate Strategy for the period 2020 to 2024 through facilitation of strategic planning workshops.

Following extensive consultations with the Authority’s stakeholders, the Corporate Strategy for the period 2020-2024 has been formulated. The Authority recognises the dynamic internal and external environments in which it operates. Therefore, in formulating this Corporate Strategy, the Authority has positioned itself to continue delivering on its mandate. To ensure the set goals are achieved, the Integrated Results Based management (IBRM) performance management system will be utilised in the rollout of the Corporate Strategy.

We would like to express our sincere gratitude to all who contributed to the formulation of this Corporate Strategy. We value your contribution and look forward to future interactions in our quest to make the Authority a world class organisation.

PREFACE

………………………….................. Co-Chairperson – Board of Directors

Mr. Trevor Kaunda Permanent Secretary, Ministry of

Energy, Zambia

……………………………............. Chairperson – Board of Directors

Dr. Gloria S. Magombo Secretary, Ministry of Energy and

Power Development, Zimbabwe

Zambezi River Authority Corporate Strategy 2020 - 2024Page iv

EXECUTIVE SUMMARY

On 31st December 2019, the Authority’s Corporate Strategy for 2015 - 2019 came to an end. To this end, the Authority engaged MaCoTra (Pvt) Limited of Zimbabwe in July 2019 for the provision of consultancy

services for the formulation of the Corporate Strategy through facilitation of strategy planning workshops.

The Zambezi River Authority (the Authority) held several workshops from September 2019 as part of the process for the formulation of the Authority’s Corporate Strategy for the next five years from 2020 to 2024.

In that regard, the Consultant conducted desk research after which they facilitated initial stakeholder consultation workshops simultaneously in Lusaka and Harare on 4th September 2019, attended by the Authority’s employees, Board Members and external stakeholders. These workshops were meant to gauge stakeholders’ knowledge base of the Authority’s operations and the Authority’s engagement with them in various fora. Through these workshops, the Consultant obtained critical insights into the opportunities that the Authority could exploit both during the Corporate Strategy formulation and implementation phases.

In formulating the Corporate Strategy, the Authority adopted the MaCoTra concept integrating Integrated Results Based Management (IRBM), the GLACIER (Growth, Leadership, Acceleration, Collaboration, Innovation, Execution, Retention) Model, Balanced Scorecard , Blue Ocean Strategy, Breakthrough Thinking, and Servant Leadership (based on the Values, Destiny, Cause, and Calling concepts) as a philosophical basis for the design and execution of its transformational strategy. This was meant to enhance the alignment of each individual employee to the transformational strategy.

The Corporate Strategy will guide the Authority’s drive towards meeting its strategic goals during the next five years. This process of attaining the set goals is underpinned by the Authority’s five values. In order to assist employees to internalise these core values, an acronym for the values [Safety (S), Honesty (H), Integrity (I), Professionalism (P) and Respect (Re)] called SHIPRe was devised. What is significant is that these values should not be considered as standalone but intricately interwoven. The interdependence of the values, anchored on Safety, is as demonstrated on the next page:

Page v Zambezi River Authority Corporate Strategy 2020 - 2024

The Authority’s Core Values are described as follows:

Safety - protection anchored on care, wellness, health and peace of mind. Honesty - trust premised on accountability and transparency.Integrity - fairness encompassing justice as well as responsibility.Professionalism - innovation for adaptability rooted in diligence, commitment, communication and

self-improvement.Respect - love for teamwork and family with empathy.

In view of the foregoing, the Authority’s Core Values dictate its corporate strategy. Consequently, the Authority’s Destiny, Cause and Calling statements, derived from its Core Values, are as follows:

DESTINY - To be the model organisation in dam and water resources management in the Zambezi river basin.

CAUSE - To encapsulate safety, professionalism and respect in socio-economic development.

CALLING - To exhibit integrity through honesty.

The Authority Vision and Mission statements were revisited resulting in Core Values being aligned to the Vision and Mission statements. The vision is a mirror image of the Destiny as indicated below:

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The Authority’s Core Values are described as follows:

Safety -protection anchored on care, wellness, health and peace of mind. Honesty -trust premised on accountability and transparency. Integrity -fairness encompassing justice as well as responsibility. Professionalism -innovation for adaptability rooted in diligence, commitment,

communication and self-improvement. Respect -love for teamwork and family with empathy. In view of the foregoing, the Authority’s Core Values dictate its corporate strategy. Consequently, the Authority’s Destiny, Cause and Calling statements, derived from its Core Values, are as follows:

DESTINY -To be the model organisation in dam and water resources management in the Zambezi river basin.

CAUSE -To encapsulate safety, professionalism and respect in socio-economic development.

CALLING -To exhibit integrity through honesty.

The Authority Vision and Mission statements were revisited resulting in Core Values being aligned to the Vision and Mission statements. The vision is a mirror image of the Destiny as indicated below:

The Mission is an aggregate of the Cause and Calling as indicated below:

Vision: “To be the model organisation in dam and water resources management in the Zambezi river basin”.

Mission: “To encapsulate safety, professionalism and respect in harnessing the water resource for socio-economic development, exhibiting integrity through honesty”.

HONESTY

SAFETY INTEGRITY RESPECT

PROFESSIONALISM

HONESTY

SAFETY INTEGRITY RESPECT

PROFESSIONALISM

Zambezi River Authority Corporate Strategy 2020 - 2024Page viii of 90

Regarding people management, which constitutes a critical Component in Corporate Strategy formulation and implementation, the Authority has been operating on a balanced scorecard (BSC) performance management system, which has been incorporated into the GLACIER model, to fortify the Corporate Strategy by adopting an Integrated Results-Based Management (IRBM) philosophy which will include a monitoring and evaluation framework.

The Authority has summarised the GLACIER-Model-Based Corporate Strategy map (2020 – 2024) into a one-page live document. Going forward, the Authority will continue deploying the Blue-Ocean Strategy principles to realise its Destiny, Cause, Calling, Vision and Mission.

The Authority’s GLACIER-Model-Based Corporate Strategy map (2020 – 2024) which is described above is as shown on the next page:

Site for the Batoka Gorge Hydroelectric Power Scheme

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CORE VALUES:

SAFE

TY

HO

NES

TY

INTE

GR

ITY

PRO

FESS

ION

ALI

SM

RES

PEC

T

“To be the model organisation in dam and water resources management in the Zambezi river basin”.

VISION:

GLACIER-MODEL-BASED Transformational Strategy Map (2020 – 2024)

MISSION:

“To encapsulate safety, professionalism and respect in harnessing the water resource for socio-economic development, exhibiting integrity through honesty”.

Public Value Perspective Theme: To encapsulate professionalism, safety and respect

in socio-economic development (30%)

LEADERSHIP 10%) KRA2: Institutional Governance

GROWTH (20%) KRA1: Water Storage

Infrastructure

EXECUTION 10%) KRA6: Performance Management

RETENTION (20%) KRA7: Financial Sustainability

INNOVATION (15%) KRA3: Integrated Zambezi River Basin Management

ACCELERATION (10%) KRA4: Change Management

COLLABORATION (15%) KRA5: Partnership Relationship

Management

Page viiZambezi River Authority Corporate Strategy 2020 - 2024

GLACIER-MODEL-BASED Transformational Strategy Map (2020 – 2024)

Zambezi River Authority Corporate Strategy 2020 - 2024Page viii

GLOSSARY OF TERMS

TERM DEFINITIONAssumption A condition expected to be in place and continue for the intended strategies to

succeed.Blue Ocean Strategy The strategy that focuses on moving away from an existing market and searching

for new markets. Specifically, these new markets give a company a very high competitive advantage as well as low price/cost pressure.

Calling An expression of how an organisation goes about its business.

Cause An expression of what an organisation does.

Client Any person or organisation that gets services, goods and products from the Authority.

Destiny An expression of why an organisation exists.

Goal A statement about intended results in the medium to long-term.

Impacts Long-term developmental results that are the logical consequences of achieving a combination of outcomes. Impact assessment (IA) describes and clarifies the broad purpose and vision for doing projects/work. IA helps to motivate, focus, and coordinate strategies and outcomes designed to produce the desired broad societal changes and are often too broad to measure directly.

Integrated Results Based Management

An approach and philosophy that focusses on achievement and accountability for results (outputs, outcomes and impacts) as opposed to inputs and processes.

Key Performance Indicator

A parameter used to measure progress related to an expected result or aspect of it and to assess the effectiveness of the intervention.

Key Result Areas (KRAs)

Specific aspects of an organisation’s performance that are of primary or critical concern to stakeholders and clients. These aspects are related to issues of appropriateness, efficiency and economy. KRAs denote the broad focus/priority areas for the Authority, represent the core business for the organisation, and determine the scope and nature of the operations and results of the entity.

Mission The purpose of the organisation, or the basic reason why the organisation exists.

Outcome A visible or felt change in state or behaviour in the medium-term caused by an intervention achieved in line with the stated strategic goal but is not often under the organisation’s full/complete control.

Output A good or service provided to clients in a given period. It is produced or generated from inputs and activities and is under the full control of an organisation.

Policy Requirements

The functional enablers to successfully implement strategies.

Results Based Monitoring and Evaluation

Continuous process of collecting and analysing information on key indicators in order to measure progress towards goals as well as assessment of planned, ongoing, or completed interventions to determine relevance, efficiency, effectiveness, impact, and sustainability.

Risk An uncertain event or incident, which has a negative effect on the operations of an organisation if it occurs.

Page xi of 90Zambezi River Authority Corporate Strategy 2020 - 2024

Stakeholder A person or organisation with a vested interest in the Authority’s work and can affect or be affected by the Authority’s work directly or indirectly.

Strategy A means to achieve set targets. It can be short, medium or long-term in perspective.

Values The principles that an organisation holds dear as it pursues its mission. Values inform the culture of the organisation and guide organisational ethics.

Variance The acceptable level of performance below or above the set target.

Vision A desired state or situation in the future and a promise to which the organisation commits.

ZRA managers in attendance at a Council of Ministers meeting.

Zambezi River Authority Corporate Strategy 2020 - 2024Page x

LIST OF ACRNOYMSACRONYM DEFINITION

BGHES Batoka Gorge Hydro - Electric SchemeBPM Business Process ManagementBSC Balanced ScorecardCAPCO Central African Power CorporationCE Chief Executive CPU Civil Protection UnitCSO Civil Society OrganisationDGHES Devil’s Gorge Hydro - Electric SchemeDMMU Disaster Management and Mitigation UnitEMA Environmental Management Agency (Zimbabwe)GDP Gross Domestic ProductGMB Grain Marketing BoardGLACIER Growth, Leadership, Acceleration, Collaboration, Innovation, Execution, RetentionICTs Information Communication TechnologiesIMF International Monetary FundIRBM Integrated Results-Based ManagementIUCN International Union for Conservation of NatureIZRBM Integrated Zambezi River Basin ManagementKDRP Kariba Dam Rehabilitation ProjectKRA Key Result AreaMOA Ministry of AgriculturePMS Performance Management SystemSADC Southern African Development CommunitySAPP Southern African Power PoolSCM Supply Chain ManagementTOR Terms of ReferenceTQM Total Quality ManagementUN United NationsWARMA Water Resources Management AuthorityWWF Worldwide Fund for NatureZACPRO Zambezi Action Plan ProjectZEMA Zambia Environmental Management AgencyZESA Zimbabwe Electricity Supply Authority [ZESA Holdings Limited]ZESCO ZESCO LimitedZINWA Zimbabwe National Water AuthorityZPC Zimbabwe Power Company (Private) Limited

Page xiZambezi River Authority Corporate Strategy 2020 - 2024

TABLE OF CONTENTSFOREWORD ivPREFACE vEXECUTIVE SUMMARY viGLACIER-MODEL-BASED Transformational Strategy Map ixGLOSSARY OF TERMS xLIST OF ACRNOYMS xii

1.0 INTRODUCTION AND BACKGROUND 11.1 Purpose of Corporate Strategy 11.2 Strategic Planning Methodology 11.3 Organisational History 31.4 Summary Review of Past Performance 41.4.1 Kariba Dam Rehabilitation Project 41.4.2 Batoka Gorge Hydro-Electric Scheme 51.4.3 Water Resources and Environmental Management 51.4.4 Board and Management Tour 61.4.5 Corporate Governance 61.1.6 Financial Performance 7

2.0 STRATEGIC FRAMEWORK AND INTENT 82.1 Guiding Principles 82.2 Organisational Destiny, Cause and Calling 92.3 Organisational Values, Vision and Mission 102.4 Organisational Mandate 102.5 Terms of Reference (ToR) 112.6 Overall Functions 122.7 Governance and Organisational Structure 142.8 Policy Requirements 152.9 Key Result Areas 182.10 Goals 212.11 Strategies, Assumptions and Risks 22

3.0 RESULTS FRAMEWORK, TARGETS, INDICATORS, IMPLEMENTATION PLAN AND STRATEGY BUDGET 263.1 Impacts Plan 263.2 Outcomes Plan 283.3 Outputs and Strategy Budget 30

4.0 COMMUNICATING THE CORPORATE STRATEGY 344.1 Targeted Audience 344.2 Key Messages 35

5.0 MONITORING AND EVALUATION 36 5.1 The need for Monitoring and Evaluation 366.0 ANNEXES 38

6.1 The United Nations Sustainable Development Goals 396.2. Past Performance Review 406.3. Environmental Analysis (SWOC – PLEETS) 476.4. Stakeholder Analysis 496.5. Clients’ Needs and Problem Analysis 566.6. ZRA Departments and their functions 666.7. List of External Stakeholders Consulted 676.8. List of Strategic Planning Participants 696.9 Consultative Meetings Photo Gallery 71

6.9.1 Kariba 716.9.2 Harare 72

Zambezi River Authority Corporate Strategy 2020 - 2024Page xiv of 90Stakeholder consultations with Traditional Leaders on the Kariba Dam rehabilitation project.

Management Accountant, Mrs. Cecilia Kalenga gives direction to the corporate strategy formulation process.

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1. INTRODUCTION AND BACKGROUND1.1 Purpose of Corporate Strategy

The Corporate Strategy sets out overall goals for the Authority and how to achieve these goals.

The reasons for development of the Corporate Strategy are to foster:

§ Commitment, ownership and consultation; and

§ Clarity in responsibilities for managing the process.

In developing the Corporate Strategy, there was recognition and acknowledgement of the internal and external stakeholder expectations, analysis of the internal and external environments and review of the existing legislative mandate. Input into the Corporate Strategy was compiled through desk research, workshops and field research. A communication strategy was also developed to foster dissemination of information regarding the Corporate Strategy to selected stakeholder groups.

1.2 Strategic Planning Methodology

The methodology used was deeply rooted in the IRBM philosophical premises. The primary data was based on one-on-one interviews, focus group discussions and field research while the secondary data was based on information obtained from the Authority and national priorities from both Zambia and Zimbabwe.

Consequently, the methodology also integrated the servant leadership, breakthrough thinking, blue ocean strategy and contemporary strategic thinking methodologies which formed the platform for all interventions that were carried out.

Technology toolkits were prepared for participants to use as reference materials during and after the planning process. This process will enhance internal capabilities so as to ensure effective execution of strategies at all levels, including preparation for future employees’ on-boarding processes. The emphasis will be on employee engagement and ownership of the Corporate Strategy so as to enable the Authority to become a torchbearer of how public sector agencies should contribute towards economic revival and development.

The Board members and Executive Management in a consultative meetingThe Board members and Executive Management in a consultative meeting

Zambezi River Authority Corporate Strategy 2020 - 2024Page 2 of 76

Furthermore, both qualitative and quantitative methods to gain information and perspectives from appropriate documents and selected stakeholders were employed during the strategic planning process. These methods included individual interviews using structured, semi-structured or in-depth interviews as appropriate, direct observation, review of relevant programme documents and reports as well as analysis of publications. A variety of approaches and tools designed to enhance the strategic planning process, while adhering to the Authority’s Terms of Reference (TORs), were used. Consequently, this led to a sequential and simultaneous methodology being applied as much as possible, while parallel processes were used in order to contain costs.

In view of the foregoing, multi-level and cross-functional teams were put together at meetings and workshops during the process of the development of the Authority’s Corporate Strategy. The Authority departments were grouped to develop departmental strategies, align structures and develop annual plans, budgets and Monitoring & Evaluation frameworks in an inclusive manner. The Authority agreed with the Consultant that an inclusive approach be applied throughout the process. Based on guidelines from the Consultant, the Authority constituted a strategy working group of nineteen (19) opinion leaders and extended the number to Thirty (30). The thirty were and are to be change drivers and were capacitated to perform such role through a two - day process. In this regard, change management will be central throughout the implementation process in order for the Authority employees to effectively execute the strategies and sustain the transformation process.

The Kariba Dam under construction in December 1958


1.3 Organisational History

1987-

1991

§ Formation of the Authority§ Relocation of Head Office from Harare to Lusaka § 01 June 1989 BGHES Contract for Phase IV Exploratory Works awarded§ The Authority convened a meeting between ZESCO and ZESA to prepare a paper for anticipated

energy deficit in 1995-1996§ SADC – implementation of Hydro-Electric Assistance Project on the Zambezi River Basin (appraisal

of telemetry stations)§ Drilling and installation of Additional Instrumentation in the dam wall, its foundations and the South

Bank were completed§ Stone pitching of South Bank near Blondin Platform and surrounding area undertaken to stabilize

the area due to the nature of the geology formation

1992-

1996

§ BGHES: Batoka Joint Venture Consortium formed to undertake the feasibility studies § BGHES - Panel of Experts agreed on a Roller Compacted Concrete dam construction§ Kariba Dam Geodetic Measurements – more precise geodetic instruments were procured. The

software package for the analysis of geodetic measurements was also procured enabling all the measurements and analysis to be done in house

§ The sharing of ex-CAPCO assets agreed save for Kariba North Bank Power Station§ BGHES – June 1994, the final Feasibility report was submitted§ Completed employees’ housing and commissioned the employees’ canteen in Kariba § Completed the construction of Head Office in Lusaka§ Establishment of pollution and environmental laboratory in Kariba.§ Pollution monitoring network established on Lake Kariba and Zambezi River § The award of the tender and construction of the environmental boat, the Batoka § The Authority was selected as the host institution for ZACPRO 6 which moved from Lesotho to the

Authority’s Head Office, Lusaka, Zambia

1997

-

2001

§ Award of Contract C.137 for Refurbishment of Kariba Dam gates - resealing of the sealing planes§ Establishment of the Zambezi Valley Development Fund § 19th September 1998 spillway gates opened for testing following refurbishment works on Kariba

Dam Gates§ ZACPRO 6.1 - successful completion of Phase 1 studies and commission of Phase 2. (Zambezi River

Basin Action Plan)§ Council of Ministers approved the amendment to the 28th July 1987 agreement between the

Governments of Zambia and Zimbabwe concerning the utilization of the Zambezi River § Financial Reporting changed from mid-year (July-June) to calendar year (Jan-December)§ 2000-2004 - 1st Authority’s Corporate Strategy was formulated § Spraying of water hyacinth using 2,4-D chemicals§ BGHES - Further Environmental impact studies were completed§ Installation of flow meters on the North Bank and South Bank turbines at Kariba Dam§ A water purchase agreement between the Authority and the Utilities was signed and implemented

on 1st October 1999§ The Authority’s website was developed§ SIDA funded environmental monitoring programme started in 1998 and ended in December 2001

2002

-

2006

§ French Global Environment Facility Project provided “support to pollution monitoring and manage-ment on the Zambezi River”

§ The Authority conducted a voluntary separation/retrenchment for its employees as part of the sur-vival plan

§ Established performance employment contracts for Executive Management employees which re-sulted into placing the said employees on Fixed Term Employment Contracts after terminating their permanent and pensionable employment service

§ 2005-2009 - 2nd Corporate strategy was formulated§ Decision made in respect of employment equity between the Contracting States which resulted in

the recruitment of Zambian nationals at non -managerial level until achieving equalisation in the employee numbers


2007

-

2011

§ The Authority implemented a Performance Management System (PMS)§ Kariba Dam Wall maintenance and rehabilitation works on the dam and ancillary works§ 3rd Corporate Strategy 2010-2014 developed§ Kariba Dam repairs to the Sluice Gate lintel were carried out

2012

-

2016

§ Governments of Zambia and Zimbabwe gave clearance for the development of the BGHES§ Settlement of CAPCO assets resolved§ December 2012 - Contract for construction of new environmental boat awarded – commissioned in

2014§ Harmonization of policies and regulations established by various bodies to enhance a unified oper-

ational management of the lake§ Underwater repairs of the Plunge Pool started in 2012 and completed in 2013 § December 2013 - BGHES Grant Financing of feasibility studies secured§ Implemented Revised Organisational, Grading and Pay Structures which resulted in the integration

of Junior and Senior employees’ grading and pay structures§ 2014 - 2015: Resource mobilization for KDRP undertaken§ Feasibility studies for BGHES commenced§ 4th Corporate Strategy for the period 2015 – 2019 formulated§ Awarding of the contract for the Underwater Investigation for the Plunge Pool done

2017

-

2019

§ C.168 KDRP contract awarded for Plunge Pool Reshaping Works§ C.169 KDRP Contract awarded for Spillway Refurbishment Works § Decision to rationalise the employment costs by way of carrying out retrenchment and re-engage-

ment of employees’ exercise§ Award of Build Operate and Transfer Contract for the construction of Batoka Gorge Hydro Electric

Scheme to Power China and GE America§ Commencement of the implementation Enterprise Resource Planning and Risk Management Pro-

cesses § 5th Corporate Strategy for the period 2020-2024 formulated

1.4 Summary Review of Past Performance

1.4.1 Kariba Dam Rehabilitation Project

The rehabilitation works aimed at ensuring the long-term safety of the dam continued during the review period. These works include the reshaping of the Plunge Pool in order to increase its energy dissipation capacity so as to prevent erosion of the dam foundations and refurbishment of the Spillway facility to free the operation of the dam’s stoplogs and flood discharge gates. The Reshaping of the Plunge Pool was expected to be completed by the end of 2021 whilst the Spillway Refurbishment Project was expected to be completed within six (6) years.

KDRP - Progress on the Cofferdam construction works with Pier 2, Pier 3 and Pier 4 all complete


1.4.2 Batoka Gorge Hydro-Electric Scheme

Work to complete the feasibility studies and other preconstruction activities was expected to be completed by the end of December 2019. A major decision was made by the Council of Ministers to change the commercial structure of the development of the scheme to build operate and transfer. This was done in order to achieve early delivery of the project. A developer was procured with construction anticipated to commence at the end of 2020.

1.4.3 Water Resources and Environmental Management

During the period under review, the Authority continued to undertake water resources management activities aimed at ensuring sustainable reservoir operations and power generation at Kariba.

The Environmental management team conducting water tests on Lake Kariba


1.4.4 Board and Management Tour

Through the support of the New Partnership for African Development, the Ministry of Water, Irrigation and Energy of Ethiopia and the African Development Bank, a Domestic Resource Mobilisation Strategy Development Workshop and study tour of the Gibe III Hydro-Electric Scheme and the Grand Ethiopian Renaissance Dam Project in Ethiopia was jointly organised in order for the Board and Management to appreciate and understand how Ethiopia mobilised domestic resources for the development of the two dams.

1.4.5 Corporate Governance The period under review witnessed a lot of changes at both Council of Ministers and Board level in terms of new appointments in 2016, 2018 and 2019. This brought about a near overhaul of governance structure of the Authority. During the same period, the Authority reviewed the Board Charter to bring it in line with modern governance practices, adopted a proposal for evaluation of the Board and a Corporate Governance Checklist designed to ensure that the Authority was able to evaluate its governance performance against international practices.

Members of the Board during their deliberations in Lusaka

Members of the Board and Management during the tour of the Grand Ethiopian Renaissance Dam Project


1.4.6 Financial Performance

As a result of adverse liquidity situation, the Authority was unable to meet its critical expenditure particularly regarding the settlement of Kariba Dam Rehabilitation Project (KDRP) loans. This further led to the Authority’s liquidity and credit risk being classified as key risks requiring urgent action in the exposure risk profiling of the Authority’s management system. The Authority achieved unqualified (clean) external audit reports for the period 2014 – 2018.


2. STRATEGIC FRAMEWORK AND INTENT2.1 Guiding Principles

The Zambezi River Basin waters stand at the centre of the challenges around food security, economic development, energy generation and climate change facing Zambia and Zimbabwe and six other riparian states. In view of this, the Authority’s Corporate Strategy should be aligned to the broader economic development and planning objectives of all the relevant stakeholders in the catchment area to include a coherent multi-disciplinary approach to managing the Zambezi River Basin resources.

The aim of the Corporate Strategy is to identify river basin management objectives that best contribute to economic, social and ecological goals. These goals can be realised with the participation of relevant government institutions and external stakeholders.

The following characterise the approach to the Authority’s Corporate Strategy for the period 2020 - 2024:

I. Trade-offs between alternative economic, social and environmental objectives, and between existing and potential future demands;

II. Recognising environmental and water management approaches and the importance of aquatic ecosystem functioning in providing goods and services;

III. Understanding basin interactions, including the range of hydrological, ecological, social and economic systems and activities at work within the basin;

IV. Robust scenario-based analysis to address uncertainty in future development and climate change, by assessing alternative hydro-economic scenarios; and

V. Prioritisation, to identify which of many demands are the key needs for economic development, social justice and environmental protection.

A number of key issues stand out as central to the challenge of the Authority’s strategic planning.

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2. STRATEGIC FRAMEWORK AND INTENT 2.1 Guiding Principles

The Zambezi River Basin waters stand at the centre of the challenges around food security, economic development, energy generation and climate change facing Zambia and Zimbabwe and six other riparian states. In view of this, the Authority’s Corporate Strategy should be aligned to the broader economic development and planning objectives of all the relevant stakeholders in the catchment area to include a coherent multi-disciplinary approach to managing the Zambezi River Basin resources.

The aim of the Corporate Strategy is to identify river basin management objectives that best contribute to economic, social and ecological goals. These goals can be realised with the participation of relevant government institutions and external stakeholders.

The following characterise the approach to the Authority’s Corporate Strategy for the period 2020 - 2024:

I. Trade-offs between alternative economic, social and environmental objectives, and between existing and potential future demands;

II. Recognising environmental and water management approaches and the importance of aquatic ecosystem functioning in providing goods and services;

III. Understanding basin interactions, including the range of hydrological, ecological, social and economic systems and activities at work within the basin;

IV. Robust scenario-based analysis to address uncertainty in future development and climate change, by assessing alternative hydro-economic scenarios; and

V. Prioritisation, to identify which of many demands are the key needs for economic development, social justice and environmental protection.

A number of key issues stand out as central to the challenge of the Authority’s strategic planning.

Lake Kariba viewed from the dam wall Lake Kariba viewed from the dam wall


Issue 1 Develop a comprehensive understanding of the entire system.

Issue 2 Plan and act, even without full knowledge.

Issue 3 Recognise that the current environment is volatile, ambiguous, complex and chaotic and prioritise issues for current attention, and adopt a phased and iterative approach to the achievement of long-term goals.

Issue 4 Enable adaptation to changing circumstances.

Issue 5 Accept that planning is an inherently iterative and chaotic process.

Issue 6 Develop relevant and consistent thematic plans.

Issue 7 Address issues at the appropriate scale by nesting local plans with bi-national, regional and global trends.

Issue 8 Engage stakeholders with a view to strengthening institutional relationships.

Issue 9 Focus on implementation of the plan throughout.

Issue 10 Select the planning approach and methods to suit the Authority’s needs.

The Authority’s strategic plan typically involves a series of nested statements of intent which together form the means by which the strategic plan is developed and implemented. These relate to the Values, Vision, and Mission, Key Result Areas and concrete goals and specific strategies.

The Authority’s Vision revolves around the following priorities.a. Protection and Conservation: Environmental/ecological state of the river basin

resources in providing goods and services;b. Water Use and Development: Social and economic outcomes and impacts related to

water and land use in the catchment area;c. Disaster Risk Management: Human, property or ecological risks of flooding and other

disasters; andd. Institutional Governance and Management: Institutional intent for cooperation,

collaboration, communication and stewardship anchored on leadership, innovation, change management, use of technology and robust performance management for increased client satisfaction.

To be implemented, the vision needs to be translated into specific and measurable goals and strategies that are achievable with the available resources and given time frame. To achieve this, the Integrated Results Based Management (IRBM) philosophy and approach supported by contemporary tools such as the GLACIER Model, Balanced Scorecard (BSC), Total Quality Management (TQM), Business Process Management (BPM) and Supply Chain Management (SCM) will be applied throughout the planning and implementation process.

2.2 Organisational Destiny, Cause and Calling

DESTINY CAUSE CALLING

To be the model organisation in dam and water resources management in the Zambezi river basin.

To encapsulate safety, professionalism and respect in harnessing the water resource for socio-economic development.

To exhibit integrity through honesty.


2.3 Organisational Values, Vision and Mission

VALUES

Safety Protection anchored on care, wellness, health and peace of mind

Honesty Trust premised on accountability and transparency

Integrity Fairness encompassing justice as well as responsibility.

Professionalism Innovation for adaptability rooted in diligence, commitment, communication and self-improvement

Respect Love for teamwork as a family with empathy

VISION

“To be the model organisation in dam and water resources management in the Zambezi river basin’’

Explanation of Vision Statement

The timeline for the Authority’s vision aligns with the Contracting States’ visions dates of 2030. The vision will guide successive Corporate Strategies up to 2030. The Zambezi River Basin management is crucial to achieving sustainable and inclusive growth and development. A managed dam and water resources lead to a safe Zambezi River Basin that harnesses the productive power of water and other resources and minimises their destructive forces. It is a river basin where there is sufficient, safe and affordable water to enable people to lead healthy and productive lives. It is a river basin where communities are protected from floods, droughts, erosion, and water borne diseases. The dam and water resources management in the Zambezi River Basin promotes environmental protection as well as social justice and seeks to address the consequences of poor river basin management. Strategic decision-making in the water sector has always been challenging. Climate change increases this complexity and forces questions to be asked about established approaches to dealing with future uncertainties. Consequently, the Authority is focusing on being an exemplar of river basin management.

MISSION:

“To encapsulate safety, professionalism and respect in harnessing the water resource for socio-economic development, exhibiting integrity through honesty”.

2.4 Organisational Mandate

The Zambezi River Authority (The Authority) is a unique organisation connecting two countries in the promotion of socio-economic development. On behalf of the Governments of the Republics of Zambia and Zimbabwe, the Authority has a statutory mandate to operate, monitor and maintain the Kariba Complex and any other infrastructure on the Zambezi River stretch which forms a common border between the two countries from Kazungula to Luangwa on the Zambian side and from Kazungula to Kanyemba on the Zimbabwean side.


2.5 Terms of Reference (ToR)

SN TOR PROVISIONS1 Zambezi River Au-

thority Act No. 17 of 1987 [Chapter 467 of The Laws of Zambia and [Chapter 20:23 of the Laws of Zimba-bwe]

The Republic of ZAMBIA and the Republic of ZIMBABWE, desiring to obtain, for the economic industrial and social development of the two countries, the greatest possible benefit from the natural advantages offered by the waters of the Zambezi River and to improve and intensify the utilisation of the waters for the pro-duction of energy and for any other purpose beneficial to the two countries, have decided, pursuant to the resolution of the Higher Authority for Power relative to the future operations of the Central African Power Corporation and the provisions of the Inter-Governmental Agreement of 14th February, 1986, to con-clude the present Agreement.

Article 3

The Contracting States, recognising that the operation and maintenance of the Zambezi Scheme is an economical and ef-fective means of providing water for the generation of electric power and for other purposes which the Contracting States may decide upon have, accordingly, agreed to utilise, operate and maintain the said Scheme.

Article 18

1. So as to ensure the efficient and equitable use of the waters of the Zambezi River, the Contracting States undertake to-

(a) keep each other informed of any proposals approved by them for the abstraction of water from the Kariba Dam or any other dam that may be constructed on the Zambezi River or for the impounding or abstraction of water from the sources of the said dam or other future dams for irrigation or other purposes;

(b) consult the Authority on any proposals for the impounding or abstraction of substantial quantities of water from the Kariba Dam or any other dams that may be constructed on the Zambezi River and seek the approval of each other before approving such impounding or abstraction;

(c) consult with each other and the Authority, if so requested by the Authority through the Council in regard to any problems arising from the abstraction of water from the Kariba Dam or any other future dams that may be constructed on the Zambezi Riv-er, or the impounding or abstraction of water from the sources of the said Dam or other future dams.


2 Water Resources Man-agement Act 21/2011 - Zambia

Section 58

Any agreement entered into by the Government, under section fifty-six, may establish an institution to implement the agree-ment in collaboration with the Authority and in particular to— (a) investigate, manage, monitor and protect the watercourse; (b) foster regional cooperation over the watercourse; (c) acquire, construct, alter, operate or maintain any water works; or (d) allo-cate, use and supply water from the watercourse.

Section 59

The institutions listed in Part II of the Third Schedule shall be institutions contemplated under section fifty eight, except that they shall continue to function as provided under existing agree-ments until such time as the State Parties revise their functions and operations to comply with this Act.

3 Water Act [Chapter 20:24] - Zimbabwe

Section 120

Notwithstanding this Act, the Zambezi River Authority referred to in section 4 of the Zambezi River Authority Act [Chapter 20:23] may continue to perform its functions and exercise its rights in relation to the use, extraction and storage of water in or from the Zambezi river in respect of the Kariba dam, the Kariba hy-dro-electric scheme and any other undertakings which are con-ferred upon it by or in terms of that Act.

2.6 Overall Functions

Focus Area Overall Functions Value to Leverage Function

Key Result Area

GROWTH (a) operate, monitor and maintain the Kariba Complex

Safety Water Storage Infrastructure Platforms

(b) in consultation with the National Electricity Undertakings, investigate the desirability of constructing new dams on the Zambezi River and make recommendations thereon to the Council

Professionalism Water Storage Infrastructure Platforms

(c) subject to the approval of the Council, construct, operate, monitor and maintain any other dams on the Zambezi River

Safety Water Storage Infrastructure Platforms


EXECUTION (d) collect, accumulate and process hydrological and environmental data of the Zambezi River for the better performance of its functions and for any other purpose beneficial to the Contracting States

Professionalism Performance Management

INNOVATION (e) In consultation with the National Electricity Undertakings, regulate the water level in the Kariba reservoir and in any other reservoirs owned by the Authority

Professionalism Integrated Zambezi River Basin Management

RETENTION (f) make such recommendations to the Council as will ensure the effective use of the waters and other resources of the Zambezi River

Professionalism Financial Sustainability

COLLABORATION (g) liaise with the National Electricity Undertakings in the performance of its functions that may affect the generation and transmission of electricity to the Contracting States

Honesty Partnership Relationship Management

LEADERSHIP (h) subject to the provisions of Article 13, recruit, employ and provide for the training of such employees as may be necessary for the performance of its functions under this Agreement

Honesty Institutional Governance

(i) from time to time and subject to the approval of the Council, make such revisions of salaries, wages and other remuneration to its employees as it considers appropriate

Honesty Institutional Governance

INNOVATION (j) submit development plans and programmes to the Council for approval

Safety Integrated Zambezi River Basin Management


ACCELERATION (k) give effect to such directions as may, from time to time, be given to it by the Council

Professionalism Change Management

LEADERSHIP (l) carry out such other functions as are provided for in this Agreement or are incidental or conducive to the better performance for its functions

Integrity Institutional Governance

2.7 Governance and Organisational Structure

The Authority’s Governance and Organisational Structure comprises the following:

§ The Council of Ministers,

§ The Board of Directors,

§ The Chief Executive and four (4) Departments headed by Directors as indicated below:

16 | P a g e

LEADERSHIP (l) carry out such other functions as are provided for in this Agreement or are incidental or conducive to the better performance for its functions

Integrity Institutional Governance

2.7 Governance and Organisational Structure

The Authority’s Governance and Organisational Structure comprises the following:

The Council of Ministers,

The Board of Directors,

The Chief Executive and four (4) Departments headed by Directors as indicated below:

Council of Ministers

Board of Directors

Chief Executive

Corporate Services

Projects & Dam Management

ServicesWater Resources &

Environmental Management Finance

Chief Internal Auditor


2.8 Policy Requirements

The following are the policies that guide the Authority operations:

External Policies Internal PoliciesPolicy Brief Description Policy Brief Description

1 The Zambezi River Authority Agreement

Articulates the desire of the two states of Zambia and Zimbabwe to obtain the greatest possible benefit offered by the waters of the Zambezi River, to improve it, and intensify the utilisation of the waters for the production of energy and other social economic development benefits

1 Finance Policies and Procedures Manual

Articulate finance guidance and policies gives guidance in the performance of finance functions.

2 The United Nations Convention on International water courses

Provides for the development of international water laws that are to be applied in non-navigable and trans-boundary rivers worldwide. Further, it provides for the creation of advanced methods that aid various riparian states to manage shared trans-boundary rivers in an equitable, reasonable and sustainable manner

2 Procurement Policies and Procedures

Guides on Procurement Policies

3 The SADC Revised Protocol on Shared Water Courses

Fosters closer cooperation for judicious, sustainable and coordinated management of shared Watercourses on the protection and utilization of shared Watercourses. It aims to advance the SADC agenda of regional integration and alleviation of poverty and provides for the establishment of bilateral and multilateral institutions for the management of shared Watercourses and for the continued operation of Watercourse agreements

3 Human Resource and Administration Policies and Procedures Manual

The Manual provides guiding principles and procedures on the execution of the Human Resource and Administration strategies.

4 The Zambezi Watercourse Commission Agreement

Promotes the equitable and reasonable utilisation of the water resources of the Zambezi Watercourse as well as its efficient management and sustainable development

4 Workplace HIV Policy

The Policy provides guiding principles in the implementation and management of the workplace HIV/AIDS programmes.

Provides guidance in the implementation and management of the workplace HIV/AIDS Policy.

It Explains the various interventions the Authority has put in place in order to mitigate the impact of the HIV/AIDS epidemic


5 United Nations 2030 Sustainable Development Agenda Goal No. 6

Aims to preserve natural water sources and improve water quality by reducing pollution, eliminating dumping and minimizing release of hazardous chemicals and materials, halving the proportion of untreated wastewater and substantially increasing recycling and safe reuse globally

5 Occupational Health and Safety Policy and Procedures Manual

The Manual aims at providing a systematic, consistent application and implementation framework in respect of occupational health and safety strategies and procedures at workplace.

6 Zimbabwe National Water Authority Act [Chapter 20:25]

Provides for the raising of charges for the provision of water (water from water works operated or controlled by (ZINWA) and for the imposition and collection of a water levy; obligation to promote mechanisms for cooperative management of international water resources (i.e. the Zambezi River Authority Inter-state agreement)

6 Public Relations and Communi-cations Policy and Procedures

How we should handle the internal and external communication processes particularly media relations

7 Environmental. Management Act (Chapter 20:27) - Zimbabwe

Provides for the sustainable management of natural resources and protection of the environment; the prevention of pollution and environmental degradation

7 Brand Policy and Procedures

The Policy is intended to protect and contribute to the Authority’s brand and Standardise the corporate image.

8 Parks and Wildlife Act [Chapter 20:14] - Zimbabwe

Provides for the preservation and protection of natural landscapes, wildlife and plants and the natural ecological stability of wildlife, plant and communities in national parks

8 Legal Policy and Procedures

The Policy establishes a framework that prescribes guidelines and procedures for contractual engagement litigation management legal and regulatory compliance and selection and appointment of external corporate counsel.

9 Water Resource Management Authority (No 21 of 2011)

Establishes the framework for management, development, conservation, protection and preservation of the water resource and its equitable, reasonable and sustainable utilisation. [Section 59 Preserves the functions of the Authority]

9 Whistle Blowing Policy and Procedure

The Policy enables an environment that encourages genuine legitimate and bona fide whistle blowing.


10 Environmental Management Act, 2011 (No12 of 2011)

Provides for integrated environmental management and the protection and conservation of the environment and the sustainable management and use of natural resources

10 Employment Code of Conduct

The code provides for – Acts of misconduct and penalties thereof

–Disciplinary committees and rules and procedures.

A fair and equitable system for the efficient handling and resolution of grievances of the employees at the place of work.

11 Wildlife Act No 14 of 2015

Provides for wildlife utilisation, management and conservation. Protection of biological diversity, preservation of the integrity and the sustainability of the ecosystem and biological diversity

11 Risk Management Policy

The policy objective is to embed risk management in all business operations, in order to mitigate exposure to significant risks arising from inadequate risk management mechanisms and contribute to achievements of Strategic Corporate goals

12 World Meteorological Organisation Guidelines

Poverty alleviation, sustained livelihoods and economic growth (in connection with the Millennium Development Goals) including improved health and social well-being of citizens (related to weather, climate, water and environmental events and influence); and – Sustainable use of natural resources and improved environmental quality.

12 ICT Policy The policy seeks to safeguard the integrity, confidentiality and available of information and will protect the interest of the Authority its personnel its business partners and the general public

13 SOP – Standing Operation Procedures

This document seeks to give guideline/ procedures in terms of Hydrology, Environmental Monitoring, Dam Safety Monitoring, Dam Maintenance and Emergency Preparedness Plan for the Kariba Complex Operation.


2.9 Key Result Areas

The following are the Key Result Areas:

No. KRA Statement

Brief Explanation Weightage (Total for all = 100%)

Responsible Departments

Sustainable De-velopment Goal (SDG) Reference

1 Water Storage Infrastructure

The development and management of water infrastructure and reservoirs in the Zambezi River Basin

20 P&DMS/WREM 1, 2, 3, 4, 7, 9, 12, 13 and 14

2 Institutional Governance

The administrative oversight, control and regulation to guide the Authority on its mandate to produce desired results. It addresses aspects of accountability, transparency, responsibility, respect, safety, honesty, integrity and professionalism

10 All 5, 8 and 16

3 Integrated Zambezi River Basin Management

The inclusive governance of the Zambezi River Basin Catchment Area designated for management by the Authority from Kazungula to Kanyemba/Luangwa covering water usage, ecological balance, natural resources management and protection of riparian states and communities from adverse effects of climate change and other natural hazards

15 WREM 4, 5, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16 and 17

4 Change Management

The approaches to prepare support and help employees, departments and the organisation for improved public standing and performance

10 CS 5 and 16


No. KRA Statement

Brief Explanation Weightage (Total for all = 100%)

Responsible Departments

Sustainable De-velopment Goal (SDG) Reference

5 Partnership Relationship Management (Client Satisfaction)

Fostering positive and productive relationships with Authority stakeholders, development partners and clients to fulfil the Authority’s mandate

The approaches, standards and service delivery systems aimed at exceeding client expectations

15 All 16 and 17

4, 5, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16 and 17

6 Performance Management

The management of organisational and human capital culture and processes for the achievement of desirable results

10 / All 11 and 16

7 Financial Sustainability

The effective management of costs and the ability to meet obligations as and when they fall due and being able to accelerate revenue growth

20 / Finance 1-17


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Ris

k M

anag

emen

t Po

licy.

Nil

Key

Resu

lt A

rea

3:In

tegr

ated

Zam

bezi

Riv

er B

asin

Man

agem

ent

Goa

l 3

:To

incr

ease

acc

ess

to s

usta

inab

le s

ocia

l- am

eniti

es b

y U

S$1.

2mill

ion

by 2

024

Stra

tegi

esA

ssum

ptio

nsRi

sks

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tegy

6D

evel

op w

ater

har

vest

ing

infr

a-st

ruct

ure,

incr

ease

util

izat

ion

of

grou

nd w

ater

and

ext

ract

ion

of

wat

er fr

om th

e Za

mbe

zi R

iver

§Co

ntin

ued

supp

ort f

rom

the

loca

l aut

horit

ies,

com

-m

uniti

es a

nd tr

aditi

onal

lead

ersh

ip

§Ex

tern

al fi

nanc

ial p

artn

ersh

ips

be a

vaila

ble

§La

ck o

f sup

port

from

loca

l Aut

horit

ies

and

com

mun

ities

§N

on-a

vaila

bilit

y of

sup

port

from

ex

tern

al p

artn

ersh

ips

§N

on a

vaila

bilit

y of

fund

ing

from

th

e Au

thor

ity a

nd E

lect

ricity

U

nder

taki

ngs.

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge24

of 7

6

Goa

l 4:

To re

duce

the

nega

tive

var

ianc

e be

twee

n ac

tual

and

fore

cast

ed v

olum

e of

wat

er a

lloca

ted

for p

ower

gen

erat

ion

from

10%

to

3% b

y 20

24St

rate

gies

Ass

umpt

ions

Risk

sSt

rate

gy 7

Iden

tifica

tion

and

utili

zatio

n of

a w

ider

rang

e of

rain

fall

fore

cast

s in

hyd

rolo

gica

l si

mul

atio

ns

§Fr

ee te

chno

logy

-bas

ed d

ata

min

ing

and

proc

essi

ng

plat

form

s re

mai

n av

aila

ble

§St

akeh

olde

rs a

nd p

artn

ers

rem

ain

com

mitt

ed

to c

olla

bora

tive

arra

ngem

ents

that

sup

port

th

e hy

drol

ogic

al s

imul

atio

ns fo

r the

Aut

horit

y’s

rese

rvoi

r ope

ratio

ns

§In

telli

gent

fore

cast

ing

tool

s re

mai

n av

aila

ble

and

acce

ssib

le to

the

Auth

ority

§Co

nsul

tant

s fo

r mod

ellin

g an

d fo

reca

stin

g re

mai

n co

mm

itted

with

the

Auth

ority

at a

fford

able

fees

§Tr

aini

ng a

nd c

apac

ity b

uild

ing

in m

oder

n te

chno

logi

es in

inflo

w fo

reca

stin

g an

d hy

drol

ogic

al

mod

ellin

g un

dert

aken

§Cl

imat

e ch

ange

§In

adeq

uate

fund

s to

und

erta

ke

mai

nten

ance

of g

augi

ng s

tatio

n eq

uipm

ent &

fiel

d op

erat

ions

§Sl

ow a

dopt

ion

of m

oder

n te

chno

logi

es

and

mod

els

for h

ydro

logi

cal o

pera

tions

an

d si

mul

atio

ns

§Re

lianc

e on

lim

ited

third

par

ty

rain

fall

proj

ectio

ns w

ithou

t ado

ptin

g ap

proa

ches

& s

trat

egie

s th

at ta

ke in

to

cons

ider

atio

n as

soci

ated

risk

s

§N

on-im

plem

enta

tion

of c

apac

ity

build

ing

prog

ram

s in

hyd

rolo

gica

l op

erat

ions

§Te

chno

logy

mal

func

tion

Key

Resu

lt A

rea

4:Ch

ange

Man

agem

ent

Goa

l 5:

To re

duce

resi

stan

ce to

cha

nge

by 5

0% a

nnua

lly fr

om b

asel

ine

to b

e es

tabl

ishe

d by

Dec

embe

r 202

0St

rate

gies

Ass

umpt

ions

Risk

sSt

rate

gy 8

Capa

cita

te a

ll Au

thor

ity

empl

oyee

s in

Cha

nge

Man

agem

ent m

odel

s

§Tr

aini

ng o

ppor

tuni

ties

in C

hang

e M

anag

emen

t co

ntin

ue to

be

avai

labl

e an

d aff

orda

ble

§Av

aila

bilit

y of

trai

ned

Chan

ge M

anag

emen

t Driv

ers

§Em

ploy

ee a

lignm

ent a

nd o

wne

rshi

p of

the

Corp

orat

e St

rate

gy

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aila

bilit

y of

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inin

g an

d D

evel

opm

ent b

udge

t§

Cons

ulta

nts

cont

inue

to h

ave

inte

rest

in w

orki

ng

with

the

Auth

ority

§

Acce

ss to

kno

wle

dge

shar

ing

plat

form

s an

d IC

T

§Re

sist

ance

to c

hang

e by

em

ploy

ees

§Fa

ilure

of t

he p

roce

ss

§Em

ploy

ees

attr

ition

Key

Resu

lt A

rea

5:Pa

rtne

rshi

p Re

lati

onsh

ip M

anag

emen

t

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge25

of 7

6

Goa

l 6:

To in

crea

se p

artn

ersh

ip s

atis

fact

ion

inde

x by

10%

ann

ually

from

bas

elin

e to

be

esta

blis

hed

by 2

024

Stra

tegi

esA

ssum

ptio

nRi

sks

Stra

tegy

9D

evel

op a

nd im

plem

ent

Part

ners

hip

Fram

ewor

ks§

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inue

d su

ppor

t by

the

Cont

ract

ing

Stat

es§

Stak

ehol

ders

con

tinue

to h

ave

inte

rest

in p

artn

erin

g w

ith th

e Au

thor

ity§

Acce

ptab

le C

orpo

rate

Gov

erna

nce

stan

dard

s §

Rela

tions

hips

and

par

tner

ship

s re

mai

n su

stai

nabl

e th

roug

h co

llabo

ratio

n

§Co

nflic

ting

and

over

lapp

ing

man

date

s w

ith o

ther

par

tner

s

§Re

ject

ion

Goa

l 7To

impr

ove

clie

nt s

atis

fact

ion

inde

x fr

om 6

0% to

98%

by

2024

Stra

tegi

esA

ssum

ptio

nsRi

sks

Stra

tegy

10

Impr

ove

Serv

ice

deliv

ery

proc

esse

s§

Stak

ehol

ders

con

tinue

with

col

labo

rativ

e pa

rtne

rshi

ps

for i

mpr

oved

ser

vice

pro

visi

on

§Tr

aini

ng a

nd c

oach

ing

serv

ice

prov

ider

s re

mai

n av

aila

ble

and

affor

dabl

e

failu

re to

mee

t agr

eed

serv

ice

stan

dard

s

Key

Resu

lt A

rea

6:Pe

rfor

man

ce M

anag

emen

tG

oal 8

To

impr

ove

orga

nisa

tion

al p

erfo

rman

ce b

y 10

% a

nnua

lly fr

om b

asel

ine

to b

e es

tabl

ishe

d by

Dec

embe

r 202

0 St

rate

gies

Ass

umpt

ions

Risk

sSt

rate

gy 1

1Ca

paci

tate

em

ploy

ees

in

Inte

grat

ed R

esul

ts-B

ased

Pe

rfor

man

ce M

anag

emen

t sy

stem

§Ex

pert

ise

to w

ork

with

the

Auth

ority

in e

mpl

oyee

s’ de

velo

pmen

t rem

ains

ava

ilabl

e§

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labi

lity

of p

erfo

rman

ce m

anag

emen

t co-

team

§Em

ploy

ees

attr

ition

§Em

ploy

ee re

sist

ance

to th

e RB

PM

Stra

tegy

12

Dig

itisa

tion

of th

e Au

thor

ity’s

oper

atio

ns to

att

ain

effici

ency

Rel

iabl

e an

d co

st-e

ffect

ive

tech

nolo

gica

l sol

utio

ns a

nd

expe

rts

rem

ain

avai

labl

e.Co

st o

f tec

hnol

ogy

coul

d be

ste

ep

Key

Resu

lt A

rea

7:Fi

nanc

ial s

usta

inab

ility

Goa

l 9Im

prov

e th

e A

cid

test

rati

o fr

om 3

% to

75%

by

2024

Stra

tegi

esA

ssum

ptio

nsRi

sks

Stra

tegy

13

Incr

easi

ng th

e pe

rcen

tage

of

Deb

t col

lect

ion

from

the

Util

ities

by

put

ting

in p

lace

enf

orce

able

m

echa

nism

s.

§Th

e le

gal i

nstr

umen

ts s

uppo

rtin

g en

forc

emen

t are

en

acte

d§

Supp

ort f

rom

the

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ract

ing

Stat

es c

ontin

ues

§U

tiliti

es c

ontin

ue b

eing

a G

oing

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cern

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it ris

k

Goa

l 10

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ease

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-Tra

diti

onal

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enue

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wth

from

1.5

% to

2.5

% o

f ope

rati

ng R

even

ue b

y 20

24St

rate

gies

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umpt

ions

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s

Stra

tegy

14

Ope

n ne

w s

trea

ms

of re

venu

e§

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ness

opp

ortu

nitie

s op

en fo

r exp

loita

tion

by th

e Au

thor

ity a

vaila

ble

Lack

of f

unds

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge26

of 7

6

3. R

ESU

LTS

FRA

MEW

ORK

, TA

RGET

S, IN

DIC

ATO

RS, I

MPL

EMEN

TATI

ON

PLA

N A

ND

S

TRAT

EGY

BUD

GET

3.1

Impa

cts

Plan

Impa

cts

Des

crip

tion

Impa

ct In

dica

tor

Mea

sure

men

t U

nit/

Crit

erio

n

(%, n

o. ra

te, e

tc.)

2020

Targ

et

Allo

w-a

ble

Vari

ance

Cros

s Li

nkag

es

Goal Refer-ence

KRA Refer-ence

2021

2022

2023

2024

1In

crea

sed

soci

o-ec

onom

ic

deve

lopm

ent

Avai

labi

lity

of W

ater

fo

r Hyd

ro p

ower

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ener

atio

n

BCM

(Per

cent

age

avai

labi

lity)

22 (64%

)

22 (64%

)

28 (82%

)

30 (88%

)

34 (100

%)

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ZES

CO,

SAPP

1, 5

, 6, 7

, 9,

11, 1

01,

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Popu

latio

n su

ppor

ted

by S

ocio

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nom

ic

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elop

men

t Pr

ojec

ts in

the

Ripa

rian

Com

mun

ity

Num

ber

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eopl

e (p

opul

atio

n in

th

e Ri

paria

n co

mm

uniti

es)

Base

line

Incr

ease

d em

ploy

men

t N

umbe

r of

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le e

mpl

oyed

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015

0015

0050

035

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inis

trie

s of

La

bour

EPC

cont

ract

or,

ZESC

O L

td, Z

PC

10, 1

17

Fina

nce

Dir

ecto

r Mr.

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ard

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e sp

eaki

ng d

urin

g th

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rate

gy fo

rmul

atio

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eetin

gSo

me

of th

e st

akeh

olde

rs p

rese

nt d

urin

g th

e St

rate

gy fo

rmul

atio

n m

eetin

gSo

me

of th

e st

akeh

olde

rs p

rese

nt d

urin

g th

e St

rate

gy fo

rmul

atio

n m

eetin

g

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge27

of 7

6

Impa

cts

Des

crip

tion

Impa

ct In

dica

tor

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sure

men

t U

nit/

Crit

erio

n

(%, n

o. ra

te, e

tc.)

2020

Targ

et

Allo

w-a

ble

Vari

ance

Cros

s Li

nkag

es

Goal Refer-ence

KRA Refer-ence

2021

2022

2023

2024

2

Impr

oved

pub

lic

valu

eIn

crea

sed

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ic

satis

fact

ion

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ic

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fact

ion

inde

x Ba

selin

e5

Gov

ernm

ents

Re

publ

ics

of

Zam

bia

and

Zim

babw

e,

ZPC,

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CO,

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erat

ing

Part

ners

, Civ

ic

Org

anis

atio

ns

1, 7

, 6, 1

0,

116,

7

Bala

nced

flor

a an

d fa

una

Impr

oved

Wat

er

qual

ity (%

)80

%85

%90

%95

%10

0%5

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A, E

MA

, W

WF,

IUCN

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Ups

trea

m o

f Ka

riba

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en

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tal

flow

(cub

ic

met

ers

per

seco

nd)

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er

auth

oriti

es,

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mun

ities

53

Dow

nstr

eam

of

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iba

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en

viro

nmen

tal

flow

(cub

ic

met

res

per

seco

nd)

195

195

195

195

195

5W

ater

au

thor

ities

ut

ilitie

s, Co

mm

uniti

es

53

Redu

ced

adve

rse

effec

ts in

cide

nts

Num

ber o

f ad

apta

tion

initi

ativ

es

26

810

102

ZEM

A, E

MA

, W

WF,

IUCN

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5, 7

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge28

of 7

6

3.2

Out

com

es P

lan

Impact Refer-

enceO

utco

me

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crip

tion

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com

e In

di-

cato

rM

easu

rem

ent

Uni

t/Crit

erio

n

(%, n

o. ra

te,

etc.

)

2020

Targ

et

Allowable Variance

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ss L

inka

ges

Goal Reference

KRA Reference

2021

2022

2023

2024

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ease

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orag

e ca

paci

ty

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me

billi

on c

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m

eter

s18

118

118

118

118

210

%Fi

nanc

iers

, Util

ities

, W

ater

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horit

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11

2Im

prov

ed c

orpo

rate

go

vern

ance

and

co

mpl

ianc

e

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orat

e go

vern

ance

an

d co

mpl

ianc

e in

dex

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ncie

rs, C

ontr

actin

g St

ates

, Ext

erna

l aud

itors

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evel

opm

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artn

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22

13

Impr

oved

acc

ess

to

soci

al a

men

ities

in

ripar

ian

com

mun

ities

Popu

latio

n co

vere

d%

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cal a

utho

ritie

s, W

ater

au

thor

ities

, Tra

ditio

nal

lead

ers,

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mun

ities

, W

ildlif

e an

d Fi

sher

ies

auth

oriti

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14

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oved

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catio

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cura

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catio

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rianc

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tiliti

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ates

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n co

untr

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logi

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ervi

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artm

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43

5Re

duce

d re

sist

ance

to

chan

geCh

ange

ac

cept

ance

le

vels

%Es

tabl

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d

base

line

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tern

al c

hang

e ag

enci

es, U

tiliti

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liers

, Med

ia,

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ract

ing

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es

54

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crea

sed

part

ners

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satis

fact

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ners

hip

satis

fact

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inde

x

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tabl

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asel

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rtne

rs

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ia

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ract

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es

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ities

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bezi

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er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge29

of 7

6

Impact Refer-

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escr

iptio

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nit/C

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te,

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et

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ss L

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ges

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2021

2022

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clie

nt

satis

fact

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Util

ities

, Rip

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ates

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over

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rian

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ract

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9Im

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4. COMMUNICATING THE CORPORATE STRATEGY Communication is essential for the effective implementation, monitoring and evaluation of the Corporate Strategy. The objectives of communicating the Corporate Strategy are to:

§ Raise awareness on the existence of the Corporate Strategy to all internal and selected external stakeholders; and

§ Clarify roles and responsibilities for the various stakeholders involved in the Corporate Strategy implementation

4.1 Targeted AudienceInternal Stakeholders and External Stakeholders

INTERNAL STAKEHOLDERSAudience/ Stakeholder group

Tactics & Tools (Communication method)

Frequency Recommendations

Contracting States

(Council of Ministers)

Formal presentation at the Council of Ministers meetings.

Written brief on how implementation of Corporate Strategy is contributing to Socio Economic Development in the Contracting States

Annually

Bi-annually

Regular engagement through parent Ministry to keep group well informed

Board Board meetings §Bi-annually§Quarterly

§Presentation of Corporate Strategy before launch

§Monitoring Corporate Strategy implementation

Employees §Workshop facilitated by Change agents

§Interaction at workstations§Departmental meetings with

change agents§Written Bulletin

§Once-off before launch of strategy

§Bi-annual§Bi-annual§Quarterly

§

Staff consultative meeting


EXTERNAL STAKEHOLDERS

1 Communiques

2 Use of Media Fora

3 Use of website

4 Outreach campaigns/programmes

.

4.2 Key Messages

Key messages revolving around the Authority’s vision, mission and organisational values will be developed to address a variety of stakeholders and their concerns.

44 | P a g e

INTERNAL STAKEHOLDERS

Audience/ Stakeholder group

Tactics & Tools (Communication method)

Frequency Recommendations

Departmental meetings with change agents

Written Bulletin

Bi-annual Quarterly

4.2 Key Messages

Key messages revolving around the Authority’s vision, mission and organisational values will be developed to address a variety of stakeholders and their concerns.

EXTERNAL STAKEHOLDERS

1. Communiques 2. Use of Media Fora

3. Use of website 4. Outreach campaigns/programmes

Chiefs’ consultative meeting Chiefs’ consultative meeting


5. MONITORING AND EVALUATION5.1 The need for Monitoring and Evaluation

Strategic planning by its nature involves medium to long-term projections and therefore needs to be checked from time to time to see if the plan is being implemented and if it is achieving the intended objectives. As such, plans need to be monitored and evaluated. Monitoring is a continuous process of collecting and analysing information to compare how well a project, programme or policy is performing against expected results.

However, monitoring alone is not enough. It is supported by evaluation that involves checking on the manner in which the Corporate Strategy is being implemented as well as to ensure the end results serve the needs of the clients and are in line with the Corporate Strategy. In view of the fact that strategic planning is a long process and circumstances change, it is not possible to anticipate all contingencies when drawing up the Corporate Strategy. Therefore, monitoring and evaluation not only ensure that the various tasks and work are executed properly, but they also enable the Authority to re-assess the strategy as tasks are completed and revise the Corporate Strategy as changes and priorities are adjusted.

Monitoring and evaluation also serve the purpose of enabling the measurement of performance in meeting the needs and desires of clients. This is achieved by measuring the performance/implementation against the targets and goals, as defined in the Corporate Strategy. To measure the performance, it is necessary to put in place realistic and standardised measuring mechanisms. These are called Key Performance Indicators (KPIs).

During the implementation of the Corporate Strategy, a continuous participatory and rigorous self-monitoring and evaluation shall be used. To effectively monitor and evaluate progress during implementation, the Authority and the collaborating stakeholders shall also undertake internal and external programme reviews over the plan period and the results of the reviews shall be widely circulated.

In order to institutionalise the monitoring and evaluation process, the Authority shall develop and operationalise a suitable monitoring and evaluation system capable of tracking the implementation of the projects and activities. The monitoring and evaluation system shall include the use of results frameworks, work plans, field/site visits, quarterly and annual reports, mid-term evaluation and end-of-term external evaluation.

Some of the traditional leaders who participated in the consultative meetings


The abridged version of the quarterly reports from the implementing departments and collaborating institutions will feed into the annual evaluation reports. The annual evaluation of results will assist in providing primary information for the external evaluations whose results will form a major input in the preparation of the subsequent strategic plans.

The outputs of all activities undertaken will be consolidated into periodic reports and shared among stakeholders. The results obtained will also be presented in conferences, symposia and published for wider information and knowledge sharing. In addition, all data captured will be appropriately stored for ease of retrieval and will form the basis for subsequent impact evaluation of projects.

The detailed Monitoring and Evaluation Framework and implementation tools are provided as a separate toolkit to be used for strategy implementation.

Stakeholder consultations with community leaders on the Batoka Project household surveys for the resettlement plan.


6. ANNEXES 6.1 The United Nations Sustainable Development Goals

6.2. Past Performance Review

6.3. Environmental Analysis (SWOC – PLEETS)

6.4. Stakeholder Analysis

6.5. Clients’ Needs and Problem Analysis

6.6. ZRA Departments and their functions

6.7. List of External Stakeholders Consulted

6.8. List of Strategic Planning Participants

6.9 Consultative Meetings Photo Gallery

Group Photo: Harare consultative meeting


6.1 THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS

THE 17 UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS

1 End poverty in all its forms everywhere

2 End hunger, achieve food security and improved nutrition and promote sustainable agriculture

3 Ensure healthy lives and promote well-being for all at all ages

4 Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.

5 Achieve gender equality and empower all women and girls.

6 Ensure availability and sustainable management of water and sanitation for all.

7 Ensure access to affordable, reliable, sustainable and modern energy for all

8 Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

9 Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation

10 Reduce inequality within and among countries.

11 Make cities and human settlements inclusive, safe, resilient and sustainable

12 Ensure sustainable consumption and production patterns

13 Take urgent action to combat climate change and its impacts

14 Conserve and sustainably use the oceans, seas and marine resources for sustainable development.

15 Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss.

16 Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels

17 Strengthen the means of implementation and revitalize the global partnership for sustainable development


6.2 PAST PERFORMANCE REVIEW

Strategic Performance Area Achievement status Gaps/ Reasons For Success/Shortfall

Lessons Learned

Project Summary (intended outputs, outcomes and targets)

(Better than expected, As expected, Below expected)

»» (Provide comments here pertaining to the performance of the stated outcome where relevant.)

»» Highlight lessons learned; if any

GOAL NO. 1 to secure the long-term safety and reliability of the Kariba dam complex by December 2022

OUTCOMES

1) Safe and reliable Kariba Dam Complex

2) An Improved Kariba complex infrastructure

3) Minimised danger posed to the livelihoods along and downstream of the Kariba Dam

4) Guaranteed economic utilisation of the Kariba Dam

OUTPUTS

1) Stable Plunge pool2) Refurbished Spill ways3) Long term optimal water

levels4) IWRM framework in Place5) Emergency Preparedness

Plan

The Stable Plunge pool and Refurbished Spill Way.

The Kariba Dam Rehabilitation Project (KDRP) works were projected to be at 60% by December 2019 but was reported to have progressed to 37% by 30th September 2019, would likely be 40% by the end of the year.

Below expectation

»» Plunge Pool Reshaping: There were unexpected geological constraints on the Plunge Pool Works that were not anticipated.

»» Spillway Refurbishment: Prolonged Procurement Process on the Spillway Works.

o Gap on the KDRP works was 23%

»» More detailed geological investigations should have been undertaken during the feasibility studies phase of the Plunge Pool.

»» The procurement timelines provided as guidelines by the Banks during the preparation of the Project Implementation of the Spill Way Refurbishment, were too conservative.



Lessons Learned

The first inspection made in 2015 and the next one is planned for 2020. Prog-ress of inspections were as follows:

§ Works on Spillway (27%)

§ Special Studies & investigations (20%)

§ Survey, monitoring & Control (100%)

§ Dam and Abutment maintenance (63%)

Below expectation

»» The cashflow lim-itation somehow hampered special studies and Dam & Abutment main-tenance. Further, some works on the Spill way were scheduled for implementation under the Spill Way Contract.

»» Dam Safety Monitoring and Maintenance will greatly benefit from the introduc-tion and operation of an Authority reserve-fund to avoid fluctuations in cashflow

§ Establishment of the Rating Curves was 100% complete in all stations.

§ The dam was being operated according to the Rule Curve.

Better than expected be-cause it was completed earlier than the deadlines.

»» No Gap

GOAL No 2.

To increase the utilization of the Zam-bezi River through the commence-ment and further development of the two additional Hydro- Electric Schemes by 2019.

OUTCOMES

1) Improved infrastructure and ca-pacity to generate hydro power

2) Improved electricity supply and standards of living

3) Sustainable use of the waters of the Zambezi River

4) Increased economic activity and higher employment levels

OUTPUTS

1) New hydro power sites:

2) 60% complete Batoka Gorge Hydro Electric Scheme (BGHES)

3) 80% feasibility study on Devil’s Gorge Hydro Electric Scheme (DGHES)

For the BGHES, the works done for the following were as follows:

Overall 10% complete against the planned 60%

Below expectation

»» Very complex interfaces and, inter-dependence of activities.

»» Failure to timely settle invoices and limited employees to effectively man-age the contracts

»» There is need for improved Contract management

There is need for dedicated team

»» There is need for a dedicated financial resource envelop for project activities (Ringfencing funds- creation of SPV)

Devils Gorge Hydro Elec-tric Scheme (DGHES)

20% performance

Below expectation

»» Gap was 60% due to the challenge of conflicting activities between BGHES and DGHES but priority was given to BGHES



Lessons Learned

GOAL 3

To attain long term organisational sustainability and viability through improved operational efficiency and effectiveness

OUTCOMES

1) Efficient and effective organization

2) Safe and healthy working environment

3) Improved financial resources for recurrent and capital expenditures

4) Improved administrative coordination of the ZRA activities

OUTPUTS

1) HR policies and procedures developed and implemented

2) Standardized systems to measure employee performance developed and updated where already in existence

3) Updated job description

4) Updated job description

5) Health and Safety Procedure Manual developed and implemented

6) Health and Safety Procedure Manual developed and implemented

7) Increased revenue from water sales

8) Diversified revenue base from sources other than water sales

9) Institutionalized effective cost control measures

10) Standardised Procurement Policies and Procedures put in place

11) Amended ZRA Act

1) HR Policies and Pro-cedures developed and implemented

Formulated and im-plemented all identi-fied Human Resource and Administration Policies and Proce-dures.

100% achievement As expected,

»» No Gap



Lessons Learned

1. Standardized sys-tems to measure employee perfor-mance developed and updated where already in existence

60% achievement

Above average

»» 40% Gap were identified in the execution of the Performance Management System processes using the Balanced Scorecard System.

»» The change man-agement strategy needed to have been implemented during the imple-mentation process of the Balanced Scorecard Perfor-mance Manage-ment System.

»» There was need to ensure effective evaluation of the effectiveness of the human capital strategies being implemented

1. Update Job Descrip-tions.

100% achievement

As expected,

»» No Gap

Health and Safety Proce-dures Manual developed and implemented.

Achieved 100%

AS expected,

»» No Gap

Ensure the availability of funds for Capital and Op-erating Expenditure in-clusive of debt servicing throughout the planning period (2015 to 2019)

A Sustainable tariff have been discussed, negoti-ated and agreed with the two Utilities every three year but implemented yearly

100% achievements as expected

»» No Gap



Lessons Learned

To realise revenue from non-traditional sources at 5% of total revenue per annum for the period 2015-2019

Concept Paper was done, and Stakeholder meeting was held. The Authority is yet to implement the recommendation from the meeting.

40% achievement

Below expectation

»» 60% »» An understanding of how much revenues these other stakeholders get and what statutes govern their work is required if we are to have harmonisation of the same

Budget are prepared and approved on time. Management accounts are prepared and circulated monthly and detailed variance analysis included in the report.

Secondly, the Authority had embarked on cost saving measures through implementing of the retrenchment exercise that will lead to reduced employment costs.

80% Below expectation

»» 20% »» A strategy needs to be devised on how the Authority can ensure that the Utilities paid money.

To develop and implement procurement systems that enhance transparency, integrity, and value-for-money in the acquisition of works, goods and services by 31 December 2016.

100% achievement.

As expected,

»» No gap

COM approval was done for amendments through AGs offices in both contracting states. Gazetting is yet to be achieved.

80 % achievement

»» 20% ACTS amended not yet sent to Parliament

»» Not owning land, where the Authority carry out its activities, sometimes poses challenges in the process of amendment



Lessons Learned

GOAL 4: To have a positive corporate image for the Authority by 31 Decem-ber 2019

OUTCOMES

1) Improved social wellbeing of the displaced communities

2) A positive corporate image

OUTPUTS

1) Sustainable community projects implemented

2) Availability of communication materials projecting the Author-ity’s social/economic interven-tions

1) To address the negative legacy of the construction of the Kariba Dam by improving the livelihood of the people in the affected areas

From the initial approved 26 projects, 22 had been completed, representing 85% achievement.

More than 100% achievable by 31st December 2019.

Above expectation performance

No Gap »» Working with communities’ board of trustees has ensured fair spread of these projects in the riparian communities

»» Survey revealed that there should be a continuation of these programmes throughout the lifespan of the projects. Limited funds hampered a continuation.

2) To enhance stakeholder trust, confidence and awareness in the Authority’s Operations by 31 December 2019

Achievement 90%

Below expected

»» 10% Gap »» Appropriate communication tool with a wide reach.

»» Need for internal workshops on media relations to give the employees an understanding of the importance of the media to our visibility.

»» Approval processes need to be shortened. Communication is not prioritised

»» Slow information feed input for production and changes are effected when already in production process instead of at draft level.



Lessons Learned

GOAL 5: To establish a Monitoring and Evaluation mechanism that would ensure effective implementation of the Corporate Strategy

OUTCOMES

1) Attainment of Organisational goals and objectives

2) Minimal Strategic Risk

OUTPUTS

1) A monitoring and evaluation mechanism in place

2) Annual corporate strategic reviews

A monitoring and evalua-tion mechanism in place

100% Achievement As expected,

»» No Gap

Annual corporate strategy reviews

»» Carried as expected.

»» A stand-alone Monitoring and Evaluation Tool was developed.

100% achievement

As expected,

»» No Gap

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge47

of 7

6

6.3

EN

VIR

ON

MEN

TAL

AN

ALY

SIS

(SW

OC-

PLEE

TS)

STRE

NG

THS

WEA

KNES

SES

OPP

ORT

UN

ITIE

SCH

ALL

ENG

ES

POLI

TICA

L»»

Com

mitt

ed b

oard

»»Bo

ttle

neck

ing

due

to p

oliti

cal

syst

ems

in b

oth

stat

es (e

.g.

ZRA

can

not s

anct

ion

the

Nat

iona

l und

erta

king

s fo

r not

pa

ying

thei

r due

s)

»»Ri

ding

on

inte

ntio

n to

ex

pand

Cou

ncil

of M

inis

ters

»»G

over

nmen

t sup

port

to

war

ds o

ther

soc

io-

econ

omic

act

iviti

es

»»D

ecis

ion

mak

ing

is p

rotr

acte

d du

e to

the

need

to

invo

lve

both

con

trac

ting

stat

es

»»G

over

nanc

e ca

n be

cha

nged

radi

cally

(eg.

Ch

ange

of M

inis

teria

l Por

tfol

io)

»»N

egat

ive

chan

ge in

gov

ernm

ent p

olic

ies

(e.g

. In

crea

se in

tax)

»»Co

nflic

ting

inte

rest

s by

aut

onom

ous

auth

oriti

es

LEG

AL

»»Th

e Bi

late

ral S

tatu

s be

twee

n Za

mbi

a an

d Zi

mba

bwe

(ZRA

AC

T)

»»Fa

ilure

of t

he A

utho

rity

to

invo

ke th

e m

anda

te “f

or it

to

ens

ure

the

effec

tive

and

effici

ent u

se o

f the

wat

ers

and

othe

r res

ourc

es o

f the

Za

mbe

zi R

iver

” (A

rtic

le 9

f) h

as

hind

ered

it fr

om d

iver

sify

ing

»»Th

e Ac

t pro

vide

s fo

r co

llabo

rativ

e eff

ort i

n th

e m

anag

emen

t of t

he Z

ambe

zi

Rive

r Bas

in

»»Ba

ckin

g fr

om b

oth

gove

rnm

ents

to a

men

d th

e Ac

t

»»Re

view

of t

he e

xist

ing

lega

l an

d in

stitu

tiona

l fra

mew

ork

with

the

view

to e

nhan

ce

the

leve

l of c

ontr

ol a

nd

man

agem

ent o

f the

lake

»»Li

mita

tion

in la

w e

nfor

cem

ent

»»Co

nflic

ting/

ove

rlapp

ing

man

date

s w

ith o

ther

G

over

nmen

t age

ncie

s

ECO

NO

MIC

»»G

ood

Corp

orat

e G

over

nanc

e

»»O

wne

rshi

p of

in

fras

truc

ture

»»Re

lianc

e on

Ele

ctric

ity

Und

erta

king

s

»»U

ndiv

ersi

fied

reve

nue

stre

ams

»»Lo

w a

sset

bas

e

»»Fa

ilure

to e

nfor

ce a

ll de

bt

colle

ctio

n pr

oced

ures

»»In

crea

sed

wat

er d

eman

d fo

r hy

dro-

pow

er g

ener

atio

n

»»Av

aila

bilit

y of

will

ing

part

ners

for P

ublic

Priv

ate

Part

ners

hip

»»Ac

cess

to m

ulti-

late

ral

finan

cing

(gra

nts

or lo

ans)

»»Ec

onom

ic p

olic

ies

in th

e Co

ntra

ctin

g st

ates

aff

ectin

g th

e Au

thor

ity a

dver

sely

»»Su

bstit

utio

n by

oth

er fo

rms

of E

nerg

y

»»Fa

ilure

to h

onor

invo

ices

by

Elec

tric

ity

Und

erta

king

s

»»N

egat

ive

cred

it w

orth

ines

s (d

efau

lted

in

paym

ent o

f loa

ns fr

om W

B, A

fDB)

»»D

eclin

ing

reve

nue

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge48

of 7

6

ECO

LOG

ICA

L»»

Avai

labi

lity

of w

ater

»»Po

llutio

n co

ntro

l

»»La

ck o

f Str

ateg

ic in

tent

in

resp

ect o

f Clim

ate

chan

ge

»»U

sing

the

lake

to ra

ise

reve

nue

from

oth

er in

com

e ge

nera

ting

activ

ities

»»Co

nstr

uctin

g ne

w d

ams

on

exis

ting

gorg

es

»»In

crea

sed

Pollu

tion

»»Cl

imat

e ch

ange

affe

ctin

g av

aila

bilit

y of

wat

er

supp

ly

TECH

NO

LOG

ICA

L»»

Robu

st In

form

atio

n,

com

mun

icat

ion

and

tech

nolo

gica

l in

fras

truc

ture

»»Im

plem

enta

tion

of s

tate

-of-t

he-a

rt

equi

pmen

t at t

he d

am

wal

l

»»Li

mite

d sy

stem

s ut

ilisa

tion

due

to s

kills

defi

cien

cy»»

Impl

emen

tatio

n of

the

ERP

Syst

em»»

Rapi

d ch

ange

in te

chno

logi

cal a

dvan

cem

ents

SOCI

AL

»»Co

rdia

l rel

atio

ns

with

the

ripar

ian

com

mun

ities

»»G

ood

corp

orat

e im

age

»»G

ende

r im

bala

nce

»»Vu

lner

able

com

mun

ities

»»Av

aila

bilit

y of

ski

lled

labo

ur

»»G

row

ing

tren

d to

war

ds c

lean

en

ergy

»»Fi

nanc

ial c

onst

rain

ts

»»Co

mpe

ting

need

s fo

r lim

ited

reso

urce

s

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge49

of 7

6

6.4

STA

KEH

OLD

ER A

NA

LYSI

S

Nam

eCo

ntri

buti

ons,

Rol

es a

nd R

espo

nsib

iliti

esEx

pect

atio

nsIm

port

ance

of

Goo

d Re

lati

onsh

ip

Conc

erns

/Neg

ativ

e Eff

ects

EXTE

RNA

L ST

AKE

HO

LDER

S

1(N

atio

nal

Elec

tric

ity

Und

erta

king

s)

»»So

urce

s of

inco

me

»»Jo

int r

egul

atio

n of

wat

er le

vels

»»Jo

int P

roje

ct M

anag

emen

t

»»Cu

stod

ians

of s

ome

ZRA

equ

ipm

ent l

ocat

ed w

ithin

po

wer

sta

tions

, e.g

. wat

er fl

ow m

eter

s

»»Co

ntin

ued

avai

labi

lity

of w

ater

fo

r pow

er g

ener

atio

n

»»A

fford

able

wat

er

»»D

am s

afet

y

»»La

ke le

vel i

nfor

mat

ion

»»H

ydro

logi

cal f

orec

asts

»»W

ater

qua

lity

info

rmat

ion

»»Fi

nanc

ial

viab

ility

»»Te

chni

cal

coop

erat

ion

»»Su

stai

nabl

e w

ater

util

izat

ion

»»Se

curit

y of

th

e da

m

infr

astr

uctu

re

»»Ba

d de

btor

s

»»Lo

ss o

f rev

enue

»»U

nsus

tain

able

wat

er u

se

»»D

ente

d im

age

»»Fa

ilure

to im

plem

ent p

roje

cts

2G

over

nmen

ts

of Z

ambi

a an

d Zi

mba

bwe

»»Po

licy

dire

ctio

n

»»Fi

nanc

ial a

nd o

pera

tiona

l sup

port

»»A

ppro

vals

»»Ex

empt

ions

»»D

eliv

ery

of M

anda

te

»»D

evel

opm

ent o

f new

H

ydro

pow

er P

roje

cts

»»Em

ploy

men

t cre

atio

n

»»Fi

nanc

ial s

elf-s

uffici

ency

»»St

rate

gy d

eliv

ery

»»Co

ntin

ued

exis

tenc

e

»»Fi

nanc

ial a

nd

oper

atio

nal

supp

ort

»»Th

reat

of d

isso

lutio

n

»»D

ecre

ased

fina

ncia

l and

op

erat

iona

l sup

port

3Ri

pari

an

com

mun

itie

s»»

Part

icip

ate

in p

roje

ct id

entifi

catio

n &

im

plem

enta

tion

»»La

bour

sup

port

»»Su

stai

ning

com

plet

ed c

omm

unity

pro

ject

s

»»M

aint

enan

ce a

nd s

ecur

ity o

f ins

talla

tions

»»Su

stai

nabl

e pr

ojec

ts

»»Lo

cal s

ocia

l and

eco

nom

ic

empo

wer

men

t

»»Ti

mel

y de

liver

y of

pro

ject

s

»»O

wne

rshi

p of

pr

ojec

ts

»»G

ood

will

»»Re

sist

ance

»»Sa

bota

ge

»»Ta

inte

d co

rpor

ate

imag

e

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge50

of 7

6

Nam

eCo

ntri

buti

ons,

Rol

es a

nd R

espo

nsib

iliti

esEx

pect

atio

nsIm

port

ance

of

Goo

d Re

lati

onsh

ip

Conc

erns

/Neg

ativ

e Eff

ects

4In

dust

ry a

nd

Com

mer

ce»»

Polic

y ha

rmon

izat

ion

»»Fa

vour

able

con

ditio

ns fo

r mem

bers

»»In

dust

ry a

nd C

omm

erce

sta

tistic

s an

d in

form

atio

n

»»Lo

wer

tariff

s fo

r mem

bers

»»Ac

cura

tely

and

tim

ely

prov

isio

n of

info

rmat

ion

on w

ater

leve

ls»»

Shar

ing

info

rmat

ion

on

pollu

tion

leve

ls»»

Pollu

tion-

free

env

ironm

ent

»»Im

plem

enta

tion

of n

ew H

ydro

Po

wer

Pro

ject

s

»»Pr

omot

ion

of b

usin

ess

deve

lopm

ent

»»Bu

y-in

on

tariff

de

cisi

ons

»»Pl

anni

ng

»»Po

wer

off

take

rs

»»In

crea

se in

pol

lutio

n le

vels

»»Li

tigat

ion

»»Co

mpa

nies

can

pul

l out

»»Ta

inte

d co

rpor

ate

imag

e

5Re

venu

e A

utho

riti

es»»

Orig

inat

ion

of ta

x po

licy

»»H

elp

in re

venu

e co

llect

ion

for t

oll f

ees

»»Fa

cilit

atio

n of

impo

rt a

nd e

xpor

t»»

Prov

isio

n of

upd

ated

tax

info

rmat

ion

»»ZR

A to

acc

urat

ely

disc

lose

and

re

port

tax

oblig

atio

ns»»

Sett

le ta

xes

on ti

me

»»Co

mpl

ianc

e w

ith ta

x ob

ligat

ions

»»Sm

ooth

op

erat

ions

»»Ex

pedi

ted

atte

ntio

n to

ta

xes

and

exem

pt

appl

icat

ions

»»Pr

iorit

izin

g ZR

A

issu

es

»»G

arni

shin

g ac

coun

ts»»

Fini

ng a

ccou

nts

»»Sl

owin

g do

wn

impo

rts

and

impl

emen

tatio

n of

pro

ject

s

6En

viro

nmen

tal

Aut

hori

ties

»»En

viro

nmen

tal R

egul

atio

ns»»

Envi

ronm

enta

l gui

delin

es»»

Info

rmat

ion

rela

ting

to e

nviro

nmen

t / A

war

enes

s»»

Envi

ronm

enta

l and

Soc

ial I

mpa

ct A

sses

smen

t (ES

IA)

appr

oval

»»En

viro

nmen

tal A

udits

»»Is

suin

g Pe

rmits

/Lic

ence

s an

d re

gist

er u

pkee

p »»

Envi

ronm

enta

l Pro

tect

ion

»»Pr

epar

atio

n of

Env

ironm

enta

l Pla

ns»»

Reco

mm

end

to th

e G

over

nmen

ts th

e co

nven

tions

w

hich

the

coun

try

may

join

and

inco

rpor

ate

thei

r pr

ovis

ions

into

nat

iona

l law

.

»»Co

mpl

ianc

e»»

Acco

unta

bilit

y»»

Prov

isio

n of

ade

quat

e an

d ac

cura

te in

form

atio

n»»

Coor

dina

te e

nviro

nmen

tal

repo

rtin

g»»

Envi

ronm

enta

l rem

edia

tion

»»En

hanc

ed

coop

erat

ion

»»Im

prov

ed

com

mun

icat

ion

»»Cl

eane

r and

he

alth

ier

envi

ronm

ent

»»Su

stai

nabl

e ut

iliza

tion

of

reso

urce

s

»»En

viro

nmen

tal P

ollu

tion

»»U

nsus

tain

able

util

izat

ion

of

natu

ral r

esou

rces

»»Ta

inte

d Co

rpor

ate

Imag

e»»

Pena

lties

»»Li

fe th

reat

enin

g di

sast

ers

»»D

isea

se o

utbr

eak

»» E

ndan

gere

d aq

uatic

life

»»La

ck o

f coo

pera

tion

»»Li

tigat

ion

»»

Proj

ects

sto

ppag

e

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge51

of 7

6

Nam

eCo

ntri

buti

ons,

Rol

es a

nd R

espo

nsib

iliti

esEx

pect

atio

nsIm

port

ance

of

Goo

d Re

lati

onsh

ip

Conc

erns

/Neg

ativ

e Eff

ects

7O

ther

Wat

er

Reso

urce

s A

utho

riti

es

»»Re

gula

tion

»»In

form

atio

n re

late

d to

wat

er q

ualit

y an

d qu

antit

y»»

Law

enf

orce

men

t on

wat

er a

bstr

actio

n

»» In

form

atio

n sh

arin

g an

d co

llabo

ratio

n on

wat

er

reso

urce

s m

anag

emen

t

»»H

arm

ony

in th

e sh

ared

wat

er

reso

urce

»»W

ater

con

flict

s at

nat

iona

l lev

el»»

Trag

edy

of th

e co

mm

ons

– un

sust

aina

ble

reso

urce

ut

iliza

tion

»»La

ck o

f coo

pera

tion

»»Li

tigat

ion

9M

edia

»»In

form

atio

n di

ssem

inat

ion

abou

t ZRA

act

iviti

es»»

Ale

rtin

g ex

pose

d co

mm

uniti

es w

hen

ther

e is

a

loom

ing

emer

genc

y (p

ublic

aw

aren

ess

cam

paig

ns)

»»A

n in

terf

ace

betw

een

ZRA

and

sta

keho

lder

s»»

Acts

as

wat

chdo

g to

pro

tect

pub

lic a

nd s

take

hold

er

inte

rest

s ag

ains

t mal

prac

tice

(e.g

. lak

e po

llutio

n)

»»Pr

ovis

ion

of ti

mel

y an

d ac

cura

te in

form

atio

n on

ZRA

ac

tiviti

es»»

Acce

ss to

rele

vant

info

rmat

ion

abou

t ZRA

»»Po

sitiv

e re

port

ing

on

ZRA

ope

ratio

ns

and

activ

ities

»»En

hanc

es

info

rmat

ion

diss

emin

atio

n an

d sh

arin

g»»

Crea

tes

wid

er

cove

rage

to

stak

ehol

ders

»»Ac

cura

te

repo

rtin

g ab

out

ZRA

act

iviti

es

»»N

egat

ive

publ

icity

»»N

o ac

cura

te in

form

atio

n di

ssem

inat

ion

»»Li

mite

d co

vera

ge

10Se

curi

ty

Age

ncie

s

& Bord

er

Aut

hori

ties

»»Pr

even

tion

of in

fras

truc

ture

sab

otag

e»»

Resc

ue o

pera

tions

»»Pr

ovis

ion

of e

ase

pass

age

of e

mpl

oyee

s, co

nsul

tant

s, co

ntra

ctor

s, go

ods

and

serv

ices

»»Co

mpl

ianc

e w

ith ru

les

and

regu

latio

ns»»

Ope

ratio

nal S

uppo

rt»»

Coop

erat

ion

»»Co

mpl

ianc

e w

ith ru

les

and

regu

latio

ns

»»Pe

ace,

har

mon

y an

d se

curit

y»»

Smoo

th

oper

atio

ns o

f th

e Au

thor

ity»»

Crea

tion

of

ease

of d

oing

bu

sine

ss»»

Wai

vers

and

ex

empt

ions

»»Re

stric

ted

mov

emen

t»»

Rest

ricte

d ac

cess

to

infr

astr

uctu

re»»

Ant

agon

ism

»»Th

reat

ened

infr

astr

uctu

re»»

Cost

of d

oing

bus

ines

s (P

enal

ties

and

fines

)»»

Del

ayed

rout

ine

pass

age

/ ac

cess

es to

wor

k

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge52

of 7

6

Nam

eCo

ntri

buti

ons,

Rol

es a

nd R

espo

nsib

iliti

esEx

pect

atio

nsIm

port

ance

of

Goo

d Re

lati

onsh

ip

Conc

erns

/Neg

ativ

e Eff

ects

11Co

ntra

ctor

s an

d Su

pplie

rs»»

Supp

ly o

f goo

ds a

nd s

ervi

ces

for o

pera

tions

»»Ti

mel

y pa

ymen

ts»»

Cont

inue

d bu

sine

ss»»

Tran

spar

ency

»»Cr

edit

faci

litie

s»»

Goo

d co

rpor

ate

imag

e»»

Part

ners

hips

»»

Cont

inue

d su

pply

of h

igh-

qual

ity s

ervi

ces

»»Fa

ilure

to g

et th

e ne

eded

se

rvic

es a

nd g

oods

»»Li

tigat

ion

»»Co

st e

scal

atio

ns»»

Poor

cor

pora

te im

age

»»W

ithdr

awal

of s

ervi

ces

12To

uris

ts»»

Reve

nue

»»M

arke

ting

»»Pu

blic

hea

lth a

nd e

nviro

nmen

tal a

war

enes

s»»

Com

mun

ity s

ensi

tizat

ion

»»co

nser

vatio

n

»»D

am s

afet

y»»

avai

labi

lity

of w

ater

in re

serv

oir

»»gu

aran

teed

sec

urity

»»co

rpor

ate

soci

al re

spon

sibi

lity

»»go

od w

ater

qua

lity

man

agem

ent

»»go

od c

orpo

rate

im

age

»»En

hanc

ed

mar

ketin

g »»

Incr

ease

d ap

petit

e fo

r fun

ding

pr

ojec

ts

»»Ba

d pu

blic

ity

13Ci

vic

Org

ani-

zati

ons

»»Aw

aren

ess

of s

peci

al in

tere

sts

with

in c

omm

unity

»»Pr

esen

t nee

ds o

f com

mun

ities

»»Su

ppor

t in

com

mun

ity p

roje

cts

»»G

ood

publ

icity

»»Ba

d pu

blic

ity

14Fi

nanc

ial

Inst

itut

ions

»»So

urce

of f

unds

»»Sa

fegu

ardi

ng o

f fina

ncia

l res

ourc

es

»»Pr

ovis

ion

of fi

nanc

ial a

dvic

e

»»Ac

coun

tabi

lity

»»Cr

edit

wor

thin

ess

»»G

ood

corp

orat

e go

vern

ance

»»Ac

cess

to

fund

ing

»»Ac

cess

to

finan

cial

adv

ice

»»W

ithdr

awin

g lo

ans

»»Po

or c

redi

t rat

ing

15Te

leco

m-

mun

icat

ion

Regu

lato

rs

»» N

etw

ork

and

band

wid

th a

cces

s co

ntro

l»»

ICT

Polic

y di

rect

ion

»»Co

mpl

ianc

e»»

Easy

acc

ess

to

ICT

serv

ices

»»Q

uick

ser

vice

»»Pe

nalti

es

16Pr

ofes

sion

al

Ass

ocia

tion

s»»

Regu

latio

ns o

f pro

fess

iona

ls»»

Empl

oy q

ualifi

ed p

rofe

ssio

nals

»»Em

ploy

men

t of b

est p

ract

ices

in

the

oper

atio

ns o

f the

Au

thor

ity

»»Ac

cess

to

qual

ified

pr

ofes

sion

als

»»Ex

pert

opi

nion

s

»»D

ifficu

lties

in re

gist

erin

g pr

ofes

sion

als

»»D

ereg

istr

atio

n of

pro

fess

iona

ls

17Re

gion

al a

nd

Inte

rnat

iona

l W

ater

Bod

ies

»»Po

licy

guid

elin

es»»

Infr

astr

uctu

re d

evel

opm

ent

»»Tr

ans-

boun

dary

coo

pera

tion

»»Te

chni

cal c

oope

ratio

n

»»Co

mpl

ianc

e to

Inte

rnat

iona

l an

d Re

gion

al p

roto

cols

»»Ad

here

nce

to M

anda

te»»

Fund

ing

»»Co

hesi

on»»

Info

rmat

ion

shar

ing

»»Te

chni

cal

expe

rtis

e

»»W

ar b

etw

een

Nat

ions

»»Ta

inte

d Co

rpor

ate

imag

e»»

Litig

atio

n

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge53

of 7

6

Nam

eCo

ntri

buti

ons,

Rol

es a

nd R

espo

nsib

iliti

esEx

pect

atio

nsIm

port

ance

of

Goo

d Re

lati

onsh

ip

Conc

erns

/Neg

ativ

e Eff

ects

18Ri

pari

an

Stat

es»»

Dam

saf

ety

»»Ri

ver b

asin

man

agem

ent

»»Sh

ared

wat

er te

chni

ques

»»Co

oper

atio

n

»»Eq

uita

ble

dist

ribut

ion

of

qual

ity w

ater

»»In

form

atio

n sh

arin

g»»

Dat

abas

e m

anag

emen

t»»

Rive

r bas

in m

anag

emen

t»»

Regi

onal

net

wor

ks

»»Co

nser

vatio

n of

re

sour

ces

»»Su

stai

nabl

e po

wer

ge

nera

tion

»»Em

erge

ncy

prep

ared

ness

»»D

am s

afet

y»»

Envi

ronm

enta

l dam

ages

in th

e riv

er b

asin

»»Cl

imat

e ch

ange

19A

cade

mic

an

d Re

sear

ch

Inst

itut

ions

»»Va

lue

addi

tion

thro

ugh

rese

arch

out

puts

»»Ca

paci

ty b

uild

ing

»»N

ew d

evel

opm

ent t

echn

olog

ies

»»So

urce

of m

anpo

wer

»»Id

entifi

catio

n of

risk

s

»»O

penn

ess

»»En

gage

men

t»»

Spon

sors

hip

»»Im

plem

enta

tion

of re

sear

ch

resu

lts»»

Prov

isio

n of

faci

litie

s

»»H

elp

in b

usin

ess

deve

lopm

ent

»»Cr

eatio

n of

new

id

eas

»»D

evel

opm

ent o

f st

ate-

of-t

he-a

rt

way

of d

oing

th

ings

»»Ba

d pu

blic

ity»»

Lagg

ing

tech

nolo

gica

l ad

vanc

emen

ts»»

Lim

ited

budg

ets

in re

sear

ch

and

deve

lopm

ent

20D

owns

trea

m

Dam

Ope

ra-

tors

»»W

ater

man

agem

ent

»»In

form

atio

n flo

w»»

Colla

bora

tion

»»Sy

nchr

oniz

ed

dam

ope

ratio

ns»»

Min

imiz

es

confl

icts

»»Av

oida

nce

of

litig

atio

n

»»Li

tigat

ion

»»En

viro

nmen

tal e

ffect

s e.

g.

flood

ing

»»N

egat

ive

publ

icity

21W

ildlif

e A

u-th

orit

ies

»»Re

gula

te w

ildlif

e ar

ound

dam

and

the

lake

»»Av

aila

bilit

y of

wat

er»»

Info

rmat

ion

on o

pera

tion

of

lake

, spi

lling

»»Pr

eser

vatio

n of

end

ange

red

spec

ies

»»Su

ppor

t in

deal

ing

with

w

ildlif

e»»

Saf

ety

of

empl

oyee

s ag

ains

t att

ack

by w

ildlif

e

»»Co

mpr

omis

ed s

afet

y of

em

ploy

ees

and

stak

ehol

ders

22Fi

sher

ies

»»Re

gula

tion

of fi

sh p

opul

atio

n»»

Pres

erva

tion

of e

ndan

gere

d fis

h sp

ecie

s»»

Cont

rol o

f fish

ing

activ

ities

»»Av

aila

bilit

y of

cle

an a

nd s

afe

wat

er fo

r fish

»»In

form

atio

n on

lake

leve

ls

·»

Avoi

danc

e of

fis

h ki

lls»»

Bad

publ

icity

of t

he la

ke

»»W

ater

qua

lity

dete

riora

tion

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge54

of 7

6

Nam

eCo

ntri

buti

ons,

Rol

es a

nd R

espo

nsib

iliti

esEx

pect

atio

nsIm

port

ance

of

Goo

d Re

lati

onsh

ip

Conc

erns

/Neg

ativ

e Eff

ects

23Lo

cal

Aut

hori

ties

»»A

lloca

tion

of la

nd»»

Plan

ning

app

rova

ls»»

Wat

er a

nd s

anita

tion

infr

astr

uctu

re

»»ZR

A p

aym

ent f

or s

ervi

ces

»»A

bidi

ng b

y by

-law

s»»

Pote

ntia

l for

par

tner

ship

»»G

ood

corp

orat

e im

age

»»Co

oper

atio

n an

d effi

cien

t se

rvic

e su

ppor

t

»»W

ater

pol

lutio

n »»

Del

ays

or re

actio

n of

pla

nnin

g pe

rmis

sion

»»Ba

d pu

blic

ity fo

r ZRA

24Le

gisl

atur

es

in Z

ambi

a an

d Zi

mba

bwe

»»En

actin

g Le

gisl

atio

n»»

Com

plia

nce

with

regu

latio

nsEa

sy p

rom

ulga

tion

of Z

RA S

Is»»

Failu

re to

ena

ct Z

RA S

is»»

Enac

ting

SIs

that

neg

ativ

ely

impa

ct o

n ZR

A

25Pr

ocur

emen

t A

utho

riti

es»»

Proc

urem

ent g

uide

lines

»»Ad

here

nce

to g

uide

lines

»»Av

oida

nce

of

pena

lties

and

pr

osec

utio

n

»»Pe

nalti

es a

nd p

rose

cutio

ns

26Tr

adit

iona

l Le

ader

s (C

hief

s,

Hea

dmen

and

Vi

llage

hea

ds)

»»In

fluen

ce p

ublic

pol

icie

s fr

om a

cul

tura

l, hi

stor

ical

an

d et

hnic

poi

nt o

f vie

w»»

Cons

ulta

tion

»»Ad

here

nce

to lo

cal c

ultu

res

»»Re

spec

t to

loca

l cul

ture

s

»»H

arm

ony

»»Ta

inte

d Co

rpor

ate

imag

e

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge55

of 7

6

Nam

eCo

ntri

buti

ons,

Rol

es a

nd R

espo

nsib

iliti

esEx

pect

atio

nsIm

port

ance

of

Goo

d Re

lati

onsh

ip

Conc

erns

/Neg

ativ

e Eff

ects

INTE

RNA

L ST

AKE

HO

LDER

S

1Em

ploy

ees

»»Im

plem

ente

rs o

f sys

tem

s, po

licie

s an

d pr

oced

ures

»»Sa

fety

and

sec

urity

of a

sset

s»»

Uph

oldi

ng Z

RA im

age

»»Effi

cien

t ope

ratio

ns»»

Exce

edin

g ex

pect

atio

ns»»

Resu

lts b

ased

per

form

ance

»»Re

mun

erat

ion

»»Sa

fe w

orki

ng e

nviro

nmen

t»»

Avai

labi

lity

of a

dequ

ate

reso

urce

s»»

Unb

iase

d pe

rfor

man

ce

asse

ssm

ents

»»Su

cces

s of

the

orga

nisa

tion

»»G

ood

corp

orat

e im

age

»»Em

ploy

ee

wel

lnes

s»»

Redu

ced

empl

oyee

tu

rnov

er»»

Prod

uctiv

ity

»»Lo

w m

oral

e»»

Low

pro

duct

ivity

»»Fi

nanc

ial l

osse

s»»

Tain

ted

corp

orat

e im

age

»»Lo

ss o

f con

fiden

ce b

y cr

edito

rs»»

Loss

of c

redi

bilit

y

2Bo

ard

»»Po

licy

form

ulat

ion

»»Co

rpor

ate

gove

rnan

ce»»

Ove

rsig

ht fu

nctio

n »»

Audi

t fun

ctio

n»»

Uph

oldi

ng o

f sha

reho

lder

inte

rest

s»»

Corp

orat

e su

stai

nabi

lity

»»Pe

rfor

man

ce a

nd e

ffici

ent u

tiliz

atio

n of

reso

urce

s

»»Co

mpl

ianc

e w

ith p

olic

ies,

proc

edur

es a

nd s

tatu

tory

in

stru

men

ts»»

Del

iver

y of

Man

date

»»Su

ppor

t»»

Goo

d co

rpor

ate

imag

e»»

Corp

orat

e su

stai

nabi

lity

»»La

ck o

f sup

port

»»Ta

inte

d co

rpor

ate

imag

e

3Co

unci

l of

Min

iste

rs»»

Prov

isio

n of

ove

rall

polic

y di

rect

ion

»»M

eetin

g of

Man

date

»»Su

rviv

al o

f ZRA

»»D

isso

lutio

n of

the

Auth

ority

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge56

of 7

6

6.5

CLI

ENTS

‘NEE

DS

AN

D P

ROBL

EM A

NA

LYSI

S’

Exte

rnal

Clie

nts

Nee

ds/P

robl

ems

Char

acte

rist

ics

Exte

ntG

ap A

naly

sis

1G

over

nmen

ts o

f the

Rep

ublic

s of

Za

mbi

a an

d Zi

mba

bwe

Nee

d - A

ccur

ate

and

timel

y in

form

atio

n on

wat

er le

vels

Prob

lem

– U

nrel

iabl

e so

urce

of

met

eoro

logi

cal i

nfor

mat

ion

Nee

d - S

afe

and

Relia

ble

Dam

s

Prob

lem

– N

eed

to e

nsur

e th

e re

habi

litat

ion

proj

ects

are

don

e to

ac

cept

able

sta

ndar

ds a

nd c

ompl

eted

on

tim

e

Nee

d –

Empl

oym

ent C

reat

ion

Prob

lem

– N

o em

ploy

men

t op

port

uniti

es c

reat

ed.

Nee

d - R

even

ue C

ontr

ibut

ion

Prob

lem

– F

ailu

re to

mee

t sta

tuto

ry

oblig

atio

ns

Nee

d - E

quita

ble

shar

ing

of w

ater

fr

om th

e da

ms

on th

e Za

mbe

zi R

iver

Prob

lem

– O

ver u

tiliz

atio

n of

wat

er

Nee

d - A

utho

rity

to b

e se

lf su

ffici

ent

Prob

lem

– N

on-s

ettle

men

t of w

ater

in

voic

es b

y th

e ut

ilitie

s.

Nee

d - S

usta

inab

le m

anag

emen

t an

d ut

ilisa

tion

of th

e w

ater

s of

the

Zam

bezi

Riv

er

Prob

lem

– N

ot o

ptim

izin

g us

e of

the

wat

ers

Opt

imal

util

izat

ion

of th

e w

ater

s of

the

Zam

bezi

Riv

erO

ne o

ut o

f a p

oten

tial

of th

ree

dam

s ha

s be

en

deve

lope

d

Pote

ntia

l ene

rgy

5,70

0 m

egaw

atts

vers

us c

urre

nt

inst

alla

tion

on

Karib

a D

am o

f 215

0 M

egaw

atts

Accu

rate

, rel

iabl

e an

d tim

ely

info

rmat

ion

Info

rmat

ion

prov

ided

qua

rter

lyIn

form

atio

n ga

p

Safe

ty a

nd s

truc

tura

l int

egrit

y of

da

ms

Safe

ty o

f dam

wou

ld b

e gu

aran

teed

onc

e th

e re

habi

litat

ion

of th

e Ka

riba

Dam

is

com

plet

e

The

curr

ent s

afet

y le

vel

com

pare

d to

the

safe

ty le

vel

afte

r the

Spi

llway

and

Plu

nge

Pool

pro

ject

s ar

e co

mpl

ete

Dire

ct a

nd in

dire

ct jo

b cr

eatio

nCu

rren

t 700

dire

ct jo

bs

com

pare

d to

a p

oten

tial o

f 1,

800

jobs

. No

info

rmat

ion

is

avai

labl

e on

indi

rect

jobs

Pres

crib

ed a

mou

ntA

mou

nt o

wed

to Z

RA

US$

300,

000

Equa

l ann

ual u

sage

of w

ater

by

the

utili

ties

Util

ities

allo

cate

d eq

ual

amou

nts

Allo

catio

n ve

rsus

usa

ge,

utili

zatio

n di

ffer f

rom

yea

r to

year

.

Util

ities

to p

ay o

n tim

e, a

mou

nts

invo

iced

util

ities

Util

ities

pay

ing

abou

t 50%

of

amou

nts

invo

iced

Am

ount

ow

ed b

y ut

ilitie

s ab

out U

S$30

.2 m

illio

n an

d U

S$18

whi

ch c

anno

t be

conv

erte

d in

to a

ctua

l US

Dol

lars

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge57

of 7

6

Exte

rnal

Clie

nts

Nee

ds/P

robl

ems

Char

acte

rist

ics

Exte

ntG

ap A

naly

sis

2N

atio

nal E

lect

rici

ty U

nder

taki

ngs

(ZES

A a

nd Z

ESCO

)

Prob

lem

s:

»»In

cons

iste

nt a

lloca

tion

of w

ater

Ca

uses

:

»»In

accu

rate

inflo

w p

roje

ctio

ns d

ue

to in

accu

rate

wea

ther

fore

cast

s at

trib

uted

to li

mite

d te

chno

logy

Ove

r util

isat

ion

of w

ater

abo

ve a

lloca

-tio

n by

ele

ctric

ity u

nder

taki

ng(s

)

Prob

lem

:

elec

tric

ity u

nder

taki

ngs

not s

atis

-fie

d w

ith th

e co

mpu

tatio

ns o

f wat

er

allo

catio

n

Caus

es:

com

puta

tion

of w

ater

allo

catio

ns

done

with

out i

nput

of e

lect

ricity

un

dert

akin

gs

(Ass

umpt

ions

by

ZRA

that

ele

ctric

ity

unde

rtak

ings

are

sat

isfie

d w

ith c

om-

puta

tions

)

Nee

d:

»»W

ater

Nee

ds:

»»W

ater

for p

ower

gen

erat

ion

Nee

ds:

»»A

nnua

l allo

catio

n of

40

billi

on c

ubic

met

ers

with

no

rmal

rain

fall

Nee

ds:

»»15

% g

ap

Prob

lem

s:

Som

etim

es a

lloca

tions

revi

sed

dow

n-w

ards

due

to lo

wer

than

pre

dict

ed

inflo

ws

Prob

lem

s:

»»2

to 3

tim

es in

a p

erio

d of

5

year

s

Prob

lem

s:

»»+/

- 12%

gap

Prob

lem

:

Info

rmat

ion

on w

ater

allo

catio

n co

mpu

tatio

ns

Prob

lem

:

No

basi

s fo

r com

puta

tions

giv

en

in a

ll su

bmis

sion

s pr

ovid

ed

Prob

lem

:

100%

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge58

of 7

6

Exte

rnal

Clie

nts

Nee

ds/P

robl

ems

Char

acte

rist

ics

Exte

ntG

ap A

naly

sis

3Ri

paria

n St

ates

(8 c

ount

ries)

Prob

lem

s:

Poor

com

mun

icat

ion

Prob

lem

s:

Uns

usta

inab

le u

tilis

atio

n pa

tter

ns

Caus

es: I

nsuffi

cien

t util

izat

ion

data

Nee

ds: (

1) In

form

atio

n

Nee

ds: (

1) in

form

atio

n on

WRM

(re

al-t

ime

flow

dat

a, q

uant

ity o

f w

ater

on

the

lake

and

real

-tim

e flo

w d

ata

on th

e ca

tchm

ent

Nee

ds: (

i) Re

al-t

ime

flow

at

Chav

uma

(from

Ang

ola)

, (ii)

Vi

c Fa

lls &

(iii)

Chi

rund

u

(iv) K

arib

a La

ke le

vels

(qua

nti-

ty o

f wat

er in

the

lake

)

Nee

ds: C

urre

ntly

pr

ovid

ing

wee

kly

inst

ead

of d

aily

Prob

lem

s: C

ost o

f dis

patc

h of

in

form

atio

n, la

ngua

ge b

arrie

r (t

rans

lato

rs n

eede

d), p

latf

orm

(lev

els)

of

com

mun

icat

ion

Prob

lem

s: M

ainl

y aff

ects

A

ngol

a an

d M

ozam

biqu

e w

ho

use

Port

ugue

se a

s th

eir o

ffici

al

lang

uage

s

Prob

lem

s: N

o tr

ansl

atio

n w

indo

w/p

acka

ge in

Po

rtug

uese

sin

ce la

unch

of

web

site

Caus

es:

Poor

coo

rdin

atio

n am

ongs

t re

spec

tive

RB o

pera

tors

Caus

es: N

o ag

reed

pos

ition

on

how

info

rmat

ion

shou

ld b

e co

sted

.

Nee

ds: P

ropo

rtio

nal d

istr

ibut

ion

of

wat

er

Nee

ds: %

of w

ater

allo

catio

n pe

r ca

tchm

ent c

apac

ityN

eeds

: No

agre

emen

t

Prob

lem

: Lac

k of

an

agre

ed p

ositi

on

amon

gst r

ipar

ian

stat

es (p

oliti

cal w

ill)

4Ri

paria

n Co

mm

uniti

es

Prob

lem

s:

Lack

of s

ocio

-eco

nom

ic d

evel

opm

ent

initi

ativ

es

Caus

es:

(i) In

adeq

uate

fund

ing

(ii) L

ack

of d

irect

eng

agem

ent

betw

een

ZRA

and

com

mun

ities

Nee

ds: B

asic

Soc

io-e

cono

mic

in

fras

truc

ture

& s

ervi

ces

Nee

ds: (

i) W

ater

(drin

king

, irr

igat

ion

& li

vest

ock)

(ii) I

nfra

stru

ctur

e (C

linic

s, ro

ads,

scho

ols)

(iii)

inco

me-

gene

ratio

n pr

ojec

ts

Nee

ds: o

ne s

ocio

-eco

nom

ic

proj

ect p

er ta

rget

ed

com

mun

ities

cov

erin

g 11

dis

tric

ts in

the

ZRA

ca

tchm

ent a

rea

Nee

ds:

Info

rmat

ion

not

avai

labl

e at

tim

e of

pl

anni

ng

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge59

of 7

6

Exte

rnal

Clie

nts

Nee

ds/P

robl

ems

Char

acte

rist

ics

Exte

ntG

ap A

naly

sis

Prob

lem

s:

Una

vaila

bilit

y an

d in

adeq

uate

in

fras

truc

ture

Clin

ics:

no

soft

furn

ishi

ngs

Wat

er:

Ineffi

cien

t and

lim

ited

irrig

atio

n sc

hem

es

Poor

road

infr

astr

uctu

re

Scho

ols:

abs

ence

of h

igh

scho

ols

Prob

lem

s:

Prev

alen

t acr

oss

the

11 d

istr

icts

Prob

lem

s:

Info

rmat

ion

not a

vaila

ble

at

time

of p

lann

ing

5Co

ntra

ctor

s / S

ervi

ce P

rovi

ders

Prob

lem

s:

»»Br

each

of a

gree

men

ts

Caus

es:

»»Bu

reau

crat

ic P

roce

ss»»

Liqu

idity

Con

stra

ints

Nee

ds:

»»Co

mpl

ianc

e w

ith a

gree

men

ts

Nee

ds:

»»In

abili

ty b

y th

e Au

thor

ity

to a

dher

e to

term

s an

d co

nditi

ons

of a

gree

men

ts

Paym

ent w

ithin

15

to 3

0 da

ys

afte

r del

iver

y

»»Lo

an re

paym

ents

to b

e m

ade

half

year

ly

Com

plia

nce

with

ag

reem

ents

Prob

lem

s:

»»In

abili

ty b

y th

e Au

thor

ity to

pay

for

good

s an

d se

rvic

es»»

Del

ayed

loan

repa

ymen

ts

Prob

lem

s:Pr

oble

ms:

»»Br

each

of a

gree

men

ts

Caus

es:

»»Bu

reau

crat

ic P

roce

ss»»

Liqu

idity

Con

stra

ints

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge60

of 7

6

Exte

rnal

Clie

nts

Nee

ds/P

robl

ems

Char

acte

rist

ics

Exte

ntG

ap A

naly

sis

Prob

lem

s:

Wea

k Pr

ojec

t ski

lls b

ase

Caus

es:

Inad

equa

te h

uman

reso

urce

in th

e pr

ojec

t tea

m

Nee

ds:

»»Cl

early

defi

ned

scop

e of

wor

k (P

roje

ct d

ocum

ents

))

Nee

ds:

Tim

ely

exec

utio

n of

Pro

ject

s

Nee

ds:

»»In

abili

ty b

y th

e Au

thor

ity

to d

eliv

er th

e pr

ojec

ts in

ac

cord

ance

with

pre

scrib

ed

timel

ine

Nee

ds:

»»Pl

unge

Poo

l was

exp

ecte

d to

fini

sh in

3 y

ears

»»

Spill

way

was

exp

ecte

d to

fin

ish

in 4

yea

rs.

Nee

ds:

Tim

ely

exec

utio

n of

Pr

ojec

ts

Prob

lem

s:

Dep

ende

ncy

on th

e co

nsul

ting

firm

s an

d Pr

ojec

t sup

ervi

sor

Prob

lem

s:Pr

oble

ms:

Wea

k Pr

ojec

t ski

lls b

ase

Caus

es:

Inad

equa

te h

uman

reso

urce

in

the

proj

ect t

eam

Nee

ds:

»»In

abili

ty fo

r the

Aut

horit

y to

defi

ne

deta

iled

scop

e of

wor

ks b

efor

e th

e pr

ojec

ts s

tart

due

to u

nfor

esee

n ci

rcum

stan

ces

Nee

ds:

Com

plet

e ch

ange

in d

esig

n.

Nee

ds:

»»Cl

early

defi

ned

scop

e of

w

ork

(Pro

ject

doc

umen

ts))

Prob

lem

s:

Unc

lear

pro

ject

sco

pe th

at le

ads

to

varia

tion

in p

roje

ct c

ost a

nd ti

me

Prob

lem

s:

»»La

ck o

f res

ourc

es to

war

ds

proc

urem

ent o

f adv

ance

d eq

uipm

ent f

or p

erio

dic

geot

echn

ical

ass

essm

ent o

f th

e da

m

Prob

lem

sPr

oble

ms:

Unc

lear

pro

ject

sc

ope

that

lead

s to

va

riatio

n in

pro

ject

co

st a

nd ti

me

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge61

of 7

6

Exte

rnal

Clie

nts

Nee

ds/P

robl

ems

Char

acte

rist

ics

Exte

ntG

ap A

naly

sis

Caus

es:

Inad

equa

te H

uman

reso

urce

cap

acity

pa

rtic

ular

ly in

pro

ject

Man

agem

ent

Caus

es:

Inad

equa

te H

uman

re

sour

ce c

apac

ity

part

icul

arly

in

proj

ect M

anag

emen

t

Inte

rnal

Clie

nts

1Bo

ard

Mem

bers

Prob

lem

s:

1)

Poor

dec

isio

ns

2)

Poor

man

agem

ent o

f the

Au

thor

ity

3)

Lagg

ing

behi

nd in

indu

stry

de

velo

pmen

t

4)

Insu

ffici

ent

Caus

es:

1)

Lack

of/

poor

info

rmat

ion

2)

Lack

of c

ompe

tent

man

agem

ent

team

3)

Lack

of g

ood

read

ing

cultu

re

amon

g m

anag

emen

t

4)

Liqu

idity

cha

lleng

es

Nee

ds

1)

Info

rmat

ion

for d

ecis

ion

mak

ing.

2)

Man

agem

ent t

eam

.

3)

Upd

ates

in o

pera

tions

.

4)

Fina

ncia

l and

mat

eria

l res

ourc

es

Nee

ds

1)

Tim

ely

and

rele

vant

in

form

atio

n.

2)

Vibr

ant a

nd te

chni

cally

co

mpe

tent

.

3)

Tim

ely.

4)

Adeq

uate

reso

urce

s

Nee

ds

1)

100%

2)

100%

3)

Qua

rter

ly re

port

s

4)

100

% p

rovi

sion

of

reso

urce

s

Nee

ds

1)

0%

2)

0%

3)

0%

4)

60%

not

abl

e to

del

iver

mor

e th

an h

alf o

f the

bu

dget

.

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge62

of 7

6

Exte

rnal

Clie

nts

Nee

ds/P

robl

ems

Char

acte

rist

ics

Exte

ntG

ap A

naly

sis

1.M

anag

eria

l Em

ploy

ees

Prob

lem

s:

1.

Org

anis

atio

nal n

onco

mpl

ianc

e w

ith p

olic

ies,

proc

edur

es a

nd

inte

rnal

con

trol

s.

2.

Non

exe

cutio

n of

cor

pora

te

stra

tegy

and

dep

artm

enta

l pla

ns.

3.

Non

-per

form

ance

at i

ndiv

idua

l le

vel

4.

Del

ayed

and

inac

cura

te

info

rmat

ion.

5.

Caus

es:

1.

Non

enf

orce

men

t of p

olic

ies

and

proc

edur

es.

2.

Non

ava

ilabi

lity

of m

onito

ring

and

eval

uatio

n to

ols.

3.

Wea

k su

perv

isio

n an

d le

ader

ship

.

4.

Poor

ly m

otiv

ated

em

ploy

ees.

5.

Poor

com

mun

icat

ion.

6.

Non

enf

orce

men

t of p

olic

ies

and

proc

edur

es.

7.

Non

ava

ilabi

lity

of m

onito

ring

and

eval

uatio

n to

ols.

8.

Wea

k su

perv

isio

n an

d le

ader

ship

.

9.

Poor

ly m

otiv

ated

em

ploy

ees.

Poor

com

mun

icat

ion

Nee

ds:

1.

Org

anis

atio

nal c

ompl

ianc

e w

ith

polic

ies,

proc

edur

es, a

nd in

tern

al

cont

rols

.

2.

Exec

utio

n of

cor

pora

te s

trat

egy

and

depa

rtm

enta

l pla

ns b

y em

ploy

ees.

3.

Perf

orm

ance

by

empl

oyee

s at

in

divi

dual

leve

l

4.

Info

rmat

ion

for d

ecis

ion

mak

ing

Nee

ds:

1)

Full

com

plia

nce

with

po

licie

s, pr

oced

ures

and

in

tern

al c

ontr

ols.

2)

Com

plet

e an

d tim

ely

exec

utio

n of

str

ateg

y an

d pl

ans

by s

taff.

3)

Exce

ptio

nal p

erfo

rman

ce

or a

t lea

st o

n ta

rget

pe

rfor

man

ce.

4)

Tim

ely

info

rmat

ion

rece

ived

in

a u

ser-

frie

ndly

form

at e

.g.

dash

boar

ds

Nee

ds:

1)

100%

com

plia

nce

with

po

licie

s, pr

oced

ures

and

in

tern

al c

ontr

ols.

2)

100%

exe

cutio

n of

st

rate

gy a

nd a

nd p

lans

.

3)

On

targ

et p

erfo

rman

ce

or a

bove

targ

et

perf

orm

ance

4)

Real

tim

e in

form

atio

n

1)

10%

non

-co

mpl

ianc

e

2)

60%

non

-ex

ecut

ion

of

stra

tegy

.

3)

60%

non

-ex

ecut

ion

of

stra

tegy

.

4)

50%

info

rmat

ion

syst

ems

are

still

m

anua

l

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge63

of 7

6

Exte

rnal

Clie

nts

Nee

ds/P

robl

ems

Char

acte

rist

ics

Exte

ntG

ap A

naly

sis

3N

on- m

anag

eria

l em

ploy

ees

Nee

ds:

1.

Safe

, hea

lthy

and

cond

uciv

e w

ork

envi

ronm

ent

2.

Fina

ncia

l and

mat

eria

l res

ourc

es.

3.

Tra

inin

g an

d de

velo

pmen

t.

4.

App

ropr

iate

rew

ard

and

reco

gniti

on fo

r per

form

ance

.

5.

Goi

ng c

once

rn o

f the

or

gani

satio

n

6.

Men

torin

g an

d co

achi

ng.

7.

Enga

gem

ent a

nd in

volv

emen

t

8.

Cons

iste

nt a

pplic

atio

n of

po

licie

s.

9.

Lead

ersh

ip

Nee

ds:

1)

Wor

k en

viro

nmen

t as

per

heal

th a

nd s

afet

y po

licy

and

proc

edur

es

2)

Adeq

uate

and

app

ropr

iate

3)

App

ropr

iate

cer

tifica

tion

and

skill

s de

velo

pmen

t.

4)

Tale

nt id

entifi

catio

n an

d de

velo

pmen

t and

pe

rfor

man

ce-b

ased

rew

ard.

5)

Fina

ncia

lly s

tabl

e an

d co

mpl

iant

org

anis

atio

n.

6)

Agre

emen

t of p

erfo

rman

ce

upfr

ont.

7)

Part

icip

ativ

e in

volv

emen

t.

8)

Non

-sel

ectiv

e an

d no

n-di

scrim

inat

ory

appl

icat

ion.

9)

Part

icip

ativ

e an

d pr

oact

ive

lead

ersh

ip.

Nee

ds:

1)

100%

com

plia

nce

with

he

alth

and

saf

ety

polic

y an

d pr

oced

ure.

2)

100%

pro

visi

on

3)

100%

cer

tifica

tion

4)

100%

5)

100%

6)

100%

and

in a

tim

ely

man

ner.

7)

App

lied

in a

ll ar

eas

and

oper

atio

ns.

8)

100%

app

licat

ion

9)

100%

app

licat

ion

Nee

ds:

1)

50%

non

-co

mpl

ianc

e w

ith h

ealth

an

d sa

fety

pr

oced

ures

.

2)

30%

non

-pr

ovis

ion

3)

50%

as

we

need

writ

ten

cert

ifica

tions

un

like

atte

ndan

ce

4)

80%

as

tale

nt

man

agem

ent

polic

y ha

s no

t bee

n im

plem

ente

d ye

t.

5)

30%

liqu

idity

ch

alle

nges

6)

40%

pe

rfor

man

ce

agre

emen

ts n

ot

done

.

7)

60%

pa

rtic

ipat

ive

enga

gem

ent

8)

60%

9)

60%

Zam

bezi

Riv

er A

utho

rity

Cor

pora

te S

trat

egy

2020

- 20

24Pa

ge64

of 7

6

Exte

rnal

Clie

nts

Nee

ds/P

robl

ems

Char

acte

rist

ics

Exte

ntG

ap A

naly

sis

Prob

lem

s:

1.

Occ

upat

iona

l dis

ease

s, ac

cide

nts,

and

unco

nduc

ive

wor

k en

viro

nmen

t

2.

Inad

equa

te re

sour

ces.

3.

Poor

trai

ning

del

iver

y

4.

Inap

prop

riate

rew

ard

and

reco

gniti

on fo

r per

form

ance

.

5.

Lack

of g

oing

con

cern

of t

he

orga

nisa

tion

6.

Inad

equa

te m

ento

ring

and

coac

hing

.

7.

Inad

equa

te e

ngag

emen

t and

in

volv

emen

t.

8.

Inco

nsis

tent

app

licat

ion

of

polic

ies.

Poor

lead

ersh

ip

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ics

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ntG

ap A

naly

sis

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es:

1.

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-com

plia

nce

with

hea

lth a

nd

safe

ty p

olic

y an

d pr

oced

ures

2.

Chal

leng

es in

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t col

lect

ion.

3.

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con

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tive

trai

ning

nee

ds

4.

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orm

ance

man

agem

ent

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em n

ot p

rope

rly d

efine

d.

5.

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idity

cha

lleng

es

6.

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of s

uper

viso

ry s

kills

7.

Bure

aucr

acy

8.

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rvis

ion

and

lead

ersh

ip

9.

Inad

equa

te tr

aini

ng in

lead

ersh

ip

skill

s

10.

Non

com

plia

nce

with

hea

lth a

nd

safe

ty p

olic

y an

d pr

oced

ures

11.

Chal

leng

es in

deb

t col

lect

ion.

12.

Non

con

sulta

tive

trai

ning

nee

ds

13.

Perf

orm

ance

man

agem

ent

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em n

ot p

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efine

d.

14.

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lleng

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15.

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of s

uper

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kills

16.

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rvis

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and

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18.

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equa

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aini

ng in

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s


6.6 ZRA DEPARTMENTS AND THEIR FUNCTIONS

DEPARTMENT

Corporate Services

Finance Projects and Dam Management

Water Resource and Environmental Management

Internal Audit Unit

FUN

CTIO

NS

» Human Resource Management.

» Administration.

» Procurement.

» Public Relations.

» Legal Services.

» Board Secretariat.

» Financial Accounting and reporting.

» Financial Management.

» Budgeting and Management Accounting.

» Inventory Management.

» Risk Management.

» Corporate Planning and Evaluation.

» Business Development.

» Dam Safety Monitoring.

» Dam Maintenance.

» Projects Design and Construction.

» Estate Maintenance.

» Hydrological operations.

» Water resource Management.

» Water quality and Environmental Monitoring.

» Information System Management.

» Evaluate and improve effectiveness of control, risk management and governance processes.

» Provide reasonable assurance on the adequacy and effectiveness of controls.


6.7 LIST OF EXTERNAL STAKEHOLDERS CONSULTED

Organisation Name

1. Parks and Wildlife Authority2. Water Resources Management Authority3. ZESCO Limited4. Chiefs Representative (Chief Simamba)5. Chiefs Representative (Chief Sinadambwe)6. Siavonga Council7. Office of the President8. Engineering Institute of Zambia9. Zambia Chamber of Commerce10. Joint Operation Command (JOC) Siavonga11. Zambia Revenue Authority12. Zambia Environmental Management Authority13. Energy Regulation Board

Government Ministries

14. Ministry of Foreign Affairs15. Ministry of Finance16. Ministry of Energy17. Ministry of Water Development, Sanitation and Environmental Protection18. Ministry of Trade, Commerce and Industry19. Ministry of Agriculture20. Ministry of Tourism and Arts21. Ministries of Fisheries and Livestock

ZRA Board Members

22. Gen. Emeldah Chola, Chairperson - Board23. Mr. Pascal Mubanga, Board Member24. Mr. Mukuli Chikuba, Board Member

Zambezi Valley Development Fund Trustees

25. Ministry of Finance26. ZESCO Limited27. Chirundu Town Council28. Siavonga Town Council29. Gwembe Town Council30. Sinazongwe Town Council31. Kalomo Town Council32. Zimba Town Council

ZAMBIA


Organisation Name

1. Zimbabwe Parks and Wildlife Management Authority (ZPWMA)2. Zimbabwe Water Resources Management Authority3. ZESA Holdings4. Chief’s Representative (Nyamhunga)5. Chief’s Representative (Nebire)6. Zambezi Water Course Commission7. Southern Africa Power Pool (SAPP)8. Joint Operation Command (JOC) Kariba9. Office of the President10. Zimbabwe Institute of Engineers11. Zimbabwe Revenue Authority12. Zimbabwe Environmental Management Agency13. Zimbabwe National Water Authority

Government Ministries

14. Ministry of Foreign Affairs and International Trade15. Ministry of Finance and Economic Development16. Ministry of Energy and Power Development 17. Ministry of Industry and Enterprise Development18. Ministry of Lands, Agriculture, Climate Change and Rural Resettlement19. Ministry of Environment, Tourism and Hospitality Industry

ZRA Board Members

20. Dr. G. S. Magombo21. Mr. G. Guvamatanga, Ministry of Energy and Power Development22. Eng. I. Rwodzi

Zambezi Valley Development Fund Trustees

23. Ministry of Finance24. Zimbabwe Power Company25. Binga26. Gokwe North27. Hurungwe28. Kariba

ZIMBABWE


6.8 LIST OF STRATEGIC PLANNING PARTICIPANTS

NAME ORGANIZATION POSITION

1. Lydia Banda-Ndethi 2. Nelton Mangezi 3. Gift Vitareta4. Boniface Chinehasha5. Shepard Marweyi6. B. Munyanti7. D. Chingoka8. R. Chikori9. B. Dlamini10. Stanley Musungwa11. Nyashadzashe Virir12. Martin Musakanda13. Patrick Munengami14. Davie Tasiyana15. Barbara Huxtable16. Tinofirayi Zimi17. Phillip Munyaradzi18. Evans Kaseke19. Marcos Nyaluwanga20. Stanley Chimweta21. Stancelas Chambati22. Edson Dharabhani23. Thadios Gumi24. Norman Chidzenga25. Andew Tizora26. Charles Chibvura27. Charles Fisher28. Sudden Mukuwe29. Dorothy Ruramai30. Edward Kabwe31. Obert Mukwesha32. Eunice Kumwenda33. Herbert Furusa34. Boyd Silavwe 35. Gerald Malanda36. Patience Mwiinga37. Peter Sibanda 38. Never Kanyere39. Murambiwa Tsongora40. R. Matora41. Gina Bushu42. Elias Kalipinde43. Abel Sikazwe 44. Pamela Zulu45. Chrispin Namakando46. Esther Mazingi47. Misozi Mbawo48. Christopher Bingura49. Brian Philemon

Local Government – Binga EMAChief’s Aide Hurungwe Chief HurungweLocal GovernmentMoE&DZPCZPCSAPPZIMPARKSZINWALocal Government Zambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZAMCOMMoFEZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityMLUGUD/HurungweZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityR.R Chief NebiriZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River Authority

DDCEnvironmental Officer Chief’s Messenger ChiefDDCDirector Executive AssistantMD(A)Planning EngineerOICHydrology ManagerDDCMessengerElectricianDraughts Person BricklayerHR&O(K)PM-ZSPD/Director Driver Water Resources Attendant Project AccountantBoat Captain Foreman – Dam Maintenance DDCDSMOForeman – Mechanical Contacts EngineerICT Technician Director – Finance DSMAAccounts Assistant – K DMEDMODriverAdministrative Assistant – Kariba General WorkerGauge ReaderGauge Reader

Accounts Assistant – HDriverGeneral WorkerGeneral WorkerWater Resources Engineer MessengerProcurement Officer Manager – Finance & AdministrationLegal Counsel


NAME ORGANIZATION POSITION50. Joseph Mwale 51. Godfrey Siazilemu52. Royd Chanda53. Simangaliso Ndlovu54. Mulemwa Mulemwa 55. Kudakwashe Takabvakure56. Barbara Huxtable57. Robson Jofirisi58. Nangoyi Ondya59. Bob Mwangala60. Musonda C. Bwalya61. Emmanuel Hapunda62. Wilson Lubasi63. Viana H. Chimuka64. Chileshe Hamuwele 65. Dorothy Ruramai66. Edward Kabwe67. Obert Mukwesha68. Ruth Chitika69. Cecilia Kalenga70. Patience Mwiinga71. Gina Bushu72. Dr Alex Benjamin Madzivire73. Rwakurumbira Munyaradzi

Zambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityZambezi River AuthorityMaCoTraMaCoTra

Assistant Foreman – MaintenanceMessengerElectrical Assistant DriverGauge ReaderGauge Reader Draughts Person Mechanical Assistant Executive Assistant Hydro TechnicianAccounts ClerkAccounts Data Operator ICT Attachee Receptionist Personal Assistant ICT Technician Director – Finance DSMASM – HR&A Management AccountantAdministrative Assistant – Kariba Accounts Assistant – HarareConsultantConsultant

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