Ruwa Local Board Industrial Attachment Report

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BINDURA UNIVERSITY OF SCIENCE EDUCATION
“Commitment Discipline Excellence”
WORK RELATEDINDUSTRIAL ATTACHMENT REPORT
FACULTY OF SOCIAL SIENCES AND HUMANITIES
DEPARTMENT OF PEACE AND GOVERNANCE
RUWA LOCAL BOARD
NAME : CYNTHIA TANGA.
Industrial Attachment Report For CYNTHIA TANGA B1544616

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STUDENT ID NUMBER : B1544616
ORGANISATION DETAILS
NAME : RUWA LOCAL BOARD
ADRESS : P.O BOX 153 RUWA
TELEPHONE NUMBER : 073 2638/9, 3205, 2854
INDUSTRIAL SUPERVISOR DETAILS
NAME : MR B NYAWO
PHONE NUMBER : 0773 836 676 [cell] 0273 213 2638/9, 3205, 2854
EMAIL ADRESS : benamnyawo@gmail.com
TABLE OF CONTENTS
Executive Summary …………………………………………………………………….......5

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Acknowledgements…………………………………………………………………………...6
Introduction ….………………………………………………………………………………7
Abbreviations ………………………………………………………………………............ 8
1.0CHAPTER
1.1Description and Analysis of the Organisation………………………………………….....9
1.2Organizational goals……………………………………………………………………...11
1.3Objectives of the organization……………………………………………………………13
1.4Profile of the organization………………………………………………………………..17
1.5Organization structure ……………………………………………………………….......20
1.6SWOT Analysis ………………………………………………………………..…..........23
1.7Organization and Stakeholder relationship ……….....………………………….………26
1.8Recommendations …….......…………………………………………………………….27
2.0CHAPTER 2
2.1Profile and design of the department worked…………………………………………29
2.1Organogram of the Environmental section ……………………………………………30
3.0CHAPTER 3
3.1Duties of the student …………………………………………………………………31
3.2Experiences…………………………………………………………………………..56
3.3 Modules Relating........................................................................................................58
4.0CHAPTER 4
4.1ntroduction………………………………………………………………………………60
4.2 Theoretical Framework………………………………………………………………….60

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4.3Critical Analysis………………………………………………………………………….63
4.4Recommendation…………………………………………………………………………66
4.5Conclusion………………………………………………………………………………..68
4.6 Reference……………………………………………………………………………...…69
EXECUTIVE SUMMARY
The general assumption is that practise is built from theory but the relationship between
Peace and Governance theory and practise has been extremely dynamic due to ever-changing

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economic environment. This report is a true reflexion of what had transpired during student’s
attachment at Ruwa Local Board Stand Number 855 off Chiremba Road Ruwa .It contains all
the information ,its major objectives, and type of technology used by the organisation, the
organisation’s vision, mission and a brief overview of the organizational organogram. Also
an overview of the departments and sections in which the student was attached to and the
experience and skills gained by the students. The report is going to outline some of the
recommendations for both the council and Bindura University of Science Education. This
report has been written in partial fulfillment of requirements of Bachelor of Peace and
Governance Honors Degree. It gives a detailed account of the student’s experience since she
joined Ruwa Local Board in September 2017.
ACKNOWLEDGEMENTS
I would like to express gratitude to the Ruwa Local Board Management team for giving me
such a golden opportunity to learn through at the course of my attachment period. With a

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special thanks to my supervisor (The Environmental Health Officer) Mr Nyawo, (The

Environmental Health Promoter) Mr Jani, Mr Kanyenze (Driver), Mrs. Kanyenze (Private
Secretary), Mrs. Marume (Admin Clerk), Interns Tsitsi Muza and Tapiwa Nyawo for
helping me learn and acquire the managerial and operational skills I never had before. I
would like to thank my family as well for always being there for me through and through.
INTRODUCTION
Bindura University of Science Education students undergo a year of internship program with
an organization as required for the third year curriculum. The student is required to submit a
work related reports for the attachment report.

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The work related learning offers students the opportunity to explore the working
environment. This is one of the most important periods in the completion of the degree. It
offers a chance for a student to convert theoretical knowledge into practice.
This report henceforth is an indication of the experience and ethics acquired in the working
environment and gives an overview of the student’s experience in comparison to the
workplace activities and assigned duties. This report will analyze the and evaluate the
processes and measures that the local board takes in order to fulfill its service provision
mandate as well as highlight the student’s work experience throughout the year.
ABBREVIATIONS
E.H.O - Environmental Health Officer
E.H.P - Environmental Health Promoter
E.H - Environmental Health
E.R.P - Emergency Response Plan

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HH2 - Health and Housing Report
SLB - Service Level Bench Marking
SHEM - Safety Health and Environmental Management
ZINWA -Zimbabwe Electricity Supply Authority
WADCO -Ward Development Committee
ZINARA -Zimbabwe National Roads Authority
KRA -Key Result Areas
ZESA - Zimbabwe Electricity Supply Authority
RLB -Ruwa local board
PPS -Property Stock Survey
BUSE -Bindura University of Science Education
1.0 CHAPTER 1
1.1 DESCRIPTION AND ANALYSIS OF THE ORGANISATION
A.HISTORICAL DEVELOPMENT
Ruwa town is located in Goromonzi District, Mashonaland East Province in Zimbabwe. It is

25km south of Harare along the Harare–Mutare highway and railway line. Ruwa has a total
land area of 3188 ha and high, medium and low density suburbs which are divided into 9
wards.

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Ruwa Growth Point was established 1986 in terms of the Acts, Income Tax Chapter [23:06]
and Sales Tax Chapter [23:08].With the privilege of a Mutare highway and the Harare
Victoria Falls railway line it became a suitable centre for industries and trade. This created
employment for many people including war veterans of the Second Chimurenga. The first
administrative authority for Ruwa Growth Point was Bromley-Ruwa Rural Council currently
known as the Goromonzi Rural District Council. Secondly was the Urban Development
Corporation from 1988 to 1990 and thirdly, it became Ruwa Local Board in 1990 October the
19th. This was the proclamation 16 of 1990 under the S. I. 204 of 1990 conferred with
administrative powers over the Growth Point.
Fig 1 below shows map of Ruwa Local Board

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B.VISION AND MISSION STATEMENT
VISION

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‘’A well built, healthy and prosperous town offering world class services to its citizen
citizens and stakeholders by 2030’’.
MISSION STATEMENT
‘’Ruwa Local Board exists to administer the council area and provide quality services to
residents, investors and stakeholder”.
CORE VALUES
The Ruwa Local Board seeks to fulfil its mission guided by the following values:
 Transparency- seeks to perform above board.

 Responsiveness- strives to respond to community issues and to execute plans and
resolutions on time.
 Professionalism - the staff will always conduct themselves in a professional manner, and
anticipates the same from the members of the community. The council will protect its
members of staff against all forms of abuse by members of the community.
 Integrity-will always be transparent in all is procedures.
 Reliability- shall always be sound, consistent, effective and efficient in delivering
services to the community of Ruwa.
 Efficiency and Effectiveness- believes in the use of minimum amount of resources for
maximum outputting doing the right thing.
 Equal Opportunity-There will be no discrimination in the employment sector.
 Environmental-strives for sustainability and a balance between development and the
sensitive environment.
1.2 ORGANIZATIONAL GOALS
Ruwa Local Board has established its own long and short term goals which are specific,
accurate, realistic, and time conscious in a bid to produce quality service delivery and
stakeholder satisfaction. The Ruwa Local Board has a Ruwa Strategic Plan (2013- 2018),
where the needs and problems of the clients and stakeholders were developed through a broad
process of discussion and teamwork among the participants.

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Long Term Goals
 To improve access to potable water from 2mega liters to 12.5 mega liters by 2018
 Increase refuse collection from 65% efficiency rate to 95% by December 2018
 Improve health facilities from 15% coverage to 90% by December 2018
 To improve public lighting from 15% coverage to 70% by 2018
 To develop social services from 15% to 50% by December 2018
 To rehabilitate and construct roads from 65 km to 80km by 2018
 To facilitate access to industrial and commercial land from 30% to 70% by December 2018
 To attract 50% new investors by December 2018
 Enhance transparency and accountability systems from 65% to 100% by December 2018
 To facilitate access to residential stands from 10% to 15 % by December 2018
 Improve sewage treatment and disposal from 40% to 100% by December 2018
Short Term Goals
 To rehabilitate existing reticulation system from galvanised to PVC pipes.

 To procure 3 new sewerage pumps and 2 Generators together with the purchase of a
sanitation vehicle and to buy one Refuse Truck.
 To establish hygiene promotion programme.
 Rehabilitation of all existing public lighting infrastructure.
 Council to resolve change of use from planned to church stands in January 2013
 Purchase of plant, equipment and materials.
 Issue development permits to town centre and Damofalls industrial area park.
 Conduct a feasibility study of the electricity generating plant project and put together a
resource mobilisation team.
 Engagement of financial institutions in the construction of shopping malls. Charge
concessionary rates.
 Enhance public participation through regular meetings.
 Craft budget compliant with strategic plans and undertake quarterly reviews and
performance management reviews
1.3 THE OBJECTIVES OF THE RUWA LOCAL BOARD

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 To provide, maintain and facilitate efficient and effective social services to the
community of Ruwa that meets 70% satisfaction rating by residents (KRA).
 To administer, guide and regulate the operations of Ruwa Town in an effective and
efficient manner.
 To increase revenue in order to meet 50% of capital expenditure from approximately 10%
currently budgeted by December 2018. (KRA)
 To ensure adequate and affordable plant and equipment for use in service provision by
2018.
 To empower a minimum of 60% of the women, youths and vulnerable groups in Ruwa as
means to enable them to participate fully in socio-economic activities by December 2018.
 To facilitate the development of modern information and communication technology

systems in Ruwa that enables Ruwa Town Council to communicate effectively with a
minimum of 60% of all residents by 2018.
 To attract, recruit and retain and motivate competent personnel for efficient and effective
social service delivery to the community at all times (KRA).
 To improve local business and operating conditions in order to attract local, regional and
international investments by 2018.
 To facilitate, coordinate and promote efforts focused on HIV and AIDS aimed at
prevention, treatments, care and support for those infected and affected in the local
authority and to institutionalize quarterly training and updates.
 To promote and project a positive image and improve public perception of Ruwa as a
Council and town to live and conduct business at all times.
OPERATIONAL ANALYSIS

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This is the analysis of practical parameters that deals with designing and improvement of
production in ruwa. The Urban Councils Act (29:15) and the Constitution of Zimbabwe
mandates all Urban local Authorities to provide a number of services to residents or
ratepayers and these services among others include;
 Housing and Community services
 Provision of health and child welfare services and facilities
 Provision of potable water, sewerage and disposal system
 Public lighting
 Refuse removal and treatment (Solid Waste Management)
 Road construction and maintenance
 Fire fighting
Ruwa Local Board operates in an open system where the council’s inputs, processes and
outputs are influenced and affected mainly by political factors in the form of local and
national politics, civil societies, ratepayers and other stakeholders. Ruwa Local Board’s
operations are guided by number of pieces of national legislation which includes Section 276
of the Constitution of Zimbabwe, the Urban Councils Act Chapter 29:15, Regional, Town
and Country Planning Act Chapter 29:12 and many other legislations. Its operations are also
closely supervised by the Ministry of Local Government, Public Works and National
Housing. Typical to local authorities, Ruwa Local Board is also influenced by stakeholders
mainly residents and/or ratepayers, whom which the council first has to make sure it consults
and involve before making some decisions this also in accordance with the Urban Councils
Act Chapter 29:15. This is shown by the public meetings for budget consultation that the
local authority holds every year in order to get stakeholder input in light of the budget
preparations of the following year.
The operations of Ruwa Local Board and provision of services is determined by the 9
Councillors and implemented by management and their respective subordinates. The
councillors are divided into committees mainly the Audit Committee, the Environmental
Management Committee, the Human Resources Committee, the Finance Committee and the
Health and Housing Committee. The Procurement Committee now comprises only of top
Council management due to recent statutory amendments. Management is also in charge of
the day to day running of the Council through the three main departments namely the

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Administration Department, the Engineering Department and the Finance Department. The
Administration Department comprises of the following sections: Human Resources Section,
Committee Section, Audit Section, Reception Area and Housing Section. The Engineering
Department comprises of the Environmental and Health Services Section, Roads Section,
Building Section and Waterworks Section.
Therefore councillors and management should always be at the same level communication-
wise in order to ensure proper approval of decisions by council and thereby leading to proper
implementation, hence the existence of Committee and Full Council meetings.
The Audit Committee works hand in hand with the Audit Section on asserts and financial
audits of council and its operations. The Environmental Management Committee guides and
approves presentations from the Engineering Department on issues such as maintaining the
minimum health standards, ensuring collection of refuse and to improve waste management
and the maintenance of infrastructure. The Human Resources Committee watches over the
Human Resources Section on issues such as ensuring the operation of the merit system in
appointments discipline and maintain uniformity of standards in the organization and to
advance accountability and transparency in Human Resource Planning and Management. The
Finance Committee deliberates on works of the Finance Department in terms of improving
revenue collection in order to meet budgeted capital and expenditure, proper employee
remuneration and promoting local businesses and to attract local and foreign investors. In
addition, the Health and Housing Committee oversees mainly the Housing Section when it
comes to issues concerning the improvement of housing delivery services. The Procurement
Committee deals with the procurement of goods or services that the organization needs to
carry out its task and to ensure efficient use of resources.
The deliberations and recommendations of the committees above are made in their respective
committee meetings. These recommendations are then carried over to the Full Council
meetings in which, if agreed upon, they are made Resolutions of Council which can now then
be fully implemented thereby achieving the Mission, Vision and Core Objectives of the
organization.
The main operational challenges faced by Ruwa Town Council include the long process of
decision-making leading to some typically quick decisions being delayed because of the fact
that they first have to be approved by council in meetings. This slows down progress and

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cripples development. Furthermore, the existence of large tracts of privately owned

underdeveloped stands. This hinders council developmental efforts in the area to fully
develop an attractive Ruwa. More so, private sector initiated and developed housing schemes
that are only partially serviced thereby hindering housing development also lead to this
predicament.
Development and proper service provision by council is also hindered by the unavailability of
state land in the hands of the local authority for public sector programmes such as housing for
the low income, provision of shelters for the informal sector and small to medium enterprises.
To add more, the town also faces the challenge of lack of land and capital for adequate
sewage treatment works as some sewage treatment ponds had to be withdrawn to cater for the
Epworth Local Board. Efforts have been however undertaken to improve this situation. The
operations of the council in providing quality service delivery are also hindered by the
unavailability of land for waste management. The absence of a Central Business District for
Ruwa is also one of the main challenges.
FINANCING OF OPERATIONS
Every organisation needs a sources or sources of income to fund its activities. Ruwa Local
Board finances its operations mainly through the following sources:
 Civil Works charges
 Council rented property
 Donor funding
 Endowment fees
 Environmental Health service charges
 Grants from Central Government for development purposes
 Hiring of council property
 Housing
 Land sale
 Licenses
 Municipal Police fines
 Rates
 Rates
 Sewer service charges

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 User charges
 Water
Ruwa Local Board has been using the various sources of revenue mentioned above to provide
quality service and to properly run projects like borehole drilling in the area. However main
expenditure like staff salaries and wages, maintenance and repairs, capital expenditure and
servicing of debts has led to scarcity of the capital. Therefore, income sources like further
increasing donor funding and applying for government loans could be considered.
1.4 PROFILE OF THE ORGANISATION’S SERVICES

Ruwa Town Council is a public organisation which provides services to the public. Below is
the profile of the services provided by the RLB.
Health Services
The Ruwa Local Board seeks to improve the quality of life of its residents by helping to
prevent occurrences of diseases. Ruwa Local Board has actually approved more than 10
privately owned surgeries which have registered doctors who operate them. RLB has its own
Polyclinic which started operating in August 2008. It treats an average of +/- 500 patients per
month including maternity services. The clinic also offers other services like health
education; family health services, counselling, pre and post outreach on non-communicable
disease and antenatal ART Initiation. The council also purchased its first ambulance in May
2012, further sharpening its health services to the community.
The council also accommodates the National Rehabilitation Hospital which mainly caters for
spinal injuries, TB Programme and ART initiation and support. There is also the Tirivanhu
Farm for the Mental Rehabilitation. These are government and private owned respectively.
The provision of health services by RLB shows that Local Authorities also help a long way to
the achievement of the MDGs.
Water Supply
Water Supply in Ruwa was initially run by the Ministry of Water Resources, Development
and Management handed over to Ruwa Council in 1999 handed over to ZINWA in 2007 and
then taken over back by Ruwa Local Board with effect from 1 st May 2009. The source is the

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11km Pipeline from Ventersburg-Harare from inception of Ruwa, which has however been
dry for 4 years to date. Another source is the Donnybrook Reservoir located in Mabvuku-
Harare supplying only for Zimre and Chipukutu areas. Several boreholes which have been
drilled by council are also available around Ruwa for use when supplies are cut off.
However, water supply in Ruwa has been hindered by problems such as the fact that over
50% domestic meters malfunctioning beyond economic life, reduced water pumping
capacity, erratic water supply, inadequate storage, low water production, inappropriate piping
material for example galvanized which needs to be replaced in some areas, manual dosing of
chemicals, electricity outages affecting pumping and old galvanized pipes and valves.
In tackling these problems, the council is currently engaged in the Nora Valley Project which
will see council providing enough water to meet the local needs.
Sewer Services
The Sewerage Works in the council were taken over back from ZINWA with effect from
May 2009. The existing sewage works include Ponds capable of treating 2 ML of effluent.
However according to recent survey, the current disposal is 4 ML wet weather flow. There
are three pump stations that cater for sewage disposal in the area. The local authority has also
been facing problems in terms of sewage works which include heavy penalties being charged
by EMA on quarterly basis as a result of the sewage works maintenance being unsanitary.
More so, the Anaerobic Ponds located in Adelaide Estate Stateland under Epworth Local
Board that were used by Ruwa Town Council for sewer purposes have now been turned into
a residential area by the former. This Therefore means that Ruwa Town Council needs to
relocate. The Council is therefore planning new treatment sewer works on Mara Farm
property which is however yet to be acquired/approved and also incorporated
Refuse Removal and Treatment
Ruwa Local Board has 2 refuse trucks, more than 8 mega bins, 2 tractors with trailers and one
recently acquired refuse compactor. This machinery helps in providing this service but is
unfortunately inadequate to cater for the refuse needs of the whole Ruwa community. This is

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highlighted by frequent resident complaints of the lack of this service in their area. There has
been a recent proposal on the building of a landfill which will cater for all the refuse that is
collected in Ruwa.
Road construction and maintenance

The RLB seeks to develop and maintain a good infrastructure. It engages in activities like
pothole patching, tar patching, grading, drain cleaning, road signs repairing, and grass cutting
and tar dragging. However, there is challenge as far as eloquent road development is
concerned, the council heavily dependent on grants from ZINARA which sometimes are not
disbursed in time. Major road works underway in Ruwa, completed or otherwise, are mainly
ZINARA funded. These funds cater for tarring of the roads and other road works like
drainage works, carriage way markings and cat eyes. Major road works which were
completed include Chiremba road, Tarisa road and the duplication of Mutare Road from
Mabvuku Turnoff to Goromonzi Turnoff which commenced in May 2012.
Public Lighting
According to the RLB Strategic (2013) Public Lighting is one of the targeted goals under the
KRA Infrastructure Development. As stated in the Ruwa at a glimpse (2014) Ruwa Local
Board had last erected tower lights and street lights in the late 1990s. Currently, council
regularly maintains and repairs these lights.
Housing and Community services

The Council with regards to the Stateland area developed wards 1, 2& 3. The Private Sector
developed wards, Mashonaland Holdings Private Limited, Damofalls, Springvale, Fairview,
Chito, Chipukutu, Zimre and other small areas. Wards 5, 6, 7, 8, & 9 consist of 12 000
Residential Stands which are fully developed. The Council built a total of 46 cluster houses,
Overall Total residential stands (developed and undeveloped and un- serviced 22 367).
The council also has a Residential Stand Waiting list that guides stand allocation and
distribution once stands are available. Recently the Ruwa Local Board distributed stands at
Timire Park to all its employees that had not previously been allocated and then later to some
of its residents according to the waiting list.

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1.5 ORGANISATIONAL STRUCTURE
Jennifer and Gareth (1998) have defined organisation structure as the formal system of task
and reporting relationships that controls, coordinates and motivates employees so that they
cooperate and work together to achieve an organisation’s goals. An organization can be
defined as a continuous system of operations that have inputs that are processed into outputs.
The organizational structure can also be defined as formal and informal structures used to
organize duties, tasks and responsibilities that are shared within organization.The committees
are namely Finance committee, Health and Housing committee, Audit committee,
Environmental Management committee and the Human Resources committee. These
committees formulate the policies which are then cascaded down to various departments for
implementation.
On the top of the bureaucracy there is the Chief Executive Officer who is the Town
Secretary. Below are three major departments namely:
a) The Administration Department, which consist of the Housing, Purchasing Section

Internal Audit, Human Resources and Municipal Police sections and is headed by the
Administration Manager.
b) The Treasury or Finance Department has the liquor section, Accounts section and is
headed by the Treasurer or Director of Finance.
c) The Engineering department is headed by Town Engineer and is the largest
department. It all has the following sections:
1. Building Inspectorate.
2. Environmental Health.
3. Roads Works.
4. Town Planning.
5. Water and Sewer Reticulation.
6. Water and Sewer Works.

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ORGANISATIONAL CHART FOR RUWA TOWN COUNCIL FOR THE YEAR 2011
RUWA LOCAL BOARD
Finance Committee Health & Housing Committee Audit Committee

Secretary/ C E O (16)
Private Secretary (11) Internal Auditor (14)
Treasury& Liquor Undertaking General Administration
Director of Financial Services (15) H.O.D
Private Secretary (10) Private Secretary (10)

Administration Manager (14) H.O.D
Deputy Director of Financial Services (14)
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Liquor Undertaking Building Inspectorate Health & Am
Systems Administrator (13) Senior Building Environment.a

Inspector (13) Health Officer
Accontant Committee Officer
Accountant Credit Controller
Revenue (12) (12) Building
Income (12) (12)
Inspector (12)
Beerhall Manager SnrAcc Officer (11) Purchasing Officer
(11) (11)
Housing Transport
Municipal Registry officer (10)
Acc Officer (10) Inspector (10) Officer (10) Officer (10)
Admin Clerk (9)

Driver
Registry
Receptionist
Senior Credit Control Clerk (8) (8)
Security
Cashier (7) Clerk (7) Records Clerk
Officer (7) (8) Truck (7)
Driver (7)
Receipting Sergeants (6) Housing
Cashier (6) Clerk (6) Clerk (6)
Private (3)
Messengers (2)
General Hands/
Grounds Man (1) General Hands (1)
Grounds men (1)

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1.6 SWOT ANALYSIS OF THE ORGANISATION

SWOT analysis is a tool that is used to identify the strengths, weaknesses, opportunities and
threats within the organizations operations.
Strengths
 Sanity - Ruwa has one of the cleanest environments due to efficient solid waste
management practices.
 Competent workforce - organization also has a strong human resource base with
qualified personnel to carry out the desired activities which improve the quality of
services it provides to its membership.
 Small and less bureaucratic: this is an enormous advantage for the organization
because work relationships are easily monitored and decisions and resolutions are
quickly diffused within the organization hence quick implementation. RLB has a
competitive advantage over other local authorities since it is therefore able to control
the staff turnover fairly easily
 Participation of residents and stakeholders: this is reflected through regular meetings
with respective stakeholders that are suggested by councillors. This shows that
council is open to public/stakeholder suggestion. More so, annual public meetings for
budget consultation are held.
 Computerization – revenue collection improved greatly due to the computerization of
the billing system. The introduction of the Afro soft package a technological system
which caters for billing receipting and data capturing has gone a long way in ensuring
that customers are billed timeously. This helps the RLB to maintain a healthy
financial condition.
Weaknesses
 RLB is not strong in the area of implementing and complementing capital projects,
programs and plans that it starts.
 Like most local authorities in Zimbabwe, Ruwa Local Board is prone to political
interference and usually succumbs to it.
 Councillors regularly interfere with the work of management and administration.
 Slow implementation of Council Resolutions. The timing of the implementation of
these resolutions also results in hampered progress.

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 RLB has a weakness in identifying alternative resources to generate income as it

relies too much on the rate-payer’s income.
 The council also suffers from a poor maintenance record, especially roads and public
lighting.
 Inadequate water supply since the population is rapidly increasing and yet the
resources to build an adequate water supply system are scarce.
 Unmonitored developers’ work
 RLB does not have land to continue with building of infrastructures for instance
construction of a landfill for waste management. This is because it is in-between
Goromonzi and Harare and bargains on the issuing of the land are taking ages to be
resolved.
 Most of the RLB privately owned commercial and industrial stands are not being
monitored
 The RLB lacks enforcement of bylaws since it has not yet fully established its service
provision system
EXTERNAL ENVIRONMENT
The external environment refers to the factors that are beyond the control of the Town
Council but need to be taken into consideration as they can influence the success or failure in
meeting its vision and mission. Evaluation of the Political, Economic, Social, Technological,
Ecological and Cultural issues assess the opportunities and threats of RLB
OPPORTUNITIES
1. Economic Environment
Zimbabwe’s economic environment, post dollarization has been characterised by a stable
inflation rate. This then results in easier preparation of budgets by the council.
2. Social Environment
RLB can acquire the abundant surrounding farmland for housing. More so, the council can
upgrade the Ruwa Rehabilitation Centre to a referral centre.
3. Technological Environment

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Advancement in technology has presented a great opportunity to the Council. With the advent
of information technology; service delivery has improved through the use of internet as a tool
to communicate with clients. Council needs to take advantage of the advent of mobile
internet to update its residents and stakeholders. There is also potential to use new technology
to improve Council billing system. Residents can also be encouraged to pay from home using
modern technology.
4. Cultural Environment
The dominance of Christianity ensures peace within the community and is attractive for
diverse/cultural groups. More so, the arming culture of the people in Ruwa could ensure food
security and the cultural background can facilitate the local economic development.
Threats
1. Political Environment
Ruwa has one party representation (MDC-T). This creates an imbalance and lack of diversity
in ideas in the organisation. This political diversity also helps in facilitating transparency and
effective and efficient control systems, which are lacking in the RLB. However one party
representation can come as an opportunity as there will be no clash of ideology in
discussions. In addition, like most if not all of the local authorities in Zimbabwe, Ruwa
suffers from intense political interference from the central government in decision-making.
This then leads to decisions that are not best for the local authority being often made on its
behalf as hence it is not in control of the major decisions in its own area.
2. Economic Environment
Zimbabwe’s economic environment, post dollarization has been characterised by a declining
Foreign Direct Investment, which has resulted in declining capital flows causing liquidity
constraints. Liquidity challenges have affected residents’ capacity to pay for services
resulting in a low revenue base for the Council, further compounding council’s capacity to
offer quality service. The liquidity crunch has also resulted in limited lines of credit to Ruwa,
hence affecting capital projects for instance the unfinished construction of a water reservoir.

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3. Social Environment
The shortage of basic social amenities makes the town unattractive for investors. More so, the
town’s recurrent water problem erodes the council’s credibility. The social environment of
Ruwa Local Board is also characterised by increased unemployment, rising poverty, and
decay of recreational facilities within the council.
4. Ecological Environment
The ecological environment of RLB is characterised by the need to strictly observe the
Environmental Management Agency principles in waste management and disposal. Heavy
penalties from the EMA are also crippling the operations of the council. Waste management
is one of the major challenges facing the town of Ruwa.
1.7 ORGANISATION-STAKEHOLDERS RELATIONSHIP

A stakeholder is a person, group or organisation that has interest or concern in a particular
organisation, in this case RLB. Stakeholders can affect or be affected by the organisation’s
actions, objectives and policies. Council stakeholders include the central government,
ratepayers, industrialists, private investors, NGOs and pressure groups among others.
Central Government
The Central Government is the most key stakeholder RLB through the Ministry of Local
Government Public Works and National Housing. It ensures that council adheres to the
provisions of the Constitution of Zimbabwe and to the Urban Councils Act Chapter 29:15.
Full council meeting minutes are posted to the Ministry every month for information. The
state is concerned with accountability, responsibility, transparency, fairness, effectiveness
and efficiency of RLB. The council communicates consistently with central government
when it comes to major decision making
Ratepayers
RLB consult the residents and rate payers during the budgeting process. Various stakeholders
have proven to have various expectations from council. For instance rate payers are
concerned with how their money is used by the local authority. The rate payers need value for
money and if they are not satisfied they have the power to protest against the local authority.
Industrialists

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These individuals/groups are those who own industries in Ruwa. These include industries
like, Panner Seeds, National Foods, Rondebult and, MegaPak. They expect quality service
delivery, good road networks, transparency, accountability and value for money from RLB.
They also partner with the local authority in service delivery. For instance, MegaPak
provided council with refuse bins so that residents would pay on account to make it easy
when collecting refuse.
Civil Society/NGOs
NGO’s such as USAID and UNICEF had financially and materially assisted RLB in different
projects. They are concerned with governance, housing and water supply. USAID provided
stands to Ruwa community whilst UNICEF had provided water treatment chemicals. Pressure
groups are group of people with the same interest and there are to influence government and
the local authority in decision making. The Ruwa Residents Association for example is
interested in the efficiency and effectiveness of service delivery. They can protest against
council if they are not satisfied by service delivery and they can seek government
intervention if they find it necessary. NGO’s and pressure groups expect quality services,
accountability and transparency from RLB.
Employees
The human resources can be viewed as the most valuable assert of an organization as they are
key leaver to the organizational for it to further its goals and objectives. They expect job
security and a favourable working environment from RLB. The top management of the
organization deals with the issues of the rest of the employees directly or indirectly. Directly
through holding regular departmental meetings where employees get to make their own
meeting agenda and discuss the issues they want rectified; indirectly through collective
bargaining.
1.8 RECOMMENDATIONS
The RLB must engage NGOs and other stakeholders on fighting against HIV/AIDS
pandemic. This is because a lot of STIs are being recorded monthly in Ruwa. So, with the aid
of outsiders the spread of these diseases can be minimized.

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The Central Government must be pressed again on issues to deal with land. Ruwa needs more
land to develop services like a landfill, waste recycling plant, sewerage plant which will help
its community to function properly.
The RLB must take into serious consideration safety and health tools like the Safety Health
Policy, Environmental Policy, and Emergency preparedness plan which are still under
review. These documents are vital and must be communicated to every employee at RLB.
The Local Board must also purchase more equipment to boost its waste management system
which is now of less capacity to the increased population in Ruwa. A refuse truck, skip bins,
mega bins, drum bins and trailers must be purchased to suit the growing population which is
producing more garbage.
As far as ergonomics is concerned the RLB should purchase new office chairs which suit the
various offices that they have. Funds for the building of the finance offices must also be made
available to ease the finance personnel who work under a short roof in their current offices.
The Local Board must also engage the community in the fight against drug abuse. Co-
operatives must be formed together with community health clubs. These clubs will promote
social, entertainment or sports activities which will engage the young people and spare them
from roaming around in streets and abusing drugs.
2.0 CHAPTER 2
2.1PROFILE AND DESCRPTION OF DEPARTMENT WORKED WITH
DEPARTMENT: Engineering

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H.O.D : Town Engineer

SECTION: Environmental Health
H.O.S: Environmental Health Officer
THE ENGINEERING DEPARTMENT HAS THE FOLLOWING SECTIONS:

1. Building Inspectorate.
2. Environmental Health.
3. Roads Works.
4. Town Planning.
5. Water and Sewer Reticulation.
6. Water and Sewer Work.
MAIN ACTIVITIES UNDER THE ENVIRONMENTAL HEALTH SECTION
 Waste management.
 Water management.
 Disease surveillance.
 Public Health management
 Client satisfaction issues
 Burial services.
 Operating license issuing.
 Premises inspections
2.2 THE ENVIRONMENTAL HEALTH SECTION ORGANOGRAM
TOWN SECRETARY

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ENGINEER
ENVIRONMENTAL HEALTH OFFICER
Environmental Health promoter Driver
Refuse team Public toilet Graveyard Dumpsite
Workers Maintainers Workers
The diagram shows the list of the personnel in their descending order starting from the Town
Secretary who is the overall head of all the departments.
3.0 CHAPTER 3
3.1 DUTIES UNDERTAKEN BY THE STUDENT: 1st QUARTELY

ACTIVITIES
PROPERTY STOCK SURVEY

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Property survey is the main activity I conducted for the past 3 months which started on the
11th of September 2017.Property survey is a program whose aim is to improve the services that are
being offered by Ruwa Local Board as a local authority to the residents and also through data
collection by using a questioner the council will get the right information which will helps the council
to offer the right services to its residents. The questioner constitutes 5 sections and these include
Property details, Services, Waste water management, solid waste management and Billing. The
survey in general to includes all departments but mainly the engineering department.
Property Survey for Ruwa Local Board 2017

Council property is a form of public or social property built by local municipalities and a
survey is a process of asking (many people) a question or a series of questions in order to
gather information about what most people do or think about something, to look at and
examine all parts of (something): to measure and examine (an area of land) that is to take a
general or comprehensive view of or appraise, as a situation, area of study. Therefore a
council property stock survey is the process of asking (many people) a question or a series of
questions in order to gather information about the public or social property built by local
municipalities.
The Council Property Survey started on the fifth of September and it was projected that the
survey was proposed to end on the thirty first of December. The task that was supposed to be
done by the thirty first of December was data collection, data capturing, data management,
data analysis and a statistical report that was to be handed to our supervisor. The Ruwa
Council Property Survey is has met some difficulties along the way, so far we are eleven
weeks into the survey and have covered seven wards of data collection which shows us that
with the initial project completion time we are off schedule and will not be able to finish by
the thirty first of December rather the project has been given an extension of three months
and will now have a critical path that will end on the thirty first of March.
Ruwa Local Board was able to provide the enumerators with t-shirts, caps, hats, reflectors
and identification cards with Ruwa Local Board logos for easy identification by the residents
of Ruwa. Ruwa Local Board also let the enumerators wear clothing that they are comfortable
with which will be easy to walk around in. Basically the enumerators were foot soldiers that
were sent to collect data.
Reasons of the Survey

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 to be able to quantify the services being provided by Ruwa Local Board
 To be able to evaluate the services being provided by Ruwa Local Board
 To be able to analyse the data statistically
 To be able to send the data to statistical packages
 To improve the services being given to Ruwa residents by Ruwa Local Board
 To know the number of people in Ruwa
 To be able to map every property to its GIS coordinates and account for every land in
Ruwa.
 Regulations from the government of Zimbabwe.
 To get back to the community in getting their views and what they want from the
Ruwa Local Board.
 To be able to measure the level of satisfaction from the community of the services
being provided by Ruwa Local Board.
 To know the total population of refuse receptacle in Ruwa.
 To know the total population of occupied properties and vacant properties.
 To know the number of suburbs with sewer systems and water connections.
o Problems faced with enumerators in the survey
 Not enough enumerators in the survey
 Time consuming (collecting data using physical questionnaire is time consuming),
 Budget problems, the survey enumerators were supposed to be using electronic

gadgets to collect which support the ODK software application.
 No protective clothing from direct sunlight.

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 The project is now being delayed with the rainy season as it will be difficult to go into
the field when it is raining and or after it has rained because it will be muddy and
respondents will not participate.
 Facing non responses due to ignorant respondents.
 Encountering non respondents who will not be available at the property when
enumerators reach their property.
RUWA LOCAL BOARD
PROPERTY SURVEY QUESTIONNAIRE
SUBURB …………………….…… WARD……….. STREET ………………. STAND NO…………… GPS

Coordinates………..
A. PROPERTY DETAILS
1. Name of Property Owner ………………………………………………………2. Cell Number………………………………
Email address…………………………………………………………

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3. Name of Respondent ………………………………………………. Cell number………………………………..

Email address……………………………………………………………
4. Relationship to owner ……………………………………………………..
6. Postal address if
Undeveloped…………………………………………………………………………………………………………………….
7. Property status: Residential/commercial 8. Number of occupant: Male ……….Female…………
9. Number of persons accommodated Adults ………………… Children…………………
10. Development status of the property
Undeveloped and Partially Fully developed None
state developed
Main property
Outbuildings
B. SERVICES
11. What are your sources of water: Council Borehole Shallow well
Other sources – specify ……………………………..
12. Is municipal water supply available on property : Yes/No
13. If municipal water is available specify collection point: Communal tap Tap within property
14. Is the property metered Yes/No 15 If yes how many meters ………………………
16. Are all the meter(s) functioning: Yes/No 17. Number of faulty meters………………….
18. What are the average hours of water supply per day……………
19. Is your property entirely dependent on:……………………………. (tick one main source of water)
Borehole Water Other special
trucking
Shallow well Municipal
supply
C. WASTE WATER MANAGEMENT

20. Is your property connected to council sewer line? Yes/No
21. Does the property have a septic tank? Yes/No
22. How many toilets are attached to the building …… 23. How many toiles are detached…………….
24. Distance to detached toilet: ……………… 25. No. of squat holes (WC) detached ?................
26. No of squat holes (WC) attached …………………………..
27. Type of toilet: Water borne / Blair/ Pit / Other specify………………………………………………………………
D. SOLID WASTE MANAGEMENT

28. Do you have refuse receptacles? Yes/No (tick all applicable)

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Type of receptacle Number Type of receptacle Number

85 ltres Rigid plastic with lid Refuse pit
85 ltrs. metal bin with lid Skip bin
Plastic bin (90 microns) Others specify (e.g. refuse heap)
200 ltr. Drum Half drum
29. Is you refuse being collected by council Yes/No
30. What is the frequency of collection? Daily / Weekly /Fortnightly / Erratic / Not at all
31. Is there a specific day when refuse is collected in the area? Yes/No
E. BILLING
32. Is your property being billed: Yes/No
33. Do you receive water statements / council bill Yes/No?
34. Which items are on your statement?
Water Public lighting Supplementary charges Refuse
Rates Sewage Rental Other specify
35. How many vehicles do you have at the property……? Nonfunctional vehicles……… functional
vehicles ………
36. Do you keep any animals on the property: Yes/ No
37. If yes indicate type and numbers (including chicken/birds) ………………………………………….
38. Cottage industry at property: Yes/No 39. If yes specify
……………………………………………………………
40. Ay comments (any concerns)
……………………………………………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………………………………………
………….
NAME OF ENUMERATOR: ……………………………………………………………………. Date ……………….

Verified Supervisor: …………………………………………………………………………… Date……………………
Property Details
 This section mainly deals with name of property owner and their cell number, name or
respondents, relationships. This section also focuses whether the property is an institution,
commercial or residential, also it is in this section that one can record whether it’s a vacant
stand, developing stand or there are no occupants. The other main reason of this section s that
it helps the council to know if there are more tenants or more of land owners and also how
many vacant stands ,developing are there in Ruwa.

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 The section includes number of occupants on each household and at the same time separating
the male, female, adults and children. This helps the council to provide enough resources and
sanitation to the household
Services
 This section deals with service delivery in general such water supply. The residents
clarify on their sources of water and this maybe municipal water, shallow well,
boreholes or water trucking. However very few properties rely on municipal water
because of its unavailability. The questioner requires the residents to outline if
municipal water is available on property or not and if the meter on their households
are functioning or not. If municipal water is available the residents are supposed to
mention the number of hour’s water is available.
 This section helps the council to know the source of water the residents depends on
also to come up with solutions on how to improve their water supply
Waste Water Management
 This section deals with issues which include sewer line connection and septic tanks.
Ruwa local board mainly prefers properties to be connected to sewer line than septic
tanks. Mainly having a shallow well close to a septic tanks results in water
contamination leading to diseases like typhoid
 The section also focuses on the number of toilets available on every property, number
of squat holes and is the toilets detached to the building or attached. If the toilets is
detached distance to the main property is required
 The questioner requires specification of the type of toilet available on property Blair,
pit or water borne.
 The council can get to know the properties that do not have toilets and action should
be taken and also houses with septic tanks not sewer line.
Solid Waste Management

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 This section deals with refuse collection and whether each and every household have
a refuse receptacle. The residents should mention the type of receptacle they use and
whether refuse is being collected on the property and how frequent it is collected.
 Refuse collection reduces dumping sites in the community and also instead of people
burning the refuse they can let council take care of their refuse through refuse
collection]
 This section enables the council to know how many properties have refuse receptacles
or not and also how many are burning refuse in refuse pits
 Council can also use this information to come up with solution on how to encourage
people not to use refuse pits so that the environment is clean.
BILLING
 This is the last section of the questioner and it requires the residents o clarify whether
they are billed or receiving council bills. If the property is receiving councils bills the
property should outline the items on their statements
 On the same section after billing there are questions which includes how many
vehicles on the property and also how many animals are kept on the property
 Lastly the concerns of the residents towards service delivery being offered by Ruwa
local board
Fig 2 below shows a student in the field during a property survey

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Fig 3 shows students after the property survey
DUTIES UNDERTOOK BY THE STUDENT: 2ND QUARTELY ACTIVITIES
COMPILATION OF PROPERTY SURVEY REPORT

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General report for ward 1
Ruwa consists of 9 wards and mainly this report is to point out the services that are being
provided by Ruwa Local Board to the residents of ruwa. Ward 1 consists of two suburbs
which are Cranbrook and Runyararo. In Runyararo there are 386 properties and Cranbrook
has 472 properties thus in total ward 1 has 862 properties. The numbers of vacant stands in
the Runyararo suburb ward 1 are 9 properties and in Cranbrook there are 73 properties which
are not developed on. 16 of the properties in Cranbrook were Call backs, these were the
properties that we could not found anybody and the property would not be occupied the time
we got there. Cranbrook has no water connection.
The number of occupants to property ratio in Runyararo ward 1 is 7 to 1. Thus showing that
on average for each property in Runyararo ward 1 there are 7 occupants. This means the
number of litres of water that a property needs per day is 315. 7.1% of the 386 properties are
undeveloped or under development where as 90% are fully developed and 2.9% are vacant
stands.
satisfaction from residents towards services

provided by RLB
refuse
sewer system
water supply
General report for ward 3 and 4
Property survey is a program whose aim is to improve the services that are being offered by
Ruwa Local Board to the residents and also through data collection by using a questioner the
council will get the right information which will help the council to offer the right services in

40
Ruwa. Property survey conducted in ward 3 and 4 to some extent was a great achievement
basing with the number of properties covered in both ward 3 and 4.Ward 3 and 4 are under
the suburb of Runyararo .In ward 3 there are places which include Kaguvi, Atheleny and
Mbuya Nehanda among others and ward 4 include places like Upfront, Mususu, Wadyegora.
In ward 3, 549properties where covered 17 properties are vacant stands. These properties
include 6institutionsl stands which are 3 churches , 2 crèche and 1 clinic and 1 commercial
stand which is Mavambo and543 are residential stand l .In ward 4 268 properties were
covered and 17 are vacant stands and these properties include institutions which 5 churches 3
crèche and 1 commercial stand with corner shops.
Ruwa local board is carrying out a program called the property survey which was
implemented in order to improve their service delivery to the residents. The survey started in
September this year and we are hoping that by January next year we would have covered all
the properties in 9 wards of Ruwa Township. However, this report will be focusing on
properties within ward 5 only and the survey lasted for a week.
In ward 5 there are 316 properties in total of which we surveyed about 263. The reason for
data incompleteness was that on 41 properties we did not find any respondent to fill our
questionnaires and on the remaining 12 properties the respondents refused to cooperate with
us and did not give out any information concerning their properties. This shows that only
83.25% of properties were surveyed.
To commence with, after carrying out a property survey in Windsor results show that the
property owners under the residential area are employed and this was a hindrance in
obtaining a 100% data completion. They are 630 premises in Windsor of different categories
be it residential, commercial or institutions. Out of 630, 546 premises had 100% data
completion including industries, vacant stands, and ghost houses. They are 11 institutions in
Windsor Park and these include Winhood College, Old Windsor Primary School and also
Celebration church which is opposite San souci road to mention a few. The Industrial area
which is functional covers a space of about 70 stands. Quite a number of the respondents in
the residential area were maids, some are not allowed to disclose information and results

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show that 21 people refused to co-operate and 63 residential stands were not recorded
because owners were at workplaces and some due to reasons only known by them.
Pie Chart showing different classes in Windsor Park and the space they occupy.
Residential Area
Commercial Area
Institutions
PROPERTY SURVEY DATA CAPTURING USING ODK SOFTWARE
Open Data Kit (ODK) is an open-source suite of tools that helps organizations author, field,
and manage mobile data collection solutions. Main goal is to make open-source and standards
based tools which are easy to try, easy to use, easy to modify and easy to scale .ODK stands
for Open Data Kit and is simply an electronic version of a paper questionnaire. It allows
individuals to capture and transmit data instantaneously via mobile devices through an
installed software application. The training was led by Dr Murwira and her team on how to
use the software with using the Lenovo tablets that where bought by Ruwa local board. Data
collected during the property survey was captured using ODK by interns .Main advantage of
using ODK is data capturing is also done and the data is saved to the server as compared to a
questionnaire where collecting data and data capturing and data collection is done separately

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APPLICATION FOR MEDICAL AID PLATFORM FOR ASSOCIATION OF

HEALTH CARE FUNDERS IN ZIMBABWE
Major role taken by the intern was helping in the collection of the following documents
which were required for registration by Association of Healthcare funders of Zimbabwe for
Ruwa Local Board to be on the medical platform. These documents that had to be collected
included:
 Doctor and sister in charge ‘s basic certificates
 Doctor and sister in charge ‘s current practicing certificates
 Doctor and sister in charge national identity or passport
OPERATING LICENSE ISSUING AND PREMISES INSPECTIONS
The student helped in the process of operating licences issuing. This was through premises
inspection and recording of the client’s information. The intern carried out Premises
inspections as well where shops and industries were inspected on the health parameters of
their working area.
CEMETERY SERVICES
 The student compiled al cemetery files and details of burials. The student also assisted
in the issuing of the equipment that was used to clean the cemetery area. Visited the
cemetery for grave number verification because what was in the system and in book
of cemetery was different
 Also the other reason for visiting the cemetery was to have an idea of how the
cemetery works
DISEASES SURVEILLANCE

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The personal health of the community was the chore business of the E.H section. I collected
monthly heath statistics for the 15 registered health institutions in Ruwa. These health
statistics were analysed and decisions could be drawn on the diseases that were toping each
month.
PUBLIC HEALTH MANAGEMENT
The intern participated in the anti Typhoid where alert materials were distributed all over
Ruwa and HIV/AIDS awareness program in which Aids education was done as well as
condom distribution. During my internship I initiated the anti Rabies program which was
80% successful. This was a move against the rising dog bites in Ruwa. In this initiative all
residents were told to vaccinate and register dogs with the RLB.
monthly heath statistics for the 15 registered health institutions in Ruwa. These health
month.
DUTIES UNDERTOOK BY THE STUDENT: 3RD QUARTELY ACTIVITIES
WASTE MANAGEMENT
The student supervised daily refuse collection from various points by the refuse team which
uses two refuse trucks. The student also initiated the bin counting process for a weekly
statistics of the bins that are collected throughout Ruwa. The student supervised all clean ups
which were held at the Local board, providing protective gear to both volunteers and the
refuse team. The student also recorded weekly data on the number of loads the refuse trucks
made. I also attended all the complaints from the clients on illegal waste dumps or any refuse
collection problem. It was the duty of the student to do aerial surveys on the sanitation levels
in the community and made sure people are living in a clean and safe environment. The
student also went to inspect the dumpsite and supervised the scavengers who operate there.

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Fig 4 shows students during a clean-up campaign held in Ruwa
Fig 5 above and Fig 6 below shows a student at the dumpsite

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WATER MANAGEMENT ISSUES
The student partook on residual chlorine tests of water samples. It was a weekly obligation to
test on the chlorine levels in the water that we distribute to our community. The chlorine level
tests enabled the water treatment team to adjust if there is any need on the chlorine dose that
is being used. It also enables us to have full conviction if the water is safe for the people to
drink or not.
Fig 7, 8 and 9 below shows a student in the field doing a well treatment and water
testing

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47

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I as well took samples for microbial analysis of water to the Government Analysis
Laboratory. I also disinfected contaminated wells in the community using the HTH Chemical
monthly health statistics for the 15 registered health institutions in Ruwa. These health
month.
SHOP INSPECTION
Went for a gashet miller inspection in damofalls with Mr Jani the health promoter
 When inspecting a premise the main aspects include:
 Floor
 Ventilation
 Source of water
 Toilet
 Inner and outer painting
 Ceiling
 Refuse receptacle
The following where the results on the inspection:
 The floor had tiles
 The source of water is water trucking
 The toilet is functional
 The premise is not painted in and out
 Ceiling boards
 No refuse receptacle
On this activity l learnt how to inspect a premise and also important aspects to take note
when inspecting
DOG VACCINATION
 Conducted a dog vaccination program with the health promoter Mr Jani.

 The dog vaccination programs was conducted in Zimre and Runyararo

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 The program was successful and the residents managed to come with their dog for
vaccination and this program helps to reduce the number of stray dogs in residential
areas.
COLLECTION OF MONTHLY MEDICAL STATISTICS
 Collected the medical monthly statistics reports from each and every clinic for
February in Ruwa with the health promoter Mr Jani.
 This is done every month and this helps the department to be aware of trending
diseases and to come up with ideas of how to solve certain problems
 This also helps the council and the department to have the knowledge on how clinics
in Ruwa are functioning.
 For record sake entered the data from the reports and the system on its own analysis
the data from all clinics.
WORKSHOP ON EXHIBITION AND ETIQUETT
 The workshop on etiquette was mainly based on building personal brand and a company
brand as a team.
 Mainly points discussed where :
 Dress code
 Team work
 Time management
 Communication
 Respect
WORKSHOP ON ZIMFUND
 The main agenda on the program of ZIMFUND was on community engagement and also
taking community concerns and finding a way of solving the problems whilst improving
lives
 Zim fund objective include contributing to early recovery and development efforts in
Zimbabwe by mobilizing donor resources.

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APPLICATION FOR A MEDICAL REPORT
 For one to get a medical report from the council there should be an application letter
to the Town Secretary
 The next stage is inspection that should be done on the premise
 After inspection a certain amount is paid to the finance department and a receipt is
given
 The receipt is then used to collect the medical report
DISPOSPAL OF CLINIC WASTE
 Went to Marondera for Clinic waste disposal with Mr Kanyenze

 I learnt how clinics dispose their waste.
 The clinic waste is disposed off at Marondera General Hospital where is burned in the
general hospital incinerator.
SERVICE LEVEL BENCHMARK
 SLB was supposed to be on the 18th of June however the dates were changed to 22
May so this led to SLB meetings the whole week
 Head of departments were submitting the information that was required to fill in the
SLB questionnaires
 There are five questionnaire and these includes cooperate governance, roads and
traffic safety, solid waste management, water waste management and sewer.
 SLB is being led by my supervisor Mr Nyawo who is the Environment Health
Officer
 The filling in of the questionnaires was to some extent successful though not all the
information was submitted and the other information will be submitted the following
week

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COMPILING OF RESIDENTIAL CONCERNS
 Compiled each and every concern given by residents and captured the data into the
system
 The major concerns included not receiving clean water, having problems with stray
dogs in the area and not having functional meters
 On the finance sides major concerns included receiving bills that are not accurate
 Its through the compilation of residential concerns that the council can learn of the
quality of services they are offering the residents
SERVICE LEVEL BENCHMARK
Attended the SLB program and below shows places visited for review during the SLB
program. Service Level Benchmark is a program that deals with assessment of service
delivery offered by Ruwa Local Board. Different delegations from different Local Authorities
where available.
Fig 10 above and Fig 11 below shows a student at Sewerage Treatment Work during
SLB workshop

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Fig 12 shows Sewerage Ponds

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Fig 13 below shows a student at the Water Treatment Plan during SLB

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Fig 14 above shows a student at Water Treatment Plant
Environmental Workshop
Attended a World Environmental Day Commemoration on the 5 th of June 2018 at Zim Parks
and Wildlife Management Authority Gardens representing Ruwa Local Board at large. The
main theme was ‘‘Restore, retain and reclaim’ ’Major points raised during the workshop
included:
 How to educate people on how to keep the environment clean through clean p
campaigns
 How plastics can do harm to the environment than good and vice versa
 Pollution caused by plastics
 People should practice to reclaim ,retain and restore to keep the environment
Fig 15 below shows a student at the Environmental Commemoration Day

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3.2 EXPERIENCE
During the attachment period, the author managed to acquire the following skills.
 Planning
 Time management
 Communication
 Ability to mobilise, manage and utilise resources
 Professionalism
 Leadership skills
 Judgemental skills
 Management and Administration
 Report Writing
 Initiation and Implementation of new ideas
 Inspection
 Research
 Sampling and Testing
Planning
The student developed the skill of planning and prioritizing work to be able to meet
deadlines.
Time Management
The student developed speed and accuracy during industrial period at RLB. In every task
assigned the student would be able to submit high quality work before the due date.
Communication

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RLB helped the student to improve her verbal communication skills through attending to
customers both internal and external and also oral presentation.
Resource mobilisation, management and utilisation
After having so many encounters with various people and organisations such as churches,
clubs and non-governmental organisations during the attachment period, the author is now in
a position to know how to source resources, manage them and utilise them in the most
effective manner. Accountability in all aspects involving the use of resources sourced was
also mastered.
Professionalism
The author has learnt on how to be exemplary to fellow colleagues, community members and
visitors through her way of dressing, talking, socialising, cooperation and general conduct.
Representation of the department’s principles and professional ethics of being honest,
respectful, reliable and accountable has been thoroughly observed by the author during the
attachment period.
Leadership
The attachment has taught the author a common principle of society that is, to belong to a
group and to promote its interests by accepting responsibilities and taking the initiative to
lead others especially in areas where one is known to perform well. Thus the author can now
influence others by good leadership qualities even in the toughest of times. She has acquired
skills and knowledge essential for the motivation of others especially when morale is low,
kick-start projects and to see them through.

58
3.3 RELATING TO THE MODULES THE AUTHOR ALSO EXPERIENCED THE

FOLLOWING:
Communication skills
The function of employee communication is vital in all activities of the organization.

Excellent verbal communication skills and confidence was required when I had to process
documents for signing to the authorized signatories. Effective listening was of paramount
importance since accurate information had to be passed to avoid errors. Telephone skills are
required since I have to communicate internally with members of the organization and
externally with the council’s stakeholders. Effective communication between departments led
to team working which is essential in meeting organizational expectations and goals. The
student also worked under administration department –reception thereby improvement in
verbal communication. Communication skills also played a pivotal role because the student
was able to communicate information accurately, clearly, effectively and as intended which is
of much paramount importance at any organisation.
Introduction to Information and Communication Technology (computer sciences)
The use of computers in the Council exposed the author to relevant information that she
learnt in the course. The frequent use of Microsoft Word and Excel enriched the student’s
knowledge of using the computer. The student used Microsoft Word in updating documents
and compiling monthly reports. The author also learnt how to type fast and efficiently and
also sending mails inside and outside the Council through the internet.
Research methods
The student partook in a survey as one of the method to collect qualitative data. The survey
was done around Ruwa for the assessment of services offered by the council and for research
purposes. The survey was done using paper questioners, GPS for location mapping around
the community. Later on, the survey was done using an application known as ODK whereby

59
the questionnaire is loaded in the mobile app and the application automatically serves the data
to the server. After data collection the student analysed the data using both SPSS and
Microsoft Excel. The student is now familiar with using SPSS as taught in the Research
module. She also gained new skills of collecting data that is the use of ODK application.
Gender and Development in Africa;
This module was of great important during my Industrial attachment. There were many
workshops which were done at the council for instance the 16 days of activism against gender
based violence, I was able to use my level 2.1 knowledge in participating in the campaigns.
The council took part in the campaigns and I was also amongst the educators, educating
women on GBV since they are the victims. Encouraged women to be self sustained, since
women are the key drivers of development. Also educated women to have access to health
facilities like antennal care ARVs which the council also provides at Ruwa Polyclinic and
also for women to negotiate safer sex for an HIV/AIDS free generation. The fact that council
is led by a female means that it is working towards ending all forms of discrimination against
women (CEDAW).
Local Governance;
being attached at the local authoring in general links with the module contents as ¾ of the
theoretical work learnt was experienced in practical. There are almost all forms of
Decentralisation in place for instance; Political decentralization aims to give citizens or
their elected representatives more power in public decision-making. It is often associated
with pluralistic politics and representative government, but it can also support
democratization by giving citizens, or their representatives, more influence in the formulation
and implementation of policies. At Ruwa Local Board there are 9 counselors for all the 9
wards in Ruwa who are there for public-decision making and also for the development of the
community.

60
4.0CHAPTER 4
4.1Introduction
In this section the author is going to assess and evaluate the theoretical principals associated
with local governance in relation with their application in the workplace which is the Ruwa
Local Board. The student is going to analyze the co relationship between the theoretical
aspects covered in the degree program, the work plan and how Ruwa Local Board practically
operates. A critique of this assessment will be given. At the end, the student will give
recommendations on what Ruwa Local Board needs to do to realize maximum efficiency and
achieve its stated mission and objectives.
4.2Theoretical Framework
Theoretical framework is a set of assumptions that have been postulated concerning certain
subject. According to Reddy (1998) local governance refers to decentralized representative
institutions with general and specific powers devolved upon it by the central government in
respect to a restricted geographical area. It also refers to a variety of institutions and
processes both governmental and nongovernmental which collectively determine the way in
which administrative and political decisions are made and implemented in a locality. Hence,
it is government at local level. As such, local governance is associated with its own principals
ranging from participation, responsibility, good governance, democracy, accountability,
transparency (openness), and fairness among other principals. Therefore, it is against this
background that the author is going to discuss and analyze these principles and relate them to
Ruwa Town Council examining if there is a direct relationship between activities undertaken
and the principals of local governance.
Participation
It is to be involved in an activity. However, Greenberg (1993) argues that full participation

entails the involvement of citizens irrespective of their political affiliation, race, color, gender
and religion. Local services and development is better planned and managed by local people
because they know what they need and what they can afford. Democracy requires that people
dialogue, cooperate and have a voice in making decisions that affect them directly. To
promote participation, Ruwa Local Board holds various public meetings in all wards so that
people would plan and develop projects of their choice. It is also in these meetings where

61
residents identify areas which need to be addressed by the local authority. On the same note,
RLB holds budget consultation meetings with residents, rate payers, industrialists and the
business community at large. By so doing, stakeholders would be involved in issues which
affect them at local level. In the budget consultation meetings, stakeholders can adjust the
proposed tariffs for a particular year depending on the macro-economic environment
prevailing in that year. This is done before the budget is submitted to the Ministry of Local
Government, Rural and Urban Development for approval hence it is participatory budgeting.
Local people, being the beneficiaries of local development projects, should develop a sense
of ownership of projects from inception and should be fully in the planning and
implementation of the projects. The formation of WADCO’s also promotes participation of
residents in different wards within Ruwa town.
Democracy
Greenberg (1993) argues that democracy is rule by the people, self government by the many,
government by the people, of the people, for the people. In large communities like
Zimbabwe, there is representative democracy whereby local citizens elect representatives to
act on their behalf. Davis et al (1991) add that by voting and choosing representatives, people
decide how their government will meet their needs and protect their rights and freedoms.
Greenberg (1993) argues that widespread popular participation is enhanced by voting and
elections. This is necessary in order to ensure that responsive representatives are chosen and
that they have continuous incentives to pay attention to the people. Less political participation
in a community means a weaker democracy.
Ruwa Local Board comprise of nine democratically elected councillors who are physically
closer, more attuned to and more knowledgeable about needs of their wards. These
democratically elected councillors bring in issues in their wards which needs councils
attention such as uncollected refuse, interrupted water supply problem, illegal activities etc.
Therefore democracy is a key principal in local governance characterized by free and fair
elections.
Accountability

62
According to Reedy (1998) accountability is introduced by elections and it reflects the degree
to which leaders must demonstrate that they are pursing the public good. Councilors are held
directly accountable to the community through local elections. Failed leaders (councilors) are
removed from offices and the successful ones are rewarded. In Ruwa this was evidenced by
the 2008 elections were unsuccessful councilors were removed whilst others were brought in
office. Of the nine RLB councilors, three of them have more than one term in office whilst
six of them are newly elected councilors.
Ruwa Local Board is also accountable for its actions hence there are regular and annual
audits undertaken by internal and external auditors to check if there are any abnormalities in
the operation of RLB. Departments within RLB are also accountable to council standing
committees. The Finance department is accountable to the Finance Committee whilst the
Engineering department is accountable to the Environmental Management Committee. On
the other hand, the Administration department is accountable to the Human Resources
Committee. It is in this committees were recommendations are made for adoption in the full
council meeting and they become resolutions.
Responsibility
It reflects to the degree to which leaders are sensitive to citizen preference. Through
decentralization, local authorities are given governing responsibilities and they are
responsible for a substantive portion of the public good. Reddy (1998) indicates that it means
providing government functions sufficient in numbers, variety and significance to challenge
the interest of both public servants and the citizens. As such RLB is responsible for the
provision of a number of services such as:
 Water and sewer services

 Refuse collection
 Health services
 Good road infrastructure
 Social welfare
 Street lightning
 Parking, commuter and transport services
 Income generating projects e.g. Mavambo beer hall,

63
The local authority also exercise authority and administrates local maters assigned to it by the
national legislation, it makes and administers by-laws for effective administration of matters
which it had the right to administer, it borrows funds for the development of Ruwa as a town
and it levy and collects taxes on land and property. RLB also collects tariffs, rates and other
charges after consultations from stakeholders and it also safeguard the environment.
Transparency
It involves the availability of information to people on all institutional activities and policies.
This is also referred to as openness. It enables beneficiaries to judge the performance of the
leaders and it eliminates corruption hence demonstrating the success and failure of leaders.
As such RLB avails information to stakeholder through councilors in council meetings. The
minutes of council meetings are also sent to the Ministry for appreciation of activities and
polices of RLB. RLB advertises through the media when vacancies arise. By so doing,
information is always open to the people.
4.3Critical Analysis
RLB operates through the committee system. These committees comprise of councillors and
the management team. As learnt from the module Local Governance Administration, the
committee system promotes democracy and it enables councilors to fully participate.
Members discuss issues affecting the local authority and ways to meet to overall objective of
the local authority. Councilors are policy makers whilst management acts as advisors and
implementers of policies. However, there are incidences were councilors lobby each other to
come up with procedural resolutions which are difficult to implement. When such resolutions
are made, they cost the local authority especially those dealing with labor issues since most of
the arbitration ruling awards are being made in favor of employees in a majority of cases.
However, RLB is guided by the Urban Councils Act Chapter 29:15 in all its operations.
On participation, the community does not fully participate. Hence there is virtually little
participation in the budget process. The attendance in the budget consultation meetings is
very low and the most affected group does not attend these meetings. The vulnerable group
(poor) does not participate and they are looked down upon by the other group (rich).Most of
the times the poor does not attend at all because they would be busy looking for activities for
them to earn a living. On the same note, some of the stakeholders are not even invited to the
meetings and they would be surprised by the budget after its approval by the Minister. In

64
most cases, this results in resistance to pay rates and tariffs for that year by residents and this
has a negative impact in service delivery. In some projects, stakeholders are involved by the
local authority at the implementation stage. This is problematic in the since that the project
would lack ownership and it becomes a white elephant. There are some incidences where the
local authority duplicated a project which was implemented at a particular local authority and
implement it at RLB (blue print) on an assumption that it works in all local authorities.
Finally this kind of project failed. Therefore stakeholders should be involved at the
formulation, implementation and evaluation stages of the projects to promote full
participation.
RLB councilors are democratically elected and they represent the electorate. However, when
councilors are voted in, the aim of representing the electorate falls away and they pursue self
interests. Party politics is inevitable it the local authority and this caused biased discussions
and policies. It also results in unfair disciplinary procedures and unfair dismissal of council
employees since councilors constitute the disciplinary committee and in some cases council
appeals against the disciplinary committees’ decisions and they give harsh judgments on the
accused employee because of his or her political affiliation. Councilors are actively involved
in the recruitment of RLB employees and they constitute the interview panel. Due to self
interest, they can lobby each other and recommend an incompetent person for a particular
post because of personal gains. There are also evidences of nepotism, where relatives of
councilors are employed in numbers whilst they don’t fit for a particular job. The councilors
are also active in acts of corruption hence by so doing democracy is not upheld.
The mandate of RLB is to provide services to Ruwa community. Hence, it is its responsibility
to ensure that services are provided effectively and efficiently. These services range from
refuse removal, sewerage and water services, good road infrastructure, health services,
housing, and education among others. However, the local authority is facing challenges in
providing these services. The current economic environment which is largely cash based has
resulted in serious challenges for Local Authorities whose main requirement is capital
finance. The stagnant growth of the productive sectors coupled with the low disposable
incomes has meant that ordinary citizens mainly civil servants who form the majority of the
populace have not managed to breakeven above the poverty datum line consequently leading
to unmet rates and taxes of council. When RLB budget is being prepared from the onset for
the ensuing year, it will be assumed that there will be 100% collection yet the actual outcome

65
has yielded about 40% collection. This affect services delivery since the relationship between
payment of rates and service delivery is a chicken-egg relationship. Hence RLB requires long
term capital finance to revive dilapidated water and sewer plants, refuse removal, health
delivery infrastructure as well as obsolete ICT and Transport Infrastructure.
Critical land shortages in Ruwa also affect the development of the town. The housing waiting
list has about 1 500 applicants back dated from 1998. This also affect the coming in of
investors to invest in Ruwa since at the moment Ruwa has no land for urban expansion and
99% of the land in Ruwa is privately owned. The local authority also lacks resources,
technical expertise and had unfunded mandates. All these have a negative bearing on service
delivery.
RLB is having partnerships with NGO’s such as UNICEF, USAID, Rotary Club and
Celebration Health Ministries. These organizations help the local authority in service delivery
that is
in the provision of chemicals for water treatment, housing projects and donations of
polyclinic equipment. DAAC and ZICHIRE are also active in educating people on
HIV/AIDS awareness at the workplace and in the community. However, RTC should
maintain good relations with NGO’s since they are viewed as vehicles of effective and
efficient service delivery.
4.4Recommendations to Ruwa Local Board

66
Ruwa Local Board should develop a comprehensive attachment programme scheme that
ensures that students get maximum exposure to all the departments during their industrial
attachment period.
To attain its goals and objectives Ruwa Local Board needs to engage its various stakeholders
in the planning process of how best to attain these set objectives and goals. The local
authority should improve areas to prioritize when it comes to the utilization of financial
resources. To complement its financial resource which seems insufficient the council should
find donors and embark on some income generating projects. On that note the council should
embark on income generating projects (strategic business units). The board also has to
embark on human capital development for all its employees from different section not
management only to ensure quality service delivery at all levels. It needs to cultivate a
learning spirit and encourage and support employees to further their professional
qualification to ensure that they remain competent and help the organisation realise its goals.
RLB should ensure enhanced communication within and outside the organisation to avoid
conflict of interest. Goals and objectives should be shared to all employees at different levels
and supported with resources so that they work towards accomplishing these goals and
objectives. Victor Vroom’s expectancy theory concerning people management says that
employees perform better if they know what is expected of them. The council should
introduce performance related rewards to motivate employees as well as to appreciate good
work by its employees. Additionally the council should come up with employee motivation
schemes for the betterment of its service through enhanced employee morale.
As a public organization, RLB should have an HIV/AIDS policy that caters for employees.
The council should strive to provide HIV/AIDS education and counselling as well as

67
awareness campaigns among its employees to avoid the risks associated with stigmatization
and discrimination.
Recommendations to the University
To close the gap that exists between theory and practical, the university authorities must work
hand in hand with people in the industry when making course outlines because people in the
industry have first-hand information on what happens on a day to day basis and their advice
will be invaluable. This can help to close the gap between theoretical and practical
knowledge.
The University should communicate with the organizations so that the students do not remain
in one department or section for the rest of the attachment period, to allow the student
reasonable appreciation of all sections and their functions since it may be a little difficult for
the student to convince the organization on their own. The most important sections which a
transport and logistics student has to appreciate are purchasing, material management and
procurement.
4.5Conclusion

68
The student was able to appreciate and understand the various challenges plaguing the day to
day running of local authorities
The writer had an opportunity to understand the theoretical phenomenon of Governance in to
practice. Through interaction with various departments and sections, the student learnt how
these various departments operate in an organization and how they contribute toward the
fulfilment of the organizational goals.
The working environment also developed the student in terms of team working towards the
achievement of goals within the organization. This therefore in turn developed other
dimensions such as maturity, empowerment, confidence and most importantly,
professionalism as well as a real picture of the real world. The student also got to appreciate
how politics and administration co-exist efficiently to create a conducive environment for
growth and production.

69
4.6 REFERENCE
Constitution of Zimbabwe
Environmental Management Act (Chapter 20; 27)
Labour Act (Chapter 28; 01)
Prevention of Corruption Act (Chapter 9; 16)
Procurement Act (Chapter 22; 14)
Public Health Act (Chapter 15; 09)
Regional, Town and Country Planning Act (Chapter 29:12)
Roads Act (Chapter 13; 18)
Strengthening Citizen Participation Project Evaluation Report (2008)
Urban Councils Act (Chapter 29:15)
Water Act (Chapter 20; 24)
Wheelen, T.M. and Hunger, J.D. (2002).Strategic management and business policy: Concept.
New Delhi: Pearson Education.

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Report Compiled By
CYNTHIA TANGA Signature.......................
ATTACHMENT SUPERVISOR Signature..........................
(B.E.NYAWO)
Office Stamp

Ruwa Local Board Industrial Attachment Report

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1

BINDURA UNIVERSITY OF SCIENCE EDUCATION

“Commitment Discipline Excellence”

WORK RELATEDINDUSTRIAL ATTACHMENT REPORT

FACULTY OF SOCIAL SIENCES AND HUMANITIES

DEPARTMENT OF PEACE AND GOVERNANCE

RUWA LOCAL BOARD

NAME : CYNTHIA TANGA.

Industrial Attachment Report For CYNTHIA TANGA B1544616

STUDENT ID NUMBER : B1544616

NAME : RUWA LOCAL BOARD

ADRESS : P.O BOX 153 RUWA

TELEPHONE NUMBER : 073 2638/9, 3205, 2854

INDUSTRIAL SUPERVISOR DETAILS

EMAIL ADRESS : benamnyawo@gmail.com

Executive Summary …………………………………………………………………….......5

Industrial Attachment Report For CYNTHIA TANGA B1544616

1.1Description and Analysis of the Organisation………………………………………….....9

1.3Objectives of the organization……………………………………………………………13

1.4Profile of the organization………………………………………………………………..17

1.5Organization structure ……………………………………………………………….......20

1.6SWOT Analysis ………………………………………………………………..…..........23

1.7Organization and Stakeholder relationship ……….....………………………….………26

2.1Profile and design of the department worked…………………………………………29

2.1Organogram of the Environmental section ……………………………………………30

3.3 Modules Relating........................................................................................................58

4.2 Theoretical Framework………………………………………………………………….60

Industrial Attachment Report For CYNTHIA TANGA B1544616

Industrial Attachment Report For CYNTHIA TANGA B1544616

Industrial Attachment Report For CYNTHIA TANGA B1544616

special thanks to my supervisor (The Environmental Health Officer) Mr Nyawo, (The

Industrial Attachment Report For CYNTHIA TANGA B1544616

E.H.O - Environmental Health Officer

E.H.P - Environmental Health Promoter

E.H - Environmental Health

E.R.P - Emergency Response Plan

Industrial Attachment Report For CYNTHIA TANGA B1544616

HH2 - Health and Housing Report

SLB - Service Level Bench Marking

SHEM - Safety Health and Environmental Management

ZINWA -Zimbabwe Electricity Supply Authority

WADCO -Ward Development Committee

ZINARA -Zimbabwe National Roads Authority

KRA -Key Result Areas

ZESA - Zimbabwe Electricity Supply Authority

RLB -Ruwa local board

PPS -Property Stock Survey

BUSE -Bindura University of Science Education

1.1 DESCRIPTION AND ANALYSIS OF THE ORGANISATION

Ruwa town is located in Goromonzi District, Mashonaland East Province in Zimbabwe. It is

Industrial Attachment Report For CYNTHIA TANGA B1544616

Fig 1 below shows map of Ruwa Local Board

Industrial Attachment Report For CYNTHIA TANGA B1544616

B.VISION AND MISSION STATEMENT

Industrial Attachment Report For CYNTHIA TANGA B1544616

 Transparency- seeks to perform above board.

1.2 ORGANIZATIONAL GOALS

Industrial Attachment Report For CYNTHIA TANGA B1544616

Long Term Goals

Short Term Goals

 To rehabilitate existing reticulation system from galvanised to PVC pipes.

Industrial Attachment Report For CYNTHIA TANGA B1544616