Kariba Municipality has a long history of planning dating back to the 1980s. The Municipality has striven to prepare Strategic Plans over the Years and these have largely guided the Municipality’s Annual Budgets and service delivery.

In the heat of the economic challenges of 2007 – 2009, the Municipality was able to ride the storm because of such planning and managed to maintain a measure of sound service delivery in all sectors, ranging from water and sanitation to health, roads maintenance to housing delivery, emergency services and civil protection to social amenities. The plans were constantly reviewed and new and innovative strategies devised to avert possible collapse of services. It is noteworthy that during these trying times, despite the fact that Kariba lies in a cholera prone zone, few deaths from cholera where recorded.

The Strategic Planning tool was introduced by Central Government as a means of improving public sector management and the municipality has over the years tried to live up to this.

The same sense of purpose and pro activity has been applied by the Municipality in embracing the new public sector management model that is the Integrated Results Based Management System (IRBM). Indeed, the crafting of the Municipality of Kariba Strategic Plan 2014 -2018 is the precursor to the wholesale introduction of the IRBM system. This Strategic Plan has been crafted in such a way as to be compliant with the IRBM system. Further, the Strategic Plan in cooperated aspects economic blue print -Zimbabwe Agenda for Socio-Economic Transformation (Zim-Asset). The Municipality, should therefore, as its given mandate, be able to deliver services to the community in a manner consistent and compliant with the IRBM system and the economic blue print – Zim-Asset.

The community is central to all activities which are carried out by the Municipality.  Consistent with its value of Stakeholder Consultation, this Strategic Plan has been presented to stakeholders for their input. Hence, this strategic plan document contains inputs by the stakeholders. As is always the modus operandi of the Municipality, the implementation of the plan will be subjected to public scrutiny, monitoring and evaluation. This will be achieved through, among other things, quarterly stakeholders meetings and the deliberations of the Budget Committee. The Budget, as always should be the medium through which the Goals recorded in the Plan are achieved.

I would like to take this opportunity to thank most sincerely our partner Deutche Gesellschaft fur Internationale Zusammenarbeit (GIZ) (German Agency for International Cooperation), for their support over the years and in particular the investment they made which ensured that the strategic planning process was successfully launched and the strategic plan document completed.

To the Town Clerk and the management team, I would like to say this is the continuation of the Council’s core business of service delivery, therefore the tremendous efforts you have invested to date must be sustained and produce results over the plan period.