WASH Strategic Plan Review

June 2015

Norton Town Council

1. IntroductionNorton is situated 40 km to the west of Harare. It was established in 1935 as a railway siding for

farmers. Currently the population stands at 67591 people as per 2012 census.

With the closure of Hunyani Pulp and Paper, Hastt and other industries, Council is failing to

collect revenue as most residents are unemployed. Most of them are farm workers who work

on nearby farms and their income is not much. While the other large number are fish mongers,

most of them spend money on women which further increase expenditure on Council on

purchasing drugs for treatment of sexually transmitted diseases and HIV related illnesses. With

the productive age being the most infected by HIV and AIDS money is spend on treatment with

little or nothing being channeled to Council in terms of rent and rates.

Because of this background of failing to collect rates, Council is failing to deliver the WASH

service in Norton. The sewer plant is completely broken down and needs extensive

rehabilitation. Refuse is being collected using one tractor for the whole of Norton including

business premises. This increases costs as there are many trips before one location is

completed. The unavailability of water treatment has forced Norton Town Council to get water

through a bypass from Harare City Council resulting in other residents not getting tape water

throughout the whole year.

Overall VisionTo be a municipality by 2018

WASH VisionTo be a municipality by 2018 with a consistent and sustained water, sanitation and hygiene

services

WASH MissionNorton Town Council is committed to providing high quality water, sanitation and hygiene

services at economic and sustainable cost to the community, in partnership with all

stakeholders

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Core ValuesAs Council which exists for the good of the public, we uphold shared values and principles.

The Town expects each and every employee to adhere to these shared values through their

behavior, actions and leadership competences.

Accountability, Commitment, Environmental Stewardship, Innovation, Integrity, Leadership, Sensitivity, Teamwork, Competence, Transparency

SWOT Analysis

Update your original SWOT – in brief – max 2 pages

Present Situation Recommended actionsSTRENGTHS 1 Institution established in

terms of lawIt will be used at Council’s advantage

2 Manpower ( Established departments, organizational structures

Motivate and retain

3 Authority to mobilize resources

Will be used to get the needed resources, apply for funds from financial institutions

4 Existing infrastructure Repair and maintain as well as educating the community to reduce vandalism

5 Computerized system Maintain the system for accurate billing and data baseWEAKNESSES 1 Lack of water treatment

plantMobilize resources for through PPPs

2 Poor relations with residents (diminishing confidence)

Have feedback meetingsDo Customer care staff trainingsStakeholder consultation in coming up with polices and projectsInvolving beneficiaries in M & ECouncil to participate in Community projects and programmes

3 Inadequate resources Mobilize resourcesCommunity, PPPsRehabilitation and maintenance

4 Aging infrastructure ( old designs

Embrace new technology and be innovative

OPPORTUNITIES 1 Council can introduce by laws (Subsidiary legislation

Come up with relevant specific by laws

2 Abundant raw water Land development for other Council and community projects,

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and land (agriculture) do irrigation projectsConstruction of water treatment plantNon consumptive water use

3 Community awareness/ educated on hygiene issues

Engage themUpdateOpportunity to discuss other community development issuesEncourage community to do community service

4 Proximity to Harare As Harare expands development is brought to Norton through industriesSource materials from HarareShare ideas on development do peer review with Harare city

5 Diverse skills among stakeholders

Engage them

THREATS 1 Legal suites / action Have a legal section within Council. Council to comply with the law.

2 Political ambitions not consistent with statutory requirement

have code of conduct for Councillors and employees

3 Establishment of urban nodes by RDCS on peri urban areas

Engage and agree with RDCs

4 Establishment of residential developments on political grounds

Engage the political leadership[

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2. Overview of Working with the PlanMax 3 pages – referring to ALL WASH in the LA, not just SELF

Marketing of the Plan

When was it launched?

The Final Strategic Plan was completed in November 2014. The plan was handed over to

Council for review and endorsement. The Plan was approved and endorsed by full council in

December 2014. Due to financial constraints, the plan was not launched but feedback to the

stakeholders was done.

Internal Marketing.

This Strategic Plan has been shared with staff from all departments within Norton Council ie

The Engineering, health, Treasury, Central Administration and Housing departments have been

given the finished strategic planning document. Most of these departments have now taken the

document as their bible when they want to make reference to WASH issues. Councilors of all

the 13 ward in Norton know of the existence and importance of the WASH strategic plan as

they use it on a daily basis to engage the community and during trainings.

External Marketing

Members of various Government departments who are part of the Chegutu DWSSC are aware

of the WASH strategic Plan. These departments which have been instrumental in the

development of the plan, make reference to it when they track progress against the strategic

objectives in the plan. The plan has been put on the website www.nortontc.org.zw. This allows

all stakeholders who visit the NTC website to view the document. This attracts various potential

partners who could provide the much needed resources to see the WASH vision through.

Who knows about it?

The NTC executives who comprise of all the top management have been given the document.

They are the ones who crafted the plan. All the councilors know the WASH Strategic Plan and

they have been key in its development through consultations as well giving the feedback to the

residents. Development partners like GIZ are aware of the contents the strategic plan. Other

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stakeholders who became aware of the strategic planning document are ZESA and the DA’s

office. Residents associations know about the strategic plan first from initial consultations

during the development of the plan, feedback, and then through implementations.

The residents of Norton are aware of the process of strategic plan development as they were

first consulted on their challenges and what they want included in the plan. During the

consultations and feedback, disadvantaged groups were part of the residents who were

present. They included disabled people, elderly, the youth and those living with HIV and AIDS.

Is it referred to e.g. in trainings, meetings, community discussions, etc.

For all trainings that have been conducted so far (CSSD, GESI, SanPHHE, LEAP), an overview on

progress towards its implementation has been given. Some relevant topics in the WASH

Strategic Plan have been discussed. The Ministry of health and Child Care, Ministry of primary

and Secondary Education, Ministry of Agriculture, Mechanization and Irrigation Development,

Ministry of lands and Rural Resettlement, Ministry of Youth Indigenization and Economic

Empowerment and Chegutu Rural District Council are the various Government departments

which form DWSSC for Chegutu District. When WASH issues are topical during meetings,

trainings and community discussion there is frequent reference to the WASH strategic plan for

guidance.

Promoting the PlanHow do senior management champion the plan?

The Chief Executive Officer for Norton Town Council believes that the WASH strategic

document is key in transforming the lives of the residents of Norton. He reiterates that the

plan helps to define the direction, the priorities and the manner in which the goals will be

achieved

In this regard the Norton Town Council 2015 budget has been crafted to set aside funds

addressing WASH issues mentioned in the strategic document.

How do senior management address and prioritize WASH strategic issues?

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Much of the council budget is channeled towards addressing WASH issues. Sewer blockages

and water burst are highest priority as compared to other services. Refuse collection and

disposal is implemented according to a set timetable and there are no major deviations on the

schedules. Although no overtime is allowed within Council departments, the Engineering

department which deals with sewer and water burst is allowed to work extra for improved

service delivery.

Senior management has also appointed technical staff as WASH focal persons so that they

closely work with development partners in addressing WASH challenges. Management releases

relevant staff members to be part of important WASH meetings and workshops

Commitment to the PlanGive an overview of donor funded WASH activities in the past year

Norton is being funded by GIZ to address WASH challenges to the tune of USD656 000. For solid

waste management Norton has been using an illegal dumpsite which posed as a potential

health hazard to the community and nearby water body. Below are the interventions in the

form of materials, technical and capacity building assistance provided by GIZ.

After facilitating the decommissioning of the old dump site, GIZ procured a

compactor and tractor to improve solid waste collection and disposal.

Construction of a landfill has been completed and this is expected prevent

potential environmental disaster. Training in computers and customer care was

also preceded by supply of computers which have improved the billing system

with a graphic user interface.

In order to supply water to areas with water challenges, GIZ constructed a water

reservoir and 11 water kiosks in Maridale and Johannesburg. A ring main has also

been installed to supply water to the kiosks. District Meter Area (DMA) zones

meters were bought and installed in the various wards to improve revenue

collection though accurate billing. Operational staff visited Germany for training

in water quality testing and water sampling. The training also included water

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balancing and operation of DMAs. The dewatering pump, movable welding

machine, protective clothing and a vehicle to aid repairs were also procured

After a series of capacity building in WASH assessments and community

consultation, WHH facilitated a workshop on WASH strategic planning which

culminated in the development WASH Strategic Plan document which is now

guiding all WASH programming. Trainings in CSSD, GESI, LEAP, SanPHHE, Health

and Safety were conducted and cascaded down from senior management to

some community leaders and training is still ongoing. 13 WASH and 13 GESI

champions were selected and have since started rolling out the trainings they

received to rest of the residents of Norton.

In terms of hardware WHH is rehabilitating the sewer treatment Plant and Takunda Primary

school toilet. A public toilet in Maridale high density surbab has been designed and is under

construction. With regards to sewer treatment, biological filters, some pumps and electrical

motors have been refurbished. The civil and plumbing beds have also been refurbished. In

order to address gender issues at the sewer works, a female toilet has been constructed.

Give an overview of non-donor funded WASH activities in the past year – time, money,

resources put into WASH activities during the year

Before the strategic plan development Norton Town council had no proper land fill. There was

use of an illegal dump site which was not properly located. Separation of waste was and is still

not being practiced for both the residents and the council itself. Medical waste disposal needed

proper and safe strategy. To address these challenges, Norton Town Council has been

responsible for all the day to day running of water supply, solid waste management and waste

water and sewer disposal and treatment. Last year’s expenditure on water was USD114 438

and this went to all associated expenses to maintain water supply to Norton residents. For

sanitation and waste water, NTC committed USD130 189 during the past year. The Council has

thus been able to attend timeously to customer complaints and all sewer and water bursts.

Each week NTC adheres to solid waste collection and disposal schedule using tractor and a

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newly acquired tipper truck. This has been necessitated by a dedicated financial allocation of

USD64 000.

3. Progress against Strategic ObjectivesMax 6 pages Under each strategic objective provide an update against your original Action Plan for that Objective. Include ALL WASH activities in the LA area, not just SELF

Objective Challenges Strategic action Progress so far

To improve

management of

solid waste by

30 April 2015

No proper land fill,

No appropriate

location of dumpsite.

No sorting.

NO proper medical

waste disposal.

Lack of reuse.

Threat to revering

system plus aqua life.

Establishing a new

sanitary landfill at Railway

Farm 30.

03Acquiring refuse

compactors

Sorting waste at point of

generation

Training staff involved in

the management of solid

waste.

Conducting out clean up

campaigns.

An appropriate landfill site was identified

A new sanitary landfill is under construction

and is at 80% completion.

Community was educated on correct waste

disposal by NTC

NSSA facilitated training on health and safety

in June 2015 targeting the waste collection

team and other related departments staff

A waste zone was constructed at Norton

Hospital and Katanga Utano clinic using RBF

funds from CodeAid.

To mobilize

enough

resources to

acquire and

operate

equipment in

solid waste

management

No proper refuse

receptacles

Ageing tractors.

Inadequate

equipment

Purchasing refuse

compactors for the

transportation of waste to

the landfill

Engaging development

partners to donate

equipment

GIZ donated a compacter which will be used

only when the construction of the landfill has

been completed

A new tractor was also donated

Council committed itself to provide

receptacles to residents. Suppliers have so far

been identified.

To improve

collection of

refuse charges

Vandalism and abuse

of facilities.

Engaging residents and

emphasizing hygiene.

Introducing by-laws to

1 workshop for each of the 13 wards in

Norton to encourage community engagement

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from 30% to

80%.

Lack of exclusion for

defaulters on

payment of refuse

charges.

enforce payment of

refuse charges.

Introducing a small fee

for collectors of

recyclable or reusable

waste.

and support to service delivery

There was engagement of a debt collector on

defaulters and collection has improved to 42%

To educate

residents to be

aware of the

dangers of poor

management of

solid waste by

December 2014

Public awareness on

illegal dumps,

lack of awareness on

solid waste matters,

Negative attitude by

the public,

Uncollected refuse.

Conducting awareness

campaigns by both

Council staff and

Councilors.

Engaging EMA in carrying

out awareness

campaigns.

8 Clean up campaigns have been done so far

for the areas worst affected by solid waste.

Health promoters are providing continuous

education on dangers of bad waste

management practices

Roll out CSSD and GESI have helped

awareness on safe ways of solid waste

disposal. However a lot still needs to be done

as some trainings yet to be carried out

To introduce

solid waste by-

laws by 31

December 2014

By crafting anti-litter

and anti-dumping

legislation

No anti- litter by-laws,

fines and penalties.

Drafting of the refuse by laws has been done

awaiting to be lodged to the minister for

approval

Table 1: Sanitation/Sewage Strategic Actions

OBJECTIVES PROBLEMS CHALLENGES STRATEGIC ACTIONS Progress so far

To provide off site

infrastructure for new

developments by

December 2016.

The onsite infrastructure

was spilling raw sewage

onto Darwendale Dam

Engaging the regional and

international financial

institutions in smart

partnerships (PPPs)

There was a shift from the

original plan on the

realization that there was no

water to support sanitation

activities in Maridale. To this

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Engaging local and

international financial

institutions with bankable

project

end a decision was made to

rehabilitate the onsite

infrastructure through the

SELF project

To reduce the level of

pollution into the

environment from the red

to blue by December 2015.

Untreated sewage

flowing into the lake,

Pollution of surface and

underground water

sources,

debilitating fines/

penalties,

No trade waste

monitoring

Rehabilitating the treatment

plant.

Introducing trade waste

monitoring and testing.

Attending to blockages in

the minimum time possible.

Implementing planned

maintenance.

Introducing trade

waste/effluent by-laws

Rehabilitation of the Sewer

Treatment plant is in

progress. Electric motor and

pump have been refurbished.

Drying beds have been

constructed. The bio filter

was also repaired.

All reported blockages

assessed within 24hours and

repairs done at shortest

possible time.

To improve our sewage

billing system by 2014

Billing is not according to

water consumption,

Non-payment of sewer

charges

Reviewing the current

billing system

Engagement of citizens

Enforcement of by-laws

through bylaws.

Capacity building in billing

and finance still to be

conducted. However debt

collector has been engaged

and payment has improved

Water Strategic Actions

OBJECTIVES CHALLENGES STRATEGIC ACTIONS

To mobilise resources

for capital funding for

water treatment plant

Ageing infrastructure,

no water treatment

plant

Engaging development partners in

smart partnerships (PPPs)

NTC has budgeted for

water treatment plant

installation in 2015.

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and repairs of existing

infrastructure by June

2015 Inadequate plant and

equipment to support

water delivery

Approaching local and international

financial institutions with bankable

projects

However funds are still to

be sourced

GIZ has constructed a

water reservoir and water

kiosks to support water

delivery to residents of

Maridale and

Johannesburg

To increase revenue

collection from 30% to

50% by December 2016

Ineffective meter

reading

Non-working meters,

nonpayment of water

bills, water thefts

Prioritization in

payments

Improving on billing system and

effective meter reading through use

of data loggers

Installing water meters on all

properties

Instituting debt recovery methods

such as water disconnections and

other service withdrawal methods

Carrying out citizen engagement to

restore confidence

GIZ procured DMAs and

data loggers to improve

billing and meter reading.

It is hoped that CSSD

training to be rolled to all

the 13 ward of NTC will

contribute significantly to

an increase in revenue

collection and improved

service delivery

To increase water supply

by reducing water

losses from 45% to 20%

by December 2014

Erratic water supplies,

no control over supply

chain, water

distribution not

equitable, water

rationing

Repairing and maintain the existing

water distribution system

Introducing water by laws to

combat water thefts. Engaging City

of Harare to increase water

allocation to Norton to 10ML/day

Reducing downtime on water

leakages

GIZ has constructed a

reservoir tank and water

kiosks.

DMA meters installed and

assisting in

troubleshooting areas

with water loses.

Council is prioritising

repairs and maintenance

of water bursts.

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To introduce water

quality monitoring

system to improve the

quality of water by

December 2014

No proper water

quality testing,

groundwater

pollution, drinking

water quality poor,

pollution of surface

water sources

Having regular water testing

monitoring exercises targeting

house holds

Introducing post treatment at the

reservoirs after appropriate testing

Training in water quality

monitoring done and the

council has already

started implementing it.

Water testing kits have

been bought

To train and motivate

existing staff by

December 2014

To redeploy employees

to their areas of correct

specialisation by

December 2014

Low Staff welfare and

motivation,

commitment,

inadequate staff,

complacency

Establishing skills gap within

council in order to have appropriate

training

Remunerating staff appropriately

and timeously

Instilling a sense of responsibility

within council employees

Staff in department has

been attending various

workshops to motivate

them including

-CSSD(IWSD) GESI(WHH),

SanPHHE(IWSD)

- Gender (Gender Links(,

LEAP(EMA)

However Council still needs to improve on remuneration and redeployment of staff

4. Gender and Social InclusionProvide an overview of how your activities in the past year have addressed GeSI issues and have provided benefits to women, children and excluded social groups – ALL WASH not just SELF.

Max 1 page

People living with HIV and AIDS, people living with disability, orphans and vulnerable children,

widows, the elderly, the handicapped, parents of handicapped children, women and white

garment churches have been found as socially excluded people living in Norton. These groups

of people have been affected in one way or another by lack of recognition in planning, access to

services and being part of decision making.

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In October 2014, WHH facilitated the training for 25 participants drawn from all NTC

departments on Gender and Social Inclusion. Training of local leaders and community members

is still to be contacted To date each ward chose a GESI champion who was trained on their roles

and responsibilities. 13 GESI champions have been identified and trained. They are working

hand in hand with WASH champions and health promoters. Amongst the champions, half of

them are women. This capacitation in GESI issues has empowered Norton Town Council at all

levels. To this end designing of public facilities is incorporating GESI issues. Having seen the

need to recognize GESI issues in public buildings, NTC building inspectors are now being

encouraged to find ways of enforcing them when people come for approval of their plans and

when they move around inspecting stages of construction of these public buildings.

A number of benefits have been realized after GESI capacitation in Norton Town Council. During

the strategic plan development all the disadvantaged groups like elderly, disabled, chronically

ill, children and women were consulted and the current thrust is continue involving them. This

means that their voice now has a place in the communities in which they live. The GESI

champions are in the process of creating a database of all socially disadvantaged groups for the

purpose of incorporating them in all. GESI champions now often frequent council offices to

demand WASH services

5. SustainabilityDemonstrate how you are working towards ensuring that progress and achievements to date will be maintained in the future without reliance on external donor funding – ALL WASH not just SELF

Max 1 page

A bottom up approach was used to formulate the WASH strategic plan and through this

sustainability is ensured as participation of the beneficiaries was done. This initiative creates

ownership of projects as all actions will be addressing the concerns from residents. Capacity

building in Community Support to Service Delivery (CSSD) and various other trainings has

educated Norton residents to take ownership of WASH facilities and services through opening

up lines of communication between them and NTC. Peer education through champions is to

promote good behaviours and discouraging bad ones through roll out of the various trainings

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received. One of the issues being promoted is willingness to pay for services while vandalism of

WASH infrastructure is being greatly discouraged.

The strategic document is aligned to the ZIMASSET blue print document. This means that there

is high level of by in from policy makers. Through implementation of the WASH strategic plan,

Norton town Council will be committing itself to some of the tenets of ZIMASSET. In this regard

senior management is seriously implementing WASH strategic actions from budgeting to

monitoring and evaluation of its activities.

Promotion of the PPP concept is an important component of WASH sustainability in Norton.

Norton is planning to make sure private contractors are incorporated in relevant trainings that

benefit them and Norton residents in general. There are suppliers in Norton who are aware to

the rules and regulations of the state procurement board. This allows them to have contracts

with the council

Senior management has also appointed technical staff as WASH and GESI focal persons in

projected funded by donors. This creates sustainability as the focal persons will be at the

forefront of project implementation

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