The Chief Executive Officer
Association of Rural District Councils of Zimbabwe
Local Government House, 86 Selous Ave
P.O. Box BE411 Belvedere
Harare
Tel 04-797098/795561. 07776313705
Fax 04-732904
17 March 2021
Dear Sir
RE: PROPOSAL FOR INTEGRATED RESULTS BASED MANAGEMENT FOR ARDCZ NATIONAL EXECUTIVE COMMITTEE
AND THE GENERAL SECRETARIAT
I am pleased to submit my proposal detailed below in response to your advertisement for a Consultant to train ARDCZ
in Integrated Results Based Management.
First, my CV is a match for the role. I understand you need someone who is results focused, an effective communicator,
who learns and shares knowledge, who is committed to ARDCZ, a good team player and collaborator, someone who
applies expertise in the role to achieve ARDCZ objectives.
I possess the following functional competencies for the role; that is, expertise in Results Based Management training
and application, leadership, facilitating change and innovation, planning and organising, critical analysis, good
judgement and calculated decisionmaking. I am highly client and service oriented and am able to manage successfully.
I also have four strong attributes that I feel will help. These are an ability to adapt and learn quickly. You will not need
to waste your invaluable time monitoring my performance because I am reliable and trustworthy. I am someone who
has a proven record for achieving results. I am also a change agent with high leadership qualities to influence people
and organisational transformation. Added to that, my work has involved organising meetings, conducting Results
Based Management training programmes, participating in learning and knowledge sharing workshops and conferences
as well as preparing reports.
I have immense experience in solving problems. Since I am a problem solver, you can trust me to sort out any team
issues or problems before you get to know about them. I am also a strong communicator (upward, downward ad
outward), and I think carefully about what I say and what I write. Since in my work, I will be representing ARDCZ and
its brand in my communication style it is important that I get it right.
Finally, my previous work experience taught me to work hard and diligently under pressure to get the job done. I
strongly feel that my skills, experience and values match to the role and culture of ARDCZ since I am independent,
loyal, accountable, responsible, results focused, impartial, honest, gender sensitive and respect the diversity of
individuals and their views.
I can do the work you need me to do, and can deliver exceptional results and I will fit in seamlessly and get the job
done. I have a combination of consultancy requirements matching competencies that make me stand out. I believe
contracting me will not only make you look smart, but it will make your life easier too. I do not need micro-managing
or continual supervision and I can hit the ground running.
Yours sincerely
Rwakurumbira Munyaradzi
Cell No.: +263 773 487 108 Email Address: rwaku.munya@gmail.com
PROPOSAL FOR INTEGRATED RESULTS BASED MANAGEMENT TRAINING FOR
THE ASSOCIATION OF RURAL DISTRICT COUNCILS OF ZIMBABWE (ARDCZ)
Prepared and submitted by:
Rwakurumbira Munyaradzi
2 Chalfont Road, Avonlea, Harare, Zimbabwe
rwaku.munya@gmail.com
+263 773 487 108
ARDCZ BACKGROUND
The ARDCZ is a body corporate recognised by the Rural District Councils Act 29:13, which forms the legal
basis of rural self-governance in the country. It was established in July 1993 following the abolition of the
dual and racially based system of Rural Councils and District Councils that had formed Zimbabwe’s rural local
government system since before independence.
VISION
Sustainable Developmental Local Governance
MISSION
To advance and safeguard the rights, powers and duties enjoyed by the Rural District Councils and to
promote local government and its role in development and service provision.
OBJECTIVES
In pursuance of its mission, the Association of Rural District Councils of Zimbabwe (ARDCZ) acknowledges
the following broad objectives:
 Enhancing the role and status of Rural District Councils.
 Transforming local government in rural Zimbabwe to enable it to fulfil its developmental role.
 Ensuring the full participation of women in local government affairs.
 Strengthening the relevance of national policy affecting local government.
The ARDCZ also assumes responsibility for:
 Representing, promoting and protecting the rights and interests of Rural District Councils.
 Advocating for appropriate and supportive policies for sound local government practices
 Disseminating local government information and promoting education on rural local government
matters.
 Providing a forum for the sharing of experiences and lessons learned within the RDCs.
 Facilitating collaboration between and among members, government and any other body or
association having as its objectives the advancement of local government
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Scrutinizing actual and draft legislation affecting the constitution, scope, rights, duties, powers and
privileges of Rural District Councils and making such representations as may be deemed desirable.
Providing advisory and other services to Rural District Councils.
INTRODUCTION AND BACKGROUND
The Association of Rural District Councils of Zimbabwe conducted an Organisational Scan in 2020 to assess
its performance and capacity to deliver on its mandate as a representative body of Rural District Councils.
The Scan identified capacity gaps and proposed a number of recommendations to improve the performance
of the Association. One of the priority recommendations was adoption of the Integrated Results Based
Management (IRBM) already being used by membership (Rural District Councils) and some development
partners. The Association should therefore develop, deploy and actively monitor an organisational scorecard
for the Association that identifies and reports progress on, and achievement of, agreed KPI's and progress
indicators.
The IRBM system comprises Integrated Development Planning, Results Based Budgeting, Results Based
Monitoring and Evaluation, Results Based Personnel Performance, Results Based Management Information
Systems and e- Government.
The ARDCZ is constituted of Congress which is the supreme decision-making body represented by the 60
Rural District Council Chairpersons. Congress mandates a Board of Directors called the National Executive
Committee to oversee the operations of the Association. In turn, the NEC employs a Secretariat headed by
the Chief Executive Officer that is responsible of the day-to-day running of the Association.
The Secretariat is responsible for implementation of resolutions made by the National Executive Committee.
The Association is therefore seeking services of a consultant to facilitate training and adoption of the IRBM
as a management system of the Association as recommended by the Scan.
PURPOSE
Capacity building of the Association to adopt IRBM as a performance management tool.
OVERALL OBJECTIVE
To facilitate training of the National Executive Committee and Secretariat on IRBM as a performance
management tool and adoption of the same.
OUTCOME
A shared understanding and adoption of IRBM as a performance management tool for the Association by
the National Executive Committee and Secretariat to improve performance of the Association and
strengthen its capacities to deliver on its mandate.
METHODOLOGY
The Consultant should utilize various facilitation and training tools and strategies to train the Association
on IRBM as a performance management tool and laying a foundation for adoption of IRBM as management
system for both the National Executive Committee and Secretariat.
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OUTPUTS
-
-
A comprehensive understanding of IRBM system as performance management tool by the National
Executive and Secretariat.
an elaborate Action Plan and tools for the Association to adopt and implement IRBM as a
performance management system covering Integrated Development Planning, Results Based
Budgeting, Results Based Monitoring and Evaluation, Results Based Personnel Performance, Results
Based Management Information Systems and e- Government among others.
A Narrative Report detailing the training exercise other issues arising from the training.
TIME FRAME
The Consultancy should carry out the exercise and deliver all outputs by the date to be agreed upon which
will be specified in the Contract Agreement, Inception Report and detailed Workplan. The ideal period
should be within a period of 30 working days wherein the consultant will have time slots to adequately
cover the needs of the Association.
FEES
ARDCZ will pay a consultancy fee as agreed to between itself and the consultant in accordance with the
Contract signed and agreed to by both parties. A tentative proposal is provided under 4 in the detailed
proposal.
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DETAILED CONSULTANT PROPOSAL
1. UNDERSTANDING OF ASSIGNMENT
The Association of Rural District Council (ARDCZ) seeks the services of a consultant to train its National
Executive Committee (NEC) and the General Secretariat in Integrated Results Based Management (IRBM).
i.
Integrated Results Based Management (IRBM) has become a well-established management
strategy or tool for development-oriented organisations. Different organizations, donor agencies,
bilateral and multilateral agencies are using the Results Based Management (RBM) approach for
improving development results. They specifically focus RBM on defining, managing and
measuring results. Inputs, outputs, outcomes and impacts have become familiar chorus.
ii.
The IRBM approach cycle consists of three consecutive, continuous and interrelated stages: (1)
planning and budgeting; (2) implementation and monitoring; and (3) performance assessment
and reporting. Thus, at any given time, the organisation will be managing all three stages of the
process simultaneously: planning for the upcoming year, monitoring implementation of the
current year, learning from, and reporting on performance of the previous year.
iii.
In the above context, the ARDCZ (hereinafter, the Association) is committed to supporting the
Rural District Councils in Zimbabwe in their efforts to achieve socio-economic development while
promoting the highest standards of programme quality, accountability and transparency in a
sustainable manner. This involves optimizing performance management to ensure the effective
and efficient use of resources to achieve results. The proposed IRBM training operationalizes the
Association’s current and successive strategic plan and annual plans by providing a single
normative tool for planning, monitoring and measuring the organisation’s performance towards
achieving the strategic objectives.
iv.
Building on the Association programme results chain presents a more robust approach to
measuring performance. Responding to the call to increase support to Rural District Councils
implementing the 2030 Agenda for Sustainable Development, the Association is improving the
measurement of its programmes with more wide-ranging indicators. The IRBM system will also
include indicators to link the Association’s strategies to the Sustainable Development Goals
(SDGs) to better articulate its contribution to national goals. Finally, for greater transparency and
accountability, management performance and key performance indicators (KPIs) will be fully
integrated.
v.
Through IRBM, the Association’s performance management, approach will evolve from separate
strategic results and management results frameworks to a single Corporate Results Framework
(CRF). The premise is that management processes in various functional areas enable the
implementation of programmes.
vi.
The performance measurement approach embodied in the CRF will be a product of
methodological research, testing and consultation. Performance indicators will continue to be
refined as necessary to ensure that the CRF is supported by a comprehensive performance
measurement system meeting the highest standards of accountability and transparency. The
indicators and metrics will be developed as follows:
a. Measuring the programme results chain. Theories of change will be developed for key programme
areas to establish a standard causal relationship between programme interventions and strategic
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results. Theories of change provide a foundation for formulating the current CRF impact categories,
outcome categories, output categories, activity categories and indicators.
b. Measuring the Association programme contributions to the 2030 Agenda. Impact pathways
establishing the evidence to demonstrate the Association programme contributions to the SDGs will
be developed and operational frameworks will be tested on a continuous basis.
c. Measuring management support for programme implementation. Building on the approach
described in the Association’s plans historical data will be reviewed in consultation with the
Association Board and Management. Management performance indicators will be revised and
aligned with business processes that support the implementation of departmental budgets and work
and performance monitoring plans. An analysis of functional business processes will lead to the
selection of KPIs that give the Association’s management and employees a broader understanding of
the shared accountability of Membership and the Association’s Secretariat for the implementation
of performance agreements.
vii.
The CRF, together with the Strategic Plans, the Results Based Budget, Work and Performance
Monitoring Plans create a policy framework to enable the Association to respond to development
needs and support rural local authorities in their progress towards achieving the 2030 Agenda.
viii.
The CRF is one element of a holistic performance management cycle of planning, monitoring,
evaluation, reporting and learning. The ARDCZ Strategic Plan is translated into departmental
budgets in conjunction with and performance monitoring plans, which are aligned with national
priorities and operationalised through programmes, which are implemented through
partnerships. The design and monitoring of the departmental performance agreements will be
guided by the CRF, which presents the logic of the programme results chain, as well as mandatory
and recommended indicators for measuring performance. Resources will be linked to results
through departmental programme budgets that are in turn structured in line with the programme
results chain.
ix.
The roles and responsibilities for the implementation of the CRF will take the following
operational modalities. The Office of the Chief Executive Officer will provide normative guidance,
tools and training and ensure that approved changes are reflected in corporate systems to
facilitate data collection, and Departments will apply the new programme indicators in their log
frames and use them for monitoring and reporting programme results from 2021.
x.
On an annual basis, the Association’s strategy will operationalised through an annual corporate
work plan. Implementation will be captured through ongoing monitoring and reporting, which
generates evidence for decision-making and accountability.
xi.
Reporting on the implementation and performance of each department is to be done through
quarterly performance reports. Results are then aggregated and analysed in the corporate annual
performance report, which will be presented to the Board at its annual session each year. This
corporate reporting includes selected indicators for aggregation, and an analysis of the number
and duration of people assisted by beneficiary type and activities, in line with the focus areas and
strategic results in the Association’s Strategic Plan. The corporate reporting cycle will allow for an
annual review of organisation-wide performance and the tracking of trends from year-to-year
over the life of each Strategic Plan. The accountability picture will be completed by the
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Association’s strategic and policy evaluations, thematic audits and mandatory departmental
evaluations to ensure learning and adjustment.
xii.
A Change Management Toolkit and M&E Framework will supplement the performance
management cycle, which will provide a wide range of review and evaluation instruments for
ensuring quality programmes based on risk awareness and mitigation, and regular critical
reflection on design principles, implementation and results.
xiii.
The Association is a party to national and inter-agency agreements that are aimed at facilitating
coordinating and advancing the implementation of the 2030 Agenda. The CRF will be aimed at
further enforcing the Association’s commitment to playing a significant role in the overall United
Nations effort to support the achievement of national SDG targets.
xiv.
The CRF will be a normative framework and the primary tool for guiding the Association and its
structures in monitoring and measuring whether interventions are achieving intended outputs,
outcomes, impacts and crosscutting priorities (accountability to affected populations, protection,
gender and environment).
xv.
The Association Strategic Plan and Integrated Departmental Performance Agreements will
introduce new areas and long-term integrated approaches to programming. Monitoring must
adequately capture the results of the Association’s increasingly changing programming. The CRF
will build on experience and learning thus far to refine methodologies and indicators and
introduces flexibility that allows impacts and outcomes to be captured more accurately, where
results may be multi-faceted and crosscutting.
xvi.
The measurement of the Association’s programme performance is built around seven Key Results
Areas and ten strategic goals based on SDGs 1-17 with particular focus on SDGs 1,2,3,5,6, 14, 16
and 17. Annual strategic objectives will be formulated and are envisaged to be achieved through
strategic results to be pursued at the departmental level based on a set of the Association’s
strategic impacts and outcomes generated by the organisation’s outputs. Strategic impacts
describe the positive long-term society-wide consequences while Strategic outcomes describe
the short- to medium-term effects of The Association programmes that contribute to the
achievement of bi-national SDG targets and the strategic results.
xvii.
Strategic impacts and outcomes, describe the people and entities that will benefit from the
impacts and outcomes, the geographic scope of the impacts and outcomes, which are the result
sought, and the foreseen timeframe for achieving them. Strategic impacts and outcomes reflect
the goals or targets implied or established in the Association’s successive Strategic Plans
xviii.
Through the alignment of strategic impacts, outcomes, outputs and activity categories and the
new results budget structure, the Association will be able to view and analyse performance
information and expenditure data within and across the various categories, analysing the results
achieved in relation to the resources invested. The Association will be able to aggregate data
across several councils and demonstrate performance provincially and nationally. The results
based budget structure and the CRF will permit all programme resources to be tracked from
planning, through to monitoring, evaluation and reporting.
xix.
Impact and outcome categories will be classified in one of three ways, indicating the level at
which they are targeted and thus the level through which the Association contributes to achieving
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jointly determined strategic results at individual/household; community; and public- and privatesector systems and institutions. At the departmental levels results chain is fully aligned with the
corporate strategic plan.
xx.
Since the IRBM package is big and takes long to achieve, it is recommended that the ARDCZ take
a phased approach to the adoption and Implementation of IRBM. This proposal focusses on the
(1) Integrated Development Planning and Results Budgeting, and (2) Work and Performance
Monitoring Planning for the year 2021. Although in-built, other components, that is, (3)
Monitoring and Evaluation, and (4) Performance Appraisal will be rolled out in depth in
subsequent years.
2. PURPOSE OF TRAINING AND DETAILED METHODOLOGY
2.1.
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



PURPOSE OF TRAINING
To capacitate ARDCZ National Executive and General Secretariat members to adopt, understand and
apply current practices in IRBM
To demonstrate how to realise the potential for IRBM
To design an approach for IRBM involving all stakeholders of ARDCZ
To enable ARDCZ to control programmes, projects and routine work as well as measure outcomes and
impact
To enable ARDCZ teams and individuals to apply IRBM in their respective activities and tasks
2.2.
DETAILED METHODOLOGY
Prior to conducting the training, I will review ARDCZ’s operating procedures and documents to familiarise
myself with the culture, vision, mission, values and organisational thrust and aspirations. This will involve
both interactions and desk research.
The training will be run in workshop styles with a high degree of participant involvement. I will use various
and complementary methods that include power point and video, presentations, group work, discussions,
and case studies guided by the principle of participatory approaches to learning and sharing. The workshops
will be conducted over a period of 2 days for NEC members and 5 days for the General Secretariat. Group
work will be interspersed with input sessions. Adult learning methodologies (andragogy) will be employed
and participants will not be passive. Debate and discussions will be encouraged.
My role as a facilitator is to create an environment where everyone can quickly move from 'business as usual'
thinking to work together on the future of the Association. While I will be sharing my own experiences on
RBM with participants, I will not claim or pretend to have all the answers. Under my guidance, the
participants will also be able to learn from and share with each other.
My process is well structured and together we will create a dynamic agenda designed to engage every
participant while we address the complexities in the Association’s business operations.
Technological toolkits and samples of completed Corporate Agreements/ Performance Contracts, Work and
Performance Monitoring Plans and Performance Reports be suitable for various departments and employee
levels will be availed for use by the participants.
2.2.1. OUTLINE OF TRAINING CONTENTS FOR NATIONAL EXECUTIVE COMMITTEE MEMBERS
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1
2
3
4
5
Self Leadership and Change Management
IRBM Essentials and Beyond
Introducing the Basics of IRBM: Theory, Concepts and Tools
Overview of Results Chain and Logframe
Developing your Theory of Change Narrative
Introduction to the Theory of Change
How to write a Theory of Change Narrative
Identifying Assumptions in your TOC Narrative
Overview of Integrated Development Planning (Planning for Results)
Overview of Results Based Budgeting and Corporate Results Framework)
Overview of Work and Performance Monitoring Planning
Overview of Monitoring and Evaluation
Overview of Performance Appraisal
Results based Reporting
The Essentials of Results-Based Reporting
From Activities to Results
Interactive Dashboards
Preparing and Telling your Performance Story
Developing your IRBM Action Plan for after you leave the workshop
2.2.2. OUTLINE OF TRAINING CONTENTS FOR ARDCZ GENERAL SECRETARIAT
MODULE 1: UNDERSTANDING
RESULTS BASED MANAGEMENT
INTEGRATED
Change Management, Leadership, Culture and
Systems
Overview and Context of 1RBM
Definition of IRBM
Concepts and Principles
IRBM Process and Characteristics
Setting the Vision
MODULE 2: INTEGRATED RESULTS BASED
Developing the Theory of Change
MANAGEMENT IN THE PLANNING PHASE
Results Framework: Defining and Formulating
Results Within the Theory of Change
Attribution, Contribution, And Accountability
Translating the Theory of Change into A Log Frame
Inputs and Activities: Resources Delivered Through
Specific Actions
Deliverables, Goods and Services: Project and
Program Outputs
Changes in Behaviours and Practices : Outcomes
Changes in Benefits and/or Life Conditions: Impacts
Performance Indicators
Means of Verification
Baseline and Targets
Cause and Effect Analysis
MODULE 3: OPERATIONALISING INTEGRATED
Situational, Clients’ Needs and Problem Analysis
RESULTS BASED MANAGEMENT
Stakeholder Analysis
Logical Framework
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MODULE 4:
FRAMEWORK
MODULE 5:
EVALUATION
OVERVIEW
2.3.
Understanding the Strategic Plan and your relative
KRAS, SMART Goals including relevant SDGs
Managing
Stakeholder
Engagement
and
Expectations
The Planning Exercise: A Thorough Understanding
of the Needs and Problems
Route Cause Analysis to Identify and define Needs,
Problems, Issues and Gap Analysis
Finalising the Deliverables
Creating a Set of Positive Results
Results Based Programming
PERFORMANCE MANAGEMENT
Results Based Costing and Budgeting
Results Based Reporting
Integrated Participatory Monitoring and Evaluation
Identifying Risks
Analysis of Risk Impact
Mitigation Strategies
Monitoring Risks
Monitoring for Results
RESULTS BASED MONITORING,
Establishing Results Based Performance Monitoring
AND PERFORMANCE APPRAISAL
Framework
Performance Appraisal/Assessment
Lessons Learned
Uses of Evaluation
Principles, Norms and Standards for Evaluation
Roles and Responsibilities in Evaluation
Requirements for Program Teams
Steps in the Evaluation Process
Avoiding the Pitfalls of RBM
Course Summary and Team Exercise
VALUE PROPOSAL
2.3.1. DELIVEBERABLES
Output
NEC and General Secretariat
understanding and use of IRBM
Means of Verification
demonstrate Training Report
IRBM budgets and plans produced by members of
the General Secretariat
IRBM implementation action plan
Document
ARDCZ Corporate Results Framework and Results Document
Based Budget
ARDCZ Departmental Integrated Performance Documents
Agreements
ARDCZ Departmental Work and Performance Documents
Monitoring Plans
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ARDCZ
Individual Work and Performance Documents
Monitoring Plans
A Narrative Report detailing the training exercise Report
other issues arising from the training.
2.3.2. ORGANISATIONAL BENEFITS
The training in IRBM aims to benefit ARDCZ in the following ways:


Address any resistance to using IRBM by studying its benefits
Improve the understanding of the principles, norms, standards, processes, and responsibilities
governing planning, budgeting, monitoring, evaluation and learning
Conquer the pitfalls of project plans that delay and burden projects
Develop more efficient methods of controlling cost and outcomes
Guide ARDCZ teams to showcase the results of their ongoing planning and reporting activities

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2.3.3. PERSONAL BENEFITS
Individuals who participate in this IRBM training can gain from it in the following ways:


Learn the importance of IRBM for planning and budgeting to achieve desired results
Help their teams to focus on the issues that deliver the maximum results to their on-going planning
activities
Overcome the resistance from stakeholders by enabling solid evidence that secures their funding
Improve the communication skills that win over important stakeholder buy-in to improve their
expectations to gain their power of influence
Reduce the risks of carrying forth long projects that could lead to disappointing results and possible
failure
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3. CONSULTANT PROFILE AND CAPABILITY STATEMENT
Rwakurumbira Munyaradzi is a Results Based Management (RBM) training specialist with 16 years of
experience in IRBM training, development of results monitoring and tracking frameworks, indicators and
clear language reporting formats, logic models, understandable and actionable theories of change, and
workable results indicators to communicate results and lessons learned. I have also undertaken Results
Based Strategic Planning for various entities.
Below is a list of selected organisations for whom I conducted IRBM training.
1
2
3
4
5
6
7
2005 - 2013
Government of Zimbabwe –Civil Servants from Ministries, Departments and
Agencies
2011
Zimbabwe Women Resource Network and Centre
2011
Training of Trainers on RBM – Local Authorities Staff
2011
Training of Trainers on RBM – Ministry of Public Service
2012
Training of Trainers for Harare City Council as well as Councillors and Senior
Staff
2012
Zvimba Rural District Council
2013/2014/16/17 Postal and Telecommunications Regulatory of Zimbabwe Senior Staff
10
8
9
10
11
12
13
14
15
16
17
18
19
20
2013
2013
2013
2013
2013
2013
2014
2014
2014
2014
2016
2017 & 2021
2019
NetOne
Zimbabwe National Water Association
Civil Aviation Authority of Zimbabwe
National Handling Services
Small to Medium Enterprise Development Corporation
State Enterprises Restructuring Agency
Zimbabwe Posts
Zimbabwe National Roads Administration
Grain Marketing Board
Nenjy-Nyamapfene Law Practice
Postal and Telecommunications Regulatory Authority of Zimbabwe Junior Staff
Urban Councils Association of Zimbabwe
Zambezi River Authority
4. ACTIVITIES AND FEES
Task
Preparatory
work:
Roadmapping,
Contract
signing, Desk research,
preparation of training
materials and Inception
Report
Training workshop for NEC
Training workshop for
General (Corporate Results
Framework, Departmental
Integrated
Performance
Agreements, Departmental
and Individual Work and
Performance
Monitoring
Plans)
Handholding and validation
of
Corporate
Results
Framework, Departmental
Integrated
Performance
Agreements, Departmental
and Individual Work and
Performance
Monitoring
Plans
Consultancy Report writing
and submission
ARDCZ
Change
Management Toolkit
TOTAL
Duration
4 days
Cost (USD)
800
2 days
5 days
400
1000
5 days
1000
2 days
400
-
-
18 days
3 600
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