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ZIMBABWE

TRADE AND MANUFACTURING SECTOR STRATEGIC PLAN FOR STATISTICS

2011-2015

MINISTRY OF INDUSTRY AND COMMERCE

13th FloorMukwati BuildingCorner Livingstone/Fourth StreetHararePhone 04-702731e-mail: miit@indandcom.co.zwWebsite: www.miit.gov.zw

www.zimstats.co.zw

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TABLE OF CONTENTS

ACRONYMS 3FOREWORD 41. BACKGROUND 61.1 The national development framework 61.2 Mandate and functions of the Sector 61.3 Significance of Trade and Manufacturing Statistics 61.4 Process of developing the MSSP 72. SITUATIONAL ANALYSIS 82.1 Stakeholder analysis 82.2 Statistical advocacy 92.3 Organisational development and management 92.4 Data development 92.5 SWOT analysis 122.6 Major challenges 122.7 Gap analysis 133. STRATEGIC FRAMEWORK 143.1 Vision 143.2 Mission 143.3 Core values 143.4 Strategic Goals, Strategies and Actions 144. IMPLEMENTATION PLAN 174.1 Implementation mechanisms 174.2 Monitoring and evaluation, and Reporting 174.3 Capacity Building Initiatives 184.4 Financing Plan 18Annex A. Data production system 19ANNEX B: Budget 2011-2015 (present by activity/year) 20Annex C: Capacity building programme 1

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ACRONYMS

CCZ Consumer Council of ZimbabweCTC Competition and Tariff CommissionCZI Confederation of Zimbabwe Industries DEVINFO Development InformationECGCZ Export Credit Guarantee Corporation of Zimbabwe EMCOZ Employers Confederation of ZimbabweICT Information Communication and TechnologyM&E Monitoring and evaluationMoEPIP Ministry of Economic Planning and Investment PromotionMoIC Ministry of Industry and Commerce MoRIIC Ministry of Regional Integration and International CooperationMoSE Ministry of State Enterprises MoSMECD Ministry of Small and Medium Enterprise and Cooperative

DevelopmentMoYDIE Ministry of Youth Development, Indigenisation and

Empowerment MPSLSW Ministry of Public Service, Labour and Social WelfareMTP Medium Term PlanNGOs Non Governmental OrganisationsNSDS National Strategy for Development of Statistics RBZ Reserve Bank of ZimbabweRoC Registrar of Companies SAZ Standards Association of Zimbabwe SPSS Statistical Package for Social SciencesSMEs Small and Medium EnterprisesSTERP Short Term Emergency Recovery ProgrammeSWOT Strengths Weaknesses Opportunities and ThreatsTMSSCC Trade and Manufacturing Sector Statistics Coordinating

CommitteeZCTU Zimbabwe Congress of Trade UnionZFTU Zimbabwe Federation of Trade UnionZIA Zimbabwe Investment Authority ZIMRA Zimbabwe Revenue AuthorityZIMSTAT Zimbabwe National Statistical AgencyZNCC Zimbabwe National Chamber of CommerceZSE Zimbabwe Stock Exchange

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FOREWORD

The trade and manufacturing sector plays an important role in the economy of Zimbabwe. The sector contributes significantly to gross domestic output, export earnings and employment. It is well diversified and has strong linkages with other sectors of the economy particularly, agriculture, mining, services and construction.

In response to the favourable and stable political and economic environment, the economy is recording positive growth with about 4.7% recorded in 2009. With tariffreductions and the region moving towards a free market and the 2014 target of a customs union and free movement of factors of production fast approaching, it is essential that empirical evidence of the benefits that such measures bring be quantified.

The Ministry of Industry and Commerce is mandated to create a vibrant self-sustaining and competitive economy through promotion of viable industrial and commercial sectors as well as increasing domestic and international trade.

In order to realize the above mandate, it is necessary to generate evidence based and reliable trade and manufacturing statistics for the formulation, implementation and review of trade and industrial policies for sustainable industrial and commercial growth. This strategic plan provides an integrated framework for strengthening statistical capacity of all stakeholders within the trade and manufacturing sector.

The TMSSCC appreciates the efforts and input of all those who participated in the formulation of this strategic plan, particularly, the Research Branch in the Ministry of industry and commerce, Management and staff of ZIMSTAT as well as local and international consultants. We also acknowledge contributions from all stakeholder institutions within the trade and manufacturing sector particularly ZIMTRADE, CZI, ZNCC, and Ministry of Small and Medium Enterprises and Cooperative Development. We are most grateful to ZIMSTAT for spearheading the development of the NSDS.

It is hoped that this effort will contribute to the production of relevant, timely, accurate and accessible statistics for the benefit of all the users.

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A. Shonhiwa (Mrs)SECRETARY FOR INDUSTRY AND COMMERCE Executive Summary

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BACKGROUND1.

1.1 The national development framework

The trade and manufacturing sector is key to the economic development of Zimbabwe. The STERP recognises the role that the sector plays in stimulating economic growth and job creation through the development of micro, small and medium Enterprises. The STERP lays down the targets that the economy should achieve in the medium term.

This Strategic Plan for statistics complements the efforts of the STERP & MTP by presenting the various statistics and indicators in the trade and manufacturing sector that are useful not only in measuring progress in attaining goals and targets but in formulating appropriate government policies and programmes.

1.2 Mandate and functions of the SectorThe Ministry of Industry and Commerce is mandated to create a vibrant self-sustaining and competitive economy through promotion of viable industrial and commercial sectors as well as increasing domestic and international trade.

The functions of the sector include:Formulating and implementing industrialization policies and strategies to create conducive environment for industrial and commercial growthFormulating, implementing and reviewing trade policiesPromoting, maintaining and expanding mutually advantageous trade and trade relations with foreign countries and businessesDeveloping and promoting profitable domestic and international trade Developing and implementing strategies to promote consumer protection

1.3 Significance of Trade and Manufacturing Statistics

The Trade and Manufacturing sectors recognize the need to produce quality statistics, in order to better (i) define and measure development outcomes, (ii) identify development issues, (iii) inform policy design and debate and (iv) facilitate planning, implementation, monitoring and measuring the impact of development interventions in the sector. Indeed, Policy makers engaged in planning, implementation and management of the manufacturing sector need quality statistics and comprehensive information on performance of the sector in relation to countries in the region. It is essential to measure the percentage contribution of the sector to the gross domestic output, export earnings and employment. The sector supports evidence-based decision making by

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producing measurable outputs to inform the government and stakeholders in policy formulation and trade negotiation for:

Economic growthEmployment creationPoverty eradicationMarket analysis toolsSector Industrial development

1.4 Process of developing the MSSP

The Sector embarked on the design of the strategy with technical assistance from the ZIMSTAT under the NSDS initiative. The existing ZIMDAT committee was transformed and assigned the responsibility of developing a Strategic Plan for Strengthening Statistics in the Sector. This SSPS is a product of a series of consultative/participatory processes. Specifically, development of this SSPS has undergone the following processes and steps:

Introduction to the NSDS and SSPS concepts, by ZIMSTAT. This was done through a)a number of workshops involving key selected sector Chairpersons across the ZSS.

Mobilization and sensitization of top and senior staff of the Sub sector was b)undertaken by ZIMSTAT.

Regular briefing/feedback meetings with top management for guidance and c)increased ownership of the SSPS.

The Trade and Manufacturing Sector Statistics Coordinating Committee (TMSSCC) comprises of representatives from key stakeholders in the manufacturing, and the domestic and international trade. It is one of the building blocks of the National Strategy for Development of Statistics (NSDS). The Ministry of Industry and Commerce co-chairs the TMSSCC with the Confederation of Zimbabwe Industries (CZI).

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2. SITUATIONAL ANALYSIS

This section provides a situational analysis of the Zimbabwe’s trade and manufacturing sector statistical system highlighting the stakeholder analysis statistical advocacy, organizational development and management, the status for data production, storage and dissemination; and an indication of the quality of data produced.

2.1 Stakeholder analysis

The trade and manufacturing sector recognises the key actors in the production and use of manufacturing statistics and indicators. The key data producers and users are highlighted below;

Data producersa.Ministry of Industry and Commerce (MoIC) –(Co- chair)•Confederation of Zimbabwe Industries (CZI) –(Co Chair)•Ministry of Small and Medium Enterprise and Cooperative Development •(MoSMECD)Ministry of Youth Development, Indigenisation and Empowerment (MoYDIE)•Ministry of Regional Integration and International Cooperation•Competition and Tariff Commission•Registrar of Companies (RoC)•ZIMRA•RBZ•ZIMTRADE•Zimbabwe Investment Authority (ZIA)•Zimbabwe National Chamber of Commerce(ZNCC)•Export Credit Guarantee Corporation of Zimbabwe (ECGCZ)•Zimbabwe Stock Exchange (ZSE)•

Data usersb.Users of manufacturing sector data include, among others;Investors (local and foreign)•Students•Policy makers •Researchers•Business community•Civic organisations•Ministry of State Enterprises (MoSE)•ZCTU and ZFTU•

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Standards Association of Zimbabwe (SAZ)•Consumer Council of Zimbabwe•EMCOZ•

2.2 Statistical advocacy

Statistical advocacy in the sector is conducted in the following ways;Breakfast meetings with stakeholders Trade promotion events both local and international (public and private sectors) e.g. trade expos, exhibitions.Publications e.g. CZI

2.3 Organisational development and management

The statistical function lies in the MoIC research unit which currently undertakes ad hoc research as required by management. CZI on the other hand has a statistical unit which advocates for ZIMSTAT data collection through mail and meetings with its members. The statistical unit in ZIMTRADE is responsible for dissemination only.

Currently there is neither defined consultation nor coordination with key producers and users.

2.3.1 Financial outlay

Currently there is no specific budget for statistical production in the sector.

2.3.2 Physical and IT infrastructure

Office space is available but there are no computers and internet facilities that are specifically allocated to the statistical unit. Computers shared at a ratio of 1:10

2.3.3 Human Resource outlay

MoIC has a staff complement of 12 economists in the statistical unit. The personnelcurrently involved in other duties and ad hoc statistical work due to capacity constraints in the statistics section.

2.4 Data development

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Data production plans are available but there is no implementation due to resource

constraints. Data sources include primary (field surveys) and secondary (newspapers,

bulletins, journals and data from other organisations). The last manufacturing sector

annual report was for 2009 but had data gaps.

2.4.1 Types of data

The sector produces data on List of companies by industrial activity; Product, quantity and value of goods produced by each company; Sub Sector-specific Capacity utilisation in ma List of inputs manufacturing industry; Employment levels by industrial activity; List of inputs; Distressed and ailing companies; List of closed companies; export/import data; Company shareholding; capital base; and annual turnover. Data on list of companies by industrial activity is constructed by consolidating information from the various companies. Generally, data on value of goods is considered confidential and it is inaccessible. Data from ailing companies is inaccurate. The Sub Sector-specific capacity utilisation in manufacturing industry is supposed to be produced quarterly but it is now annual due to resource constraints. Data on closed companies is also collected although some companies are closed in disguise.

2.4.2 Data priorities

Determination and prioritisation of data requirements in the sector is based onData user requestsRecommendations from Data User/ Producer workshopsData User assessments/evaluationsSituational analysis

2.4.3 Data sources

Table 1 below presents data generated by the sector, data sources and the frequency of production.

Table 1 Data and Source

Data Collected Data Sources

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List of companies by industrial activity Registrar of Companies,CZI, ZIMTRADEZNCC

Product, quantity and value of goods produced by each company

MoIC Field surveys, ZNCC directory, CZI, ZIMTRADE

Sub Sector-specific Capacity utilisation in manufacturing industry

MoIC field surveys, CZI

Employment levels by industrial activity MoIC Field Surveys, ZNCC, CZI, EMCOZ

List of inputs MoIC Field Surveys, CZIDistressed and ailing companies Field Surveys, CZIClosed companies Field surveys, CZIImport/export data ZIMTRADE, Reserve Bank Of

Zimbabwe Statistics, Zimbabwe Revenue Authority

Company shareholding CZI, MoYDIENew Companies ZIA, RoCCapital Base MoSMECDAnnual turnover MoSMECD

2.4.4 Data Quality

There has been no deliberate effort to assess quality of data or statistics generated in the sector. A detailed assessment of the quality of existing data in the sector data was done for; relevance, accuracy, completeness, consistency, reliability, and timeliness based on 5 score rating as provided in table 2 below. The ranking adopted is 1 -5 (1 for worst attribute and 5 for excellent)

TABLE 2 Data Quality Assessment

VARIABLE

RATING

COMMENTS

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Relevance

Accuracy

Completeness

Consistency

Timeliness

Data Gaps

List of companies by industrial activity

Type, quantity and value of goods produced by each company

Capacity utilisation by industrial activity

Employment levels by industrial activity

3

5

5

4

4

2

3

4

1

2

3

1

2

2

2

2

1

1

1

1

SMEs not captured

Does not capture production bySMEs

Some information is regarded as confidential

List needs to be updated

Values of goods were affected by dollarisation

Distressed and ailing companies 5 322 1

Closed companies 4 3 2 1 1 Industrial Demography

2.5 SWOT analysis

The trade and manufacturing sector statistics system is characterized by and associated

with the following Strengths, Weaknesses, Opportunities and Threats.

StrengthsCompetent personnelSpacious office space

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WeaknessesUnequipped officesDemotivated workforceLack of skills in statistical packages Ignorance on international data classificationLack of appreciation of statistics by policy makers and top managementLack of specific financial allocation for statistical programmes in the sector budgetOutdated record from the Registrar of Companies Absence of coordination mechanisms

OpportunitiesCensus and Statistics Act (Chapter 10:29)Useful statistical packages e.g. DEVINFO latest version, SPSS latest versionFormation of Trade and Manufacturing Sector Statistics Committee

ThreatsNegative perception by data suppliers/RespondentsUse of mirror dataDecisions based on inaccurate informationDynamism of IT software

2.6 Major challengesInadequate resources e.g. ICT equipment, both hardware and softwareInadequate internet connectivityInadequate financial resources e.g. for trainingLack of transport dedicated to statistical workLow response for economic surveys due to negative perception, and, Lack of coordination mechanism for data collection, collaboration and administration.

2.7 Gap analysis

Major gaps exist in the following areas:

Skills gap: The Sector has qualified personnel but they lack;(a)professionel training on statistical analysis and research methods, andspecialists dedicated to IT

Resource gaps; The sector is faced with constraints in terms of the following (b)

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resources;Financial, and Hardware (desk computers and laptops) and software.

Data Gaps(c)Inconsistency in data collection has created unmet user needs. The existing a.data gaps include; (Add specific data).

Thematic Areas

The coordination of trade and manufacturing statistics data collection and processing 1.for the convenience of users.The development of a comprehensive, integrated and up to date central database in 2.MoIC linked to local, regional and international stakeholders.Alignment of national codes, concepts and definitions to international standards.3.Statistical Capacity building for the sector.4.

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STRATEGIC FRAMEWORK3.

In order to make Zimbabwe’s Trade and Manufacturing statistics more responsive to the emerging and changing needs of data users and stakeholders and to recent developments in the economic and social structures, the following strategic framework would be employed.

3.1 Vision

To be a World class provider of Trade and Manufacturing statistics.

3.2 Mission

To provide relevant, and high quality Trade and Manufacturing statistics for policy formulation, decision making and research.

3.3 Core values

In discharging its roles and responsibilities, the sector will be guided by the following core values:

IntegrityProfessionalism and IndependenceConfidentialityTransparency and AccountabilityCustomer satisfaction.

3.4 Strategic Goals, Strategies and Actions

The framework is guided by 4 strategic goals namely;

SG1. To promote Statistical literacy, awareness and satisfy user needs.

SG2. To strengthen the Coordination and Management of Trade and Manufacturing Sector

Statistics.

SG3. To improve the Statistical development and management of Sector Statistics

SG4. To build capacity for statistical development

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Table 3: Strategic Goals, Strategies and Initiatives

Strategic goals Strategies Initiatives/Actions

SG1.To promote Statistical literacy, awareness and satisfy user needs.

Issue:There is limited statistical awareness and inadequate attention to appreciation of trade and manufacturing statistics by policy makers and decision makers at different levels and across society. To address this challenge, the sector will extensively make a general case for statistics as a necessary requirement for policy formulation decision-making in the economy.

Improving awareness about the importance and relevance of statistics in society with emphasis on timely provision of statistics.

Promoting the use of statistics.

Carry out awareness a.campaigns targeting policy and decision makers

Conduct User training for b.increase use and demand of sector statistics

Under take user inquiries to c.assess priority needs.

Undertake Membership d.advocacy

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SG2. To strengthen the Coordination and Management of Trade and Manufacturing Sector Statistics

Issue:There is a general lack of coordination mechanisms for data collection, collaboration and administration in the sector.Similar and often incomplete information is found in different places.

Improving harmonization of data collection, analysis

Establishing coordination and collaboration mechanisms.

Developing statistics regular work plans.

Developing a statistics financing strategy.

Constitute and operationalise the manufacturing Sector Statistics CommitteeDevelop and ensure adherence to set standards (definitions, methodology) among the key producersMonitoring and evaluation Institutional development.Lobby for increase in treasury support.Alliances, partnerships and sponsorships (banks, private sector, donors).Lobby government to secure financial support.Information dissemination, Retrieval and storageManagement of resources and processesMonitoring and Evaluation of statistical programmesContribute to the user/ producer symposiumContribute to the statistical concepts and definitions

Strategic Goals Strategies Initiatives/Actions

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SG3. To improve the Statistical development and management of Sector Statistics

Issue:

The existing data systems, statistics, and indicators to support more effective development planning and policy formulation to address emerging information requirements are inadequate.

Improving the generation of trade and manufacturing statistics and address relevant issues

Minimizing risks associated with data collection and associated activities

Maintaining the production of quality data

Disseminating trade and manufacturing statistics

providing statistics for new and emerging needs

Collect, collate, process and validate trade and manufacturing data.

Document the systems and procedures currently being followed in the generation of trade and manufacturing statistics.

Accreditation of data suppliers.Review and update existing data/statistics e.g. Registrar of companies.

Continuously assess quality of all Statistical Information.

Develop a dissemination strategy

Produce regular statistical publication for the sector.

SG4. To build statistical Capacity for statistics production

Issue:The Sub sectors lack IT equipment and related software. there is inadequate capacity to handle statistics related activities including statistical analysis and research methods, andIT for statistics.

Enhancing human resource capacity for data production Improving compatibility of supporting technologiesImproving IT infrastructure for better management of statistics Improving storage, accessibility of statistics

Train personnel in data compilation, analysis and reporting. Train personnel in monitoring and evaluationContinuously train in modern ITProcure equipment Computers and laptops and toolsAcquire modern softwareConduct User training Participate in national and international statistical platforms and foraEstablish connectivity (Develop databases)

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IMPLEMENTATION PLAN4.

4.1 Implementation mechanisms

Implementation of the strategic plan is a major step in trying to expedite the Plan overthe 5 year (2011-2015) period as presented in Annex C. The TMSSCC and ZIMSTAT shall play a critical role in implementing the strategic plan. The sector will organise regular Technical Committee meetings, workshops and trainings. The sector shall establish the secretariat for the sector committee. The Implementing Unit will be responsible for raising funds and promoting the development of the TMSSCC.

It is important that key stakeholders who have close affinity with the sector are briefed in order to amass their support. It is expected that NSDS committee shall conduct regular meetings to discuss performance and new development in the sector. It will also organise annual high profile stakeholders’ conferences including the launch, and subsequent workshop to share progress and contribute to future plans. The ZIMSTAT Board shall oversee the implementation of the strategic plan.

Monitoring and evaluation, and Reporting4.2

4.2.1 Monitoring

Monitoring and evaluation will be part of the sector implementation arrangements. Each and every objective and activity will be monitored. Feedback will be used to check on progress to improve the implementation processes. The following steps and tasks will be undertaken and implemented by all those involved to standardize the process:

Identify the main areas that need to be monitored and evaluated. This will cover all the strategic objectives and activities under the sectoral plans.Operationalise the M&E framework which includes work programs, the log frame (timeline of activity implementation, measurable indicators, outputs, assumptions).

4.2.2 Evaluation

Evaluation of the plan shall take place after three years (Mid term evaluation) and subsequently after five years. The timing of these evaluations will be synchronised with

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other strategic reviews (e.g. review of NSDS or government Medium Term Plan).

4.2.3 Reporting

The sector shall produce and submit regular progress reports derived from a synthesis of reports from the sub sectors and submitted to the NSDS Secretariat. The reporting mechanism may be quarterly, bi-Annual and Annual basis as agreed by the various sub sectors and ZIMSTAT as NSDS coordinator.

4.3 Capacity Building Initiatives

The strategic plan highlights some capacity gaps within the sector. It is critical that some quick capacity building interventions are implemented in the interest of facilitating the implementation of the strategic plan including; funding, database development and providing supporting infrastructure. There is also need to constantly train staff to close capacity gaps in light of skills flight. Details of the capacity development programme arehighlighted in Annex A.

4.4 Financing Plan

The Trade and Manufacturing Sector Strategic Plan for Statistics (MSSPs) will be financed by Government. Allocation of funds will be based on prioritised statistical and capacity needs. The budget was prepared by costing individual activities of the sector. The budgets cover the period of the NSS Strategic Plan (2011 to 2015). The comprehensive sector budget is presented in (Annex C).

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Annex A. Data production system

ACTIVITY(extract from strategic framework)

OUTPUTS/ACTION FREQUENCY

ORGANISATIONS INVOLVED

OUTPUT MEASUREMENT

Internal and External trade statistics, compilation

value and quantity of imports and exports by commodity, tariff codes and source country, company profile(exporter/importer) ,trade indices

Quarterly and annually for external trade statistics

MoIC, ZIMRA, RBZ,ZIMTRADE

Quarterly and annual trade statistics

Balance of Payments

Balance of capital and current accounts with rest of world

Annual RBZ, ZIMTRADE ZIMRA,ZIA,MOIC

Annual BOP Report

National Accounts compilations/

GDP and GNP figures in nominal and real terms

Annual MoIC, CZI, ZNCC, MoEPIP, MoSMECD,

Report

Company demography

list of companies by industrial activity, list of closed and ailing companies, new companies, Company shareholding

Annual MoIC, RoC, CZI, ZNCC, ZIMTRADE, MoYDIE

Companies report

Status of the manufacturing sector?????

capacity utilisation by company, sector and average, Equipment, Production indices

Quarterly MoIC, CZI, Reports

Manufacturing sector employment statistics compilation

Employment levels by sector and company in the manufacturing sector, Retrenchments

Annual MoIC, CZI, ZNCC, MPSLSW, EMCOZ

Reports

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ANNEX B: Budget 2011-2015 (present by activity/year)

ITEM QTY BREAKDOWN

JUSTIFICATIONOF QUANTITIES

PERIOD EST. COST/(US$)

TOTAL COST US$

Desktops 32 MoIC-8MoSMECD-15ZIMTRADE-2CZI-2ZNCC-2R0C-3

MoIC-6 for the 6 regional offices, 2 for HQMoSMECD-10 for the 10provincial offices,5 for HQZIMTRADE1 for Harare office and 1 for Bulawayo officeCZI-2ZNCC-2 for major citiesR0C-3 Head Office

once off 800 25 600

Laptops 25 MoIC-8MoSMECD-11ZIMTRADE-2CZI-2ZNCC-2

MoIC-6 for the 6 regional offices, 2 for HQMoSMECD-10 for the 10 provincial offices, 1 for HQZIMTRADE-1 for Harare office and 1 for Bulawayo officeCZI-2ZNCC-2 for major cities

Once off 800 20 000

Printers 32 MoIC-8MoSMECD-15ZIMTRADE-2CZI-2ZNCC-2R0C-3

MoIC-6 for the 6 regional offices, 2for HQMoSMECD-10 for the 10 provincial offices,5 for HQZIMTRADE-1 for Harare office and 1 for Bulawayo officeCZI-2ZNCC-2 for major citiesR0C-3 Head Office

Once off 500 16 000

LCD projector

2 Sectoral 2 projectors for the whole sector for use on training and dissemination

once off 1 000 2 000

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Fax machine 31 MoIC-6MoSMECD-11

ZIMTRADE-2CZI-6ZNCC-5R0C-1

MoIC-5for the 5regional offices, 1 for HQMoSMECD-10 for the 10 provincial offices 1 for HQZIMTRADE-1 for Harare office and 1 for Bulawayo officeCZI-5 for major cities, 1 for HQZNCC-5 for major citiesR0C-1Head Office

Once off 300 9 300

Designing and printingVehicles 12 MoIC-4

MoSMECD-5CZI-1ZNCC-1ZIMTRADE-1

MoIC-1 Harare, 3 for the regional officesMoSMECD-5for major citiesCZI-1 for Harare office ZNCC-1 for Harare office ZIMTRADE-1 for Harare Office

Once off 35 000 420 000

Fuel 48 000litres

per year

1000 litresper vehicle per quarter

5 000km per vehicle per quarter

1.10 240 000

ConsumablesBond paperwriting padspensCartridges

-3840

384768192

Bond paper-5 reams per computer per monthI writing pad per person per month2 pens per person per month1 cartridge per printer per 2 months

monthly4 5

0.15150

15 3609 600

575144 000

Staff allowances

32 pple Accommodation-3000/yearTravel & subsistence-3000 /year

192 000

Conference/ Workshop bookings

55 Sectoral 1 dissemination workshop per province each year1 HR training every year

11 per year

5 000 275 000

Consultancy Training 50 days

Consultancy 45

days

Training for 10 days per yearConsultancy implementation phase-15 days a year for the first two year then 5 days thereafter

400 per day 38 000

TOTAL 1 345 835

4.3.2 Justification of Budget items

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A. CAPITAL EXPENDITURE ITEMS

1. Computers and printers:Processing information Producing typed documents (research reports, brochures etc)Connectivity i.e. connecting officers to the internet for enhanced desk research Database housing

2. Laptop:Field data capturingResearch findings presentation Enabling officers to carry out their work outside the normal office environmentHands on training

3. Photocopying machine:Duplication of documents for circulation

4. Fax machine:Receiving and sending urgent hard copy messages and documents

5. VehiclesAll terrain 4x4 vehicles for travelling (research, dissemination and training)

B. RECURRENT EXPENDITURE ITEMS

Staff allowances; Amount covers subsistence for officers in the field and during the training period

C. CONFERENCE/HOTEL BOOKING

This covers hotel bookings for conferences ( e.g. dissemination workshop,) trainings

D. STATIONERY

Stationery of all kinds enables officers to carry out their work and to deliver any output expected of them. It forms part of the tools of trade without which it will be extremely difficult to achieve research and other objectives of the section. These include bond paper, cartridges, blank cds, flash disks, antivirus amongother things

E. CONSULTANCY

This covers the cost of outsourcing services, e.g. Training, designing of brochures & CD sleeves, advisory services

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Annex C: Capacity building programme

ACTIVITY OUTPUT FREQUENCY ORGANIZATIONS INVOLVED

OUTPUT

Conduct both long 1.term and short term staff training

Certificates Training packages

on- going MoIC, MoSE, MoYDIE,MoSMECD, CZI, ZIMTRADE, ZNCC, RoC, ZIA

Reports

Conduct data 2.needs assessment

Data needs assessment report

Annually MoIC, MoSMED CZI, ZIMTRADE, ZNCC,

Reports

Raise statistical 3.awareness

Statistical units/functionestablished in all organisations

On- going MoIC, MoSE, MoYDIE,MoSMED CZI, ZIMTRADE, ZNCC, RoC,ZIA

reports

Purchase 4.equipment and software

Computersvehicles and accessories purchased

Annually Reports

Develop and 5.update the website for the ministry and train users of the website

Developed website

User training reports

regularly updated

MoIC

Publish 6.manufacturing and trade statistical bulletins

Bulletins Annually MoIC, CZI,ZNCC, ZIMTRADE

Bulletins and CDs

Develop and 7.update a sector database

Developed database Regular All stakeholders Database