Against the Odds: A History of Zimbabwe Project

15. Riding Many Tigers 1993–1996: The new three-year plan

— 193 — The evaluation of 1992 did inform the programmes for the coming years, and is clearly reflected in the 1993–96 plan. No major change of direction was contemplated, rather ZimPro would continue what it had been doing, but more efficiently and more effectively – more or less the same conclusion that had been reached when drafting the 1991–93 plan. The goals reiterated a previous raison d’être: What the ZP is supporting in all its work is self-reliance and selfesteem , the protection of the concept of community responsibility and public action to assist individuals to realise their potential. That is now frequently referred to as sustainable development. We work with some of the many people who are striving to realise their potential, who defend community interest, to achieve justice and to create peace, to live their own lives and to participate in all the process of their own county.1 Eloquent words perhaps, but they still failed to articulate any applicable criteria indicating who among this amorphous assembly of needy Zimbabweans would or should be prioritised for assistance. The co-ops had said that they wanted ZimPro to do more, but what had not been determined was whether this meant cutting back on the numbers to be helped in order to concentrate more resources on fewer beneficiaries. There were still no systematic criteria for selecting those to be helped – whether co-operatives, partnerships or individuals – and still no policy on when to finally say ‘no’ to an enterprise which had repeatedly failed – and there was not even a definition of ‘failure’. There 15 Riding Many Tigers 1993–1996 The new three-year plan — 194 — Against the Odds: a history of Zimbabwe Project were still enough co-operatives that were experiencing success in terms of providing a livelihood for their members to maintain the momentum of the programmes, although ‘livelihood’ generally entailed a very low level of material and social subsistence, vulnerable to any disruptions or shocks, whether natural or man-made. Many members of co-ops were seeking individual income on the side. The lack of clear prioritising and the failure to analyse the wisdom of remaining focused on ex-combatants and co-operatives added to inconsistencies and inefficiencies in the coming years, as the economy under ESAP favoured large, scientifically managed enterprises rather than small ventures still trying to achieve stability and maintain viability. This inability to prioritise reflected Zimbabwe Project’s continuing commitment to meeting the needs of people, and having broadened its mandate beyond ex-guerrillas at the end of the 1980s, it was finding it difficult to narrow it back down. The humanitarian spirit was an attractive feature, but was already becoming a drag on the capacity to adapt and to prioritise. With the programmes clearly laid out, the third three-year plan provides a tangible picture of ZimPro’s operations during this period. The work of four departments was described. The Core assumed overall direction and co-ordination and ensured compliance with the organisation’s aims; it also handled human rights and advocacy work, policy-making and planning, fundraising and publicity and income generation as well as finance. The Projects department, directly involved in granting assistance , was to work with 100 co-operatives and 100 individuals and informal groups. It was also responsible for grants and loans, which at that time totalled Z$3.2 million, with 120 enterprises supported, and for visits to the beneficiaries for the purpose of monitoring and extension training. The Education and Training department was separately budgeted for, even though there was considerable overlap with projects in both activities and personnel. Finally, RED published the Zimbabwe Press Mirror and managed evaluations. Staff were not clearly separated or allocated to one programme and the resultant overlapping of functions led to considerable administrative confusion and — 195 — Riding Many Tigers, 1993–1996 created problems for donors who wanted to know exactly where their funds were going. Major changes were planned in the RLF, which would now require better security for loans, relying on stop orders as well as liens, binding contracts, equipment leasing and equity investment . But the biggest change would be in developing the income generation policy, which had begun but was not yet seriously developed. This would be a primary emphasis for the duration of the plan, with nearly Z$12 million being budgeted for investment over the...