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DITI Matabeleland South Province, Beitbridge District, Diti Communal Land Zimbabwe Location Lat: S 22° 13‘ 19‘‘ Long E 30° 23‘ 12‘‘

FINAL DRAFT

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‘Tangible benefits to the community resulting from community managed interventions that can be replicated

elsewhere’

Development and Testing of Groundwater Drought Management Strategies in the Limpopo Basin Pilot Areas i

Rural Community Water Management Plan – Diti, Zimbabwe

BRITISH GEOLOGICAL SURVEY WALLINGFORD, OXON

UK

WELLFIELD CONSULTING SERVICES

GABORONE BOTSWANA

CSIR

PRETORIA SOUTH AFRICA

Contents

1. Introduction .................................................................................................................... 2 2. Principles of the Plan ..................................................................................................... 2 3. Goal and Objectives of the Plan ..................................................................................... 3

3.1 Goal ........................................................................................................................ 3 3.2 Objectives ............................................................................................................... 3

4. Community Overview ..................................................................................................... 3 4.1 Location .................................................................................................................. 4 4.2 Community Characteristics ..................................................................................... 4

4.2.1 Demography .................................................................................................... 4 4.2.2 Community Amenities ...................................................................................... 4 4.2.3 Community Economic Activities ....................................................................... 4

4.3 Water Management Structures ............................................................................... 5 4.3.1 Rural Water Supply Stakeholders. ................................................................... 5 4.3.2 Water Stakeholder Interactions ........................................................................ 6

4.4 Drought Awareness and Coping Mechanisms ......................................................... 6 4.4.1 Community Perception of Drought. .................................................................. 7 4.4.2 Current Coping Mechanisms ............................................................................ 7 4.4.3 Future Drought Mitigation Measures ................................................................ 7

4.5 Diti Community Water Supply ................................................................................. 7 4.5.1 Existing Water Supply System ......................................................................... 7 4.5.2 Additional Drought Mitigation Water Supply Structures (Piloted) ...................... 8

5. Community Water Management Plan ............................................................................. 9 5.1 Plan Administration ................................................................................................. 9 5.2 Plan Implementation and Monitoring ..................................................................... 11

5.2.1 Physical Monitoring ........................................................................................ 12 5.2.2 Social Monitoring ........................................................................................... 12 5.2.3 Awareness ..................................................................................................... 14 5.2.4 Training .......................................................................................................... 15 5.2.5 Feedback Mechanisms .................................................................................. 15 5.2.6 O and M Plan ................................................................................................. 16

5.3 Plan Actions/Strategy ............................................................................................ 16 6. Plan Proponents and Signatories ................................................................................. 20

Development and Testing of Groundwater Drought Management Strategies in the Limpopo Basin Pilot Areas 2



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1. Introduction

This Rural Community Water Management Plan (RCWMP) has been developed in full consultation with the Diti community so that the community can better manage their water supplies during periods of drought and thereby assist in maintaining community livelihoods and wellbeing in times of water shortage and hardship. The RCWMP is the product of a sub-regional project entitled ‘Development and Testing of Groundwater Drought Management Strategies in the Limpopo Basin Pilot Areas’ funded by the World Bank and implemented by the Southern Africa Development Community. Similar Rural Community Water Management Plans have been developed as pilot programmes in other rural communities in the Limpopo Basin in Botswana, Zimbabwe and South Africa.

2. Principles of the Plan The Rural Community Water Management Plan has been formulated around a number of guiding principles that will be embraced during the implementation stages and enable the community to sustain livelihoods and improve wellbeing during periods of drought by better community management and use of local groundwater sources. The guiding principles are set out below:

Community Ownership Close consultation with the Diti community and other secondary stakeholders has been recognised as essential to the achievement of successful and sustainable results. The planning processes that have been facilitated have contributed to enhancing community ownership of the project and the resultant Rural Community Water Management Plan represents the community’s vision of their water management.

Functional Simplicity The content of the plan has been adapted to ensure that it suits the local context and is understandable to a critical mass of community members. The planning process has also involved detailed planning with the Community Water Management Committee to ensure clarity on the additional water supply interventions that have been implemented.

Essential Data Collection

Comprehensive quantitative data collection is essential such that social and/or biophysical changes resultant upon the additional water supply interventions can be monitored and a final evaluation on the effectiveness of the intervention can be made. Relevant data that optimizes the balance between data quality, relevance, accuracy and timeliness will be collected.

Basis of Long Term Community Water Management

The management plan is the product of the community in cooperation with the project team and provides a strong foundation for long term rural community water management. The plan will be adapted and updated over time by the Community Water Management Committee through the lessons learned from community monitoring of water supply and social indicators.




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Enhance Community Knowledge

This plan recognises the knowledge that exists in the community. Indigenous knowledge systems hold time-proven techniques and traditional ways of water management. This plan and the cooperative environment within which it has evolved have provided additional information and new knowledge to community members while at the same time valuing local knowledge. A major outcome of the planning process has thus been enhancing community knowledge of technical as well as management and community cooperation skills.

Community Contribution

The community has committed itself to making contributions to enhance the sustainability of the additional water supply interventions implemented. This will further enhance community ownership and management of the interventions.

Equity and Equality

Although the implemented interventions may benefit all residents of the village of Diti, the Rural Community Water Management Plan takes into cognisance the special needs of vulnerable members of the community. The needs of women, resource poor farmers, youth, People Living with Disability and those living with HIV and AIDS have been prioritised in the identification of the major beneficiaries of the plan.

Sustainability

This principle covers the following key aspects: organizational, financial and resource base sustainability. Measures have been identified for the sustainability of the Rural Community Water Management Plan after the SADC interventions are over.

3. Goal and Objectives of the Plan

3.1 Goal The goal of the Rural Community Water Management Plan is:

To facilitate and empower the community to maintain community livelihoods and wellbeing during periods of drought.

3.2 Objectives The specific objectives of the Rural Community Water Management Plan are:

To facilitate better rural community management and utilisation of water sources, especially groundwater sources, during periods of drought

To maintain and improve livelihoods, self-reliance and level of development during drought by means of community managed actions.

4. Community Overview [For additional information see the Rural Community Water Management Planning Process Manual for Diti]




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4.1 Location

Site location - Diti village, Diti Communal Land, Beitbridge District, Matabeleland South Province, Zimbabwe. Diti village is located about 41 km east of Beitbridge town.

Georeference - Lat: S -22° 13‘ 19‘‘ Long E 30° 23‘ 12‘‘

Topographic map - 1:50 000 scale sheet 2230A2

Elevation – 475 - 485 masl.

4.2 Community Characteristics

Comprehensive information on the physical characteristics of Diti ,eg climate, drainage, geology, geomorphology, soils, natural vegetation and fauna and agriculture can be found in the Rural Community Water Management Planning Process document for Diti.

4.2.1 Demography

Population groups – Venda and some Shona and Shangaan

Population - (2002); total community population 6091, of the total population 60% live within a 2 kilometre radius of the intervention site. More women than men as men migrated mainly to South Africa or bigger cities in Zimbabwe

Headman – F Ncube (EHT); Sister S Sibanda; Sister E Banda(Diti Clinic); Mr Ndou-Village Head/Pump Minder; Village Committee members Mr Motho Dube; District Environmental Health Officer

Village leaders - Village Council: Samson Hanyani Ndou

Partners in the management plan – village assembly (consisting of 25 head men, village council and village development committee)

Partners in interventions - specific Head Men and Water Committee - fully consulted and integrated in any intervention.

4.2.2 Community Amenities

Village structure - 25 head men (female and male) are responsible for specific areas and households in the village; houses based along the river and in Mopande (about 2km east of the main river).

Focal points - Shop, boreholes, weir and school and clinic

Business centre – At Beitbridge.

Roads - The area is accessed by gravel road from the main Mashvingo Road.

Stores – Several in village, main shop besides river

Power – No electricity net, some have diesel and petrol generators (like clinic, shop)

4.2.3 Community Economic Activities

General - Subsistence agriculture; Employment in Beitbridge, irrigation schemes, livestock and some piece jobs and own business (like brick making). Main livelihoods - livestock rearing and dry land farming. Household holding - rain fed fields cultivated in rainy season - sorghum, maize and groundnuts. Water melons




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are grown between the maize and sorghum plants; able to store these after good harvest; intercrop with water melon; vegetables (cabbage, sweet potatoes, spinach, tomatoes and onions) grown in gardens during dry season. Irrigated water from a borehole, well or river which are very close to the gardens, only a few are located more than 100m away from gardens. Gardens produce higher crop yields than rain-fed fields - obtain food from fields bit more than 2 months months/annum; and from gardens for up to 4 months; so that with a field and a garden households produce sufficient food for 6 months/annum. No local market and no harvest surplus therefore only few households are able to sell produce.

Gardens – Household plots – household gardens away from houses but in village. Several plots adjacent to each other as a community garden; plots separated by fences. Garden location - along the river women use water to irrigate garden plots during dry season. Village Assembly allocate plots to households. In Mapanda few gardens are located around the well.

Agricultural Development - too poor for drought resistant fodder and grain crops. Use the veldt for cattle or game ranching. Combination crop and livestock; main crops are sorghum, maize and groundnuts. Main livestock are cattle, goats, donkeys and poultry. Subsistence livestock - animals in kraals near house; livestock slaughtered for consumption once or twice a year e.g. at Christmas. Produce leather, wool, milk and eggs for family consumption. Livestock mortalities - almost all households have lost livestock due to drought, diseases and theft. No surplus animals to sell as number of livestock are declining.

Alternative income – sales of traditional beer, small own business like a tuck shop. Piece work doing field work, brick making, repairs etc.

Migration – mainly male family members migrate to South Africa which results in high numbers of female and elderly household heads. Remittances are low (average R200 per year on groceries and gifts at Christmas).

Projects – Projects (hand pumps, goat breeding) - committee supervised by Head Men.

Role of the Head Men - decision making and project lead.

Village assembly - decides on land allocation and interventions in the village

Project implementation – Population used to donors and project implementation, motivated to take on responsibility with little advice from local authorities.

4.3 Water Management Structures

4.3.1 Rural Water Supply Stakeholders.

The Ministry of Water - responsible for the national water use, policy formulation and implementation.

Rural District Councils (RDC) - responsible for rural administration of water issues and projects; district offices involved in local, regional and national entities.

District Development Fund (DDF) - responsible for rural infrastructural development e.g. water supply and infrastructure. Due to current economic crisis, DDF activities handled by World Vision International and other NGO‘s.

ZINWA - responsible for water storage, distribution and purification at national level; and responsible for the management and development of water resources. Under Section 24 of the Water Act of 1998, water is managed by catchment area; Catchment and Sub-Catchment Councils have been set up for all river systems and aquifers, based on sub-hydrological zones.




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Catchment Councils - the seven CCs allocate and regulate the use of water in their areas; CCs are responsibility for catchment planning, water use and granting water permits. Each CC is headed by a Catchment Manager, employed by ZINWA, and elected representatives from communal areas, commercial farms, mines, industry, manufacturing and local authorities/municipalities. The Catchment Council is composed of elected officials and the Catchment Manager, and is supported by a team of ZINWA professional, technical, accounting and administrative staff who report to the ZINWA CEO in Harare.

The nearest operational Catchment Council office to Diti community is in Beitbridge.

4.3.2 Water Stakeholder Interactions Impact of current economic situation in Zimbabwe has created a dollarised economy with the majority of people living below the poverty datum line. The results of this with respect to the water sector are that:

There is a lack of funding, equipment and staffing across all sectoral stakeholders.

Government and parastatal organisations tasked with rural water supply provision and management are unable to meet obligations.

The responsibilities of the governmental and NGO organisations concerned with rural water supply (e.g. World Vision and DDF) are interdependent and not clearly defined.

The Rural District Authorities, Catchment Council, Sub-catchment Councils, World Vision and communities themselves are the main stakeholders in the water sector but given the financial situation interaction between them is poor and badly coordinated.

4.4 Drought Awareness and Coping Mechanisms Sociological baseline survey analysis indicates that the main impacts of major droughts on communities are:

regular shortage of food causing malnutrition,

lack of finance

shortage of water

lack of sufficient harvest

decrease in cattle due to lack of fodder and water

In addition, drought related issues are noted as follows:

Impacts of drought - issues become acute; livestock die due to lack of drinking water and fodder; harvests do not meet household needs.

Impact of prolonged drought - migration but no remittances; support from NGOs e.g. Red Cross, World Vision and a Goat Breeding project; supply nutrition, fertilizer, medication and skills; adverse impacts households.

Health – generally good with low incidence of water-borne disease.




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4.4.1 Community Perception of Drought.

Community perception - relates to Hydrological Drought seen as the following progression:

o reduced rainfall, o reduced yields then drying up of wells o reduced yields then drying up of boreholes o fodder and food shortages o famine.

Community definition - a ‘drought’ is ‘a time of no rain, reduced water supply and no food for human and animal consumption’.

Impact of drought - loss livelihood and assets; lack of food due to failed harvest causes hunger; lack of fodder causes livestock mortality.

4.4.2 Current Coping Mechanisms

Perception - community almost expects a ‘drought’ to occur every year.

Adaptations to environment - minimalistic lifestyle for existence in a marginal environment that can cope with ‘short-term drought’.

Strategies for Long Term Drought - normal coping mechanisms collapse; impacts of water and food shortages lead to livestock mortalities; community dependant on outside aid such as receipt of food. Strategies include:

o External Purchase of Staple Foods (mainly grains) - individuals who have

sufficient funds buy grains and food from South Africa or the Grain Marketing Board in Beitbridge to supplement grains produced locally.

o Horticulture/Community-based Gardens - crops cultivated in family owned gardens supplement or replace normal foods through irrigation of garden to maintain food supply in the dry season/a drought.

o Relocation of livestock - livestock is moved to areas with water (e.g. the o Limpopo River) and fodder (including mopane and other tree leaves). o Sale of livestock - some community members sell livestock to fund buying

food in drought. o Additional income – some households try to find more piece jobs in times

of drought to buy additional food 4.4.3 Future Drought Mitigation Measures

The supplementary water sources developed during the current programme together with the community monitoring process will enable the Diti community to more effectively anticipate the onset of drought induced water shortages and will provide the necessary tools to be able to manage their water sources in a manner that will minimise the impact of a prolonged period of reduced water supply. As detailed in this RCWMP, this community management may involve a selective reduction of water usage, the prioritisation of water users, a change in water application for agricultural purposes and certain other methods.

4.5 Diti Community Water Supply 4.5.1 Existing Water Supply System




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Main source – The only borehole supplying water is equipped with a bush-pump. This borehole supplies the school, clinic, shops, livestock and the community. This borehole has been kept functioning because the school funds rehabilitation of the borehole. A hand-dug well equipped with a hand pump DITI 3 supplies additional water to the school, clinic, shops and community with domestic water and for, vegetable gardening and livestock. The yield of this well is declining.

Other sources – Four boreholes are non functional due to failed pumps, the engine for pumping water to Diti clinic had been stolen. Water level in the Diti clinic borehole is 10m. Patients or relatives walk 700m to nearest borehole, also used by the school and community. A small earth dam built by the community with help from WVI nearly 2km downstream was dry and holds water temporarily from one season to the next. Two boreholes, now blocked, used to supply water to the community, school and gardens. A private well, equipped with an engine, supplies water to one of the shop owners. Two wells were identified and are not working. Headworks have been removed and water is drawn using a bucket tied to a rope and is not safe for drinking.

Due to the local geology, groundwater potential is low. Groundwater yields are usually low of the order of 0.1 to 2 l/sec being obtained from aquifers that are shallow, patchy and localised characterised by low primary and fractured permeability. Water levels are often shallow at < 10 m and boreholes are mainly < 20m deep.

Groundwater quality along the Shakwisa stream in the vicinity of Diti is poor with high levels of total dissolved salt and nitrate. Groundwater along the Shakwisa is brackish along the river, fresh groundwater occurring updip away from the river. Evaporation of up-welling groundwater along the course of the river maybe accounts for the brackish. High levels of nitrate, 10 times the BOBS limit of 45mg/l, occur in boreholes supplying the school, the clinic and the community. The nitrate may be derived from livestock and possible aquifer contamination from pit latrines at the primary school. The shallow wells are open and so easily contaminated during the rainy season resulting high levels of diarrhoea and skin disease, as reported in monthly epidemiological reports of the clinic and indicated by the presence of high nitrate levels.

4.5.2 Additional Drought Mitigation Water Supply Structures (Piloted)

The completed physical interventions are summarised in below and their locations are shown on Annex A.

Specific water supply interventions are:

Construct new sand weir complete with stilling basin and monitoring points

Excavate collector well next to new sand weir and equip with wind mill

Construct 2 No 5000l storage tanks adjacent to well

Reticulate to community gardens

Provide fencing for community gardens

Rehabilitate 3 No. existing wells with covers and hand pumps




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5. Community Water Management Plan

5.1 Plan Administration

The Rural Community Water Management Plan will be managed and implemented by a constituted community management structure. This structure was developed as a community based organization (CBO) and has been enhanced by means of a number of sociological interventions undertaken with the Diti community. These interventions progressed from a baseline data collection through a needs assessment and awareness training to the formation of a community management structure specifically designated fore the management of the community water supply and the implementation of this Water Management Plan [this process is fully described in the Planning Process Manual].

This water management structure is titled the Diti Water Committee (DWC). In Diti, each existing project is supervised by a Water Committee and the respective Kraal Head. The Community Water Committee will mobilize the community to participate and achieve sustainable changes. The Rural Community Water Management Plan lies in the hands of this Water Committee which will act upon this plan and develop it further after the project cooperation ended.

In addition there was also a Garden Committee elected which will be responsible for all the garden related issues while coordinating and cooperating closely with the Water Committee. The community will be encouraged to arrange through their own initiatives for agricultural and horticultural training, which should be beneficial for them as they will need expert advice, on what crops to grow and how often (crop rotation) and the suitable vegetables to grow., This intervention will be essential as gardening is and will be an even more important livelihood for the villagers. The use of modified dry area cropping patterns and improved utilisation of limited water resources through more efficient water application, e.g. drip irrigation should result in higher crop yields throughout the year. Some cropping should be maintained during periods of prolonged drought. Such sustainable and improved use of family gardens will be an important indicator of success for the project.

The Dite community agreed that, both water and garden committees would define their management roles. The water committee would handle all management of physical interventions and the garden committee will manage all garden related interventions. It was however agreed that Irene Laymon, who is the Chairperson of the Garden Committee, also be the Monitoring Operative, as it was agreed that she is the most literate person who could also measure the water levels, using the Dipper, and Water Quality using the TDS (Total Dissolved Solids) Meter and also the water consumption readings from the piezometers. This was agreed that it will be done daily for the rest of their life. Rainfall would be measured by the Arex Officer and he received a Rain Gauge to that end. Dite School already has a rain gauge and therefore, Mr Nyambiya, the school’s focal person with regards to water and sanitation projects was tasked to measure rainfall as well. This will commence at the first rains and should continue everyday throughout the rain season.




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The Water Committee has as its key role leadership and oversight to the community water supply management and drought mitigation initiative. It was agreed that their overall responsibilities would be as follows:

Chairperson (Intervention Manager) – Murayi Ngwenya (elected for two rain seasons...)

Chairing of meetings: The Vice Chairperson will chair the meeting in the absence of the chairperson and general management of the Water Committee and maintenance of physical interventions

Responsible for monitoring drought triggers and making proposals on how to move forward

Meetings will be held every two weeks or in case of an emergency or breakdown or urgent maintenance work which will be determined by the chairperson

Coordinating the SADC project with other projects in the community

Decision making and endorsing the decisions: These decisions include among other things when to implement water management practices in cases of drought and how to implement these once the drought triggers are noticed.

Also act as the mouthpiece of the community in other fora Monitoring Operative – Irene Laymon (unlike Wunga , Diti resolved to appoint the Monitoring Operative from the Garden Committee, thus they appointed the chairperson of the Garden Committee as the MO (elected for 2 rain reasons)

Responsible for coordinating the monitoring of sociological and physical indicators

Work closely with the chairperson to ensure the sustainability of the physical interventions

Implement the internal monitoring system and act as the focal point for any other person who might require data

Monitoring whether or not the physical interventions have indeed produced the intended result and subsequent socio economic impact of the physical interventions

Coordinate activities between the Water Committee and the Garden Committee (meetings and information sharing)

Monitor the agreed decision making triggers and propose action plans as a committee

Pump Minders- Aemeli Ndou

Attend to all breakdowns and maintenance work regarding the physical interventions

Replacement of broken down and worn out physical interventions

Liaise with community members who reside near points of physical interventions so that they act as custodians of the physical interventions and if there is need for attention , they be informed in good time and avoid unnecessary further breakdowns and damage of equipment

Treasurer –Elesina Ndou

Responsible for collection of communal contributions ( monetary) towards the maintenance of the physical infrastructure of the Water Project

Procurement of maintenance and service parts for the physical interventions

Keep the financial contributions

Document cost of maintenance of physical interventions Diary Keeper / Secretary –Sarah Mbedzi

Taking minutes of all the meetings that are held




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Management and servicing of a diary by the committee

Circulation of the minutes to all the committee and community members

Responsible for any documentation regarding the Water Management Project

Also be responsible for the documentation of monetary contributions towards the Water Project and how this was used

Also responsible for mobilising the community and every committee member with regards to meetings

Compile all project reports and raw data collected for monitoring in liaison with Dite Primary school teacher Mr Nyambiya and Arex Officer who will be measuring rainfall patterns.

Committee Members- Mbedzi Chiname and Thoko Mlaudzi

The two will act on behalf of the Chairperson in the event that the chairperson is not present

Inform the community about meetings and their outcomes

Inform the community about the Water Committees work and SADC’s current and future intervention plans

Management of communication procedures – the link between the committee , the garden committee, the community and the Chiefs representatives

Councillor – Hazvindini Muradzi

Represent the community and act in their best interests at all stakeholder meetings

Initiate relationships between the community and key stakeholders e.g. regulatory stakeholders, NGOs and others to report the status of water sources and availability

Seek to enhance the projects potential though strategic alliances with important stakeholders – It was agreed that since this is a pilot project, if it is successful there would be need to upscale it and the councillor might be the best person to spearhead up scaling activities through mobilisation of resources at local government level

Facilitate for and ensure the coordination of the SADC project and the members of Whunga Community through representation at RDC meetings and NGOs forums

Represent the interests of the community at political and economic fora Arex Officer- Believe Mago( will remain in office until he is transferred)

Co-opted to bring in invaluable experience to the new committee given his active involvement with other projects which are running a successfully in the area

In addition , since the overall goal of the project, is to harvest as much water for gardening as possible, it was thought that it is also logical to include a person with an extensive agricultural background in the committee, to provide all the expertise needed by the community to maintain successful gardens

To provide advice but not make decisions

In times of increased water stress, he was tasked to source for aid in the from of seed and fertilisers to assist the community’s recovery process.

Quarterly meetings shall be held to assess progress, resolve problems that emerge and make decisions as required. Community meetings will also be held to share progress, challenges and the overall directions of the initiative.

5.2 Plan Implementation and Monitoring




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The Rural Community Water Management Plan for Diti will be implemented by the community and will be managed by the community Water Management Committee.

During the development process for the Rural Community Water Management Plan for the Diti community, the community agreed to pledge its cooperation and assistance to the committees. In addition the community was tasked to monitor among other things:

Change in taste of water

Change in colour

Any notable changes in livestock after drinking the water

Any notable changes in vegetation after being watered with the water

Any improvement of or lack of in the water situation as a result of the physical intervention

General improvement, or lack of, in the quality of water

The community was also tasked to monitor the availability or non availability of water and subsequently the periods through which the community goes through with and without water. Existing socio-economic conditions have been documented [Planning Process Manual] and will provide a baseline measure that will enable an assessment of the impacts of the implemented interventions to be made using future monitoring information.

5.2.1 Physical Monitoring

The physical indicators will be used to monitor the physical impacts of the intervention especially those related to the use of groundwater resources. The physical indicators are summarised in Table 5.1 below:

Table 5.1 Physical Monitoring Indicators

Physical Monitoring Indicators

Component Parameter Method Where; by Whom

Groundwater

Groundwater level Electrical Water level Dipper Well; Community

Groundwater Abstraction Water Meter Well; Community

Climate Rainfall Simple Rain Gauge School; Pupils

Water Quality Total Dissolved Solids Hand held TDS meter Well; Community

5.2.2 Social Monitoring

It was agreed that this was a community project and therefore the community should take charge of the project and therefore its management. This would therefore enhance communal ownership of the project and enhance the




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sustainability of the project in the eventuality that the implementing organisation SADC pulls out of the project.

In order to enhance project sustainability the community would bring in their valuable indigenous knowledge for the running of the project and other stakeholders such as Arex Officers, ZINWA, DDF and RDC would all compliment the project’s success and sustainability through their contributions informed from their various backgrounds and knowledge.

It was agreed that the community members and other relevant stakeholders be viewed as equal members in the project so as to maintain harmony and more beneficial relationship to all parties. It was also agreed that everyone had a right to access safe water and therefore these exercises should always work to make sure that everyone in need of water accessed it regardless of their status in the village or ethnic background or nay other differentiation which may predispose them to a disadvantaged position in relation to access to safe and clean water.

The Diti community agreed that the following indicators will be basis for monitoring impact of the physical interventions on their livelihoods. It was agreed that the monitoring would start immediately as some of the physical interventions were already in place and should continue after the physical interventions have been completed upto at least a minimum of two rainfall cycles.

o Number of new gardens installed o Sustainable use of family gardens o Improved use of family gardens. o Improvement in water supply. o Frequency of water bowsering to village o Period of water bowsering to village o Period of supplementary feeding/distribution programs o Number of people benefiting from the garden o Increase in disposable income from the sell of garden proceeds o Number of months in which community members or garden owners live

off the garden o Number of months working in the garden o Number of months in which the community experiences a dry spell o Number of diarrhoea occurrences stay the same or decrease o Number of emergency feeding programmes decrease o Need for emergency water supply decrease o Improvement in water quality o Improved nutritional status of members of the community who have

gardens o More water available for domestic use

A list of all indicators and monitoring activities can be found in Table 4 below. Although the list is currently long with time the Committee might need to agree on a smaller number of indicators to make the monitoring more practical.




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Table 4 Indicators and Monitoring System

Indicators for Monitoring Indicator

Type Responsible Person

Frequency for monitoring and

reporting Means of Verification

Number of new gardens installed Output Diary Keeper Once at the beginning of the garden project

Records kept by the diary keeper and physical inspection by the country sociologist at monthly monitoring visits

Number of people benefiting from the garden

Output Country sociologist annually Mini surveys and sociologist’s reports

Increase in disposable income from the sell of garden proceeds

Outcome Country sociologist annually Mini surveys to be conducted by the country sociologist

Number of months in which community members or garden owners live off the garden

Output Water Committee Monthly Minutes for meetings , and confirmation from committee and community members

Number of months working in the garden

Output Diary keeper monthly Meetings minutes

Number of months in which the community experiences a dry spell

Output Monitoring Operative Monthly Records from the diary keeper

Number of diarrhoea occurrences stay the same or decrease

Outcome Clinic records Quarterly Clinic and or Hospital records

Number of emergency feeding programmes decrease

Outcome Kraal Head or Chiefs Representative

Annually Local authorities records and local Chiefs records

Need for emergency water supply decrease

Outcome Kraal Head or Chiefs Representative

Annually local authorities such as ZINWA and RDC

Increase in disposable income from the sell of garden proceeds

Outcome Country sociologist Every three months Mini survey and key informant interviews by the country sociologist

Improved nutritional status of members of the community who have gardens

Impact Country sociologist, Clinic staff

Every two years Clinic records

More water available for domestic use

Impact Country sociologist, Every 3-5 years Reports from ZINWA, RDC and other water departments, also geologists reports

More water available for livestock Impact Country sociologist, Water Committee

Every 3 years Impact assessments reports by relevant authorities, such as ZINWA and also country Reports by the Sociologist

Good water quality (esp. nitrate level)

Impact Hydrologist, Government Water Departments , Zinwa, RDC , Gwanda

Every 3-5 years Impact Assessment Reports by the same.




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5.2.3 Awareness

The awareness programme undertaken during the course of the intervention had the immediate impact of raising community awareness on the importance of groundwater resources, the impact of certain practices on its pollution as well as the benefits of drought preparedness. An exploration of all these concepts with community members provided a useful basis for developing the indicators for the results to be obtained from the awareness programme. In future the outcome of the awareness programmes (AP) and training should preferably also be externally monitored. The following indicators can be used for this (Table 5.5).

Table 5.5 Awareness Programme Monitoring

Awareness Programmes Social Indicator

General Awareness Programme

- As a result of the AP has the general knowledge of the community concerning groundwater, pollution and drought preparedness improved

- As a result of the AP, the community is motivated to adopt positive water management practices - As a result of AP, community practices such as littering and indiscriminate disposal of chemicals improved - As a result of the AP the number of new, environmentally friendly pit latrines being built in the community increase;

Intervention Operation awareness and training

- As a result of greater self-sufficiency from gardens throughout the year, has the socio-economic situation of beneficiary/vulnerable households improved

Intervention Operation awareness and training

- As a result of the AP and O&M training, are the community and Water Committee sufficiently familiar with physical intervention and know how to maintain and repair it

5.2.4 Training

As part of the intervention implementation process the WMC was provided with essential equipment with which to conduct the physical monitoring of water supplies [ie an electric water level dipper, a hand held water quality (TDS) meter and several direct reading raingauges] and an awareness/training programme was completed. The groundwater awareness programme was presented to the broader community as well as specifically to the WMC and followed the guidelines and used the material set out in the Groundwater Awareness Manual developed during the project. Several awareness sessions were held during the implementation process. Specific training for the WMC and their appointed management persons in use of monitoring equipment and documentation of monitoring data was implemented on completion of the physical interventions.

5.2.5 Feedback Mechanisms

Data Collection and Reporting

The agreed parameters for reporting were that everyone was responsible for some kind of monitoring and therefore also some kind of reporting. However, the overall responsibility lies with the Monitoring Operative who is also responsible for coordinating communications with the rest of the community and other sub




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committees. It was also agreed that the MO would work closely with Diary keeper/secretary for record keeping and reporting mechanisms and also that the chiefs representatives should always be made aware of any developments in the communal project and indeed where necessary seek the approval of the local leadership for any actions to be taken. Also the targeted families for social monitoring would also contribute to the data collection process and report where the need arises. This information will be kept by both committees. Where there is a school, the school will play an active role managing the data collection and also in keeping records.

Stakeholder Feedback

The community and the Arex department already have a communication system which they have had in place for years. It was agreed that this system be sustained for the benefit of the SADC Project. The Arex department through the Arex Officer have regular meetings, once every three months with the community for status updates and these are normally coordinated with the help of the local kraal head and this was the agreed method of communication for the SADC project as well. The status updates will also be made available to the stakeholder monitoring agency for monitoring the impact of the physical interventions on the communal livelihoods. Similar updates will also be fed back to the other national stakeholders, in particular ZINWA and Arex.

5.2.6 O and M Plan

With respect to the operation and maintenance of the additional water supply interventions installed during the project, the WMC was advised and offered basic maintenance training by the suppliers of the installed equipment, particularly the windmill pumping system. This involved a presentation on the principles and components of the system together with a practical demonstration of preventative maintenance. The WMC has appointed a Monitoring Officer responsible for basic operational management and maintenance of the system. The MO will report regularly to the WMC on system performance and will report any maintenance requirements. Dependent on the magnitude of these requirements the WMC will arrange themselves for any repair, possibly with communication with the equipment suppliers (see Annex D for details) of possibly by communication with other district stakeholders e.g. District Council, Min of Ag, DWA who may be able to assist.

5.3 Plan Actions/Strategy

The DWC will through the monitoring system keep abreast of the available water resources. The series of triggers identified and modified by ongoing community experience will be used to make decisions regarding the use of water resources. Through data generated from the monitoring process, the committee will be provided with an early warning of potential problems regarding the water situation at the intervention sources. These could include groundwater depletion, reduction in quality or as a result of system malfunction. Indicator thresholds will be established to initiate a pre-defined community response to address adverse impacts of water shortage or system failure.




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From the physical monitoring of the interventions and the data collected by the community by measuring water levels in the wells and the monitoring piezometer points as well as the water delivered to the tanks for the gardens the following may be taken as indicators of a potential dry period.

If the water level in the wells when pumping is not taking place (ie the water level recorded each morning before any water is taken out) decline over a period of 1 month during the rain season by more than 80% of the depth of water in the well then recharge to the well is reduced and the following dry season may be a drought.

If the amount of water that can be taken from the well (ie the number of tanks) over a period of 1 month reduces significantly then again recharge is inadequate and a shortage of water may occur in the next dry period.

The most important triggers will be through the changes observed and associated with water stress or signals of impending water shortage. The triggers will reflect periods of increasing water stress and decreasing water stress, dependent on the status of the water resources and especially in the early part of the (presumed) rainy season.

In light of this, the Dite community identified the ‘triggers” which according to them were sure indicators that there will be water stress or not, or simply whether there will be drought or not. The triggers, it must be noted are very traditional and the community insisted that they have used these since time immemorial to predict their rainfall patterns for any particular rainy season. They agreed on the following They agreed that there are three types of indigenous trees which they identified with a lot of drought these were the Mopani tree- which when it germinates a lot it is sign that it is going to be very dry

season for them –it also produces an edible worm which is a local delicacy Muswuu Tree- also if it germinates well , then the year will be a dry season Muthobi Tree-the same also with the other trees , it if germinates well , then it is

an indicator or a drought in ten coming year/agricultural season Total failure of first rains and subsequently , the crops Limited open water sources: the usual ones would have dried out early on. Some boreholes will dry out way before they receive the next rains and these

result in them pumping out sand in some instances. It was also agreed that, generally if everything is normal, the opportunity cost for getting safe water is lesser than when it is dry. For instance, when it’s a dry season, the community agreed that they can walk for between 2-3 km in search of clean water and therefore when they begin to walk for such distances then it is an indicator that there will be no water in that agricultural season. Community Actions

In view of these triggers and the general appreciation by the community to manage water resources in times of drought, the community agreed that, should any of these triggers be recorded, then there is need to consciously monitor water usage by all




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members of the community. According to the community, in times of drought, there are some areas whose boreholes run completely dry and there are some which will produce a bit of water, this also applies to other water sources as well. The agreed that they in the past never actually had a water management plan in times of drought which was formal. They however indicated that, when water ran dry, they had a way of managing water resources whereby they would have a specific time set for everyone to assemble at a water source and then the community would share what little is available and no one would take more than the other. The community agreed that this approach should be included as a strategy as it had worked well for them over the years. Apart from this, the community agreed that they did not have any other strategy and therefore agreed to adopt the following strategies for water management in times of increasing water stress:

Restrictions on water use for gardens

Relocation of livestock to alternative water sources

Reuse and recycling of water at household level to reduce demand

Reduce acreage on vegetables and other crops planted

Recycle water for household use

Segregation of potable and non-potable sources to reduce pollution

Change in agricultural practises (i.e. different crops, planting times etc)

finding alternative sources for livestock to drink water from

In the long term, the community indicated that although they had not yet seen the results or the impact of the physical interventions as yet, it was imperative they embrace this as a good way of managing water as the idea sounded effective.

Stakeholder Actions

The stakeholders for this project were identified as DDF, ZINWA, Local Council, RDC, Agricultural Departments (Arex), other NGOs operating in the area such as World Vision, Care International, Lutheran Development Service and Red Cross. However for this management plan, only the Arex Officer was available for most of the time during the initial stages of the project up to the implementation stage therefore she was naturally co-opted as the focal person who will be responsible for implementing and monitoring stakeholders actions in times of increased water stress. The Arex officer was therefore tasked with the responsibility of monitoring also the drought triggers, ensuring that the community maintains or ensures good agricultural practices such as maintaining gardens 30metres away from the river bank , practising crop rotation and monitoring water usage. In this regard, the Agrex officer would also be consulted in the decision making process when there is an impending drought. The stakeholders’ actions would also include coordinating the efforts of various NGOs in their drought mitigation strategies. Stakeholder Possible Action in times of drought

The stakeholders in this project as already identified are the ZINWA, DDF, RDC and NGOs such as the World Vision, Care International and Lutheran Development Service which are already working in the area. Historically these have provided relief to the communities in times of drought, although with the current socio-political and economic status, the NGOs have taken a more active role which under normal




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circumstances should be the role of government through its arms like the RDC, DDF and ZINWA. Based on past experiences, possible actions that such NGOs can undertake in a time of drought are:

Supply of water- although in the rural areas this is normally not feasible, in the urban areas such as Harare, Mabvuku Suburb, the government has been able to provide water to these suburbs and was assisted by UNICEF. It then follows that, if such a case were to happen in the rural setting such as Diti, similar action by NGO’s could possibly be taken in the areas that have run dry and water could be supplied through bowsers.

Water rationing - Again, in a rural setting these government wings or local authorities may not be able to enforce a water rationing policy in times of drought. It is feasible that the local leadership such as the Chief can enforce a water rationing policy in a rural setting, and given the fact that they have authority over their subjects, and then they should be the ones to enforce it. Also, the community indicated that in times of severe water stress, they already have a water rationing mechanism where they set times and periods for drawing water from the available sources ensure that everyone gets a bit of the water that will be available.

Monitoring water usage for human consumption and livestock use - Again, the government institutions by their nature and the set up of the rural communities like the Diti community, may find it difficult to monitor the water usage either for human and livestock consumption. This can however be easily done by the Chief and his subordinates

Emergency food relief- Traditionally, in times of acute drought, the government would provide emergency food relief through the Grain Marketing Board. However, things took a twist in the last decade as the Zimbabwean economy experienced a highly inflationary economy. As a result, NGOs took over the government’s role and now in most cases, where there is need for emergency food relief, the NGOs now provide the relief. The recommendation would therefore be that the NGOs would carry on with that role.




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6. Plan Proponents and Signatories

Consultants John. L. Farr Project Director Luise Zagst Senior Sociologist Batanayi C. Gwangwawa Sociologist Joel Ntsatsi Hydrogeologist

Community

The table below provides the list of persons who developed this plan and their signatures.




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ANNEX A

Location of Physical Interventions Diti, Botswana




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ANNEX B

As Built Drawings




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ANNEX C

Equipment Manuals




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ANNEX D

Equipment Suppliers

ruurraal ccoommmmuunniittyy awwaat teerr

Documents