ZIMBABWE REPUBLIC POLICE

STRATEGIC PLAN

Policing Towards an Upper Middle-Income Society

 ‘Policing Towards an Upper Middle-Income Society’

STATEMENT BY THE MINISTER OF HOME AFFAIRS

AND CULTURAL HERITAGE

T he Ministry of Home Affairs and Cultural

Heritage is a composite of departments
which are mainly seized with the imperative
mandate of preserving the internal security of
Zimbabwe. In particular, the Zimbabwe Republic
Police (ZRP) has the constitutional obligation of
not only preserving the internal security of the
country but also in furtherance of that desired
end state, it is expected to protect and secure
the lives and property of the people, maintain
law and order as well as to prevent, investigate
and detect crime. This is indeed a phenomenal
and fundamental national duty which cannot certainly be executed
through adopting a whimsical approach to policing where everything is
left to chance, instinct and luck.

As a Ministry, we are therefore grateful that the Zimbabwe Republic

Police consciously decided to traverse on a proactive path by cultivating
and engraining strategic planning and management in the whole gamut
of policing since 1995. It is edifying that the organisation unveils this
strategic plan whose broad objectives and key deliverables resonate with
the Government’s National Development Strategy (NDS1) (2021-2025),
which is a building block to Vision 2030 where the nation envisages the
attainment of an empowered and prosperous upper middle income society
by the year 2030. Furthermore, it is not in dispute that the realization of
the seven broad objectives and fourteen national priorities encapsulated
in NDS1 is heavily hinged on the creation of a safe and secure environment
where peace and stability punctuate every realm of our lives.

Importantly, as a Police Service, the Zimbabwe Republic Police makes

a commitment through this strategic plan to consolidate the gains
that have been realized in the lifespan of the Transitional Stabilisation
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 Strategic Plan Horizon 2025

Programme (TSP) which was commissioned in October 2018 and ran until
31 December 2020. Without doubt, the TSP commenced with austerity
measures whose benefits manifested in price and currency stability
towards the end of the plan. Therefore, building on this stability, the
country’s economy is expected to begin registering exponential growth
which can only be fortified by the creation of a safe and secure Zimbabwe
through effective policing.

Indeed, the Zimbabwe Republic Police undertakes to uphold the

Constitution of Zimbabwe by operating within the dictates of the law
as well as respecting the inalienable rights of the citizenry and visitors
alike. Over the years, the Zimbabwe Republic Police has demonstrated
unparalleled professionalism with officers on United Nations peace-
keeping missions winning numerous accolades. This does not mean that
there are no aberrations in the demeanour of some members. Bad apples
are common, but these shall continue to be dealt with decisively and
transparently.

Government remains alive to the reality that policing the world over
is an expensive exercise which requires adequate funding. Therefore,
police officers need to have modern tools of trade and resources at their
disposal if they are to outmaneuver criminal propensity and sophistry.
Similarly, concerted efforts will relentlessly be made by the government
to avail the requisite resources which include modern policing technology
gadgets and equipment in order to operationalise this strategy. Last but
not least, the implementation of this strategic plan demands that the
police together with all citizens, the business community, civic society,
youths, traditional and religious leaders and the security architecture
play a critical role in ensuring its success. I remain confident that all
police officers shall diligently put shoulder to the wheel and ensure the
sustenance of a safe, secure and prosperous Zimbabwe.

Hon Kazembe KAZEMBE (MP)

Minister of Home Affairs and Cultural Heritage

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COMMISSIONER GENERAL’S NOTE

T he Zimbabwe Republic Police unveils this new

Strategic Plan, Horizon 2025, at a challenging
time in the history of humanity due to the corona
virus (COVID-19) pandemic. A horizon, by its nature,
is not the destination per se, but the furthest the eyes
can see. While for now we fix our eyes on 2025 as a
temporary destination, our long range focus is on the
year 2030 where, through the visionary leadership of
His Excellency, the Head of State and Commander-
in-Chief of the Zimbabwe Defence Forces, Cde ED
Mnangagwa, the country envisages the attainment of an upper middle-
income society by then.

As we set out the organisation’s plan for the next five years, we do so in
the full knowledge that the policing landscape, just like most spheres of
human existence, continue to be increasingly altered by among others;
globalization, climate change, diseases, human ingenuity, to mention just
a few. Furthermore, there is little doubt that criminal sophistry and the
tools required to respond are rapidly evolving as we journey a new decade
in the 21st century.

Equally, the communities we serve have become more diverse, complex

and demand an improved service. For this reason, this plan will shape our
direction in transforming the organisation to meet clients’ needs towards
a safe and secure Zimbabwe.

In the same breadth, this Plan encapsulates several novel contemporary

technology concepts such as smart policing, safe cities, among others
which will embed our crime management efforts. We shall further continue
to draw on some of our tried and tested traditional policing strategies
to embolden our fight against crime. Towards that end, community
policing will remain a cornerstone in solidifying the organisation’s strong
relationships with our wide range of stakeholders.
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Transnational crime manifesting as terrorism, human and drug trafficking,

cybercrime, wildlife crime, among a host of nefarious criminal enterprise,
continues to threaten the safety of our citizens, the region and beyond. The
Plan therefore, outlines how the Zimbabwe Republic Police shall continue
to work closely with police organizations and related stakeholders in the
region and international arena to combat organised crime.

The ZRP shall therefore seek to consolidate the gains realized in the
Transitional Stabilisation Programme (TSP) which ran its course from
October 2018 to December 2020. More importantly, this plan shall
be guided by the key objectives and national priorities of the National
Development Strategy (NDS1) (2021-2025). Similarly, the organization
anticipates that from the year 2026 to 2030, NDS2 shall be last lap of
Zimbabwe’s journey to an upper middle-income economy by the year
2030. In pursuit of this feat, the ZRP shall be steadfast and relentless
in ensuring the creation and entrenchment of a safe and tranquil
environment conducive for socio-economic growth. As the sole national
policing agency, the ZRP shall continue to heavily rely on government’s
fiscal support and policy guidance.

It is important to note that this five year Plan does not go into the
nuances of everything that we need to accomplish. However, it does spell
out priority areas such as a safe and secure environment, governance,
institutional capacity and human development, gender mainstreaming
and environmental sustainability, among others, which will require us
to invest greater attention. The Plan is therefore a flexible document that
shall be periodically evaluated to meet the dynamic needs of clients and
policing arena.

Our clients are at the heart of our existence hence intense stakeholder
engagement through surveys, consultations and meetings underpinned
the crafting of this new Plan. On behalf of the entire Zimbabwe Republic
Police, I would like to extend my profound gratitude to all the stakeholders
who include the diverse communities we serve, business, traditional,
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religious and civic leaders, among others for the priceless input and
unwavering support.

Finally, I beseech all police officers across the rank and file to fully
commit to this Plan, be result oriented and work tirelessly towards the
successful attainment of the vision and goals enunciated thereto. Let us
all, individually and severally, make the realization of a safe and secure
upper middle-income economy, a tangible reality for it is certainly an
attainable goal.

T G MATANGA
Commissioner General of Police

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TABLE OF CONTENTS
Statement by the Minister of Home Affairs and Cultural Heritage i
Commissioner General’s Note iii
Acronyms / Abbreviations ix
1.0 BACKGROUND 1
2.0 SITUATIONAL ANALYSIS 4
2.1 External Environmental Analysis 6
2.1.1 Political Environment 6
2.1.2 Economic Environment 7
2.1.3 Social Environment 7
2.1.4 Technological Environment 8
2.1.5 Legal Environment 8
2.1.6 Ethical Environment 9
2.2 Internal Environmental Analysis 9
2.2.1. Strategy 9
2.2.2. Structure 9
2.2.3. Systems 10
2.2.4. Style 10
2.2.5. Shared Values 10
2.2.6. Staff 10
2.2.7. Skills 11
2.3. STAKEHOLDER ANALYSIS 11
3.0 VISION 12
4.0 MISSION 12
5.0 CORE VALUES 12
6.0 CLIENT NEEDS AND PROBLEM ANALYSIS 13
7.0 BROAD OBJECTIVES 14
8.0 CRITICAL SUCCESS FACTORS 14
9.0 KEY DELIVERABLES 14
10.0 KEY RESULT AREAS 15
10.1 Safe and Secure Environment 15
10.1.1 Crime Management 15
10.1.1.1 Crime Prevention 16
10.1.1.2 Crime Investigations 17

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10.1.1.3 Crime Detection 23

10.1.2 Traffic Management 24
10.1.3 Public Order and Disaster Management 25
10.2 Institutional Capacity and Human Development 26
(i) Image Building 26
(ii) Infrastructure (Office and Residential Accommodation) 27
(iii) Restructuring 27
(iv) Training and Staff Capacitation 28
(v) Welfare 28
(vi) Performance Management 29
(vii) Resources efficiency measures 30
(viii) Transport Management 30
(ix) Financial Management 31
10.3 Governance 31
10.4 Gender Mainstreaming 32
10.5 Environmental Sustainability 34
11.0 MONITORING AND EVALUATION 35

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ACRONYMS / ABBREVIATIONS

AFIS Automated Fingerprint Identification System

AFU Asset Forfeiture Unit
AFRIPOL African Police Cooperation Organisation
CBD Criminal Bureau Docket
CCD Commercial Crimes Division
CIU Criminal Intelligence Unit
COVID-19 Corona Virus Disease
DFDC District Force Development Committee
ETMS Electronic Traffic Management System
ICT Information Communication Technology
INTERPOL International Police Organisation
IRBM Integrated Results Based Management
NDS1 National Development Strategy 1
PDFC Provincial Force Development Committee
SADC Southern Africa Development Community
SARPCCO Southern Africa Regional Police Chiefs Cooperation
Organisation
SDC Station Development Committee
TSP Transitional Stabilisation Programme
WoGPMS Whole of Government Performance Management System
ZACC Zimbabwe Anti-Corruption Commission
ZESA Zimbabwe Electricity Supply Authority
ZIMRA Zimbabwe Revenue Authority
ZRP Zimbabwe Republic Police

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1.0 BACKGROUND

Modern organisations utilize strategic planning as a management

tool for enhancing service delivery. The Zimbabwe Republic Police,
therefore, has over the years embraced and embedded strategic
planning as guiding optical lenses informing policing outcomes,
initiatives, strategies and operations thereto. This paradigm shift
from the knee-jack to pre-emptive policing where strategic intent
is exposed to thorough diagnostic thought process before being
packaged into an incisive and well-defined trajectory remains
cardinal. Essentially, this critical endeavour spawned positive
changes in the manner the organization discharges its constitutional
mandate. However, increased criminal sophistry aided by
advancement in technology, heightened political activism and
polarization, the ushering in of the Second Republic of Zimbabwe,
the expiry of the tenure of the current strategic plan, among other
factors, oblige the organization to reorient and reconfigure its
strategic resolve and the policing discourse in general.

To this end, this current plan is a successor to the Strategic Plan

Vision 2020 and covers the period 2021-2025 while running under
the theme ‘Policing towards an Upper Middle Income Society’.

The new organizational roadmap is being ushered after the dusk

of the Government’s Transitional Stabilization Programme (TSP)
and at the dawn of the National Development Strategy (NDS1)
(2021-2025). The seven key objectives as well as the fourteen
national priority areas of the National Development Strategy (NDS1)
provide guidance to the organisation’s planning thrust. The table
below captures the fourteen national priority areas against the
envisaged thrust of how the ZRP intends to position itself towards
the realization of the NDS1 goals.

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Table 1: The NDS1 National Priorities against intended actions of the

ZRP within the planning period.

GOVERNMENT PRIORITY HOW THE ZRP INTENDS TO POSITION

AREA ITSELF IN VIEW OF THE IDENTIFIED
PRIORITY AREA

Economic Growth and Stability • Providing a safe and secure

environment for the pursuit of all
legitimate economic activities

Food Security and Nutrition • Providing security in the whole

Agriculture chain particularly
ensuring safety and security of crops
and livestock.
• Collaborating with farmers and farmer
organisations and all relevant entities
towards enhancing security in the
Agriculture value chain.

Governance • Combating both internal and external

forms of corruption and
• Strengthening collaboration with
other stakeholders in the fight against
corruption.
• Reviewing police literature to keep it
abreast with all changes.

Moving the Economy up the Val- • Supporting all relevant Government

ue Chain & Structural Trans- programmes from a policing
formation perspective.

Human Capital Development • Regularly training members to address

all performance deficits
• Collaborating with local and foreign
bodies in contemporary training
exchange or development programmes

Environmental Protection Enforcing relevant laws

Climate Resilience and Natural Enforcing relevant laws

Resource Management

Housing Delivery Construction programmes to reduce

deficits in police office and residential
accommodation.

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ICT and Digital Economy Anchoring crime management

on automation, digitalisation,
computerisation and smart policing

Health and Well-being • Ensuring the health and safety of all

police officers as well as that of victims
or perpetrators of crime through
collaboration with health institutions.
• Collaborating with health institutions
in the gathering and management of
forensic evidence.

Transport, Infrastructure & • Providing security on the country’s

Utilities roads as well as securing the
infrastructure of all key utilities.
• Collaborating with entities in the
transport value chain.
• Collaborating with public utilities in
attending to their security concerns.

Image building Aiming at enhancing the image of the

organization and country including
on international assignments and
engagements

International Engagement and Strengthening cooperation and

Re-engagement collaboration with neighbouring
countries, continental and international
bodies from a policing inclination in line
with the country’s foreign policy thrust.

Social Protection Ensuring the safety and security of all

people in Zimbabwe

Youth, Sport, Arts and Culture Collaborating with relevant entities in

the provision of security and regulation
of social, cultural or sporting gatherings.

Devolution Collaborating with all devolved structures

for the realization of the Government’s
devolution goals.

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It should be appreciated that one major departure from the

predecessor strategic plans is the recognition of the need to adopt
and entrench technology aided policing initiatives in conjunction
with those which require the physical presence of police officers.
In as much as criminals are taking advantage of technology
and the cyber space, police organizations can also do better by
technologically outpacing them.

Drawing from the Government’s priority for a Digital Economy

which is clearly spelt out in NDS1, the organisation’s has therefore
anchored policing strategies on automation, digitalization and
computerization.

It is also essential to note that the last part of this document is

Annexure A. This is a tabular summary of all broad objectives
against their attendant goals, key strategic concepts emerging from
the goals as well as the targeted key deliverables to be attained in
respect of each goal. The table also outlines offices responsible
and answerable for the attainment of identified goals as well as the
planned frequency for review.

2.0 SITUATIONAL ANALYSIS

In analyzing the external environment of the Zimbabwe Republic

Police, emphasis was placed on identifying opportunities and
threats that may characterize the political, economic, social,
technological and ethical spheres of Zimbabwe for the period
2021 to 2025. The thrust of the analysis was aimed at placing the
organization on a pedestal of exploiting opportunities while at the
same time mitigating against possible consequences of potential
threats. Similarly, the internal environmental analysis is an
organisational self-introspection of its strengths and weaknesses
using Mckinsey’s 7s Model.

Strengths and weaknesses in the internal organizational

environment as well as opportunities and threats in the external
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environment can be portrayed in the form of SWOT Matrix as

shown in the diagram below:

Table 2: Summary of the organisation’s situational analysis in

SWOT Matrix

INTERNAL ENVIRONMENT
Strengths Weaknesses
• Effective traditional crime prevention • Delays in decision making as a result of
strategies such as patrols and awareness bureaucracy.
campaigns. • Largely manual Information. management
• Well defined ranked hierarchical structure systems leads to difficulties in information
which creates certainty of authority and retrieval, vulnerability to loss or destruction
communication. of information.
• Well defined procedures and guidelines • Outdated organizational literature.
spelt out in Standing Orders and police • Low cooperation by clients and
manuals among others stakeholders.
• A well disciplined organisation. • Limited use of Information technologies.
• Visionary leadership. • Inadequate infrastructure
• Adequate skill sets for the policing
mandate.
• A culture of teamwork
EXTERNAL ENVIRONMENT
Opportunities Threats
• Membership to Regional and International • Polarized society.
bodies for combating crime. • Increasing acts of terrorism within the
• Multiplicity of media platforms for SADC Region.
engagement with stakeholders. • Increasing criminal sophistry.
• Inter-agency cooperation with the Justice • Litigious society.
delivery system. • Economic instability leading to limited
• Political stability in rural areas. funding.
• Government engagement and re- • Climate change leading to increased
engagement policy. frequency of disasters.
• Economic sanctions imposed on the
country.
• COVID 19 Pandemic.
• Moral decadence.
• Increase in rural to urban migration.
• Abuse of both print and social media.
• Corruption.

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2.1 External Environmental Analysis

2.1.1 Political Environment
Generally, the political environment in the country has remained
stable particularly in the rural areas. However, urban areas have
periodically demonstrated to be hotbeds of political violence and
activism.

The period 2021 to 2025 is anticipated to be punctuated by political

stability even though the 2018 Harmonised Elections left some
sections of the society disgruntled. Consequently, polarization and
tension remain evident as they continue to dominate the social
and mass media. Therefore, since the planning period ahead also
has Harmonised Elections slated for 2023, an increase in tension
and political contestation is expected.

Political stability affords the Zimbabwe Republic Police an

opportunity for improved service delivery and channeling energy
towards crime reduction. However, polarization breeds heightened
political activism resulting in police having to devote more time
and resources to managing public disorder thereby constraining
the organisation’s crime reduction efforts.

The organization is also alive to the fact that political extremism

manifesting in the form of terrorism has now found its way into
some SADC member states. This scourge has the potential to engulf
the entire region. To this end, enhanced information sharing, use
of advanced technologies, training and resource mobilization will
go a long way in countering terrorism.

On another note, it is envisaged that the government’s re-

engagement thrust will unlock opportunities for the organization to
learn from other countries and adopt best practices for improving
policing in general. In this regard, the planning period shall be
characterized by continuous scanning of the political environment
to guide pro-active actions.

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2.1.2 Economic Environment

The country’s economy has continued to grapple with several
negative factors which include persistent climate-change induced
droughts, harsh economic sanctions imposed on the country at the
turn of the millennium and the devastating effects of the Covid19
pandemic.

Household food security has declined due to low agricultural

productivity, unemployment and poverty culminating in some
citizens especially the youths resorting to crime for survival. While
the formal mining sector continues to provide significant revenue
inflows, there is an imperative need to formalize the activities
of some artisanal miners in order to plug leakages and promote
environmental friendly practices. On the other hand, tourism,
manufacturing and retail sectors continue to reel under economic
turbulence manifesting through; foreign currency shortages,
inflation, domestic currency volatility, low foreign direct investment,
among others. These economic challenges if allowed to continue,
may impact negatively on the capacity of the organisation to
mobilize resources.

However, the TSP has left the country riding on a modicum of price
and currency stability which, if maintained, will spur the country
to sustained economic growth up to the year 2030.

2.1.3 Social Environment

Globalisation, epitomised by cross-culturalisation has emerged
as the central factor in shaping and re-defining the social fabric
in all countries. Sadly, this phenomenon has also culminated in
moral decadence thereby spawning social ills, misdemeanors and
increase in crime. In the same vein, the increase in rural to urban
migration has seen a surge in crime. The social outlook portrayed
by global and local factors above have littered the ZRP’s policing
landscape with numerous challenges such as illicit dealings in
drugs, complex transnational crimes, violence and theft among
many other vices. However, the organization will leverage global
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linkages resident in regional and international policing bodies such

as Southern Africa Regional Police Chiefs Cooperation Organisation
(SARPCCO), International Police Organisation (INTERPOL), African
Police Cooperation Organisation (AFRIPOL) among others. The
organisation shall also continue to collaborate with traditionl
leaders, religious groupings, other government departments and
the media in entrenching moral values in society.

2.1.4 Technological Environment

While advances in technology have made life much easier for
human beings, the development has also come with its fair share
of problems. It is evident that during the tenure of the plan,
technological advancement will be a permanent feature on the
policing terrain. The organization will therefore take advantage of
these cutting edge technologies to improve communication with
the public as well as enhancing its information systems to bolster
crime management. Undoubtedly, there shall be need throughout
the whole planning period to outpace criminal enterprise and
syndicates. Similarly, the wide access to the social media shall
also present both opportunities for improved communication and
threats of abuse and cybercrime.

2.1.5 Legal Environment

The fact of Zimbabwe being Africa’s most literate nation is now
manifesting in citizens getting more and more litigious as they
demand the upholding of their rights. While most of the country’s
laws have now commendably been aligned with the national
Constitution which was last amended in 2013, it is also hoped
that the few remaining statutes will be aligned so as to smoothen
the country’s wheel of justice. More importantly, strengthening of
inter-agency cooperation in the justice delivery value chain will
also help cure some gaps which are being continuously exploited
by criminals.

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2.1.6 Ethical Environment

The breakdown of the moral fabric and general disregard of the
precepts of Ubuntu and communalism has been the biggest recipe
for selfishness and corruption at both individual and corporate
levels. Consequently, the period under focus is likely to be blighted
by increases in corruption both internally and externally. To
this end, the organisation shall strengthen internal corruption-
combating measures while also increasing collaboration with
external stakeholders and systems.

2.2 Internal Environmental Analysis

The internal environment of the Zimbabwe Republic Police was
analysed using the McKinsey 7S model where strengths and
weaknesses were brought to the fore.

2.2.1. Strategy
The ZRP crime management strategy has over the years revolved
around retention of traditional policing practices such as patrols
and campaigns which continue to produce desired results.
However, these practices are no doubt human capital intensive,
cumbersome and lagging behind criminal sophistry thereby
requiring the deployment of modern technologies. Technology-aided
crime management thrust will therefore be given greater impetus
to complement human-centred policing strategies. Moreso, the
deployment of contemporary technologies in policing will enhance
among others, the ease of data storage and retrieval, information
processing, detection and capturing of crucial evidence.

2.2.2. Structure
The ZRP has a well-defined ranked hierarchical structure which
is function-specific. Although the hierarchical nature comes with
certainty of authority, the multiplicity of these rungs of authority
fuels bureaucracy thereby delaying decision making. In this regard,
the organization will strive to maintain a flat and leaner structure
devoid of role redundancy and duplications.

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2.2.3. Systems
In performing their duties, members of the Zimbabwe Republic
Police derive guidance from defined procedures and guidelines
which are spelt out in Standing Orders, manuals, statutes,
regulations among others, as opposed to limitless discretion.
However, information management processes are largely manual.
This gives rise to challenges such as difficulty in information
retrieval, vulnerability to loss or destruction, the need for more
personnel and office space. Some provisions of organisational
literature are no longer in tandem with prevailing realities.
Therefore, the review of police literature shall address bottlenecks
being presented by literature redundancy. Similarly, there shall
be a greater need to increase the level of computerization of the
organisation’s information management system.

2.2.4. Style
As a quasi-military organization, the ZRP has a top down approach
to authority which is conducive for the maintenance of discipline.
However, the organization continues to embrace and deepen
consultation at all levels to engender cooperation and unity of
purpose.

2.2.5. Shared Values

Cognisant of the re-branding drive and the need to reconnect with
clients, the organization re-defined its value system. The objective
was to embody a refreshing identity and character that places the
needs and expectations of clients at the heart of police operations.
Without doubt, these enduring values will be the hallmark of
policing excellence as the Zimbabwe Republic Police seeks to
entrench a safe and secure nation.

2.2.6. Staff
The organization currently has an establishment of 50000 police
officers which include 1743 general hands. This establishment is
not adequate given the fact that the current policing model is largely
human-centred. Furthermore, the national census penciled for
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2022 is likely to reveal a growth in population which may require

an upward review of the police establishment. Given the profound
desire by the organization to underpin most policing strategies on
modern technologies, this feat shall be aggressively pursued to
complement human-centred policing.

2.2.7. Skills
The organisation boasts of adequate skill sets required for the
policing mandate. However, there is need to sustain the training
and development thrust in order to keep abreast with emerging
criminal patterns as well as curing perennial skills flight.

2.3. STAKEHOLDER ANALYSIS

In discharging its mandate, the Zimbabwe Republic Police interacts
with several private and public sector entities which either regulate
or require cooperation or collaboration with the organization. These
include regional and international bodies, government ministries
and departments, state owned enterprises or parastatals, local
authorities, traditional leaders, religious groups, advocacy groups,
the media among many other social groups. These stakeholders
have diverse expectations upon the ZRP while the organization also
has its own reciprocal needs and expectations in respect of each of
these stakeholders. In meeting these stakeholder expectations or
giving feedback, the organization interacts with these stakeholders
by way of meetings, correspondences or returns.

Annexure B provides a summary of all international, private and

public stakeholders which the organization interacts with detailing
their expectations as well as the ZRP needs and expectations
on them. The table also provides the means by which the ZRP
interacts with or provides feedback to such stakeholders. However,
this summary table is not exhaustive of all stakeholders.

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3.0 VISION

Policing for excellence in pursuit of a peaceful, safe and secure

Zimbabwe for all by 2025

4.0 MISSION
To effectively preserve the internal security of Zimbabwe, protect
and secure the lives and property of the people, maintain law and
order, enforce the law without fear and favour through entrenching
dynamic crime prevention, investigation and detection practices
while upholding the constitution.

5.0 CORE VALUES

As an organisation, we shall uphold the following core values in all
our policing endeavours:-

• Professionalism - we shall conduct our work with professional

competence, in accord with the highest
standards of ethics and proficiency.

• Respect - we shall always remain courteous and

responsive in all our engagements, treating
every person with kindness and humility.

• Impartiality - we shall endeavour to be non-prejudicial

and objective; and demonstrate fairness in
our dealings with all stakeholders.

• Integrity - we shall be steadfast in our adherence to

high ethical standards and truthfulness as
we discharge our constitutional mandate.

• Commitment - we shall exhibit the highest standard of

personal and organisational excellence,
accountability, dedication and effectiveness
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in the discharge of our duties.

• Transparency - openness shall be a cornerstone in all our

actions, decisions and engagements with all
stakeholders. As we build trust with all our
clients and communities we serve, we shall
be open about what we have done and why
we have done it.

• Accountability - we shall accept responsibility for our actions,

focus on finding solutions and remain result
oriented. We shall strive to keep our promises
and commitments.

6.0 CLIENT NEEDS AND PROBLEM ANALYSIS

It is imperative that the organisation continuously undertakes a
comprehensive analysis of its clients’ needs and problems. At the
core of the analysis is ensuring that client satisfaction remains
central to all our policing endeavours. The configuration of the
organisation’s clients includes the general public, corporate
community, road users, religious and traditional groups, vulnerable
groups such as the physically challenged, women and children,
among others. Generally, though these clients have diverse needs,
their desire is to live in a safe and secure society, free from crime
and road carnage. In that regard, the organisation shall continue to
be seized with prime goals of reducing crime, road traffic accidents
and enhancing peace and security as well as road safety.

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7.0 BROAD OBJECTIVES

In an endeavour to provide a safe and secure environment, the
organisation has identified a set of broad objectives drawn from
the government’s national priorities as espoused in Vision 2030.
Towards that end, the organisation shall strive to:-

7.1. promote a safe and secure environment,

7.2. enhance good governance in all its facets of policing,
7.3. improve institutional capacity and human development,
7.4. enhance gender equality in the rank and file, and
7.5. promote environmental sustainability.

8.0 CRITICAL SUCCESS FACTORS

In order for this plan to meet its key deliverables, the following
assumptions shall remain relevant:-

8.1. adequate funding,

8.2. informed decision making,
8.3. effective linkages at all planning levels,
8.4. maximum stakeholder cooperation and support,
8.5. effective communication,
8.6. swift technological adaptation,
8.7. resource efficiency, and
8.8. commitment at all levels.

9.0 KEY DELIVERABLES

The Strategic Plan Horizon 2025 envisages the following key
deliverables to underpin the promotion of a safe and secure nation:-

9.1. reduced crime and traffic accidents,

9.2. corruption cases reduced,
9.3. modern policing technologies acquired,
9.4. policies reviewed,
9.5. capacitated staff,
9.6. office and residential accommodation adequacy enhanced,
9.7. improved conditions of service,
14
 ‘Policing Towards an Upper Middle-Income Society’

9.8. gender equality enhanced, and

9.9. environment sustainability programmes implemented.

10.0 KEY RESULT AREAS

10.1 Safe and Secure Environment
Every citizen’s desire is to live in a safe and secure society which
permits them to pursue social and economic activities of their
choice without hindrance. Towards that end, a safe and secure
environment is a critical enabler in the quest for the attainment
of such a status quo which dovetails with the National Vision of
an upper middle income society by the year 2030. Though the
realization of this desired end state is enmeshed in the collective
efforts of several government departments, the Zimbabwe Republic
Police has the prominent role of maintaining law and order and
securing the lives and property of the people. It therefore behooves
every police officer to put hands on the deck with unshakeable
tenacity and tighten a collaborative drive within the ambit of inter-
agency approach to enhance crime management.

10.1.1 Crime Management

Combating crime is undoubtedly the core business of the Zimbabwe
Republic Police as mandated by Section 219 of the Constitution of
Zimbabwe. It is noteworthy that within the life of the preceding
strategic plan, crime had been generally on the increase. All facets
of the organization should thus magnify efforts and energies
towards crime prevention, investigation and detection to rid society
of crime. Thorough supervision, concise instructions at all levels of
command, teamwork, use of criminal intelligence and technology
shall be the hallmark in crime management. Crimes of national
concern as well as emerging crimes such as cybercrime, among
others shall be given greater focus. In order to give impetus to the
organisation’s crime management efforts, comprehensive review of
various strategies and tools shall be undertaken.

15
 Strategic Plan Horizon 2025

10.1.1.1 Crime Prevention

Goal: to limit the growth of crime to 3% on a yearly basis. The

following strategies shall be undertaken:-

(i) Visible Policing

Police visibility has been proven to be an effective vehicle in

deterring commission of crime. Therefore the following activities
shall be undertaken:-

• constant deployments at hotspots and other areas determined

by crime trends and patterns,
• use of criminal intelligence in deployments,
• strengthening motorized, cycle, horse and foot patrols in crime
prone areas,
• enhancing police-public interaction, and
• monitoring habitual criminals.

(ii) Community Policing

The success of traditional community policing initiatives which

the organization has been using requires a comprehensive review.
This shall culminate in the need to usher a Community Policing
Strategy. This new strategy will spell out specific actions and
outcomes in respect of each initiative. The following activities shall
underpin this strategy:-

• enhancing the use of multiple media platforms such as print

electronic and social media, and the police website,
• strengthening the use of suggestion boxes,
• ensuring timeous feedback to clients,
• increasing the number of active Neighborhood Watch
Committee members,
• promoting participation of the business community and Crime
Consultative Committees in the fight against crime,
16
 ‘Policing Towards an Upper Middle-Income Society’

• ensuring robust Junior Call clubs, and

• conducting focused crime awareness campaigns.

10.1.1.2 Crime Investigations

Comprehensive and thorough investigation of crime is paramount in
the justice delivery value chain. There is need to ensure systematic
approach in the investigation process through meticulous receipt
of reports, proficient crime scene management, docket compilation
and supervision. There is no doubt that such rigour will enable
successful prosecution of cases. Above all, during tenure of the
current plan focus will be on leveraging technology to enhance
crime investigations.

(i) Scene Attendance

Given the importance of scene attendance in the investigation

process, it is imperative to reiterate that members are expected to
observe the cardinal rules of scene attendance.

Goal: to adopt a systematic approach to scene attendance in

accordance with set police standards.

Strategies
• ensuring that sufficient facts are recorded during initial
receipt of reports,
• expeditious and methodical attendance of scenes (that is
assessment and protection, recording, searching, examination,
retrieval, preservation and presentation of evidence),
• ensuring coordination of relevant specialized units during
scene attendance, and
• enhancing skills of investigating officers including charge
office details through continuous training.

17
Strategic Plan Horizon 2025

(ii) Docket compilation and finalization

The need for sufficiency of evidence for court processes requires

that dockets be comprehensive and follow laid down procedures.

Goal: to compile and finalise dockets within set standards.

Strategies
• recording quality statements outlining the chain of evidence,
• giving precise instructions and guidance to investigating
officers,
• conducting periodic docket checks,
• ensuring timeous fingerprint management process to guide
court decisions,
• strengthening intelligence-oriented investigations,
• adhering to docket investigation finalization standards,
• ensuring docket accountability,
• making effective use of ancillary services such as Criminal
Intelligence Unit (CIU), Ballistics, Central Criminal Bureau
(CCB) and Forensic Science Laboratory during investigations,
• constant liaison with stakeholders such as Judiciary, Health,
National Prosecuting Authority (NPA),
• providing timeous feedback to informants and complainants,
• ensuring expeditious referral of dockets for prosecution and
follow up at courts, and
• computerisation of the records management system.

18
 ‘Policing Towards an Upper Middle-Income Society’

(iii) Docket Clearance

Continuous efforts should be made to clear outstanding and

incomplete dockets.

Goal: to ensure that outstanding and incomplete dockets are

completed (cleared).

Strategies
• regular contact with witnesses and complainants on incomplete
dockets for new evidence,
• regular checks on wanted persons,
• continuous stakeholder engagement in the justice value chain
to ensure speedy finalization of dockets, and
• conducting periodic checks to ensure docket accountability.

(iv) Computerisation of Crime Management

The organisation’s crime management system is largely manual

and characterized by physical copies which do not have electronic
back up. Resultantly, the system is not integrated to the extent
that the level of criminal information sharing across the country is
very low. This continues to make it difficult for stations to be aware
of arrests of repeat offenders and wanted persons.
Similarly, the lack of contemporary ICT technologies negatively
impacts on the ability of police officers to diligently investigate,
intercept or profile criminals. Resultantly, the level of crime detection
has remained lower than desired while crucial documentary
evidence in dockets is also getting lost along the justice delivery
chain.

Goal: to computerize half of the country’s police stations.

Strategies:
• acquiring adequate computers, accessories and networking
technologies for the targeted stations,
19
Strategic Plan Horizon 2025

• establishing an electronic crime management system, and

• creating a central database system accessible to all targeted
stations, patrols/investigation units, among others.

(v) Safe Cities and Smart Policing

The synonymous concepts of safe cities and smart policing are now
a ubiquitous global phenomenon. In principle, safe and smart cities
are a networked governance system where different units such as
local authorities, law enforcement, communication entities, public
utilities among others, operate from an integrated system of one
command centre. The common features of safe and smart cities
include the following:

• integrated automated technologies for traffic congestion

control and detection of traffic violations,
• technologies for criminal surveillance on buildings and open
spaces,
• electronic public safety measures,
• early warning technologies for open spaces and entertainment
areas,
• disaster or intrusion alarm systems on buildings and public
spaces,
• environmental sustainability measures including electronic
pollution controls,
• strategic partnerships with private service providers, and
• computerised interaction and feedback systems with citizens
which include consultative development.

Goal: to roll out smart policing in Harare, Bulawayo, Gweru and

Mutare.

Targeted smart policing concepts

• Electronic Traffic Management.
• City criminal surveillance systems.
20
 ‘Policing Towards an Upper Middle-Income Society’

• Integrated Command and Control centers for the targeted

four cities.

Strategies:
To achieve these intended smart policing objectives, the organization
shall employ the following strategies:-
• lobbying government for respective process approvals and
funding,
• strengthening stakeholder engagement across private and
public sectors, and
• promoting Public Private Partnerships.

(vi) Cyber Security

The whole world is witnessing a phenomenal increase in populations

accessing and using the internet for communication and financial
inclusion. While these advances have made life easier in many
ways, criminals have also taken advantage of these technologies to
up their game in cybercrime.

The country’s legal framework has commendably been structured

to ensure safety and security of citizens as they interact with the
cyberspace through the following pieces of legislation:-

• National Constitution,
• Criminal Law Codification and Reform Act, and
• Cyber Security and Data Protection Act.

Certainly, these laws are intended to protect the citizenry from any
of the following forms of cyber-related crimes:-
• use of the internet or social media for mobilizing, inciting or
executing violence, bullying, stalking, terrorism, espionage,
racism, xenophobia, treason or insurrection,
• fraud, identity theft, creation of pseudo identities, hacking of
personal, corporate and government systems, unauthorized
access, unauthorized disclosure of information, and
21
Strategic Plan Horizon 2025

• use of the internet in coordinating commission of transnational

crimes such as drug trafficking, money laundering, human
trafficking, spamming, phishing, card fraud, etc.

Goal: to maintain a secure and resilient electronic operating

environment that supports the national security and maximises
the benefits of the digital economy.

Strategies:
• acquisition of technologies for countering all illicit activities
particularly fully equipping the organisation’s cyber laboratory,
• promoting regular internal and external specialized training,
• heightening the use of mass and social media to educate and
raise awareness on cybercrime,
• collaborating with local stakeholders,
• strengthening partnerships with regional and international
stakeholders,
• adopting international best practices,
• strengthening mechanisms for gathering intelligence to
counter cyber-security threats, and
• continuous research and development to adapt to new trends.

(vii) Forensic Examinations

The need to ensure the timeous availability of scientific evidence

necessary to enhance the criminal justice delivery system remains
at the core of modern policing hence the organisation’s persistent
need to acquire appropriate technology. In this regard, the
organisation is transitioning from a status quo in which forensic
examinations are entrusted in civilians.

Goal: to establish a fully fledged Forensic Examinations Department.

Strategies:
• fully capacitating the Forensic Science Laboratory,
• establishing the AFIS system,
22
 ‘Policing Towards an Upper Middle-Income Society’

• re-configuring the Forensic Science Department

• continuous training and development of staff, and
• leveraging technology in forensic examination.

10.1.1.3 Crime Detection

While the ZRP has acquitted itself well in the investigation of crime,
the detection rate has however remained low. It is therefore critical
to develop and strengthen initiatives which raise the detection rate
through effective use of intelligence-led techniques and harnessing
use of contemporary investigation technology.

Goal 1: to detect at least 70% of reported crime.

Goal 2: to recover at least 25% of stolen property.

Strategies
• adopting systematic scene management practices in order to
facilitate a high detection rate,
• identifying and monitoring active criminal population in
respective areas,
• identifying and preserving sources of information,
• conducting surveillance to detect criminal activities,
• analysing, synthesizing and using intelligence to detect
criminals,
• making effective use of specialised units (i.e. CIU, Forensic
Science Laboratory, Ballistics etc) to enhance detection,
• sustaining efforts to arrest Wanted Persons,
• monitoring activities of CBD holders,
• strengthening surveillance of commodity-flow by monitoring
receivers and dealers of second-hand goods,
• enhancing the use of technology in detecting crime,
• setting targets for quality arrests,
• profiling known criminals,
• heightening stakeholder engagement and community
awareness, and
• incentivising whistleblowers, informers and contacts.

23
 Strategic Plan Horizon 2025

(i) Management of Borders and Ports of Entry and Exit

Crime has taken a huge global dimension in which criminals are

inclined to escape to other countries. It is quite common that
fugitives flee Zimbabwe to other nations and vice versa as they
seek safe haven. This scourge is further compounded by the
inadequacy of detection technologies at ports of entry and exit.
Similarly, some criminals exploit the country’s porous borders to
evade justice and perpetuate illicit activities such as smuggling,
drug trafficking, poaching, among others. It is therefore imperative
for the organization to move with greater speed in acquiring cutting-
edge technologies for effectively manning official points of entry
and the borderline.

In this regard, the organization will continue to harness the use of

modern technologies at all official points of entry and exit which
will be linked to the Crime Management System and international
criminal systems such as the INTERPOL i-24/7, among others.
The organization shall also seek to strengthen surveillance of the
borderline through the acquisition of drones and helicopters for
use by Support Unit patrol teams and border stations.

10.1.2 Traffic Management

Road safety remains a critical ingredient for fostering a safe and
secure environment in the country. However, precious lives continue
to be lost through carnage on the roads as a result of reckless
driving, unroadworthy vehicles, poor road network, among others.
To this end, as the country journeys towards the attainment of
an upper middle income economy by 2030, the organisation shall
harness cutting edge technologies in embedding proficient traffic
management.

Goal: to reduce road traffic accidents by 2% on a yearly basis. The

following strategies shall therefore be implemented:-

• mobilizing adequate resources such as breathalyzers, speed

24
 ‘Policing Towards an Upper Middle-Income Society’

cameras and roadblock equipment,

• promoting Public-Private Partnerships for re-tooling the traffic
management system,
• continuous training of members,
• enhancing the enforcement of traffic legislation,
• strengthening adherence to police standards in traffic
investigations,
• heightening the fight against corruption,
• embracing technology in traffic management such as the
Electronic Traffic Management System (ETMS), and
• enhancing awareness campaigns.

10.1.3 Public Order and Disaster Management

Public disorder and disaster situations are ubiquitous in every
society and the police are constantly called upon to rise to the
occasion. It is thus paramount that in managing public order and
disaster situations, police officers should exhibit highest level of
professionalism, preparedness as well as upholding human rights
and the rule of law.

Goal: to ensure the highest level of professionalism and

preparedness in managing public disorders and disaster situations.

Strategies:
• lobbying government for acquisition of adequate public order
management equipment,
• regular and specialized training of members in public order
and disaster management,
• lobbying government for acquisition of disaster management
requirements which include police helicopters, drones and
radio communication equipment,
• enhancing stakeholder collaboration,
• heightening awareness campaigns,
• strengthening the use of intelligence in public order
management,
• benchmarking with international best practices,
25
 Strategic Plan Horizon 2025

• expeditious crafting of the Disaster Management strategy, and

• reviewing the Public Order Management Strategy.

10.2 Institutional Capacity and Human Development

Since the turn of the millennium, the organisation has continued
to grapple with odious challenges which include obsolete and
inadequate infrastructure, limited fiscal support, low public
confidence and trust, duplicitous structure, among others. The need
therefore to take cogent steps in transforming and strengthening
the organisation’s institutional capacity will be driven by the
following:-

• the urgency of improving several systems and structures to

ensure that they become responsive to policing needs,
• increased scrutiny by an enlightened citizenry demanding
quality service, and
• the need to move in congruency with global trends on the
policing terrain.

Goal: To attain an improved and positive corporate image, a well

developed modern infrastructure and competent staff.

Strategies:

(i) Image Building

In an endeavour to improve the image of the organisation as well as
entrenching trust and confidence in our clients and stakeholders,
the following activities shall be relevant: -

• continous rebranding,
• religious adherence to ethical standards in the discharge of
duties,
• formulation of a Media strategy,
• marketing the organisation’s image using mass, social, print
and electronic media,
• re-launching the Client Service Charter at least once a year,
26
 ‘Policing Towards an Upper Middle-Income Society’

• carrying out public opinion surveys,

• enhancing feedback mechanism to clients,
• professional handling of complaints against police, and
• continuous stakeholder and client engagement.

(ii) Infrastructure (Office and Residential Accommodation)

The organisation remains cognizant of the acute shortage of

appropriate infrastructure for policing. Tireless efforts will be made
to continuously mobilise resources to, not only ameliorate office
and residential accommodation challenges, but also rehabilitate
dilapidated infrastructure. The following activities shall be
undertaken in order to improve infrastructure in the organization:-

• lobbying Central Government for funding,

• entering into Public-Private Partnerships,
• exploiting various revenue streams to generate resources for
improving organizational infrastructure, and
• monitoring and evaluation of infrastructure projects.

(iii) Restructuring

The success of any modern law enforcement organization is

predicated on a seamless interwoven structure and strategy. In an
effort to provide high quality services to our diverse communities,
the ZRP’s restructuring trajectory shall seek to promote a lean and
flat hierarchy which is responsive to policing needs. The following
activities shall be undertaken:-

• review and realignment of the organisation structure to promote

efficiency as well as eliminating duplication, redundancy and
inertia,
• matching skill sets with accurate job profiles in placements,
• benchmarking the organizational structure with international
best practices, and
27
Strategic Plan Horizon 2025

• leveraging technology in human resources management

through creation of an integrated human resource database.

(iv) Training and Staff Capacitation

The employees of any organization are its single most important

asset. The ability to achieve proficient service delivery is contingent
on the quality of employees thereof. Towards this end, continuous
human resources development is vital in enhancing organizational
effectiveness. The following activities shall be pursued: -

• lobbying resources for training and development to capacitate

PUCs, Staff College and Depot,
• undertaking skills audits to identify capacity gaps and training
needs,
• professional development of staff at all levels,
• benchmarking and strengthening knowledge and skills
exchange with other police organization,
• collaborating with both local and international institutions of
higher learning,
• continuous review of the Training Policy,
• review of all training curricula, and
• leveraging technology in training and development.

(v) Welfare

Policing is the most critical and visible social service of any

government which requires police officers to exude the greatest
value of commitment. For this reason, the Zimbabwe Republic
Police aims at attracting and retaining competent and dedicated
police officers by attaching colossal prominence to welfare issues.
In this regard, the organisation shall give priority to the following
activities: -

• capacitating the Police Association to explore various ways of

improving members’ welfare,
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 ‘Policing Towards an Upper Middle-Income Society’

• initiating private housing schemes with property developers

and financial institutions for the provision of decent and
affordable houses to members,
• establishing a Police Pensioners’ Fund among other sustainable
schemes to benefit police officers on retirement,
• building entrepreneurial skills through relevant training
programmes especially for those nearing retirement,
• exploring other schemes that will improve the welfare of
members, and
• lobbying government for both monetary and non monetary
incentives.

(vi) Performance Management

In an endeavour to improve service delivery, the Zimbabwe

Republic Police has always been operating from a defined
performance management system characterized by job profiling,
performance planning, implementation, monitoring, evaluation
and reporting. The achievement of organizational goals and targets
therefore requires optimal individual performance of all officers
and members. Assessment of organisation’s performance is thus
vital in measuring the capacity of the organisation to meet the set
objectives. To this end, the performance management system shall
be guided by the following activities:-
• continuous setting of organizational expectations,
• enhancing supervisory checks to strengthen monitoring and
evaluation,
• heightening performance audits and assessments at all levels,
• continuous review of performance audit tools,
• strengthening the sharing of best practices,
• providing frequent feedback at all levels,
• rewarding good performance for example through the ZRP
Incentive Scheme, and
• instituting remedial action to address performance deficiencies.

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Strategic Plan Horizon 2025

(vii) Resources efficiency measures

The effective and efficient use of available resources remains a

vital cog in any organisation. Considering that the ZRP has been
grappling with shortage of resources for a long time, the imperative
need for cost effectiveness and efficiency is key in managing
available resources. To this end, the following activities shall guide
resource efficiency measures: -
• meticulous planning in the resource bidding process,
• equitable distribution of available resources,
• strengthening internal and external audits,
• religious adherence to guidelines for resource acquisition,
maintenance and disposal, and
• curtailing misuse of resources and corrupt practices.

(viii) Transport Management

The Zimbabwe Republic Police as a modern law enforcement

agency requires an effective and efficient transport system. This
is particularly so given that policing demands police officers to
be mobile and agile when discharging their duties. However,
the organisation’s fleet has been persistently constrained due to
limited funding. At the commencement of the planning period, the
organisation had a strength of 1 781 against an establishment of
7 000 vehicles. Mindful of this gap, the organisation will seek to
remain in step with contemporary policing dictates by continuously
reviewing transport systems and requirements. The following
activities shall be given prominence:-
• reviewing the Transport Policy,
• developing a Transport strategy,
• conducting a comprehensive review of transport requirements,
• lobbying for the acquisition of motor vehicles to boost the
organisation’s fleet,
• revamping infrastructure for the organisation’s transport
workshops in all provinces,
• continuous training of transport personnel,
30
 ‘Policing Towards an Upper Middle-Income Society’

• computerising the transport management system, and

• continuous training of police drivers.

(ix) Financial Management

Policing the world over requires adequate funding. However, the

Zimbabwe Republic Police has perennially been underfunded
thereby impacting on operations and service delivery. The
following challenges have thus affected the organisation’s financial
environment:-

• non approval of ideal budgeted figures,

• late release of funds causing delivery of fewer than purchased
items, and
• non funding of prioritized budgeted projects,

The organisation will therefore undertake the following activities:-

• lobbying government for improved funding,

• enhancing internal revenue generation streams,
• strengthening financial prudence measures such as audits,
avoiding wasteful expenditure, effective quality control at
purchase, observing procurement regulations, among others,
and
• heightening collaboration with stakeholders.

10.3 Governance
The preponderance of corruption in both private and public
sectors undermines the delivery of basic services such as housing,
education, health and policing. Importantly, the Government of
Zimbabwe abhors any form of corruption hence it has adopted a zero
tolerance stance against this debilitating scourge. This is evidenced
by the establishment of institutions of combating corruption
which include the Zimbabwe Anti Corruption Commission, Anti
Corruption Courts and the Special Anti-Corruption Unit in the
31
 Strategic Plan Horizon 2025

President’ Office. In particular, the ZRP is mandated to combat

corruption both internally and externally hence the establishment
of the Commercial Crimes Division, Police Anti Corruption Unit,
Asset Forfeiture Unit as well as the Internal Investigations Unit.

To the same extent, the organisation’s operations and procedures

are guided by written documents in the form of policies and
strategies. However, over time, literature used in the organisation
to guide systems and processes has not been amended, rendering
some of it redundant. To entrench the tenets of good governance,
it is therefore imperative for such literature which includes
Standing Orders, Uncoded Rules, manuals and forms, guidelines,
regulations, standards, strategies, among others to be amended.

Goal: to strengthen a comprehensive governance structure through

combating corruption and continuously updating organizational
literature.
Strategies:
• crafting an Anti-corruption Strategy,
• mobilising adequate resources especially 21st century
technologies for anti-corruption units,
• capacity building for investigators,
• heightening collaboration with stakeholders,
• strengthening evidence-based approach in investigating
corruption cases,
• promoting an ethical culture in the organisation,
• promoting cooperation among sections and units in the
organisation as well as breaking down silo mentality,
• conducting awareness campaigns against corruption and
promoting integrity standards, and
• continuously updating police literature.

10.4 Gender Mainstreaming

Mainstreaming a gender dimension in all types of activities (referred
to as gender mainstreaming) is a globally accepted strategy for
promoting gender equality. It involves ensuring that gender
32
 ‘Policing Towards an Upper Middle-Income Society’

perspectives and attention to the goal of gender equality are central

to all activities - policy development, research, advocacy/dialogue,
legislation, resource allocation and planning, implementation and
monitoring of programmes, among others. Zimbabwe is signatory to
and has ratified a number of regional and international conventions
aimed at promoting gender equality. More importantly, Section
17 of the Constitution of Zimbabwe underscores the need for the
State to promote full gender balance in the Zimbabwean society.
This reflects the commitment of the Government of Zimbabwe in
eliminating gender disparity and achieving gender equity in all
sectors and relevant institutions throughout country.

The Zimbabwe Republic Police has taken bold strides in situating

gender equality at the centre of all spheres of policing including policy
decisions, planning, budgeting, human resources management,
peacekeeping, to mention just a few. Furthermore, as a founding
member of SARPCCO, the ZRP remains a pacesetter in promoting
gender equality as demonstrated by its unwavering commitment
to deepening ideals of the Women Network Chapter nationally and
in the region. Consequently, during the lifespan of this plan, the
organisation shall continue to ensure that gender issues remain
an integral dimension of the design, implementation, monitoring
and evaluation of policies and programmes.

Goal: to ensure gender equity in the full spectrum of policing

activities, such as planning, leadership, investigations, public order
management, capacity-building, community policing, promotion
of rule of law, intelligence, among others.

Strategies
• ensuring all organisational policies, programmes and activities
are gender mainstreamed,
• promoting a professional, gender-sensitive management
culture and working environment,
• increasing women’s representation at all levels and in
particular senior and decision-making positions,
33
 Strategic Plan Horizon 2025

• ensuring implementation and operationalisation of regional

and international policies and plans including those of the
SARPCCO Women Network, among others, and
• strengthening the fight against all forms of gender based
violence and abuse in the organisation.

10.5 Environmental Sustainability

The planet earth is home to the human race as well as the
richly diverse fauna and flora. However, it is facing a period of
unprecedented environmental change. Global warming, climate
change, increasing frequency and intensity of natural disasters,
among others continue to pose profound threats to the world
and human existence. Essentially, environmental sustainability
is meeting the needs of the present without compromising the
needs of the future. Zimbabwe like most nations across the world
is already grappling with the impacts of climate change through
persistent droughts, floods, warm temperatures, to mention just a
few. Resultantly, the need for the country to ensure environmental
sustainability has become more urgent than ever before.

The Zimbabwe Republic Police, in particular, as a body corporate has

a significant human resource base, multiple police establishments
and equipment which include camps, stations, workshops,
factories, healthcare facilities, vehicular fleet, among others which
together with the diverse operations impact on the environment.

Goal: to meaningfully contribute towards environmental

sustainability through a raft of internal and external measures.

Strategies
Internal strategies
• developing an environmental sustainability strategy,
• promoting recycling practices,
• enhancing training and awareness on environmental
sustainability across the rank and file,
• greening police infrastructure and space through continuous
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 ‘Policing Towards an Upper Middle-Income Society’

planting of trees,
• reducing consumption of paper by promoting use of modern
technology and records digitization,
• pursuing environmentally friendly and ethical procurement,
• heightening research and innovation to improve environmental
sustainability in policing, and
• ensuring accountability and monitoring at all levels for the
attainment of environmental sustainability outcomes.

External strategies
• promoting environmental stewardship and sustainability by
enforcing the wide array of environmental legislation and
regulations,
• carrying out environmental sustainability operations targeting
environmental degradation practices such as wildlife
poaching, illegal mining, veld fires, deforestation, stream bank
cultivation, sand poaching, among others,
• strengthening stakeholder collaboration nationally and
beyond,
• enhancing education and awareness on environmental
sustainability, and
• partnering academic institutions to strengthen research and
innovation on environmental sustainability in policing.

11.0 MONITORING AND EVALUATION

Monitoring and evaluation are prerequisites for ensuring that the
implementation of planned activities yield intended outcomes and
impacts. In this regard, the organisation shall give greater impetus
to traditional tenets of monitoring and evaluation while aligning
with government policy directives which include the Intergrated
Results Based Management (IRBM) and Whole of Government
Performance Management System (WoGPMS) which are spelt out
in NDS1. To this end, the monitoring and evaluation framework
shall commence with the setting of yearly performance targets.

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Strategic Plan Horizon 2025

The following activities shall be relevant:-

• setting of monthly performance targets,

• maintenance of registers and graphical presentations for
performance evaluation,
• SDC, DFDC, PDFC monthly monitoring evaluation and
reporting,
• monthly WoGPMS reports,
• quarterly WoGPMS reviews,
• supervisory checks on deployments by commanders,
• Annual Physical Checks, Audits and Annual Inspections,
• Inspectorate audits,
• periodic consultative research evaluations, and
• organisational senior management annual performance
review workshops.

36
 Annexure A Summary of Objectives, Goals and key deliverables of the plan.

BROAD OBJECTIVE GOALS KEY STRATEGIC KEY DELIVERABLES RESPONSIBLE INTERVAL

CONCEPTS OFFICE OF REVIEW
To promote a safe and To limit the growth rate Crime prevention Reduced crime All operational Yearly
secure environment of crime to 3% every establishments
year throughout the and structures
whole five year period
Attend scenes and Crime Investigation Improved crime All operational Yearly
finalise dockets due investigations establishments
within set standards and structures
To detect 70% of all Crime detection Improved crime All operational Yearly
reported cases and detection establishments
recover 25% of the value and structures
of all stolen property
throughout the whole

37
five year period.
To computerise half Computerisation of the Crime management Administration, Yearly
of the organisation’s crime management computerised Finance and ICT
establishments by the system. Directorates
end of the five year
period
To have rolled out smart Smart policing and safe Smart policing rolled Administration, Yearly
policing in Harare, cities out Finance and ICT
Bulawayo, Gweru and Directorates
Mutare by 2025
To have set up a Cyber Security Fully functional cyber Administration, Yearly
fully functional cyber laboratory established Finance and
laboratory by 2025 CID Directorates
‘Policing Towards an Upper Middle-Income Society’
 To have set up a Forensic Examinations Fully fledged police Administration, Yearly
fully police controlled Forensic examination Finance and
Forensic Examination department CID Directorates
Department by 2025 established
To have rolled Management of borders Surveillance and Operations Yearly
out detection and points of entry and detection technologies and Crime
and surveillance exit rolled out Departments
technologies along the
border and at points of
Strategic Plan Horizon 2025

entry and exit by 2025

To reduce traffic Traffic Management Traffic accidents Operations Yearly
accidents by 2% reduced Department
throughout the five years
up to 2025
To acquire resources for Acquisition of resources Public order and Administration Yearly
public order and disaster for Public Order and Disaster management and Finance

38
management throughout Disaster management. resources acquired. departments
the whole period.
To professionally Public Order and Public Order and Operations Yearly
manage all public order Disaster Management Disaster cases department
and disaster situation professionally Training and \
throughout the whole attended. development
five year period.
To reduce corruption Combating external Cases of external Police Anti Yearly
cases outside the corruption corruption reduced Corruption Unit
organisation
To enhance good, To reduce corruption Combating internal Cases of internal Internal Yearly
transparent and cases within the corruption corruption reduced Investigations
accountable organisation and all police
governance in all its commanders
facets of policing.
 To review all policies Reviewing Police and literature Legal services Yearly
and literature in the organisational literature reviewed department
organisation
To improve To attain an improved Image building Organisation corporate All departments Yearly
institutional capacity and positive corporate image enhanced and structures
and human image led by Press
development. and Public
Relations
To construct at least one Construction and office and residential Administration, Yearly
police station in each rehabilitation of accommodation Finance and
province per year for the office and residential adequacy enhanced CONSEC
whole five year period accommodation
(that is ten stations per
year and carry out all
due maintenance works)
To attain a leaner and Restructuring Organisational Human Yearly

39
flatter organisational structure aligned to Resource (A)
structure aligned to this strategy and P and D
Strategic Plan.
To train and develop Training and Staff Staff capacitated Training and Yearly
members with relevant capacitation Development
skills and competences Directorate
in line with strategy.
To provide motivational Welfare and conditions Conditions of service Human Yearly
incentives for all of service improved Resources (A)
members.
To institute a Performance Organisational P and D and Yearly
robust performance management performance improved all operational
management system commanders
To attain efficiency in Resource efficiency Efficiency measures All commanders Yearly
managing organisational measures implemented
resources
‘Policing Towards an Upper Middle-Income Society’
 To effectively and Transport management Transport Transport Yearly
efficiently manage the management system and logistics
organisation’s transport enhanced directorate
system
To efficiently manage the Financial management Financial prudence Finance Yearly
organisation’s financial attained directorate
resources.
To enhance gender To embed gender Gender mainstreaming gender equality All departments Yearly
Strategic Plan Horizon 2025

equality with the equality in all enhanced and structures

organisation’s rank organisational policies
and file. and practices
To promote To promote Implementing environment All departments Yearly
environmental environmental environmental ustainability and structures
sustainability sustainability measures sustainability programmes
within the organisation programmes at implemented
as well as enforcing all levels in the

40
external measures organisation.
for environmental
sustainability.
 Annexure B ZRP STAKEHOLDER ANALYSIS

BLOCK STAKEHOLDER STAKEHOLDER ZRP NEEDS AND MEANS OF

EXPECTATIONS EXPECTATIONS TO INTERACTION OR
THE STAKEHOLDER REPORTING
REGIONAL AND United Nations (UN) Provision of personnel Request for Correspondences
INTERNATIONAL for peacekeeping duties secondment
ORGANISATIONS African Union Attendance of meetings Networking assistance Meetings and
Provision of with other countries correspondences
peacekeeping personnel
Interpol Facilitation of Facilitation of Returns,
international international meetings and
investigations investigations correspondences
Afripol Facilitation of Facilitation of Returns,
international international meetings and
investigations investigations correspondences

41
SARPCCO Collaboration in regional Collaboration in regional meetings and
policing endeavours policing endeavours correspondences
UNDP Professional Consultancy, financial
management of cases assistance
involving vulnerable
people
UNHCR Security in the Any form of support Meetings and
movements of refugees correspondences
and IDPs
GOVERNMENT Ministry of Home Affairs and Regulation of all Facilitation of Returns,
MINISTRIES AND Cultural Heritage and its organisational activities organisational meetings and
DEPARTMENTS Departments as well as collaboration programmes correspondences
with other ministry
departments
Zimbabwe National Army Collaborating in securing Support in security Meetings and
the country operations correspondences
‘Policing Towards an Upper Middle-Income Society’
 State Security Collaborating in securing Support in security Meetings and
the country operations correspondences
Office of the President and Reporting on the Support and Returns
Cabinet organisation’s consultancy in M and E
performance through
WoGPMS
Ministry of Education Regulation of police Support Correspondences
schools
Strategic Plan Horizon 2025

Parks and Wildlife Authority Collaboration in security Collaboration in security Meetings,

the country’s wildlife the country’s wildlife correspondences,
Veterinary services Collaborating in securing Collaborating in Meetings and
department the country’s livestock securing the country’s correspondences
livestock
Immigration Department Collaborating in Collaborating in Meetings and
regulating movements regulating movements correspondences
into and out of the into and out of the

42
country country
Ministry of local Government Regulation of Regulation of Meetings and
and public works organisational organisational correspondences
infrastructure infrastructure
Local authorities Availing land for police Availing land for police Meetings and
infrastructure infrastructure correspondences
Ministry of Foreign Affairs Regulation of foreign Support Correspondences
travel and engagements
SRC and sporting Regulation of police Support of police correspondences
organisations sporting activities sporting activities
Players in the Arts and Regulation and provision Compliances with correspondences
entertainment industry of security at gatherings relevant laws
Ministry of Energy and power Regulation Support correspondences
development
 Public Service Commission Regualting and Support of Police Meetings and
facilitating improvement policy proposals Correspondences
of employment for mprovement of
conditions conditions of service
Zimbabwe Tourism authority Collaborating in Support of police Meetings and
providing secuty in the operations and activities Correspondences
tourism sector
JUSTICE DELIVERY Prisons and Correctional Collaborating in Facilitation of access to Facilitation
BODIES Services managing suspects and incarcerated offenders of access to
offenders incarcerated
offenders
Judicial Service Commission Judicial Service Support in justice Meetings and
Commission delivery Correspondences
Zimbabwe Anti-Corruption Collaboration in Collaboration in Meetings and
Commission combating corruption combating corruption correspondences
Attorney General’s Office Collaboration in the Support in justice Meetings and

43
justice delivery chain delivery Correspondences
National Prosecuting Authority Collaboration in the Support in justice Meetings and
justice delivery chain delivery Correspondences
ROAD SAFETY AND Zimbabwe Revenue Authority Providing security and collaboration Meetings and
TRANSPORT RELATED revenue collection points Correspondences
BODIES Zimbabwe National Road Cooperation in vehicle Cooperation in vehicle Meetings and
Administration licencing licencing Correspondences
Central Vehicle Registry Collaborating in using Collaborating in using Meetings and
vehicle registration vehicle registration Correspondences
database to account for database to account for
offenders offenders
Transporters Cooperation in Compliance with Meetings
maintaining road relevant laws
orderliness
Traffic Safety Council Collaborating in road Collaborating in road Meetings and
‘Policing Towards an Upper Middle-Income Society’

safety campaigns safety campaigns Correspondences

 COMMUNITY Farmer organisations Collaborating in securing Collaborating in Meetings
GROUPINGS farmers’ interests securing farmers’
interests
Political parties Regulation of gatherings Compliances with laws Meetings and
Correspondences
Trade Unions Regulation of gatherings Compliances with laws Meetings and
Correspondences
Student Movements Regulation of gatherings Compliances with laws Meetings and
Strategic Plan Horizon 2025

Correspondences
Religious groups Collaborating in Collaborating in Meetings
entrenchment of moral entrenchment of moral
values values
Traditional leadership Entrenchment of moral Mobilisation of Meetings
and cultural values communities for police
campaigns
Academic institutions Collaboration in training Collaboration in training Correspondences

44
and development and development
Financial Institutions Management of Management of Correspondences
organisational and organisational and
member finances member finances
Business community Collaboration in fighting Collaboration in fighting Meetings
crime crime
The Media Publicity of crime Fair reportage of Meetings and
management efforts organisational activities correspondences
Advocacy groups Regulation of gatherings Compliance with laws meetings
Players in the communications Collaboration in Support of police correspondences
industry investigation of reported investigations
cases
 FINANCE AND Ministry of Finance and Funding of police Funding of police Correspondences
PROCUREMENT Economic Development programmes programmes
Procurement Regulatory Procurement regulation Regulation Correspondences
Authority of Zimbabwe
Industry players Cooperation in fighting support Meetings
crime
CMED Management, Management, Meetings and
Procurement and hiring Procurement and hiring correspondences
of vehicles of vehicles
Private players in the vehicle Vehicle procurement and Vehicle procurement Correspondences
procurement and servicing servicing and servicing
chain
RBZ Collaboration in Collaboration in Meetings and
regulation of monetary regulation of monetary correspondences
policies policies
MINING BODIES Ministry of mines and mining Cooperation in Support of police Meetings and

45
development Regulation of mining operations correspondences
activities
Miners and their organisations Cooperation in Compliance with laws Meetings and
Maintenance of law and correspondences
order in mining
MMCZ Cooperation in Support of police Meetings and
Regulation of minerals operations correspondences
marketing
PARASTATALS ZESA, ZINWA AND OTHER Security of infrastructure Cooperation Meetings and
PARASTATALS correspondences
‘Policing Towards an Upper Middle-Income Society’