Learning and adaptive management mechanisms in implementing development programs in Zaka district, Zimbabwe

The aim of the study was to investigate the application and importance of Learning and Adaptive Management by the Ministry of Women Affairs, Community, Small and Medium Enterprises Development (MWACSMED) and beneficiaries when implementing development programs in Zaka district. The study investigated the objectives of the programs implemented by MWACSMED in Zaka district, the extent to which learning, risk management and adaptive management mechanisms are used by MWACSMED Zaka district are effective. The study also examined the challenges faced MWACSMED and beneficiaries with development programs in Zaka district. The study also aimed at developing a model for learning, risk management, adaptive management, monitoring, and evaluation for the efficient and effective implementation of development programs and the Monitoring, Evaluation, Learning, Adaptive and Risk Management model (MELARM) was developed. The researcher chose to conduct his research in this area because Zaka district is one of the districts in the country that is heavily reliant on subsistence farming, with farmers lacking adequate rain and inputs. Furthermore, there is no other industry or activity in the district that contributes to people's well-being. According to Chingarande and Matondi (2020:3), Zaka district is in a province that is reliant on activities such as livestock production, irrigated farming, wildlife conservation and smallholder agricultural production to support its population. Zimbabwe, where Zaka district is in the province of Masvingo used to be one of Southern Africa’s most vibrant, productive, and resilient countries, but the country has been facing economic and political challenges for close to two decades linked to decades of poor governance and corruption. Approximately 63% of Zimbabwean households are living in poverty and 16% in extreme poverty (USAID Country Development Cooperation Strategy 2016-2021:4). Given the above challenges in Zimbabwe, it is important to investigate whether decisionmakers are investing in long-term management approaches such as Adaptive Management. Decision-makers tend to be reluctant to invest in long-term management approaches which cover the concept of Adaptive Management and choose small-scale experiments instead. Moreover, they do not utilize opportunities to adjust and make improvements in their approach to management. Managers have often been making decisions based on funding opportunities that are short-term and political requests, rather than using the actual objectives of a program. The study used the quantitative approach in the form of a questionnaire that was designed using Google forms and shared through a link that was send to research participants through emails and WhatsApp. The sample population for the research questionnaire was 10 officials from MWACSMED and 7 beneficiaries of the programs managed by the Ministry in Zaka district. As shown by the study, the Ministry has not yet fully recognized the use of Learning and Adaptive Management to address the complexity and uncertainty of development programs. The Ministry has been managing programs through traditional monitoring and evaluation systems. The results of the study show that the Ministry was not using Adaptive Management approaches or learning thorough monitoring and evaluation systems, which may be because of socio-economic and political reasons. The introduction of adaptive programming and management calls for using information and learning to inform adjustments during implementation, which requires monitoring and evaluation systems that go beyond reporting on pre-specified indicators The study made recommendations for Learning and Adaptive Management mechanisms that are essential for development projects. The study also drafted a model known as the Monitoring, Evaluation, Learning, Adaptive and Risk Management Framework (MELARM). These recommendations are all based on the findings of the study. In general, government departments should avoid traditional thinking about program cycles, and they should merge program design, implementation, and evaluation through Learning and Adaptive Management. Government departments/agencies should also identify and document how procurement, contracting, work planning, reporting and risk management can foster adaptive programming and management to achieve intended development goals.