FACULTY OF APPLIED SOCIAL SCIENCES

DEPARTMENT OF DEVELOPMENT STUDIES

BSDS 401 UNDERGRADUATE FIELD PRACTICUM REPORT

BY

(NAME)

(REG NO)

A FIELD PRACTICUM REPORT WAS SUBMITTED TO THE DEPARTMENT OF

DEVELOPMENT STUDIES IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR A BACHELOR OF SCIENCE (HONOURS) DEGREE IN DEVELOPMENT STUDIES

HOST ORGANISATION:

NOVEMBER 2022
 DEDICATION
I would like to……………………..

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 ACKNOWLEDGEMENTS
I would want to acknowledge …………………………………..

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 EXECUTIVE SUMMARY
This industrial attachment report gives a brief background of the attachment at Harare City Council
under the Health Department. The report spells out the overview of the organisation’s structure,
departmental structure and major organisation activities. The report also goes ahead to detail the
activities undertaken by the student during the fieldwork attachment period and this includes
activities such as public health care support activities, data collection, community development
activities, revenue mobilisation activity and a lot of other activities explained in full detail in the
main body of the report. The report also highlights the major lessons learnt by the trainee while on
the job, the experiences obtained by the trainee by understanding specific tasks, and the skills gained
in the due course of performing his duties. In addition, the report also summarises some of the most
exciting and disappointing moments the trainee encountered in the process of undertaking his field
attachment. The report further captures the major challenges, issue analysis and limitations
encountered by the trainee while discharging his duties during the field attachment. Some of these
challenges include among others, financial challenges, and limited information. Finally, the trainee
lists a summary of recommendations relevant for the attachment institution and city council to take
into consideration and possibly implement to enhance the field attachment initiative.

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Table of Contents
DEDICATION........................................................................................................................................i
ACKNOWLEDGEMENTS...................................................................................................................ii
EXECUTIVE SUMMARY...................................................................................................................iii
Table of Contents..................................................................................................................................iv
Table of Figures....................................................................................................................................vi
ABBREVIATIONS...............................................................................................................................vi
1 CHAPTER ONE.............................................................................................................................1
1.0 Introduction..............................................................................................................................1
1.1 History and Background of Harare City Council....................................................................1
1.1.1 Location............................................................................................................................1
1.1.2 Demography.....................................................................................................................2
1.2 Vision.......................................................................................................................................2
1.3 Mission....................................................................................................................................2
1.4 Core Values.............................................................................................................................2
1.5 Overall objectives of the City Strategic Plan (2021 to 2025)..................................................2
1.6 HCC Organisation Structure....................................................................................................3
1.7 Department of Health Services................................................................................................4
1.8 Observations from the Organisational Programs and Challenges...........................................7
1.8.1 Priority Health Issues.......................................................................................................7
1.8.2 Challenges caused by Rapid Urbanisation.......................................................................7
1.8.3 Organisational Development and Transformation...........................................................7
1.9 Chapter Summary....................................................................................................................8
2 CHAPTER TWO............................................................................................................................9
2.0 Introduction..............................................................................................................................9
2.1 Lessons Learnt from Practical Approach................................................................................9
2.1.1 Keeping confidentiality....................................................................................................9
2.1.2 Records management skills..............................................................................................9
2.1.3 Value of Accountability and responsibility in business...................................................9
2.1.4 Reporting skills...............................................................................................................10
2.1.5 Data analysis and visualisation.......................................................................................10
2.2 Lessons on Organizational Management and Challenges.....................................................10
2.2.1 Governance Issues and Service Delivery.......................................................................10
2.2.2 Workers Incapacitation...................................................................................................11
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 2.2.3 Lack of Transparency and Accountability.....................................................................11
2.3 Lessons Learnt for Career and Self-Development.................................................................11
2.3.1 Flexibility at work..........................................................................................................11
2.3.2 Conduct meetings...........................................................................................................12
2.3.3 Time consciousness........................................................................................................12
2.3.4 Dangers of procrastination.............................................................................................12
2.3.5 The value of patience.....................................................................................................12
2.3.6 Public speaking skills.....................................................................................................12
2.3.7 Interpersonal skills.........................................................................................................12
2.3.8 Listening skills...............................................................................................................13
2.3.9 Team building skills.......................................................................................................13
2.3.10 Leadership skills.............................................................................................................13
2.3.11 Computer skills...............................................................................................................13
2.4 Chapter Summary..................................................................................................................13
3.0 Introduction............................................................................................................................14
3.1 Application of Academic Theories into Practice...................................................................14
3.1.1 Records Management.....................................................................................................14
3.1.2 Gender Mainstreaming...................................................................................................14
3.1.3 Disease Awareness, Prevention and Control..................................................................15
3.1.4 Public Health Inspections...............................................................................................15
3.1.5 Health and Hygiene Promotion-WASH.........................................................................17
3.1.6 COVID – 19 Awareness Campaigns and Sensitization.................................................18
3.1.7 Policy Making Models...................................................................................................18
3.1.8 Information and Technology..........................................................................................19
3.2 Potential Areas for Research from Practicum Experience....................................................19
3.2.1 Commitment to Digital Transformation.........................................................................19
3.2.2 Cooperating Partners Policy...........................................................................................20
3.3 Chapter Summary..................................................................................................................20
4 CHAPTER FOUR........................................................................................................................21
4.0 Introduction............................................................................................................................21
4.1 Conclusion.............................................................................................................................21
4.2 Recommendations..................................................................................................................22
4.2.1 To Harare City Council..................................................................................................22
4.2.2 To ZOU Department of Development Studies...............................................................23

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Table of Figures
Figure 1-1: HCC Administrative Organogram.......................................................................................4
Figure 1-2: Harare Health Department Services....................................................................................6

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ABBREVIATIONS
ERP Enterprise Resource Planning

HCC Harare City Council

ICT Information Communication and Technology

IEC Information, Education and Communication

MoHCC Ministry of Health and Child Care

NGO Non-Governmental Organisations

UCAZ Urban Councils Association of Zimbabwe

ZIMSTAT Zimbabwe Statistics Agency

ZRP Zimbabwe Republic Police

ZOU Zimbabwe Open University

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 1 CHAPTER ONE
HOST ORGANISATION PROFILE

1.1 Introduction
This chapter will introduce the history and background of Harare City Council. The chapter will also
further explore the vision, mission statement, values and objectives of the council. The description of
background will then move on to the HCC Health Services Department structure and objectives
where the student was specifically stationed. The chapter will conclude with challenges being faced
by HCC.

1.2 History and Background of Harare City Council

The Harare City Council is an administrative body tasked with providing services for residents of
Harare, the capital city of Zimbabwe. Among other duties, the council is responsible for providing
clean drinking water, housing and accommodation, refuse collection facilities and health services.
The city of Harare evolved from the City of Salisbury which existed in colonial Rhodesia. After the
country's independence, the former was replaced by the Harare City Council in 1980. Harare,
formerly Salisbury, the capital of Zimbabwe, lies in the northeastern part of the country. The city was
founded in 1890 at the spot where the British South Africa Company’s Pioneer Column halted its
march into Mashonaland; it was named for Lord Salisbury, then British prime minister. The name
Harare is derived from that of the outcast Chief Neharawe, who, with his people, occupied the kopje
(the hill at the foot of which the commercial area grew) at the time the Pioneer Column arrived and
seized the land.

The city has created as a municipality in 1897 and developed after the arrival of the railway (1899)
from the port of Beira, Mozambique, becoming a market and mining centre. It was chartered as a city
in 1935. Industrialization during and after World War II led to an influx of population. Salisbury was
the capital of the colony of Southern Rhodesia, of the short-lived Federation of Rhodesia and
Nyasaland (1953–63), and Rhodesia during the period of the unilateral declaration of independence
(1965–79). It was retained as capital by the new government of independent Zimbabwe (1980) and
renamed Harare.

1.2.1 Location
Harare City has an area of 940 km 2 and is situated in north-eastern Zimbabwe in the country’s
Mashonaland region. The city sits on a plateau at an elevation of 1 483 metres above sea level. The
city lies in the Climate natural region 2 which is in the subtropical highland category and has an

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annual rate of rainfall of 750 -1000mm. Harare is divided into 46 wards, with elected councillors that
form the Harare City Council Board.

1.2.2 Demography
Greater Harare or Harare Province which includes Harare Urban (1.7), Harare Rural, Chitungwiza
and Epworth have a population of 2 457 209 people according to the Census 2022 Preliminary
Results by ZIMSTAT. Of this population, 1 159 543 are males and 1 297 666 are females.

1.3 Vision
Harare to achieve a WORD CLASS CITY STATUS by 2025

1.4 Mission
To promote first-class service delivery and promote investment.

1.5 Core Values

1. Commitment- Being customer responsive, dedicated, devoted, self-driven, creative and
motivated towards the attainment of our goals.

2. Integrity- Being consistent, honest, trustworthy and upholding ethical behaviour in the
deliverance of our mandate.

3. Transparency- Embracing openness, inclusive participation, fairness and access to

information

1.6 Overall objectives of the City Strategic Plan (2021 to 2025)

The vision is achieved through the following objectives:

1. Stabilising the City Operations for improved service delivery in all programmes

2. Resourcing service delivery entities

3. Promotion of Infrastructure Development for sustainable growth

4. Promote Good Governance and administration

5. Formalise the Informal Sector.

6. Promote good health and improve health service delivery in Harare.

7. Achieve sustainable, inclusive and equitable growth.

8. Improve housing service delivery

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 9. City greening and beautification

1.7 HCC Organisation Structure

The HCC is divided into a dual structure that is: the Board of Councillors and the Administrative and
Executive System. The political system comprises a board of councillors who are the leaders of the
city, elected from the 46 wards. The forty-six elected councillors are the policy and decision-makers,
all the activities of HCC have to pass by councillors for approval before execution. On the other
hand, the administrative and executive system is led by The Town Clerk who is the Chief executive
officer of the city. The Town Secretary has six subordinates who follow immediately after him
namely, the Chamber Secretary, Director of Housing and Community Services, Director of Finance
(City Treasurer), Director of Health Services, Director of Education and lastly the Director of
Engineering (Town Engineer) who are the main pillars of the organisation. The directors are manned
by various officers who report directly to them constantly throughout the day. Below in Figure 1.1 is
the Administrative organizational structure of the HCC.

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*This was the position of the report author.

Figure 1-1: HCC Administrative Organogram

1.8 Department of Health Services

The practicum placement of the student was in the Health Services Department. The student was
stationed at Rowan Martin Building City Health Offices and was assigned to Waterfalls Polyclinic
for outreach/ fieldwork. The Health Services Department is charged with the responsibility of
providing Primary Health Care services to the residents of Harare and ensuring the general health of
residents. Its Head Offices are situated at Rowan Martin Building (RMB) and its major services are
4
provided at two Infectious Disease Hospitals (Wilkins and Beatrice Road Infectious Disease) and a
network of clinics that span the whole city. The department's growth or formation is traceable to
1915 when it was known as the Sanitary Department with a thrust on the control of flies and
mosquitoes.

The Health Department is further divided into Environmental Health Services, Epidemiology and
Disease Control, Health Services Administration, Maternal and Child Health Services, Medical
Laboratory, Oral Health Services and Pharmaceutical Services. The student has worked in almost all
the departments as a way of gaining an appreciation of the health services of the city council,
however, she was mainly attached to the Environmental Health Services Department.

The Health Department’s vision is The City Health Services Department to provide World Class
Primary Health Care Services by 2025. This is achieved through its mission which sought: To
provide world-class primary health care services through the provision of comprehensive health
services, education and promotion of good health, environmental health management, and curative
and rehabilitative care targeted at the most health vulnerable residents of Harare.

The Health Department recognizes that a significant proportion of Harare residents access private
health care. The city has a fairly developed private healthcare industry that currently complements
the public health sector. However, this industry has been largely self-regulating and over time the
industry structure has developed some monopolistic and oligopolistic tendencies and allegations of
profiteering have been made. While the department recognises the important role of the private
health sector in the provision of health services in the city, the City Health Department as the health
planning authority in the city needs to work closely with the Ministry of Health and Child Welfare to
regulate and ensure an efficient private health care industry.

City Health is divided into 2 Zones – Zone A and Zone B headed by Deputy Nursing Managers.
They are further divided into 8 districts which are led by District Nursing Officers. A district is made
up of several clinics. The clinics are headed by Sisters in Charge. The HCC has 12 polyclinics
comprising of Primary Care Clinic, Family Health Services and Maternity Unit Satellite Clinics. It
has 2 hospitals – Wilkins Infectious Diseases Hospital and Beatrice Road Infectious Diseases
Hospital. The health facilities generally provide the following health services:

5
Figure 1-2: Harare Health Department Services

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1.9 Observations from the Organisational Programs and Challenges
The HCC has its organizational culture and programs observed by the student while on attachments.
The HCC interventions face a lot of challenges in adoption and implementation.

1.9.1 Priority Health Issues

The HCC Health Department faces numerous environmental challenges and the city is sitting on
numerous public health time bombs. Priority should therefore be given to strengthening the disease
surveillance and epidemic preparedness and response capacity of the department and the city. The
strategic plan that it has put in place should effectively intervene to address the high morbidity and
mortality due to cardiovascular diseases and malignancies, the need for more effective management
of these conditions in a district hospital set-up, the need for secondary level of care (district
hospitals), the need to have a viable programme or mentally ill patients and the need to keep malaria
out of Harare. However, HCC is facing incapacitation in the implementation of community health
issues.

To counter the incapacitation of its Health institutions, the HCC, has put a policy where it retains
clinic fees for the emergence and essential requirements. This policy has worked very well to ensure
that the clinics and hospitals are kept functional. It is partially through such policy that the city health
service delivery remained functional when other services in other departments had ground to a halt in
the past few years. However lately there has been a policy reversal.

1.9.2 Challenges caused by Rapid Urbanisation

There is overcrowding mainly in the high densities of Harare. The crowded housing schemes
generally correlate with poor health and outbreaks of sanitation-related diseases such as typhoid and
cholera. Co-existing with overcrowding is the problem of inadequate refuse collection, and
insufficient water supplies and sanitation, which creates further health hazards. Also, with increasing
urbanisation, general environmental pollution becomes a problem. Water pollution, noise pollution,
air pollution and solid waste all contribute to the deterioration of the environment. HCC is failing the
water demand and the need for consistent refuse collection.

1.9.3 Organisational Development and Transformation

Harare used to have little difficulty staffing its departments, especially the health department. It is
suffering from brain drain as its workers are flocking out of the different departments due to poor
remuneration and working conditions. Hence its plan for Organisational Development and
Transformation is hindered. The successful implementation of this plan would fundamentally change
or transforms the way it transacts business with a particular thrust on the following: Every employee
7
should do what he or she is expected to do; The needs to clearly define the city's healthy way of
doing things, The department will work like clockwork and do the right things right at the right time
and work with surgical precision in all its operations and that there are several skills or core
competencies that the department has mastered over time. There is a need to deliberately work on
developing these organisational capabilities but there is no motivation to do so.

1.10 Chapter Summary

Beginning with an examination of the organization's activities, the chapter provided background
information. The chapter continued by examining the organization's mission statement, goals, and
vision. Additionally, the structure of the organisation was thoroughly investigated. The chapter has
finally investigated the organization's problems are poor governance, rapid urbanisation, and lack of
organisational and transformational development are the main obstacles to the smooth flow of LNI.
The next chapter explores the life and career lessons gained by the student at the attachment
placement.

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 2 CHAPTER TWO
LIFE AND CAREER LESSONS

2.1 Introduction
This chapter covers lessons learnt by the student as a result of her practical exposure during the
process of accomplishing tasks and assignments or through the discovery of new knowledge about
something previously encountered, experiences gained as a result of practically engaging in tasks and
skills gained in the due course of the industrial attachment. This chapter also highlights the lessons
that the student will use for her career and self-development.

2.2 Lessons Learnt from Practical Approach

2.2.1 Keeping confidentiality
By the nature of assignments given to the trainee throughout his training, he gained access to
sensitive organisational information and before access could be granted for the trainee to sensitive
information, he was thoroughly briefed and required to take an oath of confidentiality pledging to
conceal such delicate information from leaking to any unauthorized party. To earn the trust of
different people, one needs to have a high level of confidentiality in concealing sensitive information
which cannot be obtained passively through class lectures or something of the kind but only through
practice thus as a trainee I gained a relevant experience in information management.

2.2.2 Records management skills

The trainee spent quite a significant portion of his training period dealing with records and has
encountered different records management tools which have aided him in learning techniques of
management. For example, the trainee engaged in filling records, and maintaining records and also
took the oath of confidentiality concerning sensitive and confidential information to which the intern
was privy. Through accomplishing the above tasks, the trainee acquired several relevant records
management skills.

2.2.3 Value of Accountability and responsibility in business

The practicum period was coupled with lots of reporting and tracking periods in the health
department, both activities in which the intern fully participated, she answered directly to his
superiors on decisions made, took actions, completed assignments and stood by his decisions and
achieved the organisation expectations as well as his own which helped to improve on overall under
stability and performance of the study.

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2.2.4 Reporting skills
The field attachment programme has helped the trainee learn and obtain various reporting skills; be it
verbal or written reports because, throughout the internship period, she has had to continuously give
reports on his findings whenever the trainee is assigned tasks. This constant reporting coupled with
keen monitoring by my supervisor and other staff members helped groom and nurture my reporting
skills and I am proud to say that I can now effectively and confidently report on issues with the
unprecedented level; of clarity and detail required.

2.2.5 Data analysis and visualisation

During the practicum period, the student engaged in a lot of data analysis ranging from fieldwork,
household data, and project management data for different clinics using computer-generated
packages such as Microsoft Excel. Data analysis was done on clinic statistics, and environmental
health campaigns among others and thus it enabled the intern to gain practical experience in data
analysis which will go a long way in helping him to pursue his career. Through this endeavour, I
have been able to learn several data analysis techniques and models and this has equipped me with
the ability to comfortably deal with huge volumes of data, and extract the gist of the data necessary
for decision-making.

2.3 Lessons on Organizational Management and Challenges

As stated above that HCC is facing a variety of challenges. The students have learnt a lot of things
from these constraints in the organization, which hinder the flow of effective and efficient
functioning of a local authority.

2.3.1 Governance Issues and Service Delivery

At HCC there are issues of governance uncertainty and leadership gaps that are affecting service
delivery. There has been always infighting on the control of the Council and this has affected the
city’s capacity to attend to critical service delivery areas. There is a need for stabilization in
leadership, in its finances and in service delivery. Harare needs to be a sustainable City so that it can
perform its mandate fully as enunciated in the Urban Councils Act: Chapter 29:15.

The continuing decline of Harare City Council, which has already seen the central Government
having to declare urban roads a state of disaster so it can legally start fixing them, has now extended
to the even more crucial health network with its 15 clinics operating on skeleton staff. This is besides
the exceptionally intermittent garbage collection, the everlasting problems with water supply, the
multiple staff problems at the top level and a general lack of direction.

10
Erratic water supplies and poor water quality had caused Harare residents who have been told to
drink the water at their own risk to continue to be exposed to diseases such as cholera and typhoid.

2.3.2 Workers Incapacitation

Harare used to have little difficulty staffing its departments, offering salaries at least as good as any
in the public sector plus all the advantages of big-city life and services. To mention, there is a high
flow of trained Zimbabwean health professionals to greener pastures in some other countries, at the
HCC health facilities. Instead of Harare having more applications than vacancies at any one time, the
council has a growing number of vacancies without applications to fill them. The reasons for the
exodus are easy to find. The council still owes arrears of salaries to many, salaries and conditions of
service have fallen behind Government levels, according to nurses, plus rising costs of transport with
the regular doubling of Zupco fares that can now easily absorb a quarter of a health worker's salary
unless they are fortunate to live within a short walk of their work station, something that is rather
difficult in the peculiar spread out city plan of the capital city coupled with an acute housing shortage
that makes moving with the job near impossible.

The best solution that the council can come up with is to find other people to pay the bills. Some
major polyclinics are remaining functional because Non-Governmental Organisations and donors
have stepped in with support.

2.3.3 Lack of Transparency and Accountability

Transparency and accountability continue to lack at HCC with officials failing to prioritize effective
service delivery and the residents continuing to fall victim to this maladministration. Also, there is an
abuse of office as an incompetent individuals are awarded critical official positions at the council.
These officers are failing to meet the needed transparency and accountability.

2.4 Lessons Learnt for Career and Self-Development

In executing his tasks, duties and responsibilities, the internee encountered a variety of situations that
provided him with valuable lessons to learn about the business and working environment. Some of
the notable learning points encountered by the student that enhanced her career and self-development
include the following;

2.4.1 Flexibility at work

The student appreciated the need for adequate staffing as a requirement. The intern not only
participated in department work but also took part in public works such as sensitization of local
communities on public hygiene such as general cleaning in local health centres for example at the

11
Waterfalls Polyclinic, data collection on households and was able to beat deadlines, kill stigma and
overwork.

2.4.2 Conduct meetings

During the field attachment period, the student had the privilege of attending meetings both at the
departmental and student level, and she was able to learn how to organise, handle, oversee and write
minutes during a meeting. Meetings are part of any working environment and therefore, it is
paramount for upcoming professionals to be abreast with the way meetings are conducted and be in a
position to conduct them effectively.

2.4.3 Time consciousness

It’s important to note that the student fully appreciated the importance of timeliness. Many times
assignments involved working with other people and to be in a position to accomplish tasks
especially the scheduled ones, the student had to keep time and meet the targets of the scheduled
activity. This helped the intern to learn always to keep time.

2.4.4 Dangers of procrastination

Throughout the training period, the intern eventually learnt how important it is not to bid off
something one can do at a particular moment to a later time as this at one point caused her to
accumulate a huge workload that proved so difficult to dispose of. As a trainee, this experience
taught me how dangerous it can get when one keeps postponing tasks whose completion may not
exactly be urgently required.

2.4.5 The value of patience

Initially, the trainee was very impatient and always wanted things done his way but with the nature of
the assignments, she was tasked with and come to learn to be patient and tolerant in executing his
duties. For example, she needs to be patient times when it’s past working time.

2.4.6 Public speaking skills

Through constantly meetings and interactions with different groups of people, the intern was able to
gain and polish his public speaking skills during the training period. The majority of the tasks
assigned to the trainee such as price and terms negotiations required one to be a good public speaker
to perform duties as expected. Through continuous practice and improvements, the trainee gained
tremendous skills in public speaking over the training period.

2.4.7 Interpersonal skills

During the field attachment period, the internee interacted with different categories of people ranging
from organizational staff, and support staff to work and accomplish assigned tasks effectively, the
12
student had to learn how to engage and enlist the support of these different people and the most
effective way of doing so was to relate well to these people. By successfully achieving the above, the
intern managed to learn skills to effectively deal with different categories of people.

2.4.8 Listening skills

During the field attachment programme, the trainee had to learn how to listen carefully and
attentively, especially while receiving instructions and feedback from the field supervisor and staff
members. The trainee realized how important it is to get instructions right the first time and continue
paying attention to detail. Therefore the student has learnt and mastered the vital skills of listening in
due course of the field attachment program

2.4.9 Team building skills

Through working in different work teams, the student was able to gain skills and insight into team
building and making teams work. It should be noted that as stated earlier in chapter two, the trainee
worked in different work teams in the course of fulfilling his duties and responsibilities which
enabled him to gain skills in how to constitute teams, manage them and ensure they produce desired
organizational results.

2.4.10 Leadership skills

By diligently discharging his duties and responsibilities, the intern was able to acquire some general
management skills and abilities to run an organization successfully. Through observation and active
involvement in the organization processes, the trainee obtained tremendous management skills and
competencies such as tolerance, decisiveness, action and results orientation, motivation, leadership
and communication skills among several other management skills.

2.4.11 Computer skills

Most of the assignments given to the student involved the use of a computer for data entry and
analysis, records capturing and presentation. The student had to use the computer to do several tasks,
especially using Microsoft Office Word, and Excel to enter data and analyse records. This helped the
internee in sharpening his computer skills and she is now able to competently use computers to
accomplish different tasks, courtesy of the practicum program.

2.5 Chapter Summary

The main aims of this chapter were to provide information on the life and professional lessons
learned during the placement period, and a practical approach to the lessons was provided. The
lessons learnt from the management and the challenges the organisation faces were also discussed in
the chapter. The next chapter assesses the connection between academic work and my practicum.
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 3 CHAPTER THREE

CONNECTIONS WITH ACADEMIC WORK

3.1 Introduction
This attachment proved to have a great connection with the academic work that the student has learnt
at school. A variety of models learnt by the student were put into practice and the relationship
between theory and practical work is to be shown.

3.2 Application of Academic Theories into Practice

The following list of academic activities learnt by the student and their connections with the practical
work as well as the application of theories and information.

3.2.1 Records Management

Records management was one of the best issues that emerged during my attachment placement at
Harare City Council in such a way that with the critical reflection and action about the nature and
character of programmes at a City Council, particularly in the Health Department. This, therefore,
made me realize that it’s not my consciousness of myself as a student that determines my being, but
on the contrary, my social being that determines my consciousness. It, therefore, eased the work of
record keeping simply because it aided the memory especially when the clients were counselled
several times and they do have their records. My experience is that this showed roots towards
progress for easy tracking, and progress made with a given client and guiding in the ways forward.
The health records kept regularly made an area of interest because researchers and other interested
parties used the records as case studies for the advancement of knowledge about these problems or
issues recorded and managed.

The emergence of this is that the day I started my field attachment, was the day I started making my
records right up with my Log Book and the attendance monitoring form which made my report
finalization a success. This helped me a lot to re-modify my theories and skills and facilitated a lot in
developing my new ideas and reviewing my theoretical knowledge.

3.2.2 Gender Mainstreaming

Harare City Council acknowledges gender equity as an essential part of good local governance where
women and men have equal access to decision-making, equal access to services and equal treatment
in the delivery of these services. It ensures that gender mainstreaming is in all areas of policy-making
and management as the most effective means of ensuring gender equity. All matters relating to
gender equity in Council are guided by its Gender Policy as reviewed from time to time. Where there
14
is an inconsistency between the Gender Policy and any other Policy, the Gender Policy will take
precedence. This approach is well connected with the theoretical academic gender concepts.

The council recognizes that every policy decision affects women and men differently. To ensure that
the impact of all policy decisions addresses the specific interests and needs of women and men,
Council assesses how every policy decision affects women and men and seeks to ensure that the
policy achieves gender equity. Efforts are being made to ensure that gender equality is achieved in
the Executive where currently there are only male Directors. Gender-responsive service delivery is
also being implemented particularly in the Water, Sanitation and Hygiene Sectors.

3.2.3 Disease Awareness, Prevention and Control

In this sector, as I was assisting the Health Educator/Inspector officer, I assisted in investigating
cases of infectious diseases and tracing contacts of these diseases, their sources and the victims of
communicable diseases such as cholera, typhoid, dysentery and tuberculosis. I also assisted in
compiling a systematic collection and distribution of data regarding a health-related event for the use
of Public Health action to reduce morbidity and mortality of human beings and to improve their
health standards and livelihoods. As the student was assigned to Waterfalls Polyclinic, I worked
together with the Sister-in-Charge at the health facility and conducted weekly and monthly disease
surveillance reports.

Tuberculosis is one of the problematic diseases that can be very prominent in any geographical area.
From January to March 2022, the student conducted contact tracing and visits for TB patients who
were in the DOT program. According to the Ministry of Health's standard operational procedures, all
tuberculosis-notified cases should be registered. Identification of suspects should be done, suspects
followed up and also cases of treatment followed. Contact tracing was done in residential areas
around the Waterfalls Polyclinic I was assigned to. A total of 16 new entries were recorded on the
TB register at the clinic during the first quarter of 2022 and 6 cases were identified as to be imported
and 10 local cases. These patients were expected to come every day and collect their tuberculosis
medication at the clinic according to the DOT program and supervised by the sister in charge.
Contact tracing was done using the register from the clinic; patients that were not up to date on the
register were followed to their registered areas of location to find out some of the issues that led to
their defaulting.

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3.2.4 Public Health Inspections
Under the Health Department at HCC, the student also carried out Environmental health-related
duties. Environmental Health is a broad scientific concept that deals with all environmental factors
that may have an impact on the well-being of the public at large. All HCC environmental health
activities were done about the Public Health Act (Chapter 15:09), Ministry of Health Standard
Operating Procedures for Environmental Health, HCC Health By-laws and Modern building bylaws.
The Public Health Act as well as the Urban Councils Act empowers the local authority to appoint
Health Inspectors which in the case of HCC is Health Educator and Inspector. All these activities are
done at public institutions including schools, hospitals, and factories, trading premises to ensure that
standards of hygiene are maintained and regulations complied with. Activities covered and the
student assisted in include:

 Inspections for new license applications

 Inspections for license renewals

 Follow-ups and investigations

 Status of ablution facilities, wastewater disposal, availability of water

 Routine food and hygiene inspections

 Proper food handling and preparation

 Food handlers’ health and hygiene (medical exam certificates)

 Inspections for expired products

 Structural suitability of premises

The student used an inspection report form to fill in all the noted information during the inspection.
Various parameters are used to determine the suitability of the public structures as stipulated by the
inspection report form. During an inspection, the Health Inspector focuses on the health perspective,
the building inspector on the structural side and the fire officer on firefighting and emergency
equipment. The Public Health Act (Chapter 15:09) is a requirement that before any form of business
operation, all premises should be inspected. For the trading to begin the premise should meet the
minimum health standards set by Council.

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The intern worked with the team to inspect most premises in Harare City. Together with the other
members, an inspection report is compiled for each premise, every element of health that was noted
in the building was compiled and written in the inspection report. Recommendations and comments
were written depending on the condition of the premises. The buildings that met the minimal
standards for license renewals were recommended to be able to acquire their licenses. Those that
failed to meet the standards were given comments on the areas they had to improve on. All the
reports were then processed by the Director of Housing and then passed on to Engineering Director
for further approval.

Furthermore, under the Shop License Act (Chapter 14:17, section 4) and Public Health Act (chapter
15:09), Harare City Council is authorized to control and license all business activities within its
jurisdiction. The local authority in terms of Section 3 of the Shop Licenses Act is empowered to
appoint a licensing board. The board regulates all licensing activities on Council soils.

The duty of the Environmental Health Section is to directly go on the field to inspect the premises
and then compile a report on the suitability of the area for the proposed type of business use. The
Health Inspector recommends and advises the licensing board about the premise. The Health
Inspector uses the minimum requirements of the Public Health Act as a benchmark in determining
whether the premise is suitable for licensing or not. As part of the department, I also assisted the
Health Inspector in accomplishing this.

According to the register formulated by the student, those premises of concern that were not
recommended for licenses were taken note of. The learner was tasked to make follow-up inspections
in those areas to verify their level of compliance before they could renew their licenses. If the
premises were satisfactory for operation, then the Health Inspector advised the Finance department to
allow them to renew their licenses. The system continued until almost all the traders renewed their
licenses.

The attaché also randomly conducted routine inspections according to the monthly work plan.
Inspections were done almost once a month for every premise, routine inspections were done in
collaboration with the Harare City Council Police. These inspections were done according to the
nature of business use, for example, one would focus on butcheries and restaurants and then on the
other day bakeries and beer outlets. The security officer carried with him a receipt book to ticket all
who failed to comply after being given warnings for offences such as operating without a license,
selling goods that are not stipulated in the license, lack of proper gear, presence of expired food
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products and medical examinations etc. (Shop licenses Act). During routine inspections, the main
areas of target included the following: Food outlets such as restaurants, eating houses, kitchens,
confectioneries, butcheries, tuck shops, supermarkets, bakeries, takeaway shops and caravans. Beer
outlets included bottle stores, nightclubs, lounges and sports bars.

3.2.5 Health and Hygiene Promotion-WASH

The intern was also tasked to conduct Water and Sanitation Hygiene (WASH) programs with
community members in the area surrounding Waterfalls Polyclinic. The attaché was required to
guide the process while all members participate, discuss and express their feelings. The student also
gave the participants a role to give judgments and answers. Discussions were done in a democratic
way approach rather than a dictator approach where the facilitator merely detects information whilst
members listen and do not fully participate.

A schedule was formulated where Community health club members were being trained on health and
hygiene issues once every week. This was done to boost the effectiveness of receiving feedback from
the local authority to the community. Some topics covered included: Community mapping, water
storage, water sources, Hygiene, use of toilets and washing of hands, the status of sewer connections,
sewer bursts, availability of water, alternative water sources, services offered by the council, and
transparency of the local authority.

3.2.6 COVID – 19 Awareness Campaigns and Sensitization

During my first months at HCC (that is October and November 2021), we carried out two awareness
campaigns that were jointly done with the MoHCC and ZRP. The department used the Fire Tender
truck and Ambulances for this awareness. The attaché would use the mic or hailer to spread the
information on COVID-19, the importance of social distancing, hand washing and wearing of face
mask.

The Fire Tender and Ambulance would go around Plumtree residential areas where the attaché would
also distribute IEC materials to people on coronavirus. The Environmental Health Services also
conducted a COVID-19 sensitization to all food markets. Food market operators were educated on
the mode of transmission, symptoms and ways of eliminating the spread of coronavirus. Food market
operators were also educated on the importance of social distancing. This was necessary as people
were relaxing from following the Covid-19 restrictions.

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3.2.7 Policy Making Models
A policy refers to rules, regulations, laws or principles which people are allowed to follow to achieve
organisational objectives and goals (Lind bloom, 1993). For example, no TV until all homework is
done is an example of the policy in the house. It spells out the ways to conduct behaviour and norms.
Concerning these, the organization has various policies it set for all the staff and beneficiaries to
follow to achieve the objectives and goals of the organization. Most of the policies at HCC flow from
top managers to subordinates. Such policies are usually imposed on people. Rational decisions are
made without looking at the needs assessment of the residents particularly. This brings disasters to
the organization. Since the residents are the consumers of the policies made they need to be involved
and consulted. Their views should be heard. A module on policy formulation was very crucial in this
regard as it opened my eyes to link the theory and the practicum at hand.

3.2.8 Information and Technology

The organization has a variety of Information Communication Technology (ICT) tools that they use
and these comprise telephones, the internet, televisions as well as computers. Computers help to
reduce the amount of paperwork as they store larger amounts of information. Other ICT elements
being used by the organization include internet Wi-Fi which enables the connection of various
stakeholders such as donors by sending them important documents such as reports and events that
have taken place at the organization. In addition, these computers assist in efficiency and
effectiveness. These tools are used to access information for easy communication with the
organization whereby messages can be sent to and received easily. However, it is the mandate of the
organization that students are not allowed to use phones unnecessarily. For instance, inmates were
not allowed to be taken pictures for security reasons. This, however, had an impact on my study as I
wanted some pictures to document as part of my study.

3.3 Potential Areas for Research from Practicum Experience

From my practicum, I identified there is a need for research on a commitment to digital
transformation and building a clear cooperating partner policy for the city to achieve its vision of
being a world-class city by 2025.

3.3.1 Commitment to Digital Transformation

To transform Harare into world-class city status, there is a need for committed research in
digitalization. In a world where almost everything is available at the touch of a button, the City of
Harare should embrace digital transformation to sustain its public services. Since Harare has adopted
the smart City Concept efforts should be made to research and adopt a comprehensive digital

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platform that can give consumers a whole host of options for remote enquiries and online services,
all potentially with 24/7 access. Challenges around its Enterprises Resource Planning (ERP)
application software should be resolved to achieve this. By so doing, Harare will introduce greater
opportunities for streamlined processes through automation for example housing waiting list
automation. By using technology to minimise the need for staff to engage in repetitive and time-
consuming tasks, the City of Harare will not only reduce costs and increase efficiency, but it will also
have a positive effect on staff well-being by allowing them to focus efforts on more skilled work.

3.3.2 Cooperating Partners Policy

The city council should renew its interest in different departments through various development
partners. Research should be carried out to pick an effective cooperating partner policy. The HCC
should welcome cooperating partners with a clear cooperating partner policy. Efficient coordination
of the efforts of the various partners is important in ensuring the optimal use of resources. The entry
and exit points for all partners in the departments should be defined. Partners are expected to work
within the departments’ visions and missions and the parameters set out in their strategic focus.
Partners will operate with express written approval or a Memorandum of Understanding from the
council. HCC will establish a one-stop shop office under the Directors of different departments that
will handle timeously all issues to do with partners. The council has to identify several projects and
programmes it is working on with partners and would want to further develop this partnership.

3.4 Chapter Summary

The student found the attachment to be relevant because it connected well with the academic work.
In this way, the student is prepared and equipped for official employment as well as capable of
meeting the obstacles that any business may encounter. The learner has gained knowledge about the
concepts of accountability, responsibility, and responsiveness. With the involvement of numerous
stakeholders and beneficiaries, the organisation can run far above expectations, but generally, the
student recognises the excellent work that the organisation is doing, particularly in health service
delivery. The next chapter concludes the report.

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 4 CHAPTER FOUR
CONCLUSIONS AND RECOMMENDATIONS

4.1 Introduction
This chapter concludes the report with a conclusion and possible recommendations that cover
suggestions that will make the practicum experience more useful.

4.2 Conclusion
Generally, the student was able to gain the required expertise from the organization while
contributing to the overall output of the organization by converting the theoretical skills gained from
the university into practice. The student was complimented by many individuals in the workplace
and other stakeholders as a hard-working person who was able to deliver the same input as the
permanent employees. During the attachment period, the learner improved their individual
experience in terms of career development, personality and teamwork. The intern managed to grasp
easily the labour-sharing system of work that was being used by the organization and was able to
identify the labour boundaries of activity for each department.

Like all other councils around Zimbabwe, HCC faces several challenges especially when it comes to
cash flows and revenue generation. The local authority faces financial constraints that heavily impact
the developmental projects of the city. The major source of revenue is licensing and sale of stands
mainly from the Housing department. The town has large pieces of land which is why it resorts to
selling stands as a way of gaining revenue to keep it on its feet. The water distribution system is
under the local authority which is also a major revenue booster for the council. Council is also unable
to effectively collect some of its revenues from sanitation and rentals due to a lack of enforcement
tools and so residents owe the council large sums of money. But the local authority has made efforts
to follow the legal route which at times may be time-consuming. This then cripples service delivery
especially in refuse collection and disposal as the organization is still using the old system of waste
collection and disposal. The city is generally infested by old business infrastructure that generally no
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longer meets the standards of a city and health. City Council workers especially in the health services
are not well motivated as they can go for two months without remunerations.

The accomplishment of the above-mentioned tasks and activities enabled the trainee to learn several
practical business and work-related aspects while obtaining various practical work skills. It is also
important to note that the trainee faced quite a several challenges in the training process and the
trainee has gone further to propose possible changes in form of recommendations in the next section
to help make the practicum programme more effective and beneficial to all the parties involved.

4.3 Recommendations
4.3.1 To Harare City Council
Harare City Council, as the capital, should invest more in marketing the city internationally. The
organization should formulate proper and lucrative investment conditions, especially for foreign
investors. Council must focus on absorbing investors rather than maximizing on gaining too much
money from investors such that they become unable to develop their stands, especially in the
industrial sector where a larger percentage of the industrial stands have been sold in the past ten
years but no development has been done which down classes the investment potential of the town.
Investment terms should bring out a mutual benefit for both the local authority and the investor. The
local authority should allow investors to pay for their stands in instalments whilst developing them
and then simultaneously devise an efficient mechanism that will allow the council to be able to make
close follow-ups with investors so that they comply with those terms of payment. The organization
must strengthen its laws and policies, especially in terms of revenue collection and debt recovery.
Enforcement should also be seriously reviewed by the revenue enhancement committee to control
residents from owing the council large sums of money which cripples the cash flows of the
organization.

Harare City Council should introduce a system of employee audits. This system must be able to
closely monitor all the activities of employees. All employee contributions and inputs should be
measured so that people earn salaries that are relevant to their inputs. Employee appraisals should be
regularly exercised so that employees deliver according to expectations. Movements of employees
should be closely monitored and coordinated, and the individual’s whereabouts should be known
during working hours. Idle time should be reduced and workers should be time cautious. All staff
should be trained to be computer literate so that the internet is fully utilized especially the electronic
mail system should be taken advantage of such that letters, memos, and contracts are distributed

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electronically to reduce unnecessary movements done by the office orderly which wastes a lot of
time. The system of dividing workers into grades should be very clear whether it is by educational
qualifications or experience. Employee motivation strategies should be put in place so that output
and service delivery is improved. Office conduct should strengthen and members should maintain
proper office conditions for clients. Disciplinary systems should be thorough and firm to everyone
without fear or favour.

The local authority should consider improving its contact with, residents, NGOs, business people and
workers and all other town stakeholders. The council should greatly improve its feedback
communication systems, especially with residents. A transparent system should be introduced where
residents see the clarity of cash flows for their funds so that they do not blame the council for
misusing their funds. The council must give residents a proper platform to contribute to
developmental issues concerning the town. The local authority should regularly meet with the
Residents' Associations and also fully recognize other associations such as the informal traders
association to improve its relations with the local people. The management team must introduce
proper structures of feedback with the junior staff so that they are kept up to date about their welfare
and salaries to avoid friction with the general staff. Working conditions should be improved
especially for general hands, protective gear should be prioritized. Departments should work as a
team not separately and the Heads of Departments should play their role in uniting departments so
that much time is spent on development and problem-solving rather than dwelling on each other’s
mistakes. Communication between departments is very critical especially between the housing and
finance department to avoid keeping wrong information, especially on ownership of property and
debt records. Both these departments are very critical in the organization and should improve their
record-keeping standards and information technology systems.

Council should give much attention to economic generating activities such as land sales, water and
sewer rehabilitation, mass transport systems and so on and give a tender to potential investors. These
projects should be carefully managed such that their output gives profits to the council such that it
can develop the city. The local authority should target gaining the necessary expertise, ideas and
skills from NGOs instead of donations that do not even create a long-lasting impact on the local
people. Council should monitor the activities of NGOs so that they deliver everything to local people
not give on the other hand and take on the other.

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4.3.2 To ZOU Department of Development Studies
The department of Development Studies should improve the comprehensiveness of this course. The
program should focus more on the practical side rather than on theory. Moreover, the department
should consider field trips to diverse organizations, such as mines, manufacturing companies, NGO
humanitarian and developmental intervention programs, forestry commissioners and power stations
during the learning process so that students can get practical experience and an appreciation for
working environments from different perspectives. The program must be engineered to give students
direct hands-on job experience not to assume that students will gain all the basic practical experience
during attachment.

Most organisations only give a section of what students are required for academic expertise which
may generally affect the general academic output of the department. The department should regularly
review the type of scientific data given to students since the world is undergoing a swift dynamic
transition every day of our lives. It should rather change methods of information dissemination. The
department should adopt a participatory approach and discourage a lecturer's notes detection method
where the lecturer is the only information sink and students only come to listen to him/her. The
lecturer should be a facilitator who is responsible for guiding students.

Also, the Department should have a database for organizations that offer field attachment
opportunities from various districts so that students can find where to train with ease and also avoid
cases of students failing to find where to train.

To improve and make the field attachment programme more effective, the trainee recommends that
the Department should assign academic supervisors to students before going to the field so that they
can guide the students on what is expected of them during the field attachment and students can also
be in a position to consult their academic supervisors for any assistance needed.

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5 References

Parliament Research Department. (2011). Harare Provincial Profile.

Urban Councils Association of Zimbabwe. (n.d). City of Harare. https://ucaz.org,zw/cityofharare/

ZIMSTAT. (2022). Census 2022 Preliminary Report.

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