Zimbabwe Project Trust wholly owns and manages a high school and a professional college as part of its contribution to human development. This college is however autonomous from the parent.
We are one of the leading private colleges in the country. Enroll now for a variety of professional courses including accounting & finance, marketing & PR, IT, project planning & management, secretarial & office admin, HR. We are also an academic college for Form One to Form Six.
No. 40 Livingstone Ave, Jubilee 2000.
Tel: +263 4 790984/88, 732711, 797671
Zimbabwe Project Trust (ZimPro) is a Non Governmental Organization established in the UK in 1978 and relocated to Zimbabwe in 1980 at attainment of political independence, where it registered as a Private Voluntary Organization in 1982.
A just and poverty free society
Our Mission Statement
ZimPro's mission is to facilitate access to resources aimed at empowering the poor, disadvantaged and marginalized communities in order to achieve sustainable development.
To contribute towards poverty alleviation by promoting sustainable community based programmes.
Our Core Values
The ZimPro culture is embedded in its five core values are:
Cross Cutting Issues
These are issues that we take into account when implementing all of our projects.
Zimbabwe Project Trust is a Zimbabwean Non-Governmental Organization, established in London in 1978 by some exiled Zimbabweans with support from many clerics and missionaries of various structures within the Catholic Church. Special mention goes to the Catholic Institute for International Relations that assisted the organization to access funding. ZimPro, at that time, acted as an information center for the liberation war including supporting non-combatants outside Zimbabwe.
After independence, it opened offices in Harare and Bulawayo and commenced activities 1981, working with returning refugees, demobilized ex-combatants and other disadvantaged groups and individuals. Priority was given to ensuring smooth integration into society, which it di through its various humanitarian programmes. In the late 1980s, its work took a major shift from a channel for emergency and humanitarian aid by blending its activities with development work.
In order to remain relevant, organizational transformation continued by responding to emerging issues and community needs in the country. To date, ZimPro's existence is attributed to its response to the ever-changing Zimbabwean context, thereby significantly complimenting government efforts of promoting socio-economic growth and development.
Over the years, ZimPro gained valuable experience working with clubs/groups, co-operatives, communities and individuals on aspects of social grants, microfinance, emergency response, rehabilitation, social protection, food security, livelihoods, community mobilization & leadership training, water & sanitation, public health & hygiene, environmental management and advocacy.
In its current five year strategic plan (2012—2016), ZimPro prioritizes the following programme interventions.
Aimed at economically empowering the poor disadvantaged and marginalised people to have access to knowledge, skills, finances and markets thereby promoting sustainable livelihoods. Some of the activities in this programme include:
Internal Savings and Lending Schemes (ISALS)
Entrepreneurship support and Income Generating Projects (IGPs)
Micro- finance – both developmental and commercial
Aimed at ensuring that communities have capacity to mitigate against and respond to health and related issues contributing to a safe and clean environment. Some of the activities in this programme include:
ZimPro considers relevant and accurate information as key to its programming. Therefore, interventions within its thematic areas will be based on research, baselining & information sharing with stakeholders, especially the communities who have the right to be informed. Some of the activities under this programme include:
ZimPro promises its key stakeholders that it will endevour to meet all its contractual and legal obligations without compromising on quality, accountability and time. Therefore, deliberate and continuous efforts shall be instituted to build internal and external capacities including getting feedback from stakeholders so that our interventions remain relevant and appropriate to the needs of the constituencies that we serve.
We also promise to promote programmes and projects that change people's lives without leaving them worse off at the time of our exit. In addition, we aim to compliment donor funds with our own income that we generate internally. Our target is to finance at least 20% of our CORE/Admin costs annually using our own income.