ZAMID will focus on FOUR essential building blocks in supporting the projects to have in a strong financial Management system by supporting and recommending improvement in the following four essential groups:

1. Accounting Records:keeping an accurate and complete record of all financial transactions for accountability and transparency.
2. Financial Planning:supporting planning ahead so that the project can make sure that they have the money they need to achieve their objectives now and in the future.
3. Financial Monitoring: Supporting the finance unit in the project to develop easy to use tools that will support tracking of progress against their plans and sharing how they are doing with key stakeholders.
4. Internal Control: Support strengthening of the finance units so that they can take charge of their duty to protect their financial resources and staff from internal risk such as accidents and theft.

ZAMID is to address the following key thematic areas in community development and humanitarian action: Gender

1. Gender
2. Disaster Risk Reduction
3. Resilience
4. Women Empowerment
5. Peace building & reconciliation
6. Good Governance
7. Institutional building

ZAMID shall subject the project in question under internal and external auditing procedures laid down in The Financial Regulations and Rules. In addition, Research Matters will assess allegations and conduct investigations into allegations of fraud and other types of irregularities committed by vendors, contractors, implementing partners and other third parties, deemed to be detrimental to project. Research Matters will also undertake audit follow up on the same projects to ensure adequate and direct action is taken to prevent the same deficiencies from recurring in the following years.

ZAMID is to address the following key thematic areas in community development and humanitarian action: Gender

1. Gender
2. Disaster Risk Reduction
3. Resilience
4. Women Empowerment
5. Peace building & reconciliation
6. Good Governance
7. Institutional building

Gender Audit: is one of four social audit tools that are normally used by Research Matters. It is designed to Demonstrate the potential of the social audit approach to complement existing mechanisms to plan, implement and monitor Socio-Economic Development Plan (SEDP). As a pragmatic management tool in line with principles of good governance, social audits aim not only at revealing the normative ‘good’ but also at providing essential information and feedback for improved management decision making, allocations and service delivery overall. Social performance can be measured and improved in a number of ways:

1. Through analysis of the degree of focus on social issues in plans and policies
2. Through analysis of the degree to which this translates into action (including the scope and quality of indicators that measure progress in stated priorities)
3. Through assessment of the social impact of plans and policies
4. Through generation of information through participatory methods that can complement existing information.

1. Step 1: Institutional analysis: The design of Institutional Development and Organizational Strengthening (ID/OS) interventions has its starting point in the description and analysis of the environment (context) of the development activity. An ID/OS approach is concerned with planning and implementation of development activities while defining the right actors or network factors to realize these activities.
2. Step 2: Organizational analysis: provides insight in opportunities and threats, the organizational analysis provides a view on the strengths and weaknesses of the project/organization. The general assessment provides a direction for a more detailed analysis of the relevant components of the internal organization such as the strategies and planning, the systems and work processes, the structure, the management style, the staff motivation and the organizational culture. This detailed analysis provides concrete ideas on how to improve upon the weak components.
3. Step 3: Organizing the intervention: The analysis phase leads to ideas on improvement of the organization and its interlinkages with others. These ideas should be translated in a concrete ID/OS intervention plan. As such a plan requires change, it will be necessary to identify how different stakeholders will be affected by the change and where resistance might be expected. It should be identified how different stakeholders should participate and how responsibilities should be divided for the change activities.
4. Step 4: Capacity Building: ID/OS interventions sets a sound intervention for capacity building addressing areas of weaknesses and leveraging on strengths and opportunities.