Effect of Craft Competency on the Implementation of the Five Case Model in Zimbabwe

Cavin Jeffry Mudimba
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Cavin Jeffry Mudimba: Author is an Accountant/Business Consultant, Chartered Secretary, Corporate Governance & Risk Management practitioner and also a Lecturer in Windhoek, Namibia.

International Journal of Research and Innovation in Social Science, 2025, vol. 9, issue 4, 3654-3667

Abstract: The Five Case Model (FCM) serves as a robust evaluative and decision-making framework within Public Financial Management (PFM), facilitating the systematic justification, structuring, and implementation of public sector projects. Despite its methodological rigor, its efficacy is often compromised by disparities in craft competency among financial managers, particularly within local authorities in Zimbabwe’s Matabeleland North Province. This study empirically investigates the extent to which variations in craft competency influence the implementation of five case model in eight local authorities in Matabeleland North Province, Zimbabwe. This encompassed technical proficiency, strategic financial acumen and industry-specific expertise with an emphasis on resource allocation efficiency, financial sustainability, and strategic alignment. Employing a quantitative methodology, the study utilizes Regression Analysis to establish causal relationships between craft competency and FCM execution, while controlling for variables such as organizational support, regulatory environment, and technological adoption. The findings depict a significant positive correlation between craft competency and FCM implementation efficacy, revealing that well-trained staff and executives exhibit superior decision-making, enhanced compliance with public financial regulations, and greater project success rates. However, rigid regulatory frameworks and economic volatility emerge as substantial impediments, exacerbating inefficiencies in business case formulation and project execution. The study advocates for targeted capacity-building interventions, regulatory reforms to streamline bureaucratic processes, and the integration of digital financial management tools to augment competency-driven PFM outcomes. These findings contribute to the ongoing discourse on public sector financial governance, offering empirical insights into optimizing financial management practices through enhanced professional expertise and strategic policy interventions.

Date: 2025
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