Developing a framework for enhancing the efficiency of marine operations in the Rural Infrastructure Development Agency, Kariba

Abstract

This study developed a framework for enhancing the operational efficiency of marine transport operations within the Rural Infrastructure Development Agency (RIDA) in Kariba, Zimbabwe. RIDA operates ferry services on Lake Kariba connecting remote lakeshore communities, including Charara, Gachegache and Msampakaruma, to essential services, markets, and administrative centres. Despite the strategic importance of these operations to rural infrastructure development, the fishing value chain, and community mobility, RIDA’s marine services are characterised by persistent operational inefficiencies including frequent vessel breakdowns, prolonged turnaround times, inadequate preventive maintenance and erratic service schedules. The study was guided by three specific objectives: to assess the current level of operational efficiency, to identify key factors affecting efficiency, and to develop an evidence-based framework to improve operational efficiency. A pragmatic research philosophy was adopted, employing Yin’s embedded single-case study design with a convergent mixed-methods approach. Quantitative data were analysed using SPSS (descriptive statistics, independent t-tests, ANOVA, and Pearson correlation), while qualitative data were subjected to Braun and Clarke’s thematic analysis. The study was underpinned by a multi-theoretical framework integrating the Resource-Based View, Systems Theory, Operations Management Theory, Contingency Theory, and Lean Management principles. Key findings revealed that RIDA’s marine operations function at approximately 55–65% efficiency, with 92% of maintenance interventions being reactive and a 370% increase in the 2026 breakdown rate above historical averages. The study’s most significant contribution was the discovery of the Revenue-Efficiency Paradox: despite 100% agreement on revenue sufficiency, severe resource scarcity persists due to centralised revenue capture and bureaucratic procurement failures rather than budgetary inadequacy. Fuel availability, not fuel cost, was identified as the binding operational constraint. Based on these findings, the study proposed the I-MARINESG Operational Efficiency Enhancement Framework, an Education 5.0-compliant model comprising eight interconnected pillars, namely Governance and Financial Autonomy, Resource Assurance, Maintenance Transformation, Accountability, Innovation and Data Systems, Nurturing Human Capital, Engagement with Stakeholders, and Safety and Compliance. The framework prioritises governance reform as the foundational intervention and offers a replicable model for inland waterway operators across Sub-Saharan Africa.