0% found this document useful (0 votes)
130 views45 pages

BCC Strat Plan Final

This document provides the strategic plan for the City of Bulawayo, Zimbabwe for 2014-2018. It outlines the city's vision, mission and values. It discusses the strategic planning process and context, identifying critical challenges such as socio-economic decline, infrastructure deterioration, and reduced funding. The strategy focuses on achieving a vibrant economy, developing infrastructure, excellence in services, a safe environment, and becoming environmentally friendly. It emphasizes community participation, capacity development, funding sustainability, and using a results-based management model to improve performance and governance. Key priorities include economic renewal, service delivery, governance excellence, and establishing performance targets and monitoring implementation of the strategic plan.
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
0% found this document useful (0 votes)
130 views45 pages

BCC Strat Plan Final

This document provides the strategic plan for the City of Bulawayo, Zimbabwe for 2014-2018. It outlines the city's vision, mission and values. It discusses the strategic planning process and context, identifying critical challenges such as socio-economic decline, infrastructure deterioration, and reduced funding. The strategy focuses on achieving a vibrant economy, developing infrastructure, excellence in services, a safe environment, and becoming environmentally friendly. It emphasizes community participation, capacity development, funding sustainability, and using a results-based management model to improve performance and governance. Key priorities include economic renewal, service delivery, governance excellence, and establishing performance targets and monitoring implementation of the strategic plan.
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 45

City of Bulawayo

CORPORATE STRATEGY
2014 2018

October 2013

Technical preparation process supported by:

&

City of Bulawayo Strategic Plan 2014-2018

Bulawayo City Council


Strategic Plan 2014-2018
Table of Contents

FOREWORD BY HIS WORSHIP THE MAYOR

IV

1 CITY OF BULAWAYO VISION, MISSION AND VALUES

2 INTRODUCTION

3 BACKGROUND

4 THE STRATEGIC PLANNING PROCESS

5 THE PLANNING CONTEXT

5.1 THE ENVIRONMENT IN WHICH CITY OF BULAWAYO WORKS


5.2 CRITICAL CHALLENGES

3
4

6 THE STRATEGY

6.1 TOWARDS A RESPONSE


6.2 A RESULTS-ORIENTATION AND USE OF THE BALANCED SCORECARD APPROACH
6.3 CORPORATE PRIORITIES

6
6
10

7 RISKS AND RISK MITIGATION

15

8 BUDGETING FOR IMPLEMENTATION

16

9 IMPLEMENTATION, MONITORING AND EVALUATION

16

10 BCC BALANCED SCORECARD AND PERFORMANCE TARGETS

16

10.1 BCC 2014-2018 STRATEGIC PLAN: CITY BALANCED SCORECARD


10.2 PERFORMANCE BASELINES AND TARGETS

17
29

11 CONCLUSION

40

ii

City of Bulawayo Strategic Plan 2014-2018

List of Figures

Figure 1: Understanding the Strategic Planning Process .................................................................................... 3


Figure 2: Understanding Bulawayo's Problems ...................................................................................................... 5
Figure 3: City of Bulawayo Balanced Scorecard Perspectives ........................................................................... 7
Figure 4: City of Bulawayo Strategic Plan 2014-2018 Strategy Map ............................................................. 8
Figure 5: City of Bulawayo Strategy Themes and Strategic Goals ................................................................... 9
Figure 6: Achieving a Vibrant Economy ....................................................................................................................10
Figure 7: Developing Robust Infrastructure ...........................................................................................................10
Figure 8: Excellence in Services ....................................................................................................................................11
Figure 9: Safe and Secure Environment ....................................................................................................................11
Figure 10: Becoming an Environmentally Friendly City ....................................................................................12
Figure 11: Managing for the City's Success ..............................................................................................................14

List of Tables
Table 1: Serving the Customer ......................................................................................................................................17
Table 2: Manage the Resources Perspective ...........................................................................................................23
Table 3: Run the Business Perspective ......................................................................................................................25
Table 4: Develop Employees Perspective .................................................................................................................28
Table 5: Serve the Customer Targets ..........................................................................................................................29
Table 6: Manage the Resources Targets ....................................................................................................................34
Table 7: Run the Business Targets ...............................................................................................................................36
Table 8: Develop the Employee Targets ....................................................................................................................39

List of Abbreviations
BCC
Bulawayo City Council
BSC
Balanced Score Card
EMA
Environmental Management Agency
ICT
Information and Communication Technologies
M & E Monitoring and Evaluation
PESTLE Political, Economic, Social, Technological, Legal and Environmental factors
PPP
Public-Private Partnerships
SWOT Strengths, Weaknesses, Opportunities and Threats

iii

City of Bulawayo Strategic Plan 2014-2018

Foreword by His Worship the Mayor


I wish to address myself to the specific and multiple stakeholders that constitute City of Bulawayo on the
momentous occasion of the unfolding of this critical corporate reflection and visioning that sets the scope
and direction of our governance and service delivery programme.
I repeat the obvious when I point out at the outset that local authorities in Zimbabwe have long operated in
an environment of uncertainty, depressed socio-economic conditions, intermittently hostile and tensionladen social and political, macro-political landscape. Being themselves political entities, the effects were
inescapable. The so-called lost decade has delivered a most challenging governance mismatch in which the
urban populations have increased markedly, with the corresponding demand for services and, the
challenges of HIV and AIDS, climate change, energy and water also increased thereby complicating the
service delivery scenario.
Never before has there been a louder and clearer call from citizens, government, development partners and
all for increased and improved service delivery, for greater governance transparency, public accountability,
efficiency, public participation and results and citizen rights. Yet never before has the institutional capacity
of local authorities in general and City of Bulawayo in particular been so eroded.
Conventional funding streams from government to urban local authorities have dried up. International
development partners and donors have whittled to a reluctant minimum. Industry has ground to a virtual
halt and the capacity of residents to fulfil their service delivery obligations has been significantly
compromised. Service delivery infrastructure has invariably deteriorated in-health, housing, education and
other social services, as in sewerage, water and sundry utilities. The economic vibrancy of the City of
Bulawayo has been significantly compromised as demonstrated by massive capital flight and brain drain in
the unprecedented shutting down and downsizing of industry and weekly relocation of business firms to
other areas. In a word, the mood of the city is one of despondency and anxiety.
Now, is the time to rally the collective energies of the people of Bulawayo behind a singular cause, around a
binding common vision and a stakeholder-driven City strategy by which to ride the tide. We have to rekindle
the great might of the City of Kings and to make real the ideal of sustainable economic renewal, effective
service delivery and governance excellence.
2012-2013 marked a defining corporate milestone for the City of Bulawayo as we dedicated a significant
part of the year to deeply understand our corporate challenges and options and articulate a comprehensive
5year strategic roadmap to guide our own rescue from the current governance quagmire and take the City
to the next level.
This strategy sets out a participatory, inclusive planning framework that sought as wide as possible the
views of citizens, rights holders, representative interest groups, employees and stakeholders as critical
building blocks and prerequisites for consensus-building in our democratic dispensation. That desire for
inclusive consultation makes the process inherently seamless and I hope this document only opens more
and wider doors for the continuous inflow of ideas.
This strategy seeks to entrench stakeholder participation and effective customer focus and responsiveness
as the defining hallmarks of good governance and service delivery. It scales up the space and the role of
private players, communities and collaborative interventions of sub-government and non-government
organisations in seeking quality, efficiency and sharing the burden of service delivery.
The 2014-2018 strategy seeks vigorous ways by which to trigger and sustain a thriving economic base, to
reverse the negative business trends and attract meaningful investment and tourism vibrancy.
The provision of a safe and secure environment as a basic foundation of citizen welfare and the effective
promotion and anchoring of all city programmes on environmentally sound principles and practices form
some of the key pillars of this strategy.

iv

City of Bulawayo Strategic Plan 2014-2018

This corporate strategy emphasizes, as a running motif and fundamental building block, the role of residents
and community participation capacity development and empowerment in the overall planning cycle and
decision making processes and programmes of the City of Bulawayo as the key pillar of governance and
service delivery sustainability.
Significantly, this strategy recognizes that vigorous and creative funding sustainability and infrastructural
and institutional capacity renewal lie at the core of all organs and functions of Council if the desired dream
of leadership excellence and governance best practice is to be realized. Long term corporate planning and
the search for enduring financing partnerships coupled with improved revenue collection systems will drive
the 5 year strategy.
It cannot be business as usual!! We are convinced at City Hall that at the heart of the multiple service
delivery and governance challenges that confront us, is an ineffective bureaucracy and red tape, ineffective
performance measurement systems and an inappropriate organizational culture associated with typical
public administration environments. The next five years of City of Bulawayo shall be defined by a decisive
management shift towards efficiency, economy, e-governance and best practice benchmarking anchored on
a robust Results Based Management model and performance management standards that respond to a
strategy for results.
The devil, they say, is in the implementation!!
With the planning and visioning done and dusted, the success and failure of all strategies lies in securing the
correct levels of commitment of all the key stakeholders.
My primary objective in this preamble is to most sincerely implore and invite, as I now do, all stakeholders
to the City of Bulawayo to take an active interest in the future of the city, to partake in this 5year
development strategy, to own it as their own, to peruse the document and to determine and claim a role in
their respective stakeholders niches.
I reiterate that this is a strategy intent on improving service on the back of opening up the local authority to
greater public participation, public accountability and multi-sector partnership building. My Council
guarantees the requisite policy framework to create ever increasing governance space for new partnerships
from private players, government departments, NGOs, donors, special interest groups and associations,
communities and residents, Friends of Bulawayo, Bulawayo in the Diaspora and all and those who have
anything to do with Bulawayo.
I therefore submit this strategy with great hope and humility to the Grace of God and declare with
conviction that together, we shall not only save Bulawayo, but raise the City of Kings to its familiar glory and
beyond, to new, greater heights.

___________________________________

1 CITY OF BULAWAYO VISION, MISSION and VALUES


VISION
Bulawayo, City of Kings, Leader in Governance Excellence, with a Vibrant Economy.
MISSION
Bulawayo City of Kings, Committed to People- Focused Quality Services in an
Environmentally Friendly and Vibrant Economy, to the Satisfaction of all Stakeholders.

VALUES
Integrity-(the conduct of employees, councillors and the transaction of the business of Council
shall always reflect our institutional uprightness, our honesty and commitment to safeguard the
unimpaired corporate image of City of Bulawayo. Integrity also implies zero-tolerance to
corrupt practices.)
Transparency- (to the extent possible, all transactions of Council are in the public domain and
the quality of openness and being able to be distinctly seen through and understood must shine
through all our work.)
Accountability-(as the responsible authority, Council and its people shall always avail
themselves to internal and public scrutiny and be ready to reckon, report and account upwards
and downwards.)
Efficiency-(the results and outcomes set out by Council must be achieved through adequately
energized and robust systems. Every effort shall be made to pursue the best of alternative
options available.)
Fairness- (all dealings of Council with its internal and external stakeholders shall be guided by
impartiality and demonstrable justice, honesty and freedom from blemish both in reality and in
the perception of the public.)
Consultative- (the programmes and decisions of Council shall be built and utilised at all
Council levels to entrench consultation as an underpinning culture of City of Bulawayo.)
Equal Opportunity-(all stakeholders of Council, internal, external, people or institutions are
reduced to the same standard with zero tolerance for discrimination. Equally Council is alive to
social inequalities that have historically excluded certain groups from the governance space,
women, the elderly, youth, people living with disabilities.)
Environmentally Friendly- (achieving a healthy balance between human development and
the urban ecosystem must form the basic philosophy of governance excellence and all
programmes of Council shall adhere to and uphold good environmental principles and practice.)
Responsive- (fulfilling the needs and entitlements of stakeholders. City of Bulawayos customer
focus must be doubly anchored by proactive participatory planning/action and the readiness
and willingness to offer prompt and effective response action to the needs and rights of
stakeholders.)

City of Bulawayo Strategic Plan 2014-2018

2 INTRODUCTION
Bulawayo has experienced unprecedented loss of industry through shut down and relocation of firms
leading to high unemployment, and the emergence of an underworld of unregulated social and
economic activity- the sum of which has compromised the willingness and capacity of residents to
meet obligations and reduced the capacity of the City to deliver services. The apparent mismatch
between the rising demand for services and the declining institutional capacity of City of Bulawayo to
provide the same has motivated the organisations desire to re-think the future.
This strategy document summarises the reflections and analyses of several constituent bodies of City of
Bulawayo that participated in an iterative strategy development process from September 2012 to
October 2013. Participants in the formulation of the strategy included the policy makers, 29
councillors; the directors and senior management of Council; key officers, managers and supervisors;
the business community ward-based communities and residents associations.
The strategy compresses the multiple challenges of Council into a handful of key strategic outcomes for
the realisation of the Council vision and mission. The minimum results pursued by the 5 year strategy
include the return of a vibrant, thriving economy, restoration of robust, quality infrastructure and
utilities, the provision of a safe and secure environment and excellent social services in an
environmentally friendly city.
This strategic plan addresses itself to the challenges of an inadequate funding base and unsatisfactory
overall service delivery at the City of Bulawayo. It seeks solutions to the moribund infrastructure, the
dysfunctional bureaucracy and outmoded ways of doing business and providing services to the city.
The strategy concerns itself with finding innovative ways of broadening the capital and revenue
streams of the local authority to more effectively respond to the general resource deficits that threaten
the viability of the organisation. The strategy sets out a number of imperatives that are considered
conditional to the attainment of the vision of governance excellence and improved service delivery
results.
City of Bulawayo attributes a significant part of past institutional failures of strategy to lack of an
effective implementation plan or a coherent results-based framework of strategic objectives and tools
to support the desired service delivery imperatives and the vision of Council. To that end, the 20142018 strategy provides for a robust set of unifying objectives across the departments of Council, set
objectives that are compliant to results based management and designed to regularly signal the pace
and direction of Council programmes towards the achievement of the agreed results.
The key outcomes, deliberately designed to focus on customer satisfaction and service delivery are
underpinned by proposed changes in management processes that constitute key success factors of the
delivery of this strategy. Up-scaled investment in infrastructure, innovation for an expanded revenue
base, improved efficiency in the delivery of services supported by enhanced financial stewardship
have been proposed alongside a robust set of results- based objectives that create the mandates and
daily commitments of Council departments. Importantly, the success of this strategy is as dependent on
changes in approaches to service delivery within council as it is on the active involvement and
participation of all stakeholders outside City Hall.

3 BACKGROUND
The City of Bulawayo is Zimbabwes second largest, a cosmopolitan metropolis with an intriguing
development history spanning over a century. With a steadily growing population estimated at above
1.5 million, Bulawayo emerged through a formidable pre and post-colonial legacy of royalty and strong
industrial manufacturing and trading economic base. While it has grown to be accepted as the virtual
epicentre of culture, the arts and tourism, the fortunes of the City have fluctuated overtime, but it is the
robust governance system at City Hall which has seen successive administrative regimes being hailed
by government, partners and citizens as an outstanding example and envy of other local authorities. At
a time when the institutional capacity of council is clearly overwhelmed by the increasing demand for
better services, when government and citizens call for increased participation and accountability and
when the capacity of rate payers has been significantly eroded by the near collapse of the city economy,
the leadership of the City of Bulawayo finds itself at decisive strategic crossroads- with the toughest
ever decisions to make as to what direction to take the city.

City of Bulawayo Strategic Plan 2014-2018

Bulawayos well known resolve for governance excellence, for sound organisational planning and
orderly dispensation of the business of Council in the face of mounting adversity is, in 2014 being
tested at many levels. The perennial challenge of intermittent droughts and severe water shortages
remains unsolved. Unprecedented levels of de industrialisation and a soaring rate of unemployment
have hit the revenue base hard. The infrastructure that underpins the sewer, water, roads utilities, as
well as the social services is invariably antiquated needing replacement rather than repair. With
service delivery on the decline, relations between Council and its multiple stakeholders and
communities are at the best tense and unsatisfactory.

4 THE STRATEGIC PLANNING PROCESS


The strategic planning process consisted of the definition of Vision, Mission and Values. Problem
analysis was undertaken creating a basis for the Strategic Goals (SGs) and Strategic Objectives (SOs).
For each Strategic Objective, Key Results Areas (KRAs) were identified. Initiatives were then defined
for each Key Result Area. Initiatives form the basis for assignment of work as well as determining the
roles and functions needed to deliver the work. Departments/Divisions and Units develop their work
plans to deliver initiatives. Flexibility is exercised at the level of Initiatives to allow for continual
adjustment that keeps the organisation on course to attain the Strategic Objectives.

Figure 1: Understanding the Strategic Planning Process

Annual Reviews focus on evidence of progress on Strategic Objectives and Key Result Areas by
examining Performance Measures.
Annual budget processes focus on the initiatives reflecting on context, progress and strategic choices
to achieve key results.
The focus on results that underpins the approach adopted moves BCC away from an input and activity
focus to the changes that the efforts of Council bring towards the realisation of the Strategic Goals - the
service delivery outcome areas.

5 THE PLANNING CONTEXT


5.1 The Environment in which City of Bulawayo works
There is little disputation amongst development practitioners and analyst as to where the greatest
impact of the economic meltdown and the well documented fall out between Zimbabwe and her
erstwhile western development and funding partners was in the past 12 years. The operating
3

City of Bulawayo Strategic Plan 2014-2018

environment at the local level was invariably unfavourable for service delivery, severely affecting basic
systems and livelihoods of rural and urban communities. City of Bulawayo was not an exception. A
complex combination of social, political, and economic factors have been cited which rarely enhanced
the capacity of Bulawayo City Council to meet its service delivery mandate, but generally occasioned a
period of near-collapse and dislocation of service delivery, rendering most rate payers and residents
virtually incapable of meeting their local governance obligations and depleting the revenue base of
Council.
Demand- Supply mismatch caused by population increase and immigration
The natural increase in population and increased levels of rural to urban migration have strained and
overwhelmed the social capacity of the City creating deficit in housing, health care and provision of
utilities.
Urban poverty
Low industrial capacity utilisation and high levels of company closures and relocations have resulted
long spells of non-paid labour, poor wages, price, and income shocks and resultantly in household
vulnerability and urban poverty that has severely reduced the revenue base on Council.
Centre and Periphery Relations
The reality and perception of political interference and an environment of mistrust and recurrent
tensions between central government through ministry and local authority in general and City of
Bulawayo in particular have dealt a blow on the operations of the organization. A recent example was
the unprecedented unilateral order to cancel all domestic water debts owed by city residents which
cost Council $46 million of budgeted revenue.
Old City in a Modern World
Whilst part of the core-competence and universal appeal of Bulawayo lies in its authentic, traditional
character, wide streets and age-old low buildings, the city is sinking in its age and needing renewal and
modernisation in many respect. It has run out of land and space and needs an upward, compact city
building orientation. The infrastructure underpinning all utilities, water, health, sewer and social
services is old and obsolete, needing modernisation and replacement. The uptake of new technologies
to facilitate the modern business culture and fast-lane metropolis lifestyle is slow in tune with the lay
back conventions of the City.
Unitary Revenue Base
Conventional reliance on government grants, loans and donor support has made for diminished
revenue streams in an environment where the guaranteed sources have divided and closed up. The
absence of new, significant sources of financing Council operations is directly inhibiting innovation and
holding back many Council programmes.
A Public Service Measurement Vacuum
Services delivered by council and consumed by residents and stakeholders are not subject to a
standard, commonly understood measure. The absence of coherent performance benchmarks creates
undue multiple expectations and multiple interpretations of service delivery often leading to
complacency, simmering tensions and weak transparency and accountability.
US and THEM- A disengaged community of stakeholders
Whilst significant strides have been made by City of Bulawayo to develop working rapport with
stakeholders much more needs to be done to improve community goodwill, civic responsibility and
common purpose. Residents remain unwilling to service Council bills, to take good care of Council
assets and amenities in their localities, to take up useful opportunities to participate in Council
programmes and they are at best disengaged or at worst evidently antagonistic.

5.2 CRITICAL CHALLENGES


A number of critical challenges emerge from a combined assessment of the PESTLE, SWOT analysis and
problem analysis undertaken by Bulawayo City Council Departments. The critical challenges manifest
differently across functional areas but have similar underlying causes.

City of Bulawayo Strategic Plan 2014-2018

Figure 2: Understanding Bulawayo's Problems

The Issues
The prevailing situation of service quality decline is of concern to both residents and management.
Residents observe and experience poor service
Service area managers are frustrated by inadequate infrastructure, equipment, staff, skills,
supplies and processes
Central management is concerned about continual decline and an inability to turn the situation
around.
The Causes
1.
Inability to mobilise resources arising from inadequate central government support; limited
innovation to benefit from alternate funding and partnership approaches; poor credit rating;
limited revenue generation from existing assets and services; weak cooperation with external
stakeholders (particularly central government); soaring client debts, etc.
2.
Inefficiencies and weak prioritisation in resource use arising from weak coordination,
inadequate management information systems, inadequate M&E systems, weak accountability
mechanisms, and absence of benchmarking (set performance standards)
3.
Performance challenges related to outdated equipment, inadequate personnel numbers and
skills, and weak adoption of modern practices and technologies
4.
Constraints created by outdated by-laws and procedures.

City of Bulawayo Strategic Plan 2014-2018

6 THE STRATEGY
6.1 Towards A Response
City of Bulawayo is about delivery of quality services to the customers, residents and stakeholders of
the City of Kings. This strategy is a renewed commitment of City Hall to that basic mandate of
continuous improvement in service delivery and enhanced customer focus. To that end, it is not an
accident that the main bedrock of the 2013-2017 strategy has to be our people; the reputation for
collective action and increased ability of our 1.5 million citizens in their respective stake-holding
capacities banding together in new ways of doing service delivery will be the mainstay of this strategy.
What is more encouraging is the apparent focus of the new government on matters Bulawayo, towards
re-engaging with the city, reviving industry and increasing the democratic space which may well
dovetail with the Council Strategy.


The increased global call for active participation of citizens in the planning and programmes of
local authorities as a hallmark of good governance and sustainable democracy offers a useful
framework to entrench comprehensive community participation. Areas such as environment
and solid waste management, civil protection, social security and community health care
services do lend themselves to meaningful community participation.

The much publicised government pronouncements and commitments to facilitate the


realisation of the Zambezi water pipe dream, to finish the Gwayi-Shangani dam project and to
complete the long awaited Mtshabezi water pipeline all offer for optimism that the perennial
water challenges of Bulawayo may subside.

Dependent on the promise of the return to a stable and vibrant economy it may be reasonable
to expect an active private sector to assume an increasing role in local service delivery on the
back of the new policy framework of PPPs. This route will enable City of Bulawayo to
significantly vary its revenue base and redefine the financing architecture of service delivery.

Building on existing twinning arrangements and development partnerships with significant


regional and international cities and organisations, City of Bulawayo is poised to structure
robust partnerships targeted at scaling up the transfer of ICTs and modern technologies,
expertise and local governance best practice wherewithal to anchor the new strategy.

Needless to add, the ability of City of Bulawayo to respond to these challenges and
opportunities that characterise its operating environment will depend significantly on
Councils own systems, its people, incentives and competiveness as much as it will on the level
of adaptability, flexibility and transition to a new regime of technologies and modernisation.
The apparent emergence in the public sector of new, innovative approaches, techniques and
models of improving management and service delivery efficiency for knowledge based
organisations, the private sector NGOs make it possible for a council willing and desirous of
change to benefit.

City of Bulawayo does have the requisite building blocks for a useful change strategy
foundation. A dedicated, youthful professional cadre of senior staff that is willing to
experiment change and ambitious for corporate success, partnership goodwill, - a critical mass
of strategic partners in twinning cities, Aberdeen, Durban and technical development partners,
Australia Aid, UN Habitat, Dabane Trust, among others Bulawayo is a trend setter with a
strong reputation for good corporate governance and robust institutional systems. Some of
the initiatives proposed in this strategy are on-going; some will involve reframing existing
programmes and structures; while others may be new, requiring doses of change
management. To that end careful project sequencing, co-ordination, and complementarity and
in some cases acknowledging that some programmes will have to make way to others will be
key strategic considerations.

6.2 A Results-orientation and use of the Balanced Scorecard Approach


Responding to the challenges that Bulawayo faces requires that the responses achieve the dual
purposes of improving service delivery and placing the City on a new path that is in keeping with the
times and trends. Thus, services must be improved within available resources (efficiency gains),

City of Bulawayo Strategic Plan 2014-2018

additional resources to scale-up service delivery must be secured using a variety of options, the Citys
infrastructure must be renewed, and the Councils agility and effectiveness enhanced through
measures focused on results, strengthened accountability systems, enhanced coordination and
modernisation of management processes to benefit from greater access to management decision
support information systems and technologies. Reflecting the commonality of challenges across service
area as well as the specific needs of each service area, the Balanced Scorecard (BSC) approach is taken
to provide an overview of the City of Bulawayo Strategic Plan 2013-2017 (see Figure 4 on the next
page).
The Strategy Map shows the six Priorities/Themes identified. There are 17 Strategic Goals towards the
achievement of results under the six Themes. The Strategic Goals are organised by Strategy
Perspective. The standard Balanced Scorecard perspectives are used and adapted for local authority
planning.

Figure 3: City of Bulawayo Balanced Scorecard Perspectives

The 4 perspective censure a balance between the perspectives from which City of Bulawayo must
excel.
Each Strategic Goal is supported by Specific Objectives and Initiatives. On an annual basis, the City of
Bulawayo will formulate a budget for the implementation of initiatives that further the Strategic
Objectives. Performance reporting based on the 17 Strategic Goals and supporting Specific Objectives
will allow the City and residents to engage on performance issues based on agreed and regularly
measured indicators.
Figure X below shows a mapping of the Strategic Goals to the Themes. The diagram shows that 9 of the
17 strategic goals relate Managing the Business of the City Theme reflecting the fact that turning
around the fortunes of the City will arise from changing approaches to work and addressing crosscutting challenges.

Figure 4: City of Bulawayo Strategic Plan 2014-2018 Strategy Map

City of Bulawayo Strategic Plan 2014-2018

City of Bulawayo Strategic Plan 2014-2018: Linking Themes and Strategic Goals

Figure 5: City of Bulawayo Strategy Themes and Strategic Goals

6.3 Corporate Priorities


The iterative processes of strategic reflection and problem analysis undergone by council and its
Council and its various constituents in the development of their strategy generated multiple
challenges, competences and opportunities for City of Bulawayo and the future, the detail of
which may be accessed in documents that support this summary.
Certain of the strategic options were considered not only attractive to council, but more
importantly as having an inherent capacity to positively influence and impact on other
underlying factors that are key to achieving the desired Council vision.

6.3.1 A Vibrant Economy


The damaging and far-reaching effects of massive de-industrialisation, company closures, idle
capital, unemployment and informalisation of the economy have been discussed in some detail
elsewhere in this report. Suffice to point out that this strategy considers the capital and revenue
base of council directly contingent to the level of economic well-being, industrial and commercial
performance of the outer-city. To that end the strategy prioritises the restoration of confidence in
the City as a good
destination for business
investment,
improved
capacity
utilisation,
increased small and
medium
enterprise,
regulated informal sector
activity,
social
entrepreneurship
and
ever-increased space for
the
participation
of
communities
as
fundamental pillars of
restoring and scaling up
economics vibrancy of
Bulawayo.
Figure 6: Achieving a Vibrant Economy

6.3.2 Robust Infrastructure


There is no debate on two
facts.
1)
A
robust
infrastructural base is a prerequisite
for
dynamic
economic
development,
investment attraction as
meaningful service delivery.
2)
The
infrastructure
underpinning the services of
the City of Bulawayo is old,
has generally outlived its
lifespan
and
needs
replacement
and
modernisation.
This corporate strategy
gives priority to the renewal
of city infrastructure as a
basis for realising
governance excellence.

Figure 7: Developing Robust Infrastructure

10

City of Bulawayo Strategic Plan 2014-2018

6.3.3 Excellent Social Services


This
strategy
is
big
on
responsiveness and customer
satisfaction as the basis for
effective services delivery and
governance excellence.
The
immediate meeting point and
visibility of Council to its
customers is the Social Services
that Council provides. For reasons
already outlined the state of Social
Services is poor and, in some cases
on the decline.
Finding
sustainable formula for the
provision of improved access to
quality health, education and
sundry social amenities is a
corporate priority of this strategy
significantly,
the
strategic
outcome lends itself, as do the
others to innovative models of
participation by communities,
PPPs and development partnering.

Figure 8: Excellence in Services

6.3.4 Safe and Secure Environment


Engaging and partnering resident citizens in a development conversation shrouded by an
environment of humanitarian crisis, insecurity and fear of spontaneous personal, household and
community hazard may be an excuse in futility. This strategy places high priority on the role of
creating and sustaining conditions for a safe and secure environment. Such corporate result
envisages significant equipment and infrastructural renewal and best practice benchmarking
pinned on modernisation and an increased stake for private players and communities.

Figure 9: Safe and Secure Environment

11

City of Bulawayo Strategic Plan 2014-2018

6.3.5 Environment Friendly City


The approach to sound environmental conduct and urban ecosystems management has tended to
be tokenistic and peripheral among the citys corporates and the general residents. Effective
Corporate Citizenship, Corporate Social Responsibility and community awareness or proactive
social action relating to promoting excellence in environmental behaviour and practice is clearly
unsatisfactory, responding only to limited legislative provisions to evade EMA penalties, rather
than because being part of the driving philosophy and bottom line of organisations. This is a
significant strategic concern to City of Bulawayo. Not only as a response to increase global calls
for green and Climate Change initiatives thinking, but also as a deliberate driver of governance
excellence and sustainable urban development. City of Bulawayo intends, through this strategy
to find technical solutions to building a sustainable urban environment, managing resources such
as water, energy and controlling disease and the motivations and relationships which enable
decisions and enforce policy in these areas. When climate change is on the global agenda and
action must be taken, what is the role of Council, Corporates and Citizens of Bulawayo?

Figure 10: Becoming an Environmentally Friendly City

6.3.6 DELIVERING ON THE CITY STRATEGY


City of Bulawayo is alert to the danger of a flawed implementation or institutional deficiencies
that may stand in the way of achieving the strategy. As such, Council commits to build
institutional capacity to be fit for purpose to make the required changes internally to ensure that
the culture, the structures, resources and systems do respond to strategy delivery. To the same
end, corporate focus will be on adapting systems and innovative models for managing the
business of the City in ways that maximise utility and efficiency of the City.
To support the delivery of the strategic outcomes outline above City of Bulawayo intends to
examine and reconfigure the following:


Expanding Revenue Base- Entails rethinking the entire financing and planning of Council
programmes and operations, a strategy for identifying and developing new, significant
sources of revenue outside government support and internal residents equity. Effective
skills and partnership development and structuring, grant proposal writing and pitching and
management of funding networks could be a new set of requisite skills. Opening up of
governance and service delivery space to private sector and other players is a possible route
this strategy may consider to reduce the service delivery burden from the centre.

Enhancing Financial Stewardship- Involves critically questioning the current financial


management and accounting systems of City of Bulawayo and understanding the extent to
which the worrying revenue leaks across Council functions are attributable to it. Convinced
that the current billing system is ineffective, that the financial records of Council are neither
accurate nor timeous and that there is marked room for improvement if the credit
worthiness of the local authority is to attract meaningful partners and investors, that the

12

City of Bulawayo Strategic Plan 2014-2018

management of Council assets and the procurement system needs attention-this corporate
strategy prioritises the development of capacity for enhanced financial stewardship as a
critical preconditioned for the achievement of all strategic goals of Council and as a measure
of governance excellence.


Investing in Infrastructure- The delivery of governance excellence-people focused quality


services and indeed the successful attainment of the 5 overarching corporative goals of City
of Bulawayo significantly depends on the availability, adequacy and quality infrastructure
that underpins the agreed strategic mandate of the organisation. As much, an innovative
strategy for investment in infrastructure capacity, renewal and development will form a
decisive vehicle for strategy delivery. The identification of like - minded services delivery
comparators, best practice benchmarking the vigorous pursuit of effective technical
partnerships and the transition to modern efficient technologies supported by the
infrastructural investment drive.

Improving Efficiency in the delivery of services -If in its endeavour to re- engineer the
institutional capacity of the organisation to be fit for the strategy, City of Bulawayo does
record success in expanding the revenue base, in enhancing financial stewardship and in
infrastructural investment- then the piece to complete the delivery puzzle must lie in
anchoring all the business of Council on efficiency and robust business models and
management principles that have the highest probability of securing the desired results. A
business - as- usual approach to a change- focused strategy is a certain way to failure.
Pursuing efficiency in services delivery will entail effective best practice benchmarking and
an honest re- examination of all services and whether or not Council or other players are
best placed to deliver certain services in a well run modern city. Indeed where services are
provided by City Hall the methods and cost- benefit of delivery will be carefully analysed to
arrive at approaches that guarantee the best results to the City and its customers.

Supporting this strategy and future programmes of the City with Results Based Management
training must mark the beginning of a vigorous pursuit of Efficiency at City of Bulawayo.

13

Figure 11: Managing for the City's Success

14

7 RISKS AND RISK MITIGATION


This strategic plan has been developed with considerable attention to risks and risk
management. Each part of the work has been subjected to risk analysis and mitigation strategies
built into the planning from the bottom up. The risks that remain at corporate level are largely
external with some residual internal risks remaining after incorporation of risk mitigation
measures.
Negative public attitudes
Earlier in this document it was noted that the relations between the City and residents has in past
been difficult owing to service delivery challenges. City of Bulawayo is taking measures to
improve relations, transparency and accountability. These measures while well intended depend
for their success on the extent to which the Citys stakeholders are forthcoming and supportive.
While the City is confident that stakeholder attitudes will by the end of the strategy period be
favourable, it is the pace of confidence building that is of concern as it will in turn determine the
extent of strategy success which itself in a confidence enhancing outcome.
Economic Stagnation
With a supportive stakeholder base, Bulawayos success in realising its strategic ambitions will
be affected by the extent to which the stakeholders thrive in their economic activity. While the
City will take all necessary measures to support stakeholders thrive economically, the wider
national and global contexts will be key factors in the extent of business success. A major
assumption underpinning the plan is that national level stakeholders will be successful in
repositioning Zimbabwe as a sound investment destination and restore its competitiveness.
Political divisions impacting Council work
Past experiences have shown that political divisions are a major stumbling block to the Citys
progress. The strategic planning process has as an underlying assumption that all stakeholders
will be willing to put aside political differences and focus on the larger goal the Citys success.
The timing of the strategic plan (coming after major elections and with none in the strategy
period) bodes well for the setting aside of political difference and a focus on the Citys interests.
Inadequate funding for new initiatives
Investment in infrastructure is at the centre of Bulawayos recovery initiative. With the whole
country focused on economic recovery there will be increased competition for resources.
Measures to enhance the Citys ability to attract funding from different types of sources have
been identified and will be implemented. The success of these measures will need continuous
monitoring and responsive management actions. The City, among other measures will prioritise
investments on the basis of the highest strategic returns.
Failure to secure permission to proceed with key reforms
The City has set out an ambition whose realisation requires the support of central government
through an enabling environment that includes complementary rather than constraining or
contradictory measures. To minimise the risk associated with unsupportive decisions/measures
by regulatory authorities, the City intends of seeking opportunities for positive engagement to
communicate both its needs and make contributions on the design of national policy and its
implementation. Capacities for policy design and advocacy will be enhanced.
Inability to secure requisite skilled personnel
The economic hardships that Zimbabwe has gone through have seen the country experience a
massive loss of skilled personnel. At the same time, diminished financial capacity has eroded the
ability of organisations to attract and retain skilled personnel. City of Bulawayo is not an
exception. The City is committed to attracting, developing and retaining the best manpower.
Cognisant of the financial realities, the City will implement a number of measures including
investing in training and/or reassignment of existing staff, improving industrial relations, and
strengthening recognition of excellence and innovation, among other measures. Where in-house
skills fall short, external services will be sought through various partnership arrangements.

15

City of Bulawayo Strategic Plan 2014-2018

8 BUDGETING FOR IMPLEMENTATION


An indicative budget will be developed for the implementation of this strategic plan. A bottom-up
results-based budgeting approach will be used to estimate the Citys budget requirements for the
full implementation of the City of Bulawayo Strategic Plan 2014-2018. The initial multi-year
estimate will be adjusted in line with annual requirements and revenue possibilities are reflected
in the actual out-turns for previous years and projected successes in revenue generation.
Stakeholders will be kept informed and afforded space for input into the annual budgeting
processes.

9 IMPLEMENTATION, MONITORING AND EVALUATION


The greatest threat to the City of Bulawayos corporate strategy is the possible lack of
wherewithal and commitment to implement and technical capacity to monitor and evaluate this
strategy. Council will choose a determined gradual than a swift radical progress towards the
agreed outcomes of this strategy. The strategy has invested in a unifying framework for defining
agreed corporate results.
The corporate log frame, which outlines the philosophy, ultimate purpose and enduring direction
of City of Bulawayo, is supported by similarly construed coherent department strategic plans and
work breakdown structures that identify their respective mandates and contribution to the
corporate goals set out in this strategy. At all levels, a performance matrix has been generated by
the process of strategy development and Results Based Management training which provides a
commonly understood basis for measurement of progress, monitoring and accountability.
The service delivery outcomes set out by this strategy have been disaggregated into their long
term, intermediate and short term forms and reduced to departmental targets that are measured
through use of formal qualitative and quantitative indicators of success. A complimentary
framework by which to understand and manage the contextual and transactional risks that are
attendant to this strategy has been developed to support the implementing and monitoring.
These indicators and technical support system will be refined over time and Council will be
sensitive to the cautions and fears about measurement and behaviour as well as about context
and complexity. Council will rely on continuous technical support services of relevant experts
and institutions to hold its hand and grow the change systems. City of Bulawayo is alive to the
real technical deficits that may be exposed by this strategy. As such the authority has opened
itself to the possibilities of injecting new blood and relevant technical expertise to support
implementation, monitoring and evaluation.

10 BCC BALANCED SCORECARD AND PERFORMANCE TARGETS


The City of Bulawayo committed to the four Balanced Scorecard perspectives (serving the
customer, managing resources, running the business and developing employees) has identified
measures that will be used to track progress on each perspective and ensure a balanced
approach to the Citys investments and efforts. Targets have been set for the various performance
measures and these will be cascaded to departments, divisions, units and ultimately to individual
staff members. Working in this way, the City will be able to link employee performance directly
to contribution towards the attainment of set targets. Personnel performance appraisal systems
will be adjusted to reflect the focus and link between personnel performance and results.
The Tables 1-4 present the performance measures for the City by perspective and related
initiatives. Tables 5-6 presents the baselines and set targets by perspective.

16

City of Bulawayo Strategic Plan 2014-2018

10.1 BCC 2014-2018 STRATEGIC PLAN: CITY BALANCED SCORECARD


Table 1: Serving the Customer

Perspective

Theme

Strategic
Goal

Strategic
Objectives

Performance Measures

Serve the
customer

Thriving
Economy

Promote
economic
opportuniti
es for all

Create an enabling
environment for
business

Availability of suitable land

Attractive incentives on offer

Buy Bulawayo campaign launched


promoting local enterprise

Enabling by laws enacted

Reduced unemployment

Assured water supply

Number of SMEs registered

Number of PPPs established

Number of capacity building

programs introduced

Promote Inclusive
Business

Strategic Initiatives

Develop implement LED Strategy


Lobby for Supportive National Policies
Business Opportunity Creation
Craft marketing strategies

Ease of business licensing

Number of licensed businesses

Youth and Gender Balanced Business


Policy
Capacity Building of SMEs and Informal
Sector

17

City of Bulawayo Strategic Plan 2014-2018

Safe and
Secure
Environment

Provide
adequate
civil
protection
services

Improve prevention
of emergencies

Improve emergency
response capacity

Institutionalised youth and


women structures

Incubations of SMEs and opening


market penetration

% change in preventable
incidences

% change in false alarm calls

% of affected satisfied with fire


services
Average fire response time
% of affected satisfied with
ambulance services
Average ambulance response time

Update fire safety by-laws


Community education and awareness
action

Institutionalise regular preparedness


training
Increase in personnel and equipment for
ambulance services
Increase fire-fighting and rescue
capacities
Improve condition of response vehicles

Provide adequate
security and traffic
services

Existence of enabling bye-laws

Adequate HR equipment

Increase personnel and equipment for


security
Modernise e-parking
Lobby for arresting powers for security

18

City of Bulawayo Strategic Plan 2014-2018

Perspective

Theme

Strategic Goal

Strategic Objectives

Performance Measures

Strategic Initiatives

Serve the
customer

Quality
infrastructure
and utilities

Provide
adequate safe
water

Improve service level


capacity of water and
wastewater
infrastructure

Adequate water supply

% water systems functional

% waste water systems functional

Engagement of relevant
Ministries e.g. MoWNR
Harness water supply from new
sources e.g. Epping Forest, Water
recycling and Insiza duplication.
Consider PPP initiatives and
Donor Partnerships e.g. NGOs
Ring fencing of water and waste
water accounts.
Upgrading of water and waste
systems
Systematic maintenance and
repair plans
Billing on actual meters

Credible database

Discreet zones

Planned maintenance schedule


implemented

Master plan review


Engagement of land owners

New land banks for housing


development

Improve water quality


management

Maintain water and waste water quality


to international standards

Reduce non-revenue
water and improve water
conservation

Improve land
delivery
systems

Increase access
to quality

Improve access to land

Improve housing
affordability

% reduction in apparent losses


% reduction in real losses

Hectarage purchased

Number of stands planned, approved


and surveyed

Number of Areas incorporated

% change in stand prices

19

City of Bulawayo Strategic Plan 2014-2018

housing for all

Increase availability of
serviced stands

% change in social housing rentals

% change in housing construction costs

No of people allocated stands per


annum
No of new approved housing layout
plans

Increase housing
development
partnerships

Promote
sound, safe
and reliable
transport
system

Invest in
infrastructure

Improve safety

No of housing private developers


approved by Council in the City

No of new houses constructed in the


City

Km roads rehabilitated
Km of cleared drains
# of traffic calming measures
implemented
Public transport Policy Implemented
Synchronisation of traffic lights

Reduce congestion

Improve credit rating


Identify priority projects

Identify funding
modalities

Number of credit facilities available


No of projects approved

Increase in funding options

Purchase of suitable land for


housing
Increase number of planned,
approved and surveyed stands
Master plan review.
Engagement of land owners
New partnerships between
Council & private developers.

Establish PPPs
Systematic maintenance and
repair.
Community engagement and
participation
Outsource expertise

Draft attractive project


proposals for funding
Engage private players with Built
Operate Transfer, lease, options ,
hire purchase

20

City of Bulawayo Strategic Plan 2014-2018

Perspective

Theme

Strategic
Goal

Strategic Objectives

Performance Measures

Serve the
customer

Service
Excellence

Improve
access to
quality social
services

Provide high quality


health services

Incidence of environmental
related diseases

Number of pest related


complaints reported

Burial capacity of the City

% of premises with satisfactory


swabbing results

Incidence of food borne diseases

% of functional health facilities


Number of health facilities leased
out % of clinics with adequate
functional equipment

% retention of qualified and


professional staff

No of schools built per year

No of recreational /vocational

Support education,
learning, culture and the
arts

Strategic Initiatives

Address public health environmental


concerns
Improve health services administration
Improve primary health care services

Improve in-school learning facilities


Improve facilities for on-going learning
Increase institutional support for the arts,

21

City of Bulawayo Strategic Plan 2014-2018

culture and theatre

centres constructed per year

Provide a supportive
environment for
vulnerable groups
(Elderly, women,
children, people living
with disabilities
Improve
customer
relations

Provide Effective
communication

No of libraries built per year

No of patronage of libraries per


year

% pass rate in the City School

No of vulnerable groups (Elderly,


women, children, people living
with disabilities assisted per
year

% of applicants who receive rate


rebates.

Number of press releases


produced

Number of followers on facebook

Number of hits on websites

Number of Masiye Phambili


distributed

Number of complaints received


at call centre and responsiveness
at call centre

Increase number of social workers


Improve cooperation with relevant
Government Ministries
Increase involvement of NGOs and CBOs in
social support initiatives

Improve stakeholder engagement

Enhanced media mix for communication

Improve institutional support for public


relations
Increase customer satisfaction

22

City of Bulawayo Strategic Plan 2014-2018

Serve the
customer

Environmentally
friendly city

Safeguard the
environment

Reduce energy costs and


increase use of
sustainable energy
sources

Improve
environmental
management

Documented 3R policy available


# of alternative projects in place

% lighting that is energy saving

EMA Certification
Frequency of refuse removal
Reported illegal dumpsites

Energy saving in operations and services


Recycling of garbage
Energy harvesting (solar and biogas)

Greening programmes and clean-up


campaigns
Increase environmental surveillance

Table 2: Manage the Resources Perspective


Perspective

Theme

Strategic Goal

Strategic Objectives

Performance Measures

Manage the
resources

Managing
the
business of
the City

Enhance
financial
stewardship

Improve financial systems

% reduction in fraudulent
activities

Reduced debtors period

Increased creditors period

Proportion on departments

Improve planning for and

Strategic Initiatives

Periodic review of internal controls

Funds allocation at budgeting stage

23

City of Bulawayo Strategic Plan 2014-2018

provision for maintenance


of assets

Reduce incidences of
corruption and fraud

and divisions with


maintenance plans

Implementation of planned
maintenance

Unit cost per maintained


asset

Number of cases handled


relating to corruption and
fraud
Effective co-ordination and
evaluation of risk management
Effective internal controls
Enhanced public accountability
Retention of institutional
memory.
Exposure to leadership
development of all levels.
Leadership commitment to
change management
Existence of a leadership
development index

Improve
efficiency in the
delivery of
services

Strengthen corporate
leadership and
governance excellence

Expand revenue
base

Improve the management


and utilisation of
management information
systems
Improve revenue from
city-controlled assets
Increase revenues from
commercialised entities

Awareness of procedures and controls


Co-ordination of risk management and staff
development programmes.
Nurturing control consciousness at all levels of
management
Foster accountability at all levels of
management
Leadership turnover/ replacement every 4
years
Expose leadership to a Peer Review by 2014
Develop leadership index by 2015
Secure resources for leadership
development annually

% stations using management


information system

Linking all sections to the management


information system

Increased revenue

Modernisation of facilities

% entities declaring dividend


Revenue received from

Annual declaration of dividend


Service Delivery Agreements in place by

24

City of Bulawayo Strategic Plan 2014-2018

Improve management of
debt and debtors

entities
Existence of Service Delivery
Agreements
Established service delivery
management system
Existence of M & E framework
Reviewed policy for
monitoring entities
% decrease in debtors
monthly
% decrease in creditors

2014
Strengthened service delivery partnerships
by 2015
Monitoring policy reviewed by 2014
M&E policy framework in place by 2015
Established service delivery twinships by
2016

Implement credit policy


Control expenditure

Table 3: Run the Business Perspective


Perspective

Theme

Strategic Goal

Strategic Objectives

Performance Measures

Strategic Initiatives

Run the
business

Managing
the
business of
the City

Develop
collaborative
solutions and
partnerships

Develop and implement


partnership policy

Number of twinships concluded

Number of active cooperation


programmes in place

Increased number of structured

Establishment of business/sector
linkages
Information/skills exchange (best
practice)
Business exposure

25

City of Bulawayo Strategic Plan 2014-2018

business/sector organisations
constituted

Enhance
customer
service and
responsiveness

Economic research programme


completed

Put in place measures to


track partner performance

In built performance measurement


and quality standards in contractual
agreements

Improve staff capacity for


innovative funding and
partnership arrangements
Develop and attain quality
and service standard

Exchange visits
Capacity building workshops

Commitment of financial resources to


fund performance measurement
Basis for monitoring
Supportive policy framework
Number of meetings held.
Increased community participation in
financial decisions
Commitment of stakeholder
participation
Adopted best practice models

Increase stakeholder
ownership of city
processes

Optimise
business
processes

Strengthen legal support


services

# lawsuits against council - %


reduction of lawsuits as a result of
illegal resolutions.

Bench mark performance


measurement and quality standards
with other companies

Resources for performance


measurement secured annually
M&E framework in place by 2015
Quarterly stakeholder consultation
meetings in all 29 wards
Monthly feedback meetings in all 29
wards
Community based structures to be
set up by 2014
Increase community partnerships
by 2016
Properly resourced community/
stakeholder participation unit by
2016
10% annual reduction of illegal
resolutions.

26

City of Bulawayo Strategic Plan 2014-2018

Improve the
city corporate
brand

% planned by-law updates completed

decrease in number of lawsuits


against Council

All by-laws are updated and are


current

Improve the efficiency of


secretarial services

Increase use of ICTs

Receipt of accurate electronic agenda


by Councillors on Friday of every
week to enable sound decision
making.
% employees using ICT facilities
% network coverage

Improve visibility of the


citys brand

Number of exhibits participated in


Number of investment conferences
conducted
Number of branded promotional
material produced-brochures and
videos
Establish internal E news letter

Starting in 2014, reduce annually by


10%

5% reduction per year.


By mid 2014

Embark on Training in ICT skills


programme
Network renting
Improved internal communication

27

City of Bulawayo Strategic Plan 2014-2018

Table 4: Develop Employees Perspective


Perspective

Theme

Strategic Goal

Strategic Objectives

Develop
employees

Managing
the
business of
the City

Achieve positive
employee
climate

Strengthen industrial
relations capacities
and practices

Number of grievance and


misconduct cases per annum

Strengthen
implementation of
safety health and
environment policy

Number of occupational
injuries and illnesses

Develop a reward management policy


Roll out code of conduct
Align Human resources policies with code of
conduct
Strengthen awareness and training on
occupational safety and health

Implement safety and health best practices

Recruit and
retain skilled
and diverse
workforce

Promote
learning and
growth

Performance measures

Strategic Initiatives

Develop and implement


appropriate organisation
structure

Reduced number of
supervisory levels

Restructuring and delayering exercises

Develop and implement a


gender policy

% women in decision making


positions

Establish a gender committee


Establish a gender management system and
structure

Have a structured training


and development strategy

Training needs analysis

Set and utilise


performance
measurement and
evaluation standards
Institutionalise Research
and Development

Types of programmes
developed and number of
people trained
Performance based appraisal
in place

Institutionalisation of results based


management

R & D Unit established by 2015

Established, properly
constituted R & D unit
Properly resourced R & D unit

28

City of Bulawayo Strategic Plan 2014-2018

10.2 Performance Baselines and Targets


10.2.1 Perspective: serve the customer
Table 5: Serve the Customer Targets
Strategic
Objectives
Create an
enabling
environment
for business

Performance Measures

% increase of availability of suitable industrial


stands

Attractive incentives on offer

Reduced unemployment

Assured water supply

Number of SMEs registered

Number of PPPs established

Number of capacity building programs


introduced

Number of exhibits participated in

Number of investment conferences conducted

Targets

2013 six
industrial
stands offered

2018 thirty
industrial
stands

2013 (zero)

2013 (zero)

2014
(finalized)
thereafter
review
annually
(Packaged).

2014
launched
thereafter
annual
review.

2014
reviewed

2018 (60%)

2018 ( no
water
limits)

3000 by
2018

30
additional
by 2018

2014-2018
training
program
held
quarterly

2018 (15)

2018 (two
per year)
2018 (5000
brochures,1
000
DVDs)

Enabling by laws enacted

Improving the
city corporate
brand

Buy Bulawayo campaign launched to promote


local enterprise

Baselines

Number of branded promotional material


produced-brochures and videos

2013 (existing
bylaws not
reviewed)

2013 (80%)

2013 (water
limits)

(2000) 2013

30 (2013)

2013 (zero)

2013 (two)

2013 (zero)

2013 (water
and waste
water master
plan booklets

29

City of Bulawayo Strategic Plan 2014-2018

.
Improved
customer
relations

Number of press releases produced

Number of followers on facebook

Number of hits on websites

2018 (520)

2013 (1500
followers)

2018 (7500
followers)

Number of Masiye Phambili distributed

2013 (zero)

2018 (5000
hits)

Number of complaints received at call centre


and responsiveness at call centre

2013 (50000
per year)

2018
(50000)

2018
(99.5% of
complaints
resolved)
2018
(reduced
bureaucracy
- one stop
shop
established)

2018 (2500)

100%
completed

Every new
suburb to
have
Institutional
ised youth
and women
structures
by 2018
2 per year

Ease of business licensing


Streamlined processes of business licensing

Number of licensed businesses


% increases in Licensed businesses

Economic Research completed

% increase in Institutionalised youth and


women structures

Training programmes included

Incubations of SMEs improved

Market exposure (No. of SMEs exposed to


markets)

Formal linkages established

2013 (30126
calls received
vs 29500
resolved
97.9 %
resolved)
2013 (eight
way process)

2013 (1526)1415 paid, 111


temporary,757
not renewed

20%

23 (2013)

Improve
prevention of
emergencies
Improve
emergency
response

Promote
Inclusive
Business

200, DVDs 500,


CoB folders
5000
2013 (104
press releases)

62 factory
shells (2013)

2013 (two)

40
additional
factory
shells by
2018

% reduction in preventable incidences.

80%

2018 (50)
20% by
2015

Decrease in response Times to calls from


Cowdray Park, Waterford and Woodville to
reach international standards (10 minutes)

20 minutes

10 minutes
by 2017

30

City of Bulawayo Strategic Plan 2014-2018

capacity
Provide
adequate
security and
traffic services

All public service vehicles utilizing designated


pick-up points.

Eradicating unregistered public service


vehicles.

Public service
vehicles
utilizing
undesignated
pick-up points

Pirate taxis all


over the city

Fewer than
50% of all
motorists are
compliant

All motoring public to use pre-paid parking


disks.

Vendors trading legally.

Compliance
by 2017

Compliance
by 2015

Compliance
by 2015

Compliance
by 2016

Too many
vendors
operating
illegally

50%

100%

100%
Chemical,
bacteriologi
cal, colour
and taste
5%

Improve
service level
capacity of
water and
wastewater
infrastructure
Improve water
quality
management

No. of pumps functional

%ge output vs. demand

%ge production of reclaimed water

Maintain water and waste water quality to


international standards

Reduce nonrevenue water


and improve
water
conservation
Improve
housing
affordability

% reduction in Apparent losses

98%
Chemical,
bacteriological,
colour and
taste
38%

% reduction in Real losses

31%

5%

% change in stand prices

10%(2013)
50%(2012)

% change in social housing rentals

5% by 2018
10% by
2018

%change in housing construction costs

50%(2012)

80% by
2018

Number of stands planned, approved and


serviced
No of people allocated stands per annum

13000
stands

Reduce
waiting list
by 10%
annually

40 by 2018

1000 per
year by
2018
Establish

Increase
availability of
serviced stands

952 stands

No of new approved housing layout plans

Increase
housing
development
partnerships

No of housing private developers approved by


Council in the City

100000 people
on the housing
waiting list as
at the
beginning of
2013.
23(2013)

No of new houses constructed in the City

860(2013)

Improve safety

Km roads rehabilitated

31

City of Bulawayo Strategic Plan 2014-2018

Km of cleared drains
# of traffic calming measures implemented
Public transport Policy Implemented

Reduce
congestion

Improve credit
rating
Identify
priority
projects
Identify
funding
modalities
Provide high
quality health
services

Number of credit facilities available

No of projects approved

Increase in funding options

Incidence of environmental related diseases

Number of pest related complaints reported

Burial capacity of the City

% of premises with satisfactory swabbing


results

Incidence of food borne diseases

% of functional health facilities


Number of health facilities leased out % of
clinics with adequate functional equipment

% retention of qualified and professional staff

No of schools built per year

No of recreational /vocational centres


constructed per year

Support
education,
learning,
culture and the
arts

Synchronisation

Uncoordinated
traffic lights

2 overdraft
loan

2 rates and
water bills
overdraft

5 by the end
of 2015

Address
public
health
environmen
tal concerns
Improve
health
services
administrati
on
Improve
primary
health care
services

of traffic lights

No of libraries built per year

No of patronage of libraries per year

% pass rate in the City School

0
0

0
146 000(2012)

80%

Provide a
supportive
environment
for vulnerable
groups
(Elderly,
women,
children,
people living
with

PPPs
Systematic
maintenance
and repair.
Community
engagement
and
participation
60%
Synchronisa
tion
10 by the
end of 2015

No of vulnerable groups (Elderly, women,


children, people living with disabilities who
assisted per year

23616(2012)

% of applicants who receive rate rebates.DHCS

1743(2012)

32

2 schools
per year.
2 centres
per year.
1 library per
year.
10%
increase of
patronage
per year.
Min. of 90%
annually
30 000
annually

3000
annually by
2018

City of Bulawayo Strategic Plan 2014-2018

disabilities
Reduce energy
costs and
increase use of
sustainable
energy sources
Improve
environmental
management

No. of Alternative Energy projects in place


No. of areas installed with Energy saving
lighting

LEAP document adopted by Council and


implemented
Incidence of environmental
related diseases
Number of Cases
investigated
Number of Participatory
Health & Hygiene education
sessions held
Number of environmental
factors monitored

Nil

Nil

1
100%
coverage
LEAP
document
fully
implemente
d
14% by end
of 2015

No approved
document
15% incidence
of
environmentall
y related
diseases per
1000
population

33

City of Bulawayo Strategic Plan 2014-2018

10.2.2 Perspective: Manage the Resources


Table 6: Manage the Resources Targets
Strategic Objectives

Performance
Measures

Improve financial systems

% reduction in
fraudulent
activities

10%

0%

Reduced debtors
period

40%

4% annually

60%
collection
rate

96 collection
rate

Funds
allocation at
budgeting stage

Improve planning for and provision


for maintenance of assets

Reduce incidences of corruption and


fraud

Strengthen corporate leadership


and governance excellence

Increased creditors
period

Proportion on
departments and
divisions with
maintenance plans

Implementation of
planned
maintenance

Unit cost per


maintained asset

Number of cases
handled relating
to corruption and
fraud

Improved public
accountability

Effective coordination and


evaluation of risk
management

Effective internal
controls

Retention of
institutional
memory.
Exposure to
leadership
development of all
levels.
Leadership

Baselines

Targets

Ineffective
system Year
2013

Effective system
by 2016

Leadership
has been
capacitated
Leadership
has not been
exposed to
Peer reviews

Leadership
turnover/
replacement
every 4 years
Expose
leadership to a
Peer Review by
2014

34

City of Bulawayo Strategic Plan 2014-2018

Develop a Local Economic


Development policy

commitment to
change
management
Existence of a
leadership
development
index

Buy locally
produced products
campaign

Improved
cooperation with
local business
organisations

No
leadership
development
index

Develop
leadership
index by 2015
Secure
resources for
leadership
development
annually
Bi-annually

Lobby for supportive national


processes

Improved
consultative
engagement with
political leadership

2 meetings

Improve the management and


utilisation of management
information systems

% stations using
management
information system

30%

90%

Improve revenue from citycontrolled assets

40%

10% increase
per annum

Increase revenues from


commercialised entities

Number of New
revenue streams
identified
% entities
declaring dividend
Revenue received
from entities
Existence of
Service Delivery
Agreements
Established service
delivery
management
system
Existence of M & E
framework
Reviewed policy
for monitoring
entities

No dividend
declared

Annual
declaration of
dividend

No service
delivery
agreements
in place.
Policy for
monitoring
entities
exists
No service
delivery
twinships
Service
delivery
partnerships
exist

Service Delivery
Agreements in
place by 2014
Strengthened
service delivery
partnerships by
2015
Monitoring
policy reviewed
by 2014
M & E policy
framework in
place by 2015
Established
service delivery
twinships by
2016

Improve management of debt and


debtors

% decrease in
debtors monthly
% decrease in

40%

35

City of Bulawayo Strategic Plan 2014-2018

creditors

10.2.3 Perspective: Run the Business


Table 7: Run the Business Targets
Strategic Objectives

Performance
Measures

Develop and implement


partnership policy

Existence of policy
guidelines on
cooperation
agreements

40%

% number of active
cooperation
programmes in
place

12

23

Put in place measures to


track partner performance

% increase in the
number of
business
organisations
partnering the city

Baselines

Targets

100%

2 per year

5 per year

2 per year

Increase in
twinships
concluded

In built
performance
measurement and
quality standards
in contractual
agreements

38

No penalties for
non adherence to
time and quality
specifications

Insist on In built
performance
measurement and
quality standards in
contractual
agreements

36

City of Bulawayo Strategic Plan 2014-2018

Improve staff capacity for


innovative funding and
partnership arrangements

Develop and attain quality


and service standard

Increase stakeholder
ownership of city processes

% increase in
exchange visits
Number of
exchange visits
Number of capacity
building
Workshops held
Partnership pacts
signed

10

5 per year

3 workshops held

Commitment of
financial resources
to fund
performance
measurement
Basis for
monitoring
Supportive policy
framework

No M & E
framework

Resources for
performance
measurement
secured annually
M & E framework in
place by 2015

Number of
meetings held.
Increased
community
participation in
financial decisions
Commitment of
stakeholder
participation
Adopted best
practice models

Budget
consultation
meetings are held.

Community
structures exist

Community
partnerships exist

Strengthen legal support


services

% reduction of
lawsuits as a result
of illegal
resolutions.

decrease in
number of lawsuits
against Council

20% of lawsuits.

65 per year.

Quarterly
stakeholder
consultation
meetings in all 29
wards
Monthly feedback
meetings in all 29
wards
Strengthened
community based
structures to be set
up by 2014
Increase
community
partnerships by
2016
Properly resourced
community/
stakeholder
participation unit by
2016
10% annual
reduction of illegal
resolutions.

Starting in 2014,
reduce annually by
10%

5% reduction per

80% of by-laws

All by-laws are


updated and are

37

City of Bulawayo Strategic Plan 2014-2018

current

year.

Improve the efficiency of


secretarial services

Receipt of accurate
electronic agenda
by Councillors on
Friday of every
week to enable
sound decision
making.

Agenda sent in
hard copies and at
times sent late.

By mid 2014

Increase use of ICTs

% employees using
ICT facilities
% network
coverage

30%

80%

38

City of Bulawayo Strategic Plan 2014-2018

10.2.4 Perspective: Develop the Employees


Table 8: Develop the Employee Targets
Strategic Objectives

Performance Measures

Strengthen industrial relations


capacities and practices

Number of grievance
and misconduct
cases per annum

Number of
occupational injuries
and illnesses

Develop and implement appropriate


organisation structure

Develop and implement a gender policy

Baselines

Targets

36
misconduct
cases per
annum

Zero
misconduct
cases by
2017

20 injuries
on duty per
annum

Zero
Occupationa
l injuries
and illnesses
by 2017

Reduced number of
supervisory levels

8
supervisory
levels

6
supervisory
levels by
2014

% women in decision
making positions

33% women
in decision
making
positions

50%women
in decision
making
positions by
2015

Have a structured training and


development strategy

Training policy
adopted plus types of
training programmes
developed and
number of people
trained

Training
policy in
draft form

Training
policy
adopted n
2014

Set and utilise performance


measurement and evaluation
standards

Performance based
appraisal in place

Performance
appraisal
awards
salary
notches
based on
time served

Performance
measureme
nt and
evaluation
standards to
be set by
2015

Institutionalise Research and


Development

Established, properly
constituted R&D unit
Properly resourced
R&D unit

No
institutionali
sed R&D
unit

R & D Unit
established
by 2015

Strengthen implementation of safety


health and environment policy

39

City of Bulawayo Strategic Plan 2014-2018

11 CONCLUSION
This corporate strategy report is a snap shot representation of an absorbing, iterative year-long
organisational process and journey of consultation, introspection, trial, error and continuous
learning. It is the culmination of dozens of participatory planning workshops involving diverse
levels of Bulawayos stakeholders communities: and residents, policy makers of the city, the
councillors, the Executive, senior and middle management of City of Bulawayo, the business
community, the media, departments of the organisational and, to the extent possible social
political interest groups. Thus, at a time when Bulawayos challenges seem insurmountable, the
strategy development process sought to engage and embrace as broad a view as possible of those
that have a stake in the City. Much as the process was engaging, inspiring and also frustrating,
this developed a robust document frames out the roadmap and marks the beginning, but not the
end of strategy for Council, all participants and stakeholders.
Motivated in good part by apparent in decline in service delivery and diminished confidence of
stakeholders in the capacity of Council, this strategy has sought to redirect attention and focus of
Councils energies to the customer, to restoration of infrastructural capacity and to efficient
disposal of the Council mandate. It is a strategy that acknowledges the limitations of City of
Bulawayo, but offers useful pointers to innovative ways of creating space for and partnering
other players, private and public in improving service delivery. It will not be possible thus, for
Council to successfully implement this strategy without continued active engagement and willing
participation of the significant others players.
Similarly this strategy acknowledges the critical and central role of a robust capital and revenue
base to support the functions of Council. New, creative ways of financing Council have been
suggested, outsourcing of hitherto Council preserves and, significantly creating the conditions
necessary to retain business, draw investors and bring economic vibrancy. Delivery on these
strategic fronts will need to be underpinned by effective policy and leadership support while
some changes in management approaches may be necessary.
Effort has been made in this strategy to create organisational harmony and cohesion within and
amongst divisions of Council and between the overarching City vision and the local mandates of
departments. In its bid to bridge the gap and usual disconnect between planning and
implementation, this strategy developed a robust framework for defining commonly agreed
corporate goals, designing appropriately graduating outcomes and outputs by which to achieve
the Council vision and mission. It is a result based monitoring framework that is amply
supported by agreed targets and a battery of progress indicators.
Indeed, such monitoring and evaluation culture will be new to Council. It is work in progress and
is expected to evolve over time as a part of a learning organisation. It should be adopted as such,
with adequate organisational tolerance, patience and flexibility, allowing for an organic
generation of results and strategy champions to emerge and promote the new processes.
A willingness to learn, commitment to change, the embracing of innovation and error as part of
organisational learning and effective leadership support with an increased appetite for outwardlooking stakeholders involvement are some of the key success pillars of this services delivery
strategy.
/end

40

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy