BCC Strat Plan Final
BCC Strat Plan Final
CORPORATE STRATEGY
2014 2018
October 2013
&
IV
2 INTRODUCTION
3 BACKGROUND
3
4
6 THE STRATEGY
6
6
10
15
16
16
16
17
29
11 CONCLUSION
40
ii
List of Figures
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
iv
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.
___________________________________
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.)
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
City of Bulawayo Strategic Plan 2014-2018: Linking Themes and Strategic Goals
10
11
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.
12
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.
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
14
15
16
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
Reduced unemployment
programs introduced
Promote Inclusive
Business
Strategic Initiatives
17
Safe and
Secure
Environment
Provide
adequate
civil
protection
services
Improve prevention
of emergencies
Improve emergency
response capacity
% change in preventable
incidences
Provide adequate
security and traffic
services
Adequate HR equipment
18
Perspective
Theme
Strategic Goal
Strategic Objectives
Performance Measures
Strategic Initiatives
Serve the
customer
Quality
infrastructure
and utilities
Provide
adequate safe
water
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
Reduce non-revenue
water and improve water
conservation
Improve land
delivery
systems
Increase access
to quality
Improve housing
affordability
Hectarage purchased
19
Increase availability of
serviced stands
Increase housing
development
partnerships
Promote
sound, safe
and reliable
transport
system
Invest in
infrastructure
Improve safety
Km roads rehabilitated
Km of cleared drains
# of traffic calming measures
implemented
Public transport Policy Implemented
Synchronisation of traffic lights
Reduce congestion
Identify funding
modalities
Establish PPPs
Systematic maintenance and
repair.
Community engagement and
participation
Outsource expertise
20
Perspective
Theme
Strategic
Goal
Strategic Objectives
Performance Measures
Serve the
customer
Service
Excellence
Improve
access to
quality social
services
Incidence of environmental
related diseases
No of recreational /vocational
Support education,
learning, culture and the
arts
Strategic Initiatives
21
Provide a supportive
environment for
vulnerable groups
(Elderly, women,
children, people living
with disabilities
Improve
customer
relations
Provide Effective
communication
22
Serve the
customer
Environmentally
friendly city
Safeguard the
environment
Improve
environmental
management
EMA Certification
Frequency of refuse removal
Reported illegal dumpsites
Theme
Strategic Goal
Strategic Objectives
Performance Measures
Manage the
resources
Managing
the
business of
the City
Enhance
financial
stewardship
% reduction in fraudulent
activities
Proportion on departments
Strategic Initiatives
23
Reduce incidences of
corruption and fraud
Implementation of planned
maintenance
Improve
efficiency in the
delivery of
services
Strengthen corporate
leadership and
governance excellence
Expand revenue
base
Increased revenue
Modernisation of facilities
24
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
Theme
Strategic Goal
Strategic Objectives
Performance Measures
Strategic Initiatives
Run the
business
Managing
the
business of
the City
Develop
collaborative
solutions and
partnerships
Establishment of business/sector
linkages
Information/skills exchange (best
practice)
Business exposure
25
business/sector organisations
constituted
Enhance
customer
service and
responsiveness
Exchange visits
Capacity building workshops
Increase stakeholder
ownership of city
processes
Optimise
business
processes
26
Improve the
city corporate
brand
27
Theme
Strategic Goal
Strategic Objectives
Develop
employees
Managing
the
business of
the City
Achieve positive
employee
climate
Strengthen industrial
relations capacities
and practices
Strengthen
implementation of
safety health and
environment policy
Number of occupational
injuries and illnesses
Recruit and
retain skilled
and diverse
workforce
Promote
learning and
growth
Performance measures
Strategic Initiatives
Reduced number of
supervisory levels
Types of programmes
developed and number of
people trained
Performance based appraisal
in place
Established, properly
constituted R & D unit
Properly resourced R & D unit
28
Performance Measures
Reduced unemployment
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)
Improving the
city corporate
brand
Baselines
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
.
Improved
customer
relations
2018 (520)
2013 (1500
followers)
2018 (7500
followers)
2013 (zero)
2018 (5000
hits)
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
2013 (30126
calls received
vs 29500
resolved
97.9 %
resolved)
2013 (eight
way process)
20%
23 (2013)
Improve
prevention of
emergencies
Improve
emergency
response
Promote
Inclusive
Business
62 factory
shells (2013)
2013 (two)
40
additional
factory
shells by
2018
80%
2018 (50)
20% by
2015
20 minutes
10 minutes
by 2017
30
capacity
Provide
adequate
security and
traffic services
Public service
vehicles
utilizing
undesignated
pick-up points
Fewer than
50% of all
motorists are
compliant
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
98%
Chemical,
bacteriological,
colour and
taste
38%
31%
5%
10%(2013)
50%(2012)
5% by 2018
10% by
2018
50%(2012)
80% by
2018
13000
stands
Reduce
waiting list
by 10%
annually
40 by 2018
1000 per
year by
2018
Establish
Increase
availability of
serviced stands
952 stands
Increase
housing
development
partnerships
100000 people
on the housing
waiting list as
at the
beginning of
2013.
23(2013)
860(2013)
Improve safety
Km roads rehabilitated
31
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
No of projects approved
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
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
23616(2012)
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
disabilities
Reduce energy
costs and
increase use of
sustainable
energy sources
Improve
environmental
management
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
Performance
Measures
% reduction in
fraudulent
activities
10%
0%
Reduced debtors
period
40%
4% annually
60%
collection
rate
96 collection
rate
Funds
allocation at
budgeting stage
Increased creditors
period
Proportion on
departments and
divisions with
maintenance plans
Implementation of
planned
maintenance
Number of cases
handled relating
to corruption and
fraud
Improved public
accountability
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
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
Improved
consultative
engagement with
political leadership
2 meetings
% stations using
management
information system
30%
90%
40%
10% increase
per annum
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
% decrease in
debtors monthly
% decrease in
40%
35
creditors
Performance
Measures
Existence of policy
guidelines on
cooperation
agreements
40%
% number of active
cooperation
programmes in
place
12
23
% 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
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
% 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
37
current
year.
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
% employees using
ICT facilities
% network
coverage
30%
80%
38
Performance Measures
Number of grievance
and misconduct
cases per annum
Number of
occupational injuries
and illnesses
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
Training policy
adopted plus types of
training programmes
developed and
number of people
trained
Training
policy in
draft form
Training
policy
adopted n
2014
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
Established, properly
constituted R&D unit
Properly resourced
R&D unit
No
institutionali
sed R&D
unit
R & D Unit
established
by 2015
39
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