Online Reporter
THE ongoing housing crisis in Bulawayo, Zimbabwe’s second-largest city, is a glaring reminder of the deep-rooted issues within local governance and development planning.
For over a year, the Bulawayo City Council has been unable to secure contractors for the development of new housing stands, despite repeated attempts to attract interest through tenders. This bureaucratic paralysis is exacerbating a humanitarian crisis, with the city’s housing backlog reaching a staggering 125 000 and an ambitious annual target of 3 000 units slipping further out of reach.
The failure to secure contractors for housing developments is not just an administrative misstep — it is a systemic issue that highlights inefficiencies in the city’s procurement processes.
Over the past 12 months, the council has re-advertised the same tender three times, most recently in January 2025, with yet another re-advertisement reportedly in the works. This recurring cycle of tendering without progress is not only wasteful but also deeply frustrating for residents who are desperate for housing solutions.
The council’s reluctance to provide transparency on this matter, citing concerns about jeopardising the tendering process, further erodes public trust. While it is understandable that procurement matters require discretion, the complete lack of accountability or detailed explanation raises red flags about the city’s ability to deliver on its promises. Citizens deserve clarity on why tenders continue to fail and what steps are being taken to address the underlying issues.
At the heart of this crisis lies a growing humanitarian emergency. Housing is a basic human right, and for many residents of Bulawayo, the prospect of securing adequate shelter is becoming increasingly elusive. The city’s housing backlog of 125 000 units paints a grim picture of overcrowding, informal settlements, and deteriorating living conditions. Without timely intervention, this backlog will only deepen, leading to further socio-economic challenges such as increased poverty and health risks.
The council’s annual target of 3 000 housing units is commendable in theory, but in practice, it has become a distant dream. The failure to meet this target year after year underscores the urgent need for a fundamental overhaul of the city’s housing delivery mechanisms. Residents cannot afford another year of excuses and bureaucratic inertia while their living conditions continue to deteriorate.
The City of Bulawayo has expressed its reliance on the Public-Private Partnership (PPP) model as a preferred mechanism for housing delivery. Under this model, private developers are engaged to service residential stands with water, sewerage, roads, and public lighting, recouping their investments through the sale of the stands upon completion.
While this approach has seen some success in the past — notably in 2022, when developers completed servicing requirements within a year for the first time in a decade — it is clear that the model is far from foolproof.
Several challenges have plagued the PPP strategy, including contractors abandoning projects and disputes leading to prolonged arbitration. These issues suggest that while the PPP model has potential, it requires better oversight, stronger contractual agreements, and more rigorous vetting of developers to ensure successful outcomes.
The council must also explore complementary strategies to diversify its approach and reduce its over-reliance on private developers.
The council’s spokesperson, Mrs Nesisa Mpofu, has pointed to Zimbabwe’s harsh economic environment as a significant barrier to achieving housing targets. It is true that economic challenges and limited access to development finance create formidable challenges for local authorities. However, these obstacles cannot be used as blanket excuses for inaction.
Effective leadership is about finding innovative solutions in the face of adversity, and the City of Bulawayo must rise to the occasion.
One potential avenue is leveraging regional and international partnerships for funding and technical expertise. Cities across Africa and beyond have faced similar challenges and found success through knowledge-sharing and collaboration. Bulawayo must actively seek out best practices and adapt them to its unique context.
The way forward for Bulawayo requires a multifaceted approach that addresses both immediate needs and long-term goals. First and foremost, the council must prioritise transparency and accountability. Residents have a right to know why tenders have repeatedly failed and what corrective measures are being implemented. Regular updates and open communication will go a long way in rebuilding public trust.
Additionally, the city must embrace innovation in housing delivery. Modular construction, green building technologies, and low-cost housing solutions have been successfully implemented in other cities facing similar problems.
By investing in research and development, Bulawayo can explore alternative methods that are both cost-effective and sustainable.
Finally, meaningful community engagement is essential. The residents of Bulawayo are not just passive beneficiaries but active stakeholders in the city’s development. The council must involve citizens in decision-making processes, from identifying priority areas for development to monitoring the progress of ongoing projects. Empowering communities will not only enhance accountability but also foster a sense of ownership and pride in the city’s future.
The housing crisis in Bulawayo is a critical issue that demands urgent attention and decisive action. The council’s repeated failure to secure contractors is symptomatic of deeper systemic problems that must be addressed through greater transparency, innovative solutions, and community involvement.
With a housing backlog of 125 000 and an annual target of 3 000 units slipping further away, the time for excuses has long passed. The City of Bulawayo must demonstrate the political will and leadership necessary to turn its housing vision into reality. For the thousands of residents waiting for a place to call home, failure is not an option.
