Online Reporter
THE Ministry of Local Government and Public Works’ 2025 Annual Performance Feedback Report has laid bare a sobering reality for Manicaland Province: while Mutare City Council has emerged as the best performing council in the country, its rural district councils are languishing at the very bottom of the rankings.
Buhera sits at number 42 out of 60, Makoni (52,) Nyanga (57), Chipinge (58), Mutasa (59) and Chimanimani (60). Rusape Town Council closed the urban category, cementing its position as the weakest performer at number 32 of 32.
This stark contrast between Mutare city’s commendable performance and the dismal showing of its sister councils underscores a deep crisis in governance, infrastructure, and service delivery that can no longer be ignored.
The report highlights structural weaknesses, infrastructure deterioration, governance failures, and weak performance across all critical areas.
These are not abstract shortcomings; they translate directly into the lived experiences of residents who pay rates and taxes, but receive little in return. Roads remain impassable, water supply systems are unreliable, refuse collection is inconsistent, and public amenities are neglected.
The councils’ inability to provide value for money erodes public trust and fuels frustration among communities who feel abandoned by their local authorities. In essence, the councils are failing in their most basic mandate: to serve the people.
What makes this situation particularly troubling is that the poor performance is not due to lack of resources alone.
Mutare City Council, operating under similar national economic constraints, has managed to distinguish itself through better planning, stronger governance, and more effective service delivery. This demonstrates that leadership, accountability, and strategic vision matter just as much as financial resources. The rural councils’ failures therefore point to a lack of innovation, weak institutional capacity, and poor prioritisation rather than insurmountable external challenges.
The time has come for these councils to pull their socks up. They must urgently embark on turnaround strategies that are, not imposed from above, but driven by residents themselves.
Communities are the ultimate stakeholders, and their voices must shape the priorities of local authorities. A resident-driven approach ensures that councils are held accountable, that resources are directed towards pressing needs, and that service delivery reflects the realities on the ground.
For example, residents in Chimanimani may prioritise disaster preparedness and resilient infrastructure given their vulnerability to cyclones, while those in Buhera may demand improvements in water supply and road networks to support agriculture and trade.
Councils must listen, engage, and act.
Governance reform is central to this turnaround. Councils must strengthen transparency in budgeting and expenditure, curb corruption, and institute performance monitoring mechanisms that track progress against clear benchmarks.
Weak governance has been the Achilles’ heel of many local authorities, leading to mismanagement and inefficiency. By opening up decision-making processes to residents and civil society, councils can rebuild trust and foster a culture of accountability.
Mutare’s success story offers a blueprint: participatory governance, consistent communication with residents, and a commitment to delivering tangible results.
Infrastructure renewal is another urgent priority. The deterioration of roads, bridges, schools, clinics, and water systems undermines economic activity and social well-being.
Councils must explore innovative financing models, including public-private partnerships, donor support, and community-driven initiatives, to rehabilitate and expand infrastructure.
Residents are more likely to pay rates faithfully when they see visible improvements in their environment. Value for money is not a slogan; it is a lived reality when councils invest wisely and deliver services efficiently.
Equally important is the need to strengthen institutional capacity.
Councils must invest in training staff, modernising systems, and adopting technology to improve efficiency. Weak performance across all areas reflects not only poor leadership but also outdated practices and lack of technical expertise. By embracing modern management tools and digital platforms, councils can streamline operations, enhance revenue collection, and improve service delivery.
The ministry’s report should serve as a wake-up call. Manicaland’s rural councils cannot afford to remain at the bottom of the rankings year after year. The gap between Mutare and its sister councils is, not just embarrassing; it is a betrayal of residents who deserve better.
The councils must recognise that their legitimacy depends on their ability to deliver. Rates and taxes are not gifts; they are investments by residents in their communities. Councils must honour that investment by ensuring value for money.
Ultimately, the turnaround will require political will, community engagement, and a commitment to reform.
Councils must shed complacency, embrace innovation, and prioritise service delivery.
Residents, for their part, must demand accountability and actively participate in shaping local development agendas.
If Manicaland’s rural councils can harness the energy and aspirations of their communities, they can transform from laggards into leaders.
The alternative—continued decline and dismal performance—is simply unacceptable. The time for excuses has passed; the time for action is now.
