Patrick Chitumba [email protected]
THE City of Gweru is tightening accountability by introducing performance contracts for council managers and heads of departments, tying their work to measurable service delivery targets as the local authority seeks to improve water supplies, rehabilitate roads and modernise waste management.
The move is part of efforts to turn the city’s development plans into tangible results for residents and ratepayers, with officials expected to be assessed against specific commitments aligned with national development goals under Vision 2030.
Town Clerk Mr Livingstone Churu said the resolutions emerged from a three-day strategic plan review workshop held in Bulawayo, where council assessed its performance, identified shortcomings and agreed on priority areas requiring urgent intervention.
He said the review marked a shift towards practical, resident-centred development, with emphasis on implementing projects that improve everyday life and create an environment conducive to investment and economic growth.
“The City of Gweru strategic meeting marked a pivotal moment for our city. It was not just a gathering of officials; it was a commitment to realign our local development trajectory with our national aspirations,” he said.
“For Gweru, this means moving beyond rhetoric and focusing on actionable, resident-centred
development,” said Mr Churu.
Water security, road rehabilitation and improved waste management were among the key priorities identified during the review as the local authority seeks to become a modern, investment-friendly city by 2030.
Mr Churu said performance contracts would provide a framework for holding council managers and departmental heads accountable by setting clear expectations and establishing a basis for evaluating their performance.
“For residents, performance contracts are the ultimate accountability tool. These are binding agreements that set specific, measurable targets for city officials,” he said.
The contracts are expected to help council monitor departmental performance, identify delays in implementing agreed projects and ensure that resources are channelled towards initiatives with long-term benefits for residents.
Mr Churu said Gweru’s development agenda was anchored on Vision 2030, which seeks to transform Zimbabwe into an empowered and prosperous upper-middle-income society.
He said local authorities had a critical role to play in achieving that objective through reliable service delivery, support for businesses and the creation of conditions that encourage economic development.
President Mnangagwa introduced performance-based contracts in 2021 as part of efforts to strengthen accountability, transparency and service delivery across the public sector.
The framework covers senior public officials, including Cabinet Ministers, Permanent Secretaries, heads of parastatals and State-owned enterprises, local authority chief executive officers and vice-chancellors of State universities.
It is intended to measure officials against agreed deliverables, address operational bottlenecks, combat corruption and align institutional plans with national development priorities.
Mr Churu said the strategic plan review was also in line with Government’s expectation that local authorities should drive development under the Second Republic and contribute meaningfully to Vision 2030.
He said devolution had created opportunities for councils to respond to local needs, but their effectiveness would depend on whether available resources translated into visible improvements in residents’ lives.
He added that Gweru needed to strengthen partnerships with the private sector, attract investment and support initiatives capable of stimulating economic activity and creating employment.
Mr Churu urged residents to participate in local governance processes, provide feedback on service delivery and monitor council’s progress in meeting its commitments.
He said cooperation between council and the community would be essential to implementing the strategic plan and building a modern, prosperous city.
Meanwhile, Gweru District Development Coordinator Mr Tarisai Mudadigwa said the three-day workshop had given council an opportunity to honestly assess its performance and confront challenges affecting service delivery.
He said participants reviewed the local authority’s performance in revenue collection, governance, infrastructure development and responsiveness to residents and ratepayers.
“As we come to the end of our strategic review workshop, allow me to express my sincere gratitude to each one of you. Over the past three days, we have engaged in robust, honest and very necessary discussions,” said Mr Mudadigwa.
He said the review acknowledged shortcomings in water supply, waste management, road maintenance and internal efficiencies, while identifying strengths and setting strategic priorities.
Mr Mudadigwa said residents expected better services, transparent governance and accountable leadership from their local authority.
He urged council to ensure that the resolutions reached during the workshop were implemented rather than remaining on paper.
“What we have produced is not just a development plan. It is a social contract between this council and the community we serve,” he said.
Mr Mudadigwa said the strategic plan should guide council’s operations and ensure its priorities remained aligned with Vision 2030 and the needs of Gweru residents.
He said the ultimate measure of the review’s success would be whether it resulted in improved services and a more effective response to the expectations of residents and ratepayers.
