Online Reporter
The Urban Development Corporation (UDCORP), a State-owned enterprise under the Ministry of National Housing and Social Amenities, is reportedly undergoing a major transformation, marking a significant turnaround for a parastatal that had long been plagued by legacy issues and a weak governance framework. As part of its new road map, the enterprise has lined up several flagship projects aimed at restoring public trust and accelerate housing development. Our Reporter TRUST FREDDY sat down with UDCORP’s chief executive officer MR JOEY SHUMBAMHINI, who outlined the turnaround strategy.
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Q: Can you start by outlining, for those who may not fully understand, UDCORP’s core mandate in Zimbabwe’s urban development landscape?
A: The Urban Development Corporation is a State-owned commercial entity that derives its mandate from the UDCORP Act, which was promulgated in 1986.
UDCORP’s major mandate is to promote planned and sustainable growth in both rural and urban local authorities.
The corporation is specifically mandated to work with the Government, local authorities and planning bodies in coordinating development, facilitating housing developments, backbone social infrastructure developments and creating employment through commercial and industrial activities within development areas.
In terms of building capacity for local authorities, UDCORP is mandated to provide technical, financial, managerial, auditing and advisory support.
The major outcomes of UDCORP are to improve the living standards of citizens and to create economic opportunities as Zimbabwe progresses towards Vision 2030.
Q: What are some of the major urban development projects that UDCORP is currently undertaking?
A: The corporation’s current flagship project is the Knockmalloch Housing Project, located 33 kilometres from Harare, along the Harare-Bulawayo highway, on the Lake Chivero side.
The Knockmalloch Housing Project is a mixed-density project where UDCORP will deliver a total of 3 445 stands.
The project has been divided into three phases, with Phase 1 consisting of high-density stands ranging from 200 to 400 square metres (sqm); Phase 2, consisting of medium-density stands (400-800sqm); and Phase 3, consisting of low-density stands (800-2 000sqm).
Phase 1 is 85 percent complete and is almost sold out.
Knockmalloch is a self-contained urban settlement that has commercial (shopping malls, service stations, hotels, et cetera), industrial, recreational and institutional stands such as schools, community libraries, clinics, churches, cemetery, police station and post office.
We also have the Manresa high-rise flats for civil servants, and UDCORP is targeting to develop seven blocks of high-rise flats, which are expected to yield 112 units.
We have already built four blocks of flats, which we have now transferred to the Ministry of National Housing and Social Amenities.
They are at 92 percent completion, and the ministry will complete and allocate them to civil servants.
So, these seven, they are new.
The four — we have already transferred them, and they will be allocated.
Again, we have Plumtree high-rise flats, and Hwange high-rise flats, with works expected to start in 2026.
We are also working on the New Norton Water Treatment Plant.
In terms of bulk backbone social infrastructure, UDCORP entered into a memorandum of agreement with the Norton Town Council for the construction of a new water treatment plant that will provide water to Norton, Knockmalloch and surrounding areas. Feasibility studies have been concluded and resource mobilisation will commence in 2026.
Q: How is the corporation addressing issues such as funding constraints, land availability and urban sprawl?
A: We have repositioned ourselves to act as a pivot for mobilising resources for housing and related infrastructure from the private sector, given the funding constraints and the need for viable investment options.
There has been a surge in demand for housing and infrastructure development from pension funds, as they now recognise the importance of providing accommodation for their members.
In terms of innovative funding, we have targeted pension funds, institutional investors and individuals seeking to preserve value or create future accommodation for employees.
We have also adopted innovative funding solutions with developers, entering into commercial joint ventures where contractors provide resources, construct and share the outcome.
This approach is innovative, leveraging our role as the Government’s arm in engaging with the private sector.
The structures we employ include commercial joint ventures and public-private partnerships (PPPs), where private partners provide resources and we pay them through shareholding or sharing project proceeds.
Q: There is a growing need for mixed-use developments that combine residential, commercial and industrial spaces. Is this also part of UDCORP’s strategy to create self-sustaining communities and reduce urban sprawl?
A: As I mentioned before, UDCORP is successfully implementing the mixed-use development concept under the Knockmalloch Housing Project, which is under the Chegutu Rural District Council.
The corporation intends to engage other rural district councils to develop and implement similar concepts in partnerships.
Q: How does UDCORP’s work align with Vision 2030?
A: Under the National Development Strategy 1 (NDS1), UDCORP was part of the housing thematic working group, which sought to clear the two million units housing backlog by 2030.
By producing more flats or stands, we are contributing to this goal.
Our mandate is directly linked to Vision 2030, particularly in terms of infrastructure.
The upcoming NDS2 also features a theme on housing and infrastructure development, and UDCORP was part of the team that contributed to developing strategies for this theme.
Additionally, we are part of the devolution team, promoting decentralised development and partnering with local authorities in the spirit of devolution, inclusivity and leaving no one behind.
We play key roles in devolution, decentralisation, housing and infrastructure development.
Q: The Government’s new Urban State Land Management Guidelines represent a major policy shift. How does UDCORP’s mandate align with this new vision of orderly, fully serviced urban development?
A: The guidelines comprise six pillars: governance and decentralisation; innovation and technology; procedures and processes; framework and enforcement; and infrastructure, development, planning; and compliance.
We have identified our role within these pillars.
Specifically, under governance and decentralisation, we aim to leverage the establishment of this manual to expand into provincial offices across every province.
This will enable us to plan and coordinate urban development more effectively.
Additionally, we plan to offer capacity-building services in all 10 provinces, providing on-site training for local authorities.
We commend the Ministry of Local Government and Public Works for successfully launching the Urban State Land Management Policy and the Service Delivery Standards Blueprint.
They have also effectively implemented the Government’s call to action, which included directing local authorities to produce master plans within six months.
UDCORP played a key role in developing master plans for several councils, including the Umguza Rural District Council, the Kusile Rural District Council and the Guruve Rural District Council.
Our expertise in master planning and local development plans enables us to support local authorities in their development endeavours.
Q: How is UDCORP incorporating modern concepts like green building, renewable energy and climate-resilient infrastructure into your current projects?
A: We are welcoming investors interested in developing solar energy parks within the project. We have non-residential land available for such initiatives.
I appreciate your suggestion to substitute traditional energy sources with solar energy, allowing settlements to go off-grid.
Indeed, there is space for solar energy development. Additionally, we are also open to high-rise shopping malls.
The Government’s densification policy requires 40 percent of land development to be done through densification, which involves building upwards or creating space-efficient clusters.
This approach will help us optimise land use and promote sustainable development.
Q: Can you outline how UDCORP is harnessing PPPs to facilitate the accelerated development of housing?
A: Like I said earlier, UDCORP has designed and is implementing innovative financing solutions such as commercial joint ventures and public-private partnerships, where the corporation is partnering private joint ventures for joint implementation of housing and infrastructure projects.
Q: How will UDCORP ensure affordability for low- and middle-income earners?
A: We are coming up with innovative financing models that reduce the cost of capital and introducing low-cost construction technology to make our developments more accessible.
Q: What is your long-term vision for Zimbabwe’s urban landscapes?
A: Through the implementation of the current transformation strategy, UDCORP is seeking to position itself as the Government’s partner of choice in urban development, improving citizens’ living standards as Zimbabwe progresses towards Vision 2030.
