Online Reporter
Nick Mangwana-Government Up Close
CERTAIN sectors of Zimbabwe’s public service have unfortunately earned a reputation for being rude, detached and dismissive of the very people they are meant to serve. Lethargy and apathy have become hallmarks of some public institutions, where employees seem to be merely going through the motions without any sense of urgency or care. This status quo is unacceptable, especially in light of the country’s ambitious Vision 2030 and President Emmerson Mnangagwa’s pledge to transform Zimbabwe into a prosperous and empowered nation. To achieve this vision, a transformational shift is imperative, one that prioritises citizen-centric service delivery, accountability, and a renewed commitment to excellence.
As President Mnangagwa emphasised in his 2018 inauguration speech, “The vision of a new and prosperous Zimbabwe, the Zimbabwe we want, is a shared one and transcends political party lines”. This vision is anchored on the attainment of an “empowered upper-middle-income society by 2030”, which underscores the importance of people-centric public services in driving socio-economic transformation.
In his speech, President Mnangagwa pledged to act fairly and impartially, stating, “I pledge to act fairly and impartially, without fear or favour, as a President of all Zimbabweans”. This commitment to fairness and impartiality is crucial in ensuring that public services cater to the needs of all citizens, particularly the most vulnerable.
People-centric public services are essential for promoting social justice, reducing poverty and enhancing the overall well-being of Zimbabweans. As President Mnangagwa noted, “The bureaucracy in the Second Republic will be expected to be development oriented, responsive to the people’s needs as well as exhibit high principles of professional ethics and integrity”. This requires a fundamental shift in the way public services are delivered, from a bureaucratic, top-down approach to a more participatory, citizen-centred model.
Lateness and clock-watching are afflictions that plague many public service institutions, undermining the very fabric of service delivery. When public servants prioritise their personal time over the needs of the public, it sends a disturbing message about their commitment to their duties. For those with direct interactions with members of the public, such as police officers, nurses, immigration officers, ZIMRA officers and information officers, punctuality and dedication are essential. These individuals are the face of the public service, and their behaviour can either build trust or erode it.
The public expects exceptional service delivery from public sector workers, whether it’s at a roadblock, a clinic, or a help desk. Negative service interactions can lead to mistrust of the public sector as a whole, negatively affecting customer satisfaction levels. It’s imperative that public servants recognise the impact of their behaviour on the public’s perception of the service. By being customer care-oriented, public servants can deliver personalised and exceptional service, fostering trust and confidence in the public sector.
The notion that the public sector is inherently different from the private sector is a myth. Both sectors seek educated, skilled and talented employees from the same pool of candidates. However, the public sector often operates in a complicated and restricted environment, which can hinder the delivery of excellent quality service. This is why a good term like “bureaucracy” now has become pejorative and connotes inefficiency, and lack of flexibility, leading to frustration and disillusionment. It’s now associated with impersonality and resistance to change, and systems that are just challenging for the public to navigate.
Wherever this type of bureaucracy is encountered, it generates a sense of powerlessness among citizens, customers, or employees interacting with these systems. But this is never the intention of having systems, procedures and protocols. The intention is to have a system of an organisation that is characterised by a strict hierarchy, a clear division of labour, and a reliance on rules and procedures to govern operations. It should connote a complex and multi-layered structure, with a clear chain of command and identifiable decision-making authority. There is no question that the President’s tone when ushering in the Second Republic was an expectation of a caring public service which treated the public as customers. And the current leadership at the Public Service Commission has been pushing strategies that capture the essence of that speech and its underpinning philosophies. The public sector institutions should just re-orient to bridge the gap between their service delivery and the expectations of the public.
It’s time for the public service to adopt a customer-centric approach, prioritising the needs of the public and delivering excellence in every service interaction. By doing so, we can build trust, foster confidence, and demonstrate our commitment to serving the public. The public service must recognise that our customers expect personalised and exceptional service delivery, just like customers of the private sector. By meeting these expectations, public servants can deliver on their mandate and make a meaningful difference in the lives of citizens. This will make lives better for the citizens and politics easier for those in that space.
To deliver people-centric public services, we must adopt key principles that prioritise citizen engagement, participation, and empowerment. These principles include responsiveness to citizen needs, transparency and accountability, inclusivity and equity, and efficiency and effectiveness. By embedding these principles in the delivery of public services, Zimbabwe can ensure that its citizens receive high-quality services that cater to their needs and promote their welfare.
As President Mnangagwa emphasized, “We must modernise major roads, airports, railways and border posts”. The reader can see that in the last seven years this pledge is the one that has been implemented by the President. It just needs his whole system to be awake to it and adopt the correct attitudes and work ethos to reflect his approach and work ethic. The commitment to modernising infrastructure is critical in facilitating the delivery of people-centric public services, particularly in rural areas where access to basic services is often limited or challenging.
Implementing people-centric public services in Zimbabwe requires a multi-faceted approach that involves modernising social services infrastructure, promoting digitalisation and innovation, capacitating public sector officials, and fostering partnerships with non-state actors. President Mnangagwa’s commitment to “refurbish and construct health, education and water and sanitation infrastructure” is a critical step towards improving the quality of public services.
While people-centric public services are essential for realising Vision 2030, there are challenges that must be addressed. These include bureaucratic bottlenecks, corruption, and incompetence. However, as President Mnangagwa stated, “No person or entity will be allowed to steal, loot or pocket that which belongs to the people of Zimbabwe. No one is above the law”. This commitment to zero tolerance for corruption is crucial in ensuring that public services are delivered efficiently and effectively.
In conclusion, people-centric public services are the pathway to realising the country’s Vision 2030. By prioritising citizen needs, promoting transparency and accountability, and fostering innovation, Zimbabwe can deliver high-quality public services that drive socio-economic development and enhance the well-being of its citizens. It starts with us civil servants, then the private sector. As President Mnangagwa noted, “Together, let us grow our country’s manufacturing base, to use, consume and wear what we produce”.
This call to action underscores the importance of collective effort in realising Zimbabwe’s vision for a prosperous and empowered society.
Nick Mangwana is the Permanent Secretary for Information, Publicity and Broadcasting Services
