By Lovemore Ndodana Muthe Moyo
Background
The concept of a Growth Point (GP) was designed to decentralise development mostly into rural communities by creating centres of economic development and providing services to the local communities simultaneously, reducing rural-urban migration. It is envisaged that the economic activities in the form of industrial development, infrastructural development projects, and commercial activities will provide employment for the locals, hence increasing the revenue base for the Rural District Councils (RDC).
In Zimbabwe, the history of the growth points dates back to the early 1980s when the government designated the following rural centres as GPs, namely Chisumbanje, Gutu, Jerera, Mataga, Maphisa, Murehwa, Mushumbi, Nkayi, Sanyati, and Wedza as pilot projects.
The growth points are human settlements that focus on the production of goods and services meant to stimulate investment and development in order to increase economic growth and rural development. The Growth Point theory was borrowed from Franqous Perroux, 1955, which was meant to promote industrial growth and employment creation to sustain rural communities in the countryside.
Therefore, the elevation of Maphisa Growth Point (MGP) to the status of a Town Toard (TB) demonstrates tremendous growth and development that has taken place over the years of its existence. It’s imperative to note that Maphisa Growth Point has successfully navigated this difficult journey from being an insignificant business centre to becoming an economic hub which has necessited the government of the Republic of Zimbabwe to award it with Town Board status.
The exponential growth of Maphisa signifies shear hard work, sacrifice, and business acumen on the part of the people of Matobo.
Granting of a Town Board status and implications
Indeed, the incredible news of June 14, 2024 about the granting of Maphisa Growth Point a Town Board status reflects a milestone achievement that came as a consequence of hard work, commitment, perseverance, and due diligence on the part of the Matobo Rural District Council (MRDC) authorities and other stakeholders.
On the outset, let me extend my utmost congratulatory message to the Matobo RDC Chief executive officer, Mr Elvis Sibanda and his administration, councillors, government officials, and the Maphisa community for the granting of Town Board status.
In the same breath, may I extend my sincere thanks to the Government of the Republic of Zimbabwe for the conferment of Town Board status to Maphisa Growth Point. Additionally, I want to acknowledge the energy and work put by the Matobo RDC officials in navigating the usually long and tedious path to the Town Board status.
My expression of sincere gratitude and recognition would be incomplete without mentioning the pioneers of the Maphisa Business Centre, namely the late Khuphe, Mangwadla, Thutshu, Malaba, Ntombikayise, Siteba, Scot Sibanda, Mankonjeni, Chief Herbert Fuyana, former Matobo District Administrator, Mr Lancelot Moyo, and many others.
I want to further acknowledge the excellent work done by the former Chief executive officer , Mr Ernest Ndlovu’s administration, for enabling the growth of the Maphisa Growth Point. Also, l note with gratitude the judicious work done by the former Maphisa Township Superintendent, Mr Mzamo, in facilitating economic growth and development in the Maphisa Township.
Further, l acknowledge the work done by the Matobo Development Association (MADA) and its leadership in promoting economic development and accountability in the administration of the district. Of course, there are other stakeholders and actors that l did not mention by name.
They must feel recognised and know that they immensely contributed to the success of this journey. Indeed, the above-mentioned individuals and organisations remained steadfast and resolute in ensuring the economic growth and development of the Maphisa Grouth Point.
What ought to be done
Going forward, the Matobo RDC administration should, in earnest, begin to respond to the dictates and demands of setting up an urban settlement that requires extraordinary technical expertise, financial resources, and relevant experience.
This entails the development of a comprehensive urban development master plan, which will speak to the infrastructural development plan, economic growth strategy, town planning and layout plan, housing development strategy, road network plan, Water management strategy, amenities, and industrial development strategy.
Matobo’s economic growth strategy must be premised on infrastructural development projects, industrialisation, mining, farming, and technological development. However, there’s an urgent need to undertake an environmental scan for the town board to have appreciation of available natural resources, mining opportunities, farming opportunities, human resources, business opportunities, infrastructure, and maintenance.
Therefore, the surrounding areas and communities must be active participants in the development of both short and long-term strategic plans. The stakeholders’ engagement and subsequent involvement of the locals may ease future tensions that may arise as the town board decides to acquire more land for a multi-purpose development strategy.
Development imperatives of the new town
Firstly, the Matobo RDC administration should, as a matter of urgency, facilitate the establishment of the Town Board Council (TBC) and its administration.
Secondly, the Matobo RDC must create a Town Board Transitional Committee (TBTC) to spearhead the setting up the TB administrative structures within a reasonable time frame. This committee shall establish thematic committees to shadow the specific town board departments and administrative structures.
Thirdly, this will allow the separation of administrative powers between Matobo RDC and Town Board Council in order to enable the independence of the newly established town board in executing its constitutional mandate.
Fourthly, the Matobo RDC and Town Board Council must move with speed to facilitate the legal transfer of authority and relevant paperwork to the new town board administration once established.
Fifthly, the Matobo RDC should also revise its organisational district development strategic plan in order to be inclusive and accommodate the new reality, which is the Maphisa Town Board within its jurisdiction.
During this transitional period, the Matobo RDC must make sure that there is understanding of the relevant town board statutes enshrined in various legislations governing the operations of the town boards in the country.
Once the new town administration is fully operational, the authorities must develop a comprehensive, realistic, and achievable institutional development framework covering a period of not less than 30 years in order to guide the short and long term development trajectory for the new town.
In essence, planning is central and pivotal for any development and economic growth to take place. Therefore, I urge the Matobo RDC and the new town board administration to be innovative and come up with a set of attractive investment policies, guidelines, and strategies, including but not limited to giving some concessions and tax holidays to investors.
This strategy should be complemented by aggressive marketing and publicity strategies such as the convening of investment conferences and different investment promotion campaigns.
For the new town to achieve economic growth and development, its administration must unequivocally pledge zero tolerance to corruption and good governance.
Accordingly, it’s necessary to adopt management systems that provide checks and balances in the administration of the town board. In this regard, l urge the relevant authorities to employ qualified, experienced, and competent staff in order to ensure professional administration of the Town Board.
Devolution as development in the context of the new town
Further, l urge the authorities to put the people of Matobo first in both employment and business opportunities in line with the spirit of Devolution of power. In this regard, urge the Matobo RDC and Maphisa Town Board authorities to prepare necessary paperwork for the new town to access devolution funds and other financial assistance from the government.
Also, the town board administration must extensively mobilise the local business community , the diaspora, and the local community to take the lead in the development and growth of the new town.
This will also augment the President of the Republic of Zimbabwe, Cde ED Mnangagwa’s mantra, that the country is built by its own people (ilizwe liyakhiwa ngabanikazi balo). And that no one must be left behind.
Accordingly, the Matobo District has an abundance of both natural resources and human capital to meet the necessary requirements needed for the development of the Maphisa town and the entire district. On the contrary, the same can not be said in the mining sector, where 80% of the mining claims licence holders are people from outside the district, which raises serious concerns.
However, it’s extremely difficult if it is not impossible to implement the call by the President as key government offices in the district are manned by people from outside the district. For instance, the District Development Coordinator, the District Lands officer, and others come from other provinces.
If it is true that land is development and economy, therefore, the people of Matobo are disadvantaged and left behind since they are not in control of the allocation and distribution of the means of production.
This current state of affairs in our district administration offices may act as a hindrance and frustrate smooth coordination with the government ministries, enterprises, and parastatals. The history and practical experiences have taught us that most government offices are not friendly and helpful to the locals in our district.
Therefore, there is an urgent need to adopt a new paradigm shift in the government’s interface with the district in order to facilitate the development and growth of the new town.
This policy of exclusion and discrimination has permeated across all sectors of the economy in the district, leaving the locals to contend with environmental degradation and damaged road networks.
In this regard, l urge the Matobo RDC authorities, Councillors, Chiefs, MPs, and communities to defend their political and economic space for the benefit of the locals. Clearly, it’s an inescapable fact that people from outside our district are benefitting more than the locals from our natural resources.
Development Planning strategic approach
The critical questions that await the town board administration to answer are:
- What kind of development strategic plan to adopt in order to grow the economy, promote investment, and increase the revenue base for the town board?
- What kind of sustainable economic development activities will create jobs and promote rural industrialisation and development?
- What kind of investment policies and strategies must be adopted in order to attract local and international investments into town?
- What’s kind of marketing and publicity strategies must be adopted in order to present Maphisa Town Board as a favourable investment destination?
The Town Board should position itself as a springboard for devolved political and economic decision-making. Therefore, it is imperative to tailor make our investment plans and opportunities to benefit local communities, diasporans, and international investors.
The TB should engage the central government on policy realignment and collaboration with various development partners, public and private sector investment, and cooperative development in order to achieve sustainable economic growth.
The TB should embark on knowledge development and exchange programmes in order to learn more about the management best practices from similar institutions and agencies.
This will also help develop corporate governance systems that will promote accountability and transparency in the governance of the town board. Further, the TB administration must adopt competence based performance principles and values in order to improve good governance, service delivery, and revenue collection base.
I urge the Matobo RDC and relevant government departments in the district to engage the Ministry of Transport and Infrastructural development to prioritize the rehabilitation and maintenance of Bulawayo – Kezi road in order to attract investments.
Similarly, l urge the government to speed up the construction of various approved government capital projects in the district. Also, l call upon the Matobo RDC and government to revisit the 1999 agreement made in principle to establish the Mambale border post project linking Botswana and the Republic of South Africa.
This border post initiative was spearhead by Matobo RDC under Matobo District Development Scheme in 1995 and had found a private investor who agreed to finance the border project on a Build Operate Transfer (BOT) scheme.
Actually, the revival and subsequent implementation of this border project will help promote development and economic growth in the Maphisa town because of increased volume of traffic and tourists using the border post passing through the Maphisa town.
The other advantage of this proposed border post is that it cuts the Bulawayo to Johannesburg distance by over 200km when compared to the Beitbridge border post route.
Working together and united, we can make the Maphisa Town Board great and prosperous. Therefore, l humbly make a clarion call to the people of Matobo, at home and in diaspora regardless of our political affiliations, to work together for good of our district.
Let us embrace the concept of unity of purpose in order to achieve sustainable economic development in our district.
Lastly, I invite the Matobo business community and those living in diaspora to organise themselves into economic and business clusters in preparation for active participation in the development of the Maphisa Town Board and the district as a whole.
Moyo is a former Speaker of Parliament of Zimbabwe and Matobo MP.
