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2006 City of Harare budget analysis
Combined Harare Residents Association (CHRA)
March 02, 2006

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Executive Summary
The 2006 City of Harare budget has been proposed under a turnaround strategy framework that proposes the radical transformation of the Harare City Council into a corporate entity operating on commercial lines. It is important to note that the Commission running the City of Harare has circulated numerous TURN AROUND STRATEGIC PLANS, the Kadoma declaration, the Elijah Chanakira, the Mahachi and the Mhende crafted plans, leading to the confusion on which plan has been approved. Finally, it is the Chester Mhende crafted turn around strategy, which has been operationalised.

Turn Around Strategy

  • The strategy being implemented by the City of Harare has created Municipal Business Units 100% owned by the City of Harare.
  • The Municipal Business Units have been divided into the following;
    1. Utilities – Harare Water and Sanitation, Harare Waste Management
    2. Agencies – Roads and Public Lighting, Parks and Cemetery
    3. Corporate Entities – Harare Quarry, Harare Nurseries, Harare Parkades and Parking Lots, Harare Chalets and Camp sites, Harare Printers, Harare Fresh Produce Markets, Harare Stadia, City Sports Centre, Harare Pest Control, Mbare Musika, and Workshops.
      4.
  • A Chief Executive Officer will head the City while each business unit will have own independent Board of Directors.

Transformation Concept

  • According to the Turnaround Strategy the transformation concept is a replica and carbon copy of the South African perspective on the administration of Local Governments. It is however important to note that the South African Local Governments do not operate purely on private lines. They do receive block grants from the Central Government to adequately finance their expenditure unlike the City of Harare Turnaround Strategy, which transforms the City of Harare into a purely commercial entity.
  • Decentralization should be supported by appropriate devolution of taxing and spending powers. This has not been done under the proposed turn around framework.
  • The commercialised 2006 City of Harare budget proposal is clearly unsustainable and places unbearable burden on the residents as the services are wholly privatised.

Major highlights

  • Fixed water levy currently $50 000 will increase to $300 000 in Jan’06 and up to $450 000 in July 2006.
  • Repairs and maintenance have been allocated 3.91% under the Harare Waste Management Utility against the backdrop of widespread sewer bursts.
  • Only 12.67% is allocated for repairs and maintenance under Roads and Public Lighting against the backdrop of porthole infested roads, non-functional traffic and streetlights.
  • The housing waiting list application fee and renewal currently at $1m and $750 000 respectively, will increase to $2m and $1,5m per year in January.
  • It will costs $1 125 000 by 01 October 2006 for and adult Zimbabwean visit the clinic up from $200 000, whilst it will cost $562 500 for a child up from $100 000.
  • Maternity costs will cost $16 875 000 for an average Zimbabwean to deliver up from $3 million by October. Family planning charges will increase by the same percentage.
  • Consultation fees will increase from $50 000 to $281 500.
  • Burial costs will rise to $17 for an adult Zimbabwean by July.
  • Mortuary services (per day or part thereof) will increase from $1 million to $5 625 000 for adults and from $500 000 to $2 812 250 for children.
  • There is no allocation for the construction of new market stalls to absorb the small-scale traders who were affected by Operation Murambatsvina.
  • Market stall rentals per month will increase to an average of $4 million per month by September 2006.
  • Levies on all classes of property will increase up from $128 000 in 2005 to $2 688 000 by September.
  • Charges on Council land allocated for agricultural purposes will increase from $520 500 to $10 930 500 by September 20

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