CHAPTER 4

PRESENTATION AND DISCUSION OF RESULTS

4.0 Introduction

This chapter presents, interprets and analyses the study findings. It presents the results that
are used to answer the research questions. The chapter begins by outlining the demographic
characteristics of the sample, before presenting the service delivery perceptions of the
residents as well as of the council employees. Major comparison is done between Harare and
Chitungwiza, so that the local that is performing best can be determined. After that the
challenges being faced by the two city councils, together with the strategies implemented to
improve service delivery are also, with relevant links to the literature review.

4.1 Demographic Attributes of the sample

4.1.1 Experience of Council Employees

As shown in Figure 1, there was more or less a similar distribution of workers within the < 2
years, 3 -5 years, 6 – 10 years and > 10 years categories of experience.
Twenty point nine %, 23.88%, 20.9%, 16.42% and 17.91% of the council employees were in
the afore mentioned experience ranges respectively. Thus there is balance in the sample in
terms of the views of city council employees. The experience variable also in terms of the
analysis on how it affects the coping mechanism adopted by the employee in response to
income irregularity ad discussed later.

4.1.2 Gender of Respondents

One hundred and fourteen (55.1%) and 93(44.9%) of the entire 210 sample were male and
female respectively, which shows that the sample was balanced from a gender point of view.
It is not exactly the 50%/50% ration that was envisaged but it is close enough. Therefore, the
views expressed by the respondents should be balanced.

Table 4.1 Gender of Respondents

Frequency %

male 114 55.1%

female 93 44.9%

Total 207 100.0%

4.1.3 Respondent Age

The sample was also diverse in terms of the age of the respondents. This is because
30(14.3%), 66(31.4%), 101(48.1%) and 13(6.2%) of the respondents were in the age ranges <
25, 25 – 40, 45 - 64 and > 64 respectively.

Table 4.2 Respondent Age

Frequency %

< 25 30 14.3%

25 - 40 66 31.4%

45 - 64 101 48.1%

> 64 13 6.2%

Total 210 100.0%

Different generations may have different service quality perceptions. Older generations may
not for example see the need for the city council to provide free WIFI services, yet this may
be very important for the younger generation. Therefore, having an age balanced sample can
go a long way in ensuring that the findings are balanced. As Figure 4.2 shows, the majority of
the respondents were in the 45 – 54 age bracket, followed by the 25 – 30.

Figure 4.2 Respondent Age

4.1.3 Education of Respondents

Similarly, people who have attained different education levels may have different views
towards service delivery, and the objective of the study was to obtain a sample that is diverse
to ensure that there is no selection bias from the point of view of education of the
respondents.
Figure 4.3 shows that the sample was a very educated one, dominated by respondents who
have attained the A Level stage. According to Figure 4.3, 8(3.8%), 14(6.7%), 55(26.2%),
58(27.6%), 42(20.0%), 23(11.0%) and 10(4.8%) had attained primary school, ZJC, O Level,
A Level, diploma, degree and masters and above levels respectively.
Figure 4.3 Education of the Respondents

4.1.4 Respondent Income

Income
Whether one is rich or poor may also influence their perception towards service delivery
therefore effort was made to ensure that the sample was balanced in this respect.

Table 4.3 Respondent Income

Frequency %

<$400 68 34.3%

$401-650 42 21.2%

$651-1000 25 12.6%

$1001 - 2000 21 10.6%

>$2000 13 6.6%

no income 29 14.6%

Total 198 100.0%

As shown in Tabl3 4.3, 68(34.3%), 42(21.2%), 25(12.6%), 21(10.6%), 13(6.6%) and
29(14.6%) had incomes in the ranges < $400, $401-650, $651-1000, $1001 – 2000, >
$2000and no income respectively. The level of income disclosure was very pleasing as 198
respondents revealed it. Perhaps it is the articulation by the researcher that the questionaires
would be anonymous that gave the respondents the comfort to disclose their incomes.
Assuming that the bread basket for a family of six is around $650, then more than 50% of the
sample are poor. The chapter will compare the service delivery perceptions of the poor versus
rich later on in the analysis.

4.1.5 Respondent City

Given that the research focused on two cities, it was also imperative that there was balance in
the representation of these two cities in the sample. Table 4.4, presents the city representation
in the sample. According to Table 4.4, 117(55.7%) and 93 (44.3%) were from Harare and
Chitungwiza respectively.

Table 4.4 City of the Respondent

Frequency %

Harare 117 55.7%

Chitungwiza 93 44.3%

Total 210 100.0%

The slight imbalance can be acceptable, given the fact that Harare is much bigger than
Chitungwiza.

4.1.6 Position of Council Employees

The study sought to investigate the factors that might affect service delivery, and many of
these factors emanate from the side of council employees. The study therefore intended to
investigate whether there was variation in the views of council management and those of its
ordinary workers. The position of the council workers are presented in Figure 4.4.
Figure 4.4 Council employee position

Forty-seven (71.2%) and 19(28.8%) of the council employees were line employees and
managers respectively. This is also gives an important balance to make the findings objective.

4.3 Service Delivery Perceptions

The perceptions on service delivery by the Harare and Chitungwiza city councils were asked
in the questionnaire using multiple variables, from refuse collection, housing provision and
servicing of new stands – among others. Respondents were asked to give a rating between 1
and 10 per the particular service delivery variable. In 4.3.1 the study computes the average
service quality variable from all the ratings of quality on the 12 dimensions that were asked in
the questionnaire.Findings are then presented by way of cumulative frequency curves, to
indicate who has higher perception on service delivery between various demographic groups
in the sample.

In section 4.3.1, the study graphs and discusses the modal responses by the respondents per
service delivery variable so that a fuller understanding of the perceptions of service delivery
in Harare and Chitungwiza can be arrived at.
4.3.1.1 Comparing Residents – Employees perceptions

As shown in Figure 4.5, residents have higher perceptions of service delivery by Harare and
Chitungwiza municipalities as opposed to the employees themselves for rating levels below
4.9. At ratings above that, city council employees have higher perceptions, which could mean
that they have a vested interest in reporting higher service delivery ratings.

Figure 4.5 Residents – Employees Perceptions

4.3.1.2 Comparing Male – Female Perceptions

Figure 4.6 presents the comparison in service delivery perceptions between male and female
respondents. It shows that males have higher perceptions of service delivery by Harare and
Chitungwiza municipalities. The results indicate that service delivery perceptions are affected
by masculinity and femininity elements and perhaps council needs to realise the special needs
that different gender groups may have. For example, council may think that building some
sheds at bus termini is enough, yet women/females may expect more rest rooms to change the
nappies for their babies, yet males may already be satisfied with the sheds only.
Figure 4.6 Male – Female Perceptions

4.3.1.3 Age of Respondents

As shown in Figure 4.7, different age groups may have different perceptions on service
delivery.
Figure 4.7 Ages of Respondents and Perceptions

The older generation of the > 64 years age group have higher service delivery perceptions at
all levels, which spells out the importance of understanding Generational Theory on the part
of the city councils. As already mentioned, younger residents may expect the city council to
do more from the point of view technological advancements such as WIFI.

4.3.1.4Harare – Chitungwiza Perceptions

Figure 8 Harare – Chitungwiza Perceptions

A comparison of average service delivery quality rating between Harare and Chitungwiza
shows that Harare was associated with levels of low service quality more than Chitungwiza
while at higher levels of service delivery quality while higher levels Harare is outpaced by
Chitungwiza.

4.3.2 Modal Perceptions of Service Delivery

Figure 4.9 shows the modal perceptions on service delivery per sub-variable. These sub
variables that measured service delivery quality are housing provision; servicing of new
stands; educational facilities; cemetery and parks; health facilities; road networks; sporting
facilities; water and sanitation provision; efficient in dealing with license, licensing
processes, permits and registration; refuse Collection; law and order and lastly traffic
management.
Figure 4.9 Modal Service Delivery perceptions

4.3.2.1 Housing provision

The modal response for housing provision in Chitungwiza and Harare is 1 (highly effective)
and 2 (effective) respectively. This shows that both cities have done well in as far as the
provision of housing to residents is concerned. The results however show that Chitungwiza
has outpaced with regards to this.

Table 4.5 Housing Provision

Harare Chitungwiza
Frequency % Frequency %
highly
effective 28 24% 25 27%
effective 31 26% 22 24%
average 29 25% 23 25%
ineffective 29 25% 22 24%
Total 117 100% 92 100%
As shown in Table 4.5 indicate that 28(24%), 31(26%), 29(25%) and 29(25%) were of the
opinion that service delivery in Harare is highly effective, effective, average and
ineffectiverespectively; with opinions for Chitungwiza being 25(27%), 22(24%), 23(25%)
and 22(24%), for highly effective, effective, average and ineffective respectively.

4.3.2.2 Servicing of New Stands

The results discussed in the preceding paragraph cannot be interpreted on their own, because
the majority of respondents indicated that for both cities council never services new stands
(5). This therefore explains the current developments in the housing sector where what
council only does is to provide land and then the residents look for a private contractor who
can service their stands. Therefore, council has lacked to greater extent in this regard, given
the high prices that private contractors charge.

Table 4.6 Servicing of Stands

Harare Chitungwiza
Frequency % Frequency %
< 1 year 4 3% 8 9%
1-3 years 21 18% 10 11%
4-8 years 9 8% 7 8%
>8 years 5 4% 1 1%
never 78 67% 66 72%
Total 117 100% 92 100%

Table 4.6 shows that 4(3%), 21(18%), 9(8%), 5(4%) and 78(67%) of the respondents for
Harare believed that servicing of stands by council was done in < 1 year, 1-3 years, 4-8 years,
>8 years and never respectively. For Chitungwiza, the perceptions were 8(9%), 10(11%),
7(8%), 1(1%) and 66(72%) respectively for the aforementioned time frames.

4.3.2.3 Educational Facilities

In as far as educational facilities, the modal response for Chitungwiza and Harare was 3 (few
facilities). This means that the respondents perceive Harare and Chitungwiza to have
performed poorly in as far as the provision of educational facilities as part of service delivery
is concerned.

Table 4.7 Educational Facilities

Harare Chitungwiza
Frequency % Frequency %
many equipped
facilities 30 26% 26 28%
many facilities 25 21% 16 17%
few facilities 31 26% 28 30%
no facilities 31 26% 22 24%
Total 117 100% 92 100%

Thirty (26%), 25(21%), 31(26%) and 31(26%) perceived that there were many equipped
facilities, many facilities, few facilities and no facilities respectively for education in Harare.
On the same question, 26(28%), 16(17%), 28(30%) and 22(24%) of the Chitungwiza
respondents indicated that there were many equipped facilities, many facilities, few facilities
and no facilities respectively for education in the city.

4.3.2.4 Cemetery and Parks

The general response for both the cities indicate that both city councils have done very bad
with respect to service delivery from the provision of cemetery and parks point of view. The
modal response for both cities was 1 (very bad).

Table 4.8 Cemetery and Parks

Harare Chitungwiza
Frequency % Frequency %
very bad 29 25% 24 26%
bad 16 14% 19 21%
average 26 22% 18 20%
good 20 17% 14 15%
excellent 26 22% 17 18%
Total 117 100% 92 100%
4.3.2.5 Health Facilities

Both cities have also done well from a health facilities point of view because the modal
response was 2 (adequate). The respondents indicated that the health facilities are adequate,
which of course does not say anything about whether or not these health centres are well
equipped.

Table 4.9 Health Facilities

Harare Chitungwiza
Frequency % Frequency %
adequate and
equipped 6 5% 8 9%
adequate 40 34% 30 33%
just enough 36 31% 30 33%
inadequate 35 30% 24 26%
Total 117 100% 92 100%

As presented in Table 4.9, 6(5%), 40(34%), 36(31%) and 35(30%) of the Harare residents
and employees of council who filled the questionnaire believed that there were adequate and
equipped, adequate, just enough and inadequate health centres respectively while the figures
were 8(9%), 30(33%), 30(33%) and 24(26%) of the Chitungwiza respondents.

4.3.2.6 Road Networks

From a transport infrastructure point of view, respondents indicated that both Harare and
Chitungwiza had performed dismally, given that the modal response was 1 (very bad). For
the Harare subsample, 57(49%), 38(32%), 15(13%), 5(4%) and 2(2%) believed that the road
networks were very bad, bad, average, good and excellent respectively. For the Chitungwiza
subsample, 47(51%), 22(24%), 11(12%), 9(10%) and 2(2%) believed the true to be the same.

Table 4.10 Road Networks

Harare Chitungwiza
Frequency % Frequency %
very bad 57 49% 47 51%
bad 38 32% 22 24%
average 15 13% 11 12%
good 5 4% 9 10%
excellent 2 2% 2 2%
Total 117 100% 92 100%

4.3.2.7 Sporting Facilities

The respondents indicate that sporting facilities were available in both cities as the modal
class was 2 (available). Therefore, the two local authorities have performed well, although
that does not mean that these sporting facilities are well equipped.

Table 4.11 Sporting Facilities

Harare Chitungwiza
Frequency % Frequency %
available and
equipped 7 6% 8 9%
available 56 48% 45 49%
unavailable 52 44% 39 42%
Total 117 100% 92 100%
The results in Table 4.11 show that 7(6%), 56(48%) and 52(44%) of the Harare subsample
had the perception that sporting facilities were available and equipped, available and
unavailable respectively. On the other hand, 8(9%), 45(49%) and 39(42%) of the
Chitungwiza subsample thought that sporting facilities were available and equipped,
available and unavailable respectively.

4.3.2.8 Water and sanitation provision

The modal responses for water and sanitation management were 3 (average) and 2 (bad) for
Chitungwiza and Harare respectively. This means that the performance of Harare is worse
than that of Chitungwiza in as far as this indicator of service delivery is concerned.

Table 4.12 Water and Sanitation provision

Harare Chitungwiza
Frequency % Frequency %
very bad 32 27% 21 23%
bad 37 32% 23 25%
avarage 35 30% 30 33%
good 13 11% 15 16%
excellent 0 0% 1 1%
Total 117 100% 92 100%

For water and sanitation management, 32(27%), 37(32%), 35(30%), 13(11%) and 0(0%) of
respondents for Harare indicated that the water and sanitation management situation was very
bad, bad, average, good and excellent respectively while the figures respectively for the same
ratings were 21(23%), 23(25%), 30(33%), 15(16%) and 1(1%) for their Chitungwiza
counterparts.

4.3.2.9 Licensing, Permits and Registration Efficiency

The modal response in both cities was 5, meaning that it is almost impossible to obtain
permits and licences in both the two cities. This can then have an important contribution to
lawlessness and informality because people find it difficult to register and formalize their
operations.

Both Harare and Chitungwiza city councils have a lot of work cut out for them because the
majority of the respondents rated the two municipalities poorly in terms of the efficiency in
licensing, business registrations and permits. More results are shown in Table 4.13.

Table 4.13 Licensing Efficiency

Harare Chitungwiza
Frequency % Frequency %
< 1 week 3 3% 1 1%
1-2 weeks 20 17% 20 22%
3-4 weeks 27 23% 11 12%
>4 weeks 14 12% 10 11%
almost impossible to obtain
licences 53 45% 50 54%
100 100
Total 117 % 92 %

Table 4.13 shows that 3(3%), 20(17%), 27(23%), 14(12%) and 53(45%) answered < 1 week,
1-2 weeks, 3-4 weeks, >4 weeks and almost impossible to obtain licences when asked about
the time it took to apply and obtain licences respectively for the Harare subsample. When
asked the same question, 1(1%), 20(22%), 11(12%), 10(11%) and 50(54%) of the
Chitungwiza subsample thought that it took < 1 week, 1-2 weeks, 3-4 weeks, >4 weeks and it
was almost impossible to obtain licences respectively.

According to Pansiri and Mmereki (2010), regularizing business places is an important

function that council is responsible for, and this finding reflects the inability of the two
municipalities ti effectively promote formalization of the economy.
4.3.2.10 Refuse collection

As indicated, the majority of response believed that refuse was collected once a fortnight (3)
in Harare and once a month (4) in Chitungwiza. These figures indicate poor waste
management practices, particularly for Chitungwiza, and positively influences the
proliferation of illegal dumping activities since the council takes too long to collect refuse.

Table 4.14 Refuse Collection Frequency

Harare Chitungwiza
Frequency % Frequency %
once a
fortnight 47 40% 31 34%
once a month 34 29% 35 38%
never 36 31% 26 28%
Total 117 100% 92 100%

As illustrated by Table 4.14, 47(40%), 34(29%) and 36(31%) of the Harare subsample
believed that refuse was collected once a fortnight, once a month and never respectively,
while their Chitungwiza counterparts indicated that the figures were 31(34%), 35(38%) and
26(28%).

4.3.2.11 Law and Order

In terms of law and order, the responses indicated that there was an average level of order in
Harare (modal response 3) and disorderliness for Chitungwiza (modal response 4). This
therefore means that Harare has performed better than Chitungwiza from a law and order
point of view, although both cities could do better.
Table 4.15 Law and Order
Harare Chitungwiza
Frequency % Frequency %
average 42 36% 32 35%
disorderly 37 32% 35 38%
very disorderly 38 32% 25 27%
Total 117 100% 92 100%

Forty-two (36%), 37(32%) and 38(32%) of the respondents for Harare believed that there was
average, disorderly and very disorderlylaw and order, while for Chitungwiza answered
32(35%), 35(38%) and 25(27%).

4.3.2.12 Traffic Management

Harare again outpaces Chitungwiza in as far as traffic management is concerned. The modal
responses for Chitungwiza and Harare were 3 (average) and 4 (good) respectively.
Chitungwiza thus learn a thing or two from Harare from the point of view of traffic
management and law and order.

The findings in Table 4.16 point out that 33(28%), 48(41%) and 36(31%) of the Harare
respondents and 34(37%), 31(34%) and 27(29%) of the Chitungwiza that traffic management
in the two cities were average, good and excellent respectively.

Table 4.16 Traffic Management

Harare Chitungwiza
Frequency % Frequency %
average 33 28% 34 37%
good 48 41% 31 34%
excellent 36 31% 27 29%
Total 117 100% 92 100%
4.4 Strategies used by the Municipalities to Improve Service Delivery

The research was also keen to identify the service delivery improvement strategies that have
put in place by Chitungwiza and Harare municipalities.

Figure 4.10 Twinning

These are presented and discussed in this section.The study asked whether or not their
municipality was involved in twinning arrangements with other world class cities and
64(56%) and 50(44%) for Harare and 52(57%) and 39(43%) for Chitungwiza indicated no
and yes respectively. The results indicate that if twinning is used as a strategy, then residents
are probably just not aware of it, calling for the two municipalities under study to actively
involve its residents.

The results are consistent with Frow at al., (2011) and Chatzoglu et al., (2014)who
indicatewhen municipalities partner with other more successful ones in foreign countries, it
results in considerable synergies and resources like technology, skills transfer and financial
assistance accruing to the cities. Resident involvement and empowerment is discussed in the
next paragraph.

Figure 4.11 Resident Involvement

As shown in Figure 4.11, 70(60%) and 47(40%) of the respondents indicated that Harare city
council did not and did involve residents in decision making respectively. The Chitungwiza
respondents indicated similar results, at 55(60%) and37(40%) respectively. The majority of
the respondents feel that council does not involve residents in decision making therefore, the
two municipalities should improve in this aspect. Brynard (2014) Davison and Grieves
(2016) indicate that some form of stakeholder involvement in decision-making is necessary in
planning on issues that affect people’s lives, yet the findings reveal that the two city councils
have not done a lot from this perspective.

Figure 4.12 Research

Continuous research on how to improve service delivery is key if any municipality is to
perform well. As such the study found that the two municipalities were largely not involved
in research. For the Harare subsample, 10(9%), 36(32%) and 68(60%) revealed that the
council was involved in research to a great extent, fair extent and not at all. The Chitungwiza
respondents indicated similar sentiments, 14(16%), 14(16%) and 60(68%) saying that the
municipality was involved in research to a great extent, fair extent and not at all.

Figure 4.13 Cohesion

The questionnaire probed whether there was cohesion and unity of purpose as a strategy and
18(15%), 39(33%) and 60(51%) for Harare believed that council was very cohesive, slightly
cohesive and not cohesive respectively.

Figure 4.14 Rehabilitating Infrastructure

At the same time, 10(11%), 20(22%) and 62(67%) of the Chitungwiza respondents indicated
that council was very cohesive, slightly cohesive and not cohesive respectively. Although
both municipalities can improve their level of cohesion, it appears Harare is better as
compared to Chitungwiza in this respect.

Rehabilitating the existing insfrastructure can be an important strategy in the promotion of

service delivery. Forty-six (39%), 32(27%) and 39(33%) of the respondents who filled the
Harare questionnaire mentioned that the city council rehabilitated infrastructure at all times,
sometimes and not at all. For the Chitungwiza subsample, 27(29%), 34(37%) and 31(34%) of
the respondents indicated that the city council rehabilitated infrastructure at all times,
sometimes and not at all. Such levels are unacceptable and from the point of view of the rate
payer, the councils should do a lot more.

Figure 4.15 Funds Prioritization

The majority of respondents said that there was absolutely no prioritization of expenditure for
critical activities, and the two municipalities can clearly improve in this aspect in order to
improve service. Of the respondents who answered the Harare questionnaire, 87(75%)
indicated that council did not prioritize critical expenditure and 29(25%) thought otherwise,
while 57(63%) and33(37%) felt the same for Chitungwiza respectively.

Figure 4.16 Upgrading Systems

The same can also be said about the upgrading of systems. The two municipalities need to
invest in new systems that can help enhance service delivery. This is because 19(16%),
35(30%) and 63(54%) of the respondents for Harare said that the municipality had invested in
systems to a great extent, fair extent and not all. For Chitungwiza, 20(22%), 23(25%) and
49(53%) indicated that the local authority had upgraded systems to a great extent, fair extent
and not all.

Figure 4.17 Quality Management

Figure 4.17 shows that 72(65%) of the Harare subsample thought that the local authority did
not even a single quality management campaign and 38(35%) thought that the council
actually had something going on the ground. At the same time 55(65%) and 29(35%) of the
Chitungwiza respondentsbelieved there was not and there was a quality management
campaign active within the municipality respectively.

Figure 4.18 Road Signs

Road can also be another service delivery enhancement strategy. As shown in Figure 4.18,
24(21%), 21(18%), 13 (11%), 19(16%), 22(19%) and 18(15%) believed that council
replaced road signs every year, 2 years, 3 years, 4-5 years, 6-10 years and > 10 years
respectively while the responses for the mentioned time frames were 13(14%), 13(14%),
11(12%), 16(17%), 22(24%) and 17(18%) for Chitungwiza.
Figure 4.19 Resident Hotline

The existence of a resident toll-free hotline is an important strategy to enhance service quality
and 47(42%) and 66(58%) for Harare and 47(55%) and 39(45%) for Chitungwiza believed
that council did not have and did have a hotline respectively. The majority of the respondents
for Harare said that the council had a hotline, while this was not so for Chitungwiza. It
however clear from the findings that there is a lack of awareness of the service in both Harare
and Chitungwiza. There cannot be improve d service delivery unless residents are aware of
the channels that they can direct their feedback and grievances to the authorities.

4.5 Challenges faced by Harare and Chitungwiza municipalities

A number of challenges were identified in the study. They are presented in Table 4.16a and
Table 4.16b. As shown in Table 4.16a 34(29%), 31(26%), 33(28%), 17(15%) and 2(2%) of
the Harare residents believed that the service-council salaries was <10%, 10-20%, 21-35%,
36-50% and 51-70% respectively, while 34(37%), 21(23%), 28(30%), 7(8%) and 2(2%) for
Chitungwiza also believed so respectively.
Table 4.16a Challenges faced by Municipalities
Challenge Response Harare Chitungwiza
No. % No. %
serv_sal_ratio <10% 34 29% 34 37%
10-20% 31 26% 21 23%
21-35% 33 28% 28 30%
36-50% 17 15% 7 8%
51-70% 2 2% 2 2%
emp_skil_motiv very low skills and motivation 39 33% 21 23%
low skills and motivation 21 18% 33 36%
avarage skills and motivation 28 24% 26 28%
high skills and motivation 20 17% 6 7%
very high skills and motivation 9 8% 6 7%
commited_empl very uncommitted manpower 37 32% 25 27%
uncommitted manpower 33 28% 36 39%
cannot really say 12 10% 11 12%
committed manpower 17 15% 13 14%
very committed manpower 17 15% 5 5%
corruption very high corruption 45 38% 37 40%
high corruption 59 50% 45 49%
low corruption 11 9% 7 8%
very low corruption 2 2% 3 3%
no_service_cultur no service culture 17 15% 16 17%
little service culture 33 28% 21 23%
average service culture 19 16% 18 20%
high service culture 25 21% 25 27%
very high service culture 23 20% 12 13%

For both cities the majority of the respondents believed that this ratio is too low, which shows
that the bulk of council revenues is being for the payment of salaries as opposed to service
delivery. This is an unhealthy situation for both Harare and Chitungwiza.

Apart from that, it also seems that the lack of skills and motivation on the part of the council
employees is another challenge seriously affecting service delivery. For the Harare and
Chitungwiza subsamples, 39(33%), 21(18%), 28(24%), 20(17%) and 9(8%); and 21(23%),
33(36%), 26(28%), 6(7%) and 6(7%) were of the perceptions that there was very low skills
and motivation, low skills and motivation, average skills and motivation, high skills and
motivation and very high skills and motivation in as far as council employees are concerned.
Thus the inability of council to pay salaries on time may actually be a contributing factor to
the low motivation as observed in the findings.
Similar results were found for the commitment of council employees. According to Table
4.16a, 37(32%), 33(28%), 12(10%), 17(15%) and 17(15%) in Harare and 25(27%), 36(39%),
11(12%), 13(14%) and 5(5%) in Chitungwiza felt that there was very uncommitted
manpower
uncommitted manpower, could not really say, committed manpower and very committed
manpower within the two local authorities respectively.

At the same time 45(38%), 59(50%), 11(9%) and 2(2%) in Harare; and 37(40%), 45(49%),
7(8%) and 3(3%) in Chitungwiza responded that very high corruption, high corruption, low
corruption and very low corruption was an important challenge being faced by city council.
The respondents who believed that there was high and very high corruption are significantly
higher, meaning that corruption is one of the most prominent problems that is negatively
affecting service delivery.

Table 4.16b Challenges faced by Municipalities

Challenge Response Harare Chitungwiza
No. % No. %
legal_constraints very high limitations 25 21% 11 12%
high limitations 24 21% 15 16%
moderate limitations 26 22% 23 25%
few limitations 18 15% 17 18%
no limitations 24 21% 26 28%
political_interfere strong interference 36 31% 31 34%
interference 36 31% 19 21%
not sure 35 30% 37 40%
little interference 9 8% 4 4%
no interference at all 1 1% 1 1%
lmtd_equip_resour strong lack of equipment 37 32% 38 41%
lack of equipment 57 49% 40 43%
average level of equipment 9 8% 7 8%
little lack of equipment 9 8% 2 2%
no lack of equipment 5 4% 5 5%
stakeholders highly uncooperative 29 25% 18 20%
uncooperative 22 19% 22 24%
avarage cooperation 20 17% 8 9%
cooperation 31 26% 24 26%
high cooperation 15 13% 20 22%
rental_default very high rate 32 27% 28 30%
high rate 52 44% 31 34%
average rate 33 28% 33 36%
Respondents even added that to obtain any service from council, one was coerced into paying
some unofficial payment, be it in the provision of housing services or applying for a trading
licence.

The other challenges cited was lack of a service culture, with 17(15%), 33(28%), 19(16%),
25(21%) and 23(20%) in Harare and 16(17%), 21(23%), 18 (20%), 25(27%) and
12(13%) in Chitungwiza mentioning that no service culture, little service culture, average
service culture
high service culture and very high service culture characterised the two municipalities.

Twenty-five (21%), 24(21%), 26(22%), 18(15%), 24(21%) and 36(31%) of the respondents
in Harare indicated that there were very high limitations, high limitations, moderate
limitations, few limitations and no limitations from a legal constraints point of view while
11(12%), 15(16%), 23(25%), 17 (18%), 26(28%) and 31(34%) responded the
same respectively. Therefore, it neither be said or not said that there are legal challenges
hampering the provision of high service delivery by the two municipalities.

The questionnaire posed the question differently, asking respondents to indicate the level of
political interference by the central government and 36(31%), 36(31%), 35(30%), 9(8%) and
1(1%) in Harare and 31(34%), 19(21%), 37(40%), 4(4%) and 1(1%) in Harare answered that
strong interference, interference, not sure, little interference and no interference at all in
response to the question as shown in Table 4.16b. A higher proportion of the respondents
believed that there was high interference, meaning that this one of the key challenges that
might have a negative effect on service delivery. Limited equipment and resources and
uncooperative stakeholders were also indicated as some of the challenges affecting service
delivery.

The results should not be too surprising given that Zahari et al., (2010) posits that the most
difficult aspect is central government authority; adding that under the authority aspect theme,
among the issues raised were the top-cantered management style, the issue of redundancies of
legislative and executive powers whereby councilors as policy makers and at the same time
they also act as executors to approve licenses and permits.
Lastly, 32(27%), 52(44%) and 33(28%) of the respondents in Harare and 28(30%), 31(34%)
and 33(36%) were of the opinion that there was very high rate, high rate and average rate of
rental defaults respectively. This highlights the fact that the inability and/or unwillingness of
residents to pay their rentals is a significant challenge that has negatively affected service
delivery in Harare and Chitungwiza.

4.6 Associating Council Performance and Conditions of Service

There are a number of factors that are internal to council that can also affect service delivery
as highlighted in the preliminary sections of the chapter. These include experience, age and
position of the worker.

Figure 4.20 Experience versus coping Mechanism

As shown in Figure 4.20, employees with 2-5 years of experience in the council were more
likely to abscond work in response to salary payment irregularity while those with 6-10
years’ experience were likely to neglect work. Those with 10-15 years of work experience
were likely to ask for unofficial payments from residents.

Employees in the 25-64 age group were mostly likely to abscond and neglect work that all the
other age groups. Combining with the observation in Table 4.20, the more years one is
employed by council and the more they age, the more they abandon work, which may
negatively affect service delivery. This shows that council has failed to improve the
motivation of its employees as they spend more years in its employment.

Figure 4.21Age versus coping Mechanism

The observation in Figure 4.22, is that line employees are the ones who are most likely to
engage in negative behaviour in response to salary payment irregularity as opposed to
managers. This should not be too surprising though because managers might have other
additional allowances that they receive monthly such as fuel and others, making them less
vulnerable. Thus council needs to pay attention to the needs of the line employees.

Figure 4.22 Position versus Coping Strategy

A comparison between the coping mechanisms adopted by council workers in Harare and
Chitungwiza shows that Harare has more work neglecters, absconders and those who for
unofficial payments from customers.

Figure 4.23 Coping Strategy – Harare and Chitungwiza

4.7 Summary
The chapter presented the findings form the employee and resident questionnaires for Harare
and Chitungwiza. It presents, the association between demographic variables of the
employees and their different behaviours that subsequently affect service delivery. The
challenges affecting council, the perceptions on service delivery as well as the strategies that
the two city councils under investigation employ to enhance service delivery were also noted.