New mindset needed for 2024

Happy new year dear readers! We are already seven days into the new year. Time is flying. This calls us to action. There is no time to waste if we are to achieve better results in our individual and collective ambitions.

BUT, as we start the year, to succeed there are certain habits and mindsets we need to leave behind so that the country can realise its full potential. This habit of always denigrating our country and speaking negatively all the time does not take us anywhere.

Wouldn’t it be more beneficial if we seek to build or proffer solutions in a more progressive and pragmatic manner?

We all know that badmouthing our country only attracts negative headlines.

We get poor rankings because of some people — Zimbabweans at that — who exaggerate the state of affairs.

It is not helpful and Zimbabweans need to desist from this. Instead, we need to rebrand our country.

We need progressive institutions to take the country forward in 2024

THE pursuit of sustainable development has become a global imperative, with countries around the world setting ambitious goals to address social, economic and environmental challenges.

In this context, President Mnangagwa’s Vision 2030 for Zimbabwe emerges as a strategic roadmap for long-term development, providing a clear direction for the nation’s progress. It is vital to develop a robust plan to effectively guide the collective efforts of stakeholders towards the desired outcomes.

This article explores the importance of such a plan, emphasising the need for collectivism in working towards the realisation of Vision 2030.

Understanding goals and objectives of Vision 2030

To develop a robust plan, it is essential to have a full understanding of the goals and objectives outlined in President Mnangagwa’s Vision 2030.

These goals serve as the foundation for the plan, providing a clear direction for Zimbabwe’s development.

For instance, if one of the goals is to promote sustainable energy, the plan should include strategies aimed at increasing the share of renewable energy sources, enhancing energy efficiency and reducing reliance on fossil fuels.

By aligning the plan with the goals, it becomes a powerful tool for driving progress.

Moreover, understanding the goals and objectives also helps in prioritising actions and allocating resources effectively.

By identifying the key focus areas, Zimbabwe can streamline its efforts and ensure that resources are allocated to the most critical sectors. For example, if poverty reduction is a key goal, the plan can prioritise investments in education, healthcare and social welfare programmes.

This strategic alignment ensures that the nation’s limited resources are effectively utilised to achieve maximum impact.

Institutions such as Harare City Council seem to be going out of their way to make sure service delivery continues to degenerate.

Mounds of garbage, burst sewer pipes and water shortages have become the norm.

I was really surprised last Saturday that the local authority has such manpower when at least eight municipal officers pounced on me because I was not properly parked.

I tried to explain to them what was happening, but two of them had already jumped into the car. They took me to Central Stores.

I tried to negotiate with their bosses, but three hours of negotiations produced nothing. I was prepared to pay, but I felt I was being punished for not offering a bribe.

I then got to hear a lot of stories about how they will not take anything less than US$50 and that if you are locked in at Central Stores, you can pay US$100 and walk.

All this is happening when the city is burning.

If they applied half the energy they demonstrated on Saturday, then there would be no litter anywhere in the city. And there would be no muggings and no burst sewer pipes. Everything would be in order.

What I experienced on Saturday was the exact opposite of what we have known City of Harare to be. They seemed to be drooling at the potential earnings from their “kill”, but I was not going to let them have their way.

It cost me US$68 and more than three hours of back and forth.

Losing three hours of one’s precious time is not a joke; it disrupts an entire day. Come on City of Harare! You can do better! We need progressive institutions to take the

Analysis of current state of affairs

Before embarking on the planning process, a thorough analysis of the current state of affairs is necessary. This analysis helps identify the existing strengths, weaknesses, opportunities and threats that may impact the achievement of Vision 2030 goals.

For instance, we may have abundant natural resources but lack the necessary infrastructure for their sustainable extraction.

By understanding these factors, the plan can address the gaps and capitalise on the strengths, ensuring a more effective implementation tailored to Zimbabwe’s specific context.

Additionally, conducting a comprehensive analysis enables us to identify potential risks and challenges that may hinder progress.

By proactively identifying these obstacles, the plan can incorporate strategies to deal with them. For example, if there are political or economic uncertainties, the plan can include contingency measures to ensure continuity and resilience. This analysis provides a solid foundation for designing a plan that is responsive to Zimbabwe’s unique circumstances.

Identifying key stakeholders

A robust plan requires the active involvement of key stakeholders, including Government agencies, private sector entities, civil society organisations and the general public.

By involving these stakeholders, the plan benefits from diverse perspectives, expertise and resources that are crucial for the country’s development.

For instance, private sector actors can contribute by investing in projects aligned with Vision 2030, while civil society organisations can provide valuable insights into the needs and aspirations of different communities.

This collective approach fosters a sense of ownership and shared responsibility, increasing chances of success.

Furthermore, involving stakeholders in the planning process ensures that their voices are country forward in 2024.

Play your part and play it well.

We cannot have you dilly-darling as this has caused many to fail to see the bigger picture. The problems we see today can be short-term, but demand patience and endurance. The same challenge had seen many adopt destructive tendencies that kill a seedling because they are too impatient and they do not see the fruit yet. Nurturing that seedling will result in much fruit in due season.

Selfishness

This goes hand in hand with greediness. It is an attitude about me, myself and I. We then make decisions and employ strategies that are harmful to others.

For example, some make millions from dealing in drugs, yet this affects the abusers and takes socio-economic development backwards.

In fact, in 2024 and beyond, this country can ill afford this.

Let our conscience be our guide.

Lethargy

You cannot wait for the Government to do everything for you as its role is to create an enabling environment for individuals and businesses to thrive.

The Government sets policies, provides infrastructure, et cetera, to create a good environment for the private sector and its citizenry to operate.

It does not come to our houses to force us to seize opportunities.

This is something we must do deliberately and by ourselves as vene venyika.

Our economy will do well and exceed targets heard and their needs are considered.

This participatory approach promotes inclusivity and strengthens the legitimacy of the plan. By involving stakeholders from different sectors and backgrounds, we can harness their collective wisdom and leverage on their networks to drive implementation.

This collaborative effort builds trust and cooperation, creating a conducive environment for achieving Vision 2030 goals in Zimbabwe.

Setting specific and measurable targets

To ensure progress is trackable, it is crucial to set specific and measurable targets for each goal outlined in Vision 2030.

These targets serve as milestones along the journey towards achieving the desired outcomes. For instance, if the goal is to reduce poverty, a specific target could be to decrease the national poverty rate by a certain percentage within a defined time frame.

These targets provide a sense of direction and enable stakeholders to assess progress and make necessary adjustments.

Moreover, setting specific targets helps in resource allocation and prioritisation.

By clearly defining what needs to be achieved, resources and efforts can be allocated towards those specific targets.

This ensures that resources are utilised efficiently and effectively, maximising the impact of interventions. Additionally, specific targets help in holding accountable the stakeholders responsible for achieving them, fostering a sense of responsibility and commitment.

Assessing resources and capabilities

Achieving Vision 2030 targets requires a careful assessment of the resources and capabilities needed. This includes financial resources, human capital, technological expertise and infrastructure specific to Zimbabwe’s context. set and envisaged if we all give it our best. We need to apply our minds and participate. We must also pray for our country so that we have the right spiritual girding. President Mnangagwa has emphasised the need to pray for our country and that the church plays a critical role in Zimbabwe’s socio-economic development. Therefore, we can achieve more if we are backed by the heavens.

We need wisdom and guidance so that we do not build in vain.

The Word of God, in 2 Chronicles 7:14, says: “If my people, which are called by my name, shall humble themselves, and pray, and seek my face, and turn from their wicked ways, then will I hear from heaven, and will forgive their sin, and will heal their land.”

The Malaysians are renowned for applying the concepts of smart partnerships and the prosper-thy-neighbour mantra.

We can apply these among ourselves as stakeholders and produce amazing results.

Singing from the same hymn book perfects a tune and produces the melodious environment that the economy needs.

Zimbabwe has immense potential in its belly and we will speak about it to no end, but it is about time we did our all to transform potential into reality.

Yes, indeed, 2024 is a new year, but the year can only be new if we adopt new approaches, habits and winning strategies.

Nyika inovakwa nevene vayo!

In God I trust!

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Twitter handle: @VictoriaRuzvid2; Email: victoria.ruzvidzo@zimpapers.co.zw; victoria.ruzvidzo@gmail.com; WhatsApp number: 0772 129 972.

For example, if the plan involves transitioning to a knowledge-based economy, investments in education and research institutions may be necessary.

By understanding the resource requirements specific to the country, the plan can prioritise investments and mobilise the necessary resources effectively. In addition to resource assessment, it is important to identify and address capacity gaps. This involves assessing the skills, knowledge and expertise required to implement the plan successfully.

If there are gaps in the capacity of institutions or individuals, appropriate training and capacity-building programmes can be designed and implemented.

By ensuring that the country has the necessary resources and capabilities, the plan becomes more feasible and attainable.

Creating a timeline and action plan

A robust plan must include a clear timeline and action plan for implementation.

This timeline outlines the sequence of activities and milestones to be achieved within specified time frames.

For instance, if the plan aims to develop sustainable transport infrastructure, the action plan could include stages such as feasibility studies, design, construction and operation.

By having a well-defined timeline and action plan, stakeholders can coordinate their efforts and ensure progress is made systematically.

The timeline and action plan also help in monitoring progress and holding stakeholders accountable.

By setting deadlines for specific activities, it will be easy to track whether milestones are being achieved within the planned time frame.

This allows for timely adjustments and interventions if necessary.

Additionally, the timeline helps in resource allocation, as it provides a clear roadmap for when and where resources need to be deployed.