Vision 2030 in motion: Leveraging strategy

Dr Tinashe Eric Muzamhindo

A NATIION needs to have a clear development plan that defines the vision in terms of specific indicators and targets for various sectors such as agriculture, industry, mining, tourism, energy, infrastructure, education, health, social protection, environment and governance.

The plan should be aligned with the national budget, the national development strategy, sustainable development goals and other regional and international frameworks.

It should be reviewed and updated periodically to reflect changing realities and priorities.

A development framework provides a structured approach to guide national development efforts. It outlines the key priorities, strategies and targets for decision-making and resource allocation.

By having a well-defined framework, a nation can ensure coherence, consistency and continuity in development initiatives. This enables a focused and coordinated approach towards a vision.

This framework will also provide the basis for monitoring progress and evaluating the effectiveness of strategies, leading to adaptive management and continuous improvement.

Structured vision

Structure refers to different elements of a strategic plan and how they fit together.

There is a common saying that, if a person walks a certain path and no one follows, they are merely taking a walk.

Consequently, for people to follow and believe in a leader, he or she must formulate and clearly enunciate not only a vision but also a structured vision.

A structured vision takes on added importance at national level. By aligning efforts towards a common vision, a nation can foster collaboration and synergy.

Realising a national vision requires a well-defined strategy.

This means identifying critical development sectors, setting precise targets and crafting a roadmap for implementation and monitoring.

Imagine planning a journey where the vision is your destination, and the structured strategy is your map.

Just as a map outlines the best routes and highlights landmarks along the way, a structured vision guides resource allocation and efforts towards achieving significant milestones.

The structuring process should involve thorough research, analysis and consultation with stakeholders from various sectors, particularly think tanks and strategic thinkers.

Structured implementation framework

The implementation framework of a vision must be anchored by the main objectives, which are to reduce poverty, improve infrastructure, improve social services, narrow the curve of inequality and reduce unemployment.

Institutions will be required to jointly undertake programming and sequencing of projects and activities through joint annual operational plans that will inform budgeting and financing mechanisms.

Programme implementation, monitoring and evaluation will also be undertaken jointly.

National level coordination will progressively work towards enhancing synergies among institutions for efficient and effective implementation of programmes at all levels.

This national level coordination will galvanise participation of state and non-state institutions in the implementation of national development interventions to contribute towards meeting targets for agreed upon national indicators.

Institutions that will jointly be addressing a particular development outcome (outcome clusters) will come up with one integrated implementation plan.

The relationships among a host of institutions will be clearly mapped and developed in a manner that promotes reinforcement of outcomes by all the players.

The implementation of sub-national development will be contextualised within the framework of cluster, provincial, district and sub-district plans.

Sectors will, however, interface with lower-level structures on programmes that relate to their mandate by way of providing policy guidance and oversight.

The intensity and resource requirements will vary across provinces and districts depending on the development status of each of those entities.

Structured private sector engagement framework

Leveraging on private sector efficiency

The efficiency, creativity and innovation inherent in the private sector can be leveraged on to complement government initiatives. This is much like the strategic partnerships in the business world that enhance capabilities and access to markets.

By fostering an environment where the private sector can thrive, governments can stimulate economic growth, job creation and infrastructural development, akin to how businesses seek to optimise their operations within a competitive landscape.

The state also plays a critical role in providing the institutions required for private companies to grow.

It sets the climate for investment and commerce through trade and competition policies, regulation of utilities, commercial justice systems, taxation, land reforms, labour codes and environmental management.

To deliver growth, resources must be shifted to more productive uses, and surpluses must be reinvested productively.

A sound financial system is essential in order to match surpluses to investment needs.

It is critical that the state can execute politically sensitive tasks such as collecting taxes from large companies and powerful individuals.

State and business alliances have been used to maintain stability while managing change, to acquire modern technologies and to invest economic rents productively.

A key feature of this relationship is that even favoured companies are subjected to the external discipline of competing in international markets, regardless of the fact that they are protected within domestic markets.

Economic opportunities as motivation

Just as businesses pursue opportunities for growth and profitability, a country must create and capitalise on economic opportunities (real and perceived) to motivate its citizens and stimulate economic activity.

The actions of individuals and groups then drive economic outcomes for either regression, stagnation or growth.  A large part of motivation of individuals to engage in economic activity is linked to how institutions within a country are set up and operate.

Conversations will centre on corruption, economic freedom, the rule of law, property rights, the education system, human rights, environmental protection and sustainability, strength of public services and access to finance.

The role of institutions in setting the stage for economic activity within a country mirrors the strategic frameworks businesses establish for operational success.

A government can set the foundational pillars for a thriving economy, similar to how a company’s policies and practices shape its market performance by promoting corruption-free practices, ensuring economic freedom, protecting property rights, and providing quality education and healthcare.

Ensuring a conducive environment for entrepreneurship, investment and innovation is akin to a business cultivating a market for its products and services.

A given country’s prosperity is determined by its economic institutional landscape — the systems and regulations that direct economic behaviour within its borders.

Innovation, investment and hard work must be rewarded in the modern developing economic system.

The economic institutional landscape can be either inclusive or extractive.

Structured debt strategy

Managing national debt is akin to navigating financial sustainability in a large corporation.

Here, we are focusing on a nation’s approach to tackling its debt burden, emphasising the importance of strategic, multi-faceted debt management practices, similar to those employed by financially prudent businesses.

The strategies adopted to manage these challenges, including austerity measures and restructuring financial obligations, reflect corporate debt restructuring efforts aimed at restoring financial stability and market confidence.

Many African states have fiscal deficits.

In the case of Zimbabwe, it has a high fiscal deficit, which spiked to 9,9 percent of gross domestic product (GDP) in 2017.

The Covid-19 pandemic led to an increase in the budget deficit, induced by low productivity due to lockdowns implemented to reduce the spread of the virus.

The high budget deficit led to borrowing to cover the expenditure which was not covered by revenue generated in the economy.

This, in turn, led to a general increase in debt and higher interest payments in a vicious cycle that tends to increase debt.

The following are some of the negative social and economic effects of a high public debt-to-GDP ratio:

Social implications

High debt leads to deterioration in the provision of social services by the state and local authorities. The impact is particularly felt in the deterioration of water provision, sanitation, health and education due to limited fiscal space.

Economic implications

A high fiscal deficit stymies the country’s ability to borrow at concessionary rates from traditional bilateral and multilateral creditors. The lack of access to long-term capital has and will continue to lead slow infrastructure development. Zimbabwe has shifted from the traditional sources to non-Paris Club bilateral lenders like China, commercial creditors and domestic creditors (commercial banks).

Strengthening the President’s vision

To ensure the continuity and sustainability of a vision, it is crucial to reinforce the vision through legislation and policy frameworks. The government should enshrine the vision’s objectives, principles and strategies in national development plans, sectoral policies and legal frameworks.

This provides a solid foundation for coordination efforts and ensures that future governments remain committed to the vision’s realisation.

A national vision requires a strong and unwavering commitment from the President to guide the nation towards its goals.

The President should ensure that his vision is well-defined, communicated effectively and understood by all stakeholders.

In addition, the President should establish clear objectives and targets, providing a framework for action progress measurement.

Regular updates and engagements with citizens can help in fostering a shared understanding of the desired outcomes.

Dr Tinashe Eric Muzamhindo is the head of the Zimbabwe Institute of Strategy Thinking. He can be contacted at: [email protected]