By Victor Fanuel
HARARE — Newly appointed Rufaro Marketing chief executive officer Ngoni Chimbalu says his administration will prioritise aggressive revenue reforms, infrastructure rehabilitation and strategic private sector partnerships as part of an ambitious plan to revive the City of Harare-owned entity within its first 100 days.
Chimbalu takes over at a time when Rufaro Marketing — the business arm responsible for managing the capital’s stadiums, recreational facilities and commercial assets — has faced mounting criticism over deteriorating infrastructure, underutilised properties and alleged revenue leakages.
In an interview with NewsHour, Chimbalu outlined a reform agenda centred on operational efficiency, transparency and sustainable investment aimed at restoring public confidence in council-owned facilities.
“Our immediate focus is to stabilise operations and restore confidence in Rufaro Marketing as a viable public enterprise.
“Within the first 100 days, we want to introduce measurable systems that improve revenue accountability, enhance service delivery and begin the rehabilitation of key recreational facilities that residents rely on,” Chimbalu said.
Among the immediate interventions, Chimbalu said Rufaro Marketing would move to digitise revenue collection systems across council facilities in an effort to curb leakages associated with cash handling.
The reforms are expected to include electronic ticketing systems at stadiums, automated booking platforms for halls and recreational venues, as well as integrated payment systems linked to real-time financial monitoring.
“We cannot continue relying on outdated manual systems in a modern urban economy.
“We are looking at digital revenue collection models that allow transparency and daily reconciliation of income generated from council facilities.
Every dollar collected must be accounted for,” he said.
The new CEO also indicated that Rufaro Marketing would conduct a comprehensive audit of all commercial and recreational assets under its control to identify underperforming properties and opportunities for revenue generation.
He said some facilities could be converted into multi-purpose commercial hubs capable of hosting sports, entertainment events, conferences and community activities throughout the year.
“There are facilities currently lying idle for long periods when they can actually generate sustainable income for the city,” Chimbalu said.
“Our vision is to transform these spaces into vibrant economic and social centres that benefit both residents and council.”
The rehabilitation of ageing infrastructure is also expected to form a key pillar of the turnaround strategy.
Several council-run facilities, including community halls, swimming pools and sports grounds, have deteriorated over the years due to limited maintenance funding and ageing infrastructure.
Chimbalu said Rufaro Marketing was exploring public-private partnerships to fund the upgrading of facilities without placing excessive financial pressure on ratepayers.
“We are engaging potential investors and corporate partners who can assist in modernising facilities through mutually beneficial arrangements.
“This includes stadium naming rights, advertising partnerships, sports sponsorships and infrastructure development agreements that preserve public ownership while attracting private capital,” ,” he said.
He added that Rufaro Marketing would also prioritise affordability to ensure low-income residents are not excluded from accessing recreational services
“Recreational facilities are not luxuries; they are part of social development and urban well-being.
“We want clean, safe and functional facilities that remain accessible to ordinary residents, particularly young people who rely on community sports and recreation,” Chimbalu said.
To strengthen governance and public confidence, Chimbalu said the company would introduce tighter procurement oversight systems, internal audits and performance-based management structures.
He said the entity was also considering publishing periodic operational updates to improve transparency and accountability to residents.
“We want residents to begin seeing measurable progress and to understand how resources are being utilised.
“Accountability and service delivery must go hand in hand,” he said.
Urban governance analysts say Rufaro Marketing’s revival could play a significant role in improving Harare’s broader service delivery ecosystem if properly managed.
The company controls several strategic recreational and commercial assets whose decline has mirrored the wider infrastructure challenges confronting the City of Harare in recent years.
Chimbalu’s success, observers say, may ultimately depend on his ability to balance commercial sustainability with public service obligations in a city grappling with financial constraints and growing infrastructure demands.
