Setting the Standard, ZINARA’s Quiet Transformation in Public Service Delivery

Editorial:

In the course of our work as a media house, we engage a wide spectrum of institutions and individuals, each shaped by different professional cultures, leadership styles, and attitudes toward public accountability. These interactions often reveal as much about institutional character as they do about policy or performance.

It is within this context that one parastatal, the Zimbabwe National Roads Authority (ZINARA), stands out as a compelling example of what effective leadership and organizational culture can achieve in the public sector.

Our recent engagements with ZINARA have been marked by a level of professionalism that is both refreshing and instructive. From the first point of contact, whether through phone calls, emails, or formal correspondence, there is a noticeable consistency in tone, courteous, responsive, and solutions-oriented.

This is not incidental. It speaks to deliberate institutional training, a clear internal value system, and a Human Resources function that understands the importance of aligning technical competence with interpersonal conduct.

In many public institutions, communication breakdowns often undermine otherwise capable operations.

At ZINARA, the opposite appears to be true. The organization’s personnel demonstrate not only technical proficiency but also a commendable ability to engage, patiently, respectfully, and with a clear sense of duty to the public they ultimately serve. Such attributes are rarely accidental; they are cultivated.

Credit must, in part, be attributed to leadership. At the helm is the CEO, Nkosinathi Ncube, whose stewardship appears to be shaping a culture of accountability, accessibility, and progress. Leadership, after all, is not merely about policy direction; it is about setting the tone for how an institution interacts with the world. The professionalism observed across ZINARA’s departments suggests a top-down influence that prioritizes both performance and public engagement.

Equally important is the role of the board, whose oversight responsibilities include ensuring transparency and accountability. ZINARA’s growing reputation in these areas indicates a governance structure that is not only functional but actively reinforcing best practices. In an environment where public trust in institutions can often be fragile, such consistency matters.

Our interactions have extended across multiple departments, from communications to engineering, and the standard remains consistently high. The communications team, in particular, demonstrates an understanding of media relations that goes beyond obligation.

There is an appreciation that engagement with the press is not a burden, but a responsibility, one that strengthens institutional credibility and public confidence.

This is not to suggest that ZINARA operates in isolation as a model of excellence. Across Zimbabwe, several parastatals and public institutions are performing commendably, navigating complex operating environments with professionalism and resilience.

However, it would be disingenuous to ignore that others continue to struggle, particularly in their engagement with the media. In some cases, there remains a reluctance to communicate, a hesitation that undermines transparency and, ultimately, public trust.

Public relations is not merely a function; it is a responsibility. Institutions that shy away from engagement risk creating information vacuums that are often filled by speculation rather than fact. In contrast, ZINARA’s approach demonstrates that openness, responsiveness, and professionalism are not liabilities, they are strengths.

As Zimbabwe continues to modernize its public sector and strengthen governance frameworks, the importance of institutional culture cannot be overstated.

Systems and policies provide structure, but it is people, trained, motivated, and guided by principled leadership, who bring those systems to life.

ZINARA’s example offers a simple but powerful lesson, when leadership sets clear expectations, when Human Resources invests in both skill and character, and when institutions embrace transparency as a core value, the result is not only improved performance, but restored confidence.

Writes: Shingirai Vambe, Digital Desk Editor for the Post On Sunday Newspaper

vambeshingirai@gmail.com