## _cr07276 — Fifth National Development Plan 2006–2010 (excerpt) ## Source details **Canonical URL:** [_cr07276 — Fifth National Development Plan 2006–2010 (excerpt)](https://www.imf.org/-/media/websites/imf/imported-full-text-pdf/external/pubs/ft/scr/2007/_cr07276.pdf) ## Other formats - [Markdown version](/-/media/websites/imf/imported-full-text-pdf/external/pubs/ft/scr/2007/_cr07276.pdf.md) - [Structured JSON version](/-/media/websites/imf/imported-full-text-pdf/external/pubs/ft/scr/2007/_cr07276.pdf.json) --- ### Foreword — context, purpose and fiscal envelope - FNDP coverage: 2006 to 2010; links National Long Term Vision 2030 and annual activity based national budgets. - Key lessons from past planning: - Absence of medium-term planning in 1990s led to weak donor cooperation framework, poor public investment prioritisation, weakened provincial/district coordination, and budgeting not linked to long-term goals. - Institutional reforms re-introduced from 2002: - Creation of Sector Advisory Groups (SAGs); strengthening provincial/district planning units; emphasis on implementation, monitoring and evaluation; embedding FNDP within a Medium Term Expenditure Framework (MTEF). - FNDP thematic priorities: - Theme: “Broad-Based Wealth and Job Creation through Citizenry Participation and Technological Advancement.” - Economic sub-theme: agriculture (engine of income expansion), infrastructure, tourism, manufacturing, mining, energy. - Social sub-theme: poverty reduction, targeted safety nets, disability, social protection, good governance. - Costing and financing summary: - Total resource requirement over 5 years: K62,623.22 billion. - Resources to be mobilised from Government and cooperating partners. - Presidential commitment (December 2006): Government will consult citizens during implementation. *Fifth National Development Plan 2006 – 2010 — Foreword (Patrick Levy Mwanawasa, President of the Republic of Zambia, December 2006).* ### Introduction — rationale, Vision 2030 and FNDP objectives - Rationale: - Despite growth since 1999, poverty remains pervasive: majority subsist on less than $1 a day; national poverty level 2004: 68 percent. - Human welfare deficits: reduced access to nutritionally adequate food, child/adult malnutrition, insufficient education/health access, declining life expectancy. - Vision 2030: - “to become a prosperous middle income country by the year 2030.” - FNDP goals and priorities: - Wealth creation through sustained economic growth; broad-based growth; redistributive measures aligned with growth. - Priority sectors: agriculture, education, health, infrastructure (roads/energy). - FNDP theme: “Broad-Based Wealth and Job Creation through Citizenry Participation and Technological Advancement.” - Planning process: - Consultative: 21 SAGs, 72 district plans; PEMD (MoFNP) led facilitation; Cabinet approval after national stakeholders’ workshop. ### Macroeconomic performance 2002–2005 — global and domestic drivers - Global context (2002–2005 averages vs 1998–2001): - World real GDP growth: 4.3 percent (2002–2005) vs 3.4 percent (1998–2001). - Developing Asia: 8.0 percent (2002–2005); China 9.1 percent; India 6.6 percent. - Africa: 4.7 percent (2002–2005). - World trade volume annual average: 6.5 percent (2002–2005). - Commodity movements (annual % change, US$): - Oil: 23.2 percent (2002–2005); Oil $/barrel rose to US $54.2 in 2005 (2002–2005 average reported as 36.5). - Metals: 17.1 percent (2002–2005); copper price rose from 0.71 US cents/lb in 2002 to 1.61 in 2005. - Zambia domestic outcomes: - Real GDP growth averaged 4.8 percent per year (2002–2005); per capita income grew 2.3 percent annually. - Sectoral drivers: mining and construction expansion; agriculture averaged 2.6 percent (2002–2005). - Fiscal: - Overall deficit including grants averaged 6.7 percent of GDP (PRSP period target: 3 percent). - Domestic borrowing averaged 3.6 percent of GDP; peaked at 5.1 percent in 2003; fell to 1.8 percent in 2005. - Domestic debt rose from 7.7 percent of GDP in 2001 to over 20 percent (2002–2003 period). - Wage bill: 5.3 percent of GDP in 2000 → 8.5 percent in 2003. - Monetary and financial: - CPI inflation: 26.7 percent end-2002 → 15.9 percent end-2005 (PRSP target single digit by 2004). - Broad money growth volatile: 31.3 (2002), 23.4 (2003), 30.3 (2004), 0.4 (2005). - Weighted average treasury bill rate: 31.7 (2002) → 16.5 (2005). - Credit to private sector (real): K50 billion (2002) → K102 billion (2004); ratio to GDP 6.2 percent (2002) → 7.9 percent (2004). - External sector: - Current account including grants: (9.08) percent of GDP (2002) → (3.82) percent (2005). - Merchandise exports: US $916 million (2002) → US $2,160.60 million (2005). - Metal export receipts: US $559.62 million (2002) → US $1,615.79 million (2005). - Gross official reserves (months import cover): 2.1 (2002) → 1.6 (2005). - Debt relief: - HIPC completion point 2005; external debt fell to US $4 billion in 2005 from US $7.1 billion. - MDRI expected to reduce debt towards around US $700 million (projection in source). ### Poverty and human development — income and non‑income dimensions - Income poverty (LCMS IV, 2004): - National headcount: 68 percent (2004) vs 73 percent (1998). - Depth (P1): 36 percent (2004) vs 40 percent (1998). - Severity (P2): 23 percent (2004) vs 26 percent (1998). - Extreme poverty (< K78,223/month): 53 percent (2004) vs 58 percent (1998). - Distribution and inequality: - Bottom 50 percent claim 15 percent of total income; top 10 percent claim 48 percent (2003). - National Gini coefficient: 0.57 (2003). - Non-income social indicators: - HDI rank: 166 of 177 (2005). - Life expectancy at birth: 52.4 years (2003). - Education: GER Grades 1–9 rose 75.1 (2000) → 104.6 (2005); NER 68.1 (2000) → 92.3 (2005); adult literacy 55.3 percent unchanged since 1990. - Health: maternal mortality 649 per 100,000 live births (1996) → 729 (2001/2002); infant mortality 123 (1990) → 110 (2000). - Water and sanitation: 47 percent of population no access to safe drinking water; rural worse off. - Nutrition: stunting, wasting and underweight increased between 1992 and 2002/2003. - Policy implications noted: - Growth concentrated in mining and construction; agriculture under‑performed relative to its importance for the poor. - Need for agricultural growth, infrastructure (roads, irrigation) and education curriculum reform to improve skills relevance. ### Sectoral priorities and targets (selected highlights) - Macroeconomic objectives (4.2): - Accelerate pro‑poor growth; achieve single digit inflation; financial and exchange rate stability; sustain viable current account; reduce domestic debt to sustainable levels. - Growth targets: GDP at market prices — PRSP/TNDP average 4.8; Baseline 2006–2010 average 6.0; Core FNDP 2006–2010 target 7.0. - Agriculture (5.3) — key quantitative targets: - Irrigation: expand from estimated 100,000 hectares to 200,000 hectares by 2010. - Reduce post‑harvest losses from 30 percent to < 10 percent by 2010. - Food security: at least 90 percent of population food secure by 2010. - Agricultural growth target: 10 percent per annum from 2006 onwards. - Agriculture contribution to GDP: rise from 18–20 percent to 25 percent by 2010. - Health (sector priorities, infrastructure and financing): - Current health spending: 1.5 percent of GDP (2005); target to scale-up to 3.6 percent of GDP by 2010 (from 2.9 percent in 2006). - Government to raise health budget share to at least 11.5 percent of budget by 2010 (from 7.0 percent in 2006); total health budget (GRZ + donors) to ~14.1 percent by 2010 (from 10.6 percent in 2006). - Human resources: current workforce only 50 percent of required levels; ARV costs and drug procurement priorities quantified (e.g., US $25 million per annum sustaining 39,000 patients; scaling to 100,000 patients requires ~US $60 million). - Education (targets): - Government funding to education 2005: 3.4 percent of GDP; target ~4.4 percent of GDP by 2010 (GRZ); total (GRZ + donors) 5.3 percent by 2010. - Education share of national budget to be raised to at least 22.4 percent by 2010 from 16.3 percent in 2006. - Recruit estimated 5,000 additional teachers per year. - Infrastructure: - Road spending planned to be raised to 5.3 percent of Government budget by 2009 and maintained. - Energy: rural electrification scaled up; power rehabilitation to reduce outages; regional power shortfall by 2008 cited as urgent. - Social protection (4.3): - Prioritise social sector spending (education, health), agriculture, targeted poverty reduction, feeder roads, irrigation, communications; education about 22 percent of the budget; health ~12 percent; agriculture ~8 percent of FNDP budget. ### Key sector reforms and operational frameworks — cross-cutting - Private Sector Development (PSD): - Six PSD reform pillars: policy & institutions; regulations & laws; infrastructure; business facilitation & economic diversification; trade expansion; citizens’ economic empowerment. - Institutional consolidation: create Zambia Development Agency (one‑stop-shop). - Financial sector: - FSDP implementation; capital market development; recapitalisation of state NBFIs; pension reforms (PSPF actuarial deficit K2000 billion end‑Dec 2005 cited). - Land reforms: - New land policy to be developed; decentralise land administration; land development fund; registration and mapping priorities. - Governance, M&E, decentralisation: - Institutional roles defined across national, provincial, district and community levels; SAGs will monitor sectors quarterly; Macroeconomics SAG to receive quarterly progress reports from committees. - National implementation instruments: MTEF, annual work plans, Activity Based Budgeting (ABB), IFMIS and PEMFA reforms. ### Implementation framework (38.2) — structure and sequencing - FNDP operationalisation: - Annual work plans costed and integrated into MTEF and the annual budget; top‑down and bottom‑up sequencing (macro framework → sector BFPs → budget hearings → final ceilings). - Institutional roles: - MFNP (PEMD) focal point for FNDP coordination, monitoring and evaluation. - Cabinet Office (PAC) to supervise policy implementation. - NDCC (to be chaired by Secretary to the Cabinet) to make policy recommendations to Cabinet and oversee FNDP M&E. - Provincial/District: PDCCs and DDCCs coordinate implementation and feed into national reporting. - Community level: WDCs/RDCs/ADCs and traditional authorities to ensure participation and accountability. - Donor coordination: - Preference for direct budget support and SWAp; cooperating partners urged to make multi‑year commitments and align to FNDP and MTEF cycles. - Capacity building principles: - Strengthen PEMD, line ministry planning and M&E, decentralisation, and finance systems (IFMIS). ### Monitoring, Evaluation and Reporting Framework (38.3) — indicators and cadence - Approach: - Results-based Plan monitoring inputs, outputs, outcomes and impacts. - Key Performance Indicators: 4–6 indicators per sector; selection criteria include data availability, regular collection, disaggregation potential and predictive power. - Poverty and national outcome indicators (examples preserved verbatim): - Population living below the poverty line (Poverty Headcount) - Share of poorest quintile in national consumption - Population with access to clean and safe water - Maternal Mortality Rate; Under Five Mortality Rate; Infant Mortality Rate - HIV Prevalence Rate; Life Expectancy at Birth; Adult Literacy Rate; Stunting and Wasting Prevalence - Annual real GDP Growth; Real per capita GDP (in US Dollars); Consumer Price Index; Employment - Reporting levels and frequency: - Monthly/quarterly implementation monitoring; quarterly sector SAG reporting; annual consolidated FNDP progress report; mid‑term evaluation after ~2.5 years; final evaluation at end‑2010. - Data sources: - Censuses (decennial); surveys (LCMS, ZDHS, labour force); routine sector administrative systems; participatory monitoring; IFMIS financial data. - Institutional M&E architecture: - MFNP coordinating, CSO providing statistical backbone, sector ministries supplying routine data; IMTC and SAGs for coordination; decentralised data collection at district/community levels. - Workplan and tables listed (38.5, 38.6) for M&E activities and timeframe; priority capacity building in M&E emphasised. ### Financing FNDP — resource envelope, core costs and gap (37.2–37.3) - Baseline and FNDP scenarios: - Baseline domestic revenue average: 17.7 percent of GDP; external aid projected average 4.6 percent of GDP. - FNDP envisages scaling-up spending: gross public expenditure average 25.0 percent (FNDP) vs 23.8 percent baseline. - Core FNDP costs (Table 37.3): - TOTAL Core FNDP: GRZ 25,177.30 / Donor 13,468.10 / Grand Total 38,645.40 (K Billions) — represents 9.4 percent of GDP and 100 percent of Core total. - Selected core sector totals (Total K Billions / percent of Core FNDP): - Agriculture: 4,436.00 (11.5 percent) - Infrastructure: 6,627.90 (17.2 percent) — Roads O/w 4,383.60 - Health: 7,771.30 (20.1 percent) - Education: 10,548.50 (27.3 percent) - FNDP total public expenditure requirement (Table 37.4 & 37.6): - FNDP total requirement (2006–2010): K62,623.22 billion. - GRZ commitments aggregated: K48,442.77 billion. - Donor/external commitments aggregated: K11,198.35 billion. - Resource GAP: (2,982.09) (K Billions) implied between requirements and commitments. - Financing assumptions: - New borrowing constrained: guidance US $50 to US $60 million annually preferred; emphasis on concessional financing and avoiding return to high indebtedness. - MDRI and HIPC reduce debt servicing burden materially (example: debt servicing without HIPC/MDRI would have averaged US $261 million per annum vs expected < US $65 million per annum with relief). - Implementation risk scenarios: - If donor scaling-up fails to materialise: domestic borrowing may rise above targets; expenditure scaling down and reprioritisation in non‑priority sectors. ### Institutional implementation and sector matrices (selected sector implementation highlights) - Agriculture (5.6): public role limited to public goods, research/extension, market information, strategic food reserves; private sector/NGO/CP roles emphasised; agriculture core FNDP programmes totals and financing gap indicated: GRAND TOTAL (2006–2010) 4,881.4 (K Billions) with GRZ 3,196.3 and Donor 1,685.1; current donor commitment shown 878.0; financing gap (807.1). - Water & Sanitation (19.5–19.6): core FNDP total 1,208.4 (Total K'Billions) with GRZ 79.1 and Donor 1,129.3; Grand Total (including O&M) 1,227.8 with GRZ 98.5 and Donor 1,129.3. - Energy (14.4–14.6): programme priorities include major hydropower expansion (Kafue Gorge Lower 750MW; Kariba North Bank Extension 320MW; Itezhi‑Tezhi 120MW), rural electrification and biofuels; energy core Grand Total 595.40 (Total) with GRZ 304.47 and Donor 290.9. - Health (17.5–17.6): Grand Total core FNDP programmes 7,771.3 (Total K'Billions) with GRZ 4,759.7 and Donor 3,011.6; implementation via MoH, SAG, DHMT/DHB, provincial/district levels; mid-term and final evaluations scheduled. - Education (16.5–16.6): Grand Total (2006–2010) core FNDP and non-core totals indicated: Grand total line shows yearly totals and cumulative Grand Total 11,326 (GRZ) / 9,387 (Donor) / 1,939 (Total) in presentation — sector tables list substantial MTEF integrated financing. - Monitoring and reporting cadence: - Monthly/quarterly internal management reporting; quarterly SAG reviews; annual consolidated FNDP progress reports; mid‑term review mid‑2008; final evaluation 2010. ### Monitoring and evaluation capacity building and priority activities - Capacity building activities: - Technical backstopping, training workshops, short courses, consultancies coordinated by MFNP (PEMD, A‑G, CSO, CCSD), training institutions. - Priority data collection and survey schedule: - LCMS (quinquennial), ZDHS (quinquennial), Labour Force Survey (bi‑annual), Consumer Price Index (monthly), Population & Housing Census (decennial — 2010 slated), Crop Forecast and Area & Yield surveys (annual), and others listed comprehensively. - M&E institutional roles: - MFNP (PEMD) coordinates; CSO responsible for statistical generation; line ministries supply sector data; SAGs and IMTC for coordination; decentralised M&E at provincial and district levels. - Key outputs: - Annual FNDP reports; Sectoral tracking tables (e.g., Tables 38.1–38.6); workplan activities for monitoring and evaluation; defined KPIs per sector (Table 38.2). --- *Source: Fifth National Development Plan 2006 – 2010 (excerpts from _cr07276_).* ### Foreword ### _cr07276 - Foreword ### Context and purpose - The Fifth National Development Plan (FNDP) covers the period 2006 to 2010. - The FNDP was presented following a 22nd January 2002 directive to prepare a transitional national development plan (TNDP) by June 2002 and to produce five-year national development plans from 2006 onwards. - The FNDP is positioned as the link between the National Long Term Vision 2030 (NLTV) and annual activity based national budgets. ### Historical background and lessons learned - From independence in 1964, three national development plans were implemented. - The Fourth National Development Plan was launched in 1989 but was abandoned in 1991 in preference for an open market system. - A key lesson from the 1990s: even in a liberalized economy, development planning is necessary for guiding priority setting and resource allocation. - Consequences of the abolition of national planning included: - No medium-term plan to guide public investment priorities. - No planning framework to serve as a basis for cooperation with donors. - Weakened capacity to coordinate national development programmes at national level. - Absence of an organ to oversee plans, coordinate and monitor at provincial and district level and link to national priorities. - Inability of the private sector to undertake some market-related functions, prompting Government intervention that lacked articulation within a planning framework and budgeting process. - The budgeting process during that period was done with no clear reference to medium-term goals, plans or long-term vision. ### Institutional and procedural reforms - Re-introduction of national planning in 2002 included: - Creation of Sector Advisory Groups (SAGs). - Proposed strengthening of district and provincial planning units. - Establishment of fully functional provincial and district planning units to focus on socio-economic planning and assist decision-making at provincial and district levels. - Emphasis that development planning must embrace principles of plan implementation, monitoring and evaluation. ### Linkages and frameworks - The FNDP: - Ensures sectoral strategic plans are well coordinated and inter-linked. - Arrives at a realistic estimation of the resource envelope over the FNDP horizon embedded in a Medium Term Expenditure Framework (MTEF). - Uses the MTEF to guide and inform political choices needed for resource allocation. - Has been prepared based on medium-term macroeconomic, fiscal and aid policy objectives. - The FNDP and associated MTEFs will link the NLTV (Vision 2030) and annual activity based national budgets. - The National Vision 2030 is stated as: “to become a prosperous middle income country by the year 2030.” ### Theme, strategic focus, and sector priorities - FNDP theme: broad based wealth and job creation through citizenry participation and technological advancement. - Two sub-themes: an economic sub-theme and a social sub-theme. - The Plan focuses on agricultural development as the engine of income expansion. - Agriculture received a marginally higher allocation of the resources. - Complementary economic sectors identified: infrastructure, tourism, manufacturing, mining and energy — these constitute the economic sub-theme. - The FNDP recognizes the need for distributive measures alongside growth stimulation: - Measures include poverty reduction, focused safety nets, issues of disability, social protection and good governance — constituting the social theme. ### Implementation, monitoring, and fiscal envelope - Past weaknesses included poor implementation due to poor resource forecasts, weak institutional arrangements and weak monitoring mechanisms/systems. - The FNDP addresses these by: - Providing for the MTEF and linking the Plan to the resource envelope. - Introducing public expenditure management and accountability systems. - Designing monitoring and evaluation with involvement of all stakeholders. - Costing and financing: - The FNDP has been costed to be within the available resource envelope as projected in the MTEF over the Plan period. - Takes into account the favourable environment created by qualification to the highly indebted poor countries initiative (HIPC) completion point. - Total resource requirement over 5 years: K62,623.22 billion. - These resources will be mobilized from Government and the cooperating partners. ### Call to action and acknowledgements - Appeal to all national stakeholders to establish and strengthen structures, capacities, and alliances to reduce poverty and improve social welfare. - Emphasis that good policies and intentions require effort from Government and individuals to achieve growth and development. - Commitment from the President: Government will do everything possible to fulfil the FNDP mission and will continue to consult citizens in key planning and implementation processes. - Thanks expressed to all Zambians who contributed to FNDP preparation and to cooperating partners, with an appeal for their continued support during implementation. _Patrick Levy Mwanawasa, S.C. PRESIDENT OF THE REPUBLIC OF ZAMBIA December 2006_ ### 11.2 REVIEW OF PAST PERFORMANCE......................................................................................... ### _cr07276 - 11.2 REVIEW OF PAST PERFORMANCE......................................................................................... ### Overview - Content unit is an excerpted table of contents for the Fifth National Development Plan 2006 – 2010. - Lists sectoral chapters and their internal structure (section numbering and subsection headings). - Page references included where present in the source (e.g., "11.2 ... 106", "12.1 ... 114", etc.). ### Sectoral chapters and recurring subsection structure - Each sectoral chapter follows a consistent set of subsections: - Introduction - Review of Past Performance - Policies and Key Reforms - Vision and Goal (or Vision and Goals) - Programmes, Objectives and Strategies (or Programmes, Objective and Strategies) - Implementation, Monitoring and Evaluation Framework ### Sectors and chapter numbers (as listed) - 11.2–11.6: (Chapter 11) — appears at page "106"–"110" in TOC excerpt; section headings include REVIEW OF PAST PERFORMANCE; POLICIES AND KEY REFORMS; VISION AND GOAL; PROGRAMMES, OBJECTIVES AND STRATEGIES; IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK. - MANUFACTURING (Chapter 12) - 12.1 INTRODUCTION — 114 - 12.2 REVIEW OF PAST PERFORMANCE — 114 - 12.3 POLICIES AND KEY REFORMS — 115 - 12.4 VISION AND GOAL — 117 - 12.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 117 - 12.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 119 - COMMERCE AND TRADE (Chapter 13) - 13.1 INTRODUCTION — 123 - 13.2 REVIEW OF PAST PERFORMANCE — 123 - 13.3 POLICIES AND KEY REFORMS — 125 - 13.4 VISION AND GOAL — 126 - 13.5 PROGRAMMES, OBJECTIVE AND STRATEGIES — 126 - 13.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 127 - ENERGY (Chapter 14) - 14.1 INTRODUCTION — 131 - 14.2 REVIEW OF PAST PERFORMANCE — 131 - 14.3 POLICIES AND KEY REFORMS — 133 - 14.4 VISION AND GOALS — 134 - 14.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 135 - 14.6 IMPLEMENTATION, MONITORING AND EVALUATION — 136 - SCIENCE AND TECHNOLOGY (Chapter 15) - 15.1 INTRODUCTION — 140 - 15.2 REVIEW OF PAST PERFORMANCE — 140 - 15.3 POLICIES AND KEY REFORMS — 141 - 15.4 VISION AND GOAL — 141 - 15.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 141 - 15.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 142 - FNDP SECTORAL PLANS — 144 (section marker) - EDUCATION AND SKILLS DEVELOPMENT (Chapter 16) - 16.1 INTRODUCTION — 146 - 16.2 REVIEW OF PAST PERFORMANCE — 146 - 16.3 POLICIES AND KEY REFORMS — 149 - 16.4 VISION AND GOALS — 150 - 16.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 150 - 16.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 156 - HEALTH (Chapter 17) - 17.1 INTRODUCTION — 160 - 17.2 REVIEW OF PAST PERFORMANCE — 160 - 17.3 POLICIES AND KEY REFORMS — 165 - 17.4 VISION AND GOAL — 167 - 17.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 167 - 17.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 171 - ARTS AND CULTURE (Chapter 18) - 18.1 INTRODUCTION — 176 - 18.2 REVIEW OF PAST PERFORMANCE — 176 - 18.3 POLICIES AND KEY REFORMS — 178 - 18.4 VISION AND GOALS — 178 - 18.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 178 - 18.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 179 - WATER AND SANITATION (Chapter 19) - 19.1 INTRODUCTION — 183 - 19.2 REVIEW OF PAST PERFORMANCE — 183 - 19.3 POLICIES AND KEY REFORMS — 185 - 19.4 VISION AND GOAL — 186 - 19.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 187 - 19.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 190 - HOUSING (Chapter 20) - 20.1 INTRODUCTION — 197 - 20.2 REVIEW OF PAST PERFORMANCE — 197 - 20.3 POLICIES AND KEY REFORMS — 198 - 20.4 VISION AND GOAL — 199 - 20.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 199 - 20.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 200 - DISABILITY AND DEVELOPMENT (Chapter 21) - 21.1 INTRODUCTION — 203 - 21.2 REVIEW OF PAST PERFORMANCE — 203 - 21.3 POLICIES AND KEY REFORMS — 204 - 21.4 VISION AND GOAL — 204 - 21.5 PROGRAMMES, OBJECTIVES AND STRATEGIES AND RESPONSIBLE INSTITUTIONS — 204 - 21.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 206 - SOCIAL PROTECTION (Chapter 22) - 22.1 INTRODUCTION — 210 - 22.2 REVIEW OF PAST PERFORMANCE — 210 - 22.3 POLICIES AND KEY REFORMS — 212 - 22.4 VISION AND GOAL — 212 - 22.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 212 - 22.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 214 - YOUTH AND CHILD DEVELOPMENT (Chapter 23) - 23.1 INTRODUCTION — 218 - 23.2 REVIEW OF PAST PERFORMANCE — 219 - 23.3 POLICIES AND KEY REFORMS — 220 - 23.4 VISION AND GOAL — 220 - 23.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 220 - 23.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 223 - EMPLOYMENT AND LABOUR (Chapter 24) - 24.1 INTRODUCTION — 227 - 24.2 REVIEW OF PAST PERFORMANCE — 227 - 24.3 POLICIES AND KEY REFORMS — 228 - 24.4 VISION AND GOAL — 229 - 24.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 229 - 24.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 231 - GOVERNMENT ADMINISTRATION — 233 (section marker) - CENTRAL ADMINISTRATION (Chapter 25) - 25.1 INTRODUCTION — 235 - 25.2 REVIEW OF PAST PERFORMANCE — 235 - 25.3 POLICIES AND KEY REFORMS — 236 - 25.4 VISION AND GOAL — 237 - 25.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 237 - 25.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 238 - LOCAL GOVERNMENT AND DECENTRALISATION (Chapter 26) - 26.1 INTRODUCTION — 242 - 26.2 REVIEW OF PAST PERFORMANCE — 242 - 26.3 POLICIES AND KEY REFORMS — 243 - 26.4 VISION AND GOAL — 243 - 26.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 243 - 26.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 245 - INFORMATION SERVICES (Chapter 27) - 27.1 INTRODUCTION — 248 - 27.2 REVIEW OF PAST PERFORMANCE — 248 - 27.3 POLICIES AND KEY REFORMS — 249 - 27.4 VISION AND GOAL — 249 - 27.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 249 - 27.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 250 - FOREIGN RELATIONS (Chapter 28) - 28.1 INTRODUCTION — 254 - 28.2 REVIEW OF PAST PERFORMANCE — 254 - 28.3 POLICIES AND KEY REFORMS — 255 - 28.4 VISION AND GOAL — 256 - 28.5 PROGRAMMES, OBJECTIVES AND STRATEGIES — 256 - 28.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK — 257 - PUBLIC SAFETY — 259 (section marker) - DEFENCE (Chapter 29) - 29.1 INTRODUCTION — 261 ### Structural notes useful for ingestion - Uniform subsection taxonomy across sectors facilitates automated extraction of: - historical assessment (REVIEW OF PAST PERFORMANCE) - policy intent (POLICIES AND KEY REFORMS; VISION AND GOAL(S)) - operational plans (PROGRAMMES, OBJECTIVES AND STRATEGIES) - accountability mechanisms (IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK) - Page numbers in the TOC provide anchors for downstream retrieval within the full FNDP document. *Fifth National Development Plan 2006 – 2010 (table of contents excerpt).* ### 29.2 REVIEW OF PAST PERFORMANCE......................................................................................... ### _cr07276 - 29.2 REVIEW OF PAST PERFORMANCE ### Table of contents and major thematic headings - 29.2 REVIEW OF PAST PERFORMANCE ................................................................................................................ 261 - Fifth National Development Plan 2006 – 2010 viii - 29.3 POLICIES AND KEY REFORMS ...................................................................................................................... 261 - 29.4 VISION AND GOAL ......................................................................................................................................... 262 - 29.5 PROGRAMMES, OBJECTIVES AND STRATEGIES ........................................................................................... 262 - 29.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK ............................................................... 262 ### Public safety and order (chapter-level headings and subsections) - PUBLIC SAFETY AND ORDER ............................................................................................................................................ 267 - 30.1 INTRODUCTION .............................................................................................................................................. 267 - 30.2 REVIEW OF PAST PERFORMANCE ................................................................................................................ 267 - 30.3 POLICIES AND KEY REFORMS ...................................................................................................................... 268 - 30.4 VISION AND GOALS ....................................................................................................................................... 269 - 30.5 PROGRAMMES, OBJECTIVES AND STRATEGIES ........................................................................................... 269 - 30.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK ............................................................... 269 ### Cross-cutting issues and governance - CROSS-CUTTING ISSUES ...................................................................................................................................................................... 274 - GOVERNANCE .................................................................................................................................................................................. 276 - 31.1 INTRODUCTION .............................................................................................................................................. 276 - 31.2 REVIEW OF PAST PERFORMANCE ................................................................................................................ 276 - 31.3 POLICIES AND KEY REFORMS ...................................................................................................................... 280 - 31.4 VISION AND GOALS ....................................................................................................................................... 281 - 31.5 PROGRAMMES, OBJECTIVES AND STRATEGIES ........................................................................................... 281 - 31.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK ............................................................... 285 ### HIV and AIDS - HIV AND AIDS ................................................................................................................................................................................... 296 - 32.1 INTRODUCTION .............................................................................................................................................. 296 - 32.2 REVIEW OF PAST PERFORMANCE ................................................................................................................ 297 - 32.3 POLICIES AND KEY REFORMS ...................................................................................................................... 297 - 32.4 VISION AND GOAL ......................................................................................................................................... 299 - 32.5 PROGRAMMES, OBJECTIVES AND STRATEGIES ........................................................................................... 299 - 32.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK ............................................................... 301 ### Environment - ENVIRONMENT ....................................................................................................................................................................................... 304 - 33.1 INTRODUCTION .............................................................................................................................................. 304 - 33.2 REVIEW OF PAST PERFORMANCE ................................................................................................................ 304 - 33.3 POLICIES AND KEY REFORMS ...................................................................................................................... 305 - 33.4 VISION AND GOAL ......................................................................................................................................... 307 - 33.5 PROGRAMMES, OBJECTIVES AND STRATEGIES ........................................................................................... 307 - 33.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK ............................................................... 308 ### Gender and development - GENDER AND DEVELOPMENT .......................................................................................................................................... 313 - 34.1 INTRODUCTION .............................................................................................................................................. 313 - 34.2 REVIEW OF PAST PERFORMANCE ................................................................................................................ 313 - 34.3 POLICIES AND KEY REFORMS ...................................................................................................................... 314 - 34.4 VISION AND GOAL ......................................................................................................................................... 314 - 34.5 PROGRAMMES, OBJECTIVES AND STRATEGIES ........................................................................................... 315 - 34.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK ............................................................... 316 ### Food and nutrition - FOOD AND NUTRITION ............................................................................................................................................................ 320 - 35.1 INTRODUCTION .............................................................................................................................................. 320 - 35.2 REVIEW OF PAST PERFORMANCE ................................................................................................................ 320 - 35.3 POLICIES AND KEY REFORMS ...................................................................................................................... 321 - 35.4 VISION AND GOALS ....................................................................................................................................... 322 - 35.5 PROGRAMMES, OBJECTIVES AND STRATEGIES ........................................................................................... 322 - 35.6 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK ............................................................... 322 ### Regional development (provincial breakdown and M&E) - REGIONAL DEVELOPMENT .................................................................................................................................................................... 325 - REGIONAL DEVELOPMENT .................................................................................................................................................. 327 - 36.1 INTRODUCTION .............................................................................................................................................. 327 - 36.2 CENTRAL PROVINCE ..................................................................................................................................... 328 - 36.3 COPPERBELT PROVINCE .............................................................................................................................. 330 - Fifth National Development Plan 2006 – 2010 ix - 36.4 EASTERN PROVINCE ..................................................................................................................................... 332 - 36.5 LUAPULA PROVINCE ..................................................................................................................................... 335 - 36.6 LUSAKA PROVINCE ....................................................................................................................................... 337 - 36.7 NORTHERN PROVINCE .................................................................................................................................. 339 - 36.8 NORTH-WESTERN PROVINCE ....................................................................................................................... 341 - 36.9 SOUTHERN PROVINCE .................................................................................................................................. 343 - 36.10 WESTERN PROVINCE .................................................................................................................................. 346 - 36.11 IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK ............................................................. 348 ### Financing, implementation, monitoring and evaluation framework - FINANCING, IMPLEMENTATION, MONITORING AND EVALUATION FRAMEWORK ............................................................. 349 - FINANCING OF THE FNDP ..................................................................................................................................................... 351 - 37.1 INTRODUCTION .............................................................................................................................................. 351 - 37.2 FINANCING OF THE FNDP ............................................................................................................................ 351 - 37.3 THE DEVELOPMENT PLAN ............................................................................................................................ 354 ### Institutional framework for FNDP implementation, monitoring and evaluation - INSTITUTIONAL FRAMEWORK FOR FNDP IMPLEMENTATION, MONITORING AND EVALUATION ..................................................................................................................................................................................... 365 - 38.1 INTRODUCTION .............................................................................................................................................. 365 - 38.2 IMPLEMENTATION FRAMEWORK .................................................................................................................... 365 *https://www.imf.org/-/media/websites/imf/imported-full-text-pdf/external/pubs/ft/scr/2007/_cr07276.pdf* ### 38.3 MONITORING, EVALUATION AND REPORTING FRAMEWORK..................................................................... ### 38.3 MONITORING, EVALUATION AND REPORTING FRAMEWORK ### Contents (Tables and Figures) - Tables covering the Monitoring, Evaluation and Reporting Framework for the Fifth National Development Plan: - 38.1: Institutional Roles and Responsibilities for Fifth National Development Plan Implementation a Monitoring ............................................364 - 38.2: Key performance indicators for the Fifth National Development Plan .......................................369 - 38.3: Levels of Reporting for the Fifth National Development Plan Monitoring and Evaluation System ......375 - 38.4: Users and Uses of Data at Various levels of the FNDP Monitoring System .................................378 - 38.5: Work Plan and Activities for Monitoring the Fifth National Development Plan ...........................379 - 38.6: Timeframe and Activities for the Monitoring and Evaluation of FNDP .....................................380 - Figures: - 38.1: Institutional Arrangement and Information Flow .................................................................365 ### Key themes implied by the listed materials - Institutional roles and responsibilities for FNDP implementation and monitoring are documented (Table 38.1). - A defined set of key performance indicators for the FNDP is provided (Table 38.2). - Reporting architecture is specified through distinct levels of reporting for the FNDP M&E system (Table 38.3). - Guidance on data users and uses across FNDP monitoring levels is included (Table 38.4). - A work plan with monitoring activities is detailed (Table 38.5). - A timeframe and activity schedule for M&E of the FNDP is established (Table 38.6). - An institutional arrangement and information flow diagram maps relationships and data flows (Figure 38.1). ### Relevant acronyms appearing in the section - M&E: Monitoring and Evaluation - FNDP: Fifth National Development Plan - MoFNP: Ministry of Finance and National Planning - CSO: Central Statistical Office - NDCC: National Development Coordinating Committees - DDCC: District Development Coordinating Committee - PDCC: Provincial Development Coordinating Committee - PEMD: Planning and Economic Management Department - MTEF: Medium-Term Expenditure Framework *Fifth National Development Plan 2006 – 2010 — _cr07276 - 38.3 MONITORING, EVALUATION AND REPORTING FRAMEWORK_* ### Introduction ### Introduction ### Context and Rationale - Resurgence of planning is presented as timely and imperative to tackle wealth creation and poverty reduction after nearly two decades focused on stabilisation and adjustment. - Despite reasonable growth during structural reforms, poverty remains pervasive; "the majority of Zambians continue to subsist on the equivalent of less than $1 a day." - National statistics show poverty level in 2004 averaged 68 percent, with rural regions’ average much higher. - Adverse human welfare indices cited: reduced access to a nutritionally adequate food basket, child and adult malnutrition, insufficient access to education and health facilities, and reduction in life expectancy. - Zambia classified in the lowest category of human development as defined by the United Nations Development Programme (UNDP). - Poverty reduction framed as an imperative to preserve social and political stability needed for revival of growth and prosperity. ### Vision 2030 and the Fifth National Development Plan (FNDP) - Vision 2030: national long-term planning instrument prepared in consultation with line ministries, provinces, districts, the donor community and civil society; aspires for Zambia to be a "prosperous middle-income country". - Vision 2030 sets horizon for medium-term plans and provides a "gravitational pull" to achieve long-term objectives. - Vision to be operationalised through five-year medium term planning instruments targeting wealth creation and poverty reduction. - The first medium-term plan under Vision 2030 is the Fifth National Development Plan (FNDP), to be implemented from 2006 to 2010. ### FNDP Goals and Strategic Priorities - FNDP’s multi-pronged goals: - Wealth creation through sustained economic growth is the most important element in poverty reduction; high premium on growth-stimulating interventions. - Redistributive policies matter for reducing poverty; Government asserts growth and equity are not necessarily in conflict and adopts a "broad-based growth" approach. - Priority attention on sectors that both maximise growth stimulation and address poor livelihoods, specifically agriculture, education and health. - Linkages between growth and poverty reduction to be developed sustainably so that everyone shares benefits of growth; social protection considered an important FNDP component. - Empowering the poor to earn a decent living income preferred to often unsustainable subsidy programmes. - Infrastructure maintenance neglected for long periods; priority to rehabilitate major transport arteries connecting countryside to markets to ensure basic minimum connectivity for moving poor people’s income-yielding commodities over long distances. - FNDP theme: "Broad-Based Wealth and Job Creation through Citizenry Participation and Technological Advancement". ### Planning Process and Stakeholder Involvement - FNDP preparation involved major stakeholders: civil society, cooperating partners, private sector; district and provincial plans developed through a consultative process facilitated by the Ministry of Finance and National Planning. - Consultation integrated views from 21 Sector Advisory Groups (SAGs) and included preparation of 72 district development plans approved by respective district organs. - Provincial and district development plans informed provincial strategic focus and key programmes; activities of provincial/district programmes not presented in FNDP (to be published separately). - The 72 district development plans set a base for fiscal decentralization and district development processes. - Fiscal decentralization programme objective: develop a fiscal framework specifying how resources will be shared and distributed to district levels. - Refined lower-level plans approved by Provincial and District Development Coordinating Committees. - SAGs (chaired by respective Permanent Secretaries) revised Terms of Reference to play strategic role; SAG membership: Government officials, cooperating partners, and civil society representatives; consultants hired to support SAGs. - Ministry of Finance and National Planning’s Planning and Economic Management Department (PEMD) led facilitation; assisted by consultants; a Steering Committee of Permanent Secretaries chaired by the Secretary to the Cabinet superintended the FNDP planning process. - After draft release, a national stakeholders’ workshop discussed the Plan; based on draft and stakeholders’ input, the Plan was approved by Cabinet and published. ### Structure of the Plan - Plan divided into 9 parts: - Part 1: review of economic and social developments, global and national; country’s poverty profile. - Part 2: goals and objectives of the FNDP; Government’s strategic focus 2006 to 2010; macroeconomic, social and structural policies. - Parts 3 and 4: Government’s envisaged plans for economic and social sectors, respectively. - Part 5: Government Administration—programmes and strategies for central administration, local government, information services, and foreign relations. - Part 6: Public Safety—defence and public safety and order. - Part 7: Cross-cutting issues—governance, HIV and AIDS, the environment, gender, and food and nutrition. - Part 8: Regional Development—strategies and programmes at provincial and district levels. - Part 9: Financing, Implementation, and Monitoring and Evaluation Framework—assumptions and strategies for financing FNDP, priority expenditures over the 2006-2010 Plan period, and institutional framework for implementation, monitoring and evaluation. ### Review of Economic and Social Developments — Global Context (2002–2005) - Global real GDP growth averaged 4.3 percent during 2002 to 2005 compared to 3.4 percent in 1998 to 2001. - Developing Asia annual real GDP growth: 8.0 percent (2002–2005 average) versus 5.7 percent (1998–2001). - China annual real GDP growth: 9.1 percent (2002–2005 average); 7.6 percent (1998–2001). - India annual real GDP growth: 6.6 percent (2002–2005 average); 5.5 percent (1998–2001). - Africa annual real GDP growth: 4.7 percent (2002–2005 average); 3.4 percent (1998–2001). - World trade volume (goods and services) annual average: 6.5 percent (2002–2005) versus 5.7 percent (1998–2001). - Commodity price movements (annual percentage change, US $ terms): - Oil annual average change: 23.2 percent (2002–2005); 12.2 percent (1998–2001). - Non-fuel primary commodities annual average change: 8.9 percent (2002–2005); (5.4) percent (1998–2001). - Agricultural raw materials annual average change: 2.8 percent (2002–2005); (4.0) percent (1998–2001). - Metals annual average change: 17.1 percent (2002–2005); (4.1) percent (1998–2001). - Oil prices (US $ per barrel): - Year average rose from US $25.0 per barrel to US $54.2 per barrel in 2005; 2002–2005 average reported as 36.5 (table context). - Copper prices (US cents per pound): increased to 1.61 in 2005 from 0.71 in 2002 (increase of over 100 percent). ### Impact of Global Developments on the Zambian Economy - Higher global demand and commodity prices positively affected Zambia’s mining industry and macroeconomic environment. - Higher metal prices and privatisation boosted investments in existing Copperbelt mines and new ventures in North-Western province. - Metal export receipts increased by over 170 percent (period referenced). - Increase in agricultural product prices positively impacted non-traditional export receipts. - Higher oil prices increased import bill and energy prices, contributed to rising production costs and impeded attainment of single digit inflation target during the PRSP/TNDP period. - Despite higher oil prices, significant increase in mineral production reduced the deficit in the merchandise trade balance. ### Domestic Economic Growth Trends (2002–2005) - Real GDP growth averaged 4.8 percent per year during PRSP/TNDP implementation (2002–2005), up from 2.2 percent annual average in the preceding four years. - Growth exceeded the 4 percent target identified in the PRSP/TNDP. - Per capita income grew at 2.3 percent annually. - Key drivers of growth: rapid expansion of mining and construction. - Mining expansion due to recapitalisation, new investments following privatisation, and buoyant world commodity markets. - Construction growth driven by private residential housing in main urban centres and facilitating mining sector investments. - Sectoral growth averages during the period: - Manufacturing: 5.2 percent (driven by food and beverages sub-sector). - Tourism: 7.4 percent (driven by private sector investment). - Agriculture: 2.6 percent (affected by weather variations, inadequate infrastructure, and poor market access). *Source: _cr07276 - Introduction* ### 1.3 shows the annual GDP growth in recent years. Table 1.4, summarises the annual GDP growth rates ### _cr07276 - 1.3 shows the annual GDP growth in recent years. Table 1.4, summarises the annual GDP growth rates ### GDP growth by expenditure and sector (tables 1.3 and 1.4) - Table 1.4: Annual GDP Growth Rates by Expenditure Type, 2002-2004 (2002 / 2003 / 2004 / 2002-04 (average)) - GDP (market prices): 3.3 4.2 6.4 3.2 - Government consumption: 2.3 19.3 6.4 2.4 - Private consumption: 14.8 4.4 (2.9) 0.8 - Investment: 17.2 18.9 2.2 11.4 - Exports: (22.3) (16.3) 21.2 0.9 - Imports: 1.8 1.7 (6.4) (2.2) - Table 1.3 (selected sectoral growth, Constant 1994 prices) - Primary sector (1998-2001 Average / 2002 / 2003 / 2004 / 2005 / Average 2002-2005): 2.3 / 3.8 4.5 7.5 2.5 4.6 - Agriculture, forestry, and fishing: 1.0 /(1.7 ) 5.1 4.2 2.6 2.6 - Mining and quarrying: 6.7 /16.4 3.4 13.9 7.9 10.4 - Secondary sector: 4.7 /7.2 10.9 9.1 10.0 9.3 - Manufacturing: 3.5 /5.7 7.6 4.7 2.9 5.2 - Electricity, gas, and water: 4.2 /(5.2) 0.6 (1.9) 5.4 (0.3) - Construction: 8.2 /17.4 21.6 20.5 21.2 20.2 - Tertiary sector: 4.0 /1.9 3.4 3.2 5.4 3.5 - Wholesale and retail trade: 4.0 /5 6.1 5 2.4 4.6 - Restaurants and hotels: 8.3 /4.8 6.8 6.4 11.7 7.4 - Transport, storage, and communications: 3.8 /1.8 5 6.2 11.0 6.0 - Financial intermediation and insurance: 0.5 /3.5 3.4 3.5 3.3 3.4 - Real estate and business services: 11.9 /4.4 4 4 3.2 4.1 - Community, social, and personal services: 2.3 /1.6 1.5 0.6 11.4 3.8 - Other: 1.0 /(13.8) (7.8) (7.6) (11.4) (10.1) - GDP at market prices (1998-2001 Average / 2002 / 2003 / 2004 / 2005 / Average 2002-2005): 2.4 3.3 5.1 5.4 5.2 4.8 ### Fiscal policy developments - Overall fiscal performance relative to PRSP objectives: - Overall deficit, including grants, averaged 6.7 percent of GDP over the PRSP period (target: 3 percent). - Domestic borrowing to finance the deficit averaged 3.6 percent of GDP over the period; reached 5.1 percent of GDP in 2003. - Domestic debt rose from 7.7 percent of GDP in 2001 to over 20 percent in the period 2002 to 2003. - Domestic interest payments rose to an average of 2.8 percent of GDP from 1.4 percent in the period 1998 to 2001. - Domestic borrowing fell to 1.9 percent of GDP in 2004 and further down to 1.8 percent in 2005 after corrective measures in 2004. - Expenditure and revenue drivers: - Wage bill rose from 5.3 percent of GDP in 2000 to 8.5 percent in 2003 (Sub-Saharan Africa average around 7.5 percent). - Budgetary releases towards priority poverty reduction programmes: 50 percent of budget allocation in 2003; improved to 100 percent in 2004 and 2005. - Budgetary releases to the education sector (share of discretionary budget): 19.7 percent in 2003 → 22.6 percent in 2005. - Budgetary releases to the health sector: 12 percent in 2003 → 10.2 percent in 2005. - Agricultural outlays: 3 percent of national budget in 2004 → 5.8 percent in 2005; most outlays directed to personnel and Fertiliser Support Programme. - Domestic revenues remained steady at around 18.3 percent of GDP (PRSP target 20 percent by 2004). - Tax collections averaged 17.5 percent of GDP over the period. - Public financial management reforms and weaknesses: - MTEF introduced in 2003; Activity Based Budgeting (ABB) adopted in 2004. - Persistent large supplementary expenditures and mismatches between planned budgets and actual expenditures. - PEMFA reforms launched in 2005 to improve expenditure management and financial accountability. ### Monetary and financial sector developments - Inflation and monetary aggregates: - CPI inflation fell from 26.7 percent at end-2002 to 15.9 percent at end-2005 (PRSP target: single digit by 2004). - Excessive money supply growth contributed to inflation; money supply growth above 30 percent in 2002 and 2004. - Table 1.5: Monetary Growth and Inflation Targets and Outcomes, 2002-2005 (percentage) - PRSP Inflation Targets: 2002: 13.0; 2003: 8.0; 2004: 5.0; 2005: 5.0 - Revised Inflation Target: 2002: 13.0; 2003: 13.0; 2004: 15.0; 2005: 15.0 - Actual Inflation Outcome: 26.7 17.2 17.5 15.9 - Broad Money Growth Target: 15.0 16.9 18.1 14.8 - Broad Money Growth Outcome: 31.3 23.4 30.3 0.4 - Interest rates and credit: - Statutory reserve ratio lowered from 17.5 percent to 14 percent in October 2003. - Weighted average treasury bill rate: 31.7 percent in 2002 → 16.5 percent in 2005. - Weighted average lending base rate: 42.5 percent in 2002 → 27.6 percent in 2005. - Average savings rates: 8.1 percent (2002) 7.6 (2003) 5.6 (2004) 6.1 (2005). - Gap between average lending and deposit interest rates remained wide; average savings rate only 6.1 percent in 2005. - Credit to the private sector in real terms doubled from K50 billion in 2002 to K102 billion in 2004. - Credit to private sector as ratio of GDP: 6.2 percent in 2002 → 7.9 percent in 2004. - Table 1.6: Selected Financial Indicators 2002-2005 (Percent unless specified) - 91-day Treasury bill: 32 18.2 16.3 15.1 - 182-day Treasury bill: 32.9 19.8 18.3 16.3 - 273-day Treasury bill: 33.2 21.1 19.4 17.0 - Weighted Average Treasury Bill Rate: 31.7 19.7 17.8 16.5 - Weighted Average Lending Base Rate: 42.5 37.7 29.8 27.6 - Average Lending Rate: 50.0 45.3 37.1 33.9 - Average Savings Rate: 8.1 7.6 5.6 6.1 - Exchange Rate (annual % Change): 7.2 -2.4 26.4 - Deposit > k20 m (30 days): 19.5 17.9 8.2 8.4 - Financial sector reform: - Government formulated and started implementing the first Financial Sector Development Plan (FSDP) in 2004 to achieve a well functioning financial sector. ### External sector developments - Current account and trade: - Current account deficit (including foreign grants) narrowed to 4.6 percent of GDP in 2005 from 6.5 percent in 2002. - Trade balance improved from a deficit of US $504 million (13.3 percent of GDP) in 2002 to a surplus of US $59 million in 2005. - Merchandise export receipts rose by 129 percent to US $2,095 million in 2005 from US $916 million in 2002. - Metal exports receipts: US $560 million in 2002 → US $1,577 million in 2005. - Merchandise imports increased from US $1,204 million in 2002 to US $2,068 million in 2005. - Gross international reserves (months of import coverage) fell from 2.1 months in 2002 to 1.4 months in 2005. - Export diversification and non-traditional exports (NTEs): - NTE receipts grew by an annual average of 18 percent and rose by 50.7 percent to US $538 million from US $357 million in 2002. - Share of NTEs in total export earnings declined from 39.0 percent in 2002 to 25.7 percent in 2005. - NTE growth mainly in primary agricultural products; limited processed commodity exports due to low manufacturing activity. - Constraints to export diversification: - High production costs; inadequate access to affordable credit; transport problems; bad weather; lack of market access. - Export facilitation challenges: restrictive customs procedures; sanitary and phyto-sanitary standards; slow processing of duty draw back and import VAT. - Kwacha appreciation in 2005 and first half of 2006 noted as a concern for exporters. - Table 1.7: Selected External Sector Indicators: 2002-2005 (US $ million unless otherwise stated) - Current account balance excluding grants: (647.35) (686.17) (581.09) (695.59) - Current account including grants: (342.98) (400.45) (298.01) (277.50) - Merchandise trade balance: (259.28) (302.10) 82.38 31.80 - Exports: 916.28 1061.39 1778.78 2160.60 - Metals: 559.62 669.23 1321.53 1615.79 - Non-metal: 356.66 392.17 457.25 544.81 - Imports: (1203.5) (1392.5) (1726.9) (2160.8) - Foreign direct investment: 303 347 364 380 - Gross official reserves (in months of import cover): 2.1 1.3 1.2 1.6 - External debt stock (US $ billions): 7.1 4.5 - Nominal GDP: 3775.52 4317.62 5447.56 7269.0 - In % of GDP: - Current account balance (excluding grants): (17.1) (15.89) (10.67) (9.57) - Current accumulated balance (including grants): (9.08) (9.27) (5.47) (3.82) - Merchandise trade balance: (6.87) (6.99) 1.51 0.44 - Exports, f.o.b.: 24.27 24.58 32.65 29.72 - Metals: 14.82 15.49 24.25 22.23 - Non-metal: 9.41 9.08 8.39 7.49 - Imports: (31.88) (32.25) (31.70) (29.73) ### External debt and aid - Debt relief and external debt stock: - Zambia reached the Completion Point under the HIPC Initiative in 2005, resulting in debt forgiveness/cancellation. - Zambia became eligible for G8 initiative debt relief in 2005 (proposed cancellation of 100 percent of concessional debts owed to IMF, AfDB and World Bank). - Foreign debt fell to US $4 billion in 2005 from US $7.1 billion at end-2004. - With MDRI implementation, Zambia’s debt expected to come down to around US $700 million (projection noted in source). - External aid inflows and composition: - External aid inflows 2002-2004 amounted to US $2,332.3 million (above PRSP target of US $804 million or 67 percent of planned budget US $1,200 million). - Annual external aid: US $754 million in 2002; US $406.4 million in 2003; US $519 million in 2004; US $652.0 million in 2005. - Table 1.8: External Aid Inflows (in US millions), 2002-2005 - Budget Support: 311.0 58.8 64.8 153.7 - Grants: 81.9 38.9 44.1 129.7 - Loans: 229.1 19.9 20.7 24.0 - Project Support: 443.1 347.6 455 498.3 - Total Inflows: 754.1 406.4 519.8 652.0 - Aid management weaknesses and reforms: - Weak aid management: unclear procedures for mobilising/receiving/planning/managing external resources; poor monitoring of programme/project implementation; weak coordination and marginalization of line ministries. - Reform initiatives: aid policy and strategy developed under the Wider Harmonisation in Practice (WHIP) initiative; process to reduce transaction costs in aid receipt and management; operationalization of the Joint Assistance Strategy for Zambia (JASZ) to be finalised during the Plan period. - Government initiated strengthening of capacity for debt management. *Source: Fifth National Development Plan 2006 – 2010 (National Accounts (CSO, 2005); Bank of Zambia; Ministry of Finance and National Planning).* ### 2.1 Income Poverty ### 2.1 Income Poverty ### Overview - According to the Living Conditions Monitoring Survey (LCMS) IV of 2004, 68 percent of the population fell below the national poverty line, earning less than K111,747. - Poverty levels slightly fell in 2004 compared to 1998 when poverty stood at 73 percent. - Depth of poverty (P1) dropped to 36 percent from 40 percent in 1998. - Severity of poverty (P2) declined to 23 percent from 26 percent in 1998. - Extreme poverty (people earning less than K78,223 per month) fell from 58 percent in 1998 to 53 percent in 2004. - The declining depth and severity of poverty was driven primarily by rising per capita consumption amongst the poorest non-farm households. ### National and regional trends (1998–2004) - Changes in poverty during 1998 to 2004 were evenly distributed across rural and urban areas: - Rural incidence fell from 83 percent in 1998 to 78 percent in 2004 (decline of 5 percent). - Urban incidence fell from 56 percent in 1998 to 53 percent in 2004 (decline of 3 percent). - Extreme poverty by area: - Rural incidence of extreme poverty fell from 71 percent in 1998 to 65 percent in 2004. - Urban incidence of extreme poverty declined from 36 percent in 1998 to 34 percent in 2004. - Provincial changes in incidence (1998 to 2004) — selected highlights: - Eastern province: incidence fell by 11 percentage points to 70 percent in 2004 from 81 percent in 1998. - Copperbelt: incidence fell by 9 percentage points to 56 percent in 2004 from 65 percent in 1998. - Table 2.1 key figures (1998 vs 2004): - National population (1000s): 10,183 → 10,899; Incidence (P0): 73 → 68; Depth (P1): 40 → 36; Severity (P2): 26 → 23. - Rural population (1000s): 6,359 → 6,633; Incidence (P0): 83 → 78; Depth (P1): 49 → 44; Severity (P2): 34 → 30. - Urban population (1000s): 3,824 → 4,292; Incidence (P0): 56 → 53; Depth (P1): 23 → 22; Severity (P2): 13 → 12. - Central: Population (1000s) 1,019 → 1,136; Incidence 77 → 76; Depth 44 → 43; Severity 31 → 28. - Copperbelt: Population (1000s) 1,823 → 1,661; Incidence 65 → 56; Depth 31 → 24; Severity 19 → 13. - Eastern: Population (1000s) 1,304 → 1,514; Incidence 81 → 70; Depth 46 → 40; Severity 31 → 27. - Luapula: Population (1000s) 701 → 863; Incidence 82 → 79; Depth 47 → 42; Severity 32 → 26. - Lusaka: Population (1000s) 1,526 → 1,534; Incidence 52 → 48; Depth 22 → 19; Severity 13 → 10. - Northern: Population (1000s) 1,237 → 1,407; Incidence 82 → 74; Depth 45 → 41; Severity 31 → 27. - North-Western: Population (1000s) 549 → 654; Incidence 76 → 76; Depth 41 → 40; Severity 27 → 26. - Southern: Population (1000s) 1,268 → 1,360; Incidence 76 → 69; Depth 42 → 35; Severity 28 → 22. - Western: Population (1000s) 756 → 826; Incidence 89 → 83; Depth 57 → 53; Severity 42 → 38. ### Poverty by socioeconomic strata and demographics - By livelihood/household type: - Rural small-scale farmers: incidence 79 percent; extreme poor 66 percent. - Rural medium-scale farmers: incidence 73 percent. - Urban low cost households: incidence 58 percent. - Provincial incidence and extreme poverty: - High poverty: Western province 83 percent; Luapula 79 percent; North-Western province 76 percent. - Low incidence: Lusaka 48 percent; Copperbelt 56 percent. - Extreme poverty varied from 29 percent in Lusaka province to 64 percent in Luapula province. - Two thirds of the rural population was extremely poor compared to one third in urban areas. - Contributions to national incidence of poverty (2004): - Northern province contributed the most at 16 percent, followed by Copperbelt and Eastern provinces (both 14 percent). - By sex and age of household head (2002/2003): - Incidence among female-headed households: 69 percent. - Incidence among male-headed households: 66 percent. - By age group of household head: 12–24: 51 percent; 25–34: 59 percent; 35–44: 66 percent; 45–54: 71 percent; 55+: 75 percent. - By household size (2002/2003): - 1–3 members: 35 percent. - 4–6 members: 65 percent. - 7–9 members: 76 percent. - 10+ members: 76 percent. - By education level of household head (2002/2003): - No Education: 80 percent. - Primary: 76 percent. - Secondary: 56 percent. - Tertiary: 24 percent. - Note: primary education does not seem to have an absolute impact on wellbeing since the headcount ratio is not statistically different from the “no education” category. ### Income distribution and inequality - Income deciles (LCMS III): - Bottom 50 percent of the Zambian population claim 15 percent of total income; top 10 percent claims 48 percent of total income. - November/January 1998 figures: bottom 50 percent 10 percent; top 10 percent 57 percent. - Rural areas: bottom 50 percent claim 22 percent; top 10 percent claim 33 percent. - Urban areas: bottom 50 percent claim 12.0 percent; top 10 percent claim 51 percent. - Gini coefficients: - Zambia had a coefficient of 0.57 in 2003. - 1996: 0.61. - 1998: 0.66. - Urban Gini: 0.61; Rural Gini: 0.42. - Using per capita income distribution for 2003, 20 percent of the total income is shared by 70 percent of the population. ### Drivers, implications, and policy-relevant analysis - The persistently high income poverty in 2004 contrasts with rapid economic growth since 1999, implying improved economic performance did not translate into significant declines in poverty. - Factors explaining persistence of high poverty levels: - Changing structure of growth (1998–2004) was largely driven by improved performance of the mining and construction sectors rather than agriculture. - Agriculture, upon which the majority of poor people depend, did not perform particularly well, with wide fluctuations in production and a relatively low average growth rate. - Considerable variation in weather patterns, inadequate infrastructure, and generally poor market access affected agricultural performance. - Growth concentrated in cash crops such as cotton and tobacco, concentrated in specific areas, may explain persistent high poverty among rural small-scale farmers. - Effects of structural shifts: - Collapse and later recovery of the mining sector influenced provincial population shifts and poverty patterns (e.g., Copperbelt decline then poverty fall; North-Western population increase with new mining growth). - Decline in poverty in Eastern province may be linked to strong growth of agricultural commodities like cotton and tobacco grown in the region. - Social and institutional factors: - High poverty among female-headed households is linked to household headship often acquired through loss of spouses (breadwinners) and issues such as property grabbing. - High poverty among elder-headed households (75 percent for 55+ age group) indicates weaknesses in the social security system; delays in paying off terminal benefits have compounded the poverty situation. - Education policy implication from analysis: - The finding that primary education does not seem to improve wellbeing relative to no education points to the need to revisit the basic education curriculum to make it more relevant to overall economic activities or labour formation. - The present primary curriculum is tailored to school-based subjects rather than practical or skill-oriented subjects; it is desirable to provide primary education that imparts both effective knowledge and skills applicable to earning a living. *Source: Fifth National Development Plan 2006 – 2010, Chapter 2.1 Income Poverty (based on Central Statistical Office LCMS and National Accounts data).* ### 2.2 Non-Income Poverty and other Social Developments ### 2.2 Non-Income Poverty and other Social Developments ### Human development and Millennium Development Goals (MDGs) - Zambia ranked 166th (out of 177 countries) on the basis of its Human Development Index (HDI) according to the 2005 Human Development Report. - The HDI composite reflects life expectancy at birth, adult literacy rate, school enrolment and GDP per capita. - Life expectancy at birth for Zambians was at 52.4 years in 2003 (50.4 rural, 50.2 urban). - According to the MDGs Status Report for Zambia, 2005, some MDGs are not likely to be met by 2015; targets unlikely to be met include reducing child and maternal mortality, integrating principles of sustainable development into policies and programmes and reversing the loss of environmental resources, and halving by 2015 the proportion without sustainable access to safe drinking water and sanitation. - According to the 2005 MDG report, five targets are perceived as likely to be achieved by 2015: - halving the proportion of people living in extreme poverty and those suffering from hunger; - ensuring that children everywhere, boys and girls alike, will complete a full course of primary schooling; - eliminating gender disparities in all levels of education; - having halted and begun reversing the spread of HIV and AIDS. - Three targets were perceived as potentially achieved by 2015, although with lesser optimism: - reducing under-five mortality by two thirds; - halting and reversing the incidence of malaria and other major diseases; - halving the proportion without sustainable access to safe drinking water and sanitation. - Two targets were judged unlikely to be achieved by 2015: - reducing the maternal mortality ratio by three-quarters; - reversing the loss of environmental resources. - Accession to HIPC completion point and qualification under the Multilateral Debt Relief Initiative (MDRI) created fiscal space and increased prospects towards attainment of the MDGs. ### Education: access, completion, and remaining challenges - Gross enrolment ratios (GER) for Grades 1-9 rose from 75.1 in 2000 to 104.6 in 2005. - Net enrolment ratios (NER) rose to 92.3 percent from 68.1 in 2000. - School completion rate increased from 63.6 percent in 2000 to 72 percent in 2004. - Improvements partly reflect the introduction of free primary schooling in 2002. - Outstanding challenges: - Adult literacy stands at only 55.3 percent and has remained unchanged since 1990. - Provision of education services is unevenly distributed in favour of urban households. - Less than half of the rural adult populations are literate. - Primary and secondary school enrolment rates are lowest in Eastern, Luapula and Western Provinces. - Quality of education has not matched levels achieved in access. ### Health, HIV/AIDS, and maternal/child mortality - Both rural and urban infant mortality fell considerably between 1990 and 2000 and is projected to decline further. - Adult prevalence of HIV and AIDS estimates fell from 20 percent in 1998 to 16 percent in 2002. - Adult HIV and AIDS prevalence remains twice as high in urban areas as in rural areas. - Women are 40 percent more likely to be infected than men. - Maternal mortality: - 649 maternal deaths per 100,000 live births in 1996. - 729 maternal deaths per 100,000 live births in the period 2001/2002. - Childhood mortality: - Infant mortality was 123 deaths per 1,000 live births in 1990 and declined to 110 deaths per 1,000 live births in 2000. - Under-five mortality was 197 deaths per 1,000 live births in 1996 and fell to 168 deaths per 1,000 live births in 2001 and 2002. - Childhood indicators are better in urban compared to rural areas. - Maternal mortality worsened during 1996-2002 and remains relatively high. ### Nutrition, water and sanitation - The percent of children found to be stunted, wasted or underweight increased between 1992 and 2002/2003. - A high proportion of the Zambian population, estimated at 47 percent, has no access to safe drinking water, especially in rural areas. - Proportion of households with access to safe water: - 48.3 percent in 1992; - 46.8 percent in 1996; - 52 percent in 2002/2003. - The majority of the rural population access their water from lakes/rivers and unprotected wells, which are not safe. - Several deaths each year are caused by unsafe water, poor sanitation and hygiene. ### Environment and natural resource pressures - Environmental degradation has reached alarming proportions; forests are under tremendous pressure. - Primary causes include wood harvesting for fuel and timber, clearance for agriculture and human settlement. - In the last decade, deforestation and wildlife and fish depletion have become particularly severe and threaten sustainable economic growth. - Contributing factors include poverty pressure leading to stressful coping strategies, uncoordinated mining activities, and lack of appreciation of the interrelationship between human existence and the environment. ### Implications for household welfare and poverty - Recent changes in household welfare have been ambiguous; poverty is particularly severe once non-income dimensions are taken into account. - Non-income indicators confirm that improvements in some areas coexist with deterioration or stagnation in others. *Fifth National Development Plan 2006 – 2010* ### 1.1 percent in 2006, to allow for road infrastructure development and maintenance. As a proportion of ### Fifth National Development Plan 2006 – 2010 ### Infrastructure (Roads, Rail, Energy, Rural Electrification) - Road spending: - Planned to be raised to 5.3 percent of the Government budget by 2009 and maintained at that level. - Rail transportation: - Rail projects accorded priority but will be funded mostly through private financing. - Energy and water development: - Enhancement of energy supply, including water development for economic purposes such as irrigation, prioritized. - Large commercial projects (hydro power stations and power rehabilitation programme) to be mainly developed through public private partnerships or private arrangements where possible. - Southern African region faces a looming power shortfall by 2008; Zambia is one of the few countries where new projects could be quickly developed if resources are available. - Power rehabilitation programme deemed essential to guarantee power supply and significantly reduce power outages experienced by businesses and households. - Rural electrification programme to be scaled up during the Plan period. ### Health Sector - Historical and required expenditure: - Total expenditure on health as percent of GDP: 6.0 percent in 1997; 5.7 percent in 2001; 1.5 percent in 2005. - Total expenditure on health in US$: US $24 million in 1997; US $18 million in the period 2001 to 2005. - FNDP vision: “to provide Zambians with equity of access to cost-effective, quality health care as close to the family as possible.” - Zambia will require at least US $255 million per year to offer basic health services. - Human resources: - Current workforce levels reported at only 50 percent of required levels. - Massive exodus of health workers, especially nurses, driven by low wages, benefits, and poor working environment. - Significant resources needed to fill vacant posts and improve working environment. - Drugs and supplies: - Zambia requires approximately US $38.5 million for procurement of essential drugs; less than half is available annually from Government and cooperating partners. - Free Anti-Retroviral (ARVs) policy: requires about US $25 million per annum to sustain the 39,000 patients on ARVs. - If ARV therapy scaled up to cater for 100,000 eligible patients, approximately US $60 million required for anti retroviral drugs. - Additional requirements: approximately US $10 million for coartem drug for malaria treatment and US $8 million for vaccines and injection supplies. - Infrastructure and equipment: - Access to basic services: urban areas—99 percent of households within 5km of a health facility; rural areas—50 percent of households within 5km. - FNDP priority: at least one first level hospital in each district to operate as a referral hospital to a satellite of health centres. - Planned spending increases: - Scale-up total health spending to 3.6 percent of GDP from both Government and donors by 2010, from 2.9 percent in 2006. - Government plans to raise its health budget to at least 11.5 percent of budget by 2010 from 7.0 percent in 2006. - Total health budget (both GRZ and donors) to be increased to around 14.1 percent by 2010 from 10.6 percent in 2006. ### Education and Skills Development - System pressures and priorities: - Huge increases in enrolment over the last five years with annual increases at all levels reaching nearly 95 percent of the target population for basic education. - FNDP targets three priority areas: recruitment of teachers; procurement of educational materials; construction of classrooms and teachers’ houses. - Estimated need to recruit 5,000 additional teachers per year to reduce pupil-teacher ratios and eliminate double and triple shifts. - Funding context: - Government funding to education in 2005: 3.4 percent of GDP; sub-region range: 5 to 6 percent. - Total Education expenditure as percent of GDP: 4.2 percent in 2005; regional average 5.5 to 6.0 percent of GDP. - External funding 2003–2005: fluctuated between US $87 million and US $96 million per annum, roughly 1.5 percent of GDP. - FNDP targets for 2010: - Scale-up Government funding to the sector to around 4.4 percent of GDP by 2010. - Total expenditure (Government and donor) planned to reach at least 5.3 percent of GDP by 2010. - As a proportion of the national budget, education and skills development budget planned to be raised to at least 22.4 percent by 2010 from 16.3 percent in 2006. - For education (basic, high school and tertiary), increase spending to about 22.0 percent of the GRZ budget by 2010 from about 16 percent in 2006. - TEVET sub-sector: scale up spending to at least 0.6 percent of the GRZ budget by 2010 from 0.3 percent in 2006. ### Water and Sanitation - Access and mortality: - Proportion of the Zambian population without access to safe drinking water estimated at 47 percent, with rural dwellers worst affected. - Several deaths each year attributed to unsafe water, poor sanitation and hygiene. - Planned public spending: - Public spending on water and sanitation as percent of GDP to be maintained around 0.5 percent. - Proportion of the Government budget for water and sanitation to be raised to at least 0.6 percent from 0.2 percent in 2006. - Priority interventions during the FNDP will focus on rural water supply. ### Public Order and Safety - Current challenges: - Working environment and functionality of law enforcement agencies, especially police services, have deteriorated. - Agencies lack basic operational requisites; housing for officers has worsened, compromising integrity and morale. - FNDP targets and allocations: - Raise spending on public order and safety to at least 1.2 percent of GDP by 2010 from 0.9 percent in 2006. - As a share of the Government budget, scale up spending on public order and safety to at least 5.9 percent by 2010 from 4.7 percent in 2006. - Major allocations to infrastructure development and rehabilitation, especially construction of new houses in police camps. - Crime prevention to be accorded high priority. ### Other Expenditures and Sectoral Prioritization - General government services: - To realise expenditure objectives in FNDP core sectors, spending on general government services, especially administrative, will need to be scaled-down significantly. - Governance safeguards: - Allocations to Judiciary, Parliament and the Office of the Auditor-General to be safeguarded as critical to economic and social governance and general operations of government. - Sectors not explicitly highlighted for public expenditure priority: - Tourism, manufacturing and mining remain important for driving economic growth and poverty reduction. - Emphasis in these sectors will be on enhancing the regulatory, business and investment climate to increase private sector involvement. - Role of increased public expenditure for roads and energy: - Aimed at enhancing private sector-driven operations of these important sectors. ### FNDP Macroeconomic, Social and Structural Policies (Overview) - Macro performance 2002–2005: - Macroeconomic performance generally improved during 2002 to 2005, but full macroeconomic stability not yet attained. - Fiscal and financial challenges: - High domestic debt estimated at 20 percent of GDP. - Budgetary interest payments take up about 16 percent of revenues. - Public pension scheme is insolvent and poses a serious threat to fiscal sustainability. - Nominal and real interest rates remain high, constraining rapid investment and growth. - Poverty and growth: - Real GDP growth has accelerated, but poverty remains very high with 68 percent of the population falling below the poverty line in 2004. - FNDP objective: - The FNDP aims to address the outlined macroeconomic challenges to achieve development objectives. *Fifth National Development Plan 2006 – 2010* ### 4.2 Macroeconomic Objectives, Policies and Strategies ### 4.2 Macroeconomic Objectives, Policies and Strategies ### Macroeconomic objectives and growth targets - Broad macroeconomic objectives for the Plan period: - a) To accelerate pro-poor economic growth; - b) To achieve and sustain single digit inflation; - c) To achieve financial and exchange rate stability; - d) To sustain a viable current account position; and, - e) To reduce the domestic debt to sustainable levels. - Main Plan growth objectives: - Increase the overall growth rate to an annual average of at least 7 percent. - Ensure growth is broad based and rapid in the sectors where the poor are mostly engaged. - Table 4.1: Growth Scenarios, 2005 - 2010 (sectoral averages: PRSP/TNDP 2002-2005 average; Baseline 2006-2010 average; Core FNDP 2006-2010) - Primary sector — 4.6; 6.8; 8.5 - Agriculture, forestry, and fishing — 2.6; 4.1; 7.2 - Mining and quarrying — 10.4; 10.7; 10.6 - Secondary sector — 9.3; 7.8; 8.3 - Manufacturing — 5.2; 6.9; 7.5 - Electricity, gas, and water — (0.3); 10.2; 10.2 - Construction — 20.2; 8.0; 8.8 - Tertiary sector — 3.5; 5.0; 5.7 - Wholesale and retail trade — 4.6; 5.4; 5.7 - Restaurants and hotels (tourism) — 7.4; 6.2; 11.5 - Transport, storage, and communications — 6.0; 9.0; 9.1 - Financial intermediation and insurance — 3.4; 4.5; 4.5 - Real estate and business services — 4.1; 4.0; 6.0 - Community, social, and personal services — 3.8; 3.0; 3.0 - Other — (6.9); 1.5; 1.5 - GDP at market prices — 4.8; 6.0; 7.0 - Growth context and priorities: - Growth prospects bolstered by recent boom in the mining sector and new mines; however, a mining-led strategy alone is considered insufficient for sustained poverty reduction. - The FNDP places high premium on agricultural growth because 60.8 percent of the national population resides in rural areas. - Social investments in health and education will be emphasised given high income inequality. ### Growth strategy and sectoral policies - Key FNDP growth strategies: - Support rural development, especially agriculture. - Encourage stronger linkages between mining and agriculture with manufacturing via upstream agro-processing. - Stimulate stronger and beneficial tourism growth. - Support expansion of a strong and diversified export base. - Sectoral notes: - Tourism expected to register stronger growth reflecting large recent private investments. - Mining will remain important for overall growth and foreign exchange earnings; reinvestments and capitalisation since the last three years have transformed the sector. - More investments in the energy sector are required to add capacity in light of a looming power shortfall in the Southern Africa region by 2008. - Enabling environment: - Targeted need for a stable macroeconomic environment with low and non-accelerating inflation, low interest rates, and a stable and competitive exchange rate to encourage private sector–led growth. ### Fiscal policies and public financial management - Fiscal stability targets and rules: - Contain the overall deficit (including grants) to within 2 percent of GDP. - Contain domestic government borrowing to less than 1.0 percent of GDP from 2008 onwards. - Reduce public domestic debt to below 10 percent of GDP. - Implications of insufficient aid scaling-up: - (i) Domestic borrowing will increase above the targeted levels of within 2 percent of GDP. - (ii) Scaling down of expenditures especially in non-priority sectors and further reprioritisation within priority sectors. - Budget execution and treasury management: - Reduce large and unbalanced supplementary budgets; supplementary budgets to be granted only after alternative financing sources or offsetting expenditures are identified. - Improve predictability and timeliness of funding to spending agencies. - Enhance treasury management functions within the Ministry of Finance. - Financial accountability and expenditure monitoring: - Implement the Public Expenditure Management and Financial Accountability (PEMFA) Programme. - Implement routine tracking studies, periodic Public Expenditure Reviews (PER), and Public Expenditure Tracking Surveys (PETS). - Hold annual public expenditure review meetings for various sectors. ### Revenue policy and tax reforms - Long-term tax vision: achieve a robust and broad-based tax system that raises revenue in a fair and efficient manner. - Areas of tax system reform focus: - The progressiveness of the tax system; - The low VAT collection; - Red tape in tax administration, especially within the VAT system; - The narrow personal income tax base; and - The extent and scope of ad hoc/special tax incentives, especially in the mining sector. - Implementation: - A comprehensive tax review and reform exercise; recommendations to be implemented starting with the 2007 budget. - Improve Zambia Revenue Authority (ZRA) performance via performance- and revenue-related targets. - Revenue targets: - Tax revenue-to-GDP ratio targeted at about 18 percent by 2010 from 16 percent in 2006. - Non-tax revenues: - Comprehensive audit and strengthening of all revenue points. - Measures include providing adequate logistics for non-tax revenue collecting agencies; reviewing current legislation; adjusting fees and fines; and strengthening watch-dog systems. - Introduction of IFMIS under PEMFA to allow automated tracking of revenue collections. ### Monetary and financial sector policies - Inflation and monetary objectives: - Monetary policy will focus on achieving and maintaining single-digit inflation during the FNDP period. - Avoid excessive growth in the money supply; address supply-side factors contributing to inflation (poor infrastructure and marketing systems; vulnerability of agriculture to weather; weak policy implementation). - Institutional and operational reforms: - Reinforce operational autonomy of the Bank of Zambia (BoZ) to formulate and implement monetary and supervisory policies. - Strengthen coordination between BoZ and MoFNP on cash and Treasury management to improve liquidity management and monetary policy conduct. - Financial sector development (FSDP): - Medium-term objective: expand financial intermediation and access to financial services in urban and rural areas via the FSDP. - FSDP main focus: developing capital markets; enhancing micro-financing; developing rural financing; strengthening banking and non-banking financial institutions; enhancing pensions and insurance roles. - Annual work programmes and milestones to be developed; cost of implementing the FSDP is estimated at US $1.5 million. - Key regulatory reforms include amending the Pensions Scheme Regulation Act of 1996 to harmonize legislation and compel pension funds and institutional investors to channel a portion of funds to the capital market. - Facilitation by GRZ of private-sector creation of a Credit Reference Bureau (CRB). - Strengthening BoZ and other financial regulators to play more independent and effective roles. - Reform of state-owned NBFIs: - Complete reform of Zambia National Building Society (ZNBS), Development Bank of Zambia (DBZ), and the National Savings and Credit Bank (NSCB) to turn them into viable entities, broaden services, and expand rural branch networks. - Harmonise the Banking and Financial Services Act (BFSA) with DBZ Act, Building Societies Act, and NSCB Act; incorporate the three institutions as limited liability companies under the Companies Act in 2006. - Repeal of the DBZ Act to open development financing to other players. - Pensions system reforms: - Current structure: three pillars — NAPSA (largest fund), two public sector schemes (LASF and PSPF), and occupational pension schemes. - PSPF actuarial deficit amounted to K2000 billion as at end December 2005. - Major causes of poor performance: disharmony in legislation; inadequacies in the Pension Scheme Regulations Act of 1996; deficits from non-remittance by the State; lack of supervisory agent; absence of qualified local actuaries. - Legal reforms: amend Article 124 of the Constitution to allow changes to the Pension Scheme Regulation Act No. 35 of 1996; proposed amendments to: - a) Protect only accrued pension benefits; - b) Allow changes to benefits formula variables; and - c) Promote transparency, accountability, and good corporate governance in PSPF management. - Enhance supervisory authority of the Pensions and Insurance Authority (PIA). - Rural and micro-finance: - Prepare a comprehensive rural financing policy and strategy (work commenced in 2005; expected completion and implementation during the Plan period). - Recapitalise NSCB jointly by Government and IFAD and expand its rural branch network after reform within FSDP. ### External sector policies and aid management - External sector objectives: - (a) Sustain a viable current account balance; - (b) Improve external competitiveness; and - (c) Maintain a sustainable external debt position. - Strategies to sustain viable current account: - Promote export growth and maintain a competitive exchange rate. - Continue export diversification away from copper; trade policies to remain liberal while encouraging expanded and diversified export production. - Insist on improved market access from trading arrangements and address supply-side constraints to improve competitiveness. - Support needed for non-traditional exports: - (a) Establish an accessible and affordable export financing facility; - (b) Strengthen and decentralize testing and certification for sanitary and phyto-sanitary standards; - (c) Strengthen export-oriented investment promotion and export promotion functions; - (d) Streamline operating procedures for the duty drawback scheme; and - (e) Improve management of bonded warehouses and Removal in Bond. - Stimulate private sector improvements in product quality and packaging. - Competitiveness measures: - Address high cost of doing business and improve business climate (ongoing PSD programme). - Maintain a competitive exchange rate; monetary and exchange rate policies to be cognisant of broader growth and development goals. - Improve productivity in key sectors (agriculture and downstream manufacturing). - External debt and borrowing policy: - After Enhanced HIPC and G8 relief, avoid return to high indebtedness; keep debt manageable and sustainable. - Align new borrowing to capacity to repay and on terms that do not unduly expose the country to default risk; continue to target concessional borrowing and grants. - Develop a debt policy and strategy by 2006; revise laws governing public borrowing and ensure strict observance of the Loans and Guarantees Act. - Principle: new loans should contribute to the realization of the country’s development goals. - Aid policy and harmonisation: - Greater attention to maximising impact of aid on growth and poverty reduction; aid should be systematic, predictable, and aligned to development priorities. - Aid Policy and Strategy development commenced in 2005 and is expected to be approved during 2006. - Preference to be given to grants and highly concessional long-term loans and to flexible budget financing (e.g., general budget support) rather than project-specific donor-driven aid that bypasses government systems. - Invest in aid harmonisation processes to improve coherence and reduce transaction costs. - Enhance capture and tracking of external aid flows through development of a robust aid database in the Ministry of Finance and National Planning. *Source: Ministry of Finance and National Planning — Fifth National Development Plan 2006 – 2010* ### 4.3 Social Objectives, Policies and Strategies ### 4.3 Social Objectives, Policies and Strategies ### 4.3.1 Poverty Reduction - Overall approach: - Re-orientation of expenditures towards pro-poor programmes is the principal approach to realise the FNDP theme. - Wealth creation is a means to poverty reduction through job creation and application of technology-cum-knowledge toward social welfare improvement. - The goal aligns with the MDGs and requires channeling benefits from generated wealth to pro-poor social spending. - Public spending priorities during the FNDP (in line with consultations and district planning, and commitment to meet the eight MDGs targets by 2015): - a) Social sector spending, particularly on education and health; - b) Adequately financing agricultural (including livestock) development; - c) Carefully identified and well-targeted poverty reducing and poverty alleviation interventions, particularly employment creation through, inter alia, facilitation of opportunities for small- and medium-scale enterprises; - d) Provision of well maintained strategic economic and social infrastructure, particularly feeder roads, irrigation and communications infrastructure, targeting primarily rural areas; - e) Fighting the HIV and AIDS pandemic; - f) Tackling health concerns such as malaria and tuberculosis, which are the major causes of mortality and morbidity in Zambia; and, - g) Bridging the gender gap. - Budget allocations (FNDP Plan period): - Education: about 22 percent of the budget. - Health services: about 12 percent of the budget. - Agriculture spending: envisaged to rise to about 8 percent of the FNDP budget. - Implementation and constraints: - The scope to realign the Government’s budget with identified public priorities is constrained by many expenditure demands on limited revenue resources. - The Medium Term Expenditure Framework (MTEF) process (supplemented by sectoral Public Expenditure Reviews) shall be used to review and overhaul the expenditure allocation system. - The expenditure review process shall address sectoral distribution of expenditures and the balancing of personnel, operating and investment/maintenance expenditures. - The expenditure review is expected to commence in 2006 and the implementation of its recommendations should start in 2007. ### 4.3.2 Population Policies and Strategies - Population estimates (Table 4.2): - Total population: 2006 — 11,798,678; 2007 — 12,160,516; 2008 — 12,525,791; 2009 — 12,896,830; 2010 — 13,272,553. - Male population: 2006 — 5,902,228; 2007 — 6,087,005; 2008 — 6,274,319; 2009 — 6,465,336; 2010 — 6,659,427. - Female population: 2006 — 5,896,450; 2007 — 6,073,509; 2008 — 6,251,473; 2009 — 6,431,494; 2010 — 6,613,126. - Source: CSO, 2000 Census of Population and Housing. - Population structure and demographic drivers: - High fertility and mortality have produced extreme youthfulness of the population. - Table 4.3 age-group proportions (percent): - Percent 0-4: 2005 — 18.3; 2006 — 18.3; 2007 — 18.3; 2008 — 18.2; 2009 — 18.1; 2010 — 18.0. - Percent 5-14: 2005 — 26.7; 2006 — 26.7; 2007 — 26.7; 2008 — 26.7; 2009 — 26.8; 2010 — 26.8. - Percent 15-49: 2005 — 47.0; 2006 — 47.1; 2007 — 47.1; 2008 — 47.1; 2009 — 47.2; 2010 — 47.2. - Percent 15-64: 2005 — 52.6; 2006 — 52.5; 2007 — 52.5; 2008 — 52.6; 2009 — 52.7; 2010 — 52.7. - Percent 65 and over: 2005 — 2.6; 2006 — 2.5; 2007 — 2.5; 2008 — 2.5; 2009 — 2.5; 2010 — 2.5. - Dependency ratio: 2005 — 0.9; 2006 — 0.9; 2007 — 0.9; 2008 — 0.9; 2009 — 0.9; 2010 — 0.9. - Median age: 2005 — 17.0; 2006 — 17.0; 2007 — 17.0; 2008 — 17.0; 2009 — 17.0; 2010 — 17.0. - Source: CSO, 2000 Census of Population and Housing. - Population density and provincial variation: - Density increased from 5.4 to 7.5 per square kilometre for the 1969 to 1980 period. - Density increased from 10.3 to 13.1 persons per square kilometre for 1990 to 2000. - Provincial densities range from 63.5 persons per square kilometre in Lusaka province to 4.6 persons per square kilometre in North-Western Province. - Labour force and employment trends: - Definition: labour force is population aged 15 to 64 years. - Labour force size: year 2000 — 5.08 million; 2005 — 6.1 million (change of 20 percent); 2010 (projected) — 7 million (rise of 15 percent over five years); 2025 (projected) — about 11 million. - With the increase in the labour force comes increased demand for jobs and social amenities. - Formal sector employment has been steadily diminishing as the main source of employment. - Formal employment: 2003 — 416,804; 2004 — 416,228. - The informal sector has become the principal source of employment and livelihood for most Zambians. - Government population policy and vision: - National Population Policy adopted May 1989; revised June 2005. - Government vision: Improved quality of life through the achievement of population trends that are commensurate with Zambia’s socio-economic development. - Main policy objectives: - Reduce high levels of fertility, particularly adolescent fertility. - Expand and maintain the nation’s population database. - Promote achievement of an even spatial distribution, especially between urban and rural areas. - Improve sexual and reproductive health status of the population. - Strategies to achieve objectives (multi-sectoral): - a) Establishing and developing mechanisms for coordination, collection, processing, analysis, dissemination and utilisation of demographic and related information; - b) Long-term and short-term training, re-training and retention of human resources so as to ensure effective implementation of population and development programmes; - c) Promoting research on the inter-relationship between population, reproductive health, gender, HIV and AIDS and various aspects of development; - d) Providing long and short-term population and research related training in population and development. - Programmes to be implemented: - a) Establishment of population and development sub-committees at provincial and district levels; - b) Procurement of equipment; - c) Production of tourism, migration and population registers, and education and vital statistics reports; - d) Census preparatory activities; - e) Census undertaking; - f) Establishment of a community database. ### 4.4 Structural Policies - Focus of structural reform during the FNDP: - (a) Private sector development by improving the business and investment climate; and - (b) Enhancement of efficient public service delivery system. #### 4.4.1 Private Sector Development - 4.4.1.1 Improving the Business and Investment Climate - Objective: - To achieve and sustain annual economic growth rates of at least 7 percent envisaged in the Plan by substantially improving the growth environment, especially the business and investment climate. - Instrument: - The Private Sector Development (PSD) Programme shall remain the main instrument. - Six PSD reform pillars: - 1. Policy environment & institutions - 2. Regulations & laws - 3. Infrastructure - 4. Business facilitation & economic diversification - 5. Trade expansion - 6. Citizens economic empowerment - Pillar objectives and key interventions: - 1. Create the enabling macroeconomic environment, strengthen public agencies that support PSD and enhance public/private dialogue - 2. Improve regulatory frameworks and investment code to foster PSD - 3. Enhance the infrastructural platform for PSD by encouraging Private Public Investment (PPI) in infrastructure - 4. Remove administrative barriers to business entry and operation, and facilitate development of high-growth sectors - 5. Create greater opportunities for access to regional and international markets by Zambian businesses *Source: Fifth National Development Plan 2006 – 2010 (excerpt).* ### 6. Unlock the growth potential of the Medium, Small and Micro Enterprises ### 6. Unlock the growth potential of the Medium, Small and Micro Enterprises (MSMEs) sector through business development support and empowerment initiatives ### Policy Environment & Institutions - Creation of a stable and conducive policy environment is a major prerequisite for sustaining private sector investment and general economic performance. - FNDP will continue to focus on policies that contribute to and enhance macroeconomic stability. - Private sector cites lack of credit as a major impediment to expansion; PSD prioritizes strengthening the financial system to expand intermediation. - Ongoing Financial Sector Development Plan (FSDP) is the framework for development of Zambia’s financial sector. - Programme of action to improve delivery of service in three pilot institutions expected to commence in late 2006: - Ministry of Lands - Immigration Department of the Ministry of Home Affairs - Zambia Revenue Authority - Objectives for the three pilot institutions: - Implement institutionally tailored regulatory reforms to simplify processes and reduce red tape. - Create opportunities for eradicating corruption in the three pilot institutions. - Ministry of Lands focus: - Streamline and shorten technical procedures in land administration, including the recording of deeds and titles. - Make information about land acquisition processes more transparent and accessible to the public. - Review organizational structure to restructure and strengthen capacity to manage land more transparently and professionally. - Department of Immigration objective: - Simplify, clarify and make transparent the procedures for permits to reduce discretionary authority and opportunities for corruption. - Zambia Revenue Authority objective: - Make tax and customs procedures more efficient and responsive to the needs of the public. - Expected results from successful implementation: - Faster access to service, quicker and less onerous customs procedures, and greater customer satisfaction with targeted institutions. - Replication of the programme to other similar service institutions once pilots are successful. ### Regulations and Laws - Zambia’s legal and regulatory requirements demand significant effort and time; 2005 FIAS Report notes it takes an average of 35 days to enforce a contract. - PSD aims to rationalise and simplify regulatory and licensing frameworks in key sectors. - PSD target: cut by two-thirds the number of steps and the amount of time needed to open a business in Zambia. - Further improvements to regulatory frameworks and the investment code to be undertaken in 2007 to 2008, focusing on administrative barriers and amending the Investment Act and related legislation. - Zambia Development Agency (ZDA) to implement the Investment Act; expectation of a new Investment Act by 2007. - PSD to address restrictive labour market issues related to retirement and termination. - Key regulatory focus area: telecommunications. - Despite early progress in the 1990s, Zambia lags behind regional standards in access to telecommunication services. - Entry into international services open since 2001, but license fee for operating an international gateway is prohibitively high. - Need to improve regulatory framework to enhance competition. - Key reforms include revision of the Telecom Act and the licensing framework. ### Infrastructure Development - FNDP recognizes high transport costs (road conditions), excessive telecommunication costs, and unreliable power supply as serious constraints—especially for tourism, agriculture and non-traditional mining. - PSD objective: encourage Private Public Investment (PPI) in infrastructure given limited public resources. - A comprehensive PPI road map providing a favourable policy environment and legal framework will be developed by 2007. - PSD prioritized investing in new electricity generation and distribution to reduce load shedding. - PSD seeks to create conditions for deployment of national telecommunications backbone infrastructure. - Lack of reliable and affordable backbone infrastructure contributes to poor quality and high cost of service. - Creation of a backbone linked to neighbouring countries would create multiple interconnection points to several international and regional backbones. ### Business Facilitation & Economic Diversification - Improvements in business environment have been made, but business entry and FDI formation remain difficult due to numerous processes and regulations and numerous license processes. - PSD will work to remove administrative barriers to business entry and operation by simplifying, streamlining, and rationalising licenses and inspections. - Key milestone: establishment of a “one stop shop,” the Zambian Development Agency (ZDA). - ZDA will bring together operations and procedures of five statutory bodies: Zambia Investment Centre (ZIC), Zambia Export Processing Zones Authority (ZEPZA), Export Board of Zambia (EBZ), Zambia Privatisation Agency (ZPA), and Small Enterprise Development Board (SEDB). - Creation of the ZDA received Cabinet approval in 2005 and is expected to be operational by 2007. - Establishment of Patents and Companies Registration Office (PACRO) provincial offices to remove administrative barriers outside Lusaka; pilot provinces: the Copperbelt, Southern and Eastern provinces. - Land delivery system reforms: - Streamlining land delivery system to facilitate economic activities is a major structural reform under PSD. - Land use planning remains very poor; lengthy process for acquiring land makes access difficult. - A new land policy shall be finalised and launched during 2007 to address constraints in the land sector. ### Trade Expansion - Progress made in streamlining domestic laws and practices governing foreign and local trade, including tariff simplification and regional/multilateral integration under SADC, COMESA and WTO. - Remaining deficiencies impinging on trade facilitation include: - Excessively bureaucratic trade procedures due to involvement of multiple government agencies and clearance systems at borders; - Lengthy inspection and certification processes; - Poor or non-existent border ICT infrastructure; - Inadequate application of modern customs techniques; - Inadequate skilled personnel. - These impediments addressed through the Integrated Framework (IF) and a Diagnostic Trade Integration Study (DTIS) under the PSD Reform Programme. - DTIS priority areas: making export incentives work for exporters; improving trade facilitation; enhancing capacity to formulate, coordinate and implement trade policy; negotiating trade agreements. - Specific measures include streamlining the duty drawback scheme, development of a single processing and payment window for all border agencies, and amendment of the Standards Act to separate standard testing from regulatory functions. - Duties on imported capital goods are set to be removed to stimulate private investments. - To speed up customs clearances by 2010, Government will seek to increase port efficiency. - With support of the Millennium Challenge Account, a programme to enhance port efficiency through establishment of a “Comprehensive Integrated Tariff System” (CITS) will unify all border related fees and procedures. - Programme will start with two pilot border posts: Chirundu and Lusaka International Airport (LIA). - PSD will improve Sanitary and Phyto-Sanitary Services (SPSS) capacity in the Ministry of Agriculture and Cooperatives for efficient local and export trade. - Strengthening of Zambia Bureau of Standards (ZABS) standardization, certification and inspection units to ensure conformity with international and regional standards. ### Citizens Empowerment - Objective: unlock growth potential of citizens through business development support and empowerment initiatives. - Citizens Economic Empowerment Policy will be implemented. - Citizens Economic Empowerment Act was passed in Parliament in early 2006; implementation expected to start in 2007. - Policy provides a durable and sustainable foundation for significant citizen participation in business and the economy. - Development of incentives to aid voluntary migration from the informal to the formal sector of the economy. - PSD Programme activities during the FNDP period to be implemented by Government through statutory agencies such as: - Proposed Zambia Development Agency, PACRO, Zambia Competition Commission (ZCC), Zambia Weights and Measures Agency and Zambia Bureau of Standards. - Private sector apex associations to augment actions: Zambia Business Forum (ZBF), Zambia Association of Manufacturers (ZAM), Zambia Chamber of Small and Medium Business Associations (ZCSMBA), Small-Scale Industries Association of Zambia (SSIAZ), and Zambia Federation of Women In Business (ZAFWIB). ### Enhancement of Efficient Public Service Delivery System - Improvement in public sector performance to continue through the Public Service Reform Programme (PSRP) with overall goal to improve quality, efficiency, cost-effectiveness and delivery of public services. - PSRP focus areas: Public Expenditure Management and Financial Accountability Reforms (PEMFA); Public Service Management (PSM); and Decentralization. - PEMFA primary objective: improve public expenditure management and strengthen overall financial accountability. - Key activities: implementation of the Commitment Control System (CCS) and Financial Management System (FMS) to all ministries, provinces and other spending agencies; overhauling legal and regulatory framework; implementation of the new financial management system (through IFMIS); reform of public procurement systems; strengthening oversight processes, including that of Parliament. - PSM objective: enhance service delivery and programme implementation by improving management systems. - Issues to address: inadequate pay for professional and technical staff; ministerial and institutional establishments unaffordable given government priorities and limited resources; lack of effective performance incentives. - Rightsizing objective: ensure ministries/institutions have staffing levels commensurate with mandates and affordable in relation to their MTEF ceilings. - Main actions: completion of restructuring of remaining ministries; enforcement of entry and hiring policies; development of a strategy on unclassified workers. - Pay reforms objectives: ensure employee remuneration related to job responsibilities and performance; attract and retain essential technical, professional and managerial staff; ensure pay arrangements support improved service delivery; ensure increases in pay levels consistent with the resource envelope. - Pay policy expected to be developed and implemented during the Plan period. - Decentralization goal: empower local government structures to effectively participate in formulation and implementation of development programmes. - National Decentralization Policy aims for a fully decentralized and democratically elected system of governance with open, predictable and transparent policy making and implementation. - Decentralisation Implementation Plan (DIP) provides a roadmap with components: Sensitisation and Civic Education; Legal and Regulatory Framework; Institutional and Human Resource Capacity Building; Local Development Planning and Budgeting; Financial Management and Accounting; Fiscal Decentralisation and Revenue Mobilisation; Sector Devolution; Infrastructure Development and Services Provision; Monitoring and Evaluation. - Government to accelerate fiscal decentralisation to increase direct resource disbursements to districts and to establish a comprehensive local government financing system. - Sector devolution objective: achieve timely and effective devolution of designated functions from sector ministries to lower levels; ministries to develop guidelines and elaborate devolution plans. - Parastatal reforms objectives: scale down Government’s direct involvement in commercial activities; reduce budgetary outlays to state-owned enterprises; promote competition and improve efficiency of state-owned enterprises; encourage wider share-based ownership and minimise Government bureaucracy in enterprise operations. - 2006–2008 focus: improving operations of utilities in energy and telecommunications (ZESCO and ZAMTEL) through commercialisation and restructuring. - Process of commercialising ZESCO started in 2004 and is expected to be completed during the Plan period. - Possibility of reducing Government shareholding in INDENI Oil Refineries will be considered; attract foreign investment and modernise the refinery; ensure adequate levels of strategic reserves. - Nitrogen Chemicals of Zambia (NCZ): if no private investor acquires the company, Government will undertake a due diligence study to determine commercially sustainable operations; importing fertilizer currently more cost-effective than operating NCZ with obsolete equipment and technology. - Economic statistics improvement: - Zambia’s economic statistics require substantial revisions: national accounts, balance of payments, consumer price index, producer price index, industrial production index, and employment data. - Revision exercises will be accelerated during the FNDP period; expected that Zambia will have revised national accounts and the CPI index by 2007. *Source: _cr07276 - 6. Unlock the growth potential of the Medium, Small and Micro Enterprises (MSMEs) sector through business development support and empowerment initiatives* ### 4.5 National Monitoring and Evaluation Framework ### 4.5 National Monitoring and Evaluation Framework ### Existing macroeconomic monitoring and evaluation bodies - Several macroeconomic monitoring and evaluation frameworks exist, including: - (a) the Economic Management and Monitoring Committee; - (b) the Macroeconomic Sector Advisory Group (SAG); - (c) the recently formed PEMFA Working Group; - (d) the Financial Sector Development Plan Working Groups; and - (e) the Budget Execution Monitoring Committee. - Other institution-based frameworks include: - the Monetary Policy Committee (MPC) of the Bank of Zambia; - the Medium Term Expenditure Framework (MTEF) Committee at MoFNP; - the Central administration Sectoral Advisory Group; and - the PSRP Steering Committee. - Supporting documentation for monitoring and evaluation includes the annual Economic Report produced by the Ministry of Finance and National Planning. ### Reporting and institutional arrangements - To effectively monitor and evaluate implementation of the macroeconomic programmes under this Plan, the reporting framework of the various working groups shall be streamlined and strengthened. - All the committees outlined above will be required to provide implementation progress reports to the Macroeconomics SAG on a quarterly basis. - The Macroeconomics SAG will meet every quarter with a regular agenda. ### Levels of monitoring and key indicators - Monitoring of macroeconomic performance shall be at two levels: - (a) tracking progress in implementing stability-oriented policies; and - (b) tracking progress in the implementation of growth-enhancing and pro-poor policies, including structural reforms. - Progress in implementing stability-oriented policies shall be measured mainly through monitoring performance in such key indicators as: - (a) government domestic borrowing; - (b) overall budget deficit; - (c) money supply growth; - (d) arrears; - (e) clearance of domestic arrears; and - (f) domestic debt. - Monitoring of progress shall be done through public expenditure management indicators and progress in implementing the key structural reforms in the Financial Sector Development Plan, Private Sector Development, Public Service Reform Programme and Public Expenditure Management and Financial Accountability. *Fifth National Development Plan 2006 – 2010, Sector: Macroeconomics and Structural Reforms; Implementing Agency: Ministry of Finance And National Planning.* ### 5.3 Policies and Key Reforms ### 5.3 Policies and Key Reforms ### Institutional reforms and public/private roles - Since the early 1990s, Government has implemented institutional reforms to liberalize agricultural markets and encourage private sector leadership in agricultural sector development. - Government focus under these reforms: provision of public goods needed for efficient sector growth, including rural and agricultural infrastructure, research, extension, and pest and disease control. - Agri-business will be encouraged to strengthen linkages with smallholder farmers through increased private sector participation in agricultural service delivery (input supply, output marketing, agro-processing). - Public sector role (in partnership with other stakeholders) confined primarily to: - Policy formulation; - Enforcement of legislation, regulation and inspection; - Maintenance of strategic food reserves; - Provision of market information; - Financing the control of pests and diseases of national economic importance; - Provision of basic agricultural and integrated rural infrastructure; - Provision of agricultural services, i.e. research and extension in partnership with the private sector; - Provision of targeted support to outlying areas and underprivileged farmer groups; - Capacity building within public and private sectors; - Sector coordination; - Monitoring and evaluation of overall sector performance. ### Co-operatives and the Co-operative Development Policy (CDP) - Co-operatives identified as strategic avenues for delivery of socio-economic development programmes, particularly to small-scale rural producers. - Draft Co-operative Development Policy (CDP) initiated for implementation during the FNDP to: - Provide an enabling institutional and legal environment for development of autonomous, viable and demand driven co-operatives; - Provide a conceptual and policy framework to spearhead co-operatives development across all sectors (transportation, tourism, housing, mining, savings and credits, construction, and agriculture); - Provide guidelines on appropriate institutional framework to support co-operatives across all sectors of the economy. ### National Agricultural Policy objectives (as maintained during the FNDP) - Overall objective: “to facilitate and support the development of a sustainable and competitive agricultural sector in order to ensure food security and income generation at household and national levels and maximize the sector’s contribution to gross domestic product (GDP).” - Specific objectives: - a) Attain national and household food security through all-year round production and post-harvest management of adequate supplies of basic foodstuffs at competitive costs; - b) Contribute to sustainable industrial development by providing locally produced agro-based raw materials; - c) Increase agricultural exports thereby enhancing the sector’s contribution to the national balance of payments; - d) Generate income and employment through increased agricultural production and productivity; - e) Ensure that the existing agricultural resource base is maintained and improved upon. - Main policy thrusts: liberalization; commercialisation; promotion of public and private sector partnerships; ensuring gender equity in provision of effective services for sustainable agricultural growth. ### Vision and goal - Vision: An efficient, competitive and sustainable agricultural sector that assures food security and increased income. - Goal: To promote increased and sustainable agricultural production, productivity and competitiveness in order to ensure food security; income generation; creation of employment opportunities; and reduction in poverty levels. ### Key FNDP agricultural targets and quantitative goals - Expansion of land under irrigation from the current estimated 100,000 hectares to 200,000 hectares by 2010. - Reduction of post-harvest crop losses from the current level of 30 percent to less than 10 percent by 2010. - Attainment of food security for the majority of households with at least 90 percent of the population being food secure by 2010. - Increase in contribution of the agricultural sector to total foreign exchange earnings from the current 3 to 5 percent to 10 to 20 per cent by 2010. - Agricultural sector growth target: 10 percent per annum from 2006 onwards. - Overall agricultural contribution to GDP to rise from 18 to 20 percent to 25 percent by 2010. - Establishment of 2 disease free zones by 2010. ### Programmes, objectives and strategies (sectoral matrix highlights) - Targeted crops and commercialisation: - Food crops prioritized: maize, cassava, sorghum, millet, sweet potatoes, beans, wheat and groundnuts. - Research and production targeting indigenous horticultural crops (fruits and vegetables). - Cash and high value crops targeted in agro-ecological regions I and II: cotton, tobacco, groundnuts, paprika, cashew nuts, soya beans, castor, sesame, marigold, herbs and spices. - Cash and export crops in region III: coffee, tea, and sugar. - Promotion of large-scale commercial farm production of floriculture and horticultural products. - Increase number of small-scale farmers fully integrated into commercial production through outgrower arrangements or as individuals. - Sources of crop production increases: - Expansion of area under cultivation; - Expansion of land under irrigation to 200,000 hectares by 2010; - Increased productivity via improved variety research releases and better research/extension linkages; - Increased use of better and sustainable farming practices, including conservation farming and low input agriculture; - Increased use of animal draught power; - Reduction of post-harvest losses to less than 10 percent by 2010. - Livestock sector emphasis: - Control of livestock diseases of epidemic and trans-boundary significance; - Re-stocking, stocking and increasing production, productivity and management of marketable livestock and livestock products, especially in the traditional sector. - Strategies include regulation and control of livestock quality and stock feeds; private sector participation in services and marketing; disease and vector control programmes; rehabilitate the vaccine unit; strengthen early warning system; establish 2 disease free zones by 2010; devise efficient diagnostic techniques; enforce legislation; promote abattoirs; encourage poultry and small livestock enterprises to empower women and female headed households. - Fisheries sub-sector emphasis: - Promote community-based resource management of capture fisheries to improve catches; - Promote aquaculture development and restocking natural water bodies with fish seed; - Promote better processing facilities and improved distribution networks; - Conservation of aquatic biodiversity through improved monitoring; regulate marketing and trading of fishing gears and practices; promote aquaculture among women; strengthen gender-balanced research-extension-farmer linkages; promote improved fish processing and storage. ### Programmatic matrix (Sector: Agriculture) — Programmes 1 to 9 (objectives and major strategies) - 1 Irrigation Development and Support - Objective: Promote a well-regulated and profitable irrigation sub-sector attractive to public and private sectors. - Strategies: Develop socially desirable and economically viable irrigation schemes; construct communal bulk water supply systems; facilitate irrigation infrastructure development; establish an irrigation development fund; facilitate establishment of water rights supportive of sustainable agricultural development; promote sustainable utilization of wetlands and dambos. - 2 Agricultural Infrastructure and Land Development - Objective: Promote improvement of agricultural infrastructure and land for sustainable production and productivity. - Strategies: Ensure sustainable agricultural land use planning and management; develop new farm blocks and facilitate basic infrastructure development; develop a land information system for the agricultural sector. - 3 Livestock Development Programme - Objective: Improve productive efficiency of the livestock sector sustainably and support marketing of livestock and livestock products contributing to food security and increased income. - Strategies: Regulate and control quality of livestock and products; promote private sector participation in livestock services and marketing; create awareness on conservation of animal genetic resources; facilitate disease and vector control programmes with private sector; establish emergency disease control fund for trans-boundary animal diseases (e.g., foot and mouth disease, CBPP); rehabilitate vaccine unit; strengthen early warning system; establish 2 disease free zones by 2010; devise efficient diagnostic techniques; enforce legislation; promote establishment of abattoirs; encourage poultry and small livestock enterprises to empower women and female headed households. - 4 Agricultural Services and Technology Development - Objective: Provide appropriate, efficient and effective technology development and transfer services to assist farmers increase production and productivity. - Strategies: Develop appropriate agronomic packages and technologies; promote crop diversification; design and promote appropriate on-farm transportation, processing and storage structures (especially for small-scale farmers) to minimize post-harvest losses; promote research/extension/farmer linkages; promote cost sharing for research and extension; regulate introduction and use of agro-biotechnology products, especially GMOs; promote private sector and NGO involvement in extension services; ensure gender equity in access to Animal Drought Power (ADP) among female and male small scale farmers. - 5 Fisheries Development - Objective: Increase fish production and promote sustainable utilization of fisheries resources to contribute to the economy through employment, income and improved availability of fish. - Strategies: Conserve and maintain aquatic biodiversity through improved monitoring; regulate and control marketing and trading of fishing gears and practices; promote aquaculture development especially among women; strengthen gender balanced research-extension-farmer linkages; promote improved fish processing and storage. - 6 Policy Coordination and Management - Objective: Formulate and implement appropriate, gender sensitive strategies through multi-sectoral and coordinated interventions focused on increased food security and economic growth. - Strategies: Strengthen and monitor market liberalization and facilitate private sector growth; review and realign institutional and legislative arrangements; enforce sector regulatory functions; strengthen emergency preparedness through early warning information and data, timely crop forecasting, drought insurance mechanism, and maintenance of strategic food reserves; develop a cross-sectoral strategic framework and monitoring matrix for food security within the FNDP context; facilitate incentives for local and foreign agricultural investment; strengthen information collection and dissemination; promote gender equity in resource allocation and access to agricultural services, focusing on women and young farmers; strengthen/support platforms for policy dialogue and public/private stakeholder consultation. - 7 Agricultural Marketing, Trade and Agribusiness Development - Objective: Promote development of a competitive, efficient and transparent public and private sector driven marketing system for agricultural commodities and inputs. - Strategies: Facilitate market information flow; impart agro-business skills to market participants and farmers, especially women; promote and enforce grades and standards of major agricultural commodities and inputs; facilitate development of rural infrastructure (e.g., roads, rural storage); create a market driven environment with no market distortions; create an enabling environment for improved agricultural input and output markets for small-scale rural farmers; promote crops with domestic and export markets; encourage financial institutions to be established in rural areas. - 8 Cooperatives Development - Objective: Create an enabling environment for development of cooperatives and other farmer organizations that will contribute to economic growth and poverty reduction. - Strategies: Develop legal and institutional framework to facilitate re-orientation and reformation of cooperative organizations; develop capacity of cooperative members; promote business-oriented cooperatives and farmer organizations to enhance access to financial resources; promote partnerships between cooperatives and other sectors; promote and ensure participation of women in business-oriented cooperatives and farmer organisations; formulate policy on management and development of co-operatives; enhance capacity of cooperatives and MACO staff in management and development of co-operatives. - 9 Human Resource Development - Objective: Provide skilled human resource for the agricultural sector through capacity building and addressing issues of HIV and AIDS and Gender to increase the sector’s production and productivity. - Strategies: Provide short and long-term training at technical and professional levels including farmer training; facilitate development of public and private sector training institutions; promote agricultural education at basic and high school levels including young farmers’ clubs; promote income generating ventures in agricultural training institutions; establish new training institutions and rehabilitate existing ones; create HIV and AIDS and Gender awareness and sensitization among agricultural staff and farmers; provide relief and mitigatory measures to HIV and AIDS infected and affected staff and farmers including their families; ensure gender equity in professional and technical training programmes in agriculture. *Fifth National Development Plan 2006 – 2010 — Section 5.3 Policies and Key Reforms* ### 5.6 Implementation, Monitoring and Evaluation Framework ### 5.6 Implementation, Monitoring and Evaluation Framework ### Role of public sector, private sector, NGOs and cooperating partners - Public sector functions will be confined to: policy formulation; coordination; enforcement of legislation; regulation and inspection; maintenance of the strategic food reserves; provision of market information; financing the control of pests and diseases of national economic importance; provision of basic agricultural and rural infrastructure; provision of agricultural services; provision of targeted support to outlying areas and underprivileged farmer groups; capacity building with public and private organizations; and monitoring and evaluation of the overall sector performance. - Public sector objective: encourage growth in the agricultural sector by fulfilling those functions which are truly public goods and by formulating and implementing policies to create an enabling environment that encourages participation of the private sector, NGOs and cooperating partners. - Private sector roles: improving quality and increasing overall production of goods and services; mobilizing savings and investments; employment creation; providing credit facilities; participating in the marketing of agricultural inputs and outputs; and information dissemination. - Cooperating partners roles: provision of supplementary financial, technical and other support in implementation of agricultural policies and programmes and capacity building for stakeholders, including NGOs and Community Based Organizations (CBOs). ### Monitoring and evaluation structures and processes - A monitoring and evaluation system shall be established to monitor progress in implementation of agricultural programmes and activities and measure impact. - The Agriculture Sector Advisory Group (SAG) will play an important role in implementation and monitoring of the FNDP. - The Agriculture SAG shall review implementation of the plan and provide guidance once every three months. - Regular deliberations of SAG meetings shall be reported to the National Sector Advisory Group Conference. - Where necessary, the Agriculture SAG shall set up sub-committees to consider specific issues arising during implementation and reviews of the FNDP. - A standing, cross-sectoral Food Security Task Force, committee or similar body will be established following completion of work by the ad hoc Food Security Task Force that will develop the strategic framework and monitoring matrix for food security within the context of the FNDP. - This standing body will review plan implementation as it relates to achievement of strategic food security objectives, and provide guidance for resolving specific cross-sectoral implementation issues as they arise. ### Indicators, data collection and impact evaluation - Programmes and activities will be monitored based on the indicators developed; other main monitoring indicators and instruments can be developed or refined as the programme is implemented. - Comprehensive impact evaluations will require household surveys to be conducted by the Central Statistical Office in collaboration with the Ministry of Agriculture and Cooperatives (MACO). - Monitoring will be complemented by independent assessments from stakeholders on sector performance and programme implementation. - A system for gathering both quantitative and qualitative information at national, provincial and district level to regularly monitor implementation and measure the impact of programme activities will be put in place. ### Key agricultural sector budget figures (as presented) - Grand total cost for core FNDP programmes (2006–2010): 4,436.0 (K Billions) with GRZ 2,750.9 and Donor 1,685.1. - GRAND TOTAL (2006–2010): 4,881.4 (K Billions) with GRZ 3,196.3 and Donor 1,685.1. - Current donor commitment (aggregate shown): 878.0 (K Billions). - Financing gap (aggregate shown): (807.1) (K Billions). - Selected programme grand totals (Total; GRZ; Donor) shown in table: - Irrigation Development and Support — Total 465.1; GRZ 226.6; Donor 238.5. - Agri Infrastructure & Land Development — Total 443.6; GRZ 209.9; Donor 233.7. - Livestock Development — Total 722.2; GRZ 493.4; Donor 228.8. - Agricultural Services & Tech Devt — Total 530.3; GRZ 326.0; Donor 204.3. - Fisheries Development — Total 226.6; GRZ 178.5; Donor 48.1. - Policy Formulation and Coordination — Total 137.3; GRZ 73.5; Donor 63.7. - Agril Marketing, Trade & Agribus Dev — Total 213.6; GRZ 118.1; Donor 95.5. - Cooperatives Development — Total 40.7; GRZ 25.7; Donor 15.0. - Human Resource Management and Dev — Total 80.0; GRZ 60.0; Donor 20.0. - Fertilizer Support Programme — Total 497.6; GRZ 497.6; Donor -. - Strategic Food Reserves — Total 130.0; GRZ 130.0; Donor -. - Salaries- Extension Officers — Total 411.6; GRZ 411.6; Donor -. - CORE FNDP programmes Others (ongoing projects) — Total 537.4; GRZ -; Donor 537.4. (Selected annual subtotals and line items preserved in the original table include detailed GRZ and Donor breakdowns for 2006, 2007, 2008, 2009 and 2010 as presented in the FNDP tables.) *Fifth National Development Plan 2006 – 2010 — Section 5.6 Implementation, Monitoring and Evaluation Framework (as provided in source content)* ### LAND (sections 6.1–6.5) ### 6.1 Introduction - Land is identified as the most fundamental resource; Government working on land reforms aimed at improving the land delivery process. ### 6.2 Review of Past Performance - Historical context and legal changes summarized: - At independence Zambia inherited customary, freehold and leasehold systems; customary tenure administration subordinate to written law applying to Crown Land. - 1965 Commission of Inquiry recommended unification and integration of land administration; simplification of statutory tenure law; introduction of individual land title registration of customary tenure; acquisition and control of vacant land and all land in Barotseland by the Government; general application of conservation laws; compulsory acquisition to apply irrespective of tenure. - Government actions included constitutional amendment in 1969 to provide for compulsory acquisition of land in public interest; Western Province (Land and Miscellaneous Provisions) Act, 1970 declaring land previously administered by the Litunga as a Reserve. - 1970–1975 laws increased state control over land transactions; as of 1st July 1975 all freehold converted to 100 year lease and subsequent leases maximum 99 years; ban on sale of vacant land; Presidential consent required for subdivision, sale, transfer, assignment, sublease, mortgage or charge. - 1985 amendments restricted non-Zambians from acquiring land without Presidential consent; general policy guidelines issued on conversion of land from customary to leasehold and district council participation in alienation processing. - 1991 reintroduction of political pluralism followed by market liberalisation and privatisation altering land administration demands. - Lands Act of 1995 repealed the Land (Conversion of Titles) Act of 1975 and the Orders in Council of 1963, retained custodial role of Head of State; introduced qualifications to own land: all Zambians aged 21 can own land and certain categories of non-Zambians (investors, resident permit holders) allowed to acquire and hold land. ### Key challenges hindering the land sector (listed as in source) - a) Duality of land tenure; - b) Over centralized land administration system; - c) Inadequate empowerment of citizens, especially in customary areas; - d) Lack of land policy; - e) Abuse of current system of acquiring land in both customary and state land; - f) Ineffective land use planning; - g) Ignorance of land alienation procedures; - h) Lack of clear guidelines on how to attach value to land that is to be allocated; - i) Ineffective land audit; - j) Inadequate appreciation of the roles played by traditional rulers and the President in land allocation; and - k) Ineffective coordination among land administration institutions. ### 6.3 Policies and Key Reforms - A new land policy shall be developed during the Plan period to address constraints, including review of legislation and creation of land banks for all potential investors from within and outside the country in line with Citizens Empowerment Act. - Government will review the structure of the Ministry of Lands to bring all land dealing institutions under one roof; restructuring and strengthening aims to make the Ministry more effective, professional and transparent to secure fair and equitable access to and control of land. - Government facilitation during the FNDP period (as listed): - a) Policy development; - b) Reviewing of existing legislation; - c) Decentralization of the land administration and management process; - d) Streamline land delivery process; - e) Empowerment of citizens; - f) Promote sensitization of chiefs on the importance of releasing land; - g) Human Resource Development; - h) Promote security of tenure through registration of private and communal rights; - i) Allocating of land according to the land value; - j) Strengthen coordination among land administration institutions; and - k) Promote land use planning. ### 6.4 Vision and Goal - Vision: "A Zambia in which there is secure, fair and equitable access and control of land for sustainable socio-economic development of the people by 2030." - Goal: "To have an efficient and effective land administration system that promotes security of tenure, equitable access and control of land for the sustainable socio-economic development of the people of Zambia." ### 6.5 Programmes, Objectives and Strategies (sector matrix highlights) - Programme 1 — Land Administration and Management - Objective: To promote efficiency and effectiveness in land alienation, administration and management; review Land-related legislation; harmonisation of institutions dealing with land. - Strategies: Develop and implement Land Policy; Streamline land administration and management system. - Programme 2 — Empowerment of Citizens in Both Customary and State Land - Objective: To promote effective citizenry access to, and control of land. - Strategies: Sensitize traditional rulers on importance of releasing land for development; promote creation of land banks for all potential investors; raise awareness on land allocation procedures; change legislation to restrict land allocation by the state to Zambians only; facilitate affirmative action to empower less privileged Zambians such as persons with disabilities, women, and the rural community to own land; promote coordinated and efficient land use planning and management in customary areas. - Programme 3 — Strengthening of Institutional Framework - Objective: To decentralize land administration and management. - Strategies: Strengthen Provincial land offices and decentralise land registration to the provincial level; facilitate linkages in land use administration and management with ministries responsible for agriculture, tourism, environment and local government. - Programme 4 — Demarcation of International and Local Chiefdom Boundaries - Objectives: To maintain international boundaries to prevent potential conflicts; to provide detailed information on boundaries of chiefdoms. - Strategies: Develop systematic periodic inspection and management programme of common international boundaries; facilitate timely update and maintenance of maps showing extent and boundaries of all local chiefdom boundaries; facilitate joint inspection of chiefdom boundaries in presence of chiefs and Local Government officials. - Programme 5 — Human Resource Development - Objective: To develop and retain qualified and motivated personnel. - Strategies: Provide short and long-term training at technical and professional levels; introduce performance-based annual awards systems. - Programme 6 — Land Development Fund - Objectives: To promote the opening up of new areas for development; to increase collection of revenue and contribute to the Treasury and the Land Development Fund. - Strategies: Develop coordinated working programme with local authorities on identification of land for development; establish provincial Land Development Fund; develop efficient audit accounting system of Land Development Funds; promote cost effective means of collecting ground rent and other fees payable. - Programme 7 — National Mapping and Surveying - Objective: To provide spatial geographic information for national infrastructure development. - Strategies: Develop, maintain and publicise national mapping standards; develop national topographic map databases; maintain and publish national place names Gazetteers; surveying of land for development; develop local maps for all areas of Zambia. - Programme 8 — Registration of Properties - Objective: To improve and promote decentralised registration of properties to guarantee security of ownership. - Strategies: Develop microfilming, scanning and computerised data storage system; introduce electronic issuance of titles; sensitise the public on procedures governing property transactions and registration. - Programme 9 — Coordination of Land Use and Physical Planning - Objective: To promote efficient, coordinated and well regulated land use and physical planning patterns. - Strategies: Harmonise Land use and physical Planning; conduct Land audit; upgrade Land Information System on development patterns. *Fifth National Development Plan 2006 – 2010 — Sections 6.1–6.5 (Land) (as provided in source content)* ### 6.6 Implementation, Monitoring and Evaluation Framework ### 6.6 Implementation, Monitoring and Evaluation Framework ### Implementation guidance and key stakeholders - During the FNDP implementation, the Ministry of Lands will be guided by the Land Policy. - The Ministry of Lands, as a principal government institution in land administration, will work closely with other land delivery institutions to improve land administration and management. - Other parties critical to improvement of the land administration system include: - the Ministry of Local Government and Housing; - the Ministry of Tourism, Environment and Natural Resources; - the Ministry of Commerce, Trade and Industry; - the Ministry of Agriculture and Co-operatives; - the Resettlement Department in the Office of the Vice President; - the Zambia Investment Centre; - District Councils; - civil society organisations; - traditional rulers; and - the public at large. ### Monitoring and evaluation arrangements - The Ministry of Lands will establish an integrated system of monitoring and evaluation for effective monitoring and evaluation of the implementation of the FNDP programmes under the sector. - The Ministry of Lands will develop monitoring and evaluation instruments for the implementation of the programmes. ### Sector cost summary (K Billions) — Lands sector programmes and totals - Core programmes totals by year (GRZ, Donor, Total): - 2006: 12.9 (GRZ) 0.0 (Donor) 12.9 (Total) - 2007: 18.6 (GRZ) 0.0 (Donor) 18.6 (Total) - 2008: 18.9 (GRZ) 0.0 (Donor) 18.9 (Total) - 2009: 21.3 (GRZ) 0.0 (Donor) 21.3 (Total) - 2010: 20.2 (GRZ) 0.0 (Donor) 20.2 (Total) - Grand Total (Core Programmes): 91.9 (GRZ) 0.0 (Donor) 91.9 (Total) - Non-core programmes subtotals by year (GRZ, Donor, Total): - 2006: 5.4 (GRZ) 0.0 (Donor) 5.4 (Total) - 2007: 5.7 (GRZ) 0.0 (Donor) 5.7 (Total) - 2008: 6.6 (GRZ) 0.0 (Donor) 6.6 (Total) - 2009: 6.9 (GRZ) 0.0 (Donor) 6.9 (Total) - 2010: 7.8 (GRZ) 0.0 (Donor) 7.8 (Total) - Grand Total (Non Core Programmes): 32.4 (GRZ) 0.0 (Donor) 32.4 (Total) - Grand Total sector costs (Core + Non-Core) by year: - 2006: 18.3 (GRZ) 0.0 (Donor) 18.3 (Total) - 2007: 24.3 (GRZ) 0.0 (Donor) 24.3 (Total) - 2008: 25.5 (GRZ) 0.0 (Donor) 25.5 (Total) - 2009: 28.2 (GRZ) 0.0 (Donor) 28.2 (Total) - 2010: 28.0 (GRZ) 0.0 (Donor) 28.0 (Total) - Grand Total: 124.2 (GRZ) 0.0 (Donor) 124.2 (Total) - Selected programme-level totals (Grand Total column, K Billions): - Land administration and management: 12.9 - Empowerment of citizens in both customary land and state land: 11.7 - Strengthening institutional framework: 20.5 - Demarcation of the International Boundaries: 10.8 - Human Resource Development: 2.8 - Land Development Fund: 20.3 - National Mapping and survey: 12.9 - Revenue Collection and Inspection: 1.4 - Compulsory, Land Acquisition: 0.9 - Personal Emoluments: 26.4 - Registration of Properties: 1.7 - Coordination of Land Use Planning: 2.0 *Source: Fifth National Development Plan 2006 – 2010, Section 6.6* ### 7.0 Mining ### 7.1 Introduction — role of mining - The mining sector has been a prime mover of economic development in Zambia for over 70 years, with exports of mineral products contributing about 70 percent of total foreign exchange earnings. - Lately, mining has been generating between 6 percent and 9 percent of Gross Domestic Product (GDP) and contributes about 40,000 jobs to total formal sector employment. - Mining provides inputs for agriculture and agro-chemicals, industrial manufacturing (e.g., ceramics, paint manufacture), and essential raw materials for the building industry. - Copper and cobalt production dominated the mining sector over the years. Deposits of gold, diamonds, zinc, gemstones, coal and a variety of agro and industrial minerals are also found in Zambia. - Large-scale mining is active in copper, cobalt and coal while small-scale mining is active in a variety of gemstones including emeralds, amethyst, aquamarine, tourmaline, garnets and citrine; emeralds are the most dominant. - The mining sector offers potential for financing development, skills development, value addition through downstream processing, technology transfer to small-scale operators, and poverty reduction through rural mining centres and cottage industries. ### 7.2 Review of past performance — trends, investments and employment - Historical contributions: - 1965 to 1975: copper accounted for 95 percent of export earnings and 45 percent of Government revenues. - 1991 to 2000: copper’s contribution to export earnings declined to an average of 62 percent. - The mining sector’s contribution to GDP was estimated at 32.9 percent in 1973 and declined to 6.2 in 2000, representing an 81.1 percent decline. - Privatisation and investment: - Privatisation of the mining industry was completed in the year 2000. - Over US $1.4 billion has been invested in the mining sector by the end of 2005. - Base metal prices, particularly copper, have been increasing since 2003. - Production and employment: - The sector grew by an estimated 18.4 percent in 2004 and 3.4 percent in 2003. - In 2005 the sector grew by 2.8 percent. - An estimated 13,500 people were reemployed in the sector between 2000 and 2004. - Copper production increased from 257,000 tons in 2000 to 446,000 tons in 2005. - It is projected that by 2010, annual copper production shall reach the 1970s levels of over 700,000 tons. - Post-privatisation challenges: - Pull-out of Anglo American Corporation from Konkola Copper Mines affected production levels and planned projects (including the Konkola Deep Mining Project (KDMP) and improvements to refineries and smelters). - Increase in mine accidents, partly because increased mining activities did not match the monitoring capacity of the Mines Safety Department. - Problems in 2005 included mine accidents, fuel shortages and labour disputes, contributing to the slower growth rate. ### Constraints affecting the mining sector - a) Weak Institutional Framework Support: - Institutions that provide services to the mining industry, especially MMMD, are weak (low staffing levels, inadequately trained technical staff, poor funding, inadequate infrastructure), resulting in poor service delivery. - b) Outdated Policies and Legal Framework: - Current mining policy was formulated in 1995 with primary focus on privatization of state mining corporations; it now requires revision. - Legal framework comprising the Mines and Minerals Act (1995), the Prescribed Minerals and Materials Act, Explosives Act, and various regulations are outdated due to new developments and technology; new legislation will be required. - c) Inadequate Mineral Exploration and Resource Surveys: - Only 55 percent of Zambia has been geologically mapped at a scale of 1:100,000. - Detailed exploration has not been done, which is required especially for promoting small-scale mining. - d) Absence of Cadastre and GIS Systems: - Issuance of mining rights is constrained by absence of an online cadastre (a computerized mining rights management system) and Geographical Information System (GIS), resulting in delays and conflicts. - e) Inadequate Investment Promotion: - Investment promotion has been limited to trade shows and investment forums; there is no deliberate effort with appropriate implementation strategies and a need to widen promotion through electronic and print media. - f) Constraints affecting Gemstone and Small-scale Mining: - i. Lack of access to affordable finance, preventing procurement of mining equipment and working capital; many mines remain dormant. - ii. Lack of technical and management skills of miners (basic geology and mining skills, business and managerial skills), leading to costly and unsafe methods and mismanagement. - iii. Poor infrastructure in mining areas (poor roads, no schools or health centres, lack of water and power). - iv. Lack of access to a formal marketing system (absence of a Gemstone Exchange has resulted in under-pricing). - v. Inability to add value to rough materials prior to exportation (lack of cutting and polishing reduces potential value and employment creation). - g) Constraints of Developing Large-scale Mining: - Development requires infrastructure (road/rail, power) and qualified technical skills. - Serious shortage of technicians and craftsmen due to restructuring and closure of training facilities after privatization. - Output of graduate mining engineers, geologists and metallurgists from the University of Zambia and Copperbelt University has been declining. - A recent survey by mining companies projects a serious shortage of these skills during the FNDP, which will impact negatively on the Plan. - h) Fluctuations in International Prices of Mineral Products: - Copper and cobalt prices fluctuate beyond the control of the country; major declines in international metal prices could impact the economy during Plan implementation. - i) The impact of HIV and AIDS: - HIV and AIDS is recognised as a constraint, particularly in small-scale mining which entails long absence of workers from their homes. - Government, through the PRSP/TNDP, facilitated development of HIV and AIDS policy within the private sector and initiated preparations for an outreach programme for small-scale miners to benefit from Ministry of Health strategies. *Source: Fifth National Development Plan 2006 – 2010, Sections 7.1–7.2* ### 7.3 Policies and Key Reforms ### 7.3 Policies and Key Reforms ### Mining policy update and strategic focus - Zambia’s current mining policy was adopted in 1995. Efforts to update the policy are underway to bring it in line with the changing mining environment. It is expected that the revised policy will be adopted and implemented during the period of the FNDP. - The strategic focus for the mining sector during the FNDP is to promote both large and small-scale mining by strengthening the institutional framework support and improving the policy and regulatory framework. ### Roles and potentials of large-scale and small-scale mining - Large-scale mining potential: - Generate foreign exchange and other revenue to supplement the national budget and free resources that can be allocated for poverty eradication. - Contribute to economic development through the provision of basic infrastructure and other social services. - Facilitate skills and knowledge development to increase the stock of human capital. - Facilitate the development of the service input sector, downstream processing and beneficiation industries and centres of knowledge creation and innovation. - Small-scale mining potential: - Create employment, especially in rural areas where jobs are scarce. - Enable the exploitation of what would otherwise be uneconomic reserves. - Provide for the creation of micro-industries in rural areas. - The FNDP recognizes downstream processing as important and will pursue integration of the copper mining sector into the Zambian economy by encouraging value addition, supporting manufacturing industries using copper and other raw materials. - Renewed initiatives to unblock the potential of gemstone mining by improving production, marketing and value addition (identified under the PRSP and the TNDP) will be vigorously pursued. ### Gender and HIV/AIDS measures - FNDP introduces measures to address extreme gender imbalance in the sector. The SADC benchmark of 30 percent women representation in the sector may not be achieved during the Plan. The FNDP sets a target of 10 percent as being realistically achievable. - Measures to mitigate the negative impact of HIV and AIDS have been proposed for implementation to consolidate gains under the Plan. ### Policy, legal and safety reforms - Government intends to formulate a Mine Health and Safety Policy during the period of the FNDP to ensure a safe and healthy working environment in the mines. - The Government will review the following regulations and pieces of legislation: the Mines and Minerals Act; Prescribed Minerals and Materials Act; Mining Regulations; Explosives Act and Regulations; and the Guide to Mining Regulations. ### Institutional reforms at the Ministry of Mines and Mineral Development (MMMD) - Reforms to be undertaken under the FNDP: - Establishment of a Planning and Information Department. - Restructuring the Mine Safety Department. - Commercialisation of some services of the Geological Survey Department, particularly the gemmology and lapidary laboratory; analytical laboratory; geophysical services; minerals and ore petrology; metallurgical laboratory; and detailed exploration of plots. - Inclusion in policy of a mandatory requirement that mining corporations reinvest in the mining areas as part of their corporate-social responsibility programmes. - Inclusion of a legal framework and enforcement mechanism that underpins corporate social responsibility. - Capacity building needs: - Rehabilitating existing laboratories and acquiring modern equipment for the laboratories. - Recruiting qualified and experienced personnel in mineral sciences. - Acquiring exploration equipment as well as field vehicles. ### Vision, goal and programmatic priorities - Vision: A vibrant, well-organised private sector-led mineral sector for sustainable wealth creation. - Mining sector goal under FNDP: To create a conducive, stable, predictable and competitive policy, legal and regulatory framework that will attract and retain investment for the development of the sector. ### Programmes, objectives and strategies (selected highlights) - Programme 1 — Development of Large-scale Mines - Objectives: Attract corporate-responsible investment; increase long term benefits by integrating mining with the rest of the economy; promote R&D; ensure environmental sustainability. - Strategies: Foster investor confidence; promote institutional capacity building of MMMD; carry out policies, legal and institutional reforms; plan, develop and rehabilitate infrastructure; promote local and foreign investment; streamline administration of investor licenses; promote downstream processing; develop technical human resource requirements; promote R&D. - Programme 2 — Development of Small-scale Mining - Objective: Revitalize and ensure realization of the potential of the small-scale mining sub-sector to contribute to economic development and poverty reduction. - Strategies: Strengthen institutional framework support (Geological Survey Department, regional mining bureau, Department of Mines Safety); increase geological mapping; establish and operationalise Mining Cadastre and GIS systems; improve access to capital and equipment; set up a skills training centre; plan and rehabilitate infrastructure in small-scale mining areas; facilitate marketing linkages; strengthen women’s and men’s organisations involved in mining. - Programme 3 — Geological Mapping, Mineral Exploration and Resource Surveys - Objectives and strategies include exploring for energy minerals; conducting mineral exploration for gemstones, agriculture and industrial minerals; acquiring and installing digital map production line; conducting high resolution magnetic airborne surveys; scaling up geological mapping of Zambia. - Programme 4 — Institutional Capacity Strengthening of MMMD - Strategies: Establish a Planning and Information Department; recruit human resource to fill vacant posts; rehabilitate and upgrade laboratories to international standards; procure capital goods and equipment. - Programme 5 — HIV and AIDS - Objectives: Encourage positive behavioural change; advocate for non-discrimination on account of HIV status; institute deliberate measures to equip, protect, care and support women and men working for the mines and dependent communities. - Programme 6 — Gender in the Mining Sector - Objective: To mainstream gender in the mining sector. - Strategy: Create a conducive environment for women to participate in mining. ### Implementation, monitoring and evaluation - Programmes will be implemented by the Ministry through annual work plans; the programme implementation matrix includes activities phased over the Plan period. - The Ministry of Mines and Minerals Development in conjunction with the SAG will institute monitoring and evaluation mechanisms; stakeholder taskforces may occasionally be set up to evaluate implementation effectiveness. - Key performance indicators: - Number of corporate social responsible large-scale mining companies in the sector. - Number of productive small-scale mines. - Value of receipts generated by the small-scale mining sub-sector. - Growth of the sector. - Mining companies compliance with Safety Health and Environment regulations. - During the FNDP, setting up a Planning Department at MMMD will be undertaken early. ### Budgetary allocations (K Billion) - Yearly totals (K Billions): - 2006: 13.03 - 2007: 20.51 - 2008: 20.06 - 2009: 21.19 - 2010: 19.42 - Grand Total (2006–2010): 94.21 ### Communications and meteorology — selected performance metrics and trends - Meteorology: service development linked to air transport; increasing demand for weather and climate data for environmental monitoring and climate change tracking; broadened applications to agriculture, industry, construction, water resources management, environment and health. Major challenges: inadequate meteorological observing stations; poor meteorological observation and telecommunications equipment; inadequate skilled personnel; inadequate funding; lack of re-capitalisation. - Communications / ICT: - Telecommunications sector liberalised in 1994; PTC split into ZAMPOST and ZAMTEL. - Mobile operators: Celtel, MTN (formerly Telecel) and Cell Z (mobile branch of ZAMTEL). - Mobile segment growth estimated at 73 per cent between 2002 and 2003. - By December 2005, the total number of active mobile subscribers on all three networks stood at over 970,000. - Network coverage represented 80 percent of the districts in the country. - Internet segment: - Internet Service Providers include ZAMNET, Coppernet, ZAMTEL Online, Uunet, Microlink, and Africonnect. - As at end December 2005, the total number of internet subscribers was 16,981 compared to 16,288 in the previous year. - The number of users as opposed to subscribers is estimated at more than 20 times the number of subscribers (339,620). *Fifth National Development Plan 2006 – 2010, Section 7.3 Policies and Key Reforms* ### 8.3 Policies and Key Reforms ### 8.3 Policies and Key Reforms ### Overview - Since 1991, it has been the general policy of the Government to provide an enabling environment for private sector participation in the provision of goods and services. - Sector policies and institutional reforms have been implemented in the communications and meteorology sector; these are summarised below. - The FNDP period shall scale up processes to formulate policy and legal frameworks and to strengthen relevant institutions. ### 8.3.1 Meteorological Sub-Sector - The meteorological sub-sector has been operating without a policy and legal framework, resulting in the lack of mandate for the sub-sector to operate effectively. - The Government has commenced the process of formulating both the policy and legal framework to improve the provision of accurate weather forecasts and climate information to all sectors of the economy. These processes shall be scaled up during the FNDP. - The Department of Meteorology will be strengthened during the FNDP period to continue producing timely, accurate, and reliable meteorological products. - Capacity in the private sector shall also be built up in order to supplement the efforts of the Department of Meteorology. ### 8.3.2 Communications Sub-Sector - Prior to liberalisation in 1994, the major player in telecommunications and postal services provision was the Posts and Telecommunications Corporation (PTC). - The enactment in 1994 of the Telecommunications Act and the Postal Services Act resulted in the establishment of ZAMTEL and ZAMPOST respectively. - The 1994 Telecommunications Act established the Communications Authority of Zambia as a regulator and allowed for competition, resulting in increased private sector participation. - In 2005 a national information and communications technology policy was put in place whose thrust was to integrate ICT for sustainable national development and poverty reduction. The FNDP period shall strive to operationalise the new ICT policy. - The Independent Broadcasting Act of 2002 affected the entertainment sub-sector, particularly radio and television broadcasting. Multimedia activities are neither covered in the Telecommunications Act nor the Independent Broadcasting Act. The postal sub-sector is not regulated by the Communications Authority. - The Government shall institute legal reforms during the FNDP to address these and related issues that affect the ICT sub-sector in totality. The Ministry of Communications and Transport (MCT) has already started the reform process through the review of the Telecommunications Act of 1994. - The Communications Authority regulates the telecommunications sub-sector, but parts of the communications sub-sector remain unregulated. In view of rapid technological development and convergence, the Government shall deal with the regulatory framework at both the legal and institutional levels. - The MCT has begun developing a ‘converged’ legal framework to address telecommunications and broadcasting convergence and to address concerns of the broadcasting sub-sector, especially with respect to the implementation of the Independent Broadcasting Act. The Government has approved the creation of the Department of Communications to handle ICT issues at policy level. Key focus areas for implementation during the FNDP: - a) Telecommunications infrastructure - Develop telecommunications infrastructure backbone at two levels: - i) regional and international connectivity to make Zambia a hub for telecommunications, spurring other development activities, especially related to Foreign Direct Investment; and - ii) a national backbone to ensure connectivity of all provincial capitals through high capacity fibre, microwave, and other such technologies. - A secondary network to all districts in each province will complement the backbone (primary network). The implementation of the national backbone will be private sector led. - Implement ‘last mile’ connections from district centres to cover rural areas, targeting health centres, schools, and other community level strategic settlements. - b) ICT services field - The private sector shall be facilitated to provide a number of primary services either individually or through smart Public-Private-Partnership (PPP) arrangements. Areas include: - i) Telephony services: The private sector shall be encouraged to invest in telephony services such as GSM and fixed mobile; - ii) Radio and television services: ZNBC and other public and private sector institutions shall be able to invest in radio and television coverage of the entire nation; - iii) Internet services: The private sector is currently the dominant player in this market. Further expansion of internet, e-mail and other data services are expected to ‘ride’ on the telecommunications network; and - iv) Multimedia and other content services: Information technology is about data, voice and video (multimedia). The increase in uptake of these services is expected to facilitate further growth in the IT sub-sector through products and services. ### 8.4 Vision and Goal - Vision: A developed and well maintained meteorology and Information and Communications Technology infrastructure and services for sustainable national development by 2030. - Goal: To attain developed meteorological and information and communications technology systems in order to enhance the contribution of the two sub-sectors to sustainable national economic growth and improved quality of life. ### 8.5 Programmes, Objectives and Strategies Sector: Communications and Meteorology 1) Policy, Legal and Institutional Reforms - Objective: To develop and monitor the implementation of appropriate policies, legal and institutional frameworks to foster the development of sustainable meteorology and information and communications sub-sectors. - Strategies: - a) Review, strengthen and implement monitoring mechanisms; - b) Strengthen rules and regulations for meteorology and information and communications sub-sectors; - c) Develop and implement policy, legal and institutional frameworks for the sector. 2) Infrastructure Development - Objective: To promote public and private sector participation in the construction, installation and maintenance of infrastructure and provision of services in the meteorological, information and communications sub-sectors in order to stimulate economic growth in rural and urban areas. - Strategies: - a) Provide incentives for private sector participation; - b) Encourage open tenders in the construction, installation and maintenance of infrastructure and provision of services; - c) Build capacity in local contractors and consultants; - d) Build capacity of inspectorate sections in the sector; - e) Concession motor vehicle examination and testing functions to the private sector; - f) Develop and implement meteorological station rehabilitation, maintenance and expansion; - g) Install provincial and district fibre optic cables and connect to the African undersea fibre optic cable; - h) Build rural community multi-purpose tele-centres. 3) E-Government and ICT Application - Objective: To establish and maintain an integrated and effective information and communications technology system for effective decision-making and dissemination of information. - Strategies: - a) Undertake feasibility study to determine information, software and hardware needs for all sectors of the economy; - b) Install Wide Area Network at central and local government levels; - c) Install electronic collaboration and communication system for the Government; - d) Develop ICT skills in government; - e) Conduct E-Government readiness assessment; - f) Develop sector/Ministry ICT Policies; - g) Develop Websites and Intranet for government ministries and agencies; - h) Improve and upgrade communications infrastructure; - i) Improve connectivity. 4) Human Resource Development - Objective: To effectively develop human resources for efficient delivery of services in the sector. - Strategies: - a) Conduct training needs assessments for the Meteorology and ICT sub-sectors; - b) Develop and upgrade local meteorology training programmes; - c) Install and operationalise Performance Management Systems; - d) Establish provincial ICT centres of excellence; - e) Facilitate teachers training in ICTs at all teacher training colleges; - f) Develop ICT curriculum and certification programmes in all learning institutions; - g) Operationalise the Communications Department. 5) Meteorological Information and Services Development - Objective: To ensure safety and an environmentally friendly meteorology and information and communication technology system through education, engineering, and enforcement. - Strategies: - a) Institute engineering safety within present and future arrangements in the sector; - b) Improve the reporting and analysis of data in the sector; - c) Ensure the protection of lives through appropriate safety measures; - d) Institute effective law enforcement mechanisms; - e) Develop databases and Geographical Information Systems (GIS) to support land, water resource management and environmental monitoring. 6) ICT Enterprise Development - Objective: To promote a stable, fair and competitive investment climate that facilitates the development of Zambia as the hub for meteorology, information and communications technology in the region. - Strategies: - a) Domesticate, harmonise and develop electronic commerce laws; - b) Develop awareness programmes on the benefits of E-Commerce among the general public; - c) Establish an ICT Enterprise Development Revolving Fund; - d) Promote access of youths, women and the disabled to ICT. *Source: _cr07276 - 8.3 Policies and Key Reforms* ### 8.6 Implementation, Monitoring and Evaluation Framework ### 8.6 Implementation, Monitoring and Evaluation Framework ### Sector responsibilities and institutional roles - The MCT shall be responsible for overall policy formulation and monitoring of ICT. - Key players include: - Ministry of Information and Broadcasting Services: responsible for regulating media and contents. - Ministry of Science, Technology and Vocational Training: in charge of policy formulation in the field of science and technology in general. - Communications Authority: responsible for regulating the communications sub-sector (mandate does not cover postal services and multimedia services under the current law). - Government roles: facilitation and implementation; coordination and control; planning and policy making; regulation and monitoring; development promotion; quality assurance and safety; enforcement and revenue collection. ### Role of the private sector - The private sector shall be facilitated to play a more critical role in the development of the ICT sector. - Main responsibilities of the private sector: - a) To make appropriate investments in the ICT sub-sector so as to stimulate economic growth; - b) To upgrade skills continuously in the work force by regularly providing training and advanced ICT-related education; - c) To satisfy customer needs by providing quality products and services; - d) To develop and promote socially and environmentally friendly services; - e) To ensure that standards of the highest integrity are set by representative industry bodies upon entry into the sector by both foreign and local investors; and - f) To ensure compliance with Government regulatory requirements. - Government commitment: provide an enabling environment to promote growth and the development and profitability of the ICT sub-sector. ### Monitoring system, MIS, and reporting - Monitoring system basis: a logical framework providing the basis for future planning, implementation, monitoring and evaluation of programmes and activities. - Performance indicators: set out for each programme component for measurement of progress and success. - Responsible sector advisory group (SAG) shall establish an adequate monitoring and information system to generate relevant performance indicators. - Monitoring system components: - Annual work plans; - Progress reports; - Specific monitoring forms designed to collect information on activity indicators of the programmes. - Work plans: - Indicate activities to be undertaken to achieve targets. - Developed at major implementation points: districts, provinces, national level, and other major units involved in infrastructure development. - Generated through active participation of all stakeholders; prepared towards the end of the year; serve as an implementation guide. - Specify time schedule of activities to meet set implementation schedules. - SAG and SAG members: - SAG members at different implementation units responsible for development of annual work plans. - SAG will aggregate annual work plans from various sector members. - Plans include all monitoring and evaluation activities to be undertaken by the sector and outline outputs/inputs on activities and targets to be achieved. - Once developed, plans will be sent to the responsible institutions. - Management Information System (MIS) requirements for implementation units: - Keep a minimum set of data and information as part of the MIS. - Provide SAG with information on performance relative to achievement of targets. - Assist in making informed and timely decisions affecting smooth implementation of programmes. - Progress reports: - Provide feedback to supervisors on progress based on comparison of output/input activity targets with actual achievements. - Highlight problems requiring management attention. - Prompt submission of progress reports is emphasized for timely decision-making. ### Impact monitoring and evaluation - Impact monitoring sources: - Baseline surveys; - Follow-up surveys (such as annual performance analyses, mid-term reviews, and final sector performance analysis). - Purpose: enable stakeholders to determine if the Plan is going in the right direction. - Full evaluation: to be undertaken in the last year of the implementation of the FNDP. ### Key programme and costing figures (K' Billions) — Communication – Meteorology (selected) - Programme 1 Policy, Institutional and Legal Reforms: - 2006 GRZ 0.3 Donors 0 Total 0.3 - 2007 GRZ 0.30 Donors 0 Total 0.30 - 2008 GRZ 0.00 Donors 0 Total 0.00 - 2009 GRZ 0.40 Donors 0 Total 0.40 - 2010 GRZ 0.00 Donors 0 Total 0.00 - Grand Total 1.00 GRZ 1.00 Donor 0.00 - Programme 2 Delivery of Meteorological Information & Services: - 2006 GRZ 2.2 Donors 0 Total 2.2 - 2007 GRZ 2.20 Donors 0 Total 2.20 - 2008 GRZ 3.00 Donors 0 Total 3.00 - 2009 GRZ 3.20 Donors 0 Total 3.20 - 2010 GRZ 3.00 Donors 0 Total 3.00 - Grand Total 13.60 GRZ 13.60 Donor 0.00 - Programme 3 Development of Meteorological Infrastructure: - 2006 GRZ 1.3 Donors 0 Total 1.3 - 2007 GRZ 1.30 Donors 0 Total 1.30 - 2008 GRZ 2.40 Donors 0 Total 2.40 - 2009 GRZ 7.00 Donors 0 Total 7.00 - 2010 GRZ 2.30 Donors 0 Total 2.30 - Grand Total 14.30 GRZ 14.30 Donor 0.00 - Meteorology Sub-total by year: - 2006 Total 3.80 GRZ 3.80 Donors 0.00 - 2007 Total 3.80 GRZ 3.80 Donors 0.00 - 2008 Total 5.40 GRZ 5.40 Donors 0.00 - 2009 Total 10.60 GRZ 10.60 Donors 0.00 - 2010 Total 5.30 GRZ 5.30 Donors 0.00 - Grand Total 28.90 GRZ 28.90 Donors 0.00 - Non-Core Programme 1 Administration, Management & Human Resources (Meteorology): - 2006 GRZ 0 Donors 0 Total 0 - 2007 GRZ 1.20 Donors 0 Total 1.20 - 2008 GRZ 1.60 Donors 0 Total 1.60 - 2009 GRZ 2.40 Donors 0 Total 2.40 - 2010 GRZ 2.40 Donors 0 Total 2.40 - Grand Total 7.60 GRZ 7.60 Donors 0.00 - Meteorology Grand Total by year: - 2006 Total 3.80 GRZ 3.80 Donors 0.00 - 2007 Total 5.00 GRZ 5.00 Donors 0.00 - 2008 Total 7.00 GRZ 7.00 Donors 0.00 - 2009 Total 13.00 GRZ 13.00 Donors 0.00 - 2010 Total 7.70 GRZ 7.70 Donors 0.00 - Grand Total 36.50 GRZ 36.50 Donors 0.00 ### Key programme and costing figures (K' Billions) — Communication – Summary and ICT (selected) - Communication – Summary sub-total by year: - 2006 Sub-total 3.8 GRZ 3.8 Donors 0 - 2007 Sub-total 8.8 GRZ 8.8 Donors 0 - 2008 Sub-total 16.3 GRZ 16.3 Donors 0 - 2009 Sub-total 18.9 GRZ 18.9 Donors 0 - 2010 Sub-total 13 GRZ 13 Donors 0 - Grand Total 60.8 GRZ 60.8 Donors 0 - Communication – Summary core priorities (selected, totals in K' Billions): - Telecommunications Infrastructure (Fibre Optic Installation) Grand Total 13.5 GRZ 13.5 Donors 0 - ICTs in Government (E-Government) Grand Total 4 GRZ 4 Donors 0 - Human Resource Development Grand Total 11 GRZ 11 Donors 0 - ICT Enterprise Development Grand Total 2 GRZ 2 Donors 0 - ICT Applications Grand Total 1.4 GRZ 1.4 Donors 0 - Policy, Institutional and Legal Reforms Grand Total 1 GRZ 1 Donors 0 - Delivery of Meteorological Information & Services Grand Total 13.6 GRZ 13.6 Donors 0 - Development of Meteorological Infrastructure Grand Total 14.3 GRZ 14.3 Donors 0 - Communication – Summary Grand Totals: - 2006 Total 3.8 GRZ 3.8 Donors 0 - 2007 Total 10 GRZ 10 Donors 0 - 2008 Total 17.9 GRZ 17.9 Donors 0 - 2009 Total 21.3 GRZ 21.3 Donors 0 - 2010 Total 15.4 GRZ 15.4 Donors 0 - Grand Total 68.4 GRZ 68.4 Donors 0 - Communication – ICT (selected totals K' Billions): - 2006 Total 0 GRZ 0 Donors 0 - 2007 Total 5 GRZ 5 Donors 0 - 2008 Total 10.9 GRZ 10.9 Donors 0 - 2009 Total 8.3 GRZ 8.3 Donors 0 - 2010 Total 7.7 GRZ 7.7 Donors 0 - Grand Total 31.9 GRZ 31.9 Donors 0 ### Broader infrastructure context (excerpt) - Infrastructure covers among others: - a) Transport infrastructure: roads, railways, bridges, airports and aerodromes and inland waterways; - b) Building infrastructure: office and residential accommodation, schools, health centres, sports complexes, museums, heritage sites, courts and prisons; - c) Dams used for agriculture related economic activities. - Transport sub-sector historical focus: develop transport infrastructure to link all provincial and district centres and inaccessible areas; open alternative railway routes and other modes of transport to the sea, including: - a) Chipata/Mchinji Railway, with possibilities of linking with the Zambia Railways or the Tanzania-Zambia Railway Authority system; - b) Tazara/Mpulungu link; - c) Kafue/Zawi in Zimbabwe, to provide the country’s shortest railway link to the sea through the Port of Beira; - d) Railway links with Angola, Botswana and Namibia; and - e) Lusaka/Luangwa Bridge/Zumbo to link with the Mozambique Railway system. - Challenges facing the infrastructure sector: - excessive transport costs; - high cost of building materials; - expensive construction equipment; - limited local contracting and consulting capacity; - unfavourable competition between local and foreign contractors. - Building infrastructure note: Government had 20,000 housing units in the districts throughout the country before 1996; pool houses were sold to sitting tenants leaving only three VIP houses in provincial and district centres and one VIP house in outlying districts for District Commissioners. - Government obligation: provide affordable office and housing units to its employees; current high rental/housing allowances constrain programme implementation in districts where it has no offices and houses. - Development imperative: no economic development in Zambia without improvement of infrastructure in the outlying areas; need for Government to construct roads, office blocks and houses in most districts. *Fifth National Development Plan 2006 – 2010 — 8.6 Implementation, Monitoring and Evaluation Framework* ### 9.2 Review of Past Performance ### _cr07276 - 9.2 Review of Past Performance ### Overview and construction sub-sector performance - Government focus since 2000 targeted public infrastructure programmes (airports, dams, border infrastructure, canals, trunk, main, district, urban feeder and access roads to agricultural, manufacturing, mining and tourist areas). - Construction sub-sector growth: - grew from 11.5 percent in 2001 to 21.6 percent in 2003; - declined in 2004 to 14.6 percent; - increased to 19.9 percent in 2005. - Positive developments attributed to continued expansion in Government road maintenance and construction activities, development of prime new commercial real estate (the Arcades in Lusaka) and the Presidential Housing Initiative (PHI). - Intended wider impacts: stimulate productive sectors, improve and integrate rural communities, offer self-employment and income generating opportunities (road construction jobs and wider markets), create wealth. - Contribution of transport and construction to GDP at constant 1994 prices, 1999-2005 (K Billion): - 1999: Rail transport 10.0; Road transport 75.4; Air transport 26.2; Construction 116.0; TOTAL 227.6 - 2000: Rail transport 10.0; Road transport 76.8; Air transport 27.8; Construction 123.6; TOTAL 238.2 - 2001: Rail transport 11.1; Road transport 77.3; Air transport 30.8; Construction 137.8; TOTAL 257.0 - 2002: Rail transport 11.8; Road transport 78.3; Air transport 28.2; Construction 161.8; TOTAL 280.0 - 2003: Rail transport 10.8; Road transport 81.9; Air transport 29.3; Construction 196.8; TOTAL 318.8 - 2004: Rail transport 10.7; Road transport 85.3; Air transport 34.6; Construction 237.1; TOTAL 367.7 - 2005: Rail transport 10.0; Road transport 89.2; Air transport 42.0; Construction 284.3; TOTAL 425.5 - Percent contribution to GDP 1999-2005: 9.4; 9.5; 9.8; 10.3; 11.2; 12.2; 13.5 - Source: Central Statistical Office ### 9.2.1 Transport Systems #### 9.2.1.1 Road Transport - First Phase of the Road Sector Investment Programme (1997 to 2002) goals under PRSP/TNDP: - Expand, rehabilitate and invest to bring a core road network of 33,500 km up to maintainable condition; - Rehabilitate paved and unpaved roads and bring road conditions to at least 50 percent good, and 10 percent poor for all types of roads; - Maintain paved and unpaved roads, including feeder roads; - Replace pontoons with bridges, and rehabilitate and construct bridges, including footbridges; - Promote intermediate means of transport; - Build institutional and managerial capacity in the management of roads; - Create 30,000 new jobs in road maintenance. - Disbursements for roads 2000-2005 (US $ million) by funding source and year: - 2000: Road Fund 8.16; GRZ Direct Funding 25.54; Donor Funding 23.09; WB-IDA Credit 23.37; Total 80.16; Annual Work Plan 120.70; Percent achievement 66 - 2001: Road Fund 12.68; GRZ Direct Funding 32.01; Donor Funding 25.45; WB-IDA Credit 10.87; Total 81.01; Annual Work Plan 168.78; Percent achievement 48 - 2002: Road Fund 9.75; GRZ Direct Funding 22.82; Donor Funding 24.04; WB-IDA Credit 4.35; Total 60.96; Annual Work Plan 188.62; Percent achievement 32 - 2003: Road Fund 10.37; GRZ Direct Funding 9.37; Donor Funding 46.10; WB-IDA Credit 5.50; Total 71.34; Annual Work Plan 211.52; Percent achievement 33 - 2004: Road Fund 16.21; GRZ Direct Funding 25.00; Donor Funding 18.45; WB-IDA Credit 11.61; Total 71.27; Annual Work Plan 196.90; Percent achievement 36 - 2005*: Road Fund 24.52; GRZ Direct Funding 25.11; Donor Funding 18.91; WB-IDA Credit 5.27; Total 73.81; Annual Work Plan 198.58; Percent achievement 37 - Observation: overall funding for road projects compared to planned work is less than 50 percent, implying significant carry over; high external resource component in disbursements over 2000 to 2005. - Fuel levy collections and remittances, 2000-2005: - 2000: Collections K’ billion 35.6; Remittances K’ billion 22.6; Unremitted K’ billion 12.9; Unremitted percent 36.2 - 2001: Collections K’ billion 55.4; Remittances K’ billion 33.7; Unremitted K’ billion 21.7; Unremitted percent 39.2 - 2002: Collections K’ billion 90.3; Remittances K’ billion 45.7; Unremitted K’ billion 44.5; Unremitted percent 49.3 - 2003: Collections K’ billion 96.1; Remittances K’ billion 42.9; Unremitted K’ billion 55.3; Unremitted percent 56.3 - 2004: Collections K’ billion 121.5; Remittances K’ billion 121.5; Unremitted K’ billion 0; Unremitted percent 0 - 2005: Collections K’ billion 173.5; Remittances K’ billion 163.4; Unremitted K’ billion 10.1; Unremitted percent 0.06 - Source: Annual Report 2005, National Roads Board - Road condition (end-2004): - Percentage of trunk, main, and district paved roads in good condition: 56 to 57 percent; - Percentage of paved roads in fair condition reduced from 27 to 22 percent; - Paved roads in poor condition increased from 17 to 21 percent. - Reasons for deterioration: inadequate periodic maintenance, erratic funding from Government, inadequate capacity of local authorities to execute rehabilitation works. - Rehabilitation performance: urban, trunk, main, and district roads exceeded target in 2004; rehabilitation of feeder roads was far short of target. #### 9.2.1.2 Rail Infrastructure - PRSP/TNDP focus in railway sub-sector: - Ensure rehabilitation and preservation of investment and continuous improvement of railway infrastructure; - Improve railway efficiency through concessioning to the private sector; - Make arrangements for new railway connections to areas that will come into new economic production, especially large-scale mining; - Promote complementarity between roads and rail transport networks (Chipata/Mchinji, Chipata/Kasama/Mpulungu, Chingola/Solwezi/Lumwana, Benguela/Mulobezi/Namibia and Kafue/Zawi (lion’s den)/Beira) to realise the hub concept; - Evaluate and implement extension of railway network (Chipata/Mchinji link and Kasama/Mpulungu link); - Provide capacity building in Government to develop supportive regulatory and investor-friendly legislation, and monitor compliance. - Performance: - Zambia Railways: cargo carried increased; number of passengers declined. Increase in cargo due to improved performance after restructuring and increased mining sector activity. - TAZARA: decline in both freight and passengers due to operational constraints such as shortage of motive power and rolling stock. - Passenger decline for both Zambia Railways and TAZARA partially due to patronage shift to road transport because of superior road passenger service quality. - Government concessioned Zambia Railways Limited to Rail Systems of Zambia in December 2002; privatisation of TAZARA under study. #### 9.2.1.3 Air Transport and Navigation - Air transport important to promote tourism; convenient for international tourists. - Since liquidation of Zambia Airways in 1994, industry predominantly private; no designated national or flag carrier. Foreign airlines fill regional and international routes. - 2003: Government commissioned study to determine mode of establishing a private sector driven flag carrier; recommendations to be assessed and implemented during plan period. - Airport works undertaken: - Livingstone Airport rehabilitated and upgraded (terminal building and ground handling facilities); - Lusaka International Airport airfield lighting system rehabilitated; - Rehabilitation at Kitwe South Downs and Chipata Airports; emergency repairs at Mongu and Solwezi airports; - New air navigation equipment installed at Ndola, Lusaka, Mfuwe and Mongu; - Communications equipment upgraded at Ndola, Mongu and Lusaka airports. - Aircraft movements (domestic and international), 2001-2004 at four international airports: - 2001: Lusaka 7,825; Ndola 2,934; Livingstone 1,617; Mfuwe 1,429; Total 13,705 - 2002: Lusaka 9,272; Ndola 2,172; Livingstone 2,890; Mfuwe 1,310; Total 17,646 - 2003: Lusaka 10,241; Ndola 2,706; Livingstone 2,382; Mfuwe 931; Total 16,260 - 2004: Lusaka 9,507; Ndola 2,834; Livingstone 3,076; Mfuwe 2,048; Total 17,466 - Source: Economic Report 2004, Ministry of Finance and National Planning #### 9.2.1.4 Waterways Transport - Zambia has an estimated network of 2,433 km of canals and waterways located in Lake Tanganyika, Lake Kariba, Lake Bangweulu, Lake Mweru, Upper and Lower Zambezi, Kafue River, Luapula River and Bangweulu, Mweru and Lukanga Swamps. - Water transport advantages: cheapest mode due to low infrastructure development and maintenance costs. - Constraints preventing full development: - lack of equipment to dredge canals and waterways; - lack of handling equipment at harbours; - lack of technical expertise to manage the sub-sector. - Plan: sub-sector will be reformed during the Plan period. #### 9.2.1.5 Urban Transport - Urban areas: high economic and social activities, population growth, urban sprawl, high demand for transport services. - Lusaka characteristics: - Vehicle congestion severe in certain parts of CBD and major roads leading into CBD; - Inadequate facilities for pedestrians; - Very limited long-term parking spaces, leading to parking on roadways and affecting traffic flow; - Lack of by-passes for through traffic to avoid congested CBD roads; - Road network dominant in urban areas; a rail network exists in Lusaka used for a light rail passenger service; inter-mine town rail network on the Copperbelt could be used for light transit rail. - Urban transport infrastructure not a priority in PRSP/TNDP; most of the 5,500 km of urban roads have defects (potholes, patches, cracks, edge failures, loss of gravel). - Lusaka commuter railway network (Njanji Commuter Service) disused since closure. #### 9.2.1.6 Corridor Development - Transport costs impact trade efficiency; UNCTAD studies: - 11.5 percent of total value of imports is transport related in Africa compared to 6.7 percent for North America and 7.2 percent in Asia; - Transport costs in Southern African countries are at 12.7 percent (above Africa average); - On exports, many Southern African countries spend 20 percent of earnings on transport related costs; Zambia spends 17.1 percent. - For landlocked Zambia, corridor-centred transport infrastructure development is critical; commitment to regional approach under RECs (SADC, COMESA, NEPAD). - Main corridors (described with distances and modes exactly as given): - Beira Corridor: road total length 1,580 km; rail distance 2,557 km; - Nacala Corridor: road from Lusaka 1,774 km; road/rail combination 604 km road and 1140 km rail; - Durban Corridor: road via Beit Bridge to DRC 2,611 km; road to Lusaka via Plumtree 2,524 km; rail route via Plumtree to DRC 2,510 km; road/rail combination 304 km road and 2,227 km rail; - Dar-es-Salaam Corridor: road distance 2,491 km; road/rail combination 304 km road and 2,176 km rail; - Walvis Bay Corridor: road/water combination 3,151 km road and 65 km water; - Mpulungu (Great Lakes) Corridor: distance Lusaka to Kigali by road 1,390 km and 650 km by water; - Mtwara and Lobito: regional roads of importance under Zambia jurisdiction include Livingstone-Ndola, Lusaka-Chipata, Lusaka-Chirundu, Kapiri Mposhi-Nakonde and Sesheke-Livingstone; entire railway network part of regional connectivity. ### 9.2.2 Building and Construction - Prior to policy to sell houses to sitting tenants, central and local governments involved in residential house construction. - Institutions engaged in house construction: Zambia National Building Society, National Housing Authority, ZIMCO Properties, Indeco Estates, private developers, individuals, Presidential Housing Initiative. - ZIMCO Properties and Indeco Estates transferred to Ministry of Local Government and Housing as part of policy rationalization. - Funding for housing projects: uncoordinated with several Government institutions involved (Ministry of Works and Supply; Ministry of Local Government and Housing; Ministry of Defence; Ministry of Education; National Housing Authority; Zambia National Building Society), resulting in uncoordinated work and parallel funding. - Sub-sector projects during 2001 to 2005 included construction of markets, bus stations, office buildings, bridges and dams. ### 9.3 Policies and Key Reforms - Construction Industry Policy adopted in 1995; National Council for Construction (NCC) constituted through NCC Act of 2003. NCC registers and regulates all contractors and consultants and enforces construction standards. - Transport Policy of 2002 instituted the Road Development Agency (RDA) under the Ministry of Works and Supply through the Public Roads Act No. 12 of 2002; RDA manages all roads in Zambia and develops integrated road sub-sector programmes. - National Road Fund Agency (NRFA) manages and administers the Road Fund under the National Roads Fund Act No. 13 of 2002; NRFA mobilises funds from various sources into a single basket for use in the roads sub-sector. - Roads Transport and Safety Agency (RATSA) responsible for road traffic and safety management as provided for in Act No. 11 of 2002. - Ministry of Works and Supply to review and develop policy and legal framework to promote public-private partnerships in construction and maintenance of public infrastructure; establish and maintain a comprehensive Information Management System for sector operations; FNDP implementation to incorporate provincial and district concerns in line with 2002 Decentralisation Policy. Challenges to be addressed during FNDP (as listed, with exact wording where numeric or specific): - a) Poor State of Infrastructure: Government buildings and transport infrastructure poor due to many years of maintenance neglect and failure to meet set targets. FNDP shall pay particular attention to infrastructure development and rehabilitation. - b) Poor Funding for Infrastructure: Funding for maintenance and rehabilitation erratic, inadequate and uncoordinated causing project delays, non-execution and duplication. Sufficient resources shall be earmarked for maintenance and rehabilitation. Public-private partnerships shall be explored and fully exploited. Role of cooperating partners shall be effectively coordinated and harmonised with FNDP priorities. - c) Slow Pace of Sector Restructuring: Reforms, especially in civil aviation and water transport, progressing at a slow pace; Government shall accelerate restructuring of civil aviation and water transport sub-sectors. - d) Low Private Sector Participation: Private sector participation low or non-existent in road infrastructure development and operation. Government shall explore avenues to open opportunities for fuller private sector involvement, particularly in road, air and water infrastructure. - e) Lack of Capacity to Undertake Works: Local companies lack equipment and finances to undertake major infrastructure programmes. Government policy to build local contractors' capacity (contract packaging, preference to local contractors) has progressed slowly; Government shall review experience and further empower indigenous companies. - f) HIV and AIDS Mainstreaming: HIV and AIDS pandemic affects transport sub-sector due to personnel assignments outside stations for long periods; Government shall enhance efforts addressing HIV and AIDS challenges in the sub-sector. - g) Gender Mainstreaming: Women (especially rural) undertake domestic chores limiting time for other economic activities; participation of women in road rehabilitation marginal. Special needs of women in infrastructure development shall be explored and mainstreamed. - h) Vandalism: Vandalism widespread; railway tracks, airport infrastructure, bridges and road signs targeted. Government shall enhance community awareness and law enforcement collaboration to address vandalism. - i) Lack of Clear Policy in Housing Construction: Institutional arrangements fragmented with lack of clearly defined roles and accountability across ministries, parastatals, private developers and individuals. Government shall address housing policy challenges, define roles, review the 1996 housing policy in line with current challenges, and develop an implementation plan to operationalise the revised housing policy. *Fifth National Development Plan 2006 – 2010: 9.2 Review of Past Performance* ### 9.4 Vision and Goal ### 9.4 Vision and Goal ### Vision and Goal - Vision: Developed and well maintained quality socio-economic infrastructure for sustainable national development by 2030. - Goal: To enhance delivery of public infrastructure and achieve increased adherence to set standards and regulations on construction and maintenance in order to contribute effectively to national development. ### Programmes, Objectives and Strategies (Sector: Infrastructure) - The matrix presents the FNDP programmes and their respective objectives and strategies for the infrastructure sector. - No. 1 — Development and Implementation of Public Private Partnership Policy - Objective: To develop and implement an appropriate policy framework in order to facilitate effective private sector participation in the construction and maintenance of public infrastructure - Strategies: - a) Develop and implement mechanisms for development and review of policies and legislation; - b) Develop and implement mechanisms for monitoring the implementation of Public Private Partnerships (PPPs); - c) Develop and implement private sector financing under build operate and transfer (BOT). - No. 2 — Public Infrastructure Management - Objective: To effectively manage public infrastructure in order to ensure accountability, serviceability and prolonged life span - Strategies: - a) Ascertain the current state of public infrastructure; - b) Develop and implement mechanisms for maintenance of public infrastructure; - c) Develop and implement mechanisms for rehabilitation of public infrastructure; - d) Devise mechanisms to protect public infrastructure. - No. 3 — Infrastructure Development (Buildings) - Objective: To provide and maintain sports complexes, museums and heritage sites, and office and residential accommodation in order to facilitate operations of Government and other stakeholders - Strategies: - a) Facilitate the construction of sports complexes, museums, heritage sites, and new office and residential buildings; - b) Develop and implement a system for allocating office and residential accommodation to government institutions and employees; - c) Develop and implement a comprehensive maintenance programme for residential and office accommodation; - d) Develop border facilities. - No. 4 — Road Infrastructure Development - Objective: To facilitate the construction of road infrastructure, set standards and contribute to national development - Strategies: - a) Develop a plan for the development of road infrastructure; - b) Provide technical information and specifications to contractors and consultants; - c) Effectively collaborate with professional bodies on the development and enforcement of quality standards; - d) Provide technical advice on public works to government institutions and the construction industry; - e) Strengthen the mechanism for registration of contractors and consultants; - f) Develop training programmes for small-scale contractors and technicians. - g) - No. 5 — Airport Infrastructure Development - Objective: To facilitate the construction of airport infrastructure, set standards and contribute to national development - Strategies: - a) Develop a plan for development of airport infrastructure; - b) Provide technical information and specifications to contractors and consultants; - c) Effectively collaborate with professional bodies on the development and enforcement of quality standards; - d) Provide technical advice on public works to government institutions and the construction industry; - e) Strengthen the mechanism for registration of contractors and consultants; - f) Develop training programmes for small-scale contractors and technicians - No. 6 — Rail Infrastructure Development - Objective: To facilitate the construction of rail infrastructure, set standards and contribute to national development - Strategies: - a) Develop a plan for development of railway infrastructure; - b) Provide technical information and specifications to contractors and consultants; - c) Effectively collaborate with professional bodies on the development and enforcement of quality standards; - d) Provide technical advice on public works to government institutions and the construction industry; - e) Strengthen the mechanism for registration of contractors and consultants; - f) Develop training programmes for small-scale contractors and technicians. - No. 7 — Water Transport Infrastructure Development - Objective: To facilitate the construction of water infrastructure, set standards and contribute to national development - Strategies: - a) Develop a plan for development of water transport infrastructure; - b) Provide technical information and specifications to contractors and consultants; - c) Effectively collaborate with professional bodies on the development and enforcement of quality standards; - d) Provide technical advice on public works to government institutions and the construction industry; - e) Strengthen the procedures for registration of contractors and consultants; - f) Develop training programmes for small-scale contractors and technicians. - No. 8 — Infrastructure Planning and Monitoring - Objective: To coordinate infrastructure planning and the monitoring of programmes and projects in order to ensure their effective implementation - Strategies: - a) Develop a five-year infrastructure master plan by 2010; - b) Develop a monitoring and evaluation instrument; - c) Conduct management meetings; - d) Undertake progress review meetings quarterly. - No. 9 — Information Management System - Objective: To establish and maintain a comprehensive Information Management System (IMS) on the operations of the infrastructure sector in order to enhance decision-making and information provision to end users - Strategies: - a) Establish, operationalise and maintain comprehensive information management systems; - b) Develop and implement a system linking stakeholder departments, provinces and institutions through Wide Area Network (WAN); - c) Develop and implement a network system linking stakeholder ministries and institutions through WAN; - d) Establish and operationalise a database on public infrastructure. *Fifth National Development Plan 2006 – 2010* ### 9.6 Implementation, Monitoring and Evaluation Framework ### 9.6 Implementation, Monitoring and Evaluation Framework ### Implementation mechanisms - Annual work plans will facilitate effective implementation and execution of service delivery. - Annual work plans will: - detail the actual activities to be carried out in a particular year with their specific timeframes; - provide estimates of the quantity and type of resources required. - Activities and associated resource requirements in the annual work plans will be costed for each particular year and incorporated into the annual budgeting system. - Performance reports on various aspects of the implementation process shall be prepared and discussed annually and will serve as input into the following round of annual budgets. - The SAG members at different implementation units will be responsible for development of annual work plans, supervised by the Planning and Monitoring Department of the Ministry of Works and Supply. - The SAG will develop consolidated annual work plans by aggregating annual work plans from various sector members; the consolidated Plan will include all monitoring and evaluation activities to be undertaken by the sector. ### Monitoring system and Management Information System (MIS) - The monitoring system will consist of: - annual work plans; - progress reports; - specific monitoring forms designed to collect information on activity indicators of the programmes. - Work plans will indicate activities to be undertaken each year and their targets; developed at major implementation points such as districts, provinces, national level, and other major units involved in infrastructure development. - Implementation units will be required to keep a minimum set of data and information as part of the Management Information System (MIS). - The MIS will provide the Infrastructure SAG with information on performance in relation to implementation of targets and assist in making informed timely decisions affecting implementation of infrastructure sector programmes. ### Reporting cadence, content and use - Progress reports will: - provide feedback to supervisors on progress of implementation based on comparison of output/input activity targets with actual achievements; - highlight problems requiring management attention. - Institutions will be encouraged to submit progress reports timely. - Monthly reports: - used for internal management; - will highlight progress made in achieving expected outputs and inputs for activities in the Plan and the desired impact. - Quarterly reports: - four quarterly reports per year will be prepared by the Infrastructure SAG in liaison with implementing agencies to review activities implemented during the quarter and to analyse achievements and constraints. - Annual reports: - coordinated and compiled by the responsible institution; - will analyse the implementation process in relation to targets and review activities implemented, and achievements and constraints experienced. - Reviews and evaluation: - A mid-term review of the planned activities shall be undertaken in mid-2008. - The full evaluation will be undertaken in the last year of the implementation of the Plan. ### Budgeting linkages - Annual work plan activities and resource requirements will be costed for each year and incorporated into the annual budgeting system. - Performance reports will form the basis for the next course of action and serve as input into the following round of annual budgets. ### Selected sector-level budget figures and totals (as presented) - Infrastructure – Roads Transport (K billion) - Grand Total by year: 2006: 900.434; 2007: 898.698; 2008: 783.1; 2009: 944.2; 2010: 857.182 - Grand Total (2006–2010): Total: 4,383.601; GRZ: 2,440.019; Donor: 1,943.582 - Program-level examples: - Road Infrastructure Management: Grand Total 1,646.9 (GRZ 750.2; Donor 896.7) - Rural Feeder Roads Rehabilitation: Grand Total 481.4 (GRZ 481.4; Donor 0) - Road Infrastructure Rehabilitation (TMD): Grand Total 1,184.08 (GRZ 298.2; Donor 885.88) - Road Infrastructure Development: Grand Total 665.14 (GRZ 579.34; Donor 85.8) - Rural Accessibility and Mobility*: Grand Total 78.581 (GRZ 3.379; Donor 75.202) - Infrastructure – Air Transport (K' Billions) - Grand Total by year: 2006: 0.00; 2007: 14.40; 2008: 7.70; 2009: 8.30; 2010: 7.70 - Grand Total (2006–2010): 38.10 (GRZ 0.00; Donor 38.10) - Core FNDP Programs sub-total (2007–2010): 28.60 (GRZ 0.00; Donor 28.60) - Non Core FNDP Programs sub-total (2007–2010): 9.50 (GRZ 0.00; Donor 9.50) - Infrastructure – Rail (K billion) - Annual pattern: each year 2006–2010: GRZ 5.0; Private 261.0; Total 266.0 - Grand Total (2006–2010): Total 1,330.0; GRZ 25.0; Private 1,305.0 - Project examples and totals: - Construction Chipata/Mchinji Railway Line (27Km): Annual GRZ 5, Total across 5 years 25 - Chingola and Solwezi Rail Line Construction (170Km): Private contribution each year 30.0; Total private 150.0 - Construction Solwezi and Benguela Railway (431.2Km): Private each year 60.0; Total private 300.0 - Rehabilitation of TAZARA Railway Line (950Km): Private each year 28.0; Total private 140.0 - Infrastructure – Housing (K billion) - Grand Total (2006–2010): Total 175.899; GRZ 135.77; Donor 40.13 - Selected program totals: - Medium Cost Housing Development: Total 5.03 (GRZ 5.03; Donor -) - Settlement Upgrading: Total 33.37 (GRZ 3.74; Donor 29.63) - Housing Construction: Total 118.00 (GRZ 118.00; Donor -) - Infrastructure – Building (K' Billions) - Grand Total by year: 2006: 150.53; 2007: 185.16; 2008: 220.39; 2009: 238.33; 2010: 179.267 - Grand Total (2006–2010): Total 973.69; GRZ 854.91; Donor 118.78 - Core FNDP Programs sub-total (2006–2010): 709.79 (GRZ 591.01; Donor 118.78) - Non Core FNDP Programs sub-total (2006–2010): 263.9 (GRZ 263.9; Donor 0) - Program-level examples: - Public Buildings Infrastructure management: Grand Total 81 (GRZ 81; Donor 0) - Construction of National Stadium: Grand Total 233 (GRZ 233; Donor 0) - Urban Market development: Grand Total 123.891 (GRZ 5.111; Donor 118.78) *Italicized attributions and legal boilerplate from the source have been omitted in accordance with the implementation, monitoring and evaluation summary requirements.* *Source: 9.6 Implementation, Monitoring and Evaluation Framework — Fifth National Development Plan 2006 – 2010* ### 10.1 Introduction ### 10.1 Introduction ### Scope and institutional responsibility - Focuses on natural resources whose management responsibility falls directly under the portfolio of the Ministry of Tourism, Environment and Natural Resources (MTENR): wildlife, forestry, national heritage, and wetlands. - Links are made to other resources (land, water, fisheries, minerals and energy) whose mandates fall under other ministries but influence wildlife, forests, wetlands and the national natural heritage. ### Physical and climatic endowments - Total land surface area: 752,000 square. km. - Total suitable land for agriculture: about 58 percent of Zambia’s total land surface, and only 14 percent of this is utilized. - Geomorphic division: three broad regions — hilly areas, plateau areas and valley regions. - Average temperatures: between 20 and 24 degrees centigrade. - Annual rainfall: over 900 mm. - Climate seasons: warm-rainy season (November to April), cool-dry season (May to July), hot-dry season (August to October). - Ground and surface water resources: cover about 6 percent of the country. - Zambia contains about 35 percent of the Southern African region’s ground water resources. - Land under wetlands: 14 percent. ### Biological resources and forestry - Forest resources comprise about 60 percent of the country. - Estimated woody biomass: 1,755 to 3,652 million cubic metres. - Variety of ecosystems with over 3,000 different species occurring in three main biomes: forests, woodlands and grasslands. - Over 40 percent of the species comprise shrubs and plants, much of which is savannah under the Miombo woodland. - Endemic species: 211. - Species on the Red Data List and protected: 14. - Protected forests (reserves) set aside: 9.64 percent of land. - Plantation forestry: 60,000 ha of plantation forestry respectively on the Copperbelt and in other provinces. ### Wildlife, fisheries and national heritage - Bird species: about 733 (76 rare or endangered). - Reptile species: 150. - Mammal species: 224 (16 domesticated). - Under wildlife statutes, protected species of international significance: 25 species of mammals, 36 species of birds and 4 species of reptiles. - Wildlife protected areas occupy about 40 percent of the country’s land surface area. - Fish species: about 404 (204 endemic). - Identified national heritage sites: over 3,000, including Victoria Falls. ### Link to broader resource management - The chapter highlights interactions between MTENR-managed resources and land, water, fisheries, minerals and energy managed by other ministries. --- ### 10.2 Review of Past Performance ### Overarching trends and pressures - Rapid population increases combined with over-exploitation of resources have threatened the resource base and livelihoods. - Population density in some localities is extremely high due to urbanization and immigration, exerting pressure on land and resulting in deforestation, biodiversity loss, land degradation, and scarcity of agricultural land in some areas. - Outward migration from Central, Eastern and Southern provinces to Northern and North-Western provinces has occurred. ### Institutional and tenure challenges - Inadequate legislation and traditional tenure arrangements in ‘open areas’ administered by traditional rulers result in tenure regimes with no clearly defined property rights and open access to natural resources (dynamics of the ‘tragedy of the commons’). - Absence of a national land-use planning framework to specify allocation and reservation of land for various uses at national, provincial and district levels. - 1995 Lands Act aimed to provide access to and leasehold title in customary land areas; progress to date has been very limited. - Limited private sector investment in the natural resources sector historically; indigenous people and local entrepreneurs have not been widely involved. - Lack of systematic and comprehensive information management systems has made it difficult to establish credible trends in the status of Zambia’s natural resources. - Poor infrastructure and inadequate and obsolete equipment at district level and below; communication and transport facilities are poor. ### Sub-sector specific performance and challenges - a) Wildlife Management: - Recent data shows that in 2003 the Zambia Wildlife Authority earned about ZK 5.3 billion and ZK 10.4 billion in 2003, in safari hunting and tourism, Zambia Wild Life Authority (ZAWA) earned about, as opposed to ZK 344 million and ZK 3.1 billion in 2000, respectively. - Five major parks important for photographic tourism: South Luangwa, Lower Zambezi, Musi-o-Tunya, Kafue, and Kasanka. - Safari hunting industry performance sluggish due to poor administration and hunting bans resulting from irregularities in the safari hunting tendering system. - Reduced biomass (total numbers of animals) due to illegal hunting and out-migration of animals from Game Management Areas (GMAs) as a result of hunting pressure. - Potential: safari hunting industry could produce four times the present revenue values if well managed. - ZAWA promotes economic use of wildlife (supply of game meat and revenues) through quota and licensed hunting (district, national, special licenses) and programmes; benefits limited due to quota abuse and lack of monitoring. - b) Community participation in tourism: - Government (through MTENR) facilitating tourism development via community involvement, emphasizing community based tourism through the Tourism Development Credit Facility (TDCF). - Programme focuses on development of tourism products including conservation business (game ranching, parks, botanical gardens and hunting ventures); initiative is still in its infancy. - ZAWA management framework allocates 35 percent of revenues from safari hunting to communities for community development and resource protection in GMAs; lack of capacity to monitor community use of these funds. - Government produced a draft policy on private wildlife estates in 2005 to encourage private game ranching once enacted. - c) Maintenance of Biological Diversity: - Maintenance of biodiversity and the environment has been inadequate; wildlife depletion and deforestation identified as major environmental problems. - Main causes of deforestation: poor agricultural practices, uncontrolled bush fires, and indiscriminate cutting of trees for charcoal burning and building works. - Main causes of wildlife depletion: commercial and illegal hunting pressure and loss of habitats. - Of 19 national parks, Lavushi Manda, Isangano, Mweru-wa-Ntipa, Lusenga Plains, West Lunga, Lukusuzi and Nyika National Parks are under-stocked. - Of 34 Game Management Areas, over 50 percent are depleted of game. - d) Forest Resources Management: - Forests and forest industries contribute at least 3.7 percent to GDP; the largest contribution comes from the wood fuel sub-sector. - Charcoal production (mostly commercial) and firewood collection (mostly subsistence) account for 2.2 and 0.8 per cent, respectively. - Forest sub-sector provides energy for the agricultural and domestic needs of 90 percent of the Zambian population. - Overall productivity of the forest resource is sub-optimal; productivity per unit of financial or labour input is low at all stages of the marketing chain. - High transaction costs due to poor infrastructure (roads and telecommunications). - Annual deforestation estimated at 900,000 ha. - Charcoal burning significantly contributes to rapid deforestation. - Half of Zambia’s population lives in urban areas and the rate of urbanization is increasing. - Between 66 and 98 percent of urban households use charcoal for domestic energy needs. - Highest prevalence of charcoal consumption (98 percent) among urban low-cost households, which constitute 85 percent of the total number of urban households. - Opportunities from increased control of deforestation include improved availability of forest goods to the rural poor, increased sub-sector productivity and more cost-efficient use of natural resources. - e) High Urban Wood Fuel Energy Demand: - Average urban consumption of charcoal estimated at 3.9 kg./day or 1,040 kg./household/year. - In 2000, annual charcoal consumption in Lusaka estimated at 245,000 metric tonnes (MT), which translated to 15 million cubic metres (m3) of wood. - Estimated increase of 100,000 new urban households in Zambia over the Plan period implies continued high charcoal demand. - Suggested interventions: manage forest resource in collaboration with producers, improve efficiency of charcoal production and enhance producers’ bargaining power to yield direct economic benefits to the rural poor. - f) Imbalances in wood products exploitation: - Production volume increases from indigenous forests limited because large parts of the resource are too far from markets, well-stocked areas are heavily harvested and remote areas are often not economically exploitable. - Benefits may be achieved from more effective regulation and monitoring of timber extraction. - Traditional forest industries have performed inadequately, while non-wood forest industries show promising growth (example: honey and beeswax industry in North-Western province flourished during the early 2000s). - g) Conservation of National Heritage: - Over 3,000 national heritage sites identified, with Victoria Falls as a flagship world heritage site. - Problems affecting conservation and promotion of tourism: most sites lack management and tourism plans to guide heritage management, development and conservation. - Uncoordinated and substandard developments have been environmentally unfriendly, resulting in destruction of heritage sites due to development pressures. - h) Wetlands Resource Management: - Wetlands perform hydrological, ecological and socio-economic functions. - Paucity of data on the financial and economic value of wetlands due to difficulty in calculating market values for environmental goods and services and limited capacity in resource economics. - Greatest threat to wetlands: degradation caused by human-induced processes and exacerbated by climatic fluctuations (particularly drought). - Estimated that over 20 percent of the flood plains and swamps have been degraded as a result of dam development, siltation and human settlements. - At least 30 percent of dambos in Central, Eastern, Lusaka and Southern provinces are degraded through inappropriate agricultural practices, siltation, overgrazing and human settlements. - Over 40 percent of wetlands’ wildlife resources have been depleted through over-hunting and habitat loss. - Over 50 percent of wetland fisheries resources have been considerably over-exploited. *Fifth National Development Plan 2006 – 2010 — Chapter 10 (Introduction and Review of Past Performance)* ### 10.3 Policies and Key Reforms ### 10.3 Policies and Key Reforms ### Policy and institutional developments - Before 1985, Zambia had no coherent and comprehensive policy framework and an apex institution for the management and utilization of natural resources. - Post-1985 developments include: - Adoption of the National Conservation Strategy. - Enactment of the Environmental Protection and Pollution Control Act (EPPCA). - Establishment of the Environmental Council of Zambia (ECZ) and the Ministry of Environment and Natural Resources (MENR) in 1991 as apex institutions. - Development of major programmes: National Environmental Action Plan (NEAP, 1994); Environmental Support Programme (ESP); Zambia National Biodiversity and Action Plan (NBSAP); Zambia Forestry Action Plan (ZFAP); National Action Plan (NAP) for UNCCD implementation; Zambia Wetland Strategy and Action Plan. ### Key challenges to be addressed by the FNDP (preserved subsections a–j) - a) Natural resource management has been designated to sectoral institutions with specific mandates based on sectoral legislation and policy frameworks. These frameworks are generally inadequate and inconsistent. Some legislation is outdated, tends to alienate local communities and does not adequately incorporate international environmental conventions. The Government shall review and harmonise all sectoral natural resource policies and legislation. Focus shall be on the finalisation of the National Environmental Policy (NEP) since this is an important step in addressing inconsistencies. - b) There are more than 30 institutions and agencies (public, NGOs/CBOs, and private sector organizations) involved in environment and natural resource management. The existence of numerous institutions in itself makes coordination of activities difficult. The establishment of the Natural Resources Consultative Forum (NRCF) shall form the most important avenue in the Government’s effort to address some of the key challenges among all key stakeholders. - c) Address capacity deficiencies: scarcity of trained and appropriately experienced personnel for specialized functions such as policy development, implementation, analysis and harmonization of legal instruments; inadequate access to up-to-date natural resource data and information and lack of adequate policy. - d) The Government shall implement the National Environmental Policy once it is approved by Cabinet. To do this effectively, the Government shall facilitate the development of an implementation plan (IP) in the context of the decentralization policy. The Government shall also develop an Environmental Investment Strategic Plan (EISP) to ease the process of implementing the NEP. - e) Presently, the Forestry Department has no capacity to adequately manage forest estates in the country. The Government shall, during the FNDP, consider various options for improving the operations of the sector. - f) The Government shall continue to facilitate forestry development by encouraging involvement of local people and the private sector in forest businesses and ensure that many people access the Forest Development Credit Facility. The Government shall strengthen the Zambia Forestry College through improving infrastructure and introducing skills development courses to support the private sector. The Forest Research Division shall be strengthened by improving infrastructure, equipment and staff skills to ensure availability of up to date information. - g) The Government shall work towards the domestication of international environmental conventions during the FNDP period. Zambia has acceded to over 20 international environmental conventions. The Government shall give priority to the domestication of five conventions critically relevant to Zambia: Convention on International Trade in Endangered Species of Wild Flora and Fauna (CITES); Convention on Biological Diversity (CBD); United Nations Convention to Combat Desertification (UNCCD); Convention on Wetlands of International Importance (Ramsar Convention); and Convention for the Protection of World Heritage. The Government shall complement ongoing efforts, including support to the implementation of the National Capacity Self-Assessment project (taking stock of current capacity levels and capacity needs for implementation of the CBD, UNCCD, and UNFCCC). In addition, the National Adaptation Programme of Action (NAPA) was initiated to help the country adapt and mitigate problems related to climate change. - h) The Government shall enhance the capacity of ZAWA to ensure that its wildlife management mandate is undertaken more effectively in the context of ZAWA’s current Strategic Plan (promoting commercial activities, broadening tourism revenue base, creating sustainable partnerships). A review of gaps and inconsistencies in current wildlife policy and legislation shall be addressed during the FNDP. - i) The Government shall facilitate the process of putting in place the new system and structures for decentralized, collaborative and enhanced forest management, including the option of creating the Zambia Forestry Commission under the Ministry of Tourism, Environment and Natural Resources. - j) The National Heritage Conservation Act will be reviewed and harmonised with other natural resource management legislation. The Government shall develop subsidiary legislation to ensure the Heritage Act is effective. The National Heritage Conservation Commission shall finalise and implement the policy on Heritage Conservation. ### 10.4 Vision and Goal - Vision: Well-conserved natural resources for sustainable development by 2030. - Goal: To ensure sustainable use of natural resources for the benefit of all Zambians. ### 10.5 Programmes, Objectives and Strategies (Sector: Natural Resources) - Programmes 1–16 with stated objectives and principal strategies: 1. Management of Protected Areas - Objective: To maintain a representation of eco-systems for the benefit of current and future generations - Strategies: a) Maintain representative protected areas network system; b) Expand the protected area system to include wetlands types which are not currently under protection. 2. Legislation and Policy Review - Objective: To develop a conducive policy and legislative framework for enhanced contribution of the sector to the national economy - Strategies: a) Formulate, review and implement appropriate policies and plans; b) Integrate private sector driven policies and programmes in NRM; c) Integrate international environmental conventions which are beneficial to the country in national laws and local programmes; d) Ensure that both men and women participate in natural resources management. 3. Environmental Institutional Strengthening and Capacity Building - Objective: To strengthen management systems for sustainable utilization of natural resources - Strategies: a) Improve coordination and administration; b) Institutional development and capacity building. 4. Sustainable Management of Wildlife Resources - Objective: To effectively conserve and manage wildlife and habitats - Strategies: a) Improve habitat productivity, protection and monitoring; b) Rehabilitate protected areas infrastructure; c) Integrate regional law enforcement; d) Encourage co-management of wildlife resources; e) Commercialise wildlife industries. 5. Institutional Reform - Objective: To effectively manage the process of institutional change and reform of the forestry sub-sector - Strategies: a) Strengthen institutions and human resources; b) Enhance institutional inter-sectoral and regional collaboration. 6. Sustainable Indigenous Forest Resource Management - Objective: To manage and conserve indigenous forests in a sustainable way - Strategies: a) Integrate forestry into relevant cross-sectoral development activities; b) Implement sustainable forest management and conservation; c) Strengthen forest resource protection and monitoring. 7. Sustainable Wood Fuel Management - Objective: To promote efficient use of wood energy and alternative sources - Strategies: a) Promote sustainable and participatory wood fuel management; b) Establish fuel wood plantations; c) Improve efficiency and technology of charcoal production and use; d) Improve collaboration with the Energy Regulation Board. 8. Industrial and Plantation Forestry Programme - Objective: To enhance the economic and social contributions of industrial and plantation forestry - Strategies: a) Strengthen commercial forestry; b) Promote forest sub-sector financing; c) Improve access to information, market opportunities, trade channels and technology. 9. Private and Public Sector Capacity Building - Objective: To develop an efficient private sector driven wood processing and marketing system - Strategies: a) Promote out-grower schemes in rubber growing and cottage industry; b) Capacity building of forestry entrepreneurship; c) Distribute market information. 10. Strengthening Community Based Forest Management - Objective: To build up local forest governance through decentralisation and community based forest management - Strategies: a) Promote joint management of forest resources; b) Establish community structures and develop skills; c) Formulate joint forest management plans and put in place appropriate legal frameworks. 11. Agro-Forestry and Afforestation Programme - Objective: To strengthen the capacity of extension and research officers to actively promote agro-forestry and afforestation activities among farmers and everyone in agro forestry and aforestation activities - Strategies: a) Establish on-station and on-farm trials; b) Promote village nurseries and establishment of woodlots; c) Formulate integrated land use plans. 12. Strengthening Forestry Education and Training - Objective: To support Zambia Forestry College and in-service staff training - Strategies: a) Rehabilitate college infrastructure and review curricula; b) Improve staff skills through staff development programmes; c) Develop and implement staff training programmes. 13. Supporting Forest Business Enterprises - Objective: To improve investment in the forestry sub-sector and provide support to rural and urban livelihoods through sustainable forest based enterprises - Strategies: a) Increase funding to Forest Development Credit Facility; b) Promote micro and small-scale credit to rural based enterprises; c) Strengthen the informal sector; d) Promote Bee Keeping and Api-culture. 14. Strengthening Forestry Research and Information Management System - Objective: To generate and maintain up-to-date forest data and information - Strategies: a) Implement research programmes, inventories and assessments; b) Conduct forest accounting and valuation; c) Rehabilitate research infrastructure; d) Establish forest database. 15. Management of Wetlands - Objective: To promote conservation and sustainable utilization of wetland resources - Strategies: a) Promote community participation; b) Promote commercialisation and value addition for wetland resources; c) Develop integrated land use planning; d) Improve regional and international collaboration; e) Improve coordination of wetland management; f) Improve public awareness on wetland values and functions. 16. Sustainable Management of Heritage Resources - Objective: To conserve and manage national heritage - Strategies: a) Encourage community participation in the conservation and management of the national heritage; b) Promote the commercialisation of national heritage; c) Promote sustainable tourism development; d) Promote public awareness and education in heritage conservation; e) Strengthen research and management planning; f) Improve regional and international collaboration; g) Improve infrastructure; h) Strengthen analysis, treatment and curation of heritage materials; i) Strengthen national heritage resource protection and monitoring. ### 10.6 Implementation, Monitoring and Evaluation Framework - FNDP focus: improvement of the implementation capacity of the Ministry of Tourism, Environment and Natural Resources. - Emphasis: Decentralization, increased stakeholder collaboration and cost-efficient implementation of the programmes. - The Ministry shall put in place an effective monitoring and evaluation system involving the respective SAG and other stakeholders to ensure FNDP programmes in the natural resources sector are implemented. - Annual work plans shall guide actual activities; work plans shall be reviewed periodically against appropriate performance indicators, targeting primarily the achievement of positive impact. ### Key budget and funding totals (Sector: Natural Resources) - Sub total (sector programmes): 377.6 64.2 313.4 - Grand Total (all programmes, core and non-core): 409.80 96.4 313.4 - Grand Total breakdown as presented: 409.80 (Total), 96.4 (Donor), 313.4 (GRZ) *Fifth National Development Plan 2006 – 2010* ### 11.1 Introduction ### 11.1 Introduction ### Sector role and importance - Tourism has remained one of the major sectors in Zambia that plays a vital role in the stimulation of national economic growth. - The Government’s policy aims at promoting the sector’s performance in economic growth; this was the main thrust of both the PRSP/TNDP. - Growth in the tourism sector contributes to: - employment creation; - rural and infrastructure development; - increased foreign exchange earnings; - community and entrepreneurial development. - Tourism is labour-intensive and provides jobs for local people in both rural and urban areas. - Tourism creates opportunities for both large and small entrepreneurs; promotes awareness and understanding among different cultures; breeds a unique informal sector; and creates economic linkages with agriculture, light manufacturing and construction industries, handicrafts, art and souvenirs. - Tourism creates linkages with service sectors such as health, education, entertainment, banking and insurance and also helps to conserve the environment. - Tourism can thrive in rural areas for the direct benefit of rural communities thereby contributing positively towards poverty reduction. ### Review of past performance - Tourism potential derives from diversity: Victoria Falls, vast wildlife resources, varied scenery, wilderness, diverse culture and national heritage, good weather, adventure activities, hunting, and warm and friendly people. - Protected areas and heritage stocks: - 19 National Parks and 34 Game Management Areas covering over 22.4 million hectares. - Many parks concentrated in a limited number: South Luangwa, Kafue, Lower Zambezi, Musi-o-Tunya and Kasanka; other parks provide considerable potential. - Unexploited wilderness areas include rift valleys of the Luangwa and Zambezi Rivers and their escarpments; mountain highlands such as the Nyika and Mafinga; wetlands in the Bangweulu, Kafue and Zambezi flood plains. - 145 geological sites and 70 geomorphological heritage sites declared; Kundalila Falls and the source of the Zambezi River listed as ecological sites. - 73 tribes with diverse cultural traditions including a variety of annual traditional ceremonies. - Tourist arrival and capacity statistics: - An average annual growth of 8.6 percent was recorded over the 1998 to 2002 period. - The average number of visitors coming into the country annually was 454,345 in the five years (1998–2002), with business visitors accounting for about 45 percent and those coming for holidays accounting for 26.3 percent of the total. - During 2002 and 2003, 64,786 tourists visited the country’s national parks. - The most visited parks were the South Luangwa National Park followed by Musi-o-Tunya National Park. - Between 1998 and 2003, the average number of rooms in the hospitality industry was 4,822 with over 8,000 beds. - Room capacity in the country remains very low although room supply has been growing over the years. ### Main challenges - Tourism infrastructure largely underdeveloped: roads, railways, airports and airstrips, telecommunications and accommodation facilities. Example: lack of all-weather roads in national parks limits access in wet periods; only Musi-o-Tunya National Park remains open all year round. - Limited product base: much tourism remains wildlife-based and underdeveloped; need to diversify and make products accessible, attractive, saleable and abundant. - Inadequate marketing: tourism promotion largely a government responsibility carried out by the Zambia National Tourist Board (ZNTB), with few stakeholders promoting their own products. - Inadequate resources for long-term development: - Government funding has been inadequate. - Indigenous investors lack adequate access to medium and long-term financing. - Tourism Development Credit Facility (TDCF) established in 2003 to provide affordable credit to Zambians: quantum of the fund (at K5 billion per year) coupled with large numbers of applicants made this funding source inadequate. - Lack of interest and limited participation among local communities; community interests not fully incorporated. - Inadequate environmental management: many national parks are depleted and require restocking; investment in protection and management of natural resources essential. - Dearth of well trained human resources due to inadequate resources and training facilities. - Zambia perceived as a high cost destination due to limited international carriers and domestic flight connections; limited hotel accommodation; and inadequate dependable health facilities. ### Policies and key reforms - Reforms since 2000 include: - Restructuring of the Ministry of Tourism, Environment and Natural Resources in 2003. - Process of formation of the Forestry Commission commenced in 2004. - Enactment of the Zambia Tourism Board Act to facilitate restructuring of the Zambia National Tourist Board into a purely marketing body. - New legislation aimed at streamlining licensing procedures and reducing the cost of doing business in the tourism sector will be undertaken during the Plan period. - Restructuring of the Ministry’s statutory bodies will be completed to support the Plan. - General FNDP policy: private sector to drive tourism development within the overall public sector tourism policy framework. - Government role during the FNDP to continue as: - Facilitation of tourism development; - Formulation and implementation of tourism-related policies; - Enactment of legislation to consolidate legislative developments; - Elimination of conflicts or overlaps within and outside the sector; - Introduction of appropriate administrative structures necessary for implementation. - Major public sector institutions to continue operating in the tourism sector: - Ministry of Tourism, Environment and Natural Resources (MTENR); - Zambia National Tourist Board (as restructured); - Zambia Wildlife Authority; - National Heritage Conservation Commission; - National Museums Board; - Environmental Council of Zambia; - Forestry Commission (when established); - Hotel and Tourism Training Institute Trust (HTTI). ### Vision, goal and targets - Vision: Zambia as a major tourism destination of choice with unique features, which contributes to sustainable economic growth and poverty reduction by 2030. - Goal: To enhance the contribution of the tourism sector to economic growth and poverty reduction. - Main targets for the sector: - Increase tourist arrivals from 515,000 in 2005 to 736,450 by 2010; - Increase jobs in the sector from 19,650 to 30,404 by 2010; - Increase tourism earnings from US $ 174 million to US $ 304 million by 2010. ### Programmes, objectives and strategies (summary) - Development of Planning and Implementation Frameworks - Objective: To develop the National Tourism Development Master Plan for the country. - Strategies: Prepare tourism Planning Programme; Prepare tourism Research Programme. - Regional park and circuit development (Kafue; Northern Circuit; Lower Zambezi; Lusaka Region; North and South Luangwa; Livingstone Regional Development) - Objectives: To improve accessibility to key tourist destination areas; To promote cultural tourism. - Strategies: Develop and rehabilitate tourism and support infrastructure; Increase and improve tourist facilities; Improve permanent museum exhibitions and facilities; Redesign public museum education programmes. - Standards Improvement - Objective: To promote quality development and efficient service delivery in the tourism sector. - Strategies: Formulate minimum standards/requirements for all sub-sectors; Reclassify and grade all tourist facilities and services regularly; Strengthen bodies responsible for monitoring and enforcing standards; Develop new legislation to regulate sector development and management. - Tourism Investment and Enterprise Promotion - Objective: To promote investment in the tourism sector. - Strategies: Encourage and promote investment; Facilitate new investment opportunities through mobilization and provision of financial resources focusing on SMEs; Ensure promotion of indigenous and local entrepreneurs’ participation; Create awareness of tourism values; Promote tourism for special interest groups (children, youth and the disabled); Promote and monitor eco-tourism; Promote MICE; Sensitise local entrepreneurs to promote their products. - Tourism Marketing and Promotion - Objectives: To diversify tourism products beyond being wildlife-based only. - Strategies include: Promote community based ethno/cultural tourism; Encourage MICE and road shows; Improve and expand current products (Victoria Falls, Luangwa, Kafue); Expand product range to include sports and adventure; Promote WTO code of ethics and other sector codes; Promote publicity, awareness, sensitisation and education; Promote special rates for domestic tourists; Promote and encourage local tourism; Expand cultural products like exhibitions; Facilitate culture practice and expression in museums; Strengthen research to enhance exhibitions and knowledge acquisition. - Public and Private Sector Capacity Building and Human Resource Development - Objective: To develop institutional and human resource capacity and strengthen public-private sector linkages. - Strategies: Ensure adequately trained human resources; Promote public-private partnership. - Community Tourism Development - Objective: To promote local community participation and ownership in tourism. - Strategies: Encourage local community participation in joint ventures by using land as equity; Promote public-private and community partnerships; Facilitate access to development funds by local communities. - Sioma Ngwezi and West Lunga National Parks - Objective: To restock depleted species and develop infrastructure. - Strategies: Develop and rehabilitate tourism and support infrastructure; Increase and improve tourist facilities. *Source: _cr07276 - 11.1 Introduction* ### 11.6 Implementation, Monitoring and Evaluation Framework ### 11.6 Implementation, Monitoring and Evaluation Framework ### Implementation and Institutional Arrangements - Public sector emphasis: policy formulation, infrastructure development, regulating the sector, and monitoring and evaluation of the entire sector performance. - Government role: stimulate growth in the tourism sector by formulating and implementing policies that create an enabling environment for the private sector to contribute positively towards economic growth and wealth creation through tourism development. - Institutional change: current institutional arrangements will be restructured to support the FNDP and to attain Vision 2030. ### Monitoring and Evaluation - A monitoring and evaluation mechanism will be set up and supervised by a Sector Advisory Group (SAG) involving all the key stakeholders. - Programmes and activities will be monitored based on the indicators to be developed by the SAG. ### Tourism Sector Costing (2006–2010) — Key figures and priorities - Table structure: costs reported in K' Billions by year (2006, 2007, 2008, 2009, 2010) and by funding source (GRZ, Donor, Total). - Selected program highlights and sums (values preserved exactly as in source): - Priority 1: Kafue National Park and Surrounding Game Management Areas (Tembo) - 2006 Total: 20.00 - 2007 Total: 15.00 - 2008 Total: 15.00 - 2009 GRZ: 5.2 - Aggregate noted entries include: 5.2; 1.9; 2.0; 3.92; 59.1; 1.9; 57.2 - Priority 2: Northern Circuit development - 2006 GRZ: 1.00 - 2007 GRZ: 1.21 - 2008 GRZ: 1.27 - 2009 GRZ: 4.00; Donor: 3.000; Total: 7.00 - Aggregate noted entries include: 32.6; 8.8; 23.8 - Priority 7: Livingstone Regional Development - 2006 Total: 19.80 - 2007 GRZ: 15.0; 2008 GRZ: 37.6; 2008 Total: 37.62 - Additional entries: 3.7; 8.1; 11.8; Donor 2.000; Total 2.00; Grand total entry: 86.2; 3.7; 82.5 - Core FNDP Programs subtotal (selected): - Sub total (early block): 48.13 (2006 Total) - Sub totals across years and funding: 10.00; 30.00; 40.00; 10.59; 64.62; 75.21; 16.94; 48.70; 65.6; 10.41; 39.00; 49.41 - Recurrent and programme budget categories (selected year values): - Personal Emoluments (aggregate across 2006–2010 entries): 3.12; 3.75; 3.9; 3.93; 4.1; 4.3; 4.31; total aggregate noted: 19.2 - Grants and Other Payments (selected entries): 16.22; 15.0; 31.22; 17.5; 15.0; 32.50; 17.5; 17.5; 17.5; aggregate noted: 116.2; GRZ 86.2; Donor 30.0 - Contributions to International Organisations (annual entries): 1.31 repeated across years; aggregate noted: 6.6 - Sub totals and totals (preserved exactly): - Sub total (programme block): 25.41; 15.00; 40.41 (2006) - Sub total (programme block) 2007: 29.07; 15.00; 44.07 - Sub total 2008: 28.74; (no Donor entry); 28.74 - Sub total 2009: 29.14; (no Donor entry); 29.1 - Sub total 2010: 29.69; (no Donor entry); 29.69 - Sub total aggregate: 172.06; GRZ 142.1; Donor 30.00 - Grand Total rows (preserved exactly): - 2006: GRZ 33.74; Donor 54.80; Total 88.54 - 2007: GRZ 39.07; Donor 45.00; Total 84.07 - 2008: GRZ 39.33; Donor 64.62; Total 103.95 - 2009: GRZ 46.07; Donor 48.70; Total 94.8 - 2010: GRZ 40.10; Donor 39.00; Total 79.10 - Grand Total (all years/entire table): 450.43; GRZ 198.3; Donor 252.1 ### Manufacturing — Introduction and strategic role - Rationale: Expansion of the manufacturing base is required to increase annual economic growth rates and attain poverty reduction through wealth creation. - Manufacturing as a leading sector: significant forward and backward linkages to agriculture and mining; channels: expansion in output, job creation, growth of household incomes, widened tax base, and increased foreign exchange earnings. ### Manufacturing — Review of past performance (key historical facts) - 1964–1973: sector grew rapidly; share of manufacturing to total GDP averaged 20 percent per annum. - Late 1960s/1970s: parastatal sector encompassed 90 percent of industrial and commercial activities and accounted for 35 percent of GDP, 13 percent of total external debt, and almost 60 percent of total investment; contributed about 45 percent of formal sector employment. - Mid-1970s onward: copper price decline and oil price increases adversely affected performance; sub-sectors linked to copper (chemicals, rubber and basic metals and metal products) faced low capacity utilization and high production costs. - 1980s: declining capacity utilisation, shortages of imported inputs, protectionist measures, and inefficiency led to industrial decline and closures. - 1991: economic reform programme initiated, policy shift to private sector led, market oriented economy; most state enterprises privatised. - Since mid-1990s: manufacturing performance positive though fluctuating, influenced by agriculture, forestry, fisheries and quarrying. ### Manufacturing — Sector growth rates (Table 12.1) — selected rows (1995–2004) - Agriculture, forestry, and fishing: 33.4 (0.6) (5.1) 1.2 10.1 1.6 (2.6) (1.7) 5.0 4.2 - Mining and quarrying: (27.6) 2.8 2.2 (25.1) (24.8) 0.1 14.0 16.4 3.3 12.6 - Manufacturing: (0.4) 5.6 5.5 1.9 2.8 3.5 4.2 5.7 7.6 5.2 - Restaurants and hotels: 5.2 8.4 7.2 3.8 (6.2) 12.3 24.4 4.9 5.9 5.7 - TOTAL GDP: (2.8) 6.9 3.3 (1.9) 2.2 3.6 4.9 3.3 4.3 5.0 - Memorandum Items: - Non-agricultural GDP: (8.5) 8.7 5.1 (2.4) 0.7 4.0 6.4 4.3 4.2 - - Non-mining GDP: 2.1 7.5 3.5 1.3 4.9 3.8 4.3 2.3 4.4 - ### Manufacturing — Value added by sub-sector (Table 12.2) — selected figures (1996–2004) - Food, beverages, and tobacco: 144.3 138.6 146.0 154.8 185.1 164.0 172.8 187.7 197.3 - Textiles, leather and leather products: 27.1 39.1 42.4 44.8 46.6 46.8 49.7 51.3 52.4 - Wood and wood products: 18.1 19.6 19.2 19.3 19.1 20.3 21.9 24.4 26.1 - Paper and paper products: 4.8 7.2 7.3 7.6 7.5 7.8 8.0 8.6 8.8 - Chemical, rubber and plastics: 20.6 22.5 18.7 15.5 16.5 22.8 25.1 26.4 28.8 - Non-metallic mineral products: 4.7 4.1 4.5 4.4 4.9 4.8 4.9 5.6 6.3 - Base metal products: 3.1 3.3 1.3 1.3 1.6 1.2 1.2 1.4 1.5 - Fabricated metal products: 7.9 8.0 7.3 5.9 6.4 6.0 5.8 6.1 6.4 - Total Manufacturing: 231.1 242.8 247.2 254.2 288.4 273.7 289.4 311.5 327.6 - Total GDP: 2,329.8 2,405.6 2,360.4 2,418.0 2,492.1 2621.3 2707.9 2846.7 2988.9 - Share of Manufacturing in Total GDP: 9.9 10.1 10.5 10.5 11.6 10 11 11 11 ### Manufacturing — Sub-sector performance drivers - Food, beverages, and tobacco: driven by strong agricultural performance, increased domestic demand and exports to regional markets. - Textiles and leather: stimulated by increased production of cotton lint and yarn, direct exports to the USA under the AGOA arrangements and increased investments in cotton processing; performance adversely affected by increased imports, including duty free second-hand clothes. - Non-metallic mineral products (cement, lime and other building materials): increased due to construction demand and expansion in mining activity. - Fabricated metal production (mainly copper cable, wire and rods): rose due to increased access to SADC and COMESA markets. *Source: Fifth National Development Plan 2006 – 2010 (sections 11.6 and 12.1–12.2).* ### 12.3 Policies and Key Reforms ### 12.3 Policies and Key Reforms ### Policy objectives and interventions - Focus: enhance growth of the manufacturing sector during the FNDP period by addressing constraints that negatively impacted performance. - Specific interventions: - assist enterprises, particularly Medium, Small and Micro Enterprises (MSMEs), to access affordable finance; - removal of administrative barriers to establishment of business enterprises; - improvement of regulatory frameworks and establishment of multi-facility economic zones to enhance export and locally-oriented manufacturing industries; - provision of adequate infrastructure (roads, rail and telecommunications); - ensuring access to affordable modern technology; - addressing low domestic demand and cross-cutting issues such as HIV and AIDS, gender and the environment. ### Enabling environment and long-term orientation - Government actions to support manufacturing growth: - improvements to legal and regulatory framework; - investments in infrastructure; - assist in unlocking growth potential of the MSME sector; - economic empowerment of indigenous citizens to start manufacturing enterprises; - removal of obstacles to private sector development; - attaining progress in macroeconomic stabilisation. - Long-term resolve: attain a competitive and sustainable private sector led export-oriented manufacturing industry able to compete regionally and globally. - Emphasis on promoting higher levels of domestic and foreign direct investment (FDI) to stimulate economic growth and poverty alleviation through employment creation. ### Reforms to improve business climate - Core policy reforms during the FNDP: - Liberalisation of the domestic and external trade regime; - Private sector development through completion of the privatisation programme and commercialisation of public enterprises; - Review of the investment and export processing incentives regimes. - Institutional reforms undertaken and/or enacted: - Competition and Fair Trading Act (1994) establishing Zambia Competition Commission (ZCC); - amendments to the Investment Act (1993) in 1996 and Companies Act to set up Patents and Companies Registration Office (PACRO); - statutes to establish Small Enterprises Development Board (SEDB), Zambia Weights and Measures Agency (ZWMA), Zambia Export and Processing Zone (ZEPZA) and Zambia Bureau of Standards (ZABS). - Planned institutional consolidation: - Operationalise Zambia Development Agency (ZDA) and set up a tariff commission. - Merge and rationalise five statutory bodies — Zambia Investment Centre (ZIC), Zambia Privatisation Agency (ZPA), ZEPZA, Export Board of Zambia (EBZ) and SEDB — into ZDA as a one-stop window for business registration and administrative processes. - Other key organizations: ZCC, ZABS, ZWMA, PACRO. ### Private Sector Development (PSD) Reform Programme - PSD Action Plan grouped under six reform areas (Table 12.3 objectives): - Policy Environment and Institutions: Create an enabling macroeconomic environment, strengthen public agencies that support PSD, and enhance public/private dialogue. - Regulations and Laws: Improve regulatory frameworks and investment code to foster PSD. - Infrastructure: Enhance the infrastructure platform for PSD by encouraging private investment in infrastructure. - Business Facilitation and Economic Diversification: Remove administrative barriers to business entry and operation and facilitate development of high growth sectors. - Trade Expansion: Create greater opportunities for access to regional and international markets by Zambian businesses. - Citizens’ Empowerment: Unlock growth potential of citizens through business development support and empowerment initiatives. --- ### 12.4 Vision and Goal ### Vision - A competitive export-led manufacturing sector that contributes 20 percent to GDP by 2030. ### Goal - To develop a sustainable, diversified, and competitive export-led value-adding manufacturing sector and to increase the share of manufacturing in total GDP from the current 11 percent to 15 percent by 2010. --- ### 12.5 Programmes, Objectives and Strategies ### Overarching strategy - Government role during FNDP: facilitator and regulator rather than direct provider of goods and services. - Overall strategy: strengthen and widen the manufacturing base with emphasis on backward and forward linkages; private sector as principal actor; reliance on FDI and sound local investment regime for long-term sustainability. ### Programmes, objectives and selected strategies (sector: Manufacturing) - 1 Investment Promotion - Objectives: - a) To lay the foundation for Private Sector Development; - b) To increase domestic and foreign investment in the manufacturing sector; - c) To increase and diversify value added products for domestic and export markets. - Strategies: - Promote investment in infrastructure to stimulate private investment; - Maintain a stable macroeconomic environment to deepen capital market development in the long term; - Rationalise Triangle of Hope Initiative into the PSD Programme; - Establish a one window facility (ZDA); - Disseminate information on investment opportunities in Zambia abroad. - 2 Capital Market Development - Objective: To develop and diversify the capital market. - Strategies: - Provide affordable private sector financing mechanisms such as project financing and medium to long-term lease financing; - Provide affordable long-term credit via financial markets to support production and investment. - 3 Technology and Industrial Skills Development - Objectives: improve industrial skills and craftsmanship; invest in adaptive science, technology, and applied R&D; promote links between research/technology institutions and manufacturing. - Strategies: - Encourage practical proficiency via industry-relevant skills and on-the-job apprenticeships; - Provide incentives to facilitate technological transfer through FDI; - Establish technical exchange programmes with foreign countries and companies; - Ensure FDI facilitates technology transfer. - 4 MSME Development and Citizens’ Economic Empowerment Initiative - Objective: To promote growth in micro, small and medium-scale manufacturing enterprises (MSMEs). - Strategies: - Improve access to funding and use public procurement to support legally compliant MSMEs; - Support training in business management and technical skills; - Strengthen linkages between MSMEs and large manufacturing firms for supply of intermediate raw materials and labour-intensive processes; - Develop institutional and legal instruments to support MSMEs, including informal sector; - Develop an economic empowerment policy and programme delivering business development services to MSMEs; - Develop Citizens’ Empowerment Initiative to ensure local entrepreneurs access finance and land; - Encourage partnerships between local and foreign companies to facilitate skills transfer via sub-contracting and training; - Promote supplier consolidation for identified bulk supply needs, particularly for the mining sector. - 5 Rural Industrialisation - Objective: To develop rural-based industrial enterprises. - Strategies: - Develop appropriate rural infrastructure to support small-scale manufacturing and processing of rural primary products; - Address economic viability and poor infrastructure to establish more rural manufacturing entities; - Establish linkages between agricultural farming blocks, industrial estates, and outgrower schemes to locate industries near raw material sources; - Develop a rural industrialisation policy and assess economic potential of rural districts; - Explore market opportunities for rural manufactured goods; - Develop new forms of small and medium financial services; - Promote alternative and renewable energy sources, such as solar power; - Encourage on-site agro-processing in new agricultural farm blocks; - Establish partnerships between smallholders and emergent farmers for commercial cash crops (tobacco, sugar cane, ground nuts, sunflower and soya beans). - 6 Product Quality Improvement - Objective: To improve the quality of domestic products. - Strategies: - Strengthen testing, calibration, inspection, certification, and accreditation procedures; - Ensure manufacturers affiliate to ZABS; - Disseminate information on quality control. - 7 Cross-Cutting Issues (HIV and AIDS, Gender, Governance and Environment) - Objectives: - a) Reduce HIV and AIDS prevalence and improve health status of manufacturing employees; - b) Promote participation of women and youths in commercial and manufacturing activities; - c) Ensure adoption of environmentally-friendly production systems. - Strategies: - Mitigate negative impact of HIV and AIDS pandemic; - Encourage gender equality in manufacturing; - Reduce environmental degradation through enforcement of pollution and emission control measures; - Sensitise factories/enterprises on consequences of polluting the environment; - Strengthen corporate governance. --- ### 12.6 Implementation, Monitoring and Evaluation Framework ### Regulatory compliance and investor protections - Ensure industry compliance with laws and regulations: company tax and returns; stock exchange listing rules; accounting, auditing, and environmental standards. - Harmonise existing industrial property rights with those of other countries to provide investors access to international industrial and commercial property rights regime and guard against unfair expropriation. ### Roles, coordination and monitoring mechanisms - Implementation will rely on a broad stakeholder base with private sector initiatives and participation; Government to play a facilitative role with minimal production involvement. - Market regulation and infrastructure development: Government domain with private sector participation under formal business associations. - Ministry of Commerce, Trade and Industry: lead agency to coordinate government intervention, regulation, and provide policy focus. - Monitoring and evaluation methods: surveys; SAG monitoring to ensure programmes are on track and to correct implementation slippages. - Monitoring system to assess inputs, process, outputs, outcomes, and impact; monitoring is continuous at short intervals. ### Key indicators and tracking frequency - Quarterly indicators: - index of industrial production; - employment levels; - investment performance. - Annual indicators: - growth rate of manufacturing GDP; - employment in the manufacturing sector. - Data sources: national income accounts and programme-specific special studies on technical efficiency and productivity of large-scale and MSME manufacturing firms. --- ### Key budget figures (Sector: Manufacturing — K Billion) - Investment Promotion (Including establishment of ZDA) totals by year: - 2006 GRZ: 18.27 - 2007 GRZ: 25.63 - 2008 GRZ: 9.29 - 2009 GRZ: 12.90 - 2010 GRZ: 13.79 - Grand Total (Investment Promotion): 79.87 - Technology & Skills Development grand total: 2.73 - yearly GRZ entries: 2006: 1.29; 2007: 0.49; 2008: 0.55; 2009: 0.21; 2010: 0.19 - MSMEs Development & Citizens Economic Empowerment grand total: 16.95 - yearly GRZ entries: 2006: 10.63; 2007: 2.60; 2008: 2.24; 2009: 0.79; 2010: 0.70 - Product Quality Improvement grand total: 2.82 - yearly GRZ entries: 2006: 1.30; 2007: 0.51; 2008: 0.55; 2009: 0.25; 2010: 0.21 - Core FNDP Programs — Support to Private Sector Development totals: - 2007 Donors: 41.57 (2007 Total line shows 41.57) - 2008 Donors: 37.89 - 2009 Donors: 30.13 - 2006 Donors: 36.97 (row shows GRZ 36.97 in 2006 under Support to Private Sector Development) - Grand Total (Support to Private Sector Development): 164.23 (presented as Total GRZ and Donor split: 164.23 GRZ; 0 Donor) - Export Development Project II grand total: 12.78 - Donor entries include 2007: 4.41; 2008: 8.37; Grand Total: 12.78 - Sub Total (selected lines) Grand Totals: - Sub Total (selected core programs): 77.47 (2006 total), 75.49 (2007 total), 42.77 (2008 total), 51.11 (2009 total), 32.56 (2010 total) - Sub Total cumulative: 279.39 GRZ; 102.38 Donors; 177.01 Total (presented as 279.39 102.38 177.01) - None-core FNDP Programs totals (selected): - Capital Market Development grand total: 0.03 - Legal & Institution Reform grand total: 0.10 - Rural Industrialisation grand total: 0.45 - Cross Cutting Issues of HIV AIDS, Gender & Environment grand total: 7.01 - Personal emoluments grand total: 14.58 - None-core Sub Total grand total: 22.18 - Grand Total (Manufacturing sector, multi-year) - 2006: GRZ 37.95; Donors 45.98; Total 83.93 - 2007: GRZ 32.93; Donors 46.25; Total 79.18 - 2008: GRZ 16.80; Donors 30.13; Total 46.94 - 2009: GRZ 17.93; Donors 36.97; Total 54.90 - 2010: GRZ 18.95; Donors 17.67; Total 36.62 - Cumulative Grand Total: 301.57 GRZ; 124.56 Donors; 177.01 Total *Fifth National Development Plan 2006 – 2010 — Section 12.3–12.6 (Manufacturing).* ### 13.1 Introduction ### 13.1 Introduction ### Role of trade - Trade is viewed as an important tool for economic growth and a pre-requisite for long-term poverty-reduction. - With a small domestic market and low domestic purchasing power, sustained economic growth must be export-led. - Active participation in multilateral trade is intended to: - take advantage of opportunities in foreign markets; - improve domestic competitiveness. - Regional markets (COMESA and SADC) are attractive export destinations for products from small and medium enterprises and smallholder farmers. - Increased agricultural output from smallholder farmers directed at regional markets can assist in national poverty-reduction efforts. - Policy intent: Zambia shall utilize its trade policy to promote economic growth and diversification, and to address its poverty reduction goals. ### Major export focus - Metal exports (copper followed by cobalt) have dominated Zambia’s exports historically. - Government annual target rate for increasing non-traditional exports (NTEs): 20 percent. --- ### 13.2 Review of Past Performance - International trade agreements and preferences: - Multilateral: member of the World Trade Organization (WTO). - Regional: member of Common Market for Eastern and Southern Africa (COMESA) and Southern African Development Community (SADC). - EU–ACP Cotonou Trade Protocol (planned replacement by Economic Partnership Agreements (EPAs)). - Preferential arrangements: Everything-but-Arms Agreement (EU), Africa Growth and Opportunity Act (AGOA) (USA), and the ‘Canadian Initiative’. - Trade liberalization since mid-1990s aimed to simplify the national trade regime, stimulate economic diversification, and promote export-led growth. - Mixed effects: some sectors (cut flowers, sugar) benefited; several manufacturing firms (textiles and clothing, glass, paper, wood and wood products, leather, rubber) lost domestic and limited export markets. - Consequences included a rise in the cost of imports, increased external debt, and currency depreciation. - Non-traditional exports (NTEs) growth (1993 to 2003): - US $124.0 million (or 4 percent of GDP) in 1993 to US $415.0 million (10 percent of GDP) in 2003. - Imports (1993 to 2003): - US $700 million (21.4 % of GDP) in 1993 to US $1,551 million (36.0% of GDP) in 2003. - Imports increased by approximately 69 percent over the 1993 to 2003 period. - Imports as a percentage of GDP rose from 21.4 percent in 1993 to 36.1 percent in 2003. - Trade balance dynamics: - From 1993 to 1997 exports were consistently above imports; from 1998 onwards imports outstripped exports. - Causes: increased imports of capital goods as privatised companies acquired new plant and machinery for factory and mine refurbishment. - Result: negative trade balance and increasing trade deficit. - Sectoral contributions and employment (as reported): - Mining and quarrying: around 6 percent of real GDP and some 70 percent of Zambia’s earnings from merchandise exports. - Agriculture (including livestock, forestry, and fishing): about 17 percent of GDP and over 70 percent of employment. - Manufacturing: just over 11 percent of employment and around 18 percent of GDP. - Services sector: nearly 60 percent of GDP and provides the bulk of non-agricultural employment. - Merchandise trade share in GDP: - Declined from 62.2 percent in 1993 to 1996 to an average of 56.5 percent for 2000 to 2003. - Merchandise exports registered a decline of 21 percent as a percentage of GDP. - Merchandise exports: US $1,030 million in 1993 to US $1,080 million in 2003 after peaking at US $1,238 million in 1995. - Metal exports dropped by about 48 percent up to 1999 before recovering by 43 percent over the remaining five years. - Exports as a percentage of GDP dropped from 31.5 percent to 25.0 percent. - Trade deficit drivers: - Higher import costs for refurbishment of privatised mines. - High costs of machinery, crude oil, chemicals, iron, and steel. - Export trends (Table 13.1: Export Trends, 2000-2004; percentages are share of total value of merchandise exports unless otherwise noted): - Metal Exports: 66.41 (2000), 65.42 (2001), 60.31 (2002), 61.71 (2003), 69.46 (2004) - NTEs: 33.6 (2000), 34.6 (2001), 39.7 (2002), 38.3 (2003), 30.5 (2004) - Engineering products: 2.6 (2000), 2.4 (2001), 2.4 (2002), 2.7 (2003), 4.1 (2004) - Floricultural products: 4.3 (2000), 3.8 (2001), 3.3 (2002), 2.1 (2003), 1.7 (2004) - Gemstones: 2.0 (2000), 2.3 (2001), 4.0 (2002), 2.2 (2003), 1.0 (2004) - Horticultural products: 3.5 (2000), 4.0 (2001), 4.8 (2002), 4.2 (2003), 2.3 (2004) - Primary agricultural products: 4.7 (2000), 5.7 (2001), 8.2 (2002), 9.0 (2003), 10.3 (2004) - Processed and refined foods: 4.5 (2000), 4.8 (2001), 4.7 (2002), 4.1 (2003), 3.1 (2004) - Textiles: 4.6 (2000), 3.8 (2001), 2.8 (2002), 2.4 (2003), 1.6 (2004) - Total export growth %: 1.64 (2000), 14.91 (2001), 2.83 (2002), 16.85 (2003), 46.43 (2004) - Metal export growth %: 11.3 (2000), 13.22 (2001), -5.14 (2002), 19.57 (2003), 64.82 (2004) - NT export growth %: -13.42 (2000), 18.27 (2001), 18.12 (2002), 12.72 (2003), 16.80 (2004) - Total Exports US $ million: 784.73 (2000), 901.81 (2001), 928.03 (2002), 1,084.40 (2003), 1,587.92 (2004) - Source: Export Board of Zambia - Sector opportunities and constraints: - Small-scale mining (gemstones): potential to earn up to US $600 million per annum if government monitors and regulates investors, provides information on available plots, and establishes transparent marketing mechanisms. - Manufacturing (textiles, garments, processed foods): offers key opportunities to expand trade; processed foods have potential markets in the European Union and the Democratic Republic of Congo. - Tourism identified as a key growth opportunity. - Agricultural sector challenges despite consistent growth since 2000: - Burdened by levies and taxes; - Poor road infrastructure; - Inadequate government extension services; - Crop piracy in cotton and tobacco. - Major challenges to export expansion: a) Poor infrastructure, including inadequate road and railway networks; b) High costs of telecommunications; c) High transportation costs due to landlocked status, increasing input costs for exporters; d) Uncertain business environment, including high inflation, high tax rates, high cost utilities, and burdensome regulations; e) Inadequate access to credit facilities, and high cost of capital; f) Low levels of productivity due to lack of skilled labour; g) Lack of modern technology; h) Inability to meet standards requirements of foreign markets due to lack of appropriate standards and certification facilities; i) Non-technical barriers to trade, including sanitary and phytosanitary regulations. --- ### 13.3 Policies and Key Reforms - Continued engagement in multilateral trade negotiations at the WTO to secure preferential trading arrangements and market access. - Continue participation in and benefit from preferential schemes: Everything-but-Arms Initiative (EU), AGOA, Canadian Initiative, and other GSPs. - Signatory to EU-ACP Cotonou Trade Protocol; negotiating Economic Partnership Agreements (EPAs) with the EU as part of the Eastern and Southern African (ESA) configuration. - Multi-Facility Economic Zones (MFEZs): - Government to continue working on concept of MFEZs to integrate domestic trade, investment and exports. - Operationalisation through Zambia Development Agency (ZDA). - Private Sector Development (PSD) programme (launched in 2004) to provide an enabling environment for private sector activity and address trade impediments. - Introduce legal and regulatory framework to ensure protection of industrial and commercial property rights during the FNDP. - Establish a tariff commission during the FNDP to facilitate trade remedies and oversee tariff classification, rationalization and implementation. - Broad policy objectives during the FNDP: a) Transform the Zambian economy into a diversified and competitive one well integrated into the international trading environment; b) Stimulate and encourage value-addition activities on primary exports to increase national earnings and income flows; c) Stimulate investment flows into export-oriented production areas with comparative and competitive advantages to induce innovation and technology transfer; d) Formalize, monitor and regulate domestic trade activities to promote a vibrant domestic trading sector; e) Assist domestic firms to increase efficiency and withstand increasing competition in the domestic market. - Government major aim: - Create a link between primary extraction and industrialization through value addition to primary goods for export. - Expected outcomes: capital market development, skills development, technology, research and development, micro, small and medium enterprise development, and rural industrialization. --- ### 13.4 Vision and Goal - Vision: To become an export-driven, competitive and viable commerce sector by 2030. - Goal: To improve the quality of locally produced goods and services and increase Zambia’s share in world exports. --- ### 13.5 Programmes, Objective and Strategies (Sector: Commerce and Trade) 1) Promotion of Standards, Quality Assurance, Metrology and Accreditation - Objective: To strengthen and decentralize the administration of testing and certification. - Strategies: a) Strengthen infrastructure capacity at the Zambia Bureau of Standards ZABS and Zambia Weights and Measures Agency (ZWMA); b) Decentralize standards, testing and certification infrastructure; c) Affiliate to international certification and accreditation bodies; d) Capacity-building and training programmes for officials at MCTI/ZABS/ZWMA at other regional certification bodies; e) Facilitate certification and accreditation other laboratory centres. 2) Export Promotion - Objective: Increase volume of Zambian exports, particularly in non-traditional sectors. - Strategies: a) Finalize and implement national export strategy; b) Improve and promote market access; c) Promote domestic value addition and export of high value products; d) Facilitate effective participation in trade fairs, forums and expositions; e) Capacity building of trade promotion agencies and private sector associations; f) Establish export financing facility; g) Disseminate export information to potential exporters; h) Conduct market research studies. 3) Enhancement of Domestic Trade and Competition - Objective: Formalize and monitor domestic trade activities and stimulate a vibrant domestic trading sector. - Strategies: a) Promote the consumption of locally produced goods and services; b) Promote and facilitate the development of micro and small business enterprises; c) Supervise and monitor trade licensing programmes; d) Compile and disseminate domestic commerce and trade data; e) Organize and participate in domestic trade fairs; f) Ensure fair and competitive market practices in Zambia; g) Ensure compliance with Corporate Social Responsibility Tenets (CSR); h) Promote local economic development; i) Ensure compliance with fair procurement procedures in the economy; j) Implement Local Business Development Programme; k) Implement the Citizens Empowerment Act. 4) Trade Promotion (Multilateral, Bilateral and Regional) - Objective: To secure improved market access for Zambian goods and services. - Strategies: a) Capacity building in trade-related issues for the private sector; b) Strengthen trade reference centres in government, private sector, and other relevant institutions; c) Hold regular meetings with domestic stakeholders to facilitate effective dialogue; d) Build effective negotiation capacity for multilateral, regional and bilateral trade Agreements; e) Utilize the services of Zambian missions abroad by establishing regular consultations on trade and investment. 5) Establishment of Tariff Commission - Objective: To facilitate the effective implementation of trade remedies and oversee tariff classification, rationalization and implementation. - Strategies: a) Establish Tariff Commission; b) Review and formulate tariff policy; c) Review tariff structure and levels; d) Review other measures affecting trade (e.g. subsidies, tax structures; incentives); e) Build capacity to conduct investigations into unfair trade practices and ensure the proper application of rules of origin; f) Improve capacity to implement trade remedies. 6) Promotion of Commercial Services - Objective: Increase trade in services. - Strategies: a) Conduct comprehensive domestic trade assessments; b) Formulate national strategy on trade in services; c) Conduct training seminars for domestic private sector on the development and trade of services products; d) Implement annual services audit survey; e) Promote investment opportunities in trade in services. 7) Elimination of Trade-related Supply Constraints - Objective: Reduce trade-related supply constraints. - Strategies: a) Improve transportation infrastructure; b) Facilitate Public Private Partnerships (PPP) development; c) Improve access to financial services; d) Facilitate technology transfer; e) Undertake value chain analysis. *Source: Fifth National Development Plan 2006 – 2010, Chapter 13 (Commerce and Trade).* ### 13.6 Implementation, Monitoring and Evaluation Framework ### 13.6 Implementation, Monitoring and Evaluation Framework ### Institutional roles and responsibilities - Lead execution and monitoring agency for commerce and trade sector programmes during the FNDP: Ministry of Commerce, Trade and Industry. - Other active implementing institutions and their roles: - Zambia Development Agency (ZDA): act as a one stop shop for implementing the export promotion programme; provide monitoring and evaluation information on a monthly basis; participate in quarterly monitoring and evaluation of this programme. - Zambia Bureau of Standards (ZABS) and Zambia Weights and Measures Agency (ZWMA): responsible for implementation of the Standards Quality Assurance, Accreditation and Metrology programmes. - Zambia Competition Commission (ZCC): responsible for implementing programmes relating to Consumer Welfare Protection and Competition and Fair Trading. - Annual work plans (aligned to the Medium Term Expenditure Framework (MTEF)) will form the basis for implementation, monitoring and evaluation. - Sector Advisory Group (SAG): forum for quarterly reporting; departments and participating institutions to submit quarterly progress reports to the coordinating unit of the SAG. - Ministry of Commerce, Trade and Industry: will annually set up stakeholders’ review taskforce meetings to evaluate effectiveness of the programmes. ### Monitoring and evaluation mechanisms - Reporting frequency and channels: - ZDA: monthly monitoring and evaluation information; quarterly participation. - SAG: quarterly reporting forum; quarterly progress reports required. - Annual stakeholders’ review taskforce meetings convened by the Ministry of Commerce, Trade and Industry. - Key performance indicators to be tracked: - New certified products entering the market. - Volume of trade. - Value of export earnings from non-traditional exports in regional, European, North American and other markets. ### Programme costs and priority allocation (K' Billions) - Core FNDP Programs — programme totals (Grand Total column): - Standards, Quality Assurance, Accreditation & Metrology: 42.35 (GRZ 42.35, Donors 0.00) - Export Promotion: 34.72 (GRZ 34.72, Donors 0.00) - Domestic Trade & Competition: 6.16 (GRZ 6.16, Donors 0.00) - Core FNDP Sub Total (Grand Total): 83.23 (GRZ 83.23, Donors 0.00) - None-core FNDP Programs — programme totals (Grand Total column): - Multilateral Trade: 9.43 (GRZ 9.43, Donors 0.00) - Bilateral Trade: 2.05 (GRZ 2.05, Donors 0.00) - Tarrif Commission & Tarrif Policy: 0.67 (GRZ 0.67, Donors 0.00) - Commercial services: 0.42 (GRZ 0.42, Donors 0.00) - Trade Related Supply Constraints: 0.43 (GRZ 0.43, Donors 0.00) - Regional Trade: 0.15 (GRZ 0.15, Donors 0.00) - None-core FNDP Sub Total (Grand Total): 13.15 (GRZ 13.15, Donors 0.00) - Grand Total by year (GRZ / Donors / Grand Total): - 2006: 36.22 / 0.00 / 36.22 - 2007: 13.48 / 0.00 / 13.48 - 2008: 15.44 / 0.00 / 15.44 - 2009: 15.30 / 0.00 / 15.30 - 2010: 15.94 / 0.00 / 15.94 - Overall Grand Total (2006–2010): 96.38 (GRZ 96.38, Donors 0.00) --- ### Energy (excerpts relevant to programme implementation, monitoring and priorities) ### Key situational findings and sector characteristics - Indigenous energy endowments and usage: - Woodland and forests cover about 66 percent of the total land area and provide about 70 percent of the country’s energy requirements. - Later text: Woodlands and forests cover about 54 percent of the total land area with the growing stock equivalent to 4,355 million tons of wood that provides about 80 percent of the nation’s energy needs. - Wood fuel (firewood and charcoal) remains the dominant source of energy, accounting for almost 80 percent of total energy consumption. - Charcoal industry provides employment for about 50,000 people in rural and urban areas. - Annual loss of forest cover estimated at 1.2 percent for the 1975 to 2003 period. - Electricity sector capacity and consumption: - Hydropower resource potential: 6,000 Mega Watts (MW). - Installed capacity: 1,876 MW. - Hydroelectric plants represent 99 percent of electricity production. - Major hydropower sources: Kafue Gorge, Kariba North Bank and Victoria Falls Power Stations. - Electricity consumption by sector: mines 68 percent, households 19 percent. - Coal and petroleum: - Proven coal reserves: 30 million tons; several hundred million tons of probable reserves. - Existing coal operation: Maamba with design output of 1 million tons per annum. - Contribution of coal to total energy consumption has declined to barely 2 percent. - Petroleum infrastructure includes the 1,710-kilometre TAZAMA Pipeline, INDENI Petroleum Refinery and the Ndola Fuel Terminal. - INDENI designed to process around 1 million tons of spiked crude per annum. - Commercial energy consumption trend: - Commercial energy (petroleum, electricity and coal) accounted for 32 percent of national total energy consumption in 1990 and fell to 21 percent by 2001. ### Past programmes and partial outcomes - PRSP/TNDP objectives: increase electricity access rates; promote efficient charcoal production and utilisation; promote alternative household fuels (millennium gel fuel and liquid petroleum gas (LPG)); increase power exports from current levels of 100 MW to 600 MW. - Progress examples: - Electrification of rural areas slow; Rural Electrification Authority (REA) established. - Power Rehabilitation Project: components include Victoria Falls, Kafue Gorge and Kariba North Bank; ZESCO Power Transmission System; Lusaka distribution network; distribution networks of Ndola and Kitwe; loss reduction in Lusaka west area; Gwembe-Tonga Development Programme; ZESCO Institutional Strengthening; Hydropower Development and Transmission Line Policy. Some components rehabilitated; remaining works to continue during FNDP. - Petroleum Rehabilitation Project components: rehabilitation of the TAZAMA Pipeline, tank farm in Dar-es-Salaam; cathodic protection; pump refurbishment; telecommunications improvement; rehabilitation of the Ndola fuel terminal; construction of a 40,000-ton capacity crude oil tank in Ndola; creation of a Technical Cell on petroleum in the Ministry of Energy and Water Development. ### Policies, reform priorities and implementation focus - Policy aims and issues: - Strengthen energy management and investment to exploit energy efficiency and conservation savings at consumer and national level. - Review and reform energy pricing mechanisms to allocate costs according to burden on the energy delivery system; ensure real return on investment; provide a subsidy mechanism to mitigate high energy prices, especially in rural areas. - Promote research and development for renewable energy sources: solar, wind, geothermal, biogas, mini and micro hydro plants. - Review National Energy Policy (NEP) adopted in 1994 to take into account new sector and economy developments, including measures on bio-fuels and strategic petroleum reserves. - Encourage more players in the electricity industry through legal framework promoting easy access to the electricity supply industry at producer, supplier and customer end; NEP embraces the National Grid Code. - Strengthen institutional capacity and legislative framework; review institutional capacity and implement energy sector reform measures. - Develop mechanisms for procurement of petroleum products and management of the Ndola fuel terminal; consider strategic petroleum reserves to stabilize supply. - Promote private sector participation and competition to increase access to electricity services. - Create a coordinating mechanism for renewable energy technologies development. - Access expected to increase rapidly after adoption of competitive tariffs following industry reforms and NEP adoption. ### Priority projects and expected capacity additions (to be implemented through public-private partnerships, Government or private sector) - a) Kafue Gorge Lower Power Station: potential to generate 750MW; anticipated to be developed through the public-private partnership model. - b) Kariba North Bank Extension: estimated at 320MW. - c) Itezhi-Tezhi Hydropower project: capacity of 120 MW; plus construction of a 200 km 220 kV transmission line from Itezhi-Tezhi to Choma (Muzuma). - d) Zambia-Tanzania-Kenya Interconnector: construction of total 700 km of 330 kV transmission line (600 km on Zambian side and about 100 km on Tanzanian side); additional 200 km of 330 kV transmission line from Arusha to Nairobi; proposed line able to supply an estimated load of up to 200 MW of power in Phase I and another 200 MW in Phase II for export to the East African market. - e) Zambia-Democratic Republic of Congo Inter-connector: developed by Copperbelt Energy Corporation (CEC) and SNEL; will enable power transfers of up to 500 MW from Congo DR to the Southern African market; ZESCO commissioned a 200 km 330 kV line between Luano and Solwezi in 2004 to supply Kansanshi Copper Mines; a further 70 km of 330 kV line will be constructed to supply Lumwana Mine and be extended to Kolwezi in Congo DR. - f) Electrification of farm blocks and other social and health institutions. - g) Development of bio-fuels and other renewable energy programmes to integrate renewable sources into community energy services. - h) Implementation of energy efficiency and conservation measures, including improved household and industry fuel combustion technologies. - i) Implementation of Phase II of the Zambia-Namibia 220 kV Inter-connector from Victoria Falls to Katima Mulilo. - j) Hwange-Livingstone 330 kV Inter-connector (Zimbabwe-Zambia) to decongest the Insukamini-Phokoje-Matimba 400 kV line. - k) Kalungwishi Hydro Power Scheme: 200 MW to supply northern part of the country and stabilise/increase reliability of the National Grid; strategic for regional power supply linking to Congo DR and Tanzania. - l) Development of the Lunsemfwa Lower Hydro Power Scheme: 55 MW to support mining and agriculture in Central and Copperbelt provinces. - m) Development of mini/micro and other hydro electric potential by public and private sectors. ### Expected outcomes - The development of the listed projects is expected to lead to tremendous increase in access to energy services. - Promotion of gel fuel and LPG aims to achieve an annual saving in wood of about 10 percent of total wood consumption, which is equivalent to 400,000 tons per annum. *Fifth National Development Plan 2006 – 2010 — Implementation, monitoring and energy sector excerpts* ### 14.4 Vision and Goals ### 14.4 Vision and Goals ### Vision and Goal - Vision: Universal access to clean, reliable and affordable energy at the lowest total economic, financial, social and environmental cost consistent with national development goals by 2030. - Goal: To ensure availability and accessibility to adequate and reliable supply of energy from various sources at the lowest total economic, social and environmental cost consistent with national development goals of sustained growth, employment generation and poverty reduction. ### Programmes, Objectives and Strategies - Sector: Energy — Programmes, Objectives, Strategies 1. Energy Sector Reform - Objective: To strengthen the institutional, legal and policy framework in order to ensure effective development, management and provision of quality energy services. - Strategies: - Institute a legislative and institutional framework to facilitate the effective development of the energy sector; - Institute legislative reforms in the sector; - Implement policy reforms in the sector; - Undertake institutional reforms in the sector; - Review the regulatory and pricing mechanism in the sector; - Put in place policies that ensure poor households have access to more efficient energy sources. 2. Electricity Generation and Transmission Line Development - Objective: To increase generation capacity, accessibility (through transmission lines). - Strategy: - Mobilise financial and technical resources to facilitate the implementation and trade of electricity development projects. 3. Strategic Petroleum Reserves - Objective: To ensure security of supply of petroleum products in the country. - Strategies: - Design and implement an institutional and operational framework for the management of strategic petroleum reserves; - Mobilise financial resources and develop infrastructure for the reserves. 4. Rural Electrification - Objective: To increase electrification levels in order to increase access for social economic development in rural communities. - Strategies: - Develop and implement the Rural Electrification Master Plan; - Develop Micro/Pico hydro power schemes in order to increase access to electricity services in rural areas; - Mobilse financial resources to promote rural electrification. 5. Bio-Fuel Development - Objective: To facilitate the development of biofuel industry. - Strategies: - Develop a strategy for promoting the utilization of bio-fuel; - Develop a bio-fuel development implementation. strategy 6. Management of the Petroleum Sub-sector and Rehabilitation of Infrastructure - Objective: To enhance an enabling environment for stable and increased supply and security of supply of petroleum. - Strategies: - Develop and implement a petroleum management plan; - Mobilise resources for rehabilitation of petroleum infrastructure; - Rehabilitate petroleum infrastructure. 7. Hydrocarbon Exploration - Objective: To explore for hydrocarbon resources in order to increase security of supply. - Strategies: - Promote oil exploration by the private sector; - Mobilise financial resources for exploration; - Develop capacity in Government to manage hydrocarbon resources; - Develop a framework for entry into the exploration industry. 8. Energy Efficiency and Conservation - Objective: To promote energy efficiency and conservation. - Strategies: - Develop and implement programmes that promote increased energy conservation and management practices in households and the industrial sector; - Mobilise financial resources for the above programmes. 9. Renewable and Alternative Energy Development and Promotion - Objective: To provide and disseminate up to date information on renewable and alternative energy resources for effective planning and awareness, development, management and utilisation. - Strategies: - Undertake a comprehensive assessment of renewable energy potential in selected parts of the country in order to develop a resource map and bankable project proposals; - Conduct awareness campaigns. 10. Creation of Energy Development Fund - Objective: To create opportunities for different types of energy projects. - Strategies: - Promote gassification technology; - Promote the development of bio-fuel; - Promote other renewable energy technology. 11. Promotion of Improved Charcoal Production Technology - Objective: To promote the efficient production of charcoal in order to create an opportunity for improved charcoal production technology. - Strategies: - Promote and carry out practical demonstrations and pilot schemes on the efficient usage of charcoal; - Mobilise financial resources for promotion of improved charcoal production; - Develop an implementation strategy for improved charcoal production. 12. Gender and HIV and AIDS Mainstreaming - Objective: To ensure that gender and HIV and AIDS are mainstreamed in all the energy programmes or project preparation and implementation. - Strategies: - Develop and implement specific measures in the sector to enhance mainstreaming of cross-cutting issues such as gender and HIV and AIDS; - Mitigate the negative impact of HIV and AIDS in the energy sector. 13. General Administration and Organization - Objective: To undertake and coordinate the planning, monitoring and evaluation of energy sector programmes and projects in order to ensure their effective implementation. - Strategy: - Develop monitoring and evaluation guidelines. 14. (Human Resources) - Objective: To effectively manage and develop human resources for efficient performance of the sector. - Strategy: - Develop and implement human resources development and management plan. ### Implementation, Monitoring and Evaluation - Core institution: Ministry of Energy and Water Development (MEWD) will be the core institution to facilitate effective implementation of energy programmes in the FNDP and provide the necessary conducive environment. - Coordination: The Energy SAG, comprising various stakeholders, will play a coordinating role in sector development in collaboration with relevant government institutions. - Monitoring and data: - Ensure regular and continuous checks and documentation activities to ascertain whether objectives and planned programmes/activities have been implemented and have realised the desired outputs and impact. - The Ministry will ensure an effective approach for the collection of data for monitoring purposes is put in place. - Decentralisation: - The decentralisation policy and Decentralisation Implementation Plan (DIP) will facilitate participation of districts in the monitoring of results and recommend changes when required and where necessary. ### Key statistics and financial figures - Science & Technology human capital and innovation indicators: - Zambia has about 1,000 scientists and engineers per million population engaged in research and development, which is approx. 1 scientist/engineer per 1000 Zambians. - The number of Zambian patents since 1988 registered with the Patents Office is 28. - Over 2 million Zambians have post-secondary school qualifications. - Energy sector budgetary figures (K' Billions) — Grand Total row values presented sequentially: - 20.5 23 43.5 80.96 52.1 133.06 47.759 61.5 109.259 75.8 90.9 166.702 79.41 63.4 142.81 595.40 304.47 290.9 - Selected programme grand totals and sub-totals (as presented): - Sub-total (core programmes) totals: 501.32 238.96 262.36 - Sub-total (none-core programmes) totals: 94.0 65.50 28.54 - Grand Total (overall): 595.40 304.47 290.9 - Individual programme multi-year totals (Grand Total column excerpts): - Energy Sector Reform: 6.70 1.80 4.90 - Electricity Generation and Transmission Line Development: 108.60 28.20 80.40 - Strategic Petroleum Reserves: 65.29 34.79 30.50 - Rural Electrification: 184.97 87.97 97.00 - Bio-Fuels Development: 28.80 9.80 19.00 - Management of the Petroleum Sector and Rehabilitation of Infrastructure: 76.40 66.80 9.60 - Petroleum Exploration: 30.56 9.60 20.96 - Energy Efficiency and Conservation: 15.53 8.39 7.14 - Renewable and Alternative Energy Development and Promotion: 30.86 16.56 14.30 - Establishment and Operation of an Energy Development Fund: 12.30 6.00 6.30 - Improved Charcoal Production Technology: 2.20 1.40 0.80 - General Administration and Organisation: 8.16 8.16 0.00 - Personnel Emoluments: 25.00 25.00 0.00 *Fifth National Development Plan 2006 – 2010, Section 14.4–14.6* ### 15.3 Policies and Key Reforms ### 15.3 Policies and Key Reforms ### Policy framework and objectives - National Science and Technology Policy formulated in 1996; Science and Technology Act No. 26 of 1997 set the legal environment for implementation. - Mission: to promote and exploit science and technology as an instrument for developing an environmentally friendly indigenous technology capacity in a sustainable socio-economic manner in order to improve the quality of life in Zambia. - Overall policy objective for research and development: to embed science and technology as part of the culture of the key economic sectors and to promote competitiveness in the production of a wide range of quality goods and services. ### Institutional reforms and responsibilities - Ministry of Science, Technology and Vocational Training (MSTVT) undertook a rationalisation programme of the science and technology systems. - NCSR was replaced with NISIR by the Science and Technology Act 26 of 1997, effectively de-linking coordination and advisory functions of NCSR from research activities. - National Science and Technology Council (NSTC) was created to coordinate, monitor and implement science and technology policies and to advise the Government. - Statutory Instrument No. 13 of 1999 created the National Technology Business Centre (NTBC) to promote research and development products to end users (industry and the commercial sector). ### Legal and policy reforms envisaged during the FNDP period - Review of the National Science and Technology Policy; - Enactment of Bio-safety legislation; - Formulation of an Intellectual Property Rights policy; - Formulation of a National Policy on indigenous knowledge, genetic resources and folklore; - Review of Science and Technology Act and related Acts. ### Vision and goal - Vision: A Zambia where science and technology and innovation are the driving forces in national development by 2030. - Goal: To enhance the contribution of science and technology to national productivity and competitiveness. ### Programmes, objectives and strategies (sectoral priorities) - Programmes (numbered as in source): 1. Research and Development — Objective: To identify and conduct research and development activities in areas of national priority. - Strategies include: identify sectors/industries of national economic growth and target R&D results; encourage interdisciplinary research; conduct target-specific R&D; provide target-specific R&D funds; identify technological needs in areas of national priority; establish research and innovation funds for priority research. 2. Human Resource Development and Retention — Objective: To develop and retain qualified science and technology personnel. - Strategies include: link staff development support to approved training programmes; improve conditions of service; re-engage retired experienced scientific and technological staff to impart knowledge; introduce performance-based annual/bi-annual awards; develop linkages with the TEVET and tertiary system; increase proportion of bursary scheme allocated to females taking science and technology-related courses. 3. Infrastructure Development and Rehabilitation — Objective: To develop, rehabilitate and maintain science and technology infrastructure. - Strategies include: prepare annual development, rehabilitation and maintenance programmes; allocate adequate funding. 4. Commercialisation of R&D — Objective: To promote and commercialise results of research and development. - Strategies include: facilitate participation of R&D institutions in fairs/exhibitions, public discussions, business forums; ensure publication of R&D results; prepare and produce promotional materials; provide tax rebates to commercial entities taking technology from local R&D institutions. 5. Policy, Legislative and Institutional Strengthening — Objective: To review and strengthen the policy, legal and institutional framework. - Strategy: identify constraints in the policy, legal and institutional environment of the sector. 6. Popularisation of Science and Technology in National Development — Objective: To create and promote public awareness on the role of science and technology in national economic development. - Strategies include: develop an effective information, education and communication system; promote open/field days in all R&D institutions; ensure science week activities in all provincial centres; promote district, provincial and national JETS fairs; create incentives for private sector participation in R&D; promote science and technology through activities of the proposed Museum of Science and Technology in Ndola; encourage female participation in science and technology related courses. ### Implementation, monitoring and evaluation - Monitoring and evaluation will be achieved through the institutional framework established under the Science and Technology Act No. 26 of 1997. - Research and development will be coordinated and monitored by the National Science and Technology Council under the supervision of MSTVT. - MSTVT will ensure that linkages of R&D activities across sectors are strengthened and will strengthen the legal framework. - The Sector Advisory Group responsible for the sector will oversee implementation, monitoring and evaluation of programmes. ### Key budget figures (K Billions, as presented) - Grand Total (cumulative across FNDP period): 88.66 (Total), 83.61 (GRZ), 5.05 (Donor). - Grand Total by year (GRZ, Donors, Total): - 2006: 12.69 (GRZ), 1.88 (Donors), 14.57 (Total) - 2007: 15.45 (Total) (GRZ and Donor split not separately listed on Grand Total row for 2007 in source) - 2008: 17.42 (Total) - 2009: 17.43 (Total) - 2010: 18.57 (Total) - Core FNDP Programs subtotal: 39.01 (Total), 33.96 (GRZ), 5.05 (Donor). - PE (MSTVT) subtotal: 14.39 (GRZ), 14.39 (Total). - Management & Administration subtotal: 35.27 (GRZ), 35.27 (Total). - Sub Total (PE + Management & Administration): 49.66 (GRZ), 49.66 (Total). - Grand Total (all programs combined): 88.66 (Total), 83.61 (GRZ), 5.05 (Donor). *Fifth National Development Plan 2006 – 2010* ### 16.2 Review of Past Performance ### 16.2 Review of Past Performance ### Ministry of Education (MoE) — institutional overview - MoE is the largest stakeholder in the education sector and employs about 65,000 teachers and lecturers and over 4,400 administrative and support staff. - Current guiding policy: Educating Our Future (1996); implementation since 2003 guided by the education sector Strategic Plan, 2003 to 2007. - Major sub-sectors: basic, high school, and tertiary education. - MoE organisation: Headquarters, 9 Provincial Education Offices (PEOs) and 72 District Education Boards (DEBs). - Decentralisation structures: Provincial Education Management Committees (PEMCs) and District Education Management Committees (DEMCs). - Many private and public institutions offer distance education from basic to university level; MoE is leading provider of distance education programmes. ### 16.2.1 Early Childhood Care, Development and Education (ECCDE) - Historical responsibility (since 1977 Educational Reforms): provision and funding of early childhood and pre-school education by local councils, local communities, NGOs, private individuals and families. - Major challenges: - Fragmented curriculum. - Lack of coherent policy, standards monitoring and supervision. - Confining ECCDE to pre-schooling instead of a more comprehensive learning experience. - Unclear financing as most learning at this level is provided by private providers. ### 16.2.2 Basic Education - Access improvements: - Enrolment in Grades 1-7 and Grades 8-9 increased at an average of 9 percent annually since 2000. - Gross enrolment ratios (GER) for Grades 1-9: 75.1 in 2000 to 89.8 in 2004. - Net enrolment ratios (NER): 68.1 in 2000 to 79.4 in 2004. - Girls GER in 2004: 86.4; Boys GER in 2004: 93.2. - Completion rates: girls 65.8; boys 78.3. - Drivers of enrolment increase: significant rise in community schools. - Quality interventions during PRSP/TNDP period: provision of textbooks, deployment of more trained teachers, increased in-service training, re-conceptualised basic school curriculum. - Persisting challenges: - Raising learning achievement in key subject areas. - Shifting more qualified teachers to foundation years (Grades 1 to 2). - Improving quality, relevance and delivery of curriculum. - Provision of more teaching and learning materials to match increased enrolment. - Increasing access for vulnerable children. - Improving retention rates for girls and ensuring completion. - Increasing school places for the 7-year old age group. ### 16.2.3 Literacy Education - National literacy rate for age group 15 to 24 years old in 2003: 70 percent. - Key challenges: - Greater government commitment in terms of resources. - Development of institutional structures and mechanisms for a coordinated, coherent and sustainable programme. ### 16.2.4 High School Education - Infrastructure stagnation: public secondary school (Grade 8 to 12) last built in 1970. - Enrolment growth: steady increase since 2000, averaging 10 percent per year. - Completion rates: 11.9 percent in 2000 to 18 percent in 2004. - Gender disparities: higher than in basic education across key indicators. - Quality deterioration over last 30 years due to lower investment compared with basic education. - Pupil/teacher ratios: 10.9 in 2000 to 16 in 2004. - Teacher qualifications: many teachers only qualified to teach at upper basic level. - Examination pass rates for Grade 12 have consistently remained below 70 percent since 2000. ### 16.2.5 Tertiary Education: Teacher Education - In 2005: 10 basic colleges of education (CEs) and 2 Junior Secondary CEs; University of Zambia (UNZA) trains senior secondary school teachers. - Initiatives to increase teacher output: Zambia Teacher Education Course (ZATEC) at basic education level; teacher output under ZATEC doubled from 2000 to 2005. - Continuing professional development: Primary Teachers’ Diploma by Distance Learning; distance learning programmes at UNZA and secondary colleges. - Major challenges: - Inadequate funding. - Rundown infrastructure. - Inadequate and poor staff accommodation. - High lecturer-student ratios. - Insufficient teaching/learning materials and information communication technology (ICT). - High attrition rate of teachers due to HIV and AIDS. - Poor retention rates. ### 16.2.6 Tertiary Education: University Education - Combined output of UNZA and Copperbelt University (CBU): over 25,000 graduates as at December 2004. - Staff development: Staff Development Programmes led to indigenous staff making up close to 90 percent of academic staff. - Postgraduate training: still lagging behind undergraduate achievements. - Problems from chronic under-funding since the 1970s: - Overcrowding. - Dilapidation in infrastructure. - High student lecturer ratios. - Lack of expansion in facilities. - High levels of indebtedness. - Inadequate education materials and ICT. ### 16.2.7 Basic Skills Education and TEVET - Macroeconomic context: rapid economic decline since mid-1970s affected employment generation; labour force about 6 million. - Concern: about 200,000 youths per annum leave the school system without opportunities to acquire skills. - Reforms and institutions: - TEVET Reforms 1994; TEVET Policy (1996); Strategy Paper (1997); TEVET Act No. 13 of 1998. - Technical Education, Vocational and Entrepreneurship Training Authority (TEVETA) established to regulate all forms of technical education and vocational training. - All training providers required by law to register with TEVETA. - TEVETA mandated to facilitate national curricula and provide guidelines for local curricula development. - MSTVT oversees 23 institutions; 21 managed by management boards and TEVETA. - Current stock: 319 registered technical and commercial training institutions in Zambia. - Main challenges: - Formal employment has not grown to absorb many school leavers and TEVET graduates. - Training institutions lack resources and ability to offer skills demanded by labour market. - Sustainable financing is a major concern; financing gap mainly covered by donor assistance. - Financing responses: - Government established a TEVET Fund; measures being considered to sustain the Fund. - Expectation that industry will begin to contribute to financing training; envisaged industry-government partnership as long-term solution. - Note: Other skills training institutions exist in other line ministries. ### 16.2.8 Equity Issues - 16.2.8.1 Orphans and Vulnerable Children (OVC) - Out-of-school children (age 7 to 13): estimated 560,000 in 2000 representing 29 percent of the whole population; decreased to just over 290,000 by 2004 representing 13.7 percent of the population. - Enrolment of orphans in basic schools: 11.1 percent of total enrolment in 2002 to 20.1 percent in 2004. - 16.2.8.2 Children with Special Educational Needs (CSEN) - CSEN in basic education: just over 23,000 in 2002 representing 1.1 percent of total school population; over 73,000 pupils in 2004 representing 2.9 percent of all pupils. - Similar rate of increase in high school sub-sector over same period. - 16.2.8.3 HIV and AIDS - Under BESSIP, MoE developed a comprehensive HIV and AIDS strategy to be scaled up at three levels: - Mainstreaming HIV and AIDS issues in the curriculum. - Dissemination of information to learners and teachers. - Workplace programme including advocacy and Anti-Retroviral Therapy (ART). - Greatest remaining challenge: management and mitigation of impact of HIV and AIDS on teaching staff. - 16.2.8.4 Gender - Various interventions targeting elimination of gender disparities: projects, full component under BESSIP, Pregnancy Re-admission policy. - Government close to reaching gender parity in Grades 1 to 7; in high schools number of girls still below that of boys. - 16.2.8.5 School Health and Nutrition (SHN) - Evidence of widespread stunting due to poor/insufficient diet; recent droughts and floods exacerbated problem. - Many children go to school hungry and unable to concentrate, reducing performance. - School or community feeding programmes in worst affected areas have increased attendance. - SHN pilots in Eastern province proved effective and are being scaled out to other provinces. ### 16.2.9 Bursaries - Bursaries Committee administers government bursaries, grants, scholarships and fellowships for study at universities in-country and abroad. - Coverage: - Close to 70 percent of students are entitled to bursaries. - Bursaries cover 75 percent of tuition fees for most beneficiaries, and up to 100 percent for vulnerable groups (such as double orphans). - Challenges: - Making bursaries accessible at all levels. - Limited number of bursaries at basic and high school level for vulnerable pupils. - Government recognises need to widen coverage to other sub-sectors and vulnerable groups. ### 16.2.10 Financing of Education - MoE expenditure for 2005 was budgeted to be 2.8 percent of GDP. - Government target: minimum allocation of 20.5 percent of the total annual discretionary budget for the sector. ### 16.3 Policies and Key Reforms (FNDP priorities) - FNDP emphasis: improvement of quality while maintaining increase in access as a priority for ECCDE, upper basic, high school, vocational training and tertiary education. - Key reform areas: - Curriculum development and syllabus design. - Professional teacher enhancement. - Making learner environment more productive and conducive to learning and welfare. - Attainment of educational standards. - Access reforms: provision of education through low cost/high impact interventions for underserved learners, expanded use of open and distance learning, and provision of literacy and basic skills education. - Pro-poor policies to ensure equitable education for vulnerable groups: gender, HIV and AIDS, SHN, OVC, CSEN and out of school children. - Policy reform focus areas (listed): a) Curriculum diversification and assessment; b) Development, production, procurement and supply of educational materials; c) Teacher education, deployment and retention; d) Governance, community participation and cost sharing; e) Early Childhood Care, Development and Education; f) Literacy Education; g) Distance and Open Learning; h) Community schools – ownership, management and financing; i) Equity; and j) Decentralisation. - Partnerships: build/strengthen partnerships between Government and donors, NGOs, FBOs, and private providers; institute appropriate legislation for proposed reforms. - Funding commitments: - Government will significantly increase funding to education and training sector; additional funding sourced from external funding agencies. - Target: increase by 2010 to Southern African funding levels of a minimum of 5 percent of GDP devoted to education and training. - External partners urged to increase present levels and move towards unrestricted sector support (pool funding) and general budget support. ### 16.4 Vision and Goals - Vision: Innovative and productive life long education and training accessible to all by 2030. - Goals: a) To ensure universal basic education provision to children; b) To ensure that opportunities exist for all citizens to have equitable access to ECCDE, basic and high school, tertiary education and/or technical and vocational training; c) To improve the quality and relevance of education and skills training; d) To promote efficiency and cost-effectiveness; e) To enhance institutional coordination in both public and private education and training institutions; and f) To ensure that library services are improved to contribute to high standards and quality of education in Zambia. ### 16.5 Programmes, Objectives and Strategies (sector-wide objectives) - Broad objectives during FNDP period: a) To strengthen or establish institutional frameworks to coordinate provision of education and training through government, community and private institutions; b) To introduce policy changes reflective of the current educational requirements; c) To promote use of alternative modes of education and training provision; d) To promote innovative methodologies in learning institutions; e) To promote use of responsive monitoring of standards and assessment tools; and f) To enhance provision of teaching/learning materials and equipment. - The FNDP presents programme-specific objectives and strategies for ECCDE, basic, literacy, high school, teacher education, university education, and basic skills education and TEVET. *Source: _cr07276 - 16.2 Review of Past Performance* ### 1. To design a ### _cr07276 - 1. To design a comprehensive and diversified curriculum that is interlinked throughout all educational levels ### Curriculum development and educational materials - Overarching objectives: - 1. To design a comprehensive and diversified curriculum that is interlinked throughout all educational levels - 2. To provide relevant educational materials - Early Childhood Care, Development and Education - a) Develop a national early childhood care, development and education curriculum framework; - b) Develop, produce and distribute teaching/learning materials for early learners - Basic Education - a) Develop a basic school curriculum and syllabus for Grades 8 and 9 and review the curriculum framework for Grades 1 to 7; - b) Develop, produce and distribute teaching/learning materials for pupils; - c) Develop and produce open and distance learning materials for the Alternative Basic Education Programmes - Literacy Education - Review and improve literacy teaching and learning materials - High School Education - a) Develop a high school curriculum and syllabus for Grades 10-12; - b) Improve teaching and learning, especially in practical, scientific and technological disciplines; - c) Develop, produce and distribute teaching/learning materials for pupils - Tertiary Education: Teacher Education - a) Improve the quality of training through the provision of equipment and teaching/learning resources; - b) Develop, produce and distribute teaching/learning materials for students - Tertiary Education: TEVET - a) Develop appropriate training, assessment and qualification systems to meet current and future demands of the labour market; - b) Improve the quality of training through the provision of equipment and teaching/learning resources; - c) Develop, produce and distribute teaching/learning materials for students - Tertiary Education: University Education - a) Design a comprehensive and diversified university curriculum with relevant linkages to other educational levels and to the needs of socio-economic development; - b) Develop, produce and distribute teaching/learning materials for students ### Standards and assessment - Overarching objectives: - 1. To develop a comprehensive assessment system reflective of an outcome and demand based curriculum - 2. To establish the National Qualifications Framework (NQF) - Early Childhood Care, Development and Education - a) Develop monitoring and evaluation instruments for early childhood care, development and education; - b) Monitor learning performance through increased standards visits - Basic Education - a) Develop an assessment system, including methods of continuous assessment and examinations; - b) Monitor learning performance through increased standards visits - Literacy Education - Develop monitoring and evaluation instruments for literacy education - High School Education - a) Develop an assessment system, including methods of continuous assessment and examinations; - b) Monitor learning performance through increased standards visits - Tertiary Education: Teacher Education - a) Develop an assessment system reflective of an outcome based curriculum; - b) Monitor learning performance through increased standards visits; - c) Establish the criteria for the operations and management of the Zambia Qualifications Authority (ZQA) and National Qualifications Authority (NQF) within the context of the SADC framework - Tertiary Education: TEVET - a) Develop appropriate training, assessment and qualification systems to meet current and future demands of the labour market; - b) Strengthen regulatory capacity within TEVET - Tertiary Education: University Education - a) Review and develop the internal mechanisms for assessment, including methods of continuous assessment and examinations; - b) Establish the criteria for the operations and management of the ZQA and NQF within the context of the SADC framework ### Teacher education and professional development - Overarching objectives: - 1. To strengthen the systems for continuous professional development, management and support - 2. To strengthen the systems for initial teacher training, management and support - 3. To develop a comprehensive national policy and institutional framework for promotion and development of library services in Zambia - Early Childhood Care, Development and Education - Provide continuous professional development to serving teachers and care givers - Basic Education - a) Provide continuous professional development to serving teachers; - b) Provide pre and in-service training of teachers in SHN interventions and create health promoting schools - Literacy Education - Provide continuous professional development to serving providers - High School Education - Provide continuous professional development to serving teachers - Tertiary Education: Teacher Education - a) Develop a training policy and plan for initial training for ECCDE teachers and care givers; - b) Train qualified teachers with basic education teacher competencies in order to eliminate double shifting in all schools; - c) Develop a training policy and plan for initial training for literacy providers; - d) Design a comprehensive library service that is inter-linked throughout all education levels; - e) Provide relevant library services and education materials - Tertiary Education: TEVET - a) Increase the number of lecturing staff in TEVET; - b) Increase participation of females and the disabled in skills teacher training; - c) Enhance skills and qualification levels of lecturing personnel in skills training - Tertiary Education: University Education - Train qualified teachers with high school teacher competencies in order to reallocate those qualified Grade 8-9 teachers currently teaching in Grades 10-12 to basic education ### Infrastructure development - Overarching objective: - To provide appropriate and sufficient infrastructure facilities and services including rehabilitation and maintenance in order to improve equitable access to and quality of education - Early Childhood Care, Development and Education - a) Develop designs for Early Childhood Care, Development and Education classrooms; - b) Construct, rehabilitate and maintain Early Childhood Care, Development and Education centres in selected regions and districts - Basic Education - c) Provide sufficient classrooms in lower basic schools in order to eliminate double shifting; - d) Provide sufficient classrooms and other facilities (laboratories, etc.) to upgrade lower basic schools into full basic schools; - e) Rehabilitate and maintain basic schools; - f) Provide and maintain water and sanitation facilities with a view to provide equitable access for girls and CSEN; - g) Provide staff housing with emphasis on rural schools - Literacy Education - NB: There are no planned activities under infrastructure as literacy training will be conducted using existing infrastructure facilities for adult literacy centres - High School Education - a) Provide designs for low cost day schools with weekly boarding facilities for selected regions; - b) Provide sufficient classrooms and other facilities (laboratories, libraries and practical classrooms etc.); - c) Construct and rehabilitate boarding and technical high schools; - d) Provide and maintain water and sanitation facilities with a view to provide equitable access for girls and CSEN; - e) Provide staff housing with emphasis on rural schools - Tertiary Education: Teacher Education - a) Construct additional classroom space at each of the 12 Colleges of Education; - b) Construct additional zonal resource centres; - c) Rehabilitate and maintain colleges of education, including provincial, district and zonal teacher resource centres; - d) Provide and maintain water and sanitation facilities with a view to provide equitable access for girls and CSEN; - e) Provide staff housing - Tertiary Education: TEVET - a) Provide and expand infrastructure in order to increase access to TEVET; - b) Rehabilitate and maintain existing infrastructure - Tertiary Education: University Education - a) Provide and expand infrastructure in order to increase access to university education; - b) Establish a third university based on a public-private partnership model; - c) Rehabilitate and maintain universities, including hostels, libraries and laboratories ### Distance education and open learning - Overarching objectives: - 1. To expand access and participation in the provision of basic education through alternative modes of delivery using appropriate methodologies and technologies - 2. Promote private sector participation - Early Childhood Care, Development and Education - NB: Distance education and open learning methodologies will not be used in this sub-sector - Basic Education - a) Develop a framework to coordinate provision of open and distance education; - b) Identify and utilise appropriate methodologies and technologies to improve access to and quality of open and distance education; - c) Develop and produce open and distance learning materials for the Alternative Basic Education Programmes - Literacy Education - a) Develop a framework to coordinate provision of open and distance education; - b) Establish adult literacy centres in selected regions and in coordination with other line ministries - High School Education - a) Develop a framework to coordinate provision of open and distance education; - b) Identify and utilise appropriate methodologies and technologies for facilitating distance and open learning; - c) Promote e-learning; - d) Reform provision of APU - Tertiary Education: Teacher Education - a) Develop a framework to coordinate provision of open and distance education; - b) Identify and utilise appropriate methodologies and technologies for facilitating distance and open learning; - c) Promote e-learning - Tertiary Education: TEVET - a) Increase access to TEVET through the provision of distance learning facilities; - b) Identify and utilise appropriate technologies and methodologies for facilitating distance and open learning; - c) Promote e-learning. - Tertiary Education: University Education - a) Develop an effective framework to coordinate provision of open and distance education; - b) Identify and utilise appropriate methodologies and technologies for facilitating distance and open learning; - c) Promote e-learning. ### Equity, HIV/AIDS and school health and nutrition (SHN) - Overarching objectives: - 1. To develop flexible and inclusive education programmes that provide mechanisms for increasing equitable access to quality basic education for CSEN and OVC - 2. To provide interventions on HIV and AIDS and SHN - Early Childhood Care, Development and Education - a) Develop and strengthen strategies that encourage retention and progression of girls and OVC; - b) Equip teachers and care takers with adequate and relevant information about HIV and AIDS - Basic Education - a) Increase access, participation and retention in basic education, with particular emphasis on CSEN and OVC; - b) Increase bursary provisions; - c) Develop and support actions aimed at mitigating and reducing the impact of HIV and AIDS and other social and health related issues; - d) Equip teachers with adequate and relevant information about HIV and AIDS - Literacy Education - Equip adult literacy providers with adequate and relevant information about HIV and AIDS - High School Education - a) Increase access, participation and retention in high schools, with particular emphasis on girls; - b) Eliminate gender disparities in both participation and learning achievement; - c) Develop and support actions aimed at mitigating and reducing the impact of HIV and AIDS and other social and health related issues; - d) Equip teachers with adequate and relevant information about HIV and AIDS - Tertiary Education: Teacher Education - a) Equip lecturers with adequate and relevant information about HIV and AIDS; - b) Increase access, participation and retention in college education with particular emphasis on CSEN, women and OVC; - c) Eliminate gender disparities in both participation and learning achievement - Tertiary Education: TEVET - a) Increase access, participation and retention of girls and women in TEVET; - b) Train more lecturers in courses for the disabled and increase participation of the disabled in TEVET; - c) Identify and utilise appropriate methodologies to facility equity in training; - d) Facilitate access to bursaries for the disadvantaged - Tertiary Education: University Education - a) Equip lecturers with adequate and relevant information about HIV and AIDS; - b) Increase access, participation and retention in basic education for females, CSEN and OVC; - c) Eliminate gender disparities in both participation and learning achievement; - d) Increase bursary provisions ### Management, administration and governance - Objective: - To develop, revise and improve the overall framework for quality educational planning, human resource, financial management and administration of education delivery - Key strategies: - a) Establish an institutional framework within the education and training sector to coordinate and oversee the implementation of ECCDE and community schools; - b) Conduct focused policy relevant studies and reviews in response to identified policy gaps; - c) Revise and improve the resource allocation criteria for institutions and operational levels; - d) Develop a framework to coordinate the provision of literacy and establish literacy programmes in collaboration with other ministries, NGOs, universities and communities; - e) Improve information management systems that are responsive to the needs of the education and training sector at all levels; - f) Devise mechanisms for retention and attraction of teachers to rural areas; - g) Establish an efficient, accountable and decentralised procurement and distribution system; - h) Strengthen accountability and transparency in the utilisation of funds; - i) Improve the internal management and implementation structures at the headquarters and provincial levels, including decision-making, flow of information, time management and procedures for meetings; - j) Strengthen the systems for continuous professional development, management and support in colleges of education; - k) Expand and regulate the production of qualified teachers and teacher educators; - l) Strengthen management and administrative systems in universities; - m) Liquidate the institutional debt and expand the sustainable financial resource base in universities; - n) Develop institutional capacity for dealing with HIV and AIDS at all levels of the education and training sector. ### Research in education - Objective: - To strengthen research and innovation capabilities in private and public tertiary institutions - Strategies: - a) Encourage sustainable scientific and technological development through research; - b) Implement and/or strengthen programmes on attachment to and exchange of students and staff between tertiary institutions and industry ### Basic skills education and TEVET - Objective: - To develop, revise and improve the overall framework for quality educational planning, human resource, financial management and administration of technical and vocational education delivery - Strategies: - a) Provide appropriate infrastructure and facilities to enhance increased enrolment that is inclusive of vulnerable and disadvantaged learners in the basic skills and TEVET institutions; - b) Foster community participation and investment in the provision of basic skills and TEVET; - c) Develop diversified curricula that will mainstream entrepreneurship, career guidance and development from early childhood to TEVET in order to provide skilled human resources for increased productivity and income generation in the formal and informal sectors; - d) Strengthen the regulatory functions of TEVETA; - e) Improve the overall coordination and management of basic skills and TEVET, including information management systems; - f) Develop appropriate training, assessment and qualifications systems to meet the current and future demands of the labour market; - g) Develop effective and efficient modalities for the provision of training and support services to the micro, small and medium enterprises in order to improve household incomes; - h) Mainstream cross-cutting issues (e.g. HIV and AIDS, gender, disability and environment) in the basic skills and TEVET systems; - i) Expand a sustainable financial resource base *Fifth National Development Plan 2006 – 2010, Sector: Education and Skills Development* ### 16.6 Implementation, Monitoring and Evaluation Framework ### 16.6 Implementation, Monitoring and Evaluation Framework ### Implementation basis - The implementation of the ongoing programmes shall continue to be based on the existing Sector Plan, 2003 to 2007. - Some programmes will be adjusted in line with the new vision and goals. ### Monitoring indicators and targets - Monitoring the progress and impact of the FNDP educational programmes will be done on a regular basis using the following key performance indicators and targets: - Net Enrolment Ratios; - Completion Rates; - Pupil/Student Teacher/Instructor/Lecturer ratios; - Teacher/Instructor/Lecturer Qualifications; - Gender Parity Index; - District Education Profile Index (number of districts obtaining agreed minimum levels of performance). ### Administrative monitoring, responsibilities, and focus - Respective education administrators will monitor implementation through specific indicators and targets defined in the respective annual work plans and budgets. - Administrators are expected to carry out monitoring as an integral part of their key functions. - The Education and Training SAG will play a supervisory and monitoring role. - The main focus of monitoring shall be on the impact of the FNDP interventions. ### Selected education sector financing figures (as presented) - Core FNDP Programs — Sub-total (annual snapshots in K' Billions shown across table): - 2006: 1,206 240 1,446 - 2007: 1,563 296 1,859 - 2008: 1,720 332 2,052 - 2009: 2,038 374 2,412 - 2010: 2,369 410 2,779 - Cumulative line shown: 10,548 8,897 1,652 - Non Core FNDP Programs — Sub-total (annual snapshots in K' Billions shown across table): - 2006: 71 39 110 - 2007: 87 52 139 - 2008: 96 57 153 - 2009: 113 66 179 - 2010: 124 72 196 - Cumulative line shown: 778 491 287 - Grand total (education table, final row): - 2006: 1,277 279 1,556 - 2007: 1,650 348 1,998 - 2008: 1,816 389 2,205 - 2009: 2,151 441 2,591 - 2010: 2,493 483 2,976 - Grand total line shown: 11,326 9,387 1,939 ### TEVETA financing highlights (selected lines as presented) - Sub-Total (TEVETA, annual snapshots in K' Billions): - 2006: 13.44 38.48 51.92 - 2007: 50.9 39.21 90.11 - 2008: 33.141 46.104 79.245 - 2009: 38.3 59.38 97.68 - 2010: 47.89 85.31 133.2 - Aggregate shown: 452.155 183.6 71 268.484 - Management and Administration* (TEVETA, selected snapshots): - 2006: 11 19.1 30.1 - 2007: 9.16 1.2 10.36 - 2008: 14.5 18.23 32.73 - 2009: 15 19.44 34.44 - 2010: 17 19.18 36.18 - Aggregate shown: 143.8 66.7 77.2 - TEVETA Grand Total (selected line as presented): - 2006: 24.44 57.58 82.0 - 2007: 60.06 40.41 100.47 - 2008: 47.641 69.504 117.15 - 2009: 53.3 78.82 132.12 - 2010: 64.89 104.49 169.38 - Aggregate shown: 601.14 250.3 350.8 ### Health sector context and capacity targets (selected factual points) - Health care providers include: government institutions, the Churches Health Association of Zambia (CHAZ), the mining companies, parastatal organisations, private clinics and traditional healers. - Public health service structure: health posts, health centres, level one hospitals, level two hospitals and level three hospitals. - Health post norms and targets: - One health post should ideally cater for a population of 500 households in rural areas and 1,000 households in the urban areas, or to be established within 5 km radius for sparsely populated areas. - The target is to have 3,000 health posts but currently only 20 have been commissioned. - Health centre norms and targets: - Urban health centres are intended to serve a catchment population of 30,000 to 50,000 people. - Rural health centres should service a catchment area of 29 km radius or a population of 10,000. - The target is 1,385 health centres but currently there are a total of 1,210 health centres (973 rural, 237 urban). - Hospital coverage: - There should be at least one first level hospital in each district to serve as a referral point for satellite health centres. - There are currently 19 districts without a district hospital. - Historical context: - By 1991, quality of health service delivery had deteriorated due mainly to increased demand from rapid population growth and a declining economy. - In response, the Government introduced the Health Reforms in 1992. - Key tenets of the reforms included decentralisation to the district level, a focus on preventive rather than curative care, and the introduction of an “Essential Health Care Package”. - Reforms emphasised community participation in management of health services and coordination of donor support in a sector wide approach. *Source: Fifth National Development Plan 2006 – 2010 (sections reproduced in the supplied content).* ### 17.2 Review of Past Performance ### 17.2 Review of Past Performance ### Overview of trends (1992–2005) - Between 1992 and 2002, some health indicators showed a marked decline in service delivery and quality of care while others registered a marginal improvement. - Factors contributing to decline of some indicators: the HIV and AIDS pandemic; brain drain; poor state of health facilities; inadequate drugs and medical supplies; and high poverty levels. - Table 17.2 presents general trends in health care delivery indicators for the period 2000 to 2005. ### Key health indicators and service-delivery statistics - Life Expectancy at birth: 45 (1992), 46.8 (1996), 51.9 (2001/2002). - Infant Mortality Rate per 1,000 births: 107 (1992), 109 (1996), 95 (2001/2002). - Under 5 Mortality Rate per 1,000 births: 191 (1992), 197 (1996), 168 (2001/2002). - Maternal Mortality Ratio per 100,000 live births: N/A (1992), 649 (1996), 729 (2001/2002). - HIV Prevalence Rate: 4 (1992), 23 (1996), 20 (2001/2002), 15.6 (note formatting in source). - Health centre outpatient per capita attendance: 0.42 (2000), 0.77 (2001), 0.73 (2002), 0.86 (2003), 0.76 (2004), 0.78 (2005). - First antenatal coverage (%): 90 (2000), 88 (2001), 90 (2002), 95 (2003), 97 (2004), 93 (2005). - Average antenatal visits (times): 3.6 (2000), 3.6 (2001), 3.4 (2002), 3.3 (2003), 3.1 (2004), 3.0 (2005). - Supervised deliveries (%): 39 (2000), 44 (2001), 49 (2002), 55 (2003), 61 (2004), 62 (2005). - Fully immunised children under five years (%): 76 (2000), 86 (2001), 76 (2002), 74 (2003), 80 (2004), 82 (2005). - Underweight prevalence (% weight): 23 (2000), 23 (2001), 22 (2002), 21 (2003), 17 (2004), 16 (2005). - Health centre staff load (patients/staff): 17 (2000), 14 (2001), 16 (2002), 17 (2003), 17.4 (2004), 17 (2005). - Immunisation: number of children under one completing recommended series increased from 75 percent in 2003 to 80 percent in 2004 and to 82 percent in 2005; Lusaka province coverage in 2005 was 101 percent, Southern 93 percent, Central 93 percent. ### Human Resource Management and Development (17.2.1) - The health sector is operating at 50 percent of the establishment. - Nearly 45 percent of rural health centres are run by unqualified health workers. - In Northern province, doctor to population ratio reported as 1:69,000 compared to World Health Organisation recommended ratio of 1:5,000. - Government actions and plans: - In 2004, a human resource task force developed an emergency Human Resource Rescue Plan and implementation criteria. - A human resources strategic plan was developed, recommending replacing the task force with a higher level committee to oversee implementation. - Measures to check brain drain include the rural retention loan scheme and housing development for rural staff. - Training prioritized by strengthening institutions involved in training health workers. ### Basic Health Care Package (BHCP) (17.2.2) - Government focus on Primary Health Care (PHC) as main vehicle for delivering services. - BHCP: set of selected high impact interventions offered freely or on cost-sharing basis; interventions outside BHCP on full cost recovery. - Interventions selected based on epidemiological analysis of disease burden. - Ten priority areas identified for inclusion in the BHCP (Table 17.3): 1. Child health and nutrition — To reduce the mortality rate among children under five 2. Integrated reproductive health — To reduce the Maternal Mortality Ratio 3. HIV and AIDS, TB and STIs — To halt and begin to reduce the spread of HIV, TB and STIs through effective interventions 4. Malaria — To reduce incidence and mortality due to malaria 5. Epidemics — To improve public health surveillance and control of epidemics 6. Hygiene, sanitation and safer water — To promote and implement interventions aimed at improving hygiene and access to acceptable sanitation and safer water 7. Human resources — To train, recruit and retain appropriate and adequate staff at all levels 8. Essential drugs and medical supplies — To ensure availability of essential drugs and medical supplies at all levels 9. Infrastructure and equipment — To ensure availability of appropriate infrastructure and equipment at all levels 10. Systems strengthening — To strengthen operational systems, financing mechanisms and governance arrangements for effective delivery of health services - Further work needed to refine BHCP packages and use them as intended. ### Malaria (17.2.3) - Malaria accounts for nearly 40 percent of all outpatient attendances and 50 percent of cases among children under-five. - Estimated nearly 4 million clinical cases and 50,000 deaths per year; up to 20 percent of maternal mortality attributed to malaria. - Malaria incidence rates tripled over three decades, from 121/1,000 in 1976 to 396/1,000 in 2003, due predominantly to chloroquine resistance; reduced vector control; limited access to quality care and poor clinical care management; HIV and AIDS; and poverty. - Government Roll Back Malaria (RBM) programme components: - Change in malaria treatment policy to address chloroquine-resistant strains - Indoor residual spraying - Improvements in diagnosis methods - Promotion of insecticide treated nets (ITNs) - Staff training ### HIV/AIDS, STIs and Tuberculosis (17.2.4) - HIV prevalence (2001/2002 ZDHS): 16 percent of population aged 15 to 49; women 18 percent; men 13 percent. - Urban vs rural prevalence: 23 percent (urban), 11 percent (rural). - Provinces above national average: Lusaka 22 percent, Copperbelt 20 percent, Southern 18 percent. - Approximately 39.5 percent of babies born to HIV positive mothers are infected. - VCT and PMTCT programmes introduced in 2000; about 72 VCT and 83 PMTCT centres country-wide with further expansions ongoing. - ART provision introduced in public health institutions in 2002. - Number of centres providing ART: 53 (2003), 84 (2004). - Patients on ART stood at around 43,000 by end of 2005. - Government targeted 100,000 eligible HIV patients on ART by end of 2005. - Government policy adopted to provide free ART services to all eligible patients. - Sexually transmitted infections: CBoH Syndromic Guidelines indicate over 10 percent of reported outpatient attendance due to STIs. - Syphilis (2001–2002 ZDHS): 7 percent of women and 8 percent of men in 15 to 49 age group have syphilis. - Tuberculosis: - TB notification rate increased from 105 per 100,000 population in 1985 to 545 per 100,000 population in 2002, mainly due to the HIV/AIDS epidemic. - Estimated 70 percent of patients with TB are HIV positive. - Peak age group for TB: 20 to 35 years. - Annual risk of infection estimated at around 2.5 percent. - Cure rates improved from 58 percent (2001) to 64 percent (2004). - Treatment success rate improved from 74 percent (2003) to 77 percent (2004). - Improvements attributed to DOTS and improved supply of TB drugs. ### Integrated Reproductive Health (17.2.5) - Maternal Mortality Rate increased from 649 per 100,000 live births in 1996 to 729 in 2002. - Antenatal attendance estimated at 80 percent (urban) and 68 percent (rural). - Approximately 50 percent of maternal mortality directly attributed to postpartum haemorrhage, sepsis, obstructed labour, abortion and eclampsia; indirect causes include malaria, anaemia and HIV/AIDS related conditions. - Average antenatal care during 2000–2005: 92 percent of pregnant women received some ante-natal care; average of 38.5 percent delivered in health facilities (institutional deliveries) during same period. - Supervised deliveries increased from 39 percent (2000) to 62 percent (2005). - National antenatal coverage rose from 90 percent (2000) to 93 percent (2005). - PMTCT plus programme: an average of 5,000 women being counselled each month. - Main challenges: shortage of appropriately trained staff; socio-cultural factors delaying care-seeking; poor transport and communication systems; poor quality of ante-natal care; inadequate infrastructure and equipment; inadequacy of drugs and other essentials. ### Child Health (17.2.6) - Under 5 mortality rate declined by 12 percent from 191 per 1,000 live births (1992) to 168 (2002). - Infant mortality rate declined by 11 percent from 107 per 1,000 live births (1992) to 95 (2002). - Major causes of child mortality: malaria; respiratory infection; diarrhoea; malnutrition; anaemia; HIV and AIDS increasingly contributing. - Malnutrition increases attributed to worsening poverty and food insecurity and sub-optimal infant and young child feeding practices. - Micronutrient deficiencies: iodine, iron and Vitamin A deficiencies noted among children and expecting mothers. - Under 2001–2005 national health sector plan, interventions included promotion and support for nutrition and immunisation and management of common childhood illnesses. - Immunisation coverage: measles, DPT3 and polio in range 80 to 85 percent; TB vaccination (BCG) above 90 percent; full immunisation coverage in 2004 stood at 80 percent. - Constraints: inadequate coverage of effective child health interventions; poor quality of services; critical shortage of skilled staff; weak infrastructure; inadequate funding. - Priority challenge: scale-up child survival interventions including immunisation, management of childhood illnesses, newborn care, nutrition promotion and strengthening of school health programmes. ### Nutrition (17.2.7) - Protein Energy Malnutrition (PEM) latest figures: 47 percent of Zambian children are stunted, 28 percent are underweight, 5 percent are wasted. - Breast-feeding impacted negatively by high HIV and AIDS prevalence; exclusive breast-feeding until six months less automatic due to HIV transmission risk. - Vitamin A deficiency: 5 percent of children between 6 to 59 months have severe vitamin A deficiency; 49.1 percent had moderate vitamin A deficiency. - Iron deficiency: 50 percent of women attending ante-natal clinics and 15 percent of children under 15 years have Iron deficiency. - Anaemia: 65 percent of children, 39 percent of women and 23 percent of men are anaemic. - Critical gaps: dietetic management of in-patients and referrals for non-communicable diseases; adolescent and maternal nutrition under-attended. - Inadequate staffing and capacity at national and provincial level has contributed to poor implementation of nutrition programmes and requires strengthening. ### Other diseases (17.2.8) - Other significant disease contributors: acute respiratory infections, diarrhoea, worm infestations and bilharzias (schistosomiasis) and non-communicable diseases (NCDs). - Schistosomiasis: estimated close to 2 million people infected in Zambia; prevalence as high as 90 percent in some communities. - Intestinal helminths (hookworm, ascaris and whip worm) common throughout country; heavy infections cause anaemia in children and pregnant women. ### Other main challenges (17.2.9) - Essential drugs and medical supplies: - 2001–2005 National Health Strategic Plan projected availability of essential drugs at 85 percent by 2005. - Over the past 4 years, bulk supply of essential drugs and medical supplies was erratic, with as much as 50 percent of essential drugs being out of stock during some periods in each year under review. - Availability of rural health centre kits was fairly steady. - Health centre stocks improved from 73 percent (2002) to 76 percent (2004). - Activities undertaken: - Development of a three-year procurement plan for 2005 to 2007. - Development of “Essential Drugs” and “Tracer Drugs” lists to monitor stocks and procurement for critical drugs and supplies. - 2003 review by National Drug Policy Steering Committee (NDP-SC) of the Food and Drug Act and Laboratory to establish enforcement capacity. - 2004 Pharmaceutical Regulatory Authority (PRA) guidelines on donation of drugs and medical supplies produced; awaiting dissemination. - Remaining problems: shortages and inappropriate clinical usage of drugs and medical supplies; need to enhance dissemination and enforcement of recommended treatment guidelines and prescriptions. - Infrastructure and equipment: - Less than 50 percent of rural population live within 5 kilometres of nearest health facility compared to over 90 percent for urban population. - Deterioration of health facilities requires urgent repairs and replacements. - Contributing issues: inadequate financial resources; emphasis on network expansion over rehabilitation; lack of preventive maintenance policy and guidelines; lack of skilled staff for maintenance. - Joint Investment Plan 2001 to 2005 analysis shows inadequate investment in infrastructure. - Government commissioned a health facility census in 2004 to feed into development of a prioritised capital plan and infrastructure development plans. - Essential equipment lists defined for health post, health centre and level one district hospitals; work continuing for level 2 and 3 referral hospitals. - Remaining challenges: develop equipment management plans; determine human resource needs for equipment management and maintenance; develop maintenance facilities with tools and equipment; allocate adequate budget for maintenance at all levels. - Gender mainstreaming: - Major gender disparities persist in some health outcomes such as HIV/AIDS prevalence. - Issues: limited attention to gender differences in access and outcomes; low participation of men in reproductive and family health; gender policies not transformed into concrete action plans; no collection of gender-disaggregated data within HMIS; fewer women in management positions. - Constraints to mainstreaming: inadequate conceptual understanding of gender and technical expertise; inadequate appreciation of linkages between gender and health. - Workplace HIV/AIDS responses: - Health sector developed plans to implement workplace HIV/AIDS programmes including campaigns at places of work and support to infected staff through provision of free ARVs. *Source: _cr07276 - 17.2 Review of Past Performance* ### 17.3 Policies and Key Reforms ### 17.3 Policies and Key Reforms ### Health sector restructuring and institutional roles - Cabinet policy decision in 2004 to restructure the health sector; National Health Services Act of 1995 (which created the Central Board of Health (CBoH) and Health Boards) was repealed to pave way for restructuring. - Assessment of MoH and CBoH conducted in 2002 concluded that “the dividing line between the two institutions remained thin”, and that there was evidence of duplication of functions resulting in “a bloated and costly central level structure.” - Main challenge during the FNDP period: proceed with reforms while protecting systems that served well and minimising interruptions to service delivery. - Provincial and district level structures shall be retained in their present form. - Statutory bodies, both regulatory and service, shall continue to play an important role in attainment of overall government health policy. - Statutory bodies have been operating in isolation despite Government establishing a coordinating mechanism through Statutory Instrument No. 147 of 1997, which established the National Public Health Regulatory Authority Board (NPHRAB). This challenge shall be addressed during the FNDP. ### Private-public partnerships (PPP) and private health sub-sector - Government policy: support private-public-partnerships (PPP) in health services delivery; FNDP period shall strive to enhance this. - Definition of private health sub-sector: all providers who exist outside the public sector whether their aim is philanthropic or commercial, and whose aim is to treat illness or prevent disease. - Composition of private sub-sector: - private for profit organisations (private clinics and hospitals); - private not-for profit organisations (such as the Churches Health Association of Zambia); - an increasing number of NGOs that operate at community level. - PPP policy aims at consolidating achievements by strengthening implementation, functioning and performance of District Health Boards, Health Centre Committees, and Neighbourhood Health Committees. - Government maintains that this informal health sub-sector caters for the majority of clients in need of health care though there are substantial concerns about the quality of care given, especially at the more informal end of the range of providers. - Main challenge for Government during the FNDP: strengthen regulatory role to ensure services provided by the private sector conform to national standards and guidelines. ### User fees, exemptions, and access to primary health care - Health reforms introduced in 1992 introduced the concept of cost sharing in all public health institutions. - Rationale for user fees: create a sense of ownership of health care delivery system; regulate health seeking behaviour to reduce moral hazard associated with provision of “free services”; raise some revenue to supplement funds from the central treasury for quality improvement. - Realisation: user fees constitute a formidable barrier to access to health services by the poor and are a form of direct tax that falls most heavily on the poor. - User-fee exemption system proved to be ineffective due to difficulties in targeting exemptions to intended beneficiaries, namely the vulnerable, children under the age of 5 and people with chronic conditions like TB. - In early 2006, Government abolished user fees for primary health care services with the aim of allowing those unable to pay to access health services. - Process of removing user-fees is being done in phases beginning with rural areas and eventually scaling up to cover the whole country. ### District hospitals, rightsizing, and infrastructure priorities - Government policy: make available at least one first level hospital in each district, which would operate as a referral hospital to satellite health centres. - Current situation: there are currently 74 first level hospitals; there are 19 districts without a level one referral hospital. - FNDP implementation emphasis: construct first level hospitals in each of the remaining districts. - Government recognised need for rightsizing health facilities, involving reclassifying some level two hospitals to level one and some level one hospitals to health centres. ### FNDP-period interventions and priorities - To address processes during the FNDP period, Government shall focus on completing the health facility infrastructure development plan to ease allocation of resources and prioritisation of capital projects in under-served areas. - Other interventions shall include: - a) Finalisation of the health facilities (infrastructure) databank to serve as a source of information for formulation of development and procurement plans for capital/infrastructure programmes; - b) Finalisation of infrastructure standards and guidelines, which will form the basis for implementation of programmes; - c) Approval of the draft maintenance policy, which will provide guidelines on how to manage repairs and maintenance of infrastructure; and - d) Increasing allocations to capital investment programmes. ### 17.4 Vision and Goal - Vision: Equitable access to cost-effective and quality health care by 2030. - Goal: To improve the health status of the people in Zambia in order to contribute to socio-economic development in line with the Millennium Development Goals (MDGs). *Source: _cr07276 - 17.3 Policies and Key Reforms_* ### 17.5 Programmes, Objectives and Strategies ### 17.5 Programmes, Objectives and Strategies ### Human Resource Development and Management - Objective: To train, recruit and retain adequate and appropriate staff at all levels - Strategies: - a) Improve the availability of an appropriate mix of human resources for health through training, recruitment and retention of health workers; - b) Train health providers in sign language to adequately cater for the health needs of the deaf; - c) Strengthen systems for human resource management, planning and development; - d) Strengthen the regulatory role of certification and registration of health professionals; - e) Develop appropriate mechanisms for retaining health workers; - f) Review existing health legislation to increase the scope of the health profession ### Basic Health Care Package - Objective: To provide efficient and cost-effective quality basic health care services at all levels of the health care delivery system as defined in the Basic Health Care Package - Strategies: - a) Finalise the BHCP for all levels; - b) Develop and distribute standards, guidelines, logistics and supplies for implementation and coordination of essential clinical services; - c) Strengthen the provision of the essential package of care at primary, secondary and tertiary level as required; - d) Strengthen the referral system in order to support the implementation of the BHCP; - e) Develop the capacity of health providers through pre-service and in-service training of health workers in essential clinical services ### Malaria Control and Prevention - Objective: To reduce morbidity and mortality due to malaria in the general population - Strategies: - a) Scale-up integrated vector management interventions, including access and usage of ITNs and indoor residual spraying; - b) Scale-up prevention of malaria during pregnancy, through intermittent presumptive treatment; - c) Improve laboratory diagnosis for malaria; - d) Scale-up the use of Coartem to the private sector and community health workers; - e) Strengthen national, provincial and district health systems’ capacity to effectively and efficiently plan, implement and manage malaria control efforts; - f) Develop and implement an effective information, education and communication system in order to impart knowledge and skills to families and communities for effective prevention and control of malaria ### HIV/AIDS and STIs - Objective: To halt new infections and begin to reverse the spread of HIV and STIs through effective interventions - Strategies: - a) Facilitate the strengthening of the multi-sectoral response to HIV and AIDS; - b) Scale-up prevention activities through increased promotion and support to ABC programmes and culturally sensitive IEC; - c) Increase access to HIV and AIDS counselling and testing, in health facilities and at community level including special groups such as the disabled; - d) Strengthen PMTCT activities through integration with maternal and child health and routine HIV testing in antenatal clinics; - e) Expand access to ART for eligible adults and children; - f) Expand access to other sexually transmitted infection interventions ### Tuberculosis Control and Prevention - Objective: To halt new infections and begin to reverse the spread of TB through effective interventions - Strategies: - a) Expand and strengthen the TB DOTS/DOTS plus programmes in all provinces; - b) Scale-up and strengthen diagnostic services in all districts; - c) Introducing TB/HIV collaborative activities in all districts; - d) Scale-up public/private partnerships in TB/HIV programmes; - e) Improve the nutritional and socio-economic status of TB patients and care-givers ### Integrated Reproductive Health - Objective: To reduce the Maternal Mortality Ratio (MMR) by three-quarters - Strategies: - a) Strengthen the quality and expand coverage of reproductive health services, including essential obstetrics ante-natal clinics, family planning, delivery and post-natal services; - b) Provide emergency obstetric care for all levels of care; - c) Promote continuum of care from traditional birth attendants to referral centres through provision of appropriate training, tools, logistical support and incentives; - d) Accelerate midwifery training and ensure equitable distribution and retention of midwives; - e) Strengthen programmes for health education, screening, treatment and care of cervical, breast and prostate cancers - f) Promote male responsibility and participation in family planning ### Child Health - Objective: To reduce the mortality rate among children under the age of five years by two-thirds - Strategies: - a) Scale-up and strengthen community and facility based Integrated Management of Child Illnesses (IMCI) in all districts; - b) Strengthen the Expanded Programme for Immunisation in all districts; - c) Facilitate the strengthening and expansion of the school health programme in the country; - d) Strengthen the care of new born babies in communities and all health facilities; - e) Promote and strengthen the involvement of the private sector in child survival programmes ### Nutrition - Objective: To contribute to the reduction in morbidity and mortality among the general population through improved provision of nutrition services - Strategies: - a) Strengthen the National Food and Nutrition Commission for optimal coordination of nutrition programmes in all sectors; - b) Strengthen nutrition service delivery in HIV and AIDS programmes and activities; - c) Promote optimal feeding practices for infants and children in order to improve their nutritional status, growth development and survival chances; - d) Promote maternal nutrition in pregnancy and during lactation; - e) Provide support to micronutrient deficiency prevention and control (supplementation); - f) Strengthen the growth monitoring and promotion programme; - g) Provide information on balanced diet including food aid management services to in and out-patients; - h) Strengthen the School Health Programme ### Environmental Health - Objective: To reduce the incidence of water borne and vector borne diseases - Strategies: - a) Strengthen capacity in enforcement of environment health policies and legislation; - b) Promote the establishment of new and strengthening of existing Water, Sanitation and Hygiene Education (WASHE) Committees at national, provincial, district and sub-district levels; - c) Strengthen coordination and management of environmental health at all levels of care ### Mental Health - Objective: To improve mental health services at all levels of care - Strategies: - a) Strengthen the policy and legal framework for mental health; - b) Develop standards and guidelines for management of mental health services; - c) Strengthen partnerships in mental health; - d) Promote public awareness and education on mental health, especially prevention of mental illnesses; - e) Promote the integration of mental health patients into their families and communities; - f) Promote the integration of mental health in all relevant community based programmes; - g) Strengthen coordination, management, monitoring and evaluation of mental health programmes; - h) Strengthen programmes in the area of alcohol, drug and substance abuse, including HIV and AIDS ### Oral Health - Objective: To improve the status of oral health service - Strategies: - a) Strengthen the policy framework for oral health; - b) Scale-up oral health services to all districts; - c) Promote oral health awareness and education; - d) Integrate oral health in child health and HIV and AIDS programmes ### Helminthes and other Parasitic Infestations - Objective: To control schistosomiasis and other parasitic infestations - Strategies: - a) Promote the use of chemotherapy through the School Health Programme; - b) Provide health education; - c) Support provision of safe water and adequate sanitation standards ### Other Non-Communicable Diseases - Objective: To alleviate the burden of other Non-Communicable Diseases (NCDs) - Strategies: - a) Develop policies on NCDs; - b) Improve capacity of the health system to respond to NCDs; - c) Integrate NCDs into Integrated Disease Surveillance and Response (IDSR) ### Essential Drugs and Medical Supplies - Objective: To provide equity of access for all Zambians to good quality, efficacious and safe essential drugs and medical supplies - Strategies: - a) Undertake periodic baseline surveys on the use of drugs and medical supplies; - b) Ensure efficient procurement, storage, distribution and rational use of drugs and medical supplies; - c) Encourage the establishment of a strong local pharmaceutical and chemical industry to lower the costs of drugs ### Blood Transfusion Services - Objective: To ensure nationwide availability and rational use of safe blood and blood products - Strategies: - a) Streamline the blood transfusion system; - b) Establish and operate an efficient coordinated national blood transfusion service that adequately meets national demand and capability to effectively respond to emergencies at all times; - c) Ensure adequate supplies of safe blood at all times ### Laboratory Support Services - Objective: To provide appropriate, efficient, cost-effective and affordable laboratory support services at health centre and hospital levels throughout the country - Strategies: - a) Review and maintain an appropriate policy and legal framework; - b) Review, develop and ensure adherence, laboratory protocols and standard operating procedures; - c) Strengthen existing systems for stores management of laboratory reagents and supplies; - d) Strengthen coordination and management of laboratory services; - e) Ensure availability of adequate and appropriate laboratory equipment and reagents ### Medical Imaging Services - Objective: To provide efficient, cost-effective and safe medical imaging and radiation therapy - Strategies: - a) Institute operational mechanisms on procurement, installation, repair and maintenance of equipment; - b) Deploy trained staff in key imaging modalities such as ultrasound, mammography and radiotherapy in underserved areas; - c) Strengthen medical imaging and radiography through the development and implementation of policy and procedural guidelines for imaging services; - d) Adopt the use of imaging services for managing cancers ### Infrastructure - Objective: To provide sustainable infrastructure, conducive for the delivery of quality health services at all levels of the health care system - Strategies: - a) Establish a health infrastructure database; - b) Define appropriate sizes and types of health facilities for the different levels of care which can also cater for the needs of the physically disabled; - c) Develop preventive maintenance plans of infrastructure at all levels of care; - d) Prioritise the provision of appropriate infrastructure to underserved areas including training institutions ### Medical Equipment and Accessories - Objective: To ensure the availability of adequate, appropriate and well-maintained medical equipment and accessories in accordance with service delivery needs at all levels - Strategies: - a) Develop standard checklists for essential equipment and accessories; - b) Establish and maintain an equipment database; - c) Develop and implement appropriate equipment development plans; - d) Enhance capacities for management and maintain equipment at all levels. ### Gender Mainstreaming - Objective: To provide equal employment and training opportunities to all Zambians - Strategies: - a) Institutionalise gender within the organisational structure of the Ministry of Health through establishment of a gender management system; - b) Integrate gender training into staff development programmes; - c) Establish gender sub-committees within the health care delivery system; - d) Develop and disseminate gender mainstreaming guidelines to all levels of the health care delivery system. ### HIV and AIDS Work Place Programme - Objective: To mitigate the impact of HIV and AIDS on the work force of the health sector - Strategies: - a) Create awareness of HIV/AIDS at work place for all workers in the health sector; - b) Provide free medications (ARVs and drugs for opportunistic infections) to all workers in the health sector as well as to their immediate family members; - c) Provide nutritional supplements to all workers in the health sector infected with HIV when need arises; - d) Promote VCT and other interventions to reduce stigma in the workplace ### Health Management Information System (HMIS) - Objective: To ensure availability of relevant, accurate, timely and accessible health care data to support the planning, coordination, monitoring and evaluation of health care services - Strategies: - a) Strengthen the HMIS capacity to monitor health sector performance and production of sex disaggregated health information; - b) Strengthen ICT through making the database more flexible and strengthening of decentralised information centres that are linked by internet to a central data clearing house; - c) Undertake programme oriented research to improve feedback ### Integrated Disease Surveillance - Objective: To significantly improve public health surveillance and control of epidemics - Strategies: - a) Strengthen the country’s capacity to conduct effective surveillance for both communicable and non-communicable diseases; - b) Strengthen laboratory capacity and involvement in confirming pathogens and monitoring of drug sensitivity; - c) Review HMIS in the context of IDSR to include integrated data collection, and strengthening its capacity to monitor the burden of NCDs ### Financial and Administration Management System (FAMS) - Objective: To implement a simple, comprehensive, timely, reliable, accountable and transparent financial and administration management system at all levels of the health sector - Strategies: - a) Scale-up implementation of FAMS to all levels of the health delivery system; - b) Integrate HMIS, FAMS and other information systems into a single reporting system at all levels; - c) Integrate FAMS indicators in performance audits, supportive supervision and accreditation activities at provincial, hospital and district levels ### Health Education and Promotion - Objective: To facilitate effective and efficient health education and promotion programmes - Strategies: - a) Strengthen the health education unit to provide technical coordination of all health promotion activities; - b) Build central, provincial, district, health centre and community focal point capacity and capability to plan and manage health communication; - c) Establish collaborative systems with partners, stakeholders and allies to support health communication programmes; - d) Advocate for public policies that support health; - e) Promote of the role of the lay community to participate and be involved in participatory health communication programmes; - f) Develop social support systems to foster health development programmes; - g) Initiate, developing and disseminating appropriate health learning materials; - h) Provide of technical and ethical professional guidelines in health education and promotion ### Policy and Planning - Objective: To mobilise resources through sustainable means and to ensure efficient use of those resources in order to promote equity of access to cost-effective and quality health care - Strategies: - a) Promote adoption of Health Financing Policy as a long-term guide for financial reform; - b) Develop new tools for costing and budgeting and allocation criteria for all levels of care; - c) Improve the targeting of exemptions on cost sharing; - d) Improve coordination of various health sector financing mechanisms and expand the basket funding mechanism to cover all levels of health care, budget lines and statutory institutions; - e) Coordinate resources from bilateral, multilateral and global initiatives to ensure efficient use of external resources; - f) Promote the use of National Health Accounts as a tool for planning and resource allocation; - g) Strengthen Health Systems Research through improved coordination and establishment of a Research Ethics Committee; - h) Establish a National Health Ethics Committee ### Procurement Management System - Objective: To provide efficient, cost-effective, transparent and accountable procurement services to all service delivery levels of the health sector - Strategies: - a) Develop and maintain a well coordinated, reliable and transparent procurement and supply system that is acceptable to all stakeholders; - b) Develop and enforce procurement management regulations and guidelines at all levels, based on the Zambia National Tender Board and Financial and Administration Management Systems. regulations and guidelines; - c) Develop and implement a long-term strategy for Medical Stores Limited, with performance indicators and clear targets; - d) Ensure that the Drug Supply Budget Line (DSBL) is established for funding drugs and medical supplies. *Fifth National Development Plan 2006 – 2010 — 17.5 Programmes, Objectives and Strategies* ### 17.6 Implementation, Monitoring and Evaluation Framework ### 17.6 Implementation, Monitoring and Evaluation Framework ### Coordination and implementation structures - The structures for coordination and implementation of the FNDP will include: the MoFNP, the health sector Advisory Group (SAG), the MoH headquarters, Statutory Boards, Provincial Health Offices, DHMT/DHB, health facilities (provincial, mission and district hospitals, health centres, health posts). - Each institution will have specific coordination and implementation functions. ### Regular meetings and governance bodies - Annual Consultative Meeting: - Held in December every year. - Purpose: review annual action plans/MTEF for the following year as submitted by the Ministry of Health including financial commitments and pledges from all cooperating partners (CPs). - Health Sector Advisory Group (SAG): - Responsible for overall steering of the implementation process. - The SAG will meet quarterly to review progress, recommend solutions to identified bottlenecks and build consensus on the overall strategic direction of the FNDP. - Monthly Policy Meetings: - Policy meetings between MoH and its CPs will be held every last Thursday of the month. - Purpose: identify and review areas of concern that impede implementation of health services and requiring immediate policy interventions. ### Roles and responsibilities by level - Ministry of Health: - Responsible for overall functional/technical coordination of FNDP implementation. - Plan coordination activities will be an integral component of the Planning Directorate’s annual action plan. - MoH directorates and units are responsible for implementing aspects of the Plan in line with their defined roles and responsibilities. - Policy development, legislative changes, strategic decision-making, standard setting and enforcement predominate at this level. - Provincial Health Offices: - Serve as intermediaries for operationalisation of the FNDP. - Act as MoH’s functional link with lower level structures, training institutions and civil society. - Ensure priorities and scope of hospital and district MTEF and action plans are informed by FNDP parameters. - Districts and Hospitals: - Serve as the major implementing agencies for the Plan. - Harmonisation of district and hospital plans with FNDP aspirations is crucial for successful implementation. ### Monitoring, data systems, and frequency - Monitoring will be done routinely depending on the type and relevance of the indicators: monthly, quarterly, bi-annual and annual. - Major tools for data collection: the health management information system, FAMS and other routine systems. - The SAG, MoH and other agencies will primarily use this data and its analyses for decision-making. ### Evaluations - Two evaluations during the FNDP duration: - A mid-term assessment after the first two and half years of implementation: - Focus: progress made in plan implementation and assess the appropriateness of the overall strategic direction. - Purpose: inform the remaining period of the Plan and recommend adjustments as needed. - A comprehensive final evaluation at the end of the Plan period: - Focus: impact/outcome of the FNDP and assist in providing the contextual framework for the subsequent planning period. ### Key budget and program statistics (as presented) - Core FNDP programs — Sub-Total: - 7,771.3 - 4,759.7 - 3,011.6 - Non-core FNDP programs — Sub-Total: - 72.6 - 21.8 - 50.8 - Grand Total: - 7,843.9 - 4,781.5 - 3,062.4 - Current Donor Commitments (listed in the table as presented): - 571.4 - - - 492.7 - 507.4 - 600.3 - - - - - 588.7 - 2,760.5 - 1,786.5 - - - 2,760.5 - Funding Gap (listed in the table as presented): - (0.4) - (48.1) - (63.6) - (65.8) - (124.0) - (301.9) *Fifth National Development Plan 2006 – 2010: 17.6 Implementation, Monitoring and Evaluation Framework.* ### 18.2 Review of Past Performance ### 18.2 Review of Past Performance ### Main challenges and historical performance - Cultural infrastructure is largely underdeveloped, particularly buildings (lack of cultural theatres and arenas, and storage facilities for artefacts). - Decline in public expenditure during the 1990s under the cash budget system adversely affected capital projects and programmes, resulting in the steady erosion of the capacity of cultural institutions to effectively contribute to national development. - Prolonged neglect led to run down institutions with devastating effects on service quality; tourist access roads to institutions and heritage sites have remained virtually undeveloped. - A weak regulatory framework prior to 2000 discouraged private sector investment in the cultural industry, stifling competition and contributing to unsatisfactory service performance and low internally generated revenue. - High inflation rates and a credit squeeze in the financial sector affected development of tourist resorts, reducing backward and forward linkages for the cultural industry. - Cultural institutions have continued to exist mainly on government subvention; if properly financed they have potential to contribute to national economic growth. - Centralisation of cultural institutions has made it difficult for people to fully participate in decision-making concerning cultural life. - Gender participation: The Cultural Sector Support Programme-funded cultural sector Mapping Report found that there are more men participating in the cultural sector than women; Government sees the need to promote equal opportunities for artistic cultural expression among women and men. - Cultural education and protection of artistic and intellectual property remain weak despite instituted legal frameworks. ### Legal and institutional developments (historical) - National Museums Board Act No 174 in 1966 (aimed at preserving Zambia’s movable cultural and natural heritage). - National Arts Council Act No. 31 of 1994 (led to growth in cultural activity). - National Arts Council established in 1996. - National Cultural Policy launched in 2003. - Copyright Act of 1994 enacted to reduce piracy and copyright abrogation. - National Heritage Conservation Commission Act (1998). - Copyright and Performance Rights Act (1994). ### Positive developments and focus areas since mid-1990s - Integration of culture into mainstream national development through policies, legislation and strategies aimed at preservation, development and promotion of culture for sustainable development. - Key focus areas of cultural development and promotion: - a) Safeguarding of intangible and tangible cultural heritage; - b) Development and promotion of culture for sustainable human development; - c) Promotion of indigenous knowledge systems, folklore and cultural industries; - d) Preservation of cultural heritage; - e) Creation of employment; and - f) Promotion of health. ### Achievements in specific cultural sub-sectors - Cultural Research: - Government and stakeholders purchased research instruments and conducted research in folklore and intangible heritage; traditional ceremonies receive government grants annually. - Luvale culture documented and forwarded to UNESCO, Paris for proclamation as a World Heritage (Mukanda and Makishi rituals). - Research conducted in Zambian traditional names and their meanings. - Publication of a map on the tribes of Zambia, their music, dance and language and their location. - National Archives of Zambia has recorded traditional musical sounds of Zambia. - Centre for the Arts at the University of Zambia established for capacity building and continued research in folklore and intangible cultural heritage. - Promotion of Cultural Industries: - Policy to provide venues for production and marketing through rehabilitating and constructing cultural centres. - Reduction in import duty on artistic goods and equipment to ease access for artists. - National Arts Council (established 1996) provided apprenticeship training and entrepreneurship skills via the "start your business" (SYB) programme; at least 500 artists have been trained. - Promotion of Museums: - Museums have contributed to diversification of cultural products. - Revival of traditional ceremonies expected to improve cultural tourism product diversification. ### Opportunities identified - Local communities are willing to effectively participate in promotion of cultural institutions such as museums. - Cooperating partners are willing to participate in establishment, development, management and promotion through financial and technical assistance. - Revival of many cultural ceremonies provides avenues for research and sources for collection of historical and cultural objects. ### Programmes, objectives and strategies (selected highlights) - Cultural Infrastructure (objective: to promote the development and preservation of Zambia’s cultural heritage): - a) Construct the National Cultural Centre in Lusaka and Entertainment Theatre at Lusaka National Museum; - b) Prepare registers and inventory of culture related associations, producers and potential beneficiaries and users of cultural infrastructure; - c) Establish central storage and auditorium for the National Museums Board for purposes of preserving Zambia’s cultural heritage and enhancing public programmes; - d) Improve and upgrade museum exhibitions, heritage sites and related facilities; - e) Establish museums in regional centres; - f) Facilitate rehabilitation of museum buildings and provide storage facilities conducive for cultural preservation. - Intangible Heritage (objective: to encourage practice and expression of culture and to preserve intangible heritage): - a) Facilitate rehabilitation or construction of spaces and venues for preservation, practice and expression (theatres, museums, heritage sites) through grants and technical assistance; - b) Create sound archives in cultural institutions to document and preserve traditional music, dance and folklore; - c) Improve museum public programmes to increase local participation. - International Cultural Cooperation: - a) Establish twinship among museums with similar vision for exchanging information and research findings. - Promotion of Cultural Industries (objective: develop, produce and promote viable cultural works): - a) Expand cultural industry range to include cultural products such as exhibitions; - b) Establish viable handicraft centres and provide markets for producers in museum shops; - c) Promote culture in museums as a way of promoting ethno-tourism; - d) Hold food fairs to teach the importance of traditional foods and economic uses in ethno-tourism. - Cultural Research: - a) Strengthen research to enhance exhibitions and knowledge acquisition by the public; - b) Hold a stakeholders’ conference on research in indigenous knowledge systems and folklore. - Capacity Building (objective: enhance technical and financial capacity; develop human resource to manage cultural heritage): - a) Establish a cultural heritage institute to locally train professionals. ### Institutional roles and policy aims during FNDP period - Major public sector institutions to operate in the cultural sector: Ministry of Tourism, Environment and Natural Resources (MTENR); Ministry of Community Development and Social Services (MCDSS); National Arts Council; National Heritage Conservation Commission; National Museums Board. - Policy aim: operationalise Article 112 (g) of the Constitution during the FNDP period, which states the State shall take measures to promote the practice, enjoyment and development by any person of that person’s cultural tradition, custom, and language insofar as these are not incongruent with the Constitution. - Continue application and support for enacted laws enhancing cultural rights (National Arts Council Act No. 31 of 1994, National Heritage Conservation Commission Act (1998), Copyright and Performance Rights Act (1994)). - Implement new structure for the Department of Cultural Services with focus on devolving structure down to district level. ### Implementation, monitoring and coordination - Cultural sector administration under the Ministry of Community Development and Social Services shall cut across multiple line ministries: - a) Ministry of Information and Broadcasting Services (Zambia Music Copyright Protection Society; film and cinema administration); - b) Ministry of Tourism, Environment and Natural Resources (National Museums Board; National Heritage Conservation Commission); - c) Ministry of Local Government and Housing (administration of Chiefs’ Affairs); - d) Ministry of Science, Technology and Vocational Training (training of artists in colleges); - e) Ministry of Home Affairs (National Archives). - The culture and arts component of the FNDP will be monitored through the Sector Advisory Group. ### Key budget figures (K Billion) - Grand Total by year (GRZ / Donor / Total): - 2006: 3.72 / 0.70 / 4.42 - 2007: 4.12 / 0.70 / 4.82 - 2008: 4.52 / 0.70 / 5.22 - 2009: 4.95 / 0.70 / 5.65 - 2010: 5.41 / 0.70 / 6.11 - Grand Total (sum across 2006–2010): 26.21 - GRZ total: 22.71 - Donor total: 3.50 *Fifth National Development Plan 2006 – 2010 — Chapter 18.2 Review of Past Performance* ### 19.1 Introduction ### _cr07276 - 19.1 Introduction ### Introduction and context - Zambia has vast water resources in the form of rivers, streams, lakes and ground water, but declining rainfall patterns have had a significant adverse impact on the country’s water resources. - Groundwater: Zambia has favourable geological conditions for accessing groundwater with regard to depth, storage capacity, available yields and exploitation potential. - Planning instruments referenced: National Water Policy of 1994, the 1994 National Environmental Support Programme and the Water Resources Master Plan, 1995 to 2015. - Agriculture: water is a major input for irrigation, livestock watering, aquaculture, fisheries, food processing and other industries; the national irrigation plan (NIP) focuses on reducing rain dependence and envisages intensive exploitation of water resources for irrigation. - Manufacturing water demand projection: 446,000m3/day in 2015. - Energy: generated energy is mainly from hydropower, using 42 percent of the surface water resource; on average Zambia earns over US $10 million per year on electricity exports. - Government response: developing new legal and institutional frameworks and proposing a new self-sustaining institution for water management aligned with decentralisation policy. ### Review of past performance — key findings and coverage statistics - Early and late 1990s successes: drought relief programme (borehole/well drilling and rehabilitation), upgrading squatter compounds in peri-urban areas, rehabilitation of urban water supply programmes (line of rail Chililabombwe to Livingstone). - Access estimates in 2000: - Urban safe water supply: 86 percent of the population. - Rural safe water supply: 37 percent of the population. - Urban sanitation coverage: 33 percent. - Rural sanitation coverage: 4 percent. - Real coverage caveat: much lower due to non-functioning facilities and poor usage; substantial intra-area variation. - Peri-urban areas: where 50 to 70 percent of the urban population live, services are poor; at least 56 percent of the population do not have access to safe water supply, and as much as 90 percent do not have access to satisfactory sanitation facilities. - Provincial indicators: - In most districts in Western province more than 80 percent of the population have no access to satisfactory sanitation facilities. - In at least four districts in Northern province more than 80 percent of the population have no access to safe water supply. - Identified constraints (late 1980s / early 1990s sector review): a) Weak or inadequate legal and institutional frameworks for water resources development and management and also for rural water supply and sanitation; b) Inadequate data and information systems for water resources management and rural water supply and sanitation; c) Inadequate human resource and institutional capacity; d) Inadequate stakeholder participation, particularly in water resources management; e) Lack of integrated water resources management; f) Inadequate and unpredictable sector funding, and relatively lower and declining share in budgetary allocation; g) Large populations without water supply and sanitation services in urban poor communities and rural areas; h) Insufficient sustainability and self-financing (cost coverage) in the urban water supply and sanitation sub-sector. ### Review of PRSP/TNDP period interventions and outcomes - TNDP (2001) overall policy objective: “promoting a sustainable water resources development with a view of facilitating an equitable provision of an adequate quantity and quality of water to all competing user groups at acceptable costs and ensuring security of supply under varying conditions.” - PRSP programmes included: Water Resources Management; rehabilitation of small dams in Southern province; Ground Water Mapping in Southern province; rural water supply and sanitation (RWSS) Programme; Operation and Maintenance of rural water supply and sanitation; District-Water, Sanitation and Health Education (D-WASHE) support programme; new provincial RWSS programmes; urban water supply and sanitation programme. - Implementation challenges: poor coordination among actors, inadequate Government funding, difficulty in national-level monitoring and evaluation. - WRAP (Water Resources Action Programme) implemented in 2001 aimed to implement the National Water Policy by streamlining and strengthening water resources management via legal and institutional frameworks and decision support systems. Prepared outputs included: a) Water Resources Management Bill; b) Proposed new Water Resources Institutional Framework; c) Improved Water Resources Management Information System. - Other interventions: isolated groundwater exploration and mapping exercises; dam rehabilitation; borehole drilling; rehabilitation of hydrological stations. ### Urban, peri-urban and rural service delivery reforms and impacts - Urban/peri-urban reforms: a) Successful decentralisation/devolution of service delivery from central government to local authorities; b) Ten commercial utilities were established by 2004 and performance in the sub-sector has improved; c) An effective regulatory regime has been implemented, including a sub-sector wide information and monitoring system; d) The Devolution Trust Fund (DTF) has been operational since 2002 providing support to WSS service providers to extend services to the peri-urban poor. With investments of under K2 billion, an additional 40,000 urban poor have been given access to safe drinking water. - Rural water supply and sanitation (RWSS): - Continued implementation of RWSS programmes in most provinces using D-WASHEs for planning, execution, management, operation and maintenance. - D-WASHE support programme implemented in Eastern, Southern, Central and Northern provinces and parts of North-Western province. - Lack of sector-wide information hampers estimation of sub-sector performance and progress. - Overall: Zambia’s water sector still faces major challenges in meeting the MDGs. ### Policies, strategies and sector principles - National Water Policy (1994) provides overall policy framework covering water resources management, urban WSS (water quality, water tariffs) and RWSS, guided by seven key principles: a) Separation of water resources management from water supply and sanitation; b) Separation of regulatory and executive functions; c) Devolution of authority from central government to local authorities and private enterprises; d) Achievement of full cost recovery for water supply and sanitation services through user charges in the long run; e) Human resources development leading to more effective institutions; f) The use of more appropriate technologies for local conditions; g) Increased Government priority and budget spending to the sector. - Strategy documents developed to operationalise policy include: a) Strategy and institutional framework for the water and sanitation sector (approved 1995); b) National environmental sanitation strategy (launched 1998); c) Peri-Urban water supply and sanitation strategy (launched 2000); d) Community water supply and sanitation Strategy (2000); e) Mainstreaming Gender in water supply and sanitation sector (2000); f) WRAP (implemented 2001); g) National irrigation plan (2001). - RWSS significant strategy: WASHE (adopted 1996) — objective to promote integrated development of water, sanitation and health education and community management for sustainability and improved O&M and financing. ### Sector components and responsibilities - 19.3.1 Water Resources Management and Development (WRM) - Responsible for sustainable management and development of the country’s water resources to secure provision of quality water for social and economic needs. - WRM functions fall under the Department of Water Affairs (DWA); decentralisation of some functions is planned through appropriate legislation. - Ministry of Energy and Water Development (MEWD) responsibilities: initiating national water management policies; setting national standards and priorities; planning and construction of wells, dams and boreholes to promote irrigation and mitigate droughts, floods and other emergencies (such as outbreaks of epidemics). - 19.3.2 Water Supply and Sanitation (WSS) - Rural WSS: provision and maintenance of adequate water supply for human consumption/domestic use (sources: boreholes, shallow wells, springs); sanitation includes hygiene education; rural WSS falls under Department of Infrastructure and Support Services (DISS) in Ministry of Local Government and Housing (MLGH); implementation decentralised to local authorities/councils. - Urban WSS: services for human consumption, industrial, agricultural, mining and other uses for urban towns/centres; managed by ten commercial water utilities (Eastern province except Chipata, and Luapula province are yet to establish commercial utilities). - Legal framework: proposed new water bill to be presented to Parliament during the plan period to provide for integrated water resource management. Current legal anchors: Local Government Act No. 22 of 1991 and Water Supply and Sanitation Act No. 28 of 1997; other impacting laws: Environmental Protection and Pollution Control Act of 1990 and Public Health Act of 1995. ### Key institutional actors and roles (summary) - MEWD, Water Board: national water policy; IWRM policy and international water; management and development of water resources; regulate water resources. - MLGH, DISS: WSS sub-sector policy, strategy elaboration and overseeing service provision to urban and rural areas by local authorities and commercial utilities; resource mobilisation. - MACO, MTENR, MoH: strategy elaboration (e.g., irrigation policy), sanitation and hygiene promotion. - Statutory Bodies: NWASCO, Water Development Board, ECZ — advisory and regulatory roles; pollution control (ECZ). - Commercial Utilities (CUs): service provision. - Local Authorities: service provision in rural and urban areas; in urban areas service provision delegated to CUs. - Training and research institutions: human resource training and research. - Cooperating partners and NGOs: provision of capital funds; execution of WSS programmes and projects by NGOs. - Private Sector: participation in financing and management of WSS; consulting services; construction of WSS facilities. - Community and CBOs: beneficiaries of WSS services; maintenance of sources. ### Vision and goal - Vision: A Zambia where all users have access to water and sanitation and utilise them in an efficient and sustainable manner for wealth creation and improved livelihood by 2030. - Goal: To promote sustainable water resources development and sanitation with a view to facilitating an equitable provision of adequate quantity and quality for all users at acceptable costs and ensuring security of supply under varying conditions. *Source: Fifth National Development Plan 2006 – 2010* ### 19.5 Programmes, Objectives and Strategies ### 19.5 Programmes, Objectives and Strategies ### Overview - The matrix presents the water and sanitation sector’s main programmes and their respective objectives and strategies during the FNDP (Fifth National Development Plan 2006 – 2010). - Sector: Water and Sanitation. ### Programmes, Objectives and Strategies (No. 1–10) - 1 Water Resource Development and Infrastructure Development - Objective: To assess, develop, and allocate water resources in the four priority pillars of economic development of agriculture, tourism, environment, mining, manufacturing and energy - Strategies: - a) Assess water resource in detail in the four pillars of national development, including studies on protection of public health and environment; - b) Construct 30 assessment and monitor boreholes per year and rehabilitate existing boreholes in areas where the Government has directed its economic development; - c) Construct 4 small dams per year for economic production; - d) Rehabilitate and expand dams; - e) Water use, irrigation and land use evaluation surveys in peri-urban areas, dambos and settlement schemes in rural areas; - f) Provide drought emergency funds for development of water resources, such as boreholes for drought prone areas - 2 Institutional Capacity Building and Enhancement - Objective: To promote legal and institutional framework capacity enhancement - Strategies: - a) Legal and institutional framework capacity enhancement (e.g. setting-up of the National Water Authority, IWRM unit at national level, catchment councils and water users association), and Marine Meteorological stations; - b) Human resource development (recruitment and education and training of personnel to align them into IWRM sphere); - c) Stakeholder participation and awareness raising - 3 Water Resource Management and Information Systems - Objective: To develop management information systems for planning, development, allocation and management of water resources at catchment, national and regional level and to provide safe water and improve coverage in Zambia - Strategies: - a) Establish water resource information systems for planning, development and management; - b) Develop catchment management plans; - c) Assess water resources at catchment level; - d) Rehabilitate dams at catchment level and mobilise communities; - e) Assess groundwater based infrastructure at catchment level, such as boreholes; - f) Produce weather and water 10-day bulletins; - g) Maintain both surface and ground water resource database and the publish yearbooks; - h) Implement water resource guidelines and methodology project, including water allocation guidelines; - i) Implement conservation, including comprehensive, conjunctive surface and ground water efficiency, ecological protection, etc.; - j) Implement of monitoring network, wetland survey, and in-stream flow requirement studies at catchment level; - k) Implement economic accounting; - l) Provide gender and IWRM issues support at catchment level; - m) Provide conflict management and arbitrate water resources related conflicts and arbitration; - n) Conduct NGO and CBO funding assessment - 4 Water Resource Assessment Programme - Objective: To assess surface and groundwater resources country-wide in order to determine the quantity and quality of available water - Strategies: - a) Surface water resource assessment: - Rehabilitate and upgrade of 300 hydrometric stations, 6 marine meteorological stations and establishing 10 new stations per year (including data collection); - Water assessment (including existing reservoirs); - Design & implement National water quality Monitoring Network (including data collection); - Forecast flood and drought (including training) in conjunction with the Meteorological Department; - Study water quality for threatened areas such as Lusaka, Copperbelt, Luapula, Eastern and Northern provinces; - b) Groundwater resource assessment: - Observe boreholes for groundwater resource development and assessment; - Develop exploration boreholes; - Monitor wells and boreholes (ground water level and quality monitoring); - Rehabilitate existing groundwater systems, such as monitoring boreholes - 5 International Waters - Objective: To manage and develop shared water resources - Strategies: - a) Establish an international waters unit; - b) Build up capacity in the unit, e.g. negotiating skills; - c) Facilitate the implementation of programmes related to international waters for example. SADC, ZRA, ZamCOM programmes; - d) Oversee policy, legal and institutional framework governing international waters; - e) Conduct research and consultancy in international waters to address specific issues and other related activities including stakeholder consultation - 6 Research and Development - Objective: To carry out research and development in selected areas in the country for improved planning, regulation and allocation of Zambia’s water resources - Strategies: - a) Implement, monitor and harmonise legal tudy on Institutional Enhancement Project and IWRM integration in Office of the Vice President – Disaster Management Unit; - b) Implement Policy and Planning Project to bring about harmonisations of all key sector plans/policies (for example, MACO& MTNER) into one through national consultative forums; - c) Conduct water resource mapping, lake and river levels, modelling and development of information systems including use of Remote Sensing and GIS in mapping of selected catchments and hot-spots. Activities include feasibility studies & setting up measuring stations, mapping of impediments to water quantity, quality (e.g. erosion, pollution) where necessary; - d) Establish environmental and agro-forest watershed management pilots in selected areas; - e) Conduct research in development of simple technologies such as rain water harvesting, reclamation, recycling and re-use of waste water discharged; activities include impact assessment, social benefits and evaluation; - f) Promote community participation in water and environmental management for economic growth; activities include environmental regulation review, water accounting, EIA review and assessment, NGO/CBO cooperative implementation, conflict resolution, pilot studies, small-scale irrigation demonstrations and sustainable natural resource management and uses - 7 Mainstreaming Cross-Cutting Issues: HIV/AIDS, Gender and Environment - Objective: To implement measures in the sector which enhance mainstreaming of cross-cutting issues - Strategies: - a) Develop capacity in advocacy management, coordination and monitoring of HIV/AIDS and Environment - b) Develop community and distrct level multi-sectoral structures for the implementation of cross-cutting issues; - c) Reduce the negative impact of policy related to cross-cutting issues - 8 Monitoring and Evaluation - Objective: To monitor and evaluate the proposed programmes in order to achieve the desired impacts - Strategies / Activities: - Carry out: - a) Human Resource Development; - b) Public Opinion Surveys; - c) Conduct monitoring and evaluation - 9 Urban Water Supply and Sanitation - Objective: To provide adequate, safe, and cost-effective water supply and sanitation services - Strategies: - Development and provision of sustainable water and sanitation service to more people in urban and peri-urban areas through: - a) commercialisation, private sector participation and independent regulation; - b) support to the national UWSS development that focuses on enhancing institutional capacities, policy and legal frameworks, and information management for planning and development at national, provincial and district levels; - c) support to investment programmes that aim at increasing access to safe, adequate water supply to 80 percent of the urban and peri-urban population by 2010, and proper sanitation systems to 70 percent for the urban and peri-urban population by 2010; - d) involve service providers in the achievement of investment programmes - 10 Rural Water Supply and Sanitation - Objective: To provide adequate, safe and cost-effective water supply and sanitation services with due regard to environmental issues - Strategies: - Facilitation of universal access to safe, adequate and reliable water supply and sanitation services in rural areas through: - a) institutional support activities to facilitate more effective planning, implementation and monitoring of RWSS, focusing on: - develop a supportive legal framework; - institutional development, including development and implementation of appropriate capacity building at community, district, provincial and national levels; - Information Management System (IMS); - advocacy and publicity; - district planning; - Sanitation and Hygiene Education; - Operation and Maintenance (O&M) systems. - b) capital investment programmes consisting of projects for construction of new facilities and rehabilitation of facilities to secure or safeguard existing coverage, focusing on: - integrated rural water supply and sanitation investment projects in all provinces, with priority given to extension of water and sanitation facilities, and related hygiene education awareness campaigns in the presently under-served Northern, Western, Luapula and Lusaka provinces; - programmes for rehabilitation of existing facilities ### Implementation, Monitoring and Evaluation Framework - A holistic and comprehensive approach shall be used, focusing on the Sector Wide Approach (SWAp) to programming. - Institutional responsibilities mandated by national policy will be adhered to while external support will be re-aligned to support sector programmes and priorities. - The adoption of a SWAp will help to create a strong constituency advocating for increased funding to the sector and improved coordination and monitoring of sector resources. - In accordance with the national policy and legal framework, roles and responsibilities for implementing the FNDP are outlined for each sub-sector. ### Water Resources Management (WRM) — Current functions (MEWD and institutions) - The arrangement will continue in the transitional period until the Water Resources Management Authority (WRMA) and its institutions are established and made functional. - Table 19.2: Current functions of MEWD and its Institutions - National — Ministry of Energy and Water Development - a) Leader - b) Water policy - c) Bilateral and multilateral international agreements - National — Water Board - a) Water allocation - b) Policy of water abstraction from surface sources - National — National Water And Sanitation Council - Regulation of water supply and sanitation - National — DWA - Water resources management and development - Province — Provincial Water Office - Water resources management and development at provincial level - District — District Water Office - Water resources management and development at district level - Additional roles and transitional arrangements: - a) The MEWD shall be the lead institution for policy making and ensuring implementation of programmes for international waters; - b) The new WRMA will take over the operational and regulatory functions of Department of Water Affairs and WDB, respectively, as well as improve the sub-sector information system and reporting. Department of Water Affairs will be responsible for policy making and management of international waters; - c) The catchment Councils, with guidance/oversight from the WRMA, will be expected to implement WRM functions in their areas; - d) Private sector participation shall be encouraged; and - e) Water supply and sanitation regulatory roles will be performed by the National Water Supply and Sanitation Council (NWASCO). ### Water Resources Management — Institutional functions after Water Resources Management Act - Table 19.3: Institutional functions after the Water Resources Management Act is passed - National — MEWD - Policy making - National — WRMA - Implementation of IWRM - National — NWASCO - Regulation of water supply and sanitation - National — Department of Water Resources - Policy making and IWRM - River Catchments — Catchment Council - Implementation of IWRM at catchment level - Sub-Catchment — Sub-Catchment Council - Implementation of IWRM at sub-catchments level - User Community — Area Water User Association - Community participation in IWRM at community level ### Urban, Peri-Urban Water Supply and Sanitation — Roles - a) The MLGH shall be responsible for WSS policy, technical and financial supervision as well as resource mobilisation (for capital development) from foreign and local sources; - b) National Water And Sanitation Council shall continue to play its role as water supply and sanitation regulator (reporting to MEWD); - c) Commercial utilities shall be fully responsible for planning and implementation of infrastructure development programmes as well as operation and management of water supply and sanitation systems in their respective jurisdictions; - d) Commercial utilities within the regulatory framework and funding support of the DTF shall extend service coverage in low income urban areas; - e) Commercial utilities shall participate in creating awareness and demand for improved sanitation in low income urban areas through sensitisation and demonstration projects; - f) The MLGH will oversee capacity building in the sector and promote knowledge sharing among the sector players and support cost-effective in-house training. ### Rural Water Supply and Sanitation — Implementation framework - Implementation will follow the institutional framework adopted by the Government (through MLGH) in 2004 and will be at four levels. - Table 19.4: Rural Water Supply and Sanitation: Responsibility Allocation — Example entry - 1. Ministry of Local Government and Housing (Department of Infrastructure Support Services) - a) Overall responsibility for planning, implementation and coordination of the national programme; - b) Policy guidance, setting standards, criteria for service provision, funding *Fifth National Development Plan 2006 – 2010* ### 2. The responsible agency is ### 2. The responsible agency is ### Responsible agencies and roles - Rural Water Supply and Sanitation Unit - c) Resource mobilisation, coordination with MFNP and cooperating partners; - d) Monitoring and reporting on service provision; - e) Liaison with line ministries of water, health, and community development to ensure complementary inputs into the programme - Provincial Government Office - a) Coordinate implementation of district plans; - b) Monitoring progress of implementation of district plans - District (District Council; Department of Works, Community Development and Health) - a) Planning of water supply and sanitation through WASHE; - b) Overseeing plan implementation (approve district plans); - c) Monitor progress; - d) Disburse funds to communities - Community (D-WASHE, communities) - a) Implementation of RWSS programmes; - b) Collection of user charges; - c) Operation and Management of facilities _Source: Ministry of Energy and Water Development_ ### Monitoring and evaluation - Regular and continuous checking and documentation of progress shall be undertaken to ascertain whether objectives and planned programmes/activities have been implemented and have realised desirable outputs and impact. - The Sector Advisory Group will play an advisory role in sector development with the collaboration of all government institutions in the sector. - Further strategies on monitoring will have to be elaborated, particularly at national level. - Cross-sectoral indicators need to be developed to account for water’s input in the productivity of other sectors to ensure water contributes to wealth creation. - A decentralised approach to collecting data for monitoring shall be used. - The implementing structure and the beneficiaries will be invited to participate. - Transparency of information and reporting shall be emphasised to enhance effective utilisation of budgets and inputs and equity of distribution of resources, which will be communicated in the operational and strategic feedback loop. - With the decentralisation policy and the decentralisation implementation plan (DIP) in place, districts will be able to participate in monitoring results and make changes as and when required. ### Sector: Water and Sanitation — key budget figures (K Billion) - Core FNDP Programs — Sub-total (per year totals shown) - 2006: GRZ 2.6; Donors 255.1; Total 257.7 - 2007: GRZ 24.9; Donors 252.8; Total 277.7 - 2008: GRZ 16.9; Donors 221.2; Total 238.1 - 2009: GRZ 17.1; Donors 199.4; Total 216.5 - 2010: GRZ 17.5; Donors 200.9; Total 218.4 - Grand total (Core FNDP Programs): K'Billions Total 1,208.4; GRZ 79.1; Donor 1,129.3 - Non-Core/Operations & Maintenance (O&M) of Water Schemes — Sub-total - 2006: GRZ 2.2; Donors -; Total 2.2 - 2007: GRZ 3.4; Donors -; Total 3.4 - 2008: GRZ 3.9; Donors -; Total 3.9 - 2009: GRZ 4.0; Donors -; Total 4.0 - 2010: GRZ 5.9; Donors -; Total 5.9 - Sub-total Grand: 19.4 (GRZ 19.4; Donor -) - GRAND TOTAL (Water and Sanitation) - 2006: GRZ 4.8; Donors 255.1; Total 259.9 - 2007: GRZ 28.3; Donors 252.8; Total 281.1 - 2008: GRZ 20.8; Donors 221.2; Total 242.0 - 2009: GRZ 21.1; Donors 199.4; Total 220.5 - 2010: GRZ 23.5; Donors 200.9; Total 224.3 - Grand Total: 1,227.8; GRZ 98.5; Donor 1,129.3 - Program-level totals (selected) - 1 Rural Water Supply and Sanitation — Grand total 292.6; GRZ 25.2; Donor 267.4 - 2 Urban Water Supply and Sanitation — Grand total 247.6; GRZ 26.2; Donor 221.4 - 3 Peri-Urban Water Supply and Sanitation — Grand total 644.3; GRZ 16.2; Donor 628.1 ### Sector: Water Resource Development — key budget figures (K Billion) - Grand Total per year and cumulative totals shown exactly: - 2006: GRZ 12.45; Donors 14.54; Total 26.98 - 2007: GRZ 24.54; Donors 16.00; Total 40.55 - 2008: GRZ 29.54; Donors 22.56; Total 52.09 - 2009: GRZ 48.66; Donors 15.69; Total 64.35 - 2010: GRZ 50.79; Donors 15.67; Total 66.46 - Grand Total (2006–2010): Total 250.42; GRZ 165.98; Donor 84.45 - Core FNDP Programmes — Sub-total (per year) - 2006: GRZ 11.54; Donors 13.49; Total 25.03 - 2007: GRZ 18.57; Donors 15.90; Total 34.47 - 2008: GRZ 28.45; Donors 21.81; Total 50.25 - 2009: GRZ 47.76; Donors 15.34; Total 63.10 - 2010: GRZ 49.92; Donors 15.09; Total 65.02 - Grand Total (Core): 237.86; GRZ 156.24; Donor 81.62 - Core programme line items (year-by-year amounts shown exactly for each programme) - 1 Water Resource Development for Productive Use and Infrastructure Deleopment Programme: - 2006: GRZ 3.18; Donors 6.00; Total 9.18 - 2007: GRZ 8.47; Donors 7.83; Total 16.30 - 2008: GRZ 17.70; Donors 14.40; Total 32.10 - 2009: GRZ 25.90; Donors 7.05; Total 32.95 - 2010: GRZ 29.50; Donors 5.02; Total 34.52 - Programme Grand Total: 125.05; GRZ 84.75; Donor 40.30 - 2 Institutional Capacity Building and Enhancement Programme: - Yearly totals and cumulative: Grand Total 41.75; GRZ 26.42; Donor 15.33 - 3 Water Resource Management and Information Systems Programme: - Grand Total 31.00; GRZ 20.94; Donor 10.06 - 4 Water Resources Assessment Programme to determine quantity and quality country wide: - Grand Total 24.07; GRZ 14.14; Donor 9.93 - 5 International Waters Programme: - Grand Total 8.48; GRZ 4.94; Donor 3.54 - 6 Research and Development Programme: - Grand Total 7.52; GRZ 5.06; Donor 2.46 - Non-Core FNDP Programmes — Sub-total (selected items) - Mainstream cross-cutting issues in the Water Sector such as HIV/Aids, Gender and Environmental concerns: - Grand Total 1.26; GRZ 0.83; Donor 0.43 - Monitoring and Evaluation of the Programmes: - Grand Total 6.30; GRZ 3.90; Donor 2.40 - Personal Emoluments (Retrenchment Costs): - Total 5.00 (noted under 2007) ### Housing — introduction and review of past performance - 20.1 Introduction - Availability of adequate housing is an important pre-requisite to national economic development; housing is a basic social need after food and clothing. - 20.2 Review of Past Performance — key data points - National housing stock: - 1991 total national housing stock: 1,501,898 - 2001 total national housing stock: 2,311,988 - Distribution: about 80 percent of the houses are informal and poorly serviced or not serviced at all. - Table 20.1: National Housing Stock (1991 vs 2001) - Traditional: 1991 — 988,249 (65.8); 2001 — 1,527,301 - Squatter: 1991 — 160,703 (10.7); 2001 — 242,771 - Site and Service: 1991 — 58,574 (3.9); 2001 — 87,743 - Low cost: 1991 — 241,806 (16.1); 2001 — 381,498 - Medium cost: 1991 — 24,532 (1.7); 2001 — 32,369 - High cost: 1991 — 26,034 (1.8); 2001 — 39,306 - Total: 1991 — 1,501,898 (100); 2001 — 2,311,988 - Source: NHA 2001 Annual Report - Main problems characterising the housing sector (verbatim points from source) - a) Due to the high level of poverty, the majority of Zambians cannot afford decent housing; - b) Low cost houses have been regarded as high risk business both in transferability and in terms of security of tenancy; - c) There is inadequate government investment in the housing sector, particularly low cost housing which is required by the poor; - d) There are very few programmes that facilitate the poor to access low interest housing loans, for example the Zambia Low Cost Housing Development Fund Trust (for Africa Housing Fund Project); - e) The land tenure system has been riddled with administrative hurdles, thus inhibiting easy entry by the private sector into the housing market. Presently, land acquisition procedures have remained highly centralized and cumbersome. The Land Act of 1975, which is currently being reviewed, has major restrictive provisions in the allocation of land; - f) Infrastructure services such as water supply, sanitation, roads, storm water drainage, electricity, etc. are inadequate and/or poorly maintained in most residential areas. Land that is provided by local authorities is mostly not serviced to prepare for decent housing development. No roads are usually provided for the developers, thereby making it difficult for them to bring in building materials, while lack of water makes it even more difficult to undertake actual construction; and - g) Very few local authorities/councils have been involved in the construction of new dwelling structures due to inadequate funding. - Policy and programme history (selected points) - Prior to 1996, investment in housing was less than 3 percent of the GDP. - Reforms in the mid-1990s included sale of government pool houses and those formerly owned by local authorities and parastatal organizations to sitting tenants. - Presidential Housing Initiative (PHI) resulted in construction of medium to high cost houses in Lusaka and Ndola. - National Housing Policy adopted in 1996 — aim to provide adequate and affordable housing to all income groups; policy liberalised housing sector but has not been fully implemented due to absence of a National Housing Development Programme/Strategy. - Ongoing efforts through the National Housing Authority (NHA), the Zambia Low Cost Housing Development Fund Trust (ZLCHDFT, formerly Africa Housing Fund project (AHF)), and the introduction of Municipal Bonds have potential to improve housing stock. ### Housing units developed (Table 20.2: Housing Units*Development 2002-2004) - Yearly outputs by institution: - 2002: NHA 413; ZLCHDFT 176; MLGH - - 2003: NHA 265; ZLCHDFT 212; MLGH - - 2004: NHA 186; ZLCHDFT -; MLGH 21 - Source: MFNP, Economic Report 2002, 2003, and 2004 ### Policies and key reforms (20.3) - The National Housing Policy shall continue to guide policy action in the housing sector during the FNDP and shall be reviewed to align with the Government’s new initiatives to target an increase of housing stock during this period. - The Government shall strive to increase resources earmarked for housing development. - The Government shall place a high premium on facilitation of introduced housing bonds that provide cheap long-term finance for local authorities, obtainable on the capital market. - Due to lack of credibility of most councils, a special purpose vehicle has been established to guarantee repayment of such funds, act as a pool of receivable assets and issue the actual bonds. - A pilot project in five councils (Chipata, Lusaka, Solwezi, Kitwe, and Livingstone) will be undertaken before the programme is replicated in other districts of the country. *Source: Ministry of Energy and Water Development* ### 20.4 Vision and Goal ### 20.4 Vision and Goal ### Housing — Vision and Goal - Vision: Provision of adequate and affordable housing to the majority of Zambians by 2030. - Goal: To provide adequate affordable housing for all income groups in Zambia. ### Programmes, Objectives and Strategies (Housing) - Programme 1 — National Housing Development Programme - Objective: To increase the housing stock in districts for both Home Ownership and Rental. - Strategies: - Construct 100 Housing units every year (50 low cost, 30 medium cost and 20 high cost houses) in each district; - Encourage Public-Private Partnerships in the provision of housing; - Ensure gender equity in the provision of housing; - Ensure access by all disadvantaged groups; - Provide basic services for housing development; - Carry out Housing needs assessment for each district; - Encourage Home Ownership and Rental Housing schemes; - Provide serviced land for private housing development; - Mobilize cheap long-term finance from the capital market for housing development; - Review the National Housing Policy; - Synergise efforts in the preparation of building plans and bills of quantities with Ministry of Works and Supply and National Housing Authority. - Programme 2 — Upgrading of unplanned settlements - Objective: To improve the living environment of unplanned urban settlements. - Strategies: - Foster housing areas that are healthy, functional, environmentally friendly and aesthetically pleasant; - Provide basic services such as water and sanitation, roads, and other social amenities; - Streamline building standards, regulations and other controls; - Provide solid waste management systems; - Relocate families living in arrears earmarked for other development in approved Structure Plans. - Programme 3 — Promotion of local building materials and technology development - Objective: To promote the development and use of cheap local building materials for housing development. - Strategies: - Research in improving the quality of local material to extend the life span; - Encourage private sector manufacturing of affordable building materials; - Develop training programmes for use of local materials; - Disseminate and demonstrate programmes to popularize the use of local building materials. - Programme 4 — National Housing Implementation Programme - Objective: To revise and update the National Housing Development Programme. - Strategies: - Finalize and submit the National Housing Development Programme document for approval; - Disseminate the National Housing Development Programme to stakeholders. - Programme 5 — National Housing Bonds Programme - Objective: To mobilize cheap long-term finance on the capital market for housing development in Local Authorities. - Strategies: - Establish Special Purpose Vehicle (SPV) to ring-fence the Bond from the issuer (Local Authority and Ministry of Local Government and Housing) in order to enhance credibility and boost investor confidence in the Bond issue; - Appoint a Board of Trustees to manege the SPV; - Register the SPV as a Trust; - Encourage Private Sector participation in Housing Bonds; - Revise and update the National Housing Development Programme; - Construct 10,000 housing units by National Housing Authority for Home Ownership and Rental housing. - Programme 6 — Low Cost Housing Development for the Poorest of the Poor - Objective: To provide adequate, affordable Low Cost Housing for the poorest of the poor in the urban areas. To promote Capacity Building in building technology for the poor and enable self-help methods. - Strategies: - Involve communities in the identification and implementation of the Low Cost Housing Projects; - Conduct training to benefit communities’ local building material production and construction methods; - Build capacity of beneficiaries in micro credit management skills. - Programme 7 — Structure Plan Development - Objective: To prepare Integrated Development (Structure) Plans (IDPs) for 68 districts. - Strategies: - Update outdated IDPs; - Engage consultants; - Strengthen the capacities of Planning Authorities in the country; - Strengthen monitoring and evaluation capacities of Planning Authorities; - Review Spatial Planning Legislation. ### Implementation, Monitoring and Evaluation Framework (Housing) - Main implementation structures: - Special Purpose Vehicle (SPV) for the National Housing Bonds Programme — an independent body with its own Board of Trustees used to raise funds using housing bonds from the capital market. - Zambia Low Cost Housing Development Fund Trust — concentrates on delivering low cost houses. - Coordination and support: - Operations of the two structures will be coordinated by, and harmonized with, the activities of the Department of Physical Planning and Housing at the Ministry of Local Government and Housing (MLGH). - The Ministry will be supported by the Technical Committee and the National Consultant on the National Housing Bonds Programme. - Monitoring and evaluation responsibilities: - MLGH Senior Management Team; - Department of Physical Planning and Housing; - SPV Board of Trustees; - The Technical Committee and the National Consultant on the National Housing Bonds Programme; - Zambia Low Cost Housing Development Fund Trust Board of Trustees. - The SAG shall closely track the various implementation instruments, timetables and benchmarks which shall be established. ### Key Sector Cost Figures (as presented) - K' Billions — Totals and major program totals: - Medium Cost Housing Development — Total: 5.03; GRZ: 5.03; DONOR: - - Settlement Upgrading — Total: 33.37; GRZ: 3.74; DONOR: 29.63 - Housing Construction — Total: 118.00; GRZ: 118.00; DONOR: - - Core FNDP Programs (Integrated District Development programme component shown) — selected entries: 4.50; 3.50; 8.00; 9.00; 10.50 (as presented in the matrix) - Sub-total (across shown years): Total: 175.90; GRZ: 135.77; DONOR: 40.12 - Currency and unit: K' Billions ### Disability — Vision and Goal - Context and prevalence: - WHO: 10 to 20 percent persons with disabilities in every given population. - Implied national estimate: there could be about 1 million to 2 million persons with disabilities in Zambia. - Vision: People with disabilities enjoying equal opportunities that are generally available in society and are necessary for the fundamental elements of living and development by 2030. - Goal: To attain full participation, equality and empowerment of persons with disabilities during the Plan period. *Source: Fifth National Development Plan 2006 – 2010 (sections 20.4–21.4).* ### 21.5 Programmes, Objectives and Strategies and Responsible Institutions ### 21.5 Programmes, Objectives and Strategies and Responsible Institutions ### Overview - The matrix presents FNDP programmes in the sector "Disability and Development" with objectives, strategies, and responsible institutions. - Core institutional lead: Zambia Agency for Persons with Disabilities (ZAPD) appears across multiple programmes alongside line ministries and agencies. ### Programmes, Objectives, Strategies, and Responsible Institutions - 1. Awareness Raising - Objective: To promote a positive image of persons with disabilities in order to change society’s negative attitude - Strategies: - a) Research, develop and implement a public awareness programme; - b) Establish and maintain a database as well as websites on disability issues - Responsible Institution: Zambia Agency for Persons with Disabilities (ZAPD) - 2. Medical Care - Objective: To ensure persons with disabilities have access to quality medical services in order to enable them contribute to the human and socio-economic development of the nation - Strategies: - a) Provide free treatment, as well as any other medical & health services, to persons with disabilities; - b) Formulate and disseminate a code of ethics for public and private health care, which promotes quality care and respect for persons with disabilities - Responsible Institutions: MoH & ZAPD - 3. Rehabilitation - Objective: To ensure persons with disabilities have access to quality rehabilitation services in order to attain their full functional capacity and contribute effectively to national development - Strategies: - a) Undertake research, development and application of new technologies for persons with disabilities; - b) Rehabilitate and or establish new rehabilitation centres and equip them with new technology; - c) Establish, promote and support community based rehabilitation for persons with disabilities - Responsible Institutions: ZAPD & MSTVT; ZAPD & MCDSS - 4. Support Services - Objective: To ensure the development and provision of support services for persons with disabilities in order to increase their level of independence in their daily living - Strategies: - a) Develop, distribute and maintain assistive and adaptive devices and equipment, free of charge, for persons with disabilities; - b) Develop and implement programmes on the provision of assistive and adaptive devices, personal assistants and interpreter services to persons with disabilities - Responsible Institution: ZAPD - 5. Social Security - Objective: To provide social security and insurance for persons with disabilities in order to improve their living conditions - Strategies: - a) Develop and implement policy on significant tax exemptions on income (direct or indirect), assistive devices, etc. for persons with disabilities; - b) Develop and implement policy on land and housing allocation to persons with disabilities, including construction of low cost houses; - c) Introduce a disability allowance for all persons with disabilities earning an income below the poverty datum line (income tax threshold) and those in destitution, including parents of children with disabilities, as a social protection scheme from extreme poverty - Responsible Institutions: MoFNP & ZAPD; MoL, MLGH & ZAPD; ZAPD - 6. Education and Skills Development - Objective: To facilitate the provision of special needs education for early childhood, basic, high school and tertiary levels for persons with disabilities so as to develop their full human potential and sense of dignity and self-worth - Strategies: - a) Strengthen and implement training programmes for teachers in special needs education; - b) Construct and rehabilitate schools and institutions in order to address special learning needs of persons with disabilities; - c) Provide free education to persons with disabilities, from early childhood to tertiary level; - d) Provide adequate educational facilities, services and equipment (e.g. Braille material and sign language interpretation) to persons with disabilities - Responsible Institutions: MoE & ZAPD; MoE, MSTVT & ZAPD - 7. Employment - Objective: To create equal employment opportunities for persons with disabilities in order to ensure their full participation in national development - Strategies: - a) Provide better tax incentives to organisations employing persons with disabilities; - b) Provide micro-credit to persons with disabilities to enable them undertake entrepreneurial activities; - c) Put in place measures aimed at designing and adapting work places to create accessibility for persons with disabilities - Responsible Institutions: MoFNP, MoLSS & ZAPD; ZAPD, MCDSS & MYSCD; MoWS & ZAPD - 8. Recreation, Culture and Sports - Objective: To provide recreation and sporting facilities for persons with disabilities so as to enable them have the opportunity to develop and utilise their creative, artistic and intellectual potential - Strategies: - a) Construct and rehabilitate recreational and sporting facilities (e.g. roads, airports, hotels, beaches, sports arenas, gym halls, stadia, etc.,) for easy access by persons with disabilities; - b) Collaborate with sports and recreational organisations to ensure that persons with disabilities have access to their services - Responsible Institutions: MYSCD, MoWS, MTENR, MoTC, MLGH & ZAPD; MYSCD, MTENR & ZAPD - 9. Political and Public Life - Objective: To create an environment in which persons with disabilities can effectively and fully participate in political and public life in order to contribute to the decision-making process - Strategies: - a) Develop, implement and disseminate policy on equal participation & self-representation in politics & public life by persons with disabilities; - b) Establish disability desks (or disability focal points) headed by persons with disabilities at all government levels including the Office of the President; - c) Establish a Parliamentary Committee on Disability & Development with adequate representation from DPOs - Responsible Institutions: All Ministries, ZAPD & Cabinet Office; All Ministries & Cabinet Office; Parliament - 10. Policy and Legislation - Objective: To formulate and implement inclusive policies, programmes and legislation in order to promote the full participation, equality and empowerment of persons with disabilities - Strategies: - a) Identify and review policy and legislation that impact negatively on persons with disabilities; - b) Provide free legal services to persons with disabilities - Responsible Institutions: All Ministries & ZAPD; MoJ & ZAPD - 11. Capacity Building of DPOs/DSOs - Objective: To support and strengthen Disabled Peoples’ Organisations (DPOs) in order to enable them effectively represent persons with disabilities at local, national and international levels - Strategies: - a) Develop and implement training programmes for DPOs and DSOs including, inter alia, sponsorships and scholarships of a local or international nature; - b) Provide technical and financial support (in form of grants) to accountable and democratically run DPOs & DSOs - Responsible Institutions: ZAPD & MSTVT; ZAPD & MoFNP - 12. Resource Mobilisation - Objective: To mobilise financial, material, human and technical resources for the implementation of programmes and measures to create equal opportunities for persons with disabilities - Strategies: - a) Ensure that when planning and reviewing technical & economic, bilateral and multilateral cooperation programmes, special attention is given to issues of persons with disabilities; - b) Take measures to include a disability component in all government budgets and budgetary allocations at all levels; - c) Develop policies and other measures to ensure that the private sector, state lotteries, subscriptions, wills, etc. are other avenues of raising funds for the implementation of programmes - Responsible Institutions: MoFNP, MFA & ZAPD; All Ministries; MoFNP & ZAPD ### Implementation, Monitoring and Evaluation Framework - Sector ministries are responsible for sector-specific programme implementation; cross-cutting issues (e.g. awareness raising) are the responsibility of all sectors. - ZAPD responsibilities: - Lead implementation of interventions such as capacity building of DPOs/DSOs and stimulate inclusive policies in relevant sectors on disability. - Government, in collaboration with DPOs and DSOs, shall: - a) Undertake to produce a baseline report on the legislative, judicial, administrative and other measures in effect at the time of the coming into force of the FNDP. Such a baseline report shall serve as a basis against which subsequent progress towards the achievement of the needs of persons with disabilities will be measured; - b) Strengthen the administrative and technical capacity of ZAPD at all levels, to enable it effectively coordinate the implementation and monitoring of the FNDP regarding disability issues with emphasis on adequate and effective representation of all key stakeholders; - c) Strengthen district structures of ZAPD to ensure that activities and services reach the grassroots. District structures will be strengthened through training and mobilisation of people with disabilities in committees and the acquisition/setting up of an operating centre for each district equipped with computers and telecommunication facilities; - d) Establish, in monitoring the activities of the FNDP on disability, a Coordinating Committee, under the auspices of ZAPD, comprising representatives from key Disabled Peoples Organisations and other key stakeholders in disability affairs; - e) Periodically and systematically evaluate national disability programmes and disseminate both the bases and the results of the evaluations; - f) Create and submit all reports on the implementation of the FNDP vis-à-vis disability issues to an Inter-Ministerial and DPOs/DSOs Committee at Cabinet Office through ZAPD; and, - g) The SAG will oversee the implementation, monitoring and evaluation of the programmes. ### Costing and Budget Highlights (K Billions) - Core FNDP Programs (five-year totals implicit in table rows; selected aggregates shown): - Sub-total (Core FNDP Programs) by year: - 2006: 4.6 (GRZ) 0.0 (Donors) 4.6 (Total) - 2007: 4.7 0.0 4.7 - 2008: 4.3 0.0 4.3 - 2009: 4.1 0.0 4.1 - 2010: 4.1 0.0 4.1 - Five-year sub-total: 21.8 0.0 21.8 - Personnel Emoluments (five-year totals by year listed): - 2006: 3.4 0.0 3.4 - 2007: 3.5 0.0 3.5 - 2008: 4.8 0.0 4.8 - 2009: 4.9 0.0 4.9 - 2010: 4.9 0.0 4.9 - Five-year total: 21.5 0.0 21.5 - ZAPD Infrastructure Maintenance (five-year totals by year listed): - 2006: 6.7 0.0 6.7 - 2007: 5.6 0.0 5.6 - 2008: 5.1 0.0 5.1 - 2009: 4.5 0.0 4.5 - 2010: 1.6 0.0 1.6 - Five-year total: 23.5 0.0 23.5 - Non Core FNDP Programs (selected five-year totals shown): - Employment promotion for pwds: annual 4.8 0.0 4.8; five-year total: 24.0 0.0 24.0 - Provision of social security services: annual ~4.2 or 4.1; five-year total: 20.7 0.0 20.7 - Access to educational system: annual 3.1 0.0 3.1; five-year total: 15.4 0.0 15.4 - Capacity building of DPOs & DSOs: annual 2.8 0.0 2.8; five-year total: 13.9 0.0 13.9 - Access to recreation & sporting activities: five-year total: 8.6 0.0 8.6 - Review & implementation of legislation: five-year total: 3.8 0.0 3.8 - Participation in public & political life: five-year total: 3.1 0.0 3.1 - Awareness raising on disability: five-year total: 2.5 0.0 2.5 - Resource Mobilisation for disability programs: five-year total: 1.1 0.0 1.1 - Aggregate totals: - Sub-total (all programmes) by year: - 2006: 32.1 0.0 32.1 - 2007: 28.0 0.0 28.0 - 2008: 30.7 0.0 30.7 - 2009: 30.2 0.0 30.2 - 2010: 25.0 0.0 25.0 - Five-year sub-total: 146.1 0.0 146.1 - Grand Total by year: - 2006: 36.7 0.0 36.7 - 2007: 32.7 0.0 32.7 - 2008: 35.0 0.0 35.0 - 2009: 34.4 0.0 34.4 - 2010: 29.1 0.0 29.1 - Grand Total (2006–2010): 167.9 0.0 167.9 ### Key Implementation Priorities (derived from framework) - Produce a baseline report on measures in effect at FNDP commencement to track progress. - Strengthen ZAPD administrative and technical capacity at national and district levels, including establishing district operating centres equipped with computers and telecommunication facilities. - Establish a Coordinating Committee under ZAPD with DPO representation for monitoring FNDP disability activities. - Periodic systemic evaluation and dissemination of national disability programme evaluations. - Submission of implementation reports to an Inter-Ministerial and DPOs/DSOs Committee at Cabinet Office through ZAPD. - SAG to oversee implementation, monitoring and evaluation. *Fifth National Development Plan 2006 – 2010* ### 22.2 Review of Past Performance ### 22.2 Review of Past Performance ### Key findings on social protection delivery and gaps - The PRSP did not comprehensively address social protection, but numerous projects and programmes were carried out involving many stakeholders, such as women development programmes, street children programmes, and special needs programmes for persons with disabilities. - Coordination of these programmes has been weak at institutional, sectoral and national levels. - Variable climatic conditions on agriculture, increased ill-health and death have made important agricultural inputs too expensive for small-scale farmers; those most affected comprise mainly rural households headed by women, elderly people, children and sick or disabled people. - Past interventions used to address vulnerable people include food aid, public works using food for work (FFW), cash for work (CFW) and food for assets (FFA). - Access to basic services has previously been provided through social investment funds and micro-finance tailored towards the vulnerable. - Public works have encouraged local development (roads, schools, etc.), but some needy groups such as the disabled, chronically sick, the aged and children are often excluded. - Lessons from past interventions cited problems such as poor quality of work and unrealistic wages and food rations. - Other interventions include food security packs and subsidies on food, fertilizer and seed. ### Pensions and social security - Zambia suffers from the absence of a reliable social security system. - Retrenchment and pension schemes have been hampered by inadequacy and delays of remittances, and poor investment decisions, resulting in many pensioners receiving little or nothing of their entitlement. - Present pension schemes have not addressed fully the health and other social needs of those who fall in the vulnerable category soon after employment. ### HIV/AIDS impacts and responses - The HIV/AIDS pandemic has brought about serious challenges to the social security system in Zambia. - Uninfected family members suffer reduced incomes and increased and changed demands on the time and labour of both adults and children. - Diverse effects of HIV/AIDS on children include being orphaned; dropping out of school; child labour; failing to access health services; and facing emotional burdens and social stigma. - Projections show that the total number of orphans will increase to 1,470,000 by 2010, making about 20 percent of children orphaned. - Children living without adult caregivers are extremely vulnerable to abuse and exploitation, and live lives of absolute poverty. - Core social protection interventions on HIV/AIDS have focused on mitigation and coping activities, such as home based care and giving free ARVs; however, coverage is small and associated costs related to medical tests are not free. - The Ministry of Health has been pursuing a user-fee strategy while FBOs and NGOs offer a range of services that support households affected by HIV/AIDS. ### Education, health access, and gender-based violence - Children who do not access adequate education and training suffer later life impacts and are less able to find decent employment, start businesses or manage income-generating activities. - Women without adequate education are generally at greater risk than those who have completed at least primary education. - Most affected groups: the rural poor, girls, girl orphans, double orphans and children living with grandparents. - Many vulnerable children of school-going age are dropping out to work or beg due to lack of income; past interventions include free basic education and bursary schemes. - Access to health care services has worsened vulnerability due to the introduction of user fees payable for all services apart from specified exempt age groups, conditions and preventive services. - Age-exemptions and antenatal exemptions are well implemented; exemptions based on medical conditions are not consistently available. - Implementation of exemptions for those ‘unable to pay’ lacks criteria, guidelines or agreement with the Department of Social Welfare and is implemented in an ad hoc manner. - The Ministry of Health introduced a policy of free medical services in rural communities. - Gender-based violence (GBV) identified as Zambia’s most significant invisible threat, critically affecting many women and children; most vulnerable victims are the poor, uneducated and voiceless. - Government responses include signing a number of international conventions and expansion of Victim Support Units (VSUs) by the Zambia Police Service; however, there is lack of compliance and domestication of international charter provisions. ### Refugees and legal commitments - Zambia is party to the 1951 Convention Relating to the Status of Refugees, the 1967 Protocol Relating to the Status of Refugees and the Organization of African Union Refugee Convention. - Government reservations on articles of the 1951 Convention that guarantee refugees’ freedom of movement and access to employment require special attention from the point of view of social protection. --- ### 22.3 Policies and Key Reforms ### Institutional focus and reform priorities - Reforms in the Ministry of Community Development and Social Services (MCDSS) during the FNDP will place emphasis on assisting the most vulnerable with basic services that enhance their standard of living. - Reforms shall focus on: a) The needs of disadvantaged women and children; b) Development of a comprehensive social security system which will include informal sector workers; c) Enhancement of child survival, development and protection interventions, and support for, and protection of, orphans and vulnerable children through the review of child legislation; d) Support for victims of sexual abuse; e) Addressing the needs of children living with HIV and AIDS; f) Development of policy on the aged; and g) The Ministry of Labour and Social Security (MoLSS) will focus on the following changes: i. Development of a comprehensive social security system which will include informal sector workers; and ii. Enhancement of child survival, development and protection interventions, and support for, and protection of, orphans and vulnerable children to eliminate child labour. ### Cross-ministry and community collaboration - Relevant ministries, in collaboration with affected communities, shall handle interventions addressing vulnerability and social protection, including the Ministry of Education and the Ministry of Health on fee waivers. - Collaborative strategies with agencies such as MCDSS and NGOs are required to ensure that orphans with special learning difficulties enrol in school by developing strategies that address their special needs (basic clothing, school materials and boarding facilities, where applicable). ### Disaster management and safety net vision - Zambia has put in place a national Disaster Management structure with its Secretariat (DMMU) as the hub of coordination mechanism. - The structure promotes the vision of a “safety net” for protection of the citizenry, their assets and environment against disasters through a proactive, community based, developmental and multi-sectoral approach combining disaster preparedness, prevention and mitigation and integrating disaster management into national development. --- ### 22.4 Vision and Goal ### Vision - A nation with capacity to promote and provide sustainable security against constant or periodic critical levels of deprivation and extreme vulnerability by 2030. ### Goal - To contribute to the security of all vulnerable Zambians by ensuring that incapacitated and low capacity households have sufficient livelihood security to meet basic needs, and are protected from the worst impacts of risks and shocks. --- ### 22.5 Programmes, Objectives and Strategies ### Sector: Social Protection — Programmes and strategies 1. Empowerment of Low Capacity Households - Objective: To increase the ability of low capacity households (LCHs) to meet their basic needs - Strategies: a) Create a social security scheme for the informal economy; b) Design best practice support mechanisms for LCHs, including exploration of the feasibility of establishing a funding basket; c) Undertake entrepreneurship training targeting the facilitation of livelihood skills for LCHs; d) Provide low capacity households with agricultural inputs; e) Provide micro-credit and public works services to LCHs; f) Build up the capacity of institutions catering for incapacitated households 2. Welfare Support to Incapacitated Households - Objective: To reduce extreme poverty in incapacitated households through welfare support - Strategies: a) Strengthen PWAS under cash transfer scheme; b) Link cash transfers with regular PWAS activities; c) Review the PWAS scheme with a view to making it more effective 3. Support for Vulnerable Children and Youths - Objective: To rehabilitate street and other vulnerable children and youth and those with disabilities - Strategies: a) Promote research on street children and vulnerable youth; b) Expand the scope of rehabilitation centres to cater for more children on and off the street; c) Provide technical support and resources to NGOs and institutions supporting street children, vulnerable youth and those with disabilities; d) Provide vocational and life skills training for children, the youth and those with disabilities; e) Promote livelihood empowerment programmes for street youth and vulnerable youth; f) Rehabilitate street children and youth 4. Enhancement of Access to Health Facilities - Objective: To increase access to health services for people from incapacitated and low capacity households - Strategies: a) Strengthen health cost schemes; b) Remove user fees; a) Elaborate design options on community health insurance schemes; b) Reduce costs for HIV/AIDS affected households; a) Develop a policy on home based care to prevent labour withdrawal; c) Provide free HIV and AIDS testing 5. Enhancement of Access to Education Facilities - Objective: To increase access to education for people from incapacitated and low capacity households - Strategies: a) Provide bursaries (school fees and other school requirements); b) Review and scale-up school feeding programmes; c) Raise awareness on the application of the policy on free basic education and re-entry into the education system for school drop outs; d) Provide tailor-made services in education to persons with disabilities; e) Provide technical and financial support to the Zambia Community Schools Secretariat and community schools 6. Enhancement of Vulnerable People’s Justice - Objective: To increase the level of awareness and ensure the protection of legal rights for vulnerable groups - Strategies: a) Conduct sensitisation on legal rights through legislation, dissemination, discussions and awareness raising; b) Conduct training of paralegal staff in communities; c) Support services for victims of violence, such as women and children 7. Capacity Strengthening of Institutions Delivering Social Protection - Objective: To enhance capacity of local and national institutions delivering social protection programmes - Strategies: a) Develop database on all social protection providers; b) Undertake mapping of institutions and their respective target groups; c) Build up capacity for resource mobilisation and programming; d) Appoint social protection focal point persons at all levels; e) Build up capacity of social protection providers for effective service delivery; f) Undertake needs assessment for capacity building; g) Sensitise all social protection stakeholders on social protection issues; h) Establish an efficient coordination mechanism and national social protection delivery system 8. Monitoring and Evaluation Framework - Objective: To develop a monitoring and evaluation framework that guides the implementation of social protection programmes - Strategies: a) Establish and maintain a comprehensive and up-to-date database and information management system; b) Establish and institutionalise an effective data collection system; c) Disseminate accurate and up-to-date information to all users through both print and electronic media 9. Resource Mobilisation for Social Protection - Objective: To mobilise adequate resources for social protection programmes - Strategies: a) Lobby and advocate for an increase in resources to support social protection programmes; b) Identify funds that could be freed for social protection activities; c) Explore possibilities for basket funding for social protection *Source: Fifth National Development Plan 2006 – 2010, chapter 22 (Social Protection).* ### 22.6 Implementation, Monitoring and Evaluation Framework ### 22.6 Implementation, Monitoring and Evaluation Framework ### Institutional arrangements and implementation lead - The Social Protection Sector Advisory Group (SP-SAG) within the MCDSS is the first-stage vehicle to institutionalise and strengthen implementation and will play the role of national level coordinator between identified activities and all related coordination mechanisms. - SP-SAG responsibilities: - Oversight for all social protection programmes, including national level reporting. - Extension of oversight over MCDSS budgeting for social protection activities. - Resource mobilisation; investment and programming processes. - Capacity building for social protection. - Prioritisation and harmonisation of the FNDP sectoral plans insofar as they relate to social protection. - The SP-SAG will be served by a SAG Secretariat chaired by the Permanent Secretary, MCDSS. - MCDSS is the lead institution to spearhead and coordinate implementation of social protection programmes by all actors. - Additional responsibilities of the lead institution (MCDSS) include: - Formulation of appropriate policies and developing the legal framework and operational guidelines. - Administration of various legislation related to social protection. - Provision of micro-financing to the vulnerable. ### Roles of line ministries, partners, and stakeholders - Key government contributors: - Ministry of Health and Ministry of Education: complement roles of other stakeholders in implementing new and scaling-up existing programmes within their competence. - Disaster Management and Mitigation Unit: manage a coordinated framework for disaster preparedness, prevention and mitigation; provide reliable information about hazards, risks, vulnerabilities and resources. - Ministry of Agriculture and Cooperatives: promote development of an efficient, competitive and sustainable sector to ensure food security and increased incomes. - Ministry of Local Government and Housing: provide basic services; ensure local communities play an effective role in service delivery; promote high local, political and financial commitment. - Ministry of Energy and Water Development: promote usage of cost-effective and environmentally friendly sources of water and energy to increase accessibility and ensure sustainability. - Ministry of Home Affairs: coordinate line ministries for extending social protection services for vulnerable refugees and refugee affected communities; mainstream refugee issues in national and regional development policies; promote compliance and domestication of international covenants vis-à-vis the protection of refugees; explore options of extending social protection services to vulnerable refugees and internally displaced persons. - Ministry of Justice: promote enactment of legislation that protects the vulnerable and improves access to legal aid. - Ministry of Sport, Youth and Child Development: provide long-term guidance and a framework for child survival, development and protection interventions through a well coordinated and multi-sectoral approach. - Non-state actors: - Private sector, NGOs, FBOs and communities: complement government efforts by operating within a coordinated framework and taking up roles of implementation and monitoring. - Donor agencies: provision and pooling of financial resources, materials and technical support. ### Monitoring and evaluation framework, reporting, and review schedule - SP-SAG will provide the overall framework for reporting, monitoring and evaluation; implementers will carry out the actual reporting, monitoring and evaluation as integral parts of their functions. - SP-SAG will advise and ensure that key data are provided by implementers. - Key elements of monitoring and evaluation: - Impact assessment against overall goals, sub-sector goals and objectives. - Feedback (documentation and reporting). - Routine inspections/visits. - Reporting cadence and reviews: - Institutional quarterly stakeholder briefings. - Quarterly performance reports. - Annual performance reports. - Mid-term performance reports. - SP-SAG shall carry out a mid-term review of the FNDP social protection activities in mid-2008. - SP-SAG shall carry out a comprehensive review of plan performance in 2010. - Surveys on the status of vulnerability, shocks and risks will be undertaken periodically. ### Key programme and budget figures (K' Billions) — Social Protection sector (2006–2010) - Core FNDP programmes subtotal: - Sub total: 328.14 (Total) - Total GRZ: 325.64 - Total Donor: 2.50 - None-core FNDP programmes subtotal: - Sub total: 30.12 (Total) - Total GRZ: 30.12 - Total Donor: - (no donor shown) - Grand Total (social protection sector, per year and period totals): - 2006 — GRZ: 61.17; Donor: 0.50; Total: 61.67 - 2007 — GRZ: 72.01; Donor: 0.50; Total: 72.51 - 2008 — GRZ: 74.19; Donor: 0.50; Total: 74.69 - 2009 — GRZ: 74.19; Donor: 0.50; Total: 74.69 - 2010 — GRZ: 74.19; Donor: 0.50; Total: 74.69 - Period Grand Total — Total: 358.26; GRZ: 355.76; Donor: 2.50 - Selected programme-level figures (as presented in the table): - Programme 1: Empowerment of low capacity households — aggregate entries lead to a figure shown as 240.65 (appearing under programme totals in the table). - Programme 2: Welfare Support — Total: 59.13; GRZ: 56.63; Donor: 2.50 - Programme 3: Support for vulnerable children and youth — Total: 9.05; GRZ: 9.05; Donor: - - Programme 6: Enhancement of vulnerable’s justice system — Total: 0.68; GRZ: 0.68; Donor: - - Programme 7: Capacity Strengthening of institutions delivering Social Protection — Total: 13.81; GRZ: 13.81; Donor: - - Programme 8: Monitoring and Evaluation — Total: 4.82; GRZ: 4.82; Donor: - - Personnel and institutional costs (selected lines): - Personal Emoluments — Total shown in the table: 17.53 (GRZ: 17.53) - Institutional organisation and Management — Total shown in the table: 12.59 (GRZ: 12.59) *Fifth National Development Plan 2006 – 2010, Section 22.6 Implementation, Monitoring and Evaluation Framework* ### 23.3 Policies and Key Reforms ### _cr07276 - 23.3 Policies and Key Reforms ### Policy priorities and legislative framework - During the FNDP, the Government shall prioritise national child and youth programmes through comprehensive and multi-sectoral plans for integrating young people as partners in development. - The national youth policy adopted in 1994 has been revised to reflect the changed profile of children and youth; countrywide consultations identified gaps and informed prioritisation of interventions under the revised policies. - The FNDP shall use the revised national child and youth policies to inform actions. - As a signatory to many international human rights instruments affecting the child and youth, Zambia shall take the necessary legislative and administrative measures during the FNDP towards the fulfilment of the ideals enshrined in the international instruments. - The process of localizing or domesticating international agreements requires that the principles of such instruments are enshrined in the laws governing the country. - The Government maintains that constitutional rights, including family, national and global obligations, cultural, moral and religious values are fundamental for the Zambian child and youth in order for them to grow into responsible and productive citizens. ### Principles of the new youth policy - The new youth policy subscribes to the principles of equal opportunities and equitable distribution of resources. - The Government shall endeavour to promote equal access to socio-economic and employment opportunities commensurate with ability, potential and needs of all vulnerable youth. - The major driving force for equitable provision of services to the youth will be the promotion of appropriate and modern technology and the bridging of the technological gap that perpetuates imbalances of the rural/urban, rich/poor, able and disabled youth. - The youth policy underscores the need to promote a gender inclusive approach to the development of youth in public and private sectors and in civil society. - The policy seeks to promote gender equality, including working to elimination of all forms of gender discrimination and violence. - The child and youth policies provide for the mainstreaming of HIV and AIDS in children and youth programmes. ### Vision and goal - Vision: Enhanced youth and child survival, development and protection through a well coordinated and multi-sectoral approach by 2030. - Goal: To achieve increased empowerment and participation of children and youth in all areas affecting their well-being and livelihood and enhance observance and protection of their rights in order to build a sound human resource base, contribute to wealth creation and ensure socially optimal investments and sustainable national development. ### Programmes, objectives and strategies (Sector: Child and Youth Development) 1. Child and Youth Empowerment - Objective: To equip children and youth with relevant skills that will prepare them to cope with the demands of the dynamic world and support their transition into adulthood - Strategies: - Promote and support for non-formal Community Based Early Childhood Care and Development (CBECCD) programmes; - Promote and support for access to education and training for out-of-school children and youth; - Develop deliberate policy to train street children and youth, take them back to school and reintegrate them into society; - Promote formation of young farmers’ clubs, cooperatives and re-establish resettlement schemes for youth; - Establish youth empowerment fund. 2. Skills Training and Capacity Building - Objective: To reduce inter-generational poverty by promoting life long learning, catch-up education, vocational training, multi-skilling and re-skilling programmes - Strategies: - Equip children and youth with life long multiple skills for sustainable livelihood; - Establish community-based mobile skills training programmes, community libraries and virtual learning centres; - Promote the utilisation of ICT among children and the youth for continued learning and sustainable livelihood. 3. Entrepreneurship Development - Objective: To enhance and support youth entrepreneurship development in order to reduce poverty and improve living standards - Strategies: - Promote of youth entrepreneurship development programmes; - Provide financial and material resources for entrepreneurship development; - Promote enterprise training to improve livelihood for the youth; - Establish youth labour market programmes, such as job and career counselling, internship and apprenticeship. 4. Young Inventors’ Programme - Objective: To promote innovations by the youth at community and national levels - Strategies: - Support youth creativity so as to develop their potential; - Establish centres for promotion of innovations for the youth. 5. Child and Youth Protection - Objective: To promote the rights of children and youth for their survival, protection and development; To reduce the vulnerability of children and youth and protect them from all forms of abuse - Strategies: - Protect children and youth from all forms of exploitation and abuse; - Increase the number of Juvenile Courts and open air prisons; - Promote of community sentencing as opposed to custodial sentencing for juvenile offenders; - Strengthen all child and juvenile protection legislation; - Enforce birth registration; - Enforce council bylaws to prevent kids from living on streets; - Strengthen the socio-economic status of vulnerable families and care-givers to look after children; - Promote awareness in communities and families on the importance of early childhood and adolescent development; - Develop an information system and a documentation centre; - Promote family values among parents and other family members to take care of children and prevent them from living on streets. 6. Child and Youth Participation and Leadership - Objective: To promote the participation of female and male children including youths in national development; To promote the virtues of hard work, national pride and good citizenship among children and youth - Strategies: - Provide of an enabling environment that develops potential and desire of children and youths to participate in matters that affect them; - Strengthen inter-ministerial cooperation on children and youth issues through mainstreaming children and youth participation and increase budget allocations to children and youth programmes in line ministries; - Strengthen networking between government and youth civil society organisations; - Re-introduce of non-military national service for the youth; - Promote national youth excellence awards; - Promote a positive attitude and volunteerism towards community service among children and youth; - Engage youth in non-military national service; - Promote and strengthen institutions engaged in leadership and outward bound courses for children and youth; - Encourage children and youth camps and exchange programmes. 7. Sport and Recreation - Objective: To promote sport, recreation and physical education as tools for human and economic development and for mitigating the impact of HIV/AIDS and other vices among children and youth; To promote the Right to Play - Strategies: - Mainstream sport into national policies and programmes; - Strengthen the capacity of institutions dealing with sport and physical education; - Establish and rehabilitate community play parks and other recreation facilities; - Procure and provide sports equipment to communities and learning institutions; - Promote investment in sport, physical education and recreation by the Government, cooperating partners, NGOs, research institutions and the private sector; - Institutionalise the use of sport, physical education and recreation activities as viable tools for mitigating the impact of HIV and AIDS and substance and rights abuse among children and youth; - Design competitive sporting activities that ensure participation of both sexes. 8. Culture and other Expressive Arts - Objective: To develop cultural and creative arts infrastructure, strengthen capacity in cultural delivery and use cultural participation and expression as a viable tool for development and to mitigate the impact of HIV and AIDS and other vices among children and youth - Strategies: - Rehabilitate and construct art and cultural infrastructure in schools and communities; - Build capacities of arts, music and cultural teachers/trainers, administrators and peer educators; - Develop outreach programmes for increased access to museums, heritage sites and archives among children, youth and communities; - Increase the use of art and cultural activities and expression as a viable tool to mitigate the impact of HIV and AIDS, and substance and rights abuse among children and youth; - Promote of inter-provincial child and youth exchange programmes. 9. HIV and AIDS, Gender and Disability - Objective: Reduce the HIV and AIDS prevalence rate and scale-up awareness, prevention and treatment programmes to mitigate the impact of HIV and AIDS and other reproductive health concerns among children and youth; To promote gender equity and eliminate gender disparity in access to resources and participation in development programmes for children and youth; To promote inclusiveness of children and youth with disabilities in all programmes - Strategies: - Develop and translate into local languages and distribute IEC and training materials on HIV and AIDS and other reproductive health matters; - Mainstream HIV and AIDS in all children and youth programmes; - Increase the involvement of psycho-social counsellors in HIV and AIDS interventions; - Strengthen and promote integrated community based care and support system for orphans and vulnerable children and youth; - Provide full access to female youth and girl child education within the Rights-Based Approach; - Introduce programmes to educate parents to prioritise girl child education; - Promote female youth involvement in micro agro based businesses and other income generating activities; - Promote greater participation of female youth in employment creation programmes and projects to counter male domination; - Establish safety and rehabilitate centres for abused female youth; - Integrate youth with disabilities in all youth development programmes; - Provide appropriate user-friendly facilities; - Provide equipment and materials suitable for specific disabilities among youths. 10. Human Resource Development and Institutional Capacity Building - Objective: To strengthen the human resource capacity and institutions delivering services for children and youth - Strategies: - Promote and support for professionalism among child and youth service providers for improved service delivery; - Promote and support for training of child and youth workers; - Strengthen the capacity of law enforcement agencies (Zambia Police Service, Judicial and Drug Enforcement Commission) on child and juvenile protection; - Monitor and evaluate child and youth development programmes. 11. Infrastructure Development - Objective: To build and rehabilitate child, youth and sport infrastructure to ensure their availability and accessibility - Strategies: - Construct three ultra- modern sports complexes; - Develop comprehensive policy for the development, provision and management of infrastructure; - Rehabilitate existing sports, child and youth development infrastructure. ### Implementation, monitoring and evaluation - Implementation will promote a multi-sectoral approach involving the Sector Advisory Group (SAG) on child and youth responsible for overall steering; the SAG will meet quarterly or any agreed number of times to review progress, recommend solutions, and build consensus on overall strategic direction. - Stakeholders: public institutions at provincial, district, central and local government levels, NGOs, cooperating partners, CBOs, FBOs, private sector, various youth organisations, organisations of people with disability, churches, youth and communities. - Implementation principles: equity, accessibility and inclusiveness, HIV and AIDS impact mitigation, youth participation, partnership and networking, human rights, and respect of cultural, religious, customary and ethical values. - The MSYCD will provide direction for sport, youth and child services, set policies and translate them into tangible programmes. - Monitoring and evaluation: the Ministry, in partnership with key stakeholders, will conduct regular monitoring and yearly evaluations; reports will be circulated to all stakeholders; appropriate indicators will be developed and used to assess performance; members of the multi-sectoral committee shall be part of the monitoring process; periodic surveys and research on the status of sport, youth and children will be undertaken from time to time. ### Budget allocations (K' Billions) - Core FNDP Programs — annual and total allocations: - 2006: GRZ 19.20; Donors 0.00; Total 19.20 - 2007: GRZ 21.50; Donors 0.00; Total 21.50 - 2008: GRZ 23.00; Donors 0.00; Total 23.00 - 2009: GRZ 24.20; Donors 0.00; Total 24.20 - 2010: GRZ 25.80; Donors 0.00; Total 25.80 - Grand Total (Core FNDP Programs): 113.70; GRZ 113.70; Donor 0.00 - None-Core FNDP Programs and administration — annual and total allocations: - Personal Emoluments: - 2006: GRZ 5.50; Donors 0.00; Total 5.50 - 2007: GRZ 5.50; Donors 0.00; Total 5.50 - 2008: GRZ 5.50; Donors 0.00; Total 5.50 - 2009: GRZ 5.50; Donors 0.00; Total 5.50 - 2010: GRZ 5.50; Donors 0.00; Total 5.50 - Total: 27.50; GRZ 27.50; Donor 0.00 - Management & General administration: - 2006: GRZ 4.00; Donors 0.00; Total 4.00 - 2007: GRZ 4.10; Donors 0.00; Total 4.10 - 2008: GRZ 4.20; Donors 0.00; Total 4.20 - 2009: GRZ 4.30; Donors 0.00; Total 4.30 - 2010: GRZ 4.40; Donors 0.00; Total 4.40 - Total: 21.00; GRZ 21.00; Donor 0.00 - Human Resource Development and Institutional Capacity Building: - 2006: GRZ 0.00; Donors 0.00; Total 0.00 - 2007: GRZ 0.30; Donors 0.00; Total 0.30 - 2008: GRZ 0.30; Donors 0.00; Total 0.30 - 2009: GRZ 0.30; Donors 0.00; Total 0.30 - 2010: GRZ 0.30; Donors 0.00; Total 0.30 - Total: 1.20; GRZ 1.20; Donor 0.00 - Culture and other Expressive Arts: - 2006: GRZ 0.00; Donors 0.00; Total 0.00 - 2007: GRZ 0.20; Donors 0.00; Total 0.20 - 2008: GRZ 0.20; Donors 0.00; Total 0.20 - 2009: GRZ 0.20; Donors 0.00; Total 0.20 - 2010: GRZ 0.20; Donors 0.00; Total 0.20 - Total: 0.80; GRZ 0.80; Donor 0.00 - None-Core subtotal: - 2006: GRZ 9.50; Donors 0.00; Total 9.50 - 2007: GRZ 10.10; Donors 0.00; Total 10.10 - 2008: GRZ 10.20; Donors 0.00; Total 10.20 - 2009: GRZ 10.30; Donors 0.00; Total 10.30 - 2010: GRZ 10.40; Donors 0.00; Total 10.40 - Grand Total (None-Core): 50.50; GRZ 50.50; Donor 0.00 - Grand Total (All programmes): - 2006: GRZ 28.70; Donors 0.00; Total 28.70 - 2007: GRZ 31.60; Donors 0.00; Total 31.60 - 2008: GRZ 33.20; Donors 0.00; Total 33.20 - 2009: GRZ 34.50; Donors 0.00; Total 34.50 - 2010: GRZ 36.20; Donors 0.00; Total 36.20 - Grand Total (All years): 164.20; GRZ 164.20; Donor 0.00 *Source: _cr07276 - 23.3 Policies and Key Reforms* ### 24.1 Introduction ### 24.1 Introduction ### Key problems and priorities - High unemployment and poverty levels are a major concern to the Government. - Ministry of Labour and Social Security mandate: analyse causes and consequences of high and persistent unemployment and propose effective policy solutions. - Required improvements: employment creation, labour productivity, skills development, working conditions, welfare and social security measures for workers in both the formal and informal economy. - Emphasis on ensuring all employees work under conditions that are very conducive. - Integration of the employment strategy into the national development plan is essential. - Employment and labour policy objectives: maintaining industrial harmony, promoting labour welfare, protecting rights of workers. - Gaps noted: employment creation and maintaining labour standards at workplaces inadequately addressed. - Outstanding labour-market challenges: occupational health and safety matters; HIV and AIDS at workplaces; social security for the informal sector; elimination of child labour; labour market information management. ### Review of Past Performance (summary points) - Population pressures: Zambia’s population continued to increase at a rate the economy has been unable to sustain, resulting in high unemployment levels. - Education and labour market mismatch: University and college graduates enter the labour market with limited hope for gainful employment, creating a mismatch between the increasing labour force and the economy’s absorptive capacity, leading to high unemployment and pressure on the resource base. - Census and population statistics: - “According to the 2000 census, the average population growth between 1990 to 2000 was 2.3 percent, with the current population standing at approximately 11.7 million people.” - Employment structure (CSO employment statistics): - “10 percent of workers are employed in the formal sector, while 68 percent are employed in the informal sector.” - Consequences of limited opportunities: increased brain drain affecting sectors such as education and health; recent massive job losses putting further pressure on the existing social security system. - Social security reforms in mid-1990s: transformation of Zambia National Provident Fund into the National Pension Scheme; merger of Pneumoconiosis Board and the Workers’ Compensation Control Board — coverage remains restricted to employees in the formal sector. - Occupational safety and health standards remain low in the liberalised economy, evidenced by an increase in industrial accidents and occupational diseases over the years; unsafe and unhygienic conditions persist in both informal and formal sectors. - High-risk industries named: mining, construction, electricity, forestry, manufacturing and agriculture. - Ongoing legislative review: some occupational safety and health legislation review commenced to modernize and harmonise with international standards and current socio-economic needs. - HIV and AIDS impacts on labour productivity: high medical costs; loss of person-hours; loss of skilled labour; increased funeral costs. - Need to review legislation: Employment Act; Industrial and Labour Relations Act; Employment of Young Persons and Children Act; Factories Act; Statutory Instruments on minimum wages and conditions of service — to align with regional and international standards. - Zambia has ratified the core ILO conventions upholding fundamental rights of workers. - Industrial harmony requires appropriate dispute resolution mechanisms in public and private sectors with participation of representative organizations of employers and workers; Ministry expected to play a pivotal role through social dialogue and labour market information provision. - Policy alignment needed with international/regional initiatives: Millennium Development Goals (MDGs), Decent Work Agenda under ILO, NEPAD programmes for employment creation and poverty reduction. ### Policies and Key Reforms (strategic approach) - Government to adopt a multi-dimensional approach during the FNDP period to create an enabling environment for job creation targeting both rural and urban areas. - Labour standards and workplace safety: - Facilitate more frequent random checking of factories with severe penalties for law violations. - Complement inspections with educational awareness campaigns regarding the Factories Act and related legislation. - Labour legislation to be reviewed to align with regional and international standards. - Social security reforms objective: harmonise social protection schemes to improve coverage and delivery of social services. - Explicit need to extend coverage of social security schemes to workers in the fast growing informal economy. - Ministry of Labour and Social Security has developed a national employment and labour market policy. - Focal areas to be implemented under the FNDP (preserve original enumeration): a) Support to the various sectors of the economy aimed at achieving higher employment creation, productivity and improved wages and working conditions; b) Revision and formulation of employment/labour policies and legislation; c) Contribution to the reduction of population growth and HIV and AIDS prevalence rates; d) Reduction of brain drain in the country; e) Strengthening the participation of government, employers and workers in social dialogue; f) Provision of comparative information on the state of labour through monitoring and analysing the labour market; g) Elimination of all forms of discrimination in employment; h) Elimination of the worst forms of child labour; i) Provision of social protection/security and integration of special and vulnerable groups into the labour market; and j) Promotion of awareness and recognition of fundamental rights of workers. ### Vision and Goal - Vision: “An Efficient and effective labour market system that promotes job creation in the economy by 2030.” - Goal: “To provide the policy and legal framework on employment creation, labour administration and social protection in order to contribute to the enhancement of job creation and productivity in the country.” ### Programmes, Objectives and Strategies (sector: Employment and Labour) - Programmatic focus areas and core strategies (numbered as in the source): 1) Decent Work Promotion - Objective: To promote employment - Strategies: - Introduce labour market programmes targeting the informal sector; - Implement labour administration projects. 2) Labour Market Management Information System - Objective: To promote social dialogue - Strategies: - Hold regular meetings of the Tripartite Consultative Labour Council; - Enhance capacity of employers’ and workers’ organizations to participate effectively in macro-economic issues; - Train social partners in conflict management techniques; - Establish a Secretariat to coordinate tripartite consultative mechanisms within the Department of Labour. 3) Labour Market Legal and Regulatory Framework Reforms - Objective: To promote social protection through the creation of a comprehensive social security system - Strategies: - Improve social security service delivery; - Extend coverage of social security contingencies to those currently excluded; - Carry out research on social security to monitor trends and establish and maintain a social security database; - Improve benefit levels; - Carry out awareness campaigns on social security; - Facilitate review of laws and social security systems to remove gender discriminatory practices and biases. 4) Occupational Safety and Health Promotion - Objective: To promote and enforce occupational health and safety standards at places of work to ensure a safe and healthy working environment - Strategies: - Conduct occupational health and safety awareness and accident prevention programmes; - Conduct factories and machinery inspections; - Investigate occupational accidents and diseases and provide remedial and control measures and feedback; - Conduct registration of factories; - Identify, examine and test pressure vessels and lifting machinery; - Conduct surveys on occupational accidents and diseases; - Improve the provision of occupation health services. 5) National Labour Productivity Promotion - Objective: To promote productivity in the country so as to enhance economic growth - Strategies: - Conduct work culture attitude workshops for employees; - Introduce productivity-based collective bargaining; - Design and conduct annual productivity surveys; - Schedule and organise productivity seminars and workshops; - Design and implement productivity improvement techniques; - Undertake public awareness campaigns on educational and occupational assessment services; - Schedule and undertake educational and occupational assessment activities; - Collect data for test validation and statistical analysis; - Provide career guidance and counselling services; - Conduct tracer studies to ascertain the performance of assessed candidates; - Establish a National Productivity Centre. 6) Mainstream Special Interest and Vulnerable Groups - Objective: To increase employment opportunities for youths, women and persons with disabilities - Strategies: - Increase programmes for entrepreneurship, apprenticeship and in-house training and industrial attachments for youths, women and vulnerable people; - Increase youth and women’s access to land and other factors of production; - Develop special skills training for persons with disabilities; - Increase access to credit facilities for persons with disabilities. 7) HIV and AIDS Interventions at the Work Place - Objective: To reduce the spread and impact of HIV and AIDS on workers and employers - Strategies: - Educate workers on HIV and AIDS legal provisions; - Formulate legislation to protect HIV and AIDS infected workers; - Educate workers on the dangers and effects of HIV and AIDS; - Undertake HIV and AIDS awareness and sensitisation programmes; - Facilitate the formulation of HIV and AIDS policies at work places. 8) Prevention of Child Labour - Objective: To eradicate the worst forms of child labour - Strategies: - Conduct awareness campaigns to educate trade unions, employers and the general public on the dangers of child labour; - Review, harmonise and enforce existing pieces of legislation on child welfare; - Effectively monitor child labour trends in Zambia; - Conduct baseline surveys on child labour. 9) Labour Migration - Objectives: - a) To reduce the brain drain in the country - b) To effectively utilize skills of migrant workers and skilled refugees - Strategies: - Facilitate improvement of working conditions for strategic personnel; - Promote the principle of equal pay for equal work of equal value; - Provide up-to-date labour market information on job opportunities to Zambians working abroad; - Strengthen the Zambianisation programme; - Identify skill gaps required in various sectors of the economy; - Create a database of migrant workers including skilled refugees; - Develop guidelines of succession plans where migrant workers will eventually transfer skills to Zambians. 10) Discrimination Prevention - Objective: To end discrimination in the labour market - Strategies: - Promote the principle of equal pay for equal work of equal value; - Actively promote the greater participation of women in economic and enterprise development activities; - Ensure greater employment and entrepreneurial opportunities for people with disabilities; - Combat discrimination and stigmatization in employment based on HIV and AIDS; - Cooperate with GIDD, MCDSS and other ministries to end discrimination. 11) Monitoring and Evaluation - Objective: To monitor the implementation of programmes and ensure that the intended objectives are achieved - Strategies: - Constitute a monitoring and evaluation team; - Develop a monitoring and evaluation system; - Train officers in monitoring and evolution tools and techniques; - Demonstrate impact of employment and labour policies and activities; - Disseminate results. *Fifth National Development Plan 2006 – 2010 (section 24: Employment and Labour).* ### 24.6 Implementation, Monitoring and Evaluation Framework ### 24.6 Implementation, Monitoring and Evaluation Framework ### Monitoring framework for Employment and Labour programmes - Responsible bodies: - Ministry of Labour and Social Security (lead) - Sector Advisory Group (SAG) - Provincial and District Advocacy Groups - Tripartite Consultative Labour Council (major stakeholder with Government, workers’, and employers’ representation) - Monitoring objectives: - Ensure timely submission of reports - Verify and validate expenditure and objectives against specified indicators - Indicators to be monitored: - a) Employment/unemployment rates (gender and age disaggregated) - b) Number of individuals covered by social security schemes (gender and age disaggregated) - c) Productivity levels (aggregated by sector) - d) Number/value of benefits paid - e) Child labour prevalence rates (gender and age disaggregated) - f) Days lost through industrial disputes - g) Number of industrial accidents - h) Days lost through industrial accidents - Additional monitoring considerations: - Selection of indicators takes into account monitoring Zambia’s progress towards the Millennium Development Goals - FNDP implementation review meetings involving stakeholders will be held annually to ensure dialogue with all stakeholders - Monitoring and evaluation will be undertaken by the Sector Advisory Group ### Costing and programme priorities (Sector: Employment and Labour) — FNDP 2006–2010 (K Billion) - Grand Total by year (GRZ, Donor, Total): - 2006: GRZ 13.1, Donor 0.0, Total 13.1 - 2007: GRZ 16.3, Donor 12.0, Total 28.3 - 2008: GRZ 17.6, Donor 18.0, Total 35.6 - 2009: GRZ 18.4, Donor 14.3, Total 32.7 - 2010: GRZ 19.3, Donor 21.0, Total 40.3 - Grand Total (2006–2010): Total 150.0, GRZ 84.7, Donor 65.3 - Programme-level totals (Grand Total column; GRZ and Donor shown where provided): - 1 Decent Work Promotion — Total 34.6; GRZ 22.6; Donor 12.0 - 2 Labour Market Information System — Total 36.9; GRZ 16.4; Donor 20.5 (implicit from year entries) - Core FNDP Programs — 3 Comprehensive Social Security System — Total 6.4; GRZ 3.4; Donor 3.0 - Sub-totals and recurrent programme categories (Grand Total column; GRZ and Donor shown where provided): - Core Programmes Sub-total (2006–2010): Total 77.9; GRZ 36.6; Donor 41.3 - Routine / Non-core Programmes Sub-total (2006–2010): Total 72.1; GRZ 48.1; Donor 24.0 - Selected line-item Grand Totals (2006–2010; GRZ and Donor where provided): - Personal Emoluments — Total 18.7; GRZ 18.7; Donor 0.0 - General Administration — Total 16.5; GRZ 16.5; Donor 0.0 - Contributions to International organisations — Total 5.3; GRZ 5.3; Donor 0.0 - Occupation Safety and Health Promotion — Total 11.6; GRZ 4.6; Donor 7.0 - National Labour Productivity Promotion — Total 4.3; GRZ 1.3; Donor 3.0 - Labour market legal and Regulatory Framework Reforms — Total 8.3; GRZ 0.3; Donor 8.0 - Labour Administration and Labour Market Management — Total 1.4; GRZ 1.4; Donor 0.0 - Prevention of Child Labour — Total 3.0; GRZ 0.0; Donor 3.0 - Labour migration — Total 3.0; GRZ 0.0; Donor 3.0 ### Central Administration — role and institutional arrangements - Composition: - Cabinet Office, Public Service Management Division (PSMD), Public Service Commission (PSC) - Key functions: - Cabinet Office: coordinate implementation of government policies, systems and procedures; monitor and evaluate overall Public Service performance - PSMD: overall responsibility for human resources management and development - PSC: prescribe employment policies/procedures, make Civil Service appointments, exercise disciplinary control - Historical reform context: - Public Service Reform Programme (PSRP) initiated in 1993 with goals to improve quality, delivery, efficiency, and cost effectiveness of public services - Public Service Capacity Building Project (PSCAP) commenced in 2000 as a three-phase long-term capacity-building strategy ### Review of past performance — achievements under PSRP and PSCAP - Staffing and institutional outcomes: - Public Service size: reduced from 139,000 in 1997 to 104,000 in 2000, then increased to 115,000 in 2004 - Key technical and professional positions filled by competent and qualified staff - Appropriate management structures established - Human resources and systems reforms: - Salary structure rationalised from 17 salary scales to 5 salary scales by consolidating 14 scales into two (one for civil servants and the other for teachers) - New open Appraisal System introduced - Performance Management Package installed in restructured ministries/institutions - General Orders repealed and replaced by: - Terms and Conditions of Service for the Public Service - Disciplinary Code and Procedures for Handling Offences in the Public Service - Service Commission Regulations - Procedures for Employment in the Public Service - Payroll Management and Establishment Control (PMEC) System developed and adopted with unique position codes for all public service jobs - Payroll and Establishment cleaning, documentation of related policies/procedures, and training in PMEC undertaken ### Policies and Key Reforms (2006–2010) — Public Service Management (PSM) Component - Overarching policy goal: - Enhance effective delivery of services to the people of Zambia - Four PSM sub-components: - Rightsizing - Pay reforms - Service delivery improvement - Payroll Management and Establishment Control (PMEC) #### 25.3.1 Rightsizing Sub-Component — goals and commitments - Goal: - Ensure ministries and institutions have staff complements appropriate to their mandates and affordable within MTEF ceilings - Government actions during FNDP: - a) Re-examine current downsizing strategies with a view to reducing costs - b) Ensure payment of redundancy packages promptly - c) Develop proposals to contract-out non-core services - d) Develop and implement an HIV and AIDS prevention and mitigation strategy for the Public Service - e) Develop and implement a strategy to create a more gender responsive Public Service - f) Develop and implement a social protection strategy #### 25.3.2 Pay Reform Sub-component — goals and commitments - Goal: - a) Employees’ remuneration is related to the job and performance - b) The Public Service is able to attract and retain essential technical, professional and managerial staff - c) Pay arrangements support and reinforce improved service delivery - d) Increases in pay levels are consistent with the resource envelope - e) Development of the public service pay policy - Government actions: - Carry out diagnostic work to inform development of a comprehensive pay policy - Develop a Public Service pay structure reflecting the pay policy - Enhance planning and budgeting arrangements for personnel emoluments - Create a sustainable public service pensions fund #### 25.3.3 Service Delivery Improvement Sub-component — goals and commitments - Goal: - Ensure ministries and institutions manage performance effectively within agreed objectives and standards and improve capacity to deliver better services - Government actions during FNDP: - a) Undertake an in-depth review of the implementation of all performance management initiatives - b) Revise and implement the strategy for performance management - c) Implement service delivery charters and a service delivery improvement fund to strengthen capacity of ministries/institutions - d) Build management capacity #### 25.3.4 PMEC Sub-component — goals and commitments - Goal: - Ensure personal emoluments and establishments are effectively managed and maintained at approved levels - Government actions during FNDP: - a) Conduct sensitisation programmes for stakeholders - b) Build adequate business and technical capacity to manage and maintain the PMEC system - c) Complete verification of establishments and staffing to roll-out the system across all ministries, institutions, and provinces - d) Contract technical assistance to support implementation as and when needed - e) Strengthen payroll integrity - f) Implement additional human resource sub-modules - g) Decentralise the IT infrastructure to provincial level - h) Integrate PMEC with IFMIS - i) Interface the PMEC system to other systems ### Routine programmes and operational priorities - Central administration to continue implementing routine programmes that sustain government operations, including: - Management of the policy process - Strategic and human resource management - Provision of institutional and system support services ### Vision, Goal, and Strategic Programmes — Central Administration - Vision: - Quality public services for all by 2030 - Goal: - To achieve and sustain efficiency and effectiveness in the delivery of public services - Programmes, objectives and indicative strategies (selected highlights from the Central Administration matrix): - Programme 1 — General Administration and Support to Institutions - Objective: To effectively provide administrative support services for efficient management of government business - Strategies: Provide office administration and logistical support services; provide staff welfare; staff development; plan and budget; transport management; coordinate public affairs and summit meetings; manage international and national days; coordinate provincial administration; provide grants to designated institutions - Programme 2 — Government Systems Re-organisation and Capacity Enhancement - Objective: To develop and facilitate implementation of results-oriented management systems to improve performance and productivity - Strategies: Develop and install performance management systems; implement institutional assessments and service delivery audit; develop and implement service delivery charters; institutionalise performance management package - Programme 3 — Improvement of Human Resources Management and Development; Management of an Integrated Payroll Management Establishment Control (PMEC) System; Pay Reform; Service Delivery Improvement - Objectives: Improve HR management and development policies/systems; mainstream Gender; attract and retain essential staff; ensure ministries manage performance effectively - Strategies: Review legal framework; develop HR policies and procedures; establish database on separations and disciplinary cases; develop leadership programs; produce establishment register; strengthen HRMIS and planning; upgrade and maintain PMEC; develop comprehensive pay policy; implement strategy for performance management; build capacities; ensure timely redundancy payments; implement social protection and HIV&AIDS strategies; develop gender-responsive service strategies - Programme 4 — Strengthening of Coordination, Monitoring and Evaluation Systems; Management of Policy Process; Cabinet Secretariat Services - Objective: Strengthen monitoring and evaluation of government policy and programme implementation to establish effectiveness and impact - Strategies: Develop and institutionalise consultative processes; enhance intra- and inter-ministerial consultation; build capacity in policy formulation, implementation, monitoring and evaluation; maintain electronic system for policy management and coordination; disseminate procedures and guidelines for national policy documents and Cabinet Memoranda; improve record management systems *Fifth National Development Plan 2006 – 2010 — Section 24.6 and Central Administration sections* ### 25.6 Implementation, Monitoring and Evaluation Framework ### 25.6 Implementation, Monitoring and Evaluation Framework ### Implementation approach - FNDP programmes will be translated into Annual Work Plans, which will be costed using the Medium Term Expenditure Framework. - Implementation of some activities under: - Improvement of Salaries and Conditions of Service, and - Enhancement and Alignment of Government Systems and Procedures will be facilitated by the Public Service Management Component of the Public Service Reform Programme. ### Monitoring and evaluation arrangements - The Central Administration Strategic Plans for the period 2006-2010 set out: - key strategies and their corresponding performance indicators; - Annual Work Plans; and - budgets. - These Strategic Plans will form the basis for FNDP monitoring. - A review of implementation will be carried out at the end of each year, from which activities for the following year will be identified. - Responsible divisions will carry out quarterly progress reviews. - These quarterly reviews will form the basis for preparing Annual Reports. - An independent evaluation will be conducted mid-term and at the end of the Plan period. - The entire monitoring and evaluation process will be overseen by the SAG, which will be formed for central administration. ### Key programme cost lines and yearly allocations (K' Billions) - Programmes (Grand Total per programme over 2006–2010 shown where provided): 1. Government systems reorganisation and capacity enhancement - 2006: GRZ 2.8 Donors 0.0 Total 2.8 - 2007: GRZ 3.8 Donors 0.0 Total 3.8 - 2008: GRZ 3.9 Donors 0.0 Total 3.9 - 2009: GRZ 4.1 Donors 0.0 Total 4.1 - 2010: GRZ 4.2 Donors 0.0 Total 4.2 - Grand Total: 18.8 GRZ 18.8 DONOR 0.0 2. Strengthening of co-ordination monitoring and evaluation systems - 2006: GRZ 0.8 Donors 0.0 Total 0.8 - 2007: GRZ 1.0 Donors 0.0 Total 1.0 - 2008: GRZ 1.0 Donors 0.0 Total 1.0 - 2009: GRZ 1.0 Donors 0.0 Total 1.0 - 2010: GRZ 1.1 Donors 0.0 Total 1.1 - Grand Total: 4.9 GRZ 4.9 DONOR 0.0 3. Management of policy process and programmes - 2006: GRZ 0.6 Donors 0.0 Total 0.6 - 2007: GRZ 0.9 Donors 0.0 Total 0.9 - 2008: GRZ 1.0 Donors 0.0 Total 1.0 - 2009: GRZ 1.0 Donors 0.0 Total 1.0 - 2010: GRZ 1.0 Donors 0.0 Total 1.0 - Grand Total: 4.5 GRZ 4.5 DONOR 0.0 4. Right-sizing - 2006: GRZ 0.0 Donors 7.5 Total 7.5 - 2007: GRZ 0.0 Donors 7.7 Total 7.7 - 2008: GRZ 0.0 Donors 7.9 Total 7.9 - 2009: GRZ 0.0 Donors 8.1 Total 8.1 - 2010: GRZ 0.0 Donors 8.2 Total 8.2 - Grand Total: 39.4 GRZ 0.0 DONOR 39.4 5. Service Delivery Improvements - 2006: GRZ 0.0 Donors 1.0 Total 1.0 - 2007: GRZ 0.0 Donors 1.1 Total 1.1 - 2008: GRZ 0.0 Donors 1.1 Total 1.1 - 2009: GRZ 0.0 Donors 1.1 Total 1.1 - 2010: GRZ 0.0 Donors 1.1 Total 1.1 - Grand Total: 5.4 GRZ 0.0 DONOR 5.4 6. PSM Programme Management - 2006: GRZ 0.0 Donors 18.0 Total 18.0 - 2007: GRZ 0.0 Donors 9.7 Total 9.7 - 2008: GRZ 0.0 Donors 8.0 Total 8.0 - 2009: GRZ 0.0 Donors 8.0 Total 8.0 - 2010: GRZ 0.0 Donors 7.1 Total 7.1 - Grand Total: 50.7 GRZ 0.0 DONOR 50.7 7. Provision of a clear framework - 2006: GRZ 0.7 Donors 0.0 Total 0.7 - 2007: GRZ 1.2 Donors 0.0 Total 1.2 - 2008: GRZ 1.3 Donors 0.0 Total 1.3 - 2009: GRZ 0.9 Donors 0.0 Total 0.9 - 2010: GRZ 0.7 Donors 0.0 Total 0.7 - Grand Total: 4.8 GRZ 4.8 DONOR 0.0 8. Improvement and implementation of recruitment and placement processes - 2006: GRZ 0.7 Donors 0.0 Total 0.7 - 2007: GRZ 0.9 Donors 0.0 Total 0.9 - 2008: GRZ 0.6 Donors 0.0 Total 0.6 - 2009: GRZ 0.4 Donors 0.0 Total 0.4 - 2010: GRZ 0.3 Donors 0.0 Total 0.3 - Grand Total: 3.0 GRZ 3.0 DONOR 0.0 9. Separation of employees and disposal of disciplinary cases - 2006: GRZ 0.5 Donors 0.0 Total 0.5 - 2007: GRZ 0.8 Donors 0.0 Total 0.8 - 2008: GRZ 0.0 Donors 0.0 Total 0.0 - 2009: GRZ 0.8 Donors 0.0 Total 0.8 - 2010: GRZ 0.0 Donors 0.0 Total 0.0 - Grand Total: 2.1 GRZ 2.1 DONOR 0.0 10. Co-ordination of labour matters - 2006: GRZ 0.3 Donors 0.0 Total 0.3 - 2007: GRZ 0.3 Donors 0.0 Total 0.3 - 2008: GRZ 0.4 Donors 0.0 Total 0.4 - 2009: GRZ 0.5 Donors 0.0 Total 0.5 - 2010: GRZ 0.5 Donors 0.0 Total 0.5 - Grand Total: 2.0 GRZ 2.0 DONOR 0.0 11. Human Resource Planning - 2006: GRZ 0.7 Donors 0.0 Total 0.7 - 2007: GRZ 0.9 Donors 0.0 Total 0.9 - 2008: GRZ 0.9 Donors 0.0 Total 0.9 - 2009: GRZ 0.9 Donors 0.0 Total 0.9 - 2010: GRZ 0.9 Donors 0.0 Total 0.9 - Grand Total: 4.3 GRZ 4.3 DONOR 0.0 12. Implementation of Performance Management Systems - 2006: GRZ 0.2 Donors 0.0 Total 0.2 - 2007: GRZ 0.3 Donors 0.0 Total 0.3 - 2008: GRZ 0.3 Donors 0.0 Total 0.3 - 2009: GRZ 0.3 Donors 0.0 Total 0.3 - 2010: GRZ 0.3 Donors 0.0 Total 0.3 - Grand Total: 1.3 GRZ 1.3 DONOR 0.0 13. Human Resource Development - 2006: GRZ 0.5 Donors 0.0 Total 0.5 - 2007: GRZ 0.6 Donors 0.0 Total 0.6 - 2008: GRZ 0.6 Donors 0.0 Total 0.6 - 2009: GRZ 0.6 Donors 0.0 Total 0.6 - 2010: GRZ 0.6 Donors 0.0 Total 0.6 - Grand Total: 2.7 GRZ 2.7 DONOR 0.0 14. Management of Integrated Payroll management and Establishment Control - 2006: GRZ 5.7 Donors 3.2 Total 8.8 - 2007: GRZ 6.5 Donors 3.3 Total 9.8 - 2008: GRZ 7.5 Donors 3.4 Total 10.9 - 2009: GRZ 6.5 Donors 3.5 Total 11.0 - 2010: GRZ 6.5 Donors 3.5 Total 10.0 (note: table shows GRZ 3.5 Donors 10.0 in one column; Grand Total line:) - Grand Total: 50.5 GRZ 33.7 DONOR 16.9 15. Payreform - 2006: GRZ 1.0 Donors 1.1 Total 2.1 - 2007: GRZ 0.0 Donors 1.1 Total 1.1 - 2008: GRZ 0.0 Donors 1.1 Total 1.1 - 2009: GRZ 0.0 Donors 1.2 Total 1.2 - 2010: GRZ 0.0 Donors 1.2 Total 1.2 - Grand Total: 6.6 GRZ 1.0 DONOR 5.6 16. Civil Service Appointments, Disciplinary Control and Separations - 2006: GRZ 0.3 Donors 0.0 Total 0.3 - 2007: GRZ 0.4 Donors 0.0 Total 0.4 - 2008: GRZ 0.4 Donors 0.0 Total 0.4 - 2009: GRZ 0.4 Donors 0.0 Total 0.4 - 2010: GRZ 0.4 Donors 0.0 Total 0.4 - Grand Total: 1.7 GRZ 1.7 DONOR 0.0 ### Aggregated subtotals and totals (K' Billions) - Sub-total by year (selected line): - 2006: Sub-total GRZ 14.7 Donors 30.7 Total 45.4 - 2007: Sub-total GRZ 17.5 Donors 22.9 Total 40.4 - 2008: Sub-total GRZ 17.9 Donors 21.5 Total 39.3 - 2009: Sub-total GRZ 18.3 Donors 21.7 Total 40.0 - 2010: Sub-total GRZ 16.5 Donors 21.2 Total 37.7 - Five-year Sub-total Grand Total: 202.8 GRZ 84.8 DONOR 118.0 - Selected programme aggregates: 1. Personal Emoluments - 2006: 84.1 GRZ 0.0 Total 84.1 - 2007: 90.4 GRZ 0.0 Total 90.4 - 2008: 89.6 GRZ 0.0 Total 89.6 - 2009: 100.0 GRZ 0.0 Total 100.0 - 2010: 111.7 GRZ 0.0 Total 111.7 - Grand Total: 475.7 GRZ 475.7 DONOR 0.0 2. General Administration - 2006: 46.4 GRZ 0.0 Total 46.4 - 2007: 48.7 GRZ 0.0 Total 48.7 - 2008: 50.2 GRZ 0.0 Total 50.2 - 2009: 51.8 GRZ 0.0 Total 51.8 - 2010: 53.7 GRZ 0.0 Total 53.7 - Grand Total: 250.8 GRZ 250.8 DONOR 0.0 4. Support to Institutions - 2006: 251.2 GRZ 0.0 Total 251.2 - 2007: 286.7 GRZ 0.0 Total 286.7 - 2008: 311.1 GRZ 0.0 Total 311.1 - 2009: 323.7 GRZ 0.0 Total 323.7 - 2010: 322.5 GRZ 0.0 Total 322.5 - Grand Total: 1,495.2 GRZ 1,495.2 DONOR 0.0 - Subtotal (selected consolidated line) by year: - 2006: Subtotal 382.0 GRZ 0.0 Total 382.0 - 2007: Subtotal 426.1 GRZ 0.0 Total 426.1 - 2008: Subtotal 451.3 GRZ 0.0 Total 451.3 - 2009: Subtotal 475.8 GRZ 0.0 Total 475.8 - 2010: Subtotal 488.2 GRZ 0.0 Total 488.2 - Five-year subtotal Grand Total: 2,223.3 GRZ 2,223.3 DONOR 0.0 - Grand Total (Core + Non Core FNDP Programs) by year: - 2006: GRZ 396.7 Donors 30.7 Total 427.4 - 2007: GRZ 443.5 Donors 22.9 Total 466.4 - 2008: GRZ 469.1 Donors 21.5 Total 490.6 - 2009: GRZ 494.1 Donors 21.7 Total 515.8 - 2010: GRZ 504.7 Donors 21.2 Total 525.9 - Five-year Grand Total: 2,426.1 GRZ 2,308.1 DONOR 118.0 *Source: Fifth National Development Plan 2006 – 2010 (section 25.6 Implementation, Monitoring and Evaluation Framework).* ### 6. To develop and implement a new ### 6. To develop and implement a new integrated planning and budgeting system that is supportive of the National Decentralization Policy ### Empower communities and targeting resources - a) Empower communities and targeting resources for the poorest segments of the communities; - b) Strengthen the local government system and implement aspects of the decentralisation policy, so that decision making is devolved to the people and results in active participation by the communities; - c) Strengthen public expenditures process and district administration for resource allocation and financial management; - d) Transfer of resources to districts as intended in the decentralisation policy; - e) Carry out intensive training in financial management and district development planning; - f) Create an integrated district budget and resource mobilisation system at district level ### Institutional and Human Resource Capacity Development - Objective: To create and strengthen human and institutional capacities to implement, manage, and support decentralized governance, development, and service delivery - a) Assess and develop the management and technical capacities of the human resources of the key institutions responsible for implementing the decentralization process; - b) Develop and rehabilitate local government institutional capacities, such as Chalimbana and National Fire Training School; - c) Prepare and implement of capacity building programmes and monitoring the performance of local authorities. - d) Retrench programs for councils - e) Implement HIV and AIDS programs ### Implementation of the Decentralisation Policy - Objective: To empower councils through the implementation of the decentralisation policy and the enhancement of good governance, community participation in decision-making for effective and efficient generation, and delivery of services to local communities - a) Empower councils through effective devolution of power, responsibilities and resources from central ministries; - b) Conduct nation-wide sensitisation on Decentralise Policy and DIP; - c) Produce and disseminate materials on decentralisation; - d) Facilitate the mounting of civic education programmes; - e) Create an enabling operational environment for the decentralisation secretariat ### Financial Management and Accountability Capacity for councils and Local Authorities - a. To promote accountability and transparency in the management and utilization of resources - b. To establish and operationalise a comprehensive local government financing system; - c. To enhance the capacity of councils to mobilize resources and to widen their economic base - a) Train finance officers in councils; - b) Assess capacity of finance officers in councils; - c) Train finance officers in councils on financial management and accounting; - d) Implement district planning and budgeting manuals; - e) Ensure that Councils are entitled to adequate financial resources of their own, distinct from those of the central government and to dispose freely of such revenue within the framework of their powers; - f) Provide block grants, which are not earmarked for the financing of specific projects or services, shall be promoted; - g) Work towards the financial empowerment of Councils through fair and equitable sharing of public resources for effective service delivery; - h) Enhance internal capacities of Councils to raise and manage own resources; - i) Develop financial management and accounting capacities for Councils; - j) Improve property valuation procedures; - k) Enhance participation of stakeholders including chiefs in governance and development issues at the local level. ### Policy, Legal, and Regulatory Framework - To provide a legal and institutional framework in order to promote autonomy in decision-making and service delivery at the local level - Identify and amend laws needed for effective implementation of the decentralisation policy and strengthening local government ### Implementation, Monitoring and Evaluation Framework (26.6) - The implementation of the FNDP interventions for local government and decentralisation shall be closely guided by the DIP. - At the national level, Cabinet Office shall assume a strategic role in providing oversight over the implementation of the interventions outlined above. - The Government maintains that community participation in service delivery as well as in actual maintenance of facilities is crucial for the improvement of the communities’ welfare. - Community involvement shall be one of the cornerstones of decentralisation, particularly for highly localised services using relatively small-scale infrastructure (examples cited: communal boreholes supplying ground water; local drainage and sanitation systems; and solid waste disposal). - The decentralisation secretariat will ensure stakeholders are directly involved at all decision-making levels of preparation/planning, implementation, and monitoring and evaluation. - The introduction of commercialisation principles in service delivery will be emphasized; the Government will ensure commercialisation balances economic imperatives of councils and private companies with the social needs of the whole population for adequate service provision. - Main objective for monitoring and evaluation: develop and institutionalise an appropriate monitoring and evaluation system to facilitate effective surveillance over the implementation of the national decentralization policy and FNDP programmes/activities. - An effective national results-based monitoring and evaluation system will be put in place, supported by effective monitoring and evaluation units at all levels. - Strengthening oversight role of communities and other stakeholders through effective participation in monitoring and evaluation of decentralisation functions is a focal area. - Practical arrangements: - Periodic monitoring of activities will be undertaken to ensure effective implementation. - Monitoring reports will be exchanged between and among various actors in the decentralization process. - Evaluations will be undertaken by the Ministry periodically and will produce recommendations. - Continuous capacity building through training for personnel/stakeholders to undertake effective monitoring and evaluation during the FNDP period. - The role of the National Development Coordinating Committee, PSRP steering committee, the SAG, the Provincial Development Coordinating Committee and the District Development Coordinating Committee will be enhanced. ### Budgetary allocations and key cost figures (Fifth National Development Plan 2006 – 2010; Sector: Local Government and Decentralisation) - Table headings: 2006, 2007, 2008, 2009, 2010 — Cost in K' Billions; Grand Total; Order of Priority; Programme; GRZ; Donors; Total - Selected programme totals and figures (as presented): - Capacity Building for Local Authorities: Grand Total 122.66; GRZ 4.50; Donor 118.16 - Yearly entries include: 2006 GRZ 1.00; 2006 Donors 27.64; 2006 Total 28.64; 2007 GRZ 0.75; 2007 Donors 23.10; 2007 Total 23.85; 2008 GRZ 1.11; 2008 Donors 25.11; 2008 Total 26.22; 2009 GRZ 0.87; 2009 Donors 20.93; 2009 Total 21.80; 2010 GRZ 0.77; 2010 Donors 21.39; 2010 Total 22.15 - Decentralisation Secretariat operations: Grand Total 162.00; GRZ 11.77; Donor 150.23 - Yearly entries include: 2006 Donors 28.57; 2006 Total 29.94; 2007 GRZ 2.60; 2007 Donors 28.57; 2007 Total 31.17; 2008 GRZ 2.60; 2008 Donors 41.73; 2008 Total 44.33; 2009 GRZ 2.60; 2009 Donors 25.68; 2009 Total 28.28; 2010 GRZ 2.60; 2010 Donors 25.68; 2010 Total 28.28 - Transfers to local authorities (IFA) including CDF: Grand Total 407.20; GRZ 407.20; Donor - - Repeated yearly entries: 2006 Total 101.80; 2007 Total 101.80; 2008 Total 101.80; 2009 Total 101.80; 2010 Total 101.80 - Fire Services Equipment: Grand Total 22.81; GRZ 22.81; Donor - - Yearly entries include: 2006 GRZ 4.91; 2006 Total 4.91; 2007 GRZ 3.91; 2007 Total 3.91; 2008 GRZ 4.21; 2008 Total 4.21; 2009 GRZ 4.41; 2009 Total 4.41; 2010 GRZ 5.37; 2010 Total 5.37 - Preparation of Valuation Rolls: Grand Total 17.38; GRZ 17.38; Donor - - Yearly entries include: 2006 GRZ 2.87; 2006 Total 2.87; 2007 GRZ 2.87; 2007 Total 2.87; 2008 GRZ 3.62; 2008 Total 3.62; 2009 GRZ 3.74; 2009 Total 3.74; 2010 GRZ 4.29; 2010 Total 4.29 - Core FNDP Programs sub-total: Grand Total 732.05; GRZ 463.66; Donor 268.39 - Grand Total for Sector (all programmes, 2006–2010): Grand Total 996.75; GRZ 728.37; Donor 268.39 - Other selected sub-totals and line items (as presented): - Sub-total (earlier block): 66.36 (2006 Total), 163.60 (2007 Total), 180.18 (2008 Total), 160.02 (2009 Total), 161.89 (2010 Total) - Personal Emoluments sub-totals and totals across years: yearly GRZ figures include 5.48; 5.56; 6.17; 6.73; 8.26; Grand Total 32.21 (GRZ) - General administration yearly GRZ figures: 11.47; 12.68; 14.49; 14.95; 17.18; Grand Total 70.76 (GRZ) - Institutional and Human Resource Capacity Development Grand Total 29.21 (GRZ) - Financial Management in Local Authorities Grand Total 14.90 (GRZ) - Traditional and Customary Matters Grand Total 38.91 (GRZ) - Local Authority Administration Grand Total 78.37 (GRZ) - Policy, Legal and Regulatory Framework Grand Total 0.34 (GRZ) - Sub-total (Non-Core FNDP Programs): yearly GRZ totals 37.54; 38.23; 55.90; 59.14; 73.91; Grand Total 264.71 (GRZ) - Grand Total (annual breakdown): 2006 GRZ 47.69; 2006 Donors 56.20; 2006 Total 103.89; 2007 GRZ 150.16; 2007 Donors 51.67; 2007 Total 201.83; 2008 GRZ 169.24; 2008 Donors 66.84; 2008 Total 236.08; 2009 GRZ 172.55; 2009 Donors 46.61; 2009 Total 219.16; 2010 GRZ 188.73; 2010 Donors 47.07; 2010 Total 235.80 ### Information Services sector: introduction and review of past performance - Sector objective: to enhance the use of the print media, electronic media and Information and Communication Technology (ICT) by various sections of Zambian society for the benefit of the entire nation. - Achievements during PRSP/TNDP implementation: - Most public media institutions were fully computerised while the exercise is still ongoing in others. - Government procured 56 FM radio transmitters that have since been installed in a number of districts. - Implementation of the satellite television project, whose objective is to improve television reception countrywide, commenced. - The sector performed well with regard to training. ### Information Services sector: key challenges identified - a) Inadequate infrastructure, financial resources and lack of legal framework; - b) Obsolete or inadequate equipment; archaic technologies; inadequate transport; and poorly motivated staff. Need to devise new ways of financing media operations on a more sustainable basis; - c) Lack of access to modern ICTs has adversely affected timely and effective delivery of information; current information and communication infrastructure is inadequate. This has led to poor and limited radio and television coverage, denying information to most people living in the rural parts of Zambia. Inaccessible roads in rural areas and non-existence of telecommunication services in other areas has affected distribution and outreach of print media products. Need to establish communication channels to ensure every citizen has access to information as a basic human right; - d) The prevailing media legislative environment does not adequately provide for freedom of the media, freedom of information and good governance. Some existing laws are inconsistent with the requirements of media operations in a changing political environment. Need for review of current media law regime and enactment or enforcement of new laws that promote press freedom, freedom of information and democratic governance; - e) Gender insensitivity in the media continues to contribute to inequalities between male and female journalists. Limited participation of women in information and the media contributes to stereotypical portrayals of women. Women’s limited access to ICT, especially in rural areas, compounds the problem. Need for mainstreaming of gender equity in all media operations in line with international treaties such as the SADC Declaration on Gender and Development (signed in 1997); - f) The HIV and AIDS pandemic has negatively impacted the sector through morbidity and mortality. Media have not been successful in designing and communicating appropriate messages; need fresh approaches and mainstreaming of HIV and AIDS in all media operations and activities; - g) Liberalization of the media industry allows importation of unedited foreign media products that may conflict with Zambian cultural norms and values; challenge to counter negative influences with positive aspects of Zambian culture. Revival and support of traditional/cultural ceremonies is evidence this is possible; - Need for capacity building for candidates setting up community radio stations to expand on-going programmes; - h) Need to establish an interface system between the Government and the media by developing fitting functional infrastructure service units in MPSAs. *Fifth National Development Plan 2006 – 2010* ### 27.3 Policies and Key Reforms ### 27.3 Policies and Key Reforms ### Policies and institutional reforms - The information services sector operates under multiple statutes complemented by the National Media Policy of 1996, which is currently under review. Statutes listed include: - Zambia National Broadcasting Corporation (ZNBC) Amendment Act No. 20 of 2002 Cap. 154 - Copyright and Performance Rights Act No. 44 of 1994 Cap 406 - Theatres and Cinematography Exhibition Act Cap 158 - Zambia Institute of Mass Communication (ZAMCOM) Act of 1996 - Independent Broadcasting Authority (IBA) Act No. 17 of 2002 - Printed Publication Act Cap 161 - Key institutional reforms implemented: - Liberalisation of the airwaves enabling establishment of community radio stations and private commercial radio and television stations. - Number of private radio stations stood at 29 in 2005. - Number of private television stations stood at four. - Three construction permits for television stations have been issued. - Merger of the Zambia News Agency and Zambia Information Services to form the Zambia News and Information Services (ZANIS) under the Public Service Reform Programme. - Formation of media bodies to improve ethics and professional standards, including Zambia Community Media Forum (ZaCoMef) and Media Ethics Council of Zambia (MECOZ). - FNDP emphasis: - Consolidate positive structural reforms. - Ensure legislation is enabling enough to guarantee effective performance of the information services sector. - Focus on the role of the private sector and communities in providing information services during the FNDP period. ### Vision and goal - Vision: A well informed citizenry fully utilizing Information and Communication Technology for national development by 2030. - Goal: To increase media access and outreach throughout the country in order to promote free flow of information on development related programmes. ### Programmes, objectives and strategies (FNDP) - Programme 1 — Electronic Media Promotion - Objective: To facilitate the timely dissemination of relevant information in order to promote public awareness for national development - Strategies: - Procure specialized equipment; - Develop electronic media infrastructure; - Expand media coverage. - Programme 2 — Development of Print Media Infrastructure - Objective: To facilitate the timely dissemination of relevant information in order to promote public awareness for national development - Strategies: - Decentralise the printing of newspapers and periodicals; - Develop print media infrastructure; - Expand media coverage; - Streamline newspaper distribution. - Programme 3 — Computerisation of Sector Operations - Objective: To promote utilization of ICTs in information gathering and dissemination for improved decision-making - Strategies: - Establish a Wide Area Network to link the sector; - Establish management information systems; - Promote wider usage of ICT in outreach efforts. - Programme 4 — Promotion of Private-Public Partnerships - Objective: To promote participation of the private partners in media development - Strategies: - Formulate guidelines for the establishment of a Media Revolving Fund; - Create baseline data on community media; - Promote government-donor partnerships; - Promote rural-based media; - Improve access to information in order to promote citizenry participation in economic development activities. - Programme 5 — Media Policy and Institutional Reforms - Objective: To provide a conducive legal and institutional framework for the development of the sector - Strategies: - Operationalise the IBA; - Review statutes that impede press freedom; - Finalize the review of the 1996 Media Policy; - Build capacity in development reporting; - Build capacity in media management at local level; - Engender the 1996 Media Policy. ### Implementation, monitoring and evaluation - Implementation levels: national, provincial, and district in line with sector development programmes. - Lead agency: Ministry of Information and Broadcasting Services — policy development, overall coordination and programming. - Monitoring and evaluation responsibilities: - Sector Advisory Group to oversee monitoring and evaluation. - Actual monitoring and evaluation functions undertaken at all levels. - Specific outputs identified under respective programmes will form the basis for monitoring and evaluation. - Monitoring frequency: quarterly. - Evaluation timing: at the end of the FNDP. ### Key budgetary figures and program cost totals (K' Billions) - Programme-level totals (selected): - Electronic Media Promotion — Total: 35.80 - 2006 GRZ 6.10; 2007 GRZ 5.00; 2008 GRZ 7.50; 2009 GRZ 8.00; 2010 GRZ 9.20 - Information Management System — Total: 4.87 - 2006 GRZ 0.17; 2007 GRZ 0.20; 2008 GRZ 1.00; 2009 GRZ 1.50; 2010 GRZ 2.00 - Media Support Fund — Total: 7.49 - 2007 GRZ 2.00; 2008 GRZ 2.49; 2009 GRZ 3.00 - Decentralisation of Printing Press — Total: 16.00 - 2007 GRZ 4.00; 2008 GRZ 4.00; 2009 GRZ 4.00; 2010 GRZ 4.00 - Media Policy Review — Total: 0.06 - 2006 GRZ 0.06 - Institutional and recurrent item totals (selected): - Personal Emoluments — Total: 16.20 - 2006 GRZ 3.59; 2007 GRZ 2.67; 2008 GRZ 2.99; 2009 GRZ 3.30; 2010 GRZ 3.65 - General Administration — Total: 27.39 - 2006 GRZ 4.51; 2007 GRZ 4.62; 2008 GRZ 5.34; 2009 GRZ 5.62; 2010 GRZ 7.28 - Production & Publication of General News & Feature Articles — Total: 8.32 - 2006 GRZ 1.34; 2007 GRZ 1.37; 2008 GRZ 1.58; 2009 GRZ 1.76; 2010 GRZ 2.28 - Information Dissemination on Developmental Issues — Total: 10.76 - 2006 GRZ 1.77; 2007 GRZ 1.81; 2008 GRZ 2.09; 2009 GRZ 2.22; 2010 GRZ 2.87 - Media Law Reforms — Total: 5.99 - 2007 GRZ 2.49; 2008 GRZ 2.31; 2009 GRZ 1.19 - Subtotals and Grand Totals (K' Billions): - Core FNDP Programmes subtotal: 64.22 - Non-Core FNDP Programmes subtotal: 93.52 - Grand Total by year (Total column): - 2006 Total: 24.37 - 2007 Total: 28.03 - 2008 Total: 33.63 - 2009 Total: 34.98 - 2010 Total: 36.73 - Grand Total (2006–2010): 157.74 *Source: Fifth National Development Plan 2006 – 2010 (Sector: Information Services) — sections 27.3–27.6* ### 28.2 Review of Past Performance ### 28.2 Review of Past Performance ### Impact of globalisation and technological advancements - Technological advancements have led to opening up of societies, markets, easier movement of people, free flow of ideas, goods, services and capital, facilitating rapid integration of the world economy. - Zambia is presently not sufficiently benefiting from global economic integration; the majority of Zambians continue to live in abject poverty despite more favourable global economic trends elsewhere. - As the situation obtains presently, globalisation is not likely to bring about equitable and sustainable growth in Zambia; the situation is true for most Sub-Saharan African countries. - Integrating Zambia into the regional and global economy requires restructuring international relations to maximize benefits from the unfolding global order. ### Initiatives and achievements in foreign relations - Entered into Joint Permanent Commissions of Cooperation (JPCs) with other African countries within and outside the region to coordinate bilateral development programmes. - Membership of the Southern African Development Community (SADC). - Hosting of the Common Market for Eastern and Southern Africa (COMESA) Secretariat, enhancing Zambia’s role in coordinating regional economic integration initiatives. - Affiliation to a number of development-oriented international organizations, regional groupings and initiatives providing platforms to articulate development needs and access technical and financial assistance. - Establishment of four multilateral missions dealing with the United Nations (New York and Geneva), the European Union (Brussels) and the African Union (Addis Ababa). - Entry into trade and investment promotion agreements with bilateral and multilateral partners, resulting in increased inflows of aid and foreign direct investment. - Successful completion of the Zambia NEPAD Action Plan and facilitation of an autonomous Zambia NEPAD secretariat by the Ministry of Foreign Affairs. - Acceded to the African Peer Review Mechanism (APRM) on 22nd January 2006; the Ministry of Foreign Affairs is the focal point for the APRM process. Zambia will produce and submit its first country review report in July 2007 and undertake periodic reviews every two to four years. - Significant role in regional peace and security: facilitation of the Lusaka Protocol ceasefire agreement (Angola), contribution to the peace process in the Democratic Republic of Congo (DRC) and the Great Lakes Region, and deployment of UN peacekeeping troops to Angola, Sierra Leone, Congo DR, Sudan and Kosovo. ### Major challenges affecting foreign relations performance - Absence of representation in key regions and economic blocks such as the South Pacific and the Middle East, limiting access to dynamic and fast-growing economies and their investment potential. - Lack of adequate representation at key multilateral institutions. - Lack of a career diplomatic service and deployment of unqualified human resource personnel in missions abroad, resulting in ineffective participation at economic and political forums. - Weak institutional capacity at the Ministry of Foreign Affairs and its missions abroad, compromising effective management of international relations. - Inability of the Zambian Institute of Diplomacy and International Studies (ZIDIS) to sustain operations, resulting in failure to produce career diplomats in a sustained manner. - Gender imbalance and HIV and AIDS impacting negatively on the management of Zambia’s external relations. ### Policies and key reforms (FNDP direction) - Continue policies initiated within the Public Service Reform Programme, including restructuring the Ministry of Foreign Affairs to shift emphasis from political to economic diplomacy. - Re-focus foreign relations to advance the country’s economic welfare in the global economy; redirect foreign policy thrust towards economic and development issues following the end of colonialism and apartheid. - Strengthen Zambia’s role in the global community by: - Advocating pro-poor changes to international trade policies at fora such as the World Trade Organisation and the European Union. - Prioritizing attraction of foreign direct investment (FDI). - Promoting South-South cooperation and redefining Zambia’s position to leverage NEPAD and the African Union’s integration agenda. - Leveraging SADC and COMESA as important determinants of emerging external relations. - Review prospects of opening missions in key economic regions such as the South Pacific and the Middle East. - Strengthen representation in key multilateral institutions. - Strive to strengthen the career diplomatic service to secure a more sustained supply of qualified personnel in foreign service. ### Vision and goal - Vision: "A prosperous Zambia, which participates competitively in the global economic and political environment and contributes to the promotion of a just economic world order and towards a safe and peaceful world by 2030." - Goal: "To ensure sufficient safeguard and active promotion of Zambia’s national interest in order to enhance socio-economic development." ### Programmes, objectives and strategies (sector: Foreign Relations) - Programme 1 — Strengthening of Bilateral and Multilateral Relations - Objective: To facilitate and promote regional and international cooperation. - Strategies/Activities: - Establish new missions in strategic regions and economic blocks; - Strengthen bilateral and multilateral relations; - Maintain closer contact with the NEPAD Secretariat, UN organization, SADC, COMESA and other regional and global institutions; - Strengthen commercial wings of missions abroad to aggressively market Zambia abroad; - Promote Trade and Investment; - Undertake trade-lobbying missions; - Sensitise stakeholders on Zambia’s Foreign Policy and its implementation requirements; - Review existing bilateral and multilateral agreements; - Facilitate activities related to the New Asia-Africa Strategic Partnership. - Programme 2 — Human and Institutional Capacity building / Development of a Career Diplomatic Service - Objective: To increase efficiency in service delivery. - Strategies/Activities: - Develop infrastructure; - Procure equipment; - Establish career training campus; - Affiliate diplomatic school to higher institutions of learning; - Acquire office and staff accommodation and equipment for Missions abroad; - Implement Career Diplomatic Service; - Appoint specialized professional attaches and staff in missions abroad. - Programme 3 — Promotion of Regional and International Peace and Security - Objective: To safeguard Zambia’s sovereignty, territorial integrity, freedom, and national security. - Strategies/Activities: - Facilitate production of brochures, fliers, and other promotional materials to support efforts that contribute to international peace and security; - Participate in international peace initiatives. - Programme 4 — Implementation of the African Peer Review Mechanism - Objective: To foster the adoption of good political and economic governance policies, standards and practices in line with the NEPAD Declaration. - Strategies/Activities: - Establish a National Governing Council of the APRM; - Establish an APRM Secretariat; - Develop a Country Self Assessment Report; - Develop a National Programme of Action; - Ensure public participation through a competent information, education and communication strategy. ### Implementation, monitoring and evaluation - Implementation guided by the sector’s strategic plan, foreign policy, and other relevant national documents. - The Ministry of Foreign Affairs is mandated to coordinate implementation of foreign relations programmes. - Other participating institutions: Cabinet Office, the Ministry of Finance and National Planning, Ministry of Commerce, Trade and Industry, Ministry of Tourism, Environment and Natural Resources and the Ministry of Home Affairs. - Monitoring and evaluation: - Undertaken by the Sector Advisory Group and coordinated by the Ministry of Foreign Affairs. - Monitoring will be undertaken continuously. - Evaluations will be done annually. ### Budget and key financial figures (Sector: Foreign Relations, K Billion) - Career Diplomatic Service: Annual entries show 2.50, 2.50, 3.00, 3.00, 2.50, 3.02, 3.02; subtotal/cumulative references indicate 13.52. - Core FNDP Programs — Infrastructure Rehabilitation (annual): 11.00, 11.00, 21.00, 21.00, 25.00, 25.00, 30.00, 30.00, 34.00, 34.00 — subtotal indications: 121.00 and 134.52 in context. - Selected programme annual amounts and subtotals: - Sensitization of Stakeholders: annual entries 1.18, 1.18, 1.18, 1.18, 1.32, 1.32, 1.18, 1.18, 1.18 — subtotal 6.04. - Promotion of Trade and Investment: annual entries 3.60, 3.10, 3.30, 3.10, 3.10, 3.10 — subtotal 16.21. - Bilateral and Multilateral Relations: annual entries 4.22, 4.22, 5.45, 5.25, 5.25, 5.25 — subtotal 24.38. - Development of Human Resource Capacity: annual entries 0.36, 0.24, 0.48, 0.48, 0.48, 0.48 — subtotal 2.06. - Procurement of Equipment: annual entries 0.70, 0.50, 0.50, 0.50, 0.50, 0.50 — subtotal 2.70. - Regional and International peace: annual entries 2.63, 0.85, 0.85, 0.85, 0.79, 0.77 — subtotal 5.89. - Personal Emoluments: annual entries 137.59, 135.42, 141.57, 147.93, 154.94 — subtotal 717.45. - Establishment of New Missions: annual entries 1.80, 2.40, 0.90, 0.90, 0.90, 0.90 — subtotal 6.90. - Implementation of NEPAD Initiative: annual entries 1.00, 1.50, 1.50, 1.50, 1.50 — subtotal 7.00. - Non Core FNDP Programs — Implementation of African Peer Review Mechanism: annual entries 1.00, 1.50, 1.50, 1.50, 1.50 — subtotal 7.00. - Sub total (selected block): annual totals reported as 141.39, 140.82, 145.47, 151.83, 158.84 — aggregate subtotal 738.35. - Grand Total (sector annual totals): - 2006: 154.89 - 2007: 164.32 - 2008: 173.47 - 2009: 184.33 - 2010: 195.86 - Grand Total aggregate: 872.87 - All Grand Total figures presented as K' Billions and shown with corresponding GRZ and Donor columns where Donor entries are blank ("-"). *Fifth National Development Plan 2006 – 2010, Section 28.2 Review of Past Performance* ### 29.1 Introduction ### 29.1 Introduction ### 29.1 Introduction — overview - The defence sector has a legal mandate to manage instruments of national defence as per dictates of the Constitution through the Ministry of Defence (MoD). - Defence institutions fall into two categories: the Zambia Defence Force comprising the Zambia Army (Army) and Zambia Air Force (ZAF), and the Zambia National Service (ZNS). - Functions of defence organs include field operations, economic activities, infrastructure development, and sustenance of national peace and stability. - Defence structures are influenced by the geo-political and socio-economic position of the country. ### 29.2 Review of Past Performance — key findings - Global security: overall improvement, but new tensions and potential conflicts have emerged from struggles over resources such as land, water, food, oil, and minerals. - UN peace support operations have evolved toward wider peace keeping; Zambia is actively involved in UN and AU peace keeping operations. - African initiatives: the AU (via OAU mechanism established in 1993) focuses on conflict prevention, management, and resolution. - Terrorism: identified as a global threat with security, economic, social, and political implications; Zambia subscribes to international anti-terrorism efforts, including ratification of international agreements and cooperation in information sharing and training. - Regional developments: SADC has established the SADC organ on politics, defence, and security cooperation to prevent and manage inter- and intra-state conflicts. - Defence sector reforms and constraints are shaped by Zambia’s geo-political and social position since independence. ### 29.3 Policies and Key Reforms — reforms implemented - Defence sector operates under statutes complemented by defence policy; MoD coordinated and restructured under the Public Service Reform Programme. - Key reform: establishment of the Defence Procurement Bureau at MoD to facilitate, monitor, and evaluate procurement and utilisation of equipment, goods, and services within defence organs. - Establishment of a staff college, localizing senior staff officer training and saving foreign exchange. ### 29.4 Vision and Goal - Vision: Sustainable peace and stability for national development. - Goal: To protect and defend the sovereignty and territorial integrity of the country in order to sustain peace and stability for national development. ### 29.5 Programmes, Objectives and Strategies — sector programmes - Sector: Defence - Programmes, objectives and principal strategies: - Infrastructure Rehabilitation, Development, and Procurement - Objective: To develop and rehabilitate infrastructure in order to improve operations of the sector - Strategies: a) Improve and maintain existing infrastructure; b) Build new infrastructure; c) Procure infrastructure; d) Acquire more land for strategic purposes - Equipment Procurement, Rehabilitation, and Maintenance - Objective: To procure and rehabilitate equipment in order to improve the operations of the sector - Strategies: a) Improve and maintain existing equipment; b) Procure equipment; c) Rehabilitate equipment - Mineral Exploration and Mining - Objective: To undertake agricultural and industrial ventures in order to contribute to the socio-economic development of the nation - Strategy: a) Undertake feasibility studies in industrial and mining activities - Manufacturing and Agro-Processing / Farming / Procurement / Marketing - Objective: To undertake agricultural and industrial ventures in order to contribute to the socio-economic development of the nation - Strategies: a) Undertake feasibility studies in agriculture and agro-processing activities; b) Increase agricultural production levels; c) Identify cooperating partners for joint ventures; d) Increase output in exiting defence industries; e) Develop new defence industries; f) Establish new farms and farm enterprises - Research and Development - Strategy: a) Undertake research and development activities in defence industries - Sustaining peace and stability - Strategy: a) Defend the sovereignty and territorial integrity - Human Resource Development - Objective: To protect and defend the sovereignty and territorial integrity of the country in order to sustain peace and stability for national development. - Strategies: a) Mainstream HIV and AIDS; b) Mainstream Gender Issues ### 29.6 Implementation, Monitoring and Evaluation Framework — sequencing and governance - Implementation sequencing: initial two years of the FNDP concentrate on rehabilitation of equipment and infrastructure; last three years incorporate infusion of new equipment and modernisation. - Emphasis: rehabilitation of existing equipment and structures with gradual infusion of new equipment. - Oversight: Ministry of Defence provides overall superintendence; respective services/organs responsible for day-to-day implementation. - Monitoring: Defence Sector Advisory Group (D-SAG) comprising nominated members from MoD headquarters, Army, ZAF, and ZNS; chaired by the MoD Permanent Secretary and convenes periodically to review progress and make adjustments. - Support: D-SAG assisted by the Defence Procurement Bureau at MoD headquarters, Budget Committees and the Directorates of Audit and Inspections. ### Budgetary figures and program totals (Sector: Defence, K Billion, 2006–2010) - Time horizon: 2006, 2007, 2008, 2009, 2010 (FNDP) - Infrastructure Development: annual allocations shown as 20.0 (per relevant year) and total: - Infrastructure Development total: 80.0 - Personal Emoluments by year: - 2006: 435.4 - 2007: 651.5 - 2008: 750.6 - 2009: 838.1 - 2010: 878.1 - Total (Personal Emoluments): 3553.6 - Specialised Training Equipment allocations (annual pattern and totals shown): - Annual entries include 5.0 and 0.0 patterns; total: 20.0 - Others (aggregate of other defence expenditures) by year and total: - 2006: 223.8 - 2007: 123.1 - 2008: 114.7 - 2009: 136.1 - 2010: 128.0 - Total (Others): 725.8 - Sub Total (core FNDP programs) by year and total: - 2006: 659.2 - 2007: 779.6 - 2008: 870.3 - 2009: 979.2 - 2010: 1011.1 - Sub Total Total: 4299.3 - Grand Total (Core + Non Core) by year and total: - 2006: 659.2 - 2007: 799.6 - 2008: 890.3 - 2009: 999.2 - 2010: 1031.1 - Grand Total (2006–2010): 4379.3 *Source: Fifth National Development Plan 2006 – 2010 (Section 29: Defence; Section 30: Public Safety and Order).* ### 30.3 Policies and Key Reforms ### 30.3 Policies and Key Reforms ### Policies and key reforms - During the FNDP period, the public safety and order sector will consolidate policy goals and objectives for maintenance of internal security to secure continuity of a stable government and the enjoyment of personal freedoms. - The Government will strive to build and maintain effective internal security institutions, guided by the respective strategic plans of the various arms of Government contributing to the public safety and order function and by the overarching goals of the Public Service Reform Programme. - The sector will focus on securing the trust and confidence of the community through continued emphasis on community-based policing via: - Neighbourhood Watch; - Victim Support Unit; - Offender Management Programme; - Extension Services for ex-prisoners. ### Vision and goals - Vision: A safer and more secure Zambia by the year 2030. - Goal: To preserve and maintain internal peace and security for national development. ### Programmes, objectives and strategies - Sector: Public Safety and Order 1. Crime Prevention - Objective: To develop effective mechanisms for prevention of crime, in order to significantly reduce criminal activities in the country. - Strategies: - Establish crime prevention mechanisms; - Implement systems for monitoring and evaluating the effectiveness of crime prevention mechanisms; - Maintain and update database on crime; - Disseminate information on crime; - Computerization; - Strengthen marine policing in inland waters; - Introduce policing air wing. 2. Enhancement of Investigation and Prosecution Methods - Objective: To increase efficiency and effectiveness in investigation and prosecution in order to expedite the clearance of cases. - Strategies: - Streamline and implement effective investigations and prosecution management system; - Monitor and evaluate implementation of investigation and prosecution measures; - Apply science and technology in the investigation of crime including gender based crime; - Establish a specialized training school for law enforcement officers; - Strengthen the legal framework. 3. Infrastructure Development - Objective: To acquire and maintain buildings, plant and equipment in order to improve the work environment. - Strategies: - Develop and implement rehabilitation programme for offices and houses; - Develop and implement rehabilitation programme for training facilities; - Develop and implement electrification programme; - Develop and implement rehabilitation programme for cells, such as police, prisons and juvenile prison/cells; - Construction of new offices and housing stock; - Rehabilitate existing offices and housing stock. 4. Human Resource Development - Objective: To effectively develop human resources for the efficient performance of the sector. - Strategies: - Undertake staff exchange programmes; - Strengthen the capacity of, and maintain linkages with, training institutions; - Undertake a comprehensive training needs assessment; - Develop and implement a training programme; - Mitigate the negative impact of hosting refugees; - Mainstream HIV and AIDS; - Mainstream Gender. ### Implementation, monitoring and evaluation framework - The Ministry of Home Affairs shall assume overall superintendence of implementation of the public safety and order components of the FNDP. - Actual implementation shall be undertaken by principal actors: Zambia Police, Zambia Prisons Service, Drug Enforcement Commission, Department of Immigration, National Registration, Passport and Citizenship, Commission for Refugees and National Archives. - Monitoring: - Research and Planning Units of relevant bodies shall produce annual, quarterly and monthly reports highlighting performance and recommending improvements. - Institutions will ensure efficiency is promoted through: - Strengthening of the existing legislation by the end of 2007; - Strengthening the management information system to improve operations and collaboration with other special agencies and institutions; - Intensification of regional and international cooperation to keep institutions abreast of modern methods of maintaining law and order. - The public safety and order Sector Advisory Group (SAG) will provide consensus framework/reporting formats for monitoring and evaluation and will ensure key data is provided by implementers. - Key elements of monitoring and evaluation: - Impact assessment against overall goals, sub-sector goals and objectives; - Feedback (documentation and reporting); - Routine inspections/visits. - Reporting and reviews: - Institutional quarterly stakeholder briefings; - Quarterly performance reports; - Annual performance reports; - Mid-term performance reports; - An all-encompassing mid-term review by mid-2008; - End-of-Plan review in 2010. ### Key costing figures (K Billion) - Sector: Public Safety and Order — Grand Total by year (GRZ, Donors, Total): - 2006: 371.75, 3.00, 374.75 - 2007: 457.20, 3.18, 460.38 - 2008: 530.44, 3.18, 533.62 - 2009: 577.85, 3.18, 581.03 - 2010: 673.44, 3.18, 676.62 - Grand total (2006–2010): 2,626.39 (GRZ), 2,610.69 (Donors), 15.70 (Total donors column as provided) - Sector subtotal (Core programs) by year (GRZ, Donors, Total): - 2006: 136.86, 0.00, 136.86 - 2007: 198.85, 0.00, 198.85 - 2008: 241.10, 0.00, 241.10 - 2009: 259.80, 0.00, 259.80 - 2010: 310.52, 0.00, 310.52 - Sub-total (2006–2010): 1,147.12, 1,147.12, 0.00 - Sector recurrent/substantive items (selected): - Personal Emoluments (2006–2010): 200.55; 230.02; 260.22; 290.01; 323.43 — cumulative: 1,304.23 (GRZ), 1,304.23 (Donors), 0.00 - Operations (2006–2010): 6.47; 5.55; 6.59; 6.43; 17.90 — cumulative: 42.94, 42.94, 0.00 - Investigations (2006–2010): 12.16; 12.09; 13.09; 12.68; 12.47 — cumulative: 62.49, 62.49, 0.00 - Sector: Public Safety and Order – Home Affairs — Grand Total by year (GRZ, Donors, Total): - 2006: 146.95, 3.00, 149.95 - 2007: 140.91, 3.18, 144.08 - 2008: 134.88, 3.18, 138.06 - 2009: 140.44, 3.18, 143.62 - 2010: 171.53, 3.18, 174.70 - Grand total (2006–2010): 355.03 (GRZ), 342.33 (Donors), 12.70 (Total donors column as provided) - Sector: Public Safety and Order – Zambia Police — Grand Total by year (GRZ, Donors, Totals): - 2006: 224.80, 0.00, 224.80 - 2007: 316.30, 0.00, 316.30 - 2008: 395.56, 0.00, 395.56 - 2009: 437.41, 0.00, 437.41 - 2010: 501.92, 0.00, 501.92 - Grand total (2006–2010): 1,875.98 (GRZ), 1,875.98 (Donors), 0.00 - Selected Zambia Police cumulative items: - Personnel Emoluments (2006–2010): 159.55; 183.42; 207.82; 231.81; 258.83 — cumulative: 1,041.43, 1,041.43, 0.00 - Core FNDP programs subtotal (2006–2010): 61.05; 128.08; 181.76; 199.50; 236.49 — cumulative: 806.88, 806.88, 0.00 *Fifth National Development Plan 2006 – 2010, section 30.3–30.6 (Public Safety and Order).* ### 31.1 Introduction ### 31.1 Introduction ### Governance role and coordinating function - Governance cuts across Government and non-Government delivery systems and is essential to: - create the conditions for markets to function; - facilitate efficient and effective delivery of basic services; - ensure civil society participation in decision-making; and - maximise the welfare of Zambian communities and individuals. - Government recognises that effective delivery of the FNDP requires a coordinating function for different aspects of governance. - The coordinating entity: - must be held accountable for its discharge to ensure governance is managed to required standards for effective delivery; - must be vested with the necessary mandate to coordinate a diverse range of stakeholders in the interests of delivery. - Government intends to address governance concerns through Constitutional structures and to honour international obligations. - Functional separation of powers under the constitution is necessary for citizens to claim rights to education, health and improved standards of living; support for the independence of the judiciary, vibrancy of Parliament, rights of assembly and free speech must be guaranteed by the executive for delivery of the FNDP. - This chapter incorporates governance areas not covered elsewhere in the FNDP: constitutionalism, human rights, transparency and accountability, administration of justice and democratisation. - Governance organisations discussed in this chapter: - a) The Human Rights Commission; - b) Police Public Complaints Authority; - c) National Assembly of Zambia; - d) Anti-Corruption Commission; - e) Commission for Investigations; - f) Judicial Complaints Authority; - g) Office of the Auditor-General; - h) Judiciary; - i) Ministry of Justice; - j) Electoral Commission of Zambia; and - k) Office of the Vice President (Parliamentary Business Division). - Continued close coordination will be maintained between Governance SAG institutions and institutions under the Ministry of Home Affairs related to administration of justice; coordination mechanisms will be continuously assessed during the planning period for attainment of maximum synergies. ### Review of Past Performance — overview - The term ‘good governance’ in Zambia was first defined in the National Capacity Building Programme for Good Governance in Zambia (NCBPGGZ), approved by Cabinet in 2000. - The Poverty Reduction Strategy Paper (PRSP) built on the NCBPGGZ definition and emphasised the mutually reinforcing relationship between bad governance and deepening levels of poverty: - bad governance imposes a particular burden on the poor and deepens poverty; - poverty constrains participation in national development, leading to weak governance; - good governance is associated with larger growth rates and incomes for the poor. - The test of good governance for poverty reduction will be how equipped and politically prepared stakeholders are to bias resources, once economic growth has generated these, towards social services fundamental to poverty reduction and alleviation. - Government has undertaken activities in constitutionalism, human rights, transparency and accountability, administration of justice and democratisation. ### 31.2.1 Constitutionalism — findings - Government promoted constitutionalism through implementation of various constitutional provisions. - Key commissions and milestones: - 1990: Mvunga Commission of Inquiry appointed to recommend a Constitution to revert to a multi-party political system. - 1993: Mwanakatwe Commission of Inquiry appointed to review the 1991 Mvunga Constitution. - 2003: Mung’omba Constitutional Review Commission (CRC) appointed to address shortcomings of prior commissions and to develop a widely accepted constitution; CRC released its report and draft constitution in December 2005. - Government accepted the path of utilising the Constituent Assembly to conclude the constitutional review exercise. ### 31.2.2 Human Rights — findings and constraints - Human Rights Commission (HRC): - Established in 1996 to focus on protection and promotion of human rights. - Enhanced accessibility via a decentralisation programme resulting in establishment of four provincial offices. - Undertook partnership/collaboration with stakeholders, established a prohibited immigrant’s fund, and developed a complaints database. - Complaints handled include employment and labour related cases, torture, and child abuse; the HRC also undertook prison visits. - Challenges: inadequate funding, inadequate logistics, understaffing. - Police Public Complaints Authority (PPCA): - Established in 1999; commenced operations in 2002. - Addresses public complaints against police misconduct to secure individual fundamental human rights and freedoms and achieve professionalism in the Zambia Police Service. - Zambia has submitted state party reports to various treaty bodies as provided for in international and regional human rights instruments ratified or acceded to by the State. ### 31.2.3 Transparency and Accountability — institutional reforms and activities - Legislature main functions: make laws; vote money for public expenditure; oversee Government administration and subject it to scrutiny; additional functions include ratification of certain presidential appointments and representation of the electorate. - Parliamentary Reform Project (PRP): - Reform focus areas: legislative process; member-constituency relations; administration of the National Assembly; support services to Parliament; Committee system. - PRP activities included strategic plan development and implementation; review of standing orders; ICT enhancement; development of a directory of civil society organisations; members’ handbook; establishment of constituency offices; Internship Programme design; Indexing of Committee Hearings and Bills; National Assembly Directory. - During the Transitional National Development Plan (TNDP) period, literature on parliamentary practice, procedure, traditions and administration was published for public distribution and constituency offices. - Capacity building: training for members of parliament and staff. - Radio broadcast coverage of parliamentary news was expanded 50 kilometres to all places along the line of rail. - Library Collection Development Policy developed during the TNDP. - The PRP is in its phase II and is expected to be extended into phase III in 2007. - Office of the Vice President Parliamentary Business Division (OVP – PBD): - Coordinates the executive side of Government business in Parliament. - Focus: enhance transparency, accountability and collective responsibility of the Cabinet in discharge of parliamentary business, particularly Parliament’s oversight function over Government Administration. - In 1994 the task of coordinating parliamentary duties was delinked from Cabinet Office to the Office of the Vice-President; Vice-President became Leader of Government Business in the National Assembly. - Anti-Corruption Commission (ACC): - Established in 1980 with three main functions: prevent corruption; investigate and prosecute offenders; educate the public about corrupt practices and foster public support in the fight against corruption. - Structure: five part-time commissioners answerable to Parliament and a Director-General who heads the directorate. - Strengthened through decentralisation with offices in all provincial centres. - A Task Force on Corruption was constituted to investigate plunder of public resources during 1991 to 2001. - ACC’s strategic plan and organisational structure were reviewed in 2003 and new ones developed. - A National Governance Baseline Survey was conducted in 2003 to measure perceptions of corruption and public service delivery; a follow-up National Governance Survey will be conducted during the FNDP period. - Commission for Investigations: - Established in 1973 to redress grievances from the public and public service employees arising from mal-administration or abuse of office. - In 2004 the Commission handled a total number of 825 cases, of which 526 were concluded. - High success rate partly attributed to on-the-spot resolution of cases during provincial tours. - Challenges: absence of a policy document; strategic plan developed for 1998 to 2003 was never implemented; restructuring process never took place. - Judicial Complaints Authority (JCA): - Established in 1999; began operating in mid-2003. - Functions: receive and investigate complaints from the public on alleged misconduct by judicial officers and make recommendations for possible disciplinary action. - Judicial officers defined to include judges (Chief Justice, Deputy Chief Justice), Chairman and Vice Chairman of the Industrial Relations Court, Magistrates, Local Court Justices, and all persons with power to hold or exercise judicial powers of a court. - Office of the Auditor-General (OAG): - Established under the Constitution of Zambia. - Function: submit an audit report on accounts relating to the general revenues of the country and expenditure appropriated by Parliament, accounts relating to stocks and stores of Government, and other bodies as prescribed, to the President who causes the report to be laid before the National Assembly. - Mandate: audit every statutory body, private institutions receiving Government grants/subsidies/subventions in any financial year, Government ministries and departments, and report to Parliament on audit results. - OAG conducts environment, IT and performance audits. - In 2004 Government approved restructuring of the OAG. - Challenge: inadequate allocation of funding. ### 31.2.4 Administration of Justice — findings, reforms and constraints - Structure of the Judicature: Supreme Court, High Court, Industrial Relations Court, Subordinate Court, Small Claims Courts, and Local Courts. - Successes: holding of all gazetted High Court and Supreme Court sessions. - Challenges: inadequate court space and insufficient time to handle case loads. - Ministry of Justice: - Two chambers: Attorney-General’s and Director of Public Prosecutions (both constitutional in character). - Departments structured along constitutional and statutory mandates. - Statutory bodies under the Ministry: Zambia Law Development Commission, Zambia Institute of Advanced Legal Education, Administrator General and Official Receiver, Legal Aid Board; plus departments under the Attorney-General’s Chambers and Administration. - Houses the Governance Development Unit created following adoption of the NCBPGGZ by Cabinet in March 2000. - Challenges during the TNDP: low staffing levels due to unattractive working conditions; inadequate logistics (office space, transport, office equipment, tools of the trade); poor funding for operations. - Policy and institutional reforms during the TNDP: - National Prosecutions Policy developed and awaiting Cabinet approval. - Legal Aid Directorate underwent institutional reform granting administrative and financial autonomy; an independent Board was appointed to administer the Legal Aid Fund. - Juvenile justice system transformed in 2001 to conform to international standards. - Plans to extend court-annexed mediation commenced. - Infrastructure developments at High Court, Subordinate, and Local Court levels boosted more effective discharge of justice. - Persistent constraints: - Absence of policy frameworks for Director of Public Prosecutions Chamber and Legal Aid Board undermined prosecutorial and legal aid service delivery and decentralisation. - Legal Aid Fund established under the Legal Aid (Amendment) Act of 2000 could not be operationalised due to lack of administrative and financial autonomy; administrative and financial autonomy attained following enactment of the Legal Aid (Amendment) Act 2005. - Administrator-General and Official Receiver’s office underwent organisational changes but services are not readily available to those who need them due to lack of full decentralisation. - Effectiveness of the Office affected by lack of administrative and financial autonomy despite viability to stand as an autonomous statutory body. - Poor institutional coordination and linkages between Ministry departments, statutory bodies and other governance institutions affected time to dispose of matters and complete assignments; underdeveloped work systems and absence of a reliable information management system further affected Ministry performance. ### 31.2.5 Democratisation — findings and constraints - Multi-party system is gaining ground: political parties freely conduct business and elections are held in a generally conducive atmosphere. - Electoral Commission of Zambia (ECZ): - Established as an autonomous body under the Constitution of Zambia. - Empowered to make regulations for voter registration, conduct of presidential, parliamentary and local government elections, election offences and penalties. - ECZ performed generally well during the TNDP period. - Though mandated under Act No. 4 of 2001 to carry out continuous voter registration, ECZ has not implemented continuous registration due to insufficient funds. - In 2003 the Government constituted the Electoral Reform Technical Committee (ERTC) which addressed weaknesses in the electoral process and thereby enhanced democratisation. *Fifth National Development Plan 2006 – 2010 — Chapter 31 (Introduction and Review of Past Performance)* ### 31.3 Policies and Key Reforms ### 31.3 Policies and Key Reforms ### 31.3.1 Constitutionalism - The current constitutional review process commenced with a wide consultative agenda and is to be concluded during the FNDP period. - The Mung’omba CRC report and draft constitution provide a useful input in the constitutional review process. - The Government shall facilitate the process that shall usher in a new Republican Constitution that shall be adopted during the FNDP period by the Constituent Assembly. - A new constitution will entail development of new national institutions, legal frameworks and capacities for the implementation of the constitution by the Government. - The outcome of the constitutional review process will have an impact on governance areas including proposed changes from the Judicature (see 31.3.4). ### 31.3.2 Human Rights - The National Plan of Action for Human Rights for the period 2000 to 2009 (adopted in 1999) shall continue to provide guidance and a framework during the FNDP period. - During the FNDP period, the Government intends to domesticate the seven (7) international human rights conventions to which it is party. - Zambia was elected as a member of the United Nations Human Rights Council (UNHRC) in 2006; Zambia’s mandate runs from 2006 to 2008. - Zambia will be required during the FNDP to prepare and submit six (6) State Reports: - Convention on the Elimination of all Forms of Racial Discrimination (due in 2009) - Convention on Economic Social and Cultural Rights (due in 2009) - African Charter on Human and Peoples Rights (due in 2010) - Convention Against Torture and all Forms of Inhuman and Degrading Treatment (due in 2010) - Convention on Civil and Political Rights (due in 2010) - Convention on the Rights of a Child (due in 2009) ### 31.3.3 Transparency and Accountability - Government will continue to support Parliamentary reforms to make the legislative body more transparent, independent, and accountable; support for the Parliamentary Reform Programme will continue. - The law on corruption will be reviewed to strengthen it and align with internationally accepted best practices. - The ACC shall be transformed into a proactive performance-based institution with emphasis on prevention and institutionalising corruption prevention in public and private institutions. - A new anti-corruption law was expected to be passed in 2006. - The ACC shall develop the national corruption prevention policy and a strategic implementation plan, expected to be in place during 2006. - The ACC will, during the FNDP, attract, develop, and retain skilled human resources to achieve Plan objectives. - Harmonisation of ACC operations with other institutions dealing with corruption prevention has been identified as necessary to strengthen administration of criminal justice and the rule of law. - New laws are needed in the areas of conflict of interest and disclosure of assets and liabilities by public officers (beyond Cabinet Ministers and Members of Parliament). - The Government will continue efforts under the Anti-Money Laundering Authority and aims to have an anti-money laundering strategy in place. - The JCA intends to amend its constitutive Act to strengthen its functions and acquire a corporate body status (title such as Commission or Authority); the JCA has prepared a strategic plan for 2005-2011. - The Commission for Investigations will develop a policy document and strategic plan to guide its operations during the FNDP period. - The OAG will seek strengthened position and autonomy; Government will facilitate review and enactment of relevant legislation to provide autonomy for the Office of the Auditor General. ### 31.3.4 Administration of Justice - The most current policy document of the Ministry of Justice was prepared in 1997; the Ministry will update its policy document during the FNDP. - The Judicature has initiated development of a strategic plan to be finalised during the Plan period. - The Judicature proposed creation of a Constitutional Court, establishment of a Court of Appeal, specialization in the court system, and enhancement of the financial autonomy of the Judicature. - The outcome of the constitutional review process will influence Judicature operations. ### 31.3.5 Democratisation - Full implementation of the Electoral Commission of Zambia’s 2006 to 2010 strategic plan will enhance the democratization process in the country during the Plan period. ### 31.4 Vision and Goals - Vision: Total adherence to principles of good governance by 2030. - Goals: - a) To improve access to justice; - b) To effectively and efficiently manage free and fair elections; - c) To promote and protect human rights equally for women, men, youths and children; - d) To strengthen cooperation and collaboration among governance institutions; - e) To improve effectiveness and efficiency of the National Assembly to enhance its oversight of Government affairs; - f) To enhance constitutionalism and the rule of law; - g) To achieve a significant reduction in corruption in Zambia; and - h) To embed good corporate governance practices in the public and private institutions ### 31.5 Programmes, Objectives and Strategies (Sector: Governance) - Sector-wide priority programmes and objectives (selected highlights preserved as in source): 1) Administration of Justice - Objective 1: To improve access to justice for all. - Strategies: - a) Improve coordination and communication among justice institutions and other stakeholders (Implementing Institution: All). - b) Capacity building and retention of personnel (All). - c) Develop Courts and other infrastructure (Judiciary, MoJ). - d) Ensure the autonomy, effectiveness and efficiency of LAD, Administrator General, and DPP (LAD, DPP, MoJ, Admin. G.). - e) Legislative process and policy framework affecting the administration of justice improved (LAD, DPP, MoJ). - f) Decentralise Judicial Complaint Committee (JCA, MoJ, Admin. G.). - g) Increase public awareness of human rights and criminal justice system (All). - h) Decentralise civil litigation, Administrator General and Official Receiver, Legal Aids and Director of Public Prosecution (Judiciary, MoJ). - i) Improve record management and information management (All). - j) Improve access to justice for the vulnerable, especially women and children (All). - k) Capacity Building for personnel in gender issues (All). 2) Constitutionalism - Objectives: - 1. To develop a new national constitution based on broad participation and national consensus. - 2. To conclude the constitutional reform and electoral review exercises, preferably in 2009. - 3. To devolve power to local Government. - 4. To develop national institutions, legal framework and capacities for the implementation of the new constitution. - Strategies: - a) Disseminate information on awareness of constitutional issues (ALL). - b) Develop a road map for constitutional process (ALL). - c) Implement capacity development programmes for individuals, institutions and to improve the enabling environment (ALL). 3) Democratisation / Electoral Management - Objectives: - 1. To strengthen national capacities to organise and manage free, fair and transparent elections. - 2. To periodically review and reform legislation. - 3. To promote broad based participation in national and local Government elections, especially women candidates and voters. - 4. To foster legal and policy environment for enhanced public participation. - Strategies and Implementing Institutions include: - a) Engage stakeholders and use of GIS by staff at the ECZ (ECZ). - b) Recruit, train and retain qualified human resource for ECZ (ECZ). - c) Review, amend and enact legislation to enable governance priorities (All). - d) Implement recommendations from Electoral Reform Technical Committee (ECZ). - e) Develop continuous voter registration and an updated accurate voters register (ECZ). - f) Conduct regular civic and voter education programmes targeting women and vulnerable groups (ECZ, Civil society). - g) Regular monitoring of policy implementation and electoral legislation reviews (MoJ, ECZ, Civil society, Judiciary, NA). - h) Develop frameworks and policy for public participation (MoJ, ECZ, Civil society, Judiciary, NA). - i) Review of electoral legislation, code of conduct and electoral processes (MoJ, ECZ, Civil society, Judiciary, NA). 4) Human Rights (Programmatic strategies) - Objectives: - 1. To enhance Civic awareness of the citizens. - 2. To promote human rights. - Strategies: - a) Conduct civic education and teaching of civics in schools; enhance freedom of the press; empower Civil society. - b) Information dissemination and awareness on electoral, administration of justice and human rights issues (HRC, ECZ, PPCA, Judiciary, MoJ). - c) Domestication of international conventions and covenants (MoJ). - d) Create better understanding of human rights issues especially for women and children by justice administrators and intermediaries (JCA, Judiciary, HRC). - e) Establish rehabilitation centres for human rights victims (HRC). - f) Continue to monitor status by reporting on relevant conventions and treaties and carry out surveys (HRC, MoJ). - g) Strengthen institutional capacity work to ensure legislative change in furtherance of human rights (HRC, MoJ, Judiciary). 5) Accountability and Transparency - Objectives: - 1. To create effective mechanisms for prevention of corruption, abuse of office and misappropriation in public and private bodies. - 2. To create efficiency in audits, investigations and prosecutions. - 3. To establish and maintain collaborative and consultative mechanisms with stakeholders. - 4. To increase efficiency and effectiveness in processing and disposal of complaints received by governance institutions. - Strategies and Implementing Institutions: - a) Facilitate development of Integrity Programmes for Government Ministries, Departments or Agencies (ACC, OAG, JCA, CFI, PPCA). - b) Develop a corporate code of conduct and a legal framework at company level (BOZ, LuSE, ZICA, Institute of Directors, Institute of Secretaries). - c) Capacity building and strengthening organisational frameworks for audits, investigations and prosecutions (ACC, OAG, CFI, JCA, PPCA, DPP). - d) Integrate coordination and collaboration through the SAG (All); involve civil society in decision making and implementation (All). - e) Assess and develop mechanisms for improved complaint management (CFI, JCA, PPCA, ACC); conduct inspections and tours of selected Government and parastatal organisations to ensure corrective action (CFI, PPC, JCA, Judiciary). - f) Inform public on rights and obligations concerning complaints (CFI, PPC, JCA, Judiciary). - g) Strengthen operational and legal framework and decentralise operations of CFI (CFI, PPCA). 6) Office of the Auditor General (OAG) objectives - Objective: To facilitate the review and enactment of relevant legislation in order to attain autonomy of the Office of the Auditor General. - Strategies: - a) Legislative review before budget 2008 (OAG, MoJ). - b) Decentralise OAG and develop new services to clients; identify resource needs; develop consultancy services to clients (OAG). 7) National Assembly (NA) objectives - Objective: To develop and implement effective legislative, oversight and budgetary roles of the National Assembly. - Strategies: - a) Develop permanent professional staff trained to serve MPs in a non-partisan manner (NA). - b) Use ICT to enhance efficiency in Parliamentary procedures (NA). - c) Review current legislation and budgetary processes; enact Parliamentary Service Commission Act and the Budget Act (NA). - d) Budgetary independence of NA (NA). - e) Build Constituency Offices in every Constituency in Zambia; reinforce linkages between Parliamentary Committees and relevant CSOs (NA). 8) Public awareness, institutional responsiveness and capacity - Objectives: - 9. To ensure that all rules and systems encourage openness and transparency in a multi-party democracy. - 10. To increase efficiency and effectiveness in performance of Parliamentary oversight functions by the Executive Wing of Government. - Strategies: - a) Sensitise the public on activities of Governance institutions through print and electronic media (NA). - b) Review and strengthen Governance institutions’ legal and institutional framework to ensure responsiveness and accountability (NA). - c) Capacity Building of staff to enhance performance (ALL). - d) Establish and implement quality control systems (ALL). - e) Develop a client profile based on Government priorities in the provinces and districts and recommend corrective measures to Government, local authorities and Parastatal bodies (ALL). - f) Review impact of policy and legislative implementation by Government on intended targets (NA). - g) Revise procedures for processing answers to parliamentary questions; train parliamentary liaison; establish parliamentary liaison structures in provinces; monitor development of parliamentary constituency officers; produce timely actions taken reports, annual reports and answers to questions for oral answers (OVP- PBD, All Line Ministries, All Provinces, Statutory Institutions/Departments). 9) Management, Reporting and Facilitation of Governance Initiatives - Objectives: - 1. Efficient and Effective facilitation of activities under the governance SAG. - 2. High quality reporting and research provided. - Strategies: - a) Capacity Building for the GDU (Governance Secretariat) (GDU). - b) Publication of a “State of governance report” yearly; follow-up to governance baseline survey published in 2004 (GDU). - c) Ad hoc research and reporting on governance (GDU). - d) Negotiation of MOU with African Peer review Mechanism Secretariat on future reporting and assessment (GDU). *Fifth National Development Plan 2006 – 2010 — 31.3 Policies and Key Reforms* ### 3. Sound management of ### _cr07276 - 3. Sound management of ### 3. Sound management of governance institutions, ensuring efficiency and effectiveness - a) Strategic planning and management support to governance institutions to be developed. - All ### 4. Ensure adequate electronic systems, are in place for efficient and effective performance of mandates - a) Continuously assess the current status of ICT equipment and determine the needs of Governance institutions and Develop institutional ICT policies and plans. - All * _cr07276 - 3. Sound management of_* ### 31.6 Implementation, Monitoring and Evaluation Framework ### 31.6 Implementation, Monitoring and Evaluation Framework ### Implementation roles and institutional responsibilities - Governance institutions will undertake the implementation of the Governance programmes. - The Governance Secretariat will undertake the coordination role of the FNDP programmes. - The Governance SAG, chaired by the Permanent Secretary responsible for the governance SAG, shall continue to play the oversight role. ### Monitoring and evaluation arrangements - The Governance SAG will provide the overall framework format for monitoring and evaluation. - Implementing institutions will perform day-to-day monitoring and evaluation as integral parts of their functions. - The Governance SAG will carry out an all encompassing mid-term review in mid-2008 and an end-term review in 2010. - Periodic surveys and researches on good governance topics will be undertaken collaboratively with all the key players. - The Governance Secretariat will produce review reports highlighting the successes and failures of the programmes and make recommendations. ### Key programme cost totals (as presented) - Judiciary (Sector: Governance, Sub Sector: Judiciary) — Grand Total: 611.27; GRZ: 418.69; Donor: 192.57. - Anti-Corruption Commission — Grand Total: 118.23; GRZ: 110.71; Donor: 7.51. - Human Rights Commission — Grand Total: 45.71; GRZ: 27.00; Donor: (not listed). - Commission for Investigation — Grand Total: 14.451; GRZ: 14.45; Donor: 0.00. - Auditor-General — Grand Total: 158.50; GRZ: 142.50; Donor: 16.00. - Police Public Complaints Authority — Grand Total: 6.50; GRZ: 6.50; Donor: 0.00. - Electoral Commission of Zambia — Grand Total: 604.9; GRZ: 604.9; Donor: 0.0. - Ministry of Justice — Grand Total: 596.6; GRZ: 596.6; Donor: 0.0. - National Assembly (Governance - National Assembly) — Grand Total: 674.0; GRZ: 670.5; Donor: 3.5. *Fifth National Development Plan 2006 – 2010 — 31.6 Implementation, Monitoring and Evaluation Framework* ### 32.1 Introduction ### 32.1 Introduction ### Epidemic overview - Zambia is one of the Sub-Saharan African countries worst affected by the HIV and AIDS pandemic. - Prevalence and infection estimates: - prevalence rate about 16 percent among the 15 to 49 years age group; - about 1 million Zambians infected with HIV; - over 200,000 are in need of anti-retroviral therapy (ART). - About 8 percent of boys and 17 percent of girls aged 15 to 24 are living with HIV. - 40 percent of infants born to HIV infected parents are HIV infected. - Epidemic characteristics: - Overall stabilisation of national HIV prevalence to 1994 levels after years of a consistently increasing trend; - Higher prevalence among women, with women 1.4 times more likely to be HIV-infected than men, and infection rates among young women aged 15 to 24 years 4 times higher than those for young men in the same age group; - HIV rates vary among and within provinces, ranging from 8 percent in Northern province to 22 percent in Lusaka province, and higher prevalence in urban areas with 23 percent of urban residents HIV-infected compared with 11 percent in rural areas; - Nearly 80 percent of HIV transmission in Zambia is through heterosexual contact; the remaining 20 percent is predominantly due to mother-to-child transmission during pregnancy, at birth or while breastfeeding. - Exacerbating factors: high levels of poverty; stigma and discriminatory practices; gender inequity; high prevalence of sexually transmitted infections (STIs); high risk sexual practices. ### Human and development impacts - AIDS is a major cause of illness and death among the young and middle aged, depriving households and society of a critical human resource base and reversing social and economic gains. - Feminisation of AIDS: young women are 4 times at greater risk of contracting HIV than young men. - Development consequences: - limits realization of economic development; - diminishes chances of alleviating poverty and hunger; - constrains achieving universal primary education; - impedes promoting gender equality; - hinders reduction of child and maternal mortality; - affects the most productive age group of 15 to 49 years. - Feedback loop: poverty increases vulnerability to risky behaviours; loss of main income earners due to HIV and AIDS pushes families into poverty, repeating the cycle. - Structural effects: alters population structure, labour force and dependency ratios; limits productivity and supply of services; increases demand for health and social services; contributes to breakdown in social service delivery and reduction in household incomes. ### Need for a systematic response - Despite major advancements in prevention, treatment and care, behavioural change has not matched these advancements and scale-up efforts have been inadequate. - A more systematic approach is needed to build local capacity to manage and sustain a comprehensive response, and to create an enabling environment for community based and local government initiatives to support scaling up responses to HIV/AIDS. ### Review of Past Performance (summary) - Prevention outreach: - Mass media campaigns focused on ABCs (abstinence, being faithful, consistently using condoms) and stigma reduction. - Mean age of sex debut increased to 18.5 years. - Percentage of young people 15 to 24 years reporting sexual relations with a non-regular partner: 29 percent for males and 16 percent for females. - Knowledge gaps: only 34 percent of young people can correctly identify ways of preventing sexual transmission of HIV and reject major misconceptions. - Condom utilisation with a non-cohabiting partner among young people: 38.4 percent for males and 26.1 percent for females. - Service access and treatment: - VCT and PMTCT sites: 400 and 270 sites respectively offering these services. - Only 25 percent of HIV positive mothers are receiving a complete course of ARV prevention. - 39 percent of infants born to HIV positive mothers are infected. - 100 percent of transfused blood units are routinely screened for HIV. - Government launched free and universal access to ART in 2003, expanded in 2005 to include all ART related services. - By end-2005, an estimated 43,000 persons living with HIV and AIDS were on ART out of an estimated 200,000 persons requiring treatment. - Only 10 percent of persons with STIs are estimated to be appropriately diagnosed, treated and counselled. - Need to strengthen links between HIV/AIDS treatment and STI, TB and other opportunistic infections. - Orphans and vulnerable children: - Estimates of number of orphans range from 750,000 to 1.2 million, of which 75 percent are HIV orphans. - Ministry of Education: total orphan enrolment in schools in 2004 was 536,672. - Ratio of orphaned pupils to non-orphans aged 10 to 14 years was 0.2 in 2005. - Over 400 organisations running programmes to increase income to vulnerable households; programmes provide psycho-social and physical help; community-based approaches preferred to orphanages. - National achievements: development of a child policy addressing OVC issues; development of a five-year national strategic plan on OVC; establishment of district level coordinating mechanisms for OVC in some districts. ### Policies and Key Reforms - Macro-level response: - High level Cabinet Committee of Ministers on HIV and AIDS provides policy direction and supervises and monitors implementation. - Partnership Forum established to include high level representation of different stakeholders in the Zambian Multi-sectoral HIV Response. - National AIDS Council (NAC), established through an Act of Parliament in 2002, coordinates and supports development, monitoring and evaluation of a multi-sectoral national response; mission includes prevention and combating spread of HIV and AIDS and reduction of personal, social and economic impacts. - National HIV/AIDS/STI/TB Policy of 2005 provides direction and mandate. - Provincial, district and community HIV and AIDS Task Forces (PATFs, DATFs and CATFs) operate as sub-committees of Provincial Development Coordinating Committees (PDCCs) and District Development Coordinating Committees (DDCCs); local level planning and guidelines for mainstreaming HIV and AIDS into district development and sector plans initiated. - Sector-level response: - Sectoral mainstreaming being addressed; capacity assessments for Ministries of Agriculture and Cooperatives (MACO), Health and Education conducted by PSMD in December 2004 indicate multiple factors limiting capacity. - MACO mortality trends: deaths in six provinces and MACO headquarters increased by more than 100 percent between 1990 and 1998. - Analysis of causes of mortality: 55 percent classified as “unknown”; tuberculosis 16.22 percent; malaria 15.91 percent. - By end-March 2005, line ministry HIV and AIDS awareness workshops had reached 17,290 sector employees. - Counselling and peer educator training by 2005: 76 employees from line ministries trained in counselling (34 in 2004 and 42 in 2005); 918 trained as peer educators (628 in 2004 and 290 in 2005). - Civil society response: - Civil society includes media, trade unions, traditional healers, youth structures, NGOs, CBOs and FBOs; CSOs play significant roles in culturally-sensitive approaches, mainstreaming, decentralisation, outreach and community participation. - Progress in strengthening grant administration systems for CSOs, especially in non-metropolitan areas; challenges include bureaucratic and slow grant making and human resource constraints for technical and monitoring support. - Traditional Health Practitioners’ Association of Zambia (THPAZ) active in natural remedies research and income-generating activities. - Private sector response: - Private sector accounts for an estimated 58.5 percent of the formally employed work force in Zambia, which is an estimated 243,645 employees. - Private sector has supported design and implementation of workplace HIV and AIDS programmes; NAC completed a workplace survey of 21 larger companies in 2005. - Examples exist of Zambian companies undertaking innovative workplace practices across prevention, treatment, care and support. ### Main challenges - Need to secure ownership by developing capacity to continuously identify HIV and AIDS related problems, set priorities and establish accountable systems for rapid scaling up of multi-sectoral response. - Government plans: - Facilitate expansion of ART access during the FNDP period, accompanied by a renewed and intensified prevention programme. - Emphasise reaching youth and children, reduce stigma and discrimination, and combine intensified prevention with expanded access to treatment, care and support. - Specific challenges summarised: - Understanding and application of the concept of mainstreaming HIV and AIDS in development sector plans and operations; - The serious “implementation” gap between national plans and strategies and operational capacity at local level; - Devolving power, authority, functions and resources including relevant capacity building for HIV and AIDS at the local level; - Financing of technical support. ### Vision and goal - Vision: A nation free from the threat of HIV and AIDS by 2030. - Goal: To halt and begin to reverse the spread of HIV and AIDS. ### Programmes, objectives and strategies (sector summary) - Overall sector objective: “to prevent the spread of HIV and provide appropriate care, support and treatment to HIV and AIDS infected persons and those affected by HIV and AIDS, TB, STIs and other opportunistic infections by the year 2010. The Government shall, furthermore, strive to integrate VCT, PMTCT and anti-retroviral therapy into the public health care delivery system and in private health care services.” - Programmes, objectives and key strategies: 1. Promotion of Safer Sex Practices — To intensify prevention of HIV infection: - Promote safer sexual behaviour; - Prevent Mother to Child Transmission; - Improve blood safety through transfusion, injection and universal precautions; - Improve access to Voluntary Counselling and Testing; - Reduce stigma and discrimination; - Promote male involvement in safer sex practices; - Provide Human Rights based education to both female and male citizens. 2. Prevention of Mother to Child Transmission of HIV — (strategies included under Programme 1). 3. Safe Blood, Blood Products and Body Parts and Infection Control — (strategies included under Programme 1). 4. Voluntary Counselling and Testing — To provide appropriate care, support, and treatment to HIV and AIDS infected persons and those affected: - Integrate Voluntary Counselling and Testing with treatment. 5. ART — To provide appropriate care, support, and treatment: - Provide universal access to anti-retroviral therapy; - Expand treatment for common opportunistic infections; - Strengthen home/community based care and support; - Utilise alternative and/or traditional medicines; - Promote research in vaccines and cure; - Promotion of appropriate nutrition; - Support to the infected and affected; - Promoting male involvement in home based care. 6. Home Based Care — (strategies linked to ART and support measures). 7. Palliative Care — (strategies linked to ART and support measures). 8. Orphans and Vulnerable Children — To provide improved care and support services for orphans and vulnerable children and others affected and at risk: - Protect orphans and vulnerable children; - Support highly vulnerable groups. 9. Decentralised Response — To strengthen the decentralised response and mainstreaming HIV and AIDS: - Develop capacity in advocacy, management, coordination and monitoring of multi-sectoral response at district level; - Develop district multi-sectoral HIV and AIDS programmes and annual implementation plans; - Organisational development to support mainstreaming and improve coordination at district level; - Improve capacity of district, provincial and national planning mechanisms in multi-sectoral HIV and AIDS planning and mainstreaming; - Reduce negative impacts of sectoral development policies, plans and strategies; - Reduce the impact of HIV and AIDS in workplace settings. 10. Mainstreaming HIV and AIDS in All Developmental Activities — (strategies integrated with decentralised response and sector planning). 11. Monitoring and Evaluation Mechanisms and Structures — Objectives and strategies: - Improve leadership, management and coordination of multi-sectoral capacity at national level (NAC and Secretariat), provinces and districts; - Develop the national HIV and AIDS strategy and refine or adapt tools for effective mainstreaming/operationalisation of HIV and AIDS into development instruments; - Strengthen country monitoring and evaluation mechanisms and structures that facilitate oversight by NAC and district stakeholders; - Strengthen research and access to information on best practices and cost-effective interventions; - Strengthen the collection, storage and analysis of gender disaggregated data. 12. Coordination of the Multi-sectoral Response — To strengthen advocacy and multi-sectoral response: - Strengthen the institutional and legal framework; - Resolve areas of duplication and gaps in the multi-sectoral response, including resource mobilisation; - Advocacy for mainstreaming, effective policy implementation and fighting stigma and discrimination; - Strengthen the collection, storage and analysis of gender disaggregated data. 13. Advocacy of the Multi-Sectoral Response — (strategies integrated with Coordination and Mainstreaming). 14. Resource Mobilisation, Disbursement and Tracking — (strategies integrated with Coordination of the Multi-sectoral Response). *Source: Fifth National Development Plan 2006 – 2010, section 32 (HIV and AIDS).* ### 32.6 Implementation, Monitoring and Evaluation Framework ### 32.6 Implementation, Monitoring and Evaluation Framework ### National M&E system and operational mechanisms - The Government, through NAC, has developed a national HIV and AIDS M&E system to track progress towards the goals and objectives in the National HIV and AIDS strategic framework. - NAC operationalised the NAC activity reporting systems using NAC activity reporting forms (NARFs) to capture HIV and AIDS programme monitoring data from provincial and district levels. - At national level, the HIV and AIDS Sector Advisory Group (SAG) shall continue to monitor and evaluate implementation of the Plan. - District and provincial HIV and AIDS structures (DATFs and PATFs) shall be harmonised within formal existing structures and supported by the Government on a permanent basis to allow for improved and sustainable implementation, monitoring and evaluation. ### Focus on decentralised, local-level monitoring (2006 to 2010) - Implementation of the monitoring and evaluation Plan for the period 2006 to 2010 will elaborate mechanisms for monitoring the response at local levels. - Emphasis on shifting from data collection for onward reporting to the use of monitoring data and information for decision-making at local or provider levels — described as "an imperative for this planning period." ### Review and programme-level performance monitoring - The joint annual programme review is identified as a key element for monitoring and coordinating the multi-sectoral response to ensure appropriate responses and value for money at a strategic level. - The joint annual programme review is not meant to replace continuous monitoring and performance management by providers, but to build on provider-level monitoring to share best practice and value-for-money aspects and incorporate them into action plans. ### Key budget and programme cost figures (Sector: HIV and AIDS, K Billion) - Coordination & Advocacy at levels — Grand Total: 37.56; GRZ: 2.14; Donor: 35.41 - Strengthening Decentralised and mainstreaming at all levels — Grand Total: 84.50; GRZ: 4.82; Donor: 79.68 - Monitoring and evaluation — Grand Total: 66.27; GRZ: 3.75; Donor: 62.52 - Core FNDP Programs Sub total — Grand Total: 188.32; GRZ: 10.71; Donor: 177.61 - Grand Total (overall) — 188.32; GRZ: 10.71; Donor: 177.61 *Source: Fifth National Development Plan 2006 – 2010 (section 32.6).* ### 33.6 Implementation, Monitoring and Evaluation Framework ### 33.6 Implementation, Monitoring and Evaluation Framework ### Institutional capacity and reform priorities - Pivotal objective: increase the implementation capacity of the Ministry of Tourism, Environment and Natural Resources, its Departments and Statutory bodies. - Key enablers emphasized: decentralization, increased stakeholder collaboration, and well guided annual planning processes. - Institutional reforms, improved sector administration, and capacity building shall be given special consideration during Plan implementation. ### Monitoring and evaluation arrangements - Monitoring mechanisms shall be made simple and aligned to existing capacity. - The key monitoring input for performance will be the management information system. - A limited number of performance indicators shall be selected for which it is feasible to collect monitoring data. - The SAG will oversee overall monitoring and evaluation of the programmes in the sector. ### Programme costing and priorities (selected figures from sector tables) - Sub Total (sector programmes): 248.51 (Grand Total for sub items shown). - Sub Total GRZ: 10.35 - Sub Total Donor: 228.74 - Grand Total (sector): 277.80 - Grand Total GRZ: 37.24 - Grand Total Donor: 231.14 ### Notable programme-level funding entries (examples as presented) - National Capacity Self Assessment for Global Environmental Management: 1.4 (donor) in 2006; Total 2.4; Grand Total shown 2.438. - National Adaptation Programme of Action on Climate Change: 9.4 (donor) in 2006; 10.2 (donor) in 2007; 13.6 (donor) in 2008; 1.2 (donor) in 2010; Total 34.5; Grand Total shown 34.428. - Develop and maintain national capacity to attend to environmental emergencies: 0.1 (donor) in 2006; 12.1 (donor) in 2007; 6.4 (donor) in 2008; 2.6 (donor) in 2009; 3.4 (donor) in 2010; Total 22.0; Grand Total shown 24.573862. - Lake Tanganyika Integrated Management Project: 4.31 (donor) in 2006; 4.31 (donor) in 2007; 6.21 (donor) in 2008; 4.0 (donor) in 2009; 4.74 (donor) in 2010; Total 23.6. - Environmental Protection and Natural Resources Management Project: 1.60 (donor) in 2006; Totals across years include 2.56 in some years and 9.9 in 2009; Grand Total shown 19.1 with GRZ 1.2 and Donor 17.9. - Public Participation and Awareness: GRZ 0.05 and Donor 0.20 in 2006 (Total 0.25); later totals include 6.6 in 2007 and 12.4 in 2009; Grand Total shown 20.6 with GRZ 1.0 and Donor 19.6. ### Administrative and recurrent cost aggregates (selected) - Personal Emoluments (2006–2010 subtotal): 1.9 - Personal Emoluments GRZ and Donor entries by year include 0.31, 0.37, 0.39, 0.40, 0.43 as shown. - Grants and Other Payments (2006–2010 subtotal): 5.4 - Annual entries typically 1.08 per year as shown. - General Administration (2006–2010 subtotal): 2.9 - Annual entries across years include 0.48, 0.57, 0.60, 0.63, 0.66 as shown. - Human Resource Management and Development (2006–2010 subtotal): 9.6 - Annual entries include 1.37, 2.80, 1.72, 1.79, 1.88 as shown. - Planning, Policy, Monitoring and Evaluation (2006–2010 subtotal): 6.5 - Annual entries include 0.37, 0.44, 0.46, 0.48, 0.50 as shown. *Source: Fifth National Development Plan 2006 – 2010 (section 33.6 Implementation, Monitoring and Evaluation Framework).* ### 34.4 Vision and Goal ### 34.4 Vision and Goal ### Vision and Goal (Gender and Development) - Vision: Gender equity and equality in the development process by 2030. - Goal: To reduce gender imbalances and attain gender equality. ### Programmes, Objectives and Strategies (Sector: Gender and Development) - Programme 1 — Gender Mainstreaming in the National Development Process - Objective: To mainstreaming gender in the National Development Process - Strategies: - a) Mainstream gender into macro and sectoral policies and programmes; - b) Review the implementation plan for the national gender policy; - c) Facilitate and coordinate the review of policies and programmes; - d) Identify and lobby for the implementation of measures to correct gender imbalances; - e) Facilitate the design and implementation of a mechanism for mainstreaming gender into the human resource management and development process; - f) Mainstream gender in all policies and programmes on the control and prevention of HIV and AIDS and other STIs. - Implementing Institution: GIDD, Ministry of Finance and National Planning, Ministry of Health, National AIDS Council - Programme 2 — Safe Motherhood - Objectives: - To contribute to providing enabling conditions for reproductive health of men and women; - To ensure safe motherhood - Strategies: - a) Ensure increased accessibility and quality of maternal health services to women in both rural and urban areas; - b) Promote increased awareness on the involvement of men in reproductive health programmes; - c) Facilitate training of traditional birth attendants (TBAs). - Implementing Institution: Ministry of Health, GIDD - Programme 3 — Capacity Building for Gender Mainstreaming - Objective: To build capacity in institutions to deal with gender issues effectively - Strategies: - a) Develop and implement gender training programmes in all government ministries and institutions; - b) Facilitate integration of gender into the existing curricula in training institutions; - c) Conduct backstopping missions to ministries, provinces and districts. - Implementing Institution: GIDD, Ministry of Education, PSMD, Ministry of Foreign Affairs - Programme 4 — Gender Management Information Systems - Objective: To provide information on gender to all stakeholders - Strategies: - a) Develop and implement gender programmes for the print and electronic media; - b) Identify gender information gaps and conduct relevant research; - c) Establish and maintain links with strategic institutions dealing with research and information; - d) Redress the negative portrayal of women in the media; - e) Ensure the collection of gender disaggregated data in key sectors - Implementing Institution: GIDD, Ministry of Information and Broadcasting Services, Media organizations, Central Statistics Office - Programme 5 — Review of Legal Framework - Objective: To put in place gender responsive legal framework - Strategies: - a) Facilitate the review and amendment of discriminatory laws and procedures; - b) Facilitate the dissemination of regional and international instruments on gender; - c) Domesticate regional and international instruments on gender; - d) Strengthen collaboration with stakeholders; - e) Strengthen the Penal Code on gender based violence; - f) Strengthen the Bill of Rights for women in the Constitution; - g) Facilitate enactment of gender based violence bill; - h) Review customary law and align with statutory law. - Implementing Institution: GIDD, Ministry of Justice - Additional gender-targeted objectives and strategies (cross-cutting) - Promote equal participation of females and males in education - a) Put in place mechanism and facilities to encourage the retention of girls in the education system; - b) Provide facilities in education institutions that are girl-friendly. - Implementing Institution: GIDD, Ministry of Education - Ensure women’s increased control over land and access to agricultural services - a) Ensure that at least 30 percent of land allocated is reserved for women; - b) Ensure women have access to agricultural extension and credit. - Implementing Institution: GIDD, Ministry of Lands, Ministry of Agriculture and Cooperatives - Ensure women’s access to factors of production - a) Facilitate women’s access to credit; - b) Train women entrepreneurs; - c) Facilitate the removal barriers that constrain women’s participation in commerce, trade and industry. - Implementing Institution: GIDD, Ministry of Commerce, Trade and Industry and Ministry of Justice - Increase participation of girls in science and technology - a) Facilitate the provision of scholarships to girls who have excelled in science and technology subjects. - Implementing Institution: GIDD, Ministry of Education and Ministry of Science, Technology and Vocational Training - Redress gender imbalances in labour, employment and social security at all levels - a) Ensure at least 30 percent representation of women in the labour market and at decision-making levels; - b) Redress gender imbalances in the labour sector. - Implementing Institution: GIDD, Ministry of Labour - Programme 6 — Economic Empowerment of Women - Objective: To reduce the vulnerability of women and men through equitable implementation of social protection measures - Strategies: - a) Facilitate awareness creation on the existing social protection measures among women and men; - b) Ensure equitable participation of women and men in social protection schemes. - Implementing Institution: GIDD, Ministry of Community Development and Social Services - Programme 7 — Monitoring and Evaluation - Objective: To monitor and evaluate the implementation of gender and development programmes in all sectors - Strategies: - a) Establish coordination, monitoring and evaluation mechanism; - b) Strengthen the operations of the gender consultative forum; - c) Promote a system of collecting gender disaggregated data; - d) Undertake gender audits in the five priority areas every two years. - Implementing Institution: GIDD, Line Ministries ### Implementation, Monitoring and Evaluation Framework - An integrated institutional mechanism is established for policy formulation, coordination, resource mobilization, utilization, monitoring and evaluation for gender mainstreaming. - Cabinet Office role: continue coordinating, monitoring and evaluation of activities identified in this sector. - The gender/HIV/AIDS SAG will be important for monitoring and evaluating sector interventions. - Gender focal points (GFPs) in line ministries and the gender consultative forum are key players. - Institutional framework for gender mainstreaming, monitoring and evaluation exists at provincial and district levels, including gender sub-committees of provincial development coordinating committees (PDCCs) and district development coordinating committees (DDCCs). ### Costing and Budget (Sector: Gender and Development) — K Billion - Grand Total (by year and funding source as presented) - 2006: GRZ 1.2, Donors 0.0, Total 1.2 - 2007: GRZ 8.8, Donors 0.0, Total 8.8 - 2008: GRZ 9.2, Donors 0.0, Total 9.2 - 2009: GRZ 9.8, Donors 0.0, Total 9.8 - 2010: GRZ 10.3, Donors 0.0, Total 10.3 - Grand Total (2006–2010): GRZ 39.27, Donors 39.27, Total 0.00 - Core FNDP Programmes (subtotal) - 2006: GRZ 0.0, Donors 0.0, Total 0.0 - 2007: GRZ 2.0, Donors 0.0, Total 2.0 - 2008: GRZ 2.5, Donors 0.0, Total 2.5 - 2009: GRZ 2.5, Donors 0.0, Total 2.5 - 2010: GRZ 2.5, Donors 0.0, Total 2.5 - Core FNDP Total (2006–2010): GRZ 9.50, Donors 9.50, Total 0.00 - Non-Core FNDP Programmes (subtotal) - 2006: GRZ 1.2, Donors 0.0, Total 1.2 - 2007: GRZ 6.8, Donors 0.0, Total 6.8 - 2008: GRZ 6.7, Donors 0.0, Total 6.7 - 2009: GRZ 7.3, Donors 0.0, Total 7.3 - 2010: GRZ 7.8, Donors 0.0, Total 7.8 - Non-Core Total (2006–2010): GRZ 29.77, Donors 29.77, Total 0.00 - Itemized programme costs (GRZ totals and 2006–2010 aggregates) - Gender mainstreaming in national development process: - 2006: 0.0; 2007: 2.0; 2008: 2.5; 2009: 2.5; 2010: 2.5 - Total: 9.50 (GRZ), Donors 9.50, Total 0.00 - Review of the legal framework: - 2006: 0.0; 2007: 1.26; 2008: 1.31; 2009: 1.26; 2010: 1.26 - Total: 5.08 (GRZ), Donors 5.08, Total 0.00 - Empowerment of women: - 2006: 0.0; 2007: 2.00; 2008: 2.00; 2009: 3.00; 2010: 3.00 - Total: 10.00 (GRZ), Donors 10.00, Total 0.00 - Personal Emoluments: - 2006: 1.2; 2007: 1.50; 2008: 1.50; 2009: 1.50; 2010: 2.00 - Total: 7.70 (GRZ), Donors 7.70, Total 0.00 - Capacity building for gender mainstreaming: - 2006: 0.0; 2007: 1.04; 2008: 0.94; 2009: 0.50; 2010: 0.50 - Total: 2.99 (GRZ), Donors 2.99, Total 0.00 - Gender information management system: - 2006: 0.0; 2007: 1.00; 2008: 1.00; 2009: 1.00; 2010: 1.00 - Total: 4.00 (GRZ), Donors 4.00, Total 0.00 ### Transition to Food and Nutrition (context included in supplied content) - The document proceeds to the Food and Nutrition chapter, beginning with an introduction stressing determinants of nutritional status: access to adequate food; good health and sanitation; affordable food prices; steady food availability; stability of sources of income; and general education for male and female parents and guardians. - Key contextual points: - Poverty is the major underlying factor for poor nutrition. - Major nutrition problems in Zambia include protein-energy malnutrition, iron deficiency anaemia, and Vitamin A deficiency. - Zambia ratified various international conventions relevant to child health and nutrition (World Summit on Children 1990; International Conference on Nutrition 1992; Millennium Summit 2000). *Source: Fifth National Development Plan 2006 – 2010 (sections 34.4–35.4 as provided)* ### 35.5 Programmes, Objectives and Strategies ### _cr07276 - 35.5 Programmes, Objectives and Strategies ### Sector: Food and Nutrition — Programmes, Objectives and Strategies - Programme 1: Policy Implementation - (No objective or strategy text provided in source for this row.) - Programme 2: Advocacy and Sensitisation - Objectives: - To develop and/or advocate for policy formulation and programmes that will ensure food and nutrition security, food quality, and safety at individual household, community, and national level - Strategies: - a) Develop and implement of National Food and Nutrition Plan; - b) Establish a functional multi-sectoral coordinating mechanism - Programme 3: Monitoring and Evaluation - (No objective or strategy text provided in source for this row.) - Programme 4: Nutrition Information Management - Objectives: - To effectively formulate, coordinate, and monitor food and nutrition programmes in order to improve delivery and access to nutrition services - Strategies: - a) Establish an Integrated Nutrition Monitoring and Evaluation system; - b) Establish the Zambia Nutrition Information System (ZAMNIS) - c) Collect, collate and disseminate relevant food and nutrition - Programme 5: Nutrition Research - Objectives: - To conduct comprehensive surveys and research on food and nutrition in order to provide appropriate interventions - Strategies: - a) Develop nutrition research agenda - Programme 6: Human Resource Development - Objectives: - To develop human resources in the food and nutrition sector in order to improve the delivery of nutrition services - Strategies: - a) Facilitate establishment of degree programmes in human nutrition and dietetics as disciplines of study in relevant academic institutions; - b) Strengthen the food and nutrition component of the curriculum in the formal and informal educational sector and other relevant training institutions; - c) Develop and implement a food and nutrition training policy - Programme 7: Nutrition Education and Promotion - Strategies / Objectives (as presented): - a) Promote healthy diets and lifestyles - b) Promote food and nutrition awareness for positive nutrition behaviour change - Programme 8: Nutritional Technical Support - Objectives: - To reduce all forms of malnutrition, including micronutrient deficiencies and establish safe levels of nutrient intake for Zambia - To provide food and nutrition awareness for positive nutrition behaviour change - Strategies: - Provide support to ongoing nutrition programmes under different line ministries ### Implementation, Monitoring and Evaluation Framework — Institutional Roles and Processes - Lead institution: - National Food and Nutrition Commission (NFNC) — statutory body currently falling under the Ministry of Health; mandated to develop policies and strategies and provide coordination in food and nutrition. - Roles and arrangements: - NFNC will be the lead agency to coordinate and support nutrition programmes and projects during the FNDP. - A national multi-sectoral committee will be formed as provided for in the national food and nutrition policy; NFNC will serve as Secretariat. - The committee will monitor and evaluate progress in implementing activities. - Key ministries for implementing food and nutrition programmes: Ministries of Health, Education, and Agriculture and Cooperatives; during the Plan period the Ministry of Community Development and Social Services will be included to strengthen this. - At district level NFNC will promote multi-sectoral nutrition programming and coordinate interventions aimed at strengthening DDCCs in providing nutritional technical advice. - NFNC will utilise nutrition groups in accordance with Amendment Act No. 23 of 1975 and maintain links with local and international organisations. - Information systems and data: - Information from all partners is essential for assessing progress and making policy and programmatic decisions. - An integrated monitoring system linking information from different sources, sectors, and partners will be developed. - NFNC will have primary responsibility for coordinating the collection, analysis, and use of nutrition data from various sources. - Minimum requirement: establishment of a multi-disciplinary core team of nutrition analysts drawn from stakeholders at NFNC to ensure inter-sectoral and inter-institutional collaboration. - Activities shall be periodically evaluated to ascertain implementation effectiveness and impact. ### Budgetary Allocations and Costs (K' Billion) — FNDP Food and Nutrition Sector (2006–2010) - Grand Total (across 2006–2010): - Grand Total: 31.0 (GRZ) 28.2 (Donors) 2.8 (Total donors split) - Note: table presents yearly GRZ, Donors, Total splits and subtotal/group totals per programme. - Core FNDP Programmes — Sub-total (by year, GRZ / Donors / Total): - 2006: 0.1 / 0.7 / 0.8 - 2007: 3.3 / 0.3 / 3.6 - 2008: 2.3 / 0.3 / 2.6 - 2009: 1.5 / 0.4 / 1.9 - 2010: 1.9 / 0.5 / 2.3 - Grand subtotal total: 11.2 (GRZ) 9.1 (Donors) 2.0 (Total donors split) - Non-Core FNDP Programmes — Sub-total (by year, GRZ / Donors / Total): - 2006: 1.6 / 0.0 / 1.6 - 2007: 3.4 / 0.1 / 3.5 - 2008: 3.9 / 0.2 / 4.1 - 2009: 4.7 / 0.2 / 4.9 - 2010: 5.5 / 0.2 / 5.7 - Grand subtotal total: 19.9 (GRZ) 19.1 (Donors) 0.8 (Total donors split) - Selected programme-level annual totals (GRZ / Donors / Total): - Food & Nutrition Policy Implementation Programme: - 2006: 0.1 / 0.0 / 0.1 - 2007: 0.3 / 0.0 / 0.3 - 2008: 0.3 / 0.0 / 0.3 - 2009: 0.4 / 0.0 / 0.4 - 2010: 0.4 / 0.0 / 0.4 - Grand Total (programme): 1.4 (GRZ) 1.4 (Donors) 0.0 (Total donors split) - Infrastructure rehabilitation of NFNC offices: - 2006: 0.0 / 0.0 / 0.0 - 2007: 1.5 / 0.0 / 1.5 - 2008: 1.4 / 0.0 / 1.4 - 2009: 0.2 / 0.0 / 0.2 - 2010: 0.1 / 0.0 / 0.1 - Grand Total (programme): 3.2 (GRZ) 3.1 (Donors) 0.0 (Total donors split) - Nutrition Technical Support Programme: - 2006: 0.0 / 0.5 / 0.5 - 2007: 0.5 / 0.1 / 0.6 - 2008: 0.2 / 0.1 / 0.3 - 2009: 0.4 / 0.2 / 0.5 - 2010: 0.5 / 0.2 / 0.7 - Grand Total (programme): 2.5 (GRZ) 1.6 (Donors) 1.0 (Total donors split) - Monitoring & Evaluation Programme: - 2006: 0.0 / 0.2 / 0.2 - 2007: 0.2 / 0.1 / 0.2 - 2008: 0.2 / 0.1 / 0.3 - 2009: 0.3 / 0.1 / 0.4 - 2010: 0.5 / 0.2 / 0.6 - Grand Total (programme): 1.7 (GRZ) 1.1 (Donors) 0.6 (Total donors split) - Nutrition Information Management Programme: - 2006: 0.0 / 0.0 / 0.0 - 2007: 0.8 / 0.1 / 0.9 - 2008: 0.1 / 0.1 / 0.1 - 2009: 0.1 / 0.1 / 0.2 - 2010: 0.1 / 0.1 / 0.2 - Grand Total (programme): 1.4 (GRZ) 1.1 (Donors) 0.3 (Total donors split) - Human Resource Development Programme: - 2006: 0.0 / 0.0 / 0.0 - 2007: 0.2 / 0.0 / 0.2 - 2008: 0.2 / 0.0 / 0.2 - 2009: 0.2 / 0.1 / 0.3 - 2010: 0.3 / 0.1 / 0.4 - Grand Total (programme): 1.0 (GRZ) 0.8 (Donors) 0.2 (Total donors split) - Personal Emoluments (line item totals): - 2006: 1.2 / 0.0 / 1.2 - 2007: 2.2 / 0.0 / 2.2 - 2008: 2.8 / 0.0 / 2.8 - 2009: 3.3 / 0.0 / 3.3 - 2010: 4.0 / 0.0 / 4.0 - Grand Total (personal emoluments): 13.5 (GRZ) 13.5 (Donors) 0.0 (Total donors split) - General Administration (line item totals): - 2006: 0.4 / 0.0 / 0.4 - 2007: 0.7 / 0.0 / 0.7 - 2008: 0.8 / 0.0 / 0.8 - 2009: 0.9 / 0.0 / 0.9 - 2010: 1.0 / 0.0 / 1.0 - Grand Total (general administration): 3.8 (GRZ) 3.8 (Donors) 0.0 (Total donors split) ### Regional Development — Population and Demographics (selected data and projections) - Administrative structure: - Zambia is divided into nine provinces: Central, Copperbelt, Eastern, Luapula, Lusaka, Northern, North-Western, Southern and Western; these provinces consist of 72 districts. - 2000 Census population by province (selected values, Table 36.1): - Central: Total 1,012,257; Rural Total 769,202; Urban Total 243,055 - Copperbelt: Total 1,581,221; Rural Total 350,093; Urban Total 1,231,128 - Eastern: Total 1,306,173; Rural Total 1,190,865; Urban Total 115,308 - Luapula: Total 775,353; Rural Total 674,187; Urban Total 101,166 - Lusaka: Total 1,391,329; Rural Total 252,869; Urban Total 1,138,460 - Northern: Total 1,258,696; Rural Total 1,081,599; Urban Total 177,097 - North-Western: Total 583,350; Rural Total 511,647; Urban Total 71,703 - Southern: Total 1,212,124; Rural Total 955,268; Urban Total 256,856 - Western: Total 765,088; Rural Total 672,999; Urban Total 92,089 - Source: CSO 2000 Census Report - Population density and distribution notes: - Lusaka: land mass 21,896 square kilometres; over 14 percent of national population; population density of 63.5 persons per square kilometre. - Copperbelt: population 1.6 million (approximate textual reference in source) with population density of 50.5 persons per square kilometre. - Northern province: land mass 147,826 square kilometre; population density of 8.5 persons per square kilometre. - North-Western province: population 583,350; population density of 4.3 persons per square kilometre. - Population growth (1990–2000) — province growth rates referenced: - Copperbelt: lowest rate of 0.7 percent per annum - Lusaka and North-Western: highest rates of 3.4 percent per annum - Projected population by region and sex, medium variant (Table 36.2): - National projections: - 2005: National Total 11,441,461; male 5,721,133; female 5,720,328 - 2010 WITHOUT AIDS: National Total 13,616,688; male 6,802,193; female 6,814,695 - 2010 WITH AIDS: National Total 13,272,553; male 6,659,427; female 6,613,126 - Selected province projections for 2010 (WITHOUT AIDS / WITH AIDS): - Central: 2010 WITHOUT AIDS Total 1,426,327; 2010 WITH AIDS Total 1,386,628 - Copperbelt: 2010 WITHOUT AIDS Total 2,134,514; 2010 WITH AIDS Total 2,088,146 - Eastern: 2010 WITHOUT AIDS Total 1,797,787; 2010 WITH AIDS Total 1,744,431 - Luapula: 2010 WITHOUT AIDS Total 1,088,897; 2010 WITH AIDS Total 1,064,422 - Lusaka: 2010 WITHOUT AIDS Total 1,841,526; 2010 WITH AIDS Total 1,733,830 - Northern: 2010 WITHOUT AIDS Total 1,532,514; 2010 WITH AIDS Total 1,513,872 - North-Western: 2010 WITHOUT AIDS Total 820,769; 2010 WITH AIDS Total 808,046 - Southern: 2010 WITHOUT AIDS Total 1,706,468; 2010 WITH AIDS Total 1,706,468 - Western: 2010 WITHOUT AIDS Total 1,015,753; 2010 WITH AIDS Total 989,345 - Source: Central Statistics Office Projections 2000 - 2025 - Socio-economic and migration notes: - Economic opportunities concentrated in urban centres encourage rural-urban migration with pressure on urban infrastructure such as housing and sanitation. - Copperbelt experienced low population growth due to decreased mining activities and privatisation effects causing out-migration; Lusaka and Central have seen in-migration. - Likelihood of population increase in North-Western province during the Plan period due to opening of new mines. - Southern province has experienced persistent droughts resulting in migration of farmers to other provinces. - Luapula, Northern, North-Western and Western provinces affected by high influx of refugees from neighbouring countries. *Fifth National Development Plan 2006 – 2010, excerpts from chapter sections 35.5–36.1.* ### 36.2 Central Province ### 36.2 Central Province ### 36.2.1 Resource Endowments, Comparative Advantage, and Socio-Economic Conditions - Land and natural resources - Landmass: 94,394 square kilometres. - Forests and forest reserves: 9,095,566 hectares. - Contains a National Park and three Game Management Areas. - Major natural sites with tourism potential: Kasanka national park, Kundalila falls (Serenje), Mumbwa caves. - Fishing prospects: Lukanga swamps in Kapiri Mposhi. - Mining prospects: precious metals in Mkushi, gold in Mumbwa, coal in Kapiri Mposhi. - Administrative and infrastructure context - Administrative districts: six — Kabwe (provincial headquarters), Kapiri Mposhi, Mkushi, Serenje, Chibombo and Mumbwa. - Most of the country’s trunk roads and railway routes traverse the province. - All districts have access to the national electricity grid; potential for alternative energy to service rural areas. - Mobile and landline communication networks cover all districts. - Province is a major transit point with potential for a booming trading sector. - Agriculture and industry - Fertile soils particularly around Chisamba, Mkushi and Mumbwa — suitable for cash crops such as cotton and maize. - Soils support maize production at subsistence level with normal rainfall. - Small-scale agriculture dominates production levels, especially for maize. - Maize production among small-scale farmers has increased significantly since 2002. - Contribution to national output increased up to 30 percent. - Large-scale agriculture dominates cash crop production; integration with small-scale production facilitated via out-grower schemes. - Constraints: lack of agricultural extension services, poor infrastructure (feeder roads and dams), limited access to markets, frequent drought, livestock diseases. - Economic decline and informal sector - Socio-economic situation declined in the 1990s following closure of mining and manufacturing companies (Kapiri glass factory, national milling company, Kabwe pharmaceutical ltd, Kabwe hide and leather industry/tannery). - Zambia Railways Limited placed under concession resulting in staff downsizing. - Informal business sector, particularly trading, has grown noticeably in Kabwe and Kapiri Mposhi. - Poverty and social indicators - Poverty incidence (2004 LCMS) for the province: 69 percent; national average: 67 percent. - Severity of poverty: 15.5 percent, particularly affecting rural households vulnerable to food insecurity. - Education: access to quality education low due to poor infrastructure, inadequate teaching staff and teaching materials; low enrolments at upper basic and high school levels. - Aggregate pupil/teacher ratio: 48:1 in 2005. - Health: poor access to quality healthcare; long distances to facilities in rural communities; inadequate medical personnel and equipment. - Water and sanitation: rural and peri-urban communities have poor access to safe and adequate water; peri-urban areas experience poor sanitation and frequent outbreaks of water related diseases, such as cholera. ### 36.2.2 The Strategic Focus and Interventions for Central Province during the FNDP Period - FNDP goal for the province - Fully exploit the agricultural potential of the province by improving infrastructure (especially feeder roads), improving agricultural marketing and related services. - Direct attention to programmes offering potential for sustainable household income generation. - Emphasis in health, education, water and sanitation on infrastructure development. - Strategic focus statement - “increased investment in agriculture and provision of social infrastructure and related services with emphasis on education and health.” ### 36.2.3 Programmes, Objectives and Strategies - Programme 1 — Agriculture Infrastructure, Extension and Marketing and Related Services - Objective: To increase investment and output in agriculture - Strategies: - a) Facilitate the construction and rehabilitation of feeder roads; - b) Facilitate the construction and rehabilitation of rural storage infrastructure and developing market centres; - c) Create an enabling environment for improved agricultural input and output market especially to small-scale farmers in rural areas; - d) Promote livestock and fish farming; - e) Promote small scale irrigation. - f) Support to development of resettlement schemes; - g) Facilitate the construction and rehabilitation of dams; - h) Facilitate the establishment of cottage industries. - Programme 2 — Provision of Social Infrastructure and Related Services in Education and Skills Training - Objective: To improve equitable access and quality of basic and skills education - Strategies: - a) Facilitate the construction, rehabilitation and expansion of school infrastructure and teachers’ housing; - b) Support youth skills training institutions. - Programme 3 — Provision of Social Infrastructure and Related Services in Health - Objective: To improve equitable access and quality of health services - Strategies: - a) Facilitate the construction and rehabilitation and expansion of health facilities; - b) Provision of health equipment. - Programme 4 — Development of Public Infrastructure and Housing Improvement - Objective: To facilitate habitable housing and the conduct of administrative and private sector functions - Strategies: - a) Establish new town centre and related infrastructure in Chibombo district and other districts; - b) Facilitate the construction and rehabilitation of public buildings and staff housing; - c) Improve housing in unplanned settlements; - d) Establish a place of safety (transit home) in Kapiri Mposhi. - Programme 5 — Sustainable Natural Resource Management and Tourism - Objective: To promote sustainable use of natural resources - Strategies: - a) Support tourism infrastructure in Mumbwa and Serenje and other districts; - b) Support community participation in natural resource management; - c) Provide extension services in natural resource management. - Programme 6 — Rural and Peri-urban Water Supply - Objective: To improve the access to safe and adequate water in rural and peri-urban communities - Strategies: - a) Provide safe water points to rural and peri-urban areas; - b) Support water and sanitation education. - Programme 7 — Road and Waterway Infrastructure Development - Objective: To improve transportation of goods and services - Strategies: - a) Facilitate construction and improvement road infrastructure in all districts; - b) Improve waterway infrastructure. - Programme 8 — Economic Empowerment - Objective: To improve livelihoods of disadvantaged groups - Strategies: - a) Facilitate sustainable small-scale food processing such as hammer mill projects; - b) Support community entrepreneurship initiatives. - Programme 9 — Policy Coordination and Monitoring - Objective: To coordinate multi-sector policies and monitor implementation of programmes and projects in the province - Strategies: - a) Strengthen institutional arrangement and stakeholder participation for policy coordination and monitoring; - b) Establish natural resource database; - c) Facilitate resource mobilization and capacity building. *Fifth National Development Plan 2006 – 2010 — 36.2 Central Province* ### 36.4 Eastern Province ### 36.4 Eastern Province ### 36.4.1 Resource Endowments, Comparative Advantage, and Socio-Economic Conditions - Total area: approximately 69,100 square km. - Borders: Malawi in the East, Mozambique in the South, Northern province in the North and Central and Lusaka provinces in the West. - Administrative districts: Chipata (provincial capital), Chama, Lundazi, Mambwe, Chadiza, Katete, Petauke and Nyimba. - Geography: two main areas — the Plateau and the Luangwa Valley; vegetation mainly Savannah woodlands and grassland; streams and rivers providing potential for dams. - Climate: tropical, three distinct seasons (cool and dry; hot and dry; hot and wet). - Agriculture: Plateau has good soils and receives sufficient rainfall (high potential for agricultural production); valley suitable for drought resistant crops. - Tourism: national parks, diverse ethnic groups and traditional ceremonies noted as tourist attractions. Socio-economic indicators and conditions: - Poverty incidence: estimated at 70 per cent (Living Conditions Monitoring Survey Report 2004). - National average referenced as (68 percent) and province surpassed only by Northern province (Central provinces 76 percent and 74 percent North-Western) Luapula province (79 percent) and Western province (83 percent). - Poverty breakdown in Eastern province: 57 percent extremely poor; 13 percent moderately poor. - Contributing factors: persistent droughts and floods; poor agricultural marketing arrangements. Education: - Literacy rate: 62.1 percent (2000 census). - Illiteracy: 37.9 percent of all persons 5 years and above are illiterate. - School attendance: 19.4 percent (of persons 5 years and above reported to be in school). - Gender pattern: more female children enrolled at primary level; more male enrollment at secondary level. - Constraints: poor infrastructure across basic to tertiary sub-sectors; pupil-teacher ratio consistently above the national average. Health and water: - Hospitals and health facilities: 2 general hospitals (one Government, one mission), 3 other mission hospitals, 4 district hospitals (Government manned), and 168 health centres mostly run by Government. - Most commonly reported illness: malaria. - HIV and AIDS: prevalence has had a negative impact on health. - Access to safe drinking water by rural communities: less than 40 percent. - Only 4 districts have stable supply of piped water: Petauke, Chipata, Katete and Lundazi districts. ### 36.4.2 The Strategic Focus and Interventions for Eastern Province for the FNDP period - Major constraints to development: poor socio-economic infrastructure; inadequate and inappropriate marketing arrangements; environmental degradation including deforestation; livestock diseases such as the east coast fever and trypanosomosis. - Priority sectors during the FNDP period: development of infrastructure in agriculture, education and health. - Provincial strategic focus (verbatim): ‘to increase the linkages between agriculture and related industries with a view to create jobs in order to reduce the high poverty levels in the province.’ ### 36.4.3 Programmes, Objectives and Strategies - Programmatic structure: Programmes, Objectives and Strategies presented in a matrix. Key programmes with objectives and strategies (verbatim listings preserved): 1) Infrastructure Development — To boost socio-economic Development - Strategies: - a) Improve and construct district, urban and feeder roads; - b) Develop infrastructure in the North and South Luangwa National Park and surrounding areas; - c) Construct and rehabilitate schools; - d) Construct and rehabilitate health structures; - e) Construct and rehabilitate dams and water points; - f) Construct Police Post and Immigration Post - g) Construct courts; - h) Extend electricity grid and other energy renewable sources; - i) Construct skills centres. 2) Education Development — To provide quality education - Strategies: - a) Provide teaching facilities for arts, sciences and practical subjects at all levels of education system; - b) Staff development at all levels of education system. 3) Veterinary, Livestock and Fisheries Development — To improve the production of livestock and fish sector in a sustainable manner - Strategies: - a) Veterinary Development; - b) Facilitate implementation of disease and vector control programmes in priority areas; - c) Monitor and regulate the disease and vector control programmes in priority areas; - d) Regulate and enforce animal and animal welfare legislation; - e) Livestock production and extension; - f) Produce and distribute livestock training and extension materials/manuals for both farmers and field staff; - g) Enforce the legislation on livestock production; - h) Promote the production of small livestock (chicken, sheep, goats and pigs); - i) Promote the development of dams, ponds and water points for livestock.; - j) Livestock research; - k) Devise efficient and sustainable diagnostic techniques in investigations of diseases of national importance; - l) Strengthen the mechanisms of the cost sharing of diagnostic services provided to farmers; - m) Produce veterinary vaccines to meet the national demands; - n) Aquaculture Extension; - o) Promote aquaculture by providing appropriate extension services and the production and distribution of quality fish seed; - p) Enforce the legislation on aquaculture - q) Aquaculture Research; - r) Conduct fish feed trials to determine the suitable feeds for aquaculture using locally produced and available materials. 4) Crops and Marketing Development — To provide efficient and effective Crop Extension and Technical and Marketing services - Strategies: - a) Promote and strengthen farmer groups and farmer field schools as targets for technology transfers; - b) Use electronic and print media as communication tools to support extension information delivery; - c) Promote crop diversification and use of improved technologies; - d) Promote gender responsive agricultural extension services; - e) Facilitate delivery of skills training and technology transfers to small-scale farmers using farmer training centers at farmer land.; - f) Promote food crop processing and utilization; - g) Conduct soils, crops and fisheries research aimed at generating and adapting technologies for increased and sustainable agricultural production; - h) Promote the development of a competitive, efficient and transparent public and private sector driven marketing system for agricultural commodities and inputs; - i) Put in place a well regulated and profitable irrigation sector that is attractive to both the private sector and other development partners; - j) Promote sustainable use of appropriate farm machinery and equipment, appropriate tillage techniques, farm structures, crop storage, and processing and packaging techniques suitable for small-scale farmers. 5) Community Tourism Development — To promote local community participation and ownership in tourism - Strategies: - a) Encourage local community participation in joint ventures by using land as equity;; - b) Promote public, private and community partnerships; - c) Facilitate access to development funds by local communities. 6) Sustainable Tourism Development — To sustain economic and social development - Strategies: - a) Incorporate provisions for an environmental impact assessment in all economic and development activities ; - b) Mainstream of a representation of economic system; for the benefit of current and future generations. 7) Gender and HIV/AIDS — Mainstreaming gender and HIV/AIDS in socio–economic development - Strategies: - a) Promote gender and HIV and AIDS awareness; - b) Mainstream gender and HIV and AIDS in development. 8) Health Development — To provide quality heath services - Strategies: - a) Construct and rehabilitate health facilities; - b) Improve diagnostic equipment. 9) Sustainable Environmental Management — To ensure sustainable utilization and management of forest resources - Strategies: - a) Forest resource management; - b) Watershed Management. *Fifth National Development Plan 2006 – 2010 — 36.4 Eastern Province* ### 36.6 Lusaka Province ### 36.6 Lusaka Province ### 36.6.1 Resource Endowments, Comparative Advantage, and Socio-Economic Conditions - Area and land: - Province covers an area of about 22,000 square km and has 2,190,000 hectares of land of which 55 percent is arable. - Hydrology and climate: - Major rivers: Zambezi, Kafue and Luangwa. - The province has moderate temperatures; plateau part has fertile soils and good rains, valley has poor soils and insufficient rains. - Location and administrative structure: - Shares international borders with Zimbabwe and Mozambique; borders locally with Southern, Central and Eastern provinces. - Administratively has four districts: Lusaka, Kafue, Chongwe and Luangwa. - Lusaka district is the provincial and national capital, hosts central government, foreign missions, and headquarters of most local and international organisations. - Infrastructure and economic base: - Superior infrastructure, industrial base and service delivery systems compared to other provinces; international airport is main entry point for most tourists and foreign dignitaries. - Economic activity highest in the country within Lusaka province; manufacturing base growing in urban areas in the last five years with increases in agro, paper and plastic products. - Other major economic activities: construction, stone quarrying, wholesale and trading, tourism, transport and communication; smallholder agriculture and informal sector activities increasing. - Demographics and human resources: - Population: 1,391,329 inhabitants (CSO, 2003). - Population includes skilled and trained human resource. - Annual population growth rate over 1990 to 2000 period was 3.5 percent, the highest in the country (CSO, 2003). - Population density: 63.5 per square km. - Urbanisation and social challenges: - Rapid urbanisation has exerted pressure on social and economic infrastructure such as school and health facilities. - Poor water and sanitation facilities, poor shelter, overcrowding, high incidence of street kids and HIV and AIDS prevalence. - Limited capacity in city planning and development; an estimated 70 percent of the population in Lusaka lives in unplanned settlements. - Luangwa district faces critical infrastructural limitations such as roads and electricity despite tourism and trade potential. - Poverty and unemployment: - Unemployment: 21 percent overall; 17 percent male and 27 percent female. - Poverty incidence (CSO, 2004): moderate poverty 19 percent; overall poverty 48 percent; extreme poverty 29 percent. - Non-poor proportion: 52 percent of the total provincial population. - Given demographic factors and highest rate of urbanisation, poverty situation remains critical. ### 36.6.2 The Strategic Focus and Interventions for Lusaka Province for the FNDP - Strategic focus: - “to develop social and economic infrastructure to enhance accessibility to social and economic services.” ### 36.6.3 Programmes, Objectives and Strategies - Programmes, objectives and strategies for Lusaka province during the FNDP period: 1) Development of Economic Infrastructure - Objective: - To facilitate enhanced growth in agriculture, agro forestry and agribusiness - Strategies: - Facilitate construction and rehabilitation of feeder roads, storage shades, dip tanks and dams - Tarring Luangwa Road D145 - Rehabilitation of feeder roads in all the districts - Construction of Chiawa bridge - Construction of dams - Sinking boreholes - Promotion of resettlement schemes - Land acquisition for resettlement schemes - Provision of infrastructure - Rural electrification - Connection of Luangwa to National Grid - Provision of electricity in Schools and Clinics - Revitalization of agricultural extension services - Construction of Houses for Extension Staff - Provision of transport (Motor Bikes & Bicycles) - Provision of extension services - Aforestation - Bee-Keeping development - Promotion of resettlement schemes (listed earlier in plan) 2) Provision of Social Infrastructure in Education - Objective: - Construction and rehabilitation of learning institutions in order to promote literacy levels - Strategies: - Construction and rehabilitation of schools (especially basic) - Construction of houses - Facilitation of provision of skills training - Establishing literacy clubs - Provision of laboratory, teaching and learning materials 3) Provision of Social Infrastructure in Health - Objective: - To increase availability and accessibility of health services - Strategies: - Facilitate construction and rehabilitation of Provincial Hospital, health centers and posts - Construction of provincial hospital - Construction of clinics (Mandevu and Chaisa) - Construction of district hospital (Chongwe) 4) Development Planning and Housing - Objective: - To facilitate orderly housing, service and infrastructure provision, and development of townships in all Districts - Strategies: - Preparation of structure plans (Development Plans) for all Districts - Upgrading of squatters - Provision of Urban Infrastructure and Services 5) Coordination, Monitoring and Evaluation of Development Projects - Objective: - To ensure efficient and effective implement of projects and programmes - Strategies: - Construction and rehabilitation of office accommodation - Provision of transport - Provision of equipment - Conducting monitoring and Evaluation 6) Promotion of Tourism - Objective: - To increase job opportunities and income generation especially for the youth - Strategies: - Facilitating establishment of quality hospitality infrastructure - Facilitating construction of access roads to tourist attractions (Chiawa and Luangwa) - Facilitating identification, documentation and preservation of tourism *Fifth National Development Plan 2006 – 2010 — Lusaka Province section* ### 36.9 Southern Province ### 36.9 Southern Province ### 36.9.1 Resource Endowments, Comparative Advantage, and Socio-Economic Conditions - Administrative composition: - Province composed of eleven districts: Livingstone (provincial headquarters), Sinazongwe, Siavonga, Gwembe, Mazabuka, Itezhi-Tezhi, Kazungula, Choma, Kalomo, Namwala and Monze. - Total land area: 85,283 square km. - Land/biophysical endowments (by area): - Valley along the Zambezi river and Lake Kariba: 300,000 hectares. - Escarpment: 1,074,500 hectares. - Plateau: 5,900,000 hectares. - Kafue flats: 1,000,000 hectares. - Stretch of the Barotse plains in Kazungula district. - Natural and tourism assets: - Endowed with abundant natural resources; houses Victoria Falls. - Major tourist attractions: Victoria Falls, wildlife and bird viewing in Musi-O-Tunya, Kafue and Lochinvar National Park, Kariba Dam in Siavonga. - Tourism infrastructure constraints: poor access roads to and within national parks. - Tourism performance (2006, Livingstone): total of 1,938 rooms; total bed capacity 3,802; room occupancy rate 59.1 percent. - Itezhi-tezhi identified as district with tourism potential; Siavonga needs new attractions and activities to compete with Livingstone. - Economic base and industries: - Economy dependent on livestock and crop production. - Substantial dairy and game ranching; agro-processors in Choma and Mazabuka districts. - Medium-scale ginneries supporting cotton in Kalomo and Sinazongwe. - Large-scale sugar production in Mazabuka: - Sugar industry employing about 6,000 people. - Small-scale production (e.g., Kaleya small-holders) employs a further 1,400 people. - Mining: - Coal production at Maamba Collieries (constrained by operational problems). - Amethyst at Mapatizya (Kalomo); tin in Choma (small-scale). - Small-scale mining of aquamarine, tourmaline (yellow and green), white quartz, fluoride, malachite and red garnet in Kalomo, Gwembe, Sinazongwe and Siavonga. - Nickel in Mazabuka district; emeralds in Itezhi-tezhi district. - Agricultural and livestock challenges: - Frequent droughts and livestock diseases have hampered production and caused decline in socio-economic status of agriculturally dependent people. - Poverty indicators (2004): - Headcount poverty: 69 percent. - Extreme poverty: 35 percent. - Non-poor: 31 percent. - Moderately poor: 14 percent. ### 36.9.2 The Strategic Focus and Interventions for Southern Province for the FNDP period - Main provincial challenges: - Lack of infrastructure to develop economic sectors like agriculture and tourism. - Low ground water table due to droughts. - Strategic focus for the FNDP period: - “Provision of infrastructure for the promotion of agriculture, education, tourism and health services.” ### 36.9.3 Programmes, Objectives and Strategies - Road Infrastructure Development - Objective: To improve accessibility to productive agricultural areas in the province. - Strategies: - Mobilise resources for construction of new roads (Bottom Road); - Tar gravel roads (Monze/Choma/Namwala roads Gwembe-Chipepo roads); - Rehabilitate degraded roads. - Agriculture, Livestock and Fisheries Development - Objective: To enhance growth in crop production, fisheries and animal husbandry. - Strategies: - Encourage community participation in disease and vector control programmes; - Encourage private sector participation; - Develop infrastructure; - Revive cooperatives; - Train Extension Officers in fisheries; - Establish fish processing plant; - Restock cattle. - Water and Sanitation - Objective: To provide clean and safe drinking water. - Strategies: - Construct boreholes, wells and dams; - Maintain water infrastructure; - Monitor the quality of water in boreholes, dams and wells periodically; - Maintain and monitor hydrological stations periodically; - Check and maintain hydraulic structures periodically; - Supervise water related activities done by NGOs; - Establish and train of V-WASHE Committees; - Coordinate district community based WASHE programmes; - Construct dams; - Rehabilitate periodically the dams at district and community level; - Construct water harvesting processing plant. - Resettlement - Objective: To establish resettlement schemes. - Strategies: - Acquire land; - Develop and provide infrastructure. - Provision of Health Infrastructure - Objective: To provide quality health services in the province. - Strategies: - Construct and improve health infrastructure; - Acquire new equipment for health institutions. - Education Infrastructure - Objective: To improve the accommodation for teachers. - Strategy: - Construct houses. - Tourism Development - Objective: To improve tourism infrastructure. - Strategies: - Facilitate the establishment of quality hospitality infrastructure; - Facilitate construction of access roads to tourist attractions; - Construct an airstrip in Siavonga district. - Forestry Management - Objective: To enhance sustainable management of forests, ecosystems and biodiversity application, through indigenous and scientific technical knowledge. - Strategies: - Participatory forest management; - Develop small scale forest based enterprises; - Reforestation; - Enhance forestry awareness education; - Build capacity. - Meteorological Infrastructure Development - Objective: To provide reliable, accurate, timely and safe Weather and Forecasting information. - Strategies: - Rehabilitate of station networks; - Integrate monitoring of weather/climate data management; - Build capacity building of staff and volunteer stations; - Mitigate strategies to avert weather-climate related disasters; - Install new meteorological equipment and instruments; - Revitalize volunteer rainfall stations; - Sensitize community to appreciate Meteorological products; - Annual maintenance of infrastructure; - Construct meteorological stations in new areas. *Source: Fifth National Development Plan 2006 – 2010, Section 36.9 Southern Province* ### 37.2 Financing of the FNDP ### 37.2 Financing of the FNDP ### 37.2.1 Financing Sources - The FNDP will largely be financed through three sources: domestic revenues; external grants; and borrowing (both internally and externally). - Public Private Partnerships (PPP) for infrastructure programmes shall be encouraged. - Other likely financing sources: regional and international initiatives such as the New Economic Partnership for African Development (NEPAD), investment climate facility, and the proposed Africa Enterprise Challenge Fund. - International initiatives to be considered for large investments include the Infrastructure consortium under the G8 and the Millennium Challenge Corporation. - Domestic revenues: - Mobilised locally and include tax and non-tax revenues. - Taxes are collected by the Zambia Revenue Authority (ZRA). - Most non-tax revenues are collected at both central and local government levels. - External Grants: - Development assistance to be provided through direct budget support; sector-wide approach (SWAp); project support; and debt relief. - Government preference: direct budget support; SWAp is second preferred for donors not channeling support directly to the budget. - Government will respect diversification of modalities due to sector needs and donor restrictions. - Government assumes more external resources following G8 Gleneagles Summit 2005 commitments and similar bilateral/multilateral pledges. - Borrowing: - Resources generated through domestic and external loans. - Medium to long-term focus: avoid return to high indebtedness of the past. - New borrowings over 2006 to 2010 to be procured in a manner that does not affect debt sustainability ratios negatively. - Continued reliance on highly concessional loans. - Estimated allowed new borrowing during the Plan period: US $50 to US $60 million annually, mostly from the World Bank and African Development Bank. ### 37.2.2 FNDP Resource Envelope #### 37.2.2.1 Overview - Resource envelope = domestic revenues + external grants + loans (domestic and external). - Baseline projection assumes continuation of current policy conditions and existing donor commitment levels. - Resource envelope indicates planned level of expenditures over 2006 to 2010. - FNDP requires additional resources over and above the baseline to implement scaled-up programmes. #### 37.2.2.2 Baseline Resource Envelope — key projections and averages (percent of GDP) - Baseline: total domestic revenues over the Plan period (tax and non-tax) estimated to average 17.7 percent of GDP. - Domestic revenues projected to rise from 16.8 percent of GDP in 2006 to 18.1 percent of GDP by 2010. - Taxes planned to increase from 16.1 percent in 2006 to 17.6 percent by 2010. - Non-tax revenues expected to remain flat at around 0.6 percent of GDP. - External aid flows projected to average 4.6 percent of GDP per annum over the Plan period. - Expected shift from 2009: most donors move towards direct budget support and sector wide frameworks. - Debt relief impact: - After HIPC Completion Point and MDRI, external debt stock reduced to less than US $1billion from US $7.2 billion at end-2004. - Debt servicing (interest and amortisation) expected to average less than US $65 million per annum over the Plan period. - Without HIPC/MDRI, debt servicing would have averaged US $261 million per annum. #### Selected table figures (Baseline Broad Fiscal Targets: Percentage of GDP) - Total Revenues and Grants: 20.9 (2006), 22.2 (2007), 22.5 (2008), 22.7 (2009), 22.9 (2010), Average 22.3 - Domestic Revenue: 16.9 (2006), 17.6 (2007), 17.8 (2008), 18.1 (2009), 18.2 (2010), Average 17.7 - o/w Tax Revenue: 16.2 (2006), 17 (2007), 17.2 (2008), 17.6 (2009), 17.6 (2010), Average 17.1 - Non-Tax Revenue: 0.6 (2006), 0.6 (2007), 0.6 (2008), 0.6 (2009), 0.6 (2010), Average 0.6 - External Grants: 4.1 (2006), 4.7 (2007), 4.7 (2008), 4.6 (2009), 4.7 (2010), Average 4.6 - General Budget Support: 0.8 (2006), 1.3 (2007), 1.4 (2008), 1.3 (2009), 1.3 (2010), Average 1.2 - Project Support: 3.3 (2006), 3.3 (2007), 3.3 (2008), 3.3 (2009), 3.4 (2010), Average 3.3 - Sector Wide Approaches: 0.7 (2006), 0.7 (2007), 0.9 (2008), 1.1 (2009), 1.2 (2010), Average 0.9 - Earmarked: 2.6 (2006), 2.6 (2007), 2.4 (2008), 2.2 (2009), 2.2 (2010), Average 2.4 - Total Expenditures including net lending: 23.3 (2006), 24.8 (2007), 23.9 (2008), 23.5 (2009), 23.7 (2010), Average 23.8 - Current Expenditures: 18.5 (2006), 18 (2007), 17.5 (2008), 17.4 (2009), 17.5 (2010), Average 17.8 - Personnel Emoluments: 7.6 (2006), 7.7 (2007), 8 (2008), 8.1 (2009), 8.2 (2010), Average 7.9 - Other Personnel related expenses: 0.3, 0.5, 0.3, 0.3, 0.3, Average 0.3 - Recurrent departmental Charges (RDC's): 4.2, 4.1, 3.7, 3.8, 3.8, Average 3.9 - Grants and Other Payments: 3.5, 3.5, 3.5, 3.7, 3.7, Average 3.6 - Constitutional and Statutory: 2.1, 1.3, 1.2, 1.1, 1.1, Average 1.4 - Domestic Debt: 1.8, 1.1, 1, 0.9, 0.9, Average 1.1 - External Debt Interest: 0.2, 0.2, 0.1, 0.1, 0.1, Average 0.1 - Other current expenditures: 0.9, 0.9, 0.8, 0.4, 0.4, Average 0.7 - Capital Expenditures: 4.8 (2006), 6.8 (2007), 6.4 (2008), 6.1 (2009), 6.2 (2010), Average 6.1 - GRZ financed: 2 (2006), 3.1 (2007), 2.9 (2008), 3.6 (2009), 3.7 (2010), Average 3.1 - Foreign Financed: 2.8 (2006), 3.7 (2007), 3.5 (2008), 2.5 (2009), 2.5 (2010), Average 3 - Overall Balance (including Grants): (2.40) (2006), (2.50) (2007), (1.40) (2008), (0.80) (2009), (0.80) (2010), Average (1.60) - Overall Balance (Excluding grants): (6.50), (7.20), (6.10), (5.40), (5.50), Average (6.10) - Financing: 2.4, 2.5, 1.4, 0.8, 0.7, Average 1.6 - Domestic: 1.5, 1.4, 0.7, 0.6, 0.5, Average 1 - Domestic borrowing: 1.5, 1, 0.7, 0.6, 0.5, Average 0.9 - MDRI Assistance: 0, 0.4, 0, 0, 0, Average 0.1 - Net External: 0.9, 1.1, 0.7, 0.2, 0.1, Average 0.6 - Budget Support Loans: 0.2, 0.3, 0.2, 0.2, 0.2, Average 0.2 - Project loans: 1.2, 1.1, 1, 0.5, 0.4, Average 0.8 - Amortisation: (0.50), (0.30), (0.50), (0.50), (0.50), Average (0.50) ### 37.3 The Development Plan #### 37.3.1 Main Assumptions - Two major assumptions: - (a) Accelerated growth and poverty reduction through scaling-up implementation of FNDP programmes in key sectors. - (b) An increase in the resource envelope based on anticipated scaling-up of donor aid over the baseline projections. - Anticipated increase in aid assumes international community honours Gleneagles G8 Summit 2005 commitments (ODA $50 billion higher by 2010, half earmarked for Africa). - If scaling up of aid does not occur, likely outcomes: - (i) Scaling down of expenditures especially in non-priority sectors and further reprioritisation within priority sectors. - (ii) Domestic borrowing may increase but within sustainable levels. - Domestic revenue expectations: - Tax review and reforms expected to broaden the tax base. - Projected domestic revenues slightly increase from 17.8 percent in 2008 to reach 18.5 percent of GDP by 2010, compared to 18.1 percent in the baseline scenario. - On average, domestic revenues projected to average 17.7 percent of GDP in the FNDP scenario (same as baseline). #### 37.3.2 Gross Public Expenditure - Total (gross) public expenditure in the FNDP planned to increase to an average of 25.0 percent (FNDP) from an average of 23.8 percent (baseline). - In absolute terms: - Gross public expenditure projected to total K62,623.22 billion in the FNDP, compared to K59,36.39 billion in the baseline scenario. - Capital expenditures projected to increase from 4.8 percent of GDP in 2006 to 6.2 percent of GDP by 2010. - FNDP capital expenditures scaled up to an annual average of about 7.0 percent of GDP over the Plan period, compared to 6.1 percent in the baseline scenario. - Current expenditures projected to rise to an average of 18.4 percent of GDP in the FNDP period, compared to about 17.68 percent in the baseline. - Reflects scaling up in health and education (recurrent costs such as wages and salaries). - Constitutional review process and a census of population and housing in 2010 will increase average current expenditures. #### 37.3.3 Cost Estimates for Core Programmes - Core FNDP cost estimates exclude general administration, running expenses and most personnel-related expenditures in implementing sectors. - For health and education, personnel-related costs have been included as core FNDP programmes. - Core cost estimates exclude very large capital programmes expected to be financed through private capital flows, though they appear in sector chapters. Examples: - Kafue Gorge Lower power station estimated cost US $600 million (expected PPP or private financing). - Kariba North Bank estimated cost US $300 million (expected PPP or private financing). - Rail infrastructure projects planned in Infrastructure Chapter expected to be financed similarly. - In absolute terms, total core expenditure is estimated K38,645.4 billion (or US $9.4 billion). *Source: Ministry of Finance and National Planning — Fifth National Development Plan 2006 – 2010* ### 37.3 below. ### _cr07276 - 37.3 below. ### Core FNDP Costs (Table 37.3) — headline sector totals and shares - TOTAL Core FNDP: 25,177.30 (GRZ K Billions), 13,468.10 (Donor K Billions), 38,645.40 (Grand Total K Billions), 9.4 (percent of GDP), 100 (percent of Total) - Selected sector totals (GRZ K Billions / Donor K Billions / Total K Billions / % of Total as shown): - Macroeconomics and financial management: 1,158.30 / 362.4 / 1,520.70 / 0.4 / 3.9 - Agriculture: 2,750.90 / 1,685.10 / 4,436.00 / 1.1 / 11.5 - Infrastructure: 3,220.40 / 3,407.50 / 6,627.90 / 1.6 / 17.2 - O/w Roads: 2,440.00 / 1,943.60 / 4,383.60 / 1.1 / 11.3 - Water and Sanitation: 235.3 / 1,211.00 / 1,446.30 / 0.4 / 3.7 - O/w Water Resource Management and Dvpt: 156.2 / 81.6 / 237.9 / 0.1 / 0.6 - Health: 4,759.70 / 3,011.60 / 7,771.30 / 1.9 / 20.1 - Education: 8,896.70 / 1,651.80 / 10,548.50 / 2.6 / 27.3 - Public Order and Safety: 1,147.10 / - / 1,147.10 / 0.3 / 3.0 - HIV/AIDS Cordination: 10.7 / 177.6 / 188.3 / 0 / 0.5 - Environment: 10.3 / 240.8 / 251.1 / 0.1 / 0.6 - Governance: 659.1 / 39.8 / 698.9 / 0.2 / 1.8 - Central Administration: 84.8 / 118 / 202.8 / 0.1 / 0.5 ### Financing and resource gap — aggregate impact and gap - Planned change in public expenditure: - Annual average total public expenditure will expand to 25.0 percent (FNDP) from 23.8 percent (baseline). - Absolute total public expenditure: baseline K59,367.39 billion → FNDP K62,623.82 billion. - Additional resources required (the resource gap / extra): K2,982 billion. - Financing of the resource gap: - The resource gap of K2,982 billion will mainly be financed from external sources (external grants and loans). - External loans are projected to average 1.0 percent of GDP, or US $160 million per annum (inclusive of already existing loans to be disbursed over the Plan period). - New borrowing is expected to be in the region of US $50 to 60 million per annum, mostly from the World Bank and the ADB. ### Summary Expenditure and Financing (Table 37.4) — sector-level requirements, GRZ commitments, donor/external and GAP entries (selected rows) - Grand Total (including Constitutional and Statutory Expenditure): - FNDP Requirement: 62,623.22 (K' Billions) - GRZ Commitments: 48,442.77 (K' Billions) - Donor/External: 11,198.35 (K' Billions) - Total Commitments: 59,641.13 (K' Billions) - GAP: (2982.09) (K' Billions) - Selected sector rows (FNDP Requirement / GRZ / Donor/External / Total / GAP as shown): - Macroeconomics and financial management: 4,256.68 / 3,886.93 / 369.75 / 4,256.68 / - - Agriculture: 4,881.39 / 3,196.28 / 878 / 4,074.28 / (807.11) - Infrastructure: 6,901.29 / 3,493.80 / 3,407.49 / 6,901.29 / - - O/w Roads: 4,383.60 / 2,440.02 / 1,943.58 / 4,383.60 / - - Water and Sanitation: 1,478.22 / 264.44 / 1,094.88 / 1,359.31 / (118.90) - O/w Water Resource Management and Dvpt: 250.42 / 165.98 / 84.45 / 250.42 / - - Water and Sanitation: 1,227.79 / 98.46 / 1,010.43 / 1,108.89 / (118.90) - Health: 7,843.95 / 4,781.50 / 2,760.55 / 7,542.05 / (301.90) - Education: 11,326.09 / 9,387.47 / 1,214.29 / 10,601.76 / (724.34) - TEVET: 601.14 / 250.33 / - / 250.33 / (350.80) - Central Administration: 2,426.06 / 2,308.10 / 117.96 / 2,426.06 / - - Governance: 2,907.52 / 2,687.93 / 219.58 / 2,907.52 / - - HIV/AIDS Cordination: 188.32 / 10.71 / 177.61 / 188.32 / - - Sub total (Core program subtotal): 55,287.45 / 41,107.01 / 11,198.35 / 52,305.36 / (2982.09) - Constitutional and Statutory Expenditure subtotal: 5,193.44 (FNDP requirement) / 5,193.44 (GRZ) / - (Donor) / 5,193.44 (Total) / - - o/w Domestic Debt Interest: 2,577.60 - Foreign Debt Service (Including Amortization): 1,285.30 - Medium-Term Pay Reform: 1,093.78 - Provincial Administration: 1,093.39 (FNDP requirement / GRZ) - Others n.e.d: 1,048.94 (FNDP requirement / GRZ) ### External aid projections and planning instruments - External Aid Projections for the FNDP are charted for 2006–2010 (FNDP vs Baseline expressed as % of GDP in figure). - The FNDP defines the broad policy thrust, expenditure objectives, parameters, and resource envelope. - The MTEF (a three-year planning instrument) will annually specify programmes and resources available to apply to identified priority projects depending on economic circumstances and donor inflows. ### Broad FNDP Sectoral Allocations (Table 37.5) — percentage allocations year-by-year (selected patterns) - Core program share of total (GRZ + Donors) by year: - Sub-total (Core programs): 2006: 78.2 / 2007: 83.6 / 2008: 84.4 / 2009: 86.1 / 2010: 86.6 (percent of Grand Total as shown) - Constitutional and Statutory Expenditure share trends: 2006: 18.1 / 2007: 13.5 / 2008: 11.1 / 2009: 9.5 / 2010: 8.6 (percent of Grand Total as shown) - Sectoral percentage highlights (GRZ / Donors / Total by year — selected): - Education total share (example): 2006 Total 14.7, 2007 Total 17.1, 2008 Total 17.8, 2009 Total 19.5, 2010 Total 20.3 - Health total share: 2006 Total 10.6, 2007 Total 11.7, 2008 Total 12.5, 2009 Total 13.2, 2010 Total 14.0 - Infrastructure total share: 2006 Total 12.5, 2007 Total 12.0, 2008 Total 10.7, 2009 Total 11.3, 2010 Total 9.2 - Water and Sanitation donor shares are large in early years (2006 Donors 10.2; 2007 Donors 9.8; 2008 Donors 8.9) with corresponding Total shares 2006: 2.7, 2007: 2.8, 2008: 2.4 ### Broad FNDP Sectoral Allocations (Kwacha Billions) — annual flows and Grand Totals (Table 37.6) — selected aggregates - TOTAL Core FNDP by year (GRZ / Donors / Total): - 2006: 3,255.49 / 2,559.05 / 5,814.53 - 2007: 4,723.50 / 2,640.77 / 7,364.28 - 2008: 5,223.36 / 2,633.67 / 7,857.03 - 2009: 5,638.68 / 2,738.76 / 8,374.85 - 2010: 6,336.26 / 2,895.89 / 9,286.84 - Core FNDP Grand Total (2006–2010): 25,177.29 (GRZ) / 13,468.14 (Donors) / 38,645.43 (Total) - TOTAL Non-Core FNDP by year (GRZ / Donors / Total) and Grand Total: - Yearly totals shown, Grand Total Non Core FNDP (2006–2010): 15,929.72 (GRZ) / 714.91 (Donors) / 16,644.62 (Total) - Grand Total all programmes (including Constitutional & Statutory, Non-Core) by year and 2006–2010 aggregate: - Grand Total by year (GRZ / Donors / Total): - 2006: 7,968.02 / 2,649.69 / 9,936.44 - 2007: 8,934.37 / 2,739.23 / 11,673.60 - 2008: 9,623.75 / 2,748.69 / 12,648.11 - 2009: 10,463.68 / 2,857.12 / 13,318.19 - 2010: 11,452.96 / 3,188.32 / 14,833.28 - Grand Total (2006–2010 aggregate): 48,442.77 (GRZ) / 14,180.44 (Donors) / 62,623.22 (Total) ### Implementation and monitoring note - Monitoring and Evaluation costs are budgeted under macroeconomic headings in places; Table 37.6 shows Monitoring and Evaluation (costed) total 199.60 (GRZ) / 148.80 (Donors) / 348.40 (Total) across the Plan period. - The FNDP sets parameters and resource envelope; the MTEF (three-year instrument) will annually specify programmes and resources according to economic circumstances and donor inflows. *Source: Ministry of Finance and National Planning* ### 38.1 Introduction ### 38.1 Introduction ### Institutional priority and rationale - The institutional framework within which a plan is implemented ultimately determines the prospects of its success. - Given the institutional and human resource capacity limitations that are documented in the different chapters of this Plan, the Government has decided to include institutional reforms and capacity strengthening among its strategic goals during the 2006 to 2010 period. - Human resource capacity building and capacity retention will be part of the institutional capacity strengthening. - The Government is equally cognisant of the fact that without the required competent, experienced, and motivated human resource that would drive institutions and systems forward, no amount of planning effort would be rewarded with positive change. - The value of this Plan will be judged by the extent to which the Government system, in partnership with its stakeholders, is in good stead to implement it. - To the extent that institutional reorganisation and capacity building depend on human resources, addressing the existing human resource capacity gaps through training and retention of professionals in the right positions (within the context of the Public Service Reform Programme) shall receive the highest priority during the implementation of the FNDP. ### Chapter structure and key elements - This chapter is divided into two parts: - the first part discuses the implementation and institutional mechanisms - the second part deals with the framework and systems for monitoring and evaluation - The key elements of the proposed framework are the institutional arrangements and the indicator system which is built around data collection, analysis and use. *_cr07276 - 38.1 Introduction_* ### 38.2 Implementation Framework ### 38.2 Implementation Framework ### Purpose and overall approach - The Government will return to national development planning using National Development Plans covering five-year time segments. - The FNDP shall be Zambia’s development planning and resource programming tool over the 2006 to 2010 period. - The annual budget will be the primary instrument for implementing the FNDP; annual work plans will guide specific interventions derived from the FNDP strategic goals and indicative activities. - Information flow between community and national level structures will be multi-directional (community to national and vice-versa). ### Legal, regulatory and institutional reforms - Review existing regulatory and legislative systems for planning and budgeting to secure congruency between planning and budgeting and to give the legal and regulatory framework to planning institutions and processes. Reviews shall include: the Constitution (Part 10 on Finance) and the Public Finance Act 2004 (including the supporting ‘Financial Regulations’). - Review and explicitly define the role of Parliament in planning and budgeting; strengthen Parliament’s role to go beyond budget approval to include closer monitoring of national development plans. - Strengthen the capacity of the Ministry of Finance and National Planning (MFNP) to provide reliable and timely reports on both budget and Plan execution. - Cabinet Office through the Policy Analysis and Coordination (PAC) unit will work closely with MFNP in monitoring policy and programme implementation of the FNDP. - The Planning and Economic Management Department (PEMD) in MFNP will be the focal point for FNDP coordination, monitoring, and evaluation; the Economic and Technical Cooperation Department input will be required for harmonisation of external financing and technical assistance. ### Operational instruments and sequencing - The FNDP implementation will be operationalised through: - Medium Term Expenditure Framework (MTEF) - Annual work plans - Annual Activity Based Budgets (ABB) - Implementation will follow complementary and consultative top-down and bottom-up processes to refocus priorities and ensure accountability between central government and lower-level structures. ### Annual work plans — as a general guide (details to be provided annually) - Sector objectives/targets; - Programme and its strategic objective(s); - Activities covering the FNDP period (2006 to 2010); - Sub-activities, giving yearly activities to be identified by each level of implementation; - Budget, including sources of financing; - Timeline for the specific year; - Annual targets; and - Implementation modality. ### Top-down process (annual Plan review and budget integration) — specific activities - review of macroeconomic, fiscal frameworks and sector performance as an input into the macroeconomic projections for the medium-term development objectives; - preparation of macroeconomic framework, including projections of GDP and total resources both domestic and donor; - Budget guidelines prepared to provide specific steps and budgeting information to ministries, provinces, districts and spending agencies (MPSAs) to guide preparation of MTEF and annual Budget; - indicative macroeconomic framework and budget ceilings presented to Cabinet for discussion and approval; - Macro Framework and Budget priorities presented in form of a Green Paper to the Parliamentary Committee and civil society for comments; - finalisation of Budget Framework Paper and annual Estimates by MFNP; - approval by Cabinet and presentation to Parliament by November of each year; - MFNP updates macroeconomic framework and consolidates ministry budget framework papers into national budget framework paper, based on outcome of budget hearings and comments from the Parliamentary Estimates Committee; and - Budget framework papers approved by Cabinet along with final ceilings for each year of the MTEF. ### Bottom-up process — specific activities - Ministry, Provinces and Spending Agencies (MPSAs) will prepare budget framework papers (BFPs), including sector goals and outcomes, ministry policy frameworks, objectives, programmes, outputs and activities; - MPSAs will cost activities for the three-year period and prioritise to fit within ceilings; - MPSAs will identify issues that need to be resolved by Cabinet before approval of the budget; - Budget hearings will be held to discuss BFPs with the DDCC and PDCCs; and - MPSAs finalise annual Budget and forward estimates based on final ceilings. ### Institutional roles and coordination - MFNP will develop overall implementation targets and indicators and monitor implementation. - Sector ministries will formulate sectoral policies, programmes and projects. - The National Development Coordinating Committee (NDCC) — to be established and chaired by the Secretary to the Cabinet — will make policy recommendations to Cabinet and oversee overall monitoring and evaluation of FNDP programmes. - Cabinet will provide leadership and decide on new policy directions and priorities. - Cabinet Office will provide supervisory functions in policy development and implementation. - SAGs, special interest groups, research institutions, private sector and thematic committees will provide professional/technical advice, research inputs and participation in implementation and monitoring. - PEMD will assume a strategic position to cultivate partnerships with other stakeholders in implementation and monitoring. - Provincial Administration and Provincial Sector Departments: PDCC (chaired by the Provincial Permanent Secretary) will co-ordinate implementation, scrutinise and harmonise district plans, and monitor implementation through sub-committees such as the Provincial M&E sub-committee. - District Commissioner’s office and District Councils: DDCC (chaired by the District Commissioner) will co-coordinate implementation, monitoring and evaluation; DDCC will scrutinise departmental plans, monitor implementation through sector sub-committees, advise on consistency with Provincial and National Priorities and present plans to the Council; District Council will approve district plans and guide implementation. - Community level: Ward Development Committees (WDC), Resident Development Committees (RDCs), Area Development Committees (ADCs), Traditional Authorities or Establishments will coordinate local participation and ensure implementation is consistent with local needs and priorities through DDCCs and District Councils. - Note: roles and responsibilities will be further refined as decentralisation policy implementation progresses. ### Information flow and decentralisation - The flow of information between community level and national level is two-way and horizontal through consultative forums. - Decentralisation of planning and monitoring to provincial and district levels is a priority; ministerial, provincial and district planning units will be linked to MFNP and expected to commence programme and activity monitoring. - Provincial budgets will be prepared on the basis of annual work plans; district and provincial work plans will draw on participation of key stakeholders including private sector, NGOs and civil society. - The Government recognises that system-wide capacity building must be complemented by improvements in the wider institutional environment (rules, norms, values, pay structures) to build and retain capacity; decentralisation policy is central to reducing centralised decision-making. ### Donor coordination, information systems and resource predictability - Cooperating partners shall limit their support within the commonly agreed FNDP framework to prevent proliferation of individual donor conditions. - Through Public Expenditure Management and Financial Accountability (PEMFA), the Government shall strengthen policy-relevant management information systems to secure data integrity in planning, budgeting, and financial reporting, focusing on: - hardware and software acquisition; - skills enhancement through training; and - communications infrastructure improvement. - The Government expects cooperating partners to programme grants over a multi-year timeframe and make multi-year funding commitments to enable MFNP to better plan medium-term macroeconomic and fiscal projections within MTEF; aligning donor commitments and disbursements with Zambia’s budget cycles is expected to: - reduce transaction costs; - allow allocative efficiency in macro sector-level spending; - increase predictability of aid flows; - enhance sector management effectiveness; - improve monitoring and evaluation; and - strengthen financial accountability. - Procedures and timetables for approved programmes under each sector shall be synchronized with FNDP monitoring and annual reviews so progress reports feed into the Plan’s overall performance assessment. ### Implementation phasing and prioritisation - Actual phasing of interventions will be defined yearly in annual work Plans and will depend on resource availability (both human and financial). - Implementation will leverage existing departments in sectoral ministries as the main implementation organs; existing sector committees supplemented by SAGs will be realigned to FNDP goals, programmes and objectives. - Only limited new committees/forums may be established to bring cooperating partners and other stakeholders closer to Government at the level of implementation and monitoring. - Coordination/consultative mechanisms between the Government and donors will be re-defined in the context of the aid policy and strategy for Zambia. ### Capacity-building principles to guide implementation - Efficient planning and application of resources during the FNDP period; - Integration of government budget resources and donor resources within a mutually-agreed programme of activities as defined in this Plan and guided by the National Vision and MDGs; - Financing and managing the FNDP through a sector-wide approach (SWAp) and, where admissible, direct budget support, focusing initially on adoption of common accounting, monitoring, and reporting systems meeting requirements of all stakeholders; - Emphasising good governance in implementation, focusing on efficiency, transparency, and realism in design and implementation of annual work plans; - Strengthening links between sector expenditure programmes/activities and the MTEF; - Fostering cooperation and partnership with all stakeholders through regular consultation and reporting while maintaining MFNP control and leadership; - Developing and/or strengthening mechanisms for measuring FNDP performance through strong monitoring mechanisms with clear performance indicators, including monitoring and evaluation systems for timely interventions and programme performance information; - Recognition of the importance of consensus on national development policy, reform activities, and objectives between Government, cooperating partners/donors and other stakeholders through formal and informal consultation; - Strengthening the FNDP coordination function of MFNP by enhancing PEMD and related departments’ capacity; - Enhancing planning and monitoring capacity of line ministries and government-aided statutory bodies to secure competencies for managing FNDP components; and - Recognition of decentralisation as an important way of enlisting interest and participation of local stakeholders. *Source: Fifth National Development Plan 2006 – 2010, Section 38.2 Implementation Framework* ### 38.3 Monitoring, Evaluation and Reporting Framework ### 38.3 Monitoring, Evaluation and Reporting Framework ### Principles - The FNDP is a results-based Plan focusing on agreed targets and results, incorporating a system to monitor inputs, outputs, outcomes, and impacts. - Monitoring provides essential data for lesson-drawing, priority setting, and informed review of FNDP implementation; evaluation determines the degree to which targets and expected outcomes/impact are being realised and points to causes and corrective measures when monitoring signals off-track progress. - Financial monitoring will track financial information/data related to the Plan’s resources to maintain an account of how and where resources are applied; strengthening the Office of the Auditor General is a priority. - Government approach to improving reporting and monitoring during the FNDP period: - Use key performance indicators for various programmes; additions require MFNP approval. - Apply monitoring systems using key performance indicators during implementation. - Sector-level reporting will feed into overall FNDP reporting, synchronized with key planning cycles. - Cooperating partners shall rely on the Government’s financial reporting and monitoring system when supporting the Plan. - Strengthen impact monitoring focusing on: (a) improvement of relevant data collection; (b) timeliness and quality of processing, analysis and publication/dissemination; and (c) utilisation of impact monitoring results in policy-making and resource allocation. - Fundamental building blocks of sector M&E systems: generation of baseline data; identification of indicators; setting of targets; data collection; data analysis; reporting and data use. ### Indicators for the FNDP Monitoring - Key Performance Indicators: - Limited to between 4 to 6 indicators per sector. - Report on indicators to feed annual, mid-term, and end-of-Plan progress reports. - Assumptions used in selecting KPIs: - Readily available quality data with identifiable data source. - Data collected regularly. - Indicator related to realistic performance criteria. - Data relevance in timeliness, adequacy, relevance, and accessibility. - Data collection processes are affordable and cost-effective. - Possibility to disaggregate data in desirable classifications. - Output indicators can predict longer-term outcomes and impact with reasonable reliability. - Poverty Indicators (to be measured at mid-term and end-of-Plan): - Population living below the poverty line (Poverty Headcount) - Share of poorest quintile in national consumption - Population with access to clean and safe water - Households with access to sanitary means of excreta disposals - Maternal Mortality Rate - Child (Under Five) Mortality Rate - Infant Mortality Rate - HIV Prevalence Rate - Life Expectancy at Birth - Adult Literacy Rate - Stunting Prevalence - Wasting Prevalence - Annual real GDP Growth - Real per capita GDP (in US Dollars) - Consumer Price Index - Average Commercial Bank Lending Rates - Employment - Population growth - Process Indicators: - Include key process indicators related to implementation at macro and sectoral levels. - Closely linked to the performance assessment framework (PAF) developed for direct budget support. ### Selected Key Performance Indicators and Targets (excerpts from Table 38.2) - Macroeconomics: - Domestic borrowing as % of GDP: Baseline Value 2005 1.95; Target Value 2010 <0.5% - Stock of domestic suppliers debt as % of GDP: Baseline 19.0% - Annual broad money supply: Baseline 0.4 - Domestic tax revenue as a % of GDP: Baseline 17.3% ; Target Value 2010 >18% - VAT reimbursements taking less than 30 days: - (a) Proportion of claims submitted (number of claimants): Baseline 29%; Target (a) >95% - (b) Volume of claims submitted (ZK): Baseline 91.5%; Target (b) >98% - Number of Ministries and Provinces operating the IFMIS system: Baseline 0; Target 48 - Per cent of heads whose total actual expenditures is between 95 percent and 105 percent of the total funding: Baseline 73%; Target >95% - Variance between original budget and primary budgeted expenditure across budget heads: Baseline 18.5%; Target <5 % - Agriculture: - Growth rate in the agriculture sector: Baseline 2.8%; Target increase 49% over 5 years - Contribution of Agriculture to GDP: Baseline 18 - 20%; Target 25% - Contribution of Agriculture to foreign exchange earnings: Baseline 8.9%; Target 20% - Proportion of the population assessed as food secure: Baseline 84%; Target < 95% - Reduction in number of districts that are food insecure: Baseline 45 districts; Target > 5 districts - Mining: - Number of large scale mining companies contributing to the improvement of social welfare of the communities: Baseline 8; Target 13 - Number of small scale mines in production: Baseline 67; Target 120 - Value of receipts generated by small-scale mining in dollar equivalent: Baseline 30; Target 65 - Annual growth rate of the mining sector: Baseline 2.8%; Target 14.5% - Number of local manufacturing companies processing minerals into finished products: Baseline 1; Target 10 - Proportion of mining companies complying with environmental regulations: Baseline 35%; Target 85% - Communication & Meteorology: - Telephone lines per 1,000 people: Baseline 0.1 - Number of districts connected to fibre optic cables: Baseline 7 - Environment and Natural Resources: - Total annual Green houses Emissions in Co2 equivalent: Baseline 107,737.3; Target 150,832 - Rate of domestic waste generation per capita (in tons per annum): Baseline 0.2; Target 0.54 - % increase of amount of domestic waste ending up in dumps: Baseline 15%; Target 85% - % reduction in the rate of infestation of invasive alien species (Mimosa Pigra): Baseline 30%; Target 5% - Rate of deforestations (Number of HAs per annum cut down): Baseline 850,000; Target 700,000 - Extent of protected forest areas (ha): Baseline 44.6 million - Total elephant population (number): Baseline 24,000; Target 30,000 - Infrastructure and Transport: - Number of passengers transported on Railways: Baseline 1,173,399; Target 2,000,000 - Volume of Cargo Transported on Railways: Baseline 1,755,899; Target 2,000,000 - Number of Passengers moved on flights: - (a) domestic/internal: Baseline 124,684 - (b) International and Regional: Baseline 550,241 - Target total 1,500,000 - Tourism: - Number of Tourist Arrivals: Baseline 515,000 (2004); Target 736,450 - Direct Tourism earnings (US $ millions): Baseline 174; Target 304 - Employment levels in Tourism (Number people): Baseline 19,650; Target 30,404 - Manufacturing and Industry: - Direct Foreign Investment in manufacturing: Baseline $20 million; Target 15% increase - Growth rate of manufacturing GDP: Baseline 5.1%; Target 7.5% - Employment Levels in manufacturing sector: Baseline 54,000; Target 15% increase - Energy: - Alternative Energy Source consumption (Tonne of Oil Equivalent): Baseline 897,594; Target 992,344 - % of Population (HH) with access to electricity (%): Baseline 20% (estimate) - Consumption of Petroleum products (Tonnes): Target <500,000 mt pa - Science and Technology: - Number of R and D professionals Receiving further training: Baseline 161; Target 308 - Number of R and D units Rehabilitated: Baseline 40; Target 173 - Number of technologies developed by R and D institutions for commercialisation: Baseline 74; Target 215 - Number of entrepreneurs using developed technologies: Baseline 8; Target 53 - Education and Skills Development: - Net Enrolment ratio: - (a) Grades 1 – 7: Baseline 94.77%; Target 97.3% - (b) Grades 8 – 9: Baseline 23.5%; Target 48.5% - (c) Grades 10 – 12: Baseline 21.32%; Target 32.6% - Completion Rate: - (a) Grade 7: Baseline 80.93%; Target 90.0% - (b) Grade 9: Baseline 42.73%; Target 65.4% - (c) Grade 12: Baseline 17.55%; Target 29.6% - Pupil Teacher Ratio (a) Grades 1 – 4: Baseline 80.3; Target 60.1 - Teacher Qualification (c) Grades 10 – 12: Baseline 31.4%; Target 50% - Gender Parity Index (c) Grades 1 – 12: Baseline 0.81; Target 0.82 - Health: - Percentage of deliveries assisted by midwives, nurses, doctors or Clinical Officers: Baseline 43%; Target 60% - Percentage of fully immunized children under one year of age in 20 worst performing districts: Baseline 50%; Target 70% - Malaria case fatality rate among children below five years: Baseline 24 / 1,000; Target 15 / 1,000 - Utilisation rate of PHC facilities: Baseline 0.48; Target 0.8 - % MoH releases to district level: Baseline 55%; Target 65% - Water Supply and Sanitation: - Population with access to safe water: - (b) Rural areas Baseline 44% (2005) - (c) Total Baseline 37% (2000) - Target for (b) Rural areas 60% - Social Protection: - Number of HHs receiving (a) fertiliser and (b) fertiliser and seed: Baseline 700,000; Target 72,000 per annum - Number of HH on cash transfer schemes: Baseline 200,000; Target 168,000 - Number of street children reintegrated with families and communities: Baseline 25,000; Target 5,000 - Employment and Labour: - Formal Sector Employment Rate: Baseline 19% - Number of days lost through industrial disputes: Baseline 18,351; Target 12,085 - Number of individuals covered by social security schemes: Baseline 618,455; Target 934,388 - Number of industrial accidents in a year: Baseline 787; Target 350 - Central Administration (Public Sector Management): - Proportion of key decision making positions in the civil service that are occupied by women: Baseline 12%; Target 30% - Proportion of government employees whose salaries is described as being “Performance Based”: Target 100% - Governance: - Proportion of recommendations from the Public accounts committee based on OAG reports that have timely and adequate action taken by responsible government institution: Target 100% - Number tested for HIV at VCT and receiving the test results: Baseline 150,000; Target 500,000 (cumulative) - Number of persons with advanced HIV infection on ART (a) men (b) women (c) total: Baseline (a) 12,656; (b) 17,456; (c) 30,112; Target 250,000 - Gender: - % of women with titled land: Baseline 5%; Target 30% - % Women in decision making positions (in civil service): Baseline 12%; Target 30% - Food and Nutrition: - % Stunting (0 – 59 months): Baseline 47%; Target 37% - % Underweight (0 – 59 months): Baseline 23%; Target 13% - Prevalence Vitamin A Deficiency (6– 59 months): Baseline 54% (2003); Target 44% - Prevalence iron Deficiency (6– 59 months): Baseline 52% (2003); Target 42% (Note: The table contains additional sector-specific KPIs and baseline/target values across all FNDP sectors/components.) ### Sources of Data - Four principal sources of data for monitoring and evaluation: - Censuses: conducted once every 10 years; latest population and housing census 2000; next census 2010; Economic Census to be undertaken during FNDP period. - Surveys by CSO during FNDP: Priority surveys; Living conditions monitoring surveys; Indicator surveys; Surveys on demography, labour, sexual behaviour; Regular information gathering for CPI, industrial production and price indices. - Routine Information Systems of Sector Ministries: administrative information systems producing regular information at input, output, outcome and impact levels. - Participatory Monitoring: qualitative data and participatory approaches from civil society and other actors; Government will invite participation while acknowledging civil society independence. - Input and Expenditure Data: regular information on inputs and expenditures provided through the IFMIS system; linkage with MTEF and the IFMIS component of PEMFA. ### Data Analysis, Reporting and Use - Data analysis objectives: - Strengthen capacity of data producers to provide timely information on poverty and social conditions. - Strengthen MFNP capacity to facilitate use of information for policy making. - Operationalised through the study fund (funding applied policy research) and annual poverty conferences (based on CSO data sets). - Levels of reporting and key report types (Table 38.3): - National Level: Input Tracking and Implementation (monthly/quarterly); National Progress Report (Quarterly and Bi-Annually); Annual Evaluation (Annually); Mid-Term Evaluation (Once after three years). - National/Provincial/District: Progress Reports for compliance and effectiveness on outputs and outcomes. - Annual Evaluation Reports consolidate quarterly and semi-annual progress reports, analyse reasons for achieving/not achieving annual targets, explain impact where possible, and identify areas for further investigation. - Mid-Term Evaluation produced after two and half years, analysing progress toward five-year targets and impact on economic growth and poverty reduction; assesses efficiency, relevance, effectiveness, and sustainability. - End-of-Plan Evaluation assesses overall performance of the Plan and identifies lessons learnt for future planning and implementation. - Data use: - Users at National, Provincial, District, and Community levels include MFNP, CSO, Accountant-General, Budget Office, Sector Ministries, District/Provincial bodies, NGOs, FBOs, Academia, Cooperating partners, and Civil society. - Main uses: policy and decision-making, resource allocation, fiscal management, national planning and economic management, accountability and transparency, research, monitoring and evaluation, budgeting, programme/project management, planning, and service demand/needs identification at community level. ### Monitoring and Evaluation Institutional Framework - Two broad groupings: technical arm and consultative arm. - MFNP responsible for coordination, supervision, and management of all elements of the monitoring system, consolidation and production of reports, and coordination of analytical work. - CSO is the key institution for provision of statistical data and ensuring sector data conforms to agreed standards. - Sectoral line ministries are major providers of monitoring and evaluation information. - Horizontal coordination and advisory bodies included: NDCC, PDCC, DDCC, SAGs; an Inter-Ministerial Technical Committee (IMTC) will spearhead M&E activities within sector ministries. ### FNDP Monitoring at Lower Levels - Decentralised M&E environment aimed at institutionalising systems to facilitate effective implementation at local level. - District and sub-district monitoring will build community capacity to collect, analyse, and report on agreed key indicators. - Participatory approaches and civil society contributions (via SAGs, PDCCs, DDCCs, annual poverty conferences) will feed into Government information systems. ### Monitoring and Evaluation Work Plan - Monitoring is continuous and involves complementary stakeholder activities. - Major activity: build capacity in institutions given weak M&E background. - Following institutional framework and indicator identification, process relies on strong and reliable data generation and processing with MFNP coordination. - Work plan and timeframe are presented in Tables 38.5 and 38.6 (not reproduced here). *Source: Fifth National Development Plan 2006 – 2010, Section 38.3 Monitoring, Evaluation and Reporting Framework* ### 1. Capacity Building in M & E (particular ### 1. Capacity Building in M & E (particular emphasis on data generation, processing, identification of indicators and reporting) ### Capacity building activities and facilitation - Facilitating: - Technical backstopping - Training workshops - Short courses - Consultancy - Responsible institutions: - MFNP – (PEMD, A-G, CSO, CCSD) - Training institutions ### Development of sector M & E frameworks - Consultations with stakeholders on the M&E framework for sector ministries - Responsible institutions: - MoFNP (PEMD) - Line Ministries ### Monitoring modalities - Spot Monitoring: - Field visits to selected projects in provinces for verification - Annual Evaluation: - Analytical consolidated report of sector progress reports - Responsible institutions: MoFNP (PEMD); Line Ministries (members of the IMTC) - SAG Conference: - SAG Stakeholder Meeting to discuss sector performance on PRPs - Annual Poverty Conference: - Review and update country poverty situation through assessment of reports from various stakeholders - Responsible institutions: All stakeholders - Poverty Monitoring and Analysis: - Priority Studies - Small-scale focused studies - Mid-Term Evaluation of the FNDP: - Conduct mid-term evaluation of the FNDP - Final Evaluation of the FNDP: - Conduct final evaluation of the FNDP - Responsible institutions: CSO, M&E, Sectors and consultants ### Surveys, censuses, and routine statistical programs (responsible: MoFNP (CSO) unless otherwise stated) - Living Conditions and Monitoring Survey (LCMS) — Quinquennial survey - Zambia Demographic and Health Survey (ZDHS) — Quinquennial survey - Zambia Sexual Behaviour Survey — Quinquennial survey - Labour Force Survey — Bi-annually - Formal Sector employment and Earnings Survey — Quarterly - Consumer Price Index — Monthly - Local Government Survey — Annually - Index of Industrial Production — Quarterly - Indicator Monitoring Survey — Bi-Annually - FHANIS — Quarterly - Price Indices (WPI,PPI, BMP) — Quarterly - Tourism Satellite Account — Annually - Census of Industrial Production/Construction — Annually - National Income Inquiry — Annually - Estimation and Re-basing of GDP — Annually - Re-basing of various indices — Quinquennial - New Index of Industrial Production — Quarterly - Informal Sector Survey — Quinquennial - Pilot Human Resource Survey — Quinquennial - Population and Housing Census — Decennial - Crop Forecast Survey — Annually - Area and Yield Measurement Survey — Annually - Post-Harvest Survey — Annually - Census of Agriculture — Quinquennial - Census of Livestock — Quinquennial - Labour Market Information System — Semi-Annually ### Mapping and geospatial data - Census Maps and Infrastructure Mapping — Annually - Development of GIS Database — Regularly - Poverty Mapping — Annually - Updating of Central Registry of Establishments — One off - Complete Listing of Business Establishment — Annually - Responsible institution: MFNP (CSO) ### Timeframe of priority M&E activities (2006–2010) - Listed recurring activities across years 2006, 2007, 2008, 2009, 2010 (including quarters) - 1. Training of sector Ministries on the FNDP monitoring - 2. Training of trainers at provincial level - 3. Training at provincial and district level - 4. In-house training and support to Desk Officers - 5. Technical backstopping to sectors - 6. Progress Report - 7. Annual Evaluation - 8. Medium-Term Evaluation of the FNDP - 9. Final Evaluation of the FNDP - 10. National SAG Conference - 11. Annual Poverty Conference - 12. Spot Monitoring ### Budgetary allocations and program totals (K Billion) — selected items and aggregated subtotals as presented - Selected program line items with yearly allocations (GRZ, Donor, Total) appear in the table for 2006–2010; examples include: - Integrated Living Conditions Monitoring Survey — Total in table entries: 7.20; 7.20; 7.20 - Zambia Demographic & Health Survey — 2.00; 8.00; 10.00; 0.60; 0.60; Total reported aggregate entries: 10.60; 2.60; 8.00 - Labour Force Survey — 1.80; totals reported: 5.80; 3.80; 2.00 - Formal Sector Employment & Earnings Survey — recurring 0.40 entries; cumulative totals reported: 2.80; 2.00; 0.80 - Consumer Price Index — recurring monthly entries 1.20, 1.30, 1.40, 1.50, 1.60; cumulative totals reported: 10.10; 7.00; 3.10 - Indicator Monitoring Survey (Cross sectional) — 6.20; 6.20; 6.40; cumulative figures: 19.00; 12.60; 6.40 - Core Welfare Indicator Questionnaire (CWIQ) — recurring 2.00, 2.10, 2.20, 2.30, 2.40; cumulative totals reported: 15.70; 11.00; 4.70 - Population and Housing Census — table entries include: 2.1; 0.9; 3.0; 5.6; 2.4; 8.0; 14.0; 6.0; 20.0; 90.0; 70.0; 160.0; 191.0; 112.0; 79.0 - Census Maps and Infrastructure Mapping — entries include 2.50; 1.00; 3.50; 11.5; 1.00; 12.50; cumulative totals reported: 27.00; 19.50; 7.50 - Crop Forecast Survey and Post Harvest Survey — recurring 1.30, 1.40 entries; cumulative totals reported for each: 9.60; 6.80; 2.80 - Tourism Satellite Account — recurrent 1.00 entries; subtotal reported: 5.00; 4.00; 1.00 - National Statistical Development System — entries include 1.00; 1.00; 0.70; 0.70; 0.50; 0.50; 0.50; totals reported: 3.70; 2.70; 1.00 - Sub-total (Core FNDP Programmes) entries shown in table: - 12.10 - 9.00 - 21.10 - 32.90 - 3.30 - 36.20 - 23.40 - 3.30 - 26.70 - 21.60 - 1.00 - 22.60 - 109.60 - 132.20 - 241.80 - 348.40 - 199.60 - 148.80 - Non-Core FNDP Programmes — selected subtotal entries: - Local Government Survey recurring 0.20 entries and aggregated sequences leading to subtotals: 0.20; 0.20; 0.90; 0.20; 0.20; 0.20; 0.20; 0.20; 0.40; 0.60; 0.80; 1.00; 0.40; 2 - Area and yield Measurement Survey entries include 0.70; subtotal references: 0.70 *Fifth National Development Plan 2006 – 2010* --- _Source: https://www.imf.org/-/media/websites/imf/imported-full-text-pdf/external/pubs/ft/scr/2007/_cr07276.pdf_