Zambia country strategy 2011-2015iezambia.yolasite.com/resources/CPs/WaterAid/WaterAid Zambia... ·...

WaterAid Zambia

Country Strategy - 2011-2015

December 2010

2 | P a g e

Contents

LIST OF ABBREVIATIONS ......................................................................................................................... 4

EXECUTIVE SUMMARY .............................................................................................................................. 7

1.0 INTRODUCTION ............................................................................................................................... 9

2.0 LOOKING BACK .................................................................................................................................. 11

2.1 KEY SHIFTS AND PROGRESS OVER THE LAST CS PERIOD ..................................................................... 11

2.2 STRATEGIC OPTIONS FOR THE CS 2006 - 2010 .................................................................................. 12

2.3 FINANCIAL RESOURCES OVER THE PERIOD 2004/05 – 09/10 ............................................................... 12

2.4 PROGRAMME OUTREACH FOR THE PERIOD 2004-10 ............................................................................ 13

2.4.1 Strengths and achievements of the Country Programme .................................................................. 14

2.4.2 Lessons learned ....................................................................................................................................... 15

3.0 SITUATION ANALYSIS ................................................................................................................. 16

3.1 COUNTRY BACKGROUND ...................................................................................................................... 16

3.2 POLITICAL CONTEXT ............................................................................................................................... 17

3.3 ECONOMIC AND SOCIAL DEVELOPMENT ......................................................................................... 18

3.4 Overview of WASH ..................................................................................................................................... 20 3.5 RIGHTS, EQUITY AND INCLUSION ANALYSIS ........................................................................................ 21

4.0 SECTOR REVIEW .......................................................................................................................... 22

4.1 Sector policies and strategies.................................................................................................................... 23

4.3 Sector Coordination .................................................................................................................................... 24

4.4 Sector Financing .......................................................................................................................................... 25

4.5 Institutional arrangements and sector capacity ...................................................................................... 26

4.6 Performance Monitoring and accountability ............................................................................................ 26

4.7 Summary of Sector Blockages and challenges ...................................................................................... 27

5.0 WATERAID ZAMBIA COUNTRY STRATEGY 2011-2015 ............................................................... 30

5.1 OUTLINE OF STRATEGIC ISSUES FOR THE COUNTRY STRATEGY ........................................................... 30

5.1.1 EXTERNAL STRATEGIC ISSUES ........................................................................................................ 30

5.1.2 INTERNAL STRATEGIC ISSUES ......................................................................................................... 31

5.2 STRATEGIC AREAS OF FOCUS AND LINKAGES TO THE GLOBAL STRATEGY .......................................... 33

5.2.1 STRATEGIC AND OPERATIONAL OBJECTIVES FOR THE COUNTRY STRATEGY ..................................... 34

5.2.2 SERVICE DELIVERY......................................................................................................................... 34

5.2.3 Sector Capacity Development ................................................................................................................ 35

5.2.4 Sector Financing ...................................................................................................................................... 36

5.2.5 Influencing Work ...................................................................................................................................... 37

5.2.6 Organizational Development .................................................................................................................. 38 5.3 APPROACHES FOR IMPLEMENTING THE COUNTRY STRATEGY .............................................................. 39

5.3.1 Targeting approaches ............................................................................................................................. 40

5.3.2 Service delivery approaches .................................................................................................................. 40

5.3.3 Private sector participation ..................................................................................................................... 41

5.3.4 Approaches for Sanitation Services ...................................................................................................... 41

6.0 HUMAN RESOURCES ......................................................................................................................... 42

3 | P a g e

6.1 KEY ACTIONS IN WATERAID HUMAN RESOURCES STRATEGY .............................................................. 42

8.0 RISK ANALYSIS ................................................................................................................................... 45

9.0 PLANNING MONITORING AND EVALUATION FRAMEWORK ..................................................... 47

Appendices……………………………......................................……………………………………………………………………56

4 | P a g e

LIST OF ABBREVIATIONS

ADCs Area Development Committees

CBOs Community Based Organisations

CP Country Programme

CPs Cooperating Partners

CUs Commercial Utilities

DAPP Development Agency from People to People

DHID Department of Housing and Infrastructure Development

DTF Devolution Trust Fund

DWA Department of Water Affairs

D-WAHEs District Water, Sanitation and Health Education

EU European Union

FBOs Faith Based Organisations

FNDP Fifth National Development Plan

GDP Gross Domestic Product

HDI Human Development Index

HIV Human Immune Virus

IMS Information Management System

INGO International NGO

KZF Keepers Zambia Foundation

LAs Local Authorities

LCMS Living Conditions Monitoring Survey

LWSC Lusaka Water and Sewerage Company

MDGs Millennium Development Goals

MEWD Ministry of Energy and Water Development

MLGH Ministry of Local Government and Housing

MoFNP Ministry of Finance and National Planning

MoU Memorandum of Understanding

NGO Non-Governmental Organisation

NRWSSP National Rural Water Supply and Sanitation Programme

NWASCO National Water and Sanitation Council

RWSS Rural Water Supply and Sanitation

RWSSU Rural Water Supply and Sanitation Unit

SAPs Structural Adjustment Programmes

SOMAP Sustainable Operations Maintenance Programme

SWASC Southern Water and Sewerage Company

VAREN Vision Africa Regional Network

WASHE Water, Sanitation and Health Education

WATSAN Water and Sanitation

WAZ WaterAid Zambia

GRZ Government of the Republic of Zambia

5 | P a g e

Map of Zambia: Political Sub-regions

6 | P a g e

Map 1: WaterAid in Zambia – Operational and Planned Districts

Lufwanyama

Mwense

Samfya

Kazungula

Lusaka

Milenge

Monze

Livingstone

Nchelenge

Gwembe

Choma

KEY

Operational districts

Proposed districts

7 | P a g e

Executive Summary

Zambia is a landlocked country with an area of 752,614km² and a national population of

9.9 million as at 2000. The population is projected to reach 15.5 million by 2015. Zambia

has a multiparty political dispensation with a National Assembly consisting of 150

democratically elected members. The rural/urban divide shows growing urbanization and

higher rural poverty at 80 percent and urban poverty at 34 percent (LMCS, 2006).

National inflation as at September 2010 stood at 10.4 percent. Poverty in Zambia has

been exacerbated by malaria which accounts for the bulk of deaths, 35 percent in under-

five children (Draft SNDP 2010-2015), and HIV whose prevalence is estimated at 12

percent. Another incidence that has jeopardized people‟s livelihoods has been climate

change which is associated with protracted droughts, flooding and in some cases

dwindling of groundwater resources, especially in the southern parts of the country.

Zambia‟s economy is copper-dependent though agriculture, tourism and manufacturing

are gaining ground. The country is endowed with bountiful natural resources and boasts

of hosting two-thirds of the region‟s water resources stored in rivers, lakes and dams. The

country completed drafting the National Constitution, launched the Sixth National

Development Plan (2011-2015), commenced the national Census 2010 and announced

its national budget for the fiscal year 2011 in which year Presidential and parliamentary

elections are scheduled to take place.

The Zambian government developed the National Rural Water Supply and Sanitation

Programme (NRWSSP) 2006 to 2010. This Programme seeks to increase and improve

access to water supply and sanitation services, and to achieve the Millennium

Development Goals (MDG) for water supply and sanitation. The programme is also based

on service delivery through devolution of responsibility to the Local Authorities (LAs)

under the Rural Water and Sanitation (RWSS) Units as prescribed in the Decentralization

Implementation Plan.

WaterAid in Zambia (WAZ) started implementing its water and sanitation programmes in

Monze in 1994. Currently WaterAid works in Lusaka urban, Monze, Kazungula and

Livingstone in Southern province and Mwense, Milenge and Samfya in Luapula province.

Operations are expected to expand into Gwembe in Southern province and Nchelenge in

Luapula province in 2011-2012.

WaterAid‟s implementation approaches have shifted from direct implementation to

working through NGOs, Government and other Community Based Organizations and the

private sector; and from the focus area approach which scattered interventions across a

number of villages to the model village approach that clustered selected villages and,

ultimately, to the district wide approach which used the district as the unit of agency.

This Country Strategy (CS, 2011-2015) embodies a number of strategic shifts following

various reviews and evaluations of the Zambia Country Programme undertaken between

2004 and 2009. The shifts are mainly around programme delivery, methodology, focus

and strategic alignment to the WaterAid Global Strategy 2009-2015. The CS will be

delivered across five major paradigm shifts from the previous CS (2006-2010) namely: i)

Service delivery, ii) Sector Capacity Development, iii) Sector financing, iv) Influencing

work, and v) Organisational development.

8 | P a g e

This CS is unique and important to WaterAid in Zambia as the period of its

implementation marks the crucial final years of the Millennium Development Goals

(MDGs). WAZ activities implemented through its partners and other stakeholders will be

important milestones towards the attainment of Zambia‟s Local MDG targets on water and

sanitation for the poor and marginalised. The CS will also be implemented within the

framework of the Sixth National Development Plan (SNDP 2011-2015) which also

terminates in 2015. Above all, the Zambia CS is also aligned with WaterAid‟s Global

Strategy (2006-2015). This is significant as this CS will be benchmarked against and

underpinned by the above mentioned key national policy and strategic instruments

guiding WASH activities in Zambia up to 2015.

In this CS, WaterAid‟s country programme budget is expected to grow across its three

dimensions; the Essential, Desirable and Ambitious plans. Water, sanitation and hygiene

promotion activities in rural, urban and small towns, influencing work as well as growth in

organisational effectiveness and HR will premise the growth of the budget for the country

programme in its Essential Plan. The Desirable plan will feature a budget for activities that

WAZ would desire to implement if more funding is available while the Ambitious Plan

projects activities that WAZ would implement if funding is not a limitation. The total

Essential budget for the CS is therefore projected to be ZMK 79,063 million while the

Desirable budget is projected to be ZMK 86,922 million. The Ambitious budget is

projected to be ZMK 109,807 million over the period of this CS.

The planned growth for the country budget over the CS period is therefore premised on

the planned commencement of activities in Gwembe and Nchelenge districts in the first

and second years of the CS period while the organisation will also develop its human

resource capacity and systems to effectively implement the CS. WAZ will implement all its

activities in the CS period under an integrated approach with water, sanitation and

hygiene promotion. All planned work will also be delivered through local organizations and

District Councils and enshrined in Partner Project Agreements (PPAs).

To effectively implement the CS, WAZ will work with a cadre of skilled and experienced

staff with requisite competencies to implement planned activities for the duration of the

CS and beyond. Plans to recruit and retain key staff such as the Senior Programme

Manager (SPM) and Planning Monitoring and Evaluation Officer (PMEO), Programme

Accountant, and two Project Officers will be implemented within the first 2 years of the CS

period. With this cadre of staff (and others foreseen in the CS period) WAZ will be able to

provide effective support to partners to ensure effective delivery of WASH. This human

resource plan is in fulfillment of Aim 4 of WaterAid Global Strategy – “We will further

develop as an effective global organisation recognised as a leader in our field and for

living our values”.

9 | P a g e

1.0 INTRODUCTION

WaterAid was created in 1981 by people and organisations of the British water

industry as a response to the UN Water Decade (1981 - 1990). WaterAid is an

International Non Governmental Organisation dedicated exclusively to the

provision of safe domestic water, sanitation and hygiene education to the world‟s

poorest people. WaterAid currently works in Africa and Asia, with major

programmes in Bangladesh, India, Nepal, Pakistan, Ethiopia, Mozambique,

Tanzania, Uganda, Zambia, Ghana, Nigeria, Mali, Malawi, Madagascar and

Burkina Faso, Timor Leste and Papua New Guinea. In the recent past, WA has

started operations in nine additional countries namely Liberia, Sierra Leone, Niger,

Rwanda, Kenya, Lesotho, Swaziland, and Angola. At a global level WaterAid has

alliances with WaterAid America, WaterAid Sweden and WaterAid Australia. In the

new Global Strategy, WA will evolve into an international alliance to be called

WaterAid International.

WAZ had a once-off intervention in Zambia in 1981 when the organization

provided drought relief efforts through a church based organization, the Gossner

Mission in Sinazongwe in Gwembe district of Southern Province during the severe

drought of 1981-1982. Operations for WAZ commenced thirteen years later in

1994 in Monze district in Southern province where the organization established its

first office, and worked with Monze Diocese and later with Monze District Health

Office. WAZ is currently operating in seven districts namely Monze, Kazungula

and Livingstone in Southern province; Mwense, Samfya and Milenge in Luapula

province and also in Lusaka peri-urban in Lusaka province implementing urban,

peri-urban and rural domestic water supply, sanitation and hygiene promotion

programmes.

Since 2004, WAZ has been implementing its activities through Local Authorities

under the Ministry of Local Government and Housing, NGOs and Faith Based

Organisations (FBOs). WAZ has also established a number of collaborative and

non-funded partnerships across several national and international NGOs,

Cooperating Partners (CPs) and public and private sector entities. From inception,

programme activities of WAZ have been implemented on the basis of multi-year

Country Strategic Plans which have guided the implementation of all WAZ‟s

investments in the country.

In developing this CS WAZ consulted various stakeholders including the

Government of the Republic of Zambia, Cooperating Partners, NGO partners and

other civil society organizations. This was in addition to various internal planning

processes which were conducted with the participation of WaterAid Staff from

Zambia, as well as the WaterAid Regional Office and WaterAid Global staff from

the UK. The process for the development of this CS was also partly informed by

WaterAid Strategic Planning Guidelines developed by WaterAid UK in 2009.

Appendix 1 shows the process leading to the development of this CS.

10 | P a g e

1.1 Structure of the Country Strategy:

i. Looking Back – an overview of WaterAid‟s work and activities in Zambia.

ii. Situation Analysis - an overview of the operating environment with national

and sector contexts.

iii. CS Strategic and Change Objectives demonstrating links to the global

strategy.

iv. Human resources – an outline of the expected human resource capacities

to implement the CS.

v. Financial resources – a projection of multiyear financial requirements for

the CS.

vi. Risk management plan – an outline of key internal and external risks and

mitigation measures.

vii. M&E Framework – a detailed means of measuring the performance of the

CS.

1.2 Strategic areas of focus in the 2011-2015 CS

In this strategy period WAZ will implement all its activities along the five strategic

areas of focus given below:

i) Service delivery - with the objective of significantly increasing the number of poor and marginalised people with access to sustainable safe water, improved hygiene and sanitation in all WAZ operational areas. This objective and activities under it will be in line with Aim 1 of the WaterAid Global Strategy which states that: “We will promote and secure poor people‟s rights and access to safe water, improved hygiene and sanitation.”

ii) Sector capacity development - with the objective of supporting and building the capacity of its partners and selected key stakeholders to effectively deliver safe and sustainable water, sanitation and hygiene services. Activities under this objective will be aligned to Aim 2 “We will support government and service providers in developing their capacity to deliver safe water, improved hygiene and sanitation.” iii) Sector financing - with the objective of successfully advocating for and contributing to increased resources and improved targeting of investments to meet the needs of the WASH sector, equitably and transparently. Work under this objective will be aligned to Aim 3 “We will advocate for the essential role of safe water, improved hygiene and sanitation in human development”.

iv) Influencing work - with the objective of influencing the achievement of

increased access to safe and sustainable water, improved hygiene and sanitation.

Activities under this objective will also be aligned to Aim 3 above.

v) Organisational Development (OD) - with the objective of growing into and

becoming an effective and credible people-centered organization that will deliver

its strategy, be recognised as a lead in its field and an employer of choice, HR and

11 | P a g e

OD activities under this objective will be aligned to Aim 4 – “We will further

develop as an effective global organisation recognised as a leader in our field and

for living our values”.

Appendix 2 shows the strategic aims, change objectives and indicators for the CS.

2.0 LOOKING BACK

2.1 Key shifts and progress over the last CS period WAZ worked with D-WASHE Committees and DHMTs as implementing partners

up to the time when new RWSS institutional framework came into effect in 2004.

In compliance with this framework, Local Authorities (LAs) are responsible for rural

water supply and sanitation while the role of DWASHE committees is to provide

technical support to the LAs. As a result WAZ forged new partnerships with Local

authorities, local NGOs, and small scale private contractors. An overview of the

programmes WaterAid in Zambia has implemented through its partners as at 2009

is presented in Appendix 3.

Up until 2004, the focus of WaterAid‟s programme in Zambia had been

predominantly rural. However, following a scoping study conducted by WaterAid in

2003-04, an urban programme was developed. The scoping study pointed to the

fact that there was a growing need for peri urban water supply and sanitation

facilitation and that if the need was not addressed access to safe water and

sanitation in urban areas would have worsened and greatly exacerbated water

borne and other diarrheal diseases. This implementation paradigm was embodied

within the Country Strategy 2006-2010 and WAZ established peri urban projects in

Lusaka while developing Small Town projects in Monze and Mwense in Luapula

province. In this new strategy WAZ seeks to enhance its urban programme by

supporting two small town projects in Southern and Luapula provinces while

expanding its peri-urban work in Lusaka City.

In terms of approaches, WAZ has evolved from the focus area approach

employed in the past CS to district wide approaches in order to accelerate

progress to the achievement of local water and sanitation MDG targets (LMDGs).

In 2006, WAZ phased out from Namwala, Itezhi-tezhi, Kaoma and Kafue districts

and decided to scale up activities in Monze, Siavonga and Kazungula districts, in

Southern Province. At the same time new operational districts were identified in

Luapula Province, namely Milenge, Mwense and Samfya districts. This followed a

study conducted by RuralNet Associates which showed that the three districts

were among the ten districts in Zambia with the least watsan coverage. The study

also confirmed that there were no donor organizations providing water and

sanitation interventions in these districts.

12 | P a g e

2.2 Strategic Options for the CS 2006 - 2010 WaterAid‟s Country Strategy (2006-10) came into operation in April 2006 and was

mainly anchored on continued rural focus as the cornerstone of the country

programme. Among the strategic options embedded in the strategy were; (i)

decentralized service delivery, (ii). improved sector efficiency and effectiveness,

(iii) increased sanitation focus, (iv) low cost technology, (v) school sanitation and

hygiene, (vi) private sector partnerships, (vii) advocacy and influencing, and (viii)

programme scale up or expansion.

WAZ was committed to improving the quality of the facilities that it supported to

achieve sustainable coverage and promoting affordable technical and operational

innovations in its work. The Strategy was developed following analysis of the

above strategic options, building on successes scored and working towards some

shifts in view of the dynamics of the water and sanitation sub sector in Zambia.

This strategy was aligned to the WaterAid Corporate Strategy 2005-2010.

Key strategic objectives of the 2006-10 CS were:

1. To develop and support different approaches of implementation of watsan

programmes resulting in effective delivery of WASH services and strengthened

local capacity to attain local MDG targets and further contribute to global

MDGs;

2. To develop capacity at all levels of the programme to raise the profile of the

WASH sector and influence others on good practice within the sector;

3. To build effective skills and knowledge among WAZ partners, staff and

participating communities for them to deliver sustainable WASH services, and

influence permanent hygiene behavior change in target communities;

4. To create awareness of Community Water Resource Management (CWRM)

principles among key stakeholders and communities to address the issues of

water depletion and contamination.

5. To describe and analyze the work of WAZ and key issues in the sector for

dissemination at all levels; and

6. To mobilise additional resources for the water, sanitation and hygiene sector

for the CP.

2.3 Financial resources over the period 2004/05 – 09/10 The Country Programme budget spends from 2004/2005 financial year to 2009/10

has seen a significant growth as shown in Table 1 and the graph below. In 2004-

05, the total spend was GBP 612,196, growing over the years to GBP 1,266,783 in

2008/09 and 1,018,718 in 2009/10 when a slump was experienced.

13 | P a g e

This growth (from 1 percent to 74 percent) is attributed to the expansion of

programmes in Southern Province and growth into three districts in Luapula

province.

Table 1: Programme Spend 2004/05-2009/10

Period (Financial year) Amount (in GBP) % Growth

2004/05 (base year) 612,196 -

2005/06 618,516 1.0 2006/07 677,944 9.6 2007/08 726,643 7.2

2008/09 1,266,783 74.3 2009/10 1,018,718 -19.6

Fig 1 Graphical presentation of Spend analysis

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

2004/05 2005/06 2006/07 2007/08 2008/09 2009/10

Am

ou

nt

in G

BP

Period (Financial Year)

Programme Spends 2004-2010

The 19.6 percent slump in fiscal 2009/10 was occasioned by the Global Financial

crisis that made it difficult for the CP to raise enough funds to meet the funding

gap in the Essential Budget for that year. The overall growth for the entire period

2004/05 to 2009/10 was 66 percent.

2.4 Programme outreach for the period 2004-10 During the 2004-10 period, the programme recorded the following results as confirmed by

the Country evaluation of 2008 which focused on the relevance and effectiveness of the

Country Programme and the sustainability of its interventions. For the first two years

(2004/05 and 2005/06) the CP underperformed by 63 percent on water and 39 percent on

sanitation. This underperformance was largely due to i) over ambitious planning by

partners, and ii) WAZ‟s phasing into new districts without comprehensive analysis and

target forecasting.

14 | P a g e

However, the performance of the Country Programme during the current strategy has

generally been relatively impressive, with set targets for water surpassed by 14 percent.

Sanitation targets however were under achieved by 24 percent.

Table 2 below shows performance against targets for water and sanitation for the period

2005/06 to 2009/2010.

Table 2: Performance against targets 2005/06 - 2009/10

Year Water Sanitation

Planned Reached

Growth

(%)

Planned Reached

Growth

(%)

2005/06 16,713 14,565 -13 29,191 18,802 -36

2006/07 22,300 28,482 28 46,000 28,411 -38

2007/08 18,600 24,014 39 21,640 19,269 -11

2008/09 37,100 39,700 7 35,426 35,670 1

2009/10 25,990 34,140 31 34,512 25,326 -27

Totals 120,703 140,901 14 166,769 127,478 -24

2.4.1 Strengths and achievements of the Country Programme

Despite its size in comparison to other Country Programmes in the region, WAZ

has positioned itself well to execute its mandate. The CP has a growing team that

has worked well with its partners and government. Further, it is considered

relevant and aligned to the national sector policy context, notwithstanding the fact

that the latter context is rapidly changing. The CP is also guided by WaterAid‟s

institutional and operational policies.

A major strength of WAZ is its working through partners in the delivery of its

services. The programme has established formal partnerships with Local

Authorities (LAs) as agents of the MLGH through Rural Water and Sanitation Units

which have been established in all districts where WAZ is working and through

district-based partner NGOs who deliver WASH services directly to the

communities. The LAs and partner NGOs also perform planning, monitoring and

supervisory functions in the districts. The Country Programme has also become

much more geographically focused and has concentrated on achieving high levels

of coverage before moving to new areas. In 2009 WAZ signed Partnership

Agreements with Keepers Zambia Foundation (KZF) and Vision Africa Regional

Network (VAREN) in line with the recommendations of the programme evaluation

to expand urban work. The Country Programme also executed a Memorandum of

Understanding (MoU) with Southern Water and Sewerage Company (SWASC) to

implement peri-urban and small-towns projects in Chisekesi in Monze district.

WAZ has been a notable stakeholder in the WASH sector and participates in

coordination committees and other sector meetings. The Country Programme is

known and recognized for its championing of sanitation, and in particular its efforts

to push forward the National Sanitation Strategy. WAZ is also a member of the

water sector Cooperating Partners forum and a Board member of the NGO WASH

Forum. Most of WAZ projects have operated according to a fairly conventional (but

15 | P a g e

well-executed) model of subsidized service delivery. The one exception - an

exciting one - is the Self Supply project in Luapula, in which it has been possible to

stimulate real demand which has translated into household cash investments in

improving water points without the need for government or other subsidy.

The essence of the Self Supply project is illustrated in Box 1 below:

Source: WaterAid Zambia Country Programme Evaluation -2009

2.4.2 Lessons Learned

1. The urban programme has had greater focus on sanitation than water supply.

This is because there was a need to increase sanitation access rates which

were lower than those of water. In addition, the cost of investment in sanitation

as compared to water was assumed to be lower and thus could reach more

people and attain scale. In peri-urban areas however, it was learned that the

actual cost of delivering water is lower than that of sanitation due to the rocky

ground formation in Lusaka in particular, and the complex nature of peri urban

areas in general.

2. Results from a WaterAid sustainability study showed that there were failures of

about 30 percent of water facilities failed especially where there were no active

or functional Water Committees. As regards sanitation, the failure rate was 45

percent and this was mainly attributed to poor quality of construction,

workmanship, floods and unsuitable soil formations.

3. Despite WAZ training a number of artisans in some areas to support the

construction of water and sanitation facilities, some households opted to

replace their own latrines because they could not afford to pay the artisans. As

a result, WAZ has created superfluous capacity in some communities which,

however, could be utilized in other areas.

4. Latrine construction in flood prone areas with high water tables and unsuitable

soils has been a major challenge in both Luapula and the Southern Province.

Although people appreciated the improved latrines, which could be easily

cleaned and therefore hygienic, some of these facilities ended up collapsing.

As a result, WAZ piloted ecological sanitation latrines as an alternative

Box 1 Self Supply Project – Luapula Province

The WaterAid / Unicef Self-Supply Project in Luapula Province represents a radically different way of working compared to other partnerships and interventions in the Country Programme. First, the implementation is under the direct control of WAZ rather than via a partner organisation. Second and more importantly, the project is enabling rural water supply and sanitation upgrading to take place with zero subsidy for materials. Initial results (as reported to the Evaluation Team led by Sally Sutton) are very encouraging, with some households now investing in concrete well-rings and others for improvements to source protection using local materials.

16 | P a g e

technology although the adoption rate was low due to traditional taboos around

the perception of handling human waste.

5. Implementing peri-urban projects in major cities such as Lusaka has been a

bigger than anticipated challenge not only for WAZ but also for other

organizations such as CARE International, JICA and Lusaka Water and

Sewerage Company (LWSC), which have also promoted urban sanitation.

However, it was learned that benefits of improved sanitation can be achieved

quicker where there is good community engagement and networking among

community based organizations.

6. In terms of Equity and Inclusion, the programme did not sufficiently mainstream

Gender, HIV and Climate Change in its programming yet the three issues had

a direct bearing on how communities participated in accessing watsan

services, how community decisions in watsan access and management were

made and how climate variability over the years has affected access to water.

In addition to this, not much emphasis was placed on Disaster Preparedness

and Disaster Risk Reduction (DP and DRR) to ensure communities understood

issues of disaster mitigation and how community knowledge and resilience to

these factors can be shored up.

3.0 SITUATION ANALYSIS 3.1 Country Background Zambia is a landlocked Sub Saharan country sharing borders with Malawi, Mozambique, Tanzania, Namibia, Botswana, Zimbabwe, Angola and Congo DR. It is located between 80 North and 180 South 220 and 340 East and 260 West enjoying a sub tropical climate with three distinct seasons. The average attitude is 1,200m above sea level with the highest parts in the north-east and a steady fall in elevation in the south and south-west. The hot and dry seasons run from mid-August to mid-November, the cold dry season from May to mid-August while the rainy season is from November to April.

The country has a land area of 752,614km² of which 11,980Km² (16 percent) is

water stored in lakes, swamps and rivers. The population of Zambia, with annual

growth rate of 2.4 percent, stood at 9.9 million in 2000 has a population density of

13 persons per square km. The country is divided into 9 provinces and has 73

districts.

Historically, Zambia has been ravaged by droughts and floods but in recent

decades the frequency and severity of these climatic hazards have increased. In

the last seven years of this decade Zambia has had to endure droughts in

2000/01, 2001/02, and 2004/05 while floods occurred in 2005/06 and 2006/07.

The impact of these droughts and floods included inadequate water recharge and

the consequent lowering of the water table, drying of boreholes and rivers and

inundation of water points and sanitation facilities especially in both rural and peri-

17 | P a g e

urban areas. The Southern province is particularly vulnerable and experiences

critical water shortages during drought conditions.

Climate change is a major factor in defining Zambia‟s social and economic life. In

the past 3 decades the country has seen rapidly changing climatic patterns with

lower average rainfalls, shorter rain seasons and hotter dry seasons. Flash

flooding and regular dry spells within the rainy seasons are usually followed by

outbreaks of diarrhea, cholera and other water-borne diseases especially in peri-

urban areas of Lusaka.

Climate change is often blamed for its impact on the supply and delivery of water

and sanitation services in both rural and urban areas. Incidences of dry boreholes

in Kazungula in Southern province, receding surface water catchments and

flooding in Luapula province occasioning diarrheal infections due to poor

sanitation, for example, are regular features that exert considerable pressure on

government, local authorities and other sector stakeholders. In view of the above

challenges, the World Bank chose Zambia as one of its focus countries in climate

change impacts and adaptation assessments in Africa. In this CS, WAZ will

explore opportunities to influence government and stakeholders to focus on

climate change awareness, Disaster Preparedness and Disaster Risk Reduction

(DP and DRR) and adaptive and innovative technologies pertaining to water

storage such as sand dams, surface water management, rainwater harvesting

among others.

3.2 Political Context Zambia is a multi party democracy led by the Movement for Multi-party Democracy (MMD) which has been at the helm since 1991. The political governance of the country is structured into three arms of governments namely the Legislature, the Judiciary and the Executive. The government has been implementing a policy of decentralization and the focus has been to give increased authority and responsibility to local authorities (District Councils and Municipalities). Each district is divided into constituencies which are further divided into wards which are the lowest government administration units at district level. The National Assembly consists of 150 democratically elected Members of

Parliament (MPs). Ten (10) MPs are nominated by the President. The country

completed drafting the National Constitution, launched the Sixth National

Development Plan and commenced the 2010 national census in October 2010.

National presidential and parliamentary elections will be held later in 2011. Chiefs

who are recognized in the local government system under the House of Chiefs

administer traditional land under customary tenure but have over the years been

divesting parts of the land to government for various development projects. An

example of this land divestiture is that of the Lumwana mine in Solwezi where a

new mine has started operations as well as the Nansanga farming block in

Serenje where government has opened up a large agricultural scheme.

18 | P a g e

3.3 Economic and Social Development Zambia has attained tremendous economic recovery from the stagnation experienced in the 1990s during which the harsh policies of Structural Adjustment Programmes (SAPs) were implemented. The recovery has been measured by differences in the average economic growth recorded at about 2.1 percent in the 1990s and 6.1 percent in the period 2006-2008, as well as other macroeconomic indicators recorded within this period. This positive growth and the country‟s economic recovery have been variously attributed to the mining, agriculture, tourism, wholesale and retail trade, and construction.

Several analysts and economic commentators1 contend that Zambia‟s economy

escaped the impact of the global crisis in good shape mainly due to the strong

rebound in copper prices in 2009 and a strong performance by the agriculture

sector. At the start of the economic and financial crisis, the collapse in copper

prices in the second half of 2008 hit the mining industry hard resulting in laying of

some employees, while a number of mines were forced to down size, restructure

or shut down. The rebound in copper prices in 2009 boosted mining activities with

the sector contributing 10 percent to GDP, which surged to 15.8 percent after

expanding by only 2.5 percent in 2008. After expanding by 6.3 percent in 2009,

the economy was set to grow by about 6.6 percent in 2010 and about 7 percent in

2011.

Headline inflation declined from 16 percent in January 2009 to 9.9 percent by

year-end. This was mainly attributed to a decline in food inflation from 21.3

percent to 8 percent over the same period. The inflation outlook remains

favourable and it is expected that inflation will drop to just below 10 percent by

year-end 2010. Table 3 below shows various economic trends for the period 2004-

2008.

Table 3: Economic indicators 2004-2008

Year

Economic data Poverty incidence

Annual

Inflation GDP Rural (%) Urban (%)

2004 17.5 5.0 78 53

2005 15.9 5.1 No data No data

2006 8.2 6.2 80 34


2008 16.6 5.7 N/a N/a


Source: CSO, SNDF drafts, Economic Reports 2004; 2005; 2006; 2007; 2008

An analysis of macroeconomic indicators for the period 2004-2008 shows that

despite economic growth averaging 6 percent per annum, it did not translate into

corresponding poverty reduction and poverty levels remained high at 64 percent in

2006, having marginally reduced from 68 percent in 2004. Poverty reduction

1 Including ABSA Capital in their advisory note on Zambia dated 4 June 2010

19 | P a g e

efforts, after closer scrutiny, reveal inequalities between urban and rural areas. For

the period 2004 to 2006, rural poverty increased by 2 percent to 80 percent and

urban poverty reduced to 34 percent (CSO, 2006).

According to the CSO in the LCMS (2006) the unemployment rate for the whole

country was 14 percent.2 Forty-three (43) percent of the work force was

considered employed and another 12 percent constituted the unpaid family labour.

HIV with a prevalence rate of 12 percent, and food insecurity in many parts

Zambia continue to ravage the country.

One reason why poverty has not significantly reduced in spite of the improved

economic performance, as argued by analysts and commentators, was the weak

growth-poverty relationship. Concentration on mining and mining related

investments has failed to foster enough poverty alleviation, particularly in the rural

areas where about 65 percent of the poor live and obtain their livelihood from rain

fed agriculture. On the other hand, high poverty levels in the rural areas have been

compounded by the poor performance of the agriculture sector which employs the

majority of the people, 67 percent (FNDP, Mid Term Review 2009).

There was also a high rural-urban migration driven mainly by prospects of

employment and a better life. Despite the rural-urban migration the bulk of the

population in Zambia (65 percent) still lives in rural areas (LCMS, 2006).

According to Muchima (2006), the mushrooming of informal settlements in major

towns in Zambia is a result of not only a failed National Housing Policy but also the

migration of people from the rural areas into the urban areas. Consequently,

Zambia experiences high levels of urbanization which in turn affect the provision of

basic services to urban population. Urban population is now more than 35 percent

of the national population, accounting for more than 4.6 million people. The lack of

access to safe and adequate of water and sanitation in the peri urban and low

income areas is argued to be as a result of the deficiency of infrastructure to meet

the increasing demand. According to a 2009 NWASCO report, the urban water

coverage is 74 percent and 36 percent sanitation, excluding pit latrines often in an

unimproved state. The disparity suggests insufficient targeting of the sanitation

needs of the poor.

Almost 80 percent of the children in Zambia, about 1.2 million, are considered to

be stunted, wasted or underweight (CSO, 2006). The proportion was higher for

rural areas accounting for about 70 percent of such children.

2 Unemployment rate shows the proportion of the economically active population of the working age ( 12

and above).

20 | P a g e

The Fifth National Development Plan (FNDP) estimated that if the country

continues on this growth path, progress towards halving the 1990 poverty levels of

70 percent by 2015 will be difficult (MoFNP, 2006b). Zambia is among the low

human development countries ranking 164 out of 182 countries on the UN Human

Development Index table for 2009.

3.4 Overview of WASH

In Zambia, urban and rural access to safe water supply and sanitation has been

increasing marginally since the 1990s. However, sanitation services have either

been reducing or virtually remained the same, with the situation being worse in

rural areas. For instance, between 1990 and 2000, the proportion of households

with access to safe drinking water in Zambia increased only marginally from 48 to

51 percent, while the proportion of households with access to improved sanitation

actually reduced from 17 to 15 percent.3 National access to safe water was

recorded at 58 percent (LCMS, 2006), while the population that had access to

sanitation declined from 70 percent in 2004 to 63.9 percent in 2006. In rural areas,

37 percent had access to safe water in 2004 which, increased to 43 percent in

2006.

On the other hand, 59 percent of households in Zambia have own latrines, while

7.3 percent use communal latrines, and another 4.6 percent used neighbors‟ pit

latrines. The MDG Progress Report for 2008 indicates that Zambia could

potentially meet Target 10 – which requires the country to „halve, by 2015, the

proportion of the population without sustainable access to safe drinking water and

basic sanitation.‟

JMP, on the other hand, data suggests that Zambia is on an upward trend but at a rate that is not fast enough to achieve the MDG targets as national water coverage will only increase to 64 percent. The sanitation coverage on the other hand will have increased to 50 percent only in 2015. In terms of agreed national targets, these are set at 75 percent for rural water coverage and 66 percent for sanitation.

The Water Supply and Sanitation sector in Zambia has undergone a number of changes. Government and sector players have been involved in developing and implementing new strategies intended to improve access to water supply and sanitation services, especially by the poor and marginalised. Between 2004 and 2006, access to safe water improved from 37 percent to 58 percent, while sanitation access decreased from 70 percent to 64 percent.

There is a dearth of district annualised disaggregated information on access to

safe water and sanitation services in Zambia, especially for rural areas. The CSO,

for example, in its latest LCMS Report only makes blanket statements on the

percentage of the population by type of excreta disposal mechanism. With regard

to access to water the same report only provides the percentage accessing safe

water.

3 Mphuka C, "The Cost of Meeting the MDGs in Zambia" -2005 study

21 | P a g e

Efforts made by WaterAid working with JMP and government agencies in

Southern Africa to reconcile WASH sector data and mapping, is something that

needs to be built upon to enhance sector information to inform service delivery. In

this Strategy, WAZ will support government in establishing a reliable IMS system

that will facilitate better resource and facility planning and monitoring.

3.5 Rights, Equity and Inclusion Analysis The poor, marginalized and rural communities in Zambia have consistently been

excluded from water and sanitation service provision. The commercialization of

water and sanitation in the urban areas has come with negative cost recovery

management, hence creating affordability challenges for the poor people. Women

have also been excluded from WASH services mainly due to lack of access to

resources and participation in decision making structures inherent in the social

system as well as the tendency for gender to be isolated as a specific issue rather

than a cross cutting concern in WSS interventions. People Living with HIV and

Aids (PLWHAs) are also stigmatized and unable to enjoy their rights to WASH

effectively while the disabled suffer challenges of accessing household and public

water and sanitation facilities that do not respond to their needs vis-à-vis the

design and siting of watsan facilities.

Exclusion from WASH in the rural communities emanates from the country‟s

skewed development pattern which has seen concentrated WSS investment and

regulation in the urban areas. At the grassroots level, most Zambians see water in

terms of survival and as a basic human right which was not the view at the

national level, or in legislation until recently when the country included access to

water and sanitation as a basic human right in the Draft National Constitution. This

followed the UN resolution of September 2010 on the matter.

At the national level the focus is to maximise the economic potential of water

resources. In this regard, grassroots institutions are excluded from policy

formulation with the result that the policy, legal and institutional frameworks mainly

focus on the urban water sector and provision of water rights to the more affluent

Zambian communities.4 This has made access to improved services to rural

communities an important area of focus.

Other challenges affecting the fulfillment of obligations in WASH by duty bearers

have included poor decision making, and poor allocation and release of budgets.

In Zambia, the highly centralised nature of resources causes a number of

bottlenecks which have resulted in underutilization and poor targeting of available

resources. This has further been compounded by the existence of multiple donor

projects that are poorly integrated with national and district level plans.5

4 Chileshe, P, Trottier, J and Wilson, L (2005) - Translation of water rights and water management in Zambia

International: workshop on „African Water Laws: Plural Legislative Frameworks for Rural Water Management in Africa‟, 26-28 January 2005, Johannesburg, South Africa 5 Slaymaker, T & Newborne:P Implementation of Water Supply & Sanitation Programmes under PRSPs -

Synthesis of research findings from sub-Saharan Africa

22 | P a g e

4.0 SECTOR REVIEW

Policy and institutional reforms which were initiated by the government in the late

1980s culminated in the development and adoption of the National Water Policy of

19946. This policy provides the overall framework for the water sector. It covers

water resources management, urban and rural water supply and sanitation, water

quality and water tariffs. Since then, the management and regulation of water and

sanitation activities have been governed by two ministries; the Ministry of Energy

and Water Development (MEWD) for Water Resource Management and

Development (WRMD) and the Ministry of Local Government and Housing

(MLGH) responsible for Rural Water Supply and Sanitation (WSS). The

responsibility for water policy formulation however, has remained the mandate of

MEWD which ostensibly has better institutional and operational capacity than

MLGH.

In this regard, two major programmes underpin the implementation of water supply

and sanitation in Zambia. These are the NRWSSP and NUWSSP though the latter

was still in draft as at December 2010. Alongside these, the Sector has continued

to undergo a series of reforms with new strategies developed, institutional reforms

initiated and new laws proposed.

The background to the water sector reform programme can be divided into three

periods as shown in the Appendix 3. The first period starting from 1964 to 1972

was a mixed economy with a growing private sector. From independence in 1964,

the Government aimed at transforming the economy including access to water

supply and sanitation through a series of five year national development plans.

The second period of transformation for the water sector coincided with the period

1972 to 1991 when Zambia became a one party state with emphasis on increased

state participation in all spheres of economic activities. Central government and

local authorities were unable to sustain funding to the water and sanitation

programmes which started in the 1960s. Consequently, water and sanitation

infrastructure deteriorated and fell into disrepair.

In 1991, Zambia reverted to a multi-party state and mixed economic management

in which Government reduced its direct involvement in economic affairs and

concentrated on formulating enabling policies to facilitate expansion of private

sector participation in the economy. In this new environment a National Water

Policy was adopted in 1994 to address water and sanitation problems inherited

from the previous era.

6 The revised National Water Policy of 2010 was adopted in March 2010

23 | P a g e

4.1 Sector Policies and Strategies

The 1994 National Water Policy ushered in a new sector management regime and

promoted the separation of water resources management from water supply and

sanitation. Other policy measures included the separation of regulatory and

executive functions; devolution of authority to local authorities; achieving eventual

full cost recovery for Water Supply and Sanitation through user fees among

others. The rationale for the revision of the 1994 National Water Policy includes

the need for the policy to address new challenges and modern approaches in the

management of water resources. The revised (2010) National Water Policy

therefore, embraces modern principles of water resources management and

provides policy space for addressing challenges of poverty reduction and other

cross sectoral interests in the water sector. Further, the revised National Water

Policy takes into account the National Decentralisation Policy.

In 1996, the Government adopted the WASHE (Water, Sanitation, and Health

Education) concept, a national strategy for the improvement of WSS services. This

strategy facilitates the involvement of the rural population in assessing priorities;

determining affordable and sustainable technology; management; operation and

maintenance; and improving the health and hygiene practices in rural

communities. The strategy is being implemented through district level committees

(D-WASHEs), which are part of the formal district level planning process under the

new institutional arrangements which mandate the local authorities with the

responsibility of service provision.

Several programmes guiding the implementation of water and sanitation activities

in the country have been developed by the Zambian government such as the

National Rural Water Supply and Sanitation Programme (NRWSSP, 2006 – 2010).

This Programme seeks to improve and increase access to water supply and

sanitation services, and to achieve the Millennium Development Goals (MDG) for

water supply and sanitation, and ultimately meet the National Vision for Universal

Coverage by 2030 (MLGH, 2007)7. The NRWSSP provides a blueprint for the

implementation of the Rural Water Supply and Sanitation (RWSS) sector

programmes, whose core strategy for the delivery of services is based on the

principle that devolution of responsibility, authority and funding to the Local

Authorities (LAs) is the way forward for planning and implementation of RWSS

programmes.

The NRWSS embodies a no-subsidy provision that requires communities to make

a capital contribution of K1.5m before accessing a borehole. This provision has

caused the exclusion of communities and households who do not have the ability

to raise the money upfront. To this end a number of steps have been taken by the

NGO WASH Forum to advocate for the removal of the provision and thus enable

7Ibid

24 | P a g e

stakeholders like WAZ and its partners to scale up the provision of safe water and

sanitation.

The Sustainable Operations Maintenance Programme (SOMAP) is another

programme which seeks to improve sustainability of water supply facilities in

schools, health centers and communities in order to improve the health and

economic well-being of the most vulnerable groups of rural populations, including

persons affected by HIV and AIDS. SOMAP, from its inception, was aligned to

NRWSSP to accelerate the above mentioned activities. The Government has also

created the Devolution Trust Fund (DTF) which is a financing mechanism

supported by Cooperating Partners focusing on WASH provision to poor

communities. DTF specifically provides financial support to the Commercial

Utilities (CUs) to enable them to reach poor populations in peri-urban areas.8

4.2 Legal framework for the Sector

Principally, the water sector is still guided by Chapter 28 of the Water Supply and

Sanitation Act (1997). The Act incorporates the establishment of Commercial

Utilities (CUs) as well as the National Water and Sanitation Committee (2000) as

the regulator for WASH. Currently, there are 11 licensed Water Utilities in the

country providing 70-80 percent water supply services and 30-40 percent

sanitation services. The National Water and Sanitation Council (NWASCO) is the

institution responsible for administering and enforcing the Water Supply and

Sanitation Act. Other pieces of legislation relevant to the Water Supply and

Sanitation sector include the Environmental Protection and Pollution Control Act

Chapter 204 of 1990, the Public Health Act Chapter 295 of 1930 and the Local

Government Act Chapter 281 of 1991. In addition, a Water Resources

Management Bill has been prepared and awaits Parliamentary debate, approval

and assenting to by the President.

4.3 Sector Coordination

There have been considerable efforts to improve coordination in the sector. The

Joint Assistance Strategy to Zambia (JASZ, 2006/7) is one coordination

mechanism on national development interventions outlined in the FNDP. In

particular, JASZ assigns roles and responsibilities to Cooperating Partners (CPs),

government and other stakeholders in the sector. In addition, efforts to adopt the

Sector Wide Approach (SWAp) are expected to improve single managed (pooled)

funding, harmonization and policy dialogue and Aid effectiveness. The sector has

also seen the coordination from NGOs through the NGO WASHE forum which

also provided a platform for knowledge sharing and coordination.

8 USAID; ZAMBIA: Water and Sanitation Profile

25 | P a g e

4.4 Sector Financing

Many of the sector players are agreed to the SWAp basket funding arrangement in

terms of activities and approaches. The objective of the basket fund is to

harmonise various processes including the source and flow of funds, sector

programming, reporting, transaction costs and coordination. In 2009 the Zambian

Government allocated ZMK214 billion (approximately £26 million) to water and

sanitation services.

Current projections for sector finance suggest that without substantial increases,

the MDGs are unlikely to be met. A projected cost estimate for the NRWSSP

(2006-2015) suggests a total requirement of about US$362m covering both capital

costs (US$260m) and operational costs (US$45m) at district level, US$11m at

community level, US$27m in sector development costs and US$18 m for the

national operating budget. These figures are considerably higher than the

currently planned donor funding which amounts to US$90 million leading up to

2010. Further, donor funding in Zambia has tended to be project-based though

steps are now being undertaken to harmonize the approach through the

formalisation of the Informal Donor Group (IDM), which meets regularly for

programmatic discussions on aid policy and common approaches and

procedures.9

JMP suggests that total investment requirements to reach the MDG targets for

improved water supply amount to 88.1 million US dollars per year of which 44.3

million dollars per year would be for new infrastructure and 43.8 million US dollars

per year for the rehabilitation of non functional infrastructure. The total investment

requirements for sanitation coverage per year to achieve the MDG targets

amounts to 14.1 million US dollars of which 7.2 million US dollars per year would

be for new investments and 6.8 million US dollars for rehabilitation requirements.

In September 2010 the MLGH commenced a review of funding mechanism for the

sector with a view to streamlining the process of resource mobilization and

disbursement and to ensure that all funding to the sector is routed through the

ministry. Table 4 provides an analysis of sector funding in relation to national

budgets between 2009 and 2011 in ZMK.

Table 4: Analysis of water sector funding in relation to national budgets (2009-2011)

Year

National Budget

(billion)

Water and

sanitation

(billion)

Percentage of

national budget

2009 15,279 236 1.5

2010 16,718 504 3

2011 20,537 610 3

9 UNDP, 2009-: “Country Sector Assessment-Zambia-UNDP GoAL WaSH Programme “Vol 1

26 | P a g e

Source: CP Wash Forum 2010

4.5 Institutional arrangements and sector capacity

One of the important measures of the Water Sector Reforms was the transfer of all functions for rural water supply from the Department of Water Affairs (DWA) in the Ministry of Energy and Water Development (MEWD) to the Department of Housing and Infrastructure Development (DHID), in the Ministry of Local Government and Housing (MLGH). Additionally, the DHID has the remit of implementing WSS policies for urban and rural areas. The transfer entailed building institutional capacity within the DHID to assume these new functions. Therefore GRZ established the Rural Water Supply and Sanitation Unit (RWSSU) in 2003 to carryout central level functions as provided in the National Water Policy and supporting strategies and to co-ordinate and promote the affairs of rural water supply and sanitation in the country.

The skills composition and requirements for the DHID are multi-disciplinary and include policy and institutional, public health, sociology, information management and communications, advocacy and water engineering expertise. Government in the NRWSSP recognizes the absence of dedicated RWSS units in most local authorities and thus provides latitude for D-WASHE committees to continue to assist the Councils in the management of the RWSS sub-sector for the time being. Human and institutional capacity weaknesses in managing and implementing various WSS programmes emerged as one of the key bottlenecks in delivering water supply and sanitation services at central, provincial and district level.

The RWSS sub-sector has for a number of reasons lagged behind the urban

WSS. In spite of central Government streamlining responsibilities and passing an

appropriate policy and legal framework for the sector, institutional developments

have been slow such as the full transfer of executive functions currently

undertaken by other line ministries to local governments, delays in increasing

resources to the sector, and institutional capacity building in local authorities,

amongst others.

4.6 Performance Monitoring and Accountability

Performance monitoring and accountability have been a challenge in the WASH

sector. The situation has been compounded by lack of a national M&E framework.

This has had negative effects on the way WASH activities are implemented,

monitored and evaluated. However, in the Rural Water Supply and Sanitation sub-

sector, Cooperating Partners have supported the development of an Information

Management System (IMS) based on the principles of sustainability, participation

and use of a single unified system. When operationalised, the IMS will be used as

a mapping tool for water and sanitation facilities and will be key to informing the

planning and monitoring of the rural WSS sector performance at district and

national levels.

Currently, sector information is compiled from Central Statistical Office figures,

annual reports from NWASCO, and occasional sector assessments such as the

peri-urban baseline study undertaken by NWASCO in 2006. While NWASCO

provides good management information systems for urban WSS, the rural sub-

27 | P a g e

sector lacks any structured monitoring framework. Sector monitoring activities

need to be linked to the MLGH which has ultimate responsibility for planning and

monitoring developments in RWSS. To address this issue, a monitoring system for

RWSS has been piloted in three provinces by the MLGH. Plans and funding to roll

it out nationwide are in place with support from donors, but due to capacity

constraints, very little activity has taken place within MLGH. Delays may be partly

attributed to the need for getting agreement on key concepts, standards and

definitions in the sector.

4.7 Summary of Sector Blockages and challenges

WaterAid in Zambia has through various processes identified sector blockages,

some of which may impact negatively on the new Country Strategy. In 2009, and

previously through a number of studies leading to the development of this CS,

some blockages and challenges faced in the CS period 2006-2010 were identified.

The new CS 2011-2015 will seek to address some of the challenges presented

below:

1. Weak institutional and human resource capacity of the sector ministry and

allied government departments and partner NGOs. There are major

shortages of staff in Government with the necessary skills and experience

to drive the sector. The few staff in key positions of responsibility are over-

stretched and unable to engage effectively. Very few NGOs have

experienced staff in water and sanitation projects.

2. The slow pace of decentralisation is preventing districts from taking on their

full responsibilities under the NRWSSP.

3. Weak information management in WAZ and partner organizations to profile

and document activities. WAZ has generated a great deal of lessons

through its interventions over the years, but not much of this has been

documented and published.

4. Weak sector harmonization and coordination. WAZ however promotes and

support the operations of the NGO WASH Forum and participates in

several sector forums to promote sector advocacy, coordination and

harmony thereby forestalling the proliferation of differing approaches by the

many different sector players.

5. Weak MIS and a water point mapping system which stifle effective sector

planning and service delivery. The MIS and database by MLGH is not well

developed and structured. Mapping of water points and other watsan

infrastructure has not progressed since 2006 and many water points in

many districts in the country have not been mapped and data captured on

the national data base.

6. Weak linkages between WASHE and other sectors such as health,

education and environment, in areas of HIV, Malaria programmes and

climate change (DDR). This has been due to poor mainstreaming of such

activities.

28 | P a g e

Table 5 below shows a summary of sector blockages as analysed by partners and

key stakeholders at the Strategic Planning workshop in May 2010.

Table 5: Summary of sector blockages

Blockage Description Severity10

Green

Amber Red

Central Government capacity

RWSSU of MLGH is severely under-staffed and under-resourced. Similar comments apply to the urban sector. Significant skills constraints exist because of small numbers of staff.

Local Government capacity

Capacity constraints are even worse for central Government. Many positions are unfilled, or occupied by inappropriately skilled staff. A major capacity gap still exists despite on-going efforts.

Capacity of NGOs, ADCs, private sector

Capacity of local NGOs is low. INGOs active in the sector are few, and few are specialised. ADC capacity is variable. Local private sector capacity suffers from lack of demand and competition.

Government budget allocation

Government allocation to the sector is extremely low and donor dependence very high.

Recurrent funding Rural communities collect too little revenue to maintain and repair hand pumps over the long term. Ad hoc collections can make up shortfalls. There is an absence of reliable external support.

Leadership Drive and initiative at high level of GRZ is limited. Most of the progress is as a result of leadership by the donors. Long-term sustainability is questionable. Local leadership is highly variable.

Decentralisation The pace of decentralisation continues to be extremely slow. As a consequence Districts are under-resourced in both human resource and financial terms. Under these conditions Districts cannot be effective implementing agencies.

Settlement patterns In some rural areas population densities are extremely low. In peri-urban unplanned settlements, space constraints make on-site sanitation provision difficult.

User demand Demand for improved water supply exceeds that for sanitation. This may not adequately translate into willingness to pay. Demand creation in relation to sanitation and personal

10

Green – minor constraint; Amber – significant constraint; Red – major obstacle.

29 | P a g e

hygiene is crucial.

Approaches („software‟)

Effective approaches are known, and proven effective in Zambia. Challenges remain in regard to (a) up-scaling, (b) making hygiene promotion more systematic, and (c) ensuring sustainability.

Science and technology

Understanding of water resources and climate variability/change issues is limited. Hand pump options for shallow wells are known inter-nationally but not adopted in Zambia. Spare parts are problematic.

Policies Water Policy (1994) has been revised in 2010. Water Resource Management Bill is under development. NRWSSP is in place (since 2007). Sanitation policy is in preparation. Peri-urban policy is also work in progress.

30 | P a g e

5.0 WATERAID ZAMBIA COUNTRY STRATEGY 2011-2015

The Country Strategy for the period 2011 – 2015 will be implemented within the

crucial final years of the MDGs in 2015 and the termination point of the SNDP

(2011-2015) as well as the termination of the WaterAid Global Strategy (2009-

2015). As in the previous CS, this Strategy is also poised to increase scale

towards the attainment of Local MDGs and contribute to the global MDGs and the

country‟s Vision 2030. The CS will be implemented within the framework of the

Sixth National Development Plan (SNDP) and will be aligned to the WaterAid

Global Strategy, ensuring that the Country Programme sufficiently responds to key

sector challenges and policy shifts made therein.

5.1 Outline of Strategic issues for the Country Strategy WAZ, through various planning and consultation processes, has identified a

number of strategic issues which require attention in the new country strategy.

These issues have been clearly articulated in the situation and sector analysis

above. Some of the key strategic issues that will be the focus of this CS are

discussed under two contexts; External and Internal. External strategic issues

refer to mandate and impact level issues which WAZ should address in its CS.

These are issues which reflect some of the sector challenges and blockages

which require the attention of all sector players including WAZ, while internal

strategic issues are an inward reflection of institutional and operational aspects of

WAZ which need to be addressed in order to effectively implement WASH

programmes over the CS implementation horizon to 2015.

5.1.1 External Strategic issues The following are the key external strategic issues which the CS seeks to address:

1. Limited human resource capacity- District Councils and several WAZ partner

NGOs face challenges in human resources, the major one being staff attrition

rates resulting in a number of RWSS units being terribly understaffed and NGO

staffing levels lower than the needed capacities. This human resource gap has

lead to ineffective service delivery and low monitoring of watsan activities as

well as delayed roll out of government sector policies and strategies such as

the National Urban Water and Sanitation Programme (NUWSSP) which was

still in draft as at December 2010, and the Information Management System

(IMIS) which has not yet been operationalised .

WAZ will support government in ensuring that adequate funding is placed in

the sector to recruit and retain key technical staff in the various units. WAZ will

also render administrative support to these districts units to ensure progression

of WASH activities while encouraging and supporting NGO partners in

resource mobilization and organization development.

2. Low sector funding - Funding to the sector remains low and it is evident that

31 | P a g e

sector players particularly Government, Cooperating Partners including International NGOs, have to substantially increase funding to both the urban and rural water supply and Sanitation programmes if Zambia is to attain its local MDG targets and achieve the MDG goals on water supply and sanitation by 2015. The high capital cost of WASH infrastructure further compounds the situation of low sector funding. A review of the FNDP period indicates that the water sector was not one of the priority sectors in as far as resource allocation was concerned. For instance, the sector was allocated a paltry 1.5 percent of the national budget in 2009. This level of funding has had a negative impact on the performance of the sector. In the 2010 and 2011 budget years the allocation to the sector as a percentage of the national budget was only 3% percent for both years.

3. Government still prioritizes funding to Agriculture (6.0 percent), Health (8.6 percent), Education (18.6 percent) and Defence (7.2 percent). Despite the FNDP declaring WASH as one of the six priority sectors, clearly this is not matched by the resource profile.

WAZ will engage and lobby sector ministries, Members of Parliament, Chiefs

and sector key stakeholders to increase funding to the sector. WAZ will also

strengthen in country fund raising donor agencies that have water and

sanitation in their Country Assistance Strategies. DfID, the EC, UNICEF,

Danida and Irish Aid are targeted for this effort. In-country fund raising will

complement WA and government funding, and increase the scale of long term

funding contracts that assure the growth and continuity of WAZ activities in the

country.

4. Low functionality and sustainability of watsan infrastructure: there is a high

failure rate of both sanitation and water facilities. Low functionality has also

been attributed to the receding water table in a number of areas which in part

could be a manifestation of the impact of climate change. Lack of institutional

arrangements for the effective management of community structures, and the

emphasis on hardware over software, are all contributing factors to the low

functionality and sustainability of some of the facilities including those

supported by WAZ.

WAZ will strengthen community based governance structures to ensure that

access, ownership and control of WASH infrastructure and services is

enhanced. WAZ will also work with the private sector and other agencies to

deliver targeted capacity building activities. Appropriate and cost effective

technologies will also be studied and adopted to enhance efficient service

delivery. Linkages with technical and research institutions and support from

TSU in WA UK will help further WAZs research objectives.

5.1.2 Internal Strategic Issues The main internal strategic issues that the CS seeks to address are presented

below:

32 | P a g e

1. Weaknesses in organizational effectiveness: a major internal WAZ

challenge in recent years has been high staff turnover which has inevitably

affected the implementation of the Country Programme. Key programme

positions such as that for Planning Monitoring and Evaluation (PME) have

remained vacant for over two years while the position of Rural Programme

Manager was only filled in the last year of the current CS. The programme

has faced challenges in recruiting for the position of PMEO potential

candidates asked for more than the programme could remunerate.

WAZ will develop and implement an action plan from the outcomes of the

Employee Engagement Survey (EES) related to staff welfare to ensure that

the right staff are recruited and retained. A skills audit to gauge the levels

and quality of staff needed will also be undertaken by the Senior

Management Team (SMT) in coordination with the Regional Team and the

HR department in the UK.

2. Limited partnership development – partner support and management has a

bearing on how partners contribute to the attainment of the goals articulated

in the CS. Most partners generally have weak financial and organization

development systems which have resulted in underperformance on set

targets and outputs.

WAZ will promote, encourage and link partners to possible sources of

funding and other capacity building support while always endeavoring to

provide institutional development skills. A partner capacity assessment

study will be undertaken within the first year of the CS and partner

development and management will be emphasized throughout the CS

period.

3. Inadequate documentation and knowledge sharing – WAZ, has over the

years conducted or commissioned a number of research studies on

different WASH aspects and gathered a lot of experience from its work.

These have not been effectively analyzed and disseminated this work due

to low staffing, lack of skills in internal documentation. As a result, most of

the research results are not in the public domain. Weak implementation of

Monitoring and Evaluation systems and the low utilization of research

outcomes in on-going programming work have also been major challenges.

WAZ will recruit a Communications Officer and collect, analyse,

disseminate and document all evidence derived from the outcomes of the

research it will undertake.

4. Limited participation in regional and global activities and opportunities -

WAZ has not been actively involved in regional and global activities

33 | P a g e

including those organized and supported by WaterAid mainly due to time,

staff limitations and other constraints and competing demands. A number of

key positions on the structure have yet to be filled.

WAZ will develop its capacities and improve its visibility through its

partners, funding agencies and target communities; and support

government in hosting and participating in major local, regional and

international WASH events.

5.2 Strategic Areas of Focus and Linkages to the Global Strategy Broadly, WAZ‟s strategic aims and objectives to address the above external and

internal issues have been categorized under 5 strategic areas of focus as listed

below and in Table 6. These are also aligned to the Global WaterAid Strategy:

1. Service Delivery

2. Capacity Development

3. Sector Financing

4. Influencing Work, and

5. Organisational Development

WaterAid Global Strategy Aims WaterAid Zambia Country Strategy Aims

Global Aim One We will promote and secure poor people‟s rights and access to safe water, improved hygiene and sanitation

CP Aim One - Service Delivery WAZ will promote and secure poor people‟s rights, and increased access to equitable and sustainable WASHE services, and contribute to meeting the MDG targets for the sector in Zambia.

Global Aim Two: We will support governments and service providers in developing their capacity to deliver safe water, improved hygiene and sanitation

CP Aim Two - Sector Capacity Development WAZ will support the development and strengthening of the capacities of local governments and partners to deliver safe and sustainable water, sanitation and hygiene services to meet Zambia‟s local MDG targets.

Global Aim Three: We will advocate for the essential role of safe water, improved hygiene and sanitation in human development

CP Aim Three - Influencing Work WAZ will support government and other key stakeholders to implement effective policies and good practices for improved and increased access to sustainable safe water and improved hygiene and sanitation. CP Aim Four - Sector Financing WAZ will advocate for, and influence the allocation of adequate resources to the sector and ensure their equitable, transparent and utilization for efficient and sustainable investments.

Global Aim Four: CP Aim Five - Organisational

34 | P a g e

Table 6: Linking the Country Strategy with the WaterAid Global Strategy

5.2.1 Strategic and Operational Objectives for the Country Strategy The Country Strategic Aims, Change Objectives Indicators have been defined for

each of the five components based on the general direction as articulated in the

country‟s Strategic Aims presented above. A matrix for each strategic component

is provided to show the link from WaterAid‟s Global Aims, Country Strategic Aims,

Change Objectives and the Strategic Performance Indicators.

5.2.2 Service Delivery The Service Delivery component focuses on improving access to water supply,

sanitation and hygiene facilities for the poor and marginalised communities in all

our operational areas. Rights Based Approaches (RBAs) will be adopted in the

provision of these services to the communities thereby aligning the CS with the

requisites of WaterAid‟s Equity and Inclusion policy.

WAZ will promote new and innovative technologies to improve access to WASH

services for excluded populations including PLWHA and the disabled. HIV and

gender will be increasingly mainstreamed in all WASH programmes.

Urban work in peri urban areas and small towns where the majority of the urban

population live will be up scaled in Luapula, Lusaka and Southern provinces.

Improvement of access to water will be integrated with sanitation and hygiene

promotion activities.

WAZ believes that overall, the attainment of MDG targets for water and sanitation

will be value-added with a programme delivery approach which incorporates the

Rights Based Approach (RBA), including mainstreaming of such crosscutting

issues as HIV, gender, climate change and sound environmental management.

The Strategy, Objectives and Indicators matrix for service delivery is given below:

Global Aim 1: We will promote and secure poor people’s rights and access

to safe water, improved hygiene and sanitation.

Country Strategic Aim 1

Service Delivery

WAZ will promote and

secure poor people‟s rights,

and increased access to

equitable and sustainable

Change Objective 1.1.

WASH service delivery is

expanded and improved in the

poor and marginalised

communities in all WAZ

operational districts by 2015.

Indicators

290,556 poor people are reached with safe and sustainable water services.

We will further develop as an effective global organisation recognised as a leader in our field and for living our values

Development WAZ will develop and grow into an effective and people-centered organisation, recognized as a leader in the watsan sector in Zambia and as an employer of choice.

35 | P a g e

WASHE services, and

contribute to meeting the

MDG targets for the sector

in Zambia.


Communities demonstrate

ownership and are managing

WASH facilities effectively in

all WAZ operational districts by

2013.

Evidence of functional

facilities and active

Water Management

structures

Evidence of WASH CBOs

involvement in decision

making processes

Evidence of communities

engaging civic leaders

and authorities to

demand for equitable and

inclusive WASH services


Safe hygiene and good

sanitation practices consistent

with national standards are

adopted by communities in all

WAZ operational areas by

2015.

377,723 poor people

reached and have access

to adequate sanitation by

2015

491,040 poor people in all

our operational areas

adopt and practice safe

hygiene.

5.2.3 Sector Capacity Development

WAZ will strengthen the capacity of Local Authorities and NGOs, and support

Government in the implementation of WASHE services via a decentralization

framework and work within the approved national policy frameworks. WAZ will

provide capacity building support to partners and contribute to the logistical and

administrative requirements to enable partner staff undertake WASH activities

effectively.

WAZ will also provide support to the districts to develop and operationalize

information management systems for water and sanitation facilities in areas where

we work to help partners in the effective planning and targeting of resources. The

strategy, objectives and indicator matrix for capacity development is given below:

Global Aim 2: We will support governments and service providers in

developing their capacity to deliver safe water, improved hygiene and

sanitation

Country Strategic Aim 2 Sector Capacity Development WAZ will support the

development and

strengthening of the


Institutional, technical and

financial capacities of

government and WAZ partners

sufficiently developed to

effectively implement WASH

Indicators

Evidence of improved technical skills and mainstreaming of Rights Based Approaches (including Equity and

36 | P a g e

capacities of local

governments and partners

to deliver safe and

sustainable water,

sanitation and hygiene

services to meet local

MDGs.

programmes by 2013 Inclusion) Information management services established and linked to MLGH IMS in all operational districts Evidence of application of an effective PME framework by WAZ


Partners demonstrate

increased effective financial

management and resource

application by 2012

Indicators

Increased partner

compliance to

implementing Programme

Partnership Agreements

and other statutory

obligations.

Increased partner

compliance to national

WASH sector

programmes and policies.

Evidence of district

investment plans, partner

work plans and budgets.

5.2.4 Sector Financing

WAZ will advocate for increased funding to the sector and engage in in-country

fund raising from key Cooperating Partners and donor agencies. WAZ will employ

various advocacy tools to lobby sector funders to implement their activities through

WaterAid. The strategy, objectives and indicator matrix for sector financing is

given below:

Global Aim 3: We will advocate for the essential role of safe water, improved

hygiene and sanitation in human development

Country strategic Aim 3 Sector Financing WAZ will advocate for, and

influence the allocation of

adequate resources to the

sector and ensure their

equitable, transparent and

utilization for efficient and

sustainable investments.


Government, CPs and other

sector stakeholders influenced

to provide sufficient in country

and external resources for

investment in and financing

WASH programmes by 2013

Indicators

WASH Sector funding increases beyond 3 percent of annual GRZ budget per annum from 2012 to 6 percent by 2015. Increased budget support by CPs to WASH. Evidence of campaigns, advocacy and lobbying of Government and donors

37 | P a g e

to increase investment.


WASH financial resources

equitably and transparently

utilized for financing

investments in the WASH

sector by 2013

Indicators

Evidence of effective

targeting and delivery of

WASH services by sector

players

5.2.5 Influencing Work

Since its inception, WAZ has distinguished itself for its advocacy and influencing

work. Government and other stakeholders, including Cooperating Partners,

recognize the unique position that WAZ occupies. WAZ will continue its influencing

work anchored with concrete evidence arising from its own experiences, its

research work and policy analyses. WAZ will also invest in knowledge

management and ensure that its research findings and other policy briefs on

WASH activities and processes, are well packaged and made available to the

public. Lobbying with MPs, ministers and donor agencies and possibly political

parties will also be undertaken.

The strategy, objectives and indicator matrix for Influencing work is given below:

Global Aim 3: We will advocate for the essential role of safe water, improved

hygiene and sanitation in human development

Country Strategic Aim 4 Influencing work WAZ will support government and other key stakeholders to implement effective policies and good practices for improved and increased access to sustainable safe water and improved hygiene and sanitation.


Effective WASH policies

adopted and timely

implemented by Government

and other key sector players

by 2013.

Indicators

Key WASH sector policies, such as the NUWSSP, SOMAP III and others WASH policies) developed and implemented. Evidence of launching and roll out of WASH policies and programmes.

38 | P a g e


Appropriate WASH

approaches, practices and

standard are implemented in

all WAZ operational areas by

2015

Indicators

Evidence of adherence

and compliance with

WASH sector policies.

Adoption rates for

sustainable WASH

approaches and practices

by all sector stakeholders

and communities.

Evidence of reduction of

water borne diseases in

target communities

Number of innovative and

cost effective

technologies and their

replication.

5.2.6 Organizational Development

WAZ continues to grow in size and budget and it is anticipated that additional

resources will be mobilized to effectively implement the CS. WAZ will recruit and

retain highly skilled and experienced staff and improve its management systems,

operations and procedures to ensure effective implementation of its programme. A

skills audit is planned to ensure that the right skills set is available in the

organisation. Skills development and learning will also be promoted.

An appropriate and competitive pay structure will be prepared and proposed to

WA (UK) to ensure that well skilled staff are recruited and retained.

The strategy, objectives and indicator matrix for organizational development is

given below:

Global Aim 4: We will further develop as an effective global organisation recognised as a leader in our field and for living our values. Country Strategic Aim 5 Organizational Development WAZ will develop and grow into an effective and people-centered organisation, recognized as a leader in the watsan sector in Zambia and


Highly skilled staff recruited

and retained to implement the

Country Strategy by 2013

Indicators

Existence and number of skilled WAZ staff in place. Improved abilities and skills sets to attract and retain highly skilled staff.

39 | P a g e

as an employer of choice.

Evidence of staff personal development plans, appraisal and performance reviews. Evidence of staff Capacity building opportunities explored and provided to staff. Effective Pay and Reward system.


WAZ ‟s institutional profile,

sector leadership and visibility

are enhanced by 2012

Indicators

Evidence of successful

project evaluations and

reports

Evidence of donor goodwill

to WAZ

.

Evidence of reciprocal

integration in the WASH

Sector.

Full staff establishment and

sufficient resources available


WAZ capacity to raise

sufficient in-country and

external financial resources

for effective investment in

WASH and other sector

programmes strengthened by

2013

Diversified in-country funding opportunities explored. At least 40% of the CP budget financed in-country by 2012/13

5.3 Approaches for Implementing the Country Strategy WAZ will employ a number of approaches and strategies in the implementation of

the Country Strategy. These approaches are aligned to national policies,

standards and practices and will be applied in all WAZ operational areas with

necessary adaptations to suit local circumstances.

WAZ will also support various initiatives by Government or other stakeholders to

build the institutional and technical capacity of the different sector players such as

Ministries of Health, Education, the Environment and Natural Resources, other key

government departments and CBOs.

40 | P a g e

5.3.1 Targeting Approaches

i. Ward-wide approach – WAZ will use the ward population, poverty levels,

and prevailing water and sanitation coverage rates to inform effective

planning of facilities to be provided. WAZ will use the government approved

Ward structures to identify wards in which interventions will be located.

ii. WAZ, together with its partners, will report on the number of households or

facilities provided in a Ward to fit into MLGH Information Management

System (IMS). WAZ will also embed this data into the WAZ Counting User

Protocol.

iii. Rights Based and Equity and Inclusion approaches that will particularly

include PLWA and the disabled will be rolled out to enable wider reach and

enjoyment of full WASH rights by all.

iv. WAZ will deepen its rural work and broaden peri urban and small town

projects within its operational districts.

v. Evidenced based research and analysis will be undertaken to broaden

WASH technology base.

5.3.2 Service Delivery Approaches

WAZ will continue working in the same implementation areas in Luapula, Southern

and Lusaka provinces, through the decentralized government Ward structures.

Appendix 5 shows the district demographic information on targeted districts for the

CS period 2011-2015.

Service delivery approaches to be applied will be as given below;

i. In line with national watsan policy environment, WAZ will work within the

District Plans of Local Authorities and where no such plans exist, WAZ will

support the development of these plans.;

ii. WAZ will work with Area Development Committees (ADCs) as well as the

local leadership to facilitate effective delivery of WASH services and to

provide local monitoring and community engagements.

iii. WAZ will establish long term partnership with Councils, chiefs and local

CBOs;

iv. WAZ will work through established partnerships with Local Authorities, the

private sector and NGO partners.

v. WAZ will provide support to form and reactivate dormant ADCs,

vi. WAZ will promote awareness on Integrated Water Resources Management

(IWRM) and research on Surface Water Management (SWM) as an option

for arid and ground water-starved areas, and piloting of different options

and innovations like rain water harvesting and treatment of iron, water

purification technologies etc.

vii. Awareness on Climate Change, Disaster Preparedness and Disaster Risk

Reduction will also be provided to WAZ staff, partner and communities

through facilitation by the Disaster Mitigation and Management Unit in

41 | P a g e

government and a civil society network Participatory Ecological Land Use

management (PELUM) among others.

viii. In improving access to WASH, WAZ will support and build on research on

new and emerging watsan technologies for borehole drilling and piping

networks.

ix. Various accepted models of sanitation facilities will be supported e.g.

ecological latrines, improved household latrines, VIP latrines, both for

households and schools.

x. WAZ will facilitate a national meeting for waterpoint mapping and data

reconciliation to contribute to the acceleration of the mapping process in

Zambia.

xi. Approaches such as self supply will be replicated to support rural low

density areas with low cost technology such as improved traditional Hand

dug wells and springs, in addition to upgrading of existing facilities.

5.3.3 Private Sector Participation

i. As part of the implementation process, WAZ will explore the possibilities of

private sector participation in the provision of allied WASH services and

where possible, partnerships will be developed.

ii. Supply Chain promotion and support to artisans (masons, APMs etc) will be

enhanced and strengthened.

5.3.4 Approaches for Sanitation Services

i. While recognizing Government‟s policy on removal of subsidies, WAZ will

still provide WASH services to populations who cannot afford basic

facilities.

ii. WAZ will vigorously lobby government to withdraw the provision for non

subsidy approach to ensure people enjoy their WASH rights unfettered.

This is in pursuance of WA‟s Equity and Inclusion principles. WAZ and the

NGO WASH Forum are studying the implications of this requirement and

will present its position to government.

iii. WAZ will adopt sanitation marketing to stimulate demand in view of no

subsidies approach especially in peri urban areas

iv. WAZ will link sanitation to water supply (communities to benefit from water

should have achieved 60 percent sanitation requirement).

v. WAZ will explore the possibility of including small scale solid waste

management activities for some of its urban area activities.

5.3.5 Mainstreaming approach

WAZ will fully mainstream the major cross cutting issues of HIV, Gender and Climate Change in its work as well as intensify awareness in Disaster Preparedness and Disaster Risk Reduction. Staff and all communities will be sensitized on each of these cross cutting elements and ensure their application in all WASH activities. Equity and Inclusion will also be rolled out in all WAZ operational areas.

42 | P a g e

6.0 HUMAN RESOURCES

The strategic positioning of the Zambian Country Strategy and its implementation

horizon from 2011 to 2015 requires effective and highly skilled human resources

to implement various aspects of the Country Strategy. In order to achieve

effective implementation of this strategy, WAZ will recruit and retain skilled staff

while employing global people strategy and Employee Engagement Survey

outcomes.

Key positions espoused in the CS are presented in Table 7 below and an

organogram in Appendix 6.

Table 7: Planned Positions in CS 2011-2015

Position Recruitme

nt Year

Unit Location No. of

Staff

Senior Programme Manager 2011/12 SMT Lusaka 1

Programme Accountant 2012/13 Finance Lusaka 1

Communication Officer 2011/12 Adcom Lusaka 1

Grants & Portfolio Management Officer 2014/15 Programmes Lusaka 1

Programme Officer (2) 2013/14 Programmes Monze 2

Technical Officer (1) 2012/13 Programmes Lusaka 1

Administrative Assistant 2012/13 Programmes Monze 1

Total 8

6.1 Key actions in WaterAid Human Resources Strategy

The following are key actions in the Human resource strategy:

i. WAZ will strengthen its organizational effectiveness and contribute

effectively to the achievement of its set objectives and subsequently

contribute to the attainment of its HR milestones.

ii. WAZ will implement actions from the November 2010 Employee

Engagement Survey (EES) and the Pay and Reward (P&R) scheme. To

remain competitive within the sector, WAZ will participate in annual

INGO salary surveys.

iii. WAZ will maximize its human capital resource through succession

planning, staff motivation, skills recognition and reward. This will arise

from a skills audit and resource planning by the Senior Management

Team (SMT).

iv. WAZ will implement the core Global Leadership strategies that will

provide the needed leadership for the successful implementation of the

Country Strategy.

v. WAZ will implement the organizational Performance Management

System through timely and effective appraisals and feedback.

43 | P a g e

A Human Resources Plan the CP will implement in order to successfully deliver

this CS is presented in Appendix 7.

7.0 FINANCIAL RESOURCE PLANNING

This section sets out the financial resources required for the implementation of the

Zambia Country Strategy. It contains a financial projection to cover the five-year

period of funding based on the Essential, Desirable and Ambitious budget

projections that the Zambia Country Programme will require to implement the

Country Strategy. Table 8 and figure 2 below illustrate the funding projections

Table 8: Zambia Country strategy Financial projects (EDA) to 2015/16 (amounts in ZMK'million)

2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 CS Total

Essential 9,306 11,167

13,401

15,545 18,032

20,918 79,063

Growth %

20 20 16 16 20

Desirable 9,306 13,029

14,722

16,931 19,555

22,684 86,921

Growth %

37 13 15 15 15

Ambitious 9,306 16,286

18,729

21,538 24,769

28,484 109,806

Growth %

30 15 15 15 15

Fig 2: Expected annual growth

Under the Essential Budget projection, the CP needs to grow by 20 percent of the

2010/11 original budget in year 1 and 2 before steadying to 16 percent per year in

the third, fourth and fifth year. At this budget level, the CP will deepen and expand

its work in the current districts and grow its small towns and urban work alongside

its influencing work.

44 | P a g e

Under the Desirable Budget projection, the CP desires to grow by 40 percent of

the 2010/11Original Essential budget in year one and 13 percent of CS year one

desirable budget in year two, 15 percent in year three before steadying at 16

percent in fourth and fifth year. The Desirable budget will enable the CP to

increase its visibility and impact in the country and hence become more influential

in the WASH sector in Zambia. At this budget level, the CP intends to grow within

the provinces opening work in one new district in Luapula Province and another

district in Southern province while deepening our work in the current districts

(except Monze) in order to meet the local MDGs for water and sanitation.

Under the Ambitious Budget projection, the CP‟s plan is to grow by 75 percent of

the 2010/11 original essential budget in year one and then steady at 15percent

per year from the second to the fifth. At this budget level, the CP will become more

notable and influential in the WASH sector in Zambia, operating in more and

challenging geographical areas in Zambia thereby generating more learning and

good practices for influencing work. WAZ will work closely with WAUK Fundraising

teams to improve and strengthen its funding mix from the current 20 percent

revised 2010/11 budget) to 40% contracted funds. This will ensure a stable and

predictable cash flow. We will seek to develop strong fundraising and contract

management skills to improve our fundraising success rate and effective

management of donor funds. Table 9 and Figures 3 and 4 illustrate a progressive

growth in the number of people reached with safe water and adequate hygiene

and sanitation services between 2011 and 2015.

Table 9 Projected Numbers of People to be Reached

2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total

E Water 30150 41040 49248 57128 66268 76872 290556

Sanitation 42100 53352 64022 74266 86148 99934 377722

D Water 30150 47880 54105 62220 71865 83363 319433

Sanitation 42100 67032 75747 87108 100611 116708 447206

A Water 30150 59850 68828 79152 91025 104679 403534

Sanitation 42100 89775 103242 118728 136538 157019 605302

45 | P a g e

Fig 3 User projections - Water

Fig 4: User projections - Sanitation

020406080

100120140160180

USE

R N

UM

BER

(00

0s)

Financial Year

SANITATION USERS PROJECTED GROWTH

E

D

A

8.0 RISK ANALYSIS

The risks assessment in the Appendix 8a outlines key risks and mitigation

measures grouped in seven areas namely political, environmental, social/cultural,

technological, economic, legal and sectoral.

To mitigate political risks, WAZ will improve CSO and Government relationship

and align its programme to Government WASH policy and programmes.

Considering certain cultural contradicts, WAZ will engage and work with

communities at all levels to provide acceptable, good quality and sustainable

services. Technological and environmental challenges relating to functionality and

sustainability of WASH services will be mitigated by encouraging community

46 | P a g e

ownership, expanding research and development, embarking on documentation

and learning. Fluctuation of the Zambian currency and inflation rates will be

monitored and factored into the planning process throughout the period of this CS.

WAZ will prioritise improved partner monitoring and support to enhance

coordination and collaboration by partners and key stakeholders in the sector.

On the political front WAZ will keep abreast of political events before, during and

after the presidential and general elections in late 2011. WAZ is hopeful that no

political events will disrupt its programmes while being mindful of the possibility of

a number of political changes that might ensue if a new regime is elected. The

Risk matrix is given in Appendix 8.

47 | P a g e

9.0 PLANNING MONITORING AND EVALUATION FRAMEWORK

The monitoring process adopted by WAZ will comprise a regular internal field monitoring plan that will be managed by programme teams in WAZ. An external Mid-Term review and evaluation to assess and evaluate progress of the strategy will be undertaken with support from Programme Effectiveness unit in UK. Regular reports like the annual and six-monthly reports, among others will be submitted. Prior to implementation of projects, baseline studies will report the status of WASH and socio-economic dynamics will be done, while knowledge, attitude and practice surveys will be used to measure communities‟ acceptance of the planned WASH interventions and their ability to foster good practices. The Effectiveness and efficiency of programme and projects will be monitored through programme and/or project performance reviews. Other monitoring tools to be employed will be water point mapping, PME frameworks and the WAZ User Protocols. The M&E matrix for the CS is shown in Appendix 9.

48 | P a g e

APPENDICES Appendix 1: Zambia CS Process Flow

Appendix 3: WaterAid Zambia: Programmes Implemented as at 2009

Programme Projects, partners and locations Comments

Luapula Province 1. Milenge District Rural Watsan (implementing partner Milenge District Council)

2. Samfya Rural Watsan Project (implementing partner DAPP, Samfya District Council monitoring).

3. Mwense District Council Rural & Urban Watsan Project (implementing partner Mwense District Council).

4. CARITAS Mansa Rural Watsan Project (monitoring by Mwense District Council).

5. WaterAid Milenge Self Supply and CBTS Project (implemented by WaterAid in partnership with Milenge District Council).

6. Samfya District Council Monitoring Project (with DAPP)

7. Luapula Province PU & Small Towns Projects (with District Councils and NGOs)

This programme works out of an office in Mansa, the Provincial capital, 800km from Lusaka. Total budget is ZMK2.98bn (year 2009-10). Projects 1, 2 and 4 are EU funded, and in their last year of operation. Project 3 is funded from non-contracted monies, in second year of operation. Project 5 is a research/pilot project co-funded by UNICEF. Project 6 provides institutional support to Samfya DC. Project 7 will introduce innovative technologies and approaches for small town water supply and sanitation.

Southern Province

8. Monze District Council Rural Watsan (implementing partner Monze District Council)

9. Kazungula District Council Rural Watsan (implementing partner Kazungula District Council)

10. DAPP Rural Watsan (implementing partner DAPP, location Monze District)

11. NOCAD Rural Watsan (implementing partner NOCAD, location Monze District)

12. Southern province PU and Small Towns projects (with CU and District Councils).

This programme works out of an office in Monze, 220km from Lusaka. Total budget is ZMK2.699bn (year 2009-10). All rural projects will be ward-focused, in order to raise coverage levels to close to or exceeding MDG targets.

National 13. Campaigns and events 14. Media and communications 15. Research 16. Learning, innovations and development 17. NGO Advocacy Partner Project 18. Sector coordination

This is essentially the central learning, coordination and advocacy programme, operating from the country office in Lusaka. The main missing link at present is a suitable NGO advocacy partner. 2009-10 budget is ZMK0.542bn.

Organisational effectiveness

19. Country Programme management team 20. Country Programme office 21. Staff and partners‟ development

This is WAZ‟s support programme. It includes senior staff, office costs and capacity development. 2009-10 budget is ZMK2.506bn.

Adapted from WaterAid Zambia Country Programme Evaluation Final Report, 2009

50 | P a g e

Appendix 4: Various Policy Instruments and Events 1964-2010

Date Event

1964-1972

The Emergence Plan (1964 – 65) The Transitional Plan (1965 – 1966 First National Development Plan (1966- 1970); The Second National Development Plan (1972 – 1976)

1972 Change to One Party State

1974 Ministerial Policy Statement on “Construction, Maintenance and Operation of Public Water Supplies”

1979 The Third National Development Plan (1979 – 1983)

1987 The Interim National Development Plan (1987 – 88)

1988 First Water Commercial Utility formed

1989 The Fourth National Development Plan (1989-93)

Poverty Reduction Strategy Papers

1991 Change to Multiparty Democracy

1991 Review of International Drinking Water Supply and Sanitation

1993 Cabinet appoints water & sanitation Programme Coordination Unit (PCU)

1994 Cabinet adopts National Water Policy

1994 Sector Strategy for Institutional Legal Framework for WSS services

1995 Water Resources Master Plan Formulated

1996 National Water Sanitation & Health Education Committee established

1997 National Water & Sanitation Act passed

2000 District WASHE Committees established in 62 Districts NWASCO becomes operational

2001 Devolution Trust Fund Becomes operational

2002 Decentralization Policy commences

2003 Rural Water Supply & Sanitation Unit established at MLGH

2006 Fifth National Development Plan

2007 First WSS Sector Joint Review

National Rural Water Supply & Sanitation Programme launched

2009 Sanitation and Hygiene Component of NRWSSP finalized

2009 Joint GRZ/CP Water Sector Review

2010 Revised National Water Policy

2010 Water Act enacted

51 | P a g e

Appendix 5: Overview of the five Strategy Components for the 2011 – 2015 CSP

C. Sector Financing 1. Mobilise additional WAZ

resources for sector activities

2. Advocate for increased budget allocation to the sector,

3. Conduct budget and expenditure tracking and reporting

4. Undertake regular Public Expenditure Reviews

5. Promote transparency and

accountability in the use of

resources

E.Organisational development 1. Staff Recruitment and retention 2. Growth and management of

growth 3. Systems development (PME,

R&D, IT) 4. Learning and knowledge

management 5. Resource Mobilisation 6. Ethics 7. Communication 8. People Management 9. Relationship Management 10. Risk Management

B. Sector Capacity Development 1. Partner support and

development 2. Support to the Decentralisation

process 3. Strengthen data management

especially at district level 4. Support sector coordination

efforts 5. Ensure policy harmonisation

and coherence

D. Influencing work 1. Conduct Advocacy and

facilitate strategic networking

2. Strengthen Knowledge Management

3. Utilise Media and communication in the implementation of WAZ activities

4. Lobbying and Campaigning

5. Policy Research 6. Facilitate and support

innovations in WASH activities

A. Service delivery 1. Employ a Rights Based

Approach in provision of services

2. Promote Equity and inclusion 3. Develop mechanisms and

approaches that promote functionality and sustainability

4. Conduct and promote technological research to improve quality of facilities

5. Support Innovations

52 | P a g e

Appendix 6: Populations in WAZ Current and Planned Areas

Districts Projected 2010 Population

Poverty levels (percent)

Gwembe 34,204 78.8

Kazungula 68,140 70.6

Livingstone 103,133 40.6

Monze 162,944 63.8

Milenge 28,827 83.5

Mwense 106,267 76.2

Nchelenge 163,201 72.2

Samfya 110,852 58.2

Source: Own Computation from 2000 Census of Housing and Population Figures

../../../../../../../../../Documents%20and%20Settings/Paulk/My%20Documents/Administrator/Local%20Settings/Temporary%20Internet%20Files/Content.Outlook/Application%20Data/Microsoft/Local%20Settings/Temporary%20Internet%20Files/Content.Outlook/AppData/Local/Microsoft/Windows/Tempo#Sheet1!A1



53 | P a g e

Appendix 7: WAZ Organogram (existing and planned positions) Legend Existing green Existing, re-aligned black Planned blue

54 | P a g e

Appendix 8: Human Resources Plan Global People Strategic Aim

At WAZ we will do the following; Indicators

Aim 1 – To recruit,

retain and develop

highly skilled and

motivated individuals

to create diverse and

high performing

teams.

Develop and strengthen the capacity of

WAZ line managers through targeted

management development courses

Embed performance management by

providing support to effectively manage

appraisal and performance management

processes.

Provide staff interaction and learning

through staff retreats Establish succession

planning process for senior management

and other critical roles

Establish an annual HR workplan based on

organizational needs.

Establish multiyear HR plans as part of the

annual MPB process

Effective CP team

delivering the

objectives of the

CS

Well motivated

and coercive CP

team

Well skilled team

aspiring for and

assuming higher

positions in the

CP

Aim 2 – To

demonstrate

excellence in the

leadership and

management of

people

Develop a coaching programme for line

managers

Support the senior management team to

strengthen their leadership skills and

behaviors through focusing on specific

areas at SMT away days

Support SMT and line managers undertake

leadership training

Managers in CP

providing

coaching and

mentoring to their

reports and

providing valuable

support to SMT

Aim 3 – To be

recognized as a

global employer of

choice with a

consistent and

unified identity

Review and revise on a regular basis WAZ

HR policies and procedures to ensure legal

compliance and alignment to global people

management principles

Ensure that WAZ‟s Pay and Reward system

is competitive in the sector and supports the

attraction and retention of skilled staff.

Deliver a programme of OD support to WAZ

‟s partners

Conducive and

rewarding HR policy

environment that

promotes efficiency in

staff capacities to

deliver the CS

Aim 4 – to strengthen our internal ways of working to create a high performing environment

Conduct a skills audit in line with the global

process to assess capacity to deliver

against the organizational strategy.

Develop a capacity building and resourcing

plan to address gaps.

Facilitate a working culture at all levels that

is based on WaterAid‟s values – though

appropriate recruitment process, good

induction, diversity awareness programme

and through a line manager workshop that

focuses on „empowering‟ behavior

Regular performance

review and staff

development system

to enhance staff skills

and competences

55 | P a g e

Appendix 8a: External Risks to WaterAid Country Programme

Risk category Risk identified External Occurrence Impact Mitigative

measures/actions Lead

Political

Political interference in sector activities

External M H Adopt non-partisan approaches and incorporate civic education in all WASHE activities (2011-15)

UPM, RPM

Improve CSO/government relationships and conform to government WASHE policy/programmes (2011-15)

Global Economic decline

External M H Secure longer term financing contracts (2012-15)

CR/SMT

Unpredictable political climate: National Presidential elections of 2011 and possible change of government

External H H Adopt non partisan approaches and conform to government WASH policy/programmes

Re align programme as the context may demand

UPM, RPM

Slow pace of decentralization

External M M Promote enhanced partnerships at district and community level (2011-15)

UPM, RPM

Environmental

Unpredictable weather changes such as flooding and drought

External H H Mainstream Disaster Risk Reduction in WASHE programmes (2011-15)

UPM, RPM

Employ adaptive technologies, improved town and country planning (2011-15)

Poor quality of water due to mineralization of ground water sources (high iron and other mineral content, etc.)

External M H Integrate on-site Water treatment and improved hydro-geological surveys (2011-15)

UPM, RPM

56 | P a g e

Risk category Risk identified External Occurrence Impact Mitigative


Social/Cultural

Cultural practices contradict good sanitation provision

External L M

Sensitization and civic education of communities, enhanced Watsan facilitation

PMs

Poor infrastructure and accessibility

External H H Advocacy for an equitable and improved application of national resources (e.g. CDF, WDF-urban)

AdComM

Seasonal migrations abandoning WASH infrastructure

External L M Sensitization of communities to localise and diversify income generating activities

RPM,

Low private sector investment in supply and delivery of WASHE services and technologies e.g. drilling, spares, sanitation, hygiene

External M M

Lobby for sector incentives to promote better PPP engagements

CR/SMT

Advocate for duty free status for all watsan hardware imports

Introduction and use of non-community based technologies in WASHE programme

External L M

More research in appropriate technologies and advocate to adopt appropriate technologies

UPM

Economic

Significant currency fluctuations

External M M

Adjust programme plans to meet economic needs

CR/SMT Conduct regular financial monitoring and make timely adjustments to plans in order not to suffer either

Drastic price increases of fuel and materials

External H H

Timely planning and budgeting and centralised procurement of project goods and forward contracting (Every year)

FAM/SMT

Inadequate sector financing and investment in WASHE programmes

External / Internal

H H

Advocacy and influencing for increased sector funding

Enhanced partner support

CR/SMT

Risk identified External Occurrence Impact Mitigative


Mismanagement

External M M Regular PER (Public

Expenditure CR/SMT

57 | P a g e

Economic

and misapplication of WASHE resources

Reviews), budget advocacy and budget tracking. Rooted advocacy, MP engagement (2011-15)

Legal

Unclear regulatory environment for CSOs re; NGO Act 2009

External H H

Advocate for better GRZ/CSO engagement (2011-15)

CR/AdCoM

Poor sector stakeholder coordination and collaboration

External M M

Regular NGO WASHE Forum and CP and other sector engagements, event partnerships, accompaniment and exchange visits (2011-15)

CR/SMT

Conflicting approaches in WASH policy

External M H

Regular NGO WASHE Forum and CP and other sector engagements, event partnerships, accompaniment and exchange visits (2011-15)

CR/AdCoM/ PMs

Low partner capacity to deliver WASHE programmes

External M H

Enhanced partner capacity building, partner selection, exchange learning visits etc (2011-15)

PMs

Changes in partner priorities

External L M

Improve partner management (2011-15)

PMs

Poor service delivery by private service providers in WASHE sector (contractors

External M

H

Improved contract management & strong and participatory programme monitoring (2011-15

PMs

58 | P a g e

Appendix 8b: Internal Operational Risks to WaterAid

Risk identified Internal

Occurrence Impact Mitigative measures/actions Lead

Low dissemination of research outcomes in WASH sector

Internal L M Document and share research outcomes (2011-15) AdCoM

Functionality and Sustainability of WASH facilities

Internal M M Expand R&D, document and share learning (2011-15) Promote community ownership of facilities (2012-15)

AdCoM/UPM

Communities reluctant to adopt technologies

Internal M H Regular and enhanced sensitization (2011-15) Technology modeling and demos (2011-15)

PMs

Inadequate sector financing and investment in WASHE programmes

External / Internal

H H

Advocacy and influencing for increased govt and CP funding Employ community contribution strategy Enhanced partner support

CR/SMT

Mismanagement and misapplication of WAZ resources by partners

Internal M M Improved partner monitoring and financial controls etc (2011-15)

FAM/ RPM

Partnership agreements not adhered to

Internal M H Improved Partners monitoring and support and enhanced Partner management systems (2011-15)

PMs

Low commitment from CBOs Internal L H

Improved community mobilisation and support (2011-15)

PMs

WAZ computer failure and low internet connectivity especially accounting/reporting systems

Internal L M Improve IT back support (Regular integrity checks and updating of antispyware software) or use local internet service provider (2011-15)

FAM

High staff turnover in WAZ Internal L M

Better EES & pay and reward (2011-2015) Maintain full staff establishment (2011-12)

CR/SMT

Low staff morale and commitment

Internal M M Better EES & pay and reward (2011-15) CR/SMT

Non adherence to health & safety rules and policy

Internal L H Adopt WA H and S policy (2011) PMs/

FAM

Non adherence of water and sanitation to national standards

Internal L M Adopt Govt and WA policy in the service delivery (2011) PMs/

FAM

59 | P a g e

Appendix 9: CS M&E Matrix

Monitoring process

Purpose How When By Whom/ Contingent

Output

Country Programme Evaluation

To evaluate progress against CSP objectives and improved performance

To provide learning points for future programme work

To engage two consultants (internal and external) to evaluate CSP performance evaluation with 2 CP programme managers SMT will develop ToRs

Once during CSP in Qtr 3 of 2014

CR/SMT

Evaluation report detailing impact on the programme with recommendation for improvements

Mid Term Programme Review

To assess progress towards CSP objectives and recommend improvements to the Country Strategy

To engage one internal consultant to undertake evaluation ToRs drawn by SMT Findings to be shared

Once during CSP in Qtr 3 of 2013

CR/SMT

Evaluation report detailing outcome from CSP interventions with recommendation for improvements

Annual Programme Reporting

To review and report annual performance of progress towards the performance indicators. It will inform learning points attained annually

To be prepared by SMT in every first Quarter of the following year To be developed from annual programme and project plans Report will be shared with partners and uploaded on WaterAid PME-IMS

Annually, Qtr4 SMT

Report of progress against target/activity outputs Financial resource application against targets

Lessons learnt

Six monthly Programme Reporting

To document progress, learning and challenges every six monthly

SMT will develop the report every third Quarter from programme and partner reports It will be shared with partners and uploaded on WaterAid PME-IMS

Annually, Qtr 3 SMT

Report of progress of targets and activity outputs Financial resource application against targets Lessons learnt

Baseline studies

Collect base data to inform planning new programmes Information will be used to evaluate programme performance

SMT will develop concept note and ToRs Baseline studies to assess WASH status, and socio-economic and demographic conditions in near districts

Once, Qtr3-2012 SMT

Status report on WASH and socio-economic dynamics

Knowledge, Attitude and Practice Surveys

Provide communities‟ acceptance of WASH interventions and their ability to apply good practices.

KAP surveys conducted to check community knowledge and behaviors SMT and Ministry of Health will develop ToRs

Twice during CSP at the middle and end of CSP

SMT

Report on community WASH knowledge, attitudes and practices

Programme/Project performance review

To assess effectiveness and efficiency of programme/projects to improve under performance during the strategy To assess partner review

WAZ will review progress for 04 new projects and pilot work

SMT will engage a local consultant

Findings shared at dissemination workshop

Once during the CSP in Qtr-2 of 2013

PME /SMT Report on programme/project performance

Review and Planning Processes

To review past performance and develop annual multi-year plans and budgets Align work plans to strategic objectives

WAZ and partner will develop programme and project plans annually

WAZ and Partners will review programme/project plans

Bi-annually-Qtr 2 and Qtr 4

CR/SMT Revised annual work plans and budgets (MPBs)

Zambia country strategy 2011-2015iezambia.yolasite.com/resources/CPs/WaterAid/WaterAid Zambia... ·...

Documents

Transcript of Zambia country strategy 2011-2015iezambia.yolasite.com/resources/CPs/WaterAid/WaterAid Zambia... ·...