Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 1
FOREWORD There are enormous challenges facing Zambia in general and local government in particular regarding the attainment of both growth and development. Thus the Kapiri Town Council is positioning itself to be able to deal with these challenges. In the process, pockets of best practices in dealing with these challenges have been identified and will lay a foundation for the council’s operations in the next five years. Zambia developed and launched the Seventh National Development Plan which departs from sectoral-based planning to an integrated (multi-sectoral) development approach under the theme “Accelerating development efforts towards the Vision 2030 without leaving anyone behind”. The integrated approach recognizes the multi-faceted and interlinked nature of sustainable development which calls for interventions to be tackled simultaneously through a coordinated approach to implementing development programmes. The 7NDP has 5 key strategic areas which are responsive to all development areas. It is worth appreciating that for any public institution to effectively compliment government’s efforts towards the attainment of vision 2030, strategies should be set in line with the National Development Plan. It is against this backdrop that I present my council’s first Strategic Plan 2019 to 2021. This plan acknowledges that whilst remarkable progress has been made by Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 2
government, there are still challenges faced by citizens in the district. To cite but a few: - High poverty levels; - Inadequate infrastructure to support the development of education - Poor road networks to support development - Shortage of technical skills required for service delivery. Guided by the Seventh National Development Plan and the Local Government Act, my council has set goals and objectives for the next five years. These respond to challenges identified by stakeholders at various engagements. It was noted that the developmental mandate of local government can be best realised when communities become directly involved in issues relating to their development. The Local Authority recognises the need to provide a framework through the strategic plan to guide all stakeholders in the delivery of services to the community of Kapiri Mposhi in order to ensure that their quality of life is improved. This strategic plan, therefore, provides direction on the major operations of the council. It is for this reason, my council is committed to partner with cooperating partners, community members, and other stakeholders towards the realization of quality service provision to citizens by fulfilling its mandate outlined in section 61 of the Local Government Act, Cap 281 of the laws of Zambia. Obby Kabasa Kapiri Mposhi -Town Council Chairperson Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 3
ACKNOWLEDGEMENTS The formulation of the Kapiri Mposhi strategic plan (KMTCSP) was based on a consultative process involving all stakeholders across the district. The consultations with various stakeholders were undertaken at all levels beginning from the sub -district level, Ward Development Committees (WDC’S) so as to develop consensus and establish ownership. The Plan charts our course to 2021; it is a roadmap that lays out specific priorities, which, in turn, will help guide the hard choices we must make. Most importantly, it will direct the allocation of human and financial resources. The Council’s ambition is to improve service delivery to the extent that it shall be considered to be a municipality that recognizes people are central to all policy decisions and that by its actions demonstrates a deep appreciation for the community’s welfare and responds to current needs and plans for our future, and pave way for the upgrading of the local authority’s status from a Town Council to a Municipal Council. This Strategic Plan offers a roadmap to success in a new era. It capitalizes on our great strengths and positions us to make a more significant impact on the critical issues of the country. We will be an Institution defined by our hallmarks: Transparency, Integrity, Team-work, Accountability, and Responsiveness. We expect the major strategic areas of the Plan, and the bold but achievable outcomes it describes, will require cumulative additional resources of approximately 40%–50% above our current base over the life of the Plan. Government support for the District will always be essential to sustaining our mission, but we anticipate that less than half of the new money needed for the Plan will come from the Government budget. Kapiri Town Council will become a more entrepreneurial organization, and we envision funding new initiatives through a variety of sources. These include Levy collection, property rentals, new revenue-generating ideas, and a growth in grants and contracts. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 4
Isaac Zimba Kapiri Mposhi - Town Council Secretary Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 5
AIDS LIST OF ABBREVIATIONS ART CBD Acquired immune deficiency syndrome CPs Anti –Retroviral Therapy HIV Central Business District IDP Cooperating Partners KMTC Human Immunodeficiency Virus KMTCSP Integrated Development Plan LA Kapiri Mposhi Town Council MC Kapiri Mposhi Town Council Strategic Plan MTEF Local Authority NGO’s Male Circumcision RSZ Medium Term Expenditure Framework SP Non –Governmental Organization SWOT Railway System of Zambia 7NDP Strategic Plan TAZARA Strength, Weakness, Opportunity, and Threat ZEMA Seventh National Development Plan GRZ Tanzania Zambia Railway RWSS Zambia Environment Management Agency JICA Government of the Republic of Zambia SOMAP Rural Water and Supply and Sanitation DEBS Japanese International Cooperation Agency PMTCT Sustainable Operations Maintenance Project District Education Board Secretary Prevention of Mother to Child Transmission Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 6
Table of Contents FOREWORD......................................................................................................................................... 2 LIST OF ABBREVIATIONS ............................................................................................................... 6 CHAPTER 1: EXECUTIVE SUMMARY .........................................................................................................11 1.1. Overview.............................................................................................................................11 1.2. Six Grand Challenges .....................................................................................................12 1.3. Priorities .............................................................................................................................12 1.4. Measuring Performance .................................................................................................12 1.5. Resource Consideration ................................................................................................13 1.6. Conclusion.........................................................................................................................13 CHAPTER 2: INTRODUCTION ...............................................................................................................14 THE 2019 TO 2021 STRATEGIC PLAN................................................................................................15 CHAPTER 3: MANDATE OF KAPIRI MPOSHI TOWN COUNCIL ............................................................16 CONSTITUTIONAL MANDATE...........................................................................................................16 LEGISLATIVE MANDATE....................................................................................................................17 CHAPTER 4: SITUATIONAL ANALYSIS.....................................................................................................21 INTRODUCTION ................................................................................................................................21 A) OVERVIEW OF SERVICE DELIVERY............................................................................................22 B) ECONOMIC DIVERSIFICATION & JOB CREATION.....................................................................23 C) POVERTY REDUCTION AND HUNGER ERADICATION...............................................................23 D) DIVERSIFICATION OF AGRICULTURAL PRODUCTS...................................................................24 E) DEVELOPMENT OF AGRO BUSINESS ........................................................................................24 CHAPTER 5: ENHANCING HUMAN DEVELOPMENT.................................................................................26 SKILLED WORKFORCE .......................................................................................................................26 INFRASTRUCTURE DEVELOPMENT...................................................................................................26 LAND .................................................................................................................................................26 EDUCATION ......................................................................................................................................27 HEALTH .............................................................................................................................................28 ENVIRONMENT ................................................................................................................................. 28 WATER SANITATION AND HYGIENE.................................................................................................29 SOLID WASTE....................................................................................................................................31 CREATING A CONDUCIVE GOVERNANCE ENVIRONMENT FOR A DIVERSIFIED ECONOMY............31 i) Improvement of the policy environment....................................................................31 Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 7
ii) The state of transparency and accountability..........................................................32 iii) Establishing a democratic system of governance.................................................32 iv) Improving service delivery ...........................................................................................32 v) Accelerating decentralisation and devolution at district level............................33 vi) Improving the rule of law, constitutionalism and human rights ........................33 CHAPTER 6: DEPARTMENTAL SITUATION ANALYSIS (SWOT)...............................................................34 PERFORMANCE ENVIRONMENT ......................................................................................................36 ORGANISATIONAL ENVIRONMENT..................................................................................................36 ORGANISATIONAL STRUCTURE FOR COUNCIL OPERATIONS ..........................................................37 CHAPTER 7: DESCRIPTION OF THE STRATEGIC PLANNING PROCESS...................................................39 OUTPUTS OF THE STRATEGIC PLANNING PROCESS ........................................................................39 COMMUNITY ENGAGEMENT AND PARTICIPATION OF STAKEHOLDERS ........................................39 CHAPTER 8: STRATEGIC OUTCOME-ORIENTED GOALS............................................................................40 GOALS, STRATEGIES AND ACTIONS......................................................................................40 Strategic Area # 1: Economic and Community Development..........................................40 Strategic Area # 2: Council Operations..................................................................................42 Strategic Area # 3: Enhancing Human Development .........................................................45 Strategic Area # 4: Improved land administration ..............................................................47 Strategic Area # 5: Infrastructure Development ..................................................................49 Strategic Area # 6. Natural Resources ...................................................................................51 IMPLEMENTATION OF ACTION ITEMS ....................................................................................52 EVALUATIONS .................................................................................................................................53 Appendices............................................................................................................................................ 54 14.1 Monitoring Framework - STRATEGIC PLAN 2019 TO 2022 .........................................54 14.2 Gantt Chart Strategic Plan 2019 to 2021...........................................................................64 Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 8
VISION, MISSION AND CORE VALUES Vision To become a Municipality that is responsive to the needs of its citizenry by adopting modern ways of service delivery and embracing latest Information and Communication Technology Mission Statement We shall strive to improve the quality of life of the people of Kapiri Mposhi through the Development of a sound Economic Environment and the provision of quality Social Services and infrastructure. This shall be achieved through dedication to work and carrying out our responsibilities to the best of our ability. Core Value Statements In carrying out our mission, we will uphold the under-listed values: Transparency Employees shall demonstrate honesty and lucidity in the execution of duties. Integrity Council employees shall exhibit high moral standards in the execution to tasks by modeling ethical behaviour. Team-work The Council will seek to incorporate all stakeholders in its efforts to turn Kapiri Mposhi into a better town. Accountability The Council will seek to take responsibility for actions undertaken by it as a public service institution and account for all resources to the community (clients), funders and other stakeholders in the execution of duties. Responsiveness Council employees will promptly respond to the needs of the community / general public in the least bureaucratic way possible. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 9
Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 10
CHAPTER 1: EXECUTIVE SUMMARY I1.1. Overview n future quality municipal services will be provided based on the demand of the citizens and the council shall be able to operate as a quality service provider. All this and more is within our reach. The Kapiri Mposhi Town Council is on the threshold of a new era, when the formidable strengths of this 88-year-old town – The center of Zambia and the major source of raw materials for grass and ceramics. Our potential to reshape the council’s operations is limitless. To ensure that we seize the moment and build on the resources in the district, bringing these vast resources to bear in powerful ways on the critical problems of the country, we embarked on the most inclusive and comprehensive planning process in our history. Out of intense discussion came a vision for a Kapiri Mposhi Town Council, an institution characterized by: ➢ An interdisciplinary outlook that combines our disparate strengths in ways that increase perspective and impact. ➢ A collaborative spirit that encourages us to build development partnerships and forges strong ties with government ministries, organizations, agencies, and individuals whose interests we share. ➢ An entrepreneurial culture that leverages emerging technology ➢ A commitment to excellence, honesty, transparency and accountability that calls for us to improve performance, measure outcomes, support on-going learning, provide equal opportunity, and recognize our people – the district’s great resource. The Plan charts our course through 2021; it is a roadmap that lays out specific priorities, which, in turn, will help guide the hard choices we must make. Most importantly, it will direct the allocation of human and financialresources. The Council’s ambition is to improve service delivery to the extent that it shall be considered to be a municipality that recognizes people are central to all policy decisions and that by its actions demonstrates a deep appreciation for the community’s welfare and responds to current needs and plans for our future, and pave way for the upgrading of the local authority’s status from a Town Council to a Municipal Council Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 11
1.2. Six Grand Challenges The council’s situation analysis revealed six major challenges that were affecting the development of the district which are: (i) Inadequate infrastructure such as roads, stations and markets to enable the district forge ahead. (ii) Huge growth in population thereby increasing the burden of service delivery (iii) Inadequate facilities for enhanced human development such as schools, clinics and Water supply and sanitation infrastructure. (iv) Increased number of unplanned settlements, making the provision of municipal services difficulty (v) Lack of resources for the council to respond to the various needs of the community. (vi) Lack of agricultural and economic diversification in the district. 1.3. Priorities Focusing on six grand challenges, we will use the immense resources toward six major strategic areas: (i). Economic and Community Development. To have viable job options, economic opportunities and prosperous communities. (ii) Council Operations. To have the operations of the Council be fiscally responsible, technologically innovative, striving for strong leadership held accountable, effectively meeting needs of the district and providing safety to all citizens. (iii) Human Development. To be a district where you can receive affordable medical healthcare, improved standards of education and better living conditions for all residents. (iv) Land Administration. To lobby for an increase in state-controlled land from the current 5% to at least 15% of the total area (v) Infrastructure. To maintain public infrastructure and transportation services. (vi) Natural Resources. To be good stewards of our natural resources 1.4. Measuring Performance Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 12
Performance measurement is critical to sustaining the highest standards of excellence and is essential for clearly communicating our accomplishments to external audiences. We will engage all levels of leadership in matching outcomes, goals, objectives, and strategies to performance indicators that will specifically and annually measure progress toward our goals. Indicators will be transparent and updated regularly. 1.5. Resource Consideration We expect the major strategic areas of the Plan, and the bold but achievable outcomes it describes, will require cumulative additional resources of approximately 40%–50% above our current base over the life of the Plan. Government support for the District will always be essential to sustaining our mission, but we anticipate that less than half of the new money needed for the Plan will come from the Government budget. Kapiri Town Council will become a more entrepreneurial organization, and we envision funding new initiatives through a variety of sources. These include Levy collection, property rentals, new revenue-generating ideas, and a growth in grants and contracts 1.6. Conclusion This Strategic Plan offers a roadmap to success in a new era. It capitalizes on our great strengths and positions us to make a more significant impact on the critical issues of the country. We will be an Institution defined by our hallmarks: Transparency, Integrity, Team-work, Accountability, and Responsiveness- We envision the Kapiri Mposhi Town Council of 2021 as a council that will be responsive to the people’s needs providing services that are mandated by the Government through the Local Government Act. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 13
CHAPTER 2: INTRODUCTION Kapiri Mposhi is located in Zambia’s Central Province, about 200 km north of the city of Lusaka. It is significant for both road and railway connections between Southern, Lusaka and the Copperbelt provinces up to the Democratic Republic of Congo. It is host to the western terminal of the Tanzania- Zambia Railway Line. Kapiri Mposhi acquired its township status in 1930 and became a District in 1993, leading to the establishment of a District Council pursuant to the Local Government Act Cap 281 of the Laws of Zambia. The main functions of the Council are: administering land use, environmental management, infrastructure development and management and provision of socio-economic services. Kapiri Mposhi Town Council has become recognized throughout Zambia as a place where communities are unifying around positive change, driven by a strong and open collaborative process that embraces all interests and views. Many of our townships and villages have taken the lead by being active in agricultural production, thereby becoming the country’s major source of food. Throughout the district, we are leveraging our diverse and abundant natural resources by making them available for use and enjoyment by people of all ages, needs and, abilities. Increasingly, visitors, new residents, and businesses are coming to the district, attracted by the “place” that has been and is being created. Our manufacturing base is getting stronger and is here to stay. We have tremendous opportunities to continue to build it, making the best use of our human and natural assets. The process to strengthen Kapiri Mposhi Town, anchored by the establishment of another glass factory, council hotel, mining activities and the establishment of townships will bring thousands of new visitors to our district. We are improving and expanding accessibility and the quality of health care, education, and infrastructure in the district. We are doing all this while preserving the character, historic quality, and uniqueness of our communities and special places. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 14
While progress is being made, much remains to be done. For this reason embarked on a strategic planning process with the primary purpose of establishing the collective priorities for action by the council management so that the state of the district will continue to improve and be recognized by all as a place where people want to play, live and work. THE 2019 TO 2021 STRATEGIC PLAN Kapiri Mposhi Town Council Strategic Plan has been driven by the need to create strategies that are aimed at guiding infrastructure and socio-economic development of the town. It is anticipated that the strategies packaged in this plan will yield the desired results, which will ultimately lead to sustainable development for the district. It should be noted that the document has been specially prepared to enhance the performance of Kapiri Mposhi Town Council as well as to identify the priority areas that the institution shall focus on, all in a bid to promote good local governance and stakeholder participation. The plan will enable the council to achieve a result-oriented system of public service delivery at the same time addressing the social, economic and sustainable development challenges in the district. It will help KMTC in setting up an operational action plan and budgets which will respond to various needs and demands of the general public. Stakeholder engagement and participation will be encouraged during the implementation and review of the plan. This will help set future goals as well as initiate a change of approach which will improve the council’s performance and also build a positive image. The plan will provide guidance on the preparation of annual work plans and budgets in line with the Seventh National Development Plan and the Medium Term Expenditure Framework (MTEF). The KMTCSP will be used to seek support and project funding from Government, Non-Governmental Organizations (NGOs) and International Development Agencies. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 15
CHAPTER 3: MANDATE OF KAPIRI MPOSHI TOWN COUNCIL TCONSTITUTIONAL MANDATE he Constitution of the Republic of Zambia provides the national overarching framework for the work of all local authorities in Zambia. Article 161 (1) outlines the objectives and mandates in respect of local authorities. The following mandates for the local authority can be extracted from this: A local authority shall— (a) Administer the district; (b) Oversee programmes and projects in the district; (c) Make by-laws; (d) Initiate local Bills for consideration by the provincial assembly; and (e) Perform other prescribed functions. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 16
LEGISLATIVE MANDATE Local Government Act number 281, section 61- second schedule provides a guide on the functions of the council as follows: General 1. To establish and maintain offices and buildings for the purpose of transacting Administration the business of the council and for public meetings and assembles. 2. To insure against losses, damages, risks and liabilities which the council may incur. 3. To maintain law and order and ensure national security and the good administration of the council. Advertisement 4. To prohibit and control the erection and display of advertisements and advertising devises in, or in view of, streets and other public places. Agriculture 5. To establish and maintain farms and allotment gardens. 6. To take and require the taking of measures for the; storage, market and Community Development preservation of agricultural produce; conservation of natural resources, and prevention of soil erosion, including the prohibition and control of cultivation. 7. To take and require the taking of measures for control of grass weeds and wild vegetation and for the suppression and control of plant and insect pests and diseases. 8. To maintain, protect and control local forests and woodlands. 9. To control the keeping and movement of livestock. 10. To establish and maintain ponds. 11. To establish and maintain grazing grounds. 12. To take measures for the destruction and control of bees and of dangerous animals and reptiles. 13. To control the slaughtering of animals the meat of which is intended for human consumption; to control the sale of such meat; and to require the disposal of diseased animals and carcasses and of meat which is unfit for human consumption. 14. To establish and maintain abattoirs, cold storage facilities and plans for the processing of by-products from abattoirs. 15. To control the movement of the carcasses of animals. Establish and maintain parking meters and premises for the parking of vehicles. 19. To take measures for the promotion of road safety. 16. (a) to establish and maintain roads; (b) to exercise general control, care and maintenance of all public roads, streets, avenues, lanes, sanitary lanes and foot walks forming part thereof, bridges, squares, ferries and water courses and to remove all obstacles there from; (c) to close or divert any public road street or through fare; (d) to close or divert ferries and water courses; (e) to declare a street or road to be a Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 17
public street or road; (f) to compile and maintain a register of all public streets and roads; (g) to make up to tarmac standard any private street and to charge the statutory leaseholders or occupiers of the land abutting on such streets in proportion to frontage and to recover the costs as a civil debt; and 17. To prohibit and control the erection and laying in, under or over, and the removal from, streets and other public places of(a) posts, wires, pipes, conduits, cable and other apparatus; (b) temporary platforms, seats and other structures; (b) street decorations. 18. To control traffic and the parking of vehicles and, for that purpose to 19. To prepare and administer schemes for the encouragement of and participation in, community development. 20. To establish and maintain a system of lighting in streets and other public places. 21. To establish and maintain firefighting and prevention services, and to take and require the taking of measures for the protection of life, property and natural resources from damage by fire. 22. To control persons and premises engaged in or used for the manufacture, preparation, storage, handling, sale or distribution of items of food or drink. 23. To brew beer. 24. To establish and maintain premises for the sale, of and to sell therefrom, items of food and drink (including beer and other intoxicating liquor) for consumption on or off the premises. 25. To establish and maintain catering services. 26. To erect, purchase and maintain buildings used as dwellings or clubs and, where it is in the public interest, for use for business or professional purposes. 27. To erect, purchase and maintain buildings and facilities and encourage the erection of dwellings needed for the accommodation of persons residing within the area of the council 28. To prohibit and control the development and use of land and buildings and the erection of buildings, in the interests of public health, public safety, and the proper and orderly development of the area of the council. 29. To control the demolition and removal of building and to require the altering demolition and removal of buildings which(a) do not conform to plans and specifications in respect thereof approved by the council; and or (b) are a danger to public health or public safety. 30. (1) To require the statutory leaseholder or occupier of land to do any of the following acts(a) to remove, lower or trim to the satisfaction of the council any tree shrub or hedge over-hanging or interfering with traffic in any street or with any wires, or with works of the council. (b) to remove any dilapidated fence or structure abutting on any public street or place. (c) to paint, distemper, whitewash or colourwash the Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 18
Public outside walls or roof of any building forming part of the premises; (d) to tidy the Amenities premises; and (e) to remove from the premises any unsightly debris, including derelict vehicles. Education 31. To provide space on which debris and derelict vehicles may be deposited. Public Health 32. To prohibit, control and require the fencing of land to control the use of barbed wire and other dangerous materials for fencing. Public Order 33. In the event of the statutory leaseholder or occupier failing to comply with a notice from the council requiring him to perform any of the acts specified in sub-paragraph, 34. To undertake the work and charge the statutory leaseholder or occupier with the cost thereof. 35. To assign names to localities and numbers to premises and to require the number assigned to any premises to be displayed thereon. 36. To establish and maintain parks, zoos, gardens, pleasure grounds, camping grounds, caravan sites and open spaces. 37. To plant, trim and remove trees, shrubs and plants in streets and other public places; and to prohibit and control the planting, camping, destruction and removal of trees, shrubs, and plants in streets and other public places. 38. To establish and maintain swimming baths and bathing places. 39. To establish and maintain art galleries, libraries, museum and film services. 40. To establish and maintain social and recreational facilities and public entertainments. 41. To establish and maintain a public transport service. 42. To establish and maintain colleges, schools and day nurseries. 43. To establish and maintain environmental health services. (As amended by Act No. 22 of 1995) 44. To establish and maintain cemeteries, crematoria and mortuaries and otherwise to provide for and control the burial of the dead, and destitute persons who die in the area of the council. 45. To control the manufacture, storage, sale and use of petroleum, fireworks, gas and other combustible or dangerous substances; and to establish and maintain magazines and other facilities for the storage thereof. 46. To take and require the taking of measures for the preservation and improvement of public health and the prevention and abatement of nuisances including measures for the extermination of mosquitoes and other insects rats, mice and other vermin. 47. To control persons, premises and land engaged in or used for the holding of any fair, circus, fete or other entertainment, recreation or assembly to which the public are entitled or permitted to have access, whether on payment or otherwise. 48. To prohibit or control the collection of money from door to door and in streets and other public places. 49. To preserve public decency. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 19
Registration 50. To prevent damage and trespass to property, whether public or private. 51. To establish and maintain public information services; and to advertise and give publicity to the advantages and amenities of the area of the council. 52. To provide for and maintain: (a) the enumeration and registration of persons or property for any purpose connected with the administration of the area of the council; (b) the registration of births, marriages and deaths; (c) the registration of clubs; and (d) the registration of such transactions in connections with land charges as may be prescribed in any written law relating to land charges. 53. To establish and maintain sanitary convenience and ablution facilities, and to require, whenever necessary, the establishment and maintenance of such facilities. 54. To establish and maintain sanitary services for the removal and destruction of, or otherwise dealing with, all kinds of refuse and effluent, and compel the use of such services. 55. To establish and maintain drains, sewers and works for the disposal of sewerage and refuse. 56. To take and require the taking of measures for the drainage of water. 57. To require and control the provision of drains and sewers and to compel the connection of any drains and sewers established by the council. 58. To prohibit and control the carrying on of offensive, unhealthy or dangerous trade. 59. To establish and maintain weighing machines. 60. To sell products and by-products resulting from the carrying on of any of the undertakings or services of the council. 61. To establish and maintain the business of (a) manufacture; (b) wholesale; and (c) retailer. 62. To undertake mining operations. 63. To provide and maintain supplies of water and, for that purpose, to establish and maintain waterworks and water mains. 64. To take and require the taking of measures for the conservation and the prevention of the pollution of supplies of water. 65. With the consent of the Directors of Postal and Telecommunication Services, and subject to such conditions as they may impose, to establish and maintain postal services. 66. To establish and maintain twin-town contacts. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 20
CHAPTER 4: SITUATIONAL ANALYSIS INTRODUCTION This process was meant to review the status quo of the council with regard to the mandate prescribed by the Local Government Act Chapter 281, section 61 of the Laws of Zambia. The results of this situation analysis helped KMTC develop key strategic areas and strategies which are aligned to the 7NDP. It also focused on analyzing how the district was responding to emerging challenges. The Council is committed to the realization of the developmental objectives set out in the Seventh National Development Plan (2017 – 2021), which was adopted in 2018. The 7NDP is regarded as a building block that will spur progress to meet the goals contained in Vision 2030. The new plan represents the Government’s first concerted effort to move away from sectorial-based planning towards an integrated and multi- sectorial approach that embeds and encapsulates SDGs and their indicators. The broad theme of the plan is “accelerating development efforts towards Vision 2030 without leaving anyone behind” with the primary goal of “creating a diversified and resilient economy for sustained growth and socio-economic transformation, driven by, among other things, agriculture.” KMTC situation analysis was guided by the key strategic areas of the 7NDP. It was anticipated that challenges identified through this situation analysis would lead to the development of strategies that would respond directly to the five pillars of the 7NDP which are: economic diversification, poverty & vulnerability reduction, reducing developmental inequalities, enhancing human development and creating a conducive governance environment for a diversified economy. The analysis helped measure the district’s current position in relation to the National Strategic areas. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 21
A) OVERVIEW OF SERVICE DELIVERY Central Statistical Office census 2010 estimates the population of the district to be around 253,786. CSO reviews that the district population has grown by 54% from 1990 to 2010, which is a total increase of more than 130,000 people. Migration is one of the important demographic processes which shapes the distribution of the district population. For the period 2011 to 2018, it is estimated that the district would experience a population increase to approximately 320,419 and will later increase to 386,274 in 2025. This will have a bearing on service delivery as the council must take this growth into account in its planning. In order for Councils to provide basic services, they have to generate funds by charging rates for their services. In this regard, the external environment within which they operate becomes an important factor. Statistics indicate that the unemployment rate at the end of 2015 stood at 10.6 %, and an increase in this percentage will ultimately have an impact on the ability of the Council to collect the much-needed revenue necessary for them to be able to provide a range of services. Further to this, the closure of the grass factory and low profits being recorded by TAZARA indicates that the economic growth outlook over the next few years shows signs of low investment, slow growth, limited industrial diversification, and poor labour market conditions. The Council will, therefore, have to put in place strategies to ensure sustainability during these times. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 22
B) ECONOMIC DIVERSIFICATION & JOB CREATION An ideal Town Council is one which is able to fulfill the service delivery and developmental mandates of the Constitution, and which does so in a manner that responds to the aspirations of communities. This assess provides a check on the gap between the current and the ideal situation by analyzing various sub-themes that have an effect on economic diversification and job creation such as the dominant sources of income for citizens, poverty reduction and hunger eradication, diversification of agriculture and development of agro-business. C) POVERTY REDUCTION AND HUNGER ERADICATION The Government is implementing different programmes to reduce poverty and eradicate hunger in rural areas of the district and these include the following: the Pass on the Goat Programme, food security pack, social cash transfer, village banking, and public welfare assistance scheme. These programmes are being implemented by the Ministry of Community Development and Social Welfare at a district level. Other existing programmes include the presidential initiative being implemented by the office of the District Commissioner, livestock support programme under the Ministry of Livestock and Fisheries and farmer input support programme under the Ministry of Agriculture. Poor road networks and communication facilities have negatively affected the delivery of the various empowerment programmes. Most areas which have a lot of need cannot be accessed easily. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 23
D) DIVERSIFICATION OF AGRICULTURAL PRODUCTS The district’s main agricultural produce has been maize, however, small-scale farmers have started diversifying to tobacco, groundnuts, soya beans, and sorghum production. Other farmers have begun livestock farming such as goat, sheep, chicken and cattle rearing. The district’s direct markets for livestock are Lusaka, Copperbelt and The Democratic Republic of Congo. E) DEVELOPMENT OF AGRO BUSINESS There has been a mushrooming of small-scale agro-businesses which are supplying chemicals and farming inputs. This has contributed to the reduction of the cost of production and also has led to improved access to agricultural inputs and services. Manufacturing Despite the dwindling of the KGP, the district has seen the emerging of companies such as Eagle Glass Factory. The district has vast land for industrial development. It also has high-quality raw materials for the manufacturing of glass and ceramics, precious stones and other minerals such as manganese, copper, and cobalt. Tourism The district has not developed much in this sector despite places such as King George VI, Mushimbili rocks, Mulungushi Rock of Authority, Lukanga Swamps and various beautiful rocks in Kabwale Ward which can be promoted as key tourist attractions dotted around the district. Kapiri Mposhi has a number of lodges but most of them unable to meet the needs of the international market. None of the lodges and guest houses in Kapiri has achieved 4-star status. Poverty & vulnerability reduction The population of Kapiri Mposhi has grown from 110,762 in 1990 to 253,786 in 2010. This has led to an increase in demand for basic services such as education, housing, water, health, and other social services. Urbanization is also responsible for the mushrooming of unplanned settlements which do not benefit directly from the services provided by the local authority. The HIV prevalence rates in the district are high and have a negative effect on the development of the town and the attainment of its Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 24
vision. The number of people not in formal employment is very high leading to increased poverty and vulnerability levels. KMTC has partnered with Medeem Zambia in a programme that is aimed at upgrading the unplanned settlements in Kapiri Central. This project’s main focus is empowering the poor and marginalised with the right to own land and also access to municipal services. Reducing developmental inequalities Infrastructure development in the district is centered on the central business district which is a combination of the middle class and the poor. There is no balance between development in the urban and rural areas. The rural parts of the district account for more than 95% of the total area. These areas lack access to safe drinking water, health and education services. Poverty and unemployment levels are high with over 76.6% living in abject poverty. The Gini coefficient as a measure of income inequalities in 2015 placed Zambia among the most unequal countries in the world. This is a potential threat to long-term socio-economic development. There are various structural impediments which perpetuate gender inequality. The district is not performing well when it comes to promoting equal access to work, health and education for women and girls. The chances of girls from poor households completing secondary education are low compared to boys. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 25
CHAPTER 5: ENHANCING HUMAN DEVELOPMENT Human development involves the expansion of human freedoms to live long, healthy and creative lives and to actively participate in shaping equitable and sustainable development. As people are both beneficiaries and drivers of human development, there is a need to invest in them to enhance their human capacities in self-employment and wage employment that leads to socio-economic growth. This means that people should be educated (to include formal and non-formal skills development), healthy, have a reasonable standard of living and feel safe. During this assessment, we analyzed the various components that could steer human development as follows; SKILLED WORKFORCE Kapiri Mposhi District has three tertiary learning institutions which are Mulungushi University, King George VI Memorial College and one private teacher training college. The district has no trade school to offer technical, vocational and entrepreneurship training programmes which are pathways in the promotion of skilled workforce. This means students graduating from the 22 secondary schools are either absorbed by the three institutions or have no option but to move away from the district to access TEVET training. INFRASTRUCTURE DEVELOPMENT In terms of council infrastructure, Kapiri Mposhi has a number of new facilities which are being developed such as the bus station and a shopping plaza. Yet many infrastructure challenges remain, the foremost being underinvestment in maintenance and rehabilitation of infrastructure. The district has no sporting infrastructure and recreation facilities like a stadium, play parks, and a showground. The state of road infrastructure is very bad. The district does not have a hotel. LAND The district has a total area of approximately 9,316 square kilometers of which only 462.15km2or 5% is state land. 8853.85km2or 95% of the total area is traditional or Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 26
customary land shared amongst three chiefdoms. Housing in these chiefdoms is unplanned making it difficult for the local authority to provide municipal services. The Council being a supreme authority in the town reserves the right to recommend to the state and in particular to the Commissioner of Lands candidates entitled to be allocated land. All land within the municipal boundary from the center of the town is within the jurisdiction of the local authority. Therefore, the local authority reserves the right to enforce all land regulations in these perimeters. In view of diminishing levels of state land, the council is of the view that extending state-land boundaries through the solicitation of Traditional Chiefs would result in greater flexibility and opportunities for planning for future infrastructure and amenities. However, KMTC is currently faced with challenges of dealing with existing settlers in the various settlements that fall within the jurisdiction of the council. People have settled in those areas for years and are using them for farming and most of them were given farm permits by the chiefs and headmen. The land disputes between the council and the communities are steadily increasing. EDUCATION Primary and secondary education: Improved education and skills development are instrumental in creating societies that are better able to respond to social and economic development challenges they face. In order to attain universal access to education, there is a need to improve accessibility through the provision of essential infrastructures such as schools and learning centres. The district has 22 secondary schools, 107 primary schools, 60 community schools, and 35 private schools. The district’s total area is 17,219 km² with a population of about 253,000 people. Having a total of 107 primary schools makes the district off target as regards attaining universal access to primary education by 2030. Various parts of the district have no secondary schools. The district lacks key education development facilities such as libraries and skills training centres. The average distance between primary schools in most parts of the district is 15 km and most schools in the rural areas have a shortage of teachers with most schools having 3 teachers at school running from grade 1 to 7. CSO in its 2010 census reported that Kapiri Mposhi had literacy rates for persons aged 5 years and above at 69.1% and the percentage of the population 5 years and older attending school was 34%. Variations were shown between children between the ages Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 27
7 to 13 attending primary school at 75.1% while the number attending secondary school reduced 61.9%. This can be attributed to the lack of secondary schools in rural areas and the high cost of fees and other school supplies. HEALTH Kapiri Mposhi has one general hospital, a first level hospital and thirty two health centres. In 2009, CSO census 2010, central province analytical reports that Kapiri Mposhi was the highest among districts in central province in infant mortality at 85 infants per 1000 live births. It is also the highest in child mortality rates at 68.7 deaths per 1000 live births and under 5 mortality rates at 153.7 per 1000 live births. This is an indication that the district lacks facilities to provide antenatal and postnatal services and also the proximity to health institutions for mostly rural communities is very long. Central Province has a high HIV prevalence rate at 12.6% of the population; 3% are people living with HIV in Kapiri Mposhi. Furthermore, the district has 8 health facilities offering ART services of which one conducts mobile services. There are thirty two health facilities offering PMTCT services. Key challenges faced by the district in relation to HIV are: High poverty levels – this has caused many poor young girls and mothers to trade for sex as a way of gaining income. The central positioning of the district has increased the levels of vulnerability of the residents. ENVIRONMENT Climate: Falling within the zone II of the agro-ecological zone of Zambia, Kapiri Mposhi receives annual rainfall of between 800- 1000mm. The mean annual temperature of Kapiri Mposhi is 20.8oC. The hottest month is October, which has an average temperature of 23.9oC, while July is the coldest with an average temperature of 15.8oC. Ecology: The district has a varied flora and fauna, it is dominated by the Miombo woodlands. The forest has outer open areas which include settlements, commercial and traditional farmlands. Kapiri Mposhi has areas with undisturbed canopies, these are found in the western part and are mostly characterised by swamps and dambo Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 28
areas. These ecosystems are threatened by high levels of deforestation due to extensive charcoal burning and creation of farming blocs WATER SANITATION AND HYGIENE Prior to the inception of the Lukanga Water and Sewerage Company, Kapiri Mposhi Town Council was solely responsible for water supply and sanitation in the district. The establishment of the utility company shifted the responsibility of the water supply and sanitation in urban areas to the utility company. However, the Local Authority has continued providing water supply and sanitation services in the rural areas through the National Rural Water Supply and Sanitation Programme. Provision of adequate sanitation and supply of clean and safe water is key to the reduction of water-related diseases. The district has devised strategies that have led to the attainment of an open defecation free zone status in two out of three chiefdoms. Currently, the sanitation coverage stands at 76%. This has been made possible by increased access and use of toilets promoted by the CLTS programme. At least 52% of people in the district have access to clean and safe water. However, the emerging compounds and unplanned settlements still lack access to the services provided by the utility company. In addition, townships receiving services from the company are facing erratic water supply and sanitation. As a result, the number of people drinking from unprotected sources of water is still high. The district is on target in meeting SDG no 6, target 6.1 which aims to achieve universal and equitable access to safe and affordable drinking water for all by the year 2030. This has been necessitated by programmes such as SOMAP that aim at ensuring sustainable use of water points. Currently, the district has 689 boreholes fully equipped with hand pumps. Out of these, 650 were drilled and equipped by the government of the Republic of Zambia (GRZ) with support from the African Development Bank (ADB) under the Rural Water Supply and Sanitation Programme (RWSS). The rest were sunk and equipped by World Vision and Lions Aid Norway. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 29
Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 30
The district has several reservoirs which supply the Lukanga Water and Sewerage Company network. However, the utility company has challenges ranging from old equipment, network, and inadequate treatment plants SOLID WASTE If not well managed, solid waste is a time bomb for an epidemic. The responsibility for solid waste collection and management is entirely on the local authority. This is because the district lacks community-based enterprises that can help in the collection of solid waste. Furthermore, the introduction of intervention such as keep Zambia clean, green and healthy campaign and the signing of Statutory Instrument number 12 of 2018 which provides regulations on street vending and public nuisances have contributed positively to the maintenance of a hygienic environment in the district. The district has one dump site known as Kabowa, which is approved by the Zambia Environment Management Agency (ZEMA). However, the dump site is a crude dump site which makes it difficult to control. There is no landfill in the district. CREATING A CONDUCIVE GOVERNANCE ENVIRONMENT FOR A DIVERSIFIED ECONOMY i) Improvement of the policy environment The Government is implementing the national decentralization policy by devolving some functions of central government to lower levels with matching resources. The decentralization policy is being implemented in three phases. The Local Authorities are implementing the first phase, where devolved ministries are required to report to the council as a way of strengthening the local governance system and enhance management efficiency. The Government has reduced the burden of KMTC by creating Ngabwe district. Furthermore, the formation of Ward Development Committees in all the sixteen wards has enhanced and improved community participation in the development process at ward level. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 31
ii) The state of transparency and accountability KMTC has partnered with various organisations such as Transparency International Zambia (TIZ) and the Anti – Corruption Commission (ACC) whose main focus is fighting corruption and promotion of good governance in local authorities. Furthermore, these partner organisations and the local authority are working together to sensitize the general public on matters affecting the district such as; legal procedure on the acquisition of deeds and the importance of conserving forest reserves. iii) Establishing a democratic system of governance The district has engaged different stakeholders which include government departments, NGOs, FBOs, parastatals, private sectors, local communities and politicians in the promotion of good governance. This has been done in order to promote networking and information sharing. iv) Improving service delivery The Local Government Act Cap 281 mandates the local authority to establish the ward development committees, KMTC has managed to establish all the sixteen WDCs in the district which are functional. However, the committees are facing numerous challenges in the running of their wards at large due to lack of funding which ranges from the district up to national level. There is no ward development fund to enable WDCs to establish and implement community-driven projects. All wards entirely depend on Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 32
constituency development funds which are inadequate considering the size and number of wards. v) Accelerating decentralisation and devolution at district level The devolution process began with line ministries reporting to the council. However, there is resistance from some line ministries to attend meetings at the council. The Local Authority is working hard in local revenue collection that to help improve service delivery at a district level. vi) Improving the rule of law, constitutionalism and human rights At the district and ward level, the district has state police and council police to enforce the rule of law. Kapiri Mposhi has one police station, two police posts, one magistrate court, and four local courts to ensure access to justice for all. These are inadequate to cater for the whole district. In addition, the council works with para-legal organisations and the victim support unit under Zambia police to sensitise the citizens on human rights Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 33
CHAPTER 6: DEPARTMENTAL SITUATION ANALYSIS (SW STRENGTHS Works Qualified and dedicated manpower Well-coordinated efforts with other departments, Availability of raw construction materia (e.g sand), Clear policies by Management for implementation Finance Skilled Man-power, Good Internal Controls Integration with other Departments Income Generating Ventures Human Resource and Administration Adequate trained personnel, Competent staff, Low turn - over of key staff, Effective community consultative and participatory process, Good Councillor/ Officer and devolv relationship, Effective communication system among staff, Existence of functional coun committees Critical positions filled, Good record keeping, Proper delegation of responsibilities, Recruitment is based on merit, Proper reward system Planning Qualified personnel, Knowledge of land demarcations, Good community linkages (WDC OPPORTUNITIES Works Favourable Central Govt policies on infrastructure, Donor support, Favourable prospec for transitioning from a Town Council to a Municipal Council, Potential for expanded infrastructure base through CDFs Finance Economic Geographical Location, Levy generation from Agriculture produce Expected high returns from potential Mining activities, Potential growth in Information Technology, Ability to Maximize Revenue, Potential revenue from cultural-related activ Human Resource and Administration Continuous development (training), Good working relationship with other departments , High possibility of staff Promotion Kapiri Mposhi Town Council’ 3
WOT) WEAKNESSS Works Inadequate transport, Lack of equipment and tools, Inadequate skilled als manpower, Inadequate ownership of development projects, Inadequate resources for rehabilitation and maintenance of public infrastructure, Poor road network, Inadequate office accommodation Finance, Meagre Revenue base, Inadequate Transport, Outdated Valuation Roll Un-Numbered Plots, Lack of Integration in IT Systems Human Resource and Administration Too bureaucratic, Lack of transport, Lack of office space ved Lack of storage for archives ncil Planning Inadequate transport, Inadequate funds for implementation of programmes, Inadequate equipment, Inadequate office space, Long, bureaucratic procedures • Lawsuits due to negligence Cs) • Collapsing of buildings due to inefficient inspection THREATS Works cts Vandalism of public infrastructure, Political interference, Stalled capital projects vities Finance , Policy change, Political interests Budget constraints Community resistance Human Resource and Administration Transfers (Loss of institution memory) Resignation of people in key positions Planning ’s Strategic Plan: 2019-2023 34
Planning Vast unoccupied land for planning in surrounding chiefdoms, Good relationship with stakeholders, Prospect of KMTC being declared as a Planning Authority, Varied land-u opportunities, Unexploited minerals (e.g Manganese) with the potential to stimulate economic vibrancy, Abundant sand for building and manufacturing of glass and cerami products Kapiri Mposhi Town Council’ 3
Land disputes (encroachments), Mushrooming of unplanned settlements, Political interference, Illegal mining resulting in environmental degradation use Community resistance to development projects ic ’s Strategic Plan: 2019-2023 35
PERFORMANCE ENVIRONMENT The purpose of this Strategic Plan is to provide the Kapiri Mposhi Town Council and the people they represent with a guide for identifying and addressing the needs and opportunities of Kapiri Mposhi. It is a plan that will be used by the management in fulfilling their obligations to the district. The plan is intended to be a living document that will be adjusted to respond to evolving needs and conditions. It will be evaluated annually by the council in order to make it responsive to current and emerging conditions. This strategic plan will be used as a guide for monitoring and evaluating the progress of the council. Therefore, a unified vision and mission statement was developed through a comprehensive consultative process. ORGANISATIONAL ENVIRONMENT Overall Structure The Kapiri Mposhi Town Council organisational structure includes elected officials, council management and committees. Elected officials are chosen by registered voters of Kapiri Mposhi District through the different wards and are directly responsible to their ward. The Council management, while not elected but appointed by the Local Government Service Commission and the Council, provides services to the residents of the District. Many of these services are either mandated by statute or are essential to the tasks of the Council and or the needs of the District. In order to effectively address issues and provide a link between the Full Council, which carries the responsibilities for governance and those who are hired and appointed to run the Council, Councillors sit on several committees. The committees address a number of issues and are charged with specific functions. In addition to the committees, Councillors and Council management work closely with a network of devolved institutions, “pursuant to Article 147 Section 1 of the Laws of Zambia”, that states that the management and administration of the political, social, legal and Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 36
economic affairs of the state shall be devolved from the national Government level to the local Government level. Together, the entities work together to ensure that the Council is addressing the needs of the District. ORGANISATIONAL STRUCTURE FOR COUNCIL OPERATIONS Body Composition (a) Elected officials • Council Chairperson • Councillors (b) Traditional Leaders (c) Council management • Maximum 3 Chiefs elected among themselves • Principal Officer • Council Departments – Human Resource & Administration, Finance, Works and Planning • Procurement, Audit, Legal and Public Relations (d) Devolved Institutions • District Education Board Secretary • District Health Director • District Community Development • District Social Welfare • District Forestry • District Agriculture • District Livestock and Fisheries • District Infrastructure Development • District Water Management and Natural Resource • District Chiefs and Traditional Affairs • District Tourism and Culture 9.3 Organization chart Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 37
Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 38
CHAPTER 7: DESCRIPTION OF THE STRATEGIC PLANNING PROCESS OUTPUTS OF THE STRATEGIC PLANNING PROCESS The most significant output of the process has been the Kapiri Mposhi Town Council Strategic Plan (2012-2016) which is the combined effort of all city stakeholders consulted during the Plan’s formulation. The KMTCSP presents the basic features, physical and socio-economic conditions of district, the community and district level problems and development objectives and priorities that were identified and merged during the districts Strategic Plan process. It is envisaged that every institution in the district will either take ownership or be supportive of the Strategic Plan and its implementation. COMMUNITY ENGAGEMENT AND PARTICIPATION OF STAKEHOLDERS The strategic planning process was inclusive and summarized the views and concerns of all stakeholders in the district. The process of engaging the stakeholders, who included government departments, NGOs, Faith-Based Organizations (FBOs), parastatals and the private sector, politicians, local communities, and special interest groups, enabled partnership building, information-sharing and networking. The general approach was to stimulate information through community consultation and participatory decision-making. This was in line with government policy and Development Cooperating Agencies’ values of promoting governance through the active participation of all stakeholders in the city at key decision-making stages of the Strategic Planning process Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 39
CHAPTER 8: STRATEGIC OUTCOME-ORIENTED GOALS GOALS, STRATEGIES AND ACTIONS Strategic Area # 1: Economic and Community Development Strategic outcome-oriented Economic & community development goal 1 Goal statement To have viable job options, economic opportunities, and prosperous communities in Kapiri Mposhi. Justification Local Government Act, Links Seventh National Development Plan STRATEGY # 1.1: DEVELOPMENT READY To achieve a development ready district based upon needs of townships, villages and plans. Actions - Improving the systems that deal with the issuance of trade licensing and permits by setting a high standard for business responsiveness, to development and expansion. - Provide strategic support to communities throughout the district to assist them in achieving their goals ranging from infrastructure to business retention, expansion and attraction of businesses - Developing of alternative funding resources - Construction of modern markets and trading areas Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 40
- Development of access roads Strategy #.1.2. TOURISM: Support and encourage the continued growth and development of our tourism industry by fully leveraging the Lukanga Swamps, The Mulungushi Rock of Authority, and The Mushimbili Rocks Actions - Promote local tourist attractions - Brand tourist attractions - Annual district expositions - Establishment of council lodges and campsites - Creation of a tourism website for the district Strategy # 1.3. HOUSING: Support efforts that create diverse and livable housing opportunities Actions - Creation of housing estates - Development of guidelines for construction of quality housing units - Inspection of housing development projects - Development of standard housing plans Strategy # 1.4. INDUSTRY: MANUFACTURING Support and work to implement the Manufacturing Strategy ensuring that it addresses retention, expansion, and attraction of manufacturing Actions - Establishment of an industrial development zone - Feasibility study on the existing raw materials that support manufacturing - Marketing of the district to the corporate world Strategy #.1.5. INDUSTRY: AGRICULTURE Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 41
To promote a diversified and export-oriented agriculture sector in the district Actions - Increase production and productivity through the creation of new farming scheme areas - Development of access roads connecting the CBD and the farming communities - Developing of storage facilities for farm produce - Invest in agriculture value chains such as the creation of peanut butter processing plant - Promote diversification within the agricultural sector through crop and livestock promotions. - Establish and promote market days for farmers in the district. Strategic Area # 2: Council Operations Strategic outcome-oriented COUNCIL OPERATIONS: goal 2 Goal statement To have the operations of the council management Justification be fiscally responsible, technologically innovative, striving for strong leadership held accountable, effectively meeting needs of the district and providing safety to all citizens. Local Government Act 281, Constitution of the republic of Zambia Links SNDP Strategy # 2.1 FINANCE DEPARTMENT To improve the revenue base of KTC from the current K13,434,628.00 per annum to K15,000,000.00 per annum Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 42
Actions - To have an updated valuation roll - Maximise the collection of funds from permits and levies - To improve the council’s transport system - To put in place an integrated management information system in order to enhance accountability and efficiency with well networked infrastructure - Create and manage data base for ground rent and rates Strategy # 2.2 HUMAN RESOURCE AND ADMINISTRATION: To improve efficiency in the management and operations of the council Actions - Recommending a system that can reduce bureaucratic processes in management - Capacity building for staff in all departments - Strengthen the enforcement of work place by-laws - Disseminate information on council operations - To provide adequate transport for all council operations - To build a district archive - Orient all council staff on the vision, mission and values of the council. Strategy # 2.3 PLANNING DEPARTMENT: To enable KMTC to be upgraded to a planning authority Action - To make an application for an upgrade to planning authority status - To expand office facilities for the planning department - To procure adequate equipment for planning - To request for a quantity surveyor and an architect Strategy# 2.4 DEPARTMENT OF WORKS: Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 43
To improve the capacity of the works department to respond to emerging development work needs in the district Actions - Purchase of key earth moving equipment - Training of staff in repair and maintenance of equipment - Maintenance of fire equipment - Purchase of rig Strategy # 2.5 DEPARTMENT OF LEGAL: To improve the handling of legal related matters at the council Actions - Review of pending cases for the council - Review of by-laws set by the council - Make appeals and legal suits Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 44
Strategic Area # 3: Enhancing Human Development Strategic outcome oriented Enhancing Human Development goal 3 Goal statement To be a district where you can receive affordable medical healthcare, improved standards of education and better living conditions for all residents. Justification Local Government Act, Education Act, Health Act, Links National Water Policy. 7NDP Strategy #3.1: IMPROVED HEALTH To improve people’s access to quality health care services in the district Actions ➢ Health education promotion ➢ School health promotion through SLTS and SHIN ➢ Maternal child health care and family planning promotion; ➢ Epidemic preparedness and control enhancement ➢ Keeping fit through Physical exercise promotion ➢ Public health research promotion ➢ Promotion of HIV/AIDS related programs ➢ Lobby for the establishment of health centres in the rural parts of the district ➢ Lobby for medical outreach services. Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 45
Strategy # 3.2: IMPROVED EDUCATION To provide an educational system and skills development that will be practical and accessible to all. Actions ➢ Construction of early childhood centres and adult literacy classes ➢ Provision of land for school construction ➢ Inspection of early childhood centres ➢ Facilitate the establishment of primary schools ➢ Facilitate the upgrading of primary to secondary schools ➢ Facilitate networking of non-state actors with interest in education development. Strategy #3.3 ENHANCE ACCESS TO SKILLS TRAINING To provide an enabling environment for skills development that will be practical Actions ➢ Provision of adequate land for establishment of training centres ➢ Lobby from cooperating partner interested in skills training ➢ Construction of skills centres ➢ Promotion of entrepreneurship ➢ Promotion of ICTs in the district Strategy # 3.4: IMPROVED ACCESS TO WATER SUPPLY AND SANITATION To improve water supply access from 52 to 100% by 2021 Actions ➢ Training of VWASHE committees, Community champions and EHT ➢ Water quality monitoring and treatment ➢ Drilling of new boreholes ➢ Rehabilitation of boreholes Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 46
➢ Continued monitoring of chiefdoms that have already achieved ODF status to promote WASH adherence Strategic Area #4: Improved land administration Strategic outcome oriented Improved land administration goal 3 Goal statement To increase the percentage of council serviced state land from the current 5% to at least 15% by 2022. Justification Local Government Act, Land Act Links 7NDP Strategy 4.1: FORMALIZATION OF PROPERTIES IN PLANNED AREAS To have all properties in planned areas formalized and numbered. Actions ➢ Sensitizing the public on the importance of getting their properties formalized, ➢ Feasibility study ➢ Physical Planning ➢ Adopting of the properties into the plan. Strategy 4.2. Resolving Land disputes within planned areas Resolve all land disputes within the current planning boundary. Action Kapiri Mposhi Town Council’s Strategic Plan: 2019-2023 47
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