government of the republic of zambia (grz)-united - undp

Programme Goal (UNDAF Outcome 5): Targeted Government institutions provide human rights-based policies, frameworks and services by 2015 Programme Objective: To support the Government of the Republic of Zambia in meeting the development goal of promoting human rights, dignity of individual citizens and inclusive governance. Programme Outcome (Country Programme Outcome 5.1): Individuals with increased knowledge and ability to claim human rights for effective participation in development and democratic processes by 2015 National Executing Agency: Ministry of Finance and National Planning Implementing Agencies: Cabinet Office, Ministry of Justice, Technical Committee on Drafting the Zambian Constitution, Ministry of Local Government and Housing, Decentralisation Secretariat, Local Government Association of Zambia, National Assembly of Zambia, Human Rights Commission, Ministry of Home Affairs, Electoral Commission of Zambia, CSOs and Media

Country: Zambia

Government of the Republic of Zambia (GRZ)-United Nations Development Programme (UNDP) Governance Programme

(2011-2015)

GRZ-UNDP Governance Programme 2011-2015

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Programme Duration: Key Result Area: Programme ID: Start Date: End Date: Management Arrangement:

4 years Democratic Governance ZMB May 2012 December 2015 National Implementation (NIM)

Total estimated budget: Of which: - Funded budget: - Unfunded budget:

US$7,280,000

US$3,200,000 US$4,080,000

Sources of funded budget: UNDP: Government: Donor: Donor: NGO:

US$3,200,000 In kind

………………... ………………... ………………...

Brief Description This Programme seeks to support the Government of the Republic of Zambia in meeting the development goal of promoting human rights, dignity of individual citizens and inclusive governance. In this regard the project will take a three-pronged approach aimed at: (1) supporting national efforts in development and implementation of a national constitution that will foster human rights, inclusive governance, greater separation of powers and accountability among State organs; (2) transformation of selected key national institutions into accountable institutions with greater capacity of increasing delivery of public services and human rights to vulnerable populations; and (3) increasing citizens’ participation in democratic processes and promotion of public accountability. The project interventions includes: (i) increasing domestication of international conventions and protocols that Zambia has acceded to; (ii) increase national capacity for implementing, monitoring and reporting of national plans, policies and reforms; (iii) promoting transformational leadership and mindset change in the civil service and the community in general; and (iv) fostering an environment that will promote greater public engagement in democratic processes and public access to information at the national and local levels. Expected benefits of the project include increased access to human rights and public services by vulnerable groups and changes in attitudes among the public servants.


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List of Acronyms APRM AU AWP CEDAW CO COMESA CPs CSO DS DSA ECZ GS HACT HRC IP LGAZ MCTA MHA MLGH MoFNP MoIBL MoJ MoV MP NAZ NCC NIM OAG OIG PF PS SADC SBAA SMS TCDZC TLMS TLMSDP UNCAC UNDAF UNDP ZMB

Africa Peer Review Mechanism African Union Annual Work Plan Convention on the Elimination of All Forms of Discrimination Against Women Cabinet Office Common Market for Eastern and Southern Africa Cooperation Partners Civil Society Organisation Decentralisation Secretariat Daily Subsistence Allowance Electoral Commission of Zambia Governance Secretariat Harmonised Cash Transfer Human Rights Commission Implementing Partner Local Government Association of Zambia Ministry of Chiefs and Traditional Affairs Ministry of Home Affairs Ministry of Local Government and Housing Ministry of Finance and National Planning Ministry of Information, Broadcasting and Labour Ministry of Justice Means of Verification Member of Parliament National Assembly of Zambia National Constitutional Conference National Implementation Office of the Auditor General Office of the Investigator General Patriotic Front Permanent Secretary Southern African Development Community Standard Basic Assistance Agreement Short Message Service Technical Committee on Drafting the Zambian Constitution Transformational Leadership and Managerial Skills Transformational Leadership and Managerial Skills Development Programme United Nations Convention Against Corruption United Nations Development Assistance Framework United Nations Development Programme Zambia


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Table of Contents List of Acronyms ........................................................................................................................ iv List of Acronyms ........................................................................................................................ iv Table of Contents ....................................................................................................................... v 1. Situation Analysis ................................................................................................................1

1.1 Governance in Zambia ............................................................................................................... 1 1.2 State of Human Rights ............................................................................................................... 3 1.3 Public Service Delivery ............................................................................................................... 3 1.4 Public Participation .................................................................................................................... 4 1.5 Past Support to Public Sector .................................................................................................... 4

2. Strategy ...............................................................................................................................6

2.1 Justification for New Programme.............................................................................................. 6 2.2 Programme Beneficiaries ........................................................................................................... 8 2.3 Programme Pillars ...................................................................................................................... 8

3. Results and Resources Framework ....................................................................................11 4. Management Arrangements .............................................................................................25 5. Monitoring Framework and Evaluation.............................................................................26 6. Legal Context .....................................................................................................................27 Annex 1: Risk Analysis ..............................................................................................................28


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1. Situation Analysis

1.1 Governance in Zambia As a unitary State and constitutional democracy, Zambia acknowledges the supremacy of the constitution in its governance. The constitution has undergone several amendments since the country attained its independence in 1964, including in 1973, when the country was established as a single-party State; in 1991, when multi-party politics were re-introduced; and in 1996, when the criteria for the election to the office of president were changed. Further attempts to review the constitution were made by Government, first by commissioning the Mung’omba Constitutional Review Commission of 2002 and later by setting up the National Constitutional Conference (NCC) to review the Mung’omba draft. Although the NCC produced a Constitution Amendment Bill of 2010, it failed to pass through the National Assembly in March 2011. While the Constitution Amendment Bill of 2010 addressed several emerging challenges, it failed to address many key governance issues, including: (i) weak safeguard institutions/mechanisms such as the Office of the Investigator General (OIG), the Human Rights Commission (HRC) and the Office of the Auditor General (OAG), which has led to weak public accountability of the Executive; (ii) poor definition of discrimination in part III of the constitution especially for the coverage of human rights; (iii) ineffective oversight and safeguard mechanisms on public financial and debt management; (iv) poor electoral systems which do not provide for inclusive governance especially equal representation of men, women and other vulnerable groups; and (v) weak oversight by the National Assembly. The gaps between the expectation of the public and provisions of the constitution continue to be a challenge and a potential source of national instability. Therefore, in 2011, Government established a technical committee to review the constitution, lead stakeholder consultations and subsequently present to a national referendum a draft constitution which underpins the tenets of good governance. In this connection, there is a need to review the legal frameworks and institutional arrangements required for effective implementation of a new constitution. These include strengthening oversight and safeguard institutions and electoral processes that facilitate inclusive governance in general and implementation of gender equality targets in particular. The constitution provides for three independent yet mutually reinforcing organs of the State: The Executive, the Legislature and the Judiciary: The Executive is led by the President, who appoints a Cabinet consisting of 20 Ministers from within Members of Parliament (MPs). The administrative functions of the Executive are undertaken by the public service, which is headed by the Secretary to the Cabinet, and at ministry and provincial levels by permanent secretaries. There are also commissions such as the Public Service Commission, the Local Government Service Commission and the Police Service Commission to regulate the operations of some wings of the Executive.


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Appointments of constitutional office holders are subject to ratification by the National Assembly, but the constitution provides for the discretionary powers of the President to appoint Ministers, up to eight MPs, permanent secretaries, commanders of the armed forces and heads of parastatal organisations, without ratification. The President can also appoint commissions of inquiry and exercise emergency powers without reference to the National Assembly. The Executive is responsible for design and implementation of public policies and programmes as well as public services. The latter are largely centralised in central Government, though a number of ministries are deconcentrated to district level. Coordination of central Government services at district level is vested in the office of the District Commissioner, although the local Government Act allows District Councils to provide services at local level, hence creating a possible overlap and contradiction. The country is divided into 10 administrative provinces and 81 District Councils with elected councillors. The Executive has through several proclamations expressed a desire to increase public participation in national processes such as development of national plans, formulation of legal frameworks and elections. On the whole, its public consultations have been consistently undertaken during formulation but more intermittently during implementation, monitoring and evaluation, giving rise to a situation where the impact of policies and programmes as well as the overall development results do not fully reflect views of the general population. The Executive is also responsible for domestication of international instruments and enforcement of domesticated provisions of such instruments and reporting progress in their implementation. In this regard, Government reports progress to international bodies such as Treaty Bodies of the United Nations, African Union, COMESA and SADC to name a few. However, there is limited follow-up monitoring of the implementation of recommendations and concluding remarks of such bodies. Similarly, limited active public participation in follow-up monitoring of implementation of public policies and programmes at both national and local levels has been observed. The Legislature comprises the Speaker of the National Assembly, 150 elected MPs and a maximum of 8 MPs appointed by the President. The National Assembly of Zambia (NAZ) is the legislative and oversight organ of the State. The National Assembly’s involvement in public policy formulation and implementation is mainly through the budget process and parliamentary portfolio committees. The latter are mandated to oversee the overall performance of Government institutions – and to solicit public views in the process. However, the current practice of inviting the public to Lusaka to present their views has limited the access of information from rural area. Furthermore, public views are often sought through media notifications, which are not always accessible to the general public. The full benefits of the 150 Constituency Offices of elected MPs in broadening public


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participation in the work of the National Assembly have therefore not been realised. Significant gains would be made through expanding the functions of the Constituency Offices, including being a hub for portfolio committees to engage the public. The third organ of the State is the Judiciary, which is headed by the Chief Justice. Other oversight institutions provided for by the legal framework are the OAG, OIG, HRC and the Anti-Corruption Commission. The constitution provides for the mutual existence of customary and statutory laws, though in case of conflict, statutory law takes precedence, except in matters of personal law. In this regard, a House of Chief is provided for in the constitution to address customary issues in the formulation of national legislation and policies.

1.2 State of Human Rights

The Bill of Rights, which is included in Part III of the Constitution of Zambia, is not justiceable and can therefore not be enforced. Further, there is no framework for compelling the ruling political party to implement judgments that may be made against it by the courts of law. Finally, there is no legal framework which empowers individuals to seek regress in the event that a Bill before Parliament is inimical to sections of the community.

1.3 Public Service Delivery

The public sector service delivery has over the years been sub-optimal despite the fairly high technical skills base and existence of implementable policy frameworks and national plans. For example, the OAG has more than 200 fully qualified auditors, while all Permanent Secretaries have at least a bachelor’s degree, and the majority of mid-level civil service managers have even higher degrees. However, this has not translated into increased service delivery, hence suggesting that other factors may be at play, including an overemphasis on technical skills development, pay reforms, right sizing1, contractual reforms and public sector financial management at the expense of improving leadership and managerial skills as well as mindset. On the whole, the overall results of national policies and programmes are not commensurate with the skills base within the civil service, the resources outlay in the national budget and the existing institutional and legal frameworks. The gap could be addressed through improved institutional arrangements for managing for results, accountability frameworks, implementation of effective integrated planning, especially at local Government level, and a general mindset-shift towards achievement of development results. Significant gains are

1 Process through which Government establishes the size and human resources requirements of ministry or department based on functions.


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therefore expected to be achieved through addressing soft institutional elements as opposed to increasing technical skills, preparing new legal frameworks and increasing institutions.

1.4 Public Participation

While national and local Government policies and legal frameworks provide for broad-based participation in national processes, only limited public participation has been observed. Some of the important factors that limit public engagement in national processes include poor access to information, weak civil society, and general public apathy due to limited civic education. For example, only 500 individuals commented on the 2010 NCC Draft Constitution despite it being posted on three websites, distributed in the national print media, and hard copies being circulated. Further, only 30 responses were received when the National Assembly invited the public to submit views on the Constitution Amendment Bill. In the same vein there is limited public response to invitations from the Ministry of Finance and National Planning for public participation in national budget hearings. The limited public participation/engagement on national processes curbs the effectiveness of public policy and programme formulation and implementation as well as accountability for results. In addition, weaknesses in the constitution have inhibited full participation of the National Assembly in providing oversight on important governance issues such as contracting public debt as well as medium and longer term planning. Structures such as the high-level Sector Advisory Groups (SAGs) are not supported by legal frameworks, hence demotivating participants from non-State organisations. The same applies to lower-tier Development Committees at resident, village, ward and area levels, resulting in a perception that Government disregards public views despite pronouncements to the contrary. Furthermore, weak public participation is affected by limited access to information on the country’s commitment to major international norms and standards such as human rights instruments and other conventions, protocols and commitments. In this regard there is limited demand for public accountability on the extent to which service delivery is consistent with international norms and standards. A foundation upon which public engagement can be built comprises public service-citizens committees, which oversee performance of public institutions, such as Ministerial Audit Committees, Integrity Committees and Ethics Committees.

1.5 Past Support to Public Sector Zambia has received support for human capital development from UNDP and other cooperating partners since Independence. Initial support targeted development of technical skills among


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citizens to enable a transition from an expatriate-run public service to a fully nationally managed one. Most support was therefore granted in the form of scholarships for academically oriented training and seconding of experts who not only provided on-the-job training but also filled gaps. The curriculum for national public service training institutions also focused on increasing technical skills, and managerial skills development was predominantly aligned to administration of rules and regulation with little attention to increasing productivity, public engagement and accountability. While positive results were achieved in terms of technical skills development, marginal results were achieved in terms of leadership and managerial skills development. Second and third-generation cooperating partner support focused mainly on reforms aimed at reducing the size of the public service in the face of low economic growth. While these reforms succeeded in reducing the size of the public service, overall efficiency gains were limited, mainly due to the reforms not addressing overall capacity development of the civil service. Finally, the reforms were largely implemented in a piecemeal approach. The net effect of this reform process has been that institutions have developed at different paces, thereby causing lopsided or poor coordination of development priorities and policies. This phenomenon has inhibited the achievement of the full impact of development policies and programmes. Further, it has contributed to a focus being placed on immediate symptoms rather than root causes.


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2. Strategy In its Manifesto, the ruling Patriotic Front (PF) party puts emphasis on human rights, dignity of individual citizens and inclusive governance, to be promoted by various means including management of public affairs and ensuring that development outcomes benefit all Zambians. Further, the President’s speech during the opening of the National Assembly in October 2011 set good governance as a cornerstone for prudent management of public affairs and for ensuring that development outcomes benefit everybody. He stated that Government would place high priority on: (i) Enhancing integrity, accountability and transparency in public and private bodies; (ii) improving access to justice by all especially for the vulnerable; (iii) promoting human rights especially the rights of women and people with disability; and (iv) enhancing democratisation. In addition the PF Manifesto points toward increased focus on development of human capital and effective institutions which shall operate free of corruption. In this regard, Government committed itself to domesticate international instruments and meeting the country’s international obligations under instruments such as the AU Protocol on Women’s Rights in Africa, the SADC Protocol on Gender and Development, the International Bill of Human Rights (the Universal Declaration of Human Rights, the International Covenant on Civil and Political Rights and its two optional protocols, the International Covenant on Economic, Social and Cultural Rights) and the APRM action plan. By 2016, the implementation of these strategies is expected to contribute to: (i) more coherent public policies including a people-driven constitution; (ii) greater public access to services and voice in public accountability; (iii) higher human development indicators especially the Gender Inequality Index (GII); and (iv) greater public engagement at national and local Government levels.

2.1 Justification for New Programme The GRZ-UNDP Governance Programme 2011-2015 contributes to UNDAF Outcome 5: “Targeted Government institutions provide human rights-based policies, frameworks and services by 2015”. The Programme builds on previous initiatives implemented by Government from its own resources and those supported by cooperating partners. These initiatives have largely focused on technical skills development, pay reforms and right-sizing of the public service, while this Programme provides a comprehensive approach which integrates legal frameworks such as the constitution and soft capacity-development challenges such as result-orientation and mindset change. On the one hand, development of a sustainable national legal framework will positively impact on enhancing governance in Zambia with emphasis on increased access to human rights, public services and dignity of individual citizens. On the other, addressing mindset change and


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institutional transformation will facilitate an increase in result-orientation and performance enhancement in the public sector. The Programme will also facilitate public engagement and accountability through the promotion of stakeholder engagement and addressing challenges associated with public access to information and on development programmes and national processes. Zambia has the fundamental institutions, legal frameworks and technical skills required for the public sector to deliver goods and services at levels that will improve human development and provide access to and protection of human rights; however, because of weak national capacities in soft areas such as leadership and managerial skills and weak public engagement, the country has not managed to achieve its expected human development. Therefore, the Programme focuses on the following: Short-term support: (i) Development of a people-driven constitution which domesticates international instruments that Zambia is party to; (ii) development of an environment which fosters unhindered public access to information and strengthened accountability; (iii) development of national leadership/managerial capacities and mindset change; and (iv) development of community-level capacities for better engagement of elected officials and the civil service in general. Longer-term support: (i) development of appropriate institutional arrangements associated with the new constitution; (ii) transformation of national institutions into modern ones with a focus on protecting, promoting and facilitating human rights and other international instruments; (iii) development of capacities at national and local level to increase public participation in national processes; and (iv) development of national programmes that transcend generations of public servants. The Programme seeks to introduce an integrated approach with the aims to: (1) promote efficiency in national institutions responsible for providing public services; and (2) enhance citizens’ and oversight institutions’ (e.g. National Assembly, Auditor General, etc.) engagement with the service providers (Government) on targeting and achievement of results and their quality. The Programme also seeks to enhance national capacities for undertaking innovative approaches in ensuring that Government policies are translated into nationally-owned programmes. This would bring about greater predictability and stability of the policy environment. The Programme’s innovation includes that it seeks to enhance the ability of national consultative processes such as the National Indaba2 to spearhead national dialogue on strategic development policy issues, based on broad-based participation in monitoring the human development situation in the country. An advantage of this approach is that it would facilitate full national ownership of the development process.

2 National consultative processes called by the Government to discuss specific issues.


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Other benefits of the Programme are that it would enhance the role of the National Assembly as an oversight body by improving its capacity for national stakeholder engagement, backed by support to the public and CSOs in monitoring national development processes. Equally important is the recognition in the Programme of the need to increase leadership and managerial skills as well as integrated planning in the public sector, and to implement a framework for increasing effectiveness and efficiency of public service. This would ensure long-term sustainability of institutional improvements. Finally, the Programme will support the development of sustainable home-grown capacities for implementing and monitoring national reform agendas as well as broad-based participation in national processes, which in turn would strengthen the development of democracy in Zambia.

2.2 Programme Beneficiaries The main beneficiaries of the programme will include: (i) the Technical Committee on Drafting The Zambian Constitution (TCDZC) in its production of a draft constitution which includes tenets for good governance; (ii) Government in having a viable implementation plan and institutional arrangements for the new constitution; (iii) civil servants being equipped with greater leadership and managerial skills; and (iv) citizens through increased public accountability and public access to services, human rights and participation in governance.

2.3 Programme Pillars The Programme comprises three pillars as illustrated and further described below:


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The three pillars have the following objectives: Pillar I: National Dialogue on Development Reforms focuses on one project: Constitutional Reform and Implementation of New Constitution, comprising of support to both State and non-State actors. Indicative outputs are as follows: Output 1 Output 2 Output 3 Output 4

Constitution reflecting ratified international human rights instruments drafted. Costed Implementation Plan (including monitoring framework) of the Draft Constitution developed. Institutional/legal arrangements for the implementation of human rights provisions of the new constitution revised. Provincial consultations conducted.

Pillar II: Institutional Strengthening for Human Rights-Based Service Delivery focuses on increasing institutional effectiveness in the implementation of national policies and programmes, and public accountability, through four projects, including: 1) Leadership and Managerial Skills Development Programme for Senior and Middle Management of the Civil Service; 2) Management and Monitoring of the Decentralisation Process; 3) Domestication of International Instruments; and 4) Efficient and Effective Electoral Processes. Indicative outputs are as follows: Output 5 Output 6 Output 7 Output 8 Output 9 Output 10 Output 11 Output 12 Output 13

Senior and middle management in civil service apply knowledge and skills acquired through Transformational Leadership and Managerial Skills Development Programme (TLMSDP) in their work. TLMS Performance Management Framework developed for 4 selected institutions. Local Government capacity database updated annually. Local Government Performance Standards and Monitoring Framework developed. Selected international instruments translated into national legal frameworks (e.g. International Bill of Human Rights, CEDAW, Convention on the Rights of Persons with Disabilities, Convention on the Rights of the Child, UNCAC). Implementation of concluding remarks and recommendations of State reports and international instruments monitored. Integrated national registration system implemented. System of transmitting results decentralised to polling station in place. ECZ decentralised (provincial offices established).

Pillar III: Public Engagement focuses on increasing public participation in democratic processes at both national and local levels to improve targeting of development initiatives and overall


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accountability for achievement of development results. This pillar contains three projects, including: 1) Public Engagement in Democratic Process, including capacity development of media and CSOs; 2) Public Accountability on Provisions of Domesticated International Instruments; and 3) Enhancement of Oversight Capacity of the National Assembly for Domesticated International Instruments. Indicative outputs are as follows: Output 14 Output 15 Output 16 Output 17 Output 18 Output 19 Output 20 Output 21

Legislation on access to information and media freedom reviewed. Civic education strategy/programme and monitoring framework developed. Public awareness-raising campaign on human rights issues from selected domesticated international instruments implemented. CSOs and media leadership and managerial skills as well as skills in human international instruments and democratic processes enhanced. MPs orientated on provisions of international instruments and monitoring of the impact of national policies on human rights. Ongoing parliamentary reforms revised. Selected NAZ portfolio committee hearings at constituency level implemented. Women Parliamentary Caucus multi-year action plan developed.


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3. Results and Resources Framework Intended UNDAF Outcome 5: Targeted Government institutions provide human rights-based policies, frameworks and services by 2015 Outcome indicators as stated in the Country Programme: UNDAF Indicator: % of citizens satisfied with the state of governance Baseline: 49.5% (2008) Target: 70% (2015) Means of Verification: State of Governance Report (Governance Secretariat) Applicable Key Result Area (2008-11 UNDP Strategic Plan): Democratic Governance

Pillar I: National Dialogue on Development Reforms

Partnership Strategy: Cabinet Office and Technical Committee on Drafting the Zambian Constitution (TCDZC) (IP) Project title and ID (ATLAS Award ID): Constitutional Reform and Implementation of New Constitution (Pillar I) INTENDED OUTPUTS OUTPUT TARGETS

(YEARS) INDICATIVE ACTIVITIES RESPONSIBLE

PARTIES INPUTS

Output 1 Constitution reflecting ratified international human rights instruments drafted Qualitative Indicator: Finalised draft constitution covers the international Bill of Human Rights, CEDAW and Convention on the Rights of Persons with Disabilities, Convention on the Rights of the Child and UNCAC Baseline: CEDAW and Covenant on Economic, Social and Cultural Rights are not fully covered in the 1996 Constitution Target: CEDAW and Covenant on Economic, Social and Cultural Rights are fully covered in the new Constitution (MoV: Final draft of the new Constitution)

- Constitution reflecting ratified international human rights instruments drafted (2012)

Activity Result 1: Technical assistance to the constitution drafting team provided from a HRBA (human rights-based approaches) point of view (e.g. topics include Chiefs Act, Bill of Rights, Local Governance System, Gender, Electoral Cycle, Separation of Power, Reporting, etc.) § Action 1: Through consultations with stakeholders, identify

human rights issues relevant to Zambia vis-à-vis provisions of ratified international instruments and four draft constitutions presented in the past

§ Action 2: Conduct desk review of best practices in integrating relevant human rights issues in past constitutions

Activity Result 2: Technical assistance in implementing a communication strategy for the constitution-making process and the messaging throughout the process provided § Action 1: Identify challenges in implementing Communication

Strategy § Action 2: Compile best practices to address identified

challenges

CO, MoJ, TCDZC

USD$700,000 (International travels, DSA, Technical experts)


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Output 2 Costed Implementation Plan (including monitoring framework) of Draft Constitution developed Indicator: Existence of costed implementation plan Baseline: Zero Target: One (MoV: Monitoring team’s report)

- Costed Implementation Plan (without monitoring framework) of the Draft Constitution developed (2012/2013) - Monitoring framework developed (2013)

Activity Result 1: Technical assistance in conducting organisational analyses of institutions affected by new constitution and in formulating an implementation plan provided § Action 1: Identify existing gaps in conducting institution audit

and formulating an action plan through stakeholder consultation meetings

§ Action 2: Through stakeholder consultation meetings, list and prioritise activities to be included in the implementation plan in order to address gaps identified in Action 1

§ Action 3: For each activity in the implementation plan, create cost estimate and include in the plan

Activity Result 2: Technical assistance to develop a monitoring framework for a new constitution provided § Action 1: Identify targets, indicators, baseline and

Government entities responsible for monitoring § Action 2: Develop a costed monitoring framework

CO, MoJ, TCDZC

US$600,000 (Technical experts, Conference facilities, Printing, Dissemination, Translations)

Output 3 Institutional/legal arrangements for implementation of human rights provisions of new constitution revised Indicator: Existence of new institutional/legal arrangements for implementation of human rights provisions of new constitution Baseline: Zero Target: One (MoV: State budget (Government organogram, number of staff, budget

- Institutional/legal arrangements in need of revision for implementation of human rights provisions in constitution identified (2013) - Arrangement for identified and selected institutions revised

Activity Result 1: New institutional/legal framework for selected institutions arising from the new constitution developed § Action 1: Identify the institutions to work with (key

institutions that implement human rights provisions of new constitution)

§ Action 2: Review existing framework to identify gaps between current framework and the arrangement required for implementation of new constitution

§ Action 3: Draft new legal framework Activity Result 2: Organogram /structures of selected institutions developed § Action 1: Identify which institutions to work with

CO, MoJ

US$500,000 (Technical experts, Conference facilities, Printing)


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allocated)

(2014) § Action 2: Draft organogram/structures of selected institutions with necessary human and financial resources allocation plans

Output 4 Provincial consultations conducted Indicator: Number of provincial consultations conducted Baseline: Zero Target: Provincial consultations conducted in all provinces (MoV: Provincial consultation reports)

- Provincial consultations designed and organised (2012)

Activity Result 1: Technical assistance in organising/designing the provincial consultation mechanism provided (including an electoral college for electing nonpartisan members from districts to represent at provincial consultations) § Action 1: Conduct best practices desk study § Action 2: Analyse challenges in Zambia § Action 3: Compile a best practices report addressing identified

challenges

CO, MoJ, TCDZC

US$150,000 (Technical experts, Printing, Dissemination, Conference facilities, Communications (Internet, Radio and TV))

PILLAR II: Institutional Strengthening for Human Rights-Based Service Delivery

Partnership Strategy: Cabinet Office (IP) Project title and ID (ATLAS Award ID): Leadership and Managerial Skills Development Programme for Senior and Middle Management of the Civil Service (Pillar II) INTENDED OUTPUTS OUTPUT TARGETS


PARTIES INPUTS

Output 5 Senior and middle management in civil service apply knowledge and skills acquired through the Transformational Leadership and Managerial Skills Development Programme (TLMSDP) in their work Quantitative Indicator: Number of senior and middle management staff at pilot institutions trained under the TLMSDP

- Draft TLMSDP curriculum developed (2012) - Baseline study conducted (2012) - Training of TLMSDP trainers completed (2013) - TLMSDP validated (2013) - 1/4 of senior and middle

Activity Result 1: Technical assistance in developing the TLMSDP provided § Action 1: Identify core skills of TLMSDP § Action 2: Develop management arrangement for planning and

monitoring of TLMSDP § Action 3: Develop training curriculum for TLMSDP § Action 4: Conduct training of TLMSDP trainers § Action 5: Validate training/learning materials through pilot

training Activity Result 2: Senior and middle management staff trained in TLMSD in pilot institutions

CO (Sub IPs – selected pilot ministries)

US$600,000 (Conference facilities, Technical experts, Printing)


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Baseline: Zero Target: At least 3/4 of senior and middle management staff at pilot institutions trained (MoV: Training reports from training institutions) Qualitative and Quantitative Indicators: Self-evaluation by senior and middle management staff and 360 degree evaluation before and after TLMSDP training at pilot institutions Baseline: Zero Target: At least 3/4 of trained staff and their colleagues indicate improvement in their work (MoV: Self-evaluation and 360 degree evaluation at pilot institutions)

management staff trained (2013) - 3/4 of senior and middle management staff trained (2014) - Client survey for the TLMSDP conducted (2015) - Review of training design based on client survey conducted (2015)

§ Action 1: Identify the pilot institutions to be trained § Action 2: Create a timeframe of training § Action 3: Train senior and middle management staff at pilot

institutions Activity Result 3: Capacity measured and TLMSDP reviewed § Action 1: Undertake baseline study § Action 2: Conduct client survey § Action 3: Review TLMSDP

Output 6 TLMS Performance Management Framework for 4 selected institutions developed Indicator: Existence of TLMS Performance Management Framework Baseline: Zero Target: One (MoV: TLMS Performance Management Framework document)

- TLMS Performance Management Framework for 4 selected institutions developed (2014)

Activity Result 1: Technical assistance in developing TLMS Performance Management Framework provided § Action 1: Identify four institutions for which the TLMS

Performance Management Framework will be developed § Action 2: Through consultations with stakeholders of selected

institutions, identify key components and mechanisms of Framework

CO (Sub IPs – selected pilot ministries)

US$100,000 (Conference facilities, Technical experts, Printing)


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Partnership Strategy: MLGH, DS, LGAZ (IP) Project title and ID (ATLAS Award ID): Management and Monitoring of Decentralisation Process (Pillar II) INTENDED OUTPUTS OUTPUT TARGETS


PARTIES INPUTS

Output 7 Local Government capacity database updated annually Indicator: Updated local Government capacity database Baseline: Baseline data collected in 2011 Target: Annual updates (MoV: Local Government capacity database)

- Annual review plan created (2012) - Database updated annually (2013-2015)

Activity Result 1: Annual review plan created § Action 1: Hold a review meeting of 2011 baseline survey and

database with stakeholders (MLGH, DS and LGAZ) § Action 2: Revise and streamline database questionnaire and

structure § Action 3: Draft annual review plan with annual budget lines Activity Result 2: Database updated annually (MLGH and DS) § Action 1: Collect updated data from local Governments (LGAZ) § Action 2: Input into database (LGAZ) § Action 3: Analyse the change in the capacity level from

previous years and report annually to stakeholders (MLGH, DS and LGAZ)

MLGH, DS, LGAZ

US$100,000 (Conference facilities, Printing, Local travels, DSA)

Output 8 Local Government Performance Standards and Monitoring Framework developed Quantitative Indicator: Percentage of councils reporting every two years based on the monitoring framework Baseline: Zero Target: 30% (MoV: District councils’ reports, LGAZ reports)

- Local Government Performance Standards developed (2013-2014) - Local Government Performance Monitoring Framework developed (2014-2015)

Activity Result 1: Technical assistance in creating Local Government Performance Standards provided § Action 1: Conduct best practices studies for Local Government

Performance Standards § Action 2: Identify key performance areas of local Government

in Zambia § Action 3: Design sensitisation programme for Local

Government Performance Standards Activity Result 2: Technical assistance in developing Local Government Performance Monitoring Framework provided § Action 1: Based on developed Standards, design draft

monitoring framework

MLGH, DS, LGAZ

US$300,000 (Conference facilities, Technical experts, Printing, Local travels, DSA)


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§ Action 2: Hold a consultation with stakeholders to review and validate monitoring framework, including agreeing upon division of labour in monitoring

Partnership Strategy: MoJ, NAZ, HRC (IP) Project title and ID (ATLAS Award ID): Domestication of International Instruments (Pillar II) INTENDED OUTPUTS OUTPUT TARGETS


PARTIES INPUTS

Output 9 Selected international instruments translated into national legal frameworks (e.g. International Bill of Human Rights, CEDAW, Convention on the Rights of Persons with Disabilities, Convention on the Rights of the Child, UNCAC) Quantitative Indicator: Number of international instruments domesticated into national legal frameworks Baseline: N/A (status not conducted yet) Target: Four (MoV: Legal frameworks)

- Assessment of status of domestication of international instruments conducted (2013) - Stakeholders consulted for domestication of international instruments (2014) - Legislation revised/drafted to accommodate provisions of international instruments (2015)

Activity Result 1: Assessment of status of domestication of international instruments conducted § Action 1: Identify gaps/conflicts between existing domestic

legal framework and human rights provisions of ratified international instruments

§ Action 2: Draft recommendations on how to translate into national legal framework

Activity Result 2: Stakeholders consulted for domestication of international instruments based on the recommendations drafted § Action 1: Hold consultative meetings with key Government

institutions for steps forward for domestication, based on assessment

§ Action 2: Hold workshop with relevant NAZ commissions about domestication of selected international instruments

Activity Result 3: Relevant legislation revised/drafted § Action 1: Based on the consultations, technical assistance

provided to revise/draft relevant legislation to domesticate international instruments

MoJ, NAZ, HRC

US$200,000 (Technical experts, Meeting and workshop facilities, Printing)

Output 10 Implementation of concluding remarks and recommendations of State reports and

- Monitoring framework developed (2013)

Activity Result 1: Monitoring framework of the implementation of domesticated instruments developed § Action 1: Identify monitoring gaps in consultation with

Relevant ministries, NAZ, HRC

US$150,000 (Technical experts,


17

international instruments monitored Quantitative Indicator: Number of monitoring reports based on the monitoring framework Baseline: Zero Target: 2/3 of the required monitoring reports in the framework submitted (MoV)

- Training modules developed (2014) - Human Rights and International Instruments checklist developed (2014) - Reporting framework developed (2014) - Monitoring officers in relevant ministries trained (2015)

stakeholders § Action 2: Draft monitoring framework § Action 3: Validate monitoring framework in consultation with

the stakeholders

Activity Result 2: Staff in relevant ministries equipped with skills and tools for monitoring § Action 1: Identify training needs for monitoring § Action 2: Develop training modules for monitoring § Action 3: Develop human rights and international instruments

check list for policy analyses for relevant ministries, NAZ and HRC

§ Action 4: Develop reporting framework on access of human rights in selected international instruments (Bill of Human Rights, CEDAW, Convention on the Rights of Persons with Disabilities, Convention on the Rights of the Child, UNCAC)

Printing)

Partnership Strategy: MHA, ECZ (IP) Project title and ID (ATLAS Award ID): Efficient and Effective Electoral Processes (Pillar II) INTENDED OUTPUTS OUTPUT TARGETS


PARTIES INPUTS

Output 11 Integrated national registration system implemented Quantitative Indicator: Number of registration data inputted in the system Baseline: No electronic system for national registration Target: 70% of population registered in new system (MoV: MHA report)

- National registration process designed (2013) - National registration system implemented (2014) - Public awareness campaign for integrated national

Activity Result 1: Integrated electronic national registration system designed § Action 1: Analyse and identify challenges in registration

process § Action 2: Hold consultation meetings with stakeholders to

agree upon requirements of new system § Action 3: Design national registration system Activity Result 2: Newly designed electronic national registration system implemented § Action 1: Draft implementation plan including timeframe and

MHA, ECZ

US$300,000 (Technical experts, Electronic registration kits, Conference facilities, Printing, Radio/TV programmes, Advertisements in


18

registration conducted (2015)

budget § Action 2: Identify capacity gaps in implementation through

consultations and analyses of business processes in MHA and ECZ

§ Action 3: Provide technical assistance to fill capacity gaps Activity Result 3: Public awareness campaign for integrated national registration conducted § Action 1: Design public awareness campaign in consultation

with stakeholders (including budget planning)

newspapers, SMS campaign)

Output 12 System of transmitting results decentralised to polling stations Indicator: Number of polling stations implementing result management Baseline: Result management at all 150 constituency centres Target: Result management at all 6,454 polling stations (MoV: ECZ reports)

- Upgraded result management software installed (2014) - Electoral staff trained in new result management software (2015)

Activity Result 1: Result management software upgraded § Action 1: Analyse current work processes in consultation with

stakeholders § Action 2: Design architecture of result management software § Action 2: Develop software § Action 3: Install software Activity Result 2: Electoral staff trained in new result management software § Activity 1: Develop manual for result management software § Activity 2: Identify staff to be trained § Activity 3: Conduct training

MHA, ECZ

US$300,000 (Technical experts, Local travels, DSA, Software)

Output 13 ECZ decentralised (provincial offices established) Indicator: Number of provincial offices established Baseline: Zero Target: 10 provincial offices

- Staff training course designed (2013) - Management system connecting central office and provincial offices

Activity Result 1: Staff training course conducted § Action 1: Analyse work processes and responsibilities of

provincial office staff § Action 2: Identify skills gap of staff to complete their tasks § Action 3: Design staff training course § Action 4: Conduct staff training

MHA, ECZ

US$900,000 (Technical experts, Workshop facilities, Printing, Local travels, DSA,


19

(MoV: ECZ reports) designed and installed (2013) - 1/2 of staff trained (2014) - Management system installed (2014) - all staff trained (both general training for provincial office staff and management software training for provincial and central office staff) (2015)

Activity Result 2: Management system connecting central office and provincial offices designed and installed § Action 1: In consultation with ECZ, define reporting

relationships and levels of responsibilities between central office and provincial offices

§ Action 2: Design management system § Action 3: Develop management system § Action 4: Install management system § Action 5: Create manual for the system § Action 6: Conduct staff training on the system

Software)

PILLAR III: Public Engagement

Partnership Strategy: CO (IP) Project title and ID (ATLAS Award ID): Public Engagement in Democratic Process (Pillar III) INTENDED OUTPUTS OUTPUT TARGETS


PARTIES INPUTS

Output 14 Legislation on access to information and media freedom reviewed Indicator: The number of best practices and stakeholders’ input reflected in reviewed legislation Baseline: Zero Target: 1/2 of best practices and stakeholders’ input reflected in

- Best practices presented to CO (2013) - Stakeholders’ consultation meeting report presented to CO (2014)

Activity Result 1: Technical advice on best practices and knowledge management on media freedom and access to information provided § Action 1: Conduct desk survey on comparative best practices

taking into consideration Zambia’s context § Action 2: Compile examples of media freedom and access to

information legislation Activity Result 2: Stakeholders consulted on draft legislation

CO (Sub-IPs: MoIBL, MoJ, NAZ, Media)

US$300,000 (International and local travels, DSA, Technical experts, Facilitation experts, Conference facilities, Printing)


20

reviewed legislation (MoV: Revised draft legislation, best practices report, stakeholders’ consultation meeting report)

§ Action 1: Identify key stakeholders per issues § Action 2: Organise stakeholder consultations on draft

legislation, discussing the best practices report § Action 3: Produce a report based on stakeholder consultations

as input /recommendation to review the legislation

Output 15 Civic education strategy/programme and monitoring framework developed Indicator: Existence of strategy/programme and monitoring framework Baseline: Zero Target: One (MoV: strategy/programme and monitoring framework)

- Civic education/programme developed (2013) - Monitoring framework developed (2014)

Activity Result 1: Civic education strategy/programme developed § Action 1: Analyse challenges in current civic education and

compile report § Action 2: Identify key items to be covered in civic education

(e.g. key constitutional Issues, separation of power, electoral cycle, Bill of Rights, local governance system, gender, reporting on human rights Issues, etc.)

§ Action 3: Hold a stakeholder consultation to finalise the focus of civic education strategy/programme

§ Action 4: Draft strategy/programme Activity Result 2: Monitoring framework for implementation of civic education strategy developed § Action 1: Based on strategy, draft monitoring plans § Action 2: Hold a consultation meeting to receive feedback on

monitoring plans (and buy-in from relevant stakeholders for monitoring activities)

§ Action 3: Finalise monitoring framework

CO (Sub-IPs: NAZ CSOs, HRC, Media)

US$300,000 (Technical experts, Facilitation experts, Conference facilities, Local travels, DSA, Printing)

Partnership Strategy: CSOs and media (IPs) Project title and ID (ATLAS Award ID): Public Accountability on Provisions of Domesticated International Instruments (Pillar III) INTENDED OUTPUTS OUTPUT TARGETS


PARTIES INPUTS

Output 16 Public awareness-raising campaign on human rights issues from selected

- Community-level awareness raising strategy on human

Activity Result 1: Community-level awareness-raising strategy on human rights from selected international instruments developed

CSOs, media

US$300,000 (Technical experts,


21

domesticated international instruments implemented Indicator: Level of public awareness on human rights issues from selected domesticated international instruments (self-evaluation captured by survey) Baseline: N/A (survey not conducted yet) Target: Increase by 30% in public awareness/knowledge of human rights issues (MoV: Survey)

rights issues from selected international instruments developed (2013) - Awareness-raising campaign on human rights issues from selected domesticated international instruments implemented (2014) - Survey conducted, capturing the level of public awareness on human rights issues from selected domesticated international instruments (2015)

§ Action 1: Through consultation meetings and country reports of international instruments, identify priority issues of international instruments to be addressed at community level

§ Action 2: Identify and analyse the effective mode for awareness-raising campaign at community level

§ Action 3: Draft community-level awareness-raising strategy Activity Result 2: Awareness-raising campaign on human rights issues from selected domesticated international instruments implemented § Action 1: Create awareness-raising campaign implementation

plan (including timeframe and cost estimate) § Action 2: Conduct campaign based on the implementation

plan Activity Result 3: Survey conducted, capturing the level of awareness by the public on human rights issues from selected domesticated international instruments (to feed into the next cycle of awareness-raising campaigns) § Action 1: Prepare survey questionnaires § Action 2: Train data takers § Action 3: Conduct survey § Action 4: Compile survey result § Action 5: Analyse survey result

Conference facilities, Printing, Radio/TV programmes, Advertisements in newspapers, SMS campaign)

Output 17 CSOs and media leadership and management skills enhanced Qualitative Indicator: The extent to which CSOs and the media are using the skills addressed during the training Baseline: N/A (training not

- Leadership and Management Skills Development Programme for CSOs and media developed (2014) - Training of CSOs

Activity Result 1: Leadership and Management Skills Development Programme for CSOs and media developed § Action 1: Identify skills gap in CSOs working on human rights

and promotion of gender equality (e.g. how to engage with other stakeholders, constituency building, etc.)

§ Action 2: Identify skills gap in media to monitor development, especially access and protection of human rights and

CSOs, Media

US$300,000 (Technical experts, Conference facilities, Printing)


22

provided yet) Target: CSOs and the media can perceive the change in the way of their doing business after this training (MoV: Monitoring and evaluation report on the effect of the training)

and media conducted (2015)

implementation of international instruments § Action 3: Develop training programme and materials for CSOs

and media

Activity Result 2: Training of CSOs and media conducted § Action 1: Draft training plan and monitoring & evaluation plan

(including identifying target CSOs and media for training) § Action 2: Conduct training § Action 3: Conduct and report monitoring & evaluation to

capture effect of training

Partnership Strategy: NAZ (IP) Project title and ID (ATLAS Award ID): Enhancement of Oversight Capacity of the National Assembly around the Domesticated International Instruments (Pillar III) INTENDED OUTPUTS OUTPUT TARGETS


PARTIES INPUTS

Output 18 MPs oriented on provisions of international instruments and monitoring of the impact of national policies on human rights Qualitative Indicator: The extent to which MPs are using the knowledge provided during the training Baseline: N/A (training not provided yet) Target: MPs can perceive a change in the way of their doing business after this training (MoV: Client survey)

- Orientation for MPs on key constitutional issues and MPs’ supervisory roles in the implementation of the new constitution conducted (2013) - Orientation for MPs on monitoring the implementation of the domesticated international instruments

Activity Result 1: Technical assistance provided to conduct MP orientation on key constitutional issues and their supervisory roles in the implementation of the new constitution § Action 1: Develop training materials § Action 2: Conduct training Activity Result 2: Technical assistance provided to conduct MP orientation on monitoring the implementation of domesticated international instruments § Action 1: Develop training materials § Action 2: Conduct training Activity Result 3: MPs’ skills and knowledge development measured § Action 1: Conduct client survey to capture change in MP skills

and knowledge

NAZ

US$350,000 (Workshop facilities, Facilitation experts, Technical experts, Printing)


23

conducted (2014) - MPs’ skills and knowledge development measured (2015)

Output 19 Ongoing parliamentary reforms revised Quantitative indicator: The number of best practices and stakeholders’ input reflected in revised reform programme Baseline: N/A (review not yet done) Target: 1/2 of best practices and stakeholders’ input reflected in revised reform programme (MoV: Revised reform programme, best practices report, stakeholders’ consultation meeting report)

- Best practices report produced (2012) - Stakeholder consultation meeting organised (2012) - Stakeholder consultation report produced (2013)

Activity Result 1: Technical assistance provided on modernising parliament § Action 1: Conduct studies on best practices and knowledge

management in modernisation of parliaments § Action 2: Compile best practices report on modernisation of

parliaments to present options for NAZ § Action 3: Organise stakeholder consultations on

modernisation of parliament (present the best practices report)

§ Action 4: Compile stakeholder consultation report, including recommendations from consultations

NAZ, CSOs

US$180,000 (Workshop facilities, Printing, Technical experts, Local travels, DSA)

Output 20 Selected NAZ portfolio committee hearings at constituency level implemented Indicator: Number of committees which undertook public hearings at constituency level Baseline: 3 committees in 2011 Target: 11 committees (MoV: committee reports)

- Community Mobilisation Strategy for Parliamentary Portfolio Committees developed (2013) - Selected NAZ portfolio committees

Activity Result 1: Community Mobilisation Strategy for Parliamentary Portfolio Committees developed § Action 1: Analyse challenges for portfolio committees in terms

of community mobilisation § Action 2: Conduct desk survey of best practices in community

mobilisation by parliamentary committees § Action 3: Conduct consultation meetings with stakeholders § Action 4: Compile report § Action 5: Draft Community Mobilisation Strategy for

NAZ

US$450,000 (Local travels, DSA, Technical experts, Printing)

government of the republic of zambia (grz)-united - undp

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