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2018 MHID Annual Report

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2018 MHID Annual Report REPUBLIC OF ZAMBIA MINISTRY OF HOUSING AND INFRASTRUCTURE DEVELOPMENT 2018 Annual Progress Report PREPARED BY: PLANNING, RESEARCH AND MONITORING DEPARTMENT JANUARY 2019 REPUBLIC OF ZAMBIA MINISTRY OF HOUSING AND INFRASTRUCTURE DEVELOPMENT 2018 Annual Progress Report i Vision “A Smart and Value Centered Ministry of Housing and Infrastructure Development”. Mission Statement “To facilitate the provision of adequate, affordable and quality infrastructure”. Strategic Objectives The Ministry of Housing and Infrastructure Development is committed to pursue the following seven (7) strategic objectives: Strategic Objective 1: Improve Transport and Trade Facilitation Infrastructure; Strategic Objective 2: Improve Public Infrastructure; Strategic Objective 3: Promote Decent Housing; Strategic Objective 4: Improve Client and Stakeholder Relationships; Strategic Objective 5: Improve management of financial resources; Strategic Objective 6: Improve Management Systems; and Strategic Objective 7: Improve Human Resource and Work Culture. ii HONOURABLE MINISTER'S MESSAGE Since the creation of the Ministry in 2016, the Ministry has made notable efforts in the delivery of high-quality infrastructure across the Country in order to contribute to increasing economic opportunities for the Zambian citizens. Thus, as Minister responsible for Housing and Infrastructure Development, I wish to assure the public of the Ministry's unwavering commitment to the construction of sustainable and cost-effective infrastructure to ensure that we maximise the benefits of the infrastructure to the economic development of our country. To this effect, road and bridge construction have continued to be our priority in our bid to transform Zambia from a landlocked to a land linked Country well connected to the SADC Region and beyond. Some of the key road projects include Link Zambia 8000, PAVE Zambia 2000, Lusaka 400 and Urban Roads projects. Further, the Ministry will continue to invest in provision of infrastructure such as office blocks, Health and Education Facilities, housing units, post offices and police stations in the New Districts. The year 2018 was an interesting year to the Ministry because we were able to outline the strategic direction for the Ministry through the formulation of the first ever Strategic Plan for the period 2017-2021. Therefore, 2018 represented the first year of implementing the Strategic Plan with focus being on translating the Strategies under the Plan into actions to achieve the deliverables. Our target is to significantly reduce the infrastructure deficits in our Country in order to induce economic growth and human development. For us to do so effectively, we are aware of the need to improve the policy and legislation framework, enforcement of regulations and promoting Public- Private-Partnerships. Further and more importantly, we will need to improve our coordination with all the relevant stakeholders. In 2018, the Ministry recorded significant progress under some projects, but a bigger footprint and impact would have been delivered if the annual budget had been executed according to plan. Going into 2019, we are hopeful that we shall continue with our efforts. I wish to implore the Senior Management and Staff in the Ministry to continue working hard and diligently so that together we can continue to deliver quality infrastructure for the benefit of the Zambian public. Hon. Ronald K. Chitotela, MP MINISTER OF HOUSING AND INFRASTRUCTURE DEVELOPMENT iii ACKNOWLEDGEMENT BY THE PERMANENT SECRETARY In the year 2018, we had set clear targets in our efforts to deliver transport, education, health, housing and buildings infrastructure across the Country. While a number of achievements were made, the challenge of funding did not allow us to implement the programmes to the full extent of our annual plan. During the period 2018 to 2021, our programming as espoused through the Ministry's Strategic Plan is full aligned to the Seventh National Development Plan. Specifically, we were and are expected to contribute to the attainment of economic diversification and job creation, reducing development inequalities and promoting human development through housing and infrastructure development. This 2018 report demonstrates the major achievements in these areas and some of the challenges we encountered in programme implementation during the year. I wish to extend my appreciation to all the staff in the Ministry for their efforts in 2018 without which the achievements documented in this report wouldn't have been possible. I also wish to recognize the efforts of other stakeholders such as other line Ministries, Statutory Bodies under the Ministry and other public institutions, Cabinet Office and Private Companies with whom we do business for the support. In 2019 we shall continue to count on this valuable support and creation and strengthening of strategic partnerships with these institutions and others. As we move into 2019, we shall continue to build upon the gains of 2018 to ensure that more impact is created through the projects that we implement. Eng. Charles Mushota PERMANENT SECRETARY iv TABLE OF CONTENTS ACRONYMS ............................................................................................................................................. vii OVERVIEW OF PERFORMANCE ........................................................................................................viii CHAPTER 1: GOVERNANCE AND INSTITUTIONAL FRAMEWORK ........ ............................... - 1 - CHAPTER 2: BUDGET PERFORMANCE .......................................................................................- 4 - 2.1 ANNUAL FUNDING AND EXPENDITURE BY DEPARTMENT.......... .................................- 5 - 2.2 ANNUAL FUNDING AND EXPENDITURE BY STATUTORY BODY............ .......................- 5 - CHAPTER 3: PROGRAMME PERFORMANCE.... .........................................................................- 6 - 3.1 HUMAN RESOURCE AND FINANCIAL MANAGEMENT AND ADMINISTRATION.... - 6 - 3.1.1 Recruitment and Placement of Staff ........ .......................................................................- 6 - 3.1.2 Dismantling of Personnel Related Arrears ........ ............................... .............................- 6 - 3.1.3 Staff Training and Development ...... ..............................................................................- 6 - 3.1.4 Staff Performance Management...... ............................... ...............................................- 6 - 3.1. 5 Participation in National Events and Staff Recognition............ .................................. - 6 - 3.1.6 Procurement and Stores Management........ ................................................................... - 6 - 3.1.7 Internal Controls/Auditing .......................................................................................... - 7 - 3.1.8 Records Management ................................................................................................... - 7 - 3.1.9 Financial Management ................................................................................................. - 7 - 3.2 POLICY AND LEGISLATIVE FRAMEWORKS, PLANNING, MONITORING INFORMATION MANAGEMENT AND REPORTING........................................................ - 7 - 3.2.1 Policy Review .................................................................................................................. - 7 - 3.2.2 Strategic Planning .......................................................................................................... - 7 - 3.2.3 2019 Budget and Work Plans...... .................................................................................... - 7 - 3.2.4 Monitoring and Evaluation ......................................................................................... - 7 - 3.2.5 Parliamentary and Cabinet Business ........................................................................ - 8 - 3.2.6 ICT Support Services ..................................................................................................... - 8 - 3.2.7 Facilitation of Partnerships with the Private Sector...................................................... - 8 - 3.3 PUBLIC INFRASTRUCTURE DEVELOPMENT........................................................................ - 9 - 3.3.1 Road Construction and Rehabilitation.......................................................................... - 9 - 3.3.2 Periodic Maintenance of Roads....................................................................................... -10- 3.3.3 Routine Maintenance of Roads....................................................................................... -10- 3.3.4 Bridge Construction.......................................................................................................... -11- 3.3.5 Construction of Toll Plazas and Toll Revenue Collection............................................ -12- 3.3.6 Improved Rural Connectivity Project.............................................................................-13- v 3.3.7 Infrastructure in Newly Created Districts...................................................................... -13 - 3.3.8 Infrastructure at Provincial Headquarters..................................................................... -15 - 3.3.9 Aviation Infrastructure .................................................................................................... -15 - 3.3.10 Health Infrastructure ....................................................................................................
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