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Support to the Implementation of the GRZ-UNDP Governance Programme (2011-2015)

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Support to the Implementation of the GRZ-UNDP Governance Programme (2011-2015) Support to the implementation of the GRZ-UNDP Governance Programme (2011-2015) Support to the implementation of the GRZ- UNDP Governance Programme (2011-2015) Final Project Report 1 Support to the implementation of the GRZ-UNDP Governance Programme (2011-2015) 1. Introduction The Government of the Republic of Zambia (GRZ) and the United Nations Development Programme designed a Governance Programme for the period 2011-2015, extended to December 2016 to allow for completion of some activities. This programme sought to support the Government of the Republic of Zambia in aligning with the development goal of promoting human rights, dignity of individual citizens and inclusive governance. The programme had taken a three-pronged approach aimed at; (i) Supporting national efforts in developing and implementing a national constitution that will foster human rights, inclusive governance, greater separation of powers and accountability among State organs; (ii) 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 (iii) Increasing citizens participation in democratic processes and promotion of public accountability. In turn, the programme goal based on the United Nations Development Assistance Framework (UNDAF) was to have targeted Government institutions provide human rights-based policies, frameworks and services by 2015. Further, the programme outcome dovetailing from Zambia’s development goal and UNDAF was to have individuals with increased knowledge and ability to claim human rights for effective participation in development and democratic processes. Interventions for this programme include the following; (i) Increasing domestication of international conventions and protocols that Zambia has acceded to; (ii) Increasing 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. The expected results from and benefits of this program included increased access to human rights and public services by vulnerable groups and a commencement of mindset change among the public servants. Sweden contributed SEK 27,200,000 to the UNDP on a cost-sharing basis for the implementation of the Governance Programme (2011-2016). The following were the projects implemented under this cost-sharing agreement: a. Enhancing Oversight Capacity of the National Assembly: This project focused on increasing effectiveness of the National Assembly as a representative agent of oversight and reform. Implementing Partner was the National Assembly of Zambia. b. Leadership and Managerial Skills Development Programme for Senior and Middle Management of the Civil Service: The focus was on increasing coordination and implementation of Results Based Management by Government. Implementing Partner was Cabinet Office (Policy Analysis and Coordination Division). 2 Support to the implementation of the GRZ-UNDP Governance Programme (2011-2015) c. Strengthening National Capacities for the Protection, Promotion and Advocacy for Human Rights: Implementing Partner was the Human Rights Commission. d. Developing Strategic Planning for Court Systems Reforms; Implementing Partner was the Judiciary. e. Increasing Public Capacity to Demand for Human Rights and Accountability for Universal Peer Review, African Peer Review Mechanism and other state reports and commitments. Implementing Partner was the Jesuit Center for Theological Reflection. f. Empowerment and Leadership Skills Development Programme: Implementing Partner was the Alchemy Women in Leadership. The programme has recorded considerable results on set targets and activities implemented. Summary of some results recorded include the following: (i) Development of a framework for increasing coordination of government business which is critical for the implementation of “Whole Government Approach” to national planning. There is now a link of performance objectives to national planning, interventions and targets thereby providing for better monitoring and government-wide coordination of activities - with ministers submitting quarterly reports on the performance of their ministries and provinces to the President. (ii) The National Assembly of Zambia has developed systems and conducted capacity building programmes leading to the National Assembly better positioning itself in discharging its mandate. The National Assembly was often viewed as inaccessible with little room for engaging with the public. There is greater participation of the public in parliament business, in particular through constituency offices and committee hearings. (iii) The ZWPC successfully established and operationalized its own Secretariat and this has resulted in enhanced planning, coordination and implementation of caucus activities. The number of female MPs has increased from 23 to 30, and there are 10 female Cabinet Ministers. (iv) The HRC institutional capacity has been strengthened through the development of systems that has seen the commission enhance the execution of its mandate for the protection and promotion of human rights. The commission has maintained its ‘A’ status. (v) The Judiciary developed its Strategic Plan as a basis for enhanced programming in its adjudicature mandate and in upholding uniformity in law application. (vi) Established and strengthened service providers and communities dialogue platforms in Kasama, Livingstone and Mongu. Communities hold duty bearers accountable in access to economic, social and cultural rights focusing on water, education and health. This engagement has resulted in improved service provision. (vii) Alchemy Women in Leadership have successfully developed and implemented leadership programmes at three levels for the women; female leaders; emerging female leaders; and girls aged 12 – 18 years. Alchemy Women in Leadership successfully implemented the Advanced Leadership, Intermediate, and the Fundamentals of Leadership Programmes where a platform has been created for mentorship in leadership. 3 Support to the implementation of the GRZ-UNDP Governance Programme (2011-2015) The table below provides a detailed report on key results achieved during this project cycle. 2. Results framework – Project Completion Report Governance Programme Outcome (Outcome 5 - UNDAF): Targeted Government institutions provide human rights-based policies, frameworks and services by 2015 Pillar II: Institutional Strengthening for Human Rights-Based Service Delivery Project Title: Leadership and Managerial Skills Development Programme for Senior and Middle Management of the Civil Service Implementing Partner: Cabinet Office Outputs Activities Results Comments Output 5: (i) Cabinet Office’s senior (i) Permanent Secretaries from each Ministry and These interventions under Senior and middle management and middle management Province are certified in International Balanced both outputs 5 and 6 have set in civil service apply knowledge staff receive capacity Scorecard which government has adopted in a concrete foundation for the and skills acquired through the building training. measuring performance. As controlling officers, the Zambia’s implementation Transformational Leadership Permanent Secretaries are ensuring that framework for the 7th National and Managerial Skills performance objectives are linked to national Development Plan. The 2011- Development Programme planning, interventions and targets for better 2016 programme developed a (TLMSDP) in their work monitoring and government-wide coordination. framework for increasing coordination of Government (ii) All Cabinet and Provincial Ministers, and Foreign business which is critical for Missions are now submitting quarterly reports to the the implementation of “Whole President on the performance of their ministries, Government Approach” to provinces and missions respectively. This exercise national planning. commenced with the quarter four reports for 2016. (iii) Cabinet Office has used the capacity development plan to formulate its training and capacity building plan for its officers for the next 3 years. 4 Support to the implementation of the GRZ-UNDP Governance Programme (2011-2015) Output 6: (i) Conduct gap analysis, A gap analysis of the then existing coordination TLMS Performance develop a standardized between Cabinet Office and the five selected Management Framework for results-based management ministries was done. This exercise provided a clear Cabinet Office and five (5) framework and an understanding of the capacity situation in the Cabinet selected pilot ministries implementation strategy, and Office and the selected ministries in terms of the developed. The ministries are; capacity development plan needs in the enabling environment, institutional Finance; Agriculture and for Cabinet Office and the capacities and capacities of individuals. This Cooperatives; Commerce, five selected ministries. informed the development of: Trade and Industry; Community (a) A standardized performance management Development, Mother and Child framework and tools for the Cabinet Office and five Health; and Chiefs and (5) selected pilot ministries to improve co-ordination Traditional Affairs. and coherence between the Cabinet Office and these ministries in terms of planning, implementation and monitoring of government
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