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

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).

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.

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.

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 policies. A steering committee at the level of director from Cabinet Office and the five ministries has been set up to spearhead implementation. (b) A Capacity Development Plan (2017-2021 addressing identified coordination challenges in policy planning, implementation, monitoring, and evaluation has been developed. These challenges include: lack of clear institutional framework and mandates, weak organization, and inadequate capacities. Ultimately, this Plan is supporting the realization of the Vision 2030.

Cabinet Office has revised and re-aligned its operating documents which include: Guide to Preparing National Policy Documents and Cabinet Memoranda; Cabinet Handbook; Secretariat Manual for Servicing Cabinet and Cabinet Committees; and the Rules and Procedures.

To effectively coordinate the implementation, monitoring and evaluation of national development plans, government has delinked the planning and monitoring function from the Ministry of Finance to create a new Ministry of National Development and Planning.

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

Project Title: Domestication of international instruments Implementing Partner: Human Rights Commission (HRC) Output Activities Results Comments Output 9 (i) Draft Bill on - The Human Rights Commission in collaboration Those in attendance who Selected international Criminalization of Torture with the Zambia Law Development Commission has delivered remarks included instruments translated into developed a draft Bill on Criminalising Torture in the Ambassador of Sweden national legal frameworks Zambia. The Bill was presented to the Minister of H.E. Henrick Cederin, Justice Hon Given Lubinda MP on 27 June 2017. The Technical Committee Minister directed the Legislative Committee to ensure Chairperson Justice Palan that the Bill is presented to Parliament in the sitting of Mulonda, ZLDC Chairperson January 2018. There are no laws which specifically Justice Roydah Kaoma and deal with torture as an offence. Where perpetrators HRC Vice Chairperson. Ms of torture are arrested, they are prosecuted under Kondwa Sakala-Chibiya. relatively minor offences like assault. This bill intends to provide for: the criminalization of acts of torture and other Cruel, Inhuman or Degrading Treatment or Punishment; the protection of victims of torture; the compensation, rehabilitation, restitution of victims of torture; establishment of the Anti-Torture Fund.

- An Advocacy and Campaign Strategy on Torture (ii) Development of Anti- was developed to scale up public awareness and Torture Campaign Strategy stakeholder engagement. This advocacy and campaign has resulted in the development of the draft bill on torture. All the three arms of government and non-state actors were engaged. The Government has publicly denounced torture and called for its criminalisation. Parliament adopted a report by the Committee on Legal Affairs, Governance, Human Rights, Gender Matters and Child Affairs urging government to facilitate the enactment of strong legislation on torture, guided by the principles of the United Nations Convention Against Torture.

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

Output 10 Enhance capacity of HRC to (i)HRC has enhanced its organizational effectiveness Human Rights Commission deliver services to which has seen the organization maintain its ‘A’ organizational effectiveness stakeholders status following the review of statement of strengthened compliance with Paris Principles by the International Coordinating Committee Sub-Committee on Accreditation (ICC-SCA) in Geneva. 5 Commissioners appointed and ratified by Parliament.

The Commission had a systematic review and strengthening of its work flow processes and institutional systems by undertaking the following: - Strategic Plan: 2014 – 2016 Strategic Plan was developed and later a new one for the period 2017 – 2021. - Performance Management System (re-defined job descriptions, individual/departmental workplans, organogram); - Monitoring and Evaluation System; - Complaint Handling System and Procedures; - Communication Strategy; - Electronic Case Management System; - Human Rights Education Manual;

HRC is now operating in a more predictable, coordinated and accountable framework.

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

Output 11 Develop mechanism to (i)Universal Periodic Review (UPR) Implementation of concluding monitor implementation of Recommendation and Implementation Monitoring remarks and recommendations concluding remarks and Framework (RIMF) has been developed, which of State reports and recommendations of State provides a means of monitoring implementation of international instruments reports and international UPR recommendations that Zambia accepted during monitored instruments the 2nd Cycle of UPR session in 2012. - Countrywide stakeholder engagements on the UPR-RIMF and its application were conducted. Members of Parliament have used this knowledge to raise human rights obligations to the Executive both in parliament and outside. The HRC and Civil Society Organisations have used this knowledge and framework to develop their respective country analysis reports which are due in 2017 when Zambia is reviewed.

(ii) Three (3) ASHRR released for 2013, 2014, 2015, and 2016 report is currently under consolidation. The focus for the three aforementioned was on Civil and Political Rights, and Economic, Social and Cultural Rights, and the extent to which Zambia has ratified regional and international instruments for the protection and promotion of human rights and fundamental freedoms. A number of findings were highlighted such as the legal frame work in Zambia having remained dualist implying that international legal instruments are not self-executing. As such, they require legislative implementation to be effective as law, and HRC has been engaging government and other stakeholders like parliamentarians to address the issues identified. The reports serve as a means of eliciting action from the various state or non-state entities towards improved provision of human rights.

Pillar III Public Engagement Project Title: Enhancement of Oversight Capacity of the National Assembly

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

Implementing Partner: National Assembly of Zambia Output Activities Results Comment Output 1 1. Develop and implement NAZ has strengthened its institutional capacity by The current National Oversight capacity institutional systems developing and implementing the following systems: Assembly has a 5-year strengthening activities -Revising the 2005 Standing Orders and developing mandate ending in 2021, as implemented new ones to guide and enhance the operations of such it would be ideal to Parliament; develop a training policy -Strategic Plan 2015-2019 and its Implementation and/or module to be used to Plan which has allowed NAZ to prioritize areas. train MPs and staff. -Revising the 2011–2015 Communication Strategy and developing the 2017 – 2021 Strategy. -Monitoring and Evaluation Framework for the Strategic Plan; -Performance Management Framework.

The strengthening of institutional and staff capacity was preceded and informed by an assessment to review the performance of the Parliamentary Reforms with respect to the Training of Members of Parliament; Operations of Constituency Offices; and Performance of Parliament Radio. 2. Conduct capacity building NAZ has enhanced the skill and knowledge base of programmes for staff MPs and staff by undertaking capacity building programmes which included the following: -August 2016 Post-Election Orientation Seminar for all the 164 MPs on the role of Parliament and Parliamentarians. -Executive programme on the “Role of Leadership in Implementation and Monitoring of the Strategic Plan,” for its Senior Management which included the Clerk and her deputies, and all Heads of Departments; -Results Based Management and Reporting Training for 35 staff from all departments -Training of 17 staff in Strategic Management -Staff from Administration, Human Resource Management and Development trained in Performance Management for Legislatures. -Training of Professional Assistants and Administrative Assistants from all the 150 Constituency Offices in the operations of Parliament

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

and Constituency Offices, and Community Mobilisation. The trained cadre of staff is now able to interpret the functions of parliament and mobilise the community for their active participation in Parliamentary Committees Public Hearings.

The National Assembly which was viewed as inaccessible with little room for interactions with the public has changed this perception and there is increased stakeholder engagement and public participation in parliamentary business. In Livingstone, a platform has been created by the constituency office where the MP holds quarterly meetings with stakeholders including civil society, media and private sector to discuss developmental issues. Output 2 Develop and operationalise Guidelines were developed and are now being used Public mobilised to participate guidelines for community by both Constituency Offices and Committee in Committee hearings by mobilization for public Department at NAZ. Staff at Constituency level who Constituency Offices hearings. have been trained in community mobilisation and are now taking a lead in mobilising the public to participate in Parliamentary activities such as Committee Public Hearings. - Constituencies Offices were oriented on the guidelines and the offices utilised the guidelines to mobilise communities during Committees Public Hearings. There was increased public participation as well as quality of issues raised. This is reflected in the Committees reports presented to parliament.

Four committees conducted public hearings in at least 20 districts in both urban and rural towns and conducted public hearings as follows:

(a) Committee on Legal Affairs, Governance, Human Rights, Gender Matters and Child Affairs held the hearings under the topics; (i) “Judicial reforms in the justice delivery system in Zambia”; and (ii) “Enforcement of the law relating to violence and harassment of women and girls in Zambia”; (iii) The

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

Causes and Extent of Torture in Zambia; (iv) Conflict Management in the Electoral Process in Zambia; and (v) Review of Operations of the Child Development Department, Ministry of Gender and Child Development.

- Committee on Estimates held its public hearings under the topics: (i) Implementation of Fiscal Decentralisation, Performance-Based Management and Integrated Financial Management System (IFMIS) in Zambia.” The focus for the public hearings was on Fiscal Decentralisation.

- Committee on Education, Science and Technology held its hearings under the topic: The Structure of the Zambian Education System:- From Basic-High to Primary-Secondary – Opportunities and Challenges.

- Committee on Health, Community Development and Social Welfare held its hearings under the topic: Availability and Up-take of Family Planning Services in Zambia.

Based on these engagements, the committees made recommendations which were presented to and debated in parliament, with a call to the Executive to address the issues raised. Recommendations included: - government to facilitate the enactment of strong legislation on torture guided by the principles of the United Nations Convention Against Torture: Status – Bill Criminalising Torture developed and submitted to Ministry of Justice on 27 June 2017. - a policy be put in place to require an Annual and Periodic State of the Administration of Justice Report be compiled and published for public consumption to enhance transparency and

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

accountability among judicial officers and the Judiciary: - Government expeditiously lead and facilitate the conclusion of the constitution review process and, by implication, the judicial reform process since most of the recommendations on Judicial Reform hinge on constitutional reform: Status – the constitution was assented to on 5 January 2016, and the Judicial reform process is still ongoing. - the process of adoption of the draft Constitution which contains progressive provisions which promote economic, social and cultural rights (ESCR), especially for women, and which has proposed to drop the controversial Articles 23(4) (b and c) which are discriminatory against women be expedited: Status - the constitution was assented to on 5 January 2016, but the referendum on the enhancement of the Bill of Rights which contained (ESCR) failed to meet the threshold. Government has reiterated that it remains committed to enhancing the Bill of Rights but through cheaper means and not through another referendum - Government should ensure the development of Rules of Court on the procedure and form of commencement of actions under the Anti GBV Act, No 1 of 2011 to make it fully operational: Status – Rules developed and in use. - Government should engage the Judiciary to speed up the establishment of special fast track courts: Status – fast truck courts established and operational in Kabwe and Lusaka, and being rolled out to other towns. Disposal of case takes an average of 5 to 31 days.

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

Output 3 (i) Strengthen the Caucus (i)The ZWPC successfully established and Post-Election Orientation – Develop and implement a multi- and Secretariat operationalized its own Secretariat with two staff Capacity building/orientation year plan for the Zambia recruited. The Caucus developed institutional to new Caucus members Women Parliamentarians operating policies – strategic plan, constitution, code Caucus of ethics, financial, and human resource manuals, and communication and advocacy strategy. This has resulted in enhanced planning, coordination and implementation of activities. (iii) Following the August 2016 elections, the number of female MPs has increased from 23 to 30, and there are 10 female Cabinet Ministers. (iv) The caucus which has female MPs from all the political parties in parliament including independents, work across party lines. (v) the Caucus developed and strengthened collaborative partnerships with the Ministry of Gender and under the Joint GRZ-UN GBV Programme as well as with the Ministry of Chiefs and Traditional Affairs, and participated in the HeForShe Campaign and launch of Village Led One Stop Shop Centres on GBV.

Project Title: Developing Strategic Planning for Court Systems Reforms Implementing Partner: Judiciary Output Activities Results Comment (i) Develop a Strategic Strategic Plan 2016-2020 was developed and the Plan. judiciary’s ability to serve the public was enhanced and the plan sets milestones in adjudication. The vision is “..by 2020 citizens and our clients receive timely and accessible justice.” (ii) Conduct capacity building (i) 53 Judges led by the Chief Justice, received programme training in Mediation, Case Flow Management and Alternative Dispute Resolutions Mechanisms. This training has strengthened the capacity of the Judiciary to respond to the needs of the public. There is a reduction in the backlog of commercial and civil cases.

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

(ii) 40 Judicial Research Advocates underwent training on “The Role of Legal Judicial Research Advocates in The Strategic Plan And Decision Making In The Judiciary Of Zambia.” This training increased the capacity of the Research Advocates in offering technical support to Judges in delivering judgments and opinions which has contributed to the quick disposal of cases.

Project Title: Empowerment and Leadership Skills Development Programme for Girls Implementing Partner: Alchemy Women in Leadership (AWiL) Output Activities Results Comment Output 1 (i) Develop and implement a A three level Leadership programme developed and Capacity building – Women leadership programme implemented: within the three tiers trained in (i) Advanced Leadership Programme for the Leadership Development women (mentors) – At least 76 women from Programmes both formal and informal sectors were trained focusing on leadership and mentorship, and the programme equipped the women with knowledge and skills on empowering themselves to be more strategic and deliberate with their career growth and advancement through self-awareness, networking and negotiating for success and navigating gender dilemmas. (ii) Intermediate Leadership Programme for emerging female leaders (Aspires) targeting those in tertiary and with a maximum of 2 years post tertiary; and (iii) Fundamentals Leadership Programme for girls aged 12 – 18 years. At least 15 sessions were held in Lusaka, Ndola, Kitwe, Mansa and Choma, reaching out to at least 375 girls. The girls acquired different leadership skills - self-awareness, time management, goal setting, values and character, and communications skills. They developed vision boards, two year goals and personal commitments. Monitoring of and feedback from the girls will be done through the

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

established mentorship village camps and networks.

(i) Strengthen Institutional (i) Technical advisory support rendered provided for Capacity Alchemy to develop institutional capacity to host and facilitate their leadership development programs independently. They now have a licensed developed internally and 8 women underwent a trainer of trainers and conduct trainings to trainees. Mentors and Aspires are involved as resource persons in all the tier programmes. (ii) Staff capacity enhanced in managing the project and trainings undertaken in areas including; Module development and coaching; Project Management; and project accounting.

Project Title: Public Accountability on Provisions of Domesticated International Instruments Implementing Partner: Jesuit Center for Theological Reflection (JCTR) Output Activities Progress Towards Results Next Steps Output 16 Advocacy on ESCR Advocacy on ESCR has improved provision of and Continue raising awareness Public awareness raising access to services focusing on education, health and on ESCR with both service campaign on human rights water. This followed research conducted by JCTR in providers and communities for issues from selected 2013/14 in Livingstone, Monze, Mongu, Kabwe, further improved access to domesticated international Ndola and Kasama. The dialogue platforms on ESCR social services by the public. instruments implemented have been created in Livingstone, Mongu and Kasama and have provided space for engagement between service providers and the community. Service providers engaged are ministry of health, ministry of education, and water utility companies. This dialogue is an accountability framework where community groups claim their rights and hold the duty bearers accountable.

(i) Livingstone: (a) Water – Increase in connections by 5475 from 17139 in December 2012 to current 22614. Current coverage is 90% and hours of supply is 24 in most

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

parts of the town. Compounds with improved water supply include Libuyu, Ngwenya and Airport. (b) Health – Maternity wing constructed at Dambwa Central Clinic.

(ii) Mongu: (a) Water – Supply has improved from an average of 6hrs in 2013/14 to 12hrs. 4 more boreholes drilled from the previous 7. Mandanga compound, the biggest in Mongu, did not have piped metered water but now has with 18hrs of supply. (b) Health – 3 clinics opened in Natonga, Mooma, Lulambo and Mutalite. 35 qualified health workers deployed to various health centers like Kalundwana, Lukanyana, Nasange and Mawawa which were managed by Classified Daily Employees and Community Health Assistants. (c) Education - 2 schools (Imwiko and Kanyonyo) upgraded and extended to grade 12. To address congestion and long distances to schools the ministry opened community schools at Itema and Nalikwanda. Early Childhood Education schools fully operational at Kanyono and Mulambwa.

(iii) Kasama: (a) Water – Average hours of supply in the district is 17hrs from 15hrs in 2014/2015: - Central Town, Mukulumpe and Tazara is 24hrs; Mulenga compound is 3-4hrs from having no water for 1-2 weeks in 2014/2015. Water company allocated land by the community for installing a tank; Location compound is 5-6hrs from no water for 7 years. (b) Health – 6 health posts (Lwabe, Namwila Milima, Kasonde, Kasonde Chisuna, Ngoma, Mbusa and Mumbi Mukulu) constructed between 2014 and 2016. Maternity wing constructed and operational in Mulenga Hills. All health posts now have at least 1 qualified health personnel.

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

Village/Community Parliament: Mulenga Hills Community has constructed a village parliament from contributions by the community. This is an accountability platform where civic leaders and the community discuss developmental projects such as utilization of Constituency Development Fund, Youth empowerment and girl child.

(ii) Advocate for the rights of There is increased understanding of and response to Persons with Disabilities the challenges faced by persons with disabilities among stakeholders including government and the political leadership. Government resolved to step up efforts in addressing the plight of PWDs. This followed nationwide engagements by JCTR culminating in National Symposium graced by Minister of Community Development and Social Welfare. Task teams established in all 10 provincial towns to follow up on Action Plans generated from the stakeholder engagements. JCTR commissioned an audit (survey) of public infrastructure and their suitability to PWDs. Findings to be shared with government and other stakeholders in 2017. Output 17 Conduct capacity building for (i) JCTR staff and outreach officers have had their CSOs and media leadership JCTR skills and knowledge enhanced. They apply and management skills principles of RBM in their planning, implementation enhanced and reporting on activities. (ii) 126 outreach members were trained in ESCR and HRBA. This increased their appreciation and knowledge on issues of human rights. JCTR has been co-opted into the 7th National Development Planning process at provincial level. (iii) HRBA training workshops for planning units and district committees conducted in all 10 provinces. Provincial Planning Units and District Councils are now able to apply HRBA and ESCR in their work. (ii) JCTR Resource Mobilisation Strategy developed and its operationalisation has generated resources for the institution:

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

- 450,000 Euros received from Misean Cara to cover a period of 3 years. - 330,000 Euros from Misereor of Germany to cover a period of two years.

3. Risks, Challenges and Lessons Following change of government in October 2011, the new PF government instituted some measures in government such as: (a) re-aligning ministries and portfolio; (b) revising the 6th National Development Plan to be in line with the new government’s policy direction; (c) revising of strategic plans for institutions to be in line with the PF government’s aspirations; and amending of some laws. The country also embarked on a number of legal reforms such as amending the constitution which was enacted on 5 January 2016. During this programme period, the country had two general elections in 2011 and 2016. There was also a Presidential Election in January 2015 following the death of the then President Mr Michael C. Sata.

Risks Mitigation Measures (i) Staff turnover in the public service and implementing partners: All the Implementing Partners had a Project Team and even where the lead staff left, The project experienced staff turnover especially in government there was another staff to take lead. Project Teams remained a permanent structure following the PF party forming government after October 2011 up to project completion. elections. This staff movement was necessitated by the re- alignment of ministries and portfolios. The HRC and JCTR also experienced staff turnover

Challenges (i) Re-organization of Government Ministries Support to Cabinet Office aimed to strengthen and strengthened their pivotal role of Government Business Coordination. Cabinet Office managed this transition. (ii) Transfer of key technical personnel There was a programme to build capacity of a pool of staff that would drive plans for continuity. (iii) Change of priorities within government and other There was a programme to enhance Cabinet Office’s guiding role and anchor of implementing partners: Following the change of government in overall government policy and effectiveness of the Civil Service. Further, the project October 2011, the 6th National Development Plan was revised to had in-built flexibility arrangement to respond to and address changes in the align it to the PF Party aspirations. Strategic Plans for public environment. The changes in priorities were not significant to affect or derail the institutions like HRC were also revised. realization of project results.

Lessons Interventions take place in a cyclical manner vs linear Timing and judgment for implementation is key towards driving change. Regular progression engagement of implementing partners and monitoring of the project is also cardinal.

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

Cross-sectoral support to programming Refraining from duplicating efforts but instead strengthening existing structures and encouraging strategic partnerships. Case in point is the HRC and Zambia Law Development Commission working together to develop draft bill on the Criminalising of Torture. Also, the HRC and JCTR partnering when they engaged MPs on human rights and the role of MPs. Project implementation responding to changes in the Design of programme and formulation of annual work plans ought to consider national environment, such as new constitution, one Presidential Election priorities and have flexibility mechanisms. Engagement with national institutions and and general elections. cooperating partners, i.e the Government of Sweden is vital. For instance, this engagement made it possible to have a no cost extension to the programme.

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

3. Project Management There was regular monitoring of the projects as well as engagement with the implementing agencies to ensure that implementation is on course. Comprehensive annual reviews have been conducted in the fourth quarter of each calendar year and this informs the development of the following year’s annual work plans. There were also annual reports prepared and submitted to the Embassy of Sweden and review meetings held.

4. Conclusion The Joint SIDA-UNDP support recorded significant achievements in the field of governance and set a concrete foundation for Zambia’s implementation framework for the 7th National Development Plan and the legislative framework prescribed by the amended Constitution of 2016 (Constitution Amendment Act No. 2 of 2016). These achievements have been gained under a changing governance landscape where there was change of government as well as the death of President Sata and subsequent by elections, and general elections in addition to a referendum.

It is therefore imperative that a new governance programme builds on these achievements. The programme is envisaged to be catalytic and facilitate among other interventions:

(i) The development of capacities in key national institutions to translate UPR and Treaty Bodies recommendations into national policy actions and budget for remedial interventions;

(ii) Support strengthening of coordination of Government business and implementation of the 7th National Development Plan

(iii) Support the development and implementation of public accountability system in key areas such as public service, rule of law and access to justice as well as devolved governance to ensure that no one is left behind;

(iv) Increasing participation of traditional leadership as agents of change in reforming customs and traditions to reflect human rights and human dignity as well as the achievement of SDGs

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

5. Finance The table below is provisional and uncertified financial data.

Uncertified Provisional Financial Status

Project 2013 2014 2015 2016 Total expenditure expenditure expenditure expenditure Expenditure (USD) (USD) (USD) (USD) 1 January 2013 to 31 December 2016 (USD)

Cabinet 22,023 196,300 41,506 202,002 461,831 Office

00083694

NAZ 187,883 349,896 341,352 175,079 1,054,210

HRC 99,683 149,230 245,716 272,348 766,977

00083696

JCTR 71,739 565,271 195,485 193,261 1,025,756

Alchemy 0 286,121 90,803 69,050 445,974

Judiciary 0 0 156,937 116,422 273,359

Total 381,328 1,546,818 1,071,799 1,028,162 4,028,107 expenditure

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

Republican President, HE Edgar Chagwa Lungu (c) at the 2015 International Human Rights Day Commemorations at Government Complex, Lusaka