KABWE MUNICIPAL COUNCIL

Transformation of Kabwe into a City The Kabwe we want tomorrow

Department of Development Civic Centre: P. O. Box 80424: 2016-2021 Planning Kabwe

Disclaimer

This report for the Transformation of Kabwe into a City has been written by the Kabwe Municipal Council with advice and guidance from the series of consultative meeting under the Local Economic Development programme supported by Ministry of Local Government and Housing. The Ministry of Local Government and Housing Group do not accept any liability for the accuracy or content of this report. This report is a basis on which the people of Kabwe have stated in the theme ‘the Kabwe we want tomorrow’ towards the process of transforming Kabwe into a city; they do however congratulate the Municipal Team for the quality of this work.

i

Table of Contents Disclaimer ...... i Table of Contents ...... ii Table of Figures ...... v Table of figures ...... vi Acronyms...... vii 1.0 Introduction ...... 1 1.1 Location ...... 1 1.1.1 Brief History of Kabwe ...... 2 1.1.2 Demography ...... 3 2.0 General Physical Characteristics ...... 4 2.1 Topography ...... 4 2.2 Geology ...... 4 2.3 Hydrology ...... 4 2.4 Drainage Pattern...... 4 2.5 Climate and Temperature ...... 5 2.6 Rainfall ...... 5 2.7 Relative Humidity ...... 5 2.8 Sunshine and Winds ...... 5 3.0 General District Administration ...... 6 3.1 Central Administration ...... 6 3.2 Local Authority ...... 7 3.2.1 Organogram for Political Administration ...... 7 3.2.2 Organogram for Management Administration ...... 7 4.0 Social economic base of the district ...... 7 4.1 Finance and Industries ...... 8 4.2 Agriculture ...... 8 4.3 Tourism potential ...... 9 4.4 Transport and Infrastructure ...... 10 4.5 District SWOT analysis ...... 10 5.0 Infrastructure Strategy ...... 12 5.1 The role of the Infrastructure Plan ...... 12 5.3 District infrastructure ...... 13 6.0 Commercial infrastructure ...... 13

6.1 Theoretical framework ...... 14 6.2 Commercial infrastructure strategy ...... 14

ii

7.0 Roads ...... 17 7.1 Road infrastructure objectives ...... 17 7.2 Road infrastructure strategy ...... 17 8.0 Rail line infrastructure ...... 20 8.1 Rail line infrastructure objectives ...... 20 8.2 Rail line infrastructure strategy ...... 20 9.0 Bus station and bus stop infrastructure ...... 22 9.1 Bus station infrastructure objectives ...... 22 9.2 Bus stops and stations infrastructure strategy ...... 22 10.0 Airport infrastructure ...... 24 10.1 Airport infrastructure objectives ...... 24 10.2 Airport infrastructure strategy ...... 24 11.0 Alternative energy infrastructure ...... 25 11.1 Alternative energy infrastructure objectives ...... 26 11.2 Energy infrastructure strategy ...... 26 11.3 Meeting the targets ...... 26 12.0 Recreational infrastructure ...... 27 12.1 Recreational facilities infrastructure objectives ...... 27 12.2 Recreational infrastructure strategy ...... 28 13.0 Floods and drainage infrastructure ...... 30 13.1 Floods and drainage infrastructure objectives ...... 30 13.2 Floods and drainage infrastructure strategy ...... 30 14.0 Communication infrastructure ...... 31 14.1 Communication infrastructure objectives ...... 31 14.2 Communication infrastructure strategy ...... 33 15.0 Waste disposal infrastructure ...... 34 15.1 Waste disposal infrastructure objectives ...... 34 15.2 Waste disposal infrastructure strategy...... 35 16.0 Funding infrastructure ...... 36 17.0 Financing infrastructure ...... 37 17.1 Public financing ...... 37 18.0 Investment in the regulated sectors ...... 37 18.1 Private investment ...... 38 18.1.1 Breakdown of project specific finance opportunities to 2020-21 ...... 38

19.0 Key actions to 2021 ...... 38 19.1 Improving infrastructure planning visibility and certainty: ...... 38

iii

19.2 Whole life planning and cost control: ...... 38 19.3 Improving project initiation: ...... 39 19.4 Improving procurement: ...... 39 19.5 Supply chain productivity and skills: ...... 39 20.0 Conclusion ...... 40

iv

Table of Figures Figure 1 location map for Kabwe district ...... 1 Figure 2 organizational structure at district level ...... 6 Figure 3 political administration organogram ...... 7 Figure 4 municipal management structure ...... 6 Figure 5 kabwe district social network ...... 7 Figure 6 picture showing the old mine site where the broken hill man scull was found ...... 9 Figure 7 map showing current CBD for Kabwe district ...... 15 Figure 8 map showing proposed CBD extension for Kabwe district ...... 15 Figure 9 picture showing a desired shopping centre to be constructed in the expanded CBD ...... 16 Figure 10 picture showing high rise building to be constructed in the expanded CBD ...... 16 Figure 11 picture showing an example of a hotel built in Kabwe ...... 17 Figure 12 picture showing an example of road paving with concrete interlocking bricks ...... 18 Figure 13 picture showing a tared major road ...... 19 Figure 14 picture showing well placed road marking ...... 19 Figure 15 picture showing the starting proposed dual carriage way from kabwe to Lusaka ...... 20 Figure 16 picture showing proposed rail infrastructure in the urban areas ...... 21 Figure 17 picture showing proposed infrastructure through farm areas in Kabwe ...... 22 Figure 18 picture showing bus stop infrastructure in residential areas ...... 23 Figure 19 picture showing an example of the intercity bus stop infrastructure ...... 24 Figure 20 picture showing example of desired airport infrastructure ...... 25 Figure 21 picture showing an example of installed energy infrastructure to generate electricity by wind ..... 27 Figure 22 picture showing installed solar panels to generate solar electricity ...... 27 Figure 23 picture showing a well maintained open space/park from recreation ...... 29 Figure 24 picture showing an example of a sport stadium...... 29 Figure 25 picture showing a maintained drainage canal for flood water ...... 31 Figure 26 picture showing desired communication masses to be installed in Kabwe ...... 34 Figure 27 picture showing land/site clearing for solid waste management for final solid waste disposal ...... 35 Figure 28 picture showing desired water infrastructure for district use ...... 36 Figure 29 sale projection for project financing ...... 38

v

Table of figures Table 1 temperatures in Central Province and Zambia ...... 5 Table 2 Kabwe district strengths, weaknesses opportunities and threats ...... 10

vi

Acronyms CBD : Central Business District

LED : Local Economic Development

PPP : Public Private Partnership

RIS : Road Investment Strategy

RDA : Road Development Agency

RRU : Rural Road Unit

SRN : Strategic Road Network

TLCs : Technical Logistics Centres

ZESCO : Zambia Electricity Supply Cooperation

vii

Abstract The transformation of Kabwe district into a city calls for a comprehensive and integrative plan planning process were all interested stakeholders act to their levels best to foster and ensure a successful shift. The district has to reach and meet certain milestones that will define the district into a city. These milestones are notable indicators that comprise as part of the definition of a city. Among the various known ones, district function, population size and infrastructure type play a direct and pivotal role for a district to be call into a city. The citizen must enjoy at least all possible services from public to private establishment chartering for all groups. Even though some service may vary according to the conditions of the city, at least the most basic must be of standard provision to the population of interest. The city must also function an attraction to other populations that may see opportunity live there. Kabwe Municipal Council has embarked on a deliberate action to transform the known town into a city status by facilitating for the anticipated expansion, economic growth and developments. A number of programmes have been started to speer head the transformation and the mother body is ‘the Transformation of Kabwe into a City’. Subsequently to this effect, sub programmes have been engaged in to ensure that all parties with a stake to this are on board. One of the perpetuating programmes is the Local Economic Development programme which is in place to steer locally defined development from the citizens. The municipality has also seen the interest of the public towards this call and have approved the establishment of a series of shopping malls namely; Kabwe mall and the Centro mall. The municipality has also facilitated for the development of a Multi Facility Economic Zone referred to as the MFEZ to promote industrial establishments for agro based industries. Among others in line to be operational, industrial complexes will be opened to fashion specific types of industries such as those for vehicle assemblies at the old mining site in line with the World Bank programme of lead remediation return the mine into a usable condition for economic development. The infrastructure pipeline facilitates for the development of a regional cargo airport of which the site is already known. The establishment of the airport may also attract the opening of an aviation industry. Furthermore, Kabwe is viewed to be an education district, a centre for specialised health services and a conference city. This would mean that kabwe is to hold a number of transiting populations that visit the district for specific purposed. To facilitate for these basic industrial establishment, the pipeline of infrastructure defines road developments, commutations infrastructure establishments, recreational infrastructure and many more as is defined in this report.

viii

1.0 Introduction With the increased population and limited space to provide for them, the people of Kabwe have desire for better beautiful and functional space in Kabwe town. In the matters to assign specific developments, many of the problems are being solved by the Kabwe Municipal Council through the reliance of the unprecedented technological advancements in the construction industries of urban facilities and services and creating cultural spaces. However, understanding the emotional needs of residents, which in the long run will become one of the major social problems, only in the form of identity may it be possible. The people of kabwe want Kabwe to have the identity of a City. Verifying the identity of people living in cities helps us to become more responsible citizens and live in a lively atmosphere.

1.1 Location

Kabwe is the principal town of the Central Province. It is located in vicinity of latitude 14 27’ South and longitude 28 27’ east. Kabwe is situated along the Great North Road, some 139km north of Lusaka and about 55km from Kapiri-Mposhi in the north. As Kabwe has been an important mining town for many decades, it was early connected to the country’s principal railway line that goes up to Dares salaam in Tanzania. The town stretches 12km from north to south and 11km from west to east.

Figure 1 location map for Kabwe district

1

1.1.1 Brief History of Kabwe

Kabwe derives its name and existence from the rock of ore of Zinc and Lead. The name Kabwe is short for “Kabwe Ka-Mukuba” meaning the stone of ore or the place of smelting. As a result of the significance, this ore was to the local people as enshrined in the old motto that says “from the earth we derived our being”.

In 1902 a mining engineer T.G. Davey on the lookout for signs of Copper stumbled on a curiously shaped hill known to the local people as Mutwe-wa-Nsofu or Elephant head. Exploring the head more closely, he discovered rich outcrops of lead and zinc. With the interest to mine the discovered ore, the town was similarly set out as the Broken Hill mining town of Australia. Thus temptation to rename the place Broken Hill was so great for him to resist and he named Kabwe as Broken Hill. Kabwe was known as Broken Hill until 1967 when the pristine name of Kabwe was restored.

The Rhodesian Broken Hill Development Company began exploiting this ore by open cast mining. High-grade lead and zinc and later vanadium and silver were also excavated. The Broken Hill mine at the time was a profitable establishment thus lead to the opening of many of the townships of Kabwe. The mining company at the same time could provide all the services required attached to the housing establishments the had made.

In the early days, problems started as deposits containing lead and zinc could not at first be economically separated and the mine closed down. The mine reopened and the farming industry began to grow to serve the town. The railway made Kabwe its headquarters. Locomotive sheds and marshalling yards were established and government organised its administrative headquarters for central province here. The Central African Road Services (CARS), then the largest passengers and Haulage Company in the country, set up a depot and made Kabwe its Headquarter and Kabwe became the gateway to East Africa.

In 1921 a skull of primeval man, dating back to 50,000 years before Christ was unearthed here. The discovery of the skull attracted archaeologists whom in interest to study the skull took it to Europe. The skull is however kept in the British Museum at present. Efforts to bring this piece of historical importance back to Zambia have proved futile. The settlement was declared a village in 1915 and a township in1930. Kabwe became a municipality in 1954 and the first mayor was Mr A. G Easton. Kabwe is also regarded as the cradle of Zambia’s independence as crucial decisions leading to independence in 1964 were made here.

2

With the economic reforms introduced by the new government after independence, Kabwe received a hype of industrial establishments that made kabwe district a booming town. Urban delight attracted many rural migrants providing a ready labour force for unskilled employment. Among the serious investments at the time since, Kabwe hard the Head quarter branch for National Milling, National Breweries, KIFCO, LINTCO/Donavant Limited, Zambia Railways, Zambia Prisons Service, Broken Hill mine and many more processing industries. As national plans changed, Kabwe saw the closure and relocation of some of these big industries and eventually, even the Broken Hill mine closed living Kabwe as a mare residential settlement with little to bring in commercial establishments.

The mine became the largest in the country until it was overtaken in the early 1930s by larger copper mining complexes on the Copperbelt. Apart from lead and zinc it also produced silver, manganese and heavy metals such as cadmium, vanadium, and titanium in smaller quantities. The mine, which occupies a 2.5 km² site just 1 km south-west of the town centre, is now closed but metals are still extracted from old tailings.

The abandoned mining site became a site for people who vandalised the properties. Citizens later started to collect the slug waste with no control to fill pot holes on roads and land fill in their yards. This phenomenon exposed many people to lead poisoning affecting the mental capacities mostly of young children. Since then one of the most alarming problems has been towards preventing exposure to lead contaminated soils to citizens. A study by the Blacksmith Institute of the United Kingdom, found Kabwe to be one of the ten (10) worst polluted places in the world due to heavy metal (mostly zinc and lead) in tailings making their way into the local water supply.

1.1.2 Demography

Kabwe has an estimated population projection of 202,914 as at the 2015 census, divided over an estimated 28, 397 households. As at 2010, a total 202360 comprising of 98,781 are male and 103,579 are female. The population growth rate for Kabwe district is estimated 0.5%. The District is divided into two constituencies and sharing 27 Political wards between them.

Bwacha Constituency has a total of 83,721 people shared among 15 wards with Moomba ward being mostly populated with 11,038 and Muwowo the least with 1,792. Kabwe Central Constituency has a population of 118,639 shared amongst 12 wards with Chirwa being the most populated with 26,987 and Luansanse with 3,004 as the least.

3

2.0 General Physical Characteristics 2.1 Topography

Kabwe is situated on the so- called central plateau system at altitudes of 1,207m above sea level. The topography has a dominant gradient from southwest to northeast at an average slope of approximately 4m/km. The most dominant topographic features are swampy areas, which are found in different sizes and frequencies.

2.2 Geology

The geological underground of Kabwe and its surroundings consist of schist, siltstones and quartzite sand stones of the Katanga Super Group. The Hard rocks rarely crop out because they are weathered and covered by unconsolidated sediments.

The geological underground of the western part of Kabwe is different from the remaining parts. Though the rocks also belong to the Katanga Formation, they consist of limestone, marble and dolomite. The Kalulu Well Field produces ground water from limestone. These calcareous rocks contain caverns and channels that result from the chemical solution. It is assumed that caverns and channels are connected to some swampy area and may reach the Lukanga swamps that are located some 50km towards the west.

2.3 Hydrology

Kabwe’s major river is the Mulungushi River and it marks the boundary with Kapiri Mposhi District to the North. Other rivers are Chitakata, Kalonga and Munga.

2.4 Drainage Pattern

Kabwe is situated east of the main water shed. The smaller western part drains towards the Lukanga Swamps whereas the remaining surface water flows towards the east into the catchment area of the Lukanga River system.

Of special interest is the Kalulu Forest Reserve that contains the Kalulu Well Field. The drainage of the surface water directs towards the east like the rest of Kabwe area. However, the flow pattern of the surface water is not identical with the subsurface drainage system.

4

2.5 Climate and Temperature

The mean annual temperature of Kabwe is 20.8 C. The hottest month is October with an average temperature of 23.9 C whereas July represents the coldest month with an average temperature of 15.8 C. The temperature description reflects the general temperatures within the Central Province and Zambia (see the table below).

Table 1 temperatures in Central Province and Zambia Area Altitude Annual Monthly Average Monthly Average Mean Maximum Minimum (meters oC Month Temp. oC Month Temp. oC above sea level) Central 1244 20.4 Oct. 23.6 July 15 Province (Average)

2.6 Rainfall

The average total annual rainfall in Kabwe is some 900mm (50 years, from 1949/50 to 1999/2000). Most of the rainfall is between October and April, with December and January as the wettest months. Due to the high temperature prevailing in the area, evapotranspiration is very high and exceeds precipitation. This indicates a very dry area, which hardly allows a prosperous agriculture other than by irrigation.

2.7 Relative Humidity

The average annual humidity in Kabwe is about 63.5%. The highest yearly humidity is reached during the rainy season in the months of December to April, ranging between 72% and 81%. In contrast, the lowest humidity, some 41-44%, prevails during the hottest months of the year September and October. In comparison, the relative humidity figures for the central province and Zambia are nearly the same for Kabwe.

2.8 Sunshine and Winds

The mean annual sunshine duration is 8.2 hours per day. During the period of less rainfall

(April to October) when the days are longer, the sunlight period of between 8.7 and 10.2 h/d is experienced. The shortest sunshine duration is during the months of higher precipitation

5

(December to February) ranging from 5.7 to 5.9 h/d. In comparison, the average daily sunshine hours for Central province and Zambia are similar to Kabwe.

Prevailing winds are predominantly towards southwest in Central province. The average annual speed in Kabwe is around 1.6m/s reaching its maximum of 1.7-1.9m/s during the months of August to October. The monthly minimum wind speed is measured from January to March ranging between 1.3 and 1.4m/s. In comparison, the wind speed for Central province and the rest of Zambia are slightly higher to Kabwe.

3.0 General District Administration

There are two administrative systems in the district and these are central government system and local authority system.

3.1 Central Administration

Just like in all districts in Zambia Central Administration is composed of all government departments and is headed by the District Commissioner. The main role the District Commissioner is to supervise and coordinate government activities in the district. He also harmonises the activities of the Local Authority in the district with those of Central Government. Heads of departments in line government ministries based in the district, report, on administrative matters to the District Commissioner and on technical or professional matters directly to the Provincial Heads.

General Administration

Semi- Heads of NGOs and Autonomuous Local Authority Government Donors institutions Departments

Figure 2 organizational structure at district level

Most departments in the district have fewer workers than stipulated in the establishment. This situation has given in negative effect on service delivery as the few workers are required to perform more duties beyond their job description. However, Kabwe is the provincial headquarters of Central Province and some provincial officers are called upon to perform duties

6 at district level. The only problem with this situation is that there is no continuity of certain activities as officers assigned to perform district duties abandon their assignments whenever important tasks emerge at provincial level.

3.2 Local Authority 3.2.1 Organogram for Political Administration Two elected Members of Parliament (MPs) and twenty-seven councillors make up the Local Authority whose head is the Mayor. The mayor and his deputy are elected (two and a half years) annually amongst councillors themselves. Mayor represents the people and his main role is to preside over council meetings. The councillor is a channel of communication on social and economic issues between the local authority and communities he represents

Mayor

2 Area deputy mayor Members of Parliament

ward councilors ward couniclor ward councilor 1.... 9..... 25

Figure 3 political administration organogram

3.2.2 Organogram for Management Administration

The Town Clerk heads the administrative wing of the council. Under this administrative wing there are seven departments. The Department of Administration, Department of Legal Services, Department of Development Planning, Department of Engineering Services, Department of Finance, Department of Public Health, and Department of Housing and Social Services.

Kabwe is metropolitan and there are no traditional Institutions.

7

town clerk

audit/public relation/procurement

director director director director public director leagal director housing director finance development engineering administration health services and social services planning services

social economic administration inspectorate deeds registry revenue section fire unit section housing section secition section section section

mechanical expenditure forward planning human resource solid waste resettlement engineering licensing section section section section management section section

electrical development pest control accounts section engineering committee section litigation section libraries section control section section section

business road engineer health education parks and gardens development survey secotion police section section section section section

building information grave yards inspectorate markets section tecnology section section section

rural water section

Figure 4 municipal management structure

6

4.0 Social economic base of the district The population growth rate of Kabwe has been on the decline from below 7% between 1969 and 1980 to 0.5% between 1990 to date. Factors responsible for this downward trend include general poor economic performance in the district which has resulted in people moving from the town to other towns and cities and rural areas. Kabwe district’s situation was exacerbated by the closure of the basic supporting industries which further slowed down the population growth.

Kabwe municipal council today plans to transform the district into a coper city. A city that will provide prospects of the development of a tertiary city which will house a number of education institutions making Kabwe an education destination. Further to the establishment of an education city, the municipality intend to make Kabwe a conference city which will attract a number of people from outside the district to host meetings within the district. Adding up on the establishments in the urban district of the town, the municipality plans to flourish and revamp the agricultural industry by setting up a number of new agro-based industrial complexes.

The key actors in the social base of Kabwe district may be classified in three clusters. The clusters are the civil service, business men and women and retired population. The civil service comprises of government workers and uniformed workforce thus (Zambia Corrections Service, Zambia Army, Zambia Airforce, Zambia National Service, Zambia Police and Medical Staff). The business men and women comprises the number of business owners all around the district. The retired comprises of citizens who were retired from the industrial establishment that were once active in in the district the time the mining operation were very active.

Central & Mulungushi Zambia Kabwe mine Business Uniformed Local textiles Railways ZCCM community Personnel Government

Figure 5 kabwe district social network

7

4.1 Finance and Industries

The closure of the Kabwe mine, Zambia Railways, the Mulungushi Textiles and other supporting industries led to a significant economic decline in the district. Kabwe had a number of manufacturing industries including the Zambia-China Mulungushi Textiles plant established with Chinese investment in the 1980s, but after suffering large losses at the beginning of 2007, the plant was closed to date. Notably also other industries like ZALCO, FALCO, FVG, KIFCO, National Breweries, Sable Zink, Chiman Manufacturing Ltd, Fine Steel, Supper Deal, Dunavant and the reopened Zambia Railways, are running low. Currently another economic threat seems looming as there is a pending shift of the Zambia Prisons and Correctional Service Headquarters from Kabwe to Lusaka.

The commercial and tourism sector are equally active and employ a good number of people in wholesale and retail shops. There are nine branch offices of banks which are Zanaco Bank, Barclays Bank, Finance Bank, Indo Zambia Bank, Stanbic Bank, Bank ABC, First National Bank, Invest Trust Bank and Natsave Bank, and more than three insurance companies. The Light industry is well developing, represented by dairying enterprises and enterprises for the production of bread, breadstuffs and metal works. The majority of firms that operate in the wood production and woodworking industry are private.

The mainstay of the municipality’s economy is “the establishment of the Mulungushi University, Nkrumah University, Paglory College of Education, Imaculata College of Education, Headquarter establishment of Zambia Prisons and Correctional Services and Zambia Railways”. Incoming in the economy as a major player is ZALCO a private company that produces various kinds of cables and serves the national and international market. ZALCO produces metal works of various machines, pots and tools. Many building companies function in the municipality. These firms have the material, technical expertise and manpower to undertake various kinds of construction and installation work.

4.2 Agriculture

Kabwe has a well-developed commercial farming areas within the district radius of about 30 km from the town centre producing maize and wheat, and a good road and rail links that provides easy transportation to markets in the townships of Kabwe and existing local institutions as well as on the Copperbelt and Lusaka. Evidence to the development in the agricultural industry of Kabwe district is the establishment of the Mpima Dairy Scheme which

8 processes dairy produce and Chakwakwa who are in the value addition business of fruits locally grow like mango and guava.

4.3 Tourism potential

To the East and West of Kabwe are areas with good but so-far undeveloped tourist potential, advantaged by Kabwe's central location and proximity to Lusaka and its international airport the district can hold tourists on transit to any place as well. The Lukanga Swamp are 50 km west, with a wildlife area (currently a Game Management Area) on the other side of the Kafue River but road access is very poor. On the east about 70 km we have the Mita Hills dam which could a prime hotspot.

Figure 6 picture showing the old mine site where the broken hill man scull was found

9

A resident stone crusher at the site breaking stop for a living at the national monument site. 2.5km south of Kabwe, Zambia.

4.4 Transport and Infrastructure

Kabwe is accessible only by air and road, Kabwe has a road network measuring about 600 kilometres. Inter settlement transport is undertaken by small sized buses and numerous taxis but lucks the infrastructure of a bus stop and bus station.

The town is supplied with water from a number of springs, water provided for drinking and domestic use is inadequate and there are no purification plants for wastewater in the newly established neighbourhood and thus people have resulted to building septic tanks. The wastewater system covers only fifty percent of the city of Kabwe and in many settlements it does not exist at all.

Telecommunication services, electricity and water supplies are generally good. Kabwe has a relatively well-developed social services system. The city boasts numerous cultural institutions, a good education system with two universities, a developed healthcare system with a regional hospital (Kabwe General Hospital) situated in Kabwe.

4.5 District SWOT analysis Table 2 Kabwe district strengths, weaknesses opportunities and threats

Weakness: Threats:  Un controlled land use lead to  High Interest rates from lending expansion of squatter settlements institutions  Street vending leading to littering  Externalization of profits by and uncleanliness of the CBD foreign investors  Long term leases  Closing down of industries  High alcohol and drug abuse on  Emerging of non-communicable adult population diseases  High poverty levels  High unemployment levels  High illiteracy levels  Political policy shift  Lag in technological changes  Political inferences  Lack investment in alternative energy sources

10

 Out dated evaluation role (Kabwe Municipal Council) Strength: Opportunities:  Availability of Land for  Favourable climate for tourism, investments and settlement mining and agricultural activities  Abundance of skilled and  Availability of both surface and unskilled Labour resources underground water.  Local authority’s power to  Availability of markets for products Creation of by laws and services  Susceptible to Information technology  Abundance of energy resource and water resources  Interconnectivity on road, rail, and wireless communication.  Provincial capital (housing major government department as functional administrative structures)

 Planning authority (decision making body)  Availability of minerals (lead, zinc, manganese)  Agricultural town (production, processing and sale)  Tertiary education (establishment of both private and public colleges and universities)  Presence of an airstrip  Availability of hospitality

industries

11

5.0 Infrastructure Strategy There is a strong economic case for infrastructure investment. A majority of economic studies report that infrastructure has a significant positive effect on output, productivity, and growth rates, and is key to driver jobs throughout the economy. As such, it is a key element of the Development model towards transforming a town into a city. Prior to the collapse of major industrial establishment of Kabwe district, many of Kabwe district infrastructure had suffered from historic under investment. By prioritising vital capital investment in infrastructure, the Kabwe Municipal Council will be able to cannel and provide long-term funding certainty for the key areas where infrastructure is publicly funded. Thus roads, rail, flood defences and science. This means that all of the publicly and privately funded elements of the infrastructure pipeline now represent a firm and specific commitment towards economic development. The district’s mixed model of infrastructure investment enables the all stakeholders to prioritise public investment in the areas where it provides greatest value for money. In other areas, it harnesses the efficiencies created by a competitive market and commercial incentives. These actions will ensure that a stabilised system of public finances will motivate the private sector with the confidence to invest. In spite of the competitive tax system, which provides the basis for significant investment in areas such as water, telecoms, and electricity and gas networks, are crucial to providing the right conditions for investment in private-sector infrastructure. So too is the targeted intervention the Kabwe Municipal Council and the Central Government has made in individual sectors and the dedicated support it provides for private-sector finance for individual projects. The final element of the Kabwe district infrastructure strategy has been a relentless focus on successful delivery. This means projects will be delivered faster, better and more cost- effectively. A key priority has been ensuring that the conditions for successful delivery are right across both the public and private sectors: streamlining the planning process towards developing a robust and transparent pipeline of projects and programmes; ensuring the right skills and capacity are in place; reducing infrastructure costs; adopting a more intelligent approach to procurement; and developing best practice to inform how infrastructure projects are managed and run. 5.1 The role of the Infrastructure Plan The District Infrastructure Plan brings together the vision and approach for the key economic infrastructure sectors. Thus been transport, energy, flood defences, water, waste, communications and science. The Kabwe Municipal Council has developed and refined its approach in response to feedback from investors and the supply chain to ensure a maturing integrated plan for the district infrastructure. The infrastructure plan underpinned by the infrastructure pipeline, which sets out details of planned public and private investment for a specific period of time. The infrastructure plan ensures that the local authority’s approach in individual sectors is transparent and coordinated, providing a single point of reference for potential investors and the supply chain in setting out how the infrastructure needs of the economy are expected to be met.

12

This enables the local authority to maximize revenue collection from taxpayers and consumers by taking a holistic view of issues that cut across a number of different areas of infrastructure such as the availability and cost of finance, infrastructure skills, planning and permitting, and network resilience. The infrastructure plan also allows for a more integrated approach to infrastructure planning, and supports initiatives to develop and share best practice on issues such as reducing construction costs and improving asset management and sustainability. The infrastructure plan also means that the local authority can address infrastructure delivery in a focused and joined-up way. It sets out the local authority’s priority projects and programmes, and acts as a tool for driving and monitoring progress across sectors. 5.3 District infrastructure Kabwe district has various economic sectors which need infrastructure developments to support the operations and functions. The Kabwe district economic sector can be classified into three groups, 1) primary, 2) secondary and 3) tertiary sector. The Primary sector involves the retrieval and production of raw materials of the district. For the district of Kabwe the sectors in this respect refer to the forestry, agricultural and mining sector. The Secondary sector involves the transformation of raw or intermediate materials into goods. Here the sectors may comprise manufacturing, textiles and construction sector. The Tertiary sector involves the supplying of services to consumers and businesses. This sectors as is identified constitutes the health, education, tourism, energy, telecommunication, transport and security. Infrastructure is the operational framework on which institutions and organizations function on. It defines in full details the basic components that keep the organization operational. It can also serve as a guide for an organization to efficiently work. This must be, therefore, carefully structured in such a way as to attain ultimate efficiency for maximum output and to achieve the highest possible productivity level. Just as could be seen relative to any development outside the district, kabwe district hold both hard and soft infrastructure. Hardware infrastructure is classified into transportation, energy, communication, water management, measurement networks, and waste management. Among the components that are classified under the hard infrastructure are the capital assets like the utilities; telecommunication systems, roads, highways, railways, traffic lights and street lights, walls and culverts, drainage systems, the airports and bus terminals, and bridges at certain points within the district boundary. Soft infrastructure is the framework required to keep and maintain the different institutions. This can also include both the physical and the non-physical assets. Examples of physical assets are the buildings that house the network and the equipment used to maintain the institution. For non-physical assets, this includes the software and programs, the governing rules and regulations, the financial system, and the organizational structure. 6.0 Commercial infrastructure Commercial infrastructure is the basic physical system that allows for the exchange of goods and services. Kabwe initially was planned for a small residential settlement which was allocated a small Central Business District (CBD) for the exchange of goods and services. As at of today, the infrastructure established then is in a dilapidated condition which calls for urban

13 renewal. At the same time, due to the increase of the population that is serviced by the CBD, it is necessary that; an expansion is enacted of the CBD, other business districts in various townships be developed as key nuclei point to spread development outwards and the district may see horizontal expansions to facilitate more enterprise establishments. 6.1 Theoretical framework As a reform modality, commercialization seeks to eliminate the reliance of the public enterprise on government subventions and to promote enterprise efficiency. This is achieved by changing the focus of the management of the enterprise, from fund-oriented to performance-oriented, by subjecting it to the discipline of private-sector management techniques and market forces. A critical component and often as a first step in the process is the restructuring of the sector, from government department to an independent functioning entity. This is usually achieved by corporatization of the enterprise within a legal framework that supports property rights. Incorporation thus carried out, gives status to the enterprise in a clearly defined and transparent manner. The legal relationship between it and third parties is defined in its incorporation charter usually its Articles of Association in which rights and duties are stated clearly and coherently. In market-based economies, ancillary requirements are the maintenance of proper records and the filing of performance and other information reports with the oversight regulatory agency on a predetermined basis, usually quarterly and annually. Operationally, the framework encompasses, inter alia, providing greater operating autonomy to the enterprise management; restricting government’s role to that of shareholder; rewarding management based on performance by the use of performance contracts; removing information-reporting bottlenecks; strengthening accounting and financial controls; and ensuring financial solvency through effective cost recovery, cost control, and commercial financing. The extent to which such a framework has been successfully implemented in African countries is examined below. However, before doing so, the notion of performance contract which is a critical component of the commercialization process is briefly explained. 6.2 Commercial infrastructure strategy The Kabwe Municipal council have employed on a strategy to create more commercial establishments with the Kabwe Chamber of Commerce and Industry. To facilitate for the establishment of more commercial ventures to service the district, one of the most important decision is recommending for the modification zonal use of the main CBD as is shown on the maps below. The expansion of the CBD is aimed to also allow for new infrastructure and a face shift of the kind of infrastructure and facilities built in the specific zone. This strategy also applies to most of the already developed nodal CBDs in specific residential areas. To start with, all proposed development plans are following that building constructed in the main CBD must not be less than four stories high. This is a direct intervention to promote the construction of high rise building for the district to facilitate more places for commerce and industry.

14

Figure 7 map showing current CBD for Kabwe district

Figure 8 map showing proposed CBD extension for Kabwe district

15

Figure 9 picture showing a desired shopping centre to be constructed in the expanded CBD

Figure 10 picture showing high rise building to be constructed in the expanded CBD

16

Figure 11 picture showing an example of a hotel built in Kabwe 7.0 Roads Kabwe district has a road network of about 600 kilometres and 90% of these roads are gravel. Of these districts roads, Kabwe holds a trunk road which is the great north road and it passes through the heart of the town. This Trunk road stretches to a length of about 40 to 50 kilometre across the main district boundary. From this main trunk road (T2) which is a high way many major roads branch into the district townships. From these main roads of the various Township, minor roads branch of forming various streets of specific neighbour hoods. 7.1 Road infrastructure objectives 1) Increase capacity to carry the vehicular mode of transport for the district for the next projection of 20 years from 2015. 2) Modernize the network system of interconnectivity of the road network of the district roads. 3) Tackle congestion from the main trunk road. 4) Support relative adjacent developments to the road developments. 5) Create roads that are reliable and resilient over a long period of time. 6) Improve the quality of roads branching from the major roads. 7.2 Road infrastructure strategy The ‘Road investment strategy’ (RIS) sets out a long-term programme for our motorways and major roads with the stable funding needed to plan ahead effectively. The RIS comprises:

 a long-term vision for the strategic road network (SRN), outlining how we will create smooth, smart and sustainable roads

17

 a multi-year investment plan that will be used to improve the network and create better roads for users  high-level objectives for the first roads period 2015 to 2021 The road infrastructure strategy will involve wide community involvement towards prioritization of the best ways to achieve the best infrastructure. The consultation will involve a number of opportunities for the community to have its say: . A two-round submission process, commencing on 1st March, 2016 up to 31st March, 2016 and next on 1st April, 2016 up to 1st May, 2016, with nearly 350 written submissions received. . Consultation meetings held with a broad range of stakeholders including consumer organisations and business groups. Meetings organised in local communities across the State to give regional stakeholders an opportunity to have their say. . Publishing reports that provide additional information on issues relevant to Rebuilding new roads, network reliability standards and infrastructure project funding. Further information will be released as it becomes available. . The last part is developing a funding model of the projects by both the government, local authority, Road Development Agency and the Private investors. Delivering projects of the scale and significance of future rapid transit requires exhaustive planning and diligence. That work continues and is being accelerated in line with the State Infrastructure Strategy. It will further refine the economic benefits, determine best delivery approaches, and test a number of sub-options for the project. It will also identify potential urban renewal, and additional employment and housing opportunities that the new lines will facilitate. Proposed main roads infrastructure

Figure 12 picture showing an example of road paving with concrete interlocking bricks

18

Figure 13 picture showing a tared major road

Figure 14 picture showing well placed road marking

19

Figure 15 picture showing the starting proposed dual carriage way from kabwe to Lusaka 8.0 Rail line infrastructure Kabwe district has a rail line of about 40-50 kilometres. This rail line can be used to carry goods through the district and mainly passes through the farming land area. 8.1 Rail line infrastructure objectives 1) Increase capacity to carry goods for the district to the industrial establishments for the next projection of 20 years from 2015. 2) Modernize the rail network system of interconnectivity through a particular area within the district. 3) Tackle congestion from the main trunk road as an alternative mode to goods transportation. 4) Support relative adjacent developments to the rail developments. 5) Improve the quality of rail crossings along the main roads causing traffic slow down. 6) Facilitate for modernization and the use of electric trains 8.2 Rail line infrastructure strategy The minimum strategy focuses on full modernisation of the existing rail infrastructure and developing the necessary capacity on key freight corridors to meet the needs of the economy and population. New areas of economic growth will be served and some freight-only and high- tech lines constructed. This includes the long-envisaged high-speed line that would pass through kabwe, while elsewhere the construction of new lines will focus on strategically important routes, such as those which open up new townships to improve links between the districts.

20

The maximum version would create a world-class infrastructure and end all capacity bottlenecks across the entire rail network. It would ensure a modern level of infrastructure development and provide transport to open up areas of natural resources around the central province. This version envisages, for example, constructing a railway line all the way to Hills Park in eastern side of kabwe, opening up south-eastern region for development and providing a reliable rail service to some of the most remote parts of the country.  Acquiring new rolling stock  Constructing new railways  Upgrading existing railways  High-speed expansion  International transit corridors  Providing transportation for industrial projects and commodities  Creating and Developing Terminal and Logistics Centres (TLCs) Proposed rail line infrastructure

Figure 16 picture showing proposed rail infrastructure in the urban areas

21

Figure 17 picture showing proposed infrastructure through farm areas in Kabwe 9.0 Bus station and bus stop infrastructure Kabwe district has a need of an ultra-modern bus station for intra and inter city busses. Its capacity must be able to hold the capacities of the transit population as they pass through Kabwe district. Addition this establishment of such infrastructure will see the developments of bus stops to compliment the access to the transport system in place for the district. 9.1 Bus station infrastructure objectives 1) Increase access to transport for the resident traveling to various place with and out of the city and facilitate for modernization of bus services. 2) Create organization of the transport station system which are mushrooming in various places of the district. 3) Modernize the bus stations and transport network system of interconnectivity of specific areas within the district. 4) Tackle congestion of people and transport business points within the central business district of Kabwe from the main trunk road. 5) Support relative adjacent developments of shopping centres and markets around bus stations. 9.2 Bus stops and stations infrastructure strategy Installing bus infrastructure and redesigning bus routes will deliver new and improved services that are more reliable, easier to understand and offer better flexibility for transfer with other modes. These changes, together with the commencement of the inter and intra city bus terminus in and outside the CBD will mean fewer peak hour buses will enter the district centre, relieving congestion.

22

This important work is part of the Municipal’s Strategy to deliver a fully integrated transport network in Kabwe’s district centre that puts the customer first and meets the growing transport task. The changes include:  New bus lanes, stops, bus zones and shelters  Removing some existing bus stops and converting others to bus layover facilities  Modifying kerbs and footpaths, line markings and medians  Removing and relocating some taxi ranks, loading zones and parking spaces. To make sure that taxi and private hire vehicle operators are properly regulated the local authority is publishing guidance for companies to operate in designated locations as so not to compromise on the public parking space for business district users. Alternatives to travel are methods for reducing or removing the need to travel through the use of information and communications technologies and flexible working. This could include:  working from home  working from a work hub or office closer to home  staggering working hours to avoid travelling during peak times There are a range of benefits associated with alternatives to travel; economic - increased staff productivity, reduced travel and office costs, improved staff retention, reduced absenteeism; environmental - reduced transport emissions; social - improved quality of life and work/life balance. Proposed bus station and stop infrastructure

Figure 18 picture showing bus stop infrastructure in residential areas

23

Figure 19 picture showing an example of the intercity bus stop infrastructure 10.0 Airport infrastructure Kabwe district has a need of an airport for inter-city and international travel. The airport also may facilitate the easy movement of goods to and out of the district. Its capacity must be able to hold the capacities of the transit population as they connect through Kabwe district. The addition this establishment of such infrastructure will see the beginning of the developments of the aviation industry to compliment the access to the transport system in place for the district. 10.1 Airport infrastructure objectives 1) Increase access to transport for the resident traveling to various places. 2) Tackle congestion of people at transport station points within the central province region. 3) Support relative adjacent developments of residential neighbourhoods and industries. 10.2 Airport infrastructure strategy The airport infrastructure strategy will ensure that all airside, landside and airport support facilities can improve and/or expand their operations in a coordinated manner that benefits all parties to its establishment. The strategic plans should be based on common airline and airport business development strategies. Once the infrastructure is determined, the facility development programs can be organized in phases, allowing modular, incremental growth in accordance with traffic forecasts and the business strategies of the airline community, the airport and other key stakeholder groups.

24

The major elements of an initial development scheme are usually contained in a 10-year rolling capital expenditure (CAPEX) program. The Local Authority KMC will helps to validate the strategy and resulting development plan in consultation with the involved parties. This exercise is essential in determining the affordability of the plan in terms of costs, benefits and the overall impact on airport charges. Installing the airport infrastructure successfully will deliver new and improved services and businesses for the district. The airport infrastructure will pave way for the installation of a new transport industry in the district which is the most central location for the whole of Zambia and most central between Central and Southern Africa. This important work is part of the Municipal’s Strategy to deliver a fully integrated transport network in Kabwe district that puts the district as an anchor in the transport network line for the whole sub-region.

Proposed airport infrastructure

Figure 20 picture showing example of desired airport infrastructure 11.0 Alternative energy infrastructure Kabwe district has a need of an alternative source of energy for the city. This alternative source of energy may be an industry to bring in capital investments lowering the cost of energy for the district. Addition this establishment of such infrastructure will see the beginning of the developments of the energy generation industries for the district supply power to the sub- region.

25

11.1 Alternative energy infrastructure objectives 1) Increase generation of electric power for the district. 2) Tackle the challenges of power connection and tariffs in the district. 3) Support energy requirements of the establishments of industries in the district. 11.2 Energy infrastructure strategy By 2021, Kabwe district aims to reduce its greenhouse gas emissions by at least 20%, increase the share of renewable energy to at least 20% of consumption, and achieve energy savings of 20% or more. Kabwe district must also achieve a 10% share of renewable energy in their transport sector.

Through the attainment of these targets, the infrastructure can help combat climate change and air pollution, decrease its dependence on foreign fossil fuels, and keep energy affordable for consumers and businesses.

11.3 Meeting the targets

In order to meet the targets, the 2021 Energy Strategy sets out five priorities:

 Making Zambia more energy efficient by accelerating investment into efficient buildings, products, and transport. This includes measures such as energy labelling schemes, renovation of public buildings, and Eco-design requirements for energy intensive products.  Building a district energy market by constructing the necessary transmission lines, pipelines, LNG terminals, and other infrastructure. Financial schemes may be provided to projects which have trouble obtaining public funding. By 2017, no township in the district should be isolated from the internal market.  Protecting consumer rights and achieving high safety standards in the energy sector. This includes allowing consumers to easily switch energy suppliers, monitor energy usage, and speedily resolve complaints  Implementing the Strategic Energy Technology Plan – the LED strategy to accelerate the development and deployment of low carbon technologies such as solar power, smart grids, and carbon capture and storage.  Pursuing good relations with the national external suppliers of energy (ZESCO) to transmit and export throughout the country. Through ZESCO, the strategy sets the process to integrate neighbouring countries into its internal energy market.

26

Proposed energy infrastructure

Figure 21 picture showing an example of installed energy infrastructure to generate electricity by wind

Figure 22 picture showing installed solar panels to generate solar electricity 12.0 Recreational infrastructure Kabwe district has a healthy potential of lively population surrounded by cities with a rich culture to celebrate sports. This culture needs a platform for people to practice particular sport and also take part in. with the development of such infrastructure the recreational facilities may various depend to where they are place and the function of their establishment.

12.1 Recreational facilities infrastructure objectives 1) Increase recreational activities for the youth and adult population of the district.

27

2) Development of sport careers for the people of the district of kabwe. 12.2 Recreational infrastructure strategy Recreation and sports represent the single largest citizen participation sector in the country. The development and preservation of an integrated network of sports and recreation facilities is essential to the long-term health of the sector - which is critical to safeguarding the associated societal benefits. Recreational Infrastructure is designed to provide local economic stimulus, while improving the quality of community recreational facilities and promoting national spirit. The strategy provided will be used to the rehabilitation and upgrades of existing facilities, or to the construction of new facilities that will either add to or replace existing recreational infrastructure assets and/or capacity. Football, tennis, basketball, volleyball or other sport- specific courts, eligible project categories include gymnasiums, sport fields, parks, fitness trails, bike paths and other multi-purpose facilities that have physical recreation as the primary rationale. Projects will be selected on the basis of merit and readiness. Projects receiving funding under the Recreational Infrastructure Kabwe LED program must complete construction by March 31, 2021. Under the program, the Central Government will typically fund up to 330 percent of eligible costs but may, by exception, fund up to 50 percent. The remaining funding will need to be sourced from other project stakeholders such as provincial or municipal governments, community organizations and the private sector. Proponents who have a construction-ready project meeting the criteria above will submit a brief description of their project to the department of Development Planning at the local authority.

28

Proposed recreational infrastructure

Figure 23 picture showing a well maintained open space/park from recreation

Figure 24 picture showing an example of a sport stadium

29

13.0 Floods and drainage infrastructure Kabwe district has a healthy rain pattern which over the years due to the developments has recoded portions of flood prone areas were people have settled. This has led to the realisation that the district in the next development phase may not necessarily depend on natural drainage. Flood are a draw back towards economic development as they tend to damage properties during the times they occur. 13.1 Floods and drainage infrastructure objectives The objectives are a plan for the long term management of flood and storm water drainage infrastructure. The strategy aims to minimise consequences to life, property, community wellbeing, the environment and the economy.

The strategy will be a usable, practical document to prioritise future works in the areas of:

 Emergency Management  Operations and Maintenance  Asset Management  Capital Works  Communication and Community Engagement  Considering existing areas, future developments and infill development areas.

13.2 Floods and drainage infrastructure strategy 1. Data Collection

The first phase of the process involves collecting all of the existing data relating to flooding in the district. Resident complaints and reports of flooding will be collated, as well as information from existing flood studies that have been completed.

2. Condition Assessments

The second phase involves assessing existing infrastructure in the district. Specialised equipment will be sent into the underground drainage network and inspections of flood levees and open drains will be conducted.

3. Strategy Development

In the third phase, the project team will pull all of the data together to develop the strategy, which will create a prioritised plan for the management of the Region's storm water drainage assets for the future.

Consultation will also occur with a range of community groups and organisations that represent the varied interests of our region. Potential future projects will be identified and prioritised.

4. Strategy Adoption

The strategy will be adopted in the final phase. It is hoped that this will occur prior to June 30, 2016.

5. Implementation

30

The implementation will mark the laying of the project works into practical result as physical infrastructure.

Proposed floods and drainage infrastructure

Figure 25 picture showing a maintained drainage canal for flood water 14.0 Communication infrastructure Modernizing communications infrastructure is a vital part of enabling enterprises to respond faster to changing business needs, as well as support business needs for improved efficiency and process optimization. Enterprises can use this overview when embarking on their modernization initiatives. 14.1 Communication infrastructure objectives 1) Deliver network services that enable online education and remote access to state and local government services 1: Work with local authority to identify remote office locations that suffer from inadequate last mile connectivity and/or inadequate entrance facilities that will hamper the effectiveness of applications

31

2: Increase capacity of network to accommodate ongoing bandwidth requirements for agency applications as well as increase port capacity in data centres and agency sites 3: Further develop collaboration tools (i.e. voice, video and web collaboration) to enhance agency communications 2) Deliver mobile access to state services for citizens, businesses and employees 1: Provide citizens access to local authority data 2: Provide businesses access to local authority data 3: Provide agencies and local authority employees access to information 4: Improve the look and feel of local authority websites 5: Develop division communication plans 6: Add mobile interface to Point of Business tool 3) Leverage standards, technical innovations and systems from other entities 1: Optimize current and future technical standards to support infrastructure efficiency 2: Optimize policies to clearly support technical standards, limitations and use 3: Appropriate agency developed solutions for enterprise deployment. 4) Share systems, components and functionality across the district 1: Implement enterprise solutions in a shared environment 2: Identify and leverage existing assets to gain efficiencies and functionality 3: Identify and leverage existing opportunities to migrate to more effective and cost efficient platforms 5) Utilize cloud, open source and existing systems 1: Expand the use of existing enterprise services 2: Leverage use of offsite services provides as appropriate 3: Expand the uses of cloud serviced when appropriate 6) Implement an enterprise cyber security program 1: Maintain continuity of enterprise operations through risk assessment, comprehensive mitigation planning, detailed recovery planning, incident response and periodic testing 2: Maintain confidentiality, integrity and availability of enterprise operating systems, applications, and telecommunications infrastructure through risk mitigation, monitoring and consolidation 3: Provide for the physical security of personnel, data and infrastructure assets through risk analysis, policies and technological infrastructure 4: Provide reliable enterprise services through risk mitigation, policies, planning and contacts

32

5: Provide an enterprise security program that will support all agencies in Kabwe district 14.2 Communication infrastructure strategy To achieve the desired communication infrastructure in urban areas, the initiative is to;  Inviting industry to highlight particular barriers to private investment in new ultrafast infrastructure. The government will explore with providers of both the networks and the finance how these might be overcome, perhaps through innovative financial and commercial models.  Reforming the Electronic Communications Code. The local and central government encourages responses to its consultation by 30 December, 2016 and will reform the Code as soon as possible.  Implementing the Zambian Broadband Directive to reduce the cost of rollout. Government will bring forward a consultation on implementation this year or next.  Reducing regulatory red tape, including reviewing the planning related changes implemented in Zambia under the Urban and Regional Planning Act number 3 of 2015, and encouraging and supporting a range of innovative approaches in street works.  Supporting local leadership to deliver digital connectivity. The local government is calling on all local authorities to be supportive of applications by telecommunications companies which will result in improved digital connectivity in Kabwe. We also call on all local enterprise partnerships to ensure that the broadband needs of their local small and medium-sized enterprises are reflected in future strategic planning. For the rural areas;  K10 million is going to be allocated to market test innovative solutions for delivering superfast broadband services to the most difficult to reach areas of the district. Seven market test pilots will be in deployment in 2017, and are projected to generate evidence about the costs and challenges of delivering superfast speeds in hard to reach areas. In particular, the pilots will build capacity and capability in the market, provide information on take-up in the areas not currently served by superfast broadband, and test how different technologies and operating models perform in the field. The local government will review further evidence gathered from the pilots later this year, and will consider the economic and social case for further government action in this area.  The local government is committed to ensuring that every single household in the district has access to the basic broadband needed to live and work in the modern world. So we will look to raise the o Universal Service Obligation o the legal entitlement to a basic service from dial up speeds to 5Mbps broadband. Once in place, this would mean that consumers gain a legal right to request installation of 5Mbps capable services at an affordable price.  We will act now to help households and businesses in the hardest to reach areas. Starting with premises experiencing the lowest speed broadband, the local authority will launch a scheme with local bodies across Zambia and Kabwe in specific this year to subsidise the costs of installing superfast capable satellite services. This will build

on the government’s commitment that there will be at least 95% superfast broadband coverage by 2017 by offering a superfast capable solution to around premises, and help

33

to ensure that no one is left behind. The government will carefully monitor the scheme, and keep under review the future potential to use superfast capable satellite services to reach even more premises in the hardest to reach areas.  Together, these measures ensure that government is not just delivering on its commitment to ensure everyone has access to basic broadband by 2016, it is raising the bar and looking to write it into legislation, to ensure that everyone has the right to a good broadband connection. Proposed communication infrastructure

Figure 26 picture showing desired communication masses to be installed in Kabwe 15.0 Waste disposal infrastructure Kabwe district has about 9 sewage water treatment sites reflecting to the planned Kabwe Development Plan and 1 site for solid waste management. The district has since grow beyond the capacities to handle what the initial infrastructure was designed for. There is a need to plan for the modernization, improvement and installation of new infrastructure to handle the generated waste from the district. 15.1 Waste disposal infrastructure objectives  Reduce the volume of the solid waste stream through the implementation of waste reduction and recycling programs.  Maintain a balanced Sewage Waste Management system which benefits the community while following regulatory requirements.  Provide efficient and economical refuse collection, recycling, and disposal

services.

34

 Provide facilities for the sanitary, efficient and economical reception and transportation of solid waste generated in Kabwe district.  Provide for the operation of sanitary waste disposal facilities, utilizing the most economically viable and environmentally acceptable methods available.  Provide regulatory oversight of the county’s ordinances regarding solid waste 15.2 Waste disposal infrastructure strategy The infrastructure strategy plan for waste disposal is to engage the principal service providers thus the Kabwe Municipal Council and Lukanga Water and Sewage Company into improving and installing new systems for the management of waste for Kabwe district. Lukanga water and sewage company will handle waste water generated from the district establishments. Therefore, a by-law will be passed restricting the number of septic tanks constructed in specific areas and Kabwe Municipal council will manage solid waste. Further in the management of this waste, engagements will be formed under the public private partnership programmes towards projects of;  recycling solid waste,  generation of power from waste,  making fertilisers etc. such initiatives proposals are welcome for consideration this year 2016. So that they may be implemented by the year 2017 in the process to transform Kabwe into a city. Proposed waste disposal infrastructure

Figure 27 picture showing land/site clearing for solid waste management for final solid waste disposal

35

Proposed water and sewage infrastructure

Figure 28 picture showing desired water infrastructure for district use 16.0 Funding infrastructure Underpinning investment in Kabwe district infrastructure plan for LED is the funding source which will ultimately pay for the asset. Funding is paid for in three main ways: 1) from consumers through bills and user charging, through public spending raised from general taxation, 2) private investors with particular business interests or 3) a combination of the two forming the public private partnership arrangements. The district of Kabwe has been at the forefront of developing a model of infrastructure investment through the LED programme, whereby responsibility for funding, financing and delivery is split between the public and private sectors. This means that the planned investment in the infrastructure pipeline is entirely public investment with the private sector owning the support facilities. The approach to delivering investment depends on the sector concerned, the nature of the asset, for example whether there are a defined set of users who will benefit and could reasonably be charged for usage, and takes into account the relative efficiency and fairness of different approaches to funding. The local authority’s objective is to ensure an open market for investment in the district infrastructure to maximise competition for investment and ultimately drive down the costs of delivering infrastructure. The model also seeks to allocate risk appropriately between the public and private sectors to ensure value for money is delivered for the taxpayer.

36

17.0 Financing infrastructure The funding model, determines the revenue stream that will ultimately pay for the asset. Financing thus will secure the method of upfront capital investment which will get a project started and support associated jobs and economic growth. Predictability in the revenue stream to enable finance availability to developers of the asset, so that the project can get underway. 17.1 Public financing Where projects are publicly funded, this means that they are financed (in their entirety or in part) directly out of the agreed capital budgets of the relevant government department, local authority or arms-length delivery body. Of the current Kabwe district infrastructure plan pipeline to 2020-21, 500 million Kwacha will come from public investment with a further 500 million Kwacha from a mix of public and private sources. All publicly funded elements of the infrastructure pipeline now represent a firm and specific government commitment. 18.0 Investment in the regulated sectors A significant proportion of private investment in the infrastructure pipeline is in regulated sectors. The Central government and Kabwe Municipal Council is pioneering a system of independent regulation for the following sectors of the economy: electricity and gas transmission and distribution; water; telecommunications; airports; and rail. While the specific approach varies between sectors, regulation is structured in a way that protects consumers, rewards efficiency and innovation, and gives investors the confidence to privately finance the infrastructure the district economy needs. The essential nature of network infrastructure means that demand for services is strong and expected to grow over time. Price controls and licence conditions are set by independent economic regulators and provide investors with a high degree of predictability about the extent of future profitability in the sector, which is free from political interference. This system of independent regulation has proved particularly attractive to traditionally long-term investors; such as pension funds. Equity investment in the regulated sectors is made either directly in large publicly-listed regulated companies, or through share-holdings in the groups or investment funds that own regulated companies as part of their portfolio. The capital-intensive nature of regulated industries, as well as the make-up of regulatory settlements, creates considerable opportunities for debt investment. Regulated companies commonly issue debt as fixed term interest-bearing bonds. Other forms of debt investment are also generally available including short-term debt such as commercial paper, and other financial instruments designed to match the company’s future interest payments to the levels allowed in the price control settlement. The government is fully committed to the system of independent regulation under decentralisation for delivering the required infrastructure investment in the regulated sectors, while protecting consumers’ interests. The stability of the Zambian economic regulation systems means that companies operating regulated networks even in Kabwe district are consistently regarded as stable and relatively low-risk. There should therefore be continued competition to invest in the regulated sectors, reducing the cost of capital, which is a positive outcome for consumers.

37

18.1 Private investment For other sectors, primarily in energy generation, balance sheet financing is also important. However, many developers in these sectors particularly the large utilities have had limited headroom for investment on balance sheet for some time. The opportunity for project financing is therefore likely to grow and involves raising long-term financing in the form of debt and equity to be repaid from the cash flows generated by the project once operational. 18.1.1 Breakdown of project specific finance opportunities to 2020-21 Sales

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Figure 29 sale projection for project financing 19.0 Key actions to 2021 Feedback from industry both clients and suppliers suggests that there are further opportunities for improvement. The refreshed programme embeds further government’s partnership with industry through the infrastructure planning under local economic development and will focus on the following areas: 19.1 Improving infrastructure planning visibility and certainty: The plan will only maximise its effectiveness if it gives the supply chain the confidence to invest; the local authority KMC will continue to develop the plan and how it is used to monitor performance, and will work with delivery bodies and clients to ensure that the investment plan flows through to the supply chain in work packages; it will also continue to promote the development of more granular local and delivery plans such as those already being developed opening new residential areas. 19.2 Whole life planning and cost control: The roads programmes are already building on the benefits of long-term funding, by adopting best practice from private and regulated sectors; Kabwe district will continue to work with departments and industry to support the adoption of improved asset management and whole- life principles alongside the yet to start pave Zambia works revising the road standards.

38

19.3 Improving project initiation: The government will continue to extend the implementation of the Route map across the Top 40 projects and will incorporate it into the Major Project Authority’s assurance and approval processes; it will also make it a tool available to LED in implementing their Strategic Economic Plans. 19.4 Improving procurement: Building on work of the Infrastructure Plan under LED, an overarching set of objectives and principles is being developed to drive smarter, faster and more effective risk allocation in procurements; these objectives will be underpinned by measures to embed alliancing best practice and collaborative working; consideration will also be given to how procurement can be used appropriately to encourage investment in innovation and skills and to developing a standardised approach to measuring and sharing information on supplier performance 19.5 Supply chain productivity and skills: The government is investing to deliver the key skills required to meet the requirements of the infrastructure planning and improve delivery productivity; targeting critical skills gaps; to support further action and coordination across the infrastructure sector and training providers, Kabwe municipal council is using the Kabwe District Strategic Plan and the Local Economic Development Strategic Plan to build a stronger evidence base of expected demand and the potential skills gaps. The result of this work will be published in spring 2016.

39

20.0 Conclusion Kabwe was reluctant to produce a road map for infrastructure in the past and is more the reason why despite been one of the first towns established in Zambia, it has remained stunted in its growth. The importance of the infrastructure plan perceives the importance of condition to promote development in the economy. Indeed, even when privatization was pursued as second- best to commercialization and performance contracting under public ownership, it was primarily on the basis of securing private-sector management without having to relinquish control of the entity. Moreover, in this effort they have found multilateral and bilateral donors willing collaborators, even to the point of offering substantial debt forgiveness condition on evidence of a market-oriented economy. Furthermore, because of the mutually reinforcing characteristics of external assistance and internal reforms, Kabwe district has become more comfortable with the process and is ready to transform into a modern city. Indeed, the progress that has been made in the process to planning in the Local Development Programme, service delivery has started to improve as is a general remark for all service providers. But despite the achievements to date, there are bigger challenges facing Kabwe. One is giving substance to the notion of regional cooperation, especially in regard to the provision of clean water on a regionally-integrated basis. Another, is convincing international investors that Kabwe is now ready to join the national market economy or established market principles. As evidenced by the increased investment in telecommunications, investors are willing to support an economic activity only when the risk is determinable and controllable. To their credit, Kabwe has risen to the challenge of reforming its economies to emphasize the private- sector as the engine of growth and to accept gradually, the role of government as regulator rather than a' provider of infrastructure services. As regards opportunities for investment, whilst telecommunications are one of the pull just now, the deforestation of Kabwe and the increasing demand for energy dictates that alternative sustainable energy sources be found. Hence, investment perspective, in the longer-term in the electricity sector provides the greatest development challenge and opportunity to both the government and the private sector. Indeed, the nature of the service requires a lasting partnership that can only be fostered through mutual trust and respect.

40