Government of the Republic of Zambia Ministry of Water Development, Sanitation and Environmental Protection

Zambia National Water, Sanitation and Hygiene (WASH) Communication Strategy 2019–2030

FIRST EDITION September 2019

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Ministry of Water Development, Sanitation and Environmental Protection

Government of the Republic of Zambia

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First edition September 2019

Office of the Permanent Secretary

Ministry of Water Development, Sanitation and Environmental Protection

P. O. Box 31969, Lusaka Ministerial foreword

In both its Vision 2030 and the Seventh National Development Plan (7NDP), the Government of the Republic of Zambia aspires to make WASH services available to all citizens without leaving anybody behind. As stated in the 7NDP: “Access to water and sanitation services by all segments of the population is a key component of all aspects of sustainable development and this challenge becomes more important when the population growth by 2030 is factored in.” The legal and institutional reforms of the Zambian water supply and sanitation sector, which started in the 1990s, are now being consolidated. This streamlining of the management and operations of the sector has highlighted the need for a coordinated approach to communication, guided by a robust and comprehensive national strategy. The National Water, Sanitation and Hygiene (WASH) Communication Strategy is an essential tool in the provision of WASH services and the promotion of behaviour change. The absence of a communication strategy to support behaviour change had the potential to slow the country’s progress towards achieving the development outcomes for water and sanitation. Recognizing this gap, the ministry initiated the development of this communication strategy to support advocacy for the sector and the adoption of recommended WASH behaviours by all Zambians. With this strategy, our goal is to increase the proportion of Zambians with access to clean water and adequate sanitation by 2030. The strategy aims to achieve this by securing the steady access to services that will enable Zambians to adopt and maintain positive WASH attitudes and behaviours. This strategy will therefore support the delivery of the WASH promotion components of both the national rural and urban water supply and sanitation programmes. It establishes a common agenda for communication and advocacy under the leadership of my ministry and is intended to guide and harmonize the efforts of the Zambian Government and all stakeholders and duty bearers in the WASH sector.

Hon. Dr. Dennis M. Wanchinga, MP Minister of Water Development, Sanitation and Environmental Protection

| iii Acknowledgements

On behalf of the Ministry of Water Development, Sanitation and Environmental Protection, I wish to extend my profound appreciation to UNICEF who, in partnership with the Government of the Republic of Zambia, supported and facilitated the development of this strategy. With the National WASH Communication Strategy 2019–2030 in place, the ministry now has a platform upon which to build and implement the country’s behaviour change programmes to improve the WASH conditions and well-being of all our people. This strategy was developed through a consultative and participatory process that benefited extensively from the technical knowledge, research expertise, and experience of stakeholders and civil servants who are actively involved in the planning, promotion, and delivery of WASH services and programmes. This guarantees that the strategy is a concrete product of the available evidence, is appropriate to the Zambian situation, and reflects a broad-based consensus on how to respond to, and deal with, the developmental challenges related to WASH. I am grateful to the various sector stakeholders for their participation and support in the development of this strategy, particularly the staff and representatives of line ministries, local authorities, provincial administrations, commercial utilities, cooperating partners, non-governmental organizations, traditional authorities, community-based health and WASH service providers, communities, and members of participating agencies in the Behaviour Change Communication Technical Working Group. All their individual and collective contributions helped to ensure that the strategy meets the expectations of the Zambian public.

Mabvuto Sakala Permanent Secretary Ministry of Water Development, Sanitation and Environmental Protection

iv | List of abbreviations and acronyms

ARI Acute Respiratory Infection BCC Behaviour Change and Communication CFP Communication Focal Point CHW Community Health Worker CLTS Community-Led Total Sanitation CC Community Champion CP Cooperating Partner CSO Central Statistical Office CSOs Civil Society Organizations CSR Corporate Social Responsibility CU Commercial Utility DEM Department of Environmental Management (MWDSEP) DPI Department of Planning and Information (MWDSEP) D-WASH District Water, Sanitation and Hygiene DWSS Department of Water Supply and Sanitation (MWDSEP) DWRD Department of Water Resources Development (MWDSEP) EHT Environmental Health Technician FBO Faith-Based Organization FGD Focus Group Discussion GDP Gross Domestic Product GRZ Government of the Republic of Zambia HCF Health Care Facility HWF Handwashing Facility HWWS Hand Washing With Soap IEC Information, Education and Communication IWRM Integrated Water Resources Management JMP Joint Monitoring Programme (WHO/UNICEF) KAP Knowledge, Attitudes and Practices KII Key Informant Interview LA Local Authority LCMS Living Conditions Monitoring Survey LSP Lusaka Sanitation Programme LWSC Lusaka Water and Sanitation Company LWSSDP Lusaka Water Supply, Sanitation and Drainage Project M&E Monitoring and Evaluation MHM Menstrual Hygiene Management MOCTA Ministry of Chiefs and Traditional Affairs MOGE Ministry of General Education MOH Ministry of Health MLGH Ministry of Local Government and Housing MOU Momorundam of Understanding MWDSEP Ministry of Water Development, Sanitation & Environmental Protection NGO Non-Governmental Organization NRWSSP National Rural Water Supply and Sanitation Programme 2016–2030 NUPUSS National Urban and Peri-Urban Sanitation Strategy 2015–2030 NUWSSP National Urban Water Supply and Sanitation Programme 2011–2030 NWASCO National Water Supply and Sanitation Council NWCS National WASH Communication Strategy 2019–2030

| v OD Open Defecation ODF Open Defecation Free O&M Operation and Maintenance PESTLE Political, Economic, Social, Technological, Legal, and Environmental P-WASH Provincial Water, Sanitation and Hygiene RWS Rural Water Supply RWSS Rural Water Supply and Sanitation SAG Sanitation Action Group SBCC Social and Behaviour Change Communication SC Steering Committee SCF Sector Coordination Framework SCP Sector Coordination Partner SDG Sustainable Development Goal SEM Socio-Ecological Model SLTS School-Led Total Sanitation SWA Sanitation and Water for All SWM Solid Waste Management TA Technical Adviser TOR Terms of Reference TOT Training of Trainers TWG Technical Working Group UN United Nations UNICEF United Nations Children’s Fund UWS Urban Water Supply UWSS Urban Water Supply and Sanitation V-WASH Village Water, Sanitation and Hygiene WARMA Water Resources Management Authority WASH Water, Sanitation and Hygiene WASHE Water, Sanitation and Hygiene Education WDC Ward Development Committee WHO World Health Organization WRM Water Resources Management WSC Water and Sewerage Company WSS Water Supply and Sanitation ZAMCOM Zambia Institute of Mass Communication ZEMA Zambia Environmental Management Agency ZDHS Zambia Demographic and Health Survey ZSHP Zambia Sanitation and Hygiene Programme

vi | Behaviour change: “A research-based consultative process for addressing knowledge, attitudes and practices.Working Behaviour definitions change enables groups of individuals to engage in participatory processes to define their needs and demand their rights. The collaborative, transformative actions emphasize public and private dialogue to change behaviour on a large scale, including norms and structural inequalities.”1

Behaviour change communication: Application of communication principles and methods to inform, persuade and motivate people to adopt and sustain specified practices.

Communication: The transmission and dissemination of information including the means and technologies used to convey the content or messages from source to receiver.

Corporate communication: Internal and external communication activities managed strategically with the goal of conveying an organization’s mission and values and cultivating a favourable image and perception among its stakeholders.

Coverage: The percentage or proportion of the population with access to WASH services.

Faecal Sludge Management: “The collection, transport, and treatment of faecal sludge from pit latrines, septic tanks or other on-site sanitation systems. Faecal sludge is a mixture of human excreta, water and solid wastes (e.g. toilet paper or other anal cleansing materials, menstrual hygiene materials) that are disposed of in pits, tanks or vaults of on-site sanitation systems. Faecal sludge that is removed from septic tanks is called ‘septage’.”2

Household: “A person or a group of related and unrelated persons who usually live together in the same dwelling unit(s) or in connected premises, who acknowledge at least one adult member as the head of the household, and who have common cooking and eating arrangements.”3

Household Water: Water used for drinking, cooking, food preparation and personal hygiene.

Hygiene: The conditions and practices that help maintain health and prevent spread of disease including handwashing, menstrual hygiene management and food hygiene; or a set of practices performed for the preservation of health and cleanliness covering personal as well as environmental practices, such as frequent hand washing.

Integrated Solid Waste Management: “Frame of reference for designing and implementing new waste management systems and for analysing and optimizing existing systems. It is based on the concept that all aspects of a waste management system (technical and non-technical) should be analysed together, since they are in fact interrelated and developments in one area frequently affect practices or activities in another area.”4

National Development Plan (NDP): The NDP adopted by the Government of the Republic of Zambia to guide the nation and sector’s development efforts over five-year periods. The plan focuses on the following two pillars in relation to the water sector: Economic Diversification and Job Creation; and Enhancing Human Development.

1 https://www.unicef.org/cbsc/index_65736.html 2 Open Defecation Free Zambia Strategy 2018–2030, page viii. 3

CentralOpen Defecation Statistical Free Office Zambia (CSO) Strategy [Zambia], 2018–2030, Ministry of page Health viii. (MOH) [Zambia], and ICF International. Zambia Demographic and Health Survey 2013–14. Rockville,4 Maryland, USA, 2014.

| vii Open Defecation: Disposal of human faeces in fields, forests, bushes, open bodies of water, beaches and other open spaces or with solid waste. Sanitation: Provision of facilities and services for safe management and disposal of human urine and faeces.

Sanitation Marketing: “Social and commercial marketing approaches to scale up and sustain the supply and demand for improved sanitation and handwashing facilities with formative research to better understand markets, costs, willingness and ability to pay, including localized human-centred product design.”5

Sector Coordination Framework (SCF): “It is a document that will be utilized under the Ministry of Water Development, Sanitation and Environmental Protection. It reaffirms the ministry’s ownership and leadership of the Sector Coordination management processes. SCF gives a broad overview of the cooperation processes and partnership between the ministry and its cooperating partners towards achieving development goals and objectives (development effectiveness).”6

Solid Waste: “Domestic waste, trade and commercial waste, industrial waste construction waste, garden waste, waste that does not pose an immediate hazard or threat to human health, plant, animal life or the environment. Garbage, refuse, sludge, and other discarded substances resulting from industrial and commercial operations and domestic and community activities.”7

Solid Waste Management: “The activities, directions or measures, strategies, administrative, supervisory or operational, used for the regulation or control of solid waste.”8

Water Supply: “The abstraction, treatment, storage and distribution of water, for domestic, commercial and industrial use.”9

5 Open Defecation Free Zambia Strategy 2018–2030, p. viii. 6 Sector Coordination Framework. Republic of Zambia. Ministry of Water Development, Sanitation and Environmental Protection. January 2019. Page 28. 7 Open Defecation Free Zambia Strategy 2018–2030, p. viii. 8 Open Defecation Free Zambia Strategy 2018–2030, p. viii. 9 Open Defecation Free Zambia Strategy 2018–2030, p. viii. viii | CONTENTS

Ministerial foreword ...... iii Acknowledgements ...... iv List of abbreviations and acronyms...... v Working definitions ...... vii Executive summary ...... xii Chapter 1: Introduction, context, and background...... xvi 1.1 Introduction and country context...... 1 1.2 Background ...... 2 1.2.1 National Rural Water Supply and Sanitation Programme (NRWSSP)...... 2 1.2.2 National Urban Water Supply and Sanitation Programme...... 3 1.2.3 National Urban and Peri-Urban Sanitation Strategy 2015–2030...... 4 1.3 Structure of the document...... 4 Chapter 2: Situation analysis...... 6 2.1 Behaviours of interest...... 7 2.1.1 Water supply...... 8 2.1.2 Household water...... 8 2.1.3 Sanitation...... 9 2.1.4 Hygiene ...... 10 2.1.5 Solid waste management...... 11 2.1.6 Open defecation...... 11 2.2 Operating context...... 12 2.3 Policy, institutional, and regulatory framework...... 12 2.3.1 The constitution...... 12 2.3.2 Vision 2030...... 12 2.3.3 The Seventh National Development Plan 2017–2021...... 13 2.3.4 Sustainable development goals...... 13 2.3.5 Sector governance...... 13 Chapter 3: Rationale for the communication strategy...... 14 3.1 Statement of the problem...... 15 3.2 Intervention logic...... 16 3.3 Theory of change...... 17 Chapter 4: Communication strategic framework...... 20 4.1 Priority audiences and points of contact...... 21 4.2 Communications approach...... 22 4.2.1 Operationalization model...... 22 4.2.2 WASH sector goal...... 22 4.2.3 Communication goal...... 22 4.2.4 Strategic communication objectives...... 22 4.2.5 Expected overall outcomes...... 23 Chapter 5: Communication approaches and interventions...... 24 5.1 Communication strategies...... 25 5.1.1 Advocacy...... 25

| ix 5.1.2 Public outreach...... 27 5.1.3 Community mobilization...... 29 5.1.4 Social mobilization...... 30 5.1.5 Social marketing...... 31 5.1.6 Capacity-building...... 33 5.2 Cross-cutting issues...... 34 Chapter 6: Coordination and implementation arrangements...... 35 6.1 Role of MWDSEP in WASH communication...... 36 6.1.1 National and sectoral coordination and oversight...... 36 6.1.2 Technical responsibilities of MWDSEP...... 36 6.1.3 WASH communication focal point...... 36 6.2 Coordination and oversight under decentralization...... 37 6.2.1 Provincial WASH Committee...... 37 6.2.2 District WASH Committee...... 38 6.2.3 Village WASH and Ward Development committees...... 38 6.2.4 Urban and peri-urban Areas...... 38 6.3 Partner coordination and stakeholder engagement...... 38 6.3.1 National WASH Communication TWG...... 39 6.3.2 Cooperating partners...... 40 6.3.3 Private sector...... 40 6.3.4 Civil society and non-governmental organizations...... 40 6.3.5 Academic and research institutions...... 40 6.3.6 Media ...... 40 6.3.7 Traditional leaders...... 41 6.3.8 Faith-based organizations...... 41 6.4 Sustainability of behaviours...... 41 6.5 Resource requirements and mobilization...... 42 Chapter 7: Costed plan of action...... 43 Chapter 8: Monitoring and evaluation framework...... 45 8.1 Monitoring and evaluation rationale...... 46 8.2 Monitoring and evaluation objectives...... 46 8.3 Monitoring and evaluation approach...... 47 8.4 Monitoring and evaluation outputs...... 47 Chapter 9: Risks and mitigation measures...... 51 Annex 1: Purpose of the communication strategy...... 53 Annex 2: Strategy development process...... 54 Annex 3: Guiding principles...... 55 Annex 4: Key players in water supply and sanitation...... 56 Annex 5: Pestle analysis of WASH communication...... 57 Annex 6: Zambia’s WASH agenda and the SDGS...... 59 Annex 7: Technical responsibilities of MWDSEP...... 60 Annex 8: List of provinces and districts of Zambia...... 63 Annex 9: Behavioural analysis matrices...... 64 Annex 10: Cross-cutting issues...... 68 x | LIST OF FIGURES

Figure 1: The socio-ecological model for change...... 16 Figure 2: WASH behavioural domains...... 17 Figure 3: BCC programming process ...... 19 Figure 4: C-Planning model of communication ...... 33

LIST OF TABLES

Table 1: Zambia population projections...... 1 Table 2: Commercial utilities and their service coverage (2017)...... 21 Table 3: Priority audiences for advocacy...... 27 Table 4: Priority audiences for public outreach...... 29 Table 5: Priority audiences for community mobilization...... 30 Table 6: Priority audiences for social mobilization...... 31 Table 7: Priority audiences for social marketing...... 32 Table 8: Summary costed plan of action 2019–2030...... 44 Table 9: Monitoring and evaluation framework ...... 48 Table 10: Risks and mitigation measures...... 52

| xi Executive summary

INTRODUCTION

The National WASH Communication Strategy (NWCS) 2019–2030 is intended to complement and reinforce communication efforts by the Government of the Republic of Zambia (GRZ), cooperating partners, provincial administrations, local authorities, and other actors in the Water, Sanitation and Hygiene (WASH) sector.

The main thrust and guiding principle of the NWCS is behaviour-centred communication. The ultimate goal is to change behaviour by stimulating and sustaining positive knowledge, attitudes, and practices at individual, household, community, and social levels. The strategy is therefore grounded in evidence on specific behaviours of interest and on the state of WASH in Zambia. While recognizing that behavioural change is a gradual and complex process, the strategy focuses on enabling this and the support that people need to adopt and sustain the recommended WASH practices.

BACKGROUND

Whereas sector coordination between the GRZ and its partners is under the established Seventh NDP coordination frameworks, the various WASH communication efforts in the sector are not optimally synchronized. A unified communication strategy will ensure a sustained focuson a clear and commonly agreed WASH behaviour change agenda. Under the control of the Ministry of Water Development, Sanitation and Environmental Protection (MWDSEP), plans and activities under each programme will be rolled out in a complementary fashion.

The NWCS will galvanize the public, duty bearers, and stakeholders around a collective agenda for WASH Behaviour Change Communication and advocacy under MWDSEP’s by building synergies with the National Rural Water Supply and Sanitation Programme (NRWSSP), the National Urban Water Supply and Sanitation Programme (NUWSSP), and the National Urban and Peri-Urban Sanitation Strategy (NUPUSS). It will harmonize Zambia’s WASH Behaviour Change Communication interventions with those of its cooperating partners, local authorities, commercial utilities, NGOs, traditional leaders, grass roots communities, the media, and the private sector.

STRUCTURE OF THE DOCUMENT

This document is presented in nine chapters as follows: Chapter 1, Introduction, context, and background introduces the strategy, its background, the operating context, and the WASH policy, institutional, and regulatory framework. Chapter 2, Situation analysis draws on the available evidence and insights gathered from a diverse range of stakeholders to identify and build a case for the WASH behaviours of interest that have been prioritized for attention. Chapter 3, Rationale for the communication strategy, explores the behavioural and communication gap analysis, the guiding principles, and the behaviours of interest. Chapter 4, Communication strategic framework, elaborates the theory of change, the priority audiences, and the intervention logic. Chapter 5 Communication approaches and interventions, outlines the specific communication strategies. Chapter 6, Coordination and implementation arrangements, defines the role of the MWDSEP in WASH communication, the coordination and oversight mechanisms under decentralization, the partner coordination and stakeholder engagement, the sustainability of behaviours, and the resource requirements and mobilization. Chapter 7, Plan of action and budget, presents the long- and short-term costed plans of action and budgets and the monitoring and evaluation (M&E) framework. Chapter 8 outlines the Monitoring and evaluation framework. Chapter 9 outlines the Risks and mitigation measures. xii | BEHAVIOURS OF INTEREST

The WASH problems the Zambian population faces and the behaviours they engender have been clustered in six overarching behavioural domains, namely: (i) Water supply; (ii) Household water; (iii) Sanitation; (iv) Hygiene; (v) Solid waste management; and (vi) Open defecation.

The analysis highlights the key WASH behavioural issues and their manifestations in people’s KAP, and also provides a starting point in planning for BCC programming. The behavioural analysis matrices elaborate the behaviours of interest including: the problem behaviours that need to be addressed; the recommended practices and message themes that the targeted populations are expected to adopt; and the policy asks (enabling measures/actions) as support that people need to be able to change.

POLICY, INSTITUTIONAL, AND REGULATORY FRAMEWORK

The water supply and sanitation (WSS) sector is implemented through the NRWSSP and the NUWSSP, which both aim to contribute to the GRZ’s constitutional obligations, and the achievement of Vision 2030, the Seventh National Development Plan (7NDP), and the Sustainable Development Goal (SDG) WASH targets. All the latter three instruments emphasize the GRZ’s commitment to universal and equitable access to WASH services, with due regard for environmental issues.

STATEMENT OF THE PROBLEM

By 2014, more than one-third of households lacked access to safe drinking water, and at least three- quarters were without an improved toilet facility. Factoring in the scale of rural/urban disparities, the Zambia Demographic and Health Survey (ZDHS) concluded that “the basic determinants of better health, such as access to water, and sanitation, are still in a critical state in Zambia.”10 This state of affairs notwithstanding, Zambia registered improvements between 2007 and 2014. The overall proportion of households with access to improved sources of safe drinking water rose from 24 % to 67.5 %.11 Over the same period, the overall proportion of households with access to improved sanitation increased from 20 % to 44.1 %.12 Yet these improvements have not yielded corresponding results in people’s knowledge and behaviour, as some examples will illustrate, based on the evidence quoted in the situation analysis. Beyond the behavioural dynamics cited, there are structural and systemic factors at multiple levels outside an individual’s control that have contributed to the prevailing conditions of WASH. This suggests the need for a comprehensive intervention model that will provide the space to respond to the multidimensional context of the WASH problems and behaviours of interest.

THEORY OF CHANGE

To meet the development objectives and health outcomes that Zambia has set out, access to quality WASH services, products, and facilities is necessary. This has to be underpinned by consistent and correct practice of critical WASH behaviours. The NWCS approach involves more than informing and educating individuals about the recommended WASH practices. It recognizes the importance of supporting behaviour change by advocating and mobilizing for action and change at the policy, structural, and institutional levels. This will involve aligning communication interventions with the population’s behaviour. It will also entail communicating the urgency for change within communities, so they can initiate and assume control of the necessary ways to do this, as exemplified by the efforts of traditional leaders in mobilizing against the practice of open defecation.

10 Zambia Demographic and Health Survey 2013–14,

11 Central Statistical Office (CSO) [Zambia], Ministry of Health (MOH) [Zambia], and ICF International Rockville,12 Maryland, USA,Joint 2014,Monitoring p. 15. Programme, 2019 UNICEF and WHO, Joint Monitoring Programme, 2019,available at: https://washdata.org/data/household#!/ (filter for Zambia) UNICEF and WHO, available at: https://washdata.org/data/household#!/ (filter for Zambia)

| xiii WASH SECTOR GOAL

This is the increase, by 2030, from 67.5 % to 100 % of Zambians who have access to an improved drinking- water source, and from 44.1 % to 90 % of the population that has access to improved sanitation.13

COMMUNICATION GOAL

To improve knowledge and perceptions, transform social norms, and change behaviours in order for all Zambians to attain a better quality of life through sustainable and equitable access to and the utilization of WASH services by 2030.

STRATEGIC COMMUNICATION OBJECTIVES

Guided by the socio-ecological model (SEM) and the situational assessment based on the review of evidence, behavioural analysis, formative research, and stakeholder consultations, the NWCS will pursue six mutually reinforcing objectives to:

1. secure the commitment of stakeholders to enact and implement measures to ensure steady access to services that will enable Zambians to adopt and maintain positive WASH attitudes and behaviours

2. catalyse behaviour change by amplifying messages, multiplying contact points with the public, and leveraging media platforms and technology to inform and educate Zambians about WASH and well-being

3. empower rural and peri-urban dwellers to formulate and provide context-specific viable solutions to WASH problems, harmful social norms, and problematic behaviours that have been prioritized by the affected populations

4. build a multi-stakeholder alliance and social movement to promote accountability for service delivery, responsiveness to the population’s needs, and compliance with measures intended to lift the standard of WASH for all Zambians

5. create sustainable demand and motivate individuals and households to invest in WASH by providing timely and actionable consumer information, imparting skills, and facilitating access to affordable WASH products and services.

6. prepare and support the subnational WASH programme implementers by orienting them to BCC and the NWCS and equipping them with the knowledge and skills to design, execute, and monitor WASH communication plans.

EXPECTED OVERALL OUTCOMES

• adoption of, and positive change, in recommended WASH knowledge, attitudes, and practices, leading to sustained and large-scale performance of the desired behaviours to mitigate the economic costs and impacts of poor WASH

• regular and consistent engagement of rural and peri-urban populations most affected by low standards of WASH, leading to broad and constructive community participation in developing solutions, monitoring their implementation, and evaluating their value 13

Joint Monitoring Programme (UNICEF and WHO), 2019 and Vision 2030. Republic of Zambia. 2006. xiv | • enhanced public awareness of the impact of WASH on Zambia’s development outcomes and the livelihoods of vulnerable individuals and underprivileged communities, leading to higher demand for and access to WASH products and services

• robust commitment at all leadership levels to tackle Zambia’s WASH problems, leading to stakeholder endorsement of, and compliance with, measures to meet the country’s aspirations as reflected in Vision 2030, Seventh NDP, SDGs, NRWSSP, and NUWSSP.

COMMUNICATION STRATEGIES

In keeping with the strategic objectives, the NWCS will be implemented through a package of six strategies intended to: guide the development and dissemination of WASH BCC/Information Education and Communication (IEC) materials; strengthen communication activities in the community and in the media; and package and promote the key concepts of the water, sanitation and hygiene programme. The proposed interventions will be approached through: • advocacy • public outreach • community mobilization • social mobilization • social marketing • capacity-building

COORDINATION AND IMPLEMENTATION ARRANGEMENTS

In accordance with the coordination mechanism prescribed by the Seventh NDP, the NWCS will be coordinated on “five main levels that recognize decentralized planning processes, implementation, monitoring and evaluation”14. These levels are: national, sectoral, provincial, district, and ward. The proposed implementation framework and institutional arrangements are intended to establish and define roles, mechanisms, and structures that will ensure effective management of, and accountability for, the NWCS at all levels of its implementation. This will enable the MWDSEP to lead, oversee, and coordinate the NWCS at the ministerial/national and subnational levels, in line with the GRZ’s aspirations for the sector, and the decentralization policy. The implementation framework and institutional arrangements also define the means for coordination with other sector players and stakeholders.

COSTED PLAN OF ACTION

In line with the three-phase implementation of the strategy, a costed plan of action covering the short- term (2019–2021), medium term (2022–2026), and long-term (2027–2030) has been prepared. An action plan and budget for activities prioritized for implementation in the first 12 months after launch of the strategy have been created. A detailed breakdown of the cost elements and implementation schedule are annexed in a spreadsheet.

MONITORING AND EVALUATION FRAMEWORK

A national WASH communication monitoring and evaluation framework has been developed and a basic plan for the first 12 months of implementation is presented in a spreadsheet together with the costed plan of action. Subnational/provincial WASH monitoring and evaluation plans will be developed and consolidated in the national framework. The approach used is adapted from the draft integrated monitoring and evaluation framework15 for the water sector.

Seventh National Development Plan 2017–2021, available at Seventh. 1415 Integrated Monitoring and Evaluation Framework, 2018. Protection. 2018. https://bit.ly/2P4vuET Ministry of Water Development, Sanitation and Environmental Protection (MWDSEP)

| xv Chapter 1:

and Introduction,background context 1.1 Introduction and country context

Zambia covers an area of 752,612 square kilometres, and the majority of its estimated population of 16.8 million (51 % female and 49 % male) lives in rural areas (57 %) and depends on agriculture for its livelihood. However, with 42 % of its population resident in urban areas, Zambia is one of the most urbanized countries in sub-Saharan Africa.16 With a projected average annual growth rate of 2.8 % between 2011 and 2035, the country’s total population during the life cycle of the NWCS is expected to grow to around 23.5 million by 2030 (see Table 1 for projections aligned with Vision 2030). Table 1: Zambia population projections 2018 2020 2025 2030 Rural 10,132,811 Urban 7,221,318 7,752,611 10,732,917 9,666,402 11,395,104 12,843,297 (54 %) Total 16,887,720 9,179,034 (46 %) Source: Adapted from Central Statistical Office (2013) 17,885,422 20,574,138 23,576,214 Due to the rapid rate of urbanization, the projected proportion of the rural population is expected to drop from 58 % in 2015 to 54 % in 2030.17 This rapid urbanization has brought “the mushrooming of unplanned informal settlements that are largely underserved in terms of economic and social infrastructure,” yet these peri-urban areas accommodate anywhere between 25 % (in small towns) and 70 % (in cities) of Zambia’s population.18 According to 2015 estimates, 54 % of the population lives in poverty (77 % rural and 23 % urban). Income inequality, as measured by the Gini Coefficient, is high at 0.69 (0.60 rural and 0.61 urban).19

The NWCS 2019–2030 is intended to complement and reinforce communication efforts by Zambian Government GRZ, cooperating partners, provincial administrations, local authorities, and other actors in the WASH sector.

The main thrust and guiding principle of the NWCS is behaviour-centred communication. The ultimate goal is to change behaviour by stimulating and sustaining positive knowledge, attitudes, and practices at the individual, household, community, and social levels. The strategy is therefore grounded in evidence on specific behaviours of interest and on the state of WASH in Zambia. While recognizing that behaviour change is a gradual and complex process, the strategy focuses on enabling behaviour change and the support that people need to adopt and sustain the recommended WASH practices.

Accordingly, the NWCS is neither designed to address, nor does it concern itself with, corporate communication issues. By its orientation, the strategy prioritizes, and distinguishes between, communication that is directed towards developmental outcomes through social and behaviour change, as opposed to communication that is intended to serve corporate or institutional goals and interests such as organizational visibility, branding, public/external relations, publicity, and marketing.

Details of the purpose of the strategy are in Annex 1; the development process is covered in Annex 2, and the Guiding Principles in Annex 3. 1: Chapter Introduction, context and background context Introduction,

16

17 2013. 2010 Census of Population and Housing: Population and Demographic Projections 2011–2035. Republic of Zambia. Central Statistical Office. July2013. 18 2010 Census of Population and Housing: Population and Demographic Projections 2011–2035. Republic of Zambia. Central Statistical Office. July Page 28. 19 National Urban Water Supply and Sanitation Programme 2011–2030. Republic of Zambia. Ministry of Local Government and Housing. February 2011.

Living Conditions Monitoring Survey 2015. Republic of Zambia. Central Statistical Office. | 1 Zambia National Water, Sanitation and Hygiene (WASH) Communication Strategy 2019–2030 | First Edition

1.2 Background

Both Zambia’s Vision 2030 and the Seventh NDP aspire to make WASH services available to all Zambians without leaving anybody behind. According to the Seventh NDP: “Access to water and sanitation services by all segments of the population is a key component of all aspects of sustainable development and this challenge becomes more important when the population growth by 2030 is factored in.”20

In 2012, poor sanitation cost Zambia approximately US$ 194 million annually, equivalent to US$ 12.5 per person or 1 % of GDP, according to the World Bank.21 Roughly 8,700 Zambians died each year from diarrhoea (6,600 of them children under 5).22 Poor WASH was responsible for almost 90 % of these deaths, which translates to an estimated loss of US$ 167 million each year due to premature deaths. Around US$10.6 million was spent each year on health care treating diarrhoea- related diseases, malnutrition, and other diseases linked to poor sanitation.23

To improve the WASH-related development outcomes for the population, the GRZ has implemented major policy reforms and initiatives. Notable among these were: the creation of the MWDSEP; the establishment of commercial water and sewerage utility firms as provided for by the 1997 Water Supply and Sanitation Act; and the development of comprehensive programmes for rural, urban, and peri-urban water supply and sanitation.

While all three-national rural, urban, and peri-urban WSS programmes have built-in communication and advocacy components, they exist independently, without a mechanism to harmonize their objectives, intended outcomes, and implementation, or one which productively integrates the communication and advocacy efforts of each programme. Besides, the milestones achieved and challenges faced by the WASH sector are not adequately showcased or communicated to stakeholders and the public. This is due to the non-existence of a comprehensive and agreed sector-wide strategy to inform and guide the implementation of WASH communication at all levels (national and subnational).

Whereas sector coordination between the GRZ and its partners is under the established Seventh NDP coordination frameworks, the various WASH communication efforts in the sector are not optimally synchronized. A unified communication strategy will ensure a sustained focus on a clear and commonly agreed WASH behaviour change agenda. Under MWDSEP’s oversight, plans and activities under each programme will be rolled out in a complementary fashion.

The NWCS will galvanize the public, duty bearers, and stakeholders around a collective agenda for WASH BCC and advocacy under the leadership of the MWDSEP by building synergies with the NRWSSP, the NUWSSP, and the NUPUSS. It will harmonize the GRZ’s WASH Behaviour Change Communication (BCC) interventions with those of its cooperating partners, local authorities, commercial utilities, NGOs, traditional leaders, grass roots communities, the media, and the private sector. 1.2.1 National Rural Water Supply and Sanitation Programme (NRWSSP)

This second phase of the NRWSSP (currently under finalization) sets the foundation and delineates the road map for scaling up access to improved WSS services in rural areas between 2016 and 2030.24 The programme is framed within the global context of SDG 6 which aims to “ensure availability and sustainable management of water and sanitation for all.” Nationally, it is anchored within the GRZ’s Vision 2030, and the 7NDP.

20 21 22 https://bit.ly/2P4vuET 23 http://documents.worldbank.org/curated/en/845901468178438944/Zambia-loses-ZMK946-billion-annually-due-to-poor-sanitation http://documents.worldbank.org/curated/en/845901468178438944/Zambia-loses-ZMK946-billion-annually-due-to-poor-sanitationSecond National Rural Water Supply and Sanitation Programme 24(NRWSSPhttp://documents.worldbank.org/curated/en/845901468178438944/Zambia-loses-ZMK946-billion-annually-due-to-poor-sanitation II) 2016–2030, Final Draft,. April 2018. Ministry of Water Development, Sanitation and Environmental Protection (MWDSEP)

2 | The NWCS is linked to the NRWSSP through Specific Objective No. 3: “To improve the performance of the RWSS subsector in planning, implementation and operation and maintenance of RWSS facilities through policy and institutional reforms, capacity-building, comprehensive and sustainable management information systems and effective advocacy and communication.”25

At the operational level, the NWCS is linked to the NRWSSP through Component 5: “The profile of the WSS sector in national planning, allocation of resources will be raised through the formulation and implementation of an advocacy and communication strategy for RWSS for all levels of stakeholders.”26

NRWSSP II (final draft) took on board the key lessons learned from NRWSSP I. One such lesson was that the milestones achieved, and challenges encountered by the WASH sector were not effectively communicated to stakeholders and the public. This was attributed to the lack of a proper strategy focused on WASH that would guide communication and advocacy activities. Although an advocacy and communication strategy for WASH behaviour change was drafted, it was never activated.

The “advocacy and communication” pillar of NRWSSP II is rooted in the sector development component and is geared towards: • greater awareness of NRWSSP II, the RWSS sector and MWDSEP at the national, provincial, district and subdistrict levels among the public, stakeholders and within governmental institutions • greater political and media awareness on the need for improved RWSS and SWM services. The NWCS will take these objectives on board as part of the advocacy initiative to create an enabling environment for WASH sector development and behaviour change.

1.2.2 National Urban Water Supply and Sanitation Programme

In line with its aim of improving the livelihoods and public health of Zambia’s urban population, the NUWSSP approaches the provision of WSS services “in a broad sense, including off and on-site facilities as well as solid waste management and drainage which all are indispensable components for creating a robust sustainable service system.”27

The “communication strategy framework” of the NUWSSP therefore aims to: • provide information, raise awareness and build support for implementation of the NUWSSP at all levels of the society • increase the efficiency and effectiveness of the NUWSSP through education and sharing of information between stakeholders

• improve cooperation and understanding between customers and service providers 1: Chapter through the development of a customer-centred culture in service delivery • enhance the efficiency and effectiveness among service providers through internal communication between departments, branches and all staff in the Introduction, context and background context Introduction, organization(s).28 25

26 27 NRWSSP II, page xii. National Urban Water Supply and Sanitation Programme 2011–2030, February 2011, p 26. 28 NRWSSP II, page xiii. National Urban Water Supply and Sanitation Programme 2011–2030, February 2011, pp. 167–168. Ministry of Local Government and Housing (MLGH), Ministry of Local Government and Housing (MLGH),

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These objectives resonate with those of the NWCS and, through its institutional arrangements, will coordinate urban water supply and sanitation (UWSS) -related communication activities with actors at the national and local levels.

1.2.3 National Urban and Peri-Urban Sanitation Strategy 2015–2030

One of the strategic components of the NUPUSS is advocacy, awareness-raising and strengthening the institutional framework, aiming “to raise awareness for increased sanitation coverage and service levels in urban and peri-urban areas.”29 It is noted that actors at all levels, especially politicians, need to buy into the strategy and to recognize their role in its implementation. This will facilitate greater alignment and coordination among ministries at the national level and will mobilize local authorities to take the lead in preparing sanitation improvement plans.

The objectives of the NUPUSS are to: • ensure sanitation is recognized by all stakeholders and in other sectors as being integral to Zambia’s socioeconomic development • ensure government officials recognize the importance of sanitation and are mobilized • develop and instigate a national ranking and reward scheme for sanitation in Zambian cities • ensure governmental, non-governmental and civil society organizations are conversant with the strategy and subscribe to its implementation plan • improve communication between local authorities, commercial utilities and residents.30

These objectives align with those of the NWCS which, through its institutional arrangements, will coordinate the planning and implementation of sanitation-related communication activities with the MLGH and the local authorities.

1.3 Structure of the document

This document is presented in nine chapters:

Chapter 1: Introduction, context, and background introduces the strategy, its background, the operating context, and the WASH policy, institutional, and regulatory framework.

Chapter 2: Situation analysis draws on the available evidence and insights gathered from a diverse range of stakeholders to identify and build a case for the WASH behaviours of interest that have been prioritized for attention.

Chapter 3: Rationale for the communication strategy explores the behavioural and communication gap analysis, the guiding principles, and the behaviours of interest.

Chapter 4: Communication strategic framework elaborates the theory of change, the priority audiences, and the intervention logic. 29 National Urban and Peri-Urban Sanitation Strategy 2015–1030 30 National Urban and Peri-Urban Sanitation Strategy 2015–1030 Ministry of Local Government and Housing (MLGH), , November 2015,p. 43. Ministry of Local Government and Housing (MLGH), , Lusaka, p. 43. 4 | Chapter 5: Communication approaches and interventions outlines the specific communication strategies.

Chapter 6: Coordination and implementation arrangements defines the role of the MWDSEP in WASH communication, the coordination and oversight mechanisms under decentralization, the partner coordination and stakeholder engagement, the sustainability of behaviours, and the resource requirements and mobilization.

Chapter 7: Plan of action and budget presents the long-term and short-term costed plans of action and budgets and the monitoring and evaluation framework.

Chapter 8 outlines the Monitoring and evaluation framework.

Chapter 9 outlines the Risks and mitigation measures. Chapter 1: Chapter Introduction, context and background context Introduction,

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Chapter 2: Situation analysis

6 | 2.1 Behaviours of interest

The WASH problems the Zambian population faces and the behaviours they engender have been clustered in six overarching behavioural domains, namely: • Water supply • Household water • Sanitation • Hygiene • Solid waste management • Open defecation.

The analysis that follows highlights the key WASH behavioural issues and their manifestations in people’s Knowledge, Attitude and Practices (KAP), and also provides a starting point in planning for Social and Behaviour Change Communication (SBCC) programming. The behavioural analysis matrices in Annex 9 elaborate the behaviours of interest including the: • problem behaviours that need to be prioritized • recommended practices and message themes that the targeted populations are expected to adopt • policy enabling measures/ actions that people need to be able to change.

The proposed operationalization model (see section 4.2.1) recommends an approach whereby each province, as the implementer of the strategy, will identify and prioritize the particular behaviours that are most critical in its context or region.

Behaviour change in WASH practices is critical for the prevention of waterborne diseases, as well as those which are sanitation and hygiene-related. For instance, handwashing is essential to ward off the transmission of diarrhoeal diseases, as it is in the handling of household water to prevent contamination. Yet, adopting and sustaining behaviours are challenging, in part because behaviour change is a process that can be enabled or constrained by the prevailing conditions. For example, it has been noted that “most communities in cholera-affected areas have inadequate access to clean and safe water and often use shallow wells as alternative water sources, frequently contaminated due to proximity to pit latrines.”31

Communication-driven efforts to change WASH behaviours sustainably need to take into account the context and conditions in which individuals, households, and communities perform the behaviours that are recommended for their benefit. The first step explored the trends and patterns in WASH and the behaviours they have reproduced on a larger scale. The living conditions people are exposed to affect their individual and collective well-being and, in turn, influence their decisions, mentalities, and behaviours. The NWCS recognizes the context of people’s behaviours, and puts the behaviours of interest within the overall state of WASH.

The situation analysis therefore explores critical dimensions of the state of WASH using a 2: Chapter Situationanalysis combination of evidence from the latest Living Condition Monitoring Survey (LCMS, April/May 2015)32 which gathered data on various aspects of the population’s well-being, including water and sanitation, the Zambia Demographic Health Survey (2013/2014), and the Joint Monitoring Programme report (2017, and 2019). Together these provide instructive snapshots of WASH as viewed through the respective behavioural domains.

31 Republic of Zambia, Zambia Multi-Sectoral Cholera Elimination Plan 2019–2025, Lusaka, 2019, p. 11. 32 2015 Living Conditions Monitoring Report, November 2016.

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2.1.1 Water supply

All situations for the practice of recommended sanitation, hygiene, and domestic water utilization depend on access to, or availability of, a reliable, adequate, and safe water supply. Yet, challenges with water supply abound. The LCMS found that 48.4 % of the rural population and 10.8 % of the urban population had no access to a safe water supply.33

According to the NUWSSP, the inadequacy of financial and personnel resources undercuts the operation and maintenance of systems, thereby causing the deterioration of infrastructure, high water losses, and low service levels. Similarly, the low sustainability and lack of financial resources at local levels means that these communities are largely unable to cover the preventive maintenance and development costs for water-supply infrastructure.

The situation is compounded by the inability of local authorities to fully support planning, implementation, and the maintenance of facilities because of their limited technical, financial, and institutional capacities.34 This is compounded by the deficient or non- existent storm water and greywater drainage systems which “contribute substantially to the unhealthy living conditions in densely populated urban areas in all seasons.”35 Besides, “in the rainy season the unsafe conditions are exacerbated, in particular, in peri-urban areas as large areas are flooded, pit latrines collapse and wells become polluted.”36

2.1.2 Household water

Household water refers generally to water for drinking and for domestic use including cooking, preparation of food and beverages, washing utensils, and personal hygiene. The ZDHS found that 65 % of households had access to an improved source of drinking water. Yet, although most households obtained drinking water from an improved source, there was a wide gap in access between urban and rural areas. While 95 % of urban households had access to an improved drinking source, only 47 % of rural households obtained drinking water from an improved source.37

The SDG 6.1 indicator for safely managed drinking water services refers to the “use of an improved drinking water source which is accessible on premises, available when needed and free from contamination.” In 2019, 67.5 % of the Zambian population had access to an improved drinking water source, which the JMP defines as one that, by the nature of its construction and when properly used, adequately protects the source from outside contamination, particularly faecal matter.38

According to the NUWSSP, “the majority of Zambia’s urban population has access to safe drinking water supply but the service level is low, in particular in low-cost residential areas. 86 % benefit to some extent from improved water supply but only 44 % have access to what can be considered as basic service level.”39 The scarcity of safe drinking water due to unreliable supply compels households to stock up on water, hence raising issues around safe water collection, transportation, storage, and usage practices in the domestic context. 33 2015 Living Conditions Monitoring Report, November 2016. National Urban Water Supply and Sanitation Programme 2011–2030, Lusaka, p. 57. 3435 Central Statistical Office (CSO), National Urban Water Supply and Sanitation Programme 2011–2030 36 Ministry of Local Government and Housing (MLGH),National Urban Water Supply and Sanitation Programme 2011–2030 37 Ministry of Local Government and Housing (MLGH), Zambia Demographic, andLusaka, Health p. 46.Survey 2013–14. Ministry of Local Government and Housing (MLGH), , Lusaka, p. 46. 38 Central Statistical Office (CSO) [Zambia], Ministry of Health (MOH) [Zambia], and ICF International, Rockville, Maryland, USA, 2014. 39 UNICEF and WHO, Joint Monitoring Programme, 2019, available at: https://washdata.org/data/household#!/ (filter for Zambia) (this report is based on 2017 data). https://washdata.org/ Progress on Household Drinking Water, Sanitation and Hygiene 2000–2017 Special focus on inequalities (2019), The WHO/UNICEF Joint Monitoring Programme for Water Supply, Sanitation and Hygiene (2019). Available at 8 | As far as household water consumption behaviours are concerned, the ZDHS revealed that 66.2 % (50 % urban and 77.7 % rural) of households did not treat their water at all prior to drinking. Only 15 % (25.3 % urban and 7.6 % rural) treated it by boiling; 23.6 % (32.2 % urban and 16.7 % rural) bleached or chlorinated the water; 0.2 % (0.1 % urban and 0.2 % rural) strained the water through a cloth; 0.1 % (0.2 % urban and 0.1 % rural) used a ceramic, sand or other filter; and 1 % (1.2 % urban and 0.8 % rural) used a host of other treatment methods.40

With regard to water storage practices, 87.9 % (89.8 % urban and 86.5 % rural) of households stored their domestic water in closed containers or jerry cans; 11.7 % (9.8 % urban and 13.2 % rural) of households stored water in open containers or buckets; and 0.3 % (0.4 % urban and 0.3 % rural) of households did not store water.41

2.1.3 Sanitation

The SDG 6.2 indicator for safely managed sanitation services refers to “use of an improved sanitation facility which is not shared with other households and where excreta are disposed in situation or transported and treated off-site.” According to the JMP, 44.1 % of the population had access to improved sanitation facilities42.

Between 2007 and 2014, 25 % (35 % urban and 18.5 % rural) of households surveyed had access to an improved (not shared) toilet/latrine facility; 20 % (38 % urban and 7.2 % rural) had access to a shared facility; and 55 % (27 % urban and 74.2 % rural) used a non- improved facility.43

In 2015, 31 % of households had access to basic sanitation facilities (use of improved facilities that are not shared with other households); 12 % had access to limited sanitation facilities; and 41 % had access to unimproved sanitation facilities.44

According to the NUWSSP, the levels of access to adequate sanitation are quite low, estimated at only 41 % of the urban population. Only 35 % of the urban population live in areas with sewer systems, while the majority only has access to unimproved pit latrines. “This situation is due, to a large degree, to lack of emphasis on sanitation by all sector players.”45

A study by Tidwell et al. (in press, 2018) that was carried out in a peri-urban setting of Lusaka came up with five attributes of sanitation quality: • hygiene • use • sustainability • desirability • accessibility.

2: Chapter Situationanalysis Zambia Demographic and Health Survey 2013-14, 40 Central Statistical Office (CSO) [Zambia], Ministry of Health (MOH) [Zambia], and ICF International, ZambiaRockville,41 Demographic Maryland, USA, and Health2014. Survey 2013-14, Central Statistical OfficeJoint Monitoring (CSO) [Zambia], Programme Ministry, 2019, of Health available (MOH) at: [Zambia], and ICF International, 42 Rockville, Maryland, USA, 2014. UNICEF and WHO, https://washdata.org/data/household#!/Zambia Demographic (filter for Zambia) and Health (this Survey report 2013-14, is based on43 2017 data). Central Statistical OfficeJoint Monitoring(CSO) [Zambia], Programme Ministry 2017 of Health. Available (MOH) at https://washdata.org/ [Zambia], and ICF International 44Rockville, Maryland, USA, 2014. National Urban Water Supply and Sanitation Programme 2011–2030, Lusaka, p. 57. 45 UNICEF and WHO, Ministry of Local Government and Housing (MLGH), | 9 Zambia National Water, Sanitation and Hygiene (WASH) Communication Strategy 2019–2030 | First Edition

The authors contend that this framework “allows the rigorous development of population- and situation-specific measures of sanitation quality.”46 By identifying specific determinants of toilet usage, the study offers informed lessons on communicating behaviour change in toilet practices. As noted, “while 87 % of toilets were classified as ‘improved, but shared,’ there were frequent concerns about doors that could not be locked, dirty user interfaces, unhygienic containment, limited emptyability, and lack of handwashing facilities.”47

Such context-specific evidence, including that from a similar study by the same researchers,48 adds significant value to behaviour-centred WASH communication planning. It can guide formative research to inform BCC interventions, identification of the behaviours of interest, as well as the creation of messages that are responsive to known determinants of behaviour, to people’s motivations, and to the actual ways individuals experience sanitation in households, communities, and institutions.

2.1.4 Hygiene

According to the JMP (2017), only 14 % of the Zambian population used or had access to basic handwashing services or facilities with soap and water in 2015, which was 26 % urban and 5 % rural. Moreover, 95 % of the rural population and 74 % of the urban population neither used nor had access to basic handwashing services/facilities with soap and water (JMP, 2017). A KAP survey also found that “caregivers had […] poor knowledge about washing hands after disposing of child faeces.”49

In 2015, the practice of handwashing as measured by the existence of a handwashing facility with soap and water in the household was similarly low at 14 % nationally (26 % urban and 5 % rural).50

In the area of MHM, a study by Chinyama et al. (2019) explored menstruation-related KAP among both girls and boys in rural Zambian schools. It found that girls’ school attendance and participation were negatively affected by the inability to maintain menstrual hygiene while at school. This compelled girls to skip school due to the fear of personal embarrassment and teasing from others, especially boys. The researchers observed that inadequate MHM affected girls’ confidence, psychological well-being, and their ability to perform physical activities. It concluded that, “When menstruating, schoolgirls in rural Zambia would rather stay home than be uncomfortable, inactive and embarrassed due to inadequate MHM facilities at school. A friendly and supportive MHM environment that provides education, absorbent sanitary materials and adequate WASH facilities is essential to providing equal opportunity for all girls.”51 It also noted that, “Efforts in school sanitation to address girls’ participation in education have largely ignored menstrual management in latrine design and construction with privacy and water availability remaining a challenge.”52

Zambia’ in Journal of Water,46 Sanitation, and Hygiene for Development, (in press) 2018. Tidwell, James B., et al., ‘Assessing peri-urban sanitation quality using a theoretically derived composite measure in Lusaka, Journal of Water,47 Sanitation, and Hygiene for Development. Tidwell, James B. et al., ‘Assessing peri-urban sanitation quality using a theoretically derived composite measure in Lusaka, Zambia’ in 48 Zambia’ in International Journal(in press)of Environmental 2018. Health Research, Tidwell, James B. et al.,(2018). ‘Theory-driven017 Zambia: Impact formative evaluation research of hygiene on on-site, and sharedsanitation sanitation scaling qualityup project, improvement among landlords and tenants in peri-urban49 Lusaka, (2018) DOI: 10.1080/09603123.2018.1543798 50 Yeboah- Antwi, K., Biemba, G. 2 https://washdata.org/ UNICEF and Ministry of Local Government and51 Chinyama, Housing Joyce(2017) et page al., Menstrual ix. hygiene management in rural schools of Zambia: a descriptive study of knowledge, experiences and challenges faced by schoolgirls WHO/UNICEF Joint Monitoring Programme 2017. Available at

52 Chinyama. Centre Joyce et for al., Infectious Menstrual Diseases hygiene and management Research inin Zambia;rural schools UNICEF, of Zambia: Zambia; a Department descriptive studyof Public of knowledge, Health, Section experiences of Health and promotion, challenges School faced of Medicine, University of Zambia. BMC Public Health, 2019,. Available at: https://doi.org/10.1186/s12889-018-6360-2 by schoolgirls. Centre for Infectious Diseases and Research in Zambia; UNICEF, Zambia; Department of Public Health, Section of Health promotion, School of Medicine, University of Zambia. BMC Public Health, 2019, p. 7. Available at: https://doi.org/10.1186/s12889-018-6360-2

10 | The factors that prevented school girls from practising adequate MHM were reported as: • lack of preparedness for menarche • lack of access to absorbent materials • lack of access to water and soap • lack of privacy while at school.

This evidence is crucial as it points to the range of interventions that need to be incorporated in designing MHM community/social mobilization and social marketing campaigns, for example. It also highlights the role of communication in both conveying knowledge and shaping attitudes and in promoting the enabling environment and conditions for the practice of recommended WASH behaviours.

2.1.5 Solid waste management

According to the NUWSSP, “wastes generated from all the sectors of the economy are currently not well managed,” and “it is estimated that only about a tenth of the urban areas in Zambia are serviced as regards solid waste collection.”53

Evidence from the LCMS indicated that at 68 %, pitting was the most commonly used method for disposing of garbage overall, followed by dumping at 25.3 %. In rural areas, most households disposed of their garbage in a pit (68.7 %) and some by dumping (30.7 %). Similarly, most urban households disposed of their garbage in a pit (67.1 %), some by dumping (18.5 %), and a few had their refuse collected (14.4 %). Between 2010 and 2015, there were notable changes in household waste disposal practices. Pitting increased from 56.5 % to 68 % while dumping declined from 34.5 % to 25.3 %.54

2.1.6 Open defecation

In 2015, on average 15 % (25 % in rural areas) practised open defecation (disposal of human faeces in fields, forests, bushes, open bodies of water, beaches or other open spaces, or with solid waste).55

One per cent of urban residents, the majority living in low-income areas, and 25 % of the rural population still practice open defecation.56 Although the rate of this has been reducing, improvements have been uneven as attested to by the wide disparities that persist between rural and urban areas and among economic quintiles. Its prevalence is as high as 56 % in the Western Province. Other provinces above the rural average are Southern (35 %) and Eastern (31 %). At the national level, open defecation is most prevalent among the poorest Zambians at 34 %. It declines as economic prospects improve: 26 % among the poor; 16 % among middle-income Zambians; 4 % among the rich; and nearly non- existent among the richest. 57

There are structural and environmental conditions, as well as social norms, that have been noted as contributing factors to OD. These include limited supplies of costly construction Chapter 2: Chapter

materials, poor soil conditions and high water table in some areas, poor planning, land Situationanalysis tenure systems in urban and peri-urban areas, and beliefs in some fishing communities that perpetuate myths associated with OD. 53 National Urban Water Supply and Sanitation Programme 2011–2030, Lusaka, p. 23. Living Conditions Monitoring Survey Report, Lusaka, November 2016. 5455 Ministry of Local Government and Housing (MLGH), https://washdata.org/ 56 Central Statistical Office (CSO) 2015 First WHO/UNICEF Edition. 2018. Joint Monitoring Programme 2017. Available at 57 Open Defecation Free Zambia Strategy 2018-2030. Republic of Zambia. Ministry of Water Development, Sanitation and Environmental Protection. First Edition. 2018. Open Defecation Free Zambia Strategy 2018-2030. Republic of Zambia. Ministry of Water Development, Sanitation and Environmental Protection.

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2.2 Operating context

Using the PESTLE58 analysis tool, the key factors in the operating context that are likely to be enablers or constraints in the pursuit of the objectives of the NWCS have been identified and are summarized in Annex 5.

2.3 Policy, institutional, and regulatory framework

The WSS sector is implemented through the NRWSSP and the NUWSSP, which both aim to contribute to the GRZ’s constitutional obligations and the achievement of Vision 2030, the Seventh NDP, and the SDG 6 WASH targets. All the latter three instruments emphasize the GRZ’s commitment to universal and equitable access to WASH services, with due regard for environmental issues.

2.3.1 The constitution

The Constitution of Zambia (as amended in 2016)59 specifies in Article 147(2) “the concurrent and exclusive functions of the national, provincial and local government levels” of devolved government as they apply to WASH. It provides that “water resources management” is an exclusive national function. “Water and sanitation services limited to potable water supply systems and domestic wastewater and sewage disposal systems,” “refuse removal, refuse dumps and solid waste disposal,” and “licensing and control of undertakings that sell food to the public” are exclusively local authority functions.

Article 255 provides for the “principles of environmental and natural resources management and development.” Article 256 provides for the “protection of environment and natural resources.” Article 257 provides for the “utilization of natural resources and management of environment.”

2.3.2 Vision 2030

Zambia, in its national Vision 2030, aspires to become “A prosperous middle-income nation by 2030.” To attain middle-income status, one of Zambia’s socioeconomic development objectives is “to provide secure access to safe potable water sources and improved sanitation facilities for 100 % of the population in both urban and rural areas by 2030.”60

Under Vision 2030, the specific sector vision for water and sanitation is “clean and safe water supply and sanitation for all by 2030” and the targets are: • Improved access to appropriate, environmentally-friendly sanitation by all Zambians • Attainment of 80 % access to clean water supply for all by 2015 and 100 % by 2030 • Attainment of 68 % access to sanitation for all by 2015 and 90 % by 2030 • 80 % of waste collected and transported • 80 % of unplanned settlements upgraded and the residents have access to clean drinking water and sanitation facilities

Improvements in WASH knowledge, attitudes, and practices will contribute to the attainment of the targets set out in Vision 2030. The NWCS will promote changes in, or reinforce, behaviours that will move households to move up the WASH ladder.

58

59 60 RepublicPolitical, Economic,of Zambia, Social,Vision 2030Technological,, December Legal 2006. and Environmental Constitution of Zambia (Amendment No. 2 of 2016).

12 | 2.3.3 The Seventh National Development Plan 2017–2021

The Seventh NDP aims at “Accelerating Development Efforts towards Vision 2030 without leaving anyone behind.”61 Under the 7NDP, one of the government’s strategies for enhancing human development is to boost the provision of safe water and sanitation through programmes that include “communication and advocacy enhancement.” Communication is considered a key driver of the pro-WASH changes in individual, community, and societal knowledge, attitudes, and practices that Zambians are expected to embrace.

2.3.4 Sustainable development goals

The global orientation of Zambia’s WASH agenda and programmes is in sync with the water supply, sanitation, and solid waste management targets reflected in SDGs 6, 11, and 12 as summarized in Annex 6. Advocacy around the SDGs will be important to raise awareness and build understanding of the GRZ’s commitment to these global targets and their links to the country’s flagship WSS programmes – the NRWSSP and NUWSSP.

2.3.5 Sector governance

The WSS sector has a diverse range of players with different roles. As outlined in Annex 4, these players can be classified into four categories: • Policy, regulatory and coordination institutions • WSS service providers • Line ministries • Institutions with indirect roles.

In addition to local authorities and commercial utilities, there are water trusts in Lusaka that supply water to the unplanned settlements in peri-urban areas. There are also independent water and sanitation providers who serve urban populations through schemes regulated by NWASCO.

The Zambian WSS sector has been undergoing legal and institutional reforms since the 1990s. Of significance was the creation of the MWDSEP in 2016.The Government Gazette No. 826 of 18 November 2016 placed the mandate for water and sanitation under the MWDSEP. The overall responsibility for WSS was delegated to the MWDSEP. Previously these functions were performed by different ministries. Under the reforms of the WSS sector governance system, the provision of water supply, sanitation, and solid waste services, including sanitation and hygiene promotion in peri-urban and rural areas, is a function of local authorities. Public health, on the other hand, is the responsibility of the MOH. Households are responsible for household sanitation. WSS, hygiene education, and SWM in elementary schools are under the MOGE’s mandate. WASHE in HCFs is the responsibility of the MOH.62 Chapter 2: Chapter Situationanalysis

61 Seventh National Development Plan 2017–2021. 62 Republic of Zambia, Government Gazette No. 6526,. 18 November 2016.

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Chapter 3: Rationale for the communication strategy

14 | 3.1 Statement of the problem

By 2014, more than one-third of households lacked access to safe drinking water, and at least three-quarters were without an improved toilet facility. Factoring in the scale of rural/urban disparities, the ZDHS concluded that “the basic determinants of better health, such as access to water, and sanitation, are still in a critical state in Zambia.”63

Inadequate access to water and sanitation facilities, accompanied by poor hygiene, have been associated with skin and diarrhoeal diseases and ARIs, the latter two also being among the main causes of child deaths in Zambia. Diarrhoea (non-bloody) was among the top 10 major causes of morbidity in Zambia, which the Ministry of Health attributed to “the use of contaminated water and to unhygienic practices in food preparation and disposal of excreta.”64

The factors responsible for this situation include: • Poor access to protected water points • Low accessibility, inconsistent, and inadequate supply leading to under-utilization of chlorine for domestic water treatment • Poor food hygiene • Weak implementation of inspection of premises • Inadequate clean water sources prompting people to collect water from streams, dams, etc.65

These factors notwithstanding, Zambia registered improvements between 2007 and 2014. The overall proportion of households with access to improved sources of safe drinking water rose from 24 % to 65 %.66 Over the same period, the overall proportion of households with access to improved sanitation increased from 20 % to 25 %.67

Yet these improvements have not yielded corresponding results in people’s knowledge and behaviour, as some examples will illustrate based on the evidence quoted in the situation analysis. Even where households generally benefit from some degree of improved water supply, treating water prior to drinking is a recommended practice because few have access to what qualifies as a basic service level. However, many households do not treat their drinking water. In some communities and households where toilets are classified as improved but shared, users are constrained by the conditions they encounter such as dirty user interfaces and lack of handwashing facilities. The practice of handwashing with soap and water remains low, and the challenges of maintaining menstrual hygiene while at school seriously hamper girls’ attendance and learning. The beliefs and social norms that perpetuate the practice of open defecation in some communities are also yet to be successfully countered.

Beyond the behavioural dynamics cited above, there are structural and systemic factors at multiple levels outside the individual’s control that have contributed to the prevailing conditions of WASH. This suggests the need for a comprehensive intervention model that will provide the

space to respond to the multidimensional context in which the WASH problems and behaviours 3: Chapter of interest are situated.

63 Zambia Demographic and Health Survey 2013-14. Rationale for the communication strategy for Rationale

Central Statistical Office (CSO)Annual [Zambia], Health MinistryStatistical of Bulletin Health (MOH)2012 [Zambia], and ICF International, 6465Rockville, Maryland, USA, 2014,Annual P. 15. Health Statistical Bulletin 2012 66 Ministry of Health (MOH), , August 2014, p. 30. Zambia Demographic and Health Survey 2013-14. Ministry of Health (MOH), , August 2014, p. 31. 67 Central Statistical Office (CSO) [Zambia], Ministry of Health (MOH) [Zambia], and ICF. International, Rockville, Maryland, USA, 2014. Seventh National Development Plan 2017-2021, available at https://bit.ly/2P4vuET | 15 Zambia National Water, Sanitation and Hygiene (WASH) Communication Strategy 2019–2030 | First Edition

3.2 Intervention logic

The NWCS aims to improve knowledge and perceptions, transform social norms, and change behaviours so that all Zambians attain a better quality of life through sustainable and equitable access to and utilization of WASH services by 2030.

The strategy is anchored on the socio-ecological model (see Figure 1). The SEM takes into account the interplay of factors that shape behaviour in all contexts in which individuals interact with the world: • The self is the individual who is the primary locus of change. • The interpersonal comprises the individual’s relations with the household and with family, peers and friends. • The community comprises the social structures and network of organizations, services, products, leaders, and providers that sustain life and livelihoods. • The enabling environment comprises policies, legislation, politics, economics, religion, technology, natural environment, and leadership systems.

Figure 1: The socio-ecological model for change

The central idea is that individual behaviour is moulded by a dynamic interaction of psychosocial, structural, physical, and societal factors. Accordingly, the planned communication interventions are designed to target multiple layers, actors, causes, and driving forces. The NWCS is a high- level communication planning and implementation framework that will be adapted for implementation in specific local contexts that will be decided at the provincial level. Within the

16 | framework of the SEM, there is room for localization. A provincial WASH communication planner may design an intervention that is most pragmatic for the situation based on local knowledge, experience, and formative research.

The NWCS is designed to zero in on tangible problem behaviours, to target discrete practices, and to drive the messaging around specific recommended actions to be taken by the priority audiences. Unpacking the recommended WASH behaviours by behavioural domain (see Figure 2) will allow communication planners to target the specific pro-WASH actions and practices that people are expected to perform.

Figure 2: WASH behavioural domains 3: Chapter

3.3 Theory of change

To meet the development objectives and health outcomes that Zambia has set out to attain, the communication strategy for Rationale access to quality WASH services, products, and facilities is necessary but not sufficient. It has to be buttressed by the consistent and correct practice of critical WASH behaviours, for instance: safe management of household water; safe and hygienic toilet/latrine use including proper

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disposal of (infant) faeces; proper hygiene practice including handwashing at critical junctures and menstrual hygiene; safe handling and disposal of solid waste; and ending open defecation.

The NWCS approach involves more than informing and educating individuals about the recommended WASH practices. It recognizes the importance of supporting behaviour change by advocating and mobilizing for action and change at the policy, structural, and institutional levels. This will involve aligning communication interventions with the population’s behavioural context. It will also entail building agency within communities so they can initiate change and assume control and ownership of the change they seek, as exemplified by the efforts of traditional leaders in mobilizing against OD.

The model of change for the NWCS has two important premises that warrant emphasis:

 WASH behaviours are situational and context-specific. For this reason, the NWCS provides for a mechanism to step down the strategy from the national to the subnational levels through provincial WASH communication action plans tailored to respond to local WASH programmes, needs, and conditions.

 Behaviour change is a gradual process whereby people change through incremental adjustments. The NWCS embraces the small doable-action approach. “Small doable actions are behaviours deemed feasible to perform in resource‐constrained settings from the householder point of view and effective at the individual and public health levels.”68 A tried and tested method for promoting small doable actions, one at a time, is one whereby individuals and households negotiate what they deem as feasible and effective within their context. The community-based communication tactics incorporated in the NWCS are intended to facilitate structured dialogue around local WASH behavioural issues. Participation in dialogue will allow households to openly talk about, and evaluate, their current practices, discuss solutions to problems they actually recognize, and commit to changes and new practices that will set them on the desired behavioural trajectory.

The multidimensional, multi-level, and multi-stakeholder foundation of the NWCS is propelled by a 360o communication approach in order to create an arrangement of WASH behaviour change that resonates with rural, peri-urban, and urban audiences. To activate and sustain behaviour change, the NWCS will follow three main routes:

 At the individual/interpersonal level – Promote personal motivation for the adoption of recommended WASH behaviours by building an system of information and knowledge to encourage people to embrace positive WASH attitudes and practices.

 At the household/community level – Support collective action for the adoption of recommended WASH behaviours by mobilizing communally and socially to build the momentum for change, secure resources, and create demand for essential WASH products and services.

 At the policy/institutional level – Advocate for measures and actions to create an enabling environment comprising supportive WASH policies, legislation, and regulations, institutions with the required capacities, and effective coordination mechanisms.

Considering the long-term focus and national scale of the NWCS, the SBCC programming process is envisioned in three phases as illustrated in Figure 3. Interventions will be sequenced in such 68 WASHplus Behavior Change Strategy: Hygiene Promotion Guidelines for Bangladesh. Washington D.C., USA, December 2013.

WASHplus, 18 | a way as to facilitate the transition from one phase to the next in the behaviour change cycle at the national level. Similarly, the measurement of impact under the proposed monitoring and evaluation framework will focus on results specific to each a given phase.

In the short-term, there will be a push towards message saturation to spark a rise in information-seeking, an improvement in the quality of knowledge, and an increase in the number of people interested in, and adopting, the recommended WASH behaviours.

In the medium term, there will be an emphasis on introducing new social norms and changing or counteracting existing harmful norms that persist as barriers to behaviour change in WASH practices.

In the long-term, efforts will be directed towards entrenching positive WASH behaviours within Zambia’s social and national fabric.

Figure 3: BCC programming process Chapter 3: Chapter Rationale for the communication strategy for Rationale

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Chapter 4:

Communication strategic framework

20 | 4.1 Priority audiences and points of contact

The audiences have been segmented into three categories: primary, secondary, and tertiary. However, these categories are not fixed, as the make-up of each segment may vary according to the intervention and specific WASH and behavioural issues being addressed.

 The primary audiences are the locus of change or action, the people directly affected by a given WASH problem or who manifest a particular problematic behaviour; or they could be people with the power or authority to influence actions and decisions.

 The secondary audiences are the people directly influencing the primary audiences. They are people who can influence the primary audience’s decision to practice certain behaviours; or people who can influence the primary audience’s decision whether to continue practising a newly adopted behaviour.

 The tertiary audiences are the people who indirectly influence the primary audiences. These are usually people with authority or power to influence communal actions or decisions through policy, by-laws or decrees. They are people who can leverage their status and positions to influence the prevailing environment in which the primary audiences and the secondary find themselves, so that it supports the behaviours that the primary audience is being called upon to adopt; or people whose endorsement is highly sought after and critical to the acceptance of given measures or decisions.

The commercial utilities will play an important role as points of contact with the urban and peri- urban audiences in the areas they serve. Going by the connections they have, as indicated in Table 2, the commercial utilities are catchment areas for sizeable numbers of consumers who are traceable through their client networks. According to NWASCO’s latest figures,69 national urban water coverage in 2017 was 81.5 % while national urban sanitation coverage was 63.3 %. To reach the populations outside the catchment areas of the commercial utilities, the NWCS will work through subdistrict structures at ward level.

Table 2: Commercial utilities and their service coverage (2017)1 Water and sewerage company (WSC) Total population in Number of service area connections Lusaka WSC 2,395,736 102,320 Nkana WSC 62,120 711,537 794,906 Mulonga WSC 519,796 Kafubu WSC 62,428 Lukanga WSC 55,345 Southern WSC 432,478 26,466 Chambeshi WSC 352,850 475,808 53,496 Eastern WSC 310,926

21,499 4: Chapter 15,771 19,724 Western WSC 216,385 North-Western WSC 270,764 Luapula WSC 215,080 7,517 14,829 Source: Adapted from NWASCO framework Communication strategic

69 NWASCO, 2018.

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4.2 Communications approach 4.2.1 Operationalization model

The NWCS will cover the outstanding 12-year period of Zambia’s Vision 2030 with the ground-setting activities scheduled to commence in 2019. The strategy is anchored on two operational levels; sectoral and programme:

 At the sectoral level, the strategy has a national orientation aligned with Zambia’s Vision 2030. It operates as a national WASH communication framework that outlines the procedure to follow, steps to take, results to realize, and outcomes to expect in the efforts to nurture behaviour change in the population and to advocate for the sector over the duration of Vision 2030.

 At the programme level, the strategy has a subnational orientation aligned with Zambia’s five-year NDPs and the Constitution of Zambia. It operates as a guide to WASH communication programming within the context of devolved government as provided for in the constitution. It serves as a road map for the conception, design, and implementation of subnational WASH communication plans in line with the development programmes of the respective local authorities. To jump-start implementation at programme level, the first provincial WASH communication action plans under the NWCS will be aligned with the remaining period of the Seventh National Development Plan which runs up to 2021.

This operationalization model is intended to guard against a one-size-fits-all approach to SBCC programming. The underlying assumption is that, although this is a national strategy, its implementation must address the concrete realities on the ground where WASH and development programmes are implemented, in response to the needs, conditions, and expectations of the people and communities who are the locus of the ultimate change in WASH behaviours. Through the proposed subnational adaptation and localization mechanism, the NWCS will be converted into provincial WASH communication action plans in a guided process (see section 5.1.6 on capacity-building).

4.2.2 WASH sector goal

This is that, by 2030, there will be an increase from 67.5 % to 100 % of Zambians who have access to an improved drinking water source, and that the proportion of the population that has access to improved sanitation will have increased from 44.1 % to 90 %.70

4.2.3 Communication goal

To improve knowledge and perceptions, transform social norms, and change behaviours in order for all Zambians to attain better quality of life through sustainable and equitable access to and utilization of WASH services by 2030.

4.2.4 Strategic communication objectives

Guided by the SEM and the situational assessment based on the review of evidence, behavioural analysis, formative research, and stakeholder consultations, the NWCS will pursue six mutually reinforcing objectives to:

70

Joint Monitoring Programme (UNICEF and WHO), 2019 and Vision 2030. Republic of Zambia. December 2006. 22 | • Secure the commitment of stakeholders to enact and implement measures to ensure steady access to services that will enable Zambians to adopt and maintain positive WASH attitudes and behaviours

• Catalyse behaviour change by amplifying messages, multiplying contact points with the public, and leveraging media platforms and technology to inform and educate Zambians about WASH and well-being

• Empower rural and peri-urban dwellers to formulate and provide context-specific viable solutions to WASH problems, harmful social norms, and problematic behaviours that have been prioritized by the affected populations

• Build a multi-stakeholder alliance and social movement to promote accountability for service delivery, responsiveness to the population’s needs, and compliance with measures intended to uplift the standard of WASH for all Zambians

• Create sustainable demand and motivate individuals and households to invest in WASH by providing timely and actionable consumer information, imparting skills, and facilitating access to affordable WASH products and services

• Prepare and support the subnational WASH programme implementers by orienting them to SBCC and the NWCS and equipping them with the knowledge and skills to design, execute, and monitor WASH communication plans.

4.2.5 Expected overall outcomes

• Adoption of and positive change in recommended WASH knowledge, attitudes, and practices, leading to sustained and large-scale performance of the desired behaviours to mitigate the economic costs and impacts of poor WASH

• Regular and consistent engagement of rural and peri-urban populations most affected by low standards of WASH, leading to broad and constructive community participation in developing solutions, monitoring their implementation, and evaluating their value

• Enhanced public awareness of the impact of WASH on Zambia’s development outcomes and the livelihoods of vulnerable individuals and underprivileged communities, leading to higher demand for and access to WASH products and services

• Robust commitment at all leadership levels to tackle Zambia’s WASH problems, leading to stakeholder endorsement of and compliance with measures to meet the country’s aspirations as reflected in Vision 2030, Seventh NDP, SDGs, NRWSSP, and NUWSSP. Chapter 4: Chapter Communication strategic framework Communication strategic

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Chapter 5:

Communication approaches and interventions

24 | 5.1 Communication strategies

In keeping with the strategic objectives, the NWCS will be implemented through a package of six strategies intended to: • Guide the development and dissemination of WASH SBCC materials • Strengthen communication activities in the community and in the media • Package and promote the key concepts of the water, sanitation and hygiene programme.

The proposed interventions will be approached through: • Advocacy • Public outreach • Community mobilization • Social mobilization • Social marketing • Capacity-building

5.1.1 Advocacy

Strategic Objective:

To seek and secure the support and commitment of stakeholders in enacting and implementing measures to promote access to services that will enable Zambians to adopt and sustain positive WASH attitudes and behaviours.

Rationale:

A coordinated advocacy effort will be undertaken to win support for measures (policies, laws, regulations, guidelines, programmes and plans) intended to increase the uptake of WASH services by the population. The advocacy effort will bring on board and secure the buy-in of a large network of stakeholders. These will be provided with information and evidence about the state of WASH to mobilize their support for policies and actions designed to foster behaviour change and overall improvement in WASH outcomes.

Outputs:

• promote interest in and strengthen support for Zambia’s national WASH agenda and plans – NRWSSP, NUWSSP, NUPUSS • seek and maintain consensus on the GRZ’s WASH policies and programmes • build and promote the case for resources to address the gaps in, and to ensure the sustainability of, WASH programmes, services, and investments • foster political will in support of national and subnational WASH programmes and implementation mechanisms

• reinforce and expand two-way communication between the local authorities, 5: Chapter external partners (national and international NGOs), and change agents in the local communities • reduce the possibility of underground and surface water contamination by enabling communities to improve their sanitation. Communication approaches and interventions Communication approaches

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Interventions:

• message dossier of WASH messages intended as talking/reference points on different aspects of WASH. For structure, the compendium will be aligned with the six WASH behavioural domains: water supply, household water, sanitation, hygiene, solid waste management, open defecation

• brochures describing the major institutional actors in the WASH sector mandates

• best practice booklets packaged as best practice summaries and lessons learned notes

• factsheets packaged as summaries of vital information, facts, and figures about WASH designed as quick reads on each of the six WASH behavioural domains

• backgrounders packaged as consumable technical briefing notes intended for policy- and decision makers, practitioners, implementers, and stakeholders in the WASH community of practice

• policy briefs packaged as overviews of key WASH policies and programmes (NRWSSP, NUWSSP, etc.) intended for policy and decision makers, as well as implementers, stakeholders, and practitioners in the WASH community of practice

• project profiles describing the GRZ’s major infrastructure undertakings around the country

• infographics packaged as easily and quickly digestible visualizations of data and information summarizing key WASH facts and figures

• powerPoint decks with generic foundational details on each of the six WASH behavioural domains, packaged as customizable presentations for different events (such as conferences, workshops, meetings)

• e-newsletter for quarterly publication and distribution by e-mail among policy- and decision makers, WASH practitioners and implementers, and stakeholders in the WASH community of practice in and outside Zambia

• blogs for thought leadership on topical and/or emerging WASH issues written by specialists and practitioners in the WASH community of practice in and outside Zambia

• web portal designed as a hub for WASH knowledge management to provide high- quality, relevant, user-friendly, and timely knowledge products and services

• media engagement plan to be developed which will define the tactics for engaging with journalists and news outlets

• social media: Twitter and Facebook accounts will be prioritized as information and knowledge-sharing platforms for the WASH community of practice.

26 | Table 3: Priority audiences for ADVOCACY Primary Secondary Tertiary • Political leadership of the GRZ • • Cooperating partners

• • TraditionalReligious leaders leaders • in line ministries and agencies development agencies WASH sector technical leadership • International and regional • Regulators private sector Business community/ • Local authorities • Academic / research institutions •

• WASHCommercial sector utilities NGOs / service providers

5.1.2 Public outreach

Strategic objective:

To magnify the impact of the behaviour change programme by amplifying messages, multiplying contact points with the public, and leveraging media platforms and technology to inform and educate Zambians about WASH and well-being.

Rationale:

Public outreach will complement the interpersonal and community-based communication strategies as a vehicle for information and knowledge dissemination to raise awareness and cultivate the ground for behaviour change. Public outreach efforts will be undertaken through the media by bringing practitioners from different media platforms on board and partnering with them to develop, produce, and disseminate programmes and content on WASH.

Outputs: • promote and maintain supportive WASH attitudes and practices in order to broaden the coverage of WASH programmes • develop and roll out a public awareness campaign to keep the public regularly updated about and engaged with WASH issues and developments • develop, produce, and disseminate compelling and user-friendly SBCC products that convey the core messages and essential content and knowledge about WASH for different audiences • increase the availability of and access to information about WASH by spotlighting WASH milestones and showcasing success stories for public consumption • consistently reinforce the prevailing positive WASH information, knowledge, attitudes, and practices. Chapter 5: Chapter

Interventions:

• Popular versions will be produced of the major WASH documents, such as the ODF

strategy, NRWSSP, and NUWSSP. and interventions Communication approaches

• SMS channel with a dedicated short code will be set up to facilitate interactive communication, public engagement, and feedback on WASH.

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• Radio magazines will be produced and sponsored for broadcast once a month in all provinces on a rotational basis. The programmes will be aired on community and private stations, and those with the widest coverage in their catchment areas.

• Talk shows (with live phone-in capabilities where feasible) will be produced and sponsored for broadcast once a month in all provinces on a rotational basis. The programmes will be aired on community, private stations and those with the widest coverage in their catchment areas.

• Posters carrying appropriate WASH messages will be produced in indigenous languages. The concept behind the posters will be to visually communicate the benefits and effects of good WASH practices.

• Illustrated informational booklets carrying age-specific, gender-specific, and culturally-appropriate WASH messages will be published in indigenous languages for male and female school-going and out-of-school children.

• Illustrated educational booklets with tailored WASH content and messages will be published in indigenous languages for specific audiences such as landlords/property owners in peri-urban low-income settlements, restaurant operators, food vendors.

• Documentary series (maximum 30 minutes per episode) will be packaged to showcase WASH best practices and success/case stories on based on interventions of national significance. The documentaries will be adaptable for TV, video, and popular digital/ online/social media formats and platforms.

• Flyers carrying basic information and messages on WASH will be translated into indigenous languages.

• Podcasts (maximum five minutes) will be packaged as impact/human interest/case stories for dissemination via digital, mobile, online, and social media platforms.

• Video features (maximum five minutes) will be packaged as impact/human interest/ case stories for dissemination via digital, mobile, online, and social media platforms.

• Sound slides and photo essays will be packaged to showcase WASH developments across the country.

• Social media: Twitter and Facebook accounts will be prioritized as information and knowledge-sharing platforms for the WASH community of practice.

• The annual national WASH Summit – an expanded and rebranded Sanitation Summit – will be the flagship event for the WASH sector in Zambia. It will combine several features as a platform for showcasing, exhibiting, sharing information, and exchanging knowledge from the latest research and evidence on WASH, lessons learned, best practices, success stories, innovations, technology, and the trajectory of sector plans, programmes, and institutional frameworks. It will also provide an opportunity for comparing notes and peer-to-peer learning between Zambians and WASH specialists and practitioners from other countries.

28 | Table 4: Priority audiences for PUBLIC OUTREACH Primary Secondary Tertiary • Community members • Men • Landlords/property owners

• • Youth settlements in urban and peri-urban Households • • NGOs

• Traditional leaders • Political leaders

• TeachersReligious leaders • District councils

5.1.3 Community mobilization

Strategic objective:

To empower rural and peri-urban dwellers to participate in formulating and implementing community-owned locally viable solutions to WASH problems, harmful social norms, and problematic behaviours that have been prioritized by the affected populations.

Rationale:

In addition to the provision of services, the success of WASH programmes will depend substantially on the scale of community participation. Mobilizing communities will result in community-owned and sustainable solutions to WASH problems that have been prioritized by the affected populations. Through planned activities, people will be exposed to the available opportunities and resources and encouraged to seek information and to be receptive to WASH behaviour change messages.

Outputs:

• build confidence in the recommended WASH practices by collectively identifying and generating consensus on priorities and options in order to motivate individuals to act on the information provided. • empower community leaders to take the initiative in problem-solving by instigating and moderating dialogue and soliciting feedback. • promote the acceptance of the recommended WASH behaviours by embedding communication within community-based structures and engaging with the traditional community leadership structures and CHWs, EHTs, SAGs, and Community Champions. • engage the community and local change agents in defining the WSS technologies to be deployed, priorities, location of services, and sustainable O&M of facilities. • motivate user communities to contribute their share of the investment cost of

infrastructure development. 5: Chapter

Interventions:

• Dialogue circles will be organized to discuss issues in order to arrive at a better understanding of the challenges communities face. This will be through guided and interventions Communication approaches assessments of the local situation and identification of home-grown solutions. Each circle may be composed of up to 30 participants including key influencers, community

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members, opinion leaders, and health workers. Dialogue circles will be organized on a monthly basis in selected communities. Participants will exchange information, express their own interests, share personal stories and experiences, clarify viewpoints, and build consensus about solutions to WASH behaviour change problems unique to their communities. The participants will represent the community’s diversity, with local residents and leaders and WASH practitioners working together to identify and solve problems.

• Community-led total sanitation behaviour change framework is a cornerstone of WASH programming in Zambia. Triggering is being implemented through trained Community champions, EHTs, traditional leaders and other CHWs.

Table 5: Priority audiences for COMMUNITY MOBILIZATION Primary Secondary Tertiary • Community members • • Religious leaders

• • TraditionalLocal change chiefs agents • Civic and political leaders

Households • Local authorities • (CHWs, EHTs, SAGs, CCs) • NGOs, CBOs. 5.1.4 Social mobilization Traditional leaders

Strategic objective:

To enhance mass awareness of WASH in order to create a positive social environment that will facilitate change in individual behaviours and collective norms for maximum uptake, acceptability, and sustainability of the recommended WASH practices.

Rationale:

Effectively tackling the challenges of WASH will require collective and social action driven by multi-stakeholder movement involving actors and participants in different walks of life. Public figures, celebrities as well as religious, traditional, civic, and political leaders or personalities can endorse the cause by lending their voices, images, and credibility. The NWCS will build a social movement for WASH to ensure that WASH issues remain on top of people’s mind and on the national policy and development agendas.

Outputs: • engage communities and schools to raise awareness and foster behaviour change by demonstrating linkages between good standards of WASH and improved health and livelihoods • collaborate with institutions (schools, HCFs, markets, transportation hubs) for opportunities to integrate WASH programmes in their activities • partner with the business community/private sector to mobilize resources for WASH services by raising awareness of the linkage between WASH and overall productivity of the population • mobilize women and disadvantaged groups to participate in creating WASH programmes that are responsive to their needs • mobilize public figures such as celebrities and social influencers to act as WASH champions/ambassadors.

30 | Interventions:

• Integrated school WASH social and behaviour change programme to be developed –incorporating SLTS, mass handwashing practice, and MHM in conjunction with local authorities, MOGE, MOH, and NGOs. It will build on the results, experiences, and lessons learned from previous and continuing activities and campaigns. SLTS is based on the same principles as CLTS but designed specifically for schools. Guidelines for SLTS, including handwashing tools tailored for the school environment, were updated in 2014. SLTS is an offshoot of CLTS, which was modified for schools in order to make the triggering events more child-centric and incorporate elements of hygiene that are more suitable for relatively static environments, such as establishing multiple handwashing facilities to foster the practice of mass handwashing. SLTS, when implemented concurrently with CLTS activities in neighbouring communities, will allow for an all-encompassing approach towards achieving ODF status for the affected communities. Mass handwashing practice will be scaled up to get pupils used to the practice on a routine basis, helping to form the habit at an early age. Children will also be useful as agents of change in communities.

• Mass mobilization: Community activations will be undertaken through commemorative events linked to national and international WASH-related calendar milestones, such as World Water Day, Toilet Day, Handwashing Day, Environment Day and Health Day. • Stakeholder mobilization: As outlined in Table 6:

Table 6: Priority audiences for SOCIAL MOBILIZATION Primary Secondary Tertiary • community members • celebrities and public •

• households social influencers with • figureslocal community • national profiles • schools online influencers • influencerstraditional chiefs

• religious leaders

• business community

5.1.5 Social marketing

Strategic objective:

To generate sustainable demand by creating incentives for individuals and households to invest in WASH, through providing timely and actionable information, imparting skills, and facilitating access to affordable WASH products and services. Chapter 5: Chapter Rationale:

Marketing and promotion of WASH behaviours are important to increase the demand for improved sanitation facilities. Social marketing will generate demand and create incentives

for households to invest their own resources to access WASH products and services such as and interventions Communication approaches low-cost sanitation products. This will be an important intervention in countering what some stakeholders refer to as the “handout mentality.” Commercial marketing and promotion

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techniques will be applied to generate and raise demand for WASH products and services. Outputs:

• raise consumer awareness of WASH products and services • market and promote positive WASH behaviours and ensure equitable access to better sanitation facilities in private, communal, public, institutional buildings, and workplaces • promote sanitation as a desirable commodity and generate demand and willingness to invest in sanitation facilities and services • provide information on affordable and good quality components for construction of sanitation facilities • change the perception of WASH by repositioning beneficiaries as active consumers of WASH products and services • support the economic case for WASH and encourage the participation of the private sector on its own initiative and through public-private partnerships.

Interventions:

Integrated social marketing campaign with a peri-urban focus, that incorporates elements of water supply, household water, sanitation, hygiene, SWM, and open defecation, will be developed and rolled out in conjunction with local authorities, commercial utilities, MOH, and NGOs. It will build on the results, experiences, and lessons learned from previous and ongoing activities and campaigns, and will employ a combination of community and media activations. The campaign will be designed to create demand by promoting specific recommended WASH behaviours among peri-urban populations. The handwashing component will be launched in peri-urban communities and areas with high morbidity attributed to poor hygiene. Handwashing campaigns typically adopt social marketing techniques such as experiential activations to promote behaviour change in hygiene practices. The MHM component will be launched to challenge and change social norms related to MHM and to create an enabling environment in homes, schools, and communities at large.

Table 7: Priority audiences for SOCIAL MARKETING Primary Secondary Tertiary • community members • commercial utilities/ • or service providers • households • • private sector • schools • traditional leaders • areas • political leaders local leaders in peri-urban • technical leadership of the • policymakers

• WASH sector providers NGO WASH service

32 | 5.1.6 Capacity-building

Strategic objective:

To prepare and support the subnational WASH programme implementers by orienting them to BCC and the NWCS and equipping them with the knowledge and skills to design, execute, and monitor WASH communication plans.

Rationale:

According to the National Water Supply and Sanitation Capacity Development Strategy,71 capacity development (referred to here as capacity-building), is “the process through which societies, organizations and individuals, acquire, strengthen, maintain and renew the capabilities to set and achieve their own development objectives over time.”72 Therefore, the capacity-building initiatives will focus on training to equip the provincial WASH duty bearers with skills in the development and execution of communication plans using the C-Planning model in Figure 4.

Figure 4: C-Planning model for communication Chapter 5: Chapter Preparation for implementation of the NWCS will start with a workshop intended to achieve two objectives: • familiarize implementers at the provincial level with all aspects of the strategy and to orient them to their roles Communication approaches and interventions Communication approaches

71 National Water Supply and Sanitation Capacity Development Strategy (2015 – 2020), November 2015. 72 Ministry of Water Development Sanitation and EnvironmentalNational Water Protection Supply and (MWDSEP) Sanitation Capacity Development Strategy 2015–2020, November 2015, p. v. Ministry of Local Government and Housing (MLGH)

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• prepare the provincial teams that will be tasked to design the provincial WASH communication action plans. The provincial plans will domesticate the NWCS through the formulation of provincial communication action plans based on locally-validated audiences, desired behaviours, behavioural determinants/barriers, messages, and communication channels.

Outputs:

• develop technical capacity at the provincial and district levels in WASH communication planning, programme design, and implementation based on the NWCS as a model • develop technical capacity in WASH communication monitoring to enable provincial and district authorities to design and execute plans to evaluate NWCS interventions in their jurisdictions • domesticate the NWCS by tailoring the respective provincial WASH communication action plans to the most important or priority behavioural domain(s) in the local context.

Interventions:

• conduct provincial WASH communication technical orientation and induction workshops to adapt the NWCS into provincial WASH communication action plans through which the proposed activities, outputs and channels will be implemented, monitored, and evaluated

• enlist two WASH communication technical advisers who will provide support to the provinces in developing the provincial WASH communication action plans.

5.2 Cross-cutting issues

In line with the NRWSSP II, the following cross-cutting issues are particularly relevant to the NWCS and have been factored into the proposed activities (see details in Annex 10): • social inclusion • gender mainstreaming • HIV/AIDS • water security.

34 | Chapter 6:

Coordination and implementation arrangements

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In accordance with the coordination mechanism prescribed by the Seventh NDP, the NWCS will be coordinated on “five main levels that recognize decentralized planning processes, implementation, monitoring and evaluation”73 as follows: • national • sectoral • provincial • district • ward.

The proposed implementation framework and institutional arrangements are intended to establish and define roles, mechanisms, and structures that will ensure effective management of and accountability for the NWCS at all levels of its implementation. This will enable the MWDSEP to lead, oversee, and coordinate the NWCS at the ministerial/national and subnational levels in line with the GRZ’s aspirations for the sector and the decentralization policy. The implementation framework and institutional arrangements also define the means for coordination with other sector players and stakeholders.

6.1 Role of MWDSEP in WASH communication

6.1.1 National and sectoral coordination and oversight

In line with the SCF,74 the MWDSEP is responsible for management of the WSS development process and coordination agenda. In that regard, MWDSEP will lead and drive the implementation of the NWCS which will include determining priorities and budgets and securing public resources. MWDSEP has “responsibility for effective and equitable service delivery, and for ensuring that public expenditure adequately reflects required service delivery.” With the strategy in place, communication is a central pillar in the delivery of WASH services to the population and will be mainstreamed in the ministry’s annual action plans and budgets.75

6.1.2 Technical responsibilities of MWDSEP

MWDSEP’s technical units and sections will contribute their respective expertise, resources, as well as institutional capacities and linkages at the subnational levels to facilitate achievement of the NWCS objectives. The units/sections that have been identified with a direct role in the NWCS are: • urban water supply unit • rural water supply unit • sanitation unit • community development unit • provincial water supply and sanitation office • Public relations unit • research, monitoring and evaluation section.

6.1.3 WASH communication focal point

The scale and demands of the NWCS require a focal point anchored with dedicated personnel to monitor the strategy, guide its operations, and manage its day-to-day implementation for the duration of its lifespan (2019 to 2030). Terms of reference will be developed to guide functions of the focal person and other key staff. 73 Seventh National Development Plan 2017–2021, available at Sector Coordination Framework (SCF), January 2019.. 7475 https://bit.ly/2P4vuET, p.Sector 124. Coordination Framework (SCF), January 2019, p. 20. Ministry of Water Development, Sanitation and Environmental Protection (MWDSEP) Ministry of Water Development, Sanitation and Environmental Protection (MWDSEP) 36 | 6.2 Coordination and oversight under decentralization

According to the National Decentralization Policy (2013), “the objective of decentralization in Zambia stems from the need for the citizenry to exercise control over its local affairs and foster meaningful development which requires that some degree of authority is decentralized to provincial, district and subdistrict levels.” This devolution of control includes measures to “ensure improved access to quality water supplies and sanitation services.”76 Local authorities are responsible for providing WSS services as implementing agents in rural areas while that responsibility belongs to commercial utilities in the urban and peri-urban areas. The management of solid waste is regulated by ZEMA, with the MLGH responsible for providing policy direction, guidelines, and procedures in the SWM sector.

Zambia is composed of 10 provinces and 118 districts as of January 2019 (see list in Annex 8), with district councils handling the core administrative and civic functions. Ministries and government agencies are gradually devolving their functions as required by the decentralization policy.

In order to ensure effective coordination among all stakeholder and partners, the national, provincial, and district levels, a structured coordination mechanism has been proposed. As required by the decentralization policy, the NWCS will be integrated in the subnational governance tiers in accordance with the SCF as follows:

6.2.1 Provincial WASH committee

The P-WASH Committee, led by the Provincial WASH Coordinator, is a multi-sectoral committee with representatives of the MOE, MOCTA, MOH and the local council at provincial level. Issues arising at this level are reported to MWDSEP at the national level.

6.2.2 District WASH committee

The D-WASH Committee, led by the District WASH Coordinator, is a multi-sectoral committee with representatives from MOE, MOCTA, MOH and the local council at district level. Issues arising at this level are reported to the P-WASH Committee. Implementation of the NWCS will be anchored at the district level and incorporated under the mandate of the D-WASH Committee. The D-WASH Committee will be responsible for planning and monitoring the progress of implementation at the community level – i.e. in the wards and villages. In overseeing implementation of the NWCS, the D-WASH Committee will coordinate with the Rural Water Sanitation Services Focal Point of the district for guidance on technical and policy matters.

6.2.3 Village WASH and Ward development committees

The V-WASH Committee, with representatives of the communities, is responsible for

WASH issues at the community level and reports to the D-WASH Committee. The V-WASH 6: Chapter Committee will oversee the implementation of the NCWS on the ground in their respective communities and will follow guidelines passed down by the D-WASH Committee. According to the Seventh NDP, “At subdistrict level, Ward Development Committees (WDCs) will undertake planning, monitoring and evaluation activities in relation to projects that will be

planned at that level, including those that will either be at provincial or national level which and implementation arrangements Coordination will be within their locality.”77 The mandate of the WDC notwithstanding, V-WASH Committee 76 The National Decentralisation Policy – Revised Edition, 2013.. 77 Seventh National Development Plan 2017–2021, available at , p. 127. Republic of Zambia. Cabinet Office - Office of the President, https://bit.ly/2P4vuET | 37 Zambia National Water, Sanitation and Hygiene (WASH) Communication Strategy 2019–2030 | First Edition

will take the lead on WASH communication but will coordinate closely with the D-WASH to ensure a harmonized approach to coordination and operational synergies in undertakings such as M&E of local WASH communication activities, projects, and programmes.

6.2.4 Urban and peri-urban areas

In urban and peri-urban areas, MWDSEP will liaise with local authorities and commercial utilities to implement the NWCS. Continuing and recently concluded programmes/projects notably the Lusaka Sanitation Programme (LSP) implemented by LWSC and the Lusaka Water Supply, Sanitation and Drainage Project (LWSSDP) by the Millennium Challenge Corporation have IEC and public awareness components. The MWDSEP will leverage these communication initiatives and their legacies (in case of the LWSSDP) as entry points, for synergy, and for purposes of coordinating NWCS interventions designed to target urban and peri-urban stakeholders and audiences.

6.3 Partner coordination and stakeholder engagement

The ZNWCS will foster a multi-stakeholder alliance to promote accountability for and responsiveness in the delivery of services, and to increase compliance with policies, laws, and regulations intended to uplift the quality of WASH for all Zambians.

Partners and stakeholders in the implementation of the NWCS represent a wide range of actors in various forms, and at different levels, of engagement with the MWDSEP and the WASH sector in general. MWDSEP as the lead ministry will collaborate with the various partners and stakeholders by involving them in the planned WASH BCC activities that fall within their remits including those whose jurisdictions fall directly or indirectly under the MWDSEP, for example, the regulators and commercial utilities. Partners and stakeholders include:

• people and institutions in decision-making roles with an influence on the flow and utilization of resources for the WASH sector

• local and national institutions undertaking and providing education, research, advice, advocacy, and information on WASH

• international organization that offer opportunities for global networking, knowledge exchange, sharing of experiences, as well as technical and financial support to the GRZ and other players in the sector.

The SCF78 identifies the following as SCPs and stakeholders: cooperating partners, private sector, CSOs and NGOs, academic and research institutions, and media. Other critical actors added to this list are traditional leaders and FBOs. It should be noted that there is also a pre-existing structure known as the BCC TWG that has served as an informal coordination and networking platform for institutions and organizations involved in WASH BCC. The original TWG was created in 2017 to oversee the development of the initial WASH BCC strategy and had representatives from line ministries, regulators, commercial utilities, local authorities, cooperating partners, and CSOs/ NGOs, among others. It is recommended that this platform be institutionalized as a National WASH Communication TWG.

78 Sector Coordination Framework (SCF), January 2019. .

Ministry of Water Development, Sanitation and Environmental Protection (MWDSEP), 38 | 6.3.1 National WASH Communication TWG

The National WASH Communication TWG will perform an advisory role in the implementation of the NWCS and WASH communication generally. The MWDSEP, through the WASH CFP, will be its convenor and secretariat. Crucially, the TWG will serve as a community of practice and advocacy platform for WASH communication, supporting the ministry in resource mobilization and lobbying to ensure an enabling environment for the sector.

The TWG will help to strengthen intra-sectoral and intersectoral coordination. The TWG will give WASH sector stakeholders a strong and unified voice and ensure seamless coordination of activities among the different sector players. It will facilitate cooperation and opportunities to discuss, share, and jointly develop ideas within the sector and with allied sectors. Likewise, for implementing entities to carry out programmes efficiently, it will be crucial to have access to information about the activities and programmes of other players in the sector and to share the lessons learned.

The objectives of the TWG are to:

• strengthen the WASH community of practice through sharing of information on ongoing and planned programmes, best practices, and innovations in WASH • build consensus on a common set of issues on which to engage the GRZ, cooperating partners, and global actors in WASH • lobby for the needs of women, children, and the physically challenged to be considered in planning and delivering WASH programmes • identify local, national, regional, and international WASH-related events to be leveraged for purposes of learning and showcasing Zambia’s accomplishments in WASH • coordinate the dissemination of WASH IEC products/materials with partners/stakeholders at all levels of programme and project implementation • monitor communication planned communication activities at national, provincial and district/community levels. • 6.3.2 Cooperating partners

The role and involvement of cooperating partners will be in line with guidance provided in the SCF. The cooperating partners will contribute resources to support WASH communication as one of the development priorities of the ministry. Guided by their MOU with the ministry, cooperating partners will be represented on the National WASH Communication TWG and will participate in sharing ideas on strategies, lessons learned, and global best practices with the ministry and other domestic stakeholders.

6.3.3 Private sector

The role and involvement of the private sector will be in line with guidance provided in the SCF. Considering that a significant portion of the funding for WASH is expected to come from tax revenue, the private sector has the power to legitimize the GRZ’s WASH agenda. It will

therefore be encouraged to endorse and join the WASH coalition through representation 6: Chapter on the WASH Communication TWG. Advocacy among the private sector will emphasize corporate social responsibility and the economic and business case for WASH, based on the idea that businesses have most to gain from a productive labour-force, and that WASH- related morbidity is a big risk to the economic viability of Zambia’s enterprises. The NWCS

will involve the private sector through trade associations and interest groups such as the and implementation arrangements Coordination Zambia Chamber of Commerce and Industry and the Lusaka Chamber of Commerce and Industry.

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6.3.4 Civil society and non-governmental organizations

The role and involvement of CSOs and NGOs will be in line with guidance provided in the SCF. Local and international CSOs and NGOs facilitate citizen engagement and contribute resources to support development activities, including WASH communication, in their areas and fields of interest. They will collaborate with the MWDSEP to mainstream behaviour change and communication in the delivery of services to communities and in the policy formulation, planning, implementation, and monitoring of development strategies and programmes.

6.3.5 Academic and research institutions

The role and involvement of academic and research institutions will be in line with guidance provided in the SCF. As producers of knowledge, academic and research institutions will support the ministry by providing evidence-based policy options, sharing learning, giving technical advice to decision makers and implementers, and supporting accountability through independent monitoring and evaluation of activities, projects, and programmes. The data, evidence, and knowledge generated by these institutions will be harnessed as public information for dissemination to support advocacy and awareness-creation.

6.3.6 Media

The role and involvement of the media will be in line with guidance provided in the SCF. The media has a vital role in providing the information and knowledge needed to catalyse behaviour change and in conferring legitimacy on, and amplifying the voices advocating for, the WASH sector. The media will be engaged to support communication initiatives that promote dialogue, debate, and citizen engagement among all groups including religious and traditional institutions, communities, duty bearers, schools, social influencers, opinion and political leaders, and managers of public affairs. 6.3.7 Traditional leaders

The role and involvement of traditional leaders will be in line with guidance provided in the SCF. There are about 250 chiefs/chiefdoms in Zambia. Traditional leadership institutions play an important cultural function, helping to build a sense of community that is rooted in customs and social norms. Chiefs command substantial influence over their subjects and the NWCS will leverage that influence by engaging the chiefs in WASH campaigns. Some chiefs have embraced causes such as the campaign for ODF communities and chiefdoms. The MWDSEP will work closely with the MOCTA and the House of Chiefs to mobilize traditional leaders as WASH ambassadors. Traditional leadership institutions will be represented on the National WASH Communication TWG.

6.3.8 Faith-based organizations

The role and involvement of FBOs will be in line with guidance provided in the SCF.FBOs of all religious denominations play a vital role in the lives of Zambians. Religious leaders are held in high esteem by all generations of Zambians. On account of their frequency, open accessibility, and their commitment to the duty of care, religious events provide important points of contact with audiences that could be valuable channels for social mobilization and the communication of WASH principles. FBOs command a strong voice in the nation’s political life and have unified platforms through which they engage with other leadership structures at national and subnational levels. Their collective voice and platforms provide an opportunity for the NWCS to engage with FBOs in promoting WASH.

40 | 6.4 Sustainability of behaviours

Several measures will be adopted to ensure that the promoted behaviours are sustained among the targeted populations:

• To ensure consistency of communication and maintain the flow of information, interventions under the NWCS will, as far as possible, be embedded in ongoing activities by the Keep Zambia Clean campaign, the LSP, the LWSSDP, and the commercial utilities. Exploiting all available points of contact with WASH audiences will ensure a consistent supply of messages, which is essential for sustaining the behaviours of interest.

• The P-WASH Coordinator and local coordinating structures i.e. D-WASH, WDC, and V-WASH Committee will work with community-based actors in coordinating, developing, and implementing the NWCS activities in their localities. Schools and chiefdoms will be important structures at local level in implementing activities for the promotion of handwashing and in ODF villages, for example.

• The NWCS will leverage financial resources already committed to WASH communication by implementers of the LSP and any other such programmes and projects across the country.

• The NWCS will build self-sustaining momentum to keep WASH messages at the forefront of people’s minds by co-opting well regarded public personalities and social influencers as WASH ambassadors.

• The NWCS will invest in the creation of demand for WASH products and services by reaching out to, and collaborating with, the private sector to design, sponsor, and roll out inventive social marketing campaigns.

• The National WASH Communication TWG will be nurtured into a vibrant WASH communication community of practice that will serve as a platform for knowledge exchange, thereby helping to accelerate and deepen the learning of best practices in WASH behaviour change and communication programming.

• Through advocacy, the MWDSEP will reach out to potential external funders and domestic partners for support to supplement the ministry’s resources.

6.5 Resource requirements and mobilization

The NWCS will be financed primarily through the government’s programme budget allocation under which the MWDSEP will earmark funding for WASH communication activities implemented at the national and subnational levels.

The NWCS will pursue supplementary financing sources or mechanisms such as: Chapter 6: Chapter • Project-level funding will be sought through investments in WASH communication under the LSP and other such projects across the country.

• Complementary funding will be sought from MOH/MOGE/MOCTA for WASH-related

subdistrict activities as provided for in the relevant MOUs for WASH activities in HCF, learning and implementation arrangements Coordination institutions, and chiefdoms.

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• Cooperating partners and NGO partners will be encouraged to make budget allocations to support the implementation of NWCS activities that align with their strategic plans and objectives.

• The private sector will be engaged to support NWCS activities through Corporate Social Responsibility (CSR), investments in social and sanitation marketing, and donations in cash or kind towards specific mutually agreed activities.

42 | Chapter 7: Costed plan of action

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In line with the three-phase implementation of the strategy, a costed plan of action covering the short-term (2019–2021), medium term (2022–2026), and long-term (2027–2030) has been prepared using the format shown in the example of Table 8. An action plan and budget for activities prioritized for implementation in the first 12 months of the strategy have been created. A detailed breakdown of the cost elements and implementation schedule are annexed separately.

Table 8: Costed plan of action 2019 – 2030 Intervention Description Short- Medium Long Inputs No. of Unit cost Total cost term term term units (US$) (US$)

1

44 | Chapter 8: Monitoring and evaluation framework

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A national WASH communication monitoring and evaluation framework (see Table 9) has been developed and a suggested basic M&E plan for the first 12 months of implementation is presented in a spreadsheet together with the costed plan of action. Provincial WASH communication M&E plans will be developed and consolidated in the national M&E framework with the guidance of the MWDSEP DPI/M&E team and the NWCS technical advisers. The approach used is adapted from the draft integrated monitoring and evaluation framework79 for the water sector.

8.1 Monitoring and evaluation rationale

The complexities of monitoring and evaluating behaviour have been widely documented and the NWCS will need to be alert to the potential pitfalls. Measuring behaviour change can be challenging depending on the type of behaviour being measured. For example, using a toilet is generally associated with presence of a physical structure (the latrine) which is easy to measure. The main assumption is that if a household goes so far as to construct its own toilet (assuming no hardware subsidy), then in it is fairly safe to presume that its residents are using the facility. However, it is difficult to determine usage for households that do not own a toilet; in fact, if asked, they are more likely to report that they share a toilet than to admit to open defecation.

Handwashing practice is even more complicated as it is less amenable to observation. Relying on the presence of a physical structure such as a HWF as proof of handwashing might be misleading as it could have been installed because it is the socially desirable thing to do. It also takes some effort to maintain a HWF and to keep it constantly functioning ( for example, filling it with water and ensuring soap is available at all times). Whereas the presence of a HWF with water and soap is measurable, there is no guarantee that all members of a household use it regularly or at all. There should be other complementary means of verification that help to confirm actual practice (for example, school children monitoring practice by other family members).Conversely, people may wash their hands without having a handwashing facility.

Schools need to adopt “mass handwashing practice” and this can be readily measured by the presence of multiple HWFs and questioning a sample of children and teachers who can confirm whether this practice is happening daily at the set time (before meals, after using the toilet, and at break time).

8.2 Monitoring and evaluation objectives

• undertake research to build, bolster, and recharge the evidence base on WASH-related KAP as a means of measuring the impact of interventions under the NWCS • develop and implement a robust methodology to monitor and assess behaviour change in WASH practices among the Zambian population • systematically track public and stakeholder perceptions of WASH, gather feedback, and apply the information for ongoing planning, learning, and adaptation to refine and maintain the relevance of the NWCS • share data and evidence on WASH to inform policy and decision-making and to support advocacy for replication and scaling-up of successful models implemented under the NWCS • facilitate the diffusion of knowledge to support the adoption of the recommended WASH practices by the affected populations.

79 Integrated Monitoring and Evaluation Framework, 2018.

Ministry of Water Development, Sanitation and Environmental Protection (MWDSEP), 46 | 8.3 Monitoring and evaluation approach

The M&E framework for the NWCS will be attentive to the challenges and complexities described. For that reason, the monitoring phase will focus on three dimensions: process, performance, and outcomes.

Process monitoring is designed to measure whether the planned activities, actions, and outputs have been delivered with the intended frequency, intensity, and timing, and to the audiences they were intended for. Process monitoring will be undertaken as soon as the NWCS is rolled out and will continue throughout its lifespan.

Performance monitoring is designed to track the quality and quantity or volume of communication outputs; for instance, whether the expected number of IEC materials has been delivered to and distributed at the designated points and/or at the appropriate time; or the extent to which the implementers have met the strategic programming expectations and workplan requirements.

Outcome monitoring is designed to establish whether the objectives of the strategy have been met, for example, adoption of the recommended behaviours or changes in specified KAP. It will be crucial to pay attention to any unintended outcomes and to analyse their implications for the content and direction of the strategy.

The evaluation phase will focus on impact assessment to determine whether the NWCS achieved its goals and objectives and its overall contribution to the well-being of the Zambian population as reflected in the aims of the country’s WASH agenda and programmes.

The levels of measurement will be both population- and programme-based. Accordingly, the NWCS will be monitored and evaluated in three phases as follows: • baseline evaluation (2019) at the starting point of implementing the NWCS • midline evaluation at the midpoint (2026) of implementing the NWCS • endline evaluation at the end-point (2030) of implementing the NWCS.

8.4 Monitoring and evaluation outputs

The matrix in Table 9 provides guidance on how the delivery of the planned outputs will be monitored and evaluated. The M&E plan in Table 9 outlines the proposed activities that have been prioritized for implementation during the first year of the NWCS. It serves as a model for plans and priorities that will be agreed in successive years. This matrix is based on details elaborated in a spreadsheet version of the NWCS Costed Plan of Action and M&E 2019–2030 which is annexed separately to this report.

Table 9: Monitoring and evaluation plan for first year of implementation (2019-2020)

Data 8: Chapter Outputs of Responsibility JulyBaseline 2019 JuneTarget 2020 sources Frequencyreporting Indicators Monitoring and evaluation framework and evaluation Monitoring Strategic Objective – ADVOCACY: Enhance the availability of information and quality of knowledge about WASH, resulting in increased access to and uptake of WASH services and products by all Zambians.

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Table 9: Monitoring and evaluation plan for first year of implementation (2019-2020) Data Outputs of Responsibility JulyBaseline 2019 JuneTarget 2020 sources Frequencyreporting 1 Message dossier SetsIndicators of 0 6 MWDSEP Quarterly standardized intranet, Communication website, MWDSEP WASH messages [1 per behavioural knowledge WASH domain] management Focal Point (CFP) hub 2 0 6 MWDSEP Quarterly CFP explaining intranet, Brochures theBrochures mandates behavioural website, [1 per knowledge institutional management actorsof the majorin the domain] hub

3 Factsheets Factsheets 0 6 MWDSEP Quarterly CFP WASH sector summarizing intranet, vital website, information [1 per behavioural knowledge domain] management hub about WASH Electronic 0 MWDSEP Quarterly CFP newsletters intranet, 4 E-newsletter 4 website, sector news [1 per quarter] knowledge disseminatedwith WASH management hub 5 Media engagement 0 1 Event report, Annual CFP by e-mail attendance forBreakfast MWDSEP register 3-day media seniorround-table orientation on WASH management for 25 journalists and 25 media executives 0 1 Orientation Annual programme, Communication attendance CFP, WASH Advisers register, Technical handouts, participant evaluations, event report

messages, multiplying contact points with the public, and leveraging media platforms and technology to inform and Strategic Objective – PUBLIC OUTREACH: To magnify the impact of the behaviour change programme by amplifying

educate Zambians about WASH and well-being.

48 | Table 9: Monitoring and evaluation plan for first year of implementation (2019-2020) Data Outputs of Responsibility JulyBaseline 2019 JuneTarget 2020 sources Frequencyreporting 6 Popular versions Indicators 0 3 MWDSEP Quarterly CFP 7 editions of the intranet, policy documents ODFSimplified Zambia website, of the major WASH Strategy, [1 per knowledge NUWSSP, document] management NRWSSP hub

Radio magazines & Conception, 0 6 Radio station Monthly CFP, Radio talk shows production programme Station Managers, Conception, and logs, production and broadcast of [1 monthly audience broadcast of one 1 educational broadcast] listener & MWDSEP/DPI radio feedback M&E Officers radio talk show on magazine surveys interactive (call-in) show on month for 6 months onWASH radio aired stations once ina once a month two provinces forWASH 6 months aired on radio stations in 2 provinces

0 6 Radio station Monthly CFP, Radio programme Station logs, Managers, [1 monthly audience broadcast] listenership & feedback MWDSEP/DPI surveys M&E Officers

Radio consultant Programme 0 1 Programme Monthly Radio consultant, development reports, Station managers specialist transmission hired to schedules, provide broadcast technical recordings assistance in programme development

8 Annual national Summit held 0 1 Event Quarterly CFP, Event management Management plan, Services WASH summit attendance Contractor register, event report Chapter 8: Chapter Strategic Objective – CAPACITY-BUILDING: To prepare and support the subnational WASH programme implementers 9by orienting them to BCC and the NWCS and equipping0 them with1 the knowledge andQuarterly skills to design, execute, and monitorcommunication WASH communication national plans. manual, technicalProvincial orientation WASH workshopFive-day attendanceTraining AdvisersCFP, WASH & training workshop register, Comm Technical framework and evaluation Monitoring participant evaluations, province3 WASH to workshop participateofficials per report

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Table 9: Monitoring and evaluation plan for first year of implementation (2019-2020) Data Outputs of Responsibility JulyBaseline 2019 JuneTarget 2020 sources Frequencyreporting 10 Indicators 0 2 Quarterly communication contracts, technicalProvincial advisers WASH AdvisersWASH Comm hired activityTOR, signed AdvisersCFP, WASH toTechnical support the reports, Comm Technical provinces and performance districts to evaluation implement the reports NWCS in the

11 Nationalfirst year 0 1 Research Quarterly CFP, MWDSEP/ sample Baseline evaluation baseline consultancy Research study to be contract,firm RFP, DPI M&E Officer, conducted in study 2019 proposal & consultancy firm methodology, research report, data set

50 | Chapter 9: Risks and mitigation measures

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Likelihood: 1=Low 2=Medium 3=High Impact: 1=Low 2=Medium 3=High Rating: Likelihood x Impact

Table 10: Risks and mitigation measures Risk Mitigation Measures Likelihood Impact Rating Limited capacity to implement the strategy 2 3 6 months of implementation Prioritize capacity development in the first 12

ofProvide the strategy for technical assistance during the first 12 months of implementation to support the roll-out Roll out the strategy in a phased approach starting with districts that have more advanced experience

3 3 9 inFocus implementing behaviour changeWASH activities interventions in a limited practices/behaviours number of hotspots, and build into the district Slow adoption of the recommended WASH communication plans mechanisms for learning and adaptation 2 3 6 Emphasize messages that demonstrate concrete high levels of knowledge but limited practice Information saturation leading to a paradox of generic information and specific behavioural procedures rather than

effective Emphasize how-to explanatory messages are more 2 1 2 of implementing the strategy utilizationLack of awareness, of sanitation or ineffectual facilities and inadequate Focus on awareness-creation in the initial phases enforcement, of by-laws meant to support the advocacy campaigns Target decision makers and technical leaders in Undertake formative research to ascertain the

extent of the awareness/information deficit on Failure by district councils to prioritize the 3 3 9 WASHReach out to local civic and traditional leaders as part of advocacy to promote prioritization of

strategy and WASH communication generally CanvassWASH communication for mainstreaming of communication

Sensitizewithin WASH district programming technocrats to shift from

alone activities and encourage an approach that approaching WASH communications as stand-

has them woven into regular WASH programming

52 | Annex 1: Purpose of the communication strategy

The purpose of the NWCS is to:

• articulate the national urban and rural water supply and sanitation programmes, the role of the impacted communities, and the strategies that can be used to carry out adherence to water supply and sanitation-related policies at the individual, community, and national levels

• delineate the communication channels and strategies available and behaviour change messages that can be disseminated to link the NUWSSP and NRWSSP policies to individual behavioural practices and advocacy activities

• identify the recommended strategies and package of activities for implementation through a broad partnership with line ministries, cooperating partners, media agencies, as well as non- governmental, faith-based, and community-based organizations in order to achieve maximum reach, sustainability, acceptability, and ownership

• establish links between NUWSSP and NRWSSP activities and WASH-related behaviour change activities as well as to incorporate and monitor WASH-related behaviour change messaging in all communication activities.

The expected outputs from the development of the NWCS are to:

• take stock of and assess the recent BCC developments in the WASH sector

• assess (current situation, consistency and alignment with the Vision 2030, national WASH programmes and institutional arrangements), update, and finalize the existing draft sanitation and hygiene BCC strategy into the NWCS

• set out a plan of action to enable actualization of the NWCS (summary of activities by year; plan of action for 2019–2030; plan of action and budget for the first 12 months upon launch)

• budget for the identified activities of the NWCS (broken down by year under the plan of action for 2019–2030)

Accordingly, this strategy has been developed as a continuation and finalization of a process that originally started with the Draft Communication Strategy for Advocacy, Information and Behaviour Change for the National Rural Water Supply and Sanitation Programme (NRWSSP) 2016–2030 (subsequently referred to herein as the NRWSSP communication strategy).

In revisiting the draft NRWSSP communication strategy, the aim was to: • update, retool, and assimilate the original draft within the scope of an expanded NWCS • integrate the communication and advocacy components of the NUWSSP and the ODF Zambia Strategy • incorporate emerging evidence on WASH conditions as well as KAP • align the new NWCS with the institutional reconfigurations of the WASH sector as reflected in the NRWSSP and the NUWSSP • maximize the capacities and resources available in MWDSEP and the sector at large • synchronize the efforts of the various players in the WASH sector • specify how actions and roles at the national and subnational levels will be linked • construct an overarching coordination mechanism.

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Annex 2: Strategy development process

The strategy was developed through a consultative process by tapping into the insights and expertise of WASH practitioners and service providers at the national and subnational levels, and the experiences and expectations of potential audiences in urban, peri-urban, and urban areas. This ensured that the strategy was grounded in evidence, responsive to Zambian realities, and informed by a broad consensus about the fundamental WASH problems and behavioural challenges that need to be tackled.

In addition to internal consultations within MWDSEP, a mix of methods was employed in developing the NWCS. In particular: • An inception meeting of the BCC TWG was convened on 18 December 2018 by MWDSEP. The 24 participants represented a diversity of WASH sector stakeholders. The meeting o reviewed the TOR/scope of work and clarified expectations o considered key issues raised in the inception report concerning the underlying conceptual framework for the strategy o appraised the proposed methodology and workplan for delivering the NWCS o discussed the attendant technical and operational issues o deliberated and agreed upon the foundational concepts. • Desk research was undertaken which involved a comprehensive review of the draft NRWSSP communication strategy and WASH-related information resources, documents, and grey literature. It also involved analyses of the WASH challenges and behaviours of interest to be addressed by the NWCS.

• A communications audit was carried out to take stock of the WASH communication products and resources available in the WASH sector as a whole.

• KIIs were conducted and consultative meetings were held with representatives of line ministries and government agencies, cooperating partners, commercial utilities, NGOs, academic/research institutions, the media, and the private sector.

• FGDs were conducted with WASH duty bearers (D-WASH committee members, community champions, EHTs, SAGs, and CHWs) in the Central Province districts of Kabwe, Chibombo, and Chisamba, and with community mobilizers in Mtendere, a peri-urban area compound Lusaka City.

• A framing workshop was organized as a platform for stakeholders to collectively contribute to the conceptualization and design of the NWCS. The participants reviewed the evidence, gleaned deeper insights into the behaviours that needed to be addressed, and came up with recommendations. The workshop, which was attended by 65 participants representing a broad spectrum of stakeholders at the national and provincial levels, set out to: o Appraise the evidence on knowledge, attitudes, practices, and behaviours associated with the current state of WASH in Zambia o Assess and take stock of the situation of WASH and WASH communications in Zambia o Identify the behaviours of interest and communication objectives that the WASH communication strategy should prioritize and focus on o Discuss the theory of change and SBCC model that will underpin the WASH communication strategy o Map the audience landscape for WASH communication in light of the available evidence on WASH in different behavioural domains – individual, household, community, institutional, and social o Consider mechanisms for intersectoral coordination of the WASH communication strategy and integration of the different facets of WASH.

54 | Annex 3: Guiding principles

The principles guided for the design and implementation of the NWCS are:

• Evidence-based approach: Evidence is the bedrock of the NWCS. The implementers of the strategy will regularly keep an eye on the emerging evidence and, whenever appropriate and feasible, undertake original research to inform programming decisions and to monitor, learn, and improve the communication interventions and activities. Similarly, the development of messages and IEC products will, as necessary and whenever possible, be grounded in formative research and include piloting or pre-testing with relevant audiences.

• Dynamic environment: Given that the communication environment and behavioural contexts are constantly changing, implementation of WASH behaviour change activities will require continuous feedback and information about the evolving realities. Accomplishments and challenges will be considered as they arise and will be analysed to inform the direction of communication activities on an ongoing basis.

• Audience-driven approach: The strategy will focus on specified audiences with activities, content, and messages tailored to the needs of particular population groups their stage of behaviour change vis-à-vis specific WASH behaviours of interest. It is crucial that the implementers of the NWCS carry out periodical audience research to keep abreast of the population’s perceptions in regard to WASH-related norms and services and to adjust the interventions and activities accordingly.

• Stakeholder participation: The NWCS is a multi-stakeholder undertaking and the participation of all sector actors is critical to its success. The configuration of the strategy by way of behavioural domains will give stakeholders entry points that will enable them to participate in implementing aspects of the strategy which they are best placed to do. The national WASH TWG will serve as a community of practice and learning platform for stakeholders to share knowledge, exchange ideas, track feedback, guide implementation, and monitor activities at every level. It will be especially crucial to understand and respect the community power structures in the areas where activities are to be implemented.

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Annex 4:

Key players in Key the WSSplayers Sector in water supply and sanitation Overall responsibility for WSS: MINISTRY OF WATER DEVELOPMENT, SANITATION AND ENVIRONMENTAL PROTECTION Policy, regulatory Water service providers Line ministries and Institutions & and coordination agencies agencies with an institutions indirect roles Commercial Local utilities authorities National Water and Lusaka WSC Central Ministry of National Sanitation Council Province Development Planning Ministry of Health Water Resources Nkana WSC Copperbelt Ministry of General Ministry of Community Management Authority Province Education Development and Social Services Zambia Environmental Eastern Ministry of Local Ministry of Finance Management Authority Province Government Kafubu WSC Mulonga WSC Luapula Central Statistical Standards Province Zambia Bureau of DevelopmentMinistry of Housing National Council for Lukanga WSC Lusaka Province Ministryand Infrastructure of Chiefs and Office Construction Independent Traditional Affairs Broadcasting Authority National Planning Southern WSC Muchinga Ministry of Zambia National (IBA) Authority Province Corporation Information and Broadcasting Zambia Public Chambeshi WSC Northern Zambia National Broadcasting Services Procurement Authority Province North WSC Information Service Province North-Western Eastern WSC Southern Province Western WSC Western Province Luapula WSC

Ministry of Water and Environment (MWE), Zambia Annual Joint Water, Sanitation and Environ- ment Sector Review – 2018 Final Report, January 2019. Chinyama, Joyce. et al.,Menstrual hygiene management in rural schools of Zambia: a descriptive study of knowledge, experiences and challenges faced by schoolgirls,2019, Centre for Infectious Diseases and Research in Zambia; UNICEF, Zambia; Department of Public Health, Section of Health promotion, School of Medicine, University of Zambia. BMC Public Health available ath- ttps://doi.org/10.1186/s12889-018-6360-2 UNICEF and WHO, Joint Monitoring Programme, 2019, available at: https://washdata.org/data/ household#!/(filter for Zambia). Central Statistical Office (CSO) 2015 Living Conditions Monitoring Survey Report, Lusaka, No- vember 2016.

56 | Annex 5:

Pestle analysisPESTLE analysisof WASH of WASH communication communication FACTORS IMPLICATIONS FOR WASH COMMUNICATION POLITICAL The national long-term Vision 2030 reflects “the collective One of the socioeconomic development objectives for understanding, aspirations and determination of the attaining middle-income status as articulated in Vision Zambian people to be a prosperous middle-income 2030 is, “To provide secure access to safe potable water nation.” This commitment has been binding for all sources and improved sanitation facilities to 100 per cent successive governments since 2006 when Vision 2030 was of the population in both urban and rural areas.” Similarly, inaugurated. this objective is the rallying point for the WASH commu- nication strategy, which is designed to contribute to its achievement over the next decade. The Seventh National Development Plan 2017–2021 The WASH communication strategy has an in-built mech- promotes an integrated and multi-sectoral approach to anism for multi-sectoral coordination by ensuring linkages planning guided by the theme, “Accelerating development with allied sectors that have a direct impact on WASH efforts towards the Vision 2030 without leaving anyone outcomes for the population, notably health, education, behind.” local government and housing, among others. ECONOMIC There has been tremendous progress in the operations Inadequate funding for investment has hampered im- of UWSS systems since the sector reforms of the 1990s, provements in and access to urban WSS services and in particular the formation of commercial utilities, which infrastructure. This impacts people’s capability to practice are the main providers of water and sewerage services in the recommended WASH behaviours. urban areas. About 5.97 million people live in the service areas covered by the commercial utilities. However, just five out of 11 commercial utilities had positive net profit margins in 2017, nevertheless an improvement from 2014 when only one was profitable.2 SOCIAL The inadequacy of sanitation facilities in schools The connection between MHM and sanitation condi- contributes to the high absenteeism and school dropout tions in schools and the impact on educational outcomes rates especially during girls’ menstruation.3 among girls in particular needs to come out boldly in WASH advocacy messaging. There is significant variation in access to safe water and Communication interventions to address behavioural sanitation between urban and rural areas. For example, the barriers associated with WASH should pay attention to proportion of the population with ‘improved’ sanitation in the peculiarities of urban and rural areas and the unique rural areas in 2015 was 25 % compared to 69 % in urban circumstances of particular provinces that are lagging areas, while the statistics for ‘improved’ drinking water beyond their counterparts. sources were 52 % and 90 % urban.4 At the provincial level, Lusaka had the highest proportion of households with access to safe water (96 %) while Northern had the lowest (30.8 %).5 There are many NGOs working in the WASH sector. While, Coordination is equally vital for effective implementation at the policy level, stakeholders agree on the overall of WASH communication initiatives. A robust coordina- direction, competition at the operational level may tion mechanism is essential to ensure constant flow of adversely affect cooperation and sharing of experiences information and to eliminate communication gaps among and knowledge among sector stakeholders. At the district decision makers and implementers on the ground. level, NGOs often embark on water provision without consulting or coordinating with the local authorities. Zambia has one of the highest proportions of its population Urban rural migration is gradually blurring the lines be- living in urban areas in sub-Saharan Africa. The peri-urban tween urban and rural lifestyles, with peri-urban popula- (informal housing) areas in all of the Zambian towns tions manifesting many of the features of mindsets that and cities have grown considerably in recent years and typically used to be associated with rural communities. constitute about 25 % of the population in small towns and Planning for WASH communication will need to isolate up to 60 % in large towns and cities.6 and target behaviours and audiences that may not fit the conventional profile of a rural or urban-dweller.

| 57 Zambia National Water, Sanitation and Hygiene (WASH) Communication Strategy 2019–2030 | First Edition

TECHNOLOGICAL It is estimated that only about 10 % of urban areas in Messaging for WASH advocacy will need to draw atten- Zambia are serviced for solid waste collection. Also, tion to the measures and actions at the policy level that deficient or non-existent drainage systems for storm water need to be taken to improve the enabling environment for and grey water contribute substantially to the unhealthy WASH behaviour change. living conditions and incidents of malaria in densely populated urban areas.7 LEGAL (including Governance, Policy, Regulation) Creation of the Ministry of Water Development, Sanitation, The responsibility for all core WASH functions and man- and Environmental Protection by Gazette Notice No. 836 dates that were previously dispersed among various minis- of 18 November 2016; and forming a Department of Water tries and entities is now consolidated under one ministry, Supply and Sanitation within the MWDSEP and upgrading it thus laying the ground for more seamless coordination of from a unit under the previous set-up. the sector.

Having the primary subject matter expertise on WASH un- der one roof will facilitate the mainstreaming of behaviour change and communication interventions in the national urban and rural WSS programmes. The development of the NUWSSP and the NRWSSP have The NUWSSP and NRWSSP serve as single reference policy provided coherent sets of institutional and sector support documents for WASH programme implementers and inter- activities aimed at facilitating the provision of WSS services ested parties (government, private sector, NGOs, devel- to the Zambian population. opment and cooperating partners, the general public) on urban and rural WSS interventions to support the socio- economic development of Zambia. The ODF Zambia strategy 2018–2030, the NRWSSP 2016– These instruments together provide clarity about the 2030, the NUWSSP 2011–2030, the regulatory instruments GRZ’s direction in pursuit of its WASH ambitions, thereby for on-site sanitation and for RWSS, and the integrated signalling the key policy asks that will be incorporated in M&E framework for the water sector are all in place. the WASH communication strategy.

ENVIRONMENTAL Over 80 % of all diseases in Zambia are environmental and The connection between safe WSS and human health related to water and sanitation. and well-being, on the one hand, and economic produc- tivity, on the other, needs to come out strongly in WASH advocacy messaging in making the case for holistic WASH interventions.

58 | Annex 6:

ZAMBIA’S WASH agenda and the SDGs GOAL TARGETZambia’s WASH agenda and the SDGS SDG 6: Clean Water and Sanitation Goal 6.1

Goal 6.2 By 2030, achieve universal and equitable access to safe and affordable drinking water for all. defecation, paying special attention to the needs of women and girls and those in vulnerable situations.By 2030, achieve access to adequate and equitable sanitation and hygiene for all, and end open

Goal 6.3 release of hazardous chemicals and materials, halving the proportion of untreated wastewater, and increasingBy 2030, improve recycling water and qualitysafe reuse. by reducing pollution, eliminating dumping and minimizing

withdrawals and supply of fresh water to address water scarcity, and substantially reduce the numberBy 2030, of substantially people suffering increase from water-use water scarcity. efficiency across all sectors and ensure sustainable Goal 6.4 Goal 6.5 transboundary cooperation as appropriate. By 2030 implement integrated water resources management at all levels, including through Goal 6.6 By 2020 protect and restore water-related ecosystems, including mountains, forests, wetlands, rivers, aquifers and lakes. Goal 6.a By 2030, expand international cooperation and capacity-building support to developing countries in water and sanitation-related activities and programmes, including water harvesting, desalination, waterSupport efficiency, and strengthen wastewater the participation treatment, recycling of local communitiesand reuse technologies. for improving water and sanitation Goal 6.b management.

GoalSDG 11:11.6 Make Cities and Human Settlements Inclusive, Safe, Resilient and Sustainable By 2030, reduce the adverse per capita environmental impact of cities, including by paying special SDG 12: Ensure Sustainableattention to Consumption air quality and and municipal Production and Patterns other waste management.

Goal 12.5 Source: https://sustainabledevelopment.un.org/sdg6 By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.

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Annex 7: List of provinces and districts of Zambia

Central Province Copperbelt Province Eastern Province Luapula Province Lusaka Province Reference list of provinces and districts of Zambia (as at January 2019)

1. Chibombo[11 districts] 12. Chililabombwe[11 districts] 23. Chadiza[14 districts] 37. Chembe[12 districts] 49. Chilanga[8 districts] 2. Chisamba 13. Chingola 24. Chasefu 38. Chiengi 50. Chirundu 3. Chitambo 14. 25. Chipangali 39. Chifunabuli 51. Chongwe 4. 15. 26. Chipata 40. Chipili 52. Kalulushi 5. 16. Luanshya 27. 41. 53. Luangwa Itezhi-Tezhi Kitwe Kafue 6. 17. Lufwanyama 28. 42. Lunga 54. Lusaka Kabwe Kasenengwa Kawambwa 7. Luano 18. Masaiti 29. Lumezi 43. Mansa 55. Rufunsa Kapiri Mposhi Katete 8. Mkushi 19. Mpongwe 30. Lundazi 44. Milenge 56. 9. Mumbwa 20. Mufulira 31. Mambwe 45. Mwansabombwe Shibuyunji 10. Ngabwe 21. Ndola 32. Lusangazi 46. Mwense 11. 22. Chambishi 33. Nyimba 47. Nchelenge 34. Petauke 48. Samfya Serenje 35. Sinda 36. Muchinga Province Northern Province Southern Province Western Province Vubwi North-Western Province 57. [10Chama districts] 67. [12Chilubi districts] 79. Chavuma[11 districts] 90. [13Chikankata districts] 103. [16 districts] 58. Chinsali 68. 80. 91. Choma 104. Kalabo 59. Chilinda 69. 81. 92. Gwembe 105. Limulunga Kaputa Ikelenge Kaoma 60. 70. Lunte 82. 93. 106. Luampa Kasama Kabompo 61. 71. Lupososhi 83. 94. 107. Lukulu Isoka Kasempa Kalomo 62. Lavushimanda 72. Luwingu 84. Manyinga 95. Livingstone 108. Mitete Kanchibiya Kalumbila Kazungula 63. 73. Mbala 85. Mufumbwe 96. Mazabuka 109. Mongu 64. Mpika 74. Mporokoso 86. Mushindano 97. Monze 110. Mulobezi Mafinga 65. Nakonde 75. Mpulungu 87. Mwinilunga 98. Namwala 111. Mwandi 66. 76. Mungwi 88. Solwezi 99. Pemba 112. Nalolo 77. Nsama 89. Zambezi 100. Siavonga 113. Nkeyema Shiwang’andu 78. Senga 101. Sinazongwe 114. Senanga 102. Zimba 115. Sesheke 116. 117. Sikongo Shang’ombo 118. Sioma

60 | Annex 8:

WASH Behaviours Behavioural of interest – WATER analysis SUPPLY matrices RECOMMENDED PRACTICES PROBLEM BEHAVIOURS AND MESSAGE THEMES Consumers and community members/leaders:

Non-payment of water bills Start paying for water/bills / timely payment

Illegal connections Acquire water connection through proper procedures;

Use of unsafe water sources Start using safe water sources / treat their water before use. Timely reporting and maintenance of leaking pipes; Non-reporting of water leakages Protect public assets from destruction; Do not vandalize water Vandalism of water supply infrastructure supply infrastructure

Not paying for operation and maintenance of Start paying for operation and maintenance of equipment in equipment in rural and peri-urban rural and peri-urban areas

Lack of a sense of ownership of public assets Believe that public assets are theirs to serve them

POLICY ASKS (ENABLING MEASURES/ACTIONS):

• Service providers and commercial utilities: Consistent supply of safe water; Timely and correct billing of consumers; Furnish all consumers in the service area with an appropriate type of safe water supply (at least a water kiosk). “Providers have to consider this obligation and have to take steps in order to fulfil this requirement.” [NUWSSP, p. 70]; Provide individual connections (ICs) for all residential houses, institutions, commercial establishments and industry after request by the proprietor when technically and economically feasible. “ICs will be encouraged in all urban areas and all ICs shall be metered.” [NUWSSP, p. 70]

• Law enforcement: Stop vandalism and prosecute perpetrators

• Programme implementers: Empower community members with appropriate knowledge and skills for operation and maintenance of water facilities

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WASH Behaviours of interest – HOUSEHOLD WATER RECOMMENDED PRACTICES PROBLEM BEHAVIOURS AND MESSAGE THEMES Not treating water appropriately (boil, add chlorine, filter, Treat water to prevent infections; Use chlorine or other solar proven purifiers/techniques to treat water; Treat all water Not purifying household water or purifying water only likely to be consumed; Avoid contamination; Hygienic for consumption e.g. drinking water and not for other washing of water containers e.g. cleaning of the outside household purposes e.g. washing dishes/utensils, of the storage container, particularly the container mouth vegetables, brushing teeth and cover; cleaning the inside with soap and not using (82% of rural households do not treat or boil their drinking unwashed hands or rags to wipe inside the container, filling water) [LCMS, 2015] the container without contamination from hands, covering the container before and during transportation; Hygienic 66.4% of urban households do not treat or boil their storage and use of water e.g. raising the container to keep it drinking water [LCMS, 2015]) away from small children, insects, and animals, covering the container at all times, pouring the water into a clean vessel or drinking utensil before use

Use of unimproved/unprotected sources for drinking water Stop using unimproved/unprotected sources of drinking water

Storing drinking water in open containers/buckets Start storing drinking water in closed containers especially in households that depend for their supply on water vendors and kiosks

POLICY ASKS (ENABLING MEASURES/ACTIONS):

Programme implementers: Increase knowledge and skills of community members on household water treatment and safe water-use

WASH Behaviours of interest – SANITATION

RECOMMENDED PRACTICES PROBLEM BEHAVIOURS AND MESSAGE THEMES Discharge of faecal sludge collected from on-site sanitation Households to stop discharging of faecal sludge from their systems into lanes, drainage ditches, open urban spaces, on-site sanitation systems into lanes, drainages, open urban streams, etc. spaces, stream, etc.

Vandalism of sewer lines which results in raw sewage Communities to stop vandalizing sewer lines. flowing into the environment and public spaces.

Unsafe and unhygienic disposal of faeces/excreta Consistent fixed point defecation and use of on-site, hygienic sanitation facilities for example, latrines; improvements to existing latrines to prevent leakage, seeping, or flooding into the environment; ensure security/privacy of sanitation facilities for women and girls; provide inclusive sanitation facilities for vulnerable groups.

62 | POLICY ASKS (ENABLING MEASURES/ACTIONS): • Policymakers: Provide information and guidelines on safe, hygienic, and feasible/affordable improvements e.g. different latrine design options that address the geophysical characteristics of the respective area • Programme implementers: Raise awareness and increase knowledge on (provision of) formal on-site sanitation; equip community members with appropriate knowledge and skills in the construction and maintenance of safe household and public toilets/latrines; programme implementers: provide core-urban, peri-urban, and rural dwellers with information on available technological options to enable them make informed decisions about their sanitation needs. • Ministry of General Education: Ensure provision of improved sanitation facilities in schools/learning institutions that are functional, single-sex, usable, and private. • Local Authorities: Ensure that safe collection, transport, treatment and disposal of faecal sludge from all septic tanks and those latrines from which the owner wants to remove the sludge are integral and mandatory components of the sanitation system in each town; enforce planning and housing regulations to ensure adequate space to build proper sanitation facilities; enforce measures to ensure access to sanitation facilities (household, institutional, public places and shared facilities); create public awareness of on-site sanitation standard; enact and enforce effective by-laws to promote utilization of sanitation facilities and to sanction offenders; institute mechanisms to effectively monitor faecal sludge haulage and disposal

WASH Behaviours of interest – HYGIENE RECOMMENDED PRACTICES PROBLEM BEHAVIOURS AND MESSAGE THEMES Not washing hands with soap and water at critical junctures Masses: Consistent handwashing with water and soap i.e. after defecation, before handling and preparing food, before preparing or eating food and after defecating before eating, before breastfeeding and/or feeding a child or infirmed individual, after cleaning an infant’s faeces Parents and caregivers of infants and young children: consistent handwashing with water and soap after cleaning an infant’s faeces and before feeding an infant; ensure children consistently use latrines; disposal of faeces and wiping material in a household latrine or in a customized container (for example, a potty) which is then emptied into the household latrine and hygienically washed in order for the wastewater not to further contaminate the environment Chop bar operators, butchers and meat sellers, food vendors, restaurants: Consistent and correct handwashing at critical junctures i.e. after defecation, before handling and preparing food

Lack/limited of sanitary pads for girls Parents and guardians of girls: Provide sanitary pads to girls during menstruation and support them to go to school during the menstrual cycle

Careless disposal of menstrual pads For menstruating girls/schoolgirls: Use clean cloths or menstrual pads, changed as needed; dispose of pads or rags hygienically, or bury them as an alternative; wash menstrual rags frequently and dry them in the sun POLICY ASKS (ENABLING MEASURES/ACTIONS): • School authorities: Supervised group handwashing with soap and water; provide adequate and clean sanitary facilities that are gender-friendly and well sited; provide MHM-friendly facilities with lockable doors for privacy and disposal facilities for used menstrual materials • Community leaders and health workers: Take measures to ensure that handwashing becomes habitual and is practised consistently at critical junctures; ensure that every household, school, HCF, has a handwashing facility on its premises • Leaders and policymakers: Offer MHM-friendly services such as emergency pads; focus on and reinforce the roles of female parents/guardians, traditional leaders, teachers, and boys in supporting girls to cope with the difficulties faced during menstruation, especially supporting and encouraging girls to keep attending school • Programme implementers in institutions and communities: Provide messages that demonstrate concrete and specific handwashing procedures rather than generic information on the benefits of handwashing (how-to explanatory messages are more effective because while knowledge is high, practice is limited)

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WASH behaviours of interest – SOLID WASTE MANAGEMENT

PROBLEM BEHAVIOURS RECOMMENDED PRACTICES AND MESSAGE THEMES Poor/no separation of waste at household level Property owners and managers: Provide space for safe storage of household waste until it is collected; provide Throwing solid waste in pit latrines and open drains means for separation of household waste and encourage tenants to separate their waste Illegal dumping due to absence of proper landfill sites

Unsafe collection, handling, and destruction of hazardous waste from HCFs and industry

Flushing down materials that should not be disposed of in toilets and latrines e.g. bottles, plastics POLICY ASKS (ENABLING MEASURES/ACTIONS): • Local authorities: Enact and enforce the relevant statutory instruments for SWM • Commercial utilities and urban/peri-urban local authorities: Invest in and encourage private sector investment in solid waste collection services • Local authorities: Institute faecal sludge management measures to prevent the risk of contamination of water resources and outbreak of waterborne diseases such as cholera especially in low-income peri-urban areas and rural growth centres

WASH behaviours of interest – OPEN DEFECATION RECOMMENDED PRACTICES PROBLEM BEHAVIOURS AND MESSAGE THEMES Defecating in the open Households: Gradually upgrade toilet facilities Poor handling of children’s faeces (superstructure/squat holes); train children to use toilets (with a suitably sized hole); adhere to regular disposal of child faeces into toilets Communities: Stop open defecation; build permanent Not constructing toilets toilets/latrines with a provision for emptying

POLICY ASKS (ENABLING MEASURES/ACTIONS): • Policymakers: Provide access to appropriate and affordable sanitation technologies and innovations • Community leaders, local leaders and duty bearers: Triggering and sensitization on the dangers of open defecation • Programme implementers: Engage traditional/religious/civic leaders to build support for the roll-out of CLTS; motivate communities to practice fixed‐point defecation and to invest in and use improved latrines; train front-line community workers to improve their understanding of ODF criteria and monitoring requirements

64 | Annex 9:

A. Social inclusion The essence Cross-cutting of social inclusion isissues to constructively accommodate the needs and interests of population segments who suffer most from the impacts that arise due to lack of access, or because of barriers, to op- portunities, resources, and the means to lead healthy and productive lives. In design and implementation, the NWCS will pay particular attention to people with disabilities, women, and children, especially girls who are largely responsible for domestic water supply and sanitation. The NWCS will ensure that all marginalized population groups are provided with opportunities to raise their concerns and preferences and are enabled to participate in decision-making on all aspects WASH in rural, peri-urban, and urban settings.

B. Gender mainstreaming and gender equality According to Zambia’s National Gender Policy, “gender mainstreaming ensures women, men, girls and boys benefit equally from the development process by highlighting the impacts of policies, programmes and laws on the real situation of women, men, girls and boys,” while “gender equality denotes women having the same opportunities in life as men, including the ability to participate in the public sphere.”80 These principles are woven into the 7NDP and the GRZ plans to pursue them by, among other things, engendering policies, plans, programmes, projects, activities, and budgets. Similarly, SDG target 5.5 aims to “ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life.”81 The NWCS will ensure that the planning, design, and implementation of commu- nication interventions pro-actively and consistently include females, give them a voice, and pay attention to their unique needs. For example, community dialogues guidelines will require equal representation of wom- en and men as participants. Radio programmes will be scheduled to ensure that the timing is favourable to women.

C. HIV and AIDS The GRZ WSS programmes are obliged to support measures aimed at mitigating the impact of HIV/AIDS. People living with HIV/AIDS require more water to ensure hygiene and reduce the risk of waterborne diseases, and caregivers may have to spend extra time in collecting water for family members living with HIV/ AIDS.82 The needs of people living with HIV/AIDS will receive special attention. Access to safe water and good sanitary conditions are known to significantly improve the quality of life of people living with HIV/AIDS by reducing their susceptibility to infections arising from contaminated water and poor sanitation and hygiene. For instance, diarrhoea which is common among people with HIV/AIDS requires access to sanitary toilet facilities and substantial volumes of water to maintain personal hygiene and to keep their living environment hygienic. This is only possible with regular supply of water and convenient access to sanitation facilities of a good standard.

D. Water security Water security, according to the United Nations, is the capacity of a population to safeguard sustainable access to adequate quantities of acceptable quality water for sustaining livelihoods, human well-being, and socioeconomic development, for ensuring protection against waterborne pollution and water-related disas- ters, and for preserving ecosystems in a climate of peace and political stability.

Climate change and variability, as well as human activities such as migration, urbanization, and industrial- ization in watersheds and water recharge sites make water security critical to Zambia’s WSS programmes in both rural and urban areas. Access to and investments in WSS are affected by the availability and quality of water sources, which in turn have an impact on the quality of hygiene and well-being of water users. The coordination mechanism proposed in the NWCS underlines the importance of harmonization among the different entities under MWDSEP’s jurisdiction which are responsible for water resources management and regulation (WARMA), development of water infrastructure (DWRD), and regulation of service provision (NWASCO). By coordinating the activities of all these entities and line ministries such as the MLGH which oversees local authorities that serve the water needs of provincial populations, the MWDSEP ensures that their activities have no adverse impact on the quality and availability of water.

80 National Gender Policy 2014 81 https://www.un.org/sustainabledevelopment/gender-equality/ 82 Ministry of Gender and Child Development (MOG) ... September 2014, p. vi.

National Rural Water Supply and Sanitation Programme 2016-2030, p. 19. | 65

Ministry of Water Development, Sanitation and Environmental Protection Mukuba Pension House P. O. Box 50288 Lusaka

Phone: (260-211) 235359 Email: [email protected]