Regional and Technical Cooperation Division

ZAMBIA:
LUSAKA URBAN
PROFILE

1
 PARTICIPATORY SLUM UPGRADING PROGRAMME IN
AFRICAN, CARIBBEAN AND PACIFIC COUNTRIES
ZAMBIA: LUSAKA URBAN SECTOR PROFILE
Copyright © United Nations Human Settlements Programme (UN-HABITAT), 2007

All rights reserved

United Nations Human Settlements Programme publications can be obtained from
UN-HABITAT Regional and Information Oices or directly from:
P.O.Box 30030, GPO 00100 Nairobi, Kenya.
Fax: + (254 20) 762 4266/7
E-mail: [email protected]
Website: http://www.unhabitat.org

his Lusaka report and project was prepared and managed by Kangwa Chama, Rueben Lifuka, Monica Masonga,
Daniel Phiri elaborating on information collected by the Lusaka City Council and through interviews with key
urban actors in Lusaka. Further, the team was assisted by the following individuals: Levy Mkandawie, Louis Chi-
pepo, Mwiche Kabwe, Manze Wachila, Michael Kabungo, Mizael Banda, Michael Mutale, Muntungwa Mugala,
Peter Nsombo, Malambo Moonga, Flolics Kasumbalesa, Kelvin Mumbi, Maggie Ngoma and Bornwell Matawe.
HS/960/07E
ISBN 978-92-113-1959-0
Printing: UNON, Publishing Services Section, Nairobi, ISO 14001:2004-certiied

DISCLAIMER
he designation employed and the presentation of the material in this publication do not imply the expres-
sion of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal sta-
tus of any country, territory, city or area, or of its authorities, or concerning delimitation of its frontiers or
boundaries, or regarding its economic system or degree of development. he analysis, conclusions and rec-
ommendations of the report do not necessarily relect the views of the United Nations Human Settlements
Programme (UN-HABITAT), the Governing Council of UN-HABITAT or its Member States. Excerpts
from this publication may be reproduced without authorisation, on condition that the source is indicated.

ACKNOWLEDGEMENTS
Design and Layout: Felix Zeiske and Kerstin Sommer
Printing: UNON, Publishing Services Section, Nairobi, ISO 14001:2004-certiied

2
 ZAMBIA:
LUSAKA URBAN
PROFILE

UNITED NATIONS HUMAN SETTLEMENTS PROGRAMME

REGIONAL AND TECHNICAL COOPERATION DIVISION

TABLE OF CONTENTS
FOREWORD 4
EXECUTIVE SUMMARY 6
BACKGROUND 8
LUSAKA CITY PROFILE: GOVERNANCE 15
LUSAKA CITY PROFILE: SLUMS 18
LUSAKA CITY PROFILE: GENDER AND HIV/AIDS 20
LUSAKA CITY PROFILE: ENVIRONMENT 22
PROJECT PROPOSALS URBAN SECTOR 25
GOVERNANCE 27
SLUMS 30
GENDER AND HIV/AIDS 33
ENVIRONMENT 36

3
 FOREWORD

he annual urban growth the Urban Environment Section, the Global

rate in Sub-Saharan Africa Urban Observatory, the Shelter Branch, the Urban
is almost 5 percent twice as Governance Unit, the Gender Policy Unit, the
high as in Latin America and Environment Unit and the Training and Capacity
Asia. It also has the world’s Building Branch. his new corporate approach is known
largest proportion of urban as Rapid Urban Sector Profiling for Sustainability. he
residents living in slums, implementation of the Urban Proiling was launched
which today are home to thanks to contributions from the Governments of Italy,
72 percent of urban Africa’s Belgium and the Netherlands. Today, UN-HABITAT is
citizens representing a total conducting city proiles in 18 new countries as part of
of some 187 million people. the Participatory Slum Upgrading Programme inanced
As more and more people by EuropeAid and its Intra-ACP fund. Also, Ethiopia, as
seek a better life in towns well as 12 other African countries, are going to develop
and cities, the urban slum population in Africa is action plans for selected priority proposals presented in
projected to double every 15 years in a process known this document, the second phase of the new programme.
as the urbanisation of poverty. African cities are thus he idea behind the urban proiling is to help formulate
confronted in the new Millennium with the problem of urban poverty reduction policies at the local, national
accommodating the rapidly growing urban populations and regional levels through a rapid, participatory,
in inclusive cities, providing them with adequate shelter crosscutting, holistic and action-orientated assessment
and basic urban services, while ensuring environmental of needs. It is also aimed at enhancing dialogue,
sustainability, as well as enhancing economic growth awareness of opportunities and challenges aiming at
and development. identifying response mechanisms as a contribution to
the implementation of the MDGs.
UN-HABITAT is the lead agency for implementation
of Millennium Development Goal (MDG) 7, Target 10 he approach addresses four main themes: governance,
(reducing by half the number of people without sustainable slums, gender and HIV/AIDS and environment. It
access to safe drinking water), and Target 11 (achieving seeks to build a national proile, and three settlements
significant improvement in the lives of at least 100 million representing the capital or a large city, a medium-sized
slum dwellers by 2020). city, and a small town. he proiles ofer an overview of
the urban situation in each participating city through
As part of our drive to address this crisis, UN-
a series of interviews with key urban actors. his is
HABITAT is working with the European Commission
followed by a city consultation where priorities are
(EC) to support sustainable urban development in
agreed. City-level indings provide input for the national
African, Caribbean and Paciic (ACP) countries. Given
proiling that is combined with a national assessment of
the urgent and diverse needs, the agency found it
institutional, legislative, inancial and overall enabling
necessary to develop a tool for rapid assessment to guide
frameworks and response mechanisms. he proiles at
immediate, mid- and long-term interventions.
all levels result in supporting the formation of city and
FOREWORD -EXECUTIVE DIRECTOR

In 2004, UN-HABITAT’s Regional Oice for Africa and national strategies and policy development. Additionally,
the Arab States took the initiative to develop the approach the proiling facilitates sub-regional analyses, strategies
for application in over 20 countries. his was achieved in and common policies through identiication of
collaboration with other departments within the common needs and priorities at the sub-regional level.
agency – the Urban Development Branch with his provides guidance to international external support

44
agencies in the development of their responses in the I would like to wish the Lusaka City Councillors,
form of capacity building tools. Kangwa Chama, Rueben Lifuka, Monica Masonga,
Daniel Phiri elaborating on information collected by the
In Zambia, the proiling was undertaken under the
Lusaka City Council and through interviews with key
leadership of national and local authorities. his
urban actors in Lusaka. Further, the team was assisted
initiative has been carried out locally as well as
by the following individuals: Levy Mkandawie, Louis
nationally. he Lusaka Urban Proile focuses on the
Chipepo, Mwiche Kabwe, Manze Wachila, Michael
indings of a desk-study, interviews with key actors,
Kabungo, Mizael Banda, Michael Mutale, Muntungwa
and country-wide consultations with key urban
Mugala, Peter Nsombo, Malambo Moonga, Flolics
actors and institutions. Consultation participants
Kasumbalesa, Kelvin Mumbi, Maggie Ngoma,
agreed to address the salient urban issues including
Bornwell Matawe and all those who have participated
poverty, insecurity, corruption, pollution and crime
in and supported this initiative every success in its
- all problems that negatively afect investments and
implementation. I also look forward to supporting
economic development. A consensus was reached on
further their eforts in the development of Lusaka.
priority interventions in the form of programme and
project proposals to be implemented.
I wish to acknowledge the contributions of Mr.
Mohamed El Sioui, who developed the urban proiling
concept of, Alain Grimard who is the Programme
Manager and Kerstin Sommer who is coordinating
activities. I also wish to cite those members of staf for
their role in helping produce this report. hey include
Alioune Badiane, David Kithakye, Clarissa Augustinus, Anna Kajumulo Tibaijuka
Mohamed Halfani, Lucia Kiwala, Eduardo Moreno, Raf Under-Secretary-General of the United Nations,
Tuts, Gulelat Kebede, Gora Mboup, Raakel Syrjanen and Executive Director, UN-HABITAT
and Felix Zeiske.

FOREWORD -EXECUTIVE DIRECTOR

5 5
 EXECUTIVE SUMMARY

INTRODUCTION GOVERNANCE
he Urban Proiling is a rapid and action-oriented he main governance issues in the city result from
urban assessment of needs and capacity-building a weak local government system unable to deliver
gaps at national and local levels. It is currently being services to the people as per its mandate. Inadequate
implemented in over 20 countries in Africa and the Arab delivery of services is mainly a result of poor resource
states. he Urban Proiling uses a structured approach mobilisation and utilisation. he poor resource base of
where priority interventions are agreed upon through a the council is also a result of the government’s policy
consultative process. he Urban Proiling methodology of centralising the control and management of national
consists of three phases: (1) a rapid participatory resources. he inability of the Lusaka City Council
urban proiling at national and local levels focusing on (LCC) deliver services to the residents has undermined
governance, slums, gender, and environment, as well as its credibility and esteem. Highly qualiied or trained
proposed interventions; (2) detailed priority proposals; people are reluctant to work for the LCC and other
and (3) project implementation. he Urban Proiling local authorities. Most residents have also lost interest
in Zambia encompasses proiles of Lusaka, Kitwe, in the afairs of the city. hey are often loath to pay
and Livingstone, each published as a separate report. levies, user charges, and even rates, because they cannot
his is the Lusaka report and it constitutes a general see any beneits arise from these payments.
background, a synthesis of the four themes – governance,
slums, gender and HIV/AIDS, and environment – and
priority project proposals. SLUMS
In Lusaka, squatter settlements are partly a post-
independence phenomenon caused by the exodus to
BACKGROUND urban areas of rural people who hitherto had been
Lusaka is the capital city of Zambia. It dominates the contained only by colonial restriction of movement and
country’s urban system and accounts for 32 percent of strict policing, although there were sizeable squatter
the total urban population in the country. Planning for settlements within and adjacent to the capital city
Lusaka has been inadequate due to insuicient resources many years before independence. Over 35 unplanned
at the Lusaka City Council (LCC). Major problems in settlements have been regularised as “Improvement
the city include the lack of serviced land, speculation Areas”, but the challenges remain enormous. Squatter
on land, complex procedures and poor record keeping settlements are expanding faster than the rest of the city.
regarding land ownership and land use, inadequate hey are generally characterised by inadequate shelter, a
human resources, the slow pace in issuing security of lack of services, and inadequate waste management. Lack
land tenure, the failure of master planning, an increase of essential infrastructure and inadequate access to clean
in illegal settlements, and political interference in land water and safe sanitation facilities and services make the
allocation. residents of unplanned urban settlements vulnerable to
epidemics. Secure tenure must be provided for residents
he city of Lusaka is 1280 meters above sea level. he city of regularised unplanned settlements, in order to
covers an area of 375 km² of mostly lat relief. Lusaka’s facilitate redevelopment and investment programmes.
central location, in addition to its capital city status,
gives it strategic importance, as it is easily accessible
from all parts of the country. Lusaka is experiencing
typical urban problems associated with developments
EXECUTIVE SUMMARY

such as population growth, high levels of urbanisation

and unemployment, a lack of services, and inadequate
waste management.

66
GENDER AND HIV/AIDS
Discrimination against women, children, the poor, and
the disabled is still common due to social, cultural, and
traditional beliefs and limited consequences for the
ofenders. Reports in the media on cases of violence
against women and deilement of children have
become commonplace. Cultural values and norms,
predominantly interpreted by men, assign women and
girls roles that limit them to reproductive tasks and
general chores at the household level.
A high HIV/AIDS infection rate is contributing to the
low productivity of the labour force. A decentralisation
policy and the creation of district and hospital boards
at the local level have shown positive results in some
areas, as resource allocation to the health sector has
become relatively more equitable and transparent. he
latest HIV/AIDS infection rate for the age group 15–49
years is at 16 percent, down from 21 percent in 2001.
he joint United Nations Programme on HIV/AIDS
(UNAIDS) observes that the decline is due to a number
of factors.

ENVIRONMENT
Uncontrolled quarrying taking place in many areas of
the city is causing environmental degradation, such
as wastage of valuable topsoil. Unemployment, easily
accessible markets, poverty, and a lack of communication
and coordination among the regulating authorities are
some of the main reasons for the increase in illegal
quarrying in Lusaka. Inadequate waste management,
poor sanitation, and uncontrolled drilling of boreholes
are increasingly leading to groundwater pollution
and disease outbreaks, resulting in loss of human life,
especially in low-cost housing areas. Stagnant water
leads to the proliferation of mosquitoes and ultimately
malaria, which is the number one killer disease in
the city. Excessive use of fertilisers and dumping of
agriculture chemicals in undesignated areas are afecting
the natural fertility of agricultural land in the city and
EXECUTIVE SUMMARY

have a negative impact on the environment and human

health.

77
 BACKGROUND

INTRODUCTION Phase three implements the projects developed

he Urban Proiling is a rapid, action-oriented during the two earlier phases, with an emphasis on
assessment of urban conditions, focusing on priorities, skills development, institutional strengthening, and
capacity gaps, and existing institutional responses replication.
at the local and national levels. he purpose of the
study is to develop urban poverty reduction policies URBAN PROFILING IN ZAMBIA
at local, national, and regional levels, through an
assessment of needs and response mechanisms, and as he Urban Proiling in Zambia encompasses the cities
a contribution to the wider-ranging implementation of Lusaka, the capital city; Kitwe, a middle-sized
of the Millennium Development Goals. he study town in the Zambian copper belt; and Livingstone,
is based on an analysis of existing data and a series a relatively small town on Victoria Falls. Each urban
of interviews with all relevant urban stakeholders, proile is published as a separate report.
including local communities and institutions, civil
he national consultation was conceived as a
society, the private sector, development partners,
partnership platform, co-developed with the Ministry
academics, and others. his consultation typically
of Local Government and Housing, the Lusaka City
results in a collective agreement on priorities and
Council, the Ministry of Finance, CARE International,
their integration into proposed capacity-building and
Lusaka Water and Sewerage Company Ltd, parastatal
other projects, all aimed at urban poverty reduction.
organizations such as the National Housing Authority,
he Urban Proiling is being implemented in over 20
and the non-governmental organization Zambia Low-
African and Arab countries, ofering an opportunity
Cost Housing Programme. he aim is to promote
for comparative regional analysis. Once completed,
inter-agency collaboration that integrates a wide
this series of studies will provide a blueprint for
range of urban actors in response mechanisms.
central and local authorities and urban actors, as well
as donors and external support agencies.
REPORT STRUCTURE
METHODOLOGY his report consists of:
he Urban Proiling consists of three phases: • 1 a general background of the urban sector
in Lusaka, based on the indings of a desk
Phase one involves rapid proiling of urban conditions
study, interviews, and a city consultation held
at national and local levels. he capital city, a medium-
on 17 December 2004 (see back cover for a list
sized city, and a small town are selected and studied
of participants in the city consultation and a
to provide a representative sample in each country.
bibliography). he background includes data on
he analysis focuses on four themes: governance,
administration, urbanisation, population, health,
slums, gender and HIV/AIDS, and the environment.
LUSAKA CITY PROFILE - BACKGROUND

education, the economic situation, municipal

Information is collected through standard interviews
inance, water and sanitation, waste management,
and discussions with institutions and key informants,
and public transport;
to assess the strengths, weaknesses, opportunities,
and threats (SWOT) of the national and local urban • 2 a synthetic assessment of four main areas –
situation. he indings are presented and reined governance, slums, gender and HIV/AIDS, and
during city and national consultation workshops and environment – in terms of the institutional setup,
consensus is reached regarding priority interventions. regulatory framework, resource mobilisation, and
National and city reports synthesise the information performance; this second section also highlights
collected and outline ways forward to reduce urban agreed priorities and includes a list of identiied
poverty through holistic approaches. projects; and

Phase two builds on the priorities identiied through • 3 a SWOT analysis and an outline of priority
pre-feasibility studies and develops detailed capacity- project proposals for each theme. he proposals
building and capital investment projects. include beneiciaries, partners, estimated costs,
objectives, activities, and outputs.

88
 LUSAKA IN DATA
he country’s urban population is unevenly distributed, with two provinces – Lusaka and Copperbelt –
accounting for 69 percent of the total urban population. Population density in Lusaka varies between 5 and
1,483 people per hectare, with an average density of 150 people per hectare.
he annual population growth rate in the city was 4 percent in the 1990–2000 period, compared to 2.9
percent for Zambia as a whole (Central Statistical Oice, 1994 and 2001). he population of Lusaka is diverse
and consists of people from all the ethnic groups found in Zambia, as well as a small proportion of people of
European and Asian origin. In Lusaka, there is a direct link between income levels and population density:
higher residential densities are located on the outskirts of the city and lower densities (where most of the
urban facilities are situated) are located in the inner city.
Migration trends have led to high population growth in the urban areas, without accompanying improvement
in infrastructure for service provision. he situation is worsened by high internal population growth, especially
among low-income groups. he high population growth rate, coupled with increasing urbanisation, tends to
outstrip the supply of land for development.

LUSAKA CITY PROFILE - BACKGROUND

© UN-HABITAT

9 9
 LUSAKA’ S DEVELOPMENT
Zambia has been very hard hit by HIV/AIDS; the adult
prevalence rate is over 16 percent.
As a result of mother-to-child transmission rate of
HIV/AIDS, more than 30,000 children are born HIV-
positive each year.
AIDS has left a generation of orphans in its wake: more
than 20 percent of Zambian children have lost one or
both parents. Households with widows and orphans
often lack resources to cultivate suicient food. Some
75,000 children live on the street. Malaria is the
leading killer of children. About 50 percent of children
under age 5 are afected by undernutrition; anaemia
and vitamin A deiciencies are widespread.
Zambia’s health-care system faces shortages of drugs,
equipment and qualiied personnel, especially in rural
areas.
Only 36 percent of the rural population has access
to improved drinking water sources. hanks to the
elimination of tuition fees, primary-school enrolment
rates have increased; the gender gap is less than one
percent. However, there is a severe teacher shortage,
and many students do not master fundamental skills in
language and mathematics. Life expectancy in years

50

40

30
LUSAKA CITY PROFILE - BACKGROUND

20

10

0
1970

1990

2005

Source: www.unicef.org, 2007

10
10
ADMINISTRATION As a matter of policy, the LCC has entered into
partnerships with community-based organizations
Lusaka is the capital of the Republic of Zambia and,
(CBOs) like Resident Development Committees
emanating from its major administrative role, it is the
(RDCs) to identify service needs (especially in the
economic, cultural, and transportation centre of the
peri-urban areas of the city) and non-governmental
nation. Lusaka is the seat of government and home
organizations (NGOs) to implement community-based
to all foreign missions in the country. At district level,
programmes. International NGOs also supplement
the central government representative is the district
the local authority’s eforts in the development of the
commissioner, appointed by the Oice of the President,
city. he Lusaka District Development Coordinating
who is the most senior civil servant.
Committee is the forum where the council collaborates
he 1991 Local Government Act and the Local with local stakeholders on development issues and
Government Elections Act, along with the relevant programmes. Its membership comprises representatives
amendments, provide the institutional frameworks for of the council, government departments that operate
the local authority’s administration of Lusaka and for in the city, NGOs, CBOs, and other stakeholders in
the holding of local elections. the development of the city.

Lusaka City Council (LCC) consists of 7 elected

members of parliament, 1 from each constituency, and URBANISATION
33 councillors, 1 from each ward. Councillors are elected he country’s urban system is dominated by Lusaka,
every ive years to run the afairs of the city through the which is a host to 32 percent of the total urban
LCC, on behalf of the residents of the city. Like all population in the country. he largest conglomerate
councillors in Zambia, the Lusaka city councillors are of urban centres is in the copper belt, while a few
part-time oicials. Full-time employees of the council settlements are found along the rail line to Livingstone
are headed by a town clerk who assists them with and on the Tanzania-Zambia railway corridor. he
the daily management of the afairs of the city. he lopsided pattern of development between rural and
councillors approve all development projects in the city. urban areas in the country has resulted in high rural-
he LCC also serves as the planning authority for the urban migration, without a corresponding efort to
city. Although the council is a corporate body and is provide appropriate services in the expanding urban
expected to manage the afairs of the city independently, regions. High levels of in-migration into Lusaka can
it merely operates as an agent of the central government, also be attributed to a diversiied economy in the city.
which has delegated functions relating to provision of
services to the residents of the city under the Local
Government Act CAP 281.
he executive structure of the LCC consists of
seven departments: City Planning, Public Health LUSAKA CITY PROFILE - BACKGROUND
and Social Services, Legal Services, Administration,
Finance, Engineering, and Valuation and Real Estate
Management. he town clerk, who is the principal
oicer, heads the executive structure. “Engineering” is
one department, Valuation and Real Estate Management
is another department.
Local government means representative local authorities
that perform functions and provide services that have
been transferred from the central government by law.
he functions of a council are contained in the second
schedule of the Local Government Act. he executive
is responsible for implementing council resolutions and
for executing the day-to-day functions of the council.
© UN-HABITAT

1111
 © UN-HABITAT

ECONOMIC SITUATION Urban agriculture and hunting are also major employers
in Lusaka. However, Lusaka is a built-up urban area
Lusaka District is the second largest economic centre in
and more and more agriculturally productive land is
Zambia after Copperbelt District, and is notable for its
being taken for urban purposes. It is believed that there
substantial diversiication in the production of goods
is no scope for long-term growth in urban agriculture,
and services. With respect to Central and Southern
which mostly consists of crop cultivation and animal
Provinces, Lusaka is economically very signiicant
husbandry.
since it provides the market for the absorption of
agricultural products from these areas. Manufacturing,
inancial, transport, and retail businesses are the most HEALTH
LUSAKA CITY PROFILE - BACKGROUND

important industries in Lusaka. It is estimated that only

9 percent of the city’s population is engaged in formal Lusaka has 34 government health institutions and about
employment. A major reason for this is that the local 134 registered private clinics and health centres. here
economy has been drifting towards the private sector are 31 clinics (health centres) managed by the district
and self-employment since the liberalisation of the boards. Lusaka District has been divided into eight
economy in the early 1990s. health zones. he government states that the overall
vision of health reforms is “to provide Zambians with
Due to its location and the fact that it is the capital equity of access to cost-efective, quality health care as
and seat of government, Lusaka plays a signiicant close to the households as possible”. he main approach
role in the socio-economic life of adjoining rural and to implementation involves the decentralisation to the
urban areas: it provides a ready market for agricultural district level of responsibility for essential functions. he
and other goods. he overwhelming majority of the strategic intent is to make services responsive to local
economic establishments in the city fall within the needs and accountable to users. he Central Board of
wholesale and retail trade categories, which together Health has been assigned the service delivery function
represent the largest formal employer in Lusaka after and it is responsible for the interpretation of policies
the government. and legislation.

12
12
For some time, the district priority areas have been: the households use pit latrine toilets. hree percent of
malaria, reproductive and adolescent health, child health, the population have no toilet facilities and use either
tuberculosis and leprosy, sexually transmitted diseases, communal toilets or “the bush”. Pit latrines are often
HIV/AIDS, environmental health, mental health, and shared among several households, thus reducing the
supply of medicine. Current statistics indicate that the life span of the latrine. Suction tankers cannot empty
diseases in the above list are responsible for 90 percent the majority of pit latrines because of inaccessibility
of the health cases in the district. Quality health services to the unplanned settlements. Local boreholes are
are unafordable for the majority of Lusaka residents. unprotected, resulting in severe health risks when there
is contamination from pit latrines.

WATER AND SANITATION he growing population and the expansion of unplanned

settlements compound the diiculties currently
Lusaka relies on both surface water and groundwater as
encountered in the provision of water and sanitation
sources of raw water. he quantity of surface water and
services.
groundwater supplied by Lusaka Water and Sewerage
Company (LWSC) is between 200,000 m³/day and
220,000 m³/day. Another approximately 80,000 m³/ EDUCATION
day is supplied from private boreholes and shallow wells.
In most low-cost settlements, LWSC provides water via Lusaka is the centre of national educational and cultural
the central water distribution system to the perimeter establishments and thus plays an important role in the
of the supply area. hereafter, Resident Development education of the Zambian population. Pre-primary,
Committees undertake the distribution of the water primary, secondary, and tertiary education institutions
with Water Committees and Tap Committees, and are found in Lusaka. One of the two public universities
some logistical support from LWSC. However, the in the country, the University of Zambia, is in Lusaka.
water supplied via the central water distribution system Other notable higher educational institutions in Lusaka
and from local borehole systems is inadequate and the are Evelyn Hone College, the National Institute for
supply is erratic. Water from local boreholes is usually Public Administration, and the Zambia Centre for
untreated and can be contaminated. Hand-dug wells Accountancy Studies. he city has about 95 recognised
are mainly located in settlements with shallow water lower basic, middle basic, upper basic, and secondary
tables and this source can dry up at any time. Water schools. Lusaka also has a number of community
from hand-dug wells is rarely treated and is generally schools and youth training centres. Community schools
considered to be unsafe. In general, the supply of safe were established to cater for underprivileged children
water in most unplanned settlements is understood to unable to pay for education. However, the teachers are
be deicient. he igure for unaccounted water in the usually unqualiied community volunteers, a situation
LWSC system meanwhile stands at an unacceptable 56 that has led to serious questions in some quarters about
percent of the total water delivered to the system. the quality of education ofered in these institutions.
LUSAKA CITY PROFILE - BACKGROUND
he water loss is through leakage, bursting of old he quality of education in government schools,
pipes, illegal water connections, and vandalism. here meanwhile, has continued to decline due to poor
is an urgent need to recapitalise water and sanitation conditions of service for workers and investment that
infrastructure in the city and to scale up water provision is inadequate and does not match the growing demand.
in unplanned settlements. Private schools have mushroomed and some are able to
ofer a good education at a fee, attracting pupils from
hree major types of sanitation services are utilised in higher income groups.
Lusaka: waterborne sewer systems, septic tanks, and pit
latrines. Only about 30 percent of the city is supplied
with water by LWSC, which is serviced by a sewer
network. he areas without sewer reticulation systems
utilise septic tanks or pit latrines for sanitation services.
In planned settlements, all three types of sanitation
are found. In unplanned settlements, 90 percent of

1313
 MUNICIPLE FINANCE management companies for the collection of waste.
Each company will collect waste in a part of the city
he Lusaka City Council (LCC), like most councils
and will also be responsible for the collection of fees.
in the country, has not been able to adequately deliver
he Waste Management Unit of the LCC is responsible
services to its residents due to the liquidity problems it
for waste collection in the CBD and some surrounding
has experienced for a long time. he poor performance of
areas, including peri-urban areas, where fees are
such local authorities is largely due to the centralisation
collected by Waste Management Committees that
of resources by the government.
operate as community-based enterprises or community-
he council prepares a balanced budget, i.e. expenditures based organizations. In the latter case, the Waste
equal revenue. he city’s major sources of revenue Management Committee works under the umbrella
include property rates, ground rent, trading licences, of either the Resident Development Committees or
personal levies, and billboard advertising. Property Neighbourhood Health Committee. LCC municipal
rates constitute 50 percent of the council budget. he solid waste bylaws support the new waste management
city raises all of its revenue on its own and does not system. he council is currently constructing an
receive grants from the government. Some recent engineered landill site with support from the Danish
improvement in resource mobilisation, budgetary International Development Agency. Sustainability of
performance, and management of inancial resources the system is, however, highly questionable due to over-
is a result of computerisation and capacity building in dependence on donor support.
the inance department. Revenue from property rates
is expected to improve when the council concludes its
revaluation of properties in the city and prepares a new PUBLIC TRANSPORT
valuation roll to replace the one currently in use, which he public transport system in Lusaka comprises mainly
was last updated in 1995. At the moment, however, minibuses and taxis. he main weaknesses in the system
LCC faces serious inancial problems mainly due to a are lack of coordination, the limited service provided by
narrow resource base, untapped potential for income the radial road network structure, and the low eiciency
generation, and outdated policies. hese conine it to of bus operations. Most road designs did not provide
being an implementer as opposed to being a regulator for non-motorised modes of transport and there is
in issues such as determination of certain levies within now over-dependence on minibuses. he present radial
its area of jurisdiction. network structure results in nearly all routes ending
in the town centre. his has led to problems such as
heavy congestion in the CBD bus stations and limited
WASTE MANAGEMENT and ineicient township-to-township journeys – most
hroughout the years, waste management in Lusaka have to go through the city centre due to the lack of
has been totally inadequate for a large city (the current bypass routes. Without bypass routes, all the main
population is approximately 2 million people). Due to roads passing through the CBD will continue to be
LUSAKA CITY PROFILE - BACKGROUND

lack of funding and no sustainable waste management overloaded: it is estimated that at least ten vehicles are
system, only the central business district (CBD), added to the streets of Lusaka every day.
hospitals, markets, and governmental and commercial
institutions have been serviced on a regular basis in
the immediate past. In Lusaka only an estimated 15%, SUMMARY OF LCC’S BUDGETARY PERFORMANCE
of the municipal solid waste generated is collected,
resulting in build-up of waste in open spaces and along Year Budgeted Actual Reve- Collec-
streets in or around the city. Revenue Col- nue Collected tion as
lected % of
he Lusaka City Council is implementing a new waste
Bud-
management system in order to ensure that the city’s geted
inhabitants have access to afordable waste management Revenue
services. he system was developed in 2003 and is
2003 47,389,248,000 6,521,482,000 14
being implemented by the Waste Management Unit
2004 48,549,080,000 26,293,804,000 58
of the council, in partnership with the private sector.
he council has contracts with a number of waste 2005 49,891,352,000 41,529,736,000 83

Source: Lusaka City Council, July, 2006

14
14
GOVERNANCE INSTITUTIONAL SET-UP
Lusaka City Council (LCC) consists of 29 elected • he town clerk heads the executive structure of the
councillors and 7 members of parliament. he LCC Lusaka City Council while the mayor heads the civic
is empowered to make bylaws regarding matters structure.
contained in the Local Government Act. hese bylaws • Local authorities in Zambia use the councillor
are submitted to the Minister of Local Government and committee system to manage and administer
Housing for conirmation and are published to allow councils; it is the equivalent of the “weak” mayoral
comments from any interested parties. he town clerk, council arrangement, whereby the mayor is elected
who is the principal oicer, heads the executive structure from among councillors and not by the citizens at
of the LCC, which consists of seven departments, each large.
headed by a director. he LCC works in partnership
with community-based organizations and NGOs to • he weak mayoral arrangement means, in efect,
implement community-based programmes. Additionally, that the mayor owes his allegiance to voters in
the council works with the private sector to undertake his respective ward and to fellow councillors who
development projects as joint venture partnerships. subsequently elected him as a mayor.
he partners feed into the design of development • Lack of inancial autonomy and inadequate grants
programmes, which inluence policy formulation at the from the central government have left the local
council level. he District Development Coordinating authorities, including the LCC, in a very weak
Committee (DDCC) is a technical committee whose inancial position – to the extent that the council
role is to coordinate development in the city and prepare is not able to deliver the services it is designated to
development plans for submission to the council. It is provide.
the forum in which the council collaborates with local
• he government does not provide grants to the
stakeholders on development issues and programmes
LCC.
in the city. he DDCC, however, is largely inefective:
the fact that it controls no budget has continued to • Decentralisation – including inancial and
reduce its economic and political relevance. he LCC’s administrative autonomy – and the improved
capacity is hindered by a chronic lack of inancial capacity of personnel in the local authorities are
resources and quality personnel. Most residents in the currently seen as the joint solution to the problems
city are at loggerheads with the LCC due to its failure that have beset the LCC.
to adequately deliver services; even when residents pay
service charges to the council, services are not provided.
LEGISLATIVE FRAMEWORK
he LCC is heavily indebted and is chronically short
of inancial resources. In order to improve governance, • he 1991 Local Government Act and the
there is need for a quick and full implementation of the Local Government Elections Act, plus relevant
Decentralisation Policy in order to have the necessary amendments, provide the institutional frameworks LUSAKA CITY PROFILE - GOVERNANCE
resources transferred from the centre at the same time for the administration of local councils in Zambia.
that power, functions, authority, and responsibilities • he Town and Country Planning Act (Chapter 475
are being devolved and/or de-concentrated. he and Revised Chapter 283) provides a framework for
decentralisation eforts made so far are largely the de- efective planning and control of development in the
concentration of central government responsibilities main cities and towns of Zambia.
rather than the devolution of functions and authority
over national resources to local levels. • he Ministry of Local Government and Housing
(MLGH) has delegated certain functions to the
statutory planning authorities, which relate to the
control of developments and the subdivision of
land. hese planning authorities are:
• he provincial planning authorities, which are
serviced by the Department of Physical Planning
and Housing (MLGH) and;

1515
 • he planning authorities of cities and municipalities, government elections as candidates for election as
which are serviced by their respective city and councillors.
district councils. (he Lusaka City Council is a
• LCC’s budget has to be approved by the Ministry
planning authority.)
of Local Government and Housing and must be
• Public Health Act CAP 291 helps the enforcement activity-based.
of building regulations and the curbing of public
• Government auditors assess LCC accounts on a
nuisance.
yearly basis.
• he government’s promise (to provide a legal
• LCC’s iscal diiculties are mainly a result of a long
framework through the Decentralisation Policy that
history of poor performance in revenue collection
could promote autonomy in decision making at the
and management, as evidenced by the build-up of
local authority level) is yet to be fulilled.
uncollected revenue over the years.
• LCC has introduced a staf appraisal system, but
PERFORMANCE AND ACCOUNTABILITY this so far has not been efectively implemented.
• In general, the LCC is unable to deliver services and
is extremely indebted, especially in terms of paying
suppliers for goods and services rendered and paying
terminal beneits.
• A lack of inancial and administrative autonomy,
among other things, constrains the performance of
the LCC in service delivery.
• Educated and trained residents with the capacity
to manage the afairs of the LCC more eiciently
generally do not bother to contest the local

BEST PRACTICE
he Lusaka City Council (LCC) has been looking for ways and means of involving the private sector in
partnerships to develop the city. One such successful partnership is the LCC-China Hinan Company initiative
to develop Luburma Market. China Hinan Company provided inancial resources for the construction of
a modern market at one of the city’s busiest trading areas on the fringes of the central business district.
he council provided land and the manpower to supervise the works. he old market at the site comprised
LUSAKA CITY PROFILE - GOVERNANCE

dilapidated, incomplete, and poorly designed structures made of concrete, plastic paper, and tents and was
heavily congested. It lacked basic amenities such as clean water and drainage and was a safety hazard, with
frequent loss of property due to ire outbreaks that mainly resulted from illegal electrical power connections.
he site was a health hazard due to looding and the lack of waste management.
A modern market has been constructed at the site comprising an open air shed with market stalls, small
market stands, and some bigger commercial outlets at its perimeter. China Hinan Company will run the
market for a speciied period in order to recoup their investment before the council takes over. he council
and China Hinan Company have been working with the Market Advisory Committee formed by the
marketeers to represent and promote their interests in the development of the new market. Luburma Market
is now a regional trading centre that attracts people from many urban centres around the country and even
from neighbouring countries.

16
16
RESOURCE MOBILISATION
• he councils are not allowed to borrow or receive Project proposal page 28
grants from foreign governments and organizations. GOVERNANCE Develop improvement area plans for
N°1 securinglandtenure for residents and
• Sources of revenue for local authorities such as the
mapping social infrastructure
LCC are limited to licensing fees, levies, charges,
and property rates. GOVERNANCE Project proposal page 28
• Although the central government is by law obliged to N°2 Develop public-private partnerships
provide grants in lieu of rates on its property within * Urban Sector: project proposals addressing all the two theme
LCC’s area of jurisdiction, it does not do so.
• he lack of inancial autonomy among local
authorities in Zambia is such that even the levies,
charges, and rates that they might want to introduce
are subject to the approval of the Minister of Local
Government and Housing.
• Councils do not have tax-raising powers and are
dependent on the central government for tax
adjustments.
• Resource mobilisation is also hindered by an
unwillingness (partly due to political considerations
of the often partisan councillors) to adjust in a
timely manner the tarif levels for council services
in response to increasing service delivery costs, a
situation that leads to failure to fully recover costs.

AGREED PRIORITIES
• Full implementation of the National
Decentralisation Policy.
• Improved partnerships between community-
based organizations and the LCC on LUSAKA CITY PROFILE - GOVERNANCE
developmental matters in the city.
• Review legislation governing taxes and levies
in the city.
• Promote public-private partnerships in the
development of the city.
• Regulate and support the informal sector of
the city economy through the formulation of
bylaws and micro-inancing.

1717
 INFORMAL SETTLEMENTS INSTITUTIONAL SET-UP
Squatter settlements are partly a post-independence • Lusaka City Council holds the Head Lease for the
phenomenon caused by the exodus to urban areas of land in Improvement Areas.
rural people who hitherto had been contained only by • LCC has inadequate capacity to guide development
colonial restriction of movement and strict policing, in Improvement Areas.
although there were sizeable squatter settlements within
and adjacent to the capital city many years before • Resident Development Communities (RDCs)
independence. Squatter settlements have expanded and and other community-based organizations play a
are expanding faster than the rest of Lusaka, thanks to signiicant role in the development of Improvement
rapid population growth and immigration into the city. Areas.
Lusaka has about 35 regularised informal settlements • LCC works with RDCs and other community-based
known as Improvement Areas, in which over 70 percent organizations to carry out development initiatives.
of the city’s population live. Land tenure in Improvement
• here is a need to strengthen RDCs through legal
Areas is secured through the acquisition of occupancy
instruments, in order to protect them from political
licences, which grant rights of occupancy for a 30-year
manipulation.
period and are renewable. Residents of Improvement
Areas generally live in overcrowded conditions and are
more vulnerable to airborne diseases such as tuberculosis. LEGISLATIVE FRAMEWORK
he housing standards are generally poor, mainly because
• he principal law for guiding developments in
of poverty and lack of security of tenure. In addition to
squatter settlements is the Housing (Statutory and
having inadequate housing, Improvement Areas are not
Improvement Areas) Act CAP 194, not the Town
sustainably provided with essential infrastructure and
and Country Planning Act.
services or efective solid waste management.
• Land rights in Improvement Areas are conferred
through the issuance of an occupancy licence.
• he occupancy licence does not confer title to land
BEST PRACTICE but mere occupancy rights to a dwelling or house
on a piece of land for a 30-year period (this is
During the one-party state (before 1991), Ward
Development Committees (WDC) operated as
renewable).
community governance structures. However, WDCs • Existent Improvement Area plans, which are meant
largely tended to focus on political activities. With to guide development, have not been updated
the change of government in 1991 and the emergence for the last 30 years and have been overtaken by
of a multi-party state, the role WDCs played as developments on the ground.
coordinators of development in a settlement was given
to Resident Development Committees. As nonpartisan • Housing (Statutory and Improvement Areas) Act
organizations, RDCs tend to concentrate purely on CAP 441 gives powers to the Minister of Local
the development needs of local residents. he RDCs Government and Housing to declare any informal
LUSAKA CITY PROFILE - SLUMS

arose from the need to have organized structures in settlement an Improvement Area.
legalised unplanned settlements, which previously
were illegal in that they were not recognised by the
local authorities. he government has recognised
RDCs as an important structure via the National
Housing Policy and the National Decentralisation
Policy, which encourage their formation. he major
role of the RDC is to facilitate development and
implement development projects in a settlement.

18
18
RESOURCE MOBILISATION
• Lusaka City Council (LCC) has no resources for the Project proposal page 31
development of Improvement Areas. GOVERNANCE Action Plan to upgrade all informal
N°1 settlements in Lusaka by 2015 map-
• NGOs provide some micro-inance for residents.
ping social infrastructure
• Lack of secure tenure negatively afects development
and access to credit facilities. Project proposal page 31
GOVERNANCE
N°2 Provide security of land tenure in
• he LCC Ground Rent Project has provided legalised unplanned settlements
for spending 45 percent of the collected rent on
* Urban Sector: project proposals addressing all the two theme
development programmes in the settlement.

Provision of essential infrastructure and services in

Improvement Areas requires signiicant inancial
resources.
Upgrading informal settlements also requires additional
land for resettlement for those whose houses have to give
way to roads and other socio-economic infrastructure.

LUSAKA CITY PROFILE - SLUMS

© UN-HABITAT

19
19
 GENDER AND HIV/AIDS that gender violence has worsened due to high poverty
levels among women and their dependency on their
he government is aware of the gender imbalances in husbands and other male relatives. HIV prevalence
social, economic, cultural, and political spheres that is considerably higher in urban areas than elsewhere.
have prevented females (who comprise 51 percent of Among pregnant women, the highest rates have been
the population) from contributing efectively to and recorded in Lusaka, which is home to 10 percent of
beneiting from the development process. However, the country’s population, and in other towns such as
Zambia’s constitutional and legal systems in the last 40 Kabwe, Ndola, and Livingstone. Hundreds of children
years have not efectively addressed women’s exploitation, are being are abandoned due to stigma or simple lack
discrimination, and marginalisation. Gender disparities of resources, while others run away because they have
are common in many sectors, including property been mistreated by foster families. Many such children
ownership. Studies in Lusaka have revealed that women engage in begging, stealing, and prostitution to survive.
are the least secure when it comes to land tenure. In In Lusaka, street children are seen everywhere – sleeping
Chaisa, which is a typical low-cost settlement in the under bridges, behind walls, and in shop corridors.
city, a study in 2003 revealed that out of the total 2,600
houses, women owned only 15 percent and only 5 of At the local authority level, District HIV and AIDS Task
those women had secure tenure. he same study revealed Forces have been established to operate as subcommittees
that joint property ownership was extremely rare – only of the District Development Coordinating Committees.
3 out of 2,600 houses were jointly owned. Local-level planning to support the development of
more strategic planning for HIV and AIDS at the
he current circumstances indicate that it will be many decentralised district level has been initiated. he
years before Zambia achieves the 30 percent minimum central government has given the Lusaka City Council
female representation in decision-making positions guidelines for mainstreaming HIV and AIDS into the
stipulated by the 1997 SADC Gender Declaration. district development plans.
he Fifth National Development Plan 2006–2010 he city of Lusaka is host to the national coordination
has attributed the increase in HIV/AIDS cases to the oice for Zambia’s Alliance of Mayors Initiative for
increase in gender-based violence. he report states Community Action on AIDS at the Local Level
LUSAKA CITY PROFILE - GENDER AND HIV/AIDS

© UN-HABITAT

2020
(AMICAALL) programme, supported by UNDP. It mainstreamed at all levels of operations in Lusaka
comprises Zambian mayors and municipal leaders from institutions.
the 72 councils throughout the country who have made
• To efectively tackle the HIV/AIDS pandemic in
a commitment to become more engaged in the response
the city, more internal and external resources will
to HIV/AIDS at the local level.
be required to ensure adequate human resources for
testing, counselling, and treatment-related care; to ill
LEGISLATIVE FRAMEWORK the gaps in the supply of drugs in the public sector;

•
to provide adequate logistic/supply chain systems; to
here is need for appropriate legislation that will improve dissemination of information; and to secure
give clear guidelines for institutional arrangements a continuous funding stream, as cumulative patients
for the implementation of the National Gender on therapy result in a growing need for support.
Policy.
• In November 2002, the Zambian parliament passed
a national AIDS bill (Act No. 10 of 2002), which,
among other things, makes the National AIDS AGREED PRIORITIES
Council a legal body that may solicit funding.
Mainstream gender issues in places of work.
• he Victim Support Unit was formed to enforce
Empower women and vulnerable groups to have
the provisions of the law by tackling gender-related
improved access to land.
ofences such as “property grabbing”, i.e. the illegal
seizure of family property by relatives of a deceased Encourage joint land ownership among family
spouse. members.
• he National Legal Aid Clinic for Women was Institutionalise the National Gender Policy and
created primarily to ofer legal assistance to women the HIV/AIDS Policy.
who are victims of gender violence and property Improve budgetary support from both the
grabbing; it may also ofer legal representation in central government and the local authority for
court. Despite these facilities having been in place combating HIV/AIDS in the city.
for some time now, it is only recently that levels of
compliance have increased. Improve availability of afordable treatment for
HIV/AIDS and home-based care facilities.
• A piece of legislation, the Interstate and Succession

LUSAKA CITY PROFILE - GENDER AND HIV/AIDS

Act (1989), provides for the distribution of the estate
of an individual who dies without leaving a will.

RESOURCE MOBILILSATION
Project proposal page 34
• Several Zambian ministries have adopted workplace GENDER
Gender and HIV/AIDS institutionalisa-
N°1
programmes to raise awareness of HIV/AIDS among tion in local authority operations
their staf, train peer educators, and distribute
condoms. Budget constraints are impeding full Project proposal page 35
GENDER
implementation of these work plans. Enhance women’s participation levels
N°2
in community projects
• Although Lusaka enjoys the lion’s share of donor- * Urban Sector: project proposals addressing all the two theme
funded HIV/AIDS programmes, the scale of the
HIV/AIDS pandemic is such that the available
resources are not adequate: most AIDS patients
cannot aford medication and have no access to
decent home-based care.
• Inadequate funding has limited monitoring and
evaluation systems that would ensure that gender is

2121
 ENVIRONMENT a detrimental efect on the groundwater resource.
he city of Lusaka covers an area of 375 km² of mostly Excessive use of fertilisers, erosion, and the dumping
lat relief. he geology of Lusaka comprises an ancient of waste and disused pesticides in undesignated areas
basement complex overlaid with limestone and dolomite. contribute to the exhaustion of the natural fertility of the
Several rivers low around Lusaka and a few streams Lusaka soil and are posing a threat to the environment
low through the city. Soil erosion is evident in most in general, the remaining viable agricultural land, and
parts of the city, caused by de-vegetation, insuicient human health.
storm-water drainage systems, illegal quarrying, and
poorly maintained roads. he illegal quarrying is
uncontrolled and takes place in many areas of the city.
he quarried stone is used for building houses and even BEST PRACTICE
for road construction. Unemployment, easily accessible Food and Trees for Zambia (FTFZ) was formed
markets, poverty, and a lack of communication and to address urban forestry in Zambia.
coordination among the regulating authorities are some
of the main reasons for the increase in illegal quarrying he overall project purpose is to promote
in Lusaka. he quality of surface water is a concern self-sustaining urban greening initiatives in
due to contamination caused by the quarrying, which townships that secure economic, environmental,
increases the concentration of dissolved solids in the and social beneits for urban dwellers, especially
water; another culprit is untreated wastewater that is for residents of legalised unplanned settlements.
discharged into rivers such as the Kafue River, the main he project was aimed at making signiicant
source of piped water for Lusaka. Mining companies in progress towards the sustainable utilisation and
the copper belt also pollute the Kafue River, discharging environmental management of public open
harmful mining waste that kills ish and other aquatic spaces in Lusaka’s poor urban townships.
life. he rapid increase in the urban population in
these disadvantaged areas has proceeded with
he other major public health problem in the city is the
no environmental planning and management.
inadequate disposal of solid waste. It is left uncollected
Unplanned settlements are generally characterised
in large piles, especially in unplanned settlements and
by poor and unsustainable use of public spaces
markets. Mountains of decayed and maggot-infested
and by the ever-decreasing quality of land, water,
garbage, which have turned into breeding grounds
and air, with most of the open spaces earmarked
for pests such as rodents, cockroaches, and lies, are a
for park development being used as illegal
common feature in many parts of the city. For many
dumping grounds.
years, particularly during the rainy season, cholera,
dysentery, typhoid, and other contagious disease LCC and FTFZ have identiied areas in which
LUSAKA CITY PROFILE - ENVIRONMENT

epidemics have resulted in loss of life. One cause is to develop play parks in the city. So far one
the decayed solid waste dumped indiscriminately, but park, the Kalungu Crescent Play Park, has been
unsafe water and poor sanitation are also to blame. developed in the neighbourhood of Luagwa, a
legalised unplanned settlement in Lusaka.
Stagnant water resulting from the inadequate control
of storm water and poor drainage contributes to the For day-to-day management of the park, a
proliferation of mosquitoes and ultimately malaria, the greening committee has been set up comprising
number one killer disease in the city. residents from the neighbourhood and the area
councillor. he project also aims to train people
he limestone and dolomite overburden provides an to plant and sell trees in their communities and
aquifer from which the city obtains some of its water beyond, as urban greening becomes an income-
supply. he quality of the surface and groundwater is generating venture.
poor because of inadequate waste management, deicient
sanitation, erosion, and deforestation. As mentioned,
the poor water quality causes diseases such as dysentery
and cholera. Uncontrolled drilling of boreholes also has

2222
© UN-HABITAT

INSTITUTIONAL SET-UP • he Town and Country Planning Act needs urgent

review to make it more responsive to the challenges
• he Lusaka City Council (LCC) does not have
of environmental planning and management.
adequate capacity to efectively tackle environmental
problems in the city; it needs to work hand in hand • he roles of councillors in issues of environmental
with other institutions dealing with environmental management need to be clearly spelled out.
management issues. • budget allocations for environmental matters are
• LCC is too centralised in its operational structure to small, with central government funds the main
have a meaningful impact at the community level in source.
terms of environmental management.
• he LCC Solid Waste Management Programme has RESOURCE MOBILISATION
had a positive impact on waste management in the
• Lusaka City Council has no speciic budget for
city.
environmental management per se.
• here is need for coordination among LCC, the
• Central government does not provide resources to LUSAKA CITY PROFILE - ENVIRONMENT
Environmental Council of Zambia (ECZ), and the
LCC for environmental management.
Ministry of Mines and Mineral Resources on matters
pertaining to environmental management • Some donor support for environmental management
is channelled through NGOs.
REGULATORY FRAMEWORK • LCC has entered into partnership with the private
sector on projects to improve the urban environment,
• he Environmental Protection and Pollution Control e.g. through the adoption of play parks and open
Act was enacted in 1990 to help monitor and enforce spaces; this partnership needs to be scaled up.
environmental legislation and regulations.
• here is need for forestation programmes in the city
• In 1994, the National Environmental Action in partnership with NGOs such as Food and Trees
Plan, which provides updated information and for Zambia.
environmental policy actions, was approved.
• Lusaka City Council needs to formulate bylaws
aimed at strengthening environmental management
in the city.

2323
 PERFORMANCE AND ACCOUNTABILITY
Project proposal page 37
• he policy and regulatory framework for ENVI- Documentation and replication of
RONNEMENT
environmental management is not properly N°1 lessons on sustainable environmental
enforced, resulting in the current problems of management in Lusaka
environmental degradation.
ENVI- Project proposal page 38
• LCC cannot act in isolation from all city stakeholders RONNEMENT Community-based sustainable urban
and as such the responsibility falls on all institutions. N°2 environmental management
• he performance of institutions tasked with * Urban Sector: project proposals addressing all the two theme
environmental management in the city has been
poor; institutions in general have not been held
accountable for their shortcomings or disregard of
the regulations.
Although the ECZ plays a leading role in the
determination of environmental impact assessments,
there is little capacity in the local authority to adequately
assess the environmental impact of projects.
Largely due to inadequate resources, LCC is unable
to provide leadership in promoting sustainable
environmental management in the city.

AGREED PRIORITIES
Improve waste management in the city.
Designate stone and sand mining areas in the city
(LCC and ECZ will do this) in order to prevent
the rampant illegal quarrying taking place in the
city.
Improve coordination among LCC, ECZ, and
the Ministry of Mines and Mineral Resources.
LUSAKA CITY PROFILE - ENVIRONMENT

Improve public-private partnerships in the

management of Lusaka’s urban environment.
Improve civil society involvement in
environmental management at the community
level.

2424
URBAN SECTOR

Project proposal planned (conventional) areas.

URBAN
Develop improvement area plans for ACTIVITIES: (1) Acquire appropriate software and
SECTOR
N°1 securing land tenure for residents and hardware. (2) Acquire satellite imagery and aerial
mapping social infrastructure photography. (3) Determine settlement boundaries. (4)
Establish a property numbering system and a property
LOCATION: Lusaka register. (5) Develop Improvement Area Plans in line
with the requirements of the Housing (Statutory and
DURATION: 24 months Improvement Areas) Act CAP 194. (6) Develop a self-
BENEFICIARIES: Residents of Lusaka, Lusaka City sustaining strategy for the continuous updating of
Council, and the central government. information. (7) Develop a revenue-generation and
cost-recovery strategy.
IMPLEMENTING PARTNERS: Ministry of Local
Government and Housing, Ministry of Lands, Lusaka
URBAN Project proposal
Water and Sewerage Company Limited, and UN-
HABITAT. SECTOR
N°1 Develop public-private partnerships
ESTIMATED COST: US$ 300,000

BACKGROUND: Unplanned (i.e. informal) OUTPUTS: Improvement Area Plans for all the
settlements in Lusaka are home to over 60 percent of regularised unplanned settlements of Lusaka prepared.
the city’s population. Almost all informal settlements in Project sustainability strategy to ensure the continued
Lusaka (about 37) have been regularised and declared updating of information and cost recovery developed.
“Improvement Areas”. A common feature of the Project replication strategy for other urban areas in the
settlements is insecure land tenure, inadequate shelter, country developed.
and lack of social services. he Housing (Statutory
and Improvement Areas) Act Chapter 441 of the laws STAFF REQUIRED: Council technical staf, Lusaka
of Zambia requires that an Improvement Area Plan is Water and Sewerage Company technical staf, and
established by the council for each legalised informal Resident Development Committee staf.
settlement, to facilitate development programmes in
the settlements and issue land tenure for residents at LOCATION: Lusaka
the household level. he Improvement Area Plans shall DURATION: 24 months
contain the following details: the name and description
by which the settlement is known; the existing roads, if BENEFICIARIES: Lusaka residents, Lusaka City
any; the roads proposed to be constructed; the existing Council, and the private sector.
common areas; the proposed common areas; and the PROJECT PROPOSALS - URBAN SECTOR
IMPLEMENTING PARTNERS: Lusaka City Council,
location of each building, identiied by a serial number.
he plans will also contain spatial information on water the Ministry of Local Government and Housing,
supply points and types, clinics/hospitals, schools, and the Ministry of Tourism, Environment, and Natural
other social services in the settlements, in order to Resources, the Environmental Council of Zambia,
identify priority areas for development and guide the UN-HABITAT, and UNDP.
planning process for service provision in the unplanned ESTIMATED COST: US$ 500,000
settlements.
BACKGROUND: Lusaka City Council cannot adequately
OBJECTIVES: To produce Improvement Area Plans in deliver services to residents without the involvement of
order to secure land tenure for residents and facilitate other stakeholders. here are many spheres in which
development programmes in 37 regularised unplanned the council can work with the private sector to deliver
settlements in Lusaka, where over 60 percent of the city’s social services and to provide infrastructural services. In
population live. Once properties in Improvement Areas Lusaka, the council has entered into partnership with
are identiied, mapped, and numbered, the process of the private sector in the development of markets. With
securing land tenure will be identical to the process in Luburma Market, LCC provided land while the private

2525
 © UN-HABITAT

sector provided the inances. he council has issued a private partnerships to promote development.
lease agreement to the private investor to run the market
for a speciied period, enough to recoup their investment OUTPUTS: Private-public partnerships in urban
and make a proit before handing over the market to the environmental management established. Developmental
local authority. Such a partnership can be extended to activities undertaken through these partnerships.
other areas of urban environmental management. Stakeholder participation in city development
increased.
OBJECTIVES: To improve the urban environment
through forging public-private partnerships in urban STAFF REQUIRED: Lusaka City Council staf, private
environmental planning and management, and city sector consultants, and community organizations.
PROJECT PROPOSALS - URBAN SECTOR

development in general. he irst objective is to create

a stakeholders’ forum where all stakeholders meet
and identify priority issues in the environmental
management of the city. he second objective is to
develop a partnership strategy for the participation of
stakeholders in environmental management and urban
development.
ACTIVITIES: (1) Study best practices from cities in
other countries. (2) Create a stakeholder’s forum in the
pilot local authority. (3) Identify priority environmental
management and city development issues. (4) Identify
possible areas of private sector participation. (5)
Establish public-private partnership mechanisms. (6)
Train stakeholders in theimplementation of public-

26
26
GOVERNANCE

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES

POLICY AND LEGISLATIVE FRAMEWORK; DEVOLUTION OF POWER
•฀ Ward council- •฀ Most councillors •฀ Provision of •฀ Political interfer- •฀ Enhance the
lors are elected are unable to ad- capacity-building ence by central performance of
people’s represen- equately articulate programmes for government in LCC by improving
tatives. community needs. councillors and the working of the management
LCC staff. the council. and governance
capacity of both
councillors and
council staff.
•฀ Resident Develop- •฀ There are no •฀ Scaled up LCC- •฀ Political interfer- •฀ Achieve sustain-
ment Committees financial resources community ence by area ability of RDCs as
provide effective to support the partnerships can councillors in the institutions able
local governance developmental enhance sustain- operations of to effectively pro-
structures at the programmes of ability of city RDCs. mote and coordi-
community level, the RDCs. development. nate community
in partnership with development.
LCC.

FISCAL DECENTRALISATION, RESOURCE MOBILISATION AND FINANCIAL MANAGEMENT

•฀ Council has •฀ Most of the LCC •฀ Donor and gov- •฀ Loss of LCC re- •฀ Improve revenue
considerable asset resource base for ernment support sources through base for LCC
holdings, including income generation for capacity-build- poor record through en-
land. remains untapped. ing programmes keeping and hanced revenue
in the council. theft. generation and
prudent use of
council resources.
•฀ The city has a •฀ LCC has little say •฀ Need for review •฀ Poor government
large untapped in the review of of legislation on support for LCC
resource base in local government levies and taxes. initiatives.
the form of unpaid levies.
levies and rates.

PERFORMANCE AND ACCOUNTABILITY

•฀ Council has a large •฀ Council’s bloated •฀ Retrenchment of •฀ Continued non- •฀ Remove unpro-
human resource workforce con- the excess man- availability of ductive work-
base. sumes most of the power. retrenchment force in order
income in salaries packages for to improve the
PROJECT PROPOSALS - GOVERNANCE
and wages at the retrenched staff. quality of council
expense of service personnel.
delivery.
•฀ Council has legal •฀ Non-availability •฀ Formulate •฀ Lack of author- •฀ Central govern-
mandate to man- of resources for resource mobilisa- ity to formulate ment to empower
age the city and service delivery. tion strategies. bylaws. The LCC LCC with author-
deliver services. relies on central ity to formulate
government ap- and review
proval of bylaws. bylaws.
•฀ Coherent council •฀ Poor coordination •฀ Introduction of IT •฀ Loss of qualified •฀ Improve coordina-
management among depart- into the day-to- manpower. tion among coun-
structure. ments, leading to day running of all cil departments in
failure to reach a council depart- their day-to-day
common under- ments. operations.
standing on cross-
cutting issues.

2727
 Project proposal Project proposal
URBAN URBAN
SECTOR Safer cities, Lusaka project – an activity of SECTOR
N°2 Develop capacity in local governance
N°1 the campaign for good urban governance

LOCATION: Lusaka City Council councils enhanced. Recommendations for replication

developed.
DURATION: 24 months
STAFF REQUIRED: A consultant with expertise in
BENEFICIARIES: Lusaka City Council staf and
local governance issues and experts from the private
councillors and city residents.
sector.
IMPLEMENTING PARTNERS: Lusaka City Council,
LOCATION: Lusaka
Ministry of Local Government and Housing, Local
Government Association of Zambia, UN-HABITAT, DURATION: 36 months
and UNDP.
BENEFICIARIES: he Lusaka City Council and city
ESTIMATED COST: USD 500,000 residents.
BACKGROUND: Lusaka City Council, like any other IMPLEMENTING PARTNERS: Ministry of Local
local authority in the country, cannot adequately deliver Government and Housing, Ministry of Home Afairs,
services to residents without an eicient, competent, UN-HABITAT, UNDP, and the Local Government
transparent, and accountable leadership. A major Association of Zambia.
reason for poor service delivery in local authorities is
inadequate capacity among the management and civic ESTIMATED COST: USD 500,000
leaders. Often, some councillors are elected to oice on BACKGROUND: he Safer Cities Programme has
the basis of the popularity of their political parties and been spearheading the crime prevention approach in
not on their capacity to provide quality civic leadership developing countries, through city projects anchored
as individuals. Consequently, such councillors do not by the municipal councils. In Africa, the cities of Dar
possess the experience and skills expected of “board es Salaam, Abidjan, Durban, Dakar, Nairobi, Douala,
members” of the council. Capacity building is therefore Yaoundé, and Antananarivo have ongoing crime
essential for civic leaders, especially when they assume prevention projects and activities initiated by the
oice. he project will use training manuals on elected programme. he city of Lusaka needs similar assistance,
leadership and capacity building developed by UN- given the growing concern about urban safety issues at
HABITAT and other organizations. the local level and the numerous expressions of people’s
OBJECTIVE: To build capacity for local governance in aspiration to achieve a safe city. Crimes such as aggravated
PROJECT PROPOSALS - GOVERNANCE

order to realise efective and accountable leadership in robbery, child abuse, and murder have become common
the Lusaka City Council. in the city. Although urban security issues are gaining
importance within the government agenda, the private
ACTIVITIES: (1) Identify areas of deicit in the sector, civil society, and research institutions, this
orientation programmes for councillors. (2) Study best growing local concern and the increased number of local
practices from cities in other countries. (3) Design activities on urban safety need to be matched with a clear
training programmes based on good governance and knowledge of the crime situation and the development
accountability. (4) Train civic leaders in leadership of a participatory crime prevention strategy, as a way to
and local governance. (5) Train civic leaders in good reinforce good urban governance. his action-oriented
governance in the selected pilot local authorities. (6) process not only enables the stakeholders to efectively
Establish measures to ensure accountability in local utilise their resources in a sustainable long-term way, but
governance. also to reine tools and establish adequate mechanisms
for the exchange of experiences.
OUTPUTS: Capacity of councillors to provide adequate
civic leadership developed. Overall local governance of

28
28
 © UN-HABITAT

© UN-HABITAT

OBJECTIVES: To reduce crime and the causes of crime

in the city through a multi-sectoral and partnership
approach coordinated by the city authorities.
ACTIVITIES: (1) Identify and involve partners. (2)
Develop this partnership (local coalition) with the
municipal authorities, and progressively develop the
modalities for its institutionalisation. (3) Disseminate
selected tools from the Good Urban Governance Toolkit
for developing policies that address urban violence. (4) PROJECT PROPOSALS - GOVERNANCE
Analyse the information on urban violence. (5) Hold a
city workshop with key partners to prepare an action
plan.
OUTPUTS: Local coalition on crime prevention set
up. Speciic studies on crime performed. Insecurity
assessment (general overview) of the city of Lusaka
approved by a city consultation. Local safety strategy
deined and approved by partners and local authorities.
Plan of action implemented.
STAFF REQUIRED: Project team, Lusaka City
Council staf, Ministry of Home Afairs staf, Ministry
of Justice staf, and representatives from community-
based organizations.

2929
 SLUMS

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES

REGULATORY FRAMEWORK AND INSTITUTIONAL SETUP
•฀ The Housing •฀ The act only •฀ Review of the act •฀ Political interfer- •฀ Enact appropriate
(Statutory and grants the in order to make ence by political legislation through
Improvement developer it responsive to cadres in enforce- review/repeal of
Areas) Act deals ownership of development is- ment of the act current legislation.
with squatter set- the improve- sues such as pro- and unchecked
tlements.• ments made vision of secure illegal land alloca-
on a piece of tenure through tions in unplanned
land while the land฀ownership.• settlements by po-
council retains litical cadres affect
ownership of development in
the land. legalised informal
settlements.
•฀ Council works •฀ Council lacks •฀ Donor support •฀ External support is •฀ Build the capac-
in partnership capacity to for development not sustainable. ity of Lusaka City
with community effectively of regularised Council and com-
organizations and implement unplanned settle- munity organiza-
NGOs in the development ments. tions.
development of policies and
unplanned settle- enforce building
ments. regulations.
RESOURCE MOBILISATION
•฀ The LCC Ground •฀ Lack of qual- •฀ Implementation •฀ Lack of commu- •฀ Gather adequate
Rent Project has ity information of programmes nity support for information in in-
provided for about devel- to build capacity the Ground Rent formal settlements
reinvesting 45 opment and of LCC to man- Project, resulting for improved city
percent of the property owner- age the city and from inadequate management.
revenue realised ship in informal mobilise resourc- community sensi-
on development settlements es for develop- tisation about the
projects in a (Improvement ment. project.
settlement par- Areas).
ticipating in the
Project.
•฀ NGOs provide •฀ Lack of secure •฀ Granting of •฀ Most residents do •฀ Provide security of
some micro- land tenure secure tenure not have secure tenure to enhance
finance for affects devel- to residents of tenure, which is developments in
residents. opment and legalised informal the main collateral the city.
access to credit settlements. required before
facilities. accessing micro-
finance offered by
NGOs.
SQUATTER UPGRADING
PROJECT PROPOSALS - SLUMS

•฀ Almost all infor- •฀ Development •฀ Preparation of •฀ Lack of prioritisa- •฀ Formulate a squat-

mal settlements in regularised national squat- tion of a squat- ter-upgrading strat-
in Lusaka have settlements is ter-upgrading ter-upgrading egy for the city.
been legalised. affected by the strategy. strategy at both
lack of a squat- local and national
ter-upgrading levels.
strategy.
•฀ Land tenure is •฀ The occupancy •฀ Upgrading of the •฀ Lack of capacity •฀ Provide secure land
secured through licence does not occupancy licence by the council to tenure to residents
acquisition of grant title to to land title in provide security as a strategy to
an occupancy land. order to improve of land tenure to promote develop-
licence. land tenure in residents. ment in unplanned
unplanned settle- settlements.
ments.

30
30
 Project proposal for the regularisation and upgrading of unplanned and
SLUMS
unserviced settlements in Lusaka; (iii) to enable LCC
Action plan to upgrade all informal
N°1 settlements in Lusaka by 2015 map- to adopt and implement the reforms necessary for
ping social infrastructure efecting a citywide approach and to strengthen existing
community capacity to organise and undertake broad-
based initiatives to enhance poverty reduction and
LOCATION: Lusaka urban safety; and (iv) to design a long-term, sustainable
inancing strategy for settlement upgrading.
DURATION: 36 months
ACTIVITIES: (1) Undertake expert analysis and
BENEFICIARIES: Residents of Lusaka, the central surveys. (2) Conduct seminars and brieing sessions.
government, investors, and the private sector. (3) Improve public awareness through the media on the
IMPLEMENTING PARTNERS: Ministry of Local proposed action plan. (4) Sensitise the private sector
Government and Housing, Ministry of Lands, Lusaka to provide employment opportunities and ensure the
City Council, and UN-HABITAT. participation of small and medium-sized enterprises.
(5) Undertake a training needs assessment. (6) Develop
ESTIMATED COST: US$ 1 million tools. (7) Run training workshops. (8) Develop an
investment plan.
BACKGROUND: Lusaka, with an estimated population
of 2 million and growing at a rate of 6 percent, is OUTPUTS: Strategy for unplanned settlement
harbouring the largest share of urbanisation challenges upgrading developed. Social and physical mapping of
in Zambia. Approximately 70 percent of the population the unplanned settlements completed. A citywide action
live in unplanned and unserviced settlements, while the plan for the improvement of unplanned settlements
city continues to receive unsustainable levels of migrants. developed. Proposals for increased investment in housing
Previous initiatives to address the problem could and infrastructure developed. Capacity building for the
not be sustained for a number of reasons, including council and stakeholders undertaken. Communities
the lack of community ownership and only partial empowered with skills in self-organization, savings,
participation by other stakeholders. Recent eforts basic infrastructure development, and community
focusing on environmental management, housing, safety and security.
and infrastructure through a participatory approach
have shown some positive indications in dealing with STAFF REQUIRED: Lusaka City Council staf
service provision in unplanned settlements. Lusaka City and staf or members from the Ministry of Local
Council is taking comprehensive steps to address these
Project proposal
challenges citywide and has legalised over 35 informal
settlements in readiness for their upgrading. SLUMS
N°2 Provide security of land tenure in
legalised unplanned settlements
OBJECTIVES: To work with partners to implement
urban policy reforms and to prepare a citywide upgrading
programme that will improve the living conditions of the
urban poor of Lusaka. his programme is to be developed Government and Housing, the Ministry of Lands,
PROJECT PROPOSALS - SLUMS

in line with Target 11 of Millennium Development Goal the Environmental Council of Zambia, and Resident
7 (“to achieve signiicant improvement in the lives of at Development Committees.
least 100 million slum dwellers by 2020”), the National
Housing Policy, the Town and Country Planning Act LOCATION: Lusaka
CAP 283, and the Housing (Statutory and Improvement DURATION: 24 months
Areas) Act CAP 441 of the laws of Zambia. here are
four speciic objectives: (i) to build the capacity of LCC BENEFICIARIES: Residents of unplanned settlements,
to enable the local authority to collect and document the private sector, community-based organizations, and
information on projects/programmes under in its areas local authorities.
of jurisdiction; (ii) to review and operationalise urban
upgrading policies and to design citywide action plans IMPLEMENTING PARTNERS: Ministry of Local

3131
 Government and Housing, UN-HABITAT, Local
Government Association of Zambia, and the Ministry
of Justice.
ESTIMATED COST: US$ 300,000
BACKGROUND: A study carried out in Lusaka
revealed that without a legal title to land, most
residents of unplanned settlements will not invest in
the improvement of the semi-permanent structures in
which they live. he Lusaka City Council carried out
a pilot programme to improve security of tenure of
residents in unplanned settlements (called Improvement
Areas) in the year 2000, with support from the Swedish
International Development Cooperation Agency (Sida).
Many informal settlements in towns and cities of urban
areas have been regularised, but the majority of people
do not have any secure tenure at the household level,
depriving them of certain beneits As is well known,
security of land tenure has clear advantages that make
it a necessity for human development: it provides legal
protection for property owners from possible eviction
and demolition of their dwellings without compensation;
with secure tenure, the property gains value on the land
market and can be used as collateral for bank loans and
other transactions. Further, secure tenure improves the
status of the settlement and opens it up to long-term
socio-economic investment by government, donors,
and investors.
OBJECTIVES: To enhance economic and social
development through secure land rights for women and
men in urban areas. © UN-HABITAT

ACTIVITIES: (1) Sensitise communities through the

RDCs on the importance of secure tenure. (2) Develop
a digital community map for a selected pilot settlement
area. (3) Undertake a comprehensive house registration
exercise for all regularised unplanned settlements of
Lusaka. (4) Develop a quick and eicient way to prepare
PROJECT PROPOSALS - SLUMS

occupancy licences and maintain land records. (5) Issue

occupancy licences to residents in the settlements.
OUTPUTS: Eicient methodology developed and
implemented for issuance of security of tenure. Security
of tenure issued to residents in regularised unplanned
settlements. Programme for extending the issuance of
occupancy licences to other urban areas developed.
STAFF REQUIRED: Consultant on security of land
tenure, Lusaka City Council staf, RDCs, and Ministry
of Local Government and Housing staf.

32
32
GENDER AND HIV/AIDS

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES ISSUES

REGULATORY FRAMEWORK AND INSTITUTIONAL SETUP
•฀ A draft HIV/ •฀ LCC lacks capacity •฀ Support for policy •฀ Failure by •฀ Institutionalise gen-
AIDS policy has to implement the implementation central govern- der and HIV/AIDS
been formu- HIV/AIDS policy. can be sourced ment to provide issues in the opera-
lated by LCC. through prepara- national policy tions of the council.
•฀ Many institutions in
tion of bankable implementation
•฀ National the city lack a HIV/ •฀ Improve visibility of
project proposals. strategies for
HIV/AIDS/STI/ AIDS policy. HIV/AIDS issues in
mainstreaming
TB Council •฀ Make HIV/AIDS the city institutions.
•฀ Structural gender HIV/AIDS in lo-
exists and policy part of the
insensitivity in many cal authorities. •฀ Legislate for gender
coordinates strategic plans of
institutions intimi- equality in institu-
multi-sectoral all institutions in •฀ Institutions lack
dates women victims tions and workplac-
responses to the city. capacity to pre-
of gender discrimina- es.
HIV/AIDS. pare implemen-
tion and bias. •฀ Provide gender
tation strategies
•฀ Existence awareness train-
on HIV/AIDS.
of powerful ing programmes.
popular sector •฀ Lack of clear
organizations legislation on
promoting institutionalising
gender equal- gender pro-
ity. grammes.
RESOURCE MOBILISATION
•฀ HIV/AIDS is •฀ HIV/AIDS support •฀ Allocation of •฀ Continued loss •฀ Mobilise resources
recognised is mainly external, more budget- of skilled man- for combating
as a major which is not sustain- ary support for power because HIV/AIDS.
challenge to able. HIV/AIDS pro- of HIV/AIDS.
development grammes.
•฀ Inadequate budget- •฀ Over-reliance on
in the city and
ary support at local •฀ Generous donor external support
country at
level. support for gen- is not sustain-
large.
der programmes. able.
•฀ Increasing
budgetary sup-
port for gender
programmes

PROJECT PROPOSALS - GENDER AND HIV/AIDS

at the national
level.
EMPOWERMENT AND ACCOUNTABILITY
•฀ Growing pro- •฀ Traditional beliefs •฀ Sensitisation pro- •฀ Poverty and •฀ Increase gender
file of sustain- hinder women’s grammes aimed illiteracy hinder visibility in the
able human empowerment. at promoting women’s institutions through
development gender equality. participation in sensitisation.
•฀ High staff turnover of
(gender) pro- development
gender focal points •฀ Decentralisa- •฀ Develop citywide
grammes. programmes in
due to poor condi- tion of training gender pro-
the city.
•฀ Training of tions of service in programmes to grammes.
gender focal public institutions. community level. •฀ Inadequate
points at dis- community
•฀ Lack of gender-dis- •฀ Initiate pro-
trict level. structures to
aggregated data in grammes to
sustain com-
•฀ Institution- institutions. manage and
munity-based
alisation of provide adequate
gender pro-
HIV/AIDS information on
grammes.
programmes. gender.

3333
 Project proposal ACTIVITIES: (1) Study best practices from other
GENDER countries and successful local authorities. (2) Establish
HIV/AIDS Gender and HIV/AIDS institutionalisa- or study the existing council policy on gender and
N°1 tion in local authority operations HIV/AIDS. (3) Develop guidelines for mainstreaming
gender and HIV/AIDS issues in council operations. (4)
Develop training materials. (5) Undertake training of
LOCATION: Lusaka
local authority staf. (6) Sensitise local authorities and
councillors about the importance of institutionalising
DURATION: 24 months gender and HIV/AIDS issues in the operations of
the council. (7) Develop strategies for replicating the
BENEFICIARIES: City residents and local authority institutionalisation of gender and HIV/AIDS issues in
staf. councils in general.

IMPLEMENTING PARTNERS: Ministry of Local OUTPUTS: A gender and HIV/AIDS institutionalisation

Government and Housing, Gender in Development strategy developed. Awareness of gender and HIV/
Division, UNDP, and the Local Government Association AIDS issues among staf improved. Recommendations
of Zambia. developed on the implementation of the new strategy in
other local authorities.
ESTIMATED COST: US$ 400,000
STAFF REQUIRED: Consultant with expertise in
gender and HIV/AIDS mainstreaming, local authority
BACKGROUND: A National Gender Policy was
staf, and facilitators from the Gender in Development
approved in 2000 and a Strategic Plan of Action for
Division.
the National Gender Policy (2004–2008) was inally
approved in January 2004. he government has been
criticised, however, for the slow progress in addressing
and mainstreaming gender issues. Although Zambia has
signed the SADC declaration for achieving 30 percent
representation of women in decision-making positions
by 2005, reaching this target seems to be too far of in
Zambia. With regard to promoting gender equity and
women’s empowerment, not much has been achieved.
PROJECT PROPOSALS - GENDER AND HIV/AIDS

Lusaka City Council has a total of 33 councillors,

but only 2 are women. Out of the seven members of
parliament, only three are women. he exploitation
of the full potential of the LCC’s human resources is
therefore constrained by gender disparities. he LCC
continues to lose staf to HIV/AIDS at an alarming rate,
yet mechanisms for institutionalising HIV/AIDS issues
in local authority operations have not been developed.

OBJECTIVES: To help the LCC develop institutional

responses to raise the proile of gender and HIV/AIDS
issues in the council, thereby giving the institution an
opportunity to focus attention on the impacts of HIV/
AIDS on its staf members and to promote sustainable
human resource development by addressing gender
disparities.

34
34
 Project proposal (3) Train women in micro-enterprise and business
GENDER management. (4) Provide support for identiication and
HIV/AIDS Enhance Women’s participation levels development of appropriate community-based projects,
N°2 in community projects such as those focused on micro-inance, community-
based waste management, and production of afordable
building materials. (5) Provide technical advice and
LOCATION: Lusaka assist women in securing support to implement their
projects.
DURATION: 24 months
OUTPUTS: Women’s management skills in micro-
BENEFICIARIES: Urban communities and enterprise improved. Access to micro-inance by women’s
community-based organizations. groups increased. Women’s capacity to generate income
enhanced.
IMPLEMENTING PARTNERS: Lusaka City
Council, community-based organizations, Zambia STAFF REQUIRED: A micro-enterprise consultant,
Social Insurance Fund (ZAMSIF), UN-HABITAT, community-based organizations, local authority staf,
UNDP, Ministry of Local Government and Housing, ZAMSIF staf, Ministry of Finance and Economic
and Ministry of Community Development and Social Planning staf, Ministry of Local Government
Services. and Housing staf, and Ministry of Community
Development and Social Services staf.
ESTIMATED COST: US$ 300,000

BACKGROUND: Many people in Lusaka live with

poverty and human depravation. Less than 20 percent
of the city population is in formal employment.
Over 70 percent of all female-headed households are
extremely poor. Women also lack adequate training
in management-related skills. For example, while
women are able to identify project ideas, they do not
know how to prepare project proposals. Most micro-

PROJECT PROPOSALS - GENDER AND HIV/AIDS

enterprise owners interviewed do not know their proit
margins. As a result, most are not involved in proitable
businesses and lack negotiation skills and conidence in
the marketplace. Most women are engaged in informal
sector activities not for proit, but in order to meet the
immediate practical needs of the family. Any proits
realised are used for educating children or for feeding
the family.

OBJECTIVES: To build the capacity of women to

manage micro-enterprise. To improve their knowledge
about inancial markets and inancial management and
to increase their access to credit for enterprise growth
or capital. To enhance their negotiation skills and
conidence in the marketplace.

ACTIVITIES: (1) Provide literacy training for women. © UN-HABITAT

(2) Develop capacity in project proposal preparation.

3535
 ENVIRONMENT

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES

ENVIRONMENTAL PLANNING AND MANAGEMENT
•฀ City stake- •฀ LCC does not have •฀ LCC can •฀ Low priority, in •฀ Coordinated and
holders are adequate capacity to enhance terms of resource scaled up urban
beginning to effectively spearhead public- private allocation, of environmental man-
appreciate the tackling of envi- participation in environmental agement in the city.
environmental ronmental problems. the manage- issues among
•฀ Improved govern-
issues in the ment of the city’s stakeholders in
•฀ Lack of coordination ment support for
city. environment. the city.
between LCC and urban environmen-
•฀ Establish- ECZ has affected the •฀ Coordination •฀ Rigid institu- tal management.
ment of the management of the among LCC, tional operational
Environmental urban environment. ECZ, and the structures among
Council of Ministry of stakeholders in
•฀ Central government
Zambia has Mines can be the city hinder ef-
does not provide
raised profile enhanced. fective coordina-
resources to LCC
of environ- tion and coopera-
for environmental •฀ Streamlining a
mental issues tion in matters of
management, to policy on gov-
in the city. environmental
supplement donor ernment support
management.
•฀ Donor support support. for environmen-
is channelled tal planning •฀ Reliance on
through and manage- donor support
NGOs for ment through cannot sustain
environmental a national frame- environmental
management work. management
in the city. programmes in
the city.
ENVIRONMENTAL EDUCATION AND AWARENESS
•฀ Existence •฀ LCC has no train- •฀ There is a need •฀ Apathy among •฀ Promotion of
of the Keep ing programmes to train staff, stakeholders sustai3nable urban
Lusaka Clean on environmental councillors, and towards environ- environmental
stakeholder management. communities on mental issues. management
organization. environmental through commu-
•฀ LCC has no specific •฀ Increasing
issues. nity participation
•฀ Bylaws on budget for promot- poverty levels
and sensitisation
environmental ing sound environ- •฀ Environment are leading to
on the importance
management mental management ManagePrioritise over-exploitation
of environmental
in the city in the city. environmental of environmental
resources.
have been management resources.
•฀ Environmental
•฀
LUSAKA CITY PROFILE - ENVIRONMENT

formulated by issues in the city Enhance the en-

education is not •฀ Inadequate man-
LCC. by allocating forcement of bylaws
adequately covered power at both
more resources on urban environ-
•฀ Environmental in the national school the national and
to the sector. mental manage-
awareness curriculum. local levels in the
ment by improving
programmes •฀ Raise the profile field of environ-
the LCC budgetary
in the media of environmental mental manage-
allocation to the
and schools in management ment.
Department of City
the city. both at national
Planning.
and local levels
by designing •฀ Raise the status of
appropriate cur- environmental edu-
riculum in training cation at primary,
institutions. secondary, and
university level.

36
36
 Project proposal OBJECTIVES: To promote and sustain a non-
ENVIRON- motorised he related objectives to be addressed by
Documentation and replication of
MENT the project are: to identify and address current barriers
N°1 lessons on sustainable environmental
management in Lusaka to NMT, such as negative policies and practices; to
promote NMT services in Lusaka; to assess the level and
condition of existing NMT infrastructure and facilities
LOCATION: Lusaka in the city; to understand the dynamics of NMT and
motorised transport demands; to create awareness of
DURATION: 36 months the beneits of NMT and create interest in the design,
construction, and maintenance of NMT infrastructure
and equipment such as bicycles; and to create
BENEFICIARIES: Residents of Lusaka, Lusaka City
institutional arrangements for NMT management and
Council, and the central government.
policy formulation.

IMPLEMENTING PARTNERS: Ministry of

ACTIVITIES: (1) Create a project team. (2) Conduct
Local Government and Housing, LCC, Ministry of
consultations and workshops with stakeholders to
Communications and Transport, National Roads
identify barriers to NMT. (3) Agree on a strategy for
Board, UNDP, UNEP, andUN-HABITAT.
the medium-sized project and select a route(s) for
demonstration. (4) Undertake an assessment of NMT
ESTIMATED COST: US$ 1 million infrastructure types, suitability, and adaptability.
(5) Carry out a NMT demand survey, which will
BACKGROUND: In the context of climate change, include a commuter survey and have a potential
the greenhouse gas inventory undertaken as part of motorised transport substitution level. (6) Select
Zambia’s Initial National Communication shows that NMT features most favoured by commuters. (7)
the transport sector contributes the most to greenhouse Make recommendations on possible policy changes to
gas emissions. As a consequence, the Government promote NMT.
of Zambia is exploring opportunities to implement
environmentally friendly measures and/or clean OUTPUTS: Commuter surveys undertaken. NMT
technologies that can beneit national development infrastructure designed and developed. NMT policy
and the local and global environment. Transport and reviewed and reformulated by government. Use of
communications play a critical role in the growth and NMT increased.
development of the country’s economy. From 1994 to
2001, the sector’s growth has averaged 3.2 percent. In
STAFF REQUIRED: Council technical staf,
Zambia, transportation costs are among the highest
transportation consultant, Ministry of Communications LUSAKA CITY PROFILE - ENVIRONMENT
in the subregion and thus work against the welfare of
and Transport staf, and Road Safety Agency staf.
people, particularly the poor. he Transitional National
Development Plan (2002–2005) recognises that if
the critical transport and communications sectors
are inappropriately designed, transport strategies and
programmes result in networks and services that worsen
the conditions of the poor, harm the environment,
ignore the changing needs of users, and exceed the
capacity of the public inances that maintain them. It
is highly recommended that this project be linked to
the Sustainable Urban Mobility Project, which is an
initiative of the UNEP/UN-HABITAT Sustainable
Cities Programme. LCC has applied for the latter
programme and a fact-inding mission recently visited
Zambia from Nairobi.

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 Project proposal OBJECTIVES: To carry out documentation of the
ENVIRON- lessons learned from environmental management
MENT Community-based sustainable urban projects/programmes undertaken in Lusaka and to
N°2 enviromental management develop a replication strategy. Other speciic objectives
are to: identify the type of projects/programmes dealing
with environmental management, including solid waste
LOCATION: Lusaka management in Lusaka; assess the implementation
processes and linkages of the projects/programmes;
DURATION: 24 months and articulate the successes and failures of the projects/
programmes.
BENEFICIARIES: Residents of Lusaka, Lusaka City
Council, and the central government. ACTIVITIES: (1) Identify projects/programmes
dealing with environmental management and solid
waste management in Lusaka. (2) Collect information
IMPLEMENTING PARTNERS: Lusaka City Council,
on the implementation process and linkages of the
Environmental Council of Zambia, Ministry of Local
projects/programmes and on their successes and failures.
Government and Housing, UN-HABITAT, UNDP,
(3) Document the project implementation process and
and UNEP.
the lessons learned. (4) Disseminate the documented
information to stakeholders. (5) Develop a stakeholder
ESTIMATED COST: US$ 200,000 coordination strategy and project replication strategies
for Lusaka.
BACKGROUND: Unplanned (i.e. informal)
settlements of Lusaka are home to some of the poorest OUTPUTS: Environmental management programmes
of its residents. he relationship between poverty and in Lusaka identiied and documented. Successes and
environment is characterised as a “vicious circle” or a failures documented. Information on the projects/
downward spiral. he poor often rely directly on the programmes disseminated to stakeholders. A stakeholder
environment for their livelihood. At the same time coordination strategy developed. Project replication
they are afected by the way others use environmental strategies developed.
resources. he urban poor are especially afected by
poor services and environmentally unsound realities:
STAFF REQUIRED: Lusaka City Council staf,
inadequate or polluted water, lack of sanitation, deicient
Environmental Council of Zambia staf, and
solid waste disposable systems, and outdoor and indoor
community-based organization representatives.
air pollution from low-quality cooking fuels. Urban
poverty, therefore, needs to be dealt with by improving
LUSAKA CITY PROFILE - ENVIRONMENT

environmental management.

In an efort to improve the environmental aspects of

Lusaka city and reduce poverty, the city council has
initiated a number of projects in partnership with
development agencies, including various civil society
groups. hey include the Solid Waste Management
Programme, the Sustainable Lusaka Programme, the
Community-Based Waste Collection Project, the Chaisa
Land Tenure Initiative, and the Chaisa Community
Managed Improvement Project. hese projects were
undertaken as pilots, with the aim of replicating/scaling
up later on.

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BIBLIOGRAPHY:

Agyemang, Okore A. et al., 1997. An Environmental Profile of the Greater Lusaka Area.

Doxiadis Consulting Engineers, 1978. Lusaka Development Plan.

Duisberg, Carl, 1983. Self-Help Housing Groups in Squatter Settlements of Zambia.

International Institute for Democracy and Electoral Assistance, 2004. Profiles in Governance: Policy Summary.

Lusaka City Council, July, 2006. Finance Department Report.

Lusaka City Council, 2003. Strategic Municipal Solid Waste Management.

Lusaka City Council, 2003 (Research Unit). The Impact of HIV/AIDS on the Labour Force at LCC and Its Effect on
Service Delivery.

Lusaka City Council, 2002. Final Report on Land Tenure Initiative.

Lusaka City Council, 2001. A Participatory Research Assessment of Primary Stakeholders’ Views on Occupancy
Licences in Unplanned Settlements: The Case of Chaisa Compound.

Lusaka City Council, 1999. Five-Year Strategic Plan 1999-2004.

Lusaka City Council, 1974. Local Government in Zambia.

Ministry of Finance and National Planning, 2006. Draft Fifth National Development Plan.

Ministry of Finance and National Planning, 2004. Economic Report 2003.

Nordin, Benita, 1998. Informal Land Tenure in Lusaka.

V3 Consulting Engineers, 2000. Lusaka Structure Plan.

 ACRONYMS:

Agyemang, Okore A. et al., 1997. An Environmental Profile of the Greater Lusaka Area.
Doxiadis Consulting Engineers, 1978. Lusaka Development Plan.
Duisberg, Carl, 1983. Self-Help Housing Groups in Squatter Settlements of Zambia.
International Institute for Democracy and Electoral Assistance, 2004. Profiles in Governance: Policy Summary.
Lusaka City Council, July, 2006. Finance Department Report.
Lusaka City Council, 2003. Strategic Municipal Solid Waste Management.
Lusaka City Council, 2003 (Research Unit). The Impact of HIV/AIDS on the Labour Force at LCC and Its Effect on
Service Delivery.
Lusaka City Council, 2002. Final Report on Land Tenure Initiative.
Lusaka City Council, 2001. A Participatory Research Assessment of Primary Stakeholders’ Views on Occupancy
Licences in Unplanned Settlements: The Case of Chaisa Compound.
Lusaka City Council, 1999. Five-Year Strategic Plan 1999-2004.
Lusaka City Council, 1974. Local Government in Zambia.
Ministry of Finance and National Planning, 2006. Draft Fifth National Development Plan.
Ministry of Finance and National Planning, 2004. Economic Report 2003.
Nordin, Benita, 1998. Informal Land Tenure in Lusaka.
V3 Consulting Engineers, 2000. Lusaka Structure Plan.
AMICAALL Alliance of Mayors Initiative for Community Action on AIDS at the Local Level
ARV Anti-retroviral
CBD Central business district
CBO Community-based organization
DANIDA Danish International Development Agency
DDCC District Development Coordinating Committee
ECZ Environmental Council of Zambia
FTFZ Food and Trees for Zambia
IT Information technology
LCC Lusaka City Council
LWSC Lusaka Water and Sewerage Company
MACO Ministry of Agriculture and Cooperatives
MLGH Ministry of Local Government and Housing
MP Member of parliament
NGO Non-governmental organization
NMT Non-motorised transport
NZP+ Network of Zambian People Living with HIV/AIDS
RDC Resident Development Committee
RUSPS Rapid Urban Sector Profiling for Sustainability
SADC Southern Africa Development Community
SIDA Swedish International Development Cooperation Agency

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SWOT Strengths, Weaknesses, Opportunities, and Threats
UNZA University of Zambia
UNDP United Nations Development Programme
UNEP United Nations Environment Programme
UN-HABITAT United Nations Human Settlements Programme
VCT Voluntary Counselling and Testing
WDC Ward Development Committee
ZAMSIF Zambia Social Insurance Fund
ZAMTEL Zambia Telecommunications Limited
ZESCO Zambia Electricity Supply Company Limited
ZMK Zambian Kwacha

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 LUSAKA CITY CONSULTANTION IN 2007

ATTENDANCE LIST

Name and Organisation

Levy Mkandawire, Lusaka City Council

Louis Chipepo, Ministry of Agriculture and Cooperatives

Mwiche Kabwe, Enviromental Council of Zambia

Manze Wachila, Zambia Telecommunications Limited

Michael Kabungo, Lusaka Waste Management Project

Mizael Banda, Resident Development Committee

Michael Mutale, Lusaka City Council

Muntungwa Mugala, Zambia Electricity Supply Company Limited

Peter Nsombo, University of Zambia

Malambo Moonga, University of Zambia

Flolics Kasumbalesa, Network of Zambian People Living with AIDS/AIDS

Kelvin Mumbi, Lusaka residents

Maggie Ngoma, Lusaka residents

Bornwell Matawe, Lusaka City Council

Kangwa Chama, Lusaka City Council

CONTACTS:

Alioune Badiane, Director, Regional Office for Africa and the Arab States,
e-mail: [email protected]
Alain Grimard, Senior Human Settlement Officer, Programme Manager
email: [email protected]
David Kithakye, Senior Human Settlements Officer, Focal Point for Zambia,
e-mail: [email protected]
e-mail: [email protected]
LUSAKA TEAM:
Daniel Phiri, Monica Masonga, Kangwa Chama, Rueben Lifuka

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