Support to the implementation of the GRZ-UNDP Governance Programme (2011-2015)
Support to the implementation of the GRZ-UNDP Governance Programme (2011-2015)Project update for 2014
1. Introduction
The Government of the Republic of Zambia (GRZ) and the United Nations Development Programme designed a Governance Programme to support democratic governance in Zambia. The programme is for the period 2011-2015. The programme goal is to have targeted Government institutions provide human rights-based policies, frameworks and services by 2015. The programme outcome is to have individuals with increased knowledge and ability to claim human rights for effective participation in development and democratic processes.
This programme seeks to support the Government of the Republic of Zambia in meeting the development goal of promoting human rights, dignity of individual citizens and inclusive governance. The programme has taken a three-pronged approach aimed at;
(i) Supporting national efforts in developing and implementing a national constitution that will foster human rights, inclusive governance, greater separation of powers and accountability among State organs;
(ii) Transformation of selected key national institutions into accountable institutions with greater capacity of increasing delivery of public services and human rights to vulnerable populations; and
(iii) Increasing citizens participation in democratic processes and promotion of public accountability.
There are designed interventions for this programme which include the following;
(i) increasing domestication of international conventions and protocols that Zambia has acceded to;
(ii) Increasing national capacity for implementing, monitoring and reporting of national plans, policies and reforms;
(iii) Promoting transformational leadership and mindset change in the civil service and the community in general; and
(iv) Fostering an environment that will promote greater public engagement in democratic processes.
The expected results from and benefits of this program include increased access to human rights and public services by vulnerable groups and changes in attitudes among the public servants.
Sweden has contributed SEK 27,200,000 to the UNDP on a cost-sharing basis for the implementation of the Governance Programme (2011-2015). The following are the projects that have been implemented under this support in 2015;
a. Enhancing Oversight Capacity of the National Assembly: This project focuses on increasing effectiveness of the National Assembly as a representative agent of oversight and reform. Implementation of this project has been spearheaded by the National Assembly of Zambia.
b. Leadership and Managerial Skills Development Programme for Senior and Middle Management of the Civil Service: The focus is on increasing coordination and implementation of Results Based Management by Government. Cabinet Office (Policy Analysis and Coordination Division) is spearheading the implementation.
c. Strengthening National Capacities for the Protection, Promotion and Advocacy for Human Right: The Human Rights Commission is the Implementing Partner.
d. Increasing Public Capacity to Demand for Human Rights and Accountability for Universal Peer Review, African Peer Review Mechanism and other state reports and commitments. JCTR is spearheading implementation.
e. Empowerment and Leadership Skills Development Programme: Alchemy Women in Leadership has been the Implementing Partner.
The year under review was scheduled to be the final year in line with this governance programme as well as with the Agreement between Sweden and UNDP. The programme continued to record considerable progress towards the achievement of set targets and results. Progress recorded during the year included the following:
(i) Strategy for the standardization of policy planning, implementation and monitoring has been completed, and has been undergoing analysis by Cabinet Office to identify priority areas for implementation. A working group was appointed to deliberate further on the selected two options and prepare a detailed position paper for submission to Cabinet Office.
(ii) The National Assembly of Zambia has developed systems and conducted capacity building programmes leading to the National Assembly better position itself to implement its 2015 – 2019 Strategic Plan.
(iii) The ZWPC successfully established and operationalized its own Secretariat and this has resulted in enhanced planning, coordination and implementation of caucus activities. This followed the recruitment of staff and development of institutional policies.
(iv) Alchemy Women in Leadership have successfully developed and implemented leadership programmes at three levels for the women; female emerging; and girls aged 12 – 18 years. Alchemy Women in Leadership successfully implemented the Advanced Leadership, Intermediate, and the Fundamentals of Leadership Programmes where a platform was created for mentorship in leadership. In addition, Alchemy has developed institutional capacity to host and facilitate their leadership development programs independently.
(v) The HRC institutional capacity has been strengthened as a result of the development and implementation of systems. They also successfully produced the 2014 Annual State of Human Rights Report.
(i) Advocacy on Economic, Social and Cultural Rights (ESCR) contributed to the inclusion of these rights in the draft constitution which was released to the public by the government in October 2015. This project support towards has resulted in improved provision of and access to services. Citizens have been able to claim their rights and hold the duty bearers accountable.
The table below provides a detailed report on progress made in 2014 on the five projects supported by the Embassy of Sweden and UNDP.
1
Support to the implementation of the GRZ-UNDP Governance Programme (2011-2015)
2. Results framework - 2015 Report
Governance Programme Outcome (Outcome 5 - UNDAF): Targeted Government institutions provide human rights-based policies, frameworks and services by 2015Pillar II: Institutional Strengthening for Human Rights-Based Service Delivery
Project Title: Leadership and Managerial Skills Development Programme for Senior and Middle Management of the Civil Service
Implementing Partner: Cabinet Office
Output / Activities / Progress Towards Results / Next Steps
Output 6:
TLMS Performance Management Framework for Cabinet Office and five (5) selected pilot ministries developed. The ministries are; Finance; Agriculture and Cooperatives; Commerce, Trade and Industry; Community Development, Mother and Child Health; and Chiefs and Traditional Affairs. / (i) Finalise the draft strategy for standardisation of policy planning, implementation and monitoring, taking into consideration the gap analysis and mapping conducted. / Strategy for the standardization of policy planning, implementation and monitoring has been completed, and was undergoing analysis by Cabinet Office to identify priority areas for implementation. This process considered the main three components of the report:
- Gap Analysis
- Proposed standardised framework for coordination; and,
- Implementation arrangements.
Two options (areas) were identified:
(i)Enhancing the Capacity of Cabinet Office, and
(ii)Establishing a new coordinating agency.
A working group was appointed to deliberate further on the two options and prepare a detailed position paper for submission to Cabinet Office.
However, Cabinet Office has commenced implementation of recommendations that have no huge implications such as legal, mandate and/or institutional changes. For instance, mechanism to enhance coordination has been developed, training of officers. / Cabinet Office and the selected ministries to implement the identified priority area/option.
Output 5:
Senior and middle management in civil service apply knowledge and skills acquired through the Transformational Leadership and Managerial Skills Development Programme (TLMSDP) in their work / (i) Cabinet Office’s senior and middle management staff receive capacity building training. / (i)Four senior management officers (including Permanent Secretary – MDD and Director – PAC) from Cabinet Office undertook training in the Contemporary Public Administration and Management Programme at the Galilee International Management Institute (GIMI) in Israel. The four had an appreciation of various areas of public sector management and reform in an evolving environment. On return the officers developed An Action Plan and were The four senior management officers and were part of the resource team that facilitated at similar training programme conducted by GIMI in October in Lusaka for 20 senior public officers. The trained 25 officers form part of the core team leading the leadership transformational and managerial agenda at Cabinet Office given the changes occurring in the public service. / Implement Action Plan. More senior and middle management staff to receive capacity building: i.e. Communication.
Project Title: Domestication of international instruments
Implementing Partner: Human Rights Commission (HRC)
Output / Activities / Progress Towards Results / Next Steps
Output 9
Selected international instruments translated into national legal frameworks / (i) Draft Bill on Criminalization of Torture / - A high level Symposium on the Criminalization of Torture held in March 2015, where experts from within Zambia, Uganda, South Africa and Zimbabwe shared best practices in particular on the process of criminalisation of torture, content of Anti-torture Act, and effective remedies for victims of torture such as rehabilitation.
- Countrywide stakeholder engagement was conducted and a number of submissions were made such as having a standalone Act, extending definition to include private sector/individuals. Stakeholders engaged included: Judiciary, Police, Prisons, and other Law Enforcement Agencies, the Church, Civil Society, and Members of Parliament.
- 23 HRC staff underwent capacity building training in Lusaka conducted by Amnesty International on advocacy and campaign against torture. HRC staff have been applying the knowledge and skills acquired in their human rights work and in particular in anti-torture such as the development of the Anti-Torture Campaign Strategy, and during the countrywide stakeholder engagement. / To engage consultant (draftsperson) to draft Bill for presentation to Ministry of Justice.
Operationalise the Campaign Strategy.
Output 10
HRC organizational effectiveness strengthened / Enhance capacity of HRC to deliver services to stakeholders / (i) HRC conducted an institutional assessment that led to the development and/or revision of institutional systems and workflow processes with the aim of enhancing effectiveness, efficiency and accountability. Following the operationalization of the systems, HRC is now operating in a more coordinated and accountable framework.
- Performance Management System (re-defined job descriptions, individual/departmental workplans, organogram);
- Monitoring and Evaluation System;
- Complaint Handling System and Procedures;
- Communication Strategy;
- Cases Classification/Handbook to facilitate use of Electronic Case Management System; ICT System (upgrade);
- Human Rights Education Manual;
- UPR Recommendation and Implementation Framework.
(ii) 10 HRC staff underwent capacity building training in Lusaka in contract management, and the institution can now handle contract management, and not necessarily depend on one staff member. / Implement the systems developed and ensure that all staff apply them in their work processes.
Output 11
Implementation of concluding remarks and recommendations of State reports and international instruments monitored / Develop mechanism to monitor implementation of concluding remarks and recommendations of State reports and international instruments / (i)Universal Periodic Review (UPR) Recommendation and Implementation Monitoring Framework (RIMF) has been developed, which provides a means of monitoring implementation of UPR recommendations that Zambia accepted during the 2nd Cycle of UPR session in 2012.
(ii) Countrywide stakeholder engagement on the application of the UPR-RIMF was conducted. Members of Parliament from the following committees were engaged: Legal Affairs, Governance, Human Rights, Gender Matters and Child Affairs; National Security and Foreign Affairs; Youth and Sport; Local Governance, Housing and Chiefs' Affairs; Public Accounts Committee; Delegated Legislation; and Estimates. Following this engagement, the MPs were able to adequately contribute in parliament on human rights issues during the debate on the budget estimates for HRC.
- ASHRR was released focusing on Civil and Political Rights, and Economic, Cultural and Social Rights, and the extent to which Zambia has ratified regional and international instruments for the protection and promotion of human rights and fundamental freedoms. A number of findings were highlighted such as the legal frame work in Zambia having remained dualist implying that international legal instruments are not self-executing. As such, they require legislative implementation to be effective as law, and HRC has been engaging government and other stakeholders like parliamentarians to address the issues identified. / HRC to submit statement of compliance with Paris Principles to the International Coordinating Committee Sub-Committee on Accreditation (ICC-SCA) in Geneva.
HRC status on compliance with Paris Principles to be reviewed by the ICC-SCA in Geneva.
To produce the 2015 ASHRR, and commence the production of the 2016.
Pillar III Public Engagement
Project Title: Enhancement of Oversight Capacity of the National Assembly
Implementing Partner: National Assembly of Zambia
Output / Activities / Progress Towards Results / Next Steps
Output 1
Oversight capacity strengthening activities implemented / 1. Develop and implement institutional systems
/ NAZ has strengthened its institutional capacity by developing the following systems:
- launch of the 2015-2019 Strategic Plan by the Speaker;
- development of the Implementation Plan for the Strategic Plan;
- formation and capacity building of the Strategic Plan Implementation Committee;
- development of the Monitoring and Evaluation Framework for the Strategic Plan
- development of the Performance Management Framework.
In order to systematically build on the successes of the reform agenda, the project assisted the National Assembly to develop its 2015-2019 Strategic Plan. The Strategic Plan, and the associated systems (implementation plan, M&E, and performance management frameworks) is now the basis of programming and implementation for the National Assembly for a period of five years. Institutional planning for 2016 was well coordinated and was responsive to the 2015- 2019 Strategic Plan. / Amend the 2005 Standing Orders in line with the amended constitution.
2. Conduct capacity building programmes for staff / Following the launch of the 2015-2019 Strategic Plan, NAZ conducted capacity building training for its staff to equip them with necessary knowledge and skills as the institution implements the new strategic plan and ensure that parliament delivers on its mandate.
- Heads of Departments and the Clerks-at- the Table (Clerk and two Deputy Clerks) were underwent an Executive programme on the “Role of Leadership in Implementation and Monitoring of the Strategic Plan.”
-17 members of the Strategic Plan Implementation Committee were trained by the Centre for Parliamentary Studies and Training in Kenya.
- 35 staff from all departments of the National Assembly were trained in Results Based Management and Reporting.
- 2 Staff from Administration, Human Resource Management and Development were trained in Performance Management in Legislatures. / Post-Election Orientation – Capacity building/orientation to new MPs.
Orientation of staff on the revised Standing Orders.
3. Orientation of Constituency Office staff in the operations of Parliament and Constituency Offices / As part of the programme of taking parliament closer to the people, 45 newly recruited Constituency Office staff were oriented on the operations of Parliament, Constituency Offices and the role of Constituency Offices in the implementation of the 2015-2019 NAZ Strategic Plan. The trained staff are now able to interpret the functions of parliament and in particular the functions of a constituency office.