Lunte District Integrated Development Plan 2024 - 2034

1.0 INTRODUCTION ........................................................................................................................ 1

1.1 Legal Requirements .................................................................................................................. 1

1.2 Location and Size ..................................................................................................................... 1

1.3 Agriculture and Livestock ........................................................................................................ 2

1.4 Climate and Meteorology ......................................................................................................... 2

1.5 Precipitation .............................................................................................................................. 2

1.6 Temperature .............................................................................................................................. 3

1.7 Vegetation Type........................................................................................................................ 3

1.8 Geology..................................................................................................................................... 3

1.9 Soils .......................................................................................................................................... 4

1.9.1 Bio-diversity ....................................................................................................................... 4

1.9.2 Flora ................................................................................................................................... 4

2.0 DEMOGRAPHIC ANALYSIS .................................................................................................... 5

2.1 Population and Population Growth ........................................................................................... 5

2.2 Population Characteristics ........................................................................................................ 6

2.3 Population Density.................................................................................................................... 6

2.4 Population Spatial Distribution of the IDP area ....................................................................... 6

2.5 Population Age Distribution for Lunte District ........................................................................ 7

2.6 Age Dependency Ratios ........................................................................................................... 9

2.7 Child Dependency Ratio ......................................................................................................... 10

2.8 Aged Dependency Ratio ......................................................................................................... 10

2.9 Fertility Rate ........................................................................................................................... 10

2.9.1 Projected Population and Likely Characteristics ............................................................. 10

2.9.1.1 Population Projection Methodology ............................................................................. 10

2.9.1.2 Population Projection.................................................................................................... 11 iii

2.9.1.3 Likely Characteristics ................................................................................................... 11

2.9.1.4 Population Pyramid ...................................................................................................... 12

2.9.1.5 Assumptions ................................................................................................................. 14

2.9.1.6 The Impact of the Continuation of Existing Population Trends on Land Use and Spatial Development Patterns ....................................................................................... 14

3.0 SECTORAL AND THEMATIC ANALYSIS BY SECTOR..................................................... 15

3.1 Water Supply .......................................................................................................................... 15 3.1.1 Key Government Priorities being and to be Implemented at a Local Level .................... 15

3.1.2 Description of Existing State of Development ................................................................. 15 3.1.3 Quality of Service Including Key Performance Indicators .............................................. 17

3.1.4 Issues Arising from the Public Participation Process....................................................... 17 3.1.5 Quality of Service Including key Performance Indicators ............................................... 17

3.1.6 Impact of Changes Anticipated Over the Next Ten Years ............................................... 18

3.1.7 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns ......................................................................................................... 18

3.1.8 Environment and Climate Change Analysis .................................................................... 18 3.1.9 Consideration of the Underlying Factors Contributing to the Issues Identified .............. 18

3.1.10 Summary .......................................................................................................................... 19

3.2 Sanitation ................................................................................................................................ 19 3.3 Key Government Priorities being and to be Implemented at a Local Level .......................... 19

3.4 Description of Existing State of Development ....................................................................... 19 3.4.1 Quality of Service Including Key Performance Indicators .............................................. 20

3.5 Issues Arising from the Public Participation Process ............................................................. 20 3.5.1 Quality of Service including key performance indicators ................................................ 20

3.6 Impact of Changes Anticipated Over the Next Ten Years ..................................................... 20 3.6.1 Population Change-Future Demand for Services and Facilities ...................................... 20 3.6.2 Existing and Proposed Investment and Development Programs ..................................... 20

3.7 Environment and Climate Change Analysis ........................................................................... 21 3.7.1 The Impact of Environmental and Climate Changes Issues on the Sector ...................... 21 3.7.2 The Impact of existing trends on Environmental and Climate Changes .......................... 21 3.8 Issues Arising Relating to Gender Groups and Vulnerable Groups ....................................... 21 3.9 Consideration of the underlying factors contributing to the issues identified ........................ 21

4.0 COMMUNICATION ................................................................................................................. 21 iv 4.1 Key Government Priorities being and to be Implemented at a Local Level .......................... 21

4.2 Description of the Existing State of Development ................................................................. 22

4.2.1 Broadcasting services ....................................................................................................... 23 4.2.2 Quality of Service including key performance indicators ................................................ 23

4.3 Issues Arising from the Public Participation Process ............................................................. 24 4.3.1 Quality of Service Including Key Indicators of Performance .......................................... 24

4.4 Impact of Changes Anticipated Over the Next Ten Years ..................................................... 24 4.4.1 Population Change-Future Demand for Service and Facilities ........................................ 24 4.4.2 Existing and Proposed Investment and Development Programmes................................. 24

4.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns ............................................................................................................... 24 4.6 The Impact of Existing Trends on the Environment and Climate Change ............................. 24 4.7 Impact of Environment and Climate Change issues on the Sector ......................................... 25 4.8 Issues Arising Relating to Gender Groups and Vulnerable Groups ....................................... 25 4.9 Consideration of the Underlying Factors Contributing to the issues Identified ..................... 25

5.0 EDUCATION ............................................................................................................................. 25 5.1 Key Government Priorities being and to be Implemented at a Local Level .......................... 25

5.2 Description of the Existing State of Development ................................................................. 26

5.2.1 Primary School Education ................................................................................................ 26

6.2.1.1 Water and Sanitation in Primary Schools ..................................................................... 27

6.2.1.2 Laboratory services in primary schools ........................................................................ 27

6.2.1.3 Sporting facilities in primary schools ........................................................................... 27

6.2.1.4 Secondary school level ................................................................................................. 27

6.2.1.5 Water and Sanitation in Secondary Schools ................................................................. 28 5.2.2 Quality of Service Including Key Indicators of Performance .......................................... 29

5.3 Issues arising from Public Participation Process .................................................................... 30 5.3.1 Quality of Service including Key Performance Indicators of Performance..................... 30

5.4 Impact of Changes Anticipated Over the Next Ten Years ..................................................... 30 5.4.1 Existing and Proposed Investment and Development Programs ..................................... 30

5.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns ............................................................................................................... 31

5.6 Environment and Climate Change Analysis ........................................................................... 31 5.6.1 The Impact of the Environment and Climate Change on the Sector ................................ 31 v 5.6.2 Impacts of the sector on environment and climate change .............................................. 31 5.7 Issues Arising Relating to Gender Groups and Vulnerable Groups ....................................... 31 5.8 Consideration of the Underlying Factors Contributing to the Issues Identified ..................... 31

6.0 SOLID WASTE MANAGEMENT ............................................................................................ 32 6.1 Key Government Priorities being and to be Implemented at a Local Level .......................... 32

6.2 Description of the Existing State of Development ................................................................. 32 6.2.1 Quality of Service Including Key Performance Indicators .............................................. 33

6.3 Issues Arising from the Public Participation Process ............................................................. 33 6.3.1 Quality of Service Including Key Indicators Oo Performance ........................................ 33

6.4 Impact of Changes Anticipated Over the Next Ten Years ..................................................... 34 6.4.1 Population Change – Future Demand for Services and Facilities .................................... 34

6.4.2 Proposed and Existing Investments in the Sector ............................................................ 34

6.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns ............................................................................................................... 34

6.6 Environment and Climate Change Analysis ........................................................................... 34 6.6.1 Impacts of existing trends on the environment and climate change ................................ 34 6.6.2 Impacts of environment and climate change on the sector. ............................................. 34 6.7 Issues arising relating to gender groups and vulnerable groups ............................................. 34 6.8 Consideration of the Underlying Factors Contributing to the Issues Identified ..................... 34

7.0 TRANSPORT ............................................................................................................................. 35 7.1 Key Government Priorities Being and To Be Implemented At A Local Level ...................... 35

7.2 Description of the existing state of development ................................................................... 35

7.2.1 Road Network .................................................................................................................. 35

7.2.2 Road Construction Equipment ......................................................................................... 36 7.2.3 Quality of Service Including Key Indicators of Performance .......................................... 36

7.2.4 Crossing Points and Status ............................................................................................... 36

7.3 Issues Arising from Public Participation Process ................................................................... 39 7.3.1 Quality of service including Key Indicators of Performance ........................................... 39

7.4 Impact of Changes Anticipated Over the Next Ten Years ..................................................... 39 7.4.1 Population Change-Future Demand for Services and Facilities ...................................... 39 7.4.2 Existing and Proposal Investment and Development Programs ...................................... 39

7.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns ............................................................................................................... 40 vi

7.6 Environment and Climate Change Analysis ........................................................................... 40 7.6.1 The Impact of Existing Trends on the Environment and Climate Change ...................... 40 7.6.2 The Impact of Environmental and Climate Change Issues on The Sectors ..................... 40 7.7 Issues Arising Relating To Gender Groups and Vulnerable Groups ...................................... 40

7.8 Summary ................................................................................................................................ 40 7.9 Consideration of the Underlying Factors Contributing to the Issues Identified ..................... 40

8.0 HEALTH SECTOR .................................................................................................................... 40 8.1 Key Government Priorities being and to be Implemented at a Local Level .......................... 41

8.2 Description of the Existing State of Development ................................................................. 41 8.2.1 Distribution of Health Facilities by Ward in Lunte IDP Area ......................................... 44

8.2.2 Availability of Medicine in Health Facilities ................................................................... 47

8.2.3 Power Supply in Health Facilities .................................................................................... 47

8.2.4 Medical Waste Management in Health Facilities ............................................................ 47 8.2.5 Existing Sanitary Facilities (Toilets) per Health Facility in the District .......................... 48

8.2.6 Availability of Maternal Service Infrastructure ............................................................... 49 8.2.7 Quality of Service Including Key Performance Indicators .............................................. 56

8.2.7.1 Staffing ......................................................................................................................... 56

8.2.7.2 Transport ....................................................................................................................... 57

8.2.7.3 HIV/AIDS Services ...................................................................................................... 58

8.2.7.4 Starting ART ................................................................................................................. 58

8.2.7.5 Total Coverage of ART ................................................................................................ 59

8.2.8 Malaria Disease ................................................................................................................ 60

8.2.7.6 Maternal And Child Health Services. ........................................................................... 61

8.2.7.7 Top Ten Causes of Mortality 2022 ............................................................................... 62

8.3 Issues Arising from Public Participation Process ................................................................... 63 8.3.1 Quality of Service Including Key Indicators of Performance .......................................... 63

8.4 Impact of Changes Anticipated Over the Next Ten Years ..................................................... 63 8.4.1 Population Change – Future Demand for Services and Facilities .................................... 63 8.4.2 Existing and Proposed Investment and Development Programmes................................. 63

8.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns ............................................................................................................... 63

8.6 Environment and Climate Change Analysis ........................................................................... 63 8.6.1 The Impact of Existing Trends on the Environment and Climate Change ...................... 63 vii 8.6.2 The Impact of Environmental and Climate Changes Issues on the Sector ...................... 64

8.7 Issues Arising Relating To Gender and Vulnerable Groups .................................................. 64

8.8 Summary ................................................................................................................................. 64 8.9 Consideration of the Underlying Factors Contributing to the Issues Identified ..................... 64

9.0 AGRICULTURE ........................................................................................................................ 65 9.1 Key Government Priorities being and to be Implemented at a Local Level .......................... 65

9.2 Description of the Existing State of Development ................................................................. 65

9.2.1 Status of staffing levels at the camp ................................................................................. 66 9.3 Quality of Service Including Key Indicators Of Performance ............................................... 67 9.3.1 Production trends in Lunte district for selected crops in tones ........................................ 68

9.3.2 Farmers practicing smart agriculture................................................................................ 68

9.3.3 Agricultural Mechanization.............................................................................................. 69

9.3.4 Yield Improvement and Productivity ............................................................................... 70

9.4 Issues Arising from the Public Participation Process ............................................................. 70 9.4.1 Quality of Service Including Key Indicators of Performance .......................................... 71

9.5 Impact of Changes Anticipated Over The Next Ten Years .................................................... 71 9.5.1 Population Change-Future Demand for Services and Facilities ...................................... 71 9.5.2 Existing and Proposed Investment and Development Program ....................................... 71

9.6 The Impact of the Continuation Of Existing Trends On Land Use And Population Distribution Patterns ............................................................................................................... 71

9.7 Environment and Climate Change Analysis ........................................................................... 71 9.7.1 The Impact of Existing Trends on The Environment And Climate Change .................... 71 9.7.2 The Impact of Environmental and Climate Change Issues on the Sector ........................ 72 9.8 Issues Arising Relating to Gender Groups and Vulnerable Groups ....................................... 72

9.9 Summary ................................................................................................................................. 72 9.10 Consideration of the Underlying Factors Contributing to the Issues Identified ..................... 72

10.0 FISHERIES AND LIVESTOCK ............................................................................................... 73 10.1 Key Government Priorities being and to be Implemented at a Local Level .......................... 73

10.2 Description of the Existing State Of Development ................................................................ 74 10.2.1 Quality of service including key indicators of performance ............................................ 75

10.2.1.1 Status of Staffing Levels ............................................................................................... 75

10.2.1.2 Transport Situation ....................................................................................................... 75

10.2.1.3 Livestock Production .................................................................................................... 75 viii

10.2.1.4 Number of Livestock Farmers by Type of Livestock ................................................... 76

10.2.1.5 Fish and Livestock Production Trends ......................................................................... 77 Number of ponds ....................................................................................................................... 77 Fish farmers ............................................................................................................................... 77 Yield in tons ............................................................................................................................... 77 Remarks 77 300 77 150 77 10000 77 0.20 77 The yield is low due to poor management levels ........................................................................ 77

10.3 Issues Arising from Public Participation Process ................................................................... 77

10.3.1 Availability of Service ..................................................................................................... 77 10.3.2 Quality of Service Including Key Indicators of Performance .......................................... 77

10.4 Impact of Changes Anticipated Over the Next Ten Years ..................................................... 77 10.4.1 Population Change-Future Demand for Services and Facilities ...................................... 77 10.4.2 Existing and Proposed Investment and Development Programs ..................................... 77

10.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patters ................................................................................................................. 77

10.6 Environment and Climate Change Analysis ........................................................................... 78 10.6.1 The Impact of Existing Trends on the Environment and Climate Change ...................... 78

10.6.2 The Impact of Climate Change on the sector ................................................................... 78 10.7 Issues Arising Relating to Gender Groups and Vulnerable Groups ....................................... 78

10.8 Summary ................................................................................................................................. 78 10.9 Consideration of the Underlying Factors Contributing to the Issues Identified ..................... 78

11.0 ENERGY SECTOR.................................................................................................................... 79 11.1 Key Government Priorities being and to be Implemented at a Local Level .......................... 79

11.2 Description of the Existing State Of Development ................................................................ 79

11.2.1 Availability of Service ..................................................................................................... 79

10.2.1.6 Hydro Power ................................................................................................................. 79

10.2.1.7 Solar Energy ................................................................................................................. 79

10.2.1.8 Charcoal and Firewood ................................................................................................. 79

11.2.2 Quality of Service Including Key Indicators of ............................................................... 79 ix

11.3 Issues Arising from the Public Participation Process ............................................................. 80

11.3.1 Availability of Service ..................................................................................................... 80 11.3.2 Quality of Service Including Key Indicators of Performance .......................................... 80

11.4 Impact of Changes Anticipated Over the Next Ten Years ..................................................... 80 11.4.1 Population Change-Future Demand for Services and Facilities ...................................... 80 11.4.2 Existing and Proposal Investment and Development Programs ...................................... 80

11.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patters ................................................................................................................. 80

11.6 Environment and Climate Change Analysis ........................................................................... 80 11.6.1 The Impact of Existing Trends on the Environment and Climate Change ...................... 80 11.6.2 The Impact of Environmental and Climate Change Issues on the Sectors ...................... 80 11.7 Issues Arising Relating to Gender Groups and Vulnerable Groups ....................................... 81

11.8 Summary ................................................................................................................................. 81 11.9 Consideration of the Underlying Factors Contributing to the Issues Identified ..................... 81

12.0 LAND USE ................................................................................................................................ 81 12.1 Key Government Priorities being and to be Implemented at a Local Level .......................... 81

12.2 Description of the Existing State of Development ................................................................. 81

12.2.1 Availability of Service ..................................................................................................... 81 12.2.2 Quality of Service Including Key Indicators of Performance .......................................... 82

12.3 Issues arising from the public participation process ............................................................... 82

12.3.1 Availability of Service ..................................................................................................... 82 12.3.2 Quality of Service Including Key Indicators of Performance .......................................... 82

12.4 Impact of Change Anticipated Over the Next Ten Years ....................................................... 82 12.4.1 Population Change-Future Demand for Service and Facilities ........................................ 82 12.4.2 Existing and Proposed Investment and Development Programs ..................................... 82

12.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns ............................................................................................................... 82

12.6 Environmental and Climate Change Analysis ........................................................................ 82 12.6.1 The impact of Existing Trends on the Environment and Climate Change....................... 82 12.6.2 The Impact of Environmental and Climate Change Issues on the Sector ........................ 83 12.7 Issues Arising Relating to Gender Groups and Vulnerable Groups ....................................... 83

12.8 Summary ................................................................................................................................. 83 12.9 Consideration of the Underlying Factors Contributing to the Issues Identified ..................... 83 x

13.0 TOURISM AND HOSPITALITY ............................................................................................. 83 13.1 Key Government Priorities to be Implemented at the Local Level ........................................ 83

13.2 Description of exiting state of development ........................................................................... 84

13.2.1 Availability of Services .................................................................................................... 84 13.2.2 Quality of Service Including Key Indicators of Performance .......................................... 84

13.3 Issues Arising from Public Participation Process ................................................................... 85

13.3.1 Availability of Services .................................................................................................... 85 13.3.2 Quality Of Service Including Key Indicators of Performance ......................................... 85

13.4 Impact of Changes Anticipated Over the Next Ten Years ..................................................... 85 13.4.1 Population Change-Future Demand for Services and Facilities ...................................... 85 13.4.2 Existing and Proposal Investment and Development Programs ...................................... 85

13.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns ............................................................................................................... 85

13.6 Environment and Climate Change Analysis ........................................................................... 85 13.6.1 The Impact of Existing Trends on the Environment and Climate Change ...................... 85 13.6.2 The Impact of Environmental and Climate Change Issues on the Sectors ...................... 85 13.7 Issues Arising Relating to Gender Groups and Vulnerable Groups ....................................... 85 13.8 Consideration of the Underlying Factors Contributing to the Issues Identified ..................... 85

14.0 COMMERCE TRADE AND INDUSTRY ................................................................................ 86 14.1 Key Government Priorities being and to be Implemented at a Local Level .......................... 86

14.2 Description of the Existing State of Development ................................................................. 86

14.2.1 Availability of Service ..................................................................................................... 86 14.2.2 Quality of Service Including Key Indicators of Performance .......................................... 87

14.3 Issues Arising from the Public Participation Process ............................................................. 87

14.3.1 Availability of Service ..................................................................................................... 87 14.3.2 Quality of Service Including Key Indicators of Performance .......................................... 87

14.4 Impact of Changes Anticipated Over the Next Ten Years ..................................................... 87 14.4.1 Population Change – Future Demand for Services and Facilities .................................... 87 14.4.2 Existing and Proposed Investment and Development Programmes................................. 87

14.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns ............................................................................................................... 87

14.6 Environment and Climate Change Analysis ........................................................................... 88 14.6.1 The Impact of Existing Trends on the Environment and Climate Change ...................... 88 xi 14.6.2 The Impact of Environmental and Climate Change Issues on the Sector ........................ 88 14.7 Issues Arising Relating to Gender Groups and Vulnerable Groups ....................................... 88

15.0 SECURITY................................................................................................................................. 88 15.1 Key Government Priorities being and to be Implemented at a Local Level .......................... 88

15.2 Description of Existing State of Development ....................................................................... 90

15.2.1 Availability of Service ..................................................................................................... 90

15.2.1.1 Equipment ..................................................................................................................... 90

15.2.1.2 Office Space.................................................................................................................. 90

15.2.1.3 Fire services .................................................................................................................. 90 15.2.2 Quality of Service Including Key Indicators of Performance .......................................... 90

15.2.1.4 Crime rate ..................................................................................................................... 90

15.3 Issues Arising from the Public Participation Process ............................................................. 91

15.3.1 Availability of services..................................................................................................... 91 15.3.2 Quality of Service Including Key Indicators of Performance .......................................... 91

15.4 Impact of Changes Anticipated Over the Next Ten Years ..................................................... 91 15.4.1 Population Change-Future Demand for Services and Facilities ...................................... 91 15.4.2 Existing and Proposed Investment and Development Programs ..................................... 91

15.5 Environment and Climate Change Analysis ........................................................................... 91 15.5.1 The Impact of Environmental and Climate Changes Issues on the Sector ...................... 91 15.5.2 The Impact of existing trends on Environmental and Climate Changes .......................... 91 15.6 Issues Arising Relating to Gender and Vulnerable Groups .................................................... 91

15.7 Summary ................................................................................................................................. 92 15.8 Consideration of Underlying Factors Contributing to the Factors Identified ......................... 92

16.0 SOCIAL PROTECTION ............................................................................................................ 92 16.1 Key Government Priorities being and to be Implemented at a Local Level .......................... 92

16.2 Description of Existing State of Development ....................................................................... 92

16.2.1 Availability of Service ..................................................................................................... 92

16.2.2 CDF Support .................................................................................................................... 93

16.2.2.1 Bursaries Support.......................................................................................................... 93

16.2.2.2 Grant Support................................................................................................................ 94

16.2.2.3 Loan Support ................................................................................................................ 94

16.2.3 Community Development ................................................................................................ 94 16.2.4 Quality of Service Including Key Indicators of Performance .......................................... 94 xii

3.1 Issues Arising From the Public Participation Process ................................................................ 95

3.1.2.0 Availability of services ................................................................................................. 95 3.1.3.0 Quality of Service Including Key Indicators of Performance ...................................... 95

16.3 Impact of Changes Anticipated Over the Next Ten Years ..................................................... 95 16.3.1 Population Change-Future Demand for Services and Facilities ...................................... 95 16.3.2 Existing and Proposed Investment and Development Programs ..................................... 95

16.4 Environment and Climate Change Analysis ........................................................................... 95 16.4.1 The Impact of Environmental and Climate Changes Issues on the Sector ...................... 95 16.4.2 The Impact of existing trends on Environmental and Climate Changes .......................... 95 16.5 Issues Arising Relating to Gender and Vulnerable Groups .................................................... 96

16.6 Summary ................................................................................................................................. 96 16.7 Consideration of the Underlying Factors Contributing To the Issues Identified .................... 96

16.8 Summary ................................................................................................................................. 96

16.9 Summary – Core Problems (for the entire PSIR) ................................................................... 97 Security........................................................................................................................................... 98

17.0 DEVELOPMENT FRAMEWORK............................................................................................ 98

18.0 LONG TERM VISION .............................................................................................................. 99

19.0 POLICIES TO DIRECT DEVELOPMENT .............................................................................. 99

20.0 DEVELOPMENT OBJECTIVES, PRIORITIES AND DEVELOPMENT STRATEGIES ... 100

20.1 Goal 1: Enhance Local Economic Development .................................................................. 100 Program: 100 Development objective 1: ....................................................................................................... 100 Objective 2 ............................................................................................................................... 100 Objective 3: .............................................................................................................................. 100 Objective 4: .............................................................................................................................. 100 Objective 5: .............................................................................................................................. 101 Objective 6 ............................................................................................................................... 101 Objective 7 ............................................................................................................................... 101 Objective 8 ............................................................................................................................... 101 Objective 9 ............................................................................................................................... 101 Goal 2 102 Program 102 Objective 1 ............................................................................................................................... 102 xiii Objective 2: .............................................................................................................................. 102 Objective 3 ............................................................................................................................... 103 Objective 4 ............................................................................................................................... 103 Objective 5: .............................................................................................................................. 103 Objectives 6: ............................................................................................................................ 103 Objectives 7: ............................................................................................................................ 103 Objectives 8.............................................................................................................................. 103 Goal 3: 104 Program 104 Objective 1 ............................................................................................................................... 104 Objective 2: .............................................................................................................................. 104 Goal 4: 105 Program: 105 Objective 1: .............................................................................................................................. 105 Objective 2: ............................................................................................................................... 105 Objective 3: .............................................................................................................................. 105 Objective 4: .............................................................................................................................. 105

21.0 SPATIAL DEVELOPMENT FRAMEWORK ........................................................................ 106

21.1 Spatial Development Scenarios ............................................................................................ 106

21.2 Existing Land Use................................................................................................................. 106

21.3 Alternative Spatial Development Scenario ........................................................................... 107

21.4 Alternative Spatial Development Scenario 2......................................................................... 108

21.5 Chosen Spatial Development Scenario ................................................................................. 109

21.6 Spatial Planning Needs of Lunte District ............................................................................. 111

21.6.1 Rural Spatial Development Needs ................................................................................. 111

21.6.1.1 Education .................................................................................................................... 111

21.6.1.2 Agriculture Spatial Needs ........................................................................................... 112

21.6.1.3 Fisheries and Livestock .............................................................................................. 112

21.6.1.4 Health .......................................................................................................................... 112

21.6.1.5 Social Security ............................................................................................................ 113

21.6.1.6 Energy/Waste Management ........................................................................................ 113

21.6.1.7 Community Needs ...................................................................................................... 114

21.6.2 Township Spatial Development Needs .......................................................................... 114 xiv

21.6.1.8 Commerce and Trade .................................................................................................. 114

21.6.1.9 Waste Management Needs ......................................................................................... 115

21.6.1.10 Education Needs ..................................................................................................... 116

21.6.1.11 Health Needs .......................................................................................................... 116

21.6.1.12 Agricultural Needs ................................................................................................. 117

22.0 SECURITY............................................................................................................................... 117

21.6.1.13 Energy Needs ......................................................................................................... 118

21.6.1.14 Administration Building Unit Needs...................................................................... 118

21.6.1.15 Recreation/Open Spaces ......................................................................................... 119

21.6.1.16 Water Needs ........................................................................................................... 119

21.6.1.17 Hospitality Industry ................................................................................................ 120

21.6.1.18 Township Roads ..................................................................................................... 120

23.0 LAND USE PLANNING POLICIES AND PROPOSALS TO IMPROVE, MAINTAIN OR PROTECT THE ENVIRONMENTAL, SOCIAL AND ECONOMIC ASPECTS OF DEVELOPMENT; ................................................................................................................... 121

23.1 Environmental Protection ..................................................................................................... 121

23.1.1 Social Economic Development ...................................................................................... 121

24.0 LAND USE PLANNING POLICIES AND PROPOSALS FOR AREAS UNDER THE JURISDICTION OF TRADITIONAL AUTHORITIES AND PROPOSED POLICIES AND PROPOSALS FOR THOSE AREAS. ............................................................................ 122

24.1 Social Service Zone .............................................................................................................. 122

24.2 Village Settlement Zone ....................................................................................................... 122

24.3 Agriculture and Livestock Zone ........................................................................................... 122

24.4 Sub-Centre Zones ................................................................................................................. 122

24.5 Proposed Policies .................................................................................................................. 122

24.6 Policies .................................................................................................................................. 123

25.0 IMPLEMENTATION PROGRAMME.................................................................................... 124

25.1 Capital Investment Programme ............................................................................................ 124

26.0 FINANCIAL PLAN ................................................................................................................. 158

26.1 Introduction........................................................................................................................... 158

26.2 Legislative Framework ......................................................................................................... 158

26.3 Five Year Term Sustainability .............................................................................................. 158

26.3.1 How do We Define Financial Sustainability .................................................................. 158

26.4 Five Year Term Financial Plan ............................................................................................. 158 xv

26.5 Rating Income Strategy ........................................................................................................ 159

26.6 Discretionary & Regulatory Fees & Charges ....................................................................... 159

27.0 FUNDING THE FIVE-YEAR FINANCIAL PLAN ............................................................... 160

27.1 Overview............................................................................................................................... 160

27.2 Rates & Service Charges ...................................................................................................... 164

27.3 Grants, Subsidies and Contributions..................................................................................... 164

27.4 Statutory & User Charges ..................................................................................................... 164

28.0 EMPLOYEE COSTS ............................................................................................................... 169

29.0 MATERIALS & CONTRACTS .............................................................................................. 170

30.0 GRANTS .................................................................................................................................. 171

31.0 INFRASTRUCTURE ASSET MANAGEMENT POLICY .................................................... 172

32.0 RATING STRATEGY ............................................................................................................. 172

32.1 Strategic Rating Policy ......................................................................................................... 172

32.2 Service Delivery Strategy ..................................................................................................... 172

32.3 External Influences on Local Authority’s Plan .................................................................... 172

32.4 Levy Capping........................................................................................................................ 173

32.5 Other Influences.................................................................................................................... 173

33.0 FIVE-YEAR TERM FINANCIAL PLAN ASSUMPTIONS .................................................. 174

33.1 Population Growth ................................................................................................................ 174

33.2 Inflation (Consumer Price Index) ......................................................................................... 175

33.3 Revenue and Expenditure Assumptions ............................................................................... 175

34.0 FIVE-YEAR TERM FINANCIAL PLAN - SCENARIO ANALYSIS ................................... 179

34.1 Maintaining Existing Service Levels .................................................................................... 180

34.2 Workforce Planning .............................................................................................................. 180

34.3 Asset Management Maintenance & Renewal ....................................................................... 180

34.4 Community Infrastructure Renewal Program ....................................................................... 181

34.5 Sensitivity Analysis and Risk Assessment ........................................................................... 181

34.6 Economic Uncertainty and Global Events ............................................................................ 182

34.7 Conclusion ............................................................................................................................ 182

34.8 Monitoring and Evaluation Plan, Including Key Performance Indicators............................ 183 xvi LIST OF TABLES Table 1: Seasons in Lunte ................................................................................................................. 2 Table 2: Population size for 2010, 2015, 2022 ................................................................................. 5 Table 3: Population Distribution by Ward (2022) ............................................................................ 7 Table 4: Population Composition...................................................................................................... 9 Table 5: Age Dependency Ratio ....................................................................................................... 9 Table 6: Fertility Rate and Life Expectancy at Birth ...................................................................... 10 Table 7: Projected Age and Sex Distribution .................................................................................. 11 Table 8: Project Population ............................................................................................................. 11 Table 9: Bore Holes in the IDP Area .............................................................................................. 15 Table 10: Operator and Network Type in the District ...................................................................... 23 Table 11: Waste Collection Equipment ............................................................................................ 33 Table 12: Road Lengths .................................................................................................................... 35 Table 13: Road Construction Equipment .......................................................................................... 36 Table 14: Crossing Points that Need Urgent Attention ..................................................................... 38 Table 15: Classification and Total Number of Health Facilities....................................................... 42 Table 16: Health Facilities and Classification of Level .................................................................... 43 Table 17: Health Facilities by Ward, Services Provided and Deficits .............................................. 44 Table 18: Type of service by number of health facilities.................................................................. 46 Table 19: Sanitary Facilities per Health Facility ............................................................................... 48 Table 20: Availability of Medical and Non-Medical Equipment ..................................................... 50 Table 21: Medical Office Staff Establishment .................................................................................. 56 Table 22: Total Number of Vehicles and Other Motorized Transport .............................................. 57 Table 23: Top Ten Causes of Mortality 2022 ................................................................................... 62 Table 24: Camps Houses in the IDP Area ........................................................................................ 66 Table 25: Staffing Levels at the Camps ............................................................................................ 66 Table 26: Crop Yields ....................................................................................................................... 70 Table 27: Services Available and Deficits ........................................................................................ 75 Table 28: Transport Situation in the Sector in the IDP Area ............................................................ 75 Table 29: Aquaculture Production .................................................................................................... 77 Table 30: Number of Social Cash Transfer Beneficiaries................................................................. 93 Table 31: Community Development Support Programs ................................................................... 94 Table 32: Core Problems (PSIR)....................................................................................................... 97 xvii Table 33: Education Needs ............................................................................................................. 111 Table 34: Agriculture Needs ........................................................................................................... 112 Table 35: Fisheries and Livestock Needs........................................................................................ 112 Table 36: Health Needs ................................................................................................................... 113 Table 37: Security Needs ................................................................................................................ 113 Table 38: Community Needs .......................................................................................................... 114 Table 39: Commerce and Trade Needs ........................................................................................... 114 Table 40: Waste Management Needs .............................................................................................. 115 Table 41: Township Education Needs ............................................................................................ 116 Table 42: Township Health Needs .................................................................................................. 116 Table 43: Township Agriculture Needs .......................................................................................... 117 Table 44: Security Needs ................................................................................................................ 117 Table 45: Energy Needs .................................................................................................................. 118 Table 46: Recreation/ Open Spaces ................................................................................................ 119 Table 47: Hospitality Industry Needs ............................................................................................. 120 Table 48: Objective 1 ...................................................................................................................... 124 Table 49: Objective 2 ...................................................................................................................... 125 Table 50: Objective 3 ...................................................................................................................... 126 Table 51: Objective 4 ...................................................................................................................... 126 Table 52: Objective 5 ...................................................................................................................... 129 Table 53: Objective 6 ...................................................................................................................... 130 Table 54: Objective 7 ...................................................................................................................... 132 Table 55: Objective 8 ...................................................................................................................... 134 Table 56: Objective 9 ...................................................................................................................... 135 Table 57: Objective 1 ...................................................................................................................... 136 Table 58: Objective 2 - Improve secondary school education services .......................................... 138 Table 59: Objective 3 ...................................................................................................................... 141 Table 60: Objective 4 ...................................................................................................................... 142 Table 61: Objective 5 ...................................................................................................................... 143 Table 62: Objective 6 ...................................................................................................................... 144 Table 63: Objective 7 ...................................................................................................................... 145 Table 64: Objective 8 ...................................................................................................................... 145 Table 65: Objective ......................................................................................................................... 150 xviii Table 66: Objective 2 ...................................................................................................................... 152 Table 67: Objective 1 ...................................................................................................................... 153 Table 68: Objective 2 ...................................................................................................................... 154 Table 69: Objective 3 ...................................................................................................................... 155 Table 70: Objective 4 ...................................................................................................................... 156 Table 71: CDF and LGEF Revenue ................................................................................................ 162 Table 73: Revenue Expenditure Assumptions ................................................................................ 175 xix LIST OF FIGURES Figure 1: District Location ................................................................................................................. 2 Figure 2: Vegetation Distribution of the IDP Area ............................................................................ 3 Figure 3: Soil Distribution in the IDP Area........................................................................................ 4 Figure 4: Percentage Annual Average Rate ....................................................................................... 5 Figure 5: Population Distribution by Ward ........................................................................................ 6 Figure 6: Population Projection for 2022 ........................................................................................... 8 Figure 7: Population Pyramid Projection for 2024........................................................................... 12 Figure 8: Population Pyramid Projection for 2029........................................................................... 12 Figure 9: Population Pyramid Projection for 2032........................................................................... 13 Figure 10: Population Pyramid Projection for 2034........................................................................... 13 Figure 11: Location of Water Points .................................................................................................. 16 Figure 12: Types of Boreholes ........................................................................................................... 17 Figure 13: Location of Network Towers in the District ..................................................................... 22 Figure 14: Distribution of Primary Schools ....................................................................................... 26 Figure 15: Distribution of Secondary Schools ................................................................................... 27 Figure 16: Deficits in Secondary Schools .......................................................................................... 29 Figure 17: Deficits in Secondary Schools .......................................................................................... 29 Figure 18: Crossing Points Connecting Nchelenje and Malambwa Wards........................................ 37 Figure 19: Lubala Crossing Point Connecting Kanyanta and Lubushi .............................................. 37 Figure 20: Kaungo Crossing Point Connecting to Kapatu in Nchelenje Ward .................................. 37 Figure 21: Masembele Crossing Point Connecting Isenga to Road D20 ........................................... 38 Figure 22: Crossing Point Connecting Otto to Nkuka........................................................................ 38 Figure 23: Location of Health Facilities ............................................................................................. 42 Figure 24: Number of Health Facilities with Supply, Incinerator and Power .................................... 47 Figure 25: Types of Water Sources/ Supply in Health Facilities ................................................... 48 Figure 26: Number of Clients Tested Positive Results and Number Initiated on ART ..................... 58 Figure 27: Positive Percentage Trend from 2018 to 2021 .................................................................. 59 Figure 28: Lunte ART Prophylaxis Coverage .................................................................................... 59 Figure 29: Total number of Male who Underwent VMMC in the Last 5 Years ................................ 60 Figure 30: Trends of Malaria Incidences in All Ages for the Past Four Years .................................. 61 Figure 31: Top Ten Causes of Morbidity 2022 .................................................................................. 62 Figure 32: Production Trends for Selected Crops .............................................................................. 68 xx Figure 33: Farmers Practicing Smart Agriculture .............................................................................. 69 Figure 34: Number of Farmers and Types of Farming Tools............................................................. 70 Figure 35: Agriculture/ Livestock Resource Distribution .................................................................. 74 Figure 36: Livestock Population in the District Camps ..................................................................... 76 Figure 37: Number of Farmers by Type of Livestock ........................................................................ 76 Figure 38: Waterfalls and Water Bodies ............................................................................................ 84 Figure 39: Existing Land Use ........................................................................................................... 106 Figure 40: Alternative Spatial Development Scenario ..................................................................... 107 Figure 41: Alternative Spatial Development Scenario 2 .................................................................. 108 Figure 42: Chosen Spatial Development Scenario ........................................................................... 109 xxi ABBREVIATIONS AND ACRONYMS IDP Integrated Development Plan 8NDP Eighth National Development Plan APH BOX Ante Partum Haemorrhage APMS Area Pump Menders ART Antiretroviral Therapy BCC Behavioural Change Communication BP Blood Pressure CBD Central Business Administration CBO Community Based Organisations CD4 T-Lymphocyte Bearing Cd4 Receptor CDF Constituency Development Fund CFR Case Fatality Rate CLTS Community Lead Total Sanitation CRB Classroom Block CSA Climate Smart Agriculture DAP Differently Abled People DWASHE District Water and Sanitation Health Education EMTCT Elimination Of Mother to Child Transmission EPI Expanded Program for Immunization FANGR Farm Animal Genetic Resources FAO Food And Agriculture Organization GBV Gender Based Violence GEWEL Girl’s Education and Women Empowerment Livelihood HGSM Home Grown School Meals HIAI Health Information Aggregate HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome HP Health Post HTS HIV Testing Services ICT Information And Communications Technology IMAMA Integrated Management of Acute Malnutrition xxii IPD In-Patient Department IRH Integrated Reproductive Health ITP In-Patient Therapeutic Program KGS Keeping Girls in School LA Local Authority MTCT Mother To Child Transmission NAP National Agricultural Policy NCDS Non-Communicable Diseases NRWSS National Rural Water Supply and Sanitation OD Open Defecation ODF Open Defecation Free OPD Out Patient Department PE BOX Physiotherapy Equipment PPH BOX Post-Partum Haemorrhage PSMD Public Service Management Division PWDRE Plan Works Development and Real Estate RDA Road Development Agency RHC Rural Health Centre RMNCAH-N Reproductive Maternal and Neonatal Child Adolescent Health and Nutrition RPR Rapid Plasma Reagin (Testing for Syphilis) SHAKER RVDS Retroviral Disease SAFF Sustainable Agriculture Financing Facility SAGs Sanitation Action Groups SBCC Social Behaviour Change Communication SDA2 Sustainable Development Area 2 SOMAP Sustainable Operation and Maintenance Project TEVET Technical Education, Vocational and Entrepreneurship Training Authority TLB Tractor Loader Backhoe TTPLP Teacher Training Primary Literacy Program UN United Nations URP Urban and Regional Planning xxiii VCD Value Chain Development VET Veterinarian VIP Ventilated Improved Pit Latrines VMMC Voluntary Medical Male Circumcision VWASHE Village Water and Sanitation Health Education WDC Ward Development Committee WHO World Health Organisation ZEEP Zambia Education Enhancement Project xxiv FOREWORD It is with great pleasure and a sense of collective achievement that I introduce the Integrated Development Plan (IDP) for Lunte District. Initiated in 2022 and designed for implementation over the next decade, from 2024 to 2034, this comprehensive plan stands as a testament to the collaborative efforts of dedicated individuals. The heads of government departments and directors of Lunte Town Council, working tirelessly, have successfully synchronized data, ideas, and aspirations to craft a roadmap for our community's growth. This IDP serves as more than a document; it is a shared vision, a guiding compass that outlines the path towards our development goals. The meticulous collaboration of diverse perspectives ensures that the plan is inclusive and reflective of the needs and aspirations of the entire community. As we unveil this integrated plan, it is my hope that every resident of Lunte District will recognize their role in shaping the future outlined within these pages. Over the next ten years, this IDP will be our foundation, steering us towards sustainable progress, economic prosperity, and enhanced quality of life for all. It encapsulates the essence of unity, cooperation, and forward-thinking that defines Lunte District. I extend my gratitude to all those who contributed to the creation of this IDP and I invite the general public to engage actively in its implementation. Together, let us embark on this transformative journey, turning the aspirations within these pages into the vibrant reality of a thriving and prosperous District. MR. GEORGE CHIKWANDA COUNCIL CHAIRPERSON LUNTE DISTRICT XXV ACKNOWLEDGEMENTS I extend my sincere appreciation and gratitude to all those who contributed to the realization of the Integrated Development Plan (IDP) for Lunte District, a transformative initiative initiated in 2022 and set to unfold over the next decade. First and foremost, my heartfelt thanks go to the dedicated IDP team, your tireless efforts, commitment and collaboration to formulate the IDP have been instrumental in crafting a roadmap for the future development of our community. I would like to express my gratitude to the government through the Ministry of Local Government and Rural Development for its unwavering financial support and invaluable guidance throughout the planning process. This support has been pivotal in shaping the comprehensive and inclusive nature of the IDP. As seen by the initiatives the government has put in place, the New Dawn Government continues to place a high priority on IDP preparation. The government boosted the Constituency Development Fund (CDF) allocation from K 1.6 million to K 25.7 million and then K 30.6 million in order to support the implementation of IDPs. I would like to thank the government of the Republic of Zambia through the able leadership of His Excellency Mr. Hakainde Hichilema, through its efforts in ensuring that local developments meet the requirements of the local populace and in fostering participatory planning procedures. To all stakeholders who contributed their insights and expertise, I extend my deepest appreciation. Special thanks to the business community, civil society groups, cooperating partners, traditional leaders, ward development committee members and councilors for their pivotal role in sensitization and mobilizing the community, ensuring active participation in the crucial data collection phase. I acknowledge and appreciate the indispensable guidance and leadership provided by the Lunte Town Council District Planning Unit. Your expertise has been vital in steering this initiative towards success. As we embark on the journey outlined in this IDP, I am confident that the collective efforts of everyone involved will lead to a flourishing and sustainable future for Lunte District. MR. JOSEPH CHILANDO DISTRICT COMMISSIONER LUNTE DISTRICT xxvi EXECUTIVE SUMMARY The Lunte District Integrated Development Plan (IDP) charts a course for sustainable growth and prosperity over the next decade, from 2024 to 2034. Developed through collaboration with heads of Government departments and directors of Lunte Town Council, this strategic framework encompasses four overarching goals, each addressing crucial facets of our community's development need Goals and Allocated Costs: • Goal 1: To Enhance Local Economic Development Allocated Cost: ZMW 439,874,874.07 • Goal 2: Enhance Human and Social Development Allocated Cost: ZMW 20,600,000.00 • Goal 3: To Enhance Environmental Sustainability Allocated Cost: ZMW 1,855,236,250.00 • Goal 4: Create a Conducive Governance Environment for a Diversified Economy Allocated Cost: ZMW 80,170,000.00 Total Estimated Cost for IDP Implementation: ZMW 2,395,881,124. This plan recognizes the interconnectedness of economic, social and governance factors emphasizing a holistic approach to community development. We appeal to the government, stakeholders and cooperating partners to actively participate in the successful implementation of the IDP. The allocated costs for each goal underscore the financial commitment required for tangible and sustainable development Collaborative measures and policies are essential for turning these development goals into reality. We implore all relevant entities to work in unison, aligning resources and efforts to ensure the successful execution of the IDP. Through shared commitment and focused cooperation, we can create a thriving and inclusive future for the people of Lunte. This IDP is not merely a document; it is a collective vision that, with unified effort, will propel our community toward a brighter and more prosperous tomorrow. Jonathan Mwanza COUNCIL SECRETARY LUNTE TOWN COUNCT xxvii xxviii

1.0 INTRODUCTION Lunte District was established on 17th March 2017 under Statutory Instrument No. 24 of 2017 of the Local Government Act, Volume 161 Cap 281 of the Laws of Zambia. Since its establishment, Lunte District has up to date, never had an Integrated Development Plan (IDP) for its long-term District development planning. Various departments have been using the Strategic Plans and by nature the plans were sector specific and did not depict the wide – range development strategy of the District. Hence, the District commenced the preparation of the Integrated Development Plan in 2022 which was envisaged to be a holistic and principle long term development planning tool for the District.

1.1 Legal Requirements The preparation of the Lunte IDP is a legal requirement espoused in the Zambian Constitution and operationalized under the Urban and Regional Planning Act No. 3 of 2015, the constitution of Zambia, 8NDP, Local government Act No.2 of 2019 which mandates all local authorities in the country to develop IDPs. In accordance with the legal requirements, the preparation of the Lunte IDP was approved in the full council meeting held on 7th November 2022, under minute number PWDRE/103/10/22. Based on the resolution of the Council, the general public was informed and made aware of the intention by the Local Authority to develop an IDP.

1.2 Location and Size The proposed planning boundary for the Lunte District IDP shall cover the whole District which shall be in tandem with the Lunte District boundary as defined in the Provincial and District Boundaries Act Cap 286 of the Laws of Zambia and revised District boundary under Statutory Instrument No. 9 of 2017. Lunte district is 160 kilometers from Kasama, the provincial headquarters of Northern Province and 1,050 kilometers from Lusaka the capital city of Zambia. The district shares boundaries with Mpulungu in the North, Kasama to the west, Senga Hill to the East, Luwingu to the South, Mporokoso and Kawambwa District on the Northwest. It covers an area of approximately 8, 028 square kilometers Lunte lies between longitude 29° 20’ and 31° 08’ East of Universal Meridian 0° and longitude 09°08’ and 10°16’ south of latitude 0° or Equator and between altitude 1300 meters and 1500 meters above sea level. 1 Figure 1: District Location

1.3 Agriculture and Livestock Lunte is predominantly an agricultural district and the main crops grown are maize, beans, cassava and finger millet. Commercial farming activities are done on a small scale. Lunte District also has great potential in ranching due to availability of vast grazing land. Though livestock is reared at a small scale and these include cattle, pigs, goats, sheep and chickens.

1.4 Climate and Meteorology The climate of Lunte District is characterized by four seasons, namely winter running from June to August, the pre-rainy season from September to October, the rainy season from November to March and the post rainy season from April to May, as shown in Table 1. Table 1: Seasons in Lunte Season Period Cold dry winter June – August Dry, warmer - humid September – October Wet humid warm November – March Post-rainy season April – May

1.5 Precipitation The average annual rainfall for Lunte District is 1,000 millimeters (40 inches) per year of precipitation and in some areas, it can reach 1,500 millimeters (60 inches) which is good for agricultural 2 production. More than 90% of the annual rainfall is concentrated in the rainy season from November to March. The remainder falls in October and April.

1.6 Temperature The district has moderate temperature ranging from 15 and 35 degrees centigrade. It is in the high rainfall zone of Zambia, with an average annual rainfall of 1200 mm. The rainy season is between November and April.

1.7 Vegetation Type Lunte is predominantly an agricultural district and the main crops grown are maize, beans, cassava, groundnuts and finger millet. Commercial farming activities are done on a small scale. Lunte District also has great potential in ranching due to availability of vast grazing land. Though Animals are reared at a small scale such as cattle, pigs, goats, sheep and chickens. Figure 2: Vegetation Distribution of the IDP Area

1.8 Geology Lunte District has the same geological sequence as other Districts in Northern Province. Granites, granite gneisses are widespread in the province. Quartzite and shales of the Muva Super group are distributed in the northwestern and southwestern part of the District of the granite zone, shales and sandstones. 3

1.9 Soils Lunte District is characterized with soils that are highly weathered and strongly leached Acrisols and small portions of Leptosols in some parts of the district. Figure 3: Soil Distribution in the IDP Area

1.9.1 Bio-diversity Biological diversity (or Biodiversity for short) encompasses the variety and variability among living organisms and the ecological complexes in which they occur. ‘Biological diversity’ means the variability among living organisms from all sources including, inter alia, terrestrial, marine and other aquatic ecosystems and the ecological complexes of which they are part; this includes diversity within species, between species and of ecosystems

1.9.2 Flora The main vegetation type found in the town of Lunte is the deciduous woodland known locally as “Miombo” which accounts for about 80% of the forested area. This woodland also provides valuable commercial species. It is found in the northern and eastern parts of the District. In the southern and western parts of the District, a Savanna Woodland, dominates the landscape. Vegetation types generally show a marked correspondence to the geological formations. 4

2.0 DEMOGRAPHIC ANALYSIS This section estimates the population of Lunte District for the years 2022 to 2032. The part also examines the trends, changes, distribution, and compositions of the population in the IDP region at the time of implementation, as well as the impact the changes will have on land use and spatial development patterns, as well as the likely consequences of the population forecast.

2.1 Population and Population Growth Lunte District is ranked among the least populated Districts in Northern Province accounting for 5.2% of the 1.6 million Provincial Population. According to the 2022 Census report, the district has a total population of 84,573 people with a projected population for 2032 estimated at 118,566 (using the 3.3% annual population growth rate). Table 2: Population size for 2010, 2015, 20221 Sex 2010 2015 2022 Male 28,849 35,521 42,298 Female 28,990 35,685 42,275 Total 57,839 71,206 84,573 Figure 2, indicates the average annual population growth rate of Lunte District was 2.9 % during the 2000 - 2010 inter-censual period. This increased to 3.3% during the 2010 - 2022 inter-censual period. The current growth rate of Lunte District is at 3.3% which indicates an increase from the last censual period due to the increase in total fertility rate. Of the total population of 57,839 in 2010 – 28,849 were male and 28,990 were female, accounting for 49.9% and 50. % respectively while in 2015 – 35,541 were male and 35,665 were female which accounted for 49.7% male and 50.3% females. This reflects an increase in the number of women compared to men in 2015. In 2022 the statistics show that the percentage number of women in 2022 reduced from 50.3% to 50.0% while the number of men increased to 50.0%. Figure 4: Percentage Annual Average Rate PERCENTAGE ANNUAL AVERAGE RATE OF POPULATION GROWTH Growth Rate 2000-2010 2011-2022 2.7 2.8 2.9 3 3.1 3.2 3.3 3.4 1 Citypopulation.de/en/Zambia/admin/07_northern 5

2.2 Population Characteristics The population of Lunte district will be defined by the five important aspects of the population characteristics which are; population density, mortality rate, birth rate, spatial and age distribution.

2.3 Population Density Population density is the total number of persons per square kilometer. The population density for Lunte District as of 2022 was approximated to be 10.87 people per Km2, calculated on a total land area of 7,782 km². This meant that approximately 10 people of Lunte District occupied a space of one square kilometers of land. Map 1 indicates the population density for Lunte District by wards. Kalungwishi, Lunte and Luangwa are the most densely populated wards with a population range of 6,564 to 7,531 people. The least populated wards have populations between 1,722 to 3,141 which are Masonde and Lubushi wards Figure 5: Population Distribution by Ward

2.4 Population Spatial Distribution of the IDP area The population of Lunte District is mostly concentrated around the growth centers of Lunte (Mukupa Kaoma, Chitoshi and Shibwalya Kapila), with Kalungwishi and Lunte Wards having the largest population as compared to the other areas. 6 Table 3: Population Distribution by Ward (2022) S/N Ward Total 1 Kalungwishi 15,069 2 Lunte 10,191 3 Malambwa 8,305 4 Kanyanta 7,805 5 Nchelenje 6,593 6 Lubushi 6,198 7 Malaila 5,841 8 Kasanshi 4,676 9 Chewe 4,379 10 Masonde 4,173 11 Luangwa 3,967 12 Myangaluba 3,143 13 Isenga 2,524 14 Bwandela 1,709 Total 84,573 In 2022 the statistics show that Kalungwishi ward has the highest number of population distribution with a total of 15,069 and Bwandela Ward with the lowest population of 1,709.

2.5 Population Age Distribution for Lunte District From the 2022 population pyramid, it can be seen that Lunte District has a high youthful population hence more demands for recreational facilities, schooling and job creation which also compliments the proportion of the productive age group. 7 Figure 6: Population Projection for 2022 Population pyramid projection for 2022 for Lunte District 65+ (1,503) 1,312 60 - 64 (478) 667 55 - 59 (532) 620 50 - 54 (912) 812 45 - 49 (1,246) 1,151 40 - 44 (1,586) 1,449 35 - 39 (1,978) 1,994 MALE 30 - 34 (2,281) 2,297 FEMALE 25 - 29 (2,935) 3,107 Linear (MALE) 20 - 24 (2,976) 3,506 15 - 19 (4,452) 4,316 10 - 14 (6,235) 5,983 5-9 (7,051) 7,096 0-4 (8,017) 8,079 (10,000) (8,000) (6,000) (4,000) (2,000) - 2,000 4,000 6,000 8,000 10,000 0 - 4 5 - 9 10 - 14 15 - 19 20 - 24 25 - 29 30 - 34 35 - 39 40 - 44 45 - 49 50 - 54 55 - 59 60 - 64 65+ MALE (8,017 (7,051 (6,235 (4,452 (2,976 (2,935 (2,281 (1,978 (1,586 (1,246 (912) (532) (478) (1,503 FEMALE 8,079 7,096 5,983 4,316 3,506 3,107 2,297 1,994 1,449 1,151 812 620 667 1,312 The age group of above 65 years is increasing as show in the population pyramid but still accounts for the lowest population since 2010. This can be attributed to inadequate access to health care, cultural norms and poor living standards. The population composition in the table 3 below depicts Lunte District having a young population (more than 80, 78% of the population is below 34) and showing only 3.33% of the aged population above 65 years. The population below the age of 4 years is seen to be increasing since 2010 and is currently 19.03 % of the current population. The productive population is accounting for the largest population since 2010 when it was 46.5% and has been has maintained a steady population with 46.45% in 2022. The working population accounts for the largest population and followed by the youth population at 30.58% in 2022. 8 Table 4: Population Composition Age groups 2010 2022 2024 2029 2032 2034 Total No. 11,008 16,096 17,200 20,306 22,565 23,837 Under 4 % of total P 19% 19.03% 19.03% 19.03% 19.03% 19.03% Child (5-14) Total No. 18,032 26,365 28,174 33,261 36,962 39,045 % of total P 31.3% 31.17% 31.17% 31.17% 31.17% 31.17% Working Population (15-64) Total No. 26,875 39,297 41,993 49,575 55,092 58,197 % of total P 46.5% 46.45% 46.47% 46.47% 46.45% 46.47% Youth (15-34) Total No. 17,693 25,871 27,646 32,637 36,269 38,313 % of total P 30.6% 30.58% 30.59% 30.59% 30.58% 30.59% 65+ Total No. 1,925 2,815 3,008 3,551 3,946 4,169 % of total P 3.3% 3.33% 3.33% 3.33% 3.33% 3.33% Total Population 57,839 84,573 90,376 106,692 118,556 125,248

2.6 Age Dependency Ratios This is the ratio of population aged 0-14 years and persons aged 65 years and older per 100 persons in the productive group aged 15-64 years old. It shows the burden of dependency from the non- productive age groups on the productive population. Dependency ratios indicate the potential effects of changes in population age distribution for social and economic development, pointing out broad trends in social support needs. The table shows that, the age dependency ratio for Lunte District was 41.2 per 100 persons of productive age in 2010 than it increased to 60.9 in 2022. Table 4 show that the age dependency ratio in Lunte District is high which indicates that those in the productive population face a high burden in supporting those in the non-productive population which includes the aged and the population from 0-14. Subsequently this also means that, the number of consumers is relatively high compared to producers hence the productive population and general economy faces a greater burden to support and provide social services needed by children and the older persons who are economically dependent. It is important to note that despite the population being comprised mostly by people in the active labor force, the dependency levels remain high due to high unemployment levels, low productivity and high illiteracy levels and inadequate means of production. Table 5: Age Dependency Ratio Age Dependency Ratios 2010 2022 2032 Overall Dependency Ratio 115.21% 115.21% 115.21% Child Dependency Ratio 108% 108.1% 108.1% Aged Dependency Ratio 7.2% 7.2% 7.2% 9

2.7 Child Dependency Ratio Refers to the number of children (0-14 years) dependent on per 100 persons of the productive age group (15-64). Table 3 also shows that the child dependency ratio stood at 108% per 100 persons of the productive age in 2010, and remained steady in 2022 with 108.1%. The rise in child dependency ratio could be indicative of a high birth rate in the District. It is projected that in 2032 the ratio remains steady of 108.1% which can be alluded to high fertility rates and high birth rates.

2.8 Aged Dependency Ratio The number of persons aged 65+ and above per 100 persons of the productive age group. Table 4 and figure 3 shows the aged dependency ratio which stood at 7.2 per 100 persons of the productive age in 2010 and remained steady in 2022 which can be indicative of a reduced rate of deaths in the aged group.

2.9 Fertility Rate Fertility is based on the number of live births in the population. The fertility rate refers to the actual reproductive performance of the population. Table 5 shows the fertility rate and life expectancy at birth for Lunte District. In 2000 the life expectancy at birth was 45.23 while the fertility rate was at

4.4. In 2020 the total fertility rate reduced to 4.1 while the life expectancy at birth increased to 62.38. Table 6: Fertility Rate and Life Expectancy at Birth Table 5: Fertility Rate and Life Expectancy at Birth Rate of Measure 2000 2010 2022 Fertility Rate 4.4 4.3 4.1 Life expectancy at birth 45.23 55.3 62.38

2.9.1 Projected Population and Likely Characteristics

2.9.1.1 Population Projection Methodology Projection methodologies can be divided into two main categories: procedures for projecting the population considering fertility, mortality, and migration, by age and sex and procedures for projecting the population using mathematical functions applied to population figures. This projection uses mathematical models. \ [P_ {2035} = P_ {2022} \times (1 + r) ^4 \] Where: - \ (P_ {2026} \) is the projected population for 2035. - \ (P_ {2022} \) is the current population for 2022 (84573). - \ (r \) is the growth rate (3.3% or 0.033 as a decimal). - \ (t \) is the number of years (2026 - 2022 = 4 years). 10

2.9.1.2 Population Projection Population projection is the estimation of future population trends based on current demographic data and assumptions about factors such as birth rates, death rates, migration patterns, and other demographic variables. This will help to understand how a population might change over time, which is crucial for making informed decisions about resource allocation and policy development. The population of Lunte is projected to grow from 84,573 with 42,298 males and 42,275 females in 2022 to 118,566 with Male 59,138 and Female 59,428 in 2032. The table below represents the population structure of Lunte District from the year 2022 to 2032. Table 7: Projected Age and Sex Distribution Year 2022 2027 2032 Age group Male Female Total Male Female Total Male Female Total Under 4 8,017 8,150 16,167 9,451 9,489 18,939 11,240 11,326 22,566 Child (5-14) 13,100 13,150 26,250 15,480 15,542 31,022 18,616 18,337 36,963 Working Population 19,678 19,575 39,253 23,073 23,165 46,238 27,165 27,926 55,091 (15-64) 65+ 1,503 1,400 2,903 1,653 1,658 3,312 2,107 1,839 3,946 Total 42,298 42,275 84,573 49,657 49,855 99,512 59,128 59,428 118,556

2.9.1.3 Likely Characteristics Population projection is the estimation of future population trends based on current demographic data and assumptions about factors such as birth rates, death rates, migration patterns, and other demographic variables. This will help to understand how a population might change over time, which is crucial for making informed decisions about resource allocation and policy development.According to the 2022 revision of the World Population Prospects the total population of Zambia was approximately 17,351,708 in 2018, compared to only 2,340,000 in 1950. The population of Lunte is project to grow from 84,573 with 42,298 males and 42,275 females in 2022 to 118,530 with Male 59,102 and Female 59,428 in 2030. The table below represents the population structure of Lunte District from the year 2022 to 2034. Table 8: Project Population Year Male Female Total 2022 42,298 42,275 84,573 2025 46,562 46,789 93,351 2027 49,657 49,855 99,512 2029 53,216 53,476 106,692 2032 59,128 59,428 118,556 2034 62,471 62,777 125,248 11

2.9.1.4 Population Pyramid The population pyramid for the projected year 2024,2029,2032 and 2034 below is similar to the base year, 2022 population projection but in this case with the female population increasing as compared to the male population starting 2025. It can also be seen that the population continues being youthful as more people are concentrated in the ages 0 to 34 years. The pyramids below also show a wider base with a narrow top. Indicating high birth rates and low life expectancy. Figure 7: Population Pyramid Projection for 2024 Population pyramid projection for 2024 for Lunte District 65+ (1,606) 1,402 60 - 64 (511) 713 55 - 59 (569) 663 50 - 54 (975) 867 45 - 49 (1,331) 1,230 40 - 44 (1,695) 1,548 2024 MALE 35 - 39 (2,114) 2,131 30 - 34 2024 FEMALE (2,438) 2,455 25 - 29 (3,136) 3,320 Linear (2024 FEMALE) 20 - 24 (3,180) 3,747 15 - 19 (4,758) 4,613 10 - 14 (6,663) 6,394 5-9 (7,535) 7,583 0-4 (8,567) 8,633 (10,000) (5,000) - 5,000 10,000 Figure 8: Population Pyramid Projection for 2029 Population pyramid projection for 2029 for Lunte District (1,771) 1,906 60 - 64 (720) 606 (725) 675 50 - 54 (1,085) 1,157 (1,508) 1,579 40 - 44 (1,910) 2,011 (2,500) 2,508 30 - 34 (2,881) 2,892 (3,802) 3,720 20 - 24 (4,079) 3,772 2029 MALE (5,518) 5,644 2029 FEMALE 10 - 14 (7,688) 7,904 (8,902) 8,938 Linear (2029 FEMALE) 0-4 (10,128) 10,164 (15,000) (10,000) (5,000) - 5,000 10,000 15,000 10 - 15 - 20 - 25 - 30 - 35 - 40 - 45 - 50 - 55 - 60 - 0-4 5-9 65+ 14 19 24 29 34 39 44 49 54 59 64 2029 MALE (10, (8,9 (7,6 (5,5 (4,0 (3,8 (2,8 (2,5 (1,9 (1,5 (1,0 (725 (720 (1,7 2029 FEMALE 10,1 8,93 7,90 5,64 3,77 3,72 2,89 2,50 2,01 1,57 1,15 675 606 1,90 12 Figure 9: Population Pyramid Projection for 2032 Population pyramid projection for 2032 for Lunte District 65+ (2,107) 1,839 60 - 64 (670) 935 55 - 59 (746) 869 50 - 54 (1,279) 1,138 45 - 49 (1,747) 1,613 40 - 44 (2,224) 2,031 35 - 39 (2,774) 2,796 30 - 34 (3,198) 3,220 25 - 29 (4,114) 4,356 MALE 20 - 24 (4,172) 4,916 FEMALE 15 - 19 (6,242) 6,051 Linear (MALE) 10 - 14 (8,741) 8,388 5-9 (9,885) 9,948 0-4 (11,240) 11,326 (15,000) (10,000) (5,000) - 5,000 10,000 15,000 10 - 15 - 20 - 25 - 30 - 35 - 40 - 45 - 50 - 55 - 60 - 0-4 5-9 65+ 14 19 24 29 34 39 44 49 54 59 64 MALE (11, (9,8 (8,7 (6,2 (4,1 (4,1 (3,1 (2,7 (2,2 (1,7 (1,2 (746 (670 (2,1 FEMALE 11,3 9,94 8,38 6,05 4,91 4,35 3,22 2,79 2,03 1,61 1,13 869 935 1,83 Figure 10: Population Pyramid Projection for 2034 Population pyramid projection for 2034 for Lunte District 65+ (2,079) 2,237 60 - 64 (846) 712 55 - 59 (851) 792 50 - 54 (1,273) 1,358 45 - 49 (1,770) 1,854 40 - 44 (2,242) 2,361 35 - 39 (2,935) 2,944 2034 MALE 30 - 34 (3,382) 3,395 2034 FEMALE 25 - 29 (4,463) 4,367 Linear (2034 FEMALE) 20 - 24 (4,788) 4,428 15 - 19 (6,477) 6,626 10 - 14 (9,025) 9,279 5-9 (10,450) 10,493 0-4 (11,890) 11,931 (15,000) (10,000) (5,000) - 5,000 10,000 15,000 13

2.9.1.5 Assumptions • The three agents of change; Mortality, Migration and Fertility remain constant throughout the projection period. • Mathematical method was used for all the projection, using the projection equation (P = Current Population X Growth rate + Current Population) where P is the Projected Population for the following year. • The Projections Uses the 2022 census as the base year and all references are extracted from the census report. Population projection assumptions involve making certain predictions about future demographic trends. Here are some examples of common assumptions used in population projections: o Fertility Rate: Assumption: Birth rates is expected to decrease in the next 10 years. o Mortality Rate: Assumption: Death rates will remain stable to improved life expectance. o Migration: Assumption: Migration patterns will continue, with people moving out of a region, and the magnitude of migration may change based on economic conditions. o Age Structure: Assumption: The distribution of age groups within the population of Lunte will remain youth favoring the working age group.

2.9.1.6 The Impact of the Continuation of Existing Population Trends on Land Use and Spatial Development Patterns Lunte District population is characterised by continuous migration trends. Continuation of these trends coupled with the projected population increase will affect land use negatively in many ways. • Demand for agricultural land Continuous migration of people and increase in population will lead to opening up of more land for agricultural productivity • More land will be required to provide for social service provision Continuous migration and population increase will demand more social services in order to provide social services within reach of community members. For example, in an effort to reduce the distance to walk to the nearest school, water point, health centre provision of mobile network and other social services, services will have to follow where people are migrating. The continuation of unplanned settlement patterns, unplanned migration and increase in population will lead to people settling near protected natural resources such rivers buffers, streams buffers, and water falls buffers. This will lead to depletion of these natural resources. 14

3.0 SECTORAL AND THEMATIC ANALYSIS BY SECTOR

3.1 Water Supply Water is a colorless, transparent, and odorless liquid that forms the seas, lakes, rivers, and rains. In Lunte district, women and girls have primary responsibility for the management of household water. Water is necessary not only for drinking but also for cooking, personal hygiene, washing clothes, production, and for domestic animals. Readily available, safe drinking water saves more time for a girl child to study, thereby improving performance at school. Readily available, safe drinking water improves productivity in women as they spend less time fetching water. The Lunte Integrated Development Plan will strive to improve safe water supply for both home consumption and production in the IDP area during the planning period.

3.1.1 Key Government Priorities being and to be Implemented at a Local Level The National Rural Water Supply and Sanitation (NRWSS) Policy of 2010 aims to help coordinate and lobby for investments for improved access to clean, safe, and adequate water. The Water Resources Management Act No. 21 of 2011 guides Lunte District in the provision, management, development, conservation, protection, and preservation of water resources. The Constituency Development Fund Act of 2018 places emphasis on water projects as one of the priority projects that can be undertaken under the fund. 8NDP 2022-2026, under Strategic Development Area 2 Human and Social Development, Development Outcome 3: Improved Water Supply and Sanitation, provides emphasis on water supply and sanitation as a key ingredient in human and social development.

3.1.2 Description of Existing State of Development Availability of Service Table 9: Bore Holes in the IDP Area Number Available S/N Ward Number Required Deficit Functional Non-Functional 1 Kalungwishi 60 3 7 57 2 Nchelenge 26 2 2 24 3 Lwangwa 16 1 2 15 4 Malaila 23 1 2 22 5 Myangalula 13 1 2 12 6 Malambwa 33 4 7 29 7 Kasanshi 19 1 8 18 8 Kanyanta 31 2 4 29 15 9 Lubushi 25 2 4 23 10 Lunte 48 3 5 45 11 Chewe 18 1 4 17 12 Isenga 10 5 5 5 13 Masonde 17 1 0 16 14 Bwandela 9 1 0 8 Total 348 27 52 320 Total Number of Boreholes Generally, the IDP area has 79 boreholes of which only 27 are functional, 52 boreholes remain non- functional. The survey found that the IDP area has no active Area Pump Menders (APMs) and SOMAP shop for spare parts. The survey further reviewed the lack of commitment from beneficiaries towards the maintenance of water points. It would suffice to say that the IDP area covers a total population of 84,573. A water point is supposed to service a maximum of 250 people, which means only about 6750 of the population have access to clean and safe drinking water, 77,823 of the district population remains un-serviced. This means women and children have to walk long distances to access the nearest water points. The map below shows the distribution of water points. Figure 11: Location of Water Points 16

3.1.3 Quality of Service Including Key Performance Indicators Figure 12: Types of Boreholes 80 70 60 50 Hand pump 40 Solar pump Total 30 20 10 0 Water scheme From the graph above, of the total 79 boreholes, 67 are hand pumps, while 12 are solar pumps. The solar pumps have recently been installed with support from the CDF. This is in a bid to improve water access by reducing the energy and time required to access the service. To ensure that the water is safe and clean, there is need to test the quality of the water periodically.

3.1.4 Issues Arising from the Public Participation Process Availability of Services • Long distance to nearest water points • Water infrastructure is only installed in places with public facilities (schools and clinics) and not villages. Only villages around public institutions benefit • Boreholes are drilled at the wrong time and dry during the dry season • Communities walk long distances to fetch water from unprotected sources • Vandalism of water point infrastructure

3.1.5 Quality of Service Including key Performance Indicators • The quality of service is poor, as the government only provides water to public institutions • Water quality is unknown due to a lack of periodic testing for quality • Water is not available 24/7 in government institutions • There are no water points in villages 17 • The majority of people walk long distances to access the nearest water points • Water kiosks installed are not easily accessible by differently abled peopled due to their design

3.1.6 Impact of Changes Anticipated Over the Next Ten Years a) Population Change-Future Demand for Services and Facilities • Increased demand for water infrastructure due to increase in Population b) Existing and Proposed Investment and Development Programs • Proposed Construction of 1 Water reticulation system under the 2023 Constituency Development Fund • Proposed drilling of 10 boreholes under Ministry of Water Development • Construction and equipping of 1 SOMAP shop

3.1.7 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns • More land will be needed for installation of water points • Population will tend to concentrate in areas with water schemes

3.1.8 Environment and Climate Change Analysis a) The Impact of Environmental and Climate Changes Issues on the Sector • Droughts may lead to deepening water tables, which may result in boreholes drying up • Deepening water tables will increase the cost of drilling boreholes b) The Impact of existing trends on Environmental and Climate Changes • Continued use of boreholes may affect ground water systems c) Issues Arising Relating to Gender and Vulnerable Groups The standard number of House Holds per each water point is 250 with the radius of at least 2km. Women, elderly people and girl child are highly affected as they walk long distance to fetch water. Water kiosks installed are not easily accessible by Differently Abled People due to their design.

3.1.9 Consideration of the Underlying Factors Contributing to the Issues Identified • Lack of APMs (area pump menders) • Lack of a Somap shop (spare parts) 18 • Lack of water testing apparatus • Dispersed settlements • Lack of sensitization on how to use the newly installed water schemes

3.1.10 Summary Lunte District has potential of population growth, however, with the challenges being faced in the water sector such as limited number of boreholes, drawing of water from unprotected water sources, vandalism of water points in the district poses a high risk of increasing diseases i.e., Dysentery, Cholera and water related diseases. This can hinder population growth and increase poverty levels in the IDP area.

3.2 Sanitation Basic sanitation is defined as having access to facilities for the safe disposal of human waste (feces and urine). Adequate sanitation is of great importance to the wellbeing of communities as it protects contamination of both ground and surface water resources thereby reducing incidences of water related diseases such as Cholera, Diarrhea, and Dysentery among others. Lack of proper sanitation may result in unprecedented epidemics which require huge amounts of resources to contain and in most cases is beyond the capacity of communities. Lunte Integrated Development Plan will strive to improve general sanitation and hygiene in the District during the planning period.

3.3 Key Government Priorities being and to be Implemented at a Local Level The National Rural Water Supply and Sanitation (NRWSS) Policy of 2010 aims to coordinate and lobby for investments to improve access to clean, safe, adequate water by drilling of boreholes and improvements in sanitation needy areas. The Constituency Development Fund Act of 2018 places emphasis on sanitation projects as one of the projects that can be undertaken under the fund. 8NDP under Strategic Development Area 2: Human and Social Development, Development outcome 3: Improved Water Supply and Sanitation provides emphasis on water supply and sanitation as a key ingredient in human and social development.

3.4 Description of Existing State of Development Availability of Service The District has not done much in terms of sanitation promotion. About 85% of households are using OD (open defecation) or use nonstandard pit latrines. Adequate sanitation facilities are mostly found in public institutions, health centers and schools. None of the 3 chiefdoms has been declared ODF (open defecation free). 19 The District has a well-established District Water and Sanitation Health Education (DWASHE) committee to speared sanitation programs, well defined sub-district structures, such as Ward Development Committees (WDCs), Village Water and Sanitation Health Education (VWASHE) Community champions and Sanitation Action Groups (SAGs)

3.4.1 Quality of Service Including Key Performance Indicators The district has not done much in sanitation promotion. The district has 3 chiefdoms and no chiefdom has been declared ODF. For an area to be declared ODF: adequate and standard toilets, hand washing facilities with running water should be available

3.5 Issues Arising from the Public Participation Process Availability of Services • No standard toilets • The cost of constructing standard toilets is high for most community members to afford • Government is not constructing sanitation facilities in villages • Differently Abled People (DAP) need their own private toilets as they are unable to share sanitation facilities with other household members

3.5.1 Quality of Service including key performance indicators Quality of service is highly compromised owing to the factors below: • No Market in the District has water borne ablution block or rather standard Ventilated Improved Pit latrines (VIP) • Sanitation facilities in public institutions especially health centers are inadequate

3.6 Impact of Changes Anticipated Over the Next Ten Years

3.6.1 Population Change-Future Demand for Services and Facilities • Increased demand in sanitation infrastructure and services in the next ten years due to increased Population.

3.6.2 Existing and Proposed Investment and Development Programs Currently the district has the following development program: • Construction of 4 ablution blocks under CDF under implementation. 1 at Mukupa Kaoma Day secondary school, 1 at Muchinga Primary school and 1 at Edmond primary school and mukupa kaoma RHC. • Implementation of CLTS in Shibwalya Kapila chiefdom 20

3.7 Environment and Climate Change Analysis

3.7.1 The Impact of Environmental and Climate Changes Issues on the Sector • Heavy storms and rains may lead to collapsing of none standard pit-latrines resulting in OD.

3.7.2 The Impact of existing trends on Environmental and Climate Changes • Continued use of non-standard pit-latrines and OD may result into contamination of both surface and underground water resources which may further lead to decommissioning of boreholes

3.8 Issues Arising Relating to Gender Groups and Vulnerable Groups • Differently Abled People (DAP) are highly affected as design and maintenance of pit-latrine do not put into consideration the physically challenged needs

3.9 Consideration of the underlying factors contributing to the issues identified • High prevalence of OD • High use of nonstandard pit-latrines • Lack of knowledge on the effects of poor sanitation

4.0 COMMUNICATION Communication is simply the act of transferring information from one place, persons or group to another. Every communication involves at least one sender, a message and recipient. This may sound simple, but communication is a very complex subject. Communication is one of the most important aspects of our lives, and it plays a very important role in society. Communication is important in our personal lives because it allows us to share our feelings, thoughts and ideas with others. It is also important in our professional lives because it allows us to collaborate with others, exchange information, and make decisions. Communication is also important in our social lives because it allows us to build relationships and connect with others. It is also necessary for organizations to function effectively. The importance of communication in a society need not to be over emphasised, communication cuts across all sectors and it is key for efficient and effective service delivery. It allows innovation, access to Market thereby improving the general productivity of a society.

4.1 Key Government Priorities being and to be Implemented at a Local Level The Electronic Communications Act of 2009. This is an act to develop a safe, secure and effective environment for the consumer, business sector and general government to conduct and use electronic communications. The act seeks to promote electronic communication for all. 21 The Information and Communication Technology Act of 2009: provides for the regulation of information and communication technology: facilitate access to information and technology: and protect the rights and interest of citizens. The Lunte IDP will thrive to enhance communication and access to information by enhancing electronic communication channels in the district.

4.2 Description of the Existing State of Development Availability of Service Currently Lunte District’s major communication channels is through Mobile Network providers, suffice to say that Lunte District is serviced by 3 Mobile network providers being MTN, Airtel and Zamtel. Figure 13: Location of Network Towers in the District Lunte District has a total of 16 communication towers as shown in the table below 22 Table 10: Operator and Network Type in the District N/S Tower Location Operator Network Type Radius of Influence (Km) 1 Kapatu Zamtel 3G 10 2 Kapatu Airtel 3G 10 3 Chitoshi Zamtel 3G 10 4 Chitoshi Airtel 3G 10 5 Muyembe Zamtel 2G 10 6 Mukupa Kaoma Zamtel/MTN 4G 10 7 Mukupa Kaoma Airtel 4G 10 8 Mulenga Mapesa Zamtel 2G 10 9 Shibwalya Kapila Zamtel 2G 10 10 Zakaria Chanda Zamtel/MTN 2G 10 11 Sambala Zamtel 2G 10 12 Moseni Zamtel 2G 10 13 Malata Zamtel 3G 10 14 Malata MTN 2G 10 15 Lubushi MTN 4G 10 16 Tapa Zamtel 2G 10

4.2.1 Broadcasting services The IDP area has no television or radio station. These stations provide platforms through which minority community members, women and children can be engaged through contacts with their LA, Sub- District structure like the WDC and their Civic Leaders. Radio stations also provide a platform for capacity building to community members through capacity building programs. This helps in awareness of development programs, current affairs, improve project identification thereby improving community participation in development programs. Radio station further provides platforms for access to markets and marketing of products by entrepreneurs, this improves trade within and outside the IDP area. Community members, business men, government departments and cooperating partners in the IDP area rely on the broadcasting services in the neighbouring districts for radio services which is costly and time consuming as they have to travel to neighbouring district like Kasama, Mporokoso and Luwingu to access broadcasting services.

4.2.2 Quality of Service including key performance indicators The quality of communication in the IDP area is compromised due to the following factors below • Absence of broadcasting services 23 • Out of 16 towers available in the district, only three (3) towers are fitted with 4G internet. The rest of the towers are mostly used for voice calls with limited access to internet services. • Further a large portion of the IDP area remains un-serviced with mobile network, mobile network only covers an area of 140km radius out of the total IDP area of 7782 kms sq. about 80% of villages have no access to mobile network

4.3 Issues Arising from the Public Participation Process Availability of Services • Generally, the community was concerned about the inadequacy of network towers • Lack of broadcasting services

4.3.1 Quality of Service Including Key Indicators of Performance • Poor network in most parts of the District due to inadequate towers • Poor internet in most parts of the District due to limited 4G internet

4.4 Impact of Changes Anticipated Over the Next Ten Years

4.4.1 Population Change-Future Demand for Service and Facilities The population of Lunte is projected to grow from 84,573 in 2022 to 111,843 by 2034 this will lead to demand in communication services, there will be need for more network towers with 4G internet fittings. Population increase will further lead to increase in economic activities, there will be need for broadcasting services to support economic growth activities by providing a platform for communication and advertisement.

4.4.2 Existing and Proposed Investment and Development Programmes There are currently no existing and proposed investment and development programmes in the communication sector.

4.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns There will be growth of settlements in areas with communication infrastructure, this may lead to congestion and subsequent growth of Sub-Centres. As evident from settlement patterns in Lunte district where people tend to settle in areas with services, it is anticipated that more settlements will spring up around areas with communication infrastructure.

4.6 The Impact of Existing Trends on the Environment and Climate Change Clearing of vegetation for construction of additional communication infrastructure will lead to reduction in carbon sink capacity and reduced soil quality. This will lead to increased concentration of carbon dioxide in the atmosphere. 24

4.7 Impact of Environment and Climate Change issues on the Sector • Disasters resulting from climate change may lead to the decommissioning of towers.

4.8 Issues Arising Relating to Gender Groups and Vulnerable Groups • DAP have challenges in accessing services in places with inadequate network. • Lack of network makes it hard for emergency maternal responses.

4.9 Consideration of the Underlying Factors Contributing to the issues Identified • Inadequate of investment to improve communication infrastructure • Inadequate market demand for network services in some areas to attract investment, one communication tower was decommissioned at Luli due to lack of business

5.0 EDUCATION Education is the act or process of imparting or acquiring general knowledge, developing the powers of reasoning and judgment, and generally preparing oneself or others intellectually for a mature life. The act or process of imparting or acquiring particular knowledge or skill, as for a profession. Education is a source of growth and development to shape the lives of other individuals and achieve a better society. The present and future generations need education to acquire better employment opportunities and turn themselves into better citizens. Education further reduces vulnerability, especially in the realm of climate change and climate change-related disasters. The Lunte IDP will strive to improve both the availability and quality of education offered to its residents during the planning period.

5.1 Key Government Priorities being and to be Implemented at a Local Level The Key government priorities to be implemented at the local level are as follows; • The 8NDP under SDA2 provides emphasis on education development • Educating our Future Act of 1986 provides for: i. Assessment and Examinations ii. Re-entry policy iii. Guidance & Counseling services iv. Teacher Training Primary Literacy program (TTPLP) • Free education policy of 2021 • Home Grown School Meals Program (HGSM) • Keeping Girls in School Program (KGS) under the Girls Education & Women Empowerment Livelihood (GEWEL) • Gender and Equity Policy 25

5.2 Description of the Existing State of Development Availability of Services The district has a total of Ninety-two (92) schools which are segregated as follows; • One (1) boarding secondary school • Eleven (11) day secondary schools • Fifty-three (53) primary schools • Twenty-six (26) community schools • One (1) private primary school The IDP area has a total of 555 teachers in both primary and secondary schools. The IDP area has 229 staff houses, which means 326 teachers remain unaccommodated. Accommodation remains the major demotivating factor amongst teachers in the IDP area. Only 8 out of the total number of schools are connected to the national grid.

5.2.1 Primary School Education The map below is showing distribution of primary schools in the IDP area Figure 14: Distribution of Primary Schools The district has a total of 330 primary school teachers segregated as 157 males and 173 females against 23,109 learners. This brings the teacher-pupil ratio to 1:70 against the standard pupil ratio of 1:40 at the primary level. 26 There are two hundred seventy-one (271) Classrooms against 23,109 learners bringing the classroom- pupil ratio to 1:85 against the standard classroom-pupil ratio of 1:40. The District has 3, 022 double seater desks bringing the desk pupil ratio to 1:8 against the standard of 1:2. 1 desk to 2 pupils. The pupil text book ratio in primary schools is 1 book to 2 pupils

6.2.1.1 Water and Sanitation in Primary Schools Generally, the IDP area has 275 sanitation facilities, 10 are water borne and 265 are VIP latrines, most VIP toilets are in deplorable state. The ten (10) water-borne toilets are distributed between 2 schools, 4 at Mukupa Kaoma Primary and 6 at Lubushi Primary school. The toilet pupil ratio for boys is at 1:87 against the standard of 1:25. The toilet pupil ratio for girls is 1:89 against the standard of 1:20. There are only 4 primary schools, with functional boreholes fitted with hand pumps, these include: Kapatu, Mukupa Kaoma, Kafubu and Chitoshi, 57 schools use un protected water sources. These unprotected water sources dry up in the dry season.

6.2.1.2 Laboratory services in primary schools The survey established that no primary school in the IDP area has a computer laboratory.

6.2.1.3 Sporting facilities in primary schools Sporting facilities like running tracks, football pitch netball court, basketball courts, are either absent or inadequate in an IDP area. This causes pupils to engage in illicit activities during their free time. It is also a major hindrance to talent identification and development in the IDP area.

6.2.1.4 Secondary school level The map below shows distribution of secondary schools in the IDP area Figure 15: Distribution of Secondary Schools 27 The IDP area has 12 secondary schools, of which one is a boarding school and eleven are day secondary schools. There are 5495 pupils in school, of which 2560 are boys and 2935 are girls. The decrease in enrollment at Secondary school compared to primary school can be attributed to inadequate secondary schools in the IDP area as well as early pregnancies. Due to inadequate secondary school in the IDP area, pupils have to walk long distances to school, some opt for weekly boarding houses which is expensive to sustain themselves as majority of the learners are from poor households. The district has a total of 225 teaching staff segregated as 148 males and 77 females bringing the teacher-pupil ratio to 1:24, This ratio is due to recent teacher recruitment. There are two schools with science laboratories namely: Lunte girls and Chewe Day Schools while 10 secondary schools have no science laboratories, which negatively affects science learning. There are two secondary schools with computer laboratories namely Lunte Technical and Chewe Day Secondary schools though they are not adequately equipped. The IDP area has a total of Sixty-five (65) Classroom spaces for secondary school. The classroom pupil ratio is 1:55 against the standard 1:35. The total number of classroom spaces required to accommodate all the secondary school pupils is 157 making the deficit of 92 classrooms. The desk pupil ratio is 1:6 desks for double desks while the ratio for single seater desks is 1:1 desk coming to 356 single seater desks. The total number of desks in the IDP area is 765. The deficit of desk in the IDP area can be calculated in two ways, in terms of classroom space available and the number of pupils. In terms of classroom space, the deficit is 535 desks. In terms of number of pupils, the deficit is 2160 desks. The pupil book ratio is 1:3 pupils which is reasonable though does not meet the standard required in the IDP area which is 1:1.

6.2.1.5 Water and Sanitation in Secondary Schools There are twenty (20) water-borne toilets available in the IDP area, 4 at Chewe Day Secondary School and 14 at Lunte Girls Technical Secondary School. Thus only 2 schools out of 12 are connected to water-borne toilets and the remaining 10 secondary schools has a total of 40 VIP Toilets to care for 4718 learners. The pupil toilet ratio for boys is 1:75 against the standard 1:25, the pupil toilet ratio for girls is 1:64 toilets against the standard 1:20. The IDP area has a deficit of 77 VIP toilets. The remaining 10 schools will need construction of water borne ablution blocks to meet the required general standards in schools The Graph below depicts the shortfall of teachers, pupils, desks, toilets and pupil enrolment 28 Figure 16: Deficits in Secondary Schools 35000 30000 25000 20000 Teachers (Pri) 15000 Teachers (Sec) 10000 Total 5000 0 Teachers Pupils Desks Toilets Single Seater Desks

5.2.2 Quality of Service Including Key Indicators of Performance The quality of service in both primary and secondary schools is still compromised. And this can be attributed to the following reasons; • Inadequate science and computer laboratories • Inadequate teaching and learning materials • Lack of specialized rooms i.e., Libraries and workshops • Limited access to clean water and adequate sanitation • inadequate sporting facilities • limited hours of study, only 8 out of the 92 schools are connected to the national grid • low progression rate at all level of education • Inadequate teachers offering sciences and Mathematics subjects. Figure 17: Deficits in Secondary Schools 120 100 80 Grade 7 60 Grade 9 Grade 12 40 20 0 2019 2020 2021 2022 29 • Generally, the graph above shows that, there has been a steady progression from 2019 to 2020 and a slight drop for grades nine (9) and twelve (12) in the period 2021 to 2022. • Grade Seven (7) progressions have continued increasing as there is automatic progression at this level, this has a negative bearing on the progression rate at grade 9 level.

5.3 Issues arising from Public Participation Process Availability of Service • Long distance to schools especially for children • Lack of equipment and facilities in schools • Inadequate desks in schools • Poor infrastructure in most schools • Inadequate teachers • Inadequate teaching materials • Inadequate secondary and boarding schools • Absence of tertiary institutions

5.3.1 Quality of Service including Key Performance Indicators of Performance • Poor performance of pupils • Low progression rate • Inadequate of learning materials • Inadequate early childhood learning facilities, about 80% of children are unable to attend early childhood education due to distances.

5.4 Impact of Changes Anticipated Over the Next Ten Years

5.4.1 Existing and Proposed Investment and Development Programs • Proposed Construction of (one) 1day secondary school at Vincent Bulaya (upcoming project under the Zambia Education Enhancement Project - ZEEP funded by the World Bank) • Construction of 9, 1x3 CRBs under CDF in the IDP area • Proposed construction of a metal workshop at Kapatu Day Secondary and expansion of the workshop at Lunte Girls Technical Secondary school • Construction of 4 waterborne ablution blocks under 2022 CDF • Installation of 26 solar pumped water reticulation systems Under 2022 CDF allocation. • Proposed gazette of 26 Community schools. 30

5.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns There will be demand for land to put up new school infrastructure with an increase in population. The population will continue concentrating around education infrastructures.

5.6 Environment and Climate Change Analysis

5.6.1 The Impact of the Environment and Climate Change on the Sector • Increase blown offs of classrooms, sanitation facilities and staff houses due to storms. • Flush floods lead to blocking of feeder roads in the district where most schools are located hindering accessibility • Droughts will increase the number of schools drop out because of hunger

5.6.2 Impacts of the sector on environment and climate change • Increased demand for education infrastructures will lead to an increase in clearing of vegetation. • Poor sanitation will lead to contamination of surface and ground water sources.

5.7 Issues Arising Relating to Gender Groups and Vulnerable Groups • An increase in girl child early marriages and pregnancies due to lack of weekly boarding facilities and sports facilities • Weekly boarding makes it difficult for a girl child to enroll in school and those enrolled are vulnerable to abuse • No special school in the district to care for children with special learning needs

5.8 Consideration of the Underlying Factors Contributing to the Issues Identified • Automatic Progression at grade seven (7) level • Long distance to access basic education • Early marriages and teenage pregnancies • Inadequate sports/talent development facilities • Inadequate water and sanitation services • Inadequate energy • Inadequate learning and teaching materials • High teacher pupil ratio 31

6.0 SOLID WASTE MANAGEMENT Solid waste management is the process of collecting and treating solid waste. It includes activities and actions required to manage waste from inception to its final disposal. This includes the waste generation, collection, transportation, treatment and disposal. The activities also include monitoring and regulation of waste management process. There are different types of solid wastes one of which is municipal waste. Municipal waste includes items from homes and businesses that people no longer have use for and these items include food, paper and plastic. It is important that waste is properly managed as proper management saves the environment from toxic effects of inorganic and biodegradable element present in waste. Proper waste management also impact the economy in a positive way as more jobs will be created for running an efficient waste management system. Mismanagement of waste can cause soil erosion, water contamination, land and air pollution. In addition, solid waste management promotes other services such as: waste segregation, recycling, composting, biogas generation and general environmental education with regards to solid waste management practise by the public. Lunte town council is mandated to manage waste in the IDP area. The IDP will therefore strives to ensure that waste is properly managed in the district in order to reduce the effects associated with improper management of waste.

6.1 Key Government Priorities being and to be Implemented at a Local Level Solid waste Regulation and Management Act of 2018 mandates Local Authorities to manage solid waste around the district. It states that a local authority shall, in accordance with the Constitution of Zambia and the Local Government Act of 2019 manage solid waste and may undertake solid waste management in partnership or association with another local authority, public body or private body. 8th NDP (2022-2026) Strategic development area 2: Human development and social development Outcome 3: Improved Water Supply and Sanitation Strategy 2: Improve Sanitation Services. To improve sanitation services across the country, the Government will strengthen sewerage and solid waste management by enhancing financing to address the constraint of inadequate infrastructure and promoting sustainable sanitation practices, including personal hygiene promotion and solid waste management, among others.

6.2 Description of the Existing State of Development Availability of service On average a person in the IDP area generates about 0.5kg of solid waste per day and the population of Lunte is 84,573 which entails that Lunte district generates 42,286.5kgs of waste every day. Lunte district has a total of 12 markets and sub centres in which waste bins have been provided by Lunte Town Council. These waste bins are used by marketers and shop owners to dispose their waste that is later burnt or dumped in rubbish pits by the communities. 32 Household waste is dumped in pits dug at the back of houses which are later burnt. In some instances, when the pit is full with waste, it is buried and a new one dug at a different site. Lunte district does not have a central business district, which means Lunte Town Council does not have a dumpsite where all the waste in the district must end up. Therefore, the waste management service offered by the Local authority ends at provision of waste bins. In addition to the absence of an engineered land fill, the IDP area has inadequate waste collection equipment as shown in figure 10 Table 11: Waste Collection Equipment S/N EQUIPMENT AVAILABLE EQUIPMENT NOT AVAILABLE 1 Compactor 2 Skip bins 3 Nothing available Front end loader 4 Back hole loader 5 Skip truck

6.2.1 Quality of Service Including Key Performance Indicators The quality of waste management services is poor owing to the factors below. • High prevalence of burning and burying of waste • No waste is collected and dumped properly due to the absence of a landfill and waste management equipment • Lack of waste separation and recycling.

6.3 Issues Arising from the Public Participation Process Availability of service • Inadequate waste bins in Markets • Lack of a landfill • No sensitization on proper waste management practices in the community hence lack of awareness

6.3.1 Quality of Service Including Key Indicators Oo Performance • The community was concerned that there are no Waste management services in the communities and Markets by the Local Authority hence lack of awareness and waste is not being managed properly 33

6.4 Impact of Changes Anticipated Over the Next Ten Years

6.4.1 Population Change – Future Demand for Services and Facilities The population of Lunte is projected to grow from 84,573 in 2022 to 111,843 by 2034. Population growth will lead to increase in the volume of waste generated. The IDP area will generate 55,921 kg of waste on a daily basis and about 20,131 tons of waste annually. This will lead to increased expenses in transportation of waste to the landfill and general management of waste.

6.4.2 Proposed and Existing Investments in the Sector • Proposed procurement of the Tractor Loader Backhoe (TLB) under the 2023 CDF allocation • Proposed establishment of an engineered landfill in the Township.

6.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns High number of illegal dump sites.

6.6 Environment and Climate Change Analysis

6.6.1 Impacts of existing trends on the environment and climate change Trends such as indiscriminate waste disposal, burning and burying may lead to environmental contamination. Burning of waste increases concentration of greenhouse gases in the atmosphere and increase in respiratory tract infection such as asthma.

6.6.2 Impacts of environment and climate change on the sector. Flooding may lead to washing of illegally dumped waste into rivers and streams resulting into contamination of surface water sources. Illegally dumped waste may also contaminate ground sources in areas with high water table.

6.7 Issues arising relating to gender groups and vulnerable groups Women, children and the physically challenged are the most affected by illegal waste disposal, contamination of water sources make it difficult for the women and girl child to fetch clean and safe water.

6.8 Consideration of the Underlying Factors Contributing to the Issues Identified • Lack of a landfill • Lack of waste collection equipment • Lack of onsite waste treatment strategies • Lack of knowledge 34

7.0 TRANSPORT Transport is the movement of goods, persons, and services from place to place and the various means through which such movement is accomplished. The growth of the ability and need to transport large quantities of goods or numbers of people over long distances at high speed in comfort and safety has been an index of civilization and, in particular, of technological progress. Transportation takes various forms, such as road, rail, air, and water. Lunte IDP will consider road transport, which is the main transport system in the district. Efficient road networking is about bringing people, places, and vehicles closer to one another, greatly benefiting a country’s economic growth and bringing about efficient delivery of key services such as health, education and agriculture services among others. This is what gives an efficient road network meaning and importance.

7.1 Key Government Priorities Being and To Be Implemented At A Local Level • The 8NDP under SDA 1, Economic Diversification and Job Creation emphasizes the need for an efficient transport system as a means to attain economic growth. • National Road Fund Act of 2002 • Public Roads Act of 2006 • Roads and Roads Traffic Act of 2002

7.2 Description of the existing state of development Availability of Service

7.2.1 Road Network The IDP area has an official road network of approximately 695 kilometers. This includes bituminous, all-weather gravel and earth roads opened up by the Local Authority as shown in table below; Table 12: Road Lengths Road Type Bituminous Gravel Earth Minimum Total Length (km) 145 380 170+ 695+ The descriptive breakdown 1. Bituminous • Along the Kasama – Mporokoso (D20) 80 km • Along the Kasama – Luwingu (M3) 65 km 2. All weather gravels • Lunte junction – Zachariah Chanda 100 km 35 • Chitoshi – Nkandabana 40 km • Fibwe (D20) – Kasama/ Mbala (M1) 100 km • Chewe – Yohanne 35 km • Kapatu (D20) – Tapa 20 km • Mukupa kaoma – Mpalapata 40 km 3. Earth roads • Muyembe – Kasama/ Luwingu (M3) 20 km • Mukupa kaoma – Tapa 50 km • Kaniki (D20) – Otto – Nkuka – Kayende 45 km • Mukupa Kaoma - Misengo 50 km • Plus, roads within the wards

7.2.2 Road Construction Equipment Table 13: Road Construction Equipment EQUIPMENT AVAILABLE EQUIPMENT MISSING Grader Tipper truck (2) Tractor Loader Back hole (TLB) Roller Compacter Stone-crushing machine Industrial pavers machine 20,000 liters Water bowser Low bed Excavator

7.2.3 Quality of Service Including Key Indicators of Performance Local communities commonly recognize main roads and gravel roads for convenience of road classification. As a whole, main roads are paved and maintained in good condition with a few potholes, gravel roads are unpaved, and earth roads are in a deplorable state. While they provide the shortest routes, they are mostly impassable.

7.2.4 Crossing Points and Status The district has an estimated number of 15 passable and 56 impassable crossing points, although some of the impassable crossing points are accessible by foot in the dry season. The majority of these crossing points are in a deplorable state and cut off certain sections of the communities in the rainy season. 36 It is important that these crossing points are worked on, as they are frequently used members of general public, and no vehicle can go past these points to access social amenities such as health care and education. Figure 18: Crossing Points Connecting Nchelenje and Malambwa Wards Figure 19: Lubala Crossing Point Connecting Kanyanta and Lubushi Figure 20: Kaungo Crossing Point Connecting to Kapatu in Nchelenje Ward 37 Figure 21: Masembele Crossing Point Connecting Isenga to Road D20 Figure 22: Crossing Point Connecting Otto to Nkuka Table 14: Crossing Points that Need Urgent Attention Sn Ward Name Of Crossing Points 1 Myangaluba • Kalangu • Lwendawe 2 Kashanshi • Nkuka • Kabocha 3 Luangwa • Makonde • Filumbuwa 4 Kalungwishi • Mutolomi • Chisanga • Mutonshi 5 Lubushi • Lubala • Mukumba 6 Nchelenje • Kaungo • Tapa 7 Isenga • Masembele • Kansule 8 Kanyanta • Mukumbwa Lower 38 • Kalima • Kapoka 9 Malaila • Songolo Bridge • Maute Bridge 10 Masonde • Musonda Mwamina • Sara 11 Malambwa • Kafubu Stream • Chunsu (Nchelenje to Kapatu) 12 Lunte • Lunte Bridge • Mulela Bridge 13 Chewe • Chewe Bridge • Kapisha Bridge 14 Bwandela • Nkonga • Bwandela

7.3 Issues Arising from Public Participation Process Availability of Service • Most roads are in a deplorable state. • Most crossing points are in a deplorable state hence cutting off certain sections of the IDP area from accessing social amenities during the rainy season.

7.3.1 Quality of service including Key Indicators of Performance • 80% of roads and crossing points in the IDP area are in a deplorable state. due to inadequate routine maintenance. • Despite the IDP area having two bituminous roads they are not linked to the administrative centre.

7.4 Impact of Changes Anticipated Over the Next Ten Years

7.4.1 Population Change-Future Demand for Services and Facilities • There will be a high demand for more roads in the district due to the projected population increase of about 125 248 by 2034 and expansion of settlements. • This increase in population will lead to increased economic activities which will need an efficient road network.

7.4.2 Existing and Proposal Investment and Development Programs • Proposed rehabilitation and installation of culverts on Kasanshi and Mutomoli crossing points under CDF. • rehabilitation of 20km road stretch in the district under the 2023 capital component • procurement of road construction equipment under CDF (Tipper Truck and a TLB) 39

7.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns • There will be a continuation of concentration of settlements along main bituminous roads due to easy access to markets and major towns such as Mporokoso, Kasama, and Luwingu

7.6 Environment and Climate Change Analysis

7.6.1 The Impact of Existing Trends on the Environment and Climate Change • Clearing of vegetation for expansion and opening up of new road infrastructure will lead to distortion of the environment. • Good road network will lead to an increase in the number of vehicles in the IDP area which will contribute to the emission of greenhouse gases.

7.6.2 The Impact of Environmental and Climate Change Issues on The Sectors • Extreme weather condition like flooding may cause damage to road infrastructure there by increasing the cost of maintenance.

7.7 Issues Arising Relating To Gender Groups and Vulnerable Groups • DAP are highly affected by impassable crossing points, hindering them from accessing basic social services such as education, safe water, and health services • Women and children face challenges in crossing deplorable crossing points, especially during the rainy season

7.8 Summary Roads are the arteries to development, without proper road networks people are cut off from major social amenities and hence cripple the economy. Therefore, it is of utmost importance that roads and crossing points are opened up and worked on to speed up development in the district.

7.9 Consideration of the Underlying Factors Contributing to the Issues Identified • Inadequate investment to improve infrastructure • Erratic routine maintenance of roads network by RDA • Lack of devolution in the Sector • Dispersed settlement pattern

8.0 HEALTH SECTOR According to World Health Organization (WHO), health is a state of complete physical, mental and social wellbeing and not only merely the absence of diseases and infirmity. When a community health system that takes the community’s unique characteristics into account is put into place to address unmet needs, the community’s overall quality of care can be vastly improved. Community health is 40 an important element of health reforms efforts that aim to lower national health care expenses. A healthy society reduces government expenditure of medical services, improves the general productivity of the community thereby improving the GDP of the country. The Lunte IDP will strive to improve the health systems and promote a healthy life in the IDP area for the planning period.

8.1 Key Government Priorities being and to be Implemented at a Local Level For the district to achieve the National goal and vision of attaining middle-income prosperous nation by 2030, the district needs to have a healthy and productive population. Health and productive population (work force) has been prioritized by Government of the Republic of Zambia in the Eighth National Development Plan 2022-2026 as one of the key economic investment and development in attaining Vision 2030. In order for the government to improve health and nutrition, the focus will be to strengthening public health, increase access to quality health care, and promote the participation of non-state actors in health care delivery, strengthening integrated health systems and enhancing food security and nutrition. Therefore, in the delivery of cost effective, quality and good health care services to the population, Lunte district intends to do it in line with the National Development Plan (8NDP) (2022 – 2026) Health services provided are in line with the Eight National Development Plan, National vision 2030 in providing equitable access and quality health care by 2030. In this regard the sector’s focus is the provision of continuum of care with particular emphasis on; promotional, preventive, curative and rehabilitation services. The provision of continuum of care is challenged by the burden of diseases in the district which is very high and characterized by high prevalence of communicable diseases and an emerging burden of Non-Communicable Diseases (NCDs). This has had a very significant impact on the morbidity and mortality levels across the district.

8.2 Description of the Existing State of Development Availability of Service Lunte district has 23 government health facilities doted around the district. These health facilities are categorized as Rural Health Center (RHC) and Health posts. Health service provided includes; Outpatient and in-patient care (OPD/IPD), HIV Testing Care and treatment Services (HTS) Elimination of Mother to Child Transmission (EMTCT), Integrated Reproductive Health (IRH) including cervical cancer screening, Medical Laboratory services at one facility (Chitoshi RHC), Environmental and Public Health Services and Nutrition health services. 41 Figure 23: Location of Health Facilities Table 15: Classification and Total Number of Health Facilities Facility Level Number of Facilities First Level Hospital 0 Mini Hospital 0 Health Centres 5 Health Posts 17 Private Mission Health Facilities 1 Total Facilities 23 42 Table 16: Health Facilities and Classification of Level Rural Health Centre Health Post Chitoshi RHC Moseni Health Post Mukupa Kaoma RHC Vincent Bulaya Health Post Shibwalya Kapila RHC Chewe Health Post Mukolwe RHC Mpalapata Health Post Kapatu Mission RHC Mulenga Mapesa Health Post Mulila Health Post Mushika Health Post Mananya Health Post Nkanadabana Health Post Sambala Health Post Filipo Health Post Chibelushi Health Post Miangaluba Health Post Kabosha Health Post Muyembe Health Post Tapa Health Post Note: From the list of health facilities, it is clear that the district has neither hospital nor a mini hospital to attend to patients in need of secondary health care considering the population of the IDP are, there is need of a level 1 hospital, 4 mini hospitals and 8 rural health centers. 43

8.2.1 Distribution of Health Facilities by Ward in Lunte IDP Area Table 17: Health Facilities by Ward, Services Provided and Deficits Ward Name of Health Catch’ Services provided GAPs Facilities Pop. Luangwa Ward Chewe Health Post 4583 OPD,HTS, maternal and child health, ART, Maternity ward, Laboratory services and IPD Health promotion, Environmental health , services Malambwa Ward Chibelushi Health 2633 OPD,HTS, maternal and child health, ART, Maternity ward, Laboratory services and IPD Post Health promotion, Environmental health services Lunte Ward Chitoshi Rural 14800 OPD,HTS, maternal and child health, labor and Waiting mother Maternity ward, Cervical Health Centre delivery, ART, VMMC, Health promotion, cancer screening, Scanning machine and IPD Environmental health , Lab services services, Dental services Malambwa Ward Filipo Health Post 3577 OPD,HTS, maternal and child health, ART, Maternity ward, Laboratory services and IPD Health promotion, Environmental health services Nchelenge Ward Kapatu Rural Health 6071 OPD,HTS, maternal and child health, ART, screening, Scanning machine and IPD services, Centre Health promotion, Environmental health Dental services Kalungwishi Mananya Health 4406 OPD,HTS, maternal and child health, ART, Maternity ward, Laboratory services and IPD Ward Post Health promotion, Environmental health services Malaila Ward Moseni Health Post 5245 OPD,HTS, maternal and child health, ART, Maternity ward, Laboratory services and IPD Health promotion, Environmental health services Lubushi Ward Mpalapata Health 1691 OPD,HTS, maternal and child health, ART, Maternity ward, Laboratory services and IPD Post Health promotion, Environmental health services Kasanshi Ward Mukolwe Rural 8665 OPD,HTS, maternal and child health, ART, Waiting mother Maternity ward, Cervical Health Centre Health promotion, Environmental health cancer screening, Scanning machine and IPD services, Dental services and), Lab services 44 Kalungwishi Mukupa Kaoma 8790 OPD,HTS, maternal and child health, ART, Waiting mother Maternity ward, Cervical Ward Rural Health Centre Health promotion, Environmental health cancer screening, Scanning machine and IPD services, Dental services Nutrition services (IMAM and ITP), Lab services Kanyanta Ward Mulenga Mapesa 4094 OPD,HTS, maternal and child health, ART, Maternity ward, Laboratory services and IPD Health Post Health promotion, Environmental health services Kanya Ward Mulila Health Post 1406 OPD,HTS, maternal and child health, ART, Maternity ward, Laboratory services and IPD Health promotion, Environmental health services Lunte Ward Mushika Health Post 2223 OPD,HTS, maternal and child health, ART, Maternity ward, Laboratory services and IPD Health promotion, Environmental health services Lubushi Ward Pecha Health Post 882 OPD,HTS, maternal and child health, ART, Maternity ward, Laboratory services and IPD Health promotion, Environmental health services Isenga Ward Sambala Health Post 3394 OPD,HTS, maternal and child health, ART, Maternity ward, Laboratory services and IPD Health promotion, Environmental health services Malambwa Ward Shibwalya Kapila 5665 OPD,HTS, maternal and child health, ART, Waiting mother Maternity ward, Cervical Rural Health Centre Health promotion, Environmental health cancer screening, Scanning machine and IPD services, Dental services Nutrition services (IMAM and ITP), Lab services Luangwa Ward Vincent Bulaya 5522 OPD,HTS, maternal and child health, ART, Maternity ward, Laboratory services and IPD Health Post Health promotion, Environmental health services Nchelenge Ward Tapa Health Post 2180 OPD,HTS, maternal and child health, ART, Maternity ward, Laboratory services and IPD Health promotion, Environmental health services Masonde Ward Nkandabana Health 2980 OPD,HTS, maternal and child health, ART, Maternity ward, Laboratory services and IPD Post Health promotion, Environmental health services Based on table 15, it is clear that not all facilities provide all essential services to clients and the general public. 45 The table below shows the services provided and number of health facilities providing a particular service; Table 18: Type of service by number of health facilities Type of service Number of Facilities Number of facilities as Facilities lacking services Providing currently per establishment delivery Maternity annex 2 23 21 Facilities with Clinical Laboratory 1 23 22 In Patient Services 0 23 23 Elimination of Mother to child Transmission of HIV/AIDS 23 23 0 (MTCT) sites HIV testing and Care services Sites 23 23 0 Labour and Delivery sites 3 23 20 Voluntary Medical Male Circumcision sites 5 23 18 Reproductive Maternal and Neonatal Child health, Adolescent 23 23 0 Health and Nutrition services (RMNCAH-N) Outpatient Department (OPD) 23 23 0 Environmental Health Services 6 23 17 46

8.2.2 Availability of Medicine in Health Facilities Lunte District has had essential drugs available in selected health facilities while some facilities have had no Essential Drugs available, this is due to the fact that the district has no district pharmacy to keep drugs as a mini hub for the facilities. This has led to drugs being kept in facilities with limited storage, resulting in intermitted supply.

8.2.3 Power Supply in Health Facilities There are 3 Health facilities (Chitoshi, Mukupa kaoma and Shibwalya Kapila RHC) are connected to the National Grid while 20 Health facilities (Health Post) have solar power installed for the Cold Chain Equipment under the Expanded Program for Immunizations (EPI). There is need to connect all health facilities to the national grid for facilities to operate at full capacity. Key issues • Storage of drugs and vaccine is a challenge in most health facilities because of low voltage of power to run big refrigerators and inadequate space. • Upgrading of health facilities to be clinic is a challenge because of insufficient lighting to provide health services (Curative and Maternity deliveries) at night • Laboratory testing, x-ray, scanning equipment cannot be installed in solar driven health facilities. • Power back up need to be provided to facilities lacking equipment • Conversion of the electricity rating from single phase to three phase power supply

8.2.4 Medical Waste Management in Health Facilities Medical waste generation is one of the outcomes during medical service deliveries. There are 8 health facilities installed with incinerators and 15 do not have incinerators. There is need to have standard or modern incinerators installed at each facility. Figure 24: Number of Health Facilities with Supply, Incinerator and Power 25 20 20 15 10 8 5 2 3 0 Incinerator Water Supply Hydro Electricity Solar powered 47 Figure 25: Types of Water Sources/ Supply in Health Facilities Number of facility with 6 5 5 5 4 4 3 3 2 2 1 0 Borehole with Borehole without Hand dug well Other Borehole not Tank and Pump Tank (stream/Rivers) functional

8.2.5 Existing Sanitary Facilities (Toilets) per Health Facility in the District Table 19: Sanitary Facilities per Health Facility Name of health Facility Number of Number Non- Number of Flushable VIP Toilet VIP toilet toilets (Water Born toilets) Chewe Health Post 0 1 0 Chibelushi Health Post 2 0 0 Chitoshi Rural Health Centre 2 0 2 Filipo Health Post 0 1 0 Kapatu Rural Health Centre 2 0 0 Mananya Health Post 2 0 0 Moseni Health Post 2 0 0 Mpalapata Health Post 2 0 0 Mukolwe Rural Health Centre 1 0 0 Mukupa Kaoma Rural Health Centre 2 0 0 Mulenga Mapesa Health Post 0 1 0 48 Mulila Health Post 2 0 0 Mushika Health Post 2 0 0 Pecha Health Post 0 1 0 Sambala Health Post 2 0 0 Shibwalya Kapila Rural Health Centre 1 0 0 Vincent Bulaya Health Post 3 0 0 Tapa Health Post 2 0 0 Nkandabana Health Post 2 0 0 Mulukuma Health Post 0 0 0 Muyembe Health Post 0 0 0 Miyangaluba Health Post 0 0 0 Kabosha Health Post 0 0 0 Key issue • Facilities sourcing water from unprotected water sources such streams, hand dug well and unprotected well • Inadequate incinerators limit provision of maternal services • Inadequate sanitation leads to further spread of preventable diseases.

8.2.6 Availability of Maternal Service Infrastructure The IDP area has 2 maternity annexes at Chitoshi and Shibwalya Kapila RHC, 21 Health facilities lack maternity facilities. These are located in high density areas lacking social amenities such as well- defined roads, water and sanitation. Lack of delivery equipment’s and mother’s shelters in high density areas are causing expectant mothers to crowd themselves in a few facilities providing maternal services. Key Issues • Inadequate maternity annexes • High incidences of home deliveries • Long distances to maternity facilities • Inadequate ambulance services to respond to emergency maternal cases. 49 Table 20: Availability of Medical and Non-Medical Equipment Items Number of items Number available Gap required per in the District facility Ambu bag for adults (resuscitator) with small, 1 per HP 10 13 medium and large sized masks Ambu bag for children (resuscitator) 2 per HP 31 46 Autoclave, electrical, small 3 per HP 3 69 Autoclave, non-electrical, 39 litres 2 3 46 Bed pan with lid 10 per HP 1 230 Bed side commode 2 per HP 2 46 Bed-side cabinet (locker), health centre/health 2 per HP 3 46 post model Bed-side screen 5 per HP 4 115 Bowl lotion, large 3 per HP 1 69 Bowl lotion, medium 5 per HP 0 115 Bowl lotion, small 10 per HP 0 230 BP machine, adult (small, medium and large 10 per HP 13 230 sized cuffs) Bucket, stainless steel 10 per HP 6 230 Chair for consulting staff 9 per HP 19 207 Chair for patient 2 per HP 22 46 Diagnostic set 3 per HP 1 69 Dressing set 5 per salter scale 0 115 (because they are sold this way only) Desk for consulting staff 8 69 Drainage set 5 per HP 2 115 Dressing set 5 per HP 0 115 Suturing Set 5 per HP 3 115 Dressing tray, medium 5 per HP 1 115 Drip stand 5 per HP 6 115 Ear syringe 6 per HP 1 138 Equipment cabinet 10 per HP 0 230 Examination couch without leg holders 1 per HP 1 23 50 Items Number of items Number available Gap required per in the District facility Examination couch, gynecological 1 per HP 8 23 Examination light 1 per HP 1 23 Excision Set 1 per HP 0 23 Foot stool, one-step 4 per HP 1 92 Gallipots, large 1 per HP 5 23 Gallipots, medium 2 per HP 12 46 Hospital bed back rest 2 per HP 7 46 Hospital bed, health centre/health post model, 2 per HP 13 46 with mattress with insecticide treated mosquito nets Indicator, TST control spot, pac-300 2 per HP 0 46 Stainless Steel basins 2 per HP 0 46 5 liter water Jugs 5 per HP 2 115 Emergency Trolley 10 per HP 5 230 Bed making trolley 3 per HP 0 69 Medicine Trolley 10 per HP 6 230 Dressing Trolley 10 per HP 0 230 Bed Bath Trolley 10 per HP 0 230 Stainless Steel basins 10 per HP 0 230 5 liter water Jugs 2 per HP 0 46 Infant cot with mattress 4 per HP 0 92 Multipurpose cleaning trolley 4 per HP 0 92 Instrument tray, large 3 per HP 2 69 Bed cradle 3 per HP 2 69 Backrest 2 per HP 0 46 Hospital bed, health centre/health post model, 2 per HP 10 46 with mattress Delivery Bed 2 per HP 11 46 Stainless Steel basins 2 per HP 4 46 Episiotomy set 2 per HP 1 46 51 Items Number of items Number available Gap required per in the District facility Suturing set 2 per HP 2 46 Vaginal Examination Set 2 per HP 0 46 Delivery Set 2 per HP 4 46 Glucometer 2 per HP 3 46 Vomitus bowls 1 per HP 1 23 Vaginal speculum Large, Medium, Small 1 per HP 9 23 BP machines 1 per HP 19 23 Stethoscope 2 per Law 9 46 Infra-red Thermometer 3 per HP 5 69 Urinalysis kit 1 per HP 1 23 APH box 1 per HP 2 23 PPH box 1 per HP 3 23 PE box 2 each per HP 1 46 Trolley 5 per HP 5 115 Domiciliary Bag 3 per HP for those 0 69 with electricity Stainless Steel basins 0 115 5 liter water Jugs 4 per bed 1 92 Emergency Trolley 4 per bed 3 92 Bed making trolley 2 for ante/postnatal 0 46 room Medicine Trolley 4 per cot 5 92 Dressing Trolley 4 per post-natal 1 92 bed Bed Bath Trolley 6 per HP 0 138 Spot light 6 per HP 0 138 Kick bucket 10 per HP 0 230 Delivery bed 10 per HP 9 230 Oxygen cylinder( J type and g type) 10 per HP 0 230 Wall clock 10 per HP 5 230 52 Items Number of items Number available Gap required per in the District facility Weighing scale, Baby 2 per HP 10 46 Resuscitative 4 per HP 1 92 Neonatal Pulse oximeter 2 per HP 0 46 Transport Incubators 1 per HP 0 23 Instrument tray, medium 1 per HP 2 23 Kidney dish, large 1 per HP 7 23 Kidney dish, medium 4 per HP 19 92 Otoscope set 2 per HP 0 46 Rigid Cervical Collar 0 46 Salter scale 5 per HP 11 115 Sterilizing drum, medium 1 3 46 Sterilizing drum, small 1 7 46 Sterilizing drum, large 1 2 46 Stethoscope 1 5 115 fetal, Pinard 1 6 115 Tape measure 1 12 184 Gas Stove double burner with complete 2 1 1 23 cylinder2 Patient Stretcher, 1 1 115 Suction pump, electrical 1 0 46 Suction pump, foot -operated 1 1 46 Suturing set 1 460 Thermometer stand 5 69 Thermometer, digital 18 115 Thomas Splint 0 92 Timer, 60 min 3 69 Torch, medical, pen-sized 1 69 Trolley, medicine cart 0 69 Trolley, emergency cart 3 0 69 53 Items Number of items Number available Gap required per in the District facility Urinal, male 3 0 69 Vaginal delivery/episiotomy set 3 0 69 Vaginal speculum, large 3 1 92 Vaginal speculum, medium 3 5 92 Vaginal speculum, small 3 1 92 Wall clock 3 5 69 Wastebin with lid 5 11 115 Weighing scale, adult 5 13 115 Weighing scale, infant, 5 15 115 Weighing trousers 5 11 115 Dental equipment 1 0 Dental chair 1 0 3 Dental syringe 1 0 3 Mirror set 1 0 3 lower Molar extraction set 1 0 3 upper left and right molar forceps 1 0 3 upper and lower premolar forcep 1 0 3 lower incisor forceps 1 0 3 assorted elevator set 1 0 3 Probe set 1 0 3 Set of tweezers 1 0 3 Upper incisor forceps set 1 0 3 kidney dish (medium) 1 0 3 Eye equipment 0 0 Direct ophthalmoscope 1 0 3 Magnifying operating loupes 1 0 3 BP machine 1 3 3 Glucometer 1 0 3 54 Items Number of items Number available Gap required per in the District facility Touch light with batteries 1 0 3 20 ml medicine cup 1 4 3 Drug cabinet, lockable 1 2 3 Refrigerator, domestic 1 1 3 Tablet counting tray 1 2 3 Cold chain equipment 1 0 Refrigerator for vaccines 1 13 23 Vaccine carrier 5 68 115 Vaccine cold box 2 20 46 Laboratory Equipment 0 0 Flammable liquid cabinet 1 0 3 Autoclave, portable 1 1 3 Binocular microscope 1 0 3 Hematology analyzer 1 0 3 Chemistry analyzer 1 0 3 CD4 Count machine 1 0 3 Gene expert machine 1 0 3 Laboratory fridge 1 1 3 Lab water bath 1 1 3 Glucometer 1 1 3 Haemoglobinometer 1 0 3 Hand Tally counter 1 189 3 Electric centrifuge 1 0 3 Rapid Diagnostic Test for malaria 861 RPR shaker 3 161 Roller mixer 3 0 69 Spirit lamp 3 0 69 Stool for laboratory worker 3 0 69 55 Items Number of items Number available Gap required per in the District facility Timer 3 1 69 Digital laboratory scale 3 0 69 Water distiller 3 0 69 Water filter 3 0 69 Environmental health equipment 0 0 Bucket for mixing chemicals 0 230 Food and water sample box 3 0 69 Lovibond Comparator 3 0 69 Measuring jar 5 0 115 Meat inspection kit 1 0 23 Personal Protective Equipment 23 0 69 Rodent control apparatus 1 0 23 Squirt gun 1 0 23 Tape measure 2 10 46 Vector control sprayer 2 1 46 Water level meter 2 1 46 Porta lab 1 0 23 Electric incinerator 1 0 23 Miscellaneous 0 0 Camping equipment set 2 0 46

8.2.7 Quality of Service Including Key Performance Indicators

8.2.7.1 Staffing Table 21: Medical Office Staff Establishment Health personnel Establishment Present staff Deficit (Number) (Number) (Number) Medical Specialist 1 0 1 Medical doctors 1 0 1 Clinic officers 30 12 13 Pharmacy Dispenser 30 1 24 56 Nurse 72 36 36 Dentist 2 0 2 Radiographer 2 0 2 Laboratory Technologist 2 1 1 Environmental technologist 25 9 16 Counsellors 23 0 23 Midwives 25 2 23 Biomedical Scientist 1 0 1 Clerks 23 2 21 Potters 23 0 23 Driver 5 2 2 Key issues • Inadequate staffing • Inadequate specialized medical personnel.

8.2.7.2 Transport Lunte District has no ambulances to services the health facilities and transport patients who need specialized or second level services to the nearby hospital. There are two available vehicles (utility Vehicles) which are mostly used to ferry maternity patients, children and critically ill patient to Kasama General Hospital and other hospitals in the neighboring districts. The same utility vehicles are also used for administrative programs and delivery of drugs, vaccines and other non-medical supplier needed in provision of services in the district. Table 22: Total Number of Vehicles and Other Motorized Transport Type of Vehicles/ Establishment/ Available Runner Non-runner ambulances standard Ambulances 2 0 0 0 Utility Vehicles 3 2 1 1 Motor bikes 24 10 5 5 Key issue • No ambulances to service other health facilities • Inadequate resources for servicing and maintenance of motor vehicles. • Inadequate vehicles 57

8.2.7.3 HIV/AIDS Services The global HIV and AIDS target is to end HIV by the year 2030 consequently Lunte District has devised strategies in providing health services to ensure the continuum of care for prevention, treatment, care and support for all the people at risk of HIV infection, and the people living with HIV; in a stigma-free environment by leaving no one behind. HIV and AIDS services are being provided in all ART centers to avoid clients and patients covering long distances to access ART services. The ART centre are designed or positioned to strengthen drug adherence to treatment and to ensure that clients do not spend long time or queues when accessinig treatment. These activities include; • HIV Test and Treat. • Post Exposure Prophylaxis and Pre-Exposure Prophylaxis. • Elimination of Mother to child therapy. • BCC (Behavioral Change Communication) • VMMC

8.2.7.4 Starting ART On ART initiation coverage the district currently stand at 106.9% coverage. The bar graph (figure 3) below shows the total number of tested clients, positive clients and clients initiated for ART at first visit in 2018, 2019, 2020 and 2021. Figure 26: Number of Clients Tested Positive Results and Number Initiated on ART Positivity rate – from 2018 the positive rate has been increasing from 6% 2018, 8% 2019, 11% 2020 and reduced to 9% in 2021. The figure below shows the posivity rate distribution from 2018 to 2021. The reduction could have been attributed to the banning of public social activities and closing of bars and night clubs during covid 19 siege. 58 Figure 27: Positive Percentage Trend from 2018 to 2021 Source: LDHO (2021)

8.2.7.5 Total Coverage of ART Figure 26, shows the coverage of ART prophylaxis for 2018, 2019, 2020, and 2021. Figure 28: Lunte ART Prophylaxis Coverage Source: DHIS2 (2024/01/02) 59 Figure 29: Total number of Male who Underwent VMMC in the Last 5 Years

8.2.8 Malaria Disease Malaria stills remains one of the highest causes of morbidity in children and pregnant women in the district. Incidents of malaria is of great concern in children and pregnant women that need to be controlled to reduce on the mortality rates from the disease. The district has however, instituted several strategies that addresses the incidencies and morbidity of malaria. These strategies include; • Testing and treat of malaria • Admistrating of facinder to prevent malaria in pregnant women • Distribution of Long lasting Insectcide Treated Mosquitonets to pregnancy women, under five and to household. • Conducting Indoor Residual Spraying • SBCC 60 Figure 30: Trends of Malaria Incidences in All Ages for the Past Four Years Source: LDHO, (2022)

8.2.7.6 Maternal And Child Health Services. The target for the district is to reduce the under five mortality in 1000 live birth by 2030. This will be achieved through child health services intervention in children under five (5) years. Currently, the district has been implimenting a number of activities ranging from • Quality focused Antenatal services for pregnancy mother. • Provision of Post-Natal services for both Mother and the baby. • Promotion of good health, sexual and reproductive health services in facilities. • Imminisation and Vaccination • Dewarming, nutrition and Child growth monitoring and promotion • Community Motor Bike services • Adolescent health services • Elimination of Mother Child transimission Key Performance Indicator under IRH Ten Causes Morbidity in the City 2022 Figure 29, shows that the top ten (10) diseases in all the age groups in the district includes; Respiratory infection non Pneumonia, Diarhoea (Non-Bloody), pelvic inflammatory, Hypertension, dental carries, Malaria, Pneumonia, Dibetes, Asthma and Throat diseases. (to Include the Diseases trends 2020,2021, 2022). 61 Figure 31: Top Ten Causes of Morbidity 2022 Source: LDHO, (2022)

8.2.7.7 Top Ten Causes of Mortality 2022 Figure 7; below shows that the top ten (10) diseases leading causes of death in the district and these are; CFR Meningitis Tuberculosis, CFR Cardio-vascular, CFR Diabetes, Respiratory infection, Anemia, Hypertension, Other RVDS and Road Traffic accident. (to Include the Diseases trends 2020,2021, 2022). Table 23: Top Ten Causes of Mortality 2022 No. Yr. n-3 (2020) Yr. n-2 (2021) Yr. n-1 (2022) Disease Deaths/1000 Deaths/1000 Disease Disease Deaths/1000 Adm. Adm. Adm. 1 Malaria 3 GBV (assault) 3 Birth 3 Confirmed disease (new) Asphyxia Cases disease (new 2 Poisoning 1 Malaria 2 Confirmed Cases 3 Pregnancy 1 Snake Bite 2 Complications - Abortion (HIA1) 4 Poisoning 1 5 6 7 8 9 10 62

8.3 Issues Arising from Public Participation Process Availability of Service • Long distance to health facilities for most communities • High congestion in maternity wings

8.3.1 Quality of Service Including Key Indicators of Performance • Inadequate medical personnel • inadequate medicine in health facilities • Slow pace in referral response because of inadequate ambulance services in the district • Inadequate bed spaces and other medical equipment.

8.4 Impact of Changes Anticipated Over the Next Ten Years

8.4.1 Population Change – Future Demand for Services and Facilities • The projected population in the next ten years (2024-2034) will lead to an increase in demand for more health services. New health facilities (accommodation for personnel, maternity annexes, clinics, Hospitals) will have to be established to cope with the increase in population.

8.4.2 Existing and Proposed Investment and Development Programmes • Proposed construction of 1st level District hospital • Construction and equipping of 3 Maternity annexes in 3 health centers under 2023 CDF allocation. • Proposed construction of 22 water reticulation systems under CDF • Installation of a water reticulation system at Mukupa Kaoma RHC by Ministry of Water Development. • Proposed procurement of an ambulance under 2024 CDF allocation. • Proposed connection of 3 maternity annexes to solar power under the 2023 CDF allocation.

8.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns • There will be growth of settlements around health facilities.

8.6 Environment and Climate Change Analysis

8.6.1 The Impact of Existing Trends on the Environment and Climate Change • Use of none standard incinerators may result in air pollution. • Expansion and establishment of new health facilities will lead to clearing of vegetation. 63

8.6.2 The Impact of Environmental and Climate Changes Issues on the Sector • Increase in morbidity and mortality rates due to extreme heat and coldness. • Extreme temperatures will lead to heat strokes. • Increase in water borne diseases resulting from floods • Increase in malnutrition result from climate related disasters, floods and droughts • Flooding cuts off patients from accessing the facilities or hinders health workers from outreach programs.

8.7 Issues Arising Relating To Gender and Vulnerable Groups Low utilization of health services by DAP and women due to; • Long distances to health facilities • Inadequate privacy in some health facilities • Inadequate ambulance services limit maternal care

8.8 Summary The health sector faces multiple challenges that requires urgent attention such as; inadequate transport, most facilities are not connected to the National Grid, high malaria incidence rate, poor roads connecting to health facilities, inadequate storage facilities for medical supplies, low staffing levels and inadequate accommodation. There is need for a hospital to provide secondary health care.

8.9 Consideration of the Underlying Factors Contributing to the Issues Identified • Absence of a Hospital to provide 1st level hospital services. • High Malaria incidence rates (581.6/1000) • Late booking for antenatal services (39%) • Community practicing Home deliveries • Inadequate Transport for both referral and supportive supervision • Inadequate trained health workers • Inadequate space for bulk storage of medicine and medical commodities • Inadequate medical equipment • Inadequate health facilities connected to national electrical grid to support functioning of some medical equipment • Dispersed settlement patterns. 64

9.0 AGRICULTURE Agriculture is basically the business of growing crops, raising animals for food and related products and services. This refers to the method by which certain crops are grown to produce food, feed, fiber and many other required products. Agriculture remains the key priority sector in the growth and poverty reduction agenda of Zambia. Over 70 percent of the population derives its livelihood from agriculture. Despite Zambia experiencing strong economic growth in the recent past, agriculture has not performed well. Lunte District being a rural district, is mainly characterised as an Agricultural district .The agriculture sector in the district is characterised by mainly rain fed subsistence farming.The main crops grown are Maize,cassava and Millet which are the staple food, food legumes such as beans, soyabeans, cowpeas and groundnuts as well as cash crops like sunflower. Many subsistence farmers also keep livestock.

9.1 Key Government Priorities being and to be Implemented at a Local Level The main thrusts of agriculture development are the National Agricultural Policy (NAP 2016-2030) and the Eighth National Development Plan which focuses on liberalization, commercialization, and promotion of Public and Private Partnerships (PPP) in the provision of effective agricultural services that will ensure sustainable agricultural growth. The programs that should be implemented to achieve sustainable food production and enhancing agricultural productivity, farmers’ incomes and as a response to climatic change include but not limited to the following: • Crop seed multiplication and distribution, • Conservation farming, • Commercialization of agricultural lands such as farm blocks development aimed at rationalizing the use of the limited resources to develop the selected parts in the district. • Promoting “traditional” food crops such as cassava, sweet potatoes, sorghum and millet • Soil fertility initiatives to combat soil degradation through agro-forestry and organic farming • Provision of extension services to farmers on crops, livestock, and fisheries; • Provision of other services such as phytosanitary services. • Promotion of small-scale irrigation technologies • Promotion of post-harvest technologies among others

9.2 Description of the Existing State of Development Availability of Service There are 12 Camp houses in the IDP area against 23 agricultural camps. 65 Table 24: Camps Houses in the IDP Area S/N Camps with Number of Status of the house Camps without accommodation House accommodation 1 Shibwalya Kapila 1 good Nkandabana 2 Kapatu Scheme 1 dilapidated Mushika 3 Kapatu 1 dilapidated Mulukuma 4 Moseni 1 dilapidated Lubala 5 Mpalapata 2 1 good and 1 dilapidated Chibelushi 6 Mulenga Mapesa 1 dilapidated Myangaluba 7 Chitoshi 3 dilapidated Mukolwe 8 Muyembe 1 dilapidated Zacharia Chanda 9 Mukupa Kaoma 1 fair Luangwa Chewe Luli Katalala Nkandabana Total 12 Otto • 9 Camp Storage sheds are available against 23 agricultural camps • The district has 1 permanent irrigation weir (Mpela) in Shibwalya Kapila Camp and numerous temporal weirs across the district • Feeder roads: The district has stretches of feeder road and are all in a deplorable state and need urgent rehabilitation. • In the IDP area the extension worker farmer ratio is 1:2,638, as opposed to the service standard of 1:400 farmers the current demand is 86 though the number of camps created does not add up to the required number of Staff.

9.2.1 Status of staffing levels at the camp Table 25: Staffing Levels at the Camps S/N Ward Name Camp Name Number of Farmers Filled Not Filled 1 Lunte Chitoshi 1443 2 Lunte Mushika 923 3 Masonde Muyembe 1117 4 Bwandela Nkandabana 900 66 5 Kanyanta Mulukuma 1245 6 Lubushi Lubala 1533 7 Kanyanta Mulenga Mapesa 1624 8 Lubushi Mpalapata 1761 9 Kalungwishi Katalala 1254 10 Kalungwishi Mukupakaoma 1465 11 Kalungwishi Luli 1125 12 Luangwa Luangwa 1339 13 Chewe Chewe 1898 14 Kasanshi Otto 1400 15 Kasanshi Mukolwe 1200 16 Isenga Zachariah Chanda 1301 17 Nchelenje Kapatu 1630 18 Nchelenje Kapatu Scheme 1524 19 Nchelenje Tapa 1814 20 Malambwa Shibwalya Kapila 2299 21 Malambwa Chibelushi 1893 22 Myangaluba Myangaluba 1920 23 Malaila Moseni 1698 Total 34,306 14 9

9.3 Quality of Service Including Key Indicators Of Performance • The quality of service in the agriculture sector is generally low due to the fact that the Camps are under staffed while servicing a large catchment area. • Inadequate field and district transport limits extension and monitoring services • Inadequate staffing in camp and key district positions there is no treasury authority for the positions. • High extension officer farmer ratios. • Poor road network hinders access to markets and farming input. 67

9.3.1 Production trends in Lunte district for selected crops in tones Figure 32: Production Trends for Selected Crops PRODUCTION TRENDS 12000 10000 8000 6000 4000 2000 0 Soya Beans Groundnuts Sunflower Maize Irish Potatoes Sweet Beans Cowpeas Potatoes 2018 2019 2020 2021 2022 From the graph above, maize production has been the major crop produced in the IDP area since 2018. Though both productivity and production are still very low. This is followed by beans, sweet potatoes, ground nuts, soya beans and lastly sunflower. The discrepancy indicates the low uptake in efforts to diversify crop production. Factors such as readily available market and maize being a staple food could be attributed to this discrepancy. Other factors such as inadequate access to markets, farming inputs and extension services are also a contributing to the production discrepancy. There is need to explore marketing strategies for other crops in order to encourage production.

9.3.2 Farmers practicing smart agriculture Climate-Smart Agriculture (CSA) is an integrated approach to managing landscapes namely cropland, livestock, forests and fisheries that addresses the interlinked challenges of food security and accelerating climate change. CSA aims to simultaneously achieve three outcomes: Smart agriculture is meant to protect the environment, enhance resilient to climate change as well as reduce Carbon dioxide in the atmosphere. 68 Figure 33: Farmers Practicing Smart Agriculture Farmers Practicing Smart Agriculture 2500 2000 1500 1000 500 0 Total Number of Farmers Number of Farmers practicing Smart Agriculture According to the graph above, only a quarter of farmers practice smart agriculture, this means low yield is attained on an extensive land. Ordinary farming practices are a threat to the environment as they require huge amounts of land to produce a reasonable yield.

9.3.3 Agricultural Mechanization Basically, agricultural mechanization refers to the use of machines during agricultural production and distribution. There are a variety of tools, machinery and equipment for the development of agricultural land, planting, harvesting and primary processing. In the IDP area there 34306 farmers using traditional tools representing 99.97 % of the farmers while 10 farmers representing 0.03% were reported to be using both traditional and mechanized methods of farming. This makes farmers vulnerable to impacts of climate change. Low yield means low income and continued poverty among farmers. 69 Figure 34: Number of Farmers and Types of Farming Tools Number of Farmers &Type of Farming Tools 2500 2000 Number of Farmer 1500 1000 500 0 Camps Total Farmers Farmer using Hoe&Axe Farmers using Improved Tools(Tractor)

9.3.4 Yield Improvement and Productivity Crop yield is the measure of seeds or grains which is produced from a given area. It is usually expressed in Kilograms per Hectare. Agricultural productivity depends on the quality of seeds which farmers sow in their fields. The quality of recycled legume seeds is low leading to low productivity in the IDP area as shown in the table below. Table 26: Crop Yields S/n Crop Potential Yield (tonnes/Ha) Average Yield in Lunte 1 Maize 7 3 2 Finger Millet 2 0.6 3 Sorghum 3 1.5 4 Cassava 20 9 5 Common Beans 3 0.6 6 Groundnuts 4 1 7 Soya beans 4 1.4

9.4 Issues Arising from the Public Participation Process Availabilty of Service • Inadequate extension officers • Indequate input under FISP 70

9.4.1 Quality of Service Including Key Indicators of Performance • Absence of officers in the agriculture and vet camps • The feeder roads are in a deplorable state and no links between the wards making it difficult for the district to transport their products • Storage shades not enough • Absence of bulking centers • Absence of metrological department to provide timely weather information • Delayed distribution of farming inputs, • Inadequate farming inputs • Inadequate access to credits

9.5 Impact of Changes Anticipated Over The Next Ten Years

9.5.1 Population Change-Future Demand for Services and Facilities It is projected that in the next ten years the population will be at 125,248 this expected increase entails that demand for food production and agriculture services will also increase, therefore, there will be need to scale up food production and enhanced extension services.

9.5.2 Existing and Proposed Investment and Development Program • Proposed development of the Kalungwishi farm block • Proposed Sustainable Agricultural Financing Facility (SAFF)

9.6 The Impact of the Continuation Of Existing Trends On Land Use And Population Distribution Patterns • Continued practice of non-conventional agricultural practices coupled with increase in population will lead to massive clearing of vegetation. • Non-conventional agriculture practices will lead to loss of soil quality; this will result in continued migration in search for fertile land.

9.7 Environment and Climate Change Analysis

9.7.1 The Impact of Existing Trends on The Environment And Climate Change • Non-conventional agricultural practices and increased food production demands may lead to vegetation depletion, climate change effects, land degradation and unregulated water diversion, potentially causing river extinction. 71

9.7.2 The Impact of Environmental and Climate Change Issues on the Sector • High uncertainties brought about by climate related risks will demand agricultural insurance services which is costly • Damage to crops through flooding • Droughts may lead to low yield or no yield at all

9.8 Issues Arising Relating to Gender Groups and Vulnerable Groups • Use of non-mechanized practices makes it hard for women and DAP to get involved in the sector. • Farm management practices are mostly done by women while men will take a leading role during marketing activities.

9.9 Summary The Ministry is striving to offer the best quality of service to the farming community. However, provision of more transport, Logistical support, office space, Staff accommodation, recruitment of staff, bulking center construction, Irrigation facilities constructions, will not only motivate the members of staff but also bring the services closer to the people in the IDP area. Lunte district has potential to play a pivotal role in food production in the province. We need to actualize the potential and turn around the Economy in the IDP area.

9.10 Consideration of the Underlying Factors Contributing to the Issues Identified • Inadequate mechanization • Low staffing levels • Uncontrolled migration • Inadequate transport • Inadequate markets to support diversification • Inadequate extension services limit awareness on appropriate technologies • Inadequate energy supply • HIV/AIDS prevalence • Inadequate value addition due to lack of fully developed Agro processing and industries in the IDP area • High dependency on rain-fed agriculture • Inadequate availability of faming inputs in the district • High practice of non-conversional agriculture • High incidences of pests and disease for crops • Inadequate access to agricultural finance and credit, as well as farming inputs loan facility 72 • Weak market linkages • Mistrust among farmers • Inadequate infrastructure development (bridges and dilapidated roads)

10.0 FISHERIES AND LIVESTOCK Livestock is the domestication of animals in an agricultural setting to provide labour and produce diversified products for consumption such as meat, eggs, milk, fur, leather, wool among others. Aquaculture is the breeding, raising and harvesting of fish, shellfish and aquatic plants. The Lunte IDP will only consider fish breeding as a major aquaculture activity in the IDP area and the country at large. Livestock and aquaculture are crucial for societal development by providing nutritional, food security and financial benefits. The Lunte IDP aims to eliminate poverty in the District through livestock and fish production, utilising the strategic location of water bodies in the area. The District’s natural resources make it a strategic location for these activities.

10.1 Key Government Priorities being and to be Implemented at a Local Level The Livestock Development Policy of 2012 works to promote increased and sustainable livestock production, productivity and management in order to ensure food security, income generation, creation of employment opportunities and a reduction in poverty levels. Programs that should be implemented to achieve sustainable food production and enhancing Fish and Livestock productivity, farmers’ incomes and as a response to climatic change include but not limited to the following: • Issue permits and licenses for aquaculture, fishing and equipment used for fishing and aquaculture in order to ensure compliance; • Protect fish stocks from the effects of pollution and from any other effects which are harmful or potentially harmful; • Develop promote and disseminate information in capture fisheries management in order to create awareness and enhance community participation; • Enforce the annual fishing ban in order to enhance fish stocks through uninterrupted breeding; • Provide Fisheries and Aquaculture extension services in order to achieve growth and sustainability; • Implement livestock policy and legislation in order to promote livestock production and productivity; • Conduct and implement livestock research and development programs in order to generate livestock production technologies and contribute to livestock production and productivity; 73 • Manage rangelands and livestock water sources in order to ensure adequate availability of feed and water for livestock; • Enforce Livestock, Livestock Products and By-products standards in order to ensure compliance; • Transfer of appropriate technologies in order to enhance livestock production and value- addition; • Collaborate with various stakeholders on management of livestock in order to enhance growth of the sector.

10.2 Description of the Existing State Of Development Availability of Service The IDP area lacks services in the sector which can enhance the livestock productivity. The map below shows the distribution of both agriculture and livestock resources in the District. Figure 35: Agriculture/ Livestock Resource Distribution The table below shows the available and deficit of services in the IDP area. 74 Table 27: Services Available and Deficits S/N DESCRIPTION QTY REQUIRED LOCATION STATUS COMMENT 1 Camp House 1 14 Chitoshi Deplorable Needs rehabilitation 2 Tier1 Livestock 2 12 Mushika and Kapatu Fair Functional. Service Centre 3 Small ruminant Nil 14 - N/A Need to be constructed Dip Tank 4 Dip Tanks 4 10 Nkandabana, 3 in 3 need rehabilitation (Large V/Bulaya, Kapatu & Deplorable ruminants) Kalungwishi state, 1 functional 5 Slaughter Slabs Nil 14 - N/A Need be to constructed 6 Equipped Poultry Nil 14 - N/A Need to be constructed Multiplication Centre 7 Livestock 1 1 Mukupa Kaoma fair Need more breeding centre technological advancements 8 Livestock feed 0 1 - There is need to production centre construct

10.2.1 Quality of service including key indicators of performance

10.2.1.1 Status of Staffing Levels The IDP area is divided into 4 fisheries and livestock camps (Chitoshi, M/Kaoma, Luangwa and Kapatu) against the required 14. The District has only 2 camp officers stationed at Kapatu and Luangwa camp to provide extension services to 34,306 farmers. This brings the extension officer farmer ratio to 1:17,153 against the required standard of 1:400.

10.2.1.2 Transport Situation Table 28: Transport Situation in the Sector in the IDP Area DISTRICT TRANSPORT S/N VEHICLES REQUIRED AVAILABLE STATUS REMARKS 1 2 1 Non-Runner To provide the deficit and repair the Non runner FIELD TRANSPORT S/N MOTORBIKE REQUIRED AVAILABLE STATUS REMARKS 2 5 3 Runners Provide the deficit There is need to cover the transport deficit for efficient delivery of fisheries and livestock services.

10.2.1.3 Livestock Production The type of livestock reared in the district are Cattle, Goats, Sheep, Chickens, Rabbits, Guinea Fowls and Ducks. These Livestock are mostly reared traditionally (Less attention is paid to their supplementary feeding, Disease control and Vaccination). The graph below shows livestock 75 population in the district camps with Chitoshi and Luangwa having the highest number livestock population, this can be alluded to having camp officers. Figure 36: Livestock Population in the District Camps 4500 3849 4000 3500 3002 3000 2743 2500 1893 2000 1642 1420 1500 963 1000 518 586 509 506 428 Livestock 500 184 89 139 192 221 126 98 270 182 17330 96 92 83 17229 280 249 89 221 208 0 0 1116 0 0 0 0 0 0 0 0 Luangwa Kapatu M/kaoma Chitoshi Cattle Goats Sheep Pigs Rabbits Village chickens Broilers Layers

10.2.1.4 Number of Livestock Farmers by Type of Livestock Note that annual growth rate of livestock population is about 2% which is insignificant if we are to solve problem of food security among 84573 people (CSO, 2022) in Lunte. This low livestock growth rate is due to: • Few farmers keeping livestock and low management levels, • Not adhering to vaccinations against diseases (Local Chickens) The graph below shows that the IDP area has about 178 farmers rearing cattle, 1,410 rearing goats, 2,011 farmers rearing chickens, 9 farmers rearing sheep and 120 farmers keeping Pigs. It can also be seen that the majority of farmers keep chickens due to the stocking program under the Ministry of Fisheries and Livestock. Figure 37: Number of Farmers by Type of Livestock NO OF FARMERS 2011 1410 178 120 9 CATTLE GOAT CHICKENS SHEEP PIGS 76

10.2.1.5 Fish and Livestock Production Trends Table 29: Aquaculture Production Number of ponds Fish farmers Fingerlings Yield in tons Remarks 300 150 10000 0.20 The yield is low due to poor management levels The following are contributing factors to such low yearly yield: • No direct support to fish farmers (1 members of staff to 150 farmers), • Currently, there is no reliable fingerling source in the district, • There is no promotion of small water body (dam) aquaculture in the district,

10.3 Issues Arising from Public Participation Process

10.3.1 Availability of Service • Inadequate of fisheries and livestock extension officers • Inadequate infrastructure (staff houses, fish breeding centers, dams, fish schemes)

10.3.2 Quality of Service Including Key Indicators of Performance • Absence of extension officers. • Inadequate fish and livestock products. • Absence of fish and livestock breeding centers

10.4 Impact of Changes Anticipated Over the Next Ten Years

10.4.1 Population Change-Future Demand for Services and Facilities • It is projected that in the next ten years the population will be at 125,248 this expected increase will lead to increased demand for fisheries and livestock products. • Increase in population will also lead to enhanced demand for extension services.

10.4.2 Existing and Proposed Investment and Development Programs • Stocking programs for pass-on the gift. • Breeding improvement through Kalungwishi livestock breeding center.

10.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patters • Population is expected to increase in areas with livestock and fisheries production infrastructure. 77

10.6 Environment and Climate Change Analysis

10.6.1 The Impact of Existing Trends on the Environment and Climate Change • Increased livestock population will result into Pasture and grassland degradation • Increased fish production may result into water pollution by use of feeds and manure • Increased livestock population will lead to compaction of soil which reduces the soil quality. • Increase in livestock population will lead to increase in waste excretion resulting to increase in methane-CH4 emission.

10.6.2 The Impact of Climate Change on the sector • Rise in surface water temperature may affect fish breeding • Rise in surface temperatures will increase evaporation, which will lead to drying of rivers and reduction in the river flow regimes. • Extreme temperatures may lead to livestock dying from heat stroke. • Extreme temperature (hot/cold) will enhance breeding of parasites

10.7 Issues Arising Relating to Gender Groups and Vulnerable Groups • The sector is not gender sensitive since fish farming is seen as a preserve of men • Dependence on fish from rivers makes it impossible for the physically challenged to get involved in the sector.

10.8 Summary The Ministry is striving to offer the best quality of service to the livestock farmer’s community. However, provision of more transport, Logistical support, office space, Staff accommodation, recruitment of staff, cold chain storage facilities, breeding centers, will not only motivate the members of staff but also bring the services closer to the people in the IDP area. Lunte district has potential to play a pivotal role in livestock sector in the province. We need to actualize the potential and turn around the Economy in the IDP area

10.9 Consideration of the Underlying Factors Contributing to the Issues Identified • Lack of Equipped Poultry multiplication center in the district • Inadequate Disease control structures • Lack of slaughter slabs • Inadequate transport • Low staffing levels • Low fish/livestock production 78

11.0 ENERGY SECTOR The importance of energy can-not be overemphasized as its availability increases efficiency in system delivery which saves money, increases resilience, reliability and provides environmental, and increases health benefits to the community. Energy is key in production, increases performance in schools as students are able to study even during the night, and increase efficiency in delivery of health services as certain equipment need certain levels of energy to run. The Lunte IDP will strive to provide an efficient energy system in the IDP area during the planning period.

11.1 Key Government Priorities being and to be Implemented at a Local Level • Electricity Act of 1995, The Electricity Act regulate the generation, transmission, distribution and supply of electricity and to provide for matters connected with or incidental to the foregoing. • The Rural Electrification Act of 2023 an act to promote and enhance rural electrification. The Lunte District IDP will plan for the even distribution of the electricity supply to all parts of the district.

11.2 Description of the Existing State Of Development

11.2.1 Availability of Service

10.2.1.6 Hydro Power In the IDP area, only four (4) settlements are connected to Hydro power. These include, Mukupa Kaoma, Chitoshi, Shibwalya Kapila and Lubushi. Only relatively small areas are covered as there is usually only one transformer. Power is mostly connected in Government institutions with little and minimal trickledown effect to the local communities.

10.2.1.7 Solar Energy The uptake of solar energy is minimal; most residents use solar energy for lighting.

10.2.1.8 Charcoal and Firewood Charcoal is the main source of energy in the district, almost all residents rely on charcoal energy for cooking and warming especially in the cold season. Suffice to say that charcoal is also exported to other Districts.

11.2.2 Quality of Service Including Key Indicators of The quality of service is compromised; most key government institutions are not connected to the national grid making it difficult for service delivery. The connections in the areas with power is limited, owing to the inadequacy of transformers. 79

11.3 Issues Arising from the Public Participation Process

11.3.1 Availability of Service • Lack of hydroelectricity in most parts of the district • The most available energy source is charcoal

11.3.2 Quality of Service Including Key Indicators of Performance • Power is not distributed to all parts of the district. • The most available source of energy charcoal is becoming expensive.

11.4 Impact of Changes Anticipated Over the Next Ten Years

11.4.1 Population Change-Future Demand for Services and Facilities • With the projected increase in population by 2034 it is anticipated that demand for energy used for cooking, warming, production, lighting and service delivery will increase.

11.4.2 Existing and Proposal Investment and Development Programs • Proposed installation of 3 solar systems at Vincent Bulaya, Moseni and Mulukuma RHC under the 2023 CDF.

11.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patters • Continued use of charcoal and firewood as a main source of energy will lead to deforestation. • Growth of settlements around areas connected to hydro power.

11.6 Environment and Climate Change Analysis

11.6.1 The Impact of Existing Trends on the Environment and Climate Change • Deforestation, combustion of fossil fuels from hummer mills and use of non-convectional energy sources will lead to an increase in greenhouse gases in the atmosphere as the carbon cycle will be disturbed. • Continued demand for electricity will lead to deforestation due to the use of poles.

11.6.2 The Impact of Environmental and Climate Change Issues on the Sectors • Change in climate has an impact on the production of electricity due excess heat affecting the water levels in the dams. • Extreme storms will lead will destruction of energy infrastructure. 80

11.7 Issues Arising Relating to Gender Groups and Vulnerable Groups • Women and girl child are the most vulnerable as they are the ones involved in the day to day fetching of firewood. • Reduced hours of study due to absence of power

11.8 Summary Most parts of the IDP area need to be connected the national grid in order to improve service delivery by all institutions and increased productivity at all levels.

11.9 Consideration of the Underlying Factors Contributing to the Issues Identified • Inadequate connectivity to the national grid • Inadequate alternatives to charcoal • High poverty levels limit uptake of alternatives energy sources

12.0 LAND USE Land use planning is the basis for zoning laws that restrict certain developments to protect the environment. Along with that, land use planning helps promote social engagement, enhance the community, conserve resources, and provide consideration for economic, industry and transportation needs. Lunte District land is mostly in the hands of traditional leaders. State land accounts for about 262,808 hectors.

12.1 Key Government Priorities being and to be Implemented at a Local Level The Urban and Regional Planning Act No. 3 of 2015 (URP) provides for processes and systems of urban planning, it provides the principles and standards, it provides for integrated planning, for planning frameworks and for participatory and inclusive approaches in planning.

12.2 Description of the Existing State of Development

12.2.1 Availability of Service • Land use planning currently does not exist, the recently allocated land by the traditional authorities for development of the township had not been zoned at the time of the survey. • Traditional land is not zoned or planned, there is no control on how people settle, no specific areas zoned for specific use such as agriculture, forestry, or rather areas zoned for settlements. • Land is mainly used for agriculture, forestry, residential and institutional though in a haphazard manner. 81

12.2.2 Quality of Service Including Key Indicators of Performance The quality of service in the IDP area is highly compromised owing to the factors below • Absence of planning agreements • Absence of ward development plans • Lack of tools for land management i.e., GPS, drowns and GIS licenses

12.3 Issues arising from the public participation process

12.3.1 Availability of Service Communities expressed unawareness on land use zoning, though they expressed willingness to live planned settlements.

12.3.2 Quality of Service Including Key Indicators of Performance Though the URP Act provides for land use managements in customary lands through planning agreements. The local authority is not implementing the strategy

12.4 Impact of Change Anticipated Over the Next Ten Years

12.4.1 Population Change-Future Demand for Service and Facilities • Lunte Population is projected to increase to 125, 248 in the next 10 years. This will lead to increased demand for land resource for various uses. Therefore, there will be need to plan for customary lands in order to safe guard the ecosystem and improve service delivery.

12.4.2 Existing and Proposed Investment and Development Programs • Proposed planning of the Lunte Township • Proposed planning of the Kalungwishi farm block

12.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns • Continued lack of planning in customary land will lead to uncontrolled migration which may bring dispersed settlement patterns • Dispersed settlements will lead to depletion of natural resources • Conflicting land uses resulting from lack of planning

12.6 Environmental and Climate Change Analysis

12.6.1 The impact of Existing Trends on the Environment and Climate Change • Clearing of vegetation for settlements and farm land will result in deforestation 82 • Uncontrolled migration may lead to mushrooming of settlements in the river buffers and other protected areas leading to depletion.

12.6.2 The Impact of Environmental and Climate Change Issues on the Sector • Lack of enforcements of planning and building codes will weaken the infrastructure making them vulnerable to climate related hazards like floods and strong winds

12.7 Issues Arising Relating to Gender Groups and Vulnerable Groups • Lack of planning reduces efficiency in service provision thereby affecting vulnerable groups (Children and DAPs) • Women face challenges in accessing traditional land

12.8 Summary • In order to improve service delivery in the IDP area it is important to implement land use planning in customary land by entering into planning agreements with traditional authorities.

12.9 Consideration of the Underlying Factors Contributing to the Issues Identified • Lack of planning in traditional land

13.0 TOURISM AND HOSPITALITY The hospitality and tourism industry encompass various economic activities involving wildlife, tourism sites, hotels, resorts, restaurants and night clubs to mention a few. Tourism is a social, cultural and economic phenomenon that creates jobs, strengthens local economies, contributes to infrastructure development and helps conserve natural resources. It can also reduce poverty and inequalities. The IDP will strive to promote and create tourism products of various forms for the planning period.

13.1 Key Government Priorities to be Implemented at the Local Level • The 8th NDP under SDA 1 provides emphasis on tourism as one of the major sectors to attain a diversified economy and create jobs. • Tourism and hospitality act, 2015. Which entails to provide sustainable development of the tourism industry through effective tourism planning, management, promotion and coordination to ensure sustainable tourism. • The National Tourism Policy of 2015 which states that the government aims to be among the top 5 tourist destinations of choice in Sub-Saharan Africa by 2030. 83

13.2 Description of exiting state of development

13.2.1 Availability of Services • The IDP area has 4 water falls namely: Chilambwe, Pule waluangwa, pule walupansa and Pule on the Kasanshi river. Figure 38: Waterfalls and Water Bodies

13.2.2 Quality of Service Including Key Indicators of Performance • Feeder roads are in a deplorable state • No operational air strips • No national parks • No lodges and hotels • No proper catering centers • No universities • No established township • No traditional ceremony 84

13.3 Issues Arising from Public Participation Process

13.3.1 Availability of Services • Feeder roads leading to tourist sites are in a deplorable state

13.3.2 Quality Of Service Including Key Indicators of Performance • No tourism services offered in the district currently

13.4 Impact of Changes Anticipated Over the Next Ten Years

13.4.1 Population Change-Future Demand for Services and Facilities • Population is projected to increase to 125,248 which lead to an increase demand for tourism products.

13.4.2 Existing and Proposal Investment and Development Programs • No investments have been proposed in the tourism sector

13.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns • No impacts on land use have been identified

13.6 Environment and Climate Change Analysis

13.6.1 The Impact of Existing Trends on the Environment and Climate Change • No impacts have been identified • Population is projected to increase; this may affect the aesthetics of the environment.

13.6.2 The Impact of Environmental and Climate Change Issues on the Sectors • Low rainfall will bring adverse effects to flow and fall of the waterfalls

13.7 Issues Arising Relating to Gender Groups and Vulnerable Groups • No gender issues have been identified because the sector is dormant in the district

13.8 Consideration of the Underlying Factors Contributing to the Issues Identified • Lack a district tourism office • Poor road network • Poor marketing of the tourism sites • Lack of tourism products 85

14.0 COMMERCE TRADE AND INDUSTRY Commerce involves all the activities that aid in promoting the exchange of goods and services from the manufacturer to the last consumer. It comprises factors like transportation, banking, insurance, warehousing to mention a few. In Lunte district most of these factors are lacking which affects the way commerce is done and thereby hindering economic development. The Lunte IDP will strive to facilitate provision of these factors in the IDP area.

14.1 Key Government Priorities being and to be Implemented at a Local Level Sections of the 8th National Development Plan (8NDP) that are key government priorities directly being and to be implemented at a local level under the SME ministry such as: • Agricultural mechanization • Agribusiness development • Promote value addition and manufacturing • Promote tourism growth • Tourism product development • Tourism promotion and marketing • Improve transport and logistics • Road development and maintenance • Trade Centre development • Warehousing development • Small and medium-scale enterprises development

14.2 Description of the Existing State of Development

14.2.1 Availability of Service • Tourism sites • Roads • Mobile network • 412 registered cooperatives • Women and youth clubs • Micro and small businesses • Market for agricultural inputs and produce • Skill development under CDF • Access credit (CDF loans and grants) 86 • Village banking • Farmer Input Support Program (FISP)

14.2.2 Quality of Service Including Key Indicators of Performance • Tourisms sites not developed • Poor state of both main and feeder roads • Agricultural block and Schemes not developed • Network connectivity poor in most parts of the IDP area • No bank and/or other micro finance institutions • Lack of hospitality facilities • Inadequate energy to enhance production • Inadequate value addition in industries

14.3 Issues Arising from the Public Participation Process

14.3.1 Availability of Service • CDF empowerment program • Availability of FISP

14.3.2 Quality of Service Including Key Indicators of Performance • Slow pace in disbursing of the CDF funds

14.4 Impact of Changes Anticipated Over the Next Ten Years

14.4.1 Population Change – Future Demand for Services and Facilities • As the population increases, demand for services is expected to increase.

14.4.2 Existing and Proposed Investment and Development Programmes • Skills development program under CDF • Financial literacy training under CDF • Empowerment and loan programs under CDF

14.5 The Impact of the Continuation of Existing Trends on Land Use and Population Distribution Patterns • There will be concentration of people in areas with economic activities such as markets 87

14.6 Environment and Climate Change Analysis

14.6.1 The Impact of Existing Trends on the Environment and Climate Change • Economic activities contribute to emission of greenhouse gases, emissions from vehicles and production processes

14.6.2 The Impact of Environmental and Climate Change Issues on the Sector • Droughts will lead to low agricultural yield which is the main raw material for agro based industries.

14.7 Issues Arising Relating to Gender Groups and Vulnerable Groups • No gender issues were identified

15.0 SECURITY Security can be defined as the state or condition of being protected against threats, risks, or harm. It involves the implementation of measures, systems, and practices to safeguard individuals, organizations, assets, or information from various forms of threats, including physical, digital, or financial risks. Security can encompass different domains, including: physical, cyber and financial security Maintaining law and order in a society is essential for several reasons such; protection of individuals and property, social stability, justice and fairness, economic development, public trust and confidence, protection of human rights and prevention of anarchy

15.1 Key Government Priorities being and to be Implemented at a Local Level • The Constitution: Zambia Police is a creation of the Constitution. The Constitution outlines the functions in protecting life and property, preserving peace and maintaining law and order, ensuring the security of the people, detecting and preventing crime, upholding the Bill of Rights, fostering and promoting good relationships with the Defense Force, other national security services and members of society and perform other functions as prescribed. • Police Act: The Police Act is the primary legislation that governs the organization, structure, powers, and functions of the Zambia Police Service. It outlines the duties and responsibilities of the police in maintaining law and order, preventing and detecting crime, protecting life and property, and ensuring public safety. • Criminal Procedure Code: The Criminal Procedure Code provides the legal framework for the investigation, arrest, detention, and prosecution of criminal offenses in Zambia. It sets out the procedures and powers of the police in relation to criminal investigations, gathering evidence, conducting searches, making arrests, and presenting cases before the courts. • Penal Code: The Penal Code establishes the criminal offenses and corresponding penalties in Zambia. It outlines various offenses, including but not limited to theft, assault, robbery, murder, fraud, and public order offenses. The Zambia Police enforce the provisions of the Penal Code by investigating reported offenses and apprehending the offenders. 88 Policies and plans available meant to improve security In Zambia, several policies and plans are in place to improve security across various domains. Some of the key policies and plans aimed at enhancing security in Zambia include: • National Security Policy: The National Security Policy provides a comprehensive framework for addressing security challenges and promoting stability in Zambia. It outlines strategies to protect the country from internal and external threats, enhance border security, counter terrorism, and promote national resilience. • Cybersecurity Policy: The Cybersecurity Policy focuses on safeguarding Zambia's cyberspace, protecting critical information infrastructure, and combating cyber threats. It aims to strengthen cybersecurity capabilities, promote secure digital transactions, raise awareness about cyber risks, and establish effective response mechanisms to cyber incidents. • Community Policing Policy: The Community Policing Policy emphasizes the involvement of communities in maintaining law and order. It encourages collaborative efforts between the police and the public to prevent crime, enhance trust, and promote a sense of security. The policy promotes community engagement, problem-solving, and crime prevention initiatives. • Anti-Corruption Policy: The Anti-Corruption Policy aims to combat corruption in all its forms. It establishes measures to prevent corruption, strengthen anti-corruption institutions, promote transparency and accountability, and prosecute offenders. Enhancing anti-corruption efforts contributes to improved security by reducing corrupt practices that undermine social and economic stability. • Disaster Management and Mitigation Policy: The Disaster Management and Mitigation Policy focuses on preparedness, response, and recovery from natural and human-induced disasters. It aims to protect lives, property, and infrastructure during emergencies. The policy emphasizes coordination among relevant stakeholders, risk reduction measures, and capacity- building for effective disaster management. • Road Safety Policy: The Road Safety Policy aims to reduce road traffic accidents and promote safer transportation. It outlines strategies for improving road infrastructure, enforcing traffic laws, enhancing driver education and licensing, and strengthening emergency response systems. The policy seeks to enhance road safety awareness and reduce fatalities on Zambian roads. • Counter Trafficking in Persons Policy: The Counter Trafficking in Persons Policy aims to combat human trafficking and protect the rights of victims. It focuses on prevention, prosecution of offenders, protection of victims, and international cooperation. The policy includes measures to raise awareness, strengthen law enforcement capacities, and provide support services to trafficked persons. These policies are supported by implementation plans, strategies, and institutional frameworks that provide guidelines for their effective execution. They ensure a systematic and coordinated approach towards improving security, protecting citizens, and addressing emerging security challenges. These include the following: 89 • National Implementation Plans: Policies such as the National Security Policy and Cybersecurity Policy are typically supported by National Implementation Plans. These plans outline specific actions, timelines, and responsibilities for implementing the policies. They provide a roadmap for achieving the goals and objectives of the policies, ensuring coordinated efforts among relevant government agencies, departments, and stakeholders.

15.2 Description of Existing State of Development

15.2.1 Availability of Service • The IDP Area has one (1) police post located in Mukupa Kaoma. This is against 13 police posts required. In addition to this, the IDP area further require 3 police stations. • The IDP area has no police vehicle against the required 4 • The IDP area has one motorbike against the required number 17 • The IDP area has 5 police officers against the required 20 of which 1 is female and 4 males

15.2.1.1 Equipment Communication equipment is available and not functional

15.2.1.2 Office Space There is no police office building, the IDP area further has no: • No correctional facility • No subordinate court against the 3 required • No juvenile correctional facilities

15.2.1.3 Fire services The IDP area has no fire services

15.2.2 Quality of Service Including Key Indicators of Performance

15.2.1.4 Crime rate The quality of security services in the District is highly compromised owing to a number of factors especially lack of infrastructure, equipment and personnel • Approximately 480 cases are recorded annually • In 2022, 500 cases where recorded, of these cases a quarter where gender based related cases • A quarter of these same cases die unfollowed up reasons being transport, inadequate police post, inadequate man power • Half of these cases where followed and arrests made 90 • Some cases are not reported due to distance to nearest police posts and family reasons; hence some cases die undetected.

15.3 Issues Arising from the Public Participation Process

15.3.1 Availability of services • Lack of police posts • Lack of courts • Lack of correction services

15.3.2 Quality of Service Including Key Indicators of Performance • Police services not reaching most parts of the district

15.4 Impact of Changes Anticipated Over the Next Ten Years

15.4.1 Population Change-Future Demand for Services and Facilities • Increase in population will lead to increase in economic activities and subsequent increased demand for security services, courts, fire services and police services

15.4.2 Existing and Proposed Investment and Development Programs • Procurement of a police vehicle under 2023 CDF allocation

15.5 Environment and Climate Change Analysis

15.5.1 The Impact of Environmental and Climate Changes Issues on the Sector • Environmental related disasters such as floods and droughts lead to hunger which further accelerates crime • Inaccessibility to crime scenes due to damage to road infrastructure caused by climate disasters will limit emergence responses.

15.5.2 The Impact of existing trends on Environmental and Climate Changes • Clearing of vegetation to setup police stations and camps will lead to deforestation

15.6 Issues Arising Relating to Gender and Vulnerable Groups • The sector is not gender sensitive as there is only 1 female staff against 4 males • High number of Gender based cases • A number of gender-based cases are not reported 91

15.7 Summary Overall, maintaining law and order in a society is vital for protecting individuals, preserving social stability, upholding justice and fairness, promoting economic development, safeguarding human rights, fostering public trust, and preventing the breakdown of social order.

15.8 Consideration of Underlying Factors Contributing to the Factors Identified • Failure to report cases especially those related to gender • High cost of justice • Lack of fire and rescue services • Lack of correctional facilities.

16.0 SOCIAL PROTECTION According to Food Agriculture Organization (FAO), Social protection is a set of interventions whose objective is to reduce social and economic risk and vulnerability, and to alleviate extreme poverty and deprivation. Social protection is not only about social development but it is also contributing to economic transformation, increasing purchasing capacities of the poorest households and boosting economic growth by stimulating and increasing demand for food and other goods and services. Linking those who benefit from social protection with agricultural training, inputs, subsidies programs, and savings programs, can maximize the impact of social protection interventions and allow poor people to sustainably move out of poverty Suffice to mention that Zambia is a member of the UN and hence subscribes to UN social protection programs and agenda. The Lunte IDP will strive to implement social protection programs in order to uplift the living standards of the majority poor

16.1 Key Government Priorities being and to be Implemented at a Local Level • The CDF guidelines of 2021 provides for social protection programs such as empowerment loans, grants and skills development. The Lunte IDP will use this opportunity to enhance skills in the IDP area and reduce poverty • The National Social Protection Policy of 2014, provides for strategies for reducing poverty, inequalities and vulnerability. • The 8th NDP under SDA 2, Human and Social Development provides for strategies for effective human and social development

16.2 Description of Existing State of Development

16.2.1 Availability of Service Social services are provided in all the 55 communities in which the district is segmented and these are spread across all the 14 wards and are provided in all the villages. Currently the Department of Social Welfare is providing Social Cash Transfer (SCT) benefits to a total 0f 7, 615 beneficiaries which include Female Headed Households, the elderly, the severely disabled, Child headed 92 Households, as well as the chronically ill on palliative care. The department is also providing other social services that include child justice, repatriation of stranded persons, education support, health care cost schemes, adoption of infants, probation of offenders, marriage counseling, among many others. Suffice to note that 95% of households that meet the Social Cash Transfer Eligibility Criteria have been reached out to and are currently benefitting from the programme. Table 30: Number of Social Cash Transfer Beneficiaries Number of Beneficiaries Services Offered 2020 2021 2022 Male Female Total Male Female Total Male Female Total Social Cash Transfer 1, 516 2,114 3, 630 1,789 2,652 4,441 2,913 4,702 7,615 Education Support 55 102 157 60 130 190 - - - Health Support 88 45 133 108 216 324 89 107 196 Prisons Welfare - - - - - - - - - Repatriation 13 9 22 26 32 58 40 49 89 Juvenile Justice 22 18 40 26 21 47 31 26 57 The table above indicates a steady increase in the number of beneficiaries of social cash transfer from 3,630 beneficiaries in 2020 to 7615 beneficiaries in 2022 indicating 109.39 % increase. Education support increased from 157 beneficiaries in 2020 to 190 in 2021, in 2022 this support was withdrawn due to increase in the CDF allocation to begin supporting skills development. Health Support increased from 133 beneficiaries in 2020 to 196 beneficiaries in 2022 indicating a percentage growth of 47.37%. There has been no support under prisons welfare owing to the fact that the IDP area has no correctional facilities. Repatriation cases supported increased from 22 in 2020 to 89 in 2022 indicating a percentage increment of 304%. Juvenile Justice Support increased from 40 in 2020 to 57 in 2022 indicating a percentage increment of 42.5%, this indicates increase in crime rates among Juveniles. The continued rise in support indicates improvements in the services offered by Social welfare, on the other hand it shows a sign of increasing levels of poverty and vulnerability in the District.

16.2.2 CDF Support

16.2.2.1 Bursaries Support In 2022, the CDF program supported 9 boarding school pupils (1 male and 8 females), in 2023 the number of pupils supported increased to 57 (21 males and 36 females) indicating a percentage increment of 533.33%. 93 In terms of skills development, in 2022, 88 (80 males and 8 females) students were supported under the 2022 CDF allocation, this increased in 2023 to 186 (23 females and 163 males) indicating a percentage increase of 112.5%. The total budget allocation for bursaries in 2022 was K4, 883,000.00 and only 407, 798.00 was utilized. K4, 475,202 amount remained unutilized indicating a percentage utilization 8.34% only. In 2023 the total allocation to bursaries was K5, 379,641.38 and only K1, 249,707 was utilized. K 4, 129, 934.38 remained unutilized indicating a percentage utilization of the fund of 28.54%. The low uptake in bursaries is attributed to inadequate boarding schools in the District. Lack of skills training centers is also contributing to low uptake in skills development. The increase in the uptake of bursaries from 2022 to 2023 is attributed to sensitization campaigns carried out across the district.

16.2.2.2 Grant Support In 2022 CDF supported 83 groups, in 2023 the fund supported 101 groups with various business proposals. The amount allocated to grants was K1, 953,200 in 2022 and K2, 151,856.55 in 2023. The whole budget allocation for 2022 and 2023 was utilized.

16.2.2.3 Loan Support In 2022, the CDF supported 83 loan beneficiaries and 41 beneficiaries were supported in 2023. The budget allocation in 2022 was K2, 929,700.00 and the whole allocation was utilized. The 2023 budget allocation was K3, 227, 7834.83 and the whole allocation was also utilized.

16.2.3 Community Development Table 31: Community Development Support Programs Type of support Number of beneficiaries program 2020 2021 2022 Male Female Male Female Male Female Village Banking nil nil nil nil nil 33 Food Security Packs 190 220 1190 1710 850 1198 According to the table above, there has been no village banking support in 2020 and 2021, Village banking support was only re-introduced in 2022. The number of food security packs beneficiaries declined in 2022 from 2900 to 2048 in 2023. Village banking faces difficulties in loan recoveries, limited payment modes, the program requires deposit through banks only and in this case the IDP area has no banking facilities

16.2.4 Quality of Service Including Key Indicators of Performance In spite of all interventions to uplift standards of living, the levels of vulnerability have continued to rise owing to the increase in number of people placed on social protection programs. 94 The service quality is subpar due to low loan recovery rates. The CDF program faces challenges of finance and capacity to effectively monitor and recover loans from beneficiaries. No single beneficiary has since repaid loan installments. Additionally, only 20% of groups are actively involved in business activities. This is further affected by the unmotivated and dysfunctional sub-district structures (WDCs).

3.1 Issues Arising From the Public Participation Process

3.1.2.0 Availability of services • More people need to be placed on Food Security Pack • Inadequate sensitization on CDF programs and procedures • Ineffective WDCs in almost 80% of the wards

3.1.3.0 Quality of Service Including Key Indicators of Performance • WDCs are only interested in monitoring community projects, there is no grass root monitoring of social protection programs under CDF leading to low productivity and sustainability. • WDCs are not involved adequately on social protection and community development programs under Community Development and Social Welfare

16.3 Impact of Changes Anticipated Over the Next Ten Years

16.3.1 Population Change-Future Demand for Services and Facilities • In the next 10 years’ population is projected to increase by over 40,000. Therefore, there will be high demand for social protection programs if the status quo remains. Poverty levels will continue to rise if no meaningful investments are put in place to spur economic growth and employment creation.

16.3.2 Existing and Proposed Investment and Development Programs • Capturing of all beneficiaries that meet the requirements to be put on social cash transfer • Disbursing grants to 101 group beneficiaries under the 2023 CDF allocation • Disbursing loans to 41 beneficiaries under the 2023 CDF allocation

16.4 Environment and Climate Change Analysis

16.4.1 The Impact of Environmental and Climate Changes Issues on the Sector • Droughts may lead to rise in poverty levels • Flooding may lead to washing away of crops leading to rise in failure to pay back loans and FSP

16.4.2 The Impact of existing trends on Environmental and Climate Changes • High poverty levels lead to people surviving on none environmentally friendly activities such as charcoal burning 95 • Social protections interventions in the agriculture sector will lead to clearing of vegetation to open up new fields.

16.5 Issues Arising Relating to Gender and Vulnerable Groups The sector is not gender sensitive. Most of the programs are bias towards women. Most men have been left out as is seen from the number of beneficiaries in FSP and social cash transfer.

16.6 Summary As much as social protection programs are a good strategy to alleviate poverty, there is need for adequate assessments of vulnerability as this intervention has potential to instill the spirit dependence on the community.

16.7 Consideration of the Underlying Factors Contributing To the Issues Identified • Inadequate support to WDC operations • Lack of sustainability due to poor loan recoveries • Inadequate capacities by implementing departments • Lack of banking facilities • Increased Crime Rates among Children • Lack of a magistrate court • Lack of correctional facilities • Lack of a Police Station Constraining the handling of Juvenile Justice • Lack of Transport to Reach Out to the Increased Number of CWACs • Poor internet connectivity constraining maintenance of management information systems

16.8 Summary The district is striving to offer the best quality of services to the citizenry through different government departments, Non-Governmental Organization (NGO) and cooperating partners. However, uncontrolled migration renders planning for effective and efficient service provision practically impossible. The settlement patterns do not allow actors to undertake and implement short term and long-term planning objectives. These efforts are defeated by uncontrolled migration and dispersed settlements patterns. The District is in a state where planning is chasing development and not development following planning objectives. A district of 8400+ people have a lot of public institutions, schools, clinics which are not supported by the population in line with the standards that be. New schools keep coming up without planning for them, inform of community schools, too many unnecessary schools make allocation of scarce resources impossible, all schools are lacking maintenance plans, laboratories, learning materials, and sporting facilities necessary for effective human development rendering the quality of education far below the minimum standard. 96 Dispersed settlement is failing to attract meaningful investment and necessary infrastructure such as electricity, irrigation schemes, dams etc. The survey has established that most of the problems in sectors including climate change mitigation and adaptation are associated with uncontrolled settlements. There is need to plan traditional areas for effective and efficient service delivery.

16.9 Summary – Core Problems (for the entire PSIR) Table 32: Core Problems (PSIR) Thematic Area Core Issue Water • Inadequate maintenance • Inadequate water infrastructure • Unknown water quality • Vandalism of water infrastructure Sanitation • Open Defecation • High use of nonstandard pit-latrines • Inadequate water infrastructure Communication • Inadequate communication infrastructure • Lack of broadcasting services Education • Low progression rate at grade 9 and 12 • Inadequate access to education facilities • Early marriages and teenage pregnancies • Inadequate water and sanitation services • Inadequate energy • Inadequate learning and teaching materials • High teacher pupil ratio Waste Management • Burying and burning of waste • Absence of a Landfill Transport • Inadequate road infrastructure • Erratic maintenance of road infrastructure • Uncontrolled migration Health • Inadequate health infrastructure • Lack of secondary health care services. • High Malaria incidence rates (581.6/1000) • Late booking for antenatal services (39%) • Inadequate Transport • Inadequate trained health workers • Lack District pharmacy stores • Inadequate medical equipment • Inadequate health facilities connected to national grid Agriculture • Inadequate mechanization • Low staffing levels • Uncontrolled migration • Inadequate transport • Inadequate markets 97 • Inadequate energy supply • Inadequate value addition • Lack of irrigation schemes • High incidences of pests and disease for crops • Inadequate access to agricultural finance and credit facilities Fisheries and Livestock • Lack of an equipped poultry multiplication center • Inadequate disease control structures • Lack of slaughter slabs • Inadequate transport • Inadequate extension services • Low production and productivity Energy • Inadequate connectivity to the national grid • Inadequate alternatives to charcoal Land Use • Lack of planning agreements Tourism • Poor tourism development Commerce Trade and • undeveloped CBD Industry • lack of value addition • Lack of energy to drive production • poor road network • inadequate access to credits Security • High cost of justice • Lack of fire and rescue services • Lack of correctional facilities. • Lack of police infrastructure Social Protections • Inadequate support to WDC operations • Poor loan recoveries • Lack of banking facilities • Increased Crime Rates among Children • Lack of a magistrate court • Lack of correctional facilities • Lack of a Police Station Constraining the handling of Juvenile Justice • Inadequate capacity by implementing departments PART 3

17.0 DEVELOPMENT FRAMEWORK This section provides highlights on the long-term vision, the IDP priority linkages to key policies and plans. It also proposes strategies to help resolve problems in different sectors such as; Health, Agriculture, Education to mention a few as uncovered in the Planning Survey and Issues Report (PSIR). 98

18.0 LONG TERM VISION An inclusive social, economic and environmental development anchored on sustainable settlement management by 2034

19.0 POLICIES TO DIRECT DEVELOPMENT During the implementation of the Lunte IDP, the following polices shall be used to direct development during the course of the implementation. The Sustainable Development Goals (SDGs) The United Nations’ SDGs are an all-encompassing global set of objectives designed to provide countries with a pathway to peace and prosperity. Composed of 17 goals, subdivided into 169 targets and 304 indicators, they address everything from ending hunger and protecting marine wildlife, to making cities sustainable and reducing gender inequalities. The Lunte IDP will strive to contribute to the attainment of some of the SDGs particular to hunger elimination and climate change adaptation and mitigation. The URP act no.2 of 2015 The URP act provided for planning partnerships for customary lands between Local authorities and traditional authorities. This will be used to enter into planning agreements for enforcement of planning regulations in customary lands for environmental protection, preservation of Natural resources and management of settlements for effective and efficiency delivery of social services. The 2021 CDF guidelines The 2021 CDF guidelines provides for access to credit, skills development and community projects. The Lunte IDP will use this opportunity to create partnerships, setting up aquaculture schemes, community irrigation schemes, mechanization of agriculture and equipment of key government institutions to improve quality of service. Public Private Partnerships With the presence of the Local Government Act No. 02 of 2019. The district will take advantage of these provisions of the law to promote PPP in various endeavors for the benefit of the general community populace. The 8th National Development Plan The 8th National Development Plan provides strategies for economic diversification and job creation, human and social development, environmental sustainability and a conducive governance for the diversified economy. The Lunte IDP is aligned to the four (4) key strategic development areas to promote sustainable development in the District. 99 The National Policy on Climate Change Policy The National Policy on Climate Change (NPCC) shall support and coordinate all responses to climate change in the District. The district will put in place a task force to re- align all actors in the district’s economic sector in order to meet the development goals while promoting mitigation and adaptation to climate change.

20.0 DEVELOPMENT OBJECTIVES, PRIORITIES AND DEVELOPMENT STRATEGIES

20.1 Goal 1: Enhance Local Economic Development The Lunte IDP shall under this development goal, focus on mechanization of agriculture, livestock and fisheries development, forestry resource and infrastructure development. The IDP shall further strive to find market for the produce in order to encourage production, create employment opportunities and eliminate poverty. Program: Agriculture Development Development objective 1: Enhanced extension services and coverage by 2025 Strategies: • Reduce farmer officer ratio • Provision of quality accommodation in camps • Improve mobility for extension staff • Enhance monitoring and supervision by the district staff Objective 2: Enhance fisheries and livestock extension services by 2025 Strategies • Reduce farmer officer ratio • Provision of quality accommodation in camps • Improve mobility for extension staff • Enhance monitoring and supervision by the district staff Objective 3: Enhance agricultural knowledge, research and marketing by 2034 Strategies • Provision of training platforms to farmers • Provision of marketing platforms Objective 4: Enhance agricultural productivity by 2034 100 Strategies • Reduce dependency on rain fed agriculture • Reduce post-harvest losses • Promote conventional agriculture practices Objective 5: Enhance Fisheries and livestock productivity by 2034 Strategies • Reduce livestock disease burden • Provision of marketing platforms • Improve livestock breeds • Reduce post-harvest losses • Improve access to fingerlings Objective 6: Enhance pomology Horticulture by 2027 Strategies • Provision of marketing platforms • Encourage value addition • Provision of Nurseries • PPP Objective 7: Enhance Forest development and forest related income by 2034 Strategies • Promote community led forest development • Enhance forest benefits to communities • Introduction of forest extension services • Enhance seedling accessibility Objective 8: Improve tourism contribution to the local economy by 2034 Strategies • Opening up of the existing tourism sites and creation of tourism products Objective 9: Enhance communication and movement of goods and services by 2034 101 Strategies • Enhance mobility • Provision of communication infrastructure • Equip the local authority to undertake routine maintenance of roads and crossing points Goal 2: Enhance human and social development Human development involves expansion of human freedom to live long, healthy, creative lives and to actively participate in shaping equitable and sustainable development. As people are both beneficiaries and drivers of human development, there is need to invest in them to enhance their human capacities in self and wage employment that leads to socio-economic growth. This entails that people should be educated (to include formal and non-formal skills development), healthy, have a reasonable standard of living and feel safe. Program: Education Development Objective 1: Improve primary education services by 2034. Strategies • Provision of learning materials • Promotion of ICT in schools • Promote sports, talents identification and development • Enhance Production Unity productivity • Improve learning environment and quality of education • Improve staffing in primary schools • Provide adequate and quality staff accommodation Objective 2: Improve secondary school education services by 2034. Strategies • Provision of learning materials • Promotion of ICT in schools • Promote sports, talents identification and development • Enhance Production Unity productivity • Improve learning environment and quality of education • Improve staffing in secondary schools • Provide adequate and quality staff accommodation • Promote and improve science and mathematic 102 • Provide adequate specialized teacher (mathematics, science, ICT, and technical drawing) Objective 3: Enhance access to education for people with special needs by 2034 Strategies • Provision of special facilities • Mapping of people with special needs in the district • Provision of special education teachers Objective 4: Promote and improve access to tertiary education by 2034 Strategies • Provision of skills development intuitions • Provision of tertiary education institutions Objective 5: Provision of community led water infrastructure for sustainable water supply by 2034 Strategies • Conduct routine borehole maintenance • Conduct routine water quality testing and analysis • Capacitate sub-district structures in borehole maintenance • Provision of affordable water scheme spare parts • Provision of water infrastructure in areas of need Objectives 6: Attain ODF in the three chiefdoms of the district by 2025 Strategies • Implementation of CLTS in the three chiefdoms • Provision of waterborne toilets in public institutions and places. Objectives 7: Improve access to adequate sanitation for PWD by 2034 Strategies • Provision of user-friendly sanitation facilities for PWD • Improve hygiene in facilities used by PWD Program 2: Health care promotion Objectives 8: Improve health care and access to health services by 2034 103 Strategies • Provision of secondary medical services • Provision of adequate energy in health facilities • Reduce maternity referrals • Improve inpatient services • Provision of laboratory services • Improve drug storage in all health facilities • Improve medical waste management • Improve sanitation in health centers • Reduce medical personnel to patient ratio • Provide efficient ambulance services • Improve mobility Goal 3: Enhance environmental sustainability Sustainable environment, ecosystems and natural resource management is necessary as it supports the provision of basic human needs such as clean air, water, fertile land for food and animal production and inputs for various production processes. It also provides functioning services that contribute to the control of soil erosion, floods, disease proliferation and regulation of the climate. The Lunte IDP will therefore, promote protection, conservation, restoration and rehabilitation of the environment, ecosystems and natural resources through the promotion of integrated community- based natural resources management systems. Program: Climate change mitigation and adaptation Objective 1: Enhance land use management to safeguard the ecosystem by 2034 Strategies • Introduction of land use planning in customary areas of the District • Entering into planning agreement with traditional authorities for customary lands of the IDP area Objective 2: Improve livelihood through sustainable waste management practices by 2034 Strategies • Promote settlement concentration • Behavioral change campaigns • Make waste management a source of livelihood 104 • Capacitate the Local authority to undertake planning controls Goal 4: Create a conducive governance environment for a diversified economy Creating a conducive governance environment is a pre-requisite for political stability, human security, economic growth and sustainable development. Good governance encompasses democracy, constitutionalism, the rule of law, human rights, sound professional, transparent and accountable economic and administrative governance systems, among others. Under this development goal, we expect to strengthen land administration and management. Program: Decentralization Objective 1: Promote local involvement in decision making by 2034 Strategies • Enhance local capacity • Establishment of sub district structures • Support WDCs operations Objective 2: Improve Security service coverage from the current one ward to all 14 wards by 2034 Strategies • Improve mobility • Provision of specialized security services • Introduction of fire and rescue services • Improve staffing and staff accommodation Objective 3: Improve access to justice and correctional services Strategies • Reduce cost of access to justice • Introduction of correctional services in the IDP area Objective 4: Enhance departmental outputs for attainment of district developmental objectives and strategies by 2024 Strategies • Strengthen DDCC subcommittees • Formulation of departmental strategic plans • Enhance collaboration with external stakeholders 105

21.0 SPATIAL DEVELOPMENT FRAMEWORK

21.1 Spatial Development Scenarios Spatial development framework seeks to guide the overall spatial distribution of current and desirable land uses within a district in order to give effect to the vision, goals and objectives of the IDP. The Lunte IDP will employ spatial development framework as a strategic tool to guide physical, spatial and social economic development of the IDP area. This section therefore outlines policies, guidelines and plans for land use, infrastructure, housing, transportation, water supply and environmental sustainability to ensure sustainable and organized development in specified geographic areas within the IDP area. It typically considers social, economic and environmental factors to create cohesive vision for growth and development of the IDP area.

21.2 Existing Land Use Figure 39: Existing Land Use Existing trends have been characterized by unplanned settlement patterns, uncontrolled migration and unplanned establishment of new institutions. This has further been impacted by lack of zoned areas for agricultural practices. The resulting effect is low productivity, lack of mechanization, unequipped institutions compromising the quality of service and the subsequent human development levels. 106 The Lunte IDP aims to attain social economic development through effective management of how people settle. This will allow effective planning, implementation and monitoring of social economic strategies.

21.3 Alternative Spatial Development Scenario Enhance agricultural productivity and access to social services through densification of settlements Figure 40: Alternative Spatial Development Scenario The Lunte IDP will strive to achieve the development objectives through sustainable settlement management. Lunte District is an agricultural based economy. Under scenario 1 development has been projected by three components that shall be interconnected with a view of dictating development within the district. Under this scenario, social economic growth will be centered around crop production, livestock and fish production, pomology horticulture, timber plantation and value addition industries. People shall settle within a radius of 3km of existing social service centers which include schools, clinics, communication towers, water schemes and agricultural extension offices. This will halt establishment of unplanned community schools, reduce distance to walk to access social services and allow for effective planning for development and equipping of existing and the few proposed institutions for effective human development. New social services shall be provided for within the social service centers. This will improve service delivery in water and sanitation and allow for effective management and recycling of waste. 107 Taking advantage of the various water resources within the IDP area, development of the district will be centered on agricultural production driven by the community through production units in schools and various agricultural co-operatives that have been formulated. Agriculture production shall be practiced in areas within 5km radius of the zoned settlement areas. This shall ensure famers have reduced distance to social services and farming blocks. The IDP shall strive to mechanize agriculture and promote all year-round productivity around these areas. Irrigation schemes and aquaculture schemes, shall be placed around these areas. Livestock production and improved mango plantations shall be promoted and practiced. Areas outside the service centers, settlements and agricultural use shall be reserved for future generations; they shall be used as community forestry to foster bio-carbon benefits to the community. The community forest will support honey production and some areas will be zoned for community timber plantation. In the existing markets/growth centers cold storages and bulking centers shall be constructed for storage and preservation of agricultural, fisheries and livestock products which shall be transported to markets within and outside the IDP area.

21.4 Alternative Spatial Development Scenario 2 Enhance agricultural productivity and settlement management along main roads Figure 41: Alternative Spatial Development Scenario 2 108 The second scenario aims to achieve agricultural productivity along main roads. This is for easy transportation of goods and services to and from the Market. Settlements are expected to be concentrated along main roads. Sub-centers are expected to grow along the District roads connecting to Luwingu and Mporokoso districts. Agriculture mechanization is also expected to take place along main roads.

21.5 Chosen Spatial Development Scenario Figure 42: Chosen Spatial Development Scenario The chosen spatial development is scenario one (1) Justification • It will be easy to restructure the existing settlement patterns as resettlements will not need to be for long distances, this will save costs involved in the resettlement as most villages are already established around the proposed areas. • It will enhance access to Social services as the proposed restructuring are taking place along existing social service centers • It will help attain balanced development in the district as wards that are not along main roads will also benefit from the initiatives. 109 Availability of Capacity to attain the chosen scenario • Availability of natural resources such as rivers, streams, farrows, good aquifers, good soil fertility and good rainfall pattern • Presence of a man-made dam • Presence of ZESCO grid in most parts of the District • Presence of the livestock breeding center • Availability of schools which will act as centers for skills and knowledge transfer • Availability of skills development programs under the CDF • Availability of empowerment programs under the CDF • Availability of energy provision program under the CDF in collaboration with REA • Availability of land • Presence of extension services • Availability of skilled personnel • Establishment of the district administrative center to offer specialized services Policies available to attain the Desired Scenario • The Urban and Regional Planning Act no.3 of 2015 provides for planning agreements with the traditional authorities • The Local Government Act of 2019 provides for community lead development through establishment of the WDCs • CDF act provides for fiscal decentralization to constituents through the CDFC and WDCs • The Local Authority by laws • Human Rights Based Approach. The principles are participation, accountability, non- discrimination, equality, empowerment and legality. • The Bottom-up Approach supported by the Local Government Act No. 2 of 2019 and the decentralization policy • Community Engagement and Empowerment supported by the Local Government Act No.2 of 2019 and the decentralization policy. • Livestock Development Policy of 2012 works to promote increased and sustainable livestock production, productivity and management in order to ensure food security • National Agricultural Policy (NAP 2016-2030) and the Eighth National Development Plan which focuses on liberalization, commercialization, promotion of Public and Private Partnerships (PPP) in the provision of effective agricultural services that will ensure sustainable agricultural growth. 110

21.6 Spatial Planning Needs of Lunte District Lunte district land is mostly in customary hands, the Lunte IDP places emphasis on settlement management as means to attain the desired goals and aspirations. Lunte District has a number of markets and existing institutions through which these settlements can be concentrated for effective service provision. There is need plan for provision of services around these settlements through planning agreements with the traditional authorities and have specialized services in the District Township. This will help improve living standards in the rural areas and help curb possible rural urban migration in future.

21.6.1 Rural Spatial Development Needs Rural development is the priority of the Lunte IDP. 99.9% of the District population is in the rural areas of the District as the township land was recently allocated. There is need to equip rural institutions with infrastructure for improved service delivery and human development. The development needs below have been proposed for customary areas based on standards for schools, clinics and other social services. The Lunte IDP in the next 10 to 30 years will not dwell much on coming up with new institutions, it will focus on developing and equipping of the existing institutions to bring them to required standards.

21.6.1.1 Education Based on the current deficit of key infrastructure in rural schools both primary and secondary coupled with the increase in population and the free education policy. Table 33: Education Needs Sector Infrastructure No Location Area Needed (Sum) Education Housing units 632 Existing and proposed schools 73944 Laboratories 24 All existing and proposed 7200 secondary schools 1x3 CRBs 322 Existing and proposed schools 128000 Library 103 All secondary schools 20600 Weekly Boarding facility male 14 All day secondary schools 35000 Weekly Boarding facility female 14 All day secondary schools 35000 Sport complex (football pitch, 103 All existing and proposed schools 2029615 basketball court, netball courts, volleyball courts, tennis, running tracks) Irrigation schemes 103 All existing and proposed schools 1030000 Fish schemes 103 All existing and proposed schools 257500 Crop fields 103 All existing and proposed schools 6180000 Plantations 103 All existing and proposed schools 4120000 111

21.6.1.2 Agriculture Spatial Needs The Lunte IDP is centered on agricultural productivity enhancement. For this to happen agriculture should be mechanized and be more adaptive to climate change impacts. Lunte receives average annual rainfall of about 1200 -1500mm. This amount of rainfall is sufficient to support horticulture. The proposed infrastructure will form a basis for community driven agriculture mechanization and poverty alleviations. Basing also on the projected population and the current population pyramid, both pyramids indicate a wider base meaning much of the population will be in the active labor force in the next 10 years, agriculture productivity will help in employment creations through enhanced output and value addition activities. Table 34: Agriculture Needs Sector Infrustructure No. Needed Location Area (Sqm) Housing Units 19 Agricultural Camp Sites 2280 Bulking Centers 14 Agricultural Camps Site 70000 Agriculture Irrigation Schemes 23 All Agricultural Camps 3450000 Horticulture Plantations 23 All Agricultural Camps 40000

21.6.1.3 Fisheries and Livestock Proposals below are meant to enhance fisheries and livestock production. With the projected population increase, food security and wealth creation will be of paramount importance. This proposal is further based on the farrows, streams and rivers the District in endowed with to boost livestock and fisheries productivity. Table 35: Fisheries and Livestock Needs Sector Infrustructure No. Location Total Area Needed (sum) Fisheries and Housing needs 24 Fisheries and livestock 2760 Livestock camps Cold storages/bulking centers 6 All growth centers 2500 Livestock service centers 6 In Fisheries and livestock 10000 camps Fish breeding centers 6 All growth centers 6000 Slaughters slabs 6 All growth centers 4900 Pasture production 23 All fisheries and livestock 2070000 camp sites Dip Tanks 6 Un serviced areas 60000

21.6.1.4 Health Health sector is highly affected by population distribution patterns and the lack of secondary medical services. The number of referrals is increasing because of lack of specialized services. Inadequate 112 transport hinders service delivery in the health care. The proposals below are based on populations projected increase, expected high fertility levels in line with District projected population pyramid and none specialized medical services. Table 36: Health Needs Sector Infrustructure No. Needed Location Area (sum) Mini Hospitals 2 Lunte and Malambwa wards 80000 Housing units 75 All facilities 67000 Health Maternity annexes 20 20 existing health centers 50000 Mothers shelter 23 All facilities 9200

21.6.1.5 Social Security Security is key in attainment of economic and social development objectives. The proposals below are based on the projected population growth and proposed economic activities in the sub centers of the District. This has also been necessitated as a means to improve case reporting, gender-based violence reporting, sexual abuse cases reporting and many other the cases the district has been unable to follow and conclude. Table 37: Security Needs Sector Infrastructure No. Needed Location Area (Sum) Police post 6 Growth centers 60000 Security Housing units 20 All proposed police posts 2400

21.6.1.6 Energy/Waste Management Development of this infrastructure side by side also meant to create a closed loop system that will help manage the waste produced sustainably. Concentrating population growth in the defined rings will ensure concentration of people. This means waste produced will be in one place and could easily be managed within the residential rings. Bio- digesters will be set in each residential ring, waste produced will be fed into the bio-digester. The bio- digester will produce gas which will replace charcoal and firewood as the main source of energy for cooking. This will help preservation of community forests. Reduce the cost of transportation of waste to the landfill on the part of the local authority. The bye product of the bio-digester is liquid fertilizer. Liquid fertilizer will be fed into the irrigation schemes; this will help reduce dependence on inorganic fertilizers which have harmful effects on the soil and environment. Some of the liquid fertilizer will be properly packaged and sold to the farms outside the District. The waste produced from fish, will be used as manure in irrigation schemes, waste from Livestock will be used as manure in irrigation schemes and plantations. Waste from livestock such as piggeries can be used as feed for fish. Livestock feed produced in irrigation schemes will be sold to farmers in and outside the District. 113 Schemes and plantations will be set up in two ways, each school will have one fish scheme, irrigation scheme, livestock and plantations and each agricultural ring will be serviced for mechanization. Schemes in schools will be run by school management, taking advantage of water reticulation schemes that are being installed and adequate land on which schools in the IDP area sit. Schemes and plantations in schools are meant to improve revenue base and enable individual schools to meet basic needs necessary for effective skills and knowledge transfer to leaners.

21.6.1.7 Community Needs Community needs have been computed basing on the current and projected population. The number and distribution of villages have also played a critical role. For example, one (1) water point is supposed to service 12 villages, also considering the community response on minimum distance to the nearest water point. Table 38: Community Needs Sector Infrastructure No. Needed Location Area (sum) Water schemes 225 All un serviced villages 20250000 Community 118230 Sport complexes 6 All sub. Centers Water borne ablution blocks 6 All sub. Centers 5400

21.6.2 Township Spatial Development Needs Lunte District administrative center has an approximated area of 16,982 ha. Lunte Township will open up 700 single dwelling residential plots and 300 semi-detached residential properties and 100 small holdings. The average size of a household in Zambia particularly in the IDP area is estimated at 6 members. For small holdings, the population is estimated at 12 per small holding. Arising from the above, the IDP area is in the next 10 years by (2034) expected to house approximately seven thousand eight hundred people (7,800). 100 plots will be allocated every year for 10 years. This means the population of the district will increase gradually giving social service providers and utility companies’ an opportunity to effectively plan for delivery of utility and social services.

21.6.1.8 Commerce and Trade The table below illustrates the commerce and industry that will be needed in the CBD in order to drive the development agenda of the District. This considers the projected urban population and the projected district population as a whole. Table 39: Commerce and Trade Needs S/N Category Land Hector Population Total Planning Standard Use No. Age Consideration Population District Urban 114 3 Commercial 25 9.2 7800 7800 3 shops/1000 people Markets 117 stalls 3 7800 7800 15 stalls/1000 people Small workshops 70 7.02 7800 7800 9 stalls/1000 people Large Workshops 29 11.76 7800 7800 3 stalls/1000 people Agro processing 10 10 111843 7800 119643 No standards industries Other light industries 4 4 111843 7800 119643 No standards

21.6.1.9 Waste Management Needs The Lunte Urban population is projected to be 7,800 by the year, 2034. On average, a human being produces 0.5Kg of waste/day. This means by the year 2034, the IDP administrative center will generate 3900Kg of waste on a daily basis translating into 46.8 tons of waste annually. To address the waste issue, the Lunte IDP will employ both techniques, recycling and collection and dumping to the landfill. The Lunte IDP however proposes managing waste within the areas of production to reduce on the cost implications of collecting and transporting waste to the landfill. On international standards one (1) bio digester can service 500 people. On the other hand, 1 person in a normal house is expected produce 200 L of sewage floor containing 60g of BOD per day. Therefore, by 2034, the township area will on a daily basis produce approximately 1,560,000L of sewage. If this is not managed properly. It will contaminate ground water and surface water resources thereby causing water born disease outbreaks such as cholera. Table 40: Waste Management Needs S/N Category Land Hector Population Consideration Total Planning Use No. Age Population Standard District Administrative Area 1 Bio digester plant 15 12 - 7800 7800 1 bio- digester/500 people 2 Land fill (land to 1 25 111843 7800 119643 1/District be sourced outside the administrative center) 3 Cemetery 1 0.4 7800 7800 1/10000 people/50 years 4 Sewer plant 1 5 7800 7800 Dependent on size of the plant 5 cemetery 1 2 7800 7800 0.25ha. /1000 people 6 Public 8 1.2 7800 7800 1/1000 convenience people/0.15ha. 115

21.6.1.10 Education Needs The education requirements for the administrative center as stated by stakeholders in Lunte for the planned period is as follows • Construction of a boarding school • Construction of a day school • Construction of a university • Construction of a skills training center • Construction of one public library, one skills training center and one teachers’ • Resource center The planning standards in the table below forms the basis for the determination of education hectarage needs Table 41: Township Education Needs S/N Category Land Hector Population Consideration Total Planning Use Age Population Standard No. District Administrative Area 1 Pre School 8 4 7800 7800 1 pre-school/1000 people/0.5ha. 2 Basic school 2 9.2 7800 7800 1basic school/5000 population/4.6ha 3 Day school 1 1 7800 7800 1/10000 people/5ha. 4 Boarding School 1 20 111843 7800 119643 Dependent on size of the plant 5 Skills 1 30 111843 7800 119643 No standards Development Center 6 University 1 50 Northern Northern region Northern Land availability region region 7 Farmers training 1 20 111843 7800 119643 1/district Center

21.6.1.11 Health Needs The health strategies for the District administrative center aim at reducing the rate of referrals outside the District. The District currently lacks secondary medical services due to absence of a hospital and inadequate maternal services. Coupled with inadequate ambulances services, this has led to difficulties in handling maternal cases. The IDP aims to eliminate referrals by 90% by 2026.To deal with the issue highlighted above, below are spatial development needs for health sector. Table 42: Township Health Needs S/N Category Land Hector Population Consideration Total Planning Use No. Age Population Standard District Administrative Area 116 1 Urban Clinic 8 7.2 - 7800 7800 1 urban clinic/1000 people/0.8ha. 3 District 2 40 111843 7800 119643 1 district hospital hospital/50000 people/20ha.

21.6.1.12 Agricultural Needs In the township, agricultural services will focus on storage, monitoring and training. Breeding of fingerlings and livestock will be done at the existing livestock breeding center in Kalungwishi ward and at the farmers training centers in the township. The two (2) centers will also provide research and development services. Table 43: Township Agriculture Needs S/N Category Land Use Hector Population Consideration Total Planning No. Age Population Standard District Administrative Area 1 Storage facilities 1 5 111843 9000 119643 1 center/district center 2 Cold storage 1 2 111843 9000 119643 1 center /district facility center 3 Abattoir 1 1 111843 9000 119643 1 district hospital/50000 people/20ha. 4 Small holdings 100 1000 9000 7800 No standards

22.0 SECURITY Security in general is an important ingredient in the development process. It builds investor confidence and secures peoples investments. Security concerns around the IDP area involve lack of a police station for specialized police services, lack of a magistrate court hinders access to justice. Magistrate courts is also key in handling juvenile cases which fall under social welfare. The District has no correctional services which contribute to economic development through various programs and as well as transfer of skills for inmates. Below is a table with hectarage needs for security. Table 44: Security Needs S/N Category Land Hector Population Consideration Total Planning Use Age Population Standard No. District Administrative Area 1 Police station 1 1 111843 7800 119643 1 police station/30000 people/1ha. 2 Magistrate 1 0.5 111843 7800 119643 1/district /0.5 court 3 Correctional 1 25 111843 7800 119643 1 correctional Center center/district/25ha. 117

21.6.1.13 Energy Needs On average, a household consumes around 800 to 100 kWh of electricity per month, totaling approximately 12,000 kWh annually. The residential area of Lunte by 2034 will require 15,600,000 kWh of energy to supply neighborhoods. In addition to this, Electricity will be required to supply commercial shops, markets, agro industries, office buildings, lodges, and other uses which have varying energy demands depending on the size and equipment. The District will explore the use of bio-gas energy from the proposed bio-digester plant locations to reduce demand on hydroelectricity and charcoal as main sources of energy for cooking. The IDP will allocate land for effective electricity generation. Table 45: Energy Needs S/N Category Land Hector Population Total Population Planning Standard Use Age Consideration No. District Administrative Area 1 Zesco Sub- 1 3 7800 119643 1/district station 2 Zesco way 1 15 7800 119643 1/district /0.5 leave 3 Zesco 1 0.5 111843 7800 119643 1/district administrative office 4 Petrol station 1 0.2 7800 7800 1/20000people/o.2ha.

21.6.1.14 Administration Building Unit Needs The number of administrative buildings needed for district-level operations at government institutions has been estimated. It has considered the requirements for office buildings for non-governmental organizations, community-based organizations (CBOs), and private enterprises. Table 41: Administration Needs S/N Category Land Hector Population Consideration Total Planning Use Age Population Standard No. District Administrative Area 1 Civic Center 1 3 111843 7800 119643 1/district 2 District 1 15 111843 7800 119643 1/district /0.5 administration center 3 Debs 1 1 111843 7800 119643 1/district 4 DHO 1 1 111843 7800 119643 1/district 5 Agriculture 1 1 111843 7800 119643 1/district 6 Fisheries and 1 1 111843 7800 119643 1/district livestock 7 forestry 1 1 111843 7800 119643 1/district 118 8 community 1 1 111843 7800 119643 1/district development/social welfare 9 National Assembly 1 1 111843 7800 119643 1/district 10 Other office spaces 1 5 111843 7800 119643 1/district

21.6.1.15 Recreation/Open Spaces Recreation centers will host sporting facilities, open spaces, play grounds, Table 46: Recreation/ Open Spaces S/N Category Land Hector Population Consideration Total Planning Use No. Age Population Standard District Administrative Area 1 Children Play 9 3.9 7800 7800 1/1000 ground people/0.5ha. 2 Play fields 1 2 111843 7800 119643 1/10000people /2ha. 3 Parks 8 0.8 7800 7800 1/1000 people/o.1ha. 4 Golf course 1 60ha (18 111843 7800 119643 1/district Holes) 30ha (9Holes) 5 Show grounds 1 1 111843 7800 119643 1/district 7 Community hall 1 1 7800 7800 Non applicable 8 Entertainment 1 0.5 1 7800 119643 1/30000 (theatre) Cinema Social clubs (PE) people/0.5ha. Open air Cinema (PE)

21.6.1.16 Water Needs On average a person uses about 142 liters of water a day. By the year 2034, the township area will require 1,107,600 million liters of water per day. Infrastructure needs to be put in place to ensure sufficient water is supplied to the projected urban population. Further water will be needed in industrial areas, offices, business places, and hospitality industries. Arising from the above. The IDP reserved land for water projects as shown below: Table 43: Water Needs S/N Category Land Hector Population Consideration Total Planning Use No. Age Population Standard District Administrative Area 1 Water 1 2 7800 7800 treatment plant 2 Construction of 1 4.5 7800 7800 water reserve dam 119

21.6.1.17 Hospitality Industry Hospitality industry will form part of tourism development and promotion. This will involve constructions of hotels and lodges. Land allocated to hotels and lodges will be enough to cater for domestication of some wildlife species for wider tourism development and promotion. Lodges and hotels will be constructed along the proposed dam and the existing pule falls to create resorts, boat cruising and more tourism benefits. Table 47: Hospitality Industry Needs S/N Category Land Hector Population Total Planning Use Age Consideration Population Standard No. District Administrative Area 1 Lodges 4 40 7800 7800 1/10ha. 2 Hotel 1 15 7800 7800 1/15ha. 3 Resorts 2 50 7800 7800

21.6.1.18 Township Roads Considering the number of plots that will be created, residential, commercial, administrative, hospitality, small holdings. Lunte district is expected to have township roads length of approximately 56km. The local street hectarage in Lunte was determined by Lunte Town Council considering the plots to be allocated in the next 10 years. This gives a total length of 56km. The roads are non-existent and require to be opened to desirable status to befit the township status. Roads will need to be constructed to bituminous and gravel standard to pave way for projected delivery of services to the people living within and in the periphery of the township. By the year 2034 the following transportation facilities need to be provided in Lunte to cope with demand. • Construction of a bus station • Construction of airstrip • Construction of 30km bituminous roads A total of 100ha. Of land will be required for all township road. The same hectarage will accommodate ZESCO grid, water networks, sewer networks and other networks along the road reserves. An airstrip reserve land of 30ha has been allocated. A bus station of 3ha has been allocated for transit coordination. 120

23.0 LAND USE PLANNING POLICIES AND PROPOSALS TO IMPROVE, MAINTAIN OR PROTECT THE ENVIRONMENTAL, SOCIAL AND ECONOMIC ASPECTS OF DEVELOPMENT;

23.1 Environmental Protection The main threat to the environmental in the IDP area is population growth distribution, uncontrolled settlement migration and none conversional agricultural practices. Climate variability and climate change risks are acerbated by the highly dependence on rain fed agriculture which reduces the capacity of the District to adapt and enhance resilience to climate shock. The IDP will aim to deal with disaster by enhancing climate mitigation measures, enhancing adaptive capacity thereby creating resilient communities. Arising from the above, the IDP proposes the following: • Embark on participatory land use planning for all the 14 wards of the District to protect areas of ecological importance and natural resources in order to have well defined areas where specific developments can be undertaken. • Capacitate WDCs, traditional authorities and CBOs to undertake local area planning, and capacitate the same in climate change mitigation and adaptation mainstreaming in local area development plans • Embark on projects aimed at mechanizing agriculture in the agricultural practicing defined areas. Irrigation schemes, fish schemes, livestock ranching • Promote investments in plantation agriculture (timber, fruits). Encouraging processing of fruits and timber products. This will help balance social economic development and protection of the environment. Policies such as by laws, local government act, the Urban and regional planning act, the national decentralization policy will help attain the above objective.

23.1.1 Social Economic Development Attainment of environmental and social economic development goals depend on the level of education and the extent of human development. The IDP is characterized by sub-standard social institutions in health and education sectors. Institutions are lacking key equipment’s and facilities to enhance social and human development thereby compromising the ability of the community’s individuals to acquire, maintain and retain critical assets to enable them escape poverty thereby enhancing their resilience to climate change stress and shocks. Arising from the above, IDP proposes. • Projects targeting at equipping all schools with computer laboratories to enhance ICT and access to technology • Equipping all secondary schools with science laboratories to enhance science 121 • Equipping all schools with sporting and expressive art facilities to enhance talent identification • All schools to start offering agriculture science to respond to the economic developments needs of the Districts. The policy to direct development in the IDP will be Education act of 1986.

24.0 LAND USE PLANNING POLICIES AND PROPOSALS FOR AREAS UNDER THE JURISDICTION OF TRADITIONAL AUTHORITIES AND PROPOSED POLICIES AND PROPOSALS FOR THOSE AREAS. Customary land shall be zones in rings and shall provide for 4 uses. The Local authority shall enter into planning agreements with the traditional authorities for management of customary land. This will ensure effective implementation of planning controls, Public health act and other related regulations. The controls below shall be enforced by entering into a planning agreement with traditional authorities.

24.1 Social Service Zone The existing schools shall act as growth nodes. All social services shall put where existing schools and the 3 proposed schools are. The IDP shall ensure schools are accompanied by Health Centers, communication towers, water schemes, agriculture and livestock extension offices and other social services as need may arise

24.2 Village Settlement Zone The next ring shall cater for settlements. No village shall be set outside these rings. These will also provide shelter for livestock. The rings have been given enough space to allow for expansion of settlements beyond the planning period

24.3 Agriculture and Livestock Zone These areas shall be exclusively for agricultural practices, agriculture shall not be practiced outside these areas, except for backyard gardening in residential areas.

24.4 Sub-Centre Zones The sub-center shall from local economic centers, these will provide goods and services that need to be within reach to support agricultural activities and settlements in traditional areas. Agro based shops, agriculture bulking centers, cold storage facilities to store harvested fish and meat products awaiting transportation to the markets. These will also provide for general retail trade.

24.5 Proposed Policies • The URP Act No. 3 of 201, • The Local Government Act of 2019 provides for functions of the Local Authority, • And council by-laws and customary laws shall be used to implement and inforce the land use objectives. 122 Land Use Planning Policies and Proposals for Specific Protection Zones, Areas of Environmental Sensitivity or Cultural and Historical Importance or Areas of Importance for Disaster Management Purposes; Water resources in the Townships and Customary areas shall be given 50m buffer zones. These shall also be reflected in the ward land use maps and the local area plans. Along these areas, no agricultural activities and settlements shall be allowed regardless of where the water source passes. Water protection strategies shall take precedence. In the Urban areas, Protection of ground water resources (aquifers) shall be of paramount importance due to the level of development and population concentration expected. The township area shall not provide for onsite sewage treatment. The use of VIP latrine and use of septic tanks shall not be allowed. No land shall be opened up for development without being connected to sewer services and other social amenities. Investments in sewerage treatment and recycling shall be promoted. The partially treated sewage shall be supplied to small holdings where it shall save also as manure to various agricultural crops.

24.6 Policies • The URP Act No. 3 of 201, • The Local Government Act of 2019 provides for functions of the Local Authority, • And council by-laws and customary laws shall be used to implement and inforce the land use objectives. 123

25.0 IMPLEMENTATION PROGRAMME

25.1 Capital Investment Programme Goal 1: To enhance local economic development Objective 1: Enhance agricultural extension services by 2025 Table 48: Objective 1 Strategies • Reduce farmer officer ratio • provision of quality accommodation for extension officer • Improve mobility for extension staffs • Enhance monitoring and supervision by the district staff Program Agricultural development Projects (specific Activities Years Cost (ZMK) Sources of Funding ResponsibleInstitution objectives 1 2 3 4 5 Creation of 21 more • Engagements with traditional 4 camps 4 4 camps 4 camps 5 camps 300,000.00 Ministry of Local authority/District agricultural camps to leaders created camps created created created Agriculture/cooperating agricultural the existing 21 by • Detail picking created partners/CDF office/District fisheries 2028 and livestock office • Delimitation of existing agricultural camps • Siting of camp offices Deployment of 33 • Filling in existing 12 vacancies 16 4 4 4 officers 5 N/A Ministry of finance Ministry of extension officers by • Filling in newly delimited camp officers officers officers officers agriculture/ministry of 2028 vacancies finance Construction of 33 • Siting 16 4 4 4 5 13,200,000.0 CDF/Ministry of Lunte Town Council staff house • Tendering financ/Cooperating Ministry of agriculture partners Procurement of 33 • Lobbying 16 4 4 4 5 6,600,000.00 CDF/Ministry of Lunte Town Council motorbikes for • Concept note writing to funders financ/Cooperating Ministry of agriculture extension officers by partners 2028 20,100,000.00 124 Objective 2: Enhance fisheries and livestock extension services by 2025 Table 49: Objective 2 Strategies • • Reduce farmer officer ratio • Provision of quality accommodation in camps • Improve mobility for extension staff • Enhance monitoring and supervision by the district staff Programme 1 Fisheries and livestock development Project (specific Years Sources of Responsible Activities Cost (ZMK) objectives) 1 2 3 4 5 Funding Institution Declaration of all • • Engagements 8 camps 8 camps 8 camps 8 camps 9 camps 250,000.00 Ministry of Local agricultural camps as department of declared declared declared declared declared agriculture/ authority/District fisheries and livestock agriculture cooperating agricultural camps • Engagements partners/CDF office/District with Ministry fisheries and of fisheries livestock office and livestock Deployment of 40 • 7 officers 8 officers 8 officers 8 officers 9 officers N/A Ministry of finance Department of fisheries and livestock • Filling in fisheries and extension officers by newly livestock Ministry of 2028 delimited agriculture/ministry camp of finance vacancies Construction 40 staff • • Siting 7 houses 8 houses 8 houses 8 houses 9 houses 18,000,000.00 CDF/Ministry of Lunte Town Council/ houses • Tendering finance/Cooperating Department of partners fisheries and livestock Procurement of 41 • • Lobbying 8 8 8 8 89 4,100,000.00 CDF/Ministry of Lunte Town motorbikes for • Concept note motorbikes motorbikes motorbikes motorbikes motorbikes finance/Cooperating Council/department extension officers by writing to partners of fisheries and 2028 funders livestock 22,350,000 Objective 3: Enhance Agricultural knowledge, research and Marketing by 2034 125 Table 50: Objective 3 Strategies • Provision of training platforms to farmers • Provision of marketing platforms Programme `Fisheries and livestock development Projects (specific Activities Years 10,000,000.00 Ministry of Local objectives) agriculture authority/District Construction of • Engagements with sub- 1 2 3 4 5 /Ministry of agricultural farmers training and district structures, finance/ CDF office/District research center 2027 WDCs, CBOs, Engagements with Construction Equipping Enrollments - fisheries and sub district of the FTC of the FTC begin livestock office/ agricultural cooperatives stakeholders, • Engagements with District and CDFC Ministerial • Engagements with stakeholders Ministry of agriculture Construction of show • Engagements with sub- Engagements with Construction - - - CDF Ministry of arena by 2025 district structures, sub district and of the show 20,000,000.00 agriculture/Local WDCs, CBOs, District grounds authority/District stakeholders Administration agricultural cooperatives • Engagements with CDFC Constitution of the • Engagements with 1 District Committee Committee Committee Committee 500,000.00 Local Local District Marketing DDCC Marketing activities activities activities activities authority/district authority/district committee and • Committee agricultural agricultural supporting its constituted office/district office/district activities by 2024 administration administration Objective 4: Enhance agricultural productivity by 2034 Table 51: Objective 4 Strategies • Reduce dependence on rain fed agriculture • Reduce post-harvest losses • Promote conventional agricultural practices 126 Program Agricultural development Projects Activities Years (specific Responsible Cost (ZMK) Sources of Funding objectives Institution 1 2 3 4 5 Construction of 53 • Engagements with 10 10 10 irrigation 10 13 26,500,000.00 CDF/Cooperating District Agricultural irrigation schemes traditional leaders irrigation irrigation schemes irrigation irrigation partners/ Office/local • Identification of sites schemes schemes schemes schemes Individual cooperative authority/District contributions/ NGOs Administration • Identification of cooperatives to run the schemes • Identification of land and processing of titles in the local authority’s names • Construction of schemes Construction of 53 • Engagements with 10 fish 10 fish 10 fish 10 fish 13 fish 63,600,000.00 CDF/Cooperating District Agricultural fish schemes traditional leaders schemes schemes schemes schemes schemes partners/ Office/local • Identification of sites Individual cooperative authority/District contributions/ NGOs Administration/District • Identification of Fisheries and cooperatives to run the Livestock Office schemes • Identification of land and processing of titles in the local authority’s names • Construction of fish schemes Establishment of • Engagements with 1 fingering 1 fingering 1 fingering - - 1,000,000.00 CDF District fisheries and 3fingeling department of center center center livestock office/local production agriculture, department authority/District centers (1 at FTC, Administration of fisheries and 1 at livestock breeding Center, livestock 127 1 privately run) by 2026 Procurement of 2 • Engagements with 1 tractor 1 tractor 2 Groundnuts - 3,420,000.00 CDF Lunte Town Council/ tractors, traditional leaders 1Planter 1Planter Threshers department of 2 Planters, 2, Boom • Engagements with 1 Boom 1 Boom 2 Maize agriculture sprayers,2 Disc sprayer sprayer shelters plough, agricultural 1Disc 1Disc 2 Oil 2 Disc Harrows cooperatives Harrow Harrow expellers 2 threshers for soya 1Disc 1Disc 2 Soya beans beans plough plough Threshers 2Groundnuts threshers seed 2 oil expellers hopers to be hired to cooperatives for mechanized agriculture by 2027 Construction of 8 • Engagements with 1 storage 2 storage 1 storage 2 storage 2 storage 10,500,000.00 CDF/Cooperating Lunte Town Council/ grain bulking centers traditional leaders facility facilities facilities facilities facilities partners/ department of by 2028 • Identification of land Individual cooperative agriculture contributions/ NGOs • Processing of titles in the name of the local authority • Construction of storage facilities Construction of 8 cold • Engagements with 1 cold 2 cold 1 cold 2 cold 2 cold 10,500,000.00 CDF/Cooperating Lunte Town Council/ storage facilities traditional leaders storage storage storage storage storage partners/ department of • Identification of land facility facility facility facility facility Individual agriculture cooperative • Processing of titles in contributions/ the name of the local NGOs authority • Construction of storage facilities 104,970,000.00 Objective 5: Enhance Fisheries and livestock productivity by 2034 128 Table 52: Objective 5 Strategies • Reduce livestock disease burden • Provision of marketing platforms • Improve livestock breeds • Reduce post-harvest losses • Improve access to fingerlings Programme 2 Enhance livestock productivity Construction of 6 • Engagements with sub- Years 10,000,000.00 Ministry fisheries Local livestock service district structures, WDCs, and livestock authority/District centers from the CBOs, agricultural 1 2 3 4 5 /Ministry of finance/ fisheries and existing 2 by 2034 CDF livestock office cooperatives Engagements with Construction Equipping Enrollments - • Engagements with CDFC sub district of the FTC of the begin • Engagements with stakeholders, FTC District and Ministry of agriculture Ministerial stakeholders Construction of 10 dip • Engagements with sub- 2 dip tanks 2 dip tanks 2 dip 2 dip tanks 2 dip 3,000,000.00 CDF/Ministry of Local tanks from the existing district structures, WDCs, tanks tanks fisheries and authority/District 4 by 2027 CBOs, agricultural livestock fisheries and livestock office cooperatives • Engagements with CDFC • Identification of sites • Construction of dip tanks • Processing of land titles Construction of 14 • Engagements with sub- 2 slaughter slabs 3 slaughter 3 3 slaughter 3 2,800,000.00 CDF/ Ministry of Local slaughter slabs one (1) district structures, WDCs, slabs slaughter slabs slaughter fisheries and authority/District in each ward by 2034 CBOs, agricultural slabs slabs livestock fisheries and livestock office cooperatives • Engagements with CDFC • Identification of sites • Construction of dip tanks • Processing of land titles 129 Construction of 15 • Engagements with sub- 3 dip tanks 3 dip tanks 3 dip 3 dip tanks 3 dip 1,500,000.00 CDF/ Ministry of Local small ruminant dip district structures, WDCs, tanks tanks fisheries and authority/District tanks by 2027 CBOs, agricultural livestock fisheries and livestock office cooperatives • Engagements with CDFC • Identification of sites • Construction of dip tanks • Processing of land titles Equipping of the • Procurement of Artificial - 1 1 1 1 2,300,000.00 CDF/ Ministry of Local livestock Breeding Insemination equipment fisheries and authority/District Center by 2025 • Establishment of pasture livestock fisheries and livestock office fields • Procurement and construction of Handling facilities • Engagements with CDFC • Processing of land titles Construction of 1 Goat • Engagements with sub- Stakeholder Construction Equipping - - 1,500,000 CDF/ Ministry of Local Breeding and Marketing district structures, WDCs, Engagements of a goal of the fisheries and authority/District Centre CBOs, agricultural breading goat livestock/cooperating fisheries and center breading partners/PPP livestock office cooperatives center • Engagements with CDFC 21,100,000.00 Objective 6: Enhance pomology horticulture productivity by 2027 Table 53: Objective 6 Strategies • Provision of marketing platforms • Encourage value addition • Provision of Nurseries • PPP Program Horticulture development 130 Projects Activities Years Establishment of 30ha. x • Engagements with sub- 700,000.00 CDF Local 14 improved mango district structures, WDCs, authority/District plantations by 2026 CBOs, agricultural 1 2 3 4 5 agricultural office cooperatives - 7 7 - - • Engagements with CDFC plantations plantations • Engagements with Ministry of agriculture • Engagements with NGOs, cooperating partners • Engagements with Mango juice manufacturing companies • Identification of sites • Processing of titles Establishment of 1 mango • Engagements with sub- 1 seed - - - - 350,000.00 CDF District agricultural seed development center district structures, WDCs, development office /Local CBOs, agricultural center authority/District Administration cooperatives • Engagements with CDFC • Allocation of land in the Lunte Administrative Center • Engagements with Ministry of green economy Establishment of 30ha.x • Engagements with sub- - 7 7 - - 700,000.00 CDF District agricultural 14 sugar cane plantations district structures, WDCs, plantations plantations office /Local by 2026 CBOs, agricultural authority/District Administration cooperatives • Engagements with CDFC • Engagements with NGOs, cooperating partners • Identification of sites • Processing of titles • Engagements with Ministry 131 of green economy • Engagements with sugar manufacturing companies Objective 7: enhance forest development and forest related incomes by 2034 Table 54: Objective 7 Strategies • Promote community led forest development • Enhance forestry benefits to communities • Introduction of forest extension services • Enhance seedling accessibility Programme Forest resource development Projects (specific Activities objectives) Establishment of 30hax14 • Engagements with sub- Years 700,000.00 CDF Local timber plantations for district structures, WDCs, authority/District timber products by 2026 CBOs, 1 2 3 4 5 agricultural office • Identification of - 7 7 - - cooperatives plantations plantations • Engagements with CDFC • Engagements with forestry department • Engagements with NGOs, cooperating partners • Engagements with ministry of green economy • Identification of sites • Processing of titles Establishment of a • Engagements with sub- 1 seed - - - - 135,000.00 CDF/District District forestry office forestry seed production district structures, WDCs, development forestry /Local center by 2024 CBOs, agricultural center department authority/District Administration cooperatives 132 • Engagements with CDFC • Allocation of land in the Lunte Administrative Center • Engagements with Ministry of green economy Establishment of 30ha. 14 • Engagement with traditional - 7 7 - - 450,000 CDF District forest office community forestry by leaders plantations plantations /Local 2026 • Engagements with sub- authority/District Administration district structures, WDCs, CBOs, agricultural cooperatives • Identification of sites • Production of maps • Engagements with NGOs, cooperating partners • Engagements with Ministry of green economy • Engagements with bio carbon partners Establishment of 14 • Engagement with traditional 7 forest camps 7 forest - - - 120,000.00 Ministry of green District forest office forestry camp. 1/ward leaders camps economy /Local • Engagements with sub- authority/District Administration district structures, WDCs, CBOs, agricultural cooperatives • Identification of camp sites • Production of maps • Engagements with NGOs, cooperating partners • Engagements with Ministry of green economy Establishment of 3 honey • Engagements with local - - 1 1 1 230,000 Cooperatives District forest office processing plants by 2028 cooperatives CDF /Local authority/District Administration 133 Deployment of 14 forest • Engagements with Ministry 7 officers 7 officers - - - N/A Ministry of green District forest office site officers of green economy economy/ministry /Local of finance authority/District Administration Construction of 14 forest • Engagements with Ministry 2 3 3 3 3 6,300,000.00 Ministry of green District forest office camp house of green economy economy/ministry /Local • Engagements with sub- of finance authority/District CDF Administration district structures Procurement 14 • Engagements with Ministry 2 3 3 3 3 1,680,000.00 Ministry of green District forest office motorbikes of green economy economy/ministry /Local of finance/CDF authority/District Administration 8.905,000.00 Objective 8: Improve tourism contribution to the local economy by 2034 Table 55: Objective 8 Strategies • Opening up of the existing tourism sites and creation of tourism products Programme Tourism development Project (specific objectives) Activities Years Cost (ZMK) Sources of Funding Responsible Institution 1 2 3 4 5 Opening up of the Lunte • Upgrade of the Zachariah - 100 km - - - 240,000,000.00 Ministry of finance District Administrative center by chanda - Lunte road to stretch /RDA administration 2025 bituminous standard to upgraded (District Commissioner) connect Lunte to Mporokoso, Kasama and Luwingu Districts Opening up roads leading to • Construction of 15km road - 15 km - - - 21,000,000.00 Ministry of Local authority 2 water falls in the District stretch (all weather gravel road finance/RDA/CDF and by 2025 road) stretch National Heritage Leasing of 30 ha, land • Engagement with traditional 1 1 1 - 100,000.00 National Heritage Lunte Town around the falls to private leaders Council/National developers to create tourism • Engagements with national heritage 134 products by 2027 heritage • Engagements with sub- district structures, WDCs, CBOs, agricultural cooperatives • Identification of possible developers Planning and development of • Preparation of Ward 2 local 3 local 3 local 3 local 2 local 4,200,000.00 CDF Lunte Town village settlements by 2028 development plans area plans area plans area plans area plans area plans Council • Development and improvement of local construction materials • Greening of settlements • Servicing of settlements 262,800,00 Objective 9: Enhance communication and movement of goods and services by 2034 Table 56: Objective 9 Strategies • Enhance mobility • Provision of communication infrastructure • Equip the local authority to undertake routine road maintenance and crossing points Programme road and transport development Project (specific Activities Years Cost Sources of Responsible objectives) (ZMK) Funding Institution 1 2 3 4 5 Routine maintenance of Routine maintenance of 145 km bituminous 30 30 30 30 15 6,100,000.00 RDA/CDF Local Roads roads authority/RDA Routine maintenance of 380 km all weather 75 75 75 75 80 18,000,000.00 RDA/CDF Local gravel roads authority/RDA `Routine maintenance of 170 km earth 35 35 35 35 30 7,000,000.00 RDA/CDF Local roads authority/RDA Construction of 56 • Engagements with RDA 4 12 12 14 14 58,800,000.00 RDA/CDF Local crossing points • Production of designs authority/RDA 135 • Production of BOQs and scope of works Procurement of road Procurement of 1 water bowser (20,000ltr) - 1 - - - 2,945,661.39 CDF Local authority construction equipment Procurement of a compactor - - 1 - - 2,139,114.51 CDF Local authority Procurement of 2 tipper trucks 1 - - - 1 2,560,798.17 CDF Local authority Procurement of a TLB 1 - - - - 1,650,000.00 CDF Local authority Procurement of a low-bed - - - 1 - 2,407,500.00 CDF Local authority Procurement of an excavator - - - - 1 4,001,800.00 CDF Local authority Procurement of industrial pavers machine - - - 1 - CDF Local authority Procurement of a stone-crushing machine - 1 - -- CDF Local authority Maintenance of equipment 1 1 1 1 1 13,500,000.00 CDF Local Authority Enhance communication Upgrade of 12 towers to 4G 3 3 3 2 2 Mobile network District providers Administration Installation of 45 towers 9 9 9 9 9 120,000,000.00 Smart Zambia District administration Goal 2: To enhance human and social development Objective 1: Improve primary education services by 2034 Table 57: Objective 1 Strategies • Provision of learning materials • Promotion of ICT in schools • Promote sports, talents identification and development • Enhance Production Unity productivity • Improve learning environment and quality of education • Improve staffing in primary schools • Provide adequate and quality staff accommodation 136 • Provision of adequate staff accommodation Program Primary education development Project Activities Years (specific Responsible Cost (ZMK) Sources of Funding objectives) Institution 1 2 3 4 5 Reduce primary teacher Deployment of 183 -183 - - - - N/A Ministry of finance DEBs pupil ration from the teachers teachers current 1:70 to 1:45 by 2025 Ensure all teachers have Construction of 250 staff -50 staff 50 staff 50 staff 50 staff 50 staff 151,250,000.00 Ministry of Local authority adequate houses houses houses houses houses houses finance/CDF/Cooperating /DEBs/District accommodation by 2028 partners administration Reduce primary Construction of 242 48 48 48 48 50 105,000,000.00 Ministry of finance/CDF Local authority classroom pupil ratio classroom spaces /DEBs/District from 1:85 to 1:45 by administration 2028 Reduce primary and Procurement of 6000 1,200 1,200 1,200 1,200 1,200 10.200,000.00 CDF Lunte Town Council secondary school desk- pupil additional desks by 2024 ratio from the current 1:8 to 1:2 by 2024 Reduce primary book pupil Procurement of 11555 3851 3851 3851 3851 3851 1,500,000 Ministry of education DEBs ratio from current 1:2 to 1:1 books by 2025 books books books books books by 2025 Introduce of ICT in 92 Construction and equipping 18 labs 18 labs 18 labs 18 labs 20 labs 247.500,000.00 Ministry of education/CDF DEBs primary schools by 2028 of 92 computer labs Deployment of 92 ICT 18 18 18 18 20 N/A Ministry of education/ DEBs teachers teachers teachers teachers teachers teachers Enhancement of sport in 92 Construction of 92 18 18 18 18 20 6,500,000.00 Ministry of education/CDF Local authority primary schools by 2028 basketball courts by 2028 /DEBs/District administration netball courts, 18 18 18 18 20 6,500,000.00 Ministry of education/CDF Local authority /DEBs/District administration football pitch, 18 18 18 18 20 6,500,000.00 Ministry of education/CDF Local authority /DEBs/District administration 137 volleyball courts, 18 18 18 18 20 6,500,000.00 Ministry of education/CDF Local authority /DEBs/District administration running tracks 18 18 18 18 20 6,500,000.00 Ministry of education/CDF Local authority /DEBs/District administration Enhance water and sanitation Construction of 480 water- 96 96 96 96 96 192,000,000.00 Ministry of education/CDF Local authority in 92 primary schools by borne toilets by 2028 toilets toilets toilets toilets toilets /DEBs/District 2028 administration Construction of 69 water 13 water 13 water 13 water 13 water 17 water 34,500,000.00 Ministry of education/CDF Local authority reticulation systems by schemes schemes schemes schemes schemes /DEBs/District 2028 administration Table 58: Objective 2 - Improve secondary school education services Strategies • Provision of learning materials • Promotion of ICT in schools • Promote sports, talents identification and development • Enhance Production Unity productivity • Improve learning environment and quality of education • Improve staffing in secondary schools • Provide adequate and quality staff accommodation • Promote and improve science and mathematic • Provide adequate specialized teacher (mathematics, science, ICT, and technical drawing) Program Secondary education development Project (specific Activities Years Cost (ZMK) Sources of Funding Responsible Institution objectives) 1 2 3 4 5 Reduce secondary Construction of 37 classroom 7 9 7 7 7 17,000,000.00 Ministry of DEBs/local classroom pupil finance/CDF/Cooperating ratio from the spaces by 2028 partners authority current 1:85 to 1:45 by 2028 Ensure all teachers Construction of 190 staff houses 38 staff 38 staff 38 staff 38 staff 38 staff 104,500,000.00 Ministry of Local authority have adequate houses finance/CDF/Cooperating accommodation by houses houses houses houses partners /DEBs/District 138 2028 administration Reduce secondary Procurement of 2370 books by 474 books 474 books 474 books 474 books 474 books 296,250.00 Ministry of education DEBs book pupil ratio 2025 from current 1:2 to 1:1 by 2025 Improve science in Construction and equipping of 9 2 2 2 2 1 18,000,000.00 Ministry of Local authority all secondary chemical and biology finance/CDF/Cooperating /DEBs/District schools by 2028 laboratories for all the 9 un- partners administration serviced schools by 2028 Introduce of ICT in Construction and equipping of 2 labs 2 labs 2 labs 2 labs 2 labs 27,000,000.00 Ministry of DEBs 92 secondary 10 computer labs education/CDF schools by 2028 Deployment of 20 ICT teachers 4 teachers 4 teachers 4 teachers 4 teachers 4 teachers N/A Ministry of education/ DEBs Enhancement of Construction of 12 basketball 2 2 2 3 3 900,000.00 Ministry of Local authority sport in 12 courts by 2028 education/CDF /DEBs/District secondary schools administration by 2028 Construction of 12 netball 2 2 2 3 3 900,000.00 Ministry of Local authority courts, education/CDF /DEBs/District administration Construction of 12 football pitch, 2 2 2 3 3 900,000.00 Ministry of Local authority education/CDF /DEBs/District administration Construction of 12 volleyball 2 2 2 3 3 900,000.00 Ministry of Local authority courts, education/CDF /DEBs/District administration Construction of 12 running 2 2 2 3 3 900,000.00 Ministry of Local authority tracks education/CDF /DEBs/District administration Deployment of 24 trained sport 6 6 6 6 - N/A Ministry of Local authority teachers by 2025 two (2) at each education/CDF /DEBs/District secondary school by 2025 administration Enhance water and Construction of 915 water-borne 183 toilets 183 toilets 183 toilets 183 toilets 183 toilets 370,000,000.00 Ministry of Local authority sanitation in toilets by 2028 education/CDF /DEBs/District secondary schools administration by 2028 Construction of 10 water 2 2 2 2 2 5,000,000.00 DEBs/school grant/CDF Local authority reticulation systems by 2028 /DEBs/District 139 administration Enhance production Construction of 24 fish ponds 5 5 5 5 4 2,400,000.00 DEBs/school grant/CDF Local authority in secondary schools /DEBs/District and attain administration sustainability to Construction and stoking of 12 2 2 2 3 3 14,500,000.00 DEBs/school grant/CDF Local authority improve cattle crawls /DEBs/District maintenance administration services and general Establishment of 2ha.x 12 2 2 2 3 3 6,000,00.00 DEBs/school grant/CDF Local authority nutrition by 2034 irrigation schemes by 2028 /DEBs/District administration Deployment of 24 agriculture 6 6 - - - N/A DEBs/school grant/CDF Local authority science teachers by 2025 /DEBs/District administration Establishment of at 10ha. X12 2 2 2 3 3 1,200,000.00 DEBs/school grant/CDF Local authority timber plantation by 2028 /DEBs/District administration Reduce incidences Construction of 1 boarding - - 1 boarding - - 15,000,000.00 Ministry of Local authority of pregnancies in school by 2026 school education/CDF /DEBs/District schools by Administration enhancing girl child Construction of girls' weekly 1 1 1 1 2 7,000,000.00 CDF/school grant Local authority security boarding facilities at 6-day /DEBs/District schools by 2028 administration Improve hours of Connection of 6 schools to 1 1 1 1 2 90,000,000.00 CDF/school grant Local authority study in schools by electricity by 2028 /DEBs/District 2028 Administration Objective 3 - Enhance access to education for people with special needs 2028 140 Table 59: Objective 3 Strategies • Provision of special facilities • Mapping of people with special needs in the District • Provision of special education teachers Program Education development Project (specific Activities Years Cost (ZMK) Sources of Funding Responsible objectives) Institution 1 2 3 4 5 Construction of 1 • Engagements with sub- Stakeholder 1 school - - - 5,000,000.00 Ministry of Local Authority special primary school district structures, WDCs, engagement done Education/CDF /DEBs by 2025 (inclusive of CBOs, s/design boarding facilities) and BOQs • Engagements with traditional leaders • Engagements with Ministry of Education • Engagements with NGOs • Identification of site • Mapping of children with special needs Construction of 1 • Engagements with sub- - 1 school Stakeholder 1 school - 5,000,000.00 Ministry of Local Authority special secondary district structures, WDCs, done engagement done Education/CDF /DEBs school by 2027 CBOs, s/design (inclusive of boarding and BOQs facilities) • Engagements with traditional leaders • Engagements with Ministry of education • Engagements with NGOs • Identification of site • Mapping of children with special needs Objective 4 – Promote and improve access to tertiary education by 2034 141 Table 60: Objective 4 Strategies • Provision of skills development institutions • Provision of tertiary education institutions program Tertiary Education development Project (specific Activities Years Cost (ZMK) Sources of Funding Responsible objectives) Institution 1 2 3 4 5 Construction of 1(one) • Engagement with Engagements Construction Acquisition of - - 15,000,000.00 Ministry of local skills training Center in traditional leaders with and equipping the TAVET finance/CDF/Cooperating authority/District the township by 2026 • Engagements with sub- stakeholders of the school license partners administration /enrollments district structures, WDCs, CBOs, agricultural cooperatives • Identification of camp sites • Production of maps • Engagements with NGOs, cooperating partner • Engagements with Tavet Construction of 1 • Engagement with Engagements Construction Acquisition of - - 20.000,000.00 Ministry of Local authority nursing school in the traditional leaders with and equipping the license finance/CDF/Cooperating DHO/District Lunte township by 2027 • Engagements with sub- stakeholders of the school /enrollments partners administration district structures, WDCs, CBOs, • Engagements with HPCZ • Engagements with NGOs, cooperating partner 25,000,000.00 Objective 5 - Provision of community led water infrastructure for sustainable water supply by 2034 142 Table 61: Objective 5 Strategies • Conduct routine borehole maintenance • Conduct routine water quality testing and analysis • Capacitate sub-district structures in borehole maintenance • Provision of affordable water scheme spare parts • Provision of water infrastructure in areas of need Programme Water development Project (specific Activities Years Cost (ZMK) Sources of Responsible objectives) Funding Institution 1 2 3 4 5 Upgrading of 52 hand • Engagements with sub-district 17 17 18 - - 8,000,000.00 CDF/Ministry of Local Authority pumps to solar- structures, WDCs, CBOs, water powered pumps by • Assessments development 2026 Equipping of 1 • Identification of site 1 SOMAP - - - - 500,000.00 Ministry of Local Local authority SOMAP shop by 2024 • Tendering SHOP Government/CDF Identification and • Engagements with sub-district 42 APMS - - - - 105,000.00 Local Authority Local training of 42 area structures, WDCs, CBOs, Authority/DHO pump menders by • Engagements with traditional 2024 authorities • Identification of volunteers Constitution of 82 • Engagements with sub-district 82 - - - - 85,000.00 Local Authority Local VWASH Committees structures, WDCs, CBOs, VWASH Authority/DHO by 2024 • Engagements with traditional authorities • Identification of volunteers Installation of 82 water • Engagements with sub-district 16 16 16 16 18 42,500,000.00 CDF/Ministry of Local schemes to supply structures, WDCs, CBOs, Water authority/Departmen water in villages by • Engagements with traditional Development t of water 2028 development authorities • Identification • Identification of site • Siting 143 • Construction of 1 dam • Engagements with sub-district Engagemen -1 dam - - - ?? Ministry of Lands Local to supply water to the structures, WDCs, CBOs, ts with (LDF) authority/department Lunte Administrative • Engagements with traditional stakeholder of water Center by 2025 s/productio development authorities n of reports • Siting and BOQs • Assessments Objective 6 - Attain ODF in the 3 chiefdoms of the District by 2025 Table 62: Objective 6 strategies • Implementation of CLTS in the three chiefdoms • Provision of waterborne toilets in public institutions and places. program • Sanitation development • Provision of water borne toilets in public places and institutions Project Activities Years Cost (ZMK) Sources of Funding Responsible (specific Institution objectives) 1 2 3 4 5 Attain ODF in the IDP • Engagements with sub- 1 chiefdom 1 chiefdom 1 chiefdom - - 3,000,000.00 Ministry of Local Local Authority Area in the 3 district structures, Government/cooperating Chiefdoms (Mukupa WDCs, CBOs, partners, NGOs kaoma, Chotoshi and Shibwalya Kapila) by • Engagements with 2027 traditional authorities • Identification of community champions • Formation and training of SAGs • Coordination with EHTs • Trainings and community meetings • Triggering • Monitoring 144 Objective 7 - Improve access to good sanitation services for PWD by 2034 Table 63: Objective 7 Strategies • Promotion of user-friendly sanitation facilities for PWD • Improve hygiene in facilities used by PWD program Sanitation development Project (specific Activities Years Cost Sources of Funding Responsible objectives) (ZMK) Institution 1 2 3 4 5 Attain 100% separate • Engagements with sub-district Mapping Meetings Meetings Meetings Meetings 200,000 CDF/NGOs/cooperating Local Authority sanitation facilities for structures, WDCs, CBOs, of PWD partners villages with PWD • Engagements with traditional authorities • Engagements with the PWD for needs assessment • Engagements with NGOs • Mapping of PWDs residents Objective 8 - Improve health care and access to health services by 2025 Table 64: Objective 8 Strategies • Provision of secondary medical services • Provision of adequate energy in health facilities • Reduce maternity referrals • Improve inpatient services • Provision of laboratory services • Improve drug storage in all health facilities • Improve medical waste management • Improve sanitation in health centers • Reduce medical personnel to patient ratio • Provide efficient ambulance services • Improve mobility 145 Program Health care promotion Project (specific Activities Years Cost (ZMK) Sources of Funding Responsible objectives) Institution 1 2 3 4 5 Construction and • Engagements with sub- Engagements 1 level - - - 30,000,000.00 CDF/NGOs/cooperating Local Authority equipping of a level district structures, WDCs, with hospital partners/Ministry of /DHO one hospital in the CBOs, stakeholders Health Lunte Township by and tendering 2025 • Engagements with the PWD for needs assessment • Engagements with NGO • Production of designs Upgrade of • Engagements with sub- - - - 1 Mini - 3,000,000.00 CDF/NGOs/cooperating Local Shibwalya kapila district structures, WDCs, partners/ministry of local Authority/DHO RHC to a mini- CBOs, government hospital • Engagements with the PWD for needs assessment • Engagements with NGO • Production of designs Construction and • Engagements with sub- 3 annexes 4 annexes 3 annexes 4 5 55,000,000.00 CDF/cooperating Local Authority equipping of 19 district structures, WDCs, annexes annexes partners/Ministry of /DHO maternity annexes CBOs, Health by 2028 • Engagements with the PWD for needs assessment • Engagements with NGO • Production of designs Construction and • Engagements with sub- 2 2 2 2 2 20,000,000.00 CDF/NGOs/cooperating Local equipping of 10 district structures, WDCs, partners/ministry of health Authority/DHO clinical laboratories CBOs, by 2028 • Engagements with the PWD for needs assessment • Engagements with NGO • Production of designs Construction of 23 • Engagements with sub- 13 wards 13 wards 13 wards 13 wards 13 wards 78,000,000.00 CDF/NGOs/cooperating Local male, 23 female and district structures, WDCs, partners/ministry of health Authority/DHO 146 23 children’s Wards CBOs, by 2027 • Engagements with the PWD for needs assessment • Siting • Engagements with NGO • Production of designs Construction and • Engagements with sub- 3 3 4 4 4 8,100,000.00 CDF/NGOs/cooperating Local equiping of 18 district structures, WDCs, partners/ministry of health Authority/DHO Voluntary Medical CBOs, Male Circumcision sites • Engagements with the PWD for needs assessment • Siting • Engagements with NGO • Production of designs Connection of 21 • Engagements with sub- 4 4 4 4 5 320,000,000.00 CDF/NGOs/cooperating Local health centers to district structures, WDCs, partners/ministry of health Authority/DHO power by 2028 CBOs, • Engagements with the PWD for needs assessment • Siting • Engagements with NGO • Production of designs Construction of 23 • Engagements with sub- 4 4 4 5 6 13,800,000.00 CDF/NGOs/cooperating Local pharmacies one (1) district structures, WDCs, partners/ministry of health Authority/DHO at each facility CBOs, • Engagements with the PWD for needs assessment • Siting • Engagements with NGO • Production of designs Construction and • Siting 3 3 3 3 3 15,000,000.00 CDF/NGOs/cooperating Local equipping of 15 • Tendering partners/ministry of health Authority/DHO incinerators • Monitoring 147 Construction of 44 • Siting 8 8 8 10 10 19,800,000.00 CDF/NGOs/cooperating Local water borne ablution • Tendering partners/ministry of health Authority/DHO blocks • Monitoring Enhance medical Deployment of 1 medical 1 - - - - N/A Ministry of DHO/District personnel specialist by 2024 health/Ministry of finance administration Deployment of 2 medical doctors 2 - - - - N/A Ministry of DHO/District by 2024 health/Ministry of finance administration Deployment of 13 clinical 3 3 3 3 1 N/A Ministry of DHO/District officers by 2028 health/Ministry of finance administration Deployment of 25 pharmacy 10 10 5 - - N/A Ministry of DHO/District technologist by 2025 health/Ministry of finance administration Deployment of 2 dental 2 - - - - N/A Ministry of DHO/District technologists by 2025 health/Ministry of finance administration Deployment of 2 radiographers 2 - - - - N/A Ministry of DHO/District by 2025 health/Ministry of finance administration Deployment of 1 Laboratory 1 - - - - N/A Ministry of DHO/District Technologist by 2025 health/Ministry of finance administration Deployment of 16 Environmental 10 6 - - - N/A Ministry of DHO/District technologists by 2025 health/Ministry of finance administration Deployment of 16 Counsellors 10 6 - - - N/A Ministry of DHO/District by 2025 health/Ministry of finance administration Deployment of 23 Midwives by 10 10 3 - - N/A Ministry of DHO/District 2026 health/Ministry of finance administration 148 Deployment of 1 Biomedical 1 - - -- - N/A Ministry of DHO/District Scientist by 2024 health/Ministry of finance administration Deployment of 21 Clerks by 10 11 - - - N/A Ministry of DHO/District 2025 health/Ministry of finance administration Deployment of 23 Potters by 12 11 - - - N/A Ministry of DHO/District 2025 health/Ministry of finance administration Deployment of 2 drivers by 2025 1 1 - -- - N/A Ministry of DHO/District health/Ministry of finance administration Procurement of 2 life Tendering 1 1 - - - 5,000,000.00 CDF/Ministry of health Local serving ambulances authority/DHO to be stationed at DHO by 2025 Procurement of 2 Tendering 1 1 - - - 3,000,000.00 CDF/Ministry of health DHO/District utility vehicles to be administration stationed at DHO by 2025 Eliminate malaria by Conduct 30 500 cases 300 cases 200 cases 100 0 cases 2,000,000 Ministry of health DHO/local 2023 from 581 to 0 Orientation/sensitization cases authority/District cases by 2028 campaigns of WDCs, traditional administration leadership on IRS services and other vectors associated with IRS to reduce refusal rate by 100% 2025 • Improve attendance to another vector before or during and after IRS • Active ICCM Goal 3 - Enhance Environmental Sustainability Objective 1 – Enhance land use management to safeguard the ecosystem by 2034 149 Table 65: Objective Strategies • Introduction of land use planning in customary areas of the District • Entering into planning agreement with traditional authorities for customary lands of the IDP area Program Climate change mitigation and adaptation Project (specific Activities Years Cost (ZMK) Sources of Funding Responsible objectives) Institution 1 2 3 4 5 Capacitate the planning Procurement of a Deferential 1 - - - - 300,000.00 CDF Local authority department to carry out land GPS by 2024 and dumpy level use/local area planning Procurement of QGIS license by 1 - - - - 50,000.00 Local revenue Local authority functions by 2024 2024 Procurement of an A0 color - 1 - - - 150,000.00 Local authority Local authority plotter by 2025 Procurement of a drone by 2025 - 1 - - - 150,000.00 Local authority Local authority Declaration of Lunte town - Declared - - - 450,000.00 Local authority Local authority Council a planning authority by planning 2025 authority Procurement of a vehicle for 1 - - - - 1500,000.00 Local revenue Local authority planning functions Put all 14 wards under • Sensitization campaigns 14 - - - 200,000.00 Local authority, Ministry Local authority planning agreement • Engagements with of local between the local authority traditional leaders government/cooperating and traditional authorities partners by 2024 • Engagements with sub- district structures, WDCs, CBOs, • Engagements with the PWD for needs assessment • Siting • Preparation of boundary maps • Approvals Preparation of 14 ward local • Sensitization campaigns 3 3 3 3 2 2,800,000.00 Local authority, Ministry Local authority area plans, for protection of • Engagements with of local natural resources, settlement traditional leaders government/cooperating partners 150 management and other • Engagements with sub- social economic needs district structures, WDCs, CBOs, • Engagements with the PWD/marginalized for needs assessment • Siting • Preparation of plans • Approvals • Establishment of bye laws and customary laws gazette at least 30,000 • Sensitization campaigns 1 - - - - 3,000,000.00 Ministry of green Local hectors of land as a national • Engagements with economy authority/district forest in Lunte district by traditional leaders forestry office 2024 • Engagements with sub- district structures, WDCs, CBOs, • for needs assessment • preparation of boundary maps • recommendation to Ministry of lands • Approvals Empower at least 40 • Sensitization campaigns 8 8 8 8 8 4,000,000.00 CDF Local cooperatives to engage in • Engagements with authority/forest honey traditional leaders department production/processing for sustainable forest resource • Engagements with sub- management of the gazette district structures, WDCs, forest by 2028 CBOs, • Engagements with the marginalized for needs assessments • Identification of cooperatives 151 Capacitate 14 WDCs in land • Capacity building 7 7 - - - 100,000.00 Local authority Local use planning and control workshops authority/forest and public health for • Formation of planning sub- department effective enforcements of the local area plans by 2025 committees of the WDC • Monitoring of planning committee activities Objective 2 - Improve livelihood through sustainable waste management practices by 2034 Table 66: Objective 2 Strategies • Promote settlement concentration • Behavioral change campaigns • Make waste management a source of livelihood • Capacitate the Local authority to undertake planning controls Program Climate change mitigation and adaptation Project (specific Activities Years Cost (ZMK) Sources of Funding Responsible objectives) Institution 1 2 3 4 5 Establishment of an • Siting - 1 landfill - - - 3,000,000.00 Local authority, Ministry of Local authority engineered landfill and • Preparation of an EPB local government/ equipping by 2025 cooperating partners • approvals Attain 50% households • Sensitization campaigns 10% 20% 30% 40% 50% 2,800,000.00 Local authority/CDF Local authority sorting waste by 2028 • Engagements with traditional leaders • Engagements with sub- district structures, WDCs, CBOs, • Procurement of waste separation plastics Attain 6 cooperatives to • Sensitization campaigns - - - 3 3 2,100,000.00 CDF Local authority be involved in bio-gas and • Engagements with liquid fertilizer production traditional leaders by 2028 • Engagements with sub- 152 district structures, WDCs, CBOs, • Engagements with the marginalized for needs assessment • Running of adverts • Identification of cooperatives • Setting up bio-gas plants GOAL 4: Create a conducive governance environment for a diversified economy Objective 1 - Promote local involvement in Decision making Table 67: Objective 1 Strategies • Enhance local capacity • Establishment of sub-district structures • Support WDCs operations Program Decentralization Project (specific objectives) Activities Years Cost (ZMK) Sources of Responsible Funding Institution 1 2 3 4 5 Formation of 14 WDCs by 2024 • Sensitization campaigns 14 - - - - 550,000.00 CDF Local authority • Engagements with traditional WDCs leaders • Engagements CBOs, • Engagements with the marginalized to increase their involvement • Registration of voters • Nominations • Conducting elections • Identification of X officials • Election of the executive 153 Conduct 70 capacity building • Transport 14 14 14 14 14 300,000.00 CDF Local authority trainings for WDCs • Identification of venues • Preparation of training manuals • Constitution of the CDFC by 2024 • Engagements with the Area MP 1 - - - - 20,000.000 CDF Local authority • Conducting elections for 2 councilors Objective 2 - Improve security service coverage from one (1) ward to all fourteen (14) wards by 2023 Table 68: Objective 2 Strategies • Improve mobility • Provision of specialized security services • Introduction of fire and rescue services in the district • Improve staffing and staff accommodation Program Social security promotion Project (specific objectives) Activities Years Cost (ZMK) Sources of Responsible Funding Institution 1 2 3 4 5 Construction of a police station and • Engagements with Ministry engageme 1 - 20,000,000.00 Ministry of District 20 housing unit in the Lunte of home affairs nts and Police finance/ministry Administration Township by 2025 • Allocation of land to land station of home affairs allocation plus 20 Ministry of home affairs houses Construction of 5 police posts by • Engagements with 1 police 1 police 1 police 1 police 1 police 12,500,000.00 CDF/ministry District 2028 traditional leaders post post post post post of home affairs Administration • Engagements with CBOs, WDCs • Identification of sites • Tendering Procurement of 3 utility vehicles • Engagements with Ministry 1 1 1 - - 4,500,000.00 CDF/ministry District by 2027 of home affairs of home affairs Administration 154 Procurement of 16 motorbikes by • Engagements with Ministry 3 3 3 3 4 1,600,000.00 ministry of District 2028 of home affairs home affairs Administration Improve staffing by deployment of • Engagements with Ministry 8 8 - - - N/A ministry of District 16 police officers by 2025 of home affairs home affairs Administration Improve staff accommodation by • Engagements with Ministry 4 4 4 4 4 10,000,000.00 ministry of District construction of 20 staff houses by of home affairs home affairs Administration 2027 Construction of a fire and rescue • Engagements with ministry - - - 1 fire - 3,000,000.00 Ministry of Local authority station in the Lunte Township by of local government station local 2027 government Procurement of an equipped • Engagements with ministry - - - 1 - 2,800,000.00 Ministry of Local authority ambulance by 2027 of local government ambulance local government Procurement of a fire truck • Lobby from ministry of local - - - - 1 fire 25,000.000.00 Ministry of Local authority government tender local government Deployment of 6 fire officers by • Lobby from local - - - - 6 fire N/A Ministry of Local authority 2028 government service officers local commission government Objective 3 - Improve access to Justice and correctional services by 2034 Table 69: Objective 3 Strategies • Reduce cost of access to justice • Introduction of correctional services in the IDP area Program Enhance access to justice Project (specific objectives) Activities Years Cost (ZMK) Sources of Responsible Funding Institution 1 2 3 4 5 155 Construction of a magistrate court • Engagements with - 1 - - - 3,000,000.00 Ministry of District in the Lunte Township by 2025 Ministry of home justice home affairs Administration Construction of a correctional • Lobby from ministry of - - - 1 - 20,000,000.00 CDF District facility with 6 staff houses in the home affairs correctiona administration Lunte • Allocation of land for l facility Township by 2027 correctional services Objective 4 - Enhance departmental outputs for attainment of district developmental objectives and strategies by 2024 Table 70: Objective 4 Strategies • Strengthen DDCC subcommittees • Formulation of departmental strategic plans • Enhance collaboration with external stakeholders Program Strategic planning Project (specific Activities Years Cost (ZMK) Sources of Responsible objectives) Funding Institution 1 2 3 4 5 Formulation of 11 departmental • Capacity building 5 strategic plans 5 - - - 550,000.00 Individual District strategic plans drawn from the IDP workshops strategic departments Administration (all department to have individual • Preparation of manuals plans /Local strategic plans by 2025 authority • Formulation of 11 HIV/Gender • Capacity building - - 11 - - 250,000.00 Individual District work place policy by 2026 workshops departments administration • Preparation of manuals /Gender focal point person Strengthen coordination by Hold 60 economic 12 12 12 12 12 60,000.00 District District strengthening DDCC diversification and job creation administration administration subcommittee sub-committee meetings by 2028 Hold 60 Human and social 12 12 12 12 12 60,000.00 District District development sub-committee administration administration meetings by 2028 156 Hold 60 environmental 12 12 12 12 12 60,000.00 District District sustainability sub-committee administration administration meetings by 2028 Hold 60 conducive governance 12 12 12 12 12 60,000.00 District District for a diversified economy sub- administration administration committee meetings by 2028 Hold 120 District Marketing 24 24 24 24 24 500,000.00 Local Local committee meetings by 2028 authority authority and support its activities Formation of the IDP Hold 60 meetings by 2028 12 12 12 12 12 60,000.00 Local Local Implementation monitoring Team authority authority and supporting its functions Production of 4 monitoring - 1 1 1 1 200,000.00 Local Local reports by 2028 authority authority Conduct one review of the IDP - - - - 1 100,000.00 Local Local by 2028 authority authority 157

26.0 FINANCIAL PLAN

26.1 Introduction The Five-Year Term Financial Plan FTFP sets out the Local Authority’s objectives and recommendations for ensuring that it remains financially sustainable. The Local Authority is also required to prepare a resourcing strategy, under the Integrated Planning & Reporting Framework (IP&R). The FTFP is a necessary component of this strategy and acts as a tool for the Local Authority, stakeholders and community to know resources available for attainment of strategies enshrined in the IDP. It is the point at which long-term community aspirations are tested against financial realities. It consists of modelling expenditure and revenue projections, based on a number of markets based and internal assumptions. It projects the financial impacts of significant growth within Lunte district and helps to identify the additional resources (people, time and finances) required to plan for new communities whilst continuing to deliver quality services to the community.

26.2 Legislative Framework The Public Finance Management Act of 2018 provides for an Institutional and Regulatory framework for management of public funds; the strengthening of accountability, oversight, management and control of public funds in the Public Financial Management framework: It mandates the local authority to perform the following functions among others; • Asset Management Plan • Workforce Management Plan • Long term Financial Plan The Local Government Act of 2019 provides for the review of tariffs, charges and fees within the area of a local authority;

26.3 Five Year Term Sustainability

26.3.1 How do We Define Financial Sustainability A financially sustainable Local Authority is one that has the ability to fund ongoing service delivery, the renewal and replacement of assets without incurring excessive debt. The Lunte Local Authority Finance Plan will strive to ensure sustainability in finance management.

26.4 Five Year Term Financial Plan This Plan is used to inform the 2022 to 2028 Delivery Program and 2022 Operational Plan. It includes a summary of Local Authority’s key financial strategies and funding priorities over the course of the plan. Financial Management Strategies Local Authority’s Five-Year Financial Plan is based on the following assumptions: • Local Authority’s financial position and performance is secure and financial indicators are within institution benchmarks (as adopted by Council), 158 • Local Authority maintains existing service levels to residents, • The Local Authority will continue to advocate a “whole of Government” approach to funding the capital infrastructure requirements and service provision within new urban development areas, • Services and Infrastructure in new areas will be provided when they are needed, • Local Authority’s capacity to fund its recurrent operations and renew critical infrastructure is improved through sustainable financial decision making. In conjunction with these assumptions, The Local Authority’s FTFP is guided by a number of policies and strategies which are outlined over the next several pages.

26.5 Rating Income Strategy Rating Income is generated by a levy on properties within the Local Authority’s jurisdiction for the provision of local government services. The Local Authority is committed to the implementation of a fair and equitable rating system, where each rating category and property will contribute to the rate levy according to the demands placed on Local Authority’s resources. The Local Authority has the following categories for ratable properties: Residential, Farmland – Ordinary, Farmland – Intensive and Business. The rating categories have been in place since 2017. Lunte Council’s rates consist of a base charge and an ad-valorem charge. The base charge amount is a standard amount which is applied to all properties. The ad-valorem charge is a distribution of the residual rating income, calculated as a proportion of the properties land valuation. The land valuation calculated for each property is determined by the Valuer General’s Department and is reviewed every five years. However, the Local Authority is yet to conduct Valuation Roll since 2017. The Local Authority will calculate its rating charges with the intention of generating 50% of the total rate levy from the base charge (or as close there to as possible). The basis of this is that such a rating structure will provide the fairest and most equitable distribution of the rate levy in the Lunte CBD Area.

26.6 Discretionary & Regulatory Fees & Charges The local authority has the ability to generate revenue through the adoption of a fee or a charge for services or facilities. Fees and charges are reviewed on an annual basis in conjunction with the preparation of the annual budget. The fees and charges which authority can charge can be split into two categories: 1. Regulatory fees – These fees are generally determined by central Government Legislation, and primarily relate to building, development or compliance activities. Council has no control over the calculation, and any annual increases of these fees and charges. 2. Discretionary Fees – the authority has the capacity to determine the charge or fee for discretionary works or services such as the use of community facilities and access to community services. The general principles under which local authority sets its fees and charges take into account the works and services provided, the comparable commercial value, and the ability of residents to pay at the 159 pricing level determined appropriate. The general principles that Authority supports in its pricing policy are to: • Ensure the community receives the maximum possible benefit from the services provided and from the limited resources which are used to provide that service. • Recognize that there is an element of community benefit in Council providing certain works and services, and as such that a level of general fund contribution be incorporated into the determining of some fees and charges. • Where a service is provided which is considered a commercial activity, that an appropriate fee be charged which recovers the cost of the service, the consumption of assets and an appropriate return on investment, which is in no way subsidized by the community. The key financial impacts from these developments will be as follows: • The requirement to upgrade various existing infrastructure assets to accommodate the new development and increased population flow; • An increase in depreciation expense, relating to the annual consumption of the major infrastructure assets (e.g., roads and drainage, etc.) to be constructed within the developments; • An increase in other operating costs due to new assets and extended services that will need to be provided (e.g., there will be new reserves to be maintained, new streets/drainages to be routinely cleaned, increased street lighting costs, etc.) together with pressures to increase various staff numbers as the population of the town increases (e.g. increase in volume of development applications to be considered, increase in rating property database to be administered and managed, etc.); • New rate revenue received (from land divisions and building construction) as the developments progress; • An increase in revenue from development application fees and property search fees during the development phases. To ensure the rapid development growth occurring in Lunte effectively managed, and appropriate developer contributions towards major transport and community infrastructure provided are received, in 2023 Council approved the purchase of one Back hole and Tipper truck under Constituency Development Fund to be used for road works within Development area and as a financial security mechanism these machines will be leased out at a fee to ensure such developer contributions towards infrastructure are received. Acting as a financial security mechanism, the Separate Rates will be levied.

27.0 FUNDING THE FIVE-YEAR FINANCIAL PLAN

27.1 Overview Consistent with all other local authorities, prior to 2022 Lunte Town Council was heavily reliant on Local Government Equalization Funds revenue to fund the delivery of the myriad of recurrent services provided to the local community. However, from 2022 the Local Authority has seen significant increase in Constituency Development Fund. From a recurrent operating position, LGEF 160 revenue currently comprises 80% and 20% for operations and capital expenditure of the Council’s operating income budget. Further, 2024 Output Budget is primarily sourced from grants which account for (63%), CDF, (21.4%), LGEF and Roads and Drainage grant account for (7.7%), furthermore, devolved grants account for (5.3%) and lastly, (2.6%) derived from local resources such as levies. 161 Ideally, to ensure the financial sustainability of its operations, the Local Authority’s operating revenue should match its operating expenditure, thereby ensuring that depreciation of existing fixed assets is effectively funded. This practice importantly culminates in funds effectively being available towards replacing existing assets (most notably community infrastructure such as footpath, sealed roads, etc.) at the end of their useful/economic lives. Essentially, the overall funding of the Local Authority five (5) year Financial Plan is primarily sourced from either existing grant (via CDF, LGEF and grant in lieu of rates for recurrent operational purposes, including the annual consumption of fixed assets) or future ratepayers. This five (5) year Financial Plan is predicated on the following key funding mix factors: • An annual increase in CDF and LGEF revenue as outlined in Table 1 below: Table 71: CDF and LGEF Revenue TABLE 1 YEARS DETAILS 2022 2023 2024 2025 2026 2027 2028 GRANTS ACTUAL REVISED REVISED REVISED REVISED REVISED REVISED CDF 23,739,911 28,300,000 30,635,610 36,874,861 44,741,383 52,607,905 52,607,905 LGEF 9,797,380 9,878,400 10,418,400 11,887,867 12,823,013 13,758,159 13,758,159 ROADS AND DRAINAGE - - 3,742,847 3,742,847 3,742,847 3,742,847 3,742,847 DEVOLVED FUND - - 2,558,414 2,745,178 2,937,341 3,129,504 3,129,504 Other Grants (GRANT IN LIEU OF RATES) 466,687.0 101,550.0 290,000.0 290,000.0 290,000.0 290,000 290,000 SUB-TOTAL 34,003,978 38,279,950 47,645,271 55,540,753 64,534,584 73,528,415 73,528,415 LOCAL REVENUE PERSONAL LEVY 735 4,500 4,500 4,500 4,500 4,500 4,500 FEES AND CHARGES 135,000 612,700 328,082 784,510 810,510 810,510 810,510 LICENSES 1,450 2,000 12,480 3,418 2,698 2,698 2,698 LEVIES 8,400 60,480 547,847 547,847 547,847 547,847 547,847 Permits - 13,900 601 985 1,095 1,095 1,095 Commercial Venture (29,155) - - - - - OTHER REC EIPTS 190,678 - 81,532 81,532 81,532 81,532 81,532 SUB-TOTAL 307,108 693,580 975,042 1,422,792 1,448,182 1,448,182 1,448,182 GRAND-TOTAL 34,311,086 38,973,530 48,620,313 56,963,545 65,982,766 74,976,597 74,976,597 162 Figure 40: Funding the Five-Year Financial Plan Funding the Five-Year Financial Plan 100% 1,095 2,698 2028 290,000 4,500810,510 81,532 13,758,159 547,8471,095 1,448,182 74,976,597 52,607,905 3,129,504 73,528,415 3,742,847 2,698 1,095 80% 985 81,532 2027 290,000 13,758,159 4,500 2,698 601 52,607,905 3,742,847 73,528,415 810,510 547,847 1,448,182 74,976,597 3,129,504 81,532 2026 290,000.0 3,418 60% 12,823,013 4,500 44,741,383 64,534,584 810,510 65,982,766 1,448,182 81,532 2025 3,742,847 290,000.0 547,847 2,937,341 11,887,867 4,500 40% 81,532 56,963,545 36,874,861 55,540,753 13,900 2024 290,000.0 12,480 784,510 1,422,792 547,847 - 10,418,400 3,742,847 2,745,178 101,550.0 4,500 30,635,610 47,645,271 48,620,313 20% 2023 328,082 9,878,400 975,042 190,678 28,300,000 38,279,950 38,973,530 466,687.0 4,500612,700 547,847 3,742,847 2,558,414 2,000 2022 693,580 9,797,380 23,739,911 34,003,978 34,311,086 0% - - - 735 135,0001,45060,480 8,400 - - 307,108 -20% -40% (29,155) -60% -80% -100% YEARS 163 Assumptions & Analysis Operating Revenue Assumptions & Analysis Graph 1 above provides a graphical analysis of the projected movement in Local Authority’s operating revenue over the life of five (5) year Financial Plan. It clearly illustrates the traditional on-going reliance placed on CDF and LGEF revenue to fund the Local Authority’s operating activities.

27.2 Rates & Service Charges This includes revenue from General / Separate rates, Service charges, sale of bid documents, levies and late levies payment penalty fines. The plan projects an annual increase in General rate revenue as outlined in Table 1 above. New rate revenue from future ratepayers, as informed by the indicative number of new allotments in IDP, it is estimated at 1% to 5% over the five (5) year Financial Plan. Whilst it is recognized that this is new revenue available to the Authority, it will be effectively offset by new additional operating costs incurred (e.g., depreciation on new infrastructure assets acquired, new street lighting, new reserves to be maintained, and the potential demand for the expansion of existing services culminating from the population growth within the town). The Author will apply a Waste Management Service Charge, pursuant to the Local Government Act 2 of 2019, and Solid Waste Regulation Management Act, 2018 to recover the cost of waste collection and disposal services provided.

27.3 Grants, Subsidies and Contributions Includes Government grants and subsidies and developer contributions from all sources, but excludes revenue specifically provided towards new/upgraded assets. The main recurrent grants received include the following: • CDF Grant • LGEF • Roads and Drainages • Devolved Grant • Matching Grant Whilst this funding is to be physically received every financial year, from an accounting perspective the majority of the funding will be accounted for in the financial year coinciding with the timed delivery of the works.

27.4 Statutory & User Charges Statutory charges are fees for regulatory services. They are associated with the regulation of an activity (e.g., Development application fees, dog registration fees, business levies etc.) or the granting of a permit/ license. The five (5) year Financial Plan provides for CPI-indexed increases in all statutory charges. User charges relate to the recovery of service delivery costs through the charging of fees to users of Council’s services. They include use of community facilities (e.g., Council Chamber, Community Centre) and cemetery fees. In instances such as marriage fees, the annual revenue collected from such services can fluctuate dramatically from year to year based on factors outside of Council’s immediate 164 control (e.g., climatic conditions experienced during a particular season). Overall, user charges are forecast to increase by CPI over the five (5) years Financial Plan, towards ensuring parity of user charges with the costs of service delivery. 165 Table 69: Operating expenditure assumption and analysis TABLE 2 Operating Expenditure Assumptions & Analysis YEARS DETAILS 2022 2023 2024 2025 2026 2027 GRANTS ACTUAL REVISED REVISED REVISED REVISED REVISED Constituency Development - 28,300,000 30,635,610 32,872,010 35,173,050 37,635,164 District Health Services - - 1,904,457 2,043,482 2,186,526 2,339,583 Economic and Business Development - 214,636.0 173,937 186,634 199,699 213,678 Education and Skills Development - - 19,241 20,646 22,091 23,637 Housing and Community Amenities - 2,329,842.0 4,323,869.0 4,639,511 4,964,277 5,311,777 Integrated Development Planning - 826,884 1,254,603 1,346,189 1,440,422 1,541,252 Local Governence - 1,388,833 2,085,226 2,237,447 2,394,069 2,561,654 Management and Support Services - 3,956,200 6,178,672 6,629,715 7,093,795 7,590,361 Public Health and Environmental Protection - 665,327 835,244 896,217 958,952 1,026,079 Public Order and Safety - 944,890 599,140 642,877 687,879 736,030 Recreation Culture and Religion - - 285,621 306,471 327,924 350,879 Resource Moblization and Management - 346,918 266,199 285,632 305,626 327,020 Veterinary Services - 59,095 63,409 67,848 72,597 GRAND-TOTAL - 38,973,530 48,620,914 52,170,241 55,822,158 59,729,709 Figure 41: Operating expenditure assumption and analysis 2022 to 2028 166 OPERATING EXPENDITURE ASSUMPTION AND ANALYSIS 2022 TO 2028 100% 90% 2027 37,635,164 213,678 736,030 327,020 59,729,709 2,339,583 23,637 5,311,777 1,541,252 2,561,654 7,590,361 1,026,079 350,879 72,597 80% 2026 70% 687,879 305,626 199,699 35,173,050 958,952 55,822,158 4,964,277 1,440,422 2,394,069 7,093,795 60% 2,186,526 22,091 327,924 67,848 2025 50% 642,877 186,634 285,632 32,872,010 896,217 52,170,241 40% 2024 4,639,511 1,346,189 2,237,447 6,629,715 2,043,482 20,646 599,140 306,471 63,409 30% 173,937 266,199 2023 30,635,610 48,620,914 835,244 1,254,603 2,085,226 6,178,672 20% 4,323,869.0 944,890 10% 1,904,457 214,636.0 19,241 285,621 346,918 59,095 2022 28,300,000 665,327 38,973,530 2,329,842.0 826,884 1,388,833 3,956,200 0% - - - - - - - - - - - - - - - YEARS 167 Table 70: Expenditure by economic classification TABLE 2 YEARS DETAILS 2022 2023 2024 2025 2026 2027 2028 GRANTS ACTUAL REVISED REVISED REVISED REVISED REVISED REVISED Personal Emolument 4,136,717 5,833,701 8,491,051 8,491,051 8,491,051 8,491,052 8,491,053 Goods and Services 6,906,296 4,762,909 10,475,938 11,240,681 12,027,529 12,869,456 13,770,318 Grants and Other Payments( transfers) 2,001,230.0 7,527,800.0 8,149,081 8,743,964 9,356,041 10,010,964 10,711,732 Non-Financial Assets 312,851.0 17,622,920.0 18,011,780 19,326,640 20,679,505 22,127,070 23,675,965 Financial Assetrs - 3,226,200.0 3,492,463.0 3,747,413 4,009,732 4,290,413 4,590,742 GRAND-TOTAL 13,357,094 38,973,530 48,620,313 51,549,749 54,563,858 57,788,955 61,239,810 Figure 42: Expenditure by economic classification 168 EXPENDITURE BY ECONOMIC CLASSFICATION TABLE 100% 90% 80% 13,357,094 38,973,530 48,620,313 51,549,749 54,563,858 57,788,955 61,239,810 70% 60% 50% - 312,851.0 3,226,200.0 3,492,463.0 3,747,413 4,009,732 4,290,413 4,590,742 2,001,230.0 40% 18,011,780 19,326,640 20,679,505 22,127,070 23,675,965 17,622,920.0 30% 6,906,296 8,149,081 8,743,964 9,356,041 10,010,964 10,711,732 20% 7,527,800.0 10,475,938 11,240,681 12,027,529 12,869,456 13,770,318 10% 4,762,909 4,136,717 5,833,701 8,491,051 8,491,051 8,491,051 8,491,052 8,491,053 0% 2022 - - 2023 2024 - 2025 - 2026 - 2027 - 2028 - YEARS DETAILS GRANTS Personal Emolument Goods and Services Grants and Other Payments( transfers) Non-Financial Assets Financial Assetrs GRAND-TOTAL

28.0 EMPLOYEE COSTS Employee costs include all labor related expenses such as wages and salaries, and on-costs such as workers compensation, leave entitlements, Napsa and employer superannuation. 169 Employee costs for existing staff are projected to increase by CPI each year over the five (5) year Financial Plan, excluding provision for increases in Superannuation expense as a consequence of required annual percentage increases in Council’s superannuation contributions. Actual increases incurred in direct labor costs will be based on the negotiated outcomes of Enterprise Bargaining Agreements in place at the time. With the Authority being one of the fastest growing in population, the impact of population and development growth will, over time, trigger the need for additional staff at various intervals. The Financial Plan provides for a Full Time Employee increase in staff each year as a consequence of such factors.

29.0 MATERIALS & CONTRACTS Materials include payments for physical goods, such as office consumables, water, fuel, electricity and road materials. Contracts include payments for the external provision of services, such as domestic waste collection, plant & machinery servicing, insurance, and cleaning services. The following annual incremental factors have been applied in this update to the five (5) year Financial Plan as follows: • 7.2% to 9.2% per annum for Water supply & consumption charges (including growth due to the increase in irrigated spaces within new parks and gardens, etc. which will be acquired as a result of new residential land developments). • 7.2% to 9.2% per annum for Waste disposal and collection costs, incorporating increases due to the expansion of services to new development areas. • 7.2% to 9.2% per annum for Electricity (the Financial Plan does provide, however, for a reduction in electricity costs for 2026 as a direct consequence of converting streetlights across the Local Authority boundaries to LED lights) • Fuel costs increase of 7.0% in 2028 (in consideration of recent major spike in fuel price), following which a 7.2% annual increase is then incorporated thereafter. • Other Contracts and Materials increasing by 9.2% less than forecast CPI (the 7.0% reflective of an ongoing efficiency) Provision has been made within the Financial Plan for cyclic (but not annual) costs such as periodic ward election costs and representation reviews. The next periodic ward election will occur in September, 2026. Indexed funding of K 500,866 per annum, from the 2022 financial year, has been provided for ‘one-off’ or recurring new operating projects and initiatives. 75% of this annual provision has been assumed to be ‘one-off’ in nature, whereas 25% has been assumed to be new recurring costs. New recurring costs, averaged at over K200,000 per annum have been provided for as a direct consequence of development growth. This provides for increased costs directly attributable to new residential sub-divisions such as streets sweeping, footpath and road maintenance, playgrounds maintenance, etc. The amount of each annual repayment is determined and funded by matching developer contributions received relating to Lunte district Development area, which is informed by the number of new allotments created in the IDP for each year. The Financial Plan also 170 provides for indicative new and increased maintenance costs (K2 million indexed from the 2025 to 2028 financial year), as a direct consequence of the proposed K2 million capital investment in the future major upgrade of the Lunte Town Council Lodge, indicatively earmarked to occur across the 2025 to 2028 financial years.

30.0 GRANTS Capital grants are not a guaranteed revenue stream as they are reliant on the matching nature of capital works due and the availability of related grants (invariably from central government). Nonetheless, local authority continues to have considerable success in securing grant funding for various capital projects. In this regard, recent success stories include: • Plantation of 1000 Pine Trees. • Completion of phase two (2) of the lodge. Infrastructure & Asset Management Infrastructure & Asset Management Plans The key objectives of the Infrastructure and Asset Management Plans are to: • Apply the Asset Management Framework to the Local Authority’s asset portfolio; • Effectively manage the Local Authority’s financial investment in assets; • Ensure community requirements and expectations are translated into services through the application of appropriate service levels; • Effectively manage the risks associated with the portfolio; • Use a set of specific goals and objectives to guide the development and implementation of strategies for management of Local Authority’s assets. • Future asset replacement and renewal funding identified in the Infrastructure and Asset Management Plans has been fully provided for within the Financial Plan. However, an updated Buildings Condition Audit will commence which will inform the updated Buildings Asset Management Plan to be tabled to Audit & Risk Committee meeting. Consequently, there is a degree of financial risk that the existing contingent funding provided in the Financial Plan for the replacement/renewal of existing Buildings will be less than the optimum funding required outlined in the updated Buildings Asset Management Plan. 171

31.0 INFRASTRUCTURE ASSET MANAGEMENT POLICY The objective of Council’s Infrastructure Asset Management Policy is to guide the programmed long-term replacement of infrastructure assets. One of the key principles outlined in the Policy is that ‘Future life cycle costs will be reported and considered in all decisions relating to new services and assets and/or upgrading of existing services and assets.’ To this end, the internal process for the annual consideration of new budget bids takes into consideration whole-of- life cycle costs and appropriate risk assessments.

32.0 RATING STRATEGY

32.1 Strategic Rating Policy The Local Authority has no current Strategic Rating Policy in that the Authority is yet a rating authority. However, the Authority will initially adopt the policy once it’s given the rating authority status and this may be reviewed on an annual basis to ensure it remains contemporary and equitable. The methodology, which essentially operates similar to a progressive taxation system, shall be applied based in recognition of the fact that high valued commercial properties such as supermarkets and chain stores have a far greater capacity to pay (particularly via economies of scale) than low-valued small local businesses, and that they also have a far greater impact on Council’s Road infrastructure. It is important to note that the Strategic Rating Policy only proposes how the annual rate burden should be equitably distributed across the community.

32.2 Service Delivery Strategy The recurrent expenditure of any Local Authority is ultimately determined and driven by the myriad of various service levels provided to the community ranging from the frequency of cleaning of public conveniences to the frequency of street sweeping or cleaning of drainages. Local Authority is therefore, adhered to the core functions as provided in the Local Government Act No. 2 of 2019, policy which discloses the range of services provided by the Council. Further, the Local Authority has progressively been developing and adopting Service Level Policies for some of the services outlined in the Act. Development of the Service Level Policies provides an opportunity for local authority to review all aspects of a particular service, to ensure it is provided in an efficient manner and at a level that can be appropriately sustained. A review of Service Levels is to be considered as a Budget Bid for every financial year.

32.3 External Influences on Local Authority’s Plan There are a range of external influences which are considered in this Five-year Financial Plan. These external factors represent issues or factors which Local Authority has no control over, or where Authority has limited capacity to predict their impact over the course of this plan. 172

32.4 Levy Capping Authority’s ability to align levy revenue such as Personal levy Act Cap 329, Pole Levy SI No 49 of 2007 with the increased cost of providing services has been restrained for many years by levy pegging. levy pegging is a legislative instrument whereby the maximum increase in business levy revenue is set by statutory instrument. Any significant change to the levy capping process will require Authority to review this plan. The Financial Plan has been done to reflect the business levy income for the 2022 to 2028 financial years within the business levy SI No 70 of 2012 to demonstrate the impact this levy has on Authority’s financial sustainability. Further, Due to a land supply issue, rather than demand for new urban lots, timing and impact of development market conditions continues to be monitored monthly. The Authority’s revenue forecasts for investment income, development income and rating income (through growth) are heavily influenced by the wider economy in general, and as such any significant change from the market assumptions adopted in this plan will require the authority to review this plan. Furthermore, Urban Development Population Growth, the impact of population growth is factored into Authority’s Financial Plan. A range of stakeholders are consulted in projecting future land release, including Developers and State Agencies.

32.5 Other Influences Authority’s budget continues to face significant pressures from: • Increasing expenditure as a result of cost shifting from other levels of Government spending. • Increases in the cost of procuring goods and services, have been consistently higher than expected in that there is no rate pegging in goods and services apart from fuel prices which is determined periodical. • Greater competition in the allocation of external funding, such as the Financial Assistance Grant. • Government policy on grants and contributions to Local Government (in general). The Authgority includes estimates in its Financial Plan using the most up to date information available at the time of preparing the plan. 173

33.0 FIVE-YEAR TERM FINANCIAL PLAN ASSUMPTIONS The Five-year Financial Plan uses the 2022 operational Audited budget as its base point. It then uses a number of internal and market driven assumptions to project revenue and expenditure for the following five years. A comprehensive analysis of all internal and external factors affecting those assumptions is undertaken as part of preparing the annual budget to ensure there is a level of confidence in the outcomes provided in the Five-year Financial Plan. In preparing the 2022 to 2028 Financial Plan, the following underpinning principles have been adopted: • The range and standard of existing services offered to the community is maintained. • Authority’s financial position remains secure and that Local Authority’s financial performance is within industry benchmarks (or trending positively). • The need to closely monitor the current economic climate which continues to be impacted by conflict in Europe, uncertainty regarding inflation and supply chain concerns for goods and materials. Any significant changes will be identified during quarterly reviews of the budget.

33.1 Population Growth The expected population growth which will occur as a result of land releases in the CBD Areas will be the largest challenge this Local Authority will face. There remains a difficulty in determining the timing of residential development as there is a multitude of factors which influences the release of land. Despite these difficulties, Local Authority has estimated that 100 new residential plots/ will be delivered per annum for the next five (5) years. Financial Year 2022 2023 2024 2025 2026 2027 2028 0 0 100 100 100 100 100 Additional Resdential 0 0 0 0 0 0 0 Financial Year 2022 2023 2024 2025 2026 2027 2028 Population Projection 84,573 87,409 90,327 93,351 96,247 96,248 103,303 174

33.2 Inflation (Consumer Price Index) In determining the inflationary increase assumption for this five (5) year Financial Plan, the local authority has used the most recent call circulars which indicates that inflation projections for the next five years will be as follows: Financial year 2022 2023 2024 2025 2026 2027 Inflation Projection 0 9.2% 8.2% 7.3% 7% 7% This assumption has been used for preparing estimates in this plan where inflation (CPI) has been identified as the trigger for contract or material price increases. However, given the current uncertainty regarding inflation and the impact of global events such as conflict in Europe on the broader economy, Local Authority will closely monitor changes to inflation and will identify any budgetary impact as part of the quarterly review process.

33.3 Revenue and Expenditure Assumptions The tables on the next pages outline Local Authority’s financial assumptions by revenue and expenditure types. Also included is a brief description as to how Local Authority has determined the assumption. Table 72: Revenue Expenditure Assumptions Finanncial Year 2022 2023 2024 2025 2026 2027 2028 Waste Service Charge 0 0 0 100 100 100 100 Net lease income 0 0 350 350 350 350 350 Comments: 1. AS enshrined in the Solid Waste Regulation Management Act, 2018 the local authority calculates its waste management service charges to ensure that its total income can fund the operating and maintenance costs associated with providing the service, including provisions for major plant replacement. 175 Domestic Waste Management Charges are determined through the use of a dedicated five-year waste management financial plan, which considers the impact of growth on service delivery over the long-term horizon. 2. Local Authority does not generate a significant amount of income from discretionary fees. This is primarily a result of the need to balance revenue with the need to provide affordable and equitable services to residents (for example, the hire of community facilities and the use of such facilities). Whilst Local Authority’s Financial Plan projections increase is minimal in discretionary fees per annum in 2022 to 2028 (in line with projected inflation), the majority of community facilities still require a subsidy from general rates. 3. Building and development income forecasts are projected in line with the expected development activity within new release areas. It is important to note that the level of income received from development activities are primarily dependent on the receipt of applications from developers, and as such income can fluctuate dramatically from one year to the next. 4. Recurrent lease income is primarily from Authority’s former administration buildings from Mporokoso Town Council. In view of this Authority will start charging those occupying local authority’s property with effect from 2024. Table 72: Revenue budget assumption Revenue Budget Assumption 2022 2023 2024 2025 2026 2027 2028 Grants and Contribution for operating Purposes 34,003,978 12,809,950 47,645,271 63,407,275 72,395,358 72,395,358 72,395,358 CDF 23,739,911 2,830,000 30,635,610 44,741,383 52,602,157 52,602,157 52,602,157 LGEF 9,797,380 9,878,400 10,418,400 11,887,867 12,823,013 12,823,013 12,823,013 Devolved - - 2,558,414 2,745,178 2,937,341 2,937,341 2,937,341 Matching - - 3,742,847 3,742,847 3,742,847 3,742,847 3,742,847 Other Grants 466,687 101,550 290,000 290,000 290,000 290,000 290,000 Comments: 1. The Local Authority receives a number of operational grants from Central Government. The largest of these being the Constituency Development Fund Grant (CDF). This is a grant that is received to facilitate for activities such as community projects. 176 2. Further, there are two components of the grant, other than CDF which is Local Government Equalization Fund and Roads and Drainage which is based on General Equalization component and road types and road length throughout the district this is to finance operations, which is distributed according to a methodology taking into account revenue raising capacity and expenditure disabilities. 3. The Devolved and Matching Grants is also dependent on central government advice. (I.e. no councils will receive less than the previous year’s allocation). The Local Authority will continue to pursue opportunities for other grants and contributions as a means of diversifying its revenue sources and reducing its reliance on levy income. Grants (other grant funding) are assessed as they become available and supported by a range of complimentary funding sources (i.e. when matched funding is required) such as the Capital Works. Table 73: Expenditure budget assumption Financial Year 2022 2023 2024 2025 2026 2027 2028 Personal Emoluments and Overheads 4,136,717 5,833,701 8,491,051 9,110,898 9,748,661 10,431,067 11,161,241 Increase Staff Performance Managemt - - 48,000 48,000 48,000 48,000 48,000 Terminal benefits - - 600,000 600,000 600,000 600,000 600,000 Statutory obligations Total 4,136,717 5,833,701 9,139,051 9,758,898 10,396,661 11,079,067 11,809,241 Comments: 1. Local Authority’s projection is that full time equivalent staff will increase from 54 staffs in (2022 Projections) to 70 staffs by 2028. As part of Local Authority’s workforce plan, a total of 16 staffs additional (new) positions have been incorporated in this plan. These positions are considered key priority positions and are consistent with Council’s adopted Workforce Plan. The positions will assist in areas where services are under pressure to keep up with demands and represent a combination of operational and technical staff. Aside from the significant increase in staff that Local Authority will require over the next five years to plan and manage for growth, a number of assumptions are used to project future employment costs, including award increase projections and performance management increases. This plan reflects the increases identified within the Local Government Service Commission award 177 and the subsequent changes to work related allowances and conditions of employment. Additionally, the Local Authority includes a provision for increases under the staff performance management system of K48,000 per annum (regrades etc.) which is based upon historical evidence. 2. Other assumptions relating to employee costs which are included in this plan include: • No change is expected in existing employee working hours. • New employees are included within this plan with the expectation that they will be employed at Notch one (1) of the Performance Management System, which is based on historical evidence. • Local Authority’s ageing workforce is expected to impact its workers Terminal Benefits premium; however, this additional cost is expected to be offset through preventative strategies outlined within the workforce plan. • The local authority has Planned future Terminal Benefits expenditure based on the monthly saving of at Least K50,000 effective January, 2024 budget. Table 74: Expenditure budget assumption Financial Year 2022 2023 2024 2025 2026 2027 2028 Materails and Contracts 7,219,147 29,913,629 36,636,799 39,311,285 42,063,075 45,007,491 48,158,015 Other Expenses 2,001,230 3,226,200 3,492,463 3,747,413 4,009,732 4,290,413 4,590,742 Inlation projection 0 9.2 8.2 7.3 7 7 7 Comments: 1. Projected increases in materials & contracts costs are generally in line with inflation over the five years of this plan. Whilst Local Authority expects significant increases in the cost of road materials, fuel and waste disposal costs, these increases will be partially mitigated by technology improvements, the implementation of cost reduction strategies and continued improvement in procurement processes. Therefore, given the current uncertainty regarding inflation and the impact of global events such as conflict in Europe on the broader economy, the local authority will closely monitor changes to inflation and will identify any budgetary impact as part of the quarterly review process. 178 Table 75: Other expenses Finacial Year 2022 2023 2024 2025 2026 2027 2028 Street lighting 75,000 81,900 88,616 95,085 101,741 108,863 116,483 Ultility costs - 10,000 10,820 11,610 12,423 13,292 14,223 Insurance 190,000 207,480 224,493 240,881 257,743 275,785 295,090 Comments: 1. Other expenses relate to street lighting, utility costs and insurances. A range of assumptions have been used in determining appropriate increases in these costs. These assumptions include inflationary pressures, determinations and general service increases (or asset expansion) which is expected as a result of urban development. With respect to statutory charges (payments to other levels of Government) projected costs are based on historical increases. This is a result of increases above inflation over the past several years. Examples of statutory payments include ward election costs, and the waste disposal costs.

34.0 FIVE-YEAR TERM FINANCIAL PLAN - SCENARIO ANALYSIS Financial Plan Base Model for Local Authority will be for five years term financial plan, 2022 been a base model to reflect the changes outlined in the assumptions described earlier in this document. The financial model is for a period of five years. It considers current services and service levels, workforce planning and asset management. The model also includes increases in income and expenditure as a result of growth. However, like all businesses, Local Authority must budget and prioritize the allocation of its resources. Therefore, Local Authority has determined the community’s priorities through both community consultation and IDP. Table 76: Base model Details Base Model Existing Service Level Maintained Workforce Planning Requirement Funded Asset Management Maintainance and Renewal Funded C ommunity Infrustructure Funded C ommunity Subsidies Funded 179

34.1 Maintaining Existing Service Levels This plan allows for the following: • The existing range of services provided by Local Authority. • Maintaining the existing quality and levels of these services. While it is anticipated that service priorities will change as population grows, it is not envisaged the range of services, nor the quality at which they are delivered will change significantly. The Local Authority will engage with the community as part of the IDP to validate this assumption.

34.2 Workforce Planning The Local Authority’s Workforce Management Plan aims to ensure that as an organization, the authority has the right people, in the right place, at the right time. The Workforce Management Plan plays an important role in achieving the goals outlined in Local Authority’s IDP, as it is through our largest and most important resource, our people that we will achieve these goals. The WMP allows for an additional 16 positions over the next five years. These positions are critical in ensuring that Local Authority is able to provide the range of services and maintain service levels to a quality the community expects.

34.3 Asset Management Maintenance & Renewal The Local Authority’s current maintenance program is approximately. K2 million across all asset classes (includes open space maintenance). Local Authority’s Asset Management Plan identifies a significant increase in both asset maintenance and infrastructure renewal funding allocations. This is primarily a result of the growth in Local Authority’s asset base over the next five years. Further, funding has been allocated in Local Authority’s five-year Financial Plan to reflect this additional expense. The funding required has been phased in over time to align with the Authority’s Asset Management Plan. Additional funding requests for asset maintenance and infrastructure renewal are considered annually as part of the budget process and is informed by the timing and handover of assets to Local Authority. 180

34.4 Community Infrastructure Renewal Program As the population of Lunte district grows, so does our asset infrastructure such as roads, drainage, parks and community buildings. To ensure the local authority maintains its infrastructure in a good condition and the renewal backlog remains within an organizations benchmark, the Local Authority has adopted a number of renewal programs over the past four (4) years which have been very successful.

34.5 Sensitivity Analysis and Risk Assessment The major risk factor in each of these financial models happens to be the growth assumptions. Lunte is mainly in agricultural growth sector. The population is expected to increase approximately from 84,573 to 103,303 residents over the next five (5) years, the timing of this growth is critical to the outcomes of this plan. In preparing this plan, the Local Authority has taken careful consideration of the following factors: • State Government Land Release Policy (land zoning). • Housing schemes that promote sales. • Economic conditions and the impact on developers and home buyers. • Authority’s capacity to deliver subdivisions. • The relationship between population growth and land release. • The impact growth on service levels. • Feedback from developers on current market conditions. • The difference in timing between increases in expenditure and the realization of additional income through rates and levies. • The impact of roads once more details are known on timing, this one factor will have a significant impact on population estimates. However, the Authority has very little control over many of these factors and therefore, must respond to change quickly. To assist in managing this risk Local Authority has developed the following strategies: • Quarterly meetings with key Strategic and Development staff to discuss corporate assumptions about growth. 181 • Local Authority’s Financial Plan is updated quarterly as part of the quarterly budget review process, where significant changes are identified. • Liaise with State agencies to discuss the timing of land release. • Historical analysis of financial outcomes (what can we learn from past assumptions). Other risk factors which have been assessed in this plan include: 1. Dedication of assets to Local Authority The magnitude of assets dedicated to Local Authority is in the millions. The value and timing of these assets is extremely difficult to predict. Although Local Authority has some control over when it will accept assets from developers, Local Authority must still plan for increases in its operational budget (including workforce planning) to maintain the new assets. This is considered a key risk factor and is continually monitored to ensure long-term planning estimates are accurate.

34.6 Economic Uncertainty and Global Events The Local Authority will closely monitor the current economic climate which continues to be impacted by conflict in Europe, uncertainty regarding inflation and supply chain concerns for goods and services materials. Any significant changes will be identified at quarterly reviews of the budget.

34.7 Conclusion Local Authority’s extraordinary growth is a challenge but also brings great opportunity for the future, with well planned communities and smart sustainable infrastructure. The five-year Financial Plan has been prepared on the basis of local knowledge and economy, respected economic publications and historical data. The five-year Financial Plan assists Local Authority to understand its financial capacity, financial sustainability and supports the outcomes in the IDP. It ensures Local Authority can meet service demand and service levels now and into the future. While as current world events continue to influence our lives, the Local Authority is well positioned financially to continue to support our community through the community empowerment grant/loans and meet the challenges of the future. 182

34.8 Monitoring and Evaluation Plan, Including Key Performance Indicators This section delineates the Monitoring and Evaluation Plan that will steer the execution of diverse proposed initiatives in the District throughout the planning period of the IDP. Additionally, crucial Performance Indicators have been incorporated to gauge triumph achieved within each programme. Goal 1: To enhance local economic development Objective 1- Enhance agricultural extension services by 2025 Table 76: Monitoring and evaluation plan Strategies • Reduce farmer officer ratio • provision of quality accommodation for extension officer • Improve mobility for extension staffs • Enhance monitoring and supervision by the district staff Program Agricultural development Projects (specific Activities Years Indicator Source of Frequency objectives information 1 2 3 4 5 Creation of 21 more • Engagements with traditional 4 camps 4 camps 4 camps 4 camps 5 camps Number of District Annual agricultural camps to leaders created created created created created agricultural agriculture office the existing 21 by • Detail picking camps created 2028 • Delimitation of existing agricultural camps • Siting of camp offices Deployment of 33 • Filling in existing 12 vacancies 16 4 4 officers 4 officers 5 officers Number of District Annual extension officers by • Filling in newly delimited camp officers officers extension officers agriculture office 2028 vacancies deployed Construction of 33 • Siting 16 4 4 4 5 Number of staff District Annual staff house • Tendering houses Agricultural constructed Office/local Authority Procurement of 33 • Lobbying 16 4 4 4 5 Number of District Annual motorbikes for • Concept note writing to funders motorbikes Agricultural procured 183 extension officers by Office/local 2028 Authority 20,100,000.00 Objective 2 - Enhance fisheries and livestock extension services by 2025 Strategies • Reduce farmer officer ratio • Provision of quality accommodation in camps • Improve mobility for extension staff • Enhance monitoring and supervision by the district staff Programme 1 Fisheries and livestock development Project (specific Activities Years indicator Sources of Frequency objectives) information 1 2 3 4 5 Declaration of all • Engagements department of 8 camps 8 camps 8 camps 8 camps 9 camps Number of staff District agriculture Annual agricultural camps as agriculture declared declared declared declared declared houses office/local authority fisheries and livestock • Engagements with Ministry of constructed camps fisheries and livestock Deployment of 40 • 7 officers 8 officers 8 officers 8 officers 9 officers Number of District agriculture Annual fisheries and livestock • Filling in newly delimited motorbikes office/local authority extension officers by camp vacancies procured 2028 Construction 40 staff • Siting 7 houses 8 houses 8 houses 8 houses 9 housesNumber of District fisheries and Annual houses • Tendering houses livestock office constructed Procurement of 41 • Lobbying 8 8 8 8 motorbikes 89motorbikes Number of District fisheries and Annual motorbikes for • Concept note writing to motorbikes motorbikes motorbikes motorbikes livestock office extension officers by funders procurements 2028 Table 43: objective 3 - Enhance Agricultural knowledge, research and Marketing by 2034 Strategies • Provision of training platforms to farmers 184 • Provision of marketing platforms Programme `Fisheries and livestock development Projects (specific Activities Farmers District Annual Years objectives) training center agricultural Construction of • Engagements with sub- 1 2 3 4 5 constructed office/Local farmers training and district structures, Authority research center 2027 Engagements with Construction Equipping Enrollments - WDCs, CBOs, sub district of the FTC of the FTC begin agricultural stakeholders, cooperatives District and • Engagements with Ministerial CDFC stakeholders • Engagements with Ministry of agriculture Construction of show • Engagements with sub- Engagements with Construction - - - Agricultural District Quarterly arena by 2025 district structures, sub district and of the show show arena agricultural WDCs, CBOs, District grounds constructed office/Local stakeholders Authority agricultural cooperatives • Engagements with CDFC Constitution of the • Engagements with 1 District Committee Committee Committee Committee District DDCC Quarterly District Marketing DDCC Marketing activities activities activities activities Marketing committee and • Committee Committee supporting its constituted constituted activities by 2024 Objective 4 - Enhance agricultural productivity by 2034 Strategies • Reduce dependence on rain fed agriculture • Reduce post-harvest losses • Promote conventional agricultural practices Program Agricultural development 185 Projects (specific Activities Years indicator Sources of Frequency objectives information 1 2 3 4 5 Construction of 53 • Engagements with 10 irrigation 10 10 10 irrigation 13 irrigation • Number of sites District Annual irrigation schemes traditional leaders schemes irrigation irrigation schemes schemes identified agricultural • Identification of sites schemes schemes • Number of office/Local Authority • Identification of cooperatives cooperatives to run the identified schemes • Number of • Identification of land and irrigation schemes processing of titles in the constructed local authority’s names • Construction of schemes Construction of 53 • Engagements with 10 fish 10 fish 10 fish 10 fish 13 fish • Number of sites District Annual fish schemes traditional leaders schemes schemes schemes schemes schemes identified agricultural • Identification of sites • Number of office/Local Authority • Identification of cooperatives cooperatives to run the identified schemes • Number of fish • Identification of land and schemes constructed processing of titles in the local authority’s names • Construction of fish schemes Establishment of • Engagements with 1 fingering 1 1 fingering - - • Number of fingering District Annual 3fingeling department of agriculture, center fingering center breeding centers fisheries and production centers department of fisheries and center constructed livestock (1 at FTC, 1 at office/Local livestock livestock breeding Authority Center, 1 privately run) by 2026 Procurement of 2 • Engagements with 1 tractor 1 tractor 2 - • Number of tractors, District Annual tractors, traditional leaders 1Planter 1Planter Groundnuts seed hoppers, agricultural 2 Planters, 2, • Engagements with 1 Boom 1 Boom Threshers combine harvester office/Local Boom sprayers,2 sprayer sprayer 2 Maize Authority agricultural cooperatives procured Disc plough, 1Disc Harrow 1Disc shelters 186 2 Disc Harrows 1Disc plough Harrow 2 Oil • Number of farmers 2 threshers for 1Disc expellers using mechanised soya beans plough 2 Soya equipment 2Groundnuts seed beans threshers hopers Threshers 2 oil expellers to be hired to cooperatives for mechanized agriculture by 2027 Construction of 8 • Engagements with 1 storage 2 storage 1 storage 2 storage 2 storage • Number of site District Annual grain bulking traditional leaders facility facilities facilities facilities facilities identified agricultural centers by 2028 • Identification of land • Number of grain office/Local Authority • Processing of titles in the bilking centers name of the local authority constructed • Construction of storage • Number of farmers facilities bulking maize Construction of 8 • Engagements with 1 cold storage 2 cold 1 cold 2 cold 2 cold • Number of sites District Annual cold storage traditional leaders facility storage storage storage storage identified agricultural facilities • Identification of land facility facility facility facility • Number of cold /livestock office/Local • Processing of titles in the storage facilities Authority name of the local authority constructed • Construction of storage • Number of farmers facilities storing cold items in the cold storages Objective 5- Enhance Fisheries and livestock productivity by 2034 Strategies • Reduce livestock disease burden • Provision of marketing platforms • Improve livestock breeds • Reduce post-harvest losses • Improve access to fingerlings 187 Programme 2 Enhance livestock productivity Construction of 6 • Engagements with sub- Years Indicator Source of Frequency livestock service centers district structures, WDCs, information from the existing 2 by CBOs, agricultural 1 5 • Number of District Annual 2034 sites identified fisheries cooperatives ngagements Construction Equipping Enrollments - • Number of and • Engagements with CDFC with sub of the FTC of the begin livestock • Engagements with district FTC livestock office/local Ministry of agriculture stakeholders, centers authority District and constructed Ministerial stakeholders Construction of 10 dip • Engagements with sub- 2 dip tanks 2 dip tanks 2 dip tanks 2 dip tanks 2 dip • Number of District Annual tanks from the existing district structures, WDCs, tanks sites identified fisheries 4 by 2027 CBOs, agricultural • Number of dip and livestock cooperatives tanks office/local • Engagements with CDFC constructed authority • Identification of sites • Construction of dip tanks • Processing of land titles Construction of 14 • Engagements with sub- 2 slaughter 3 slaughter 3 slaughter 3 slaughter 3 • Number of District fisheries Annual slaughter slabs one (1) district structures, WDCs, slabs slabs slabs slabs slaughter sites identified and livestock in each ward by 2034 CBOs, agricultural slabs • Number of office/local authority cooperatives slaughter slabs • Engagements with CDFC constructed • Identification of sites • Construction of dip tanks • Processing of land titles Construction of 15 • Engagements with sub- 3 dip tanks 3 dip tanks 3 dip tanks 3 dip tanks 3 dip • Number of District fisheries Annual small ruminant dip district structures, WDCs, tanks sites identified and livestock tanks by 2027 CBOs, agricultural • Number of dip office/local authority cooperatives tanks • Engagements with CDFC constructed • Identification of sites • Construction of dip tanks 188 • Processing of land titles Equipping of the • Procurement of Artificial - 1 1 1 1 • Number of District fisheries Annual livestock Breeding Insemination equipment sites identified and livestock Center by 2025 • Establishment of pasture • Number of office/local authority fields livestock • Procurement and multiplication construction of Handling centers facilities constructed • Engagements with CDFC • Processing of land titles Construction of 1 Goat • Engagements with sub- Stakeholder Construction Equipping of - - • Goat breeding District fisheries Annual Breeding and Marketing district structures, WDCs, Engagements of a goal the goat center and livestock Centre CBOs, agricultural breading breading constructed office/local center center authority cooperatives • Engagements with CDFC Objective 6- Enhance pomology horticulture productivity by 2027 Strategies • Provision of marketing platforms • Encourage value addition • Provision of Nurseries • PPP Program Horticulture development Projects Activities Years Establishment of • Engagements with sub- district structures, WDCs, 30ha. x 14 improved CBOs, agricultural 1 2 3 4 5 cooperatives • Number of sites District Annual • Engagements with CDFC identified agricultural Annual - 7 7 - - office/local • Engagements with Ministry plantations plantations • Number of plantations authority of agriculture established District • Engagements with NGOs, • Number of forestry office/ cooperating partners cooperatives identified local authority 189 • Engagements with Mango • 1 Seed development juice manufacturing center established companies • Identification of sites • Processing of titles • mango plantations by • Engagements with sub- 1 seed - - - - 1 Seed development center District Annual 2026Establishment of 1 district structures, WDCs, development established forestry office/ mango seed development CBOs, agricultural center local authority center cooperatives • Engagements with CDFC • Allocation of land in the Lunte Administrative Center • Engagements with Ministry of green economy Establishment of 30ha.x • Engagements with sub- - 7 7 - - • Number of sites District Annual 14 sugar cane plantations district structures, WDCs, plantations plantations identified agricultural by 2026 CBOs, agricultural • Number of plantations office/local authority cooperatives established • Engagements with CDFC • Number of • Engagements with NGOs, cooperatives identified cooperating partners • Identification of sites • Processing of titles • Engagements with Ministry of green economy • Engagements with sugar manufacturing companies • Objective 7- enhance forest development and forest related incomes by 2034 Strategies • Promote community led forest development • Enhance forestry benefits to communities 190 • Introduction of forest extension services • Enhance seedling accessibility Programme Forest resource development Projects (specific Activities objectives) Establishment of • Engagements with sub- Years 30hax14 timber district structures, WDCs, plantations for timber CBOs, 1 2 3 4 5 products by 2026 • Identification of - 7 plantations 7 plantations - - • Number of sites District forestry Annual cooperatives identified office/local • Engagements with CDFC • Number of authority • Engagements with forestry plantations department established • Engagements with NGOs, • Number of cooperating partners cooperatives • Engagements with ministry identified of green economy • Identification of sites • Processing of titles Establishment of a • Engagements with sub- 1 seed - - - - • 1 seed District forestry Annual forestry seed production district structures, WDCs, development development office/local center by 2024 CBOs, agricultural center center authority cooperatives established • Engagements with CDFC • Number of • Allocation of land in the seedlings Lunte Administrative produced and Center supplied to • Engagements with Ministry clients of green economy Establishment of 30ha. • Engagement with - 7 plantations 7 plantations - - • Number of sites District forestry Annual 14 community forestry traditional leaders identified office/local by 2026 • Engagements with sub- • Number of authority district structures, WDCs, plantations CBOs, agricultural established 191 cooperatives • Number of • Identification of sites cooperatives • Production of maps identified • Engagements with NGOs, • Number of cooperating partners community • Engagements with Ministry forestry of green economy established • Engagements with bio carbon partners Establishment of 14 • Engagement with 7 forest 7 forest - - - • Number of District Annual forestry camp. 1/ward traditional leaders camps camps camps forestry • Engagements with sub- established office/local authority district structures, WDCs, CBOs, agricultural cooperatives • Identification of camp sites • Production of maps • Engagements with NGOs, cooperating partners • Engagements with Ministry of green economy Establishment of 3 honey • Engagements with local - - 1 1 1 Number of honey District forestry Annual processing plants by cooperatives processing plants office/local 2028 established authority Deployment of 14 forest • Engagements with Ministry 7 officers 7 officers - - - Number of extension District forestry Annual site officers of green economy officers deployed office/local authority Construction of 14 forest • Engagements with Ministry 2 3 3 3 3 Number of houses District forestry Annual camp house of green economy constructed office/local • Engagements with sub- authority district structures Procurement 14 • Engagements with Ministry 2 3 3 3 3 Number of District forestry Annual motorbikes of green economy motorbikes procured office/local authority 192 Objective 8- Improve tourism contribution to the local economy by 2034 Strategies • Opening up of the existing tourism sites and creation of tourism products Programme Tourism development Project (specific objectives) Activities Years indicator Sources of Frequency information 1 2 3 4 5 Opening up of the Lunte • Upgrade of the Zachariah - 100 km - - - Number of kilometers Local Annual Administrative center by 2025 chanda - Lunte road to stretch upgraded Authority bituminous standard to upgraded connect Lunte to Mporokoso, Kasama and Luwingu Districts Opening up roads leading to 2 • Construction of 15km - 15 km - - - Number of kilometers Local Annual water falls in the District by road stretch (all weather road maintained Authority 2025 gravel road) stretch Leasing of 30 ha, land around • Engagement with 1 1 1 - Number of falls leased National Annual the falls to private developers traditional leaders Heritage/Local to create tourism products by • Engagements with authority 2027 national heritage • Engagements with sub- district structures, WDCs, CBOs, agricultural cooperatives • Identification of possible developers Planning and development of • Preparation of Ward 2 local area 3 local 3 local 3 local area 2 local area • Number of wards Local Annual village settlements by 2028 development plans plans area plans area plans plans under planning authority/ • Development and plans agreement WDC improvement of local • Number of Ward construction materials Development Plans • Greening of settlements established • Servicing of settlements • Number of land use plans produced • Enforcement of 193 building codes Table 43: objective 9- Enhance communication and movement of goods and services by 2034 Strategies • Enhance mobility • Provision of communication infrastructure • Equip the local authority to undertake routine road maintenance and crossing points Programme road and transport development Project (specific objectives) Activities Years Indicator Sources Of Frequency Information 1 2 3 4 5 Routine maintenance of Routine maintenance of 250 50 50 50 50 50 Number of KM Local Annual Roads KM Surface (asphalt) roads maintained authority Routine maintenance of 380 75 75 75 75 80 Number of KM Local Annual KM all weather gravel roads maintained authority `Routine maintenance of 170 35 35 35 35 30 Number of KM Local Annual KM earth roads maintained authority Construction of 56 crossing • Engagements with RDA 4 12 12 14 14 Number of bridges Local Annual points • Production of designs constructed authority • Production of BOQs and scope of works Procurement of road Procurement of 1 water - 1 - - - 1 water bowser procured Local Annual construction equipment bowser (20,000ltr) authority Procurement of a compactor - - 1 - - 1 compactor procured Local Annual authority Procurement of 2 tipper 1 - - - 1 Number of tipper tracks Local Annual trucks procured authority Procurement of a TLB 1 - - - - 1 TLB procured Local Annual authority Procurement of a low-bed - - - 1 - 1 low-bed procured Local Annual authority Procurement of an excavator - - - - 1 1 excavator procured Local Annual authority Procurement of industrial - - - 1 - 1 paver making plant Local Annual pavers machine procured authority 194 Procurement of a stone- - 1 - -- 1 stone crushing machine Local Annual crushing machine procured authority Maintenance of equipment 1 1 1 1 1 Number of towers Local Annual network upgrade authority Enhance communication Upgrade of 12 towers to 4G 3 3 3 2 2 Number of towers Local Annual installed authority Installation of 45 towers 9 9 9 9 9 1 paver making plant Local Annual procured authority Goal 2: To enhance human and social development Objective 1 - improve primary education services by 2034 Strategies • Provision of learning materials • Promotion of ICT in schools • Promote sports, talents identification and development • Enhance Production Unity productivity • Improve learning environment and quality of education • Improve staffing in primary schools • Provide adequate and quality staff accommodation • Provision of adequate staff accommodation Program Primary education development Project (specific Activities Years Indicator Sources Of Frequency objectives) Information 1 2 3 4 5 Reduce primary teacher Deployment of 183 teachers -183 - - - - Number of teachers DEBs/local Annual pupil ration from the teachers deployed authority current 1:70 to 1:45 by 2025 Ensure all teachers have Construction of 250 staff houses -50 staff 50 staff 50 staff 50 staff 50 staff Number of staff houses DEBs/local Annual adequate accommodation houses houses houses houses houses constructed authority by 2028 Reduce primary classroom Construction of 242 classroom 48 48 48 48 50 Number of Classroom DEBs/local Annual pupil ratio from 1:85 to spaces spaces constructed authority 1:45 by 2028 195 Reduce primary and Procurement of 6000 additional 1,200 1,200 1,200 1,200 1,200 • Number of desks DEBs/local Annual secondary school desk- desks by 2024 procured authority pupil ratio from the current 1:8 to 1:2 by 2024 Reduce primary book pupil Procurement of 11555 books by 3851 books 3851 books 3851 books 3851 books 3851 books • Number of books DEBs/local Annual ratio from current 1:2 to 2025 procured authority 1:1 by 2025 Introduce of ICT in 92 Construction and equipping of 18 labs 18 labs 18 labs 18 labs 20 labs • Number of DEBs/local Annual primary schools by 2028 92 computer labs computer labs authority constructed • Number of computer labs equipped Deployment of 92 ICT teachers 18 teachers 18 teachers 18 teachers 18 teachers 20 teachers Number of ICT teachers DEBs/local Annual deployed authority Enhancement of sport in Construction of 92 basketball 18 18 18 18 20 Number of basketball DEBs/local Annual 92 primary schools by courts by 2028 courts constructed authority 2028 netball courts, 18 18 18 18 20 Number of netball courts DEBs/local Annual constructed authority football pitch, 18 18 18 18 20 Number of football DEBs/local Annual pitches constructed authority volleyball courts, 18 18 18 18 20 Number of volleyball DEBs/local Annual courts constructed authority running tracks 18 18 18 18 20 Number of running DEBs/local Annual trucks constructed authority Enhance water and Construction of 480 water-borne 96 toilets 96 toilets 96 toilets 96 toilets 96 toilets Number of water borne DEBs/local Annual sanitation in 92 primary toilets by 2028 toilets constructed authority schools by 2028 Construction of 69 water 13 water 13 water 13 water 13 water 17 water Number of water borne DEBs/local Annual reticulation systems by 2028 schemes schemes schemes schemes schemes toilets constructed authority Objective 2- improve secondary school education services 196 Strategies • Provision of learning materials • Promotion of ICT in schools • Promote sports, talents identification and development • Enhance Production Unity productivity • Improve learning environment and quality of education • Improve staffing in secondary schools • Provide adequate and quality staff accommodation • Promote and improve science and mathematic • Provide adequate specialized teacher (mathematics, science, ICT, and technical drawing) Program Secondary education development Project (specific Activities Years indicator Sources of Frequency objectives) information 1 2 3 4 5 Reduce secondary Construction of 37 classroom 7 9 7 7 7 Number of classroom DEBs/local Annual classroom pupil ratio from spaces by 2028 spaces constructed authority the current 1:85 to 1:45 by 2028 Ensure all teachers have Construction of 190 staff houses 38 staff 38 staff 38 staff 38 staff 38 staff Number of staff houses DEBs/local Annual adequate accommodation houses houses houses houses houses constructed authority by 2028 Reduce secondary book Procurement of 2370 books by 474 books 474 books 474 books 474 books 474 books Number of books DEBs/local Annual pupil ratio from current 2025 procured authority 1:2 to 1:1 by 2025 Improve science in all Construction and equipping of 9 2 2 2 2 1 • Number of chemical DEBs/local Annual secondary schools by chemical and biology laboratories and biology authority 2028 for all the 9 un-serviced schools laboratories by 2028 constructed • Number of chemical and biology laboratories equipped Introduce of ICT in 92 Construction and equipping of 10 2 labs 2 labs 2 labs 2 labs 2 labs • Number of ICT labs DEBs/local Annual secondary schools by computer labs constructed authority 2028 • Number of ICT labs equipped 197 Deployment of 20 ICT teachers 4 teachers 4 teachers 4 teachers 4 teachers 4 teachers • Number of ICT DEBs/local Annual teachers deployed authority Enhancement of sport in Construction of 12 basketball 2 2 2 3 3 • Number of DEBs/local Annual 12 secondary schools by courts by 2028 basketball courts authority 2028 constructed Construction of 12 netball courts, 2 2 2 3 3 • Number of netball DEBs/local Annual courts constructed authority Construction of 12 football pitch, 2 2 2 3 3 • Number of football DEBs/local Annual pitches constructed authority Construction of 12 volleyball 2 2 2 3 3 • Number of volleyball DEBs/local Annual courts, courts constructed authority Construction of 12 running tracks 2 2 2 3 3 • Number of running DEBs/local Annual tracks constructed authority Deployment of 24 trained sport 6 6 6 6 - • Number of sports DEBs/local Annual teachers by 2025 two (2) at each teachers deployed authority secondary school by 2025 Enhance water and Construction of 915 water-borne 183 toilets 183 toilets 183 toilets 183 toilets 183 toilets • Number of water DEBs/local Annual sanitation in secondary toilets by 2028 borne toilets authority schools by 2028 constructed Construction of 10 water 2 2 2 2 2 • Number of DEBs/local Annual reticulation systems by 2028 commercial water authority schemes installed Enhance production in Construction of 24 fish ponds 5 5 5 5 4 • Number of fish DEBs/local Annual secondary schools and ponds constructed authority attain sustainability to • Number of fish improve maintenance services and general ponds stoked with nutrition by 2034 fish and functioning Construction and stoking of 12 2 2 2 3 3 • Number of cattle DEBs/local Annual cattle crawls craws constructed authority • Number of cattle heads domesticated Establishment of 2ha.x 12 2 2 2 3 3 • Number of irrigation DEBs/local Annual irrigation schemes by 2028 schemes constructed authority 198 Deployment of 24 agriculture 6 6 - - - • Number of DEBs/local Annual science teachers by 2025 agricultural science authority teachers deployed Establishment of at 10ha. X12 2 2 2 3 3 • Number of timber DEBs/local Annual timber plantation by 2028 plantations authority established Reduce incidences of Construction of 1 boarding - - 1 boarding - - • Boarding school DEBs/local Annual pregnancies in schools by school by 2026 school constructed authority enhancing girl child security Construction of girls' weekly 1 1 1 1 2 • Number of weekly DEBs/local Annual boarding facilities at 6-day boarding facilities authority schools by 2028 constructed Improve hours of study in Connection of 6 schools to 1 1 1 1 2 • Number of schools DEBs/local Annual schools by 2028 electricity by 2028 connected to hydro authority electricity Objective 3- Enhance access to education for people with special needs 2028 Strategies • Provision of special facilities • Mapping of people with special needs in the District • Provision of special education teachers Program • Education development Project (specific Activities Years Indicator Sources Of Frequency objectives) Information 1 2 3 4 5 199 • Engagements with sub- Stakeholder 1 school - - - • Land allocated DEBs/local Annual district structures, WDCs, engagemen done • 1 special primary authority Construction of 1 special ts/design CBOs, school constructed primary school by 2025 and BOQs (inclusive of boarding • Engagements with facilities) traditional leaders • Engagements with Ministry of Education • Engagements with NGOs • Identification of site • Mapping of children with special needs • Construction of 1 special • Engagements with sub- - 1 school Stakeholder 1 school - • Land allocated DEBs/local Annual secondary school by district structures, WDCs, done engagemen done 1 special secondary authority 2027 (inclusive of CBOs, ts/design school constructed boarding facilities) and BOQs • Engagements with traditional leaders • Engagements with Ministry of education • Engagements with NGOs • Identification of site • Mapping of children with special needs Objective 4 –promote and improve access to tertiary education by 2034 Strategies • Provision of skills development institutions • Provision of tertiary education institutions program Tertiary Education development Project (specific Activities Years Indicator Sources Of Frequency objectives) Information 1 2 3 4 5 Construction of 1(one) • Engagement with Engagements Construction Acquisition of - - • Allocation of Local authority Annual skills training Center in traditional leaders with and equipping the TAVET land the township by 2026 • Engagements with sub- stakeholders of the school license • 1 skills /enrollments development center district structures, 200 WDCs, CBOs, constructed agricultural cooperatives • Identification of camp sites • Production of maps • Engagements with NGOs, cooperating partner • Engagements with Tavet Construction of 1 • Engagement with Engagements Construction Acquisition of - - • 1 nursing school DHO/local Annual nursing school in the traditional leaders with and equipping the license constructed authority Lunte township by 2027 • Engagements with sub- stakeholders of the school /enrollments district structures, WDCs, CBOs, • Engagements with HPCZ • Engagements with NGOs, cooperating partner Objective 5- provision of community led water infrastructure for sustainable water supply by 2034 Strategies • Conduct routine borehole maintenance • Conduct routine water quality testing and analysis • Capacitate sub-district structures in borehole maintenance • Provision of affordable water scheme spare parts • Provision of water infrastructure in areas of need Programme Water development Project (specific Activities Years Indicator Sources Of Frequency objectives) Information 1 2 3 4 5 201 Upgrading of 52 hand • Engagements with sub-district 17 17 18 - - • Number of hand Local authority Annual pumps to solar- structures, WDCs, CBOs, pumps powered pumps by • Assessments upgraded 2026 Equipping of 1 • Identification of site 1 SOMAP SHOP - - - - • Number of Local authority Annual SOMAP shop by 2024 • Tendering SOMAPs constructed Identification and • Engagements with sub-district 42 APMS - - - - • Number of Area Local authority Annual training of 42 area structures, WDCs, CBOs, Pump Menders pump menders by 2024 • Engagements with traditional identified and authorities trained • Identification of volunteers Constitution of 82 • Engagements with sub-district 82 VWASH - - - - • Number of Local authority Annual VWASH Committees structures, WDCs, CBOs, VWASHE by 2024 • Engagements with traditional committiees authorities • Identification of volunteers Installation of 82 water • Engagements with sub-district 16 16 16 16 18 • Number of Local authority Annual schemes to supply structures, WDCs, CBOs, water schemes water in villages by • Engagements with traditional installed 2028 authorities • Identification • Identification of site • Siting • Construction of 1 dam • Engagements with sub-district Engagements with -1 dam - - - • Number of dam Local authority Annual to supply water to the structures, WDCs, CBOs, stakeholders/produ constructed Lunte Administrative • Engagements with traditional ction of reports and Center by 2025 BOQs authorities • Siting • Assessments 202 Objective 6- attain ODF in the 3 chiefdoms of the District by 2025 Strategies • Implementation of CLTS in the three chiefdoms • Provision of waterborne toilets in public institutions and places. Program • Sanitation development • Provision of water borne toilets in public places and institutions Project (specific Activities Years Indicator Sources Of Frequency objectives) Information 1 2 3 4 5 Attain ODF in the IDP • Engagements with sub-district 1 chiefdom 1 chiefdom 1 chiefdom - - • Number of Local authority Annual Area in the 3 Chiefdoms structures, WDCs, CBOs, chiefdoms (Mukupa kaoma, • Engagements with traditional declared ODF Chotoshi and Shibwalya Kapila) by 2027 authorities • Identification of community champions • Formation and training of SAGs • Coordination with EHTs • Trainings and community meetings • Triggering • Monitoring Objective 7- improve access to good sanitation services for PWD by 2034 Strategies • Promotion of user-friendly sanitation facilities for PWD • Improve hygiene in facilities used by PWD Program Sanitation development Project (specific Activities Years Indicator Sources of information Frequency objectives) 1 2 3 4 5 203 Attain 100% separate • Engagements with sub-district Mapping Meetings Meetings Meetings Meetings • Number of Local authority Annual sanitation facilities for structures, WDCs, CBOs, of PWD PWD with special villages with PWD • Engagements with traditional toilet authorities • Engagements with the PWD for needs assessment • Engagements with NGOs • Mapping of PWDs residents Objective 8- improve health care and access to health services by 2025 Strategies • Provision of secondary medical services • Provision of adequate energy in health facilities • Reduce maternity referrals • Improve inpatient services • Provision of laboratory services • Improve drug storage in all health facilities • Improve medical waste management • Improve sanitation in health centers • Reduce medical personnel to patient ratio • Provide efficient ambulance services • Improve mobility Program Health care promotion Project (specific Activities Indicator Sources Of Frequency Years objectives) Information 1 2 3 4 5 Construction and • Engagements with sub-district Engagements 1 level - - - • Number of Local authority Annual equipping of a level one structures, WDCs, CBOs, with stakeholders hospital Hospitals hospital in the Lunte • Engagements with the PWD and tendering constructed Township by 2025 for needs assessment • Engagements with NGO • Production of designs 204 Upgrade of Shibwalya • Engagements with sub-district - - - 1 Mini - • Shibwalya kapila Local authority Annual kapila RHC to a mini- structures, WDCs, CBOs, RHC upgraded to hospital • Engagements with the PWD a mini hospital for needs assessment • Engagements with NGO • Production of designs Construction and • Engagements with sub-district 3 annexes 4 annexes 3 annexes 4 annexes 5 annexes • Number of DHO/Local Annual equipping of 19 structures, WDCs, CBOs, annexes authority maternity annexes by • Engagements with the PWD constructed 2028 for needs assessment • Engagements with NGO • Production of designs • Construction and • Engagements with sub-district 2 2 2 2 2 • Number of DHO/Local Annual equipping of 10 clinical structures, WDCs, CBOs, laboratories authority laboratories by 2028 • Engagements with the PWD constructed and for needs assessment equipped • Engagements with NGO • Production of designs • Construction of 23 • Engagements with sub-district 13 wards 13 wards 13 wards 13 wards 13 wards • Number of wards DHO/Local Annual male, 23 female and 23 structures, WDCs, CBOs, constructed and authority children’s Wards by • Engagements with the PWD furnished 2027 for needs assessment • Siting • Engagements with NGO • Production of designs • Construction and • Engagements with sub-district 3 3 4 4 4 • Number of DHO/Local Annual equiping of 18 structures, WDCs, CBOs, Voluntary authority Voluntary Medical • Engagements with the PWD medical male Male Circumcision sites for needs assessment circumcision • Siting sites established • Engagements with NGO 205 • Production of designs Connection of 21 health • Engagements with sub-district 4 4 4 4 5 • Number of health DHO/Local Annual centers to power by structures, WDCs, CBOs, centers connected authority 2028 • Engagements with the PWD to electricity for needs assessment • Siting • Engagements with NGO • Production of designs Construction of 23 • Engagements with sub-district 4 4 4 5 6 • Number of DHO/Local Annual pharmacies one (1) at structures, WDCs, CBOs, pharmacies authority each facility • Engagements with the PWD construted for needs assessment • Siting • Engagements with NGO • Production of designs Construction and • Siting 3 3 3 3 3 • Number of DHO/Local Annual equipping of 15 • Tendering incinerators authority incinerators • Monitoring constructed and equipped Construction of 44 • Siting 8 8 8 10 10 • Number of DHO/Local Annual water borne ablution • Tendering ablution blocks authority blocks • Monitoring constructed Enhance medical Deployment of 1 medical specialist 1 - - - - • 1 medical DHO/Local Annual personnel by 2024 specialist authority deployed Deployment of 2 medical doctors by 2 - - - - • Number of DHO/Local Annual 2024 medical doctors authority deployed Deployment of 13 clinical officers 3 3 3 3 1 • Number of DHO/Local Annual by 2028 clinical officers authority deployed Deployment of 25 pharmacy 10 10 5 - - • Number of DHO/Local Annual technologist by 2025 pharmacists authority deployed 206 Deployment of 2 dental 2 - - - - • Number of DHO/Local Annual technologists by 2025 dentists deployed authority Deployment of 2 radiographers by 2 - - - - • Number of DHO/Local Annual 2025 radiographers authority deployed Deployment of 1 Laboratory 1 - - - - • Number of DHO/Local Annual Technologist by 2025 laboratory authority technologist deployed Deployment of 16 Environmental 10 6 - - - • Number of EHTs DHO/Local Annual technologists by 2025 deployed authority Deployment of 16 Counsellors by 10 6 - - - • Number of DHO/Local Annual 2025 councilors authority deployed Deployment of 23 Midwives by 10 10 3 - - • Number of DHO/Local Annual 2026 midwifery authority deployed Deployment of 1 Biomedical 1 - - -- - • 1 biomedical DHO/Local Annual Scientist by 2024 scientist authority deployed Deployment of 21 Clerks by 2025 10 11 - - - • number of clerks DHO/Local Annual deployed authority Deployment of 23 Potters by 2025 12 11 - - - • Number of DHO/Local Annual potters deployed authority Deployment of 2 drivers by 2025 1 1 - -- - • Number of DHO/Local Annual drivers deployed authority Procurement of 2 life Tendering 1 1 - - - • Number of DHO/Local Annual serving ambulances to ambulances authority be stationed at DHO by procured 2025 Procurement of 2 utility Tendering 1 1 - - - • Number of utility DHO/Local Annual vehicles to be stationed vehicles procured authority at DHO by 2025 207 Eliminate malaria by Conduct 30 500 cases 300 cases 200 cases 100 cases 0 cases • Number of cases DHO/Local Annual 2023 from 581 to 0 Orientation/sensitization campaigns recorded authority cases by 2028 of WDCs, traditional leadership on IRS services and other vectors associated with IRS to reduce refusal rate by 100% 2025 • Improve attendance to another vector before or during and after IRS • Active ICCM Goal 3- Enhance Environmental Sustainability Objective 1 – Enhance land use management to safeguard the ecosystem by 2034 Strategies • Introduction of land use planning in customary areas of the District • Entering into planning agreement with traditional authorities for customary lands of the IDP area Program Climate change mitigation and adaptation Project (specific Activities Years Indicator Sources Of Frequency objectives) Information 1 2 3 4 5 Capacitate the Procurement of a Deferential GPS 1 - - - - • Deferential GPS procured Local authority Annual planning department by 2024 and dumpy level to carry out land Procurement of QGIS license by 1 - - - - • QGIS license procured Local authority Annual use/local area 2024 planning functions by Procurement of an A0 color plotter - 1 - - - • A0 plotter procured Local authority Annual 2024 by 2025 Procurement of a drone by 2025 - 1 - - - • 1 drawn procured Local authority Annual Declaration of Lunte town Council - Declared - - - • Lunte Town Council Local authority Annual a planning authority by 2025 planning declared planning authority authority Procurement of a vehicle for 1 - - - - • 1 vehicle procured Local authority Annual planning functions Put all 14 wards • Sensitization campaigns 14 - - - • Number of planning Local authority Annual under planning • Engagements with traditional agreements made agreement between leaders the local authority 208 and traditional • Engagements with sub-district authorities by 2024 structures, WDCs, CBOs, • Engagements with the PWD for needs assessment • Siting • Preparation of boundary maps • Approvals • Preparation of 14 • Sensitization campaigns 3 3 3 3 2 • Number of local area plans Local authority Annual ward local area plans, • Engagements with traditional formulated for protection of leaders natural resources, settlement • Engagements with sub-district management and structures, WDCs, CBOs, other social economic • Engagements with the needs PWD/marginalized for needs assessment • Siting • Preparation of plans • Approvals • Establishment of bye laws and customary laws gazette at least 30,000 • Sensitization campaigns 1 - - - - • Number of hectors gazette Local authority Annual hectors of land as a • Engagements with traditional national forest in leaders Lunte district by 2024 • Engagements with sub-district structures, WDCs, CBOs, • for needs assessment • preparation of boundary maps • recommendation to Ministry of lands • Approvals Empower at least 40 • Sensitization campaigns 8 8 8 8 8 • Number of cooperatives Local authority Annual cooperatives to • Engagements with traditional empowered engage in honey leaders • Number of cooperatives production/processing 209 for sustainable forest • Engagements with sub-district involved in honey resource management structures, WDCs, CBOs, production and processing of the gazette forest • Engagements with the by 2028 marginalized for needs assessments • Identification of cooperatives • Capacitate 14 WDCs • Capacity building workshops 7 7 - - - • Number of WDC trained Local authority Annual in land use planning • Formation of planning sub- and control and committees of the WDC public health for effective • Monitoring of planning enforcements of the committee activities local area plans by 2025 Objective 2- Improve livelihood through sustainable waste management practices by 2034 Strategies • Promote settlement concentration • Behavioral change campaigns • Make waste management a source of livelihood • Capacitate the Local authority to undertake planning controls Program Climate change mitigation and adaptation Project (specific Activities Years indicator Sources of Frequency objectives) information 1 2 3 4 5 Establishment of an • Siting - 1 landfill - - - • Engineered landfill Local authority Annual engineered landfill • Preparation of an EPB established and equipping by • approvals 2025 210 Attain 50% • Sensitization campaigns 10% 20% 30% 40% 50% • Number of Local authority Quarterly households sorting • Engagements with traditional households sorting waste by 2028 leaders waste at source • Engagements with sub-district structures, WDCs, CBOs, • Procurement of waste separation plastics Attain 6 cooperatives • Sensitization campaigns - - - 3 3 • Number of bio gas Local authority Annual to be involved in bio- • Engagements with traditional plants established gas and liquid leaders • Number of fertilizer production by 2028 • Engagements with sub-district cooperatives structures, WDCs, CBOs, involved in bio-gas • Engagements with the production marginalized for needs assessment • Running of adverts • Identification of cooperatives • Setting up bio-gas plants Goal 4: Create a conducive governance environment for a diversified economy Objective 1 - Promote local involvement in Decision making Strategies • Enhance local capacity • Establishment of sub-district structures • Support WDCs operations Program Decentralization Project (specific Activities Years Indicator Sources Of Frequency objectives) Information 1 2 3 4 5 Formation of 14 • Sensitization campaigns 14 WDCs - 14 - - • Number of WDCs Local authority Annual WDCs by 2024 • Engagements with traditional formed leaders • Engagements CBOs, 211 • Engagements with the marginalized to increase their involvement • Registration of voters • Nominations • Conducting elections • Identification of X officials • Election of the executive Conduct 70 capacity • Transport 14 14 14 14 14 • Number of WDC Local authority Annual building trainings for • Identification of venues capacity building WDCs • Preparation of training manuals trainings conducted • Constitution of the • Engagements with the Area MP 1 - - - - • CDFC constituted Local authority Annual CDFC by 2024 • Conducting elections for 2 councilors Objective 2 - Improve security service coverage from one (1) ward to all fourteen (14) wards by 2023 Strategies • Improve mobility • Provision of specialized security services • Introduction of fire and rescue services in the district • Improve staffing and staff accommodation Program Social security promotion Project (specific Activities Years indicator Sources of Frequency objectives) information 1 2 3 4 5 Construction of a • Engagements with Ministry of Engagements 1 - • 1 police station Local authority Annual police station and home affairs and land Police station constructed 20 housing unit in • Allocation of land to Ministry allocation plus 20 houses the Lunte Township by 2025 of home affairs 212 Construction of 5 • Engagements with traditional 1 police post 1 police post 1 1 police 1 police • Number sites Local authority Annual police posts by leaders police post post identified 2028 • Engagements with CBOs, post • Number of police WDCs posts constructed • Identification of sites • Number of police • Tendering posts operational • Procurement of 3 • Engagements with Ministry of 1 1 1 - - Number of utility vehicles Local authority Annual utility vehicles by home affairs procured 2027 Procurement of 16 • Engagements with Ministry of 3 3 3 3 4 Number of motor bikes Local authority Annual motorbikes by 2028 home affairs procured Improve staffing by • Engagements with Ministry of 8 8 - - - Number of officers Local authority Annual deployment of 16 home affairs deployed police officers by 2025 Improve staff • Engagements with Ministry of 4 4 4 4 4 Number of staff houses Local authority Annual accommodation by home affairs constructed construction of 20 staff houses by 2027 Construction of a • Engagements with ministry of - - - 1 fire - Fire and rescue center Local authority Annual fire and rescue local government station constructed station in the Lunte Township by 2027 Procurement of an • Engagements with ministry of - - - 1 - Fire and rescue ambulance Local authority Annual equipped local government ambulance procured ambulance by 2027 213 Procurement of a • Lobby from ministry of local - - - - 1 fire Fire tender procured Local authority Annual fire truck government tender Deployment of 6 • Lobby from local government - - - - 6 fire Number of fire fighters Local authority Annual fire officers by service commission officers deployed 2028 Objective 3 - Improve access to Justice and correctional services by 2034 • Reduce cost of access to justice Strategies • Introduction of correctional services in the IDP area Program Enhance access to justice Project (specific Activities Years indicator Sources of Frequency objectives) information 1 2 3 4 5 Construction of a • Engagements with Ministry - 1 - - - Number of strategic plans Local authority Annual magistrate court in the of home justice formulated Lunte Township by 2025 Construction of a • Lobby from ministry of - - - 1 - Number of HIV/Gender Local authority Annual correctional facility home affairs correctional work policy formulated with 6 staff houses in • Allocation of land for facility the Lunte correctional services Township by 2027 Objective 4 - Enhance departmental outputs for attainment of district developmental objectives and strategies by 2024 Strategies • Strengthen DDCC subcommittees 214 • Formulation of departmental strategic plans • Enhance collaboration with external stakeholders Program Strategic planning Project (specific Activities Years Indicator Sources Of Frequency objectives) Information 1 2 3 4 5 Formulation of 11 • Capacity building 5 strategic 5 strategic - - - Number of strategic plans Local authority Annual departmental strategic workshops plans plans formulated plans drawn from the • Preparation of manuals IDP (all department to have individual • strategic plans by 2025 Formulation of 11 • Capacity building - - 11 - - Number of HIV/Gender work Local authority Annual HIV/Gender work workshops policy formulated place policy by 2026 • Preparation of manuals Strengthen Hold 60 economic 12 12 12 12 12 number of sub-committee Local authority Annual coordination by diversification and job creation meetings held strengthening DDCC sub-committee meetings by subcommittee 2028 Hold 60 Human and social 12 12 12 12 12 number of sub-committee Local authority Annual development sub-committee meetings held meetings by 2028 Hold 60 environmental 12 12 12 12 12 number of sub-committee Local authority Annual sustainability sub-committee meetings held meetings by 2028 Hold 60 conducive governance 12 12 12 12 12 number of sub-committee Local authority Annual for a diversified economy sub- meetings held committee meetings by 2028 Hold 120 District Marketing 24 24 24 24 24 number of sub-committee Local authority Annual committee meetings by 2028 meetings held and support its activities Formation of the IDP Hold 60 meetings by 2028 12 12 12 12 12 number of meetings held Local authority Annual Implementation monitoring Team and Production of 4 monitoring - 1 1 1 1 Number of monitoring reports Local authority Annual supporting its reports by 2028 produced functions Conduct one review of the IDP - - - - 1 Review of the IDP conducted Local authority Annual by 2028 215