EWSC STRATEGIC PLAN 22

STRATEGIC

PLAN

EASTERN WATER AND
SANITATION COMPANY L T D

2021 - 2025



FOREWORD BY THE
CHAIRPERSON

I am delighted on behalf of the Board of
Directors for Eastern Water and Sanitation

Company (EWSC) to present the 2021 to
2025 Strategic Plan.The plan has been

formulated against a background of global
and national events that directly and

indirectly impact our operations therefore
necessitating a response.

The formation of the new Ministry of Water Development, Sanitation

1 and Environmental Protection (MWDSEP) which has overarching
oversight for all water supply, water resource management, sanitation
and environmental management issues;

2 The realignment (and therefore expansion) of the water supply and
sanitation service delivery mandate so as to include full-service
provision for currently classified rural area “growth points”; and

The passing of the national Water Supply and Sanitation Policy in which

3 deliberate recognition has been given to sanitation services as
opposed to the former which mainly emphasized water supply and
water resource management.

All these actions are no doubt aimed at substantially “accelerating universal
access to clean and safe water and adequate sanitation for all in Zambia”.

From an operational point therefore, there must be a ship” which brings to bear many benefits to EWSC as
corporate level broad consensus nurtured primarily a public service provider.
amongst the entire EWSC workforce and to a lesser May I in conclusion tender on behalf of the Board of
extent our stakeholders which reminds us all that, Directors our fullest appreciation to the entire
much will be demanded for EWSC to realize the management and general workforce of EWSC for
much-desired improvements. We must also ensure their input during the development of this plan. We
that key service delivery “good practice” hallmarks are confident that with this strong level of input there
such as inclusivity, equality, operational sustainabili- will be continual adherence and reference to the
ty, capacity development and a strong level of adher- stated objectives and actions. Finally, special whole-
ence to sound environmental management practic- hearted mention and gratitude goes to the Govern-
es are conspicuously evident at all times without ment of Zambia, the various local authority share-
exception. These will ensure that all existing and holders, the statutory regulatory authorities and our
potential customers develop “a deep sense of owner- esteemed customers at large who all in unison have
enabled EWSC to be the responsible institution for
water supply and sanitation service provision.

Thank you,

Mwerwa K. Tembo
Board Chairperson
Eastern Water and Sanitation Company Limited

1

Contents

List of Figures ...................................................................................................................................................iii
List of Tables .....................................................................................................................................................iii
Acronyms ...........................................................................................................................................................iv
Glossary of Key Terms......................................................................................................................................v
Foreword by the Chairperson..........................................................................................................................vi
The Board of Directors....................................................................................................................................viii
Overview by the Managing Director............................................................................................................... ix
The Senior Management Team...................................................................................................................... x
CHAPTER ONE INTRODUCTION.....................................................................................................................1
1.1 Background ..................................................................................................................................................1
1.2 Eastern Water and Sanitation Company Limited..................................................................................3
1.2.1 Governance Structure .............................................................................................................................3
1.3 The Strategic Plan ......................................................................................................................................4
1.4 The Business Plan.......................................................................................................................................6
1.5 The National Planning Framework...........................................................................................................7
CHAPTER TWO THE REVIEW OF THE 2018-2020 STRATEGIC PLAN
2.1 Overview and Rationale..............................................................................................................................9
2.1.1 The Vision Statement..............................................................................................................................9
2.1.2 The Mission Statement...........................................................................................................................9
2.1.3 The Core Values .....................................................................................................................................10
2.1.4 The Strategic Objectives.......................................................................................................................10
2.2 Overall Performance Review ..................................................................................................................10
2.2.1 Water Supply Service Coverage .........................................................................................................10
2.2.2 Sanitation Coverage...............................................................................................................................11
2.2.3 Operations and Maintenance Costs...................................................................................................12
2.2.4 Hours of Supply......................................................................................................................................13
2.2.5 Non-Revenue Water .............................................................................................................................14
2.2.6 Water Standards Compliance ............................................................................................................15
2.2.7 Metering Ratio .......................................................................................................................................16
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2.2.9 General Overview ..................................................................................................................................17
CHAPTER THREE SITUATIONAL ANALYSIS..............................................................................................18
3.1 The SWOT Analysis..................................................................................................................................18
3.2 The PESTEL Analysis...............................................................................................................................19
3.3 Stakeholder Analysis................................................................................................................................21
3.4 Overview ....................................................................................................................................................24
CHAPTER FOUR THE STRATEGIC PLAN 2021 – 2025 ..........................................................................25
4.1 Introduction ..............................................................................................................................................25
4.2 The Vision Statement..............................................................................................................................25
4.3 The Mission Statement...........................................................................................................................25
4.4 EWSC Core Values...................................................................................................................................25
4.5 The Strategic Objectives .........................................................................................................................26
4.6 Governance Structure..............................................................................................................................28
4.7 Risk Analysis..............................................................................................................................................30
4.8 Resource Requirements..........................................................................................................................30
4.9 Monitoring and Evaluation .....................................................................................................................32
4.10 Way Forward...........................................................................................................................................33
APPENDICIES .................................................................................................................................................34
REFERENCES ..................................................................................................................................................50

2

List of Figures

Figure 1: The delegated mandate for water and sanitation services in Zambia .................................................2
Figure 2: The Board and its Committees –..................................................................................................................3
Figure 3: The Organizational Structure.........................................................................................................................4
Figure 4: Development Process Diagram of the Strategic Plan 2021 to 2025.....................................................5
Figure 5: The Relationship between the Strategic Plan and the Annual Business Plans....................................6
Figure 6: Percentage Changes in Water Service Coverage Levels, 2017-20........................................................11
Figure 7: Percentage Change in Sanitation Service Coverage, 2017-2020 .........................................................12
Figure 8: Percentage of O&M Costs Covered by Collections, 2017-20.................................................................12
Figure 9: Average Hours of Water Service Supply, 2017-20....................................................................................13
Figure 10: Non-Revenue Water, 2017-20........................................................................................................................14
Figure 11: Water Quality Compliance Eastern Water and Sanitation Company ....................................................15
Figure 12: Metering Ratio levels 2017-20.......................................................................................................................16
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Figure 14: A defective water distribution pipe .............................................................................................................24
Figure 15: Residents of Chanida Border area of Chadiza district drawing water at an EWSC Kiosk.
.................................................................................................................
Figure 16: Laying of pipe at customers premises ....................................
Figure 17: An elevated water tank..................................................................................................................................27
Figure 18: The Sector Organizational Framework for EWSC ...................................................................................28
Figure 19: The EWSC Governance Structure...............................................................................................................29
Figure 20: Resource Distribution for the Strategic Plan. ...........................................................................................31
Figure 21: Resource Apportionment for the Strategic Objectives...........................................................................32

List of Tables

Table 1: SWOT Analysis.....................................................................................................................................................18
Table 2: The PESTEL Analysis .........................................................................................................................................20
Table 3: The Stakeholder Analysis ..................................................................................................................................21
Table 4: The Stakeholder Power-Interest Matrix...........................................................................................................23
Table 5: The Core Values and Narrations ......................................................................................................................25
Table 6: The Strategic Objectives and Sub-Objectives.................................................................................................26
Table 7: EWSC Risk Analysis and Mitigation Measures. ............................................................................................30
Table 8: Estimated Resource Requirements 2021-2025.............................................................................................31
Table 9: Monitoring and Evaluation Logical Framework Format for the Strategic Objectives.............................32

Acronyms O and M Operation and Maintenance
SDG Sustainable Development Goals
AGM Annual General Meeting SWOT Strengths, Weaknesses, Opportunities and Threats
WARMA Water Resources Management Authority
COVID-19 Corona Virus Disease 2019 WASH Water Sanitation and Hygiene
WATSAN Water Supply and Sanitation
CU Commercial Utility WRD Water Resources Development
WRM Water Resources Management
EWSC Eastern Water and Sanitation Company Ltd ZABS Zambia Bureau of Standards
ZEMA Zambia Environmental Management Agency
GRZ Government of the Republic of Zambia ZESCO Zambia Electricity Supply Corporation
ZPPA Zambia Public Procurement Authority
LA Local Authority

NWASCO National Water Supply and Sanitation Council

NWP National Water Policy

NWSSP National Water Supply and Sanitation Policy

PESTEL Political, Economic, Social, Technological, Environmental

and Legal

3

Glossary of Key Terms An organization established under the Water Supply
and Sanitation Act No 28 of 1997 that owns and
Commercial Utility operates infrastructure used for public water supply
and sanitation services provision within a prescribed
Local Authority municipal jurisdiction (service area)

Council established under the Local Government
Act

Non-Revenue Water Volume of water produced by a commercial utility
Off-Site Sanitation that does not generate any revenue despite it being
inputted into the public water network system

Sanitation systems in which excreta are collected
from individual households, institutions, industries and
public facilities and thereafter transported, treated
and safely disposed into the environment through a
sewage network.

On-Site Sanitation Sanitation system in which the treatment of human
excreta (sewage) takes place where it is generated.

Sanitation Service Sewage collection, excluding untreated toxic waste
Service Coverage and storm water, from residential, commercial or
Water Supply industrial sources; andthe treatment and disposal of
wastewater in accordance with set regulatory
standards

The proportion of the population serviced with water
supply and sanitation services within a prescribed
service area

The abstraction, treatment, transmission, storage
and distribution of water for domestic, commercial
and industrial use

4

OVERVIEW BY THE
MANAGING DIRECTOR

The plan also draws from the pronouncements and Public water supply and sanitation service provision
guidelines in the current national policy framework remains at the core of human socio-economic devel-
for the water supply and sanitation sector compris- opment due to the impossibility of normal human
ing the National Water Policy of 2020, the Vision activitywithout it. Despite the continual rapid chang-
2030 and the 7thNational Development Plan and the es experienced in the water supply and sanitation
United Nations proclaimed Sustainable Development sector business environment, Eastern Water and
Goals which serve as a global blueprint aimed at Sanitation Company Limited has maintained a
enhancing mankinds livelihood through enhanced rigorously focused stance and commitment to
provision and sustainability of critical services such ensure that the living standards of all its customers
as water supply and sanitation. It is envisaged that are uplifted through exceptional provision of safe,
with this long-term strategic approach and focus, adequate, affordable and environmentally friendly
water supply and sanitation services. Since incep-
tion, as the company has progressively grown its
customer base, there has been a deliberate policy of
equity and inclusivity whereby the needs of the very
poor and vulnerable are purposively taken care of.
However, the ever-prevalent challenge of poor and
inadequate infrastructure remains an impediment
that needs urgent strategic redress. It is in this vein
that this strategic plan spanning the period 2021 to
2025 has been developed. It is anchored on six key
strategic objectives that are all linked to he identified
priority growth areas namely:

Good corporate governance;
Excellence in service delivery;
Continual growth and expansion;
Financial viability;
Capacity development to meet the statutory mandate; and
Adherence to environmentally friendly practices.

EWSC will be better positioned to continually provide
ever-improving water and sanitation services to its
entire customer base in strict adherence to the
various regulatory standards and controls as set by
the statutory regulatory bodies.

Eng.Aaron Mulinda
Managing Director
Eastern Water and Sanitation Company Limited

5

The Senior Management Team

Eng. Aaron Mulinda Eng. December M. Banda
Managing Director Technical Manager
BEng, MEIZ, REng

Mr. Moses Nsunge Mrs. Charity P. Bweupe
Bachelor Mass Com, Human Resource and

MZAPRA Administration
Public Relations O cer

Chisanga

Mr. Richard Nonde Ms. Gloria Chabu
BAcc, ACCA Procurment and Supplies

Finance Manager

ENOCK PHIRI IA

6

1.1 Background The Zambian Government in the early 1990s had
effected a wide scalereformation of the water
Public water supply and sanitation service delivery sector which culminated in the passing of the
in Zambia sits as one of the most critical areas then National Water Policy (NWP) in 1994. One
required to uplift the general welfare of the populace prominent pronouncement was that of enabling
at large. Special attention has been given to the local authorities to establish Commercial Utilities
general organization of the sector to assure a high who would assume the delegated mandate for
NGXGN QH GHƒEKGPE[ CPF GHHGEVKXGPGUU 6JG TGURQPUK- urban water supply and sanitation service
bility of urban area water supply and sanitation provision. The Water Supply and Sanitation Act
services is primarily vested in Local Authorities No 28 of 1997 Section 9(1) provides for the estab-
(LAs) as outlined in the Constitution of Zambia Act lishment of Commercial Utilities by Local Authori-
No 2 0f 2016 Article 147 (2) Section „C0 stating that ties (in accordance with provisions in the Compa-
the functions of local authorities shall include nies Act No 10 of 2017) as follows:a. as a public
RTQXKFKPI ũYCVGT CPF UCPKVCVKQP UGTXKEGU NKOKVGF VQ or private company;b. as a joint venture with an
potable water supply systems and domestic individual or with any private or public company;
YCUVG YCVGT CPF UGYCIG FKURQUCN U[UVGOUŪ c. as a joint venture with another local authority or
Further legislative provisions are found in the Local several other local authorities; Provided that the
Government Act No 2 of 2019 Sections 10 b, c, e and majority shares shall be held by the local authori-
k which state that, a local authority shall, in relation ty; and that The articles of the utility incorporated
to sanitation and drainage: in accordance with subsection (1) shall state that
the utility’s primary business will be to provide
(i) “establish and maintain sanitary services for the water supply and sanitation services.
removal anddestruction of, or otherwise dealing
with, all kinds of refuse and effluent, and compel
the use of those services”;

(ii) “establish and maintain drains, sewers and
works for the disposal of sewage and refuse”;

(iii) “require and control the provision of drains and
sewers and compel the connection of any drains
and sewers established by the local authority”; and

(iv)“Provide and maintain supplies of water and, for
that purpose, establish and maintain waterworks
and water mains”.

7

Constitution of Zambia Gives mandate for
water supply and
Local Government Act sanitation services
No 2 of 2019
toLAs

Water supply and Provides for LA’s to
sanitation act of No 28 establish CUs to provide

of 1997 water supply and
sanitation services

Figure 1: The delegated mandate for water and sanitation services in Zambia

The delegated mandate to CUs was primarily to It is in this plan that well thought-out actions to
ensure that the service delivery process is either mitigate against the negative identified
rendered with strict adherence to commercial factors or to foster operations will be articulated
principlesand conform to the set regulatory and regularly referred to during the life of the plan.
standards for public service delivery articulated in It is against this background that the Eastern
the “Regulatory Tools and Minimum Service Water and Sanitation Company Ltd (EWSC)
Levels Handbook” by the statutory regulator embarked on the formulation of a Strategic Plan
NWASCO. This would yield positive outcomes to cover the period 2021to 2025.
that include cost recovery for all operations,
customer-oriented focus and attitudes, general
operational sustainability and good gover-
nance.The Strategic Plan is a vital tool that is
required by a CU to enable it to clearly identify the
existing and potential threats to fulfilling its
mandate on one hand and take on potential
opportunities for business growth and sustain-
ability.

TABLE 3: THE STAKEHOLDER ANALYSIS

8

1.2 Eastern Water and Sanitation in accordance with the provisions in the
Company Limited Water Supply and Sanitation
Act No 28 of 1997.1.2.1 Governance
Eastern Water and Sanitation Company Structure The governance structure for
Limited (EWSC) was established as a CU EWSC is segmented into two key tiers
to provide water supply and sanitation namely at policy and management
services to all the districts in Eastern levels. The policy level comprises the
province of Zambia. EWSC currently is Board of Directors who are vested with
responsible for providing water supply the policy oversight function for and on
and sanitation services to 15 districts behalf of the shareholders i.e., the partic-
but currently servicing only 8 Districts1. ipating local authorities.
All the participating local authorities
collectively own all the shares in EWSC

Board of Directors

Company Secretary

Technical Committee Finance and Administration Resource Mobilization
Committe Committee
Oversight on Engineering
Operations Oversight on Finacial and Oversight on Capital
Administration Matters Investment Business

Development

Figure 2: The Board and its Committees –

The Management level tier comprises the senior management staff led by the Managing Director (Chief
'ZGEWVKXG 1HƒEGT YJQ KU CNUQ CP GZ QHƒEKQ OGODGT CPF 5GETGVCT[ QH VJG $QCTF QH &KTGEVQTU CPF UGTXGU
as the main link between the Board and Management Team.

ǦBy Government decree, Chama District was transferred to the newly created Muchinga Province, but is
still currently serviced by EWSC

9

Board of Directors

Managing Director
1x1

Technical Director Finance & Human Resource &
1x1 Commercial Director Administration
Director
1x0 1x0 Vacant
Vacant

Procurement & Regional Technical Manager Finance Commercial Human Resource &
Supplies Manager 1x1 Manager Services Manager Administration
Manager Manager 1x1
1x1 2x0 1x1 1x1
Vacant

Public Relations Internal Auditor
1HƒEGT 1x1
1x1

Figure 3: The Organizational Structure

1.3 The Strategic Plan

The Strategic Plan is the main framework that outlines how EWSC intends to accomplish the goals and objectives
set for the planning period from 2021 to 2025. It is envisaged that when these objectives are almost or fully realized,
EWSC will have increased upon its current levels of general productivity, enhanced overall operational effectiveness
CPF GHƒEKGPE[ CPF YKNN WVKNKUG KVU TGUQWTEGU OQTG QRVKOCNN[ 6JG 5VTCVGIKE 2NCP VQ KPENWFGU

The Vision Statement;
The Mission Statement;
The Core Values;
A detailed analysis of both the external and internal environments in
which EWSC is operating
The Strategic Goals and Objectives;
An analysis of the prevailing and potential risks;
A framework on the resources required and how and when they ought
to be employed; and
How the plan will be actualized.

The development process pursued with the key steps in chronological
VHTXHQFH LV LOOXVWUDWHG LQ WKH ƓJXUH EHORZ

10

11

UMGENI WATER’S STRATEGY

Umgeni Water’s strategy comprises ten long-term sustainability outcomes. The strategy
map illustrates succinctly the manner in which sustainable value is created through

integrating ten strategic objectives under four balanced scorecard perspectives in support of
the mission and mandate.

CUSTOMER AND STAKEHOLDER PERSPECTIVE
Figure 4: Development Process Diagram of the Strategic Plan 2021 to 2025

6JG 5VTCVGIKE 2NCP YKNN ECVGT HQT C ƒXG [GCT RNCPPKPI JQTK\QP FWTKPI YJKEJ-
there is likely to be the need for adjustments to the initially set actions and
expected outcomes. This scenario brings to the fore the need to break up the
plan into more manageable units that articulate fewer activities over shorter
durations with much greater detail. These plans are termed Annual Business
Plans.
S01 S02

Increase Customers and Increase Customer and
Services Stakeholder Value

FINANCIAL PERSPECTIVE

S03 S04

Improve Financial Systems Improve Financial
and Key Financial Ratios Sustainability and Socio-
Economic Development

PROCESS PERSPECTIVE

STEP 1 STEP 1

Engagement with EWSC Drafting of the Strategic
Board and Management for Plan including the Vision and
Input into the Draft Strategic Mission Statements, Strategic

Plan Objectives & Action Plans
S05 S06 S07

Improve Governance, Improve Internal Process Improve Service Quality
Risk and Compliance
vwVˆi˜VÞ
STEP 1

Finalization of the Strategic
Plan

ORGANISATIONAL CAPACITY PERSPECTIVE

STEP 1 S09

Development of the Improve the use of Data
Strategic Planning and Technology
Framework with EWSC
S08 STEP 1 S010

Improve Skills and Kick Off Meeting Improve Supply Security
Competency and Service Footprint
STEP 1

Document Review

UMGENI WATER • AMANZI ANNUAL REPORT 2020/2021 3

1.4 The Business Plan

The Business Plan for EWSC will be a detailed one-year plan in which some of the goals and objectives will be analyzed
in detail in order to determine what key actions and techniques will be required. The Business Plan will therefore be
anchored on the following factors:
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(v) 9JCV TGUQWTEGU K G JWOCP ƒPCPEKCN CPF RNCPV YKNN DG TGSWKTGF CPF YJGP!
(vi) *QY YKNN RTQITGUU DG OQPKVQTGF FWTKPI VJG FWTCVKQP QH VJG $WUKPGUU 2NCP!
(vii) In what form and how frequently will the evaluation exercise be conducted and outcomes communicated for future
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2NCP KU KNNWUVTCVGF KP VJG ƒIWTG DGNQY

EWSC 2021 - 2025 Input from lessons
Stralegic Plan learnt in 2022

Business Plan 2021 Input from lessons
Business Plan 2022 learnt in 2023
Business Plan 2023
Business Plan 2024 Input from lessons
Business Plan 2025 learnt in 2024

Input from lessons
learnt in 2025

Figure 5: The Relationship between the Strategic Plan and the Annual Business Plans

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in the main Strategic Plan but will also include the lessons learnt during the implementation of activities from the
preceding years.

12

1.5 The National Planning that enhancing existing access levels to clean and
Framework safe water supply and sanitation services brings to
bear on the overall social economic development of
The Strategic Plan is guided by the many existent the country. It also articulates that the water sector
policy pronouncements on water supply and sanita- KP <CODKC KU UGIOGPVGF KPVQ VJTGG OCKP UWDUЮ GEVQTU
tion service delivery in Zambia today. These namely:
pronouncements are principally aimed at ensuring
VJCV VJGTG KU QP CP QPIЮ QKPI DCUKU EQPVKPWCN KORTQXG- Water Resources Management (WRM);
ments in the levels and standards of service delivery Water Resources Development (WRD); and
to the public. :DWHU 6XSSO\ DQG 6DQLWDWLRQ :66

The Vision 2030 The policy describes WSS as undertaking of
measures that support the provision of adequate,
6JG PCVKQPCN XKUKQP HQT <CODKC KU VQ DGEQOG ũ# safe and cost-effective water supply and sanitation
2TQURGTQWU /KFFNG +PEQOG 0CVKQP D[ Ū YJGTG services with due regard to environmental protec-
VJG RGQRNG YKNN DG RTQXKFGF YKVJ ũUGEWTG CEEGUU VQ tion. Emphasis is also placed on the general
safe potable water sources and improved sanitation improvement of hygiene practices which will drasti-
facilities to 100% of the population in both urban and cally reduce disease occurrence through interven-
TWTCN CTGCUŪ $GKPI C RWDNKE UGTXKEG RTQXKFGT '95% KU tions including the eradication of open defecation by
therefore expected to strive towards attainment of introducing acceptable human waste disposal
the service level targets set in the national vision. facilities and creating awareness on the importance
of using clean water and soap for washing.
The Seventh National Development
Plan (7NDP) The Sustainable Development Goals

Access to quality water supply and sanitation The Sustainable Development Goals (SDGs) adopted
services by all is recognised as a vital ingredient for by the United Nations in 2015 basically established a
sustainable development to be achieved as the framework for a shared vision for peace and
general populaces overall productivity is enhanced prosperity for all mankind. The SDGs recognize the
on account of its positive impact on public health. fact that poverty and other societal depravations
6JG 2NCP CFXQECVGU HQT FGXGNQROGPV QH URGEKƒE canonly be eliminated through the joint formulation
UVTCVGIKGU VJCV YKNN URGEKƒECNN[ CFFTGUU VJG GZKUVGPV of strategies that are targeted at improving health,
water supply and sanitation service delivery education and reducing inequalities which can all
challenges nationwide. It also recognises the accelerate economic growth and up lift living
ITQYKPI VTGPF QH ũTCY YCVGT UECTEKV[Ū YJKEJ KU standards of the general populace.
attributed to the effects of climate change and
encourages the formulation of water conservation
and water-related disaster management coordina-
tion strategies.

The National Water Supply and
Sanitation Policy

This policy passed in 2020 recognises the key role

13

!!CHAPTER TWO THE REVIEW OF THE 2018-2020
!STRATEGIC PLAN

2.1 Overview and Rationale

The EWSC 2018 to 2020 Strategic Plan was devel-
oped principally drawing from the pronouncements
that were contained in the Seventh National Develop-
ment Plan (7NDP) (2017 to 2021) whose broad
theme was to
accelerate national development efforts towards the
Vision 2030 without leaving anyone behind. The
primary goal of the Vision 2030 is to realize the
creation of a diversified and resilient economy that
will enable sustained
growth and socio-economic transformation. In
developing the plan, specific reference was made to
the following National Development Outcomes in the
7NDP

National Development Outcome No 3 which
focused on Enhancing Human Develoment
i.e., Improved access to water supply and
sanitation;

National Development Outcome No 7 which 2.1.2The Mission Statement
focused on Economic Diversification and
Job Creation i.e., improved water resources The Mission Statement in the EWSC Strategic Plan
development and management. (2018 to 2020) stated thus:

Lorem ipsum dolor sit amet, consectetuer adipiscing To effectively and efficiently provide safe,
elit, sed diam nonummy nibh euismod tincidunt ut adequateand affordable water supply and
laoreet dolore magna aliquam erat volutpat. Ut wisi
enim ad minim veniam, quis nostrud exerci tation sanitation services for the well-being of
ullamcorper suscipit lobortis nisl ut aliquip ex ea customers and the environment in Eastern
commodo consequat. Duis autem vel eum iriure
dolor in hendrerit in vulputate velit esse molestie Province”
consequat, vel illum dolore eu feugiat nulla facilisis The main thrust of the statement is that EWSC
at vero eros et accumsan et iusto odio
should strive at all times to ensure that the
2.1.1The Vision Statement standards of its service provision are efficient,
highly impactful, safe, affordable and environmen-
The Vision Statement in the EWSC Strategic Plan tally friendly for all their existing and potential
(2018 to 2020) stated thus: “To be a Model of Excel-
lence in Delivering Water Supply and Sanitation customers without exception.
Services in Zambia” The main thrust of the
statement is that EWSC plays an essential and
exemplary role in the delivery of water supply and
sanitation services to its customer base for other
service providers to emulate.

14

2.1.3 The Core Values

2.1.3 The Core Values
The adopted Core Values during the period which
served as the main
principles upon which the operations of EWSC were
anchored were:

(i) Excellence
(ii) Teamwork
(iii) Innovation
(iv) Integrity
(v) Accountability

The continual adherence and application of these
values contributed to service level improvementsand
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2.1.4The Strategic Objectives

The Strategic Objectives for the period were as
outlined below:

Strategic Objective No 1: Applying Principles of
Good Corporate Governance

Strategic Objective No 2: Excellence in Service
Delivery

Strategic Objective No 3: Strategic Service Expan-
sion and Financial Viability

Strategic Objective No 4: Capacity Development
and Leadership

2.2 Overall Performance Review 2.2.1Water Supply Service
Coverage
The performance over the period 20172 to 2020 is
presented and briefly Water coverage represents the proportion of the
evaluated in the following performance indicator population serviced by domestic connections
subcategories: through individual household connections, kiosks,
public stand posts and shared taps.
Water Supply Service Coverage;
Sanitation Service Coverage; ǧYear 2017 is included as a base reference
Operation and Maintenance Costs;
Hours of Supply; 15
Non-Revenue Water;
Water Standards Compliance;
Metering Ratio; and
%QNNGEVKQP 'HƒEKGPE[

110.00 +91.00
90.00 +87.10
70.00
50.00 +86.50
30.00
+82.40

10.00 +0.0 Water Service Coverage
-10.00
2017 2018 2019 2020

Figure 6: Percentage Changes in Water Service Coverage Levels, 2017-20

The water supply service coverage levels have exhibited a continued upward trend over the period. This was
due to network extensions in peri urban areas in all the service areas and provision of kiosk vending water
posts that cater for an average 1200 persons per kiosk.

2.2.2Sanitation Coverage

Sanitation coverage for years 2017, 2018, 2019 referred to the population serviced by off-site centralized
treatment systems conveyed through a sewerage network and septic tanks only. Note that the 2020 data
shown includes services provided by on-site facilities such as pit latrines which are mainly utilised in low-in-
come settlements. The new inclusion of the on-site facilities is in compliance with the expanded mandate for
sanitation services.

16

Performance Eastern Water and Sanitation Company 2017 - 2020

-10

10 31.3 32.4 32 53

30

50

70

90

110

Sanitation Coverage [%]

2017 2018 2019 2020

ơƤƢưƭƠ ƫƠƭƞƠƩƯƜƢƠ ƞƣƜƩƢƠ ƤƩ ƮƜƩƤƯƜƯƤƪƩ ƮƠƭƱƤƞƠ ƞƪƱƠƭƜƢƠ

The coverage has shown a marked increase due to the recently expanded mandate for utilities in Zambia
which now includes responsibility for on-site sanitation. The new coverage levels now include all customers
VJCV YGTG RTGXKQWUN[ TGNKCPV QP QP UKVG UCPKVCVKQP 1RGTCVKQPU CPF /CKPVGPCPEG %QUVU6JG ƒIWTG DGNQY
indicates the extent to which the level of collections are able to cover all the operational costs which include
personnel, chemicals, maintenance, energy, plant and operational consumables.

O and M Performance Eastern Water and Sanitation Company 2017
2020

100 95

90 84
80 73

69
70

60

50

40

30

20

10

0
O+M Cost Coverage by Collection [%]

2017 2018 2019 2020
Figure 8: Percentage of O&M Costs Covered by Collections, 201-720

17

Performance Eastern Water and Sanitation Company 2017 - 2020

110
6JG 1 / EQUV EQXGTCIG D[ EQNNGEVKQPU FTQRRGF UKIPKƒECPVN[ OCKPN[ FWG VQ VJG KPETGCUG KP GNGEVTKEKV[ VCTKHHU

which av9e0raged 140% in 2020 without a corresponding increase in the service tariffs. Other factors that

contributed to the reduced O&M cost recovery included:
70

53

50
3A0n increase in ope3ra1t.3ional costs such as 3s2ta.4ff costs, spare parts 3a2nd accessories etc.

An increase in the cost of key imported items, such as chemicals for water treatment
1d0ue to the depreciation of the Kwacha in relation to the U.S. Dollar.

-10 Sanitation Coverage [%]

2017 2018 2019 2020 -site
are
ThesFeiguarllea7d:PveerrcseenlytaigmepCahcatnegdetihneSlaenvietal tEioWnSSCesrvice Coverage, 201-72020
ƒPCPEKCN XKCDKNKV[ YJKEJ CU UJQYP YCU PQV
achieved during the period.2.2.4Hours of

SupTplhy eThciosviendraicgaetorharesfesrshotownthea amveararge ked increase due to the recently expanded
praenrgdmeaoyaftnohdothauertsecouffsowtoramtueerrtsibluiatpsipeel.isedinby ZEWamSCbia which now includes responsibility for on

sanitation. The new coverage levels now include all customers that were
previously reliant on o n-site sanitation.

2.2.3 O perations and M aintenance Cost s
The gure below indicates the extent to which the level of collections
able to cover all the operational costs which include personnel, chemicals,
maintenance, energy, plant and operational consumables.

Hours of Supply Performance Eastern Water and Sanitation Company
2017 - 2020

110

90

70

50

30 20 20 20 20
10

-10 Hours of Supply

2017 2018 2019 2020
Figure 9: Average Hours of Water Service Supply, 2017-20

12
18

the national electricity hydro generating plants. 2.2.5Non-Revenue Water
Notwithstanding however, the service areas of
Lundazi, Mambwe, Katete and Chadiza were his refers to the volume of water that does not
able to experience (and are currently on) generate any revenue for the CU despite it
24-hour supply despite the load shedding as having been produced and inputted into the
they have adequate bulk water storage capaciy. network. It is the difference between the total
system input volume and the volume of water
Inadequate bulk storage capacity. that generates revenue.

Low production capacity in the largest service
area Chipata,where currently demand exceeds
supply

Non-Revenue Water [%] Performance Eastern Water and Sanitation Company
2017- 2020

110

90

70

50 42 42 43 43
30

10

-10 Non-Revenue Water [%]
Figure10:Non-Revenue Water, 2017-20 2017 2018 2019 2020

The Non-Revenue Water remained generally within the same levels during the period. Planned NRW reduction
interventions which could not be implemented due to capital resource constraints are enumerated below:

19

A large proportion of aged meters still in use that are 2.2.6Water Standards Compliance
inaccurate and generally malfunction (inaccurate
readings due to worn out inner components, over the This refers to the level of adherence to the set
years - approximately 60 percent of thesemeters need standards by the regulator for treated water in the
to be replaced); network. Compliance has to be attained for ten set
RCTCOGVGTU TGHGTTGF VQ CU VJG ũ%QPƒFGPEG .GXGNŪ K G
Loss of water along the network mains primarily due the number of samples tested in relation to the
to dilapidated infrastructure i.e., worn out pipes, valves minimum number required and the no of tests that
and other accessory components; meet the national drinking water standards.

Some of the bulk overhead storage reservoirs urgently
require rehabilitation works to arrest water losses as
there is storage overflows in some instances;

7PTGIWNCVGF WUCIG QH YCVGT CEEGUUGF CV ƒTG JFTCPVU
by the municipal authorities;

Commercial losses from data handling errors.

Water Quality Compliance Performance Eastern Water and Sanitation Company
2017- 2020

110
108
106
104
102

100 100 100 100
100

98
96
94

Water Quality Compliance [%]

2017 2018 2019 2020

Figure11:Water Quality Compliance Eastern Water and Sanitation Company

20

The compliance for water standards was at 100% 2.2.7Metering Ratio
throughout the most recent
four-year period, from 2017-2020. This success has This refers to the total no of metered connec-
been an outcome of: tions expressed as a ratio over the total no of
connections in the various service areas
4GETWKVOGPV QH UWKVCDN[ SWCNKƒGF RGTUQPPGN YJQ CTG Despite a 100% metering ratio there is need to
able to replace approximately 60% of
competently execute the various tasks required for the meters currently in use as these are now
effective treatment malfunctioning due to old age.
of water This when done will help to reduce the
Non-Revenue Water which currently
EWSC’s strict compliance to the requisite water stands at 43%
treatment chemical
dosages %QNNGEVKQP 'HƒEKGPE[

EWSC ensuring at all times that the minimum chemi- This is the ratio between the total revenue
cals stock levels are collected for water and sanitation
available as and when required services rendered to the total billing over a
particular period

Metering Ratio Performance Eastern Water and Sanitation Company 201-7
2020

110 100 100 100
108 Metering Ratio [%]
106
104
102 100
100

98
96
94

2017 2018 2019 2020

Figure12: Metering Ratio levels 2017-20

21

Collection EfƓciency Performance Eastern Water and Sanitation
Company 2017- 2020

110 107
105 98.8 100.9
100
Collection EfƓciency [%]
95 92
90
85
80

2017 2018 2019 2020
Figure13: Collection EfƓciency Levels 201-270

6JG EQNNGEVKQP GHƒEKGPE[ TGOCKPU GZVTGOGN[ Rehabilitation and expansion of the entire
high and can partly be attributed to the high infrastructure is a necessary imperative for the
metering ratio. In the year 2020, the Govern- attainment of better performance levels in the
ment of Zambia made great strides to reduce VJTGG CTGCU KFGPVKƒGF CU VJG KPHTCUVTWEVWTG JCU
the indebtedness of national entities to in majority cases, long exceeded the maximum
commercial utilities, especially due to the onset prescribed design life. The sanitation coverage
of the Covid-19 Pandemic disease improvement requires massive capital inves-
ment in off-site and acceptable on-site
2.2.9General Overview infrastructure and accessory units most
especially in light of the expanded mandate as
The performance of EWSC during the period recently pronounced by the government.
2018 to 2020 was generally
above average to acceptable in key operational
areas such as water quality
compliance, metering ratio, and hours of supply
and water service
coverage. Results in the following areas
indicate need for improvement;

Non-Revenue Water;
Operation and Maintenance Cost Coverage;
Sanitation Coverage, and
5VCHH 'HƒEKGPE[

22

ƞƣƜƫƯƠƭ ƯƣƭƠƠ ƮƤƯưƜƯƤƪƩƜƧ ƜƩƜƧƴƮƤƮ

ƯƣƠ ƮƲƪƯ ƜƩƜƧƴƮƤƮ

Ưƪ ƪƝƯƜƤƩ Ɯ ƞƧƠƜƭ ưƩƟƠƭƮƯƜƩƟƤƩƢ ƪơ ƯƣƠ ƱƜƭƤƪưƮ ƪƫƠƭƜƯƤƪƩƜƧ ơƜƞƠƯƮ ƪơ ƠƲƮƞ ƤƯ ƲƜƮ ƤƨƫƠƭƜƯƤƱƠ Ưƪ ƞƜƭƭƴ ƪưƯ
Ɯ ƟƠƯƜƤƧƠƟ ƜƩƜƧƴƮƤƮ ƪơ ƯƣƠ ƤƩƯƠƭƩƜƧ ƜƩƟ ƠƳƯƠƭƩƜƧ ƪƫƠƭƜƯƤƪƩƜƧ ƠƩƱƤƭƪƩƨƠƩƯƮ ƯƣƠ ƮƯƭƠƩƢƯƣƮ ƲƠƜƦƩƠƮƮƠƮ
ƪƫƫƪƭƯưƩƤƯƤƠƮ ƜƩƟ ƯƣƭƠƜƯƮ
ƮƲƪƯ ƜƩƜƧƴƮƤƮ ƲƜƮ ƠƨƫƧƪƴƠƟ ƟƤƮƯƤƩƞƯƧƴ ƜƯ ƝƪƜƭƟ ƜƩƟ ƯƣƠƩ ƨƜƩƜƢƠƨƠƩƯ ƧƠƱƠƧ
ƯƣƠ ƯƜƝƧƠ ƫƭƠƮƠƩƯƠƟ ƝƠƧƪƲ ƤƮ Ɯ ƮưƨƨƜƭƴ ƪơ ƯƣƠ ơƜƞƯƪƭƮ ƜƮ ƤƟƠƩƯƤơƤƠƟ Ɲƴ ƝƪƯƣ ƞƜƯƠƢƪƭƤƠƮ
Ƥ Ơ ƝƪƜƭƟ ƜƩƟ
ƨƜƩƜƢƠƨƠƩƯ

ƮƯƭƠƩƢƯƣƮ ƲƠƜƦƩƠƮƮƠƮ

ƝƪƜƭƟ ƤƩ ƫƧƜƞƠ Ưƪ ƫƭƪƱƤƟƠ ƧƤƨƤƯƠƟ ơƤƩƜƩƞƤƜƧ ƭƠƮƪưƭƞƠƮ
ƪƱƠƭƮƤƢƣƯ Ưƪ ƯƣƠ ƞƪƨƫƜƩƴ
Ƥ Ơ ƭƠƬưƤƭƠƨƠƩƯ Ưƪ ƫƭƪƱƤƟƠ Ɯ
Ɯ ƭƪƝưƮƯ ƞƪƪƫƠƭƜƯƠ ƮƪƞƤƜƧ ƢƪƪƟ ưƮƤƩƢ ƮƯƭƤƞƯ
ƢƪƱƠƭƩƜƩƞƠ ƮƯƭưƞƯưƭƠ ƤƩ ƫƧƜƞƠ ƞƪƨƨƠƭƞƤƜƧ ƫƭƤƩƞƤƫƧƠƮ
ƧƜƭƢƠ ƫƪƯƠƩƯƤƜƧ ơƪƭ ƢƭƪƲƯƣ ƠƬưƤƫƨƠƩƯ ƜƩƟ ƤƩơƭƜƮƯƭưƞƯưƭƠ
ƲƠƧƧ ƠƮƯƜƝƧƤƮƣƠƟ ƨƜƩƜƢƠƨƠƩƯ ƜƭƠ ƢƠƩƠƭƜƧƧƴ ƪƧƟ ƜƩƟ
ƮƴƮƯƠƨ ƟƤƧƜƫƤƟƜƯƠƟ

ƫƭƪƱƠƩ ƯƭƜƞƦ ƭƠƞƪƭƟ ƤƩ ƲƜƯƠƭ ƧƜƭƢƠ ƮƠƢƨƠƩƯƮ ƜƭƠ ưƩƮЮ ƠƭƱƤƞƠƟ
ƮưƫƫƧƴ ƜƩƟ ƮƜƩƤƯƜƯƤƪƩ ƮƠƭƱƤƞƠƮ ƜƞƭƪƮƮ ƯƣƠ ƱƜƭƤƪưƮ
ƨƪƩƪƫƪƧƴ ƮƯƜƯưƮ ƮƠƭƱƤƞƠ ƜƭƠƜƮ

ƠƳƫƠƭƤƠƩƞƠƟ ƬưƜƧƤơƤƠƟ ƜƩƟ ƨƪƩƪƫƪƧƴ ƮƯƜƯưƮ ƯƣƜƯ ƞƜƩ ƧƠƜƟ
ƨưƧƯƤ ƮƦƤƧƧƤƩƢ ƪơ ƮƦƤƧƧƠƟ ƮƯƜơơ Ưƪ ƞƪƨƫƧƜƞƠƩƞƴ

ƭƠƧƜƯƤƱƠ ƤƩƟưƮƯƭƤƜƧ ƣƜƭƨƪƩƴ ƧƜƞƦ ƪơ ƞƜƫƤƯƜƧ

ƧƜƝƪưƭ ƤƮƮưƠƮ
ƩƠƢƜƯƤƱƠ ƭƠƯƜƤƩƠƟ ƠƜƭƩƤƩƢƮ
ƣƤƢƣ ƞƪƧƧƠƞƯƤƪƩ ƠơơƤƞƤƠƩƞƴ ƧƠƱƠƧƮ
ưƩƮƯƜƝƧƠ ƭƠƱƠƩưƠ ƝƜƮƠ

ƜƝưƩƟƜƩƯ ƲƜƯƠƭ ƭƠƮƪưƭƞƠƮ ưƩƠƳƫƧƪƤƯƠƟ ƢƭƪƲƯƣ
ƧƪƲ ƫƪƧƧưƯƤƪƩ ƧƠƱƠƧƮ ƪơ ƭƜƲ ƪƫƫƪƭƯưƩƤƯƴ ƜƭƠƜƮ
ƲƜƯƠƭ ƮƪưƭƞƠƮ ƧƪƲ ƮƠƭƱƤƞƠ ƞƪƱƠƭƜƢƠ
ƨƜƩƴ
ƢƪƪƟ ƭƠƧƜƯƤƪƩƮƣƤƫƮ ƲƤƯƣ ƜƭƠƜƮ ƲƣƠƭƠ ƯƣƠƭƠ ƤƮ Ʃƪ
ƮƯƜƦƠƣƪƧƟƠƭƮ
ƞưƮƯƪƨƠƭƮ ƧƪƞƜƧ ƞƪƱƠƭƜƢƠ
ƜưƯƣƪƭƤƯƤƠƮ ƣƤƢƣ ƩƪƩ ƭƠƱƠƩưƠ ƲƜƯƠƭ Ƥ Ơ

ƧƜƩƟ ƯƠƩưƭƠ ơƤƩƜƧƤƵƜƯƤƪƩ ƜƲƜƤƯƮ
ƯƣƠ ƭƠƬưƤƮƤƯƠ ƟƪƞưƨƠƩƯƜƯƤƪƩ

ƣƤƢƣ ƨƜƤƩƯƠƩƜƩƞƠ ƞƪƮƯƮ

ƲƠƜƦ ƤƩơƪƭƨƜƯƤƪƩ ƮƴƮƯƠƨƮ

ƤƩƜƟƠƬưƜƯƠ ƬưƜƧƤƯƴ ƪơ ƟƜƯƜ
ơƪƭ ƭƠƫƪƭƯƤƩƢ

ƨƜƩưƜƧƧƴ ƪƫƠƭƜƯƠƟ ƝưƮƤƩƠƮƮ
ƫƭƪƞƠƮƮƠƮ

ƩƪƩ ƜưƯƪƨƜƯƤƪƩ ƪơ ƠƬưƤƫƨƠƩƯ

Ơ Ƣ ƫưƨƫƮ

23

ƠƳƯƠƭƩƜƧ ƠƩƱƤƭƪƩƨƠƩƯ

ƪƫƫƪƭƯưƩƤƯƤƠƮ ƯƣƭƠƜƯƮ

ƲƤƟƠ ƞưƮƯƪƨƠƭ ƝƜƮƠ ƲƤƯƣ ƪƩƮƠƯ ƪơ ƯƣƠ ƞƧƤƨƜƯƠ ƞƣƜƩƢƠ
ƨƤƩƤƨƜƧ ƞƪƨƫƠƯƤƯƤƪƩ ƫƣƠƩƪƨƠƩƪƩ ƭƠƮưƧƯƤƩƢ ƤƩ
ưƩƭƠƧƤƜƝƧƠ ƲƠƜƯƣƠƭ ƯƭƠƩƟƮ ƜƩƟ
ƧƜƭƢƠ ƪƫƫƪƭƯưƩƤƯƴ ơƪƭ ƢƭƪƲƯƣ ƯƣƠ ƩƠƠƟ ơƪƭ ƨƪƭƠ ƭƠƮƤƧƤƠƩƯ
Ƥ Ơ ƩƠƲ ƤƩƟưƮƯƭƤƠƮ ƣƪưƮƤƩƢ ƜƩƟ ƤƩơƭƜƮƯƭưƞƯưƭƠ
ƞƪƨƨƠƭƞƤƜƧ ƟƠƱƠƧƪƫƨƠƩƯƮ ƜƩƟ
ƠƨƠƭƢƤƩƢ ưƭƝƜƩ ƞƠƩƯƠƭƮ ƞƪƱƤƟ ƫƜƩƟƠƨƤƞ ƧƤƨƤƯƤƩƢ
ƪƫƠƭƜƯƤƪƩƜƧ ƫƠƭơƪƭƨƜƩƞƠ Ơ Ƣ
ơƜƤƭƧƴ ƭƠƧƤƜƝƧƠ ƲƜƯƠƭ ƭƠƮƪưƭƞƠƮ ƭƠƟưƞƠƟ ƭƜƯƠ ƪơ
ƲƤƯƣƤƩ ƯƣƠ ƫƭƪƱƤƩƞƠ ƤƩƞƧưƟƤƩƢ
ƟƤƮƞƪƩƩƠƞƯƤƪƩƮ ƪơ ƟƠơƜưƧƯƤƩƢ
ƭƜƤƩơƜƧƧ ƯƣƜƯ ƭƠƞƣƜƭƢƠƮ ƯƣƠ
ƞưƮƯƪƨƠƭƮ
ƜƬưƤơƠƭƮ ƜƩƟ ƮưƭơƜƞƠ ƲƜƯƠƭ
ƝƪƟƤƠƮ ƠƳƞƠƮƮ ƝưƭƠƜưƞƭƜƞƴ ƟưƭƤƩƢ
ƞƪƩơƧƤƞƯ ƭƠƮƪƧưƯƤƪƩ ƲƤƯƣ ƮƪƨƠ
ƧƜƭƢƠ ƩưƨƝƠƭ ƪơ ƭƠƜƟƤƧƴ
ƦƠƴ ƮƯƜƦƠƣƪƧƟƠƭƮ

ƜƱƜƤƧƜƝƧƠ ƬưƜƧƤơƤƠƟ ƯƠƞƣƩƪƞƭƜƯƮ ƮƯƭƤƩƢƠƩƯ ƯƜƭƤơơ ƜƟƥưƮƯƨƠƩƯ
ƜƩƟ ƜƭƯƤƮƜƩƮ Ʋƣƪ ƞƜƩ ƝƠ ƣƤƭƠƟ ƞƪƩƟƤƯƤƪƩƮ ƮƠƯ Ɲƴ ƩƲƜƮƞƪ
ƜƯ ƜơơƪƭƟƜƝƧƠ ƭƜƯƠƮ

ƣƤƢƣƧƴ ƱƤƮƤƝƧƠ ƧƠƱƠƧƮ ƪơ ƫƪƧƤƯƤƞƜƧ ƤƩƣƠƭƠƩƯ ƝƠƧƤƠơ ƯƣƜƯ ƲƜƯƠƭ
ƲƤƧƧ ƤƩ ƮưƫƫƪƭƯ ƪơ ƲƜƯƠƭ ưƯƤƧƤƯƴ ƮƣƪưƧƟ ƝƠ ƫƭƪƱƤƟƠƟ ơƭƠƠ ƪơ ƞƣƜƭƢƠ

ƪƫƠƭƜƯƤƪƩƮ ƫƪƧƤƯƤƞƜƧ ƤƩƯƠƭơƠƭƠƩƞƠ

ƫƪƧƤƯƤƞƜƧ ƲƤƧƧ ƧƪƮƮ ƪơ ƞƧƤƠƩƯƮ
ƟƭƤƧƧƤƩƢ ƪơ
ƝƪƭƠƣƪƧƠƮ
ƤƞƯ ƤƩƯƠƭƱƠƩƯƤƪƩƮ
ơƭƜƢƤƧƠ ƭƠƱƠƩưƠ ƝƜƮƠ ơƪƭ
ƝưƮƤƩƠƮƮ ƟƤƱƠƭƮƤơƤƞƜƯƤƪƩ ƪƫƠƭƜƯƤƪƩƮ
ƪƫƫƪƭƯưƩƤƯƤƠƮ Ơ Ƣ ƝƪƯƯƧƠƟ ƲƜƯƠƭ
ƧƜƩƟ ƠƩƞƭƪƜƞƣƨƠƩƯ
ƫƪƯƠƩƯƤƜƧ Ưƪ ƜƞƞƠƮƮ ƟƪƩƪƭ
ơưƩƟƮ ƣƤƢƣ ƞƜƭƝƪƩƜƯƠ ƧƠƱƠƧƮ ƤƩ ƲƜƯƠƭ

ƟƤơơƤƞưƧƯƴ ƤƩ ƲƪƭƦƤƩƢ ƤƩ ƩƪƩЮ
ƢƜƵƠƯƯƠƟ ƜƭƠƜƮ ƟưƠ Ưƪ ƤƩƞƪƨƫƧƠƯƠ
ƧƜƩƟ ƯƠƩưƭƠ ƟƪƞưƨƠƩƯƜƯƤƪƩ

ƲƜƯƠƭ ƮƞƜƭƞƤƯƴ ƤƩ ƮƪƨƠ ƮƠƭƱƤƞƠ
ƜƭƠƜƮ

33.2.2TThheePPEESSTTEELLAAnnaalylyssisis

ThTehreerearaeresesveevrearlael xetxetrenranlaflafcatcotrosrsthtahtact acnanpopsoistiivtievleylyoronr engeagtaivtievleylyafafeffcetcthtehecacpaapbaibliitlyityofoEf WEWSCSCtotoefefeffcetcivtievleyly
exeexceuctueteitsitsmmanadnadtaeteininthtehelolnogngtetremrm. T. hTehseesefafcatcotrosrscacnanbebeimimpoprotratnatndt rdivrievresrsofocf hcahnagnegewwhihcihcharaerecocnotnintiunaulalylly
dedseisreirdedfofrorsesrevrivcieceimimprporvoevmemenetntanadndgegneenrearlalexepxapnasnisoino.n.ThTehseeseexetxetrenranlalfafcatcotrosrsaraereanaanlaylzyezdedusuisnigngthtehe
PoPloitliictiacla, El, cEocnoonmomici,cS, oScoicaila, Tl,eTcehcnhonloolgoigciacla, El, nEvnivroirnomnmenetnatlaalnadndLeLgeagla(lP(EPSETSETLE)Lt)htehmemataicticaraeraesasasasouotulitnliendedininthtehe
tatbalbelebebleolwow: :

24

ơƜƞƯƪƭ ƫƪƮƤƯƤƱƠ ƜƮƫƠƞƯƮ ƩƠƢƜƯƤƱƠ ƜƮƫƠƞƯƮ

ƫƪƧƤƯƤƞƜƧ 1. Political will to grow the 1. Strict adherence to policy
water pronouncements
sector through support for 2. Political directives which
capital mobilization. may
2. New Ministry with exclusive be at variance with the
oversight for water supply, existing policy. Legal and
water resources, sanitation regulatory framework
and 3. Policy ambiguity and
environmental protection inconsistency
3. New National Water Supply
and Sanitation Policy

ƠƞƪƩƪƨƤƞ 1. New service areas 1. High inflation rates
ƮƪƞƤƜƧ 2. Expanded mandate to 2. Unstable foreign exchange
include rate
off-site sanitation. 3. High energy tariffs
3. Potential expansion in 4. Water and Sanitation
other service
industries, such as mining tariffs that do not reflect the
4. Modern housing develop- full cost of the services.
ments 5. Poorly regulated and
5. Business ventures (e.g., indiscriminate borehole
bottled construction by the public
water, vacuum tanker
services,). 1. Low-income levels that
cannot afford the cost
1. Increased demand from reflective tariff.
growing population 2. COVID-19 Pandemic
2. Increased WASH aware- 3. Vandalism
ness due 4. Illegal connections and
to COVID-19 pandemic water
induced and other public theft
health campaign 5. Unregulated construction in
the water resource
catchment areas
6. Illegal encroachment on
EWSC operational and water
catchment areas

25

ƯƠƞƣƩƪƧƪƢƤƞƜƧ 1. Inaccurate low-quality
meters
1. Increased availability and 2. Customer data base
usage of solar based inaccuracies
technologies that can reduce 3. Low adoption of new
dependence on ZESCO, technologies by CU
increase reliability of electrici- operatives
ty,
and decrease costs
2. Potential for wind and solar
technology as an alternative
to
conventionally powered
systems that can potentially
reduce costs
3. New polymer based low
maintenance, low-cost
ƒZVWTGU
for pipework and plumbing
installations.
4. User-friendly E-payment
platforms
5. User-friendly customer
communication platforms

ƠƩƱƤƭƪƩƨƠƩƯƜ ƤƩƞƭƠƜƮƠƟ ƜƲƜƭƠƩƠƮƮ ƪƩ ƫƪƪƭ ƞƜƯƞƣƨƠƩƯ

environmental management management
nationwide (dedicated Minis- 2. Climate change phenome-
try non
and Regulatory Agency effects
ZEMA) 3. Lack of coordination
who have regulatory over- amongst
sight. institutions mandated with
2. Robust legal framework for environmental oversight
environmental management responsibilities

ƧƠƢƜƧ 1. Robust legal framework on 1. Low level comprehension
water supply, sanitation, and by
water resources management key stakeholders
2. Robust legal framework on 2. Erroneous interpretation
environmental management and
3. Robust legal framework on application
public health management 3. Weak enforcement
4. Contradictions and
ambiguities amongst the laws
governing environmental
management

26

3.3 Stakeholder Analysis Key stakeholders: comprising those with
UKIPKƒECPV KPHNWGPEG QP '95%U QRGTCVKQPU
This process collates or gathers information and or actions;
on groupings that have some level of Primary stakeholders: comprising those who
influence, interest and participation in the are most affected, either positively or
operations of EWSC. The analysis presents negatively by EWSCs actions and or opera-
VJG ENCUUKƒECVKQP TGNCVKXG KPHNWGPEG CPF tions;
KPVGTGUV NGXGN QH GCEJ KFGPVKƒGF UVCMGJQNFGT +V Secondary stakeholders: comprising those
also briefly outlines the most effective who are indirectly affected by EWSCs actions
modes of communication with each stake- and or operations; and
JQNFGT 6JG ENCUUKƒECVKQP QH VJG UVCMGJQNFGTU Tertiary stakeholders: comprising those who
is as per legend below; will be impacted the leastby EWSCs opera-
tions or actions.
The table below presents a detailed stake-
holder analysis for EWSC in each case
briefly articulating their unique role, level of
influence and or impact.

ƯƜƝƧƠ ƯƣƠ ƮƯƜƦƠƣƪƧƟƠƭ ƜƩƜƧƴƮƤƮ

27

ƞƧƜƮƮƤơƤƞƜƯƤƪƩ

ƮƯƜƦƠƣƪƧƟƠƭ ƦƠƴ ƮƠƞƪƩƟƜƭƴ ƯƠƭƯƤƜƭƴ ƫƭƤƨƜƭƴ ƞƪƨƨƠƩƯ
ƳƳ
ƨƤƩƤƮƯƭƴ ƪơ ƲƜƯƠƭ ƨƤƩƤƮƯƭƴ ƲƤƯƣ ƫƭƤƨƠ ƪƱƠƭƮƤƢƣƯ
ƟƠƱƠƧƪƫƨƠƩƯ Ƴ ƪƩ ƲƜƯƠƭ ƮưƫƫƧƴ ƜƩƟ ƮƜƩƤƯƜƯƤƪƩ
ƮƜƩƤƯƜƯƤƪƩ ƜƩƟ
ƠƩƱƤƭƪƩƨƠƩƯƜƧ ƨƤƩƤƮƯƭƴ ƤƩ ƲƣƤƞƣ ƣƜƮ ƪƱƠƭƮƤƢƣƯ ƪƩ ƞư
ƫƭƪƯƠƞƯƤƪƩ ƮƣƜƭƠƣƪƧƟƠƭƮ ƯƣƠ ƧƜƮ ƜƩƟ ƯƣưƮ ƣƜƮ

ƨƲƟƮƠƫ ƤƩƟƤƭƠƞƯ ƞƪƩƯƭƪƧ ƪơ ƯƣƠ ƞư’Ʈ ƮƯƭƜƯƠƢƤƞ
ƟƤƭƠƞƯƤƪƩ
ƨƤƩƤƮƯƭƴ ƪơ ƧƪƞƜƧ ưƩƟƠƭƲƭƤƯƠƮ ơƤƩƜƩƞƤƩƢ ƜƢƭƠƠƨƠƩƯƮ ơƪƭ
ƢƪƱƠƭƩƨƠƩƯ ƞưŦƮ ƲƤƯƣ ƤƩƯƠƭƩƜƯƤƪƩƜƧ ơƤƩƜƩƞƤƠƭƮ

ƨƧƢƣ ƨƪƩƤƯƪƭƤƩƢ ƜƩƟ ƠƱƜƧưƜƯƤƪƩ ƪơ
ƫƭƪƥƠƞƯ ƫƭƪƢƭƜƨ ƫƠƭơƪƭƨƜƩƞƠ
ƨƤƩƤƮƯƭƴ ƪơ ơƤƩƜƩƞƠ Ƴ

ƨƪơ

ƪƯƣƠƭ ƢƪƱƠƭƩƨƠƩƯ Ƴ ƞƪƧƧƠƞƯƤƱƠ ƭƠƮƫƪƩƮƤƝƤƧƤƯƴ ƪơ
ƨƤƩƤƮƯƭƤƠƮ ƢƪƱƠƭƩƨƠƩƯ ƫƪƧƤƞƴ ƤƨƫƧƠƨƠƩƯƜƯƤƪƩ

ƧƪƞƜƧ ƜưƯƣƪƭƤƯƤƠƮ Ƴ ƯƣƠ ƞư’Ʈ ƮƣƜƭƠƣƪƧƟƠƭƮ

ƮƣƜƭƠƣƪƧƟƠƭƮ ƮƠƭƱƤƞƠ ƟƠƧƤƱƠƭƴ ƨƜƩƟƜƯƠ ơƪƭ ƲƜƯƠƭ
ƮưƫƫƧƴ ƜƩƟ ƮƜƩƤƯƜƯƤƪƩ ƤƮ ƮƯƜƯƠƟ ƜƮ Ɯ ƧƜ
ƝƪƜƭƟ ƪơ ƟƤƭƠƞƯƪƭƮ Ƴ ƭƠƮƫƪƩƮƤƝƤƧƤƯƴ
ƤƩ ƯƣƠ ƧƪƞƜƧ ƢƪƱƠƭƩƨƠƩƯƜƞƯ
ƨưƩƤƞƤƫƜƧ ƜƭƠƜ ƫƧƜƩƩƤƩƢ ƜƩƟ ƞƪƩƯƭƪƧ
ƫưƝƧƤƞ ƣƠƜƧƯƣ ƪƱƠƭƮƤƢƣƯ ƭƪƧƠ ƜƮ ƫƠƭ ƯƣƠ
ƫưƝƧƤƞ ƣƠƜƧƯƣ ƜƞƯ

Ƴ ƭƠƫƭƠƮƠƩƯ ƯƣƠ ƮƣƜƭƠƣƪƧƟƠƭƮƝưƯ ƟƭƜƲƩ
ơƭƪƨ ƱƜƭƤƪưƮ ƟƤƮƯƤƩƞƯ ƞƪƩƮƯƤƯưƠƩƞƤƠƮ

ƩƲƜƮƞƪ Ƴ Ƴ ƪƱƠƭƜƭƞƣƤƩƢ ƭƠƢưƧƜƯƪƭƴ ƪƱƠƭƮƤƢƣƯ ơƪƭ ƜƧƧ
ƲƜƯƠƭ ƮưƫƫƧƴ ƜƩƟ ƮƜƩƤƯƜƯƤƪƩ ƨƜƯƯƠƭƮ ƤƩ
ƵƠƨƜ Ƴ ưƭƝƜƩ ƜƩƟ ƭưƭƜƧ ƮƠƯƯƧƠƨƠƩƯ ƢƭƪƲƯƣ ƜƭƠƜƮ
Ƴ
ƲƜƯƠƭ ƭƠƮƪưƭƞƠ ƠƩƱƤƭƪƩƨƠƩƯƜƧ ƨƜƩƜƢƠƨƠƩƯ ƪƱƠƭƮƤƢƣƯ
ƨƜƩƜƢƠƨƠƩƯ
ƜưƯƣƪƭƤƯƴ
ƲƜƭƨƜ ƭƠƢưƧƜƯƪƭƴ ƪƱƠƭƮƤƢƣƯ ƪƩ ƲƜƯƠƭ ƭƠƮƪưƭƞƠ
ƨƜƩƜƢƠƨƠƩƯ
ƵƜƝƮ Ƴ
Ƴ ƮƯƜƩƟƜƭƟƮ ƮƠƯƯƤƩƢ ơƪƭ ƫƪƯƜƝƧƠ ƲƜƯƠƭ
ƵƜƨƝƤƜ ƫưƝƧƤƞ ƬưƜƧƤƯƴ
ƫƭƪƞưƭƠƨƠƩƯ Ƴ ƫưƝƧƤƞ ƫƭƪƞưƭƠƨƠƩƯ ƭƠƢưƧƜƯƪƭƴ
ƜưƯƣƪƭƤƯƴ
ƵƫƫƜ ƜưƯƣƪƭƤƯƴ

ƨƫƮ ƜƩƟ ƞƪưƩƞƤƧƪƭƮ Ƴ ƠƧƠƞƯƠƟ ƫƪƧƤƯƤƞƜƧ ƭƠƫƭƠƮƠƩƯƜƯƤƱƠƮ ƤƩ
ƟƠƧƤƨƤƯƠƟ ƜƭƠƜƮ
ƧƪƲ ƤƩƞƪƨƠ ƜƭƠƜ
ƞưƮƯƪƨƠƭƮ ƫƠƭƤ ưƭƝƜƩ ƮƠƯƯƧƠƨƠƩƯƮ ƲƤƯƣ ƫƤƯ ƧƜƯƭƤƩƠƮ

ƪƩ ƮƤƯƠ ƮƴƮƯƠƨƮ
ƧƪƲ ƞƪƮƯ ƫƧƜƩƩƠƟ ƮƠƯƯƧƠƨƠƩƯƮ

ƲƤƯƣ ƫƤƯ ƧƜƯƭƤƩƠƮ

28

ƣƤƢƣ ƤƩƞƪƨƠ ƜƭƠƜ Ƴ Ƴ ƣƤƢƣ ƞƪƮƯ ƜƭƠƜƮ ƲƤƯƣ ƧƜƭƢƠ ƣƪưƮƤƩƢ ƜƩƟ ƤƩ
ƞưƮƯƪƨƠƭƮ ƨƜƩƴ ƞƜƮƠƮ ƫƭƤƱƜƯƠ ƝƪƭƠƣƪƧƠƮ ƜƩƟ ƮƠƫƯƤƞ
ƯƜƩƦƮ
ƤƩƟưƮƯƭƤƜƧ Ƴ
ƞưƮƯƪƨƠƭƮ Ƴ Ƴ ƮƠƭƱƠƟ ƤƩ ƮƪƨƠ ƞƜƮƠƮ ƲƤƯƣ
ƫƭƤƱƜƯƠ ƝƪƭƠƣƪƧƠƮ
ƨƠƟƤƜ ƣƪưƮƠƮ ƪƩ ƮƤƯƠ ƮƜƩƤƯƜƯƤƪƩ Ƥ Ơ ƮƠƫƯƤƞ
ƯƜƩƦƮ
ƞƪƪƫƠƭƜƯƤƩƢ Ƴ
ƫƜƭƯƩƠƭƮ Ƴ ƫƭƪƱƤƟƠƮ ƫƧƜƯơƪƭƨ ơƪƭ ƞưƮƯƪƨƠƭƮ Ưƪ ƱƪƤƞƠ
ƯƣƠƤƭ ƠƳƫƠƭƤƠƩƞƠƮ ƫƪƮƤƯƤƱƠ ƪƭ ƩƠƢƜƯƤƱƠ

ƫƭƪƱƤƟƠ ƞƜƫƤƯƜƧ ơƤƩƜƩƞƤƩƢ ơƪƭ
ƫƭƪƥƠƞƯƮ
ƩƠƠƟ Ưƪ ƜƞƞƪưƩƯ ơƪƭ ơưƩƟƮ ƮƫƠƩƯ Ưƪ ƯƣƠƤƭ
ƭƠƮƫƠƞƯƤƱƠ ƩƜƯƤƪƩƜƧ ƜưƯƣƪƭƤƯƤƠƮ

6JG KFGPVKƒGF UVCMGJQNFGTU CTG HWTVJGT ECVGIQTK\GF CEEQTFKPI VQ VJGKT NGXGN QH KPVGTGUV CPF RQYGT
KPHNWGPEG QP
EWSC as a water supply and sanitation service provider using a Stakeholder Power-Interest Matrix as
illustrated below;

6CDNG 6JG 5VCMGJQNFGT 2QYGT +PVGTGUV /CVTKZ High Power and High Interest
EXCEED THEIR EXPECTATIONS
High Power and Low Interest
KEEP SATISFIED BOARD Members
Shareholders the Local
ƣ Authorities
NWASCO
ZABS ZEMA
ZPPA WARMA
All Customer Categories
Low Power and Low Interest All Government Ministries
MONITOR Cooperating Partners
MPs and Councilors
Ƨ
Low Power and High Interest
None KEEP INFORMED

Ƨ Media Houses
Non-Governmental
Organizations

ƣ

29

3.4 Overview 4.2 The Vision Statement

The majority of the stakeholders have been catego- - The Mission Statement for the strategic planning
TK\GF KP VJG ũ*KIJ 2QYGT Ţ*KIJ +PVGTGUVŪ UGIOGPV period 2021 to 2025 is stated thus:
largely because universal access to water and -
sanitation services are nationally regarded as one of “To uplift the living standards of all our custom
the most important services needed to improve the - ers through the exceptional provision of safe,
socio-economic status of the majority population. adequate, affordable and environmentally
friendly water supply and sanitation services”
4.1 Introduction
4.4 EWSC Core Values
This chapter articulates the EWSC adopted strate
gies for the period 2021 to 2025. It comprises the The Core Values will influence the way in which
Vision and Mission Statements, Core Values, Strate EWSC will relate and conduct its operations and
gic Objectives and Action Plans, Key Risks, Resource sustain relationships with all stakeholders are
requirements and the basic frameworks for Monitor indicated in the table below.
ing and Evaluation during the period.

4.2 The Vision Statement

The Vision Statement for the strategic planning-
period 2021 to 2025 is stated thus:

“To be a model of excellence in delivering
sustainable water supply and
sanitation services for all”

igure 14: A defective water distribution pipe

TCDNG The Core Values and Narrations Value Narrative

No Core Value Shall strive to be outstanding in all that we do

1 Excellence Shall foster collaboration amongst staff tQ GPJCPEG GHƒEKGPE[
Shall encourage creativity to develop and implement new
2 Teamwork operational procedures and products tQ GPJCPEG GHƒEKGPE[
Shall be transparent and morally upright in all our dealings
3 Innovation
Shall willingly accept responsibility for all our actions
4 Integrity Shall treat all equally regardless of their social status and/ or
gender to ensure that none are excluded
5 Accountability

6 Equity and
Inclusivity

30

4.5 The Strategic Objectives

This plan consists of (6) six strategic objectives
that have been developed with URGEKƒE focus on the
key priority areas that can swiftly spur growth and
overall service standards. The table below gives a
brief summary of the objectives and their sub objec-
tives:
.

Strategic Objective Sub Objectives

Strategic Objective No 1: Good Corporate Gover- Sub-Objective 1: Good Corporate Governance -
nance - To be accountable to all stakeholders in To be accountable to all stakeholders in the
the operations of the Company through commit- operations of the Company through commitments
ment to good corporate governance principles to good corporate governance principles

Sub-Objective 2: Enhance corporate engage-
ments with stakeholders

Sub-Objective 3: Business Planning and Budget-
ing

Sub-Objective 4: Resource Mobilization: Capital
Investment Requirements

Sub-Objective 5: Internal Audit and Assurance
Services

Sub-Objective 6: An excellent public reputation

Strategic Objective No 2:Excellence Sub-Objective 1: Meet current and future water
in Service Delivery - To effectively and GHƒEKGPVN[ supply and sanitation needs of customers
provide safe, adequate and affordable water
supply and sanitation services all levels of the organization

Communications Technology in Operations for

Strategic Objective No 3: Continual Sub-Objective 1: Business Expansion - Water
Growth and Expansion– To ensure Supply Service in Serviced and Un-serviced Areas
that there is a continued increase in access to
services by all who are eligible within the service Extension in Serviced and Un-serviced Areas
area

31

Strategic Objective No 4: Financial 2024
Viability– To ensure that all operational needs are
supplement revenue from water supply and
adequately catered for which will assure sanitation service provision and promote job
continuous growth and service quality improvment creation by 2025

Strategic Objective No 5: Capacity Water to a sustainable 25% so as to maximize
Development to meet the statutory billed revenue
mandate
Services
To ensure that there is developed capabilityrquired
to fully respond to the newly expanded statutory- Management through enhanced revenue
mandate collection

Strategies and Control Measures to Optimize
Resource Utilisation and Assure Financial Viability

Sub-Objective 1: Business Reorganisation

environment to deliver desired results

Strategic Objective No 6: Sub-Objective 1: Environment responsiveness
Adherence to Environmentally
friendly practices

To ensure that there is full recognition and

compliance to best practice required for sound

environmental management

Appendix No 1 expands these strategic objectives, targeted priority actions, activities, resource requirements and
performance measurement indicators. The allotted time frames for each activity

32

4.6 Governance Structure

The Organizational framework for Eastern
Water and Sanitation Company
Ltd. is illustrated in the figure below;

Policy and Liaison

Ministry of Local Ministry of Water
Government Development Sanita on and

Environmental Protec on

Eastern Province Local Full policy
Authori es Oversight

100% Na onal Water Supply and
Shareholding
Sanita on Council
(NWASCO)

Regula on

Eastern Water Communica on,
and Sanita on Awareness and

Company Feedback

Customers

Figure 16: The Sector Organizational Framework for EWSC direct liaison with the MWDSEP. Water
supply and sanitation service regulation is
The policy development and actualization is effected principally through the National
primarily vested in the Ministry of Water Water Supply and Sanitation Council (NWAS-
Development, Sanitation and Environmental CO).
Protection (MWDSEP) which has direct
oversight over water supply and sanitation 33
utilities in Zambia. The Ministry of Local
Government (MLG) has direct responsibility
over the local authorities which are the 100%
shareholders of the utilities implying that
they have policy oversight too but through

The G overnance Structure is illustrated in the figure below;
SHAREHOLDERS

Full Board

Technical Commtitee Finance and Admin Committee
Oversight on Engineering Oversight on Financial Matters

Operations Administration Matters

ResourceMobilization Committee Audit and Risk Management Committee
Oversight on Capital Investments Oversight on Audit Functions Risk
Management
Business Development

Managing Director

Management

Figure17: The EWSC Governance Structure
The Board of Directors have the overall policy implementation oversight
responsibility which includes ensuring that the set targets in the plan are
planned for, resourced and eventually implemented time ly. They will also
ensure that the plan is consistently monitored, evaluated and reviewed
during its entire lifetime.

34

The Board of Directors have the overall policy imple- 4.7 Risk Analysis
mentation oversight responsibility which includes
ensuring that the set targets in the plan are planned 6JG KFGPVKƒGF TKUMU VJCV YKNN KORCEV VJG QRGTCVKQPU QH
for, resourced and eventually implemented timely. '95% JCXG DGGP KFGPVKƒGF WUKPI VJG TGUWNVU HTQO VJG
They will also ensure that the plan is consistently SWOT Analysis that were conducted by the Board of
monitored, evaluated and reviewed during its entire Directors and Management Teams, respectively.
lifetime. These are presented in the table below categorized
The EWSC Senior Management Team under the as „High „Medium or „Low
direction of the Managing Director has responsibility
for the day-to-day operations of EWSC in its entirety
including employee and stakeholder dissemination
and implementation of the plan. Other key functions
include development and operationalization to very
minute detail the annual business plans (directly
FGTKXGF HTQO VJG ƒXG[Ю GCT UVTCVGIKE RNCP RTQFWEVKQP
QH VJG ƒPCPEKCN UVCVGOGPVU OCPCIGOGPV CEEQWPVU
statutory reports and other compliance related
reports that are used to inform the shareholders,
board members and other key stakeholders on the
general status of EWSC as and when required.

Table7: EWSC Risk Analysisnad Mitigation Measures.

IdentKƒed Risk Risk Level Mitigation Measures

(High, Strategically s ource for Grant Capital
and or Concessional Loans from GRZ
Medium, and or Cooperating Partners
Availability of chemicals and staff
Low) competency/capacity
Phased replacement of old
Failure of business and High equipment with enhanced
automation features
service expansion Strengthen the Asset Management
Policy to ensure that overly critical
Water Quality Failure High equipment is given top priority
Formulate a robust Catchment
Equipment failure due to High Management Policy
old age (and excessive High Formulate a viable ũ4esponse PlanŪ
wear and tear) Effective customer engagement
Unsustainable
Maintenance Costs

Poor Catchment Medium
Management
Covid -19 Pandemic Medium
Tariff Resistance by Low
Customers

4.8 Resource Requirements

The funding required for the full implementation of
the strategic plan 2021 to 2025 is estimated to cost
a total of Zambian Kwacha (ZMW) One Billion,
Seventy-Two Million, Seven Hundred and
Forty-Three Thousand and Seven
Hundred Kwacha only (ZMW 1,072,743,700) which
is equivalent to

35

approximately United States Dollars $47.8 Million. (ii) External Sources Ţ YJKEJ CTG ƒPCPEGU CESWKTGF
The sources for the required from capital grants from the Government of Zambia
ƒPCPEGU UJCNN EQORTKUG CP[ QH VJG HQNNQYKPI CPF QT EQQRGTCVKPI RCTVPGTU NQCPU HTQO ƒPCPEKCN
(i) Internal Sources Ţ YJKEJ CTG ƒPCPEGU CESWKTGF institutions and cooperating partners representing
from revenues generated from water supply 89.6%.
services, off-site sanitation(or sewerage services),
on-site sanitation services and various user charges,
representing 10.4%

RESOURCE DISTRIBUTION FOR THE
STRATEGIC PLAN

EXTERNAL SOURCES
[VALUE]

INTERNAL SOU0R%CES
[VALUE]

Internal Sources External Sources
Figure18: Resource DistriEXtion fotrhe Strategic Plan.

The table below gives a summary of the gross
amounts required for each
strategic objective (Exchange rate 1US $=22.5
</9

7DEle8:Estimated ResourceRequirements2021-2025 Estimated Cost Envisaged Sources
(ZMW)
Strategic OEjective 15,132,340

709,922,000 Internal External

Strategic OEj ective No 1 : Good 77,833,000 99.1% 0.9%
Corporate Governance
Strategic OEjective No 2: Excellence in 193,380,360 1.2% 98.8%
Service Delivery
Strategic OEjective No 3 : Continual 63,470,000 24.1% 75.9%
Growth and Expansion
Strategic OEjective No 4 : Finan cial 17.8% 82.2%
ViaEility
Strategic OEjective No 5 : Capacity 45.8% 54.2%

36

Strategic Objective Estimated Cost Envisaged Sources

Development to meet the statutory (ZMW) Internal External
mandate
Strategic Objective No 6: Adherence to 13,006,000 46.2% 53.8%
Environmentally friendly practices
TOTALS

RESOURCE APPORTIONMENT FOR THE
STRATEGIC OBJECTIVES

[VALUE] 7.30%
18.00%

1.40% 5.90%

1.20%

STRATEGIC OBJECTIVE 1STRATEGIC OBJECTIVE 2STRATEGIC OBJECTIVE 3
STRATEGIC OBJECTIVE 4STRATEGIC OBJECTIVE 5STRATEGIC OBJECTIVE 6

Figure 19: Resource Apportionment for the Strategic Objectives.

The logical framework template for each of the Strategic Objectives for the period is presented in the table below.
The framework comprises the Expected Outcomes (derived from the Sub Objetives); the key requisite activities or
actions, the key performance indicators (to enable measurement of progress), means of verification, officer
responsible for the activity and the time required for implementation.

Table9: Monitoring and Evaluation Logical FrameworFkormatforthe Strategic Objectives.

Expect ed Key Key Means of Responsible Time Frame
Outcomes Activities Performance Verification Officer
Indicators FY FY FY FY FY
21 22 23 24 25

The Annual Business Plans will present this information in much greater detail
as has been articulated in section 1.4

4.10 Way Forward therefore be absolutely essential that the entire
workforce be purposively exposed as far as is practi-
The EWSC shall remain steadfastly committed to the cally possible to the various segments of the plan
realization of all the planned for outputs and associ- that are relevant (or require their direct input),
ated outcomes contained in the plan. It will therefore enabling them to knowledgably contribute
to its eagerly desired success.

37

OUTLOOK OF SUCCESS UPON IMPLEMENTING THE STRATEGIC PLAN (2021-2025)

NO. KEY PERFORMANCE INDICATOR (KPI) UNI BASELIN OUTLOOK OF SUCCESS [TARGETS]

OB. GOOD CORPORATE GOVERNANCE TE
1
1 EWSC Sector Ranking as rated by Regulator 2020 2021 2022 2023 2023 2025 OVERAL

L

OUTLO

OK

No. 2 21 1 11 1

2 Board Meetings Held as % of Planned Board Meetings % 90% 100% 100% 100% 100% 100% 100%

3 Resource Mobilization: Acquired External Funds and K/% 28% NIL K525 K525 K2,101 K2,101 K5,253
Available for Use by the Company Million Million Million Million Million
50% ϵ (10%) (10%) (40%) (40%) (100%)
4 Policy Development & Review Completion Rate No. 100% ;ϮϴйͿ ϭϬ ;ϯϭйͿ ϰ ;ϭϯйͿ 38
5 Non-qualified Audit Report (%) 100% ϰ ;ϭϯйͿ ϱ ;ϭϲйͿ ϯϮ
100% 100%
% 100% 100% ;ϭϬϬйͿ
100%

6 Budget Compliance (Budget Variance is +/-10%) % +5% +/- +/-10% +/-10% +/-10% +/-10% +/-10%
7 Risk Management Framework Implementation Rate 10%

% 0% 50% 100% 100% 100% 100% 100%

OB. EXCELLENCE IN SERVICE DELIVERY
2

2(A) Service Level Indicators (i.e., for Quality of Service) % A AA A AA A
8 Water Quality Compliance Hrs. 20 20 21 22 23 23 23
9 Hours of Supply

2(B) Customer Satisfaction Indicators

10 Complaints per 100 WSS Connections No. 27 25 23 20 20 20 20
11 Customer Complaints Resolution Rate % 84 90 92 94 95 95 95
12 Metering Ratio % 100 100 100 100 100 100 100

OB. CONTINUAL GROWTH AND EXPANSION No. 1,382 2,000 2,000 2,000 2,000 2,000 10,000
3 No. 9 20 20 20 20 90
13 Increase in New Connections - Water No. 10
26,724 ϯϭ͕ϳϮϰ ϯϰ͕ϮϮϰ ϯϲ͕ϳϮϰ ϯϵ͕ϮϮϰ ϯϵ͕ϮϮϰ
14 Increase in New Connections - Sewerage Ϯϵ͕ϮϮ
0 ϰ 1
15 Increase in Onsite Sanitation Service Facilities
91 0
16 Number of Feacal Sludge Treatment Facilities No. 0 1 11 4
0
Constructed
0
17 Population Water Service Coverage (in Percentage) % 91 92 92 93 95 95
18 22 22 22 76
18 Number of Rural WSS Schemes Taken Over No. 02 2 30 7

19 Number of New Water & Sanitation Systems in New No. 39

Districts

20 Number of R&D Projects Completed No. 02 2 21 7

OB. FINANCIAL VIABILITY % 8.6 22 22 22 22 22 22
4 % 43 40 37 34 31 28 28
% 107 110 110 110 110 100 100
21 Operating Revenue Growth Rate (without Grants) % 73 75 77 79 81 86 86
22 Non-Revenue Water %
23 Collection Efficiency Ͳϲϲй Ͳϲϭй Ͳϱϲй Ͳϱϭй Ͳϰϲй Ͳϰϭй Ͳϰϭй
24 O+M Cost Covered by Water+Sewer Collection
25 Net Profit Margin

OB. CAPACITY DEVELOPMENT TO MEET THE STATUTORY
5 MANDATE

5(A) Personnel Performance Indicators % 96 100 100 100 100 100 100
26 81 79 77 75 73 71 71
Percentage of Staff meeting minimum Performance % 4 20 0 00 0
27 Benchmarks No.
28 Staff Efficiency (i.e., Cost by Billing and Collections) 91 92 93 94 95 96 96
53 60 62 64 66 68 68
Number of Industrial DisputesRecorded 50 100 100 100 100 100
Ϯ 75 80 100 100 100 100
5(B) Institutional Capacity / Output Indicators %
% 75 50 60 70 80 90 90
29 Water Supply Coverage (Capacity to Meet National % 55 5 5 5 25
Target) % 1 75 80 85 90 100 100
70
30 Sanitation Service Coverage (Capacity against National
Target)

31 Acquisition of Proof of Ownership for Assets

32 Percentage of Staff Meeting Minimum Job Requirements

OB. ADHERENCE TO ENVIRONMENTALLY FRIENDLY 40
6 PRACTICES
%
33 Automation of Operating Systems and Processes

34 Number of Climate-Smart (Green) Projects Implemented No.

35 Adherence to Occupational Health, Hygiene & Safety %
Measures

41

Address:
*GCF 1HƒEG %JKRCVC 2GTGP[CVYC 4QCF

P.O. Box 510464 Chipata, Zambia

42