CHINSALI LOCAL ECONOMIC DEVELOPMENT STRATEGY

REPUBLIC OF ZAMBIA

CHINSALI
LOCAL ECONOMIC DEVELOPMENT STRATEGY

January 2020

Table of Contents
FOREWORD ....................................................................................................................................... i
EXECUTIVE SUMMARY..................................................................................................................... i
LIST OF ACRONYMS........................................................................................................................ ii
1 INTRODUCTION ........................................................................................................................ 1

1.1 Background ....................................................................................................................... 1
1.2 LED Process ...................................................................................................................... 1
1.3 Alignment with National Goals........................................................................................... 1
2 SOCIO-ECONOMIC PROFILE.................................................................................................... 4
2.1 Municipal Overview ........................................................................................................... 4
2.2 Demography ...................................................................................................................... 4
2.3 Health Care........................................................................................................................ 5
2.4 Education........................................................................................................................... 5
2.5 Housing ............................................................................................................................. 6
2.6 Water and Sanitation ......................................................................................................... 6
2.7 Economy............................................................................................................................ 7
3 LOCAL ASSESSMENT .............................................................................................................. 8
3.1 SWOT Analysis .................................................................................................................. 8
3.2 Growth Opportunities ...................................................................................................... 10
4 LED FRAMEWORK .................................................................................................................. 11
4.1 Vision .............................................................................................................................. 11
4.2 Mission............................................................................................................................ 11
4.3 LED Strategy.................................................................................................................... 11
5 ACTION PLANS....................................................................................................................... 13
5.1 Farm Block Development ................................................................................................ 13

5.2 Small Holder Development.............................................................................................. 14
5.3 Livestock Development.................................................................................................... 15
5.4 Forestry ........................................................................................................................... 16
5.5 Investment Promotion and Marketing ............................................................................. 18
5.6 Aquaculture Value Chain Enterprise Development .......................................................... 19
5.7 Transport and Logistics ................................................................................................... 20
5.8 Infrastructure Development ............................................................................................. 21
5.9 Skills Training and Development..................................................................................... 22
5.10 Women and Youth Empowerment................................................................................... 23
5.11 Built Environment ............................................................................................................ 24
5.12 Business Support ............................................................................................................ 25
6 Appendices ............................................................................................................................. 26
APPENDIX 1: LED PROCESS...................................................................................................... 26
APPENDIX 2 - TECHNICAL WORKING GROUPS........................................................................ 27

List of Tables

Table 1: Alignment between LED goals and the 7NDP ..................................................................... 2
Table 2: Selected Demographic Indicators ....................................................................................... 4
Table 3: Selected Health Indicators .................................................................................................. 5
Table 4: Selected Education Indicators ............................................................................................. 5
Table 5: Selected Local Economic Indicators ................................................................................... 7
Table 6: National Treasury Allocation ............................................................................................... 7
Table 7: Strengths, Weaknesses, Opportunities and Threats............................................................ 8

FOREWORD

In the context of decentralisation, local authorities have unprecedented opportunity to shape their
own destiny by adopting localized responses and initiatives anchored on social dialogue and
strong partnerships between government institutions, civil society and the private sector. This local
economic development (LED) initiative lays out a road map for attaining our collective vision of
transforming Chinsali into a self-sustaining, inclusive city by 2030.
Ten years might seem a long way on the horizon but transformation requires a clear vision and
strategy. A lot will have to happen in ten years if our ambition is to be realised. And it is for this
reason that I now avail our 10 year blue print for accelerated socio-economic transformation. It is
an inclusive document where local stakeholders and authorities worked together through an open
and participatory process to identify and design practical approaches needed to create jobs, grow
and sustain the local economy.
I am very grateful for their collaborative and skilled efforts. This is how it should and this is what
decentralization demands, because successful implementation of this plan too, will depend on the
extent to which all stakeholders commit to work together in partnership towards our collective
aspirations.

Thomas Mutale
Mayor of Chinsali

EXECUTIVE SUMMARY
An underdeveloped local economy, poor support infrastructure, poverty and unemployment are the
main challenges facing Chinsali today. The competitive advantage of the municipality lies in its rich
natural resource base – abundant arable land, water and forestry resources. The plan by TAZAMA
Pipeline to develop a 400MW gas fired power plant, scalable to 1,200MW, has the potential to re-
position Chinsali as a regional powerhouse. There are also significant economic growth opportunities
in the transport and logistics, agriculture, forestry, mining and tourism sectors.
This local economic development strategy (LED) seeks to market the municipality potential and attract
investments to generate employment and create an enabling environment for sustained economic
growth. The plan focuses on 4 strategic themes that prioritise job creation and transformation:

 Economic diversification
 Infrastructure development
 Investment promotions
 Human development

Within the four themes, 6 programmes have been identified. The schedule for implementation is
provided in the form of 13 Action Plans which describe the project goal and components,
implementing agency, partners, timelines and budgets. The working groups will be responsible for
implementation and reporting to the District Development Coordinating Committee (DDCC) through
the respective sub-committees.
The community of Chinsali is confident that the delivery of this plan of action will improve the
economic profile of the municipality resulting in the much needed inward flow of investment.

i

7NDP LIST OF ACRONYMS
AIDS Seventh National Development Plan
ChWSCO Acquired Immune Deficiency Syndrome
CBD Chambeshi Water and Sewerage Company
CEEC Central Business District
DHMT Citizens Economic Empowerment Commission
Ha District Health Management Team
HIV Hectares
ICU Human Immune-deficiency Virus Km Kilometers
LAP Intensive Care Unit
LED Local Area Plan
MoH Local Economic Development
NGO Ministry Of Health
PPP Non-Governmental Organisation
PRSP Public Private Partnership
S.I Poverty Eradication Strategies Paper
SMART Statutory Instrument
SWOT Specific, Measurable, Attainable, Realistic, Time-bound
TAZAMA Strength, Weaknesses, Opportunities and Threats
Tanzania Zambia Mafuta
TB
TWG Tuberculosis
WRMA Technical Working Groups
ZESCO Water Resources Management Authority
Zambia Electricity Supply Corporation

ii

1 INTRODUCTION

1.1 Background
Chinsali was declared a municipality and provincial headquarters of Muchinga Province on 30th
December 2011. Lack of private sector investment to stimulate and sustain growth in the local
economy remains one of the greatest challenges to socio-economic transformation. The
competitive advantage of the municipality lies in its rich natural resource base – abundant arable
land, water and forestry reserves. Its strategic location as the provincial gateway to the important
port of Dar es Salaam also presents exciting opportunities for the transport and logistics industry.

This local economic development strategy (LED) is a collaborative effort between government, the
private sector, civil society and residents to collectively identify, package and exploit the unique
opportunities of the municipality and create better conditions for economic growth and job
creation.

1.2 LED Process
Following the preparatory phase and planning meetings held between February and April 2019,
the stakeholder engagement process commenced. Several engagement methodologies were used,
including business meetings with the Local Chamber of Commerce, public fora and small
specialist group discussions thereby collecting direct inputs and feedback from residents, the
business community, civil society, elected representatives and experts drawn from all walks of life.
In parallel to the stakeholder engagement process, an extensive review of international and local
literature focussing on best practices relevant to the LED was undertaken. This evidence-based
information and analysis informed the LED process and strategy development (refer to Appendices
1 and 2)

1.3 Alignment with National Goals
The Seventh National Development Plan (7NDP) represents a shift from sectoral based planning
to an integrated multi-sectoral approach. The broad theme of the plan is “accelerating
development efforts towards 2030 without leaving anyone behind”. The primary goal is to create a
diversified and resilient economy for sustained growth and socio-economic transformation, driven
largely by agriculture, mining and tourism.

Each goal of the LED is aligned with the 7NDP. As indicated in table 1, the five strategic areas of
the 7NDP are supported by accompanying LED sub-goals, each defined by its own set of local
initiatives.

Page | 1

Table 1: Alignment between LED goals and the 7NDP

7NDP LED

Pillar Development Outcome Goal Strategy

Economic A diversified and export- To create a Increase agricultural
diversification and oriented agriculture sector diversified and production and productivity
job creation resilient local
economy Develop the livestock
sector and provide market
A diversified tourism sector linkages for small
ruminants
Improved energy Develop the fish farming
production and distribution value chain
for sustainable Support value addition of
development high value crops, fruits and
forest products
A diversified and export- Promote sustainable
oriented mining sector management and utilization
of forest and other natural
Improved access to resources
domestic, regional and Attract and increase the
international markets inward flow of investment
in the key economic
Improved transport system sectors of energy, mining
and infrastructure and tourism

Enhanced decent job To attract new Transform Chinsali into a
opportunities in the investment major transport and
economy logistics hub
Facilitate the provision of
infrastructure imperative to
economic growth
Market the municipality, its
potential and investment
opportunities

Page | 2

Poverty and Enhanced welfare and To accelerate socio- Support and grow the
vulnerability livelihoods of the poor and economic informal economy
reduction vulnerable transformation

Enhancing human Improved education and Establish strategic
partnerships between
development skills development academia, government and
industry
Reducing Reduced inequalities
developmental Provide entrepreneurship
inequalities skills training and
development across
Creating a Improved service delivery To develop economic sectors
conducive economic
governance infrastructure Support local businesses
environment for a
diversified and Lobby and mobilize
inclusive economy funding for key public
sector programmes

Facilitate the provision of
infrastructure imperative to
economic growth

Page | 3

2 SOCIO-ECONOMIC PROFILE

2.1 Municipal Overview

 Area 15,566.6Km2
 Planning jurisdiction 25,600 ha
 Population (Projected 2019) 104,560
 Number of Constituencies 1
 Number of wards 15
 Chiefdoms 4

2.2 Demography

Table 2: Selected Demographic Indicators

Indicator CSO CSO Share of Muchinga Province Ranking
Census Projected Muchinga
Population 2010 2019 Province
Male 2010 2019 12.2 10.4
Female 86,723 12.3 10.5 4th
Youth of up to 42,915 104,560 12.1 10.3 4th
34 years 43,808 51,742 13.2 11.2 5th
Number of 75,820 52,818 4th
Households 91,416 12.4 10.4
17,172 4th
20,502

 According to the Central Statistical Office (2010 Census) Chinsali was recorded at 12.2 %
of Muchinga’s population

 Projected population (2019) is estimated at 104,560
 Males 42,915 and females 43,808 (2010 Census)
 Youth of up to 34 years, 11.2% of Chinsali’s population
 Number of households 20,502 with approximately five (05) people per household

Page | 4

2.3 Health Care

Table 3: Selected Health Indicators

Indicator 2015 2016 2017 2018
6.8 2.4 2
HIV prevalence rate 4.3
70,479 63,3002 60,238
Malaria cases 61,586 6,990 6,396 5,396
73
Diarrhea cases (non-bloody) 7,094 82 35,304 130
33,300 32,949
Tuberculosis 148 1,279
1,590 78,596 1,900
Respiratory infection: non- 25,116 14,347 134,470
5
pneumonia 5 5 5
5 1 6
Respiratory infection: pneumonia 835 1 1

OPD attendances (Morbidity) -

Public Facilities

Number of Health Posts 3

Number of Rural Health Centres 5

Number of hospitals 1

Source (Chinsali District Management Office. 2019)

 The average distance between facilities within the Planning Boundary is 7km.

 A specialized General Hospital is currently under construction and expected to be
completed within the plan period. The design capacity is 222 hospital beds, 615 outpatient
visits/day and 200 emergency room visits/day.

2.4 Education 2016 2017 2018 2019
Table 4: Selected Education Indicators
46.4% 50% 48.3% -
Indicator 43.6% 62% 53.6% -
Grade 7 pass rate 75% 98.3% -
Grade 9 pass rate - 1 3 3
Grade 12 pass rate 1 1 1 1
Private Early Childhood Education 1 1 1 1
Private Primary Schools 1 37 37 37
Private Secondary Schools 37 68 68 68
Number of Community Schools 67 - - -
Number of Primary Schools - 7 7 9
Number of Basic Schools 5 112 112 114
Number of Secondary Schools 109
Public Schools

Page | 5

2.5 Housing
 Chinsali has 2199 formally approved housing units (2017 valuation roll)
 Informal housing as at September 2019 is just under 2000

2.6 Water and Sanitation

Page | 6

2.7 Economy
Table 5: Selected Local Economic Indicators

Indicator 2010 2013 2015 2018
Proportion of households below the 82%
90% 88% 85%
National Poverty Line -

GDP Growth 97, 215.90 114, 032.50 151,330.50

Contribution to Provincial GDP

Contribution to National GDP

Source: Provincial Planning Unit, Muchinga

Table 6: National Treasury Allocation 2017 2018
National Support 1,018,655.41 2,094,611.85

Infrastructure Development

Local Government Equalization Fund 798,000 9,653,039.87
Constituency Development Fund 1,600,000

Grant in lieu of Rates 230,000

Page | 7

3 LOCAL ASSESSMENT

3.1 SWOT Analysis

Table 7: Strengths, Weaknesses, Opportunities and Threats

STRENGHTS

Key Sectors General

Agriculture, Livestock & Fisheries o Planning authority with jurisdiction over
o Rich natural resource base – abundant 25,000Ha
arable land and water resources
o Favourable climatic conditions o Growing administrative, commercial
o Existing tertiary institutions and livestock and university town
breeding centre
o Youthful population

Energy
o Idea landscape and climatic conditions for
renewable energy – solar and wind
o Existing TAZAMA Pump Station creates
potential to develop a gas fired power plant

Forestry
o Rich natural forests

Mining
o Mineral reserves
o Easy access to international gateway

Tourism
o Rich cultural and political history
o Existing tourist attractions

Transport and Logistics
o Provincial gateway to the Port of Dar es
Salaam
o Linked with surrounding regions –
Northern, Eastern & Central
o Provincial headquarters for Zambia Revenue
Authority

Page | 8

WEAKNESESS

Key Sectors General

Agriculture, Livestock & Fisheries o Poor road infrastructure
o Shifting cultivation impacting negatively on o Limited access to basic services (water,
the environment
o Lack of skills and technical knowledge sanitation, electricity) thereby negatively
amongst local farmers impacting the local economic
o Lack of access to markets environment
o Start-up financing not easily accessible by o Dispersed population pattern
farmers o Seasonal gathering of natural forest
products remain the main source of
Energy livelihood for many households
o Off take by national power company not o Increasing poverty levels
guaranteed – need to upgrade and expand o Unskilled youthful population not
grid economically active
o Lack of project for greenfield projects o Mindset

Forestry o Poor communication services
o Unsustainable forest management practices

Mining
o Lack of private sector investment to develop
sector

Tourism
o Undeveloped sites and facilities
o Lack of private sector investment

Transport and Logistics
o Commitment by key stakeholders to
transform Chinsali into a regional transport
and logistics hub
o Poor road and air infrastructure
o No rail link

Page | 9

OPPORTUNITIES

Key Sectors General

Agriculture, Livestock and Fisheries o New provincial headquarter with huge

o Better positioned as an agro-processing and untapped potential

value addition hub

o Saudi Arabian market for small ruminants

Energy

o National power deficit

o Focus on renewable energy

Forestry

o Increasingly demand for both indigenous

and exotic timber

Tourism

o National focus to develop local tourism

Transport and Logistics

o National priority to develop dry ports

THREATS

Key Sectors General

Agriculture o Distance from major centres of
o Unsustainable farming practices economic activities
o Poor road infrastructure
o Climate change
Forestry
o Unsustainable management practices
o Illegal harvesting of natural forests

Transport and Logistics
o National focus on other localities

3.2 Growth Opportunities
The local economy of Chinsali remains largely underdeveloped with subsistence agriculture,
seasonal collection of natural forest products and local trade as the main economic activities.
Consequently municipal resources are tight on account of the narrow revenue base. Growth
opportunities lie in transport and logistics, agriculture, livestock, fisheries, tourism, mining and
energy. Identified as the key driver of the local economy, the proposed development model for the
agriculture sector is to collectively produce and market the products through cooperatives and
out-grower schemes. Value addition projects for fruits and high value crops are priority projects.

Developing an international transit bonded warehousing facility as a first step towards
transforming Chinsali into a regional transport and logistics hub is a game changer. An early win
is the proposed project by TAZAMA to develop a gas fired energy plant of up to 1,200MW.

Page | 10

4 LED FRAMEWORK

4.1 Vision
To be a self-sustaining city by 2030, providing opportunities for all

4.2 Mission
To enhance active participation of all stakeholders, anchored on good governance, in order to
achieve sustainable socio-economic development thereby improving the quality of life all

Chinsali residents

4.3 LED Strategy

Table 7: Goals and Strategies

Goals Strategies Programmes

Goal 1: To create a Strategy 1.1: Increase agricultural Economic
diversified and resilient
local economy production and productivity Diversification

Strategy 1.2: Develop the livestock
sector and provide market linkages
for small ruminants

Strategy 1.3: Promote sustainable
management and utilization of
forest and other natural resources

Strategy 1.4: Develop the fish
farming value chain

Strategy 1.5: Support value chain
addition of selected crops, fruits
and forest products

Strategy 1.6: Attract and increase
the inward flow of investment in the
key economic sectors of energy,
mining and tourism

Strategy 1.7: Transform Chinsali
into a regional transport and
logistics hub

Page | 11

Goal 2: To accelerate Strategy 3.1: Establish strategic Skills training and
socio-economic partnerships between academia, Development
transformation government and industry

Strategy 3.2: Provide
entrepreneurship skills training and
development across economic
sectors

Strategy 3.3: Support and grow the Women and Youth

informal economy Empowerment

Strategy 3.4: Support local SMEs Development
businesses

Goal 3: To develop Strategy 3.5: Promote inclusive Urban Development
economic infrastructure growth and development
Investment
Goal 4: To attract new Strategy 4.1: Facilitate the Promotions and
investment provision of infrastructure Marketing
imperative to economic growth

Strategy 5.1: Market the
municipality, its potential and
investment opportunities

Strategy 5.2: Lobby and mobilize
funding for public sector
programmes

Page | 12

5 ACTION PLANS

5.1 Farm Block Development

PROJECT NAME: LED INTERVENTIONS:

Farm Block Development  Advocacy and Lobbying
PROJECT DESCRIPTION:  Investment promotion and marketing

The overall objective is to create a diversified and export-oriented agriculture economy. Specific objective is to provide backbone

infrastructure that will:
(i) Attract private sector investment (core ventures)

(ii) Create opportunities for small and medium-scale farmers (out-growers)

EXPECTED RESULTS: TARGET GROUP:

 Improved enabling environment for private sector  Private sector investors
investment  Existing inhabitants/households within the farm block
 Households from surrounding villages
 Opening up undeveloped rural areas  Small and medium-scale farmers

 Job creation

 Reduced inequalities
 Production, processing and market infrastructure

established for key value chains

 Export-oriented agriculture

KEY PROJECT ACTIVITIES: KEY PERFORMANCE INDICATORS:

 Develop project concept paper  Extent of land reserved for the project
 Land acquisition  Funding

 Implementation - provide backbone infrastructure  Level of private sector investment
(feeder roads, electricity, communication facilities,
water for irrigation and domestic use)  Number of inhabitants within the farm block integrated
 Number of households from surrounding villages

integrated

 Number of local small and medium- scale farmers
benefiting

STAKEHOLDERS Possible contributions to the project

 Central government  Funding
 Traditional leaders  Land and community buy-in
 Ministry of Agriculture  Technical expertise
 Zambia Development Agency  Private sector investment
 Ministry of Lands, Naturals and Environmental  Security of land tenure

Protection  Technical expertise and political support
 Local Authority  Good will and support
 Local community Risk Factors:
Enabling Factors:  Resistance from the community
 Climate Change
 Political will  National priorities
 Support from cooperating partners
 LED strategy Budget sources
 GRZ
Estimated costs (USD)  Cooperating Partners
 100 million  Private sector investment

Project time frames Project lead institution and Person responsible
 Immediate  Ministry of Agriculture
 Provincial Administration

Page | 13

5.2 Small Holder Development

PROJECT NAME: LED INTERVENTION:

Smallholder Development Project  Advocacy and Lobbying

PROJECT DESCRIPTION :

The goal is to develop the agriculture sector through effective businesses linkages between the farmers and the private

agribusiness firms in selected value chains. The objectives of the project are:

 To promote smallholder agriculture

 To support commodity value-chains that have significant potential to increase household incomes and create jobs

 To foster business linkages between farmers and private sector firms

Expected Results: Target Group:

 Economic growth and Job creation  Small and medium-scale farmers
 Improved livelihoods  Women and Youth
 A diversified export oriented agriculture sector  Local and international investors (core ventures)
 Small and medium scale enterprises

Key Project Activities: 
Key Performance Indicators:

 Establishment of out-grower schemes for  Number of core ventures established
selected commodity value-chains  Number of smallholder farmers

 Facilitate investments for core ventures 

 Farmer support and extension services

Stakeholders Possible contributions to the project
District Administration  Champion of the project
Local Authority  Land identification
 Premises
Traditional leaders:  Expertise
 Land provision
Kapasa Makasa University  Community support,
 Advocacy
Department of Agriculture  Provision of technical expertise
 Training experts and consultancy
Agribusiness and COMACO  Farmers Training services
Department of Meteorology  Coordination of agriculture services
International organizations:  Market for local produce
Enabling Factors:  Advice on climate change and weather forecasting
 Financial support Technical assistance
 Political support
 Availability of input support Risk Factors:
 Availability of Land and natural resources  Effects of climate change
 Technical knowhow  Failure to meet budget
 Favorable climatic conditions  Shortages in input supply
 Poor road network
Estimated Costs
Budget Sources
Time Frames  GRZ
Short to Medium term  Donor partners

lead institution and Person responsible
 Ministry of Agriculture
 Ministry of Livestock and Fisheries

Page | 14

5.3 Livestock Development LED INTERVENTION:
 Skills development and training
PROJECT NAME:  Advocacy and lobbying
Small Ruminants Development  Investment promotion

PROJECT DESCRIPTION :

The aim of the project is to commercialize the rearing of small ruminants. The objectives are:

 To encourage and support the establishment of sheep and goat production farms

 To facilitate the supply chain and export process

Expected Results: Target Group:

 Economic growth and Job creation  Women and Youth

 Improved livelihoods  Small and medium-scale farmers

 A diversified export oriented agriculture sector  Livestock producer association(s)

 Traders

 Local and international investors

Key Project Activities: Key Performance Indicators:

 Identification/registration of goat and sheep  Number of goat and sheep farmers registered

farmers  Number of farmers trained

 Skills development and training  Number of farmers supported

 Farmer support and extension services  Annual production of sheep and goats

 Establishment of aggregation and bulk collection

centres

 Establishment of a meat processing facility

Stakeholders Possible contributions to the project
District Administration
Local Authority Champion of the project
Traditional leaders:
Land alienation
Kapasa Makasa University
Land provision
Department of Agriculture Community support,
Advocacy
Captains of the industry
Provision of technical expertise
Training experts and consultancy

Farmers Training services
Coordination of agriculture services

 Establishment of aggregation and bulk collection centres
 Establishment of a meat processing and export facility

Enabling Factors: Risk Factors:
Political will and support Local values

Estimated Costs Budget Sources
GRZ
Time Frames Donor partners
Short to Medium term
lead institution and Person responsible
Ministry of Agriculture
Ministry of Livestock and Fisheries

Page | 15

5.4 Forestry

PROJECT NAME: LED INTERENTIONS;

Decentralized Forestry Management  Project proposals

 Community development project grants

PROJECT DESCRIPTION

The overall aim of the project is to promote sustainable management and utilization of forest and other natural resources. The

specific objective is to increase ownership of community managed forests from 400 hectares to 20,000 hectares by 2025.

Expected Results of the Project Project Target Group(s)

 Community ownership and stewardship  Forest dependent individuals and households
 Improved livelihoods  Women
 Reduced poverty  Vulnerable groups
 Households living in extreme poverty
  Traditional Authorities

Key Project Activities Key Performance Indicators
 Establish protected community forests  Number of hectares devolved to the local
 Establish and train Community Forest Management communities
Groups (CFMGs) in management and protection of  Number of household beneficiaries
natural forests, afforestation and reforestation
 Train forests dependent rural communities in alternative Possible Contributions to the Project
source of livelihood from forests products and other  Community sensitization
natural resources such as bee keeping and honey  Expertise
production, commercial mushroom harvesting,  Advocacy
caterpillar harvesting, fish farming  Community engagement
 Establishment of forest plantations  Identification of Land

Stakeholders
 Department of Forestry
 Ministry of fisheries and livestock
 Traditional Authorities
 Local Authorities
 Local Communities

Enabling Factors Risk Factors
 Availability of local forests  High rate of deforestation through unsustainable
 Availability of water sources charcoal production
 Availability of land resource
 Good soils Budget Sources
 Availability of Skilled Manpower ( Forestry officers,  Funded projects (Project proposals), Community
Aquaculture Specialists, Fisheries Officers) Development grants (Both local and
 Willingness of the community International)

Estimated Costs (Capital and Operational)
 $50,000 Project Lead Institution and Person Responsible
 Department of Forestry
Project Time-Frame
 Immediate

Page | 16

PROJECT NAME: LED INTERENTIONS;
Fruit Production and Value Chain Enterprise Development
 Support to fruit production and value chain
enterprise development

 Attract private investments to establish fruit
processing facilities

PROJECT DESCRIPTION

The aim of the project is to commercialize fruit farming. The objectives of the project are:

 To boost the livelihoods of poor households through the production of high-value fruit crops

 To unlock the fruit value chain by attracting private investments to establish fruit processing facilities

Expected Results of the Project Project Target Group(s)

 Improved livelihoods  Subsistence farmers

 Reduced inequalities and poverty  Women and youth

 Improved economic activities  Small and medium scale enterprises

 Broadened municipal tax base

Key Project Activities Key Performance Indicators

 Baseline survey and development of location-specific  Number of farmers registered

interventions  Extent of land under fruit cultivation per annum

 Establishment of commercial fruit tree nurseries  Type of fruits cultivated

 Community awareness and capacity building on fruit  Number of farmers trained

tree propagation and farm management, fruit tree  Annual output per fruit crop per hectare
processing technologies, value addition and marketing

 Support to establish fruit production and value chain

enterprises

Stakeholders Possible Contributions to the Project
 District administration  Champion of the project
 Traditional Authorities  Land provision and community sensitization
 Local Authority  Land alienation and political support
 Local Communities  Support and participation

Enabling Factors Risk Factors
 Climate change
 Abundant land, water and forestry resources
 Technical expertise and knowhow

Estimated Costs (Capital and Operational) Budget Sources
 

Project Time-Frame Project Lead Institution and Person Responsible
 Immediate  Department of Forestry

Page | 17

5.5 Investment Promotion and Marketing

PROJECT NAME: LED INTERVENTION:

Investment Promotion and Marketing  Source external funding for projects

SHORT DESCRIPTION OF THE PROJECT:

The aim of the project is to market the municipality, its economic potential and opportunities. The objective is to make Chinsali

the most competitive destination for private sector investment in the region.

EXPECTED RESULTS OF THE PROJECT: PROJECT TARGET GROUP:
 Inward flow of private sector investment
 Increased economic activities  Local and international investors
 Jon creation  Existing local businesses
 Broadened tax base for the municipality

KEY PROJECT ACTIVITIES: KEY PERFORMANCE INDICATORS:
 District investment profile  Level of investments
 Website
 Investment forums POSSIBLE CONTRIBUTIONS TO THE PROJECT
 Documentaries  Package and promote LED projects
 Expo  Mainstream local economic development in the

STAKEHOLDERS District Development Coordinating Committee
 Provincial administration (DDCC)
 District administration  Support and promote LED projects
 DDD
 Traditional leaders  Prioritize local economic development
 Line ministries  Media coverage
 Quasi government institutions  Provision of goods and services
 Media  Political will
 Business community 
 Civic leaders 
 Chamber of Commerce Risk Factors:
 Zambia Development Agency  Climate Change effects
Enabling Factors:  Political unrest
 Health related incidents
 LED strategy
 Political will
 Natural and built environment
 Favorable climatic conditions
 Historical and Cultural factor

Estimated costs Budget sources
 GRZ
Project time frames  Donor Partners
Immediate  Local investors

Project lead institution and Person responsible
 Local Government

Page | 18

5.6 Aquaculture Value Chain Enterprise Development

PROJECT NAME: Aquaculture Value Chain Enterprise Type of LED Instruments

Development Aquaculture Seed Fund

Short Description of the Project
The project development objective is to advance the aquaculture subsector as a viable and inclusive business opportunity through

enhanced production and productivity in order to improve the livelihood of beneficiaries along the aquaculture value chain.

Expected Results of the Project Project Target Group(s)

 Job Creation The project targets 50% Women, 30% Youths 19% Men 1%
 Increased Fish Production Disabled that are:
 Availability of inputs like fingerlings
 Increased revenue  Market oriented smallholder farmers/producer
 Poverty groups
 Enhanced food security
 Youths incubated and trained by ZAEDP

 Registered associations or cooperatives of farmers
/ producers

 All valuable aquaculture value chain SMEs

Key Project Activities Key Performance Indicators

 Establishment of a commercial fish hatchery  Number of beneficiaries along the value chain
 Annual fish production
 Establishment of two commercial fish nurseries to  Number of jobs created
produce fingerlings

 Support table fish production by small scale fish
farmers

 Support fish feed production and other fish farming
input supply

 Cold chain solutions

 Fish Value addition and processing (Drying, smoking,
fillet, canning etc)

 Marketing of fish products Possible Contributions to the Project
Stakeholders

 Ministry of Fisheries and Livestock  Skills training and development
 Kapasa Makasa University  Technical expertise
 Traditional leaders  Land and community support
 Politicians  Community engagement and dissemination
 Banks  Financial services
 Local Chamber of Commerce  Business advisory and support
 Local Authority/Ministry of Lands  Security of tenure
 Provincial Administration  Monitoring and evaluation

Enabling Factors Risk Factors
 Availability of water sources  Theft
 Good soils  Lack of adequate knowledge and skills by most
 Favourable climate farmers
 Technical expertise ( Aquaculture Specialists, District  Fish poisoning by some jealous community people
Fisheries Officers, Kapasa Makasa University)
Budget Sources
Estimated Costs (Capital and Operational)  African Development Bank
$1,100,000 (K17 million1)
Project Lead Institution and Person Responsible
Project Time-Frames  Citizen Economic Empowerment Commission
 Immediate

1 Exchange rate: 1USD = K15.44

Page | 19

5.7 Transport and Logistics TYPE OF LED INSTRUMENTS/INTERVENTIONS:
 Cross-border trade facilitation
PROJECT NAME:
International Transit Bonded Logistics Park

SHORT DESCRIPTION OF THE PROJECT:

The aim of this project is to develop a transport and logistics facility that will provide all the infrastructure and services needed for

the importation and exportation of various goods and commodities.

Expected Results Of The Project: Project Target Group:

 Attain a well-functioning transport infrastructure  Truckers
 Improved local economy  Insurance companies
 Improved transport and logistics infrastructure and  clearing and forwarding companies

services

 New customs and administrative office within the
region.

 Improved transit traffic
 Reduce cost of trade and transport

Key Project Activities: Key Performance Indicators:

Site Acquisition  Getting the customs license
Acquisition of customs license  Number of bids submitted
Procuring of a partner  Number of buildings constructed
Construction of the bonded logistics park

Stakeholders Possible contributions to the project

 Local authority  Provision of Land

 ZRA  Provision of the customs license

 Private Companies (transport and logistics  Construction and running of the facility
companies)

Enabling Factors: Risk Factors:

 Proximity to the Nakonde Boarder post  Disapproval of the provision of the license by ZRA

 Strategic location (along the transit Great North  Failure to procure a partner
Road)

 Absence of Bonded warehouses in the District

Estimated Costs Budget Sources
 Private Partner
Project Time Frames
 Long term Project lead institution and Person responsible


 Private Partner
 Valuation Officer (Local Authority)

Page | 20

5.8 Infrastructure Development

PROJECT NAME: LED INTERVENTION

Infrastructure Development Maintenance,upgrade and Improvement of infrastructure

PROJECT DESCRIPTION :
 The goal of this project is to Facilitate the provision of improved infrastructure in order to enhance economic growth

Expected Results: Target Group:

 Road development and rehabilitation  Local Population
 Improved water and sanitation services  Local investors
 Improved housing facilities  International investors
 Increased cross border trade
 Improved local revenue
 Improved transport and communication services
 Improved living conditions
 Retail and wholesale development
 Foreign and domestic investments

Key Project Activities: Key Performance Indicators
 TAZARA Rail Link Project  Number of township roads rehabilitated and upgraded
 Rehabilitation and Upgrade of Township Roads  Length of water reticulation netwrok installed
 Water reticulation  Number of water meters installed
 Water meter installation  Length of sewer network installed
 Sewer line establishment  Number of waste water treatment ponds constructed
 Sewer pond setting out  Number of areas with expanded and improved water
 Distribution Network Distribution Networks
 Upgrading of the Aerodrome  Aerodrome upgraded to standard
Upgrading of Housing  Number of improved housing infrastructure

Stakeholders Possible contributions to the project

Local authority  Facilitator

Chambeshi water and sewerage  Expertise/Provision of water and sanitation services

Water affairs  Expertise/Water distribution improvement

Ministry of infrastructure development  Funding/Expertise
International investors
 Financial and technical support
Traditional leaders:
 Land, Community support,
Enabling Factors:  Advocacy
 Macro-economic environment Risk Factors:
 Funding
Estimated Costs
Budget Sources
Time Frames  GRZ
 Immediate to Long Term
lead institution and Person responsible
 Local Authority
 Chambeshi water and sewerage
 Water affairs

Page | 21

5.9 Skills Training and Development Type of LED Instruments

PROJECT NAME: -Source for Donors funds
Skills Training and Development -International development Agencies

Description of the Project
The project seeks to enhance networking and collaboration between academia, government and industry. The objective is to
support local economic growth through knowledge transfer and skills development across all economic sectors. The specific
objectives of the project is to Tailor courses /programs to the needs pertinent to the local population and use higher learning
institutions as innovation and entrepreneurship hubs.

Expected Results of the Project Project Target Group(s)
 The local community
 Local community access to specialised information  The district Economy
 Improved local economy through increased

entrepreneurial activity

 Local employment opportunities
 Skilled labour force

Key Project Activities Key Performance Indicators
 Identification of local information Needs/Target
groups  Formulated specialised curriculum and Time-
 Curriculum development tabled quarterly courses on offer
 Mentoring
 Internship  Number of certified participants
 Training  Rate of acquired specialised skills
 Certification  A working information and interactive online portal
 Information and Interactive online portal
Possible Contributions to the Project
Stakeholders
 Higher learning Institutions  Providing specialised training & information
 Line Ministries (Ministry of Agriculture, forestry  Internet portal design and maintenance
and Livestock and Fisheries)  Providing practical training and mobilisation of
 Local authority
 Traditional Leaders trainees
 Revenue generation, employment creation,
Enabling Factors
 Availability training Institutions and trainers facilitation of land, business permits
 Stakeholders willingness  Community Engagement/ Provision of land,
 Availability of land resource Risk Factors
 Inadequate financial resources
 Reluctant local community perception towards

developmental programmes

Estimated Costs (Capital and Operational) Budget Sources
-Needs assessments ( K10 000*) -LED Budget
-Curriculum development ( K30 000*) -USAID
-Website design & maintenance (K20 000*)
-Short course program Implementation (K150 000 Project Lead Institution
Annually)  Kapasa Makasa University

*Phase I

Project Time-Frames

 Immediate and Long Term

Page | 22

5.10 Women and Youth Empowerment

PROJECT NAME: LED INTERVENTION

Women and Youth Empowerment Project  Workshops to empower youths
PROJECT DESCRIPTION :  Workshops to empower women

 The project seeks to empower women and youths with lifelong knowledge and skills that will enhance economic
development.

Expected Results: Target Group:

 Economic growth  Women
 Improved livelihoods  Youths
 Creation of women led clubs
 Establishment of youth led clubs Key Performance Indicators
 Investment in village banking
 Women buying and owning land

Key Project Activities:

 Identification of women and youths  Number of women and youth empowered
 Women empowerment training workshops  Number of youth and women empowerment
 youth empowerment training
 Engagement of skills training institutions workshops held
 Provision of land to women at a reduced cost
 Number of village banking groups created and
Stakeholders funded

 Percentage of women owning land

Possible contributions to the project

Local authority  Expertise
 Provision of land
Social welfare  Creating f an enabling environment
Community development
Traditional leaders  Identification of target group
 Expertise
Enabling Factors:
 Political support  Identification of empowerment programmes
 Availability of financial lending institutions  Expertise

 Land,
 Community support,
 Advocacy
Risk Factors:
 Inadequate support from the local community
 Failure to meet the budget
 Lack of interest by the target groups

Estimated Costs Budget Sources
 GRZ
Time Frames  Donor partner
Short to Mid term  PPP

lead institution and Person responsible
 Department of Social welfare
 Local authority
 Department of Community Development

Page | 23

5.11 Built Environment

PROJECT NAME: LED INTERVENTION:
Sustainable Urban Development  Settlement Upgrading

PROJECT DESCRIPTION:

The overall objective of the project is improve the built environment. The specific objectives are:

(i) To upgrade existing villages and unplanned settlements

(ii) To deter the further growth and formation of unplanned settlements

(iii) To revitalize the old central business district

EXPECTED RESULTS: TARGET GROUP:

 Secure land tenure  Existing inhabitants/households within the planning

 Improved access to basics services boundary

 Better living environment  Existing property owners in the CBD

 Re-investment in the existing CBD  Private investors

 Infill developments resulting in more efficient

use of land and lower municipal capital costs

 Increased economic activities

 Growth in new businesses

 Increased revenue base for the municipality

KEY PROJECT ACTIVITIES: KEY PERFORMANCE INDICATORS:

 Community sensitization and engagement  Number of households reached and integrated

 Settlement mapping, enumeration and profiling  Number of properties surveyed

 Land titling  Number of occupancy licenses/certificate of titles

 Provision of basic services issued

 House improvement  Level of investment in property re-development in

 Re-development in the CBD the CBD

STAKEHOLDERS Possible contributions to the project

 Local Authority  Technical expertise, funding, service provision
advocacy and lobbying
 Cooperating partners
 Traditional leaders  Technical expertise, and funding
 Elected representatives  Land and community support
 Political support
 Ministry of Lands, Naturals and Environmental  Security of land tenure
Protection
 Service provision
 Water and power utility companies  Good will and support
 Local community Risk Factors:
Enabling Factors:  Resistance from the community
 Funding
 Political will
 National support Budget sources
 Support from cooperating partners  Local authority
 LED strategy  Cooperating Partners
Estimated costs (Kwacha)  Public sector investment
 Settlement mapping, enumeration and profiling  Individuals and private companies

(K500,000)
 Security of tenure (K1 million)
 Provision of basic services (Phase 2)

Project time frames Project lead institution and Person responsible
 Immediate to Long Term  Local Authority

Page | 24

5.12 Business Support

PROJECT NAME: LED INTERVENTION:
Business Advisory Office  Mobilize and source funds

PROJECT DESCRIPTION:
The aim of the project is to support local business. The specific objectives are:

(i) To offer a wide range of professional business advisory services
(ii) To support the business community through information and communication
(iii) To assist businesses access working and project finance

EXPECTED RESULTS: TARGET GROUP:
 Increased local economic activities  Existing entrepreneurs that wish to expand their
 Reduction of business failures businesses
 Expansion of existing local business  People with business ideas that lack knowledge or
 Decent jobs the means for starting up a business
 Increased contribution of the private sector to the
municipal budge and local economy KEY PERFORMANCE INDICATORS:
 Better service delivery 

KEY PROJECT ACTIVITIES:
 Source and mobilize funding
 Establish office
 Recruit key personnel

 Chamber of Council  Champion of the Project
 Technical expertise
 Cooperating partners  Financing
 Business community  Technical expertise, and funding
 CEEC  Funding
 Kapasa Makasa University  Technical support
 Local authority  Technical support
 Political support
Enabling Factors:  Office space
 Strong chamber of commerce Risk Factors:
 Support from cooperating partners  Resistance to change and new ideas
 Support from the local business community  Sustainability

Estimated costs (Kwacha) Budget sources
 Office set-up, vehicle and operation costs in Year  Business community
1 (K1 million)  Cooperating Partners
 Operational cost (K250,000)

Project time frames Project lead institution and Person responsible
 Immediate to Long Term  Chamber of Commerce

Page | 25

6 Appendices

APPENDIX 1: LED PROCESS

Milestone Activity Timeframe Output
18 February 2019  Core LED Team
Preparatory phase Appointment of Steering 25- 26 February 2019  Steering Committee
Committee
4 March 20019  Steering Committee oriented
Orientation Workshop 26 April 2019 on the LED Process

Planning and Budgeting Meeting  Workplan and Budget

Political Support Plans, Works, Development and  Council Resolution
Real Estate Committee Meeting

Full Council

Stakeholder Dissemination Workshop 6 March 2019  Key Stakeholders (Traditional
Engagement leadership, elected officials,
District Development 28 March 2019 WDCs, FBOs, CBOs, CSOs)
Local Economic and DDCC aware of the
Assessment Coordination Committee meeting process
Visioning and
Strategy Expert Group March - April 2019  Growth Opportunities and
Discussions/Brainstorming 4 April 2019 Challenges
Citizen
Participation Stakeholder consultative meeting  Validation of Technical
LED Interventions Working Group Presentations
Validation Expert Group Discussions April – 27 June 2019
 Technical Working Group
Approval Consolidation of Technical 6 May 2019 Submissions
Working Group Submissions 20 June 2019
 Draft LED Strategy
Public Open Forum
 Draft LED Strategy
Expert Group Discussions June – November Incorporating Stakeholder
2019 Input and Feedback
Business Meeting with the 9 December 2019
Chamber of Commerce  Action Plans
Elected representatives 11 December 2019
(Councilors)  Draft LED Strategy
District Development 13 December 2019 Incorporating Stakeholder
Coordination Committee Input and Feedback
Council Meeting 19 December 2019
 Approved LED Strategy

Page | 26

APPENDIX 2 - TECHNICAL WORKING GROUPS

Core LED Team Town Clerk – Lead Facilitator
District Commissioner -Technical Advisor
1. Joseph-Esau Zulu Director Development Planning – Coordinator/Facilitator
2. Maximo Chitambi District Planning Officer – LED Manager/Facilitator
3. Biggie Chanda M. Environmental Planner – Facilitator
4. Marrien Kalapula Socio-economic Planner - Facilitator
5. Dominic Mushashu
6. Thelma T. Kapembwa

7. Zelita Phiri Town Planner – Facilitator

Economic Diversification and Job Creation

1. Francis Mbati District Agricultural Coordinator– Chairperson

2. Maximo Chitambi District Commissioner

3. Martin Chongo District Forestry Officer

4. Katebe Chungu District Meteorological Officer

5. Dominic Mushashu Environmental Planner

6. Frank Chihana District Fisheries and Livestock Coordinator

Investment Promotion Valuation Officer – Chairperson
Senior Settlement Officer
1. Chomba Sikazwe Socio-economic Planner
2. Kingsley Kabengele Assistant Community Development Officer
3. Thelma T. Kapembwa Bank Manager (NATSAVE)
4. Mwando Peggy Town Clerk
5. Jephthah Ntitima Office of the President
6. Joseph Zulu Vice President - Chamber of Commerce
7. Aubrey Chipawa Director Finance
8. Haggai Ng’andu
9. Frank Taima

Urban Infrastructure Development

1. Emmanuel Ponde Director of Engineering Services – Chairperson

2. Zelita Phiri Town Planner

3. Jonathan Singu Manager- Chambeshi Water and Sewerage Company

4. Biggie Chanda M. Director Development Planning

Human Development District Commissioner -Technical Advisor
Assistant Secretary (To the Permanent Secretary)
1. Maximo Chitambi Lecturer, Kapasa Makasa University – Chairperson
2. Samuel Mbewe Human Resource Office - District Education Board
3. Maureen L. Kasongo Secretary
4. Helen Kaluba
Chief Health Inspector
5. Capt. Robert Gondwe District Social Welfare Officer
6. Iness Chibesa District Agricultural Coordinator– Chairperson
7. Francis Mbati District Commissioner
8. Maximo Chitambi District Forestry Officer
9. Martin Chongo Ministry of Youth, Sports and Child Development
10. Elvis Chola

Page | 27