ZDA Strategic Plan- Abridged Version

8/6/2019 ZDA Strategic Plan- Abridged Version

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ZAMBIA DEVELOPMENT AGENCY

STRATEGIC PLAN 2009-2011-

ABRIDGED VERSION

Zambia DevelopmentAgency

STRATEGIC PLAN

2009 2011

(AbridgedVersion)

March, 2009


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Zambia Development Agency

Strategic Plan

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FOREWORD

Following the formation of the Zambia Development Agency and its subsequent

operationalisation, the Agency has developed its first strategic plan. This first strategic plan will

guide its programmes and activities for a three year period commencing from January 2009 toDecember 2011. The plan is intended to assist the fulfillment of the Agencys mandate to foster

economic growth and development.

The Strategic Plan aims to focus the Agency on programmes and activities that will contribute to

the countrys vision of becoming a prosperous middle income nation by the 2030. In addition, theplan takes in to account of both the broad policy aims and strategies as outlined in the Fifth

National Development Plan (FNDP) as well as taking cognizance of the aspirations and objectives

as highlighted in the strategic plan for the Ministry of Commerce Trade and Industry.

The Strategic Plan articulates our vision, mission, goals, values and objectives as well as including

the strategies that will be used to achieve them. It also highlights performance indicators in orderto measure the effectiveness of the Agency with regard to its set targets.

Our vision is to become a world class Agency for the promotion and facilitation of economicdevelopment. The Agency shall strive to provide effective and comprehensive facilitation and

aftercare oversight, business development services and market information in order to attract

investment in the country. With equal vigour, the Agency will promote Zambian exports in atransparent, innovative, efficient and competitive manner. In providing these services, we will

endeavour to ensure stakeholder satisfaction.

Guided in its operations by core values of Integrity, Dynamism, Professionalism, Passion, Team

Spirit and Accountability, the Agency hopes to move closer towards the realisation of its vision ofbecoming a world class Agency for the promotion and facilitation of economic development.

The successful implementation of the Strategic Plan will depend on the support and cooperation of

Government, cooperating partners, staff and all other stakeholders particularly the private sector,

who are the intended beneficiaries of the Agencys planned activities. The Agency is fullycommitted to successfully implement the plan.

On behalf of the Board, Management and Staff of the Zambia Development Agency and indeed onmy own behalf, I wish to convey my appreciation for the enormous contribution made by our

various stakeholders that participated in the strategic planning process. We look forward to your

continued support to the Agency as we implement this plan.

Luke C. Mbewe

Board ChairmanZambia Development Agency


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ACRONYMS

BOZ Bank of Zambia

CEEC Citizens Economic Empowerment Commission

COMESA Common Market for Eastern and Southern Africa

CSO Central Statistics Office

EBZ Export Board of Zambia

FNDP Fifth National Development Plan

GDP Gross Domestic Product

IPPA Investment Promotion and Protection Agreement

M&E Monitoring & Evaluation

MCTI Ministry of Commerce, Trade and Industry

MFEZ Multi Facility Economic Zone

MSE Micro and Small Enterprises

PACRO Patents and Companies Registration Office

PESTEL Political, Economic, Social, Technological, Environment & Legal

PSDP Private Sector Development Programme

SADC Southern Africa Development Community

SEDB Small Enterprise Development Board

SWOT Strengths, Weaknesses Opportunities & Threats

ToH Triangle of Hope

UNIDO United Nations Industrial Development Organisation

WTO World Trade Organisation

ZDA Zambia Development Agency

ZEPZA Zambia Export Processing Zones Authority

ZIC Zambia Investment Centre

ZPA Zambia Privatisation Agency

ZRA Zambia Revenue Authority


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TableofContents1.0 INTRODUCTION .................................................................................................................................... 5

1.1 Background ......................................................................................................................................... 51.2 Institutional Arrangement of ZDA ...................................................................................................... 61.3 Organizational Structure ..................................................................................................................... 61.4 Functions ............................................................................................................................................ 8

2.0 SITUATIONAL ANALYSIS ................................................................................................................... 92.1 PESTEL Analysis ............................................................................................................................... 9

2.1.1 Political Environment................................................................................................................... 92.1.2 Economic Environment................................................................................................................. 92.1.3 Legal Environment...................................................................................................................... 10

2.2 SWOT Analysis ................................................................................................................................ 102.2.1 Strengths ..................................................................................................................................... 112.2.2 Weaknesses ................................................................................................................................. 112.2.3 Opportunities .............................................................................................................................. 112.2.4 Threats ........................................................................................................................................ 11

3.0 STRATEGIC DIRECTION .................................................................................................................. 123.1 VISION STATEMENT .................................................................................................................... 123.2 MISSION STATEMENT ................................................................................................................. 123.3 GOAL STATEMENTS .................................................................................................................... 123.4 ZDA VALUES ................................................................................................................................. 12

4.0 OBJECTIVES, STRATEGIES AND PERFORMANCE INDICATORS ......................................... 145.0 MONITORING AND EVALUATING IMPLEMENTATION OF THE STRATEGIC PLAN ...... 24


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1.0 INTRODUCTION1.1 Background

The Zambia Development Agency (the Agency or ZDA) was established in 2006 by anAct of Parliament (ZDA Act, No. 11 of 2006) and became operational in January 2007after the amalgamation of five statutory bodies that hitherto operated independently. These

institutions were the Export Board of Zambia (EBZ), Small Enterprise Development Board

(SEDB), Zambia Export Processing Zones Authority (ZEPZA), Zambia Investment Centre(ZIC) and the Zambia Privatisation Agency (ZPA). The Agency undertakes all the services

previously carried out by these institutions and other functions as prescribed in the Act.

The aim of the Agency is to foster economic growth and development by promoting trade

and investment through an efficient, effective and coordinated private sector led economicdevelopment strategy. In totality the Agencys mandate is very broad and includes

furtherance of the economic development of Zambia by promoting competitiveness in

business and subsequently promoting exports from the country.

The Government rationalised the new institutional set up under the Ministry of Commerce,

Trade and Industry in order to improve upon service delivery by operationalising theconcept of one stop- shop. The Agency is therefore a semi autonomous institution with

its Board of Directors appointed, by the Minister of Commerce, Trade and Industry.

In this regard and in order to consolidate, focus and guide the operations of the institution,ZDA has now prepared a corporate strategic plan covering a three year period from 2009

to 2011. The plan indicates the vision, mission, goals, values and the objectives of the

institution. In addition, the strategies and their associated performance indicators have been

devised in order to achieve and monitor the set objectives.

In preparing the Strategic Plan, the Agency took into account the broader policyenvironment and focus set by both the Fifth National Development Plan (FNDP) as well as

the Vision 2030. Accordingly, cognizance was taken that the Government has put in place

economic and business policy measures aimed specifically at establishing an everimproving enabling business environment for increasing investment profit, domestic

industrial growth, and export promotion. In order to be in conformity with the objectives of

the parent ministry, the Agency also made due consideration to reconciling it focus to the

revised Strategic Plan for the Ministry of Commerce, Trade and industry 2006-2010.

The Strategic Plan aims to guide the Zambia Development Agency in its quest to become afully integrated world class institution that effectively and efficiently promotes andfacilitates economic development. It is intended that once implemented, the strategic plan

will lead to a focussed organisation designed to ensure stakeholder satisfaction.


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1.2 Institutional Arrangement of ZDAThe Agency draws its mandate from the Zambia Development Agency Act No. 11 of 2006which specifically provides for its functions.

The Agency is administered by a Board of Directors appointed by the Minister ofCommerce Trade & Industry. The Board comprises of the following sixteen (16) members:

(1)a representative of:

(i) Zambia Chamber of Commerce and Industry;(ii) the farmers;(iii) civil society organizations involved or interested in commerce and industry;

and

(iv) agencies promoting small scale industries;(2)two private businesspersons;

(3)a representative of the Environmental Council of Zambia;(4)one representative from each of the following Ministries responsible for:

(i) Commerce, Trade and Industry;(ii) Finance and National Planning;(iii) Labour and Social Security(iv) Agriculture and Cooperatives(v) Tourism, Environment and Natural Resources(vi) Education;(vii) Science and Technology; and(viii)Mines and Minerals Development, and

(5)the Attorney General.

1.3 Organizational StructureThe ZDA has an establishment of 116 positions, out of which 86 have been filled. The

Agency is in the process of filling the vacant positions and will during the course of

implementing the Strategic Plan determine as to whether all the position need to be filled.

ZDA is organized into five (5) divisions as follows:

1. Investment Promotion and Privatization DivisionThe overall mandate of this division is to promote Zambias investment opportunitieslocally and to the outside world in order to attract foreign and local investors in the

different sectors of the economy. Specifically, the Division is responsible for, Investment

Promotion, Privatisation and, establishment of Multi- Facility Economic Zones.


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2. Research, Planning and Policy DivisionThe division has the responsibility of conducting comprehensive research relevant to

facilitating the mandate of ZDA. Specifically, the division is responsible for generating

information on all sectors of the economy and advising on policy issues related to

industrial development and business environment. The division is also responsible forZDAs planning process, coordination of all work plans to ensure attainment of set

objectives.

The divisions mandate is also extended to ensuring identification, development and

management of areas in the Agency in need of information technology to ensure efficient

and effective information systems.

3. Micro and Small Enterprises Development DivisionThe mandate of the division is to provide services that stimulate the development of MSEs

in Zambia. These services include training, provision of market information, andidentification of opportunities for joint ventures with local and foreign partners.

4. Export Promotion and Market Development DivisionThe overall mandate of the division is to promote export and competitive internationaltrade from Zambia and assist Zambian businesses and entrepreneurs in accessing new

markets and expanding existing ones for their products within the region and beyond. The

divisions strategy extends to assisting entrepreneurs to source inputs at competitive rates.

5. Corporate Services DivisionThe division is responsible for provision of corporate support to the overall operations of

the Agency. The main function of this division is to ensure placement of adequate systems

and procedures for managing the financial, human and physical resources aimed towards

the effective and efficient operations. The division is also the custodian of the ZDAsassets.

6. Office of the Director GeneralIn addition to the five (5) divisions described above, the office of the Director General

represents a separate functional part of the Agency. The office has three (3) units that

include internal audit, legal, communications and public relations.

The current organizational structure will be evaluated against the Strategic Plan and may

be revised depending on the results of the evaluation. The purpose of the evaluation is to

ensure that the structure enables the Agency to successfully implement the Strategic Planand its mandate.


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1.4 FunctionsThe specific functions of ZDA are provided in the ZDA Act as follows:

i) Give advice to the Minister on matters relating to industry, industry development

and productivity, investments, exports of goods and services, operations of multi-facility economic zones and matters relating to micro and small-scale business

enterprises;

ii) On the request of government, study market access offers received from tradingpartners under COMESA, WTO or SADC and advise the government onopportunities and challenges generated;

iii) Make detailed impact analysis on select sectors of the economy such as textiles,agriculture, mining, tourism, education, skills training, communication, transport,infrastructures development, automobiles, information technology, chemicals and

steel engineering goods, through a multi-disciplinary team;

iv) Establish a database of facilities, human resource and their skills, sources of

finance, technology, raw materials, machinery, equipment and supplies with theview to promoting accessibility to industries;

v) Develop entrepreneurship skills and the business culture in the citizens of Zambia;vi) Promote and facilitate the development of micro and small business enterprise;vii) Formulate investment promotion strategies;viii) Promote and coordinate government policies on, and facilitate, investment in

Zambia;ix) Assist in securing from any state institution any permission, exemption,

authorization, license, bonded status, land and any other thing required for thepurposes of establishment of operating a business enterprise;

x) Undertake economic and sector studies and market surveys so as to identify

investment opportunities;xi) Plan, manage, implement and control the privatization of the state owned

enterprises;

xii) Oversee all aspect of the implementation of privatisation programme;xiii) Monitor progress of the privatization programme in Zambia;xiv) Monitor post privatization activities to ensure compliances with any agreement

entered into for the privatization of any state owned enterprises;xv) Develop-multi facility economic zones or facilitate the development of multi-

facility economic zones by any investors;

xvi) Administer control and regulate multi-facility economic zones and ensurecompliance with this act and any other laws relevant to the activities of multi-

facility economic zones;xvii) Monitor and evaluate the activities, performance and development of enterprises

operating in multi-facility economic zones and prescribe and enforce measures, forthe business or activity carried out within a multi-facility economic zone so as to

promote the safety and efficiency of its operations;

xviii)Promote and market multi-facility economic zones among investors;xix) Facilitate adjustment to structural changes in the economic hardships arising from

those changes;


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xx) Protect the interests of industries, employees, consumers and the community thatare likely to be affected by the measures proposed by the agency;

xxi) Increase employment in Zambia;xxii) Promote regional development, cooperation and integrity;xxiii)Monitor the progress made by Zambias trading partners in reducing both tariff and

non tariff barriers;xxiv)Ensure that industry develops in a way that is ecologically sustainable;xxv) Ensure that Zambia meets its international obligations and commitments, including

those under the WTO, COMESA and SADC; andxxvi)Maintain regular, productive and effective dialogue and cooperation with the public

and private sector and encourage public-public dialogue, private-private and private

- public dialogue.

2.0 SITUATIONAL ANALYSISIn order to analyze the complex environment in which the Agency operates anenvironmental analysis was undertaken using PESTEL and SWOT Analytical Tools.

2.1 PESTEL AnalysisThe Agency undertook a detailed assessment of the external environment in which it

operates. The external environment was analysed using PESTEL Analysis.

2.1.1 PoliticalEnvironmentZambia is a constitutional democracy with a peaceful, stable multi-party environment,which is anchored on the rule of law, with an independent press and judiciary as well as astrong civil society. This provides a stable environment in which investors can conduct

business with confidence and security. The current Government is very supportive of

business and has in this regard undertaken a number of reforms that are aimed a

improving the economic environment in Zambia.

2.1.2 EconomicEnvironment(a) Zambias Economic Environment

Zambias economic environment has over the past ten (10) years (1999 2008tremendously improved. Real Growth Domestic Product (GDP) growth has averaged

5.1% per annum between 2001 and 2007. Macro economic parameters such as interest

rates, lending rates and inflation have continued to show a downward trend. Although the

rate of inflation ebbed upwards in 2008, it is envisaged that a stable rate of inflation willcontinue to be the case. The exchange rate has also improved, while maintaining stabilityover the same period.


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The current global economic crisis poses a threat on the gains that Zambia has made in

improving the economic environment. Commodity prices are expected to remainsignificantly weak in 2009, which will in turn present a challenge to economic growth in

resource based economies such as Zambia.

(b) Sub-Regional Economic ComparisonFrom a regional perspective, Zambia is bordered by eight countries that all compete for

foreign direct investment. Zambia has performed well in some selected indices, while

performing poorly in others. A comparative sub-regional analysis indicates the need for

the country to further improve upon its economic environment and the ease by whichbusiness is transacted. Further improvements will give the country an even greater

capacity to compete favorably in attracting and retaining investment.

2.1.3Legal

Environment

The operations of ZDA are governed by the ZDA Act No. 11 of 2006. The Act assures

investors that property rights shall be respected. No investment of any description can be

expropriated unless Parliament has passed an Act relating to the compulsory acquisition

of that property. In addition and in case of expropriation, full compensation shall be madeon market value and shall be convertible at the current exchange rate.

Zambia is also a signatory to the Multilateral Investment Guarantee Agency (MIGA) ofthe World Bank and other international agreements. This guarantees foreign investment

protection in cases of war, strife, disasters, and other disturbances or in cases of

expropriation

In addition to the already existing legal framework, ZDA will ensure harmonization of

all laws relating to promotion and facilitation of trade and investment. These include,

among others Income Tax Act, VAT Act, Customs and Excise Act, Immigration andDeportation Act, Citizen Economic Empowerment Act, Competition Act and otherlegislation. Consequently the harmonization process will lead to the amendment of the

ZDA Act.

2.2 SWOT AnalysisThe Agency undertook an assessment of its internal and external environments. Several

factors affecting its environment were identified and analyzed using SWOT Analysis.


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2.2.1 StrengthsThe following are some of the strengths that the Agency identified:

(a) Multi Skilled and Experienced Staff;(b) Strategic Location of the Agency including six regional offices;(c) Availability of attractive fiscal and non-fiscal Incentives; and(d) Strong Legal Backing.

2.2.2 WeaknessesThe following are some of the weaknesses that the Agency identified:

(a) Lack of a Centralized Database and information management system;(b) Liabilities from former institutions; and(c) Inconsistencies in the ZDA Act.

2.2.3 OpportunitiesThe following are some of the opportunities that the Agency identified:

(a) Increasing Investor and Donor Confidence in the Zambian Economy;(b) Access to Regional and International Market as a result of the various bilateral,

regional and multilateral trade agreements that the country is party; and

(c) Favourable Macroeconomic Conditions in Zambia.

2.2.4 ThreatsThe following are some of the threats that the Agency identified:

(a) Poor and inadequate infrastructure ;(b) High cost of doing business; and(c) Inadequate Government funding.


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3.0 STRATEGIC DIRECTIONTaking into consideration the expectations of the stakeholders and the comprehensiveanalysis undertaken using the various tools employed, ZDA has formulated the following

Vision, Mission and Goal statements. Included in this strategic direction are the values,

objectives, strategies and performance indicators. These are the guiding principles for theAgency in the next three years.

3.1 VISION STATEMENTTo become a world class Agency in the promotion and facilitation of trade andinvestment for economic development.

3.2 MISSION STATEMENTTo promote and facilitate investment, trade, competitiveness and development ofMSMES by providing comprehensive services in a transparent, innovative and efficientmanner.

3.3 GOAL STATEMENTSThe Agency plans to fulfill its mission by achieving the following goals

1. To promote and facilitate business enterprise development

2. To consolidate the ZDA as a one stop facility for business development3. To create investor confidence in Government support for private sector led

economic development through provision of services in an efficient,effective and transparent manner.

3.4 ZDA VALUESThe Zambia Development Agency shall be guided in its operations by core values to

which all ZDA staff subscribe: These core values are as follows:

(a) Integrity honest, transparent and reliable in all aspects of our business serviceactivities at ZDA, governed by a strict code of conduct.

(b) Dynamism being a versatile organisation that is responsive and harnessescollective positive experiences, present trends and future aspirations in facilitating

enterprise development within a competitive global economic environment.

(c) Professionalism objective, rational, logical and ethical in the process ofaccumulating data, disseminating information and fulfilling investors need for

economic, business and market intelligence.


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(d) Passion driven by a deep desire to change the economic status of Zambians fromlow to middle income status by enabling the use of business enterprise as the meansto achieve its objectives.

(e) Team Spirit being aware of each others responsibilities, uniting our individualcompetencies and, as a team, meeting the needs of businesses, entrepreneurs andinvestors and ensuring that the Agency is a peak performance institution, composed

of high achievers.

(f) Accountability transparent and fully accountable to the values and ideals ofZDA.


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4.0 OBJECTIVES, STRATEGIES AND PERFORMANCE INDICATORS4.1 STRATEGIC PERSPECTIVE 1:

TO ATTRACT AND FACILITATE INWARD AND AFTERCARE INVESTMENT

4.1.1 Objective 1:To Attract and Facilitate Foreign and Domestic Investment

(a) Strategies Intensify marketing of Zambia as an attractive investment destination in selected

target countries

Participate in and organize international trade fairs, conferences, and exhibitions. Conduct targeted investment promotion missions Formulate strategy for marketing of identified sectors and businesses to local and

foreign investors

Develop specific Projects in all sectors for promotion Identify and facilitate engagement of local enterprise wishing to partner with foreign

investors

(b) Performance Indicators Number of new investment established per annum emanating from target countries Number of new inquires and new business contacts resulting from fairs, conferences

and exhibitions A marketing strategy formulated Number of targeted investment promotion missions undertaken

Number and quality of specific projects developed Number of joint ventures established annually Increased economic activity in target sectors as indicated by GDP contribution

4.1.2 Objective 2:To Facilitate and Promote Development and Operations of Multi-Facility Economic

Zones and Industrial Parks.

(a) Strategies Identify areas which are suitable for MFEZ and Industrial Parks development. Dialogue with private sector on best methodologies of setting up different types ofMFEZ and Industrial Parks Attract appropriate industries/companies to specified MFEZ areas. Review existing MFEZ regulations and design of sub regulations for specific

industrial Zones.

Undertake study tours to MFEZs in other countries. Develop enabling legislation, policy and structure for development and management

of MFEZ.


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(b) Performance Indicators Number of MFEZ areas and Industrial Parks identified Methodologies proposed. Number of Companies locating in the identified MFEZ

Number of Companies locating in the designated Industrial Parks. MFEZ regulations developed. Number of study tours undertaken. Number of acted upon recommendations made from study tours.

4.1.3 Objective 3:To Implement the Privatization Programme and Post Privatisation Monitoring as

Part of Governments Economic Reform Programme in Order to Promote Private

Sector Development

(a) Strategies Undertake pre privatisation studies to assist the Agency advise Government on mode

of privatisation and determine the state owned enterprises to be privatised.

Undertake a review of the privatisation process through independent studies to assistthe Agency identify and employ effective methods of attracting private sector

investments through privatisation. Make prompt recommendations to Government through the Ministry of Commerce

Trade & Industry on companies that require urgent private sector investment through

privatisation to forestall company failures. Maintain constant follow up actions with the Ministry of Commerce Trade & Industry

on companies awaiting Cabinet Approval for mode of privatization.

Implement Cabinet directives on privatisation. Encourage Zambian participation in the programme by adopting and recommending

to Government options that will attract Zambian participation.

Develop a robust database of privatized companies and plan a monitoring schedule. Identify undertakings by investors in privatized companies that should be monitored

and captured in the database.

Identify Government commitments to purchasers of privatized companies that requirefulfillment post privatization and capture such undertakings in the database.

Assess the level of Zambian participation in the programme either directly orindirectly through the stock exchange.

Undertake ad hock studies aimed at improving the privatization process.

(b) Performance indicators Number of companies privatized per year. Number of pre privatization studies undertaken. Number of recommendations made to Government on privatization matters. Level of investments achieved through privatization.


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Number of Jobs created through privatisation Number of Cabinet approvals obtained on mode of privatization. Number of Zambians that have participated in the privatisation programme. Post privatization monitoring schedule drawn up. A post privatization monitoring database developed.

Number of post privatization reports generated in a year. Post privatization issues to be resolved identified. Plan for resolving post privatization issues prepared and implemented. Number of ad hock studies undertaken.

4.2. STRATEGIC PERSPECTIVE 2:DEVELOPMENT OF MICRO AND SMALL BUSINESS ENTERPRISES

4.2.1 Objective 1:To Provide and Facilitate Support to the Micro and Small Business Enterprises.

(a) Strategies Initiate and promote innovative financial products for MSEs Source funds for MSE development Develop business incubators Develop new and rehabilitate existing industrial estates. Mobilization of MSEs to participate in markets through exhibitions and trade fairs. Facilitate the production of quality goods by MSEs. Establish a database for MSEs and a directory of service providers Facilitate strengthening of linkages between MSEs & large scale corporations. Support training on information technology.

(b) Performance Indicators Number of innovative financial products for MSEs initiated and promoted Amount of funds made available for MSE development. Number of MSEs trained in entrepreneurship Number of MSEs sensitized in entrepreneurship Number of MSEs Participation in exhibitions and trade fairs. Number of Certified MSE products. Number of MSE products with improved packaging Number of MSEs trained in information Technology.

Database for MSEs and a directory of service providers established Number of business incubators developed Number of new industrial estates developed Number of existing industrial estates rehabilitated Number of new linkages of MSEs and large scale companies established


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4.3 STRATEGIC PERSPECTIVE 3:TO PROMOTE EXPORTS AND UNDERTAKE THE INTERGRATION OF ZAMBIAINTO THE GLOBAL MARKET

4.3.1 Objective 1:To Promote Export Trade in Order to Help Foster Economic Development andEnhance the Capacity of Local Exporters to Produce Products that Meet

International Standards.

(a) Strategies Participation in trade fairs and exhibitions within and outside the country, and assisting

export oriented firms to participate.

Undertaking market research studies in target markets to assess the export potential ofZambian products

To develop new markets and expand existing one

Undertaking trade missions in selected and surveyed markets aimed at linking Zambianexporters with potential buyers and business partners.

Liaising with Zambian missions and other organizations abroad in order to coordinateand activate the development of exports from Zambia

Organize and coordinate trade delegations to and from Zambia in order to find avenuesof trade for Zambian exporters.

Organizing training programmes, seminars, and workshops on activities aimed atdeveloping exports from Zambia.

Recommend to relevant authorities policies relating to the encouragement of exports ofgoods and services from Zambia, especially policies relating to the adoption, or

ratification of multilateral and bilateral agreements which enhance the growth of

exports from Zambia. Enhance the capacity of local exporters to produce products that meet international

standards

(b) Performance Indicators Number of trade fairs and exhibitors participated in, and presentation of reports thereof Number of trade missions undertaken and volumes of business created Frequency of collaborations and volumes of information exchanged between ZDA and

missions abroad.

Number of new markets developed and Number of existing markets expanded Number of trade delegations organized, and volumes of business transacted or business

contacts established. Number of training programmes, seminar and workshop organized, and reports

presented.

Number of policies recommended, multilateral and bilateral agreements entered in to Increased volume of exports from Zambia emanating from the target group


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4.4 STRATEGIC PERSPECTIVE 4:TO STREAMLINE BUREAUCRATIC PROCEDURES AND REQUIREMENT

FACED BY INVESTORS

4.4.1 Objective 1:To Improve Investor Confidence in the Country so as to Make Zambia an UltimateInvestment Destination in the Region.

(a) Strategies Establish framework under which stakeholders collaborate to address investor

concerns

Regularly monitor investor perceptions and communicate these to government Lobby for stability in policies related to investment and trade. Conduct sensitisation workshops on investment and trade policies Establish channels for obtaining feedback from investors Sensitisation of investors on dispute resolution mechanisms available to investors

and other treaties protecting investment.

Facilitate Negotiation and conclusion IPPAs with investors countries of origin

(b) Performance Indicators Stakeholder collaborative framework established Stable and predictable policy framework in place Number of IPPAs negotiated and concluded Number of sensitization workshops Increased investment volumes recorded by ZDA

4.4.2 Objective 2:To Ensure that the ZDA Act is Fully Updated and Consistent with both Local and

International Law

(a) Strategies Constitute an inter-agency working committee that will identify lacunas in the ZDA

Act and harmonize it with various policies and pieces of legislation such as the

CEEC Act, Immigration Act, Customs and Excise Act, CTI Policy, SME Policy.

Provide input in the investment, tax and trade policies as well as legal framework

amendment process Recommend harmonization of relevant regulatory and legislative provisions with

international trade and investment legislations. Advocate for business friendly policies and legal framework such as the

Companys Act, Immigration and Deportation Act, Customs and Excise Act.

Promotion of investor friendly legislation and policies


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(b) Performance Indicators Inter-agency working committee constituted Lacunas identified in the ZDA Act and proposed amendments formulated Lacunas identified in other pieces of legislation and amendments formulated

Recommendations submitted to MCTI Number of follow ups made/meetings held to ensure adoption of recommendation Number of recommendations considered for adoption by MCTI ZDA Act, other laws and policies amended

4.4.3 Objective 3:To Conduct Research on a Continuous Basis on Issues Relevant to Commerce,

Trade and Industry, Government, and ZDA

(a) Strategies Monitoring of legislation and policies pertaining to investments and trade,

regionally and globally, with a view of making appropriate recommendations

Transform the information resource centre to meet the needs of ZDA, Governmentand the business community.

Network for purposes of collaboration ( create linkages with relevant institutionssuch as BOZ, CSO, UNIDO, and other such institutes)

Identification of investment and trade opportunities in various districts. Conduct research on topical issues related to economic developments Development of sectoral and product databases Identify target countries for investment promotion Identify sectors and businesses in which Zambia has a unique competitive

advantage Monitor economic dynamics to assess the impact on the economy Carry out studies to identify new products and markets. Establish a comprehensive M&E framework

(b) Performance Indicators Number of laws and policies monitored and reviewed Number of reports produced annually Harmonisation and linkage mechanism put in place Information Resource Centre transformed and operationalised Number of studies conducted and published. Number of new products and markets identified Sectors and businesses in which Zambia has competitive advantage identified A comprehensive database established Number of policy recommendations adopted and implemented by Government M& E framework established


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4.4.4 Objective 4:To. Increase the Geographical Representation of ZDA within the Country and

Abroad

(a) Strategies Establish provincial offices in Livingstone, Kasama, Chipata, Ndola and Solwezi Establish strong links with district development committees and chambers of

commerce.

Ensure international representation of ZDA in identified key investment countriesthrough establishment of strong links with missions abroad.

(b) Performance Indicators

Number of regional offices established and operationalised Number of officers attached to missions abroad Frequency of foreign inquiries made to ZDA offices Number of investment and trade missions to Zambia Number of new business established in provincial centers

4.5 STRATEGIC PERSPECTIVE 5:TO ENHANCE THE IMAGE OF ZDA

4.5.1 Objective 1:To Create Effective and Efficient Channels of Communication with All Key

Stakeholders.

(a) Strategies Develop and implement a marketing communications plan. Design messages for communication to investors and key stakeholders. Publication of promotional materials. Streamlining of internal and external communication systems (intranet,

communication plan, etc) Transform current resource centre to a comprehensive and inclusive information

hub

Development and maintenance of a comprehensive website. Production of monthly newsletter

Production and presentation of Radio/TV programmes. Training of entire staff in customer relations Undertake Sensitization and awareness programmes

(b) Performance Indicators Marketing Communications Plan developed and launched Number of ZDA Newsletters published per year.


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Number and type of promotional materials developed Intranet facility set up. Resource centre transformed. Frequency of client usability of resource centre. Frequency of ZDA officials participating in TV/Radio programmes.

Comprehensive website developed. Frequency of website updates Number of enquires and licence application made electronically. Number of radio/TV programmes produced. Number of trained staff in customer relations. Number of sensitisation and awareness programme conducted. Frequency of client enquiries and contact with ZDA

4.5.2 Objective 2:To create a new and unique image of ZDA.

(a) Strategies Develop and carry out physical infrastructure rehabilitation of ZDA Headquarters

and Regional Offices.

Undertake branding activities for ZDA. Put in place front office management staff. Landscaping of all ZDA premises. Engage in corporate social responsibility. Design a proactive client outreach programme

(b) Performance Indicators Infrastructure rehabilitation carried out at ZDA Headquarters Number of regional offices rehabilitated. ZDA new brand created and launched. ZDA Motto, formulated, launched and embraced. Logo designed and launched Front office management staff put in place Visible change of premises and front office appearance Clients outreach programme designed and implemented.


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4.6 STRATEGIC PERSPECTIVE 6:TO ENHANCE THE AGENCYS ABILITY TO ACHIEVE ITS MISSION

4.6.1 Objective 1:To Continuously Improve Service Delivery and Performance Levels of ZDA

(a) Strategies Formulate a client charter that will guide the provision of services to clients Identify administrative and process bottlenecks in all divisions and propose

corrective measures

Identify the administrative and process bottlenecks in all business licensing andcertification and propose corrective measures

Improve efficiency of operations through development of operational manuals To design, redesign and document predictable internal process Develop capacities of staff through training Establish partnerships and strengthen linkages with institutions that impact greatly

on improving the business environment (eg. PACRO, ZRA, business associations)

Identify focal persons in key institutions and establish desks for key institutions inZDA

Support implementation of PSDP and ToH programmes

(b) Performance Indicators Client charter designed and launched Client charter operationalised and publicised Clear, transparent and user friendly administrative and business licencing

procedures put in place Divisional administrative procedure and processes streamlined Operational manuals developed Predictable internal processes put in place Number of staff trained per annum number of strategic alliances established Number of focal point persons identified Number of external institutional desks established.

4.6.2 Objective 2:To Implement the Organizational Structure and Evaluate its Effectiveness and

Efficiency in the Implementation of the Agencys Mandate and Strategy.

(a) Strategies Analysis and Identification of overlaps and gaps in the entire structure Rationalise the structure taking into consideration of identified overlaps and gaps Conduct comprehensive job evaluation and revise all job description Carry out an appropriate placement of personnel Develop a comprehensive filling system


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(b) Performance Indicators Structural gaps and overlaps identified Components rationalized structure put in place Job evaluation conducted

All job descriptions revised and approved by the board Number of personnel placed New organization structure put in place filling system established

4.6.3 Objective 3:

To Attract, Retain and Develop a Highly Motivated, Disciplined, Effective,

Efficient and Healthy HumanResource.

(a) Strategies Recruit and retain the best available staff on the market Develop and recommend competitive conditions of service in with line market

conditions

Develop staff welfare policies and programmes Implementation of staff performance appraisal Establish a Human Resource Management Information System Delegate program and exchange programs Conduct training needs analysis, develop and implement a training programme Develop a staff attachment programme with relevant institutions

(b) Performance Indicators Reduced labour turnover Competitive conditions of service put in place Number of staff welfare policies approved Number of staff welfares programmes put in place Periodical review of staff performance Number of personnel attachments made Number of Delegate programmes undertaken Number of staff trained annually Computerized Human Resources Information Systems installed


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5.0 MONITORING AND EVALUATING IMPLEMENTATION OF THESTRATEGIC PLAN

The Agency shall ensure that it remains focused on its vision, mission and goal by

periodically monitoring the implementation of the Strategic Plan. The strategies in the

Strategic Plan shall be transformed into programmes and activities which will translateinto annual and medium term budgets as tools for resource mobilization. The annual

work plans shall be implemented through departmental and individual work plans.

Departments shall produce event specific monitoring reports, quarterly reports andother instruments suitable to the monitoring demands of the programmes.

Post evaluation of the implementation of the strategic plan at the expiry of the effectivelifespan (2009 2011) will be undertaken through internal and external evaluation

processes. The internal evaluation shall be undertaken by the Divisions/departments in

conjunction with the Research, Policy and Planning Division, while external evaluation

shall be sourced from independent evaluators.

The evaluations will focus on among others the following:

(a) Output from the strategies measured against the performance indicators.(b) Impact of the strategies implemented and output produced on clients and

stakeholders.(c) Clients suggestions for improving the performance of the Agency.(d) Challenges that have a bearing on the effective implementation of the

Strategic Plan.

ZDA Strategic Plan- Abridged Version

Documents

Transcript of ZDA Strategic Plan- Abridged Version