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REPUBLIC OF ZAMBIA REPORT OF THE COMMITTEE ON HEALTH, COMMUNITY DEVELOPMENT AND SOCIAL SERVICES FOR THE THIRD SESSION OF THE TWELFTH NATIONAL ASSEMBLY Printed by the National Assembly of Zambia REPORT OF THE COMMITTEE ON HEALTH, COMMUNITY DEVELOPMENT AND SOCIAL SERVICES FOR THE THIRD SESSION OF THE TWELFTH NATIONAL ASSEMBLY TABLE OF CONTENTS Item 1.0.

Membership of the Committee 2.0.

Functions of the Committee 3.0.

Meetings of the Committee 4.0.

Committee’s Programme of Work 5.0.


Arrangement of the Report 6.0.

Procedure adopted by the Committee PART I Page CONSIDERATION OF THE TOPICAL ISSUES Topic One - Service Delivery in Public Health Institutions in Zambia 7.0.

Background 7.1.

Consolidated summary of submissions by Stakeholders 7.1.1.

Defining Service Delivery 7.1.2.

The Provision of Health Care Services in Zambia 7.1.3.

The Delivery of Health Care Services in Zambia 7.1.4. Financing of the Public Health Services 7.1.5.
Adequacy of the Policy and Legal Framework Governing Service Delivery in Zambia 7.1.6.

Strategies that Government has put in place to improve Health Service Delivery 7.1.7.

The Role of Non-state Actors in Complimenting the Government’s Efforts in Providing Quality Service Delivery in Health Institutions 7.1.8.

Challenges Facing Public Health Institutions in Providing Quality Service Delivery 8.0.

Other Concerns Raised by Stakeholders 9.0.

Local Tour of Lusaka and Luapula Provinces 9.1.


Committee’s Findings 9.1.1.

University Teaching Hospitals 9.1.2.

Chipata Level One Hospital 9.1.3.

Tours of Mutwewankonko Rural Health Centre; Mansa Central Urban Health Clinic; Kapata East 1 Rural Health Centre and Kasoma-Bangweulu Rural Health Post in Luapula Province Other Concerns Raised during the Public Hearing Tour of Medical Stores Limited 9.1.4 9.1.5.

9.1.6.

Care for Business 10.0.


Committee’s Observations and Recommendations i 3 3 4 4 4 4 5 6 6 6 7 7 7 8 11 11 15 19 19 19 23 24 26 26 28 29 Topic Two - The Welfare of the Older Persons in Zambia 11.0 Background 11.1 Consolidated Summary of Submissions by Stakeholders 11.1.1.

Definition of Older Persons 11.1.2.

The Policy and Legal Framework Governing the Aged in Zambia 11.1.3.

Legal Framework 11.1.4.

Policy Framework 11.1.5.


Programmes Put in Place by the Government to Uplift the Welfare Of Older Persons in the Country 11.1.6.

The Role of Non-State Actors in complementing the Government’s Efforts to Uplift the Welfare of Older Persons in the Country 11.1.7.

Challenges Faced in Caring for Older Persons 11.1.8.

Tour of Matero After Care Centre 11.1.9.

Committee’s Findings 11.1.10.

Other Concerns Raised 11.1.11.


Committee’s Observations and Recommendations 34 34 34 35 35 36 37 38 38 39 40 40 41 PART II 12.0.

Consideration of the Action – Taken Report on the Report of the Committee 43 for the Second Session of the Twelfth National Assembly 12.1.

Zambia’s Response Towards Non-Communicable Diseases 43 12.2.

Progress and Update on the Social Cash Transfer Programme in Zambia 52 13.0.
Consideration of the Action – Taken Report on the Report of the Committee for the First Session of the Twelfth National Assembly 13.1.

Zambia’s Preparedness for the Implementation of the Sustainable Development Goal on Health with Special Focus on Sexual Reproductive Health Rights 14.0.

Consideration of the Action – Taken Report on the Report of the Committee for the Fifth Session of the Eleventh National Assembly 15.0.
Consideration of the Action – Taken Report on the Report of the Committee for the Fourth Session of the Eleventh National Assembly 16.0.
Conclusion Appendix I – Officials of the National Assembly Appendix II – The Witnesses 56 56 63 64 65 66 67 ii REPORT OF THE COMMITTEE ON HEALTH, COMMUNITY DEVELOPMENT AND SOCIAL SERVICES FOR THE THIRD SESSION OF THE TWELFTH NATIONAL ASSEMBLY 1.0 MEMBERSHIP OF THE COMMITTEE The Committee consisted of Dr C Kalila, MP (Chairperson); Ms P Kasune, MP (Vice Chairperson); Dr C Kambwili, MP; Dr J K Chanda, MP; Mr L N Tembo, MP; Mr J Kabamba, MP; Ms A M Chisangano, MP; Mr L Kintu, MP; Mr M Ndalamei, MP; and Mr A Mandumbwa, MP.
Dr C Kambwili, MP, ceased to be a Member of the Committee following the declaration of the Roan Parliamentary Constituency seat vacant.

The Honourable Mr Speaker National Assembly Parliament Buildings LUSAKA Sir, Your Committee has the honour to present its Report for the Third Session of the Twelfth National Assembly.
2.0 FUNCTIONS OF THE COMMITTEE The functions of the Committee, set out in the National Assembly Standing Orders, are to: i) ii) study, report and make appropriate recommendations to the Government, through the House, on the mandate, management and operations of the Government ministries, departments and agencies under their portfolio; carry out detailed scrutiny of certain activities being undertaken by the Government ministries, departments and agencies under their portfolio and make appropriate recommendations to the House for ultimate consideration by the Government; iii) make, if considered necessary, recommendations to the Government on the need to review certain policies and certain existing legislation; iv) examine annual reports of Government ministries and departments under their portfolios in the context of the autonomy and efficiency of Government ministries and departments and determine whether the affairs of the said bodies are being managed according to relevant Acts of Parliament, established regulations, rules and general orders; v) consider any Bills that may be referred to it by the House; 3 vi) consider international agreements and treaties in accordance with Article 63 of the Constitution; vii) consider special audit reports referred to it by the Speaker or an Order of the House; viii) where appropriate, hold public hearings on a matter under its consideration; and ix) consider any matter referred to it by the Speaker or an Order of the House.
3.0 MEETINGS OF THE COMMITTEE The Committee held fifteen meetings to consider submissions on the topical issues during the period under review.
4.0 COMMITTEE’S PROGRAMME OF WORK At the commencement of the Third Session of the Twelfth National Assembly, the Committee considered and adopted the following programme of work: a) Consideration of the Action-Taken Report on the Report of the Committee for the Second Session of the Twelfth National Assembly; b) Consideration of the following topical issues; i) ii) Service Delivery in Public Health Institutions in Zambia; The Welfare of Older Persons in Zambia; c) Consideration and adoption of the Committee’s draft report.
5.0 ARRANGEMENT OF THE REPORT The Committee’s Report is in two parts.

Part I highlights the findings of the Committee on the two topical issues, namely: Service Delivery in Public Health Institutions in Zambia and the Welfare of Older Persons in Zambia.

Part II reviews the Action-Taken Report on the Report of the Committee for the Second Session of the Twelfth National Assembly.
6.0 PROCEDURE ADOPTED BY THE COMMITTEE The Committee sought both written and oral submissions from the relevant Government ministries and institutions, non-governmental organisations, civil society organisations, the World Health Organisation (WHO) and interested individuals.

4 PART I CONSIDERATION OF TOPICAL ISSUES SERVICE DELIVERY IN PUBLIC HEALTH INSTITUTIONS IN ZAMBIA 7.0 BACKGROUND Various stakeholders expressed concern over the quality of health service delivery in public health institutions.
While noting that the Government had initiated health reforms as espoused in the Zambia National Health Strategic Plan 2017-2021 and the Seventh National Development Plan, the quality of health care by health providers had allegedly been affected by irregular and erratic funding to health facilities, inadequate infrastructure, outdated broken down or lack of modern equipment, inadequate ambulance services, negative attitudes towards clients, long waiting times, drug stock outs and inadequate human resource in many instances, among other things, much to the dissatisfaction of the general public.
For this reason, the Committee resolved to undertake a study to examine the quality of health service delivery in public health institutions.
In order to gain insight into the topic, the Committee invited the following witnesses to make oral and written submissions: a) The University of Zambia (UNZA) – School of Medicine; b) The University Teaching Hospitals (UTH); c) Levy Mwanawasa Hospital; d) World Health Organisation (WHO); e) Health Professionals Council of Zambia (HPCZ); f) Zambia Union of Nurses Organisation (ZUNO); g) Zambia Medicines Regulatory Authority (ZAMRA); h) Churches Health Association of Zambia (CHAZ); i) Medical Stores Limited (MSL); j) African Medical Research Foundation( AMREF); k) Pharmaceutical Society of Zambia; l) Care For Business (CFB); m) Matero First Level Hospital; n) Network of Zambian People Living with HIV; o) Neighbourhood Health Committee, Mandevu Health Centre; p) Ministry of Higher Education; q) Common Grounds Network; and r) Ministry of Health.
5 7.1 CONSOLIDATED SUMMARY OF SUBMISSIONS BY STAKEHOLDERS 7.1.1.

Defining Service Delivery The Committee was informed that the World Health Organisation (WHO) Handbook on Monitoring the six Building Blocks of Health Systems, defined service delivery as an immediate output of the inputs into the health system, such as financing, the health workforce, procurement and supplies.

Increased inputs, therefore, led to improved service delivery and enhanced access to services.
The Committee was informed that ensuring the availability of health services that met a minimum quality standard and securing access to them were key functions of a health system.

To monitor progress in strengthening health service delivery, it was also necessary to determine the dimensions along which progress would be measured.
The WHO set out the following eight key characteristics of good service delivery in a health system: i) comprehensiveness; ii) accessibility; iii) coverage; iv) continuity; v) quality; vi) person-centredness; vii) coordination; and viii) accountability and efficiency.

The Committee was informed that these characteristics described the nature of the health services that should exist in a strong health system based on primary health care.

7.1.2.
7.1.2.

The Provision of Health Care Services in Zambia The Committee was informed that public health services in Zambia were provided by the Ministry of Health (MOH).

However, there were other Government ministries that provided health care facilities.

These included the Ministries of Defence and Home Affairs.

Other providers of health care services included the church, mining companies as well as private not for profit and private for profit providers.
These categories of healthcare providers were found in different parts of urban and rural Zambia.

However, health facilities were not equitably distributed.

The rural areas received the least share of health facilities, given their population and the distances that people had to cover to receive health services.

The Committee was given the breakdown of the total number of Government, mission and private health facilities in Zambia as shown in the table below.
The table, however, does not include health institutions under construction by the Government.

Type/Level Hospitals Health Centres Health Posts Total GRZ 1366 869 106 2341 Private 425 100 14 539 Total 1837 974 140 2951 Mission 46 5 20 71 6 7.1.3.

The Delivery of Health Care Services in Zambia The Committee was informed that the Zambian health system aimed at providing health services as close to the family as possible through the primary health care approach.
In this regard, the delivery of public health services was structured as set out below.

a) Health posts were intended to cater for populations of 500 households (3,500 people) in rural areas and 1,000 households (7,000 people) in the urban areas, or to be established within a 5km radius for sparsely populated areas.
b) Health centres included urban health centres, intended to serve a catchment population of 30,000 to 50,000 people, and rural health centres, servicing a catchment area of 29 km radius or a population of 10,000 people.

c) First level referral hospitals were at district level and were intended to serve a population of between 80,000 and 200,000 people.
First level referral hospitals provided medical, surgical, obstetric and diagnostic services, including all the clinical services required to support health centre referrals.

d) General hospitals were second level hospitals at provincial level intended to cater for a catchment area of 200,000 to 800,000 people.

General hospitals provided services in internal medicine, general surgery, paediatrics, obstetrics and gynaecology, dental, psychiatry and intensive care services.
These hospitals were also intended to act as referral centres for the first level institutions, including the provision of technical back-up and training functions.

e) Central hospitals were for catchment populations of 800,000 and above.

Central hospitals had sub-specialisations in internal medicine, surgery, paediatrics, obstetrics, gynaecology, intensive care, psychiatry, training and research.

These hospitals also acted as referral centres for second level hospitals.
Currently, there were five such facilities in the country.

7.1.4. Financing of the Public Health Services The Committee was informed that public health services were largely financed by the Government, donor community grants and direct payments by households.

The Government also financed the recurrent costs of health facilities belonging to faith based organisations.

7.1.5.
7.1.5.

Adequacy of the Policy and Legal Framework Governing Service Delivery in Zambia The Committee was informed that the National Health Policy of 2013 was developed within the context of the Vision 2030, taking into consideration other relevant national, regional and global health related policies, protocols and strategic frameworks.

This overarching policy framework guided service delivery and set out the strategic focus areas for the health sector.
In addition, the Policy covered not only all diseases and public health interventions, but also the health system building blocks such as human resource, commodities, medical equipment, health information and health care financing.
7 The Committee was further informed that other than the overall National Health Policy, there were more detailed policies developed to address specific areas of concern that the Government, through the Ministry of Health, considered critical in attaining the overall health vision.
Among the subject specific policies currently in place were the: i) National HIV/AIDS/TB/STI Policy; ii) National Reproductive Health Policy; iii) National Child Health Policy; iv) National Alcohol Policy; v) National Food and Nutrition Policy; vi) National Medical Laboratory Policy; and vii) Health - in - all Policies (HiAP) Strategic framework.

The operationalisation of these policies was carried out through a five year National Health Strategic Plan, annual plans and budgets.
With regard to the adequacy of the legal framework, the Committee was informed that the Ministry of Health was in the process of developing the Health Services Bill to replace the National Health Services Act Chapter 315 of the Laws of Zambia which was repealed in 2006.

In the meantime, health service provision was anchored by various pieces of legislation such as the Public Health Act Chapter 295 of the Laws of Zambia to facilitate the implementation of provisions of the National Health Policy.
Stakeholders, however, observed with concern that the Public Health Act was under review and had not yet been finalised.

7.1.6.
7.1.6.

Strategies that Government had Put in Place to Improve Health Service Delivery In order to achieve Zambia’s vision of having a nation of healthy and productive people through equitable access to cost effective, quality health services, the Government had been implementing five year strategic plans informed by the epidemiological profile of the country as well as other determinants of health.
Currently, the Zambia National Health Strategic Plan 2017- 2021, was being implemented, outlining the strategic focus areas of health service delivery for a defined period of 2017 to 2021.
Further, realising the importance of the social determinants of health and the need for a multisectoral approach to health service delivery, the Committee was informed that the Zambian Government had adopted the Health-in-All Policies (HiAP) Strategy and had developed the Health-in-All Policies Strategic Framework for the period 2017-2021, as a way of ensuring participation of all relevant sectors in addressing social determinants of health.
In view of the foregoing, the HiAP Framework had been developed based on recommendations of various international, regional and national protocols for addressing the social determinants of health, health promotion and health in all policies anchored on the “World Health Organisation Health in all Policies Framework for Country Action”.
The Committee was further informed that the National Health Strategic Plan 2017-2021, and the National Health -in -All Policies Strategic Framework 2017-2021, further defined the objectives and goals to be achieved.
8 In addition, the Government, in conformity with the WHO “Leave No One Behind Strengthening Health Systems for Health for Universal Health Coverage and the Sustainable Development Goals in Africa Framework of Actions”, through the Ministry of Health, identified seven health system investment areas representing aspects of the WHO building blocks, which were fundamental action areas for Zambia to produce a holistic system-wide performance and results of service delivery.
These action areas included: a) Health Workforce The Committee was informed that human resource was a very critical component of quality service delivery.

In this regard, the Ministry of Health had deliberately developed and was implementing the National Human Resources for Health Strategic Plan (NHRHSP), aimed at addressing the critical shortage of human resources for health to acceptable levels.
In addition, a number of initiatives had been put in place, aimed at improving the availability of skilled health workers in health facilities such as increasing the intake levels of training schools through scaling up training programmes and commencing specialised medical programmes.

The NHRHSP included the Specialty Training Programme (STP).

Zambia spent over K10 million annually on treatment abroad in order for patients to access specialist services.
The STP was, therefore, a transformative programme with the potential of significantly increasing the number of specialists trained.

The Committee was informed that the STP approach was projected to enrol 320 specialist trainees in 2018 alone.

In addition, Levy Mwanawasa General Hospital and the 3,000 student capacity National Health Training Institute had been collectively upgraded to become Levy Mwanawasa Medical University (LMMU).
The LMMU would cater for the country’s ever increasing population and need for affordable, accessible and equitable specialised health care, training of health professionals and specialists, among other things.

b) Health Infrastructure The Committee was informed that the Government had an objective of making available appropriate infrastructure at all levels of health care in order to ensure equitable access to health services.
In order to attain this objective, the Government had developed annual infrastructure plans for the construction of health posts, health centres, and hospitals.

c) Medical Products and Health Technologies Stakeholders submitted that the Government, through the Ministry of Health, was implementing a range of actions needed to ensure the availability of appropriate quality and quantity of medical products.
This action, therefore, included the development of the National Supply Chain Strategy, whose key objective was to improve the forecasting, quantification, procurement and distribution of medical commodities.

Other interventions included the introduction of framework procurement contracts, improving storage facilities as well as decentralising Medical Stores Limited to provincial hubs in all the ten provinces in order to guarantee the availability of medicines in health institutions.
9 d) Service Delivery Stakeholders further submitted that the Government’s strategy was to provide quality health services across the continuum of care including promotive, preventive, curative, rehabilitative and palliative care.

In this regard, the Ministry of Health had strategically chosen primary health care as the main vehicle of service delivery and was working towards attaining universal health coverage.
This strategic approach placed emphasis on health promotion and disease prevention while ensuring the availability of quality clinical care services for those who fell sick.

Investments were also being made to strengthen the referral system from health posts up to specialised clinical care services.

e) Health Leadership and Governance Stakeholders identified leadership and governance as solutions to the effective management of health service delivery.
The National Health Policy translated governance as stewardship, systems and structures for sector coordination, participation, transparency and accountability.

In this regard, the Ministry of Health had deliberately and would continue to strengthen the policy and legal framework for regulation of health services.
Within the context and framework of public sector governance, the Ministry had established policies, legislation, systems and structures for ensuring transparency and accountability in the management of health care services and resources.

The Ministry was also strengthening financial and procurement management systems by rolling out systems such as Navision throughout the country.
f) Health Information, Research and Innovation The Government was implementing a range of actions needed to ensure that health systems interventions were based on appropriate information and evidence and utilised the most appropriate technology to improve health.

The restructured Ministry of Health included a directorate of monitoring and evaluation as a way of ensuring that there was proper information for policy and managerial decisions in the health sector.
The Committee was informed that the Ministry of Health was also working towards the integration of major information systems including the Health Management Information System (HMIS), the Integrated Financial Management System (IFMIS) and the Human Resources Information System (HRIS), which would be major tools for data collection.
As far as research was concerned, the Government had established the National Health Research Authority through an Act of Parliament whose mandate was to ensure that health research was regulated and well-coordinated, guiding the policy making process.

g) Health Financing The Committee learnt that the Ministry was in the process of implementing the National Health Insurance Act, No.
2 of 2018 in order to pool resources required for delivery of quality health services and further reduce the inequalities of accessing health services.

The implementation of the Act would further supplement the Government budget allocation to the health sector currently standing at 9.3 percent, which was still below the Abuja recommendation of 15 percent 10 of the national budget allocation to the health sector.
The Government had further continued to engage bilateral and multilateral partners to continue providing financial support to the sector.

7.1.7.
7.1.7.

The Role of Non-state Actors in Complimenting the Government’s Efforts in providing Quality Service Delivery in Public Health Institutions Stakeholders submitted that the Government had recognised that in moving the agenda of universal health coverage forward, there was need for the systematic and substantial engagement of non-state actors towards public health goals.
In view of the foregoing, the roles of non-state actors towards public health goals included but were not limited to these discussed below.

a) Advocacy: Non-state actors had coordinated voices when it came to advocacy.

Their advocacy, therefore, resulted into the formulation of favourable and progressive policies and strategic frameworks, among other things.
b) Resource Mobilisation and Financing: In complimenting the Government’s efforts towards addressing specific health issues in the country, non-state actors mobilised resources usually from cooperating partners.

With the erratic funding from the Government to the health sector, the Committee was informed that it was almost impossible for the country to contain the disease burden without additional resources from the non-state actors.
c) Health Services Delivery: The public health service delivery was complimented by the efforts of non - state actors.

In most instances, members of the public preferred the services provided by non-state actors rather than the public health facilities.

This was because they offered quality health services and were efficient in administering the services.
d) Providing Technical Support to the Ministry of Health: The Committee was informed that non-state actors were instrumental in providing technical support to the Ministry of Health.

The technical support ranged from capacity building to programming for delivery of quality health services.

e) Research: Non-state actors were also key in conducting research in order to generate empirical evidence for strategic policy and programmatic decision making.
The Committee was informed that non-state actors operated within the policy and legal framework of the country and were accredited by the Health Professions Council of Zambia (HPCZ).

7.1.8.
7.1.8.

Challenges Facing Public Health Institutions in Providing Quality Service Delivery While noting that the Government was making continuous strides in ensuring the delivery of quality health care in the country, stakeholders noted that there were gaps that existed and contributed to the existing challenges that needed to be resolved in order for the country to fully realise the goal of providing health services that met a minimum quality standard.

Key challenges were as set out below.


11 a) Increased Disease Burden Zambia had continued to be crippled with an increasing disease burden from both communicable and non-communicable diseases, putting pressure on the already overburdened health service delivery.
b) Physical Accessibility of Service Delivery Points Stakeholders explained that accessibility represented the conditions determining physical access to health services such as distance, travel time or ease with which a client could access a facility, outreach session, or community based provider.

In view of the foregoing, it was noted that over 60 percent of the Zambian population lived in rural areas where the provision of public services was severely limited.
In comparison with urban areas, rural areas were also poorly served as regards access to healthcare, having just seventy clinical health workers per 100,000 population compared with 159 community health workers per 100,000 population in urban areas.

Owing to the severe shortage of qualified clinical staff in more remote areas, therefore, some clinics were run by unqualified personnel or just one qualified practitioner.
c) Inadequate Human Resource for Public Health Institutions and Inadequate Health Establishment The Committee was informed that most public health institutions had low levels of skilled, trained and competent staff to effectively manage and administer health care services.

In addition, most upgraded facilities had no support structures in most of the districts.

Some hospitals had been upgraded but still used the old human resource structures.
This, therefore, posed a challenge in responding effectively and efficiently to the health care needs of the population.

According to the Zambia National Strategic Plan 2017 to 2021, the Ministry of Health as of December 2016, had an approved establishment of 63,057 positions but only 42, 515 positions were filled representing 60 percent of the approved establishment.

d) Equitable Skills Mix Distribution The distribution of health workers remained skewed towards urban areas.
Public health facilities in rural/remote areas had the lowest number of health workers.

This was true for general health workers as well as specialised skills such as anaesthesiologists, gynaecologists and cardiologists.

This distribution, meant that rural populations received a lower quality of care than their urban counterparts.

This state of affairs had also increased the cost of accessing specialised skills for people in rural areas.
e) Human Resource Utilisation and Retention Stakeholders lamented that the human resource management system in the health sector incentivised the movement from clinical to administrative roles.

The unintended implication for the health sector was that the limited health workers such as medical officers who were in high demand at service delivery level, found themselves in administrative roles such as District Health Director.
Given the foregoing, it was not uncommon to find a recent graduate 12 heading a district, while health facilities remained in need of doctors.

This was especially true for newly created districts, taking into consideration the fact that Zambia had more than 100 districts.

Stakeholders contended that this number of doctors would have a big impact on the delivery of health services if they were deployed in clinical practice, for which they were trained at great expense to the Treasury.
In addition, the country continued to lose qualified and specialised human resource for health who were migrating to the diaspora due to perceived attractive incentive packages.

f) Inadequate Medical Equipment Most public health facilities were not fully equipped with equipment that could effectively respond to all conditions.

In addition, most urban health centres seemed to be better equipped compared to the rural health centres.
However, some of the equipment was old and run-down and thus, hampered service delivery.

In other instances, the equipment was non-functional due to the unavailability of the required reagents needed to carry out the much needed diagnostic tests.

The lack of replacement of serviceable parts or knowledge on how to repair certain components of the machines also left the machines defective, thereby, creating a difficult environment for health workers to deliver quality healthcare services.
Stakeholders further lamented that some facilities sought laboratory services from elsewhere while other facilities may have had laboratory services but lacked the technical personnel to execute assignments.

g) Inadequate Infrastructure for Service Delivery The Committee was informed that most health infrastructure was located in urban areas leaving rural areas poorly serviced.
In addition, the available infrastructure in some instances did not match the specified level of the facility/hospital, thereby bringing regional inequalities in the quality of services accessed by the people.

The mismatch between the growing population and the available infrastructure was another concern.

The Committee was further informed that despite the Government’s efforts of increasing health infrastructure by constructing 650 health posts, only 275 health posts were functional.
Stakeholders therefore, held the view that the slow pace of the completion of infrastructure had negatively affected the provision of quality health care services.

h) Inadequate Health Care Financing The Committee was informed that there was currently a funding gap in the country’s health care system, making it difficult to increase access to quality health care.

The health budget continued to fall short of the Abuja target of 15 percent.
Currently, the budget allocation to the health sector currently stood at 9.3 percent.

In this regard, the overall level of funding allocated to the health sector was not sufficient to tackle the many health challenges that the country was facing.

In view of the foregoing, most health institution received little funds for their administration and operations from the Ministry of Health.

This restricted the kind of 13 programmes they could prioritise and did not substantially meet the institution’s needs.
Apart from receiving inadequate funds, the disbursement of the funds was also late to such an extent that programmes could not be executed on time.

This, therefore, had an effect on implementing high impact interventions.

The Committee was further informed that in some instances, there was support from cooperating partners but the support was targeted interventions and not all continuum of care.
In addition, the dependence on donor funding put the provision of health care at risk as such funding could be suspended or terminated at any time.

i) Availability of Essential Medicines and other Health Products The availability of medicines and other health products was critical to quality service delivery.

However, the shortage of drugs, blood products and medical supplies was a major challenge facing the health sector in Zambia.
Despite the last few years having seen an improvement in infrastructure for storage and distribution, there was inadequate linkage of utilisation, warehouse inventory management and procurement planning.

This had led to the shortages of supplies, both in facilities and for use among community health workers.

The Committee was informed that the supply management was adversely affected by staff shortages, poor logistics and limited availability of ‘cold chain’ equipment, and vaccines.
There were also concerns about the quality and safety of drugs.

The lack of a national quality assurance programme had resulted in the circulation of counterfeit medicines and other products, particularly in the private sector.

Furthermore, the drugs and medical supplies budget was underfunded annually by an estimated 40 percent.
This figure would be significantly higher if support provided by bilateral, multilateral and global health initiatives were to end, as the majority of the delivery trucks and around 60 percent of the stock received by Medical Stores Limited was provided by donors.

j) Inadequate Community Engagement The Committee was informed that community engagement was important for health promotion, demand creation and advocacy.
Further, the participation of the community ensured acceptability and ownership of implemented.

The involvement of Safe Motherhood Action Groups (SMAGs), Neighbourhood Health Committees (NHCs) and other community health workers necessitated the acceleration of service provision to communities.

Stakeholders submitted that health institutions in Zambia lacked effective community engagement required for the effective delivery of health services.
The weak community engagement was, therefore, detrimental to quality health service provision.

the programmes being 14 k) Client Health Worker Relationship Stakeholders explained that there was a growing misunderstanding between the general public and health workers in Zambia.

Health workers felt that they did not have the necessary positive practice environment to enable them provide timely quality health services.
Clients, on the other hand, increasingly saw the health profession as uncaring and uncommitted to the clients’ needs.

They held the view that caring and competent health professionals were in the minority rather than the majority.

This posed the risk of increased caregiver and client conflicts.
l) Ineffective Referral System The Committee was informed that the levels of congestion in larger hospitals could be attributed to an ineffective referral system where a large proportion of patients seen in these institutions could be adequately attended to at lower levels.

Further, there was a weak collaboration between private and public hospitals with regard to the referral of patients from private to public health institutions.
Some stakeholders lamented that public hospitals were in the habit of discarding diagnosis tests performed by private hospitals, opting to start the diagnosis from scratch.

This inconvenienced patients and instilled a lack of confidence for private health institutions by the general public.

m) Weak Quality Assurance Systems for Services Delivery For the delivery of quality health services, there was need for improved quality assurance.
The Committee was informed that even though accreditation systems existed through the Health Professions Council of Zambia (HPCZ), there was much that needed to be done.

The recently developed Service Quality Assessment (SQA) tool needed to be disseminated widely to the end users who should be able to administer it for facility assessment and be able to improve the quality of services being provided.
Stakeholders further lamented that health facilities also had weak accountability mechanisms, especially in the delivery of the services hence, the need to improve the leadership and governance systems of the facilities.

The monitoring and evaluation systems also needed to be improved, especially that data was feed in the HMIS database.

8.0 OTHER CONCERNS RAISED BY STAKEHOLDERS The following additional concerns were raised by stakeholders during their interaction with the Committee.
a) Despite Cabinet having made a decision in 2012, to move the procurement function of medicines from the Ministry of Health to Medical Stores Limited (MSL) in an effort to reduce the delays resulting from the procedure of procuring medical products at the Ministry of Health, the Ministry of Health had failed to comply with the commencement date of the policy.

The lack of a fully-fledged procurement department at MSL therefore, hampered the institution’s ability to discharge its mandate.
There was need to expedite the full implementation of this decision.

15 b) The premise for the National Health Policy, 2013 was Social Determinants of Health (SDH) rather than Societal Determinants of Health (SDOH).

The Policy therefore, missed out on the identification of factors such as political and economic mechanisms and pathways influencing health at multiple levels.
Stakeholders recommended the use of Societal Determinants of Health (SDOH) to refer more emphatically to the structural factors, such as institutional and political, that affected health.

c) Stakeholders observed that the National Health Policy identified the need for partnerships with non-state actors.

However, the Policy did not provide clarity on how these actors and their contributions would be harnessed and leveraged.
As a result, the contribution and/or participation of non-state actors was not systematically obtained, coordinated and regulated.

Another consequence of poor governance of non-state actors was that there were instances where there was a conflict in inputs/contributions from partners.

An example was cited where the Ministry of Health was supported to introduce three or more logistics management information systems which did not speak to each other.
Stakeholders, therefore, held the view that a system that would structure the contribution of non-state actors, to ensure alliance with Government policy and priorities as well as the accountability for quality of service delivery was necessary.

d) The Committee was informed that the WHO recommended that health policies should include a definition of key characteristics of good health service delivery.
However, even though the National Health Policy provided guiding principles for the policy, stakeholders contended that it missed out on setting standards for service delivery based on the key characteristics of good service delivery, these being comprehensiveness, accessibility, coverage, coordination, accountability and efficiency.
service delivery quality, person-centredness, continuity, e) Stakeholders submitted that the leadership for the supply chain for medicine and health products in the Ministry of Health was vested in the Director of Clinical Care Services.

They contended that this location of what was the largest single budget area in the Ministry to a sub-section level communicated lack of prioritisation of the pharmaceutical sector.
In practice, this also worked out to be an absence of the Ministry of Health in critical discussion fora with partners and was a recipe for delays in decisions on policy, strategy and implementation plans.

The absence of a control tower for the pharmaceutical area had also led to the relegation of the place of pharmaceutical services.
Stakeholders further argued that although the National Health Policy retained a focus on the need for coordination, the structure to achieve this and the distinct leadership of the pharmaceutical sector remained undeveloped.
f) Other stakeholders observed that while the Zambia Medicines Regulatory Authority (ZAMRA) controlled the standards of pharmaceutical product quality, it did not regulate the standard of pharmaceutical practice, which fell under the Health Professions Council of this precipitated regulation gaps between Zambia (HPCZ).

They contended pharmaceutical products and the pharmaceutical practice of pharmacists.
The regulation of personnel by the HPCZ was not effective as it was remote from the products that they that 16 handled.

In view of this, it was opined that it would be prudent to locate the control of products and practice under the same authority.
Stakeholders further argued that the performance monitoring of ZAMRA was unclear, with its relationship with the Government often causing conflict between the objectives to safe guard the efficacy and safety of medicines, including standards of pharmacy premises and practice on one hand and the subordination to the Government authority through the governance structure on the other.
In practice, this meant that while ZAMRA controlled and regulated practice in the private sector, it did not do so in the public sector.

Therefore, there was need to review and establish a more independent governance structure for ZAMRA to enable it to take decisions based on scientific information for the efficacy and safety of medicines.
g) Stakeholders informed the Committee that in countries where the majority of populations accessed health care from public facilities, procurement strategies played a key role in influencing the availability and access to medicines.

In Zambia, manufacturers showed that they had the capacity to manufacture a total of 345 essential medicines list products.

These ranged from oral to parenteral products.


However, ZAMRA did not have adequate capacity for inspection to assure compliance with good manufacturing practice, due to lack of specialised training.

Further, stakeholders submitted that research showed that Value Added Tax (VAT) negatively influenced the local manufacturing capacity as companies needed to advance VAT to Zambia Revenue Authority, recovering it between two to twelve months after sale of the products.
However, where there was no guarantee of orders from the major consumer (Ministry of Health), VAT was a disincentive to local manufacturing.

The Committee was further informed that the Ministry of Health imported, directly or indirectly through locally based importers 95 percent of health products, with only 5 percent going to local manufacturers.
The imports were delivered in such quantities that the storage capacity of Medical Stores Limited was out stripped, necessitating the lease of extra storage space.

At the time of compiling the submission to the Committee, leases of extra storage space cost MSL US$ 22,087 per month or US$265,04 per year.

This was 4.2 percent of the value of international procurement.
h) Stakeholders observed that the Government had embarked on a programme of constructing health facilities across the country in line with its vision of providing equitable access to cost effective, quality health care services as close to the family as possible.

However, this aspiration was not in tandem with the production of medical personnel in the country.
In order to resolve the mismatch between the health facilities being constructed and the available human resources being produced, the Government established new schools of medicine at the Copperbelt University, Mulungushi University as well as transformed the Levy Mwanawasa Hospital into a Teaching University.
The Committee was informed that the Government allowed the transformation of Levy Mwanawasa Hospital into a teaching hospital through a Cabinet Memorandum, submitted by the Minister of Higher Education pursuant to the provisions of the Higher Education Act, 17 Number 4 of 2013, Part IV, Section 14 (1), which gave powers to the Minister of Higher Education to establish public higher education institutions.
The Act further granted the Ministry of Higher Education the mandate to oversee training and regulation of higher education in Zambia.

Through the Higher Education Authority, the Minister of Higher Education was further mandated to register private higher education institutions and establish public universities.
In addition, the Higher Education Authority was mandated to accredit training programmes for all public and private universities who in turn was required to register the qualifications thereof with the Zambia Qualifications Authority.

Failure to accredit the learning programmes would lead to those programmes not being recognised locally and internationally.
In view of the foregoing, the Ministry of Higher Education, in consultation with the Ministry of Health, developed Statutory Instruments Number 39 of 2018 – the Levy Mwanawasa Medical University (Declaration) Order, 2018 and Statutory Instrument Number 40 of 2018 – The Education ( Levy Mwanawasa General Hospital Board and National Health Training Institute Management) (Dissolution) Regulation 2018 to establish Levy Mwanawasa Medical University and dissolve the Levy Mwanawasa General Hospital Board and the National Training Institute Management respectively.
The two SIs were signed by the Minister of Higher Education.

With regard to the implementation process of a public university, the process was such that the Higher Education Act provided for the Higher Education Authority to provide advice to the Minister of Higher Education on the establishment process for public universities.

The Act further mandated the Minister of Higher Education to appoint the council of the university, which was responsible to govern the university and recruit principal officers.
On a recommendation from the council of a public university, the Minister of Higher Education was mandated to appoint a Vice Chancellor of any public university.

Despite the foregoing, stakeholders lamented that the implementation process of the Levy Mwanawasa Medical University had faced a number of quality assurance challenges due to the lack of involvement of the Higher Education Authority.
For instance:    the Operational Framework Manual for the establishment of the University was supposed to be developed by the two ministries and required clearance from the Higher Education Authority.
However, this was yet to be done to ensure that the process was within the provisions of the law and complied with the quality assurance provisions therein; the appointment of the Vice Chancellor and Deputy Vice Chancellor was supposed to be done through provisions of the Higher Education Act and the appointment effected by the Minister of Higher Education.
However, this channel had not been followed; and the regulation of training programmes and qualifications was the mandate of the Ministry of Higher Education while professional training, conduct and ethics lay with the line Ministry such as the Ministry of Health.

However, the model being proposed in the operationalisation of Levy Mwanawasa Medical University advocated for both functions to fall under the Ministry of Health.
18 There was, therefore, need for coordination between the Ministry of Health and the Ministry of Higher Education in the implementation process of the University.

Other stakeholders, however, held the view that the Ministry of Health should not even engage into too much training activities, as this may divert the Ministry’s attention from its core business of delivering health services.
9.0 LOCAL TOUR OF LUSAKA AND LUAPULA PROVINCES In order to consolidate its findings from the long meetings on the topical issue “Service Delivery in Public Health Institutions in Zambia”, the Committee undertook local tours to Lusaka and Luapula Provinces in May, 2019.

In view of the foregoing, the Committee toured selected public health institutions in the above mentioned provinces as follows: a.
University Teaching Hospitals in Lusaka Province; b. Chipata First Level Hospital in Lusaka Province; c. Mutwewankoko Rural Health Centre in Luapula Province; d. Mansa Central Urban Health Clinic in Luapula Province; e. Kapata East 1 Rural Health Centre in Luapula Province; and f. Kasoma-bangweulu Rural Health Post in Luapula Province.

The objective of the local tour was to ascertain the challenges that these institutions were facing with regard to the provision of quality service delivery.
Further, in order to appreciate the views of the community with regard to the quality of service that they were receiving, the Committee held three public hearings in Mansa and Samfya Districts of Luapula Province.

Furthermore, realising that the provision of health care services was not the preserve of public health facilities alone, the Committee extended its tour by benchmarking with Care for Business, a private health facility, in order to learn best practices.
The Committee also toured Medical Stores Limited, an institution critical for health systems strengthening.

9.1 COMMITTEE’S FINDINGS During its deliberations, the Committee interacted with the officers in charge of the health facilities, the available doctors and nurses as well as other support staff.

The findings of the tour are summarised below.


9.1.1 UNIVERSITY TEACHING HOSPITALS The Committee was informed that the University Teaching Hospital was the highest public institution of healthcare in the country.

In an effort to provide quality service to the public, the Hospital was decentralised into five referral hospitals, namely; the Adult Hospital, Eye Hospital, Cancer Diseases Hospital, Women and Newborn Hospital and the Children’s Hospital.
The Committee was informed that currently, the Hospitals were offering promotive, preventive, curative, palliative and rehabilitative services to the citizenry.

19 Generally, the Committee observed that the challenges with regard to the provision of quality services facing the five hospitals were similar and cross cutting.

Key among these were those set out below.

a) Inadequate Human Resource for Health and a Huge Staff Debt.
The Committee was informed that human resource for health such as doctors and nurses among others, were inadequate.

For instance, the approved establishment for medical doctors under the Cancer Diseases Hospital was fifty-five, however, only thirty-three positions were filled.

In the same vein, the approved establishment for registered nurses under the Hospital was 171, however, only 112 positions were filled.
Further, specialised health personnel such as Physicians, Oncology Nurses and Surgeons, among others, were also in short supply.

For instance, the approved establishment for Oncology Nurses under the Cancer Diseases Hospital was 100 however, only twelve positions were filled.

The Committee was further informed that the regrouping of the hospitals created more positions on the five Hospital establishments however; such positions were not funded.
An example was given under the Eye Hospital where the Hospital had an approved establishment of 315 positions, however; 35 percent of these positions were not funded.

In most instances, old human resource structures were being used.

Further, some health personnel were working in acting positions for a very long time, which was demotivating.
The Committee also learnt with disappointment that the five hospitals had collectively acquired a huge staff debt of K 89 million, therefore, demotivating members of staff.

b) Inadequate Equipment The Committee observed with concern that most of the equipment at the facilities was in short supply, faulty or obsolete.

For instance, life saving monitoring tools such as cardiac monitors and Ecos which could guarantee effective and timely health service delivery were in short supply.
The Committee observed with disappointment that the Emergency Department in the Adult Hospital only had two ventilators, borrowed from the Intensive Care Unit.

The ideal number of ventilators in that Department alone was twelve.

In addition, the Neonate Unit under the Women and Newborn Hospital only had one monitor shared against ninety babies.

The Committee learnt that the ideal was to have forty monitors in the Neonate Unit alone.
Another example was the Cobalt machine used for radiotherapy treatment under the Cancer Diseases Hospital, which was outdated.

It could not be repaired because the spare parts were no longer being manufactured.

This equipment therefore, had to be replaced with a modern Linear Accelerator capable of performing advanced radiotherapy.

The Committee was informed that the cost of the whole procurement was estimated at USD7 million.
Furthermore, outdated laboratory equipment and inadequate laboratory services were another big challenge for the facilities.

For instance, the Children’s Hospital did not have laboratory services which were critical for diagnosis and treatment given that the majority of its patients were infants.

Further, some specialised tests at the Cancer Diseases Hospital could not be undertaken, which made it difficult to manage patients.
The Committee was further informed that laboratory equipment required regular maintenance to give effective results.

However, such maintenance was costly.

The Committee learnt that the facilities did not have contract maintenance services with the manufacturers and vendors of the machines.

20 c) Inadequate Infrastructure The Committee observed that despite some sections of the Hospitals receiving a facelift, some infrastructure was old and dilapidated.
For instance, the oxygen plant required a face lift, ventilation systems in the Mortuary and Radiology Departments needed to be improved, the Surgical and Medical wards under the Adult Hospital required renovations and there was need for a complete overhaul of the basement electrical panels, as they were in a state of disrepair, hence posing great danger to possible fire outbreaks.
In addition, the roofing for most of the buildings under the Women and New Born Hospital was almost obsolete (leakages) and some buildings had developed cracks and the water reticulation pipes and electrical system were not upgraded.

Further, despite the facilities making positive strides with regard to creating space for operations within the existing structures, the Committee was concerned that office and clinical space still remained a challenge.
For instance, the Women and New Born Hospital was admitting ninety to a hundred babies a day against a bed capacity of forty.

The Emergency Department under the Adult Hospital only had three beds.

In addition, the wards and theatre for the Eye Hospital were housed in other hospitals.

The Committee was further informed that the Women and New Born Hospital did not have working space for its support staff.
The Hospital had since identified space within the hospital environment to put up a structure, but required funding.

Additionally, sub specialised units under the Eye Hospital were being developed, hence the need for space.

Furthermore, the Committee observed that there were no caregivers’ shelters for the relatives of patients.

This in most instances resulted in loitering in the hospital corridors.

The Committee was also informed that the hospitals had inadequate beds and linen.
For instance, 50 per cent of the linen under the Adult Hospital was brought in by the patients themselves, therefore; making disease control a challenge.

The hospitals also had inadequate utility vehicles for their operations.

Despite some sections of the hospitals being expanded, some hospital staff lamented that the expansion was not commensurate with the equipment required for operations.
d) The Procurement of Drugs The Committee was informed that the delay in the procurement of essential drugs was one of the major challenges that the hospitals were facing.

The Committee was informed that centrally, the hospitals procured drugs through Medical Stores Limited.

However, the procurement of these drugs was not consistent due to erratic funding.

This, therefore, resulted in the hospitals in some instances procuring its own drugs from locally generated funds to avoid the disruption of services.
The Committee was informed that currently, the hospitals had about 90 per cent of essential drugs coverage.

However, the procurement of special drugs for particular conditions especially under the Cancer Diseases Hospital proved to be very expensive.
e) Inadequate and Erratic Funding The Committee observed with concern that the monthly grants for the hospitals were inadequate and the disbursement of the grants for their operations erratic as submitted below:  Adult Hospital In 2018, the Hospitals monthly grant was K 1.199, 561.67.

The total expected grant for the Hospital was K14.3 million.

However, only K10.1 million was received.

Additionally, in 2019, 21 the Hospital’s monthly grant was K1.189.998.33.
However, an amount of K1, 160,449.44 was received for January, 2019 only and the January grant was only received in May, 2019.

The grants for February to May when the Committee conducted its visit had not yet been received.

 The Eye Hospital In 2018, the Hospital received a monthly grant of K 537,151.66.

The total expected grant for the Hospital was K6.4 million.

However, only K4.5 million was received.


Additionally, in 2019, the Hospital’s monthly grant of K427, 965.92 was received for January, 2019 only and the January grant was only received in May, 2019.

The grants for February to May when the Committee conducted its visit had not yet been received.

 Cancer Diseases Hospital In 2018, the Hospital received a monthly grant of K 922,376.89.

The total expected grant for the Hospital was K11 million.

However, only K7.8 million was received.


Additionally, in 2019, the Hospital’s monthly grant of K1, 034,193.81 was received for January, 2019 only and the January grant was only received in May, 2019.

The grants for February to May when the Committee conducted its visit had not yet been received.

 Women and Newborn Hospital In 2018, the Hospital received a monthly grant of K 567,023.32.

The total expected grant for the Hospital was K6.8 million.

However, only K4.8 million was received.


Additionally, in 2019, the Hospital’s monthly grant of K547, 944.17 was received for January, 2019 only and the January grant was only received in May, 2019.

The grants for February to May when the Committee conducted its visit had not yet been received.

 Children’s Hospital In 2018, the Hospital received a monthly grant of K 562,194.17.

The total expected grant for the Hospital was K6.7 million.

However, only K4.7 million was received.


Additionally, in 2019, the Hospital’s monthly grant of K 612,208.95 was received for January, 2019 only and the January grant was only received in May, 2019.

The grants for February to May when the Committee conducted its visit had not yet been received.

The Committee observed that the erratic funding affected the operations of the hospitals with regard to the provision of quality service delivery, among other things.
f) Poor Referral Systems The Committee was informed that the Hospitals were receiving referrals from other health facilities late.

The major contributing factor was the shortage of ambulances in the health facilities.

Maternal Mortality still remained high at 398 deaths per 100 live births.

The Committee was informed that ambulances were usually prioritised for pregnancy emergencies and rarely other critical conditions.
There was, therefore, need to increase the fleet of ambulances in all the hospitals in order to cater for all the critical illnesses.

22 9.1.2 CHIPATA LEVEL ONE HOSPITAL The Committee was informed that Chipata Level One Hospital was opened as a health centre in 1982, and upgraded to a first level hospital in 2016.

The Hospital had the highest catchment population in Lusaka District, standing at 202,334 (488,755 being the Sub district population).
The Committee was informed that the Hospital obtained the status of a referral hospital catering for four health centres, four health posts and two private hospitals.

The facilities that Chipata Level 1 Hospital catered for included Ngombe health centre; Chazanga health centre; Chaisa health centre; Mandevu paediatric clinic; Garden health post; Kabanana health post; Fumbelo health post and Kasisi health post.
The Committee observed that the major challenges affecting quality service delivery at the Hospital included, among others, the lack of adequate staffing.

For instance, the Committee learnt that the facility currently had seven doctors and interns.

The ideal situation was to have fourteen doctors.

However, the approved establishment was only four.


Given the catchment population, the Committee observed with concern that the current staffing levels were far below the number of patients being managed at the Hospital.

In addition, the Hospital experienced inadequate and inconsistent funding in terms of its Hospital grant.
The Committee was shocked to learn that the Hospital grant of K20, 000 was received in May 2019, after a period of between eight to nine months and that this was not adequate for the operations of the Hospital given the catchment area covered.

The Committee was further informed that the Hospital was able to sustain its operations through locally generated funds from services such as food handler medical reports, among other things.
With regard to medical supplies, the Committee was informed that the facility did not usually have the required medical supplies.

For instance, the facility had adequate equipment in its laboratory but could not conduct most tests due to lack of the requisite reagents to do so.

Patients were therefore, referred to Matero First Level Hospital for these tests and other services such as X-ray.

In addition, the mortuary fridges were obsolete and non-functional as of January, 2019.
The facility was, therefore, seeking mortuary services at Matero First Level Hospital and the University Teaching Hospital.

With regard to infrastructure, the Committee observed with concern that there was inadequate working space at the Hospital.

The facility had a fifty-three bed capacity for admissions which was not adequate.

Further, the Hospital had four delivery beds and six antenatal and postnatal bed spaces.
The Committee was further informed that the facility was continuously being repaired and plumbing works being done.

This was a drain on the Hospital’s coffers.

However, in order to address this challenge, the Government through a grant by the Japanese Government, was constructing a new wing.

The wing would cater for an Outpatient Department, a Radiological Department and house a pharmacy.

The number of beds would therefore increase from fifty-three to over eighty.
The Committee, however, held the view that the new wing was not adequate to address the current infrastructure challenges facing the facility, especially given the large catchment area.

The Committee further observed that the Hospital lacked space for further expansion.

It was, however, stated that plans to buy off some housing units around the facility were underway to pave way for further expansion.
23 9.1.3 TOURS OF MUTWEWANKONKO RURAL HEALTH CENTRE; MANSA CENTRAL URBAN HEALTH CLINIC; KAPATA EAST 1 RURAL HEALTH CENTRE AND KASOMA-BANGWEULU RURAL HEALTH POST IN LUAPULA PROVINCE.

The Committee’s findings are summarised below.

 Mutwewankoko Rural Health Centre was located in Chief Chisunka’s area in Mansa District in Kampemba ward.

The health centre had a catchment population of 3,612 people;  Mansa central urban clinic was centrally located in Mansa District, in Chilyapa ward.
The health centre had a catchment population of 22,404 people;  Kapata East 1 rural health centre was located in the Peninsula of Samfya District Health Centre 76km away from the Samfya District Administration on a gravel road.The facility was initially an outpost for the Zambia Flying Doctor Service established in 1968, and was later handed over to the Government in 2000.
The health post had a catchment population of 5,598 people; and  Kasoma-Bangweulu Rural Health Centre was 1.5km away from Samfya District Administration on a gravel road.The health centre had a huge catchment population of 9,010 people.

The Committee observed that the challenges faced with regard to the quality of service delivery were cross cutting in all the facilities as submitted below.
a) Inadequate Staffing Levels The health personnel manning the public health facilities were inadequate to respond to the number of clients especially given the large catchment areas covered by the facilities.

For instance, Kasoma-Bangweulu Rural Health Centre had four nurses and one clinical officer supported by one environmental health technologist, two community health assistants and one support staff.
The Committee, further, observed with concern that Mutwewankothe Rural Health Centre did not have a midwife to perform skilled deliveries.

Deliveries were performed by the enrolled nurse and clinical officer who were both male much to the disdain of the womenfolk as expressed during the Committee’s public hearing at the facility.

b) Inadequate Infrastructure Infrastructure was inadequate to cater for the catchment population in all the facilities.
For instance, Mutwewankoko Rural Health Centre only had one delivery bed and two beds in the admission ward housing both males and females.

The Committee further observed that staff accommodation was inadequate for all the health personal in all the facilities visited.

For instance, the available staff house at Kasoma- Bangweulu Rural Health Centre was transformed into a maternity ward.
Additionally, Kapata East 1 Rural Health Post had two staff houses were hospital staff were sharing despite having families.

24 The Committee further observed with concern that the lack of decent accommodation discouraged female health workers from working in the rural health facilities.

As a result, transfers were common in Luapula Province.

c) Lack of Other Necessary Facilities Additionally, mattresses and linen were inadequate in all the institutions.
The Committee also observed that facilities such as Mutwewankoko Rural Health Centre, Kapata East 1 Rural Health Post and Kasoma-Bangweulu Rural Health Centre did not have mother’s shelters for pregnant mothers coming from far flung areas to wait until they went into labour.

Further, growth monitoring and immunisation was at times conducted under trees due to lack of space at a facility such as Kasoma-Bangweulu Rural Health Centre, which posed a challenge, especially in the rainy season.
Additionally, under five cards were inadequate at the facility.

d) Newly Constructed Maternity Annexes The Committee also observed that the construction of a maternity wing at Kasoma- Bangweulu Rural Health Centre was not yet completed and that of Kapata East 1 Rural Health Post had been completed but not yet commissioned.

The Committee however, found the workmanship on the maternity annex at Kapata East 1 Rural Health Post poor, as the roof already had leakages.
e) Lack of Water Reticulation and Electricity Furthermore, facilities such as Mutwewankoko Rural Health Centre, Kapata East 1 Rural Health Post and Kasoma-Bangweulu Rural Health Centre did not have proper water reticulation, posing a risk for further contamination, especially in labour wards.

Additionally, the facilities did not have electricity, further posing a challenge, especially in maternity wards where pregnant women were in some instances, requested to come with candles and torches to aid delivery.
f) Lack of Transport None of the facilities visited had ambulances.

Ambulances were always prioritised for pregnant women, thereby, sidelining other critically ill patients who had to find their own transport when referred to other hospitals.

Further, the mode of transportation in all the facilities included bicycles and motorbikes, used for the general operations of the facilities as well as for outreach services.
The Committee was informed that Mutwewankoko Rural Health Centre had six zones, the furthest outreach point being twenty-eight kilometres away from the health facility.

g) Inadequate Equipment The institutions did not have adequate equipment for effective service delivery.

For instance the laboratory equipment at Kasoma- Bangweulu Rrural Health Centre included five BP machines, one Doppler scan, one Haematocrit centrifuge, one Glucometre; two thermometres and one stethoscope.
h) Availability of Drugs All the facilities reported that essential drugs were always available.

25 i) Inadequate and Erratic Funding With regard to funding, the Committee learnt that when the District Health Office received its operational grant from the central Government, a monthly imprest of K 1,500 was given to Kapata East 1 Rural Health Post, Kasoma- Bangweulu Rural Health Centre and Mutwewankoko Rural Health Centre.

The District Health Office further procured fuel for the facilities centrally.
With regard to Mansa Central Urban Health Centre, the health facility received a monthly imprest of K5, 500.

However, the disbursement of these grants was erratic, thereby, impacting on service delivery.

For instance, the Committee was saddened to learn that the first allocation of the grant at Mutwewankonko Rural Health Centre for in 2019 was only received in May, 2019.
Despite the above, the Committee observed that the facilities received additional funding from cooperating partners such as the Word Bank through the Results Based Financing.

This financing improved maternal and child health services among other services.

In addition, facilities such as Mansa Central urban Health Centre was benefiting from funding from AIDs Healthcare Foundation (AHF), a three year project that commenced in May, 2018.
The funds were used to procure various commodities and equipment such as specimen bottles and swivel chairs, among other things.

The facility also managed to maintain stocks of essential drugs and opportunistic infection drugs and had managed to procure medical supplies such as gloves and disinfectants.
While appreciating the support being offered by the cooperating partners with regard to the funding of the health facility, the Committee expressed concern over the sustainability of financing once the programmes came to an end.

9.1.4 Other Concerns Raised During the Public Hearings During the Public Hearings, various concerns were raised by the members of the public.

These included those set out below.

a.


Community health workers at Kapata East 1 Rural Health centre were demanding K 15 per patient per year from the community members.

b.

The community bemoaned the absence of the Flying Doctor Service which had previously offered specialised treatment services.

c. No NGOs were found to be working in the communities to offer training.
d. Community volunteers and Safe Motherhood Action Groups (SMAGs) did not have the requisite tools such as boots, torches and coats to enable them effectively discharge their mandate.

9.1.5 MEDICAL STORES LIMITED The Committee was informed that Medical Stores Limited (MSL) was established in 1976 under the Companies Act.

The Institution was 2 per cent owned by the Ministry of Health and 98 per cent owned by the Industrial Development Corporation (IDC).
However, MSL was currently in the process of being transformed into a statutory body under the Ministry of Health.

The Committee heard that MSL had a clear mandate of the storage and distribution of essential medicines procured by the Government and cooperating partners.
26 Further, the Committee was informed that from the time that MSL was established in 1978, there had been an increase in service demand from MSL, particularly due to factors such as increased population, moving away from about four million people then to about seventeen million people.

The disease burden had also increased over the years with the coming in of non communicable diseases as well as HIV/AIDS, which had resulted in increased commodities at the facility to meet this demand.
The Committee was further informed that from the time the Essential Medicines Logistics Improvement Program (EMLIP) was introduced were each health facility was able to order essential medicines on their own, MSL received about 3,810 orders per month.

The Committee learnt that MSL had also descentralised its services through regional hubs.
This was a partial descentralisation in that the hubs were mostly functioning as cross docking, meaning that stock was sent from Lusaka to the hubs and the hubs would then deliver to the health facilities.

Currently, there were seven hubs in seven provinces except for Northern, Lusaka and Central Provinces.

The Committee was informed that one of the biggest challenges that the Institution was facing was lack of storage space.
Commodities were stored in offsite warehouses which increased operational costs due to rent and security fees, among other things.

In this regard, an infrastructure master plan was developed to increase the storage capacity to stock all the commodities on site.

The re–organisation of the warehouses had further improved stock management and accuracy.
The Committee heard that the infrastructure development was achieved with the help of cooperating partners such as the European Union, the Global Fund and the United States Government, among others, working in partnership with the Ministry of Health.

With regard to Government funding for the operations of MSL, the Committee was informed as set out below.

a) MSL had been making losses, except for 2015, when the Institution had a surplus, because its income was not enough to support its expenses.
In 2014, however, the Institution received a grant of K24 million; in 2015, K24 million; in 2016, K34 million; in 2017 K38 million and in 2018, the budget was projected at K40.3 million but only K34 million was received.

The shortfall of above eight per cent in 2018 was in the last quarter of the year.

In view of the forgoing, all the liabilities incurred in 2018 were brought forward to 2019, therefore, creating another challenge.

b) In 2019, MSL’s budget line was projected to be at K40.3 million.
However, the Institution was expected to receive K34 million or less.

Three per cent of its funding would be in kind support from donors paying a category of staff and another 5 per cent from the hubs.

c) In 2019, the Institution would further raise funds through charging storage fees for cooperating partners such as the Global Fund, which fees would account for 23 per cent of the MSL budget.
Additionally, the Churches Health Association of Zambia (CHAZ) 27 was also expected to offer support of about 5 per cent to the Institution, through supporting the hubs in Choma, Chipata and Kabompo.

The Committee was further informed that the distribution schedule at MSL was also disrupted due to the late disbursement of grants from the Government.

Health centre kits that formed the backbone of the supply chain were also a challenge as they were not in supply.
In addition, the facility was still having challenges with the accuracy of data coming from some facilities, which in some instances resulted in the over distribution or under distribution of medical supplies.

Furthermore, some health facilities were still experiencing inadequate storage space, thereby affecting the ordering process.

Challenges of electricity outages were also highlighted.

9.1.6 CARE FOR BUSSINESS (CFB) CFB medical was formed in 1980, originally as Commercial Farmers Bureau.
The Hospital section was built and officially opened in 2002.

With regard to the staffing levels, the Committee was informed that CFB was adequately staffed and was meeting the Health Professions Council of Zambia’s required staff establishment.

However, the Hospital also had its own level of staffing that it felt was necessary to give the most optimal service.

For instance, the Hospital had sixty-four nurses.

Twenty-eight midwives, nine critical care nurses ten theatre nurses and ten registered nurses.
Additionally, the Hospital had five specialist doctors.

With regard to the generation of its funds, the Committee heard that from inception, CFB had funded all investments from in-house generated funds.

The Hospital management put in place measures to control expenditure, avoid wastage and fraud.

As the Hospital was still growing, plans for expansion projects were chosen carefully to avoid stifling the smooth running of the services currently being offered.
Further, in order to afford to pay staff salaries and continue giving clients expected services, the Committee was informed that clients were charged for the services.

Regarding equipment, the Committee was informed that CFB purchased equipment from reputable suppliers with firm after sale service contracts.

Additionally, the Hospital had monthly maintenance contracts with local engineers.
The Committee learnt that the Hospital avoided purchasing expensive equipment beyond what it could afford and maintain.

However, the equipment purchased was state of the art.

With regard to drugs, the Committee was informed that drug supplies came from the local pharmaceutical suppliers.

However, certain medicines were difficult to find.


In this regard, when special drugs were not available in the country, the Hospital requested through a special application with the Pharmaceutical Board to get permission to import.

The Hospital had also tried as much as possible to reduce on waiting times by making sure that the rota was adequately covering all departments and had enough doctors on duty at any given time to deal with the patient load.
As such, the Hospital extended its hours for normal consultation from 07.30hrs to 21.00hrs (without any interruption for lunch overlapping rotas).

At 28 the same time, patients were educated on the importance of making appointments before coming to the Out Patient Department or Hospital to avoid unnecessary waiting time.

The Hospital further had well stocked laboratory services within which lab results were gotten almost instantly in an effort to avoid inconveniencing patients to return the following day.
For tests that could not be performed at the Institution, private arrangements were made with other private laboratories.

Additionally, hospital linen was changed at the end of the year and old linen was donated to other facilities.
10.0 COMMITTEE’S OBSERVATIONS AND RECOMMENDATIONS After a detailed analysis of the written memoranda and careful consideration of oral submissions from the stakeholders, and the Committee’s local tour to Lusaka and Luapula Provinces, the Committee makes the observations and recommendations set out below.
1) The Committee observes with concern that the Government has taken long to present the Health Services Bill, resulting in health service provision continuously being guided by various pieces of legislation, some of which are still under review.
The Committee recommends that the Government must as a matter of extreme urgency, prioritise the finalisation and presentation to Parliament of the Health Services Bill as well as other pieces of legislation anchored on health service provision, without further delay.

2) The Committee observes that the Government is not increasing funding to the health sector in line with the Abuja Declaration which requires member countries to allocate at least 15 percent of their national budgets to the health sector.
The Committee observes that the 2019 budget allocation to the health sector is at 9.3 per cent and is, therefore, concerned that this situation has resulted in public health facilities receiving inadequate and erratic funds for their administration and operations from the Treasury as was the case with Chipata Level 1 Hospital, whose Hospital grant of K20, 000 was only received in May 2019, after a period of eight to nine months.
This was not adequate for the operations of the Hospital given the catchment area covered.
In addition, the inadequate funding to the health sector has further resulted in the over- dependence on donor funding as is the case with Central Urban Health Centre in Mansa District of Luapula Province, which was receiving funding for most of its operations from the AIDS Healthcare Foundation (AHF) and the Results Based Financing supported by the World Bank, further putting the provision of health care at risk if such funding was suspended or terminated.
The Committee, therefore, strongly urges the Government to increase funding to the health sector by allocating at least 15 percent of the national budget to the health sector in line with the Abuja Declaration in order to avoid over dependence on the external support as well as enable public health institutions effectively discharge their mandate.

3) The Committee observes that medicine is critical for the diagnosis, treatment and prevention of diseases.
However, the Committee is concerned with the drastic reduction of the 29 allocation to the medicines budget in the national budget from 1.2 billion in 2018, to 900 million in 2019.

The Committee is of the view that this allocation is not enough to address the increased disease burden in the country.

Additionally, the Committee is aware that the Ministry of Health has accumulated a debt of about 1.2 billion in owing suppliers for supplying drugs.
In this regard, the Committee strongly recommends that going forward, appropriated amounts towards this vote must be increased.

However, in the interim, supplementary expenditure must be approved in order to ensure that service delivery is not disrupted.

The Committee further urges the Ministry of Health to liaise with the Treasury to find ways to offset the huge debt.
4) The Committee observes that while new responsibilities are frequently being added to the mandate of the Medical Stores Limited, commensurate amounts of resources are not being provided to the Institution.

The Committee is gravely concerned that Government funding to MSL represents 24 percent of funding, which is unacceptable, considering that the Government funding should be the most reliable source of income for the Institution.
The Committee, therefore, urges the Government to ensure increased and timely funding to Medical Stores Limited to enable the facility effectively respond to its emerging needs.

5) The Committee is concerned that despite the National Health Insurance Act, No.

2 of 2018 having been enacted as one of the strategies to increase the resource envelope for health service delivery, the Act has not yet been operationalised.
The Committee therefore, urges the Government to expedite the operationalisation of the Health Insurance Act, No.2 of 2018 in order to guarantee the needed financial resources for universal access to quality health services.

6) The Committee observes with concern that most public health facilities have limited capacity to offer a comprehensive continuum of care due to inadequate infrastructure.
The Committee observes with concern that the available infrastructure in all the public facilities that it visited is not commensurate with the large catchment population of the facilities.

It notes that despite the Government having embarked on an ambitious countrywide health infrastructure programme of constructing 650 health posts, the completion of these posts has stalled, hence, negatively affecting the provision of quality health care services.
The Committee therefore, recommends that the Government should ensure that the remaining health posts are completed without further delay.

In addition, the Government must ensure that old structures are refurbished and expanded in order to provide a variety of options for service delivery.

7) The Committee is concerned that most public health facilities have either obsolete equipment or lack the equipment necessary for the delivery of quality health services to the general public.
For instance, the cobalt machine at the Cancer Diseases Hospital, used for radiotherapy treatment, is outdated.

It cannot be repaired because spare parts for the machine are no longer being manufactured.

This equipment therefore, needs to be replaced with a modern Linear Accelerator capable of advanced radiotherapy.

The Committee was informed that the cost of the whole procurement was estimated at USD7 million.
In addition, the Emergency Room (ER) at the University Teaching Hospital, Adult Hospital, has a shortage of 30 life saving monitoring tools such as cardiac monitors to ensure effective and timely health service delivery.

The Committee observed with disappointment that the ER only had two cardiac monitors, borrowed from the Intensive Care Unit.
The Committee further observes that in some instances, the lack of replacement of serviceable parts and skills for routine maintenance makes it difficult for health workers to deliver quality healthcare services.

The Committee, therefore, recommends that the Government should prioritise the procurement of state of the art equipment in all public health facilities, and ensure that the service contracts for the equipment are entered into by the user institutions and not the Ministry’s headquarters.
The Committee is of the view that the decentralisation of the service contracts to the user institutions will instill a sense of ownership and responsibility among the user institutions.

Further, the Government should invest, as a matter of urgency, in capacity building of human resources, especially in the area of biomedical engineering to effectively manage medical equipment in public health facilities while adhering to the relevant industry standards.
8) The Committee is concerned that all the rural facilities visited did not have ambulances and transport services for their operations.

The Committee observes with concern that ambulances, especially at the rural health facilities, are called upon from other bigger facilities and prioritised for pregnant women, therefore sidelining other critically ill patients who have to find their own transport when referred to other hospitals that are also hard to reach due to the long distances and bad roads.
The Committee therefore, urges the Government to prioritise the procurement of ambulances and vehicles to ease the challenges of referrals and the transport services required for the general operations of the health facilities.

9) The Committee observes that most public health institutions have low levels of skilled, trained and competent staff to effectively manage and administer health care services.

This has adversely affected the quality of health service delivery in the country.
In the light of this, the Committee recommends that the Government should, as a matter of urgency, invest in the training of health personnel such as nurses and specialised doctors.

The establishments in the facilities must be constantly updated as the catchment areas and the population increase.

10) The Committee observes that the development of the local pharmaceutical manufacturing sector is undermined by the high taxes that are unfavorable for the industry.
The Committee, therefore, urges the Government to provide incentives such as VAT waivers and exemptions on duty on inputs for drugs in order to encourage the local manufacturing of quality, safe and affordable essential medicines.

This, however, should, however be coupled with concerted efforts to build the capacity of ZAMRA to ensure quality assurance.
Furthermore, the Committee strongly recommends that the mandate of Medical Stores Limited (MSL) should be broadened from storage and distribution to include the procurement and manufacturing of essential medicines and medical supplies in order to meet the domestic needs of the country 31 as well as export within the region, therefore, creating a source of revenue for the country.

In addition, MSL should decentralise its services to all the provinces of the country, given its vastness.
11) The Committee observes with concern that despite doctors being among the cadre of health workers required to achieve the desired impact on health outcomes, most of them are being increasingly assigned administrative roles.

The Committee further observes with concern that the country continues to lose qualified and specialised human resources who are seeking more attractive conditions of service in other countries.
In view of the forgoing, the Committee strongly urges the Government to develop a human resource structure that recognises the peculiarity of the health sector.

Further, it recommends that health workers should be incentivised to stay in their clinical practice and discouraged from adopting non-clinical roles.

This would lead to long years of experience as well as improved skills and knowledge, leading to better health outcomes.
Additionally, the health workforce should be well motivated and incentivised by allowing for innovation and entrepreneurship in the health sector, to guard against the brain drain.

12) The Committee is concerned that the perceived negative attitude of some health personnel in public health facilities is one of the barriers affecting the health seeking behavior of the general citizenry.
The Committee notes that if not addressed, clients will continue to see the health profession as uncaring and uncommitted to client’s needs, which poses the risk of increased caregiver and client conflicts.
The Committee is of the view that the Government should take concerted steps to address the matter and recommends that the Patients’ Rights Charter must be institutionalised in all the public health facilities with accompanying complaint procedures that will be widely accessible and backed by an assurance of timely intervention and protection of the whistle blower from retribution.

In addition, effective complaint procedures should also be put in place to protect health workers from unwarranted complaints.
13) The Committee is concerned that despite the National Health Policy having identified the need for partnerships with non-state actors, the Policy does not provide clarity on how these actors and their contributions will be harnessed and leveraged.

As a result, the contribution and/or participation of non-state actors is not systematic, is uncoordinated and unregulated.
The Committee, therefore, recommends that the Government should revise the National Health Policy to clearly define the role of non-state actors in the delivery of health service in the country and provide a clear mechanism for coordination between the Government and the non-state actors.
14) The Committee observes that the creation of the Levy Mwanawasa Medical University has faced a number of quality assurance challenges due to the lack of involvement of the Ministry of Higher Education and non adherence to the Higher Education Act, Number 4 of 32 2013 by the Ministry of Health in the implementation process of the University.
The Committee is of the view that this lack of coordination between the two Ministries (Higher Education and Health) will result in the non-accreditation of the programmes offered by the University locally and internationally.

The Committee therefore, urges the Ministry of Health to ensure that the Higher Education Act, Number, 4 of 2013 is fully complied with in the implementation of the Levy Mwanawasa Medical University.
The Committee further urges the Ministry of Health to repeal the Health Professions Act No.

24 of 2009 which appears to be in conflict with the Higher Education Act No.

4 of 2013.

15) The Committee observes that while ZAMRA regulates standards of pharmaceutical product quality, it does not regulate the standard of the pharmaceutical practice, which falls under Health Professions Council of Zambia.
The Committee observes with concern that this precipitates regulation gaps between the pharmaceutical products and the pharmaceutical practice of pharmacists.

Further, the regulation of pharmacists by the HPCZ is not effective as it is not linked to the products that they handle.

The Committee, therefore, recommends that pharmacists be transferred from HPCZ to ZAMRA, in order to have the best resources and expertise located in one entity, bearing the standards of both products and pharmacy practice.
In the view of the Committee, this will also strengthen the pharmacy profession as an independent stream of experts contributing to public health.

16) The Committee observes that the National Health Policy of 2013 is premised on the Social Determinants of Health (SDH) rather than Societal Determinants of Health (SDOH) which therefore, implies that some factors that influence health at multiple levels are not identified and addressed.
The Committee, therefore, recommends that the National Health Policy should be revised to include Societal Determinants of Health in order to provide policies that address key causes of ill health so as to influence interventions of diseases in the country.

17) The Committee observes with concern, the inadequate monitoring of the quality of health service delivery in the country.
The Committee, therefore, recommends that monitoring should be consistently conducted in order to enable the early detection of challenges in the availability of medicines, delivery of health services and the availability of equipment.
The Committee further recommends that the Government should fully utilise the service availability and readiness assessment methodology which is a standard health facility assessment methodology developed by the WHO to assist the country assess, map and monitor service availability and readiness at health facility level.

This methodology may be useful in ensuring routine monitoring of the health service delivery in the country.
18) The Committee observes with concern that the University Teaching Hospitals as of 31st May, 2019, have a huge outstanding debt of K172, 797,981.01 for goods and services, utilities and personal emoluments.

The Committee, therefore, urges the Ministry of Health to engage with the Treasury and explore options of offsetting this huge debt.
33 TOPIC TWO THE WELFARE OF OLDER PERSONS IN ZAMBIA 11.0 BACKGROUND Although Zambia’s population remained predominantly young, the number of older people continued to grow.

According to the 2015 Central Statistics Office (CSO) Living Conditions and Monitoring Survey, there were 450,000 people aged 65 years and above in Zambia, with the majority of these being in rural areas.
Although the elderly shared many problems and needs with the rest of the population, certain issues reflected the specific characteristics and needs of this group.

In old age, people became particularly vulnerable to changes in their income situation as well as lessened participation in income or economic activities.

Moreover, diminishing family support systems, myths and stereotypes about them inevitably affected the living arrangements for the elderly.
Despite the Government making efforts to mitigate the plight of the older persons, poverty and other challenges among this swelling section of society remained a concern.

It was against this background that the Committee resolved to undertake a study on the Welfare of Older Persons in Zambia.
In order to ensure that the Committee gathered enough information on this subject, it sought written memoranda and oral submissions from the following stakeholders: 1) 2) 3) 4) 5) 6) 7) 8) 9) Ministry of National Guidance and Religious Affairs; Senior Citizens Association of Zambia; Centre for Excellence on Ageing; Civil Society for Poverty Reduction; Ministry of Chiefs and Traditional Affairs; Zambia Law Development Commission; Matero After Care Centre; Ministry of Community Development and Social Services; and Mr A Kashiwa, a member of the public.
11.1 CONSOLIDATED SUMMARY OF SUBMISSIONS BY STAKEHOLDERS 11.1.1 Definition of Older Persons The Committee was informed that the Constitution of Zambia and the African Union Policy Framework and Plan of Action on Ageing (2002), defined an older person as someone who had attained or was above the age of 60 years old.
34 11.1.2 The Policy and Legal Framework Governing the Aged in Zambia 11.1.3 The Legal Framework The Committee was informed that the legislation regarding the welfare of older persons in Zambia was fragmented with different pieces of legislation touching on the subject.

In this regard, laws that made reference to the welfare of older persons included those discussed below.
a) The Constitution of Zambia Stakeholders submitted that Article 10(2) of the Constitution of Zambia Chapter 1 of the Laws of Zambia as amended by Act No.

2 of 2016, stated that “the Government shall promote the economic empowerment of citizens so that they contribute to sustainable economic growth and social development”.

The stakeholders stated that empowering of citizens also included empowering the older persons so that they were able to sustain themselves.
The Committee was informed that the Constitution further offered social protection to the older and retired citizens as indicated in Article 189 of the constitution, which stated that “A pension benefit shall be paid promptly and regularly.

Where a pension benefit is not paid on a person’s last working day, that person shall stop work but the person’s name shall be retained on the payroll, until payment of the pension benefit based on the last salary received by that person while on the payroll”.
According to the Constitution, a pension benefit was an emolument that formed an individual’s remuneration for services rendered on retirement.

b) The National Pension Scheme Act Chapter 256 of the Laws of Zambia Stakeholders submitted that the National Pension Scheme Authority (NAPSA) was a statutory body established by the National Pension Scheme Act, Chapter 256 of the Laws of Zambia.
In this regard, the National Pension Scheme Authority (NAPSA) was formed to provide income security against the risk arising from retirement (old age), death and invalidity with a focus on adequacy of benefits and monthly receipt of a pension.

The Committee was informed that NAPSA achieved this through the payment of different kinds of benefits to its members.
Section 9 (1) of the National Pension Scheme Act further stated that “the Authority shall pay pension benefits to a member who: a) retires from employment on reaching the retirement age; b) retires five years before he reaches pensionable age and has contributed to the Scheme for a minimum period prescribed by the Authority’’.

The Committee was further informed that according to the National Pension Scheme Act the age of fifty-five years.
The Public Service (Retirement pensionable age meant Age)(Amendment) Regulations, 2015, in regard to retirement age stipulated that, “an officer shall 35 retire at the age of 60 but they may, on giving twelve months’ notice and subject to the approval of the President, retire on attaining the age of 55 or 65 years.” This scheme provided financial empowerment to members of the scheme.
In Section 11 of the Act, a member of NAPSA was one who had duly been registered with NAPSA, had been issued with a Social Security number and contributed to the scheme in accordance with the National Pension Scheme Act.

This person was, therefore, eligible upon retirement or invalidity to receive a benefit payment from NAPSA, subject to the prescribed conditions of the Act.
c) The National Health Insurance Act, No 22 of 2017 The Committee was informed that the National Health Insurance Act, No 22 of 2017 provided, among other things, for the sound financing for the national health system; a universal access to quality insured health care services; establishment of the National Health Insurance Management Authority and provided for its functions and powers; establishment of the National Health Insurance Scheme and made provisions for its systems, procedures and operation; established the National Health Insurance Fund and provided for contributions to and payments from the Fund; and provided for accreditation criteria and conditions in respect of insured health care services.
The functions of the Authority were, among others, to implement, operate and manage the Scheme; and manage the Fund.

The Committee was informed that Section 13 provided that “a citizen or established resident who is above eighteen years shall be registered as a member of the Scheme in the prescribed manner and form.
”The Act in Section 13 (4) further provided that “a manager of a NAPSA pension scheme shall ensure that a retiree is registered by the Authority in accordance with this Act.” Section 16 of the Act further exempted specific groups of persons from contributing to the scheme, including the elderly.
The Act stipulated that “A citizen or established resident that may be exempted from payment of contributions under the Scheme include: (a) a mentally or physically disabled person who is unable to work; (b) an elderly person above the age of 65; (c) a person classified as poor and vulnerable by the Ministry responsible for social welfare; and (e) any other person as may be prescribed by the Minister.” 11.1.4 Policy Framework The Committee was informed that the National Aging Policy of 2015 was a tool that the country was using to provide guidelines for implementing programmes aimed at uplifting the standard of living for the aged and its citizens in general to prepare for life in old age.
In this regard, the Policy sought to ensure that Zambians lived their aged life with dignity and honour.

The 36 Committee was further informed that interventions under the Policy were aimed at enhancing human life through the provision of improved basic needs such as education, health, housing, water and sanitation and social security.
The stakeholders further submitted that through the National Aging Policy, the Government aimed to provide an enabling environment in which older persons would continue to participate in the social and economic affairs of the nation.
In terms of adequacy, stakeholders were of the view that the legal and policy framework governing the aged in Zambia was generally not adequate to address the welfare of older persons as they lacked harmony in defining older persons as well as not having specific provisions addressing the plight of older persons.
11.1.5 Programmes Put in Place by the Government to Uplift the Welfare of Older Persons in the Country The Committee was informed that the Government, through the Ministry of Community Development and Social Services, was implementing various programmes aimed at uplifting the welfare of older persons in the country.

These included the programmes set out below.


i) Social Assistance Programme The Social Welfare Assistance Programme was aimed at reducing extreme poverty and the intergenerational transfer of poverty, mainly through supporting incapacitated individuals and households with social cash transfers, in-kind support towards priority areas such as education, health care and repatriation of stranded persons under the Public Welfare Support Scheme.
The Committee was informed that 70,550 households with older persons were benefiting from the Social Cash Transfer Programme for the elderly individuals countrywide.

ii) Care for Older Persons Stakeholders submitted that the Government, through the Ministry of Community Development and Social Services, provided grants to institutions that cared for older persons across the country.

These included programmes such as Maramba Old People’s Home in Livingstone and Chibolya Old People’s Home in Mufulira.
iii) Commemoration of International Events The Committee was further informed that the Ministry of Community Development and Social Services spearheaded the commemoration of the International Day of Older Persons, observed on 1st October.

The Committee learnt that the day focused on promoting the rights of older persons and raising awareness on the roles that older persons played in contributing to the development of the country.
The day was also used to inform members of the public on the need to include older persons in all spheres of planning and elimination of discrimination.

37 11.1.6 The Role of Non-State Actors in complementing the Government’s efforts to uplift the Welfare of Older Persons in the Country Stakeholders explained that non-state actors included non-governmental organisations (NGOs), faith based organisations (FBOs) and individuals.
These supported old people’s homes through the donation of basic necessities such as food, toiletries, groceries, clothing, and beddings.

In addition, religious activities were held to provide spiritual counselling and guidance.

The Committee was further informed that visitations, cleaning of rooms and surrounding areas, nursing care such as eye screening, excursions, and motivational talks were also given to the residents in old age institutions free of charge, in order to uplift their wellbeing.
Additionally, civil society organisations such as the Senior Citizens Association of Zambia (SCAZ), Retirees Welfare Bureau of Zambia (RWBZ) and Support to Older People (STOP) Zambia played a critical role in advocacy.

11.1.7 Challenges faced in caring for Older Persons Stakeholders submitted the following challenges facing the plight of older persons in Zambia.
i) Zambia did not have a standalone legislation that addressed the unique needs of older persons, which affected service provision for older persons negatively.

ii) The policy and programme coordination among the various state agencies responsible for the rights and wellbeing of older persons at all levels and branches of Government were weak.

Policies either excluded or inadequately catered for the welfare of older people both in their text and implementation.
For instance, the Health Policy only exempted older persons from consultation fees and left them with the burden of other costs such as laboratory and x- ray services and essential medicines.

Further, older persons were not prioritised in many socio-economic policies, particularly those on HIV and AIDS, employment, and economic empowerment.
iii) Inaccurate statistics for the number of old persons in the country presented a challenge in terms of planning to cater for the older people, especially in rural areas.

Further, lack of reliable data on the living conditions of older persons made it difficult to advocate for proper mainstreaming of their rights in the policies and development programmes in Zambia.

Without information about services, technical aids and health care, it become challenging to develop programmes.
iv) There was inadequate funding towards social protection programmes in the national budget.

Further, there was a lot of misappropriation, misapplication, waste and corruption in the management of the already meagre social protection resources as reported in successive Auditor General’s Reports which compromised the quality of services rendered to older persons.
v) Older people and persons with disabilities continued to experience challenges of discrimination, poverty and severe difficulties in accessing fundamental rights.

There was a 38 strong relationship between disability and poverty.

Poverty made people become more vulnerable to disability, and disability reinforced and deepened poverty.

Economically, older persons were denied access to credit and other financial services on account of age.
Age based discrimination was pervasive and prevented older persons from accessing basic services such as adequate health care and legal protection.

vi) Older Persons were left out on HIV/AIDS statistics and programmes.

Stakeholders submitted that currently, there seemed to be no available HIV/AIDS statistics and programmes for elder persons aged 65 years and above.

Further, the increasing number of “older persons” headed households resulting from the HIV/AIDS epidemic was also another concern.
The HIV/AIDS scourge had resulted, among other things, in the death of persons in their prime, leaving a number of small children and dependents in the care of their elderly grandparents.

vii) There were no programmes to prepare the population adequately towards old age.

The majority of older persons in Zambia faced exclusion in as far as the social and living environments are concerned.

viii) The majority of the older persons were not in gainful employment and pensions were usually minimal.
ix) The Government, through the Ministry of Community Development and Social Services, was currently running two old people’s homes in the whole country but these were negatively affected by inadequate funding, lack of transport, essential drugs and resident nurses.

x) There were no guidelines to regulate the establishment and operation of old people’s homes in the country.

xi) The country had very few medical personnel trained in geriatrics, a specialty that focuses on health care of elderly people.
xii) Older persons experienced stigma and discrimination from accusations of witchcraft resulting in physical violence, including death, isolation from family and community members and eviction from their villages and homes.

11.1.8 TOUR OF MATERO AFTER CARE CENTRE As part of its local tour programme, the Committee toured Matero Aftercare Centre in Lusaka Province to enable the Members to appreciate the challenges that the institution was facing with regard to caring for the aged.
During the visit, the Committee interacted with the clients at the facility.

39 11.1.9 Committee’s Findings The Committee was informed that Matero After-Care Centre was a place of safety run by the Department of Social Welfare under the Ministry of Community Development and Social Services.

It was a transit Home meant to provide shelter, care and support to vulnerable persons for a temporal period of time in order to avoid destitution.
The Committee learnt that among the clients of the Centre were mental health users from Chainama Mental Health Hospital.

Due to lack of a place of safety, other vulnerable persons were admitted and they included persons with disabilities, the elderly, ex prisoners, chronically ill patients on medication and stranded patients awaiting repatriation.

The Committee further learnt that the Centre had a total number of forty-nine clients.

Thirty-two of them were male and seventeen female.


Of these, two females and fourteen males were elderly and nine males and twelve females were mental users.

The lack of geriatric health care was one of the challenges facing the institutions with regard to taking care of the elderly.
In this regard, the facility relied on taking the elderly who fell ill to the nearby hospital or to the University Teaching Hospital In addition, the erratic disbursement of the grant of K 26,000 in 2018 hampered the successful implementation of activities, including payment of utility bills and caregivers.

The Committee heard that the grant in 2018 was received eight times in the twelve months of the year.

For 2019, the Committee was informed that the grant had been increased to K27, 000.
However, the facility had only received three grants between the months of January to May.

The Committee observed with concern that the facility was old and required rehabilitation.

For instance, the lack of rumps especially for the wheel chair users was a challenge.

In addition, the facility had no recreation facilities or a multipurpose hall for use especially during bad weather.
Furthermore, the lack of commitment by most members of the public to take care of the elderly had created a demand that outstripped available space at the facility.

In addition, the failure to trace relatives further stressed out some of the elderly persons whose wishes were to be reintegrated with their family members.

Further, the refusal by some family members to accept their aged relatives upon repatriation or reintegration was another big challenge.
The Committee further observed that a huge demand had been created for institutional care among the members of the public due to poverty and the breakdown of the extended family system.

The clients that the Committee interacted with lamented that the facility required transport as the vehicle that the Institution had was non functional.
11.1.10 OTHER CONCERNS RAISED During a Public Hearing held at Kasoma – Bangweulu Health Centre in Samfya District of Luapula Province, on the topical issue Service Delivery in Public Health Institutions,, the following concerns were raised on the welfare of the aged: (i) It was not clear why funding to the Social Cash Transfer had stopped.

(ii) Members of the public wished to know why other old people in the communities were not being signed up to the Social Cash Transfer Programme.
40 (iii)Social welfare services were missing in the communities for older patients that needed financial assistance.

11.1.11 COMMITTEE’S OBSERVATIONS AND RECOMMENDATIONS After careful consideration of the oral and written submissions from various witnesses, the Committee makes the observations and recommendations set out below.

i) The Committee is concerned that Zambia does not have specific legislation that addresses the unique needs of older persons.
It notes that the fragmented framework and different pieces of legislations implemented by different institutions makes it difficult to adequately address the needs of older persons.

The Committee, therefore, recommends that the Government must, as a matter of urgency, commit resources to review and strengthen the legal framework governing the welfare of older persons in Zambia.

In particular, the Government should enact a specific law to address the plight of older persons.
ii) The Committee observes with concern that the policy and programme coordination regarding the rights and wellbeing of older persons at all levels and branches of Government is weak.

This is impacting negatively on the plight of older persons.
The Committee, therefore, urges the Government to take steps to strengthen policy and programme coordination and implementation mechanisms pertaining to the rights and wellbeing of older persons among ministries, departments and other agencies as well as non-state actors working towards the welfare of older persons.
iii) The Committee is concerned that the Ministry of Community Development and Social Services, responsible for the delivery of social protection programmes in Zambia, has continued to receive low levels of funding from the Treasury, making it difficult to effectively implement programmes targeted for older persons.
The Committee, in this regard, appeals to the Government, through the Secretary to the Treasury, to prioritise funding to the Ministry so that social protection programmes are adequately funded and fully implemented.

iv) The Committee is concerned that the Social Cash Transfer Programme under the Ministry of Community Development and Social Services has not been funded by the Treasury for almost a year.
The Committee, strongly urges the Government to prioritise funding to the programme, critical for reducing extreme poverty in the country among vulnerable groups, including elderly persons.

v) The Committee is concerned that the Government, through the Ministry of Community Development and Social Services, is only running two old people’s homes in the whole country.

The Committee is further concerned that funding to these two institutions is extremely poor.
The Committee therefore, urges the Government to prioritise a robust programme of constructing old people’s homes in all the ten provinces of the country and take steps to ensure that they are adequately funded.

41 vi) The Committee is concerned that there are no guidelines to regulate the establishment and operation of old people’s homes in the country, posing a risk on the welfare of older persons in residential care.
The Committee, therefore, urges the Government to develop guidelines on the establishment and operation of old people’s homes in order to safeguard the welfare of older persons in residential care.

vii) The Committee observes that there is insufficient research on issues affecting older persons in the communities to help guide the implementation of programmes that aim at addressing their dynamic needs and the challenges that they face.
The Committee implores the Government to work with stakeholders, to promote extensive research on older persons in Zambia in order to improve and guide programming as a matter of urgency; viii) The Committee is concerned that although the participation of vulnerable persons in matters that involve their plight is cardinal for the formulation of effective policy interventions, elderly persons in Zambia are not highly involved in planning interventions surrounding their welfare in most sectors.
In this regard, the Committee urges the Government to work closely with stakeholders and devise measures that will promote the active participation of older people in matters that concern them instead of expecting them to be passive recipients of handouts.

ix) The Committee observes with concern that the country has very few medical personnel trained in geriatrics.

This has compromised the care rendered to old persons.
For instance, the lack of geriatric health care has resulted in the Matero After Care Centre taking elderly persons who fall sick to the nearby hospital or the University Teaching Hospital.

The Committee, therefore, urges the Government to invest in the training gerontology and ensure that people working with elderly persons in old age homes are adequately trained.
x) The Committee observes with concern the general lack of commitment by the community and family members to take care of older persons, thereby creating a demand that outstrips the available space at Matero After Care Centre.

The Committee, therefore, urges the Government to put in place a responsive law compelling the community or family members to accommodate older persons.
Further, the Government should put in place measures to sensitise the public about the need to accommodate older persons in the communities and families.

xi) The Committee notes that older persons experience more stigma and discrimination from accusations of witchcraft.

This sometimes results in physical violence, including death, isolation and eviction from their villages and homes.
The Committee, therefore, urges the Government to enhance efforts of protecting elderly women by adopting concrete measures to address abuses committed against elderly persons.

The Committee further urges the Government to domesticate relevant regional and international treaties such as the African Union Protocol on the Rights of Older Persons in Africa to offer better protection to the older persons in society.
42 xii) The Committee observes with concern the infrastructure at Matero After Care Centre is not conducive for elderly clients, the Committee therefore, recommends that the Ministry of Community Development and Social Services must re build a modern structure that will take care of the physical, mental and cultural needs of the elderly persons such as self-contained rooms, demarcating rooms, ramps and proper lighting, among other things.

PART II 12.0.
PART II 12.0.

CONSIDERATION OF THE ACTION TAKEN REPORT ON THE REPORT OF THE COMMITTEE ON HEALTH, COMMUNITY DEVELOPMENT AND SOCIAL WELFARE FOR THE SECOND SESSION OF THE TWELFTH NATIONAL ASSEMBLY The Committee noted the responses by the Government to the issues raised in its previous report and resolved to follow up the issues set out below.

12.1.
12.1.

ZAMBIA’S RESPONSE TOWARDS NON-COMMUNICABLE DISEASES i) Adequate Transport and Tools for Checking Vital Signs on Outreach Services The previous Committee had observed that all health facilities visited did not have adequate transport and tools for checking vital signs on outreach services, thereby compromising service delivery.
The Committee therefore, had implored the Government to acquire adequate transport and equipment for use during outreach services to the community as outreach encouraged a preventive rather than a curative approach to NCDs.
Executive’s Response It was reported in the Action-Taken Report that the Ministry of Health currently had a Community Health Unit whose main role was to link the community to the health facilities through existing structures such as the Safe Motherhood Action Groups (SMAGs), Neighbourhood Health Committees, Community Health Assistants, among others.
These structures were recognised within the Community Health Strategy by the Ministry of Health and had access to resources such as transport for health related issues.
Committee’s Observations and Recommendations The Committee notes with concern that its recommendation has not been adequately addressed by the Executive and reiterates that the Executive must acquire adequate transport and equipment for use during outreach services to the community as outreach encouraged a preventive rather than a curative approach to NCDs.

The Committee awaits a progress report on the matter.
ii) Non-functioning Equipment The previous Committee had observed that in almost all the institutions that were visited where new equipment had been acquired, there were, regrettably, one or two parts of the 43 equipment that were missing and as such the equipment was not functioning.

This was unfortunate considering that huge sums of tax payers’ money had been spent on the equipment, thereby depriving other needy areas.
In this regard, the Committee had recommended that the Government should take stock of all the equipment that had been procured, especially in the treatment of Non Communicable Diseases and ensure that it were operational.

Executive’s response It was reported in the Action-Taken Report that the Government, through the Ministry of Health, took stock of all the equipment and had since engaged the defaulting suppliers to get the missing parts and get the equipment to function.
Some contracts had to be terminated for non compliance and the Ministry of Health had since engaged manufacturers to address the gaps.

Committee’s Observations and Recommendations The Committee requests an update on whether the equipment in question has been repaired and is functional.

The Committee further urges the Executive to seriously review the selection process of suppliers by ensuring that the capacity of the selected suppliers is not questionable.
iii) The Procurement of Motor Vehicles in Health Institutions The previous Committee had observed that generally all institutions had a problem of transport.

The Committee, therefore, had recommended that the Government should prioritise the procurement of vehicles to ease the challenges of transport.

Executive’s Response It was reported in the Action-Taken Report that these challenges were mainly attributed to most of the vehicles in the Ministry’s fleet being either old or obsolete.
In view of the foregoing, the Government, through the Ministry of Health, had plans to procure utility vehicles and ambulances for various districts in the country.

The procurement would be done in a phased manner in light of the limited resource envelope.

The Ministry had further engaged various cooperating partners that had supported and continued to support the Government with the procurement of vehicles.
Committee’s Observations and Recommendations The Committee notes the response but urges the Executive to prioritise funding towards the procurement of the utility vehicles and ambulances for health facilities in the country.

A progress report is being awaited by the Committee.
iv) Screening of Sugar Levels as a Regular Routine in Health Facilities The previous Committee had observed that the screening of sugar levels was not undertaken as a regular routine as was the case with blood pressure or the Body Mass Index (BMI), leading to people not knowing their sugar level until it was too late.
44 In view of the foregoing, the Committee had urged the Government to seriously consider acquiring more glucometres and ensure that the screening of sugar levels was among the routine checkups in the outpatient departments of all health facilities.

Executive’s Response It was reported in the Action-Taken Report that the Government, through the Ministry of Health, was working on a glucometer placement system (reagent rental) to scale up the screening.
This would enhance the screening for sugar levels among patients.

Committee’s Observations and Recommendations The Committee awaits a progress report on the implementation of the glucometer placement system (reagent rental) required to scale up the screening of sugar levels in health facilities.
v) Establishment of Prosthesis Section in the Rehabilitation Department of Major Health Institutions The previous Committee had observed that Livingstone Central Hospital was the only Hospital with a prosthesis section in the rehabilitation department in the country and had very few trained personnel.
Arising from this, the Committee had recommended that the Government should establish similar facilities in, at least, all major health institutions in the country in order for artificial limbs to be easily accessible.

Executive’s Response It was reported in the Action-Taken Report that there were three fully functional Government prosthetic units.

These were at Livingstone Central Hospitals, Arthur Davidson’s Children’s Hospital and the University Teaching Hospital.
Further, the Government, through the Ministry, had plans to expand the service to all the provincial hospitals in a phased approach.

Furthermore, the Government, through the Ministry of Health, would soon open a school for prosthetics and orthotics.

The curriculum and lectures had been identified and the school was expected to be at Levy Mwanawasa Medical University.
Committee’s Observations and Recommendations The Committee awaits a progress report on the extension of the Government prosthetic units to all provincial hospitals as well as the operationalisation of the School of Prosthetics and Orthotics at Levy Mwanawasa Medical University.

vi) Asthma Cases in Mazabuka and Munyumbwe The previous Committee had observed that the cases of asthma in Mazabuka and Munyumbwe were among the highest of the NCDs in Southern Province.
In view of the foregoing, the Committee had recommended that the Government should undertake a study to establish the cause of asthma cases in the two districts.

45 Executive’s Response It was reported in the Action-Taken Report that the Government, through the Ministry of Health, working with cooperating partners and in consultation with National Health Research Authority, would investigate this matter further, in order to establish what was causing asthma in the two districts.
Committee’s Observations and Recommendations The Committee awaits a progress report on the outcome of the investigations with a view to recommend the way forward.

vii) Strengthening Health Systems in the Country to Help Prevent and Control NCDs The previous Committee was concerned that the primary health system was poorly resourced to effectively control, prevent and manage NCDs in Zambia.
The Committee, therefore, had recommended that the Government should put in place measures to strengthen health systems in the country in order to help prevent and control NCDs and the underlying social determinants through primary health care and universal health coverage in line with the WHO Global NCD Action Plan 2013-2020.

Executive’s Response It was reported in the Action-Taken Report that there had been increased funding to health promotion activities to the Ministry of Health from the Treasury.
Further, there was also an increased interest in supporting NCDs from various partners.
Some of the support included the following:   the World Health Organisation (WHO), providing technical assistance for the development of a strategic plan and Health for NCDs Programme, to raise awareness on NCDs through text messages; the WHO FCTC 2030 project to help accelerate Tobacco Control programmes in the country;  PEPFAR through CDC, USAID and the Global Fund supporting the scale up of cervical cancer screening services;  civil society in awareness creation; and  the collaboration with the Ministry of Chiefs and Traditional Affairs in cervical cancer screening outreach services in places without screening services (Over 20,000 women had been screened so far in these outreach services) among other activities.
Further, measures had been put in place by the Government to improve staff capacity.

The basic health care package had also been revised to address the changing in disease trends.

Committee’s Observations and Recommendations The Committee notes the response but requests to be availed details or statistics with regard to funding to the Ministry of Health on health promotion activities and awaits a progress report.
46 viii) Strengthening and enhancing NCD-specific Activities The previous Committee had observed that the National Health Strategic Plan (2017-21) had prioritised health promotion by creation of a Health Promotion Directorate within the Ministry of Health.

While the Committee welcomed the creation of the new Department, it was concerned that more attention was still being given to communicable diseases.
The Committee, therefore, had recommended that the Government should strengthen and enhance NCD-specific activities, including healthy diets and physical activities by adopting an integrated approach.

Executive’s Response It was reported in the Action-Taken Report that in September 2015, Cabinet approved the Minister’s request to declare a week in April as the National Health Week.
This was a period where individuals and households were encouraged, and stimulated to take wellness as a personal, family and community responsibility.

Further in 2017, Cabinet adopted the “Health in All Policies” strategic framework which was an approach that promoted collaboration between Government sectors and non-government stakeholders to maximise the health benefits of Government policies and reduce health inequalities.
It was also an approach that aimed to minimise any harmful consequences of public policies on determinants of health and health systems.

Further, the Ministry of Health was in the process of developing a multi-sectoral strategic action plan, recognising the determinants for NCDs mostly lay outside the health sector.

This would enhance the multi- sectoral collaboration with all health and non-health sectors.
Committee’s Observations and Recommendations The Committee awaits a progress report on the implementation of the Multi-Sectoral Strategic Action Plan required to enhance the multi-sectoral collaboration with all health and non-health sectors.
ix) Decentralisation of the Service Contracts to the User Institutions The previous Committee had observed that most of the equipment in the radiology departments of most of the hospitals visited was non-functional and the contracts for servicing the hospital equipment were procured by the Ministry of Health, which made the process of repairing and maintenance too long.
The Committee therefore, had urged the Government to procure more equipment and repair the existing machinery taking into account that the service contracts for the equipment should be entered into by the user institutions and not the Ministry’s headquarters.

The decentralisation of the service contracts to the user institutions would instill a sense of ownership and reduce the time taken to repair the machines, thereby improving service delivery.
Executive’s Response It was reported in the Action-Taken Report that the Government, through the Ministry of Health, was currently working on non functional equipment and ensuring that contracts for the procurement, supply and installation of equipment came with a service backup.

Further, 47 the Ministry of Health had employed equipment engineers who would work with the manufacturers in order to build local capacity.
The country had further started training equipment technicians that would be deployed to support the servicing of medical equipment.
Committee’s Observations and Recommendations The Committee notes with concern that its recommendation has not been adequately addressed by the Executive and reiterates that the Government must procure more equipment and repair the existing machinery taking into account that the service contracts for the equipment should be entered into by the user institutions and not the Ministry’s headquarters.

The Committee awaits a progress report on the matter.
x) Development of an Non Communicable Diseases Strategic Plan The previous Committee had expressed concern that the expired NCD Strategic Plan (2013- 16) which placed more emphasis on health promotion was underutilised as it focused much on curative efforts at the expense of prevention.
The Committee, in this regard, had urged the Government to expedite the process of developing a new NCD strategic plan and that in the next plan, the Government should underscore the importance of prevention rather than cure of NCDs.

Further, the Government should ensure that NCDs such as epilepsy, injuries and mental health were not overshadowed by the four main NCDs, namely: cardiovascular disease, cancer, chronic respiratory diseases and diabetes.
Executive’s Response It was reported in the Action-Taken Report that after the expiration of the NCDs Strategic Plan (2013-2016), the Ministry of Health in partnership with the World Health Organisation (WHO) conducted the STEP survey of non-communicable diseases (NCDs) in July to September 2017, in order to assess risk factors for NCDs in Zambia.

The dissemination of the findings started in June 2018.
The STEP survey findings would form the basis for planning, monitoring, surveillance and research for NCDs in Zambia.

Furthermore, the Government through the Ministry of Health was currently in the process of developing a Multisectoral Strategic and Action Plan for the next five years.

The Ministry of Health foresaw a continued increase in its annual investments in health promotion at all levels from community to national levels.
The Executive further reported that mental health was a key component in the National Health Strategic Plan 2017-2021.

This was testimony that mental health was prioritised as a public health problem.

Committee’s Observations and Recommendations The Committee notes the response and awaits an update on the implementation of the Multisectoral Strategic and Action Plan in an effort to address the concern raised.
48 xi) Increase the Health Budget to 15 percent of the National Budget as per the Abuja Declaration The previous Committee had noted that because of the bias by both the Government and partners towards infectious diseases, more resources were also channelled to infectious diseases at the expense of NCDs.
The Committee, therefore, had urged the Government to urgently increase the health budget to 15 percent of the national budget as per the Abuja Declaration and ultimately narrow the gap in funding between communicable and non-communicable diseases.

Executive’s Response It was reported in the Action-Taken Report that over the years, the Government had shown commitment in increasing the budgetary allocation to the health sector.
Between 2017 and 2018, there was an increase of about 11.5 percent from K6.1 billion to K6.8 billion respectively.

Although the Government Health expenditure as a percentage of the total Government expenditure increased to 9.5 percent in 2018 from 8.3 percent in 2017, it still fell below the Abuja Declaration of allocating at least 15 percent of the total Government expenditure to the Health Sector.
In order to move closer towards the attainment of the 15 percent target in the Abuja Declaration, the Government had embarked on efforts to introduce health insurance in order to complement the resources coming from the Treasury.

In view of the foregoing, the National Health Insurance Act, No.

2 of 2018 to support the implementation of the scheme was recently enacted into law on 25th April 2018.
Further, in addressing some of the weaknesses identified in health financing, the Government, through the Ministry of Health, recently developed a Health Financing Strategy (HFS) 2017-2027 which provided a framework for improving and developing health financing in Zambia to contribute to the overall health system goals and objectives.

The overall goal of the HFS was to attain adequate, sustainable, equitable, and predictable financing through existing and new sources for improved health outcomes.
To ensure the smooth coordination, formulation and implementation of this Health Financing Strategy, the Ministry created a dedicated Health Care Financing Unit during its recent restructuring process.

Committee’s Observations and Recommendations The Committee notes the response and awaits an update on the increase of funding to the Health Sector to 15 percent of the national budget, as required by the Abuja Declaration.
xii) Warnings Placed on Tobacco Packaging The previous Committee was concerned that the warnings on the harmful effects of cigarette smoking placed on tobacco packaging were usually in too small a print to catch the attention of consumers.

The Committee, therefore, had strongly urged the Government to put in place measures to ensure that the warnings were put in print large enough to be readable.
The Committee 49 further urged the Government to consider making the warnings pictographic and in the major local languages, as was the case in Senegal.

Executive’s Response It was reported in the Action-Taken Report that among the tobacco control policies that Zambia was obligated to implement, were the strong health warnings on tobacco packaging.
Research evidence from studies conducted throughout the world had demonstrated that strong health warnings were effective in educating and raising awareness about the many harmful effects of tobacco products, and that this increased knowledge and awareness led to increased quitting among smokers and lower rates of starting tobacco use among the youth.
In 2012, the International Tobacco Control Policy Evaluation Project (the ITC Project) Zambia Wave 1 Survey, evaluated the effectiveness of WHO-FCTC policies in Zambia, such as health warnings.

Findings where that the current health warning in Zambia did not meet the requirements of Article 11 of the WHO FCTC nor the recommendations for effective health warnings described in the Article 11 Guidelines.
For instance, the Zambian health warnings consisted of just a single warning rather than multiple warnings that were rotated; it was text-only, rather than pictorial; it occupied only 30 percent of the package rather than 50 percent or more; there were no clear specifications on location of the warning, rather than mandating that the warnings should appear at the top of the front and back of the pack; the warning was in English only, rather than in the country’s principal languages; and there was only a general warning about the health damage of cigarettes rather than specific diseases that were caused by cigarette smoking.
According to the ITC Survey, the health warning on Zambian tobacco packages was very low in effectiveness.

In particular, the majority of Zambian smokers were found to have very low levels of awareness of tobacco-related diseases.

Most of the Zambian smokers did not notice the current single English text-only health warning.

They were also not able to read the English text-only health warning.
The smokers who reported smoking “light” or “mild” cigarettes among those who had a regular brand believed the misconception that light cigarettes were less harmful than regular cigarettes.

In view of these findings, the Government, through the Ministry of Health, had developed a layman’s Tobacco and Nicotine Products Control Bill which had sufficient provisions to deal with the concerns raised by the Committee.
The consultations on the Bill were on-going and as soon as consensus was built with key stakeholders, the Bill would be subjected to the drafting process before being introduced in Parliament.

Committee’s Observations and Recommendations The Committee awaits a progress report on the presentation of the Tobacco and Nicotine Products Control Bill to Parliament.
xiii) Promotion of Medical Tourism The previous Committee had observed that Zambia, and particularly Livingstone, was strategically positioned to promote medical tourism.

Apart from hosting the mighty Victoria Falls, Livingstone was home to many tourism attractions, including the Livingstone Hospital 50 itself which was built in 1918 by the colonial Government and had been declared a National Heritage site.
The Committee was of the view that, if properly harnessed, some patients could choose to be treated in Zambia while at the same time taking advantage of the tourist attractions.

In light of the above, the Committee urged that the Government to come up with a robust strategy of promoting medical tourism which would bring in foreign exchange.
Executive’s Response It was reported in the Action-Taken Report that the Government, through the Ministry of Health, had been implementing the Hospital Modernisation Programme.

Through this Programme, Livingstone Hospital had been upgraded to a 3rd level hospital and a teaching hospital.
In view of the foregoing, the Hospital had been equipped with state of the art medical equipment for diagnosing and management of specialised conditions such as renal diseases (dialysis centre), neurosurgery and cardiovascular diseases.

The Hospital Modernisation Programme had also come with a compliment of specialist doctors to manage complicated conditions.
This had given confidence to tourists with complicated health conditions to come for treatment in Livingstone, which was strategically positioned to promote medical tourism including patients from the neighboring countries, therefore, enhancing foreign exchange.

Committee’s Observations and Recommendations The Committee notes the response but urges the Executive to extend the Hospital Modernisation Programme to tourist destinations in other provinces in an effort to promote medical tourism.
The Committee awaits an update on the matter.

xiv) Mental Patients’ Drugs The previous Committee had observed that the psychiatry departments of some of the health institutions visited did not have the necessary drugs as they had to be sourced from Chainama Hospital in Lusaka.

The Committee therefore, had recommended that a provision of drugs for mental patients should be prioritised just like those for other NCDs.
Executive’s Response It was reported in the Action-Taken Report that the Government, through the Ministry of Health, had since started deploying psychiatrists to provinces.

This cadre of health staff would, therefore, improve the management of patients who required specialised drugs that were only found at Chainama Hospital.

The restriction of certain drugs was intended to protect the patients when the Ministry did not have enough capacity to handle some adverse events.
Committee’s Observations and Recommendations The Committee requests to be availed details relating to the specific provinces were the psychiatrists have been deployed so far and whether or not their deployment has resulted in 51 improved availability of psychiatric drugs in these institutions.

The Committee seeks a further update on the improved provision of psychiatric drugs.
xv) Legislation on Public Cigarette Smoking and Smoking Motor Vehicles The previous Committee was concerned with the hazards of cigarette smoking in public as well as the smoking of motor vehicles which had continued with little or no control.
The Committee, therefore, had recommended that the Government should put in place strong legislation on the control of public smoking and that, through the Ministry of Health, collaborating with the Ministry of Transport and Communications, the Government should formulate laws to ban smoking vehicles.
Executive’s Response It was reported in the Action-Taken Report that in order to protect the public from the harm caused by exposure to tobacco smoke, the Government had promulgated subsidiary legislation under Statutory Instrument No.

39 of 2008; The Local Government (Prohibition of Smoking in Public Places) Regulations 2008.

Unfortunately, the enforcement of this piece of legislation remained a challenge.
Committee’s Observations and Recommendations In order to protect the health of the public and avert the pollution of the environment, the Committee reiterates its earlier position by urging the Executive to enhance its efforts by exploring other options of protecting the public from the harm caused by exposure to tobacco smoke as well as ban smoking motor vehicles in order to address the concern raised.

The Committee, therefore, awaits a progress report on the matter.

12.2.
12.2.

PROGRESS AND UPDATE ON THE SOCIAL CASH TRANSFER PROGRAMME IN ZAMBIA i) Delayed Funding to the Social Cash Transfer Programme The previous Committee was concerned over delayed funding to the programme which led to disruptions in the implementation of the programme.

For example, the Committee had observed during its local tour that the payments to beneficiaries were four months behind schedule.
The Committee, therefore, had urged the Government to put in place measures to ensure regularity and predictability of transfers as this was a key feature of SCTs to facilitate planning, consumption smoothing and investment.

Executive’s Response It was reported in the Action-Taken Report that the Government, through the Ministry of Community Development and Social Services, had taken note of the recommendation and had engaged the Ministry of Finance on the timely releases of Social Cash Transfer funding.
52 Committee’s Observations and Recommendations The Committee awaits an update on whether the release of Social Cash Transfer funding to the Ministry of Community Development and Social Services, and subsequently to the beneficiaries, has improved.

ii) Insufficiency of the Transfer Amount The previous Committee was concerned with the insufficiency of the transfer amount to beneficiaries as the K 90.00 was too small to meaningfully impact on the livelihoods of the beneficiaries.
The Committee, therefore, had urged the Government to consider increasing the amount by indexing it to inflation or doubling monthly transfers if a meaningful impact was to be achieved.

Executive’s Response It was reported in the Action-Taken Report that the transfer amount was based on the budget allocation to SCT and the fiscal space.

Since 2003, the transfer amount had increased from K30 to K90 per month per household.
The Ministry had however, noted the recommendation of indexing the transfer amount and consultations would be held with stakeholders such as the Ministry of Finance to consider the recommendation.

Committee’s Observations and Recommendations The Committee awaits a progress report on the matter.
iii) Social Protection Legislation The previous Committee had expressed concern that there was no legal framework to guarantee the right to social protection, thereby leaving gaps in the adherence to minimum standards.
To this effect, the Committee had strongly urged the Government to expedite the enactment of the necessary legislation such as the Social Protection Bill so that the Social Cash Transfer programme could be backed and protected by a legal framework in order to guarantee the continuation of the programme even across successive Governments.

Legislation would also help to ensure that minimum standards were met in the implementation of the Programme.
Executive’s Response It was reported in the Action-Taken Report that the Ministry of Community Development and Social Services, working together with the Ministry of Labour and Social Security, had presented a draft Social Protection Bill to the Ministry of Justice.

Consultations were still ongoing to ensure that the draft piece of legislation was all inclusive and encompassed all aspects of social protection.
Committee’s Observations and Recommendations The Committee requests an update on the current status of the Social Protection Bill and will, therefore, await a progress report.
53 iv) Over Reliance on the Social Cash Transfer Programme to the Exclusion of other Social Protection Programmes The previous Committee was concerned that the huge demand for Social Cash Transfer was resulting in an over reliance on the Programme to the exclusion of other social protection programmes such as Public Welfare Assistance Scheme, Food Security Pack, Women Empowerment Fund, among others.
The Committee, therefore, had urged the Government to sensitise the public on the availability and importance of the other programmes from which they could seek assistance.

Executive’s Response It was reported in the Action-Taken Report that the Government, through the Ministry of Community Development and Social Services, was currently piloting a single window mechanism which would see various social protection programmes being implemented in a coordinated and integrated manner.
This mechanism would easily make beneficiaries understand the available programmes and which ones would best suit them.

This was currently being piloted in Mambwe District in Eastern Province.

In addition, the Ministry had been engaging in a number of sensitisation activities at district, provincial and national levels to create awareness on Social Protection Programmes such as the Annual Social Protection Week, which was a public event open to all.
Committee’s Observations and Recommendations The Committee requests an update on the performance of the single window mechanism and urges the Executive to scale up the project to the rest of the country in order to ensure the implementation of various social protection programmes in a coordinated and integrated manner.

An update is being awaited by the Committee.


v) Graduation Criteria of the Social Cash Transfer (SCT) Programme The previous Committee was concerned over the failure by the programme to graduate most beneficiaries on SCT despite evident improvements in their livelihoods, resilience and wellbeing.

The Committee had noted that this was defeating the essence of the Programme.
The Committee, in this regard, had recommended that the Government should urgently establish a coherent graduation criteria which would allow others to be considered for selection.

The Committee was of the view that this would work well if the SCT was made conditional.

Executive’s Response It was reported in the Action-Taken Report that the guidelines for SCT were recently reviewed to address many trends in the programming.

The graduation of beneficiaries was among them.


A graduation strategy was, therefore, being developed to take care of the Committee’s observation.

Committee’s Observations and Recommendations The Committee requests an update on the development of the graduation strategy in order to address the concern raised.

54 vi) Monitoring Mechanisms for the Beneficiaries of the Programme The previous Committee had observed that some beneficiaries did not know the exact amounts they were entitled to receive.
In this regard, the Committee had recommended that the Government should put in place thorough monitoring mechanisms to ensure that beneficiaries, who were mostly illiterate, were informed about the correct amounts they were entitled to and their rights were fully explained.
Executive’s Response It was reported in the Action-Taken Report that measures had been put in place for officers and pay point managers to ensure that they read out the amount the beneficiary was collecting as indicated on the payment schedule before paying out.

Further, the Ministry was in the process of developing brochures and other vital communication materials in local languages to enhance understanding.
Committee’s Observations and Recommendations The Committee reiterates that the Executive should explore other options of ensuring that the beneficiaries are aware of their entitlements including public education campaigns.

This is critical, especially in light of the high illiteracy levels in the beneficiary communities which imply that the beneficiaries would still not be able to read and understand the brochure even if they were translated into local languages.
The Committee awaits an update on the process of developing brochures and other vital communication materials in local languages by the Ministry.

vii) Grievance Procedure The previous Committee had observed that some complaints by stakeholders took too long to be attended to.

The Committee therefore, had recommended that the Government should put in place a simpler grievance procedure for handling all complaints and views advanced by the stakeholders.
Executive’s Response It was reported in the Action-Taken Report that a formal grievance mechanism for the SCT Programme was being developed which would involve placing boxes at specific points in the communities were complaints and concerns could be lodged.

This would be piloted in Mporokoso, Kalabo and Kalulushi districts before the end of the year 2018.
Committee’s Observations and Recommendations The Committee notes the response but urges the Executive to expedite the development of grievance mechanism for the SCT Programme in order to address the concern raised.

The Committee awaits a progress report on the matter.
55 13.0 CONSIDERATION OF THE ACTION TAKEN REPORT ON THE REPORT OF THE COMMITTEE FOR THE FIRST SESSION OF THE TWELTH NATIONAL ASSEMBLY 13.1 ZAMBIA’S PREPAREDNESS FOR THE IMPLEMENTATION OF THE SUSTAINABLE DEVELOPMENT GOAL ON HEALTH WITH SPECIAL FOCUS ON SEXUAL REPRODUCTIVE HEALTH RIGHTS i) Domestication of Regional and International Conventions on Age of Consent Committee’s Observations and Recommendations The previous Committee had awaited an update on the timeframe for the domestication of treaties and harmonisation of the legal framework on the age of consent.
Executive’s Response It was reported in the Action-Taken Report that the process of harmonisation of the legal framework had started.

Currently, the Ministry of Health was working with the Ministry of Justice, through the Parliamentary Committee on Health, Community Development and Social Services, to harmonise the age of consent for sex, medical and surgical services as well as the age of consent for marriage.
The Ministry of Justice was also working to harmonise different pieces of legislation on children and adolescents in order to domesticate regional and international conventions and treaties.

Committee’s Observations and Recommendations The Committee notes the response but awaits an update on the matter.
ii) Enactment of Legislation on Child Protection Committee’s Observations and Recommendations The previous Committee had requested the Government to expedite the enactment of the necessary legislation and provide an update on the matter.

Executive’s Response It was reported in the Action-Taken Report that the Ministry of Health had been participating in a number of meetings with other Ministries on various aspects of child protection and children’s rights.
It was hoped therefore, that these would culminate in the development of a number of bills and ultimately in the enactment of the necessary pieces of legislation which were meant to protect children and end child marriage.

Committee’s Observations and Recommendations The Committee requests the Government to expedite the enactment of the necessary legislation and provide an update on the matter.

56 13.1.1.
56 13.1.1.

LOCAL TOUR OF SELECTED HEALTH INSTITUTIONS AND PUBLIC HEARINGS FOR THE FIRST SESSION OF THE TWELFTH NATIONAL ASSEMBLY Inadequate Skilled Human Resource i) The previous Committee had requested an update on progress made towards meeting the WHO recommendation of an optimal staffing of 2.3 per 1,000 population.
Executive’s Response It was reported in the Action-Taken Report that the World Health Organisation (WHO) recommended optimal healthcare to population ratio stood at 4.45 per 1,000 population and Zambia currently had 2.1 healthcare workers per 1,000 population.
Further, the Government through the Ministry of Health, was dedicated and committed to address this shortage by increasing training institutions, expanding training programmes as well as introducing specialised training for healthcare workers to match the needs.
The Ministry of Health had also invested in the construction of the Levy Mwanawasa Medical University which was almost complete and would be able to produce about 3,000 health workers per year in an effort to increase the number of health workers in the country.

Committee’s Observations and Recommendations The Committee requests an update on the progress made towards meeting the World Health Organisation (WHO) recommended optimal healthcare to population ratio of 4.45 per 1,000 population.
ii) Centralised Medical Stores Committee’s Observations and Recommendations The previous Committee had requested for a progress report on the creation of new distribution hubs in Mpika, Kasama, Mansa and Solwezi.

Executive’s Response It was reported in the Action-Taken Report that the Government had made the following progress with regard to the establishment of regional hubs:  In August, 2017, the Ministry of Health commenced the construction of medical hubs in Mpika, Mansa, Chipata and Choma.
There was no provision of hubs in Kasama and Solwezi as indicated.

The four hubs that were under construction had been completed.

Two of the four hubs (Choma and Chipata) were currently operational.

The hub in Mansa was currently having the racks installed and was expected to be operationalised in August, 2018, whilst the hub in Mpika was expected to be operationalised in September, 2018 after the installation of the racks.
 Through funding from cooperating partners, the Ministry of Health had commenced the process of establishing hubs in Kabompo and Mongu.

The process was currently at design stage and construction works were expected to commence as soon as the procurement process was concluded.

57 Committee’s Observations and Recommendations The Committee notes the response but requests an update on the operationalisation of the hubs in Mansa and Mpika and the construction of the hubs in Kabompo and Mongu.
iii) One Stop GBV Centres Committee’s Observations and Recommendations The previous Committee had requested an update on the performance of the piloted fast track courts.

Furthermore, the Government was urged to urgently scale up the project as it had been observed to have worked well in other jurisdictions.

The Committee is concerned that the question of having a paralegal officer assigned to every One Stop GBV Centre had not been addressed and urges the Government to expeditiously attend to the matter.
Executive’s Response It was reported in the Action-Taken Report that the evaluation undertaken in early 2017 indicated that the fast track courts on Gender Based Violence established in Central (Kabwe) and Lusaka (Lusaka) Provinces had performed well in that the disposal rate of cases had significantly increased.

For example between 2016 and 2017, the Fast Track Court on Gender Based Violence in Kabwe had handled a total of sixty eight GBV cases.
Out of these cases, fifty two cases (or 76 percent) had been disposed of by the time of the evaluation.

Of the disposed of cases, thirty eight cases (or 73 percent) were disposed of within thirty days of court receipt while only 27 percent went beyond thirty days.

Some of the cases were disposed of in one day while the longest case took seventy two days to be disposed of.

On the other hand, the conventional magistrate’s court (Solwezi Court) was found to take beyond two years to conclude a case.
As a result of these findings, the Government, working together with the United Nations system in Zambia, had rolled out the fast track court system to four more provinces namely, Eastern (Chipata), Southern (Choma), Western (Mongu) and Copperbelt (Ndola).

The courts had been completed and were to be lunched before the end of the year 2019.

With regard to the One Stop Centres, a total of twenty eight had been established at the district and provincial level.
These were based at district and general hospitals.

Paralegal officers had not yet been officially attached to the One Stop GBV centres.

This would only be possible once the National Legal Aid Policy was approved.

In the meantime, the curriculum for the training of all paralegals had been approved and standardised by TEVETA.

The Executive submitted the following tables showing the number of GBV cases received and tried in Lusaka and Kabwe from 2016 to July, 2018.
LUSAKA SUBORDINATE COURT Gender Based Violence Cases Year Criminal cases filed 2016 2017 207 295 Criminal cases disposed of 23 175 58 2018 (Jan-June) Year 2016 2017 2018 (Jan-June) 134 Civil cases filed 18 28 35 34 Civil cases disposed of 13 17 15 KABWE SUBORDINATE COURT GBV Fast Track Court from January 2016 to July 2018  JANUARY - DECEMBER, 2016 (i) (ii) (iii) (iv) (v) (vi) Total Received Total Disposed Of Carried Forward Average Time of Disposal Convictions Acquittals  JANUARY – DECEMBER, 2017 (i) (ii) (iii) (iv) (v) (vi) Total Received Total Disposed Of Carried Forward Average Time of Disposal Convictions Acquittals  JANUARY – JULY, 2018 (i) (ii) (iii) (iv) (v) (vi) Total Received Total Disposed Of Carried Forward Average Time of Disposal Convictions Acquittals - - - - - - - - - - - - - - - - - - 11 11 0 19 days 4 7 78 69 9 20 days 30 39 50 45 14 60 days 35 10 Committee’s Observations and Recommendations The Committee requests an update on the approval of the National Legal Aid Policy and the timeframe for the roll out of the fast track court system to other provinces.
13.1.2 FOREIGN TOUR TO THE PARLIAMENT OF RWANDA i) Decentralisation of Implementation Policies and Programmes to the Districts The previous Committee had noted the response and requested that the question be answered in the context of the overall decentralisation process as the Ministry could not do it on its own without other players such as the Ministry of Local Government.
59 Executive’s Response It was reported in the Action-Taken Report that significant preparations to devolve primary health care functions to local authorities had been made.

The health sector was ready to devolve its primary health care functions to local authorities.
However, guidance would be required through the Decentralisation Secretariat on the appropriate interventions to put in place to address some of the challenges that had been identified during the dissemination meetings of the Sector Devolution Plan with stakeholders such as the human resources and organisational structures, financial and assets arrangements, policy and legal implications.

Committee’s Observations and Recommendations The Committee awaits a progress report on the matter.
Strengthening Health Information Management ii) The previous Committee had requested for an update on the pilot exercise in Livingstone and progress on scaling it up countrywide.

Further, the Committee insisted that the Ministry of Health should go straight into scaling up without further piloting as the necessary information was available.
Executive’s Response It was reported in the Action-Taken Report that the Government, through the Ministry of Health, had been working in conjunction with the Ministry of Home Affairs on the registration of births and deaths.

The SmartCare Electronic Health Register was used at Maramba and Livingstone with funding from Centres for Disease Control for the pilot.
For the scale up, the target was Chipata as a starting point if funding was available for SmartCare deployment in a similar mode as was the Livingstone mode.

Currently, assurances were that twenty four facilities in Chipata would be covered, as well as the whole of Livingstone in 2019.

This would be the first step, while other steps, such as linking to the Ministry of Home Affairs connectivity, and others, would follow.
Committee’s Observations and Recommendations The Committee awaits a progress report on the matter.

i) Construction of Health Facilities Committee’s Observations and Recommendations The previous Committee had requested for a progress report on the completion of the remaining 375 health posts.

Executive’s Response It was reported in the Action-Taken Report that the Government commenced this project in 2014 through a credit line financed by the Export and Import (Exim) Bank of India.
The 650 health posts under the India Line of Credit were contracted under three Lots at a total amount of US 55.9 million of which US 50 million was to be under the India Line of Credit and the balance of US $ 5.9 million to be provided by the Zambia Government as counterpart financing.
60 Execution of works under Lot 1 and Lot 3 of the contracts covering Eastern, Central, Copperbelt, Southern, Western and Lusaka Provinces, being undertaken by Megha Engineering International Ltd and Jaguar Overseas Ltd were suspended in 2017 due to financial constraints arising from non-release of counterpart financing by the Zambian Government to cover the balance of works on both contracts.
Further to this, execution of work on Lot 2 that was awarded to Angelique International Ltd was terminated in December 2015 following recommendation from the Indian Government.

Completion of this work required a new contractor and additional financing to complete the balance of health posts under the contract.
Upon suspension of work, a total of 277 health posts were fully completed and operationalised, and the following was the recorded progress:  Out of the 650 sites, contractors had been granted possession of 547 sites representing coverage of 84 percent across the country.

 A total of 327 superstructures had been completed countrywide, out of which 276 had been handed over to the Ministry of Health and were fully functional facilities.
Distribution was as follows: o Copperbelt Province – 30 out of a total of 88 o Central Province – 37 out of a total of 52 o Eastern Province – 40 out of a total of 68 o Western Province – 60 out of a total of 64 o Southern Province – 32 out of a total of 99 o Lusaka Province – 31 out of a total of 32 o Northern – 10 out of a total of 69 o Luapula Province – 17 out of a total of 64 o Muchinga Province – 10 out of a total of 40 o North Western Province – 9 out of a total of 74 Approximately 90 percent of the building materials and equipment towards the establishment of the health posts had been supplied.
Further, the following progress towards the completion of the balance of 374 health posts was as outlined below.

 In January, 2018, the Government of Zambia, through the Ministry of Finance and Exim Bank India, jointly signed the loan agreement for the additional financing of US 18,000,000.00 (eighteen million dollars).

These funds were to be utilised to finance:  the balance of funds required to complete health posts in Eastern, Central, Copperbelt, Southern, Western and Lusaka Provinces.
This amount was initially meant to be covered from the Zambian counterpart funding which was not released to the project; and  the completion of 201 health posts in Northern, Muchinga, Luapula and North Western Provinces that remained incomplete following the termination of the contract with Angelique International Ltd. 61 Both Megha Engineering International Ltd and Jaguar Overseas Limited, who had contracts running in Eastern, Central, Copperbelt, Southern, Western and Lusaka Provinces; had resumed work in order to complete 173 health posts that remained in the six provinces.
The Ministry of Health under the guidance of the Indian Government had submitted a recommendation to Exim Bank India to engage Jaguar Overseas Limited to complete the 201 health posts in Northern, Muchinga, Luapula and North Western Provinces.

It was expected that works would resume in the provinces by August, 2018 and would be completed within a period of eighteen months.
Further, each health post that would be constructed under the project would have the following facilities: o a health post (clinic) building; o a staff house for at least one health worker; o ventilated improved latrines and an incinerator; o a provision of basic medical equipment to operationalise the health posts to be constructed; and o a provision of solar power, a borehole and a hand pump.
Committee’s Observations and Recommendations The Committee notes the response and requests an update on the completion of the 374 health posts.

ii) Performance Contracts for the Public Service Committee’s Observations and Recommendations The previous Committee had requested an update on rolling out the Performance Based Contract system to all districts and the placing of Ministers on performance based contracts.
Executive’s Response It was reported in the Action-Taken Report that the performance contracting system was revised in January, 2018 in order to make it compliant with the Seventh National Development Plan that was launched 2017.

This revision was necessary in order to ensure that performance contracts facilitated the implementation of the new National Development Plan.
Following the revision, performance contracts that incorporated National Development Plans had been developed for Permanent Secretaries in all line Ministries and Provinces.

These contracts were currently being used to track the performance of Permanent Secretaries with regard to progress towards National Development Plan targets.

The revised contracting system had also been cascaded to Directors and Assistant Directors in the Civil Service.
The cascading of the contracts of the system to this level staff ensured that the Permanent Secretaries, directors and assistant directors were held accountable for the implementation of the National Development Plan in their ministries collectively and individually.

The cascading of the contract system would be extended to include district commissioners in the third quarter of 2018.
62 Building on the introduction performance contracts for Permanent Secretaries, director and assistant directors, a framework for permanent contracts for ministers had been developed.

This system would hold ministers accountable for the achievement of strategic targets in their respective sectors.

The framework had been submitted to the Secretary to the Cabinet for review.
The performance contracts for ministers were expected to be implemented following the approval of the framework by Cabinet in the third quarter of 2018.

In addition, the Government had commenced the rolling out of the Performance Management System in all the local authorities.

At present, 80 percent had been covered and this process would include development of performance contracts for Town Clerks/Council Secretaries and their chief officers.
Committee’s Observations and Recommendations The Committee notes the response and requests an update on the implementation of performance contracts for ministers and the development of performance contracts for Town Clerks/Council Secretaries and their chief officers.
14.0 CONSIDERATION OF THE ACTION-TAKEN REPORT ON THE COMMITTEE’S REPORT FOR THE FIFTH SESSION OF THE ELEVENTH NATIONAL ASSEMBLY i) The Implementation and Coordination of Zambia’s Food and Nutrition Policy and Interventions Committee’s Observations and Recommendations The previous Committee had urged the Government to expedite the process of reviewing the Food and Nutrition Commission Act, chapter 308 of the Laws of Zambia and awaited a progress report.
Executive’s Response It was reported in the Action-Taken Report that the layman’s draft of the Bill that was submitted to Ministry of Justice was still undergoing drafting.

The Government intended to publish and introduce the Bill in Parliament in the fourth quarter of 2018 after obtaining the necessary legislative approvals.

Committee’s Observations and Recommendations The Committee requests the Government to expedite the introduction of the legislation to Parliament and provide an update on the matter.
ii) Upgrading of Nutrition Positions in line Ministries Committee’s Observations and Recommendations The previous Committee had requested an update on the upgrading of nutrition positions in sector Ministries and awaited a progress report on the matter.
63 Executive’s Response It was reported in the Action-Taken Report that at the last Steering Committee meeting of Permanent Secretaries on nutrition, the Deputy Secretary to the Cabinet instructed all line ministries implementing nutrition specific and nutrition sensitive interventions to consider establishing and upgrading nutrition positions.

Progress from the line ministries was expected to be reported in the next Steering Committee meeting.
Committee’s Observations and Recommendations The Committee requests an update on the establishment and upgrading of nutrition positions in line Ministries implementing nutrition specific and nutrition sensitive interventions.

15.0 CONSIDERATION OF THE ACTION-TAKEN REPORT ON THE COMMITTEE’S REPORT FOR THE FOURTH SESSION OF THE ELEVENTH NATIONAL ASSEMBLY 15.1.1.
Delivery and Installation of Generators as a power back up system in Health Institutions Committee’s Observations and Recommendations The previous Committee had requested an update on the status of the procurement and installation of generators as a power back up system for use in health institutions.
Executive’s Response It was reported in the Action-Taken Report that the Government, through the Ministry of Health, was committed to the procurement of generator sets as a power back up system in health institutions.

The delay in procurement and installations arose as a result of the devaluation of the Kwacha against the United States Dollar.
Following an appeal from the supplier and further guidance from the Office of the Attorney General, negotiation meetings had been held with the supplier in an effort to resume the contract for the balance of sixteen generator sets.

The process was currently awaiting conclusion of the necessary legal and administrative approval in order to conclude.
Committee’s Observations and Recommendations The Committee requests an update on the status of the procurement and installation of generators as a power back up system in health institutions.

15.1.2.

Breast and Cervical Cancer in Zambia Committee’s Observations and Recommendations The previous Committee sought an update on the signing of the loan agreements between the Government through Ministry of Finance and BADEA and OFID and the start of the implementation of the project.
Executive’s Response It was reported in the Action-Taken Report that the Government, through Ministry of Health, had developed a proposal to establish radiotherapy centres in all the provinces of Zambia.

The first 64 phase of this project would be to establish radiotherapy centres and expand the existing Cancer Diseases Hospital (CDH) into a centre of excellence.
Further, the Government, through Ministry of Finance, had signed two loan agreements with Arab Bank for Economic Development in Africa (BADEA) and the OPEC Fund for Development (OFID) amounting to US 22.5 million to facilitate the establishment of the two radiotherapy centres and expand the CDH in Lusaka.

With a view to increase access to the specialist services, Government had decided to relocate the first two facilities to be established, and they would now be in Kitwe and Mpika.
Following the signing of the loan agreement in April, 2018 with OFID, the Ministry of Health had commenced implementation of the project, with the first activity being procurement of design and supervision consultants for the project.

Committee’s Observations and Recommendations The Committee requests an update on the establishment of the two radiotherapy centres and expansion of the Cancer Diseases Hospital in Lusaka into a centre of excellence.
16.0 CONCLUSION The Committee wishes to thank the office of the Speaker and the Clerk, for the guidance rendered to it throughout the Session.

The Committee also wishes to pay tribute to all the stakeholders who appeared before it and tendered both oral and written submissions.
The Committee urges the Executive to consider and take appropriate action on the observations and recommendations contained in this Report, in the quest for the improvement of the health, community development and social service sectors in Zambia.
Dr C K Kalila, MP CHAIRPERSON June, 2019 LUSAKA 65 APPENDIX I – OFFICIALS OF THE NATIONAL ASSEMBLY Ms C Musonda, Principal Clerk of Committees Mr F Nabulyato, Deputy Principal Clerk of Committees (SC) Mr S Chiwota, Senior Committee Clerk (SC) Ms C T Malowa, Committee Clerk Ms A Maluwa, Acting Stenographer Ms A Phiri, Typist Mr M Chikome, Committee Assistant Mr D Lupiya, Committee Assistant 66 APPENDIX II - THE WITNESSES University of Zambia – School of Medicine Prof Trevor Kaile, Dean – School of Medicine Levy Mwanawasa Hospital Mr C Banda, Acting Principal Hospital Administrator Dr Chikoya, Senior Medical Superintendent Ms P K Mwale, Principal Nursing Officer Ms P M Sichilima, Chief Human Resource Officer Ms L M Mainga, Acting Senior Nursing Officer Ms C Napanye, Information Officer Ms G Mushinda, Information Officer World Health Organisation Dr N Bakyaita, World Health Organisation Representative Mr S Kagulula, National Professional Officer/Health System Zambia Union of Nurses’ Organisation Ms T M Chiponda, President Mr F Michelo, General Secretary Ms J Munsaka, Industrial and Labour Relations Manager Mr G Mtonga, National Council Member Ms C K Bwalya, Research and Information Officer Health Professions Council of Zambia Dr M Chibasa, Acting Registrar/ Chief Executive Officer Dr J Haloka, Assistant Registrar – Registration Dr J Wapabeti, Assistant Registrar – Inspections and Accreditation Dr K Mwembe, Assistant Registrar – Examinations Zambia Medicines Regulatory Authority Dr Z Munkombwe, Director – Medicines
 Control Mr L Nyambe, Assistant Director – Marketing/Authorisation Mr M Siyanga, Assistant Director – Licencing and Enforcement Mr M Lupiya, Legal Manager/Board Secretary Churches Health Association of Zambia Ms K Sichinga, Executive Director Mr Y Siame, Head - Advocacy Planning and Development Mr D Menda, Head of Department – Health Programmes Mr M Banda, Head of Department – Pharmacy Mr M M Kachumi, Head of Department – Accounts, Compliance and Processing Mr G Mwila, Head of Department – Finance, Human
 Resource and Administration 67 Medical Stores Limited Mr C Mbewe, Managing Director Mr M Ngoma, Director Finance and Commercial Mr S M Phiri, Chief Internal Auditor Ms A Zulu, Director - Pharmacy Standards Mr A Lupupa, Director - Procurement Mr C Kazuma, Director – Procurement Ms I Sondashi, Director – Logistics Mr A Muvwipe, Director – Legal and Compliance Pharmaceutical Society of Zambia Mr J Kanyika, President Mr D Mwamba, National Secretary Mr G Sichilima, Finance Chairman Ms E Zingani, Member Mr C Mwila, Education Chairperson University Teaching Hospital Dr A Makupe, Director – CMS/Clinical Care Dr M Chisausele, Senior Head – Superintendent Dr G C Mwiali, Senior Medical Superintendent Dr L Banda, Senior Medical Superintendent Dr J Musuka, Senior Medical Superintendent Dr K Sichizya, Deputy Director Ms E Chitolo, Coordinator Modernisation Ms F Chileshe, Acting Senior Planner Mr A Jere, Chief Hospital Administrator African Medical Research Foundation Ms V Sakanja, Programs Manager Ms F Mubanga, Project Assistant Care For Business Dr R Lynen, Chief Executive Officer Dr M K Shapi, Medical Officer Dr A Mwale, Insurance Care Matero Level One Hospital M Songiso, Medical Superintendent Ms A Silondwa, Nursing Officer Ms V Namwinga, Hospital Administrator Ministry of Health Dr K Malama, Permanent Secretary Dr A Silumesii, Director Ms A Kaluba, Director Health Care (DHCF) Financing 68 Mr H Kansembe, Director Mr P Chishimba, Director Monitoring and Evaluation Mr A N
 Kabalo, Director Health Promotion Ms E Chipaya, Assistant Director – Nursing Services Ms E Muliya, Assistant Director – Training and Development Mr D Siampwizi, Assistant Director – Human Resources Management Mr E Malikana, Assistant Director Mr D Makawa, Assistant Director – Clinical Care Ministry of Higher Education Mr D Lungu, Acting Permanent Secretary Prof S Simukanga, Director General – Higher Education Authority Mr S Mubanga, Deputy Director – Planning Common Grounds Network Mr D Mvula, National
 Coordinator Ms R Sakamba, International Coordinator Mr K K Kafwimbi, Operations Coordinator Ministry of National Guidance and Religious Affairs Ms K S Chifwepa, Permanent Secretary Mr Y Kakusa, Director Ms P Mbewe, Director – Public Relations Mr R Mwiinga, Planner Mr W Kabwe, Monitoring & Evaluation Officer Senior Citizens Association of Zambia Ms R K W Sishimba, Executive Director Mr C Kunda, Member Mr M Malisawa, Member Mr E Chilopela, Member Centre for Excellence on Ageing Mr O M Kapesa, Founder Mr E M Chilunga, Journalist Civil Society for Poverty Reduction Mr E Musosa, Programmes Coordinator Mr J Banda, Executive Director Mr M Masheke, Member Mr M Siamutwe, Programme Coordinator Mr B Chileshe, Member Mr C Mainza, Volunteer Ministry of Chiefs and Traditional Affairs Ms Y P Mwape, Permanent Secretary 69 Mr J Mpishi, Director – Chiefs’ Affairs Ms M B Mbula, Director – Planning Mr E Kasanga, Chief Planner Ms J Chileshe, Assistant Director Research and Information Mr E Daka, Acting Head – Purchasing and Supplies Officer Member of the Public Mr A Kashiwa Zambia Law Development Commission Ms M Chanda, Director Ms L Jere, Research Officer Ms N Nga’ndu, Library Officer Matero After Care Centre Ms S Mwale, Senior Social Welfare Officer Ms B Munungwe, Social Welfare Officer Ministry of Community Development and Social Services Mr A Ndhlovu, Acting Permanent Secretary Ms C Kateule, Acting Director Ms N Soko, Parliamentary Liaison Officer Mr E Mwakalombe, Director – Planning Mr O Katai, Director – Finance Mrs M C Tembo, Chief Planner – Policy Ms B Malungo, Principal Social Welfare Officer 70