STRATEGIC PLAN - University of Lusaka · Rural Electrification Authority Strategic Plan 2014-2018 iii Foreword Since 2006 when the Rural Electrification Authority (REA) became operational,

The Rural Electrification Authority(REA)

STRATEGIC PLAN

2014-2018

Rural Electrification Authority

STRATEGIC PLAN

2014-2018

January 2014

R u r a l E l e c t r i f i c a t i o n A u t h o r i t y S t r a t e g i c P l a n 2 0 1 4 - 2 0 1 8i i

Table of Contents

Foreword iii

Acronyms and Abbreviations iv

Executive Summary 1

Introduction 4

Review of the Strategic Plan 2009 - 2013 5

Internal Organisational Analysis 11

External Environmental Analysis 12

SWOT Analysis 14

Key Success Factors 15

Strategic Direction 2014-2018 15

Vision Statement 15

Mission Statement 15

Core Values 15

Areas of Strategic Focus 2014-2018 16

Implementation Plan 17

The Board of Directors 17

The Board Committees 17

Executive Management 17

The Budget 18

Monitoring and Evaluation of the Plan 18

External Review of the Strategic Plan 19

Pre-Conditions and Assumptions for the Implementation of the Strategic Plan 19

Appendices 20

Appendix 1: Logframe 21

Appendix 2: Monitoring and Evaluation Template 31

Appendix 3: Detailed Budget 38

R u r a l E l e c t r i f i c a t i o n A u t h o r i t y S t r a t e g i c P l a n 2 0 1 4 - 2 0 1 8 i i i

Foreword

Since 2006 when the Rural Electrification Authority (REA) became operational, it has sought to accelerate thepace of implementation of the national electrification programme for rural areas. The target set by the RuralElectrification Master Plan (REMP) to raise the access rate in the rural areas to 51 per cent by 2030 is onlyattainable through a comprehensive, systematic and well-financed electrification programme. For this reason,the Authority formulated periodic Strategic Plans based on the REMP but taking into account an evolvingenvironment for its operations.

Reviewing past experience and the progress achieved to-date, this Strategic Plan proposes some changesof emphasis in electrification methods. In particular, under the Plan, the Authority will make greater use of theopportunities provided by renewable energy resources. In some areas, this will involve mini-hydro schemes,in others it will be solar and even wind, where conditions will be found favourable. Apart from giving additionalimpetus to the growth of rural access to electricity, this approach will reduce capacity demand on the nationalgrid arising from the electrification programme. This approach implies a broadened front for rolling out therural electrification programme. The Rural Electrification Act of 2003 anticipated this by mandating the Authorityto promote the participation of the private sector. Under this Strategic Plan, the Authority will make deliberateefforts to facilitate private sector investment in small generation plants for both mini- and off-grid schemes.Experience elsewhere shows that these are effective means for supplementing the grid-extension work thatcurrently dominates the work of the Authority but whose limitations are well known.

The key factors of success for the Strategic Plan 2014-2018 are: the financing of the programme, and thetechnical capacity of the Authority. Therefore, the Authority looks to the continued commitment of governmentto rural electrification, especially in the context of the priority it attaches to rural development. The Authorityalso wishes to encourage cooperating partners to continue and expand their valuable support. To achievethe required rate of implementation, the rural electrification programme does not only need finances but italso requires the technical expertise which the cooperating partners are well-placed to provide.

I am confident that with the support from government, a dedicated staff, and collaboration with friends of theprogramme, we can reach the targets set in the Strategic Plan 2014-2018.

Prof. Jorry M. MwenechanyaBOARD CHAIRPERSON

R u r a l E l e c t r i f i c a t i o n A u t h o r i t y S t r a t e g i c P l a n 2 0 1 4 - 2 0 1 8i v

Acronyms and Abbreviations

AG Auditor General

AIDS Acquired Immune Deficiency Syndrome

ASF Area of Strategic Focus

CD Compact Disc

CSO Central Statistical Office

EIA Environmental Impact Assessment

EPC Engineering Procurement and Construction

ERB Energy Regulation Board

EU European Union

GDP Gross Domestic Product

GIS Geographical Information System

HIV Human Immuno-deficiency Virus

ICT Information Communication Technology

JICA Japan International Cooperation Agency

KSF Key Success Factors

LCMS Living Conditions Monitoring Survey

M&E Monitoring and Evaluation

MMEWD Ministry of Mines, Energy and Water Development

NGO Non-Governmental Organisation

REA Rural Electrification Authority

REF Rural Electrification Fund

REMP Rural Electrification Master Plan

RGC Rural Growth Centre

SIDA Swedish International Development Agency

SPP Small Power Project

ZEMA Zambia Environmental Management Agency

ZNBC Zambia National Broadcasting Corporation

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Executive Summary

The Rural Electrification Authority (REA) herein known as the ‘Authority’ was established through an Act ofParliament with the mandate to promote the rural electrification agenda of government. Some of the functionsof the Authority are to administer and manage the Rural Electrification Fund (REF); to develop, to implementand update the Rural Electrification Master Plan (REMP) for the systematic electrification of the rural areas;to promote the utilisation of available electrification technological options to enhance the contribution ofenergy to the development of economic and social activities namely agriculture, manufacturing, mining,tourism, commerce, health and education in rural areas; and to mobilise funds from within and outside Zambiain support of rural electrification among other functions.

In furtherance of these functions, REA has formulated a strategic plan aimed at increasing access to electricityin rural areas.

Key Success Factors

The Key Success Factors (KSFs) for any Rural Electrification (RE) programme are as follows:(a) Effective Project Management;(b) Ability to attract a constant and sustainable inflow of resources;(c) Effective organisation structure with a skilled workforce;(d) Harness stakeholder support into RE programmes; and(e) Efficient and effective procurement of works.

The Strategic Direction

The strategic direction of the Authority shall be guided by the vision, mission and core values as follows:

The Vision Statement

The vision of the Authority is:“The premier provider of electricity infrastructure for rural areas”.

The Mission Statement

The mission statement of the Authority is:“To provide electricity infrastructure to rural areas using appropriate technologies in order to contribute tothe improvement of the quality of life”.

Core Values

The Board of Directors, management and staff of REA commit themselves to the following values and ethosthat will govern their behaviour in the discharge of their mandate during the five-year Strategic Plan 2014-2018:(a) Transparency;(b) Accountability;(c) Integrity;(d) Innovativeness;

R u r a l E l e c t r i f i c a t i o n A u t h o r i t y S t r a t e g i c P l a n 2 0 1 4 - 2 0 1 82

(e) Diversity and Inclusiveness; and(f) Team Work and Excellence.

During the period 2014-2018 REA shall focus on the following five Areas of Strategic Focus (ASF) with keyactions:

ASF 1: Enhancing Resource Mobilisation for Rural Electrification

Key Actions(i) Increase and maintain number of financiers; and(ii) Develop donor coordination platform.

ASF2: Increasing Access to Electricity in Rural Areas

Key Actions(i) Develop Kasanjiku mini-hydro Power Station in the Ntambu Rural Growth Area;(ii) Undertake feasibility studies on mini hydro development projects;(iii) Expand the National Electricity Grid;(iv) Carry out feasibility studies of other renewable energy technologies;(v) Promote solar energy solutions in rural areas;(vi) Develop solar energy technologies;(vii) Carry out feasibility studies in biomass, geothermal and wind technologies;(viii) Promote the utilisation of alternative renewable energy technologies in rural areas; and(ix) Institute measures for increased access to electricity.

ASF 3: Promotion of Private Sector Participation in Rural Electrification

Key Actions(i) Develop programmes for local and international resource mobilisation;(ii) Identify technical and financial partners for private sector development of Small Power Projects in

generation and distribution;(iii) Develop a framework on how to implement and manage capital subsidies for generation and distribution

projects; Develop a comprehensive framework for Small Power Projects (SPP) that includes technologyspecific tariff structures and tariff review methodologies in conjunction with the Energy Regulation Board;

(iv) Establish or identify institutions for the generation, distribution and supply of electricity to rural areas;Undertake appropriate road shows to attract investors and participants in Small Power Projects; and

(v) Strengthen the institutional framework for the promotion of Small Power Projects in conjunction withERB and ZESCO.

ASF 4: Communication of REA Programmes to Various Stakeholders

Key Actions(i) Review and update the communication strategy;(ii) Hold meetings with stakeholders;(iii) Production and dissemination of reports on rural electrifications; and(iv) Conduct electronic media documentaries;


ASF 5: Strengthening Organisational Effectiveness

Key Actions(i) Develop Institutional and human resource capacity building programmes annually;(ii) Review and enhance the ICT systems;(iii) Initiate and recommend the revision of the Rural Electrification Act;(iv) To develop a Five-Year Rolling Plan based on the REMP;(v) Review the Strategic Plan;(vi) Procure new office premises for REA head office; and(vii) Enhance Monitoring, Evaluation and Control.

A detailed log frame showing these areas of strategic focus and key actions are in appendix 1 to this plan.

Implementation Framework

The implementation of this five-year Strategic Plan shall be driven by the Board of Directors and the ChiefExecutive Officer. The implementation framework shall comprise the detailed log-frame, the budget and themonitoring, evaluation and control mechanism.

The Board of Directors

The Board of Directors have the primary responsibility to provide policy guidance and direction to ensure thatthis Strategic Plan is implemented and the expected outcomes realised. The Board through its regular quarterlyboard meetings will receive reports from the Chief Executive Officer and top management on the status ofimplementation against the annual work plans and budget among other matters.

Executive Management

The day-to-day implementation of this Strategic Plan shall be the full time responsibility of the Chief ExecutiveOfficer and the management team. The executive management team shall prepare annual work plans andbudget in line with the Strategic Plan.

The Chief Executive Officer will monitor and evaluate the performance of the Strategic Plan and report to theBoard of Directors on quarterly basis. This will be done in line with the objectives and outputs that are identifiedunder each area of strategic focus.

Pre-Conditions and Assumptions for the Strategic Plan

The mandate of REA remains central to the government’s strategy of taking development to rural areas. Withthe commercialisation of ZESCO, REA is expected to provide rural electrification services where ZESCO mayfind it uneconomic to invest.


Introduction

The Rural Electrification Authority (REA) is an agency of government with the mandate to promote the ruralelectrification development agenda. It was established under the Rural Electrification Act No. 20 of 2003. TheAct stipulates the functions of the Authority as follows:

(a) Administer and manage the Rural Electrification Fund (REF);(b) Develop, implement and update Rural Electrification Master Plan (REMP) for the systematic electrification

of rural areas;(c) Promote the utilisation of available rural electrification technological options to enhance the contribution

of energy to the development of agriculture, industry, mining and other economic activities in rural areas;(d) Mobilise funds from within and outside Zambia in support of rural electrification;(e) Offer on a competitive basis, the construction of rural electrification projects and periodically publish

information on programmes being carried out;(f) Design and offer on a competitive basis to developers or operators smart subsidies for capital costs

on projects that are designed to supply energy for development of rural areas;(g) In conjunction with stakeholders, develop mechanisms for the operation of grid extension networks for

rural energy supply systems;(h) Finance project preparation studies for rural electrification projects in accordance with guidelines

developed and approved by the Authority; and(i) Recommend to government policies for the enforcement of access to electricity by the rural population.

In 2010, the government launched a Rural Electrification Master Plan (REMP) to provide a roadmap for therural electrification programmes through the identification of 1,217 Rural Growth Centres (RGCs) throughoutZambia’s nine provinces. In 2008, the Board of the Authority approved the five-year Strategic Plan forimplementation from 2009 to 2013. The Board and management noted that since the life of the Strategic Planwas coming to an end on December 2013, a successor Strategic Plan for the period 2014 to 2018 neededto be formulated to build on the success of the previous Strategic Plan. REA invited individual consultantsthrough the public media to procure consultancy services to review the previous Strategic Plan and developthe subsequent plan. This Strategic Plan has been developed to provide a roadmap to the operations of REAfor the period 2014-2018.

The review and formulation of the Strategic Plan was a consultative process involving external stakeholders,cooperating partners, government officials and the beneficiary communities in the project areas. In addition,the Board and management were fully consulted and participated in the plan’s development process.


Review of the Strategic Plan 2009 - 2013

The Strategic Plan was set out to achieve the following objectives:

(a) To implement the Rural Electrification Master Plan;(b) To market the Rural Electrification Master Plan;(c) To promote stakeholder awareness and participation in rural electrification programmes;(d) To manage and administer the REF in order to effectively implement the Rural Electrification Master

Plan;(e) To strengthen the institutional capacity of REA to effectively implement the REMP;(f) To promote utilisation of appropriate alternative rural electrification technologies in order to enhance

economic activities in rural areas; and(g) To identify and recommend policies aimed at improving the effectiveness of the rural electrification

programme.

The performance of REA against each of the strategic objectives is as given in the subsequent sections below.

Strategic Objective 1: To Implement Rural Electrification Master Plan

During the period under review, the Rural Electrification Master Plan (REMP) was launched on 21 April 2010.The REMP identified 1,217 Rural Growth Centres (RGCs) for electrification by 2030 with a target of achievinga 15 per cent rural electrification access rate by the end of 2013. According to the Central Statistics Office(CSO) 2010 Living Conditions Monitoring Survey (LCMS), about 5 per cent of households in rural areas wereconnected to electricity. The assessment of access to electricity used by the Central Statistics Office (CSO)indicators is based on the actual number of households with electricity connections (for lighting and otheruses). REA depends on CSO for the generation of statistics on rural electricity access rate as surveys of sucha nature are a costly undertaking. However, the figures for rural electricity access rate for 2012 and 2013 wereunavailable as the LCMS for 2012 have not yet been conducted by CSO.

The Strategic Plan did not have set performance targets against which actual performance could be measured.To address the measurement challenges faced, annual work plans were developed with a rolling plan and amonitoring and evaluation manual for application. During the period of the Strategic Plan, REA completed 67grid extension projects against 60 planned projects as indicated in Table 1 below. The seven extra projectswere carried forward from the previous period.

Table 1: Grid Line Extension up-to 2012

Performance indicator Achievements to date (2009-12)

Approved projects 60

Completed projects 67

Percentage performance 117%

A total of four (4) feasibility studies were carried out for five (5) proposed mini-hydro projects at Chanda andChavuma Falls in Chavuma District; Chikata Falls in Kabompo District; Kasanjiku Falls and Zengamina II inMwinilunga District. In addition, two applications from private entities for support in the development of minihydro projects were considered. The uptake of the mini hydro projects by investors has not been as expected


because of the economic viability of such projects to the private sector. In addition, the Authority did not havethe requisite skills and competencies to develop mini hydro projects.

The priority solar energy projects were identified in the REMP. The development of solar projects was basedon the annual work plans for each year. The performance of REA in promoting clean energy (solar) was verygood but there was no basis to compare between the actual performance and planned targets/outputs. Theprojects captured in the REMP per year were not all adopted hence the measurement challenge. The successrate of REA was approximately 62 per cent of the projects approved in five year period (2009-2012). Table 2below shows the number of projects approved by the board and those that were completed over a seven yearperiod.

The increased access to electricity projects was not fully implemented to realise the benefits of more peopleaccessing electricity. The increased access to electricity project was funded by the World Bank with REAbeing a fund manager and ZESCO the implementer.

Table 2: Approved and Completed Solar Energy Projects 2006-2012

Project Status 2006 2007 2008 2009 2010 2011 2012

Approved 75 16 32 49 14 35 60

Completed 75 16 32 49 0 14 35

Transferred to Beneficiary 75 16 32 49 0 14 35

However during the period under review, REA had not updated the rural electrification master plan. Therewere no clear guidelines and justifications for the adoption or selection of projects outside the REMP. Anumber of procedure manuals were developed during the period though some of them are not yet approvedby the Board.

2006 2007 2008 2009 2010 2011 2012

80

70

60

50

40

30

20

10

0

Approved

Completed

Transferred to Beneficiary


Strategic Objective 2: To Market the Rural Electrification Master Plan

Following the launch of the REMP, the Japanese International Cooperation Agency (JICA), Swedish InternationalDevelopment Agency (SIDA), the European Union (EU) and the World Bank were some of the major cooperatingpartners who bought into the programme and supported the rural electrification programme in Zambia. Inaddition, government was the main target for marketing the REMP as it remained the largest contributor tothe RE projects. The support from JICA came to an end and was unlikely to be extended because it achievedmost of the capacity building objectives in the contract. Based on the donor coordination group meetings,SIDA reported that the European Union would be joining the energy sector from 2015 and the Chinese werealso interested in the sector. The World Bank would continue to support the Increased Access to Electricityprojects. These cooperating partners came on board because they identified their support to the sector withthe objectives set out in the REMP.

In addition, Annual Reports with audited financial statements were prepared and presented to Parliament forpolitical and budgetary support. There is however room for improvement in marketing the REMP to attractmore supporters to the sector including the Government of the Republic of Zambia in order to address thedeclining budgetary allocations to REA over the years. Table 3 gives a summary of achievements andchallenges under this strategic objective.

Table 3: Marketing the REMP

S/No.

1.

2.

Performance Indicators

Number of potential financing institutions identified

and support solicited.

Number of awareness publications produced

annually.

Achievements

Four (4) institutions supported the rural

electrification sector

(i) Five (5) Annual Reports presented to

Parliament;

(ii) 250 copies of the REMP published and

distributed;

(iii) Twenty (20) Quarterly publications of

electrification newsletter;

(iv) Nine (9) Media reports during

commissioning projects published;

(v) Advertisements for various tenders were

made in the print media; and

(vi) Targeted meetings with

parliamentarians were held.

Strategic Objective 3: To Promote Stakeholder Awareness and Participation in Rural Electrification

During the period under review, the communication policy and strategy were formulated to guide informationsharing with various stakeholders. The Authority participated at the Agriculture and Commercial Shows thatwere held each year to create awareness of its activities to various stakeholders. In addition, REA alsoparticipated in many other annual national exhibitions such as the International Trade Fair, Energy ConservationWeek, etc. Community education and awareness campaigns were conducted in the various project areas.A number of education and information materials were produced and circulated to various stakeholders. Inthe same vein, the REMP document was published and printed both in hard and electronic copy (CD) and


was submitted to Parliament for distribution to all Members of Parliament. A quarterly newsletter was published,which was widely circulated and a website was established to post various pieces of information concerningthe operations of REA.

Annual Reports with audited financial statements were published for each of the four years of the review. Thefinancial reports were clean and never qualified throughout the planned period.

During this period under review, a number of television documentaries and commercials were developed andaired on national and private television stations. A 23-series radio programme was produced and aired onZNBC’s Radio 2. Press statements were also issued on various activities such as new projects to be undertakenand those that were commissioned.

The Authority also undertook a number of facility/field visits for both internal and external stakeholders suchas government officials, Board Members, cooperating partners and the media to appreciate the work of REAand gain stakeholder support.

Table 4 below shows the various awareness programmes carried out under this strategic objective.

Table 4: Stakeholder Awareness and Participation

S/No. Performance Indicators Achievements

1.

2.

3.

4.

5.

Communication policy

Central data base of REA projects

Electronic media programmes produced

Number of articles, adverts, features in print media

Number of communication meetings/workshops/

seminars

The Communication policy and strategy

were developed.

Stored with the Monitoring evaluation office

Annual Report highlighted such

programmes

Reports and adverts for projects were

covered

Community Sensitisation and Education

Awareness reports for all projects were

produced.

Strategic Objective 4: To Manage and Administer the REF in Order to Effectively Implement the RuralElectrification Master Plan

The management and administration of the Rural Electrification Fund (REF) was largely applied to supportthe various grid extension projects and the solar energy projects particularly the electrification of palaces oftheir Royal Highnesses. The Operational and Finance manuals indicating how the smart subsidies and REFwould be allocated to developers were developed.

One annual monitoring report was submitted in 2012 as the Monitoring and Evaluation Unit was only establishedat the end of 2011. Prior to 2012, there was no in-house capacity to prepare two annual monitoring reports.All public tenders of projects were always published in the print media in order to promote its ethos of


transparency and accountability. A summary of various achievements made are shown in Table 5 below.


1.

2.

3.

4.

5.

Guidelines for smart subsidies developed and

implemented by 2009

Number of appropriate institutions identified to

generate, distribute and supply electricity annually

Amount of funds released to REA annually

compared to the budget

Audited financial reports produced annually

Monitoring reports submitted to financing

institutions twice annually

Nine (9) manuals for various aspects

including an operational manual that gives

smart subsidies were developed

No appropriate institutions to generate,

distribute and supply electricity were

identified.

GRZ funding has declined over the life of

the plan despite increasing demand for rural

electrification services.

Audited financial statements were produced

annually

Monitoring reports submitted once annually.

However, there was still work to be done in the review and updating of the Procurement and Supplies manualto make it to be in line with the new Zambia Public Procurement Authority Guidelines. In addition, theimplementation manual for the development of guidelines for institutions to generate, distribute and supplyelectricity was not developed. The audit manual was still in the development phase to enhance qualityassurance and compliance with various systems and procedures. The Internal Audit Unit was established in2010 in order to promote good governance.

Strategic Objective 5: To Strengthen the Institutional Capacity of REA to Effectively Implement theREMP

The strategies to achieve this objective were useful but not quite sufficient to address the needs of the Authority.The officers of the Authority participated at various competence based capacity building workshops over thelife of the plan, which were aimed at strengthening the capacity of REA to implement the REMP. A structurefor REA was redesigned and approved though the structure was not fully filled up to the end of the plan cycledue to inadequate funding. The JICA funded capacity development project could not fully achieve the intendedobjectives because of under-staffing, as staff could not always attend the on-the-job-training because theywere hard pressed with their work schedules.

During the period under review, a number of key officers were appointed such as the Director of HumanResources and Administration while other officers were promoted to take up more responsibilities in theirvarious roles. However, the staff turnover of senior officers may affect the institutional memory. The establishmentof the Internal Audit and Monitoring and Evaluation departments was important developments in enhancingproject management, controls and quality assurance in REA. The performance management system was rolledout and was operational. The various financial management systems such as risk management, assetmanagement among others needed strengthening.

However, the transport system was manual and preventive maintenance programmes needed to be enhanced.The GIS system would be updated. The Organisational structure needs to be filled up in order to implement

Table 5: Manage and Administer REMP


the REMP. The ICT system requires to be modernised. Finally, the proposed acquisition of REA owned officespace did not materialise.

Table 6: Strengthening Institutional Capacity by REA


1.

2.

3.

Organisational structure, terms and conditions of

service

Training of staff annually

Own office space acquired by December 2010

(i) A new structure with conditions of

service was implemented in 2010; and

(ii) Human resource manual was developed

(i) A number of training workshops were

held for senior, middle management

staff as well as junior officers;

(ii) Key officers were promoted such as

Finance Director, Manager Procurement,

Director Technical Services and Director

Support Services; and

(iii) Key staff were employed such as the

Director of Human Resources and

Administration, among others

(i) No new office premises have been

procured

Strategic Objective 6: To Promote Utilisation of Appropriate Alternative Rural Electrification Technologiesin Order to Enhance Economic Activities in Rural Areas

There were some studies that were carried to determine the suitability of different rural electrification technologies.Notable among these were the Bio-mass gasification and the solar mini-grid studies. As a result, one minisolar grid project was implemented during the last five-year period. This project would be used as a modelfor implementing similar alternative technologies.

Table 7: Appropriate Alternative Rural Electrification Technologies


1.

2.

Number of appropriate alternative technologies

identified

Number of projects using the alternative

technologies

Bio-mass and Solar mini-grid studies were

carried out.

One solar mini-grid was implemented

Strategic Objective 7: To Identify and Recommend Policies Aimed at Improving the Effectiveness ofthe Rural Electrification Programme

During the period under review, the Rural Electrification Act was in place, the Act was reviewed in the lightof new policies which were developed aimed at improving the operations of REA.

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INTERNAL ORGANISATIONAL ANALYSIS

In carrying out the organisational analysis of REA, the McKinsey Consulting’s 7-S Framework was used toget an in-depth understanding of REA and its chemistry. The 7-S Framework is a tool used in the implementationas well as the review of the effectiveness of the Strategic Plan. The framework comprises Strategy, Structure,Systems, Styles, Skills, Staff, and Shared values (organisational culture). The strategy of the company wasreviewed during the evaluation of the Strategic Plan (2009 – 2013). All the 7-Ss should be linked togetherfor effective implementation of organisational programmes.

Structure

The structure of REA was found to be very high with very senior management staff without immediate supportofficers suitable to take over or succeed the senior managers. There was no succession planning as gapsbetween the top managers and the direct reports needed to be reviewed. The departments were reported tobe fragmented due to lack of an integrated system of linking departments horizontally. REA was functionallyand mechanically designed such that there is lack of coordination of activities among departments. Theorganisational structure is centralised in Lusaka without any regional representation in provinces. Decisionmaking was a mixture of both decentralisation as well as centralisation depending on the nature of the decision.The communication policy and strategy has been approved but not fully complied with.

Systems

Systems are central to the effective implementation of a strategic plan. The operational, human resource andfinancial management system were put in place but were not properly linked for effective coordination ofoperations. Standardisation and consolidation of systems is an area that requires improvement. There wereno integrated business information systems and project management systems for effective management ofvarious projects. Control systems are largely manual making it difficult to carry out real time monitoring andevaluation of projects.

Styles

The participative style of leadership has been the most predominant. The immediate history did not have astyle of leadership that promoted participation and cooperation among staff as one family. Decision makingprocesses were centralised but this is part of the change processes taking place. The nature of REA that hasa significant number of professional staff means that a participative style of leadership promotes freedom, asense of belonging and productivity among highly qualified staff.

Coordination among departments requires further improvement in order to undertake various roles that requiremulti-disciplinary teams. Team members were now more cooperative than competitive.

Staff

The human capital in the organisation has been affected rather negatively from inception of REA. Gapsbetween staff establishment and filled up positions were identified and made the structure less effective. Forinstance, vacant positions of Engineer, Accountant, Financial Analyst and GIS Specialist among others werenot filled up. Only 59 per cent (42/71) of the staff establishment was filled up with a staff shortage of 41 percent. This tended to negatively affect the capacity of the institution to carry out its mandate effectively. Therewere no interdepartmental relationships for effective coordination of work flows.


Skills

The officers currently on the staff establishment were highly skilled and committed but the low staff numbersput too much strain on the available staff. There were however skills and capacity gaps in technical designs,technical feasibility studies for mini-hydro, interconnection of stand-alone grids to the main grid; single wireearth return designs, financial and economic modelling, procurement (PPP) and mechanical engineeringdepartments. Electrification of rural areas has largely been through solar and grid extension models. REA islargely a professional and knowledge organisation despite the staff shortages.

Competencies in people management skills including performance management skills need to be developedamong the Technical staff (Engineers). The JICA supported capacity building project had positive effects onproject planning for the technical staff but did not cover capacity building in soft or people management skills.

Shared Values or Core Values

The Authority established a code of ethics for all staff to follow. The previous strategic plan had establishedethos to guide the operations of the Board, management and staff in carrying out their respective mandates.The vision, mission and values are displayed in offices and on the computer screen saver for all staff to bereminded. In addition, REA is walking the talk in compliance with its core values in the procurement of goodsand services, recruitment of staff and interpersonal relationships among others. Such practices are indicatorsof adherence to the value system. The values are publicised for all staff and stakeholders to comply throughvarious publications of the Authority.

The value system was negatively affected in the recent past due to the weak interpersonal relationships amongstaff leading to the creation of two parallel structures within REA. However, this has changed with the changeof management and the employment of new officers from different backgrounds and orientations without anyassociation with the recent history of the Institution.

EXTERNAL ENVIRONMENTAL ANALYSIS

POLITICAL TRENDS(a) The political environment in Zambia is stable with change of government through democratic elections

over the years;(b) The national energy policy was recently revised;(c) There is an optimum governance benchmark that needs strengthening and sustenance;(d) Cooperating partners have positive perception of Zambia and have continued to give support to various

sectors of the economy;(e) The political competition in the governance of the country may expose some risks that could disrupt the

planning and implementation processes; and(f) Cooperating partners willing to continue providing support to the rural electrification programmes.

ECONOMIC POLICY FRAMEWORK(a) Stable economic policy environment over the years despite the change of government;(b) Economic growth has been around 6 per cent of the gross domestic product over the last five years;(c) The rate of inflation has been stable over the past five years;(d) Unemployment levels in the country are still very high;(e) The monetary policy has been stable over the last five years;(f) Changes in the foreign exchange market with the enactment of Statutory Instrument No. 55;(g) The fiscal policy of government has been within the budgetary provisions, though there is room for

improvement in light of the reported budget deficit of 8.5 per cent of GDP;(h) Government has launched unprecedented infrastructure development in roads and construction of social

infrastructure such as health and education facilities;


(i) Liberalisation of the electricity sector has provided opportunities for service providers in the electricitysector following the commercialisation of ZESCO Limited;

(j) High cost of investment in rural electricity infrastructure in a country with competing needs for variousnational requirements;

(k) Demand for electricity is high in both rural and urban areas;(l) Cooperating partners and other stakeholders are demanding for more collaboration, transparency and

accountability in the use of resources; and(m) Increased government investment in the ZESCO power generation capacity.

SOCIAL/CULTURAL TRENDS(a) The demographic distribution of the population indicates that 65 per cent of the population is below the

age of 25 years (in the reproductive age group);(b) The HIV and AIDS is still common but the infection rate has reduced significantly;(c) Early marriages especially in rural areas suggests that this young productive population will lead to an

increase in the population in rural areas;(d) The poverty levels particularly in rural areas have remained particularly high and putting pressure on their

capacity to afford various services such as electricity;(e) Prevalence of isolated households in many parts of rural Zambia as a cultural trend making it difficult to

provide services at community level.(f) The culture of employees getting involved in activities away from work such as attending funerals are

common;(g) Low rates of access to electricity in rural areas;(h) Abundant energy resources in the country to develop indigenous and renewable electricity generation;

and(i) Attitude of people towards public assets, without a sense of ownership.

TECHNOLOGICAL TRENDS(a) Increased use of satellite technology in research and scoping of areas from remote sites;(b) Developments in core technologies of renewable energies;(c) Technologically trained people on the market are in high demand;(d) The reduced cost of ICTs; and(e) Reduced cost of solar systems.

ECOLOGICAL / ENVIRONMENTAL TRENDS(a) Increasing pressure in using clean energy at the global stage with increasing availability of donors supporting

the promotion of clean energy;(b) The environment policy and legal framework were recently reviewed and updated to reflect on the increased

demand for more humane environmental management practices;(c) The cost of Environmental Impact Assessment tends to be high for projects;(d) Various environmental non-governmental organisations have been established to advocate for more

compliance in the environmental sector; and(e) Displaced communities are now demanding higher levels of compensation from the investors.

LEGAL AND REGULATORY ISSUESA number of statutes have been established that affect rural electricity service providers such as the following:(a) Conflicting pieces of legislation for players in the energy sector;(b) The Rural Electrification Act of 2003;(c) Environment Management Act;(d) Electricity Act; and(e) Energy Regulation Act.


SWOT ANALYSIS

Strengths Weaknesses

• Skilled workforce;• Public goodwill and support;• Well documented systems and procedures;• Dedicated and committed workforce;• Management operate in a transparent manner

in the procurement of goods, services andworks and make decisions using an objectivecriteria;

• A participative style of leadership;• The Rural Electrification Act depoliticizes the

work of REA;• Establishment of the REF

• Weak project management skills with delayedcompletion of projects;

• Long planning and procurement processes;• Visibility of REA in some project areas is not

always projected;• Human capital shortages due to inadequate

funding;• Failure to retain skilled staff;• Lack of integrated business information system;• Centralised structure without any regional

representation;• Manual monitoring, evaluation and control

systems;• Inadequate office space

Opportunities Threats

• Political environment in Zambia is stable withthe change of government through democraticelections;

• The policy framework for the energy sector isin place;

• Developments in core technologies ofrenewable energies;

• Goodwill of cooperating partners who havecontinued to financially support the sector;

• Goodwill of the public towards REA;• Government political will to continue supporting

the Rural Electrification;• Cost of ICTs declining;• Stable economic policy with continued GDP

growth;• Government launch of unprecedented

infrastructure development in roads andconstruction of social infrastructure such ashealth facilities and education facilities in ruralareas;

• The demographic distribution of the populationindicates that over 65 per cent of the populationis below the age of 25 years;

• Abundant energy resources in the country;• Low electricity access rates in rural areas but

with evident high demand for electricityservices;

• Increased investment in ZESCO’s powerrehabilitation and power new generationcapacity;

• Government mopping of committed funds atyear end for projects which were still running;

• Declining financing support to rural electrificationprogramme as per the Sixth NationalDevelopment Plan;

• Various environmental NGOs have beenestablished to advocate for more compliancein the environmental sector thereby affectingproject implementation phases;

• The ZEMA processes may negatively affect ruralprojects;

• Prevalence of HIV and AIDS, despite reducedinfection rates;

• Prevalence of isolated households in many partsof Zambia making it difficult to provide servicesat community level.

• The high cost of rural electricity infrastructureprojects;


(a) TransparencyIn the procurement of goods, services and works, executive decision making, transparency will be central toall the processes guiding Board, management and staff. As such all decisions made will be guided by verifiableobjective criteria. All members of staff will be availed the code of ethics as a reference point to guide themin their behaviour.

(b) AccountabilityIn the utilisation of resources, the Board and management will be guided by the principles of responsibilityand good governance and deal with various stakeholders in an equitable and transparent manner in orderto meet stakeholder expectations. The Board will submit the Annual Report and audited financial statementsto Parliament as a statutory body, six months after year-end.

(c) IntegrityIn discharging its functions, management and staff will find themselves in situations where they may have tomake decisions that bind the Authority. Management and staff will always practice the highest ethical standardsand honour and treat all stakeholders fairly with openness and appropriate etiquette.

(d) InnovativenessIn implementing the mission, the management and staff will always look for the innovative ways of meetingthe needs of stakeholders. The REA Team commits itself to the culture of continuous improvement. Themanagement and staff are committed to achieving the highest levels of performance through promoting aculture of innovation and ever-learning organisation.

(e) Diversity and InclusivenessThe projects implemented will always take account of diversity and inclusiveness for all stakeholders thus

KEY SUCCESS FACTORSKey Success Factors (KSFs) are key trends or events or processes that any player in a particular marketsegment needs to do very well for effective long-term sustainable performance and development. KSFs arenever confined to a company but to an industry. The KSFs for the Rural Electrification sector are as follows:

(a) Effective Project Management;(b) Ability to attract sustainable inflow of funds;(c) Effective organisation with skilled workforce;(d) Harness stakeholders into RE programmes; and(e) Efficient and effective procurement of works.

STRATEGIC DIRECTION 2014-2018

Vision Statement Mission Statement Core Values

“The premier provider ofelectricity infrastructure forrural areas”

“To provide electricityinfrastructure to rural areasu s i n g a p p r o p r i a t etechnologies in order toc o n t r i b u t e t o t h eimprovement of the qualityof life”

During the next five years ofthis Strategic Plan, theBoard, management andstaff of REA committhemselves to the followingvalues and ethos that willgovern their behaviour indischarging their mandate.


employees and external stakeholders. REA shall remain a non-discriminatory and an equal employment agencyof government in all its operations.

(f) Team WorkThe mandate of REA requires employees to discharge their functions in multi-disciplinary teams. In order topromote team spirit, management and staff will promote the culture of working in teams in discharging variousroles in implementing annual work plans.

(g) ExcellenceExcellence is the hallmark of the work of a professional organisation. The passion for quality will be the drivingforce for the Board and management as work outputs will guarantee improvement in the quality of life ofpeople in rural areas.

AREAS OF STRATEGIC FOCUS 2014-2018

During the five years of this plan, the Authority shall dedicate its resources towards the five areas of priorityas follows:

Area of Strategic Focus 1: Enhancing Resource Mobilisation for Rural Electrification

Key Actions(i) Increase and maintain number of financiers; and(ii) Develop donor coordination platform.

Area of Strategic Focus 2: Increasing Access to Electricity in Rural Areas

Key Actions(i) Develop Kasanjiku Mini Hydro Power Station in the Ntambu Rural Growth Centre;(ii) Undertake feasibility studies on Mini hydro development projects;(iii) Expand the National Electricity Grid;(iv) Carry out feasibility studies of other renewable energy technologies;(v) Promote solar energy solutions in rural areas;(vi) Implement solar energy projects;(vii) Promote the utilisation of alternative renewable energy technologies in rural areas;(viii) Carry out feasibility studies in biomass, geothermal and wind technologies; and(ix) Institute measures for increased access to electricity.

Area of Strategic Focus 3: Promotion of Private Sector Participation in Rural Electrification

Key Actions(i) Develop programmes for local and international resource mobilisation;(ii) Identify technical and financial partners for private sector development of Small Power Projects in

generation and distribution;(iii) Develop a framework on how to implement and manage capital subsidies for generation and distribution

projects;(iv) Develop a comprehensive framework for Small Power Projects (SPP) that includes technology specific

tariff structures and tariff review methodologies in conjunction with the Energy Regulation Board;(v) Establish or identify institutions for the generation, distribution and supply of electricity to rural areas;(vi) Undertake appropriate road shows to attract investors and participants in Small Power Projects; and(vii) Strengthen the institutional framework for the promotion of Small Power Projects (in conjunction with

ERB and ZESCO).


Area of Strategic Focus 4: Promotion and Communication of REA Programmes to Various Stakeholders

Key Actions(i) Review and update the communication strategy;(ii) Develop and implement appropriate information programmes;(iii) Production and dissemination of reports on rural electrification; and(iv) Promote print and electronic media institutional visibility.

Area of Strategic Focus 5: Strengthening Organisation Effectiveness

Key Actions(i) Develop institutional and human resource capacity building programmes;(ii) Review and enhance the ICT systems;(iii) Initiate and recommend the revision of the Rural Electrification Act;(iv) To develop a five year rolling plan based on the REMP;(v) Procure new office premises for REA head office;(vi) To enhance Monitoring, Evaluation and Control; and(vii) Review the Strategic Plan.

The detailed log-frame showing these areas of strategic focus, strategic objectives, strategies, planned outputs,performance indicators and means of verification are in the annex to this plan.

IMPLEMENTATION PLAN

The implementation of this plan shall be driven by the Chief Executive Officer with the guidance of the Boardof Directors. The elements of the implementation plan shall comprise the detailed log frame, the budget, themonitoring and evaluation and control mechanism.

The Board of Directors

In this plan, the Board of Directors have the overall responsibility of ensuring that this Strategic Plan isimplemented and the expected outcomes are realised. The Board through its quarterly meetings will receivereports from the Chief Executive Officer and top management on the status of strategy implementation againstthe annual work plans and budget among other matters. The Board shall ensure that there is a consistentalignment between this Strategic Plan and the organisation structure including other 7-S elements for effectiveimplementation. The Board will constantly review the organisation structure to enhance institutional effectivenessand capacity.

The Board Committees

The Board may review and strengthen the sub-committees of the Board to effectively monitor the operationsof the Authority. These sub-committees are composed of members of the Board as well members fromoutside the Board; i.e. private citizens with outstanding backgrounds in various appropriate fields of specialisation.The chairpersons of these sub-committees are elected from within respective sub-committees. These sub-committees will meet at least once per quarter and interrogate reports over the operations of the Authority.

Executive Management

The day-to-day implementation of this Strategic Plan shall be the full time responsibility of the Chief ExecutiveOfficer and the management team. The executive management team shall prepare annual work plans andbudget in line with the Strategic Plan. The detailed work plans and budget will be presented to the Board


through its committees for adoption and approval. Through the established systems and procedures, theChief Executive Officer shall ensure that the Strategic Plan is being implemented and any corrective actionis being done. The Board shall delegate to the Chief Executive Officer and the management team theresponsibility for the Strategic Plan implementation.

The Budget

The detailed budget for the Strategic Plan is as indicated in Annex 3 to the plan. The summary budget, bothoperational and capital, over the five-year Strategic Plan is as shown in Table 8 below.

Table 8: Summary Budget 2014-18

Strategic Focus

Details

ASF 1: Enhancing

resource mobilisation

for rural electrification

*ASF 2: Increasing

access to electricity in

rural areas

ASF 3: Promotion of

private sector

participation in rural

electrification

ASF4: Promotion and

communication of REA

programmes to various

programmes

*ASF 5: Strengthening

Organisational

effectiveness

Total

2014

289 200

309 015 000

800 000

2 110 000

47 221 235

359 435 435

2015

310 000

322 502 000

788 000

1 570 000

44 982 185

370 152 185

2016

354 000

301 061 000

1 029 000

1 470 000

38 851 080

342 765 080

2017

330 000

249 347 000

806 000

1 480 000

37 992 185

289 955 185

2018

327 650

260 989 000

600 000

1 485 000

39 781 080

303 182 730

NB: ASF 1 means Area of Strategic Focus No. 1

* ASF2 and ASF5 will have a 50 per cent cost sharing mechanism under procurement of vehicles

MONITORING AND EVALUATION OF THE PLAN

The Management shall undertake a detailed review of the Strategic Plan every year as part of the process ofupdating the Five-Year Rolling Plan. Management shall report to the Board through an appropriate committeewhich shall recommend to the Board any corrective measures it deems necessary to improve performance.The basis for the committee’s recommendations shall be a review of the log-frame and field visits to selectedsites.

The Chief Executive Officer shall monitor and evaluate the performance of the plan and report to Board ofDirectors on a quarterly basis. This will be done in line with the objectives and outputs that are identified


under each area of strategic focus. The key issues to be considered in the monitoring and review of the planshall include but not limited to the following:

(i) The overall performance and progress made against the set objectives, performance indicators andoutputs. Quarterly Progress Reports as well as quarterly management reports will play an important rolein the execution of the plan;

(ii) The top management team under the direction of the Chief Executive Officer will carry out half yearlyperformance reviews to assess the progress being made on the plan;

(iii) The implementation of the plan will be subjected to continuous internal audit and quality monitoringprogrammes as approved by the Audit Committee. The audit committee shall receive quality andcompliance assessment reports from the internal audit. This committee shall also receive the monitoringand evaluation reports. At the end of each financial year, an external audit shall be conducted andconcluded within three months after the year end; and

(iv) In addition to the audited financial statements, Management will prepare an Annual Report givingoperational highlights of performance against the plan. The Annual Report with the audited financialstatements shall be approved by the Board. The Board will lay the Annual Report with audited financialstatement before Parliament six months after the year-end.

The Monitoring and Evaluation Framework of the plan is in Appendix 2 of this document.

EXTERNAL REVIEW OF THE STRATEGIC PLAN

In the third year of implementation, there shall be an external review of this Strategic Plan set in motion bythe Board. A consultant will produce an independent evaluation report which will be submitted to the Boardand Management.

In the last year of the Strategic Plan, a consultant will be appointed to facilitate the review of the StrategicPlan and the formulation of the Plan for the subsequent period 2019 – 2023.

PRE-CONDITIONS AND ASSUMPTIONS FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN

Over the past five years, the financial allocations to the rural electrification programmes and REA have beendeclining. The mandate of REA is central to the government rural development agenda. With the commercialisationof ZESCO, REA is expected to provide rural electrification services where ZESCO may find it uneconomic toinvest.

(i) Assumptions are as follows: Government support and political will towards rural electrification;(ii) Government continues to fund the rural electrification projects;(iii) Cooperating partners continue to contribute to the Rural Electrification Fund; and(iv) Stability in the Board and Management over the life of the Plan.


APPENDICES


APPENDEX 1: LOGFRAME: STRATEGIC PLAN 2014 - 2018

StrategicObjectivesIncrease and

maintain number

of financiers.

Develop donor

coordination

platform

Strategy/PlannedActivities• Identify potential

financiers;

• write project

proposals;

• hold meetings with

potential financiers.

• Hold regular

meetings with

donors; Submit

audit reports,

Submit progress

reports.

Targets/PlannedOutput/Timing5 Financiers maintained

and 2 new financiers

attracted by December

2018.

4 Donor platforms

developed by June 2014.

PerformanceIndicatorNumber of financiers

maintained; number of

new financiers;

Amount of funds

Donor coordination

platform developed

Means ofVerificationNumber of

Agreements signed;

Financial reports

Meetings minutes;

Reports

Responsibility/ChampionSupport Services

Support Services

ResourceRequirementsHuman and financial

resources

Human and financial

resources

Assumptions/Risks

• Good political and

business

environment;

• Favourable donor

conditionality

• Good political and

business

environment;

• Favorable donor

conditionality

StrategicObjectives

To developKasanjiku MiniHydro PowerStation in theNtambu RuralGrowth Area

Strategy/PlannedActivities• Develop a business

model for thepower station

• Identify thecompany tooperate the powerstation

• Acquire land for theconstruction of thepower station

Targets/PlannedOutput/TimingFramework for theoperation developed - byMarch 2014Suitable companyappointed by July 30, 2014

Land acquired - byJanuary 2014

PerformanceIndicatorsSigned agreement withthe identified companyto operate the powerstation

Title deeds/ Consent

Means of Verification

Registration certificateof the company

Approval from Ministryof Lands/ Chief

Responsibility/ChampionSupport Services

Legal Department

ResourceRequirementsHuman and financialresources

Human and financialresources

Risks/ Assumptions

• Availability offunds; Availability ofhuman resource;sound economicmanagement

• Availability of funds;• Availability of

human resource;Political stability;

• Sound economicmanagement

AREA OF STRATEGIC FOCUS 2: INCREASED ACCESS TO ELECTRICITY IN RURAL AREAS

AREA OF STRATEGIC FOCUS 1: ENHANCE RESOURCE MOBILISATION PROGRAMMES


StrategicObjectives

Strategy/PlannedActivities

Targets/PlannedOutput/Timing

PerformanceIndicator

Means ofVerification

Responsibility/Champion

ResourceRequirements

Assumptions/Risks

• Procure EIAconsultant

• ConductCommunitymobilisation of thelocal people in theNtambu RuralGrowth Centre

• Hold six meetingswith thecommunity in theRGC

Apply for water rightsfrom National WaterResources Authority

• Procure consultant(owner’s Engineer)

• Prepare tenderdocument for EPC

• Design, review andsupervise the EPCcontractor

Procure EPCContractor

EIA Consultant acquired byJanuary 2014

Community support issecured and maintainedthroughout the projectperiod

Water rights acquired - byMarch 2014

• Consultant acquired byFebruary 2014

• Tender documentprepared by May 2014

• EPC Contractor Engaged-by August 2014

• EPC Contractor providesthe final designs byOctober 2014

• Final designs reviewedand approved by theOwner’s Engineer byNovember 2014

ZEMA approves EIA

Number of meetingswith the community(minutes) and feed-back records

Certificates for Waterrights

Number of EPC Tenderdocument supervisionand design reviews

Signed Contract

EIA certificate

Minutes/ Reports

Certificates obtained

EPC tender &approved designs

AG clearance letter ofContract

Procurement andSupplies

Support Services

Technical Services








• Availability offunds;

• Availability ofhuman resource;


• Availability ofhuman resource



• Political stability;sound economicmanagement






StrategicObjectives







Assumptions/Risks

Feasibility Studieson Mini Hydroprojects

To expand theNational Grid

Construct the powerstation

Acquisition ofGeneration andDistribution License

Selection of 5 MiniHydro sites to bestudied

Procure a Consultantto conduct Feasibilitystudies andEngineering Design

Selection of 10Projects from theREMP (Five YearRolling Plan)

Select threeRenewable energysites to be Studied(Biomass, Geothermal& Wind)

Hydro power station andother support facilitiesdeveloped by October 2015

Generation and DistributionLicense-June 2015

Ranking of selected sites-by January 2014

Feasibility Study Consultantappointed by May 2015Final feasibility study anddetailed Engineering designreports submitted February 2016

Award of Contracts-EveryJuly 2014-2018

Ranking of selected sites-March 2014

Power Generation

Number of Certificatesfor Generation andDistribution

Number of sitesselected

Number of Reportssubmitted

Number of Projectsexecuted

Number of Sitesselected

Completion certificateand handover

Certificates obtained

Approved of rank list

Approvaldocumentation andclose of contract

Commissioning andcompletion certificateaward


Technical Services

Technical Services

Technical Services

Technical Services

Technical Services

Technical Services



















• Availability offunds




StrategicObjectives







Assumptions/Risks

To carry outFeasibility studiesof otherRenewableenergytechnologies

To Promote SolarEnergy Solutionsin rural areas

To develop Solarenergytechnologies

To assess thevolume of Worksin Grid Extension

Appoint a consultantto conduct feasibilitystudies andEngineering DesignFeasibility studies arecarried

Promote the utilisationof alternativerenewable energytechnologies in ruralareas.

Select 8 solar projectsfrom the REMP (FiveYear Rolling Plan) peryear

Selection of Solarenergy Site to beStudied (Lunga &Chunga Mini Grid)

Conduct Feasibilitystudies andEngineering Designand construction (in-house)Quantify the kilometrescovered by theprojects

By August 2014 Consultantis appointed Completed Final feasibilitystudy and detailedEngineering design reportsreceived by December 2016

Undertake promotionalactivities from 2016-2018

Award of Contracts-EveryJuly 2014-2018

Ranking of selected sites-January 2014

Contracts award by October 2014

Actual tabulation of theworks done monthly 2014-2018



Number of Projectsexecuted

Number of Sitesselected

Project approved


Approvaldocumentation andclose of contract

Reports of meetingsand other promotionalactivities held

Commissioning andcompletion certificateaward


Community support forthe project;Commissioned project

Approved awardcontracts

TechnicalServices/Procurement

Support Services/Corporate Affairs

Technical Services

Technical Services

CEO/ TechnicalServices

Technical Services















• Political stability;• Sound economic

management• Availability of

funds;• Availability of

human resource;• Sound economic

management• Availability of

funds;• Availability of

human resource




StrategicObjectives







Assumptions/Risks

To develop aFive-Year RollingPlan based on theREMP

To promotestrategies forincreaseduptake ofelectricity in ruralareas.

Undertake baselinesurvey

Review the targetingcriteria for RGCs in theREMP to include newlycreated districtsamong others.Conduct a study toassess the level uptakeof electricity in ruralareas

Provide a matching-grant funding schemefor SMEs

Review the admissioncriteria into for thedefinition of the RuralGrowth Centres.

One baseline reportproduced by April 2014

Five Year Rolling Planreviewed produced annuallyduring the life of theStrategic Plan (2014-2018)

Assessment reportproduced by September2014

SMEs receive funding forconnection of electricity tosmall rural businesses

New and expanded RGCsestablished with increasednumber of beneficiaries.

Baseline Report

Five-Year Rolling Plan(FYRP) developed

Study report ofconnections toelectricity.

Number of SMEs/smallrural businessesfunded annually.

Revised admissionCriteria into definitionof RGC.

Baseline data collected

Board minutesindicating Newidentification criteria.

Assessment Report

Reports

RGC Review Report

Technical Services /Support Services

Technical Services

Support Services

Support Services

Support Services








• GRZ funding• Cooperating

Partners continuefunding











AREA OF STRATEGIC FOCUS 3: PROMOTION OF PRIVATE SECTOR PARTICIPATION IN RURAL ELECTRIFICATION

To develop anInvestment andmarketingcampaignprogramme forlocal andinternationalresourcemobilisationTo develop aframework onhow to managecapital subsidies

Establish oridentifyinstitutions for thegeneration,distribution andsupply ofelectricity to ruralareas;To developappropriate road

• Formulate aninvestment profilefor RuralElectrification;

• Develop a list ofpotential donors;

• Meet the potentialdonors into theRural Electrification

• Develop a capitalsubsidy framework;

• Monitoring ofundertakingsbenefiting from thesubsidy;

• Develop anapprovedmethodology fordetermination oftariffs for renewableenergy projects inconjunction withthe EnergyRegulation Board(ERB).

Award on acompetitive basiscapital subsidy toprivate firm;Monitoring ofundertakingsbenefiting from thesubsidy; conductingaudit inspections onprojects benefiting

• Investment profilesformulated by June 2014

• List of potential donorsprepared by August2014;

• Donors provide funds forRE by June 2015.

• Framework developed;• Undertakings benefitting

from subsidy monitored;• Methodology developed.

At least 3 Private institutionsidentified by 2018;10 Road shows conducted;Potential investors identified

Number of Investmentprofiles

Number of cooperatingpartners

Amount of funds raised

• Frameworkdocumentdeveloped;

• Subsidy MonitoringReports;

• Tariff Methodologydeveloped.

Number of privateinstitutions involved inthe generation,transmission andsupply of electricity inrural areas;Number of road showsconducted; Number ofpotential investorsattending road shows

Letters of submission

List of donors

Contract signed anddonor minutes

• SubsidyFramework;

• Subsidy MonitoringReports;

• Approvedmethodology fortariff determination

Field visits;Reports

Support Services

Support Services

Support ServicesCorporate Affairs

Finance/human/time



Availability of willingdonors

• Availability offinancial resources;

• Skilled humanresource;


management


• Skilled humanresource;

• Availability ofprivate firms in theelectricity sector,

• Willingness ofprivate firms tooperate in rural

StrategicObjectives







Assumptions/Risks


AREA OF STRATEGIC FOCUS 4: TO COMMUNICATE THE PROGRAMMES OF REA TO VARIOUS STAKEHOLDERS

shows forpotentialinvestors

from the subsidy; inconjunction with ERBfacilitate approval ofthe tariffs for the privatefirms in rural areas;Facilitate the powerpurchase agreementswith national electricityutility companyIdentify potentialinvestors; Preparepromotional materials;Hold road shows topromote private sectorparticipation

areas; Politicalstability; soundeconomicmanagement


• Skilled humanresource; availabilityof investors.


management

To review andupdate thecommunicationstrategy

To develop andimplementappropriateinformationprogrammes

To produce anddisseminate ofreports on ruralelectrification

• Procure Consultant• Conduct review

process• Organise meetings

with stakeholders• Organise facility

visits forstakeholders.

• Organise mediareceptions

Write reports on ruralelectrification;distribute reports onrural electrification

Consultant appointed byMarch 2015Consultancy reportsubmitted by June 2015

• 10 Meetings held• Field visits undertaken• Media receptions held

Annually for the period2014-2018

5 Annual Reports for theperiod 2014-18

RevisedCommunicationStrategy document

Number of meetingsheld with stakeholders

Number of field visitsconducted

Number of mediareceptions organisedNumber of reportsproduced anddisseminated tostakeholders

ContractReports

Meetings minutes

Reports

Media monitoring

Reports

Corporate Affairs

Corporate Affairs

Support Services




Availability of funds



StrategicObjectives







Assumptions/Risks

StrategicObjectives







Assumptions/Risks


StrategicObjectives







Assumptions/Risks

AREA OF STRATEGIC FOCUS 4: TO COMMUNICATE THE PROGRAMMES OF REA TO VARIOUS STAKEHOLDERS

StrategicObjectives







Assumptions/Risks

AREA OF STRATEGIC FOCUS 5: STRENGTHENING ORGANISATIONAL EFFECTIVENESS

• Skilled StaffResignations

• Availability of skilledFacilitators

To develop aninstitutional andhuman resourceCapacity BuildingPlan for REA on ayearly basis

Strengthen InstitutionalSystems:

• Conduct trainingneed assessment

• Send officers toattend identifiedtraining programmes

• BIS training• GIS Training• People soft software

for HR training• Financial and

economic modeling• Tailor made

specialized trainingprogrammes

• M & E Training• People management

skills• Contract

management

• Training needs identifiedfrom the PMS

• 50 per cent of officers aretrained each year

• Highly skilled staffdeveloped in variouscourses

• Training needsreport;

• The number of staffsuccessfully trained;

• No. of trainingcourses delivered.

• Tailor made coursesoffered for staff;

• Improved workoutputs/performance;

• Training attendanceregister;

• Certificates ofattendance

Human Resource andAdministration


• Availability of funds;• Availability of

human resource;• Political stability;• Sound economic

management

To promote printand electronicmediainstitutionalvisibility

• Produce bi-annualdocumentaries.

• Produce printmedia features/articles

• Facilitateproduction of newsitems

• 10 Documentariesproduced quarterly

• Features/Articlesproduced

• News itemsaired/published Annuallybetween 2014 -2018

Number ofdocumentaries/Features/articlesproduced and aired

TV programmes; Mediamonitoring

Corporate Affairs Human and financialresources


StrategicObjectives







Assumptions/Risks

• Increased Wage Bill• Create unhealthy

Competition

• Loss of Information• Misuse of

Information

To review andenhance the ICTSystems

• Procurementappreciation training

• training in hydroDesign;

• Training in PPP,Power Purchaseagreement

• Training in renewableenergy technologies

New structure adoptedand implemented in2014

• Engage a consultantto formulate therelevant ICT systems.

• Procure projectmanagementsoftware,

• HR People softsystems

• Procurementsoftware

• Recordsmanagementsoftware

• Electrical and civildesign softwarepackages;

• M&E Software;• Pastel Evolution• Procure software for

project management

• Effective structureimplemented by June2014

• Organisational structureby the year 2014

• Recruit new staff three orsix per year

Developed the BusinessInformation Systems byDecember 2015.

• Organisational• structure aligned to

Strategic Plan• Clear cut staff

succession Plan forall departs.

Improved flow ofinformation andcoordination

Board minutes

Appointment letters

Improved turnaroundTime

Human Resource andAdministration.

Support Services/Human Resource andAdministration




Parliament approvesthe proposed changes

• Availability of funds

• Time Management• GRZ funding


StrategicObjectives







Assumptions/Risks

Initiate andrecommend therevision of theRuralElectrification ActNo. 20. of 2003.

To enhanceMonitoring,Evaluation andControl

To Review theStrategic Plan2014 - 2018

To procure newREA officepremises

• Appoint a legalconsultant to reviewthe Act and the policyframework

• Makerecommendations tothe parent ministry(MMWED) on theidentified lacunas inthe current piece oflegislature

• Carry out 1 quarterlymonitoring andevaluation of projectsin each of the 10provinces

• Recruit anindependentconsultant toundertake a mid-termreview of theStrategic Plan;

• Appoint a strategicplanning consultantto review the 2014-2018 Strategic Plan

• Draft a revisedstrategic plan

• Identify pieces of landfor purchase

• Invite land owners tosubmit details of theirland;

• Enter in to a contract• Design conceptual

diagrams

Various pieces of legislationanalyzed by June 2014

Similar Institutions visited byJanuary 2015

40 monitoring and evaluationvisits annually

• Independent mid-termstrategy review consultantengaged by June 2016

• Strategic planningconsultant engaged byJune 2018

Build own offices byDecember 2016

Reviewed Act

Number of M&E reports

• Board Independentevaluation report

• Approved newstrategy

Sales contract

Review reports

M&E reports

Minutes of the boardmeeting

Board minutes

Legal

Support Services

CEO/ Support Services

CEO/HumanResources andAdministration.





StrategicObjectives

Planned Activities Performanceindicators (outputs /outcomes)

Informationcollectionmethods

Means ofverification


Performance targets Frequency Informationuse

Responsibility Criticalassumptions2014 2015 2016 2017 2018

StrategicObjectives







APPENDIX 2: MONITORING AND EVALUATION FRAMEWORK 2014-2018

1.1 Toincrease andmaintainnumber offinanciers

1.2 Todevelop donorcoordinationplatform

Identify potentialfinanciers; write projectproposals; hold meetingswith potential financiers

Hold regular meetingswith donors; Submit auditreports, Submit progressreports

Number of financiersmaintainedNumber of newfinanciers

Number of meetingsheldNumber of newdonors that disbursefunds for targetedprojects

6

1

4

1

7

1

4

1

8

1

4

1

8

0

4

0

8

0

4

0

MeetingsFora

Meetings

Number ofAgreementssigned;Financialreports

Minutes ofmeetings;Reports

Annually

Annually

Planning;Resourcemobilisation;Reporting;Accountability

Planning;Resourcemobilisation;Accountability;Reporting

SupportServices

SupportServices

Good politicaland businessenvironment;Favourable donorconditionalityattached.Good politicaland businessenvironment;Favourable donorconditionalityattached

2.1 To developMini HydroPowerStations inRural GrowthCentres

Develop a business modelfor the power station

Identify the company tooperate the power station

Developed businessmodel for the powerstation

0 1 0 0 0 Registrationcertificate ofthe company

Approvedbusinessmodel byERB

Annually Planning;Decisionmaking;Reporting

SupportServices

Availability offunds andhuman resource;successfulidentification ofinterestedcompany



StrategicObjectives






2.2 To conductfeasibilitystudies on MiniHydro projects

2.3 To expandthe NationalGrid

Acquire land for theconstruction of theKasanjiku Mini-HydroPower Station

Procure consultancyservices

Conduct Communitymobilisation of the localpeople in the NtambuRural Growth Centre.Construct the powerstation

Identification and selectionof Mini Hydro Sites to beStudied

Selection and executionof projects from the REMP(Five Year Rolling Plan)

Signed agreementwith the identifiedcompany to operatethe power stationTitle deed signed

Number ofConsultantsprocured

Number of meetingswith the community

Power GenerationStation Constructed

Number of sitesidentified andselected

Number of projectsselected andexecuted

0

1

1

1

0

1

10

0

0

2

1

0

2

15

1

0

0

1

1

1

15

0

0

0

1

0

1

10

0

0

0

1

0

1

12

Approval fromMinistry ofLands/ Chief

Field visits;Approved EIA

Meetings

Report review;Field visits

Field visits;Report review


Title deeds/Consent

Signedcontracts;ProgressReportsMinutes/Reports

Completioncertificate;Progressreports

Feasibilitystudy anddesignreportsScopes ofworks;Progressreports

Annually

Annually

Annually

Quarterly

Annually

Annually

Planning;Decisionmaking;Reporting

Planning;Decisionmaking;ReportingPlanning;Decisionmaking;ReportingPlanning;Decisionmaking;Reporting

Planning;Decisionmaking;ReportingPlanning;Decisionmaking;Reporting

Legal

TechnicalServices

SupportServices

TechnicalServices

TechnicalServices

TechnicalServices

Availability offunds andhuman resource;successfulapplication oflandAvailability offunds andhuman resource

Availability offunds andhuman resource

Availability offunds;ApprovedGenerationlicense;Availability offunds andhuman resource



StrategicObjectives






2.4 To conductfeasibilitystudies forother Renew-able energytechnologies2.5 To promotesolar energysolutions inrural areas

2.6 Toimplementsolar energyprojects

2.7 To assessthe volume ofWorks in GridExtension2.8 Developthe Five-YearRolling Plan(FYRP)

Identification and selectionRenewable energy Site tobe Studied (Biomass,Geothermal & Wind)

Conduct awarenesscampaigns on solarenergy solutions in ruralareas

Selection and executionof solar projects from theREMP (Five Year RollingPlan)

Identification and selectionof solar energy sites to bestudied (Lunga & ChungaMini Grid)Undertake baselinesurvey; Review anddevelop the targetingcriteria for RGCs in theREMP to include newlycreated districts amongother nationaldevelopments.

Number of sitesidentified andselected

Number ofawarenesscampaigns on solarenergy solutions inrural areas.Number of projectsselected andexecuted.

Number of projectsites selected

Five-Year RollingPlan developed

0

4

8

0

1

1

4

8

1

1

1

4

8

1

1

1

4

8

0

1

1

4

8

0

1





Field visits;Identificationand selectionof RGCs

Approvedrank list;ProgressReports

Approvaldocumenta-tion andclose ofcontractCommission-ing andcompletioncertificateawardApprovedrank list

Five YearRolling Plan

Annually

Annually

Annually

Annually

Annually




Planning;Decisionmaking;ReportingPlanning;Decisionmaking;Reporting

TechnicalServices

TechnicalServices/Procurement

TechnicalServices

TechnicalServices

TechnicalServices







StrategicObjectives






3.1 To developan Investmentand marketingcampaignprogramme forlocal andinternationalresourcemobilisation3.2 To developa frameworkon how tomanagecapitalsubsidies

3.3 Toestablish oridentifyinstitutions forthe generation,distributionand supply ofelectricity torural areas3.4 To developappropriateroad shows forpotentialinvestors

Formulate an investmentprofile for ruralelectrification programmes

Develop a capital subsidyframework

Develop an approvedmethodology fordetermination of tariffs forrenewable energy projectsin conjunction with theEnergy Regulation Board(ERB).Conduct audit inspectionson projects benefiting fromthe subsidy

Identify potential investors;Prepare promotionalmaterials; Hold roadshows to promote privatesector participation

Number ofInvestmentcampaignprogrammesNumber of privatepartners that haveinvested in ruralelectrificationprogrammesFrameworkdocumentdevelopedMethodologydeveloped

Number of privateinstitutions involvedin the generation ofelectricity in ruralareas

Number of roadshows conducted

1

1

1

1

0

1

1

1

0

0

2

1

1

1

0

0

2

1

1

0

0

0

0

1

0

0

0

0

1

1

Campaigns;Fora;Meetings

Frameworkreview

Methodologyreview

Biddingprocess;Auditinspections;Approvalmeetings

Road showsregister

ReportsMinutes ofmeetings

SubsidyFramework

Approvedmethodologydeveloped

Reports

Reports

Annually

Annually

Annually

Annually

Planning;Resourcemobilisation;Reporting



Resourcemobilisation;Planning

SupportServices

SupportServices

SupportServices

CorporateAffairs

Availability ofwilling donors

Availability offinancialresources;Skilled humanresource

Availability offinancialresources;Skilled humanresource;Willingness ofprivate firms tooperate in ruralareas;Availability offinancialresources;Skilled humanresource;availability ofinvestors.

Area of Strategic Focus 3: Promotion of Private Sector Participation In Rural Electrification Programmes


StrategicObjectives






4. 1 Reviewand updatethecommunica-tion strategy4.2 Developandimplementappropriateinformationprogrammes

4.3 Productionanddisseminationof reports onruralelectrification4.4 Promoteprint andelectronicmediainstitutionalvisibility;

Procure consultancyservices

Organise meetings withstakeholders;Organise facility visits forstakeholders.Organise media receptions

Write reports on ruralelectrification; distributereports on ruralelectrification

Produce bi-annualdocumentaries.

Produce print mediafeatures/ articles

Facilitate production ofnews items

Revisedcommunicationstrategy

Number of meetingsheld withstakeholdersNumber of field visitsconductedNumber of mediareceptions organisedNumber of reportsproduced anddisseminated tostakeholders

Number ofdocumentaries

Number ofFeatures/articlesproduced and aired

Number of newsitems produced

0

1

2

2

1

2

4

10

1

1

2

2

1

2

4

10

0

1

2

2

1

2

4

10

0

1

2

2

1

2

4

10

ProgressReports

Meetings;Field visits;Press briefingMediamonitoring

Meetings

Documentari-es produced;Features/Articlesproduced;News itemsaired/published

Meetings;Minutes

Meetingsminutes;Reports;

Meetingsminutes

Reports

Annually

Annually

Annually

Annually

Planning;Decisionmaking

Stakeholderand publicawareness

Planning;Decisionmaking

Stakeholderand publicawareness

CorporateAffairs

CorporateAffairs

SupportServices

CorporateAffairs

Availability offunds;Availability ofhumanresourceAvailability offunds;Availability ofhumanresource

Availability offunds;Availability ofhumanresource

Availability offunds;Availability ofhumanresource

Area of Strategic Focus 4: Communication and Promotion of REA Programmes to Various Stakeholders

0

1

2

2

1

2

4

10

StrategicObjectives







StrategicObjectives






4.5 Toproduce anddisseminateeducation andinformationmaterials

Produce quarterlynewsletters; brochuresand posters

Number of quarterlynewslettersproducedNumber of brochuresproducesNumber of postersproduced

4,000

10000

5,000

4,000

10,000

5,000

4,000

10,000

5,000

4,000

10,000

5,000

Quarterlynewsletters;brochures andpostersproduced

Reports Annually Stakeholderand publicawareness

CorporateAffairs

Availability offunds;Availability ofhuman resource;

4,000

10,000

5,000

5.1 To developan institutionaland humanresourcecapacitybuilding plan

5.2 Initiate andrecommend therevision of theRuralElectrificationAct No. 20 of2003.5.3 Initiate &recommend therevision of theenergy policyframework

Conduct Training needsassessment

Develop a capacityBuilding Plan

Conduct Job evaluationexercise;Review the OrganisationStructure

Make recommendationsto the parent ministry(MMWED) on the identifiedlacunas in the currentpiece of legislature

Make recommendationsto the ministry (MMWED)on the identified gaps inthe policy

Capacity Building plandeveloped and rolledoutPercentage of officerstrained each year

Job EvaluationConducted;OrganisationalStructure reviewed andadoptedReviewed Act

Revised Energy Policy

1

50%

1

0

1

1

50%

0

1

0

1

50%

1

0

0

1

50%

0

0

0

PerformanceAppraisals

Evaluation ofOrganisationalStructure

Review of thecurrent Act

Review of thecurrent EnergyPolicy

TrainingDatabase;TrainingReports;Certificate ofAttendanceNew structure/Organogram;Successionplan;

Reviewed Act

Draft EnergyPolicy

Annually

Annually

Annually

Annually

Planning anddecisionmaking

Planning anddecisionmaking

Decisionmaking;Policyguidance

Decisionmaking;Policyguidance

HumanResource andAdministration


Legal


Fundsavailability;HumanResource

Fundsavailability;HumanResource

Parliamentapproves theproposedchanges

Governmentaccepts request

1

50%

0

0

0

Area of Strategic Focus 5: Strengthening Organisational Effectiveness for Implementation of REMP


StrategicObjectives






5.4 To procurenew REAoffice premises

5.5 ToenhanceMonitoring,Evaluation andControl

5.6 To provideassurance onvarioussystems andproceduresemployed forsoundeconomic,efficient andeffectiveutilisation ofresources.5.7 To Reviewthe StrategicPlan 2014 to18

Procure REA officepremises and equipmentEstablish Provincial offices

Undertake theimplementation of aneffective result-based-monitoring and evaluationsystem

Install the BusinessIntelligence System forREAConduct financial auditson advance paid tocontractors;Conduct spot checksduring projectimplementation and aftercompletion; Financialmanagement audit of theAuthority

Undertake a mid-termreview of the StrategicPlan

REA office premisesprocuredProvincial officesestablishedNumber of M & Etrainings conductedNumber of staffprovided with trainingon Data Managementand quality assuranceNumber of staffprovided with trainingon Reporting Systems

Business IntelligenceSystem installed

Number of financialaudits conductedNumber of spotchecks conductedUtilisation of capitalfunds is within desiredpercentage targetsCompliance amongcontractors to setstandards

Strategic Planreviewed

1

4

2

20

20

1

5

10

85%

100%

0

0

5

1

15

15

1

5

12

90%

100%

0

0

0

1

10

10

0

5

12

95%

100%

1

0

0

0

0

0

0

5

10

100%

100%

0

0

0

0

0

0

0

5

10

100%

100%

1

Land salesagreement

WorkshopsAttendanceregisters

Review of thesystem

Review ofpayments;Inspection ofprojects;Review ofsystems

Desk review;Field visits;Meeting withStakeholders

Title deed

Trainingreports

ReportsFunctionalBISInternal andExternalAuditReports

EvaluationReport

Annually

Annually

Annually

QuarterlyandAnnually

Annually

Corporateimage;Administrativemandate

Planning;Programmemanagement;Accountability;ReportingMonitoringandEvaluation;

Complianceand decisionmaking

Planning;Programmeimplementa-tion; Decisionmaking

HumanResourceAdministration

SupportServices

Internal Audit

SupportServices

Availability offunds

Availability offunds andhuman resource;Managementand staff supportthe system (buy-in)

Managementand staff buy-into paradigmshift;Availability offunds andhumanresources


StrategicObjectives

Planned Activities

ASF1: Enhance Resource Mobilisation Programmes


APPENDIX 3: DETAILED BUDGET

SO 1.1

SO 1.2

ASF1 Total

Identify potential financiers; write project proposals;Hold meetings with potential financiersHold regular meetings with donors; Submit auditreports, Submit progress reports

2014 2015 2016 2017 2018

156 200

133 000

289 200

167 690

142 310

310 000

177 730

152 270

330 000

191 350

162 650

354 000

165 000

162 650

327 650

Totals

857 970

590 230

1 448 200

ASF2: Increased Access to Electricity in Rural Areas

SO 2.1

SO 2.2

SO 2.3

SO 2.4

SO 2.5

SO 2.6

(a) Acquire land for the construction of theKasanjiku Mini-Hydro Power Station

(b) Conduct Community meetings of the localpeople in the Ntambu Rural Growth Centre.

(c) Develop a business model for the power station(d) Identify the company to operate the power

station(e) Procure consultancy services(f) Construct the power stationIdentification and selection of Mini-Hydro Sites tobe StudiedSelection and execution of projects from the REMP(Five Year Rolling Plan); conduct and monitorcommunity mobilisation meetingsIdentification and selection Renewable energy Siteto be Studied (Biomass, Geothermal & Wind)Conduct awareness campaigns on solar energysolutions in rural areas; Promote utilisation ofappropriate technologies of renewable energysourcesSelection and execution of solar projects from theREMP (Five Year Rolling Plan)

18 840 000

4 950 000

254 340 000

-

135 000

28 750 000

27 280 000

4 950 000

270 137 000

5 000 000

135 000

15 000 000

11 880 000

9 900 000

257 146 000

5 000 000

135 000

15 000 000

10 000 000

4 950 000

214 262 000

5 000 000

135 000

15 000 000

165 000

-

-

235 854 000

135 000

15 000 000

68 000 000

24 750 000

1 251 480 000

15 000 000

675 000

88 750 000

StrategicObjectives

Planned Activities


2014 2015 2016 2017 2018 Totals

SO 3.1

SO 3.2

SO 3.3

SO 3.4

ASF3 Total

Formulate an investment profile for ruralelectrification programmesDevelop a capital subsidy framework; Develop anapproved methodology for determination of tariffsfor renewable energy projects in conjunction withthe Energy Regulation Board (ERB).Conduct audit inspections on projects benefitingfrom the subsidyIdentify potential investors; Prepare promotionalmaterials; Hold road shows to promote privatesector participation

120 000

286 000

194 000

200 000

800 000

170 000

-

318 000

300 000

788 000

289 000

-

440 000

300 000

1 029 000

250 000

-

356 000

200 000

806 000

-

-

400 000

200 000

600 000

829 000

286 000

1 708 000

1 200 000

4 023 000

SO 2.7

SO 2.8

ASF2 Total

Identification and selection of solar energy sites tobe studied (Lunga & Chunga Mini-Grid)Initiate and recommend the Update the REMP toinclude new RGCs.

2 000 000

309 015 000

-

322 502 000

2 000 000

301 061 000 249 347 00010 000 000260 989 000

4 000 000

10 000 000

1 462 655 000

Area of Strategic Focus 3: Promotion of Private Sector Participation in Rural Electrification Projects

Area of Strategic Focus 4: Communication and Promotion of REA Programmes to Various Stakeholders

SO 4.1SO 4.2

SO 4.3

SO 4.4

SO 4.5

ASF4 Total

Procure consultancy servicesOrganise meetings with stakeholders; Organisefacility visits for stakeholders; Organise mediareceptionsWrite reports on rural electrification; distributereports on rural electrificationProduce bi-annual documentaries; Produce printmedia features/ articles;Facilitate production of news itemsProduce quarterly newsletters, brochures andposters

-600 000

150 000

1 200 000

160 000

2 110 000

150 000600 000

160 000

500 000

160 000

1 570 000

-650 000

160 000

500 000

160 000

1 470 000

-650 000

170 000

500 000

160 000

1 480 000

-650 000

175 000

500 000

160 000

1 485 000

150 0003 150 000

815 000

3 200 000

800 000

8 115 000


StrategicObjectives

Planned Activities 2014 2015 2016 2017 2018 Totals

SO 5.1

SO 5.2

SO 5.3

SO 5.4

SO 5.5

SO 5.6

SO 5.7

ASF5 TotalGrand Total

a) Conduct Training needs assessment; Developa capacity Building Plan

b) Conduct Job evaluation exercise; Review theOrganisation Structure

c) Undertake payroll management and review-payment of salaries, gratuities, leave pay etc.

Make recommendations to the parent ministry(MMWED) on the identified lacunas in the currentpiece of legislatureMake recommendations to the ministry (MMWED)on the identified gaps in the policyProcure REA office premises and equipment;establish provincial offices; procure vehiclesa) Undertake the implementation of an effective

result-based monitoring and evaluation systemb) Installation of the Business Intelligence System

for REAConduct financial audits on advance paid tocontractors;Conduct spot checks during project implementationand after completion; Financial management auditof the AuthorityUndertake a mid-term and final review of theStrategic Plan

33 435 235

-

-

4 160 000

9 520 000

106 000

-

47 221 235359 435 435

34 001 080

-

-

1 960 000

2 450 000

110 0000

330 000

38 851 080342 765 080

32 447 710

-

-

1 960 000

2 170 000

120 000

-

37 992 185289 955 185

32 447 710

-

-

2 060 000

3 150 000

120 000

450 000

39 781 080303 182 730

132 638 685

-

-

14 100 000

24 460 000

566 000

780 000

172 544 6851 665 490 615

33 742 185

-

-

3 960 000

7 170 000

110 000

-

44 982 185370 152 185

Area of Strategic Focus 5: Strengthening Organisational Effectiveness for Implementation of REMP

Rural Electrification AuthorityPlot No 5033, Longolongo Road

Post Net Box 349Private Bag E891Lusaka, Zambia

Documents

STRATEGIC PLAN - University of Lusaka · Rural Electrification Authority Strategic Plan 2014-2018 iii Foreword Since 2006 when the Rural Electrification Authority (REA) became operational,