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Department Of Planning

The Department of Planning and Information System

Departmental Objective: To initiate and facilitate the physical and socio-economic development of the town.

Functions of the Department:

  1. To identify vacant land for immediate and future development,
  2. Creation of plots
  3. Re-zoning of land
  4. Providing advice to the public on land use
  5. Approval of building plans
  6. Urban regeneration and renewal
  7. Provision of green spaces
  8. Socio-economic planning
  9. Strategic planning
  10. Environmental planning
  11. HIV/AIDS mainstreaming
  12. Gender mainstreaming
  13. Updating of Kasama District Development Plans
  14. Updating of the district Situation analysis
  15. Implementation of Constituency Development Funds
  16. Implementation of Ward Development Fund

The department is headed by the Director of Planning and Information System and assisted by the District Planning Officer who directly supervises five (05) sections namely;

  • Socio-economic Planning Section
  • Physical Planning Section
  • Surveying Section
  • Building inspectorate
  • Information Technology Section and
  • District HIV/AIDS Section


Undertake baseline and sample surveys from communities on the use & development of Socio-economic resources and activities.
Liaise with the Provincial Planning Unit (PPU) on Socio-economic Planning issues being carried out in the District.
Support strengthening of vertical and horizontal sub-district community structures in a participatory manner.
Undertake effective preparation of project proposals to enhance resource mobilization for sustainable development.
Integrating Physical and Socio-economic Planning approaches in Strategic Plans of the District/Council and align them to the Provincial and National Plans.
Coordinating with Council departments/units and other sector planners in managing the project management cycle at District level (e.g. Constituency Development Fund, Ward Development Fund projects and other district projects).
Ensuring integration of citizen participation & gender participation in Council planning procedures.


Physical planning Section

This section is charged with the following mandates and responsibilities:

 Advise the District Assembly on national policies on physical planning, land use and development;

 Co-ordinate activities and projects of departments and other agencies including Non-Governmental Organizations to ensure compliance with planning standards;

 Assist in preparation of physical plans as a guide for the formulation of development policies and decisions and to design projects in the district;

 Assist to identify problems concerning the development of land and its social, environmental and economic implications;

 Advise on setting out approved plans for future development of land at the district level;

 Advise on preparation of structures for towns and village within the district;

 collaborate with the Survey Unit in the performance of its functions;

 facilitate and participate in research into planning in the district;

 Assist to offer professional advice to aggrieved persons on appeals and petitions on decisions made on their building;

 facilitate consultation, co-ordination and harmonization of developmental decisions into a physical development plan;

 assist to prepare a District Land-Use Plan to guide activities in the district;

 Advise on the conditions for the construction of public and private buildings and structures;

 assist to provide the layout for buildings for improved housing layout and settlement;

 ensure the prohibition of the construction of new buildings unless building plans submitted have been approved by the Council;

 advise and facilitate the demolition of dilapidated buildings and recovery of expenses incurred in connection with the demolition;

 ensure the prohibition of the use of inflammable materials in the construction or repair of buildings in defied areas;

 advise the Council on the sitting of bill boards, masts and ensure compliance with the decisions of the Council;

 Advise on the acquisition of landed property in the public interest; and

 undertake street naming, numbering of houses and related Issues.




Placement and Re-Establishment of Property Boundaries Coordinates and manages accurately the placement and re-establishment of property boundary beacons in order to preserve integrity of plot boundaries
Road marking Coordinates and manages the pegging out of road reserves in order to guide road construction
Survey Report To prepare field survey reports in order to produce general purpose plans
Geographical Information System (GIS) Coordinates effectively the capturing and processing of  spatial data in order to prepare base maps
Performance management Manages effectively the implementation of performance management system in order to improve and sustain performance
Management Manages the human resources and equipment in order to enhance the operations of the section


The building inspectorate section for Kasama municipal has as two officers which includes;

  • Senior Building Inspector
  • Building inspector

Among the duties for the building inspectorate section includes;

Building Inspections

Supervises and undertakes timely stage inspection of buildings in order to ensure compliance with set standards. The stage inspections are carried out at every stage of construction and they are broken down into the following.

  • Setting out
  • Concrete footing
  • Blockwork in substructure
  • Concrete slab
  • Blockwork in superstructure
  • Lintel
  • Roofing
  • Electricals
  • Plumbing
  • Finishes and
  • External works

After the structure has been furnished, the building inspectorate section conduct a final inspection with the public health inspectors and the fire-fighting officers prior to issuance of the occupancy certificates.

Illegal Structures

Supervises and undertakes the timely identification and reporting of illegal structures in order to facilitate appropriate interventions. The building inspectorate section conduct developmental control from time to time and during this exercise it identifies illegal developed structure.

Business levy inspections

The building inspectorate section conduct inspection for business premises prior to the issuance of business permits. After caring out inspection it recommends whether the business levy is to issued or not.

Building plans scrutiny

The senior building inspector is the chairman of the building plans scrutiny committee which encompasses the town planner, architect, civil engineer, chief fire-fighting officer, public health inspector and the senior legal assistant. In this committee applications for the planning permission to develop are scrutinized and approved or disapproved in regards to the building regulations and the urban and regional planning act of the no3 of 2015.

Report Compilation

Supervises and undertakes timely the compilation of building inspection reports in order to inform and enhance decision making.

Performance management

Manages effectively the implementation of performance management system in order to improve and sustain performance.


Manages human, financial and material resources enhance the operations of the department.


 Information Technology Section

  1. Liaison between information technology and the public through the online platform.
  2. Responsible for the construction and maintenance of the information technology infrastructure.
  3. To ensure that the organisation acquisition and use of information technology and computer systems fit in the goals and objectives of the organisation as a whole.
  4. To ensure that the information technology systems activities undertaken by the users satisfy demands and not to be sub-optimal to the overall system goals and organisation objectives.
  5. Ensure that members of the public are informed on the latest developments through the website


The section is responsible to coordinate response strategies to HIV/AIDS to ensure effective HIV/AIDS mainstreaming in the district through various District Developmental and Social Service plans and HIV/AIIDS wellness workplace programs using a muilt-sectoral approach.

Roles and Responsibilities

General purpose: To design, plan co-ordinate response strategies to HIV/AIDS, in order to ensure that all district developmental and social service plans mainstream HIV/AIDS using a muilt-sectoral approach.


Some of the responsibilities include;


  • Policy: Providing policy guidance to Local Authorities on the National decentralised multi-sectoral response and support the Planning Department and sub-district structures to interpret and facilitate implementation of Government mainstreaming policies in all developmental programmes.
  • Liaison, Information sharing and Co-ordination :Support the Local Authority through the HIV and AIDS Committee to effectively co-ordinate the local response in line with the priorities of the national HIV and AIDS Strategic Framework
  • Planning, Programme Development and Budgeting :Support the Local Authority in the preparation of costed District Developmental Plans and ensure mainstreaming of HIV and AIDS, Gender and Human Rights in sector developmental plans
  • Supervision : Co-ordinates and supervises the activities of the decentralised HIV multi-sectoral response at District and Sub-district level
  • Research :Support the undertaking of HIV and AIDS research activities at the sub national level and participate in the generation of evidence based plans based on the research findings
  • Monitoring and Evaluation :Facilitate the collection, storage, retrieval and analysis of the local data on HIV and AIDS for planning and decision making at various levels of the Local Authority
  • Performance Management: Participate in annual horizontal and vertical management functions of the Local Authority.
  • Capacity Building :Provide expertise and technical assistance to implementing partners at District and Sub-district levels
  • Management and Staff Development ;Facilitate staff development and training in HIV/AIDS and Gender mainstreaming at District and Sub-district levels

Perform any other duties assigned by the relevant directorate of the Local Authority.


In order to effectively coordinate the HIV response in the District the District AIDS Coordination Advisor (DACA) works closely with the District HIV/AIDS Committee (DHAC) formerly known as the District AIDS Task Force (DATF). The committee coordinates, facilitates, supervises and monitors the implementation of HIV/AIDS policies and programs in the district. The DHAC receive technical, financial and administrative support from NAC and other partners and also receive technical and secretariat support from District AIDS Coordination Advisors (DACAs).


Some of the tasks of the DHAC include but not limited to the following:


  • Interpreting national policies to guide the district response
  • Recording and maintaining a database of HIV/AIDS response in the district
  • Monitoring and Evaluation of the local response
  • Compiling quarterly reports for submission to the DDCC and PATF
  • Developing HIV and AIDS district response plans
  • Building capacity of stakeholders in HIV and AIDS response
  • Facilitating the formation and training of Community AIDS Task Forces (CATFs)
  • Contributing to the development of IEC materials to suit local needs
  • Advocacy for resource mobilization (human, material and financial) for the local response
  • Documenting and disseminating examples of best practices


At community level the DHAC facilitates the formation and training of Community AIDS Task Forces (CATFs).Normally, CATF catchments are aligned to ward boundaries or Area/Resident Development Committees (A/RDCs) catchments. Where these areas are vast in terms of geographical coverage and or population density, wards can be further sub-divided to form Zonal AIDS Task Forces (ZATFs) or Village AIDS Task Forces (VATFs). At community level, all community-based organizations (CBOs) are coordinated by the CATFs. CATFs are in charge of coordinating, supervising and monitoring HIV/AIDS activities at community level.

Routine Activities

  1. Conducts HIV Testing on all public events in order to create demand on HIV services
  2. Commemoration of HIV testing counselling and treatment day (HTCT) on 15th August, every year.
  3. Conducts pre-HTCT celebration some of the services offered include but not limited to the following;
  • HTC (HIV Testing and Counselling)
  • VMMC (Voluntary Male Medical Circumcision)
  • Cervical Cancer Screening
  • Condom distribution
  • BP checkups
  • Sexual reproductive Health education
  • Drama through sensitization


  1. Conduct pre-world AIDS Day community activities between October to November 30th
  2. Conduct Actual World AIDS day Commemoration services prio to World AIDS day held in the evenings of 30th November
  3. Facilitate and coordinate the 16 days of activism against GBV from 25th to 10th December



District HIV and AIDS response Structure


Structure Responsibilities Composition Meets Reports to


Reviews and promotes

best practices.

Consultative and

information sharing

Representatives of

key stakeholders

Bi- Annual  
DHAC Coordinates activities,

and functions of

the Pillars. Produces

technical and financial


Chair person


District AIDS


Advisor (DACA)


Theme group


Quarterly DDCC
Pillar 1: Prevention


Bio medical – led

by MoH

Non- bio medical

(TBD by district


Plans and coordinates

district prevention

activities, in line

with national output


Disseminates National

prevention service

guidelines to district



dealing with


Monthly DHAC
Pillar 2: Treatment,

Care and Support

Committee -Led

by MoH

Plans and coordinates

treatment services and

ensure availability of

service guidelines


dealing with

treatment, care

and support

Monthly DHAC
Pillar 3: Impact



Led by Community


Plans and coordinates

support services

for CBOs. Ensure

availability of impact

mitigation service



of stakeholders

dealing with

mitigating the


impact of HIV/


Monthly DHAC
Pillar 4*:Response


(Broken down into

3 Technical Working

Groups: Resource




M&E and Research)


the capacity of

stakeholders including

workplaces, community

AIDS task forces (CATFs)

chiefdoms, wards, faith based



organizations and

private institutions

to successfully

plan, integrate, and

implement HIV/AIDS

policies, plans and services. Creates

district database

and management

information systems

to enable the district

to collect, collate,

store, analyze and use

data for participatory

decision making.

Identifies gaps in HIV/

AIDS policies, services,

social response or

support and advocates

for more services,

policies, social support

and rights

Resource mobilization


dealing with

capacity building

of decentralized



officers and

monitoring and

evaluation officers

from stakeholder


Key leaders

in the district

(e.g., religious

leaders, members

of parliament,


leaders and

business men)





Represent CATFs at

the DATF forum to

share experiences and

lessons learnt


representatives of


Quarterly DHAC executive





The Zambian government’s response to HIV/AIDS is built around the “Three Ones” principle. The Principle describes the importance of Stakeholders agreeing on one unified strategic plan, one coordinating structure and one monitoring and evaluation system.

1 Identifying and engaging district stakeholders

In order to build a sustainable HIV/AIDS response, the DATF should foster links among stakeholders and communities where activities are taking place. The DHAC executive should register all stakeholders implementing HIV and AIDS activities in the district stakeholders’ directory. Apart from the name of the stakeholders, contact details, areas of operations, activities done, the stakeholders inventory should also include the expectations of stakeholders from DHAC and vice versa.( Refer to the e-mapping stakeholder form) Stakeholders in the HIV/AIDS response include:

  • All public sector line ministries
  • local authorities
  • Civil Society, Community-Based Organizations including NGOs, Faith-Based Organizations, People Living With HIV (PLWHIV), women’s organizations, traditional leaders, and youth associations;
  • Private sector, local businesses, private health institutions and traditional health practitioners

Each stakeholder should be invited to send a representative, preferably someone working on related issues within the organization and who has some authority to influence the organization’s actions. All key stakeholders working with the district HIV&AIDS response should be involved in the DHAC’s tasks of conceptualizing, planning, implementing, monitoring, and evaluating the HIV/AIDS response at the district level. An important means for engaging political, traditional, religious and business leaders is to communicate with them regularly and show them respect. This involves inviting them to officiate at events, to participate in planning sessions and to make presentations at forums. DHAC stakeholders’ participation in the DHAC should be fully supported by their organizations and the stakeholders should represent the organization’s voice.

2 Mapping stakeholders

To be an effective coordinating body, DHAC’s needs to know which organizations are operating in their districts and what HIV/AIDS-related activities or services they provide. To identify stakeholders, the DHAC should map these organizations and their activities to identify in which areas there is good representation and adequate services and where they are lacking. The DHAC should maintain a current list of all stakeholders including contact information, targets and services charted on a map of the district by catchment/ward area. Each new stakeholder should complete the Stakeholder Identification Form (To be included in the tools section) and this information should be routinely entered into the master list. This list should be accessible to all DATF members. Stakeholder maps should be updated regularly, and contact persons, numbers and other details should be verified.

The comprehensive list should be reviewed regularly to identify any gaps in stakeholder or service representation. The DHAC should outline a process to mobilize stakeholders to fill these gaps.

3 Roles of DATF stakeholders

  • Attend meetings.
  • Align their programme to the District HIV and AIDS strategic and operational plans.
  • Participate in the development and implementation of the Strategic, operational and joint M&E plans.
  • Proactively share information about their organization’s and DHAC activities.
  • Form strategic partnerships in the implementation of HIV and AIDS activities in the district.
  • Actively participate in the commemoration of district and national events.
  • Participate in resource mobilization to support DHAC activities. 

4 Stakeholder meetings

The DATF should conduct quarterly stakeholder meetings to involve all stakeholders in the actions of the DHAC, coordination of response, decision-making processes and information sharing. In preparing and conducting stakeholder meetings, the DHAC should ensure:

  • Stakeholders receive notice of meetings and agenda at least 7 days in advance (a sample agenda is included in the tool sections).
  • Attendance is documented and tracked to evaluate stakeholder participation
  • Minutes are taken and kept on file to document sharing of information and stakeholder involvement. Where follow-up is needed, there is documentation in the minutes that reports the action taken.
  • Minutes adhere to the DHAC minute guidelines and are distributed to stakeholders. (Sample meeting minutes are included in the tools section)


5 Stakeholder agreements – Memorandum of Understanding (MOU)

Where appropriate, the DHAC should formalize their agreement with each stakeholder by drafting a Memorandum of Understanding (MOU).


6 Memorandum of Understanding

An MOU is a formalization of an agreement into a set of principles rather than a business agreement or Contract.  It can also be called a memorandum of agreement. Similar to a contract, an MOU outlines an agreement between two parties/organizations and spells out actions and deadlines to which all parties agree to adhere. An MOU is not, however, binding like a contract because a contract includes legal components such as replacing a loss, risk-sharing and others. An MOU primarily outlines a shared project or set of activities but does not include penalties for any violations of the agreement.

For the DATF stakeholders, an MOU:

  • Enhances the coordinated response,
  • Formalizes the agreement, and
  • Defines the operational relationship and member obligations.


7 Components of an MOU

Every MOU should include several specific components that:

  • Help the agencies’ clients
  • Are feasible (e.g., do not create an overwhelming amount of paperwork or require unrealistic staff efforts)
  • Withstand personnel changes
  • Include a process for assessment after a specific period of time
  • Include monitoring provisions to help determine how the agreement is working.


Some basic components of an MOU are:

  • Names of the agencies signing the MOU and the signatures of the leadership of the organizations
  • Details about the activities under the agreement: who, what, when, where, how and for what period of time
  • Other components that may be included are financial incentives, reporting requirements and Confidentiality statements.