The World Bank Water Supply and Sanitation Services in Growth Centers: Program for Results (PforR) (P179237) Program Information Document (PID) Concept Stage | Date Prepared/Updated: 21-Mar-2023 | Report No: PIDC270344 Mar 21, 2023 Page 1 of 11 The World Bank Water Supply and Sanitation Services in Growth Centers: Program for Results (PforR) (P179237) BASIC INFORMATION A. Basic Program Data OPS TABLE Country Project ID Parent Project ID (if any) Program Name Zambia P179237 Water Supply and Sanitation Services in Growth Centers: Program for Results (PforR) Does this operation Region Estimated Appraisal Date Estimated Board Date have an IPF component? EASTERN AND SOUTHERN 27-Nov-2023 01-Jul-2024 Yes AFRICA Financing Instrument Borrower(s) Implementing Agency Practice Area (Lead) Program-for-Results Republic of Zambia Ministry of Water Water Financing Development and Sanitation, Ministry of Finance and National Planning Proposed Program Development Objective(s) To strengthen commercial utilities’ operational efficiency and governance for improved access, quality, and financial sustainability of WSS service delivery. COST & FINANCING FIN_SRC_TABLE1 SUMMARY (USD Millions) Government program Cost 750.00 Total Operation Cost 25.00 Total Program Cost 22.50 IPF Component 2.50 Total Financing 25.00 Financing Gap 0.00 FINANCING (USD Millions) Total World Bank Group Financing 25.00 Mar 21, 2023 Page 2 of 11 The World Bank Water Supply and Sanitation Services in Growth Centers: Program for Results (PforR) (P179237) World Bank Lending 25.00 Concept Review Decision The review did authorize the preparation to continue B. Introduction and Context Country Context 1. Zambia is a landlocked Sub-Saharan country sharing boundaries with the Democratic Republic of Congo; Tanzania; Malawi; Mozambique; Zimbabwe; Botswana; and Namibia; and Angola. The administrative and economic capital city is Lusaka. Zambia operates a three-tier governance system consisting of the national, provinces and districts. There are ten provinces which are further subdivided into 118 districts. 2. Economic situation and debt. In the past decade, Zambia has struggled to sustain the high economic growth rates that it achieved in the 2000s. Between the years 2000-2010, Zambia experienced a remarkable growth acceleration, growing at an average rate of 7.4 percent per year. As a result, in 2011, Zambia was classified to lower middle-income status. Since then, GDP growth has decreased. Between 2011-2021, GDP grew at an average of 3.6 percent per year, which led to Zambia being reclassified back again to low-income country status in 2022 with a GDP of approximately US$21 billion in 2021 (US$1,100 per capita). The visible break in Zambia’s economic trajectory is attributed to the collapse of copper prices, weak fiscal discipline, excessive public borrowing, and increasing weather shocks, which has led to unsustainable macro imbalances. The COVID-19 pandemic hit a struggling economy and further weakened Zambia’s growth prospects, accentuating macroeconomic vulnerabilities, culminating into an external debt service default in November 2020. Weak and inefficient service delivery further exacerbates fiscal pressure. For example, between 2001 and 2017, the Commercial Utilities (CUs) supplying Water and Sanitation (WSS) services lost an estimated US$858 million due to high levels of Non-Revenue Water (NRW) and low bill collection efficiency. 3. Zambia’s growth only benefitted a small segment of the urban population, with limited impact on poverty.1 Zambia has a population of about 19 million (2021)2, with approximately 8.6 million or 54 percent of the population living below the national poverty line in 2015.3 It is estimated that 45 percent (2021) of the population lives in urban areas, with an annual urban population growth rate of 4.1 percent.4 Poverty remains pervasive in the periphery of the country outside the main corridors of production and connection routes. Poverty remains high also in densely populated unplanned settlements within the main urban centers, especially in Lusaka and the Copperbelt, where conditions are crowded and services, like water supply and sanitation (WSS) are limited. Conservative estimates suggest that Zambia loses US$194 million every year because of poor sanitation, a loss equivalent to 1.3 percent of the country’s gross domestic product (GDP) annually5/6. 1. Climate change impacts pose significant challenges and threats to Zambia’s development. Over the past 40 years, climate change impacts have resulted in increased variability of temperature and precipitation patterns in Zambia resulting in more frequent weather-related disasters such as floods, droughts, and landslides7 which have negatively 1 https://www.worldbank.org/en/news/press-release/2019/02/14/new-country-partnership-framework-to-support-zambia-achieve-inclusive-growth 2 https://data.worldbank.org/indicator/SP.POP.TOTL?locations=ZM 3 https://data.worldbank.org/indicator/SI.POV.NAHC?locations=ZM 4 https://data.worldbank.org/indicator/SP.URB.GROW?locations=ZM 5 http://sanitationandwaterforall.org/?wpdmact=process&did=NDIwLmhvdGxpbms 6 https://apps.who.int/iris/bitstream/handle/10665/75140/WHO_HSE_WSH_12.01_eng.pdf?sequence=1&isAllowed=y 7 https://climateknowledgeportal.worldbank.org/country/zambia/vulnerability Mar 21, 2023 Page 3 of 11 The World Bank Water Supply and Sanitation Services in Growth Centers: Program for Results (PforR) (P179237) impacted Zambia’s economy and people’s well-being. Key climate impacts include, among others, reduced water availability during the dry season (minimum for 6 months of the year), flooding and poor water quality during the wet season, poor human health outcomes including transmission of water-borne diseases such as cholera & diarrhea (exacerbated by climate events) as well as climate-related diseases such as malaria, and reduced agriculture productivity. This trend is set to continue with climate models showing that temperature is projected to increase in the next decades, resulting in a higher hot-day-frequency, lower cold-day-frequency, an increase in rainfall intensity and frequency, and more extreme weather events, such as droughts and floods. The direct economic losses from the agricultural and productive sectors (hydropower) are estimated to be US$75 million on average per year, and to increase to US$250 million under projected climate conditions (projected period 2051 - 2100, considering the IPCC scenario RCP 8.5 which foresees an increase in the global temperature between 1.5°C and 4°C by 2100) (UNDRR and CIMA, 2019). A recent World Bank report8 indicated that intensified droughts due to projected climate conditions could lead to between US$29 – US$180 million losses in the agricultural sector. 4. WSS services are key to economic growth and sustainable jobs, but WSS services remain inefficient. According to Zambia’s 2030 Vision of an industrialized middle-income competitive economy, the 8th National Development Plan (8NDP) focuses on economic transformation and job creation, and it identifies water services as a key enabler for priority development areas such as agriculture, mining, manufacturing and tourism. Zambia’s population has doubled, and its economy has more than quadrupled in the last 25 years. Consequently, the per capita water availability has roughly halved in the last 25 years. Amidst rapid urbanization, there is an increasing demand for urban municipal water services at a pace that outstrips available supply. As climate change makes the situation more dire, the key challenges to the water sector are: i) managing water better and allocating water to uses that maximize the economic, social, and environmental benefits for the country; ii) providing WSS access to all; and iii) building resilience to recurring climate change exacerbated floods and droughts. Conservative estimates suggest that Zambia loses US$194 million every year because of poor sanitation, a loss equivalent to 1.3 percent of the country’s gross domestic product (GDP) annually. 5. Improving service delivery, particularly water services, in the secondary cities in Zambia offers a unique opportunity to reshape the nature of urbanization towards a more even distribution of urban growth. Well planned provision of services helps influence spatial pattern of urbanization along key growth and transport corridors, shaping rural-urban and intra-urban migration. It also shapes footprint of individual cities/towns, where sites and services (including sanitation in particular) can encourage more compact and productive city development, with potential to significantly reduce GHG emissions. Generally, inefficiency in service delivery is one of the main bottlenecks in urban areas in Zambia. This is especially true for WSS services. Therefore, improving water services in secondary cities will serve as an entry point to a comprehensive outlook of improving public services in the spirit of long-term devolution. Sectoral (or multi-sectoral) and Institutional Context of the Program 6. Zambia’s access to WSS has remained almost stagnant over the last 15 years. In 2020, approximately 65 percent of the total population had access to basic water supply, and about 32 percent had access to basic sanitation.9 Gains in access are struggling to keep pace with population growth. Limited spending in the sector and poor operation and maintenance further compromises the existing service capacity and result in a net increase in the number of people without access to water supply (0.5 million) and sanitation (2.6 million). Even where there is access, the quality of service is poor, especially in rural, small towns and peri- urban areas. Households receive an average of 16 hours of water supply per day, and 6% of water samples in urban areas fail bacteriological tests. These shortfalls have led to health hazards such as cholera which recently, between October 2017 and May 2018, resulted in 5,900 cases and claimed 114 lives. Diarrhea, as a cause of 8 Zambia Southern Africa Drought Resilience Initiative (SADRI) climate profile (CIWA) 9 https://washdata.org/data/household#!/dashboard/new Mar 21, 2023 Page 4 of 11 The World Bank Water Supply and Sanitation Services in Growth Centers: Program for Results (PforR) (P179237) inadequate access to WSS, is the second leading cause of death of children under five in Zambia (average 10% of all deaths) and contributes significantly to stunting.10 7. In the 1990s and early 2000s, the Zambian WSS sector was reformed with the objective of improving quantity and quality of water and sanitation services at acceptable cost and on sustainable basis. The sector was reformed according to the Seven Water Sector Principles11, with Commercial Utilities (CUs) and the National Water Sector Council (NWASCO the regulator) established by the Water Act of 1997. Following the reforms, two flagship national programs—the National Rural Water Supply and Sanitation Program (NRWSSP) and the National Urban Water Supply and Sanitation Program (NUWSSP)—were conceived in 2005 and 2011, respectively, to accelerate improvements in WSS coverage across the country. Over the past decade, both programs have made some progress but are falling short of delivering the expected outcomes. The two programs are not structured to efficiently deliver on the service outcomes that the government seeks. While the type of program activities is generally adequate to achieve program objectives, more emphasis remains on creation of infrastructure than on strengthening the capacity for service provision. Therefore, to revamp Zambia’s WSS, the two national WSS programs need to be leveraged to reduce inefficiencies and bottlenecks. Relationship to CAS/CPF 8. The CPF (2019-2023) highlights how Zambia’s development outcomes vary geographically, with unemployment, food insecurity and malnutrition remaining major challenges for the population. The CPF aims at assisting GRZ in rekindling economic growth while following a more inclusive and sustainable path, and it is structured around three focus areas: i) More Even Territorial Development: Opportunities and Jobs for the Rural Poor; ii) Public Services and Social Protection for Job Participation; and iii) Institutions for Resilience. The proposed operation will address objectives under all three focus areas by improving access to key WSS services - critical for improved economic and health outcomes for the population- and by strengthening the capacity and financial viability of WSS institutions. Reliable WSS services can enable both the public and the private sector to create jobs and for maintaining a healthy a productive workforce. 9. The proposed Program will seek to boost public and private investment financing in the sector (for example, the sector constitutes only 0.6 percent of GRZ expenditure, compared with international benchmarks of 1 percent to 4 percent) and increase the efficiency of local service providers, since losses incurred by the 11 CUs serving rural and urban areas exceed revenues by 200 percent. The CPF identified a Program−for−Results (PforR) approach to improve the operational efficiency of water utilities operating in lagging rural regions, while improving access to improved WSS services in areas with high stunting and morbidity. Opportunities for jobs creation through private sector participation (for example, SME creation for on−site sanitation, or local rural water supply operators) will also be explored, including working in partnership with the International Finance Corporation (IFC). 10. On the climate resilience agenda, Zambia’s increasing population combined with its agriculture and natural resource exploitation practices are accelerating land and natural resource degradation. Water quality and availability will be impacted by the changing hydrological cycle, growing multi-use demands and pollution generated by industrialization and population. Professional and efficient water services will therefore play a key role in supplying the population and businesses with a vital service. Efficient WSS services will require a well-coordinated and well-governed institutional structure inclusive of and supported by government ministries, local authorities, regulators, and service providers. 10 Institute for Health Metrics and Evaluation (IHME). GBD Compare Data Visualization. Seattle, WA: IHME, University of Washington, 2016. Available from http://vizhub.healthdata.org/gbd-compare. (Accessed November 25, 2019) 11 The Seven Water Sector Principles. Separation of WRM from WSS. Separation of regulatory and executive functions within the water supply and sanitation sector. Devolution of authority to Local Authorities and private enterprises. Full cost recovery on the long run. Human resource development leading to more effective institutions. Technologies appropriate to local conditions. Increased sector funding by the Government of the Republic of Zambia (GRZ) to cover expansion Capex. Mar 21, 2023 Page 5 of 11 The World Bank Water Supply and Sanitation Services in Growth Centers: Program for Results (PforR) (P179237) Rationale for Bank Engagement and Choice of Financing Instrument 11. The World Bank is one of the lead cooperating partners and its analytics are widely used to inform program design and approach to the sector also by other CPs. The World Bank brings significant global perspective and experience in sector turn-around. The proposed operation will tap from these experiences and assist Zambia to achieve sustainable universal access to WSS services, and it will be centered on improving efficiency and financial viability of the service providers, the CUs, as to reduce the need to direct scarce GRZ resources into maintaining the status quo. From a public finance perspective, CUs’ inefficiencies have resulted in ‘hidden costs’ or unintentional implicit subsidies to the CUs that can be considered an illegitimate claim on public resources. Unlike direct subsidies which are formally allocated and recorded on the utilities’ books, ‘hidden’ costs, although accumulated by utilities, go unrecorded, thereby creating a fiscal burden on the GRZ. There is evidence that CUs are compensating for these hidden costs by reducing investment in maintaining their assets. This approach is expected to help GRZ to: i) enhance efficiency and accountability of the CUs, and ii) prioritize funding towards improving access in the most underserved areas. Priority areas for improved access under the operation will be growth centers which are rural hubs of public services - including education, health, and markets. 12. Increasing the level of investment in WSS services in Zambia will have significant economic and social benefits. Efforts are being put in place to address the bottlenecks in WSS delivery; however, sector investments have not kept pace with WSS needs. Yet, significantly more investment will be needed to meet the GRZ’s targets to increase access and quality of service; current GRZ estimates amount to about US$800 million per year to meet the Sustainable Development Goals (SDGs) by 2030.12 A credible sector financing strategy and funding mechanism is urgently needed to address the funding shortfalls, especially on the NRWSSP. Given that GRZ has very limited fiscal space to raise new borrowings, a credible financing strategy for both programs must contribute to the creation of fiscal space. 13. The proposed operation will be the third PforR in Zambia. It follows Zambia Growth opportunity Project (ZAMGRO, P178372) and the Zambia Devolution Support Program (ZDSP, P178492), both approved in FY 22 and currently under implementation. The PforR instrument is proposed to provide an incentives-based program intended to bring positive transformation in the WSS sector. This PforR will offer areas of complementarity and it will be coordinated with ZDSP. The PforR instrument is chosen as the most appropriate lending instrument for the proposed operation for the following considerations: result orientation - provides an incentives-based approach intended to bring positive transformation in the WSS sector; and combines institutional reforms with results on the ground. C. Program Development Objective(s) (PDO) and PDO Level Results Indicators Program Development Objective(s) 14. The PDO will be to strengthen commercial utilities’ operational efficiency and governance for improved access, quality, and financial sustainability of WSS service delivery. 15. The PDO will be measured through PDO level indicators. Operational efficiency gains will be assessed by measuring increased revenues (billing and collection efficiency) and reduced costs, as well as tools being adopted by the CUs to improve their investment planning capacity, including to carry out service expansion strategically and to reduce non- revenue water. Governance will be monitored by boards being in place and staffed according to the legal requirement and industry best practices in terms of expertise and shareholders representation. PDO Level Results Indicators • Number of Commercial Utilities that increase their baseline operational efficiency score (by %). • Number of Commercial Utilities that increase their baseline governance performance score (by %). 12 MWDS current estimates as presented to Cooperating Partners and in the Zambia Water Investment Program Mar 21, 2023 Page 6 of 11 The World Bank Water Supply and Sanitation Services in Growth Centers: Program for Results (PforR) (P179237) • Number of Commercial Utilities that increase their baseline financial sustainability score (by %). • Number of people provided with access to an improved water source within 30 minutes roundtrip (total/female) • Number of Commercial Utilities with infrastructure investment plans that consider climate and disaster- resilience requirements (by %). D. Program Description PforR Program Boundary The Government Program 16. The proposed operation would support the GRZ’s flagship program for the urban water sector, the NUWSSP. The NUWSSP is a 20-year (2011 to 2030) program estimated to requireUS$4 billion, which aims to improve the livelihoods and health of the urban population in Zambia through increasing access to safe and reliable WSS services in urban areas. The NUWSSP consists of a set of institutional and sector support activities aimed at developing and sustaining water supply, sanitation, solid waste management and drainage infrastructure and services. The separation between the NUWSSP and NRWSSP has been narrowed in view of the expanded mandate of the CUs to expand service provision to rural areas, commencing from growth centers. 17. From 2013–18, the GRZ was able to mobilize US$925 million for the NUWSSP. Total signed commitments for the period 2013–30 is about US$2.7 billion, which represents about 67 percent of the overall program cost. The GRZ, therefore, needs to raise US$1.3 billion (about 33 percent of the total program cost) over the next decade. Based on their track record, raising this level of capital for the urban program is feasible, provided the GRZ can expand the fiscal space. The PforR Program 18. The proposed operation would cover three sub-programs under the NUWSSP: the Water Supply, Sanitation and Capacity Development sub-programs. The specific NUWSSP elements supported by the proposed operation under the Water & Sanitation development sub-programs and the corresponding PforR results areas, will include Policy measures, Planning measures, Management measures and Infrastructure Development measures. The remaining Solid waste, Drainage, Policy, Research and Development and Information Management sub-programs would not be supported but there may be coordination with activities under the Zambia Devolution Support Program. Geographically, the scope of the operation would cover the 10 provinces in Zambia, and it will include areas that are prone to drought and floods, were investment will consider the need to increase WSS resilience to climate shocks. 19. The PforR Component (US$25 million). The proposed PforR Program will provide funding through Disbursement Linked Indicators (DLIs) aligned with the three result areas as follows: a) Results area 1: Policy, Institutions and Regulation for service delivery. Sector reform based on the Seven Water Sector Principles started in the late 1990s and delivered visible results in the first decade of implementation. Most CUs were able to generate sufficing revenues to cover operations and maintenance costs and set aside some funding to cover capital investments. However, in the last decade this positive trend halted, CUs financial viability faltered, and investments could not support significant progress toward closing the access gap, even in urban areas. The PforR Results area 1 will focus on supporting institutional strengthening for service delivery by incentivizing: • Strengthened CU governance and accountability. • Sound governance protocols for CUs. • Support tariff setting to enable CUs to achieve positive & increasing operating cost coverage ratio (OCCR). • Regulating CUs to establish escrow accounts. Mar 21, 2023 Page 7 of 11 The World Bank Water Supply and Sanitation Services in Growth Centers: Program for Results (PforR) (P179237) • Establishing CU transparency for allocating finance & reporting on investments. • Development of a Policy, Institutional & Regulatory (PIR) plan for the sector which considers changes that may be required to strengthen the sector’s climate and disaster risk resilience (both planning and implementation). • Establishing transparency for allocating finance & reporting on investments. b) Results area 2: Improved efficiency of service delivery by CUs. Inefficiency in service delivery is one of the main bottlenecks in Zambia. A deliberate strategy to use public finance to incentivize efficiency improvements in CUs by linking financing to improvements in operational efficiency will improve the CU’s efficacy in delivering services and their financial performance. The PforR Results area 2 will focus on supporting efficiency gains in service delivery by incentivizing: • Building capacity for management & systems including climate change awareness (adaptation and mitigation). • Supervisory Control and Data Acquisition (SCADA) systems to reduce water losses and reduce energy use. • Metering for demand and supply management to reduce water losses and overall water stress. • Automatic Meter Reading (AMR) for promoting efficient tariff billing and remittance systems. • Hydraulic Modelling for understanding potential impacts of increased flooding and runoff. • Monitoring for improved climate resilience against water shortages, droughts and floods. c) Results area 3: Improved access to WSS services. Finally, for the government to make progress towards achieving universal access, the PforR Results area 3 will incentivize investments based on infrastructure investment plans, which are in turn based on improved data and focusing on lagging areas in rural growth centers. The project will ensure that the infrastructure investment plans consider climate and disaster-resilience need and analyze the resilience and robustness of identified interventions (siting, design, planning, and/or operation) to the identified climate change and disaster risk impacts. It will also ensure activities with climate mitigation impacts are included and prioritized. For example, promoting solar pumping to displace diesel pumping during blackout periods; development of real-time monitoring systems (SCADA) to improve management of system and reduce energy requirements; rehabilitation of pipe network/distribution and metering to reduce water losses and reduce energy intensity; and completion of energy audits to promote more efficient uses and to reduce energy intensity of WSS system; overall reducing in physical losses and associated energy requirements. 20. The PforR program proposes to build “conditional links� between the results areas via the DLIs - for example a minimum threshold of achievement under RA 1 and RA 2 is needed to unlock financing for infrastructure under RA 3. This is to incentivize the CUs to address low-hanging fruits related to efficiency gains and promote virtuous cycles. IPF Component (US$2.5 million) 21. This component will use the IPF modality as the lending instrument. It will have two sub-components: (i) program management; and (ii) Independent Verification Agency (IVA). The IPF component will primarily be for providing technical assistance and capacity building activities for the implementing agencies and supporting intergovernmental coordination. The MWDS and the CUs will receive technical assistance for the implementation, monitoring, and reporting of Program activities. The MWDS will facilitate technical assistance towards the capacity building of all CUs. In addition, technical assistance will be provided for addressing the gaps and deficiencies uncovered by the technical, financial, and environmental and social (E&S) assessments. Specific capacity building and technical assistance will be provided on climate change resilience enhancement for CUs, if identified as required. Support for sector monitoring and reporting will include the employment of an IVA and the alignment of national water sector data collection and reporting mechanisms with Mar 21, 2023 Page 8 of 11 The World Bank Water Supply and Sanitation Services in Growth Centers: Program for Results (PforR) (P179237) global practices, such as those for reporting on the SDGs. Recognizing the role of the national and local governments, the project will also support the operationalization of intergovernmental coordination mechanisms envisioned by sector policy and legislation. E. Initial Environmental and Social Screening 22. An Environmental and Social Management Systems Assessment (ESSA) will be carried out for the proposed PforR operation prior to appraisal. The ESSA will assess the implementation and effectiveness of existing systems to ensure consistency with the six core principles outlined in the World Bank’s Operational Policy on the PforR Financing. The assessment will focus on the review of national legislation and associated guiding instruments that support the environmental and social impact assessment processes in the Ministry of Water Develop and Sanitation (MWDS) and the Ministry of Local Government and Rural Development (MLGRD). Zambia has some 33 pieces of legislation which are directly or indirectly related to environmental management and sustainability, water supply and sanitation, with the Environmental Management Act No.12 of 2011, Water Resources Management Act, 2011 and the Water Supply and Sanitation Act 2005 serving as the principal laws. The existence of multiple environmental and social legislation and statutory institutions presents a challenge in the management of environmental and social risks. The enforcement of laws remains relatively weak due to limited staff in statutory institutions. The ESSA will also review systems for managing environmental and social risks, with a particular focus on CUs and Local Authorities systems to manage risks associated with the implementation of the PforR. Key measures identified by the assessment will be incorporated into the PAP and may also be reflected in the DLIs. 23. The PforR will support policy and legal framework development and improvements, improve water and sanitation planning, improve water and sanitation management measures, the improvement of WSS infrastructure through the expansion of coverage, minimum service levels, additional sources of water transmission and treatment facilities and the introduction of new water and sanitation efficient technologies and industrial processes. Under the PforR the financing under the Government program is likely to result in improvements related to air, soil and water pollution, water use efficiencies, community health and safety but negative impacts on possible land clearance, likely natural habitat, and ecosystems disturbance and occupational, health and safety risks. No land acquisition or large infrastructure will be covered by the PforR activities. There are no category A projects financed under the Program. Certain types of infrastructure will be considered ineligible and placed on a “negative� (or proscribed) investment menu/list. These will include infrastructure items that are very likely to have a significant negative social or environmental impact(s), such as investments considered to be substantial or high risk under the ESF. . Legal Operational Policies Triggered? Projects on International Waterways OP 7.50 TBD Projects in Disputed Areas OP 7.60 No Summary of Screening of Environmental and Social Risks and Impacts of the IPF Component . . Mar 21, 2023 Page 9 of 11 The World Bank Water Supply and Sanitation Services in Growth Centers: Program for Results (PforR) (P179237) CONTACT POINT World Bank Name : Anna Cestari Senior Water Resources Management Designation : Role : Team Leader(ADM Responsible) Specialist Telephone No : 5338+3239 Email : acestari@worldbank.org Name : Ruth Jane Kennedy-Walker Senior Water Supply and Sanitation Designation : Role : Team Leader Specialist Telephone No : 5355+3222 / Email : rkennedywalker@worldbank.org Borrower/Client/Recipient Borrower : Republic of Zambia Contact : Title : Telephone No : Email : Implementing Agencies Implementing Ministry of Finance and National Agency : Planning Contact : Mumba Chanda Title : Director Local Government Finance Telephone No : 260968486661 Email : mumba.chanda@mof.gov.zm Implementing Ministry of Water Development and Agency : Sanitation Contact : Joe Kalusa Title : Permanent Secretary Telephone No : 260967374540 Email : joe.kalusa@grz.gov.zm FOR MORE INFORMATION CONTACT The World Bank 1818 H Street, NW Washington, D.C. 20433 Telephone: (202) 473-1000 Web: http://www.worldbank.org/projects Mar 21, 2023 Page 10 of 11 The World Bank Water Supply and Sanitation Services in Growth Centers: Program for Results (PforR) (P179237) Mar 21, 2023 Page 11 of 11