MALAWI
Mzuzu Urban Profile
This output of Malawi is one stage further than
the one from Cape Verde. A first review by UNHABITAT has already been conducted. Due to the
comments received from UN-HABITAT, the country
team organised a three-day workshop to revise and
rewrite the profiles (from the other three cities too).
This is now the output from the workshop which is
for UN-HABITAT in final review.
United Nations Human Settlements Programme
Regional Office for Africa and the Arab States
TABLE OF CONTENTS FOREWORD – EXECUTIVE DIRECTOR .......................................................................................................................................3 MZUZU CITY PROFILE ‐ EXECUTIVE SUMMARY ........................................................................................................................4 MZUZU CITY PROFILE ‐ INTRODUCTION...................................................................................................................................7 MZUZU CITY PROFILE ‐ BACKGROUND.....................................................................................................................................9 MZUZU CITY PROFILE ‐ GOVERNANCE AND FINANCIAL MANAGEMENT................................................................................14 MZUZU CITY PROFILE ‐ LOCAL ECONOMIC DEVELOPMENT (LED) ..........................................................................................16 MZUZU CITY PROFILE ‐ LAND .................................................................................................................................................18 MZUZU CITY PROFILE ‐ GENDER AND HIV/AIDS .....................................................................................................................19 MZUZU CITY PROFILE ‐ ENVIRONMENT AND URBAN DISASTER RISKS ...................................................................................21 MZUZU CITY PROFILE ‐ SLUMS AND SHELTER ........................................................................................................................24 MZUZU CITY PROFILE – BASIC URBAN SERVICES....................................................................................................................26 PROJECT PROPOSALS.............................................................................................................................................................30 GOVERNANCE AND FINANCIAL MANAGEMENT ....................................................................................................................31 LOCAL ECONOMIC DEVELEOPMENT......................................................................................................................................34 LAND......................................................................................................................................................................................36 GENDER AND HIV/AIDS..........................................................................................................................................................38 ENVIRONMENT AND DISASTER RISKS ....................................................................................................................................40 ENVIRONMENT NO. 1.............................................................................................................................................................41 SLUMS AND SHELTER.............................................................................................................................................................42 BASIC URBAN SERVICES..........................................................................................................................................................44 REFERENCES ..........................................................................................................................................................................47 ACRONYMS............................................................................................................................................................................48 2
FOREWORD – EXECUTIVE DIRECTOR 3
MZUZU CITY PROFILE ‐ EXECUTIVE SUMMARY Introduction The Participatory Slum Upgrading Programme (PSUP) is an accelerated and action-oriented urban assessment of
needs and capacity-building gaps at national and local levels. It is currently being implemented in over 30
countries in Africa, Caribbean and Pacific Region. PSUP uses a structured approach where priority interventions
are agreed upon through consultative processes. The PSUP methodology consists of three phases: (1) a rapid
participatory urban profiling, at national and local levels, focusing on Governance, Local Economic Development,
Environment, Land, Shelter and Slums, Gender, Basic Urban Services, and Urban Safety and proposed
interventions; (2) detailed priority proposals; and (3) project implementation. PSUP in Malawi encompasses a
national profile, as well as profiles for Blantyre, Lilongwe, Mzuzu and Zomba Cities. This is the Mzuzu City
report and it constitutes a general background, a synthesis of the seven themes, Governance and Financial
Management, Local Economic Development, Environment, Land, Shelter and Slums, Gender and HIV/AIDS,
Basic Urban Services and Waste Management; and priority project proposals.
Background Mzuzu City, with a population of 133,968 and growing at 4.2% per annum, is one of the fast growing cities of
Malawi and is the third largest urban centre after Lilongwe and Blantyre. It is the hub of government
administration, business, industry, commerce, and services for the northern region of Malawi, and it serves a
hinterland of a population of 1,708,930. Originating from a Tung Oil Estate in 1947, the city has grown from
23km2 to 143.8 km2 in 2008 and was declared a city in 1985. However, the city lacks adequate infrastructure and
1
services. Over 60% of the population lives in unplanned settlements. The city does not have adequate policies
and regulations that are inclusive to support its orderly growth. Improvement and expansion of service delivery,
planning capacity and financial management are crucial necessities.
Governance and Financial Management Mzuzu City Council was established under the Local Government Act (1998) and is composed of councillors
headed by the mayor and the secretariat headed by the chief executive officer. The council makes by-laws,
policies and decisions and the secretariat provides technical guidance on policy making and implementation of
council decisions. The council is facing a number of governance challenges including lack of elected councilors
since 2005, inadequate and outdated policies and plans, weak secretariat, weak financial management capacity,
and uncoordinated and conflicting multiple land administration systems.
Local Economic Development (LED) The economy of Mzuzu City comprises of trade and distribution, community and social services, urban
agriculture and light industries but also largely depends on the informal sector. Comprehensive urban
management and updating of the land use plan and local economic development plans are under review and are
expected to positively address the various challenges in the city. The public–private partnerships are not realising
their potential due to poor coordination between various sectors and the City Council, such as urban development
and poverty alleviation. Capacity of the economic environment needs to be improved substantially. At an
economic growth rate of 5.8%, Mzuzu City had an estimated GDP of MK6 billion in 2009 while poverty level
stands at 34%. Timber and hospitality industries are growing very fast and are poised to become major sources of
economic growth in the city and have the potential of reducing the city’s high unemployment and high
dependence rates on public sector jobs and small-scale trading activities.
Land Land is the most basic resource in the city and its proper management and administration is fundamental in
ensuring equitable access to all its citizens. Currently the Council owns and manages 50% of all commercial land
and 40% of industrial estates; but also all land for local market centres and THAs in the city. The Council is
1
Mzuzu City Council Urban Socio-Economic Profile, 2008, MCC (2008).
4
confronted with inadequate capacity in development control, absence of an updated land use map, lack of a
revised urban structure plan and multiple players in land administration which includes: The Ministry of Lands,
Housing and Urban Development, Malawi Housing Corporation, Mzuzu City Council and traditional leaders. The
Plot Allocation Committee administers land allocation while the Town Planning Committee manages physical
development in the city.
Gender The Council is guided by the National Gender Policy on gender issues, the National HIV/AIDS Policy and other
legal statutes for children’s rights and education. The city had a population ratio of 50.1 males to 49.9 females in
2008 2 . Public and private partnerships on issues of gender are very prominent with poor coordination. School
enrolment rates stand at 50.3% females and 49.3% males in public schools while male patronage in adult literacy
programmes is poor. HIV/AIDS prevalence rate for the city stands at 13.8% with higher male response to VCT at
55% against females at 44.7%. Small and medium scale economic activities are dominated by men at 61.5%
against 39.5% for women. Female headed households account for 18.3% out of 27,383 households in the city.
Environment Government, public and private sectors, and the City Council are responsible for environmental management and
these are guided by the Environmental Management Act (1996), Environmental Guidelines (1997), the Forestry
Act, the Public Health Act, the Town and Country Planning Act and the Refuse and Rubble Disposal by-law
(2002) in dealing with environmental management issues. MCC has service committees and technical
departments of Health and Environment and Town and Country Planning respectively to manage the
environment. Deforestation around water catchment areas, unregulated urban agriculture and indiscriminate
disposal of domestic and industrial waste are the main challenges in the city. Management of the environment is a
joint responsibility of central government, private and public sectors and Mzuzu City which is the main
stakeholder. However the National Sanitation Policy (2005) has mandated the Northern region Water Board to be
responsible for sanitation in the city. The NRWB is therefore responsible for preparing the Sanitation Strategic
Plan for the city.
Slums and Shelter Rapid urbanization is adversely affected by lack of serviced residential land particularly in UTHAs resulting in
rundown access roads, overdevelopment, poor solid and liquid waste management and inadequate sanitation and
poor quality of houses. Lack of an up-to-date Development Plan and a Land use Plan to guide and allow for
planned new site development has led to uncoordinated, haphazard and illegal developments. Traditional housing
areas are typically squatter settlements lacking secure tenure to land and basic services are not adequately
provided. About 48.3% of the population lives in temporary and semi-permanent houses in the city.
Basic Urban Services The provision of basic urban services are guided by a number of legal statutes such as the Water Resources Act,
the Public Health Act, Local Government Act 1997, Land Act, National Roads Authority Act, Town and Country
Planning Act and the Town and Country Planning Standards and Guidelines in the City. Northern Region Water
Board supplies over 14,000m3 of potable water to about 82.0% of the city population everyday from two dams
located on Lunyangwa River. The current capacity can supply water to 170,000 people per day. However, about
19.7% of the people in the high density traditional housing areas access water from communal kiosks; about 6.9%
depend on protected wells and about 9.7% rely on unprotected wells, boreholes and rivers due to poor coverage of
the pipe network.
ESCOM supplies hydro power to the city from hydro stations on the Shire River and a small hydro station in the
north. About 37.5% of the people use electricity for lighting and about 9.3% 3 for cooking. Lack of access to
electricity particularly affects the households in the squatter and traditional housing areas and all illegal
2
3
National Statistical Office (2009), Population and Housing Census Main Report, 2008.
National Statistical Office (2009), Population and Housing Census Main Report, 2008.
5
developments are legally barred from accessing electricity although they usually get connected. Electricity supply
in the city is usually rationed to meet the huge demand at peak times from various sectors.
Fixed telephone lines, cellular telephones, telex, courier, postal and internet services are the main
telecommunication links in the city supplied by various service providers. There is however, no latest data on
current levels of access to telecommunications but the IHS 2004/2005 indicates that 8.1% of households in the
city have access to landline telephone services and that 20.6% to cellular telephone services. Network coverage
for both providers is available throughout the city although there are service interruptions at times. Connectivity
in Mzuzu City comprise of a series of roads and footpaths with primary, secondary and tertiary roads and streets.
Most of the THAs in the city have no proper roads; even in the UTHAs where good roads once existed they are
now impassable due to poor maintenance. The predominant pedestrian and bicycle traffic in the City, has very
few purpose built access infrastructure or segregated access routes to various points.
6
MZUZU CITY PROFILE ‐ INTRODUCTION The Participatory Slum Upgrading Programme The Participatory Slum Upgrading Programme (PSUP) is an accelerated and action-oriented urban assessment of
urban conditions, focusing on priority needs, capacity gaps and existing institutional responses at national and
local levels. The purpose of the study is to develop urban poverty reduction policies at local, national and regional
levels, through an assessment of needs and response mechanisms, and as a contribution to the implementation of
the Millennium Development Goals. The study is based on analysis of existing data and a series of interviews
with relevant urban stakeholders, including local communities and institutions, civil society, the private sector,
development partners, academics and others. This consultation typically results in a collective agreement on
priorities and their development into proposed capacity-building and other projects that are all aimed at urban
poverty reduction. PSUP is being implemented in about 30 countries in Africa, Caribbean and Pacific (ACP)
countries, offering an opportunity for comparative regional analysis. Once completed, these series of studies will
provide a framework for central and local authorities and urban actors, as well as donors and external support
agencies.
The Malawi PSUP National Team met in Salima at Lakeside Hotel from 16th to 19th February, 2009 to adapt and
tailor the questionnaires to each of the selected themes by assessing the relevance of questions to the local
context, identifying and filling gaps where possible and identifying possible local data sources. Data was sourced
from 33 people and institutions these included: three NGOs/CBOs and two parastatal organizations the Police,
private security companies, central government and local government officials, ten traditional leaders, two former
councilors, vendors and commerce and industry officials. Other potential interviewees did not respond to the
questionnaires sent to them and were sent back blank or partially filled without giving any reasons. The reference
section highlights the information sources used in the preparation of the profile.
Methodology The PSUP methodology consists of three phases:
Phase One consists of a rapid participatory urban profiling, at national and local levels. The capital city and other
cities are selected and studied to provide a representative sample in each country. The analysis focuses on seven
themes: governance, local economic development, environment and waste management, land, shelter and slums,
gender, urban services, and urban safety. Information is collected through interviews and key informants, in order
to assess the strength, weaknesses, opportunities and threats (SWOT) of the national and local urban set-ups. The
findings are presented and refined during city and national consultation workshops and consensus was reached
regarding priority interventions.
Phase two focuses on building the priorities identified through pre-feasibility studies and develops detailed
capacity building and capital investment projects.
Phase three implements the projects developed during the two earlier phases with an emphasis on skills
development, institutional strengthening and replication.
This report presents the outcomes of PSUP Phase One at the local level in Mzuzu City.
PSUP in Mzuzu City PSUP in Mzuzu City is one of four similar exercises conducted in Malawi, besides Blantyre (the commercial
capital), Lilongwe (the capital city) and Zomba (the old capital of Malawi). Each urban profile is published as a
separate report.
7
Mzuzu City Council representatives participated in the national consultation process, a partnership platform codeveloped with Malawi’s Ministry of Local Government and Rural Development (MLGRD) and Ministry of
Lands, Housing and Urban Development (MLHUD), parastatal organizations, and national and international
NGOs. The aim was to develop options for formal inter-agency collaboration in order to create a coordination
body integrating a wide range of urban stakeholders in a single response mechanism.
Report Structure This report consists of:
a) A general background of the urban sector in Mzuzu City, based on the findings of Mzuzu City assessment
report, desk study, interviews and a city consultation that was held in Mzuzu. The background includes data
on administration, urban poverty, urban planning, economy, informal and private sector, infrastructure, water
and sanitation, public transport, street lighting, energy, health and education;
b) A synthetic assessment of eight main areas governance, local economic development, environment and waste
management, land, shelter and slums, gender, urban services, and urban safety in terms of institutional setup, regulatory framework, resource mobilization and performance and accountability; this second section also
highlights agreed priorities and includes a list of identified projects;
c) The third and last section includes a SWOT analysis and outlines priority project proposals for each theme.
The proposals include beneficiaries, partners, estimated costs, objectives, activities and outputs.
8
MZUZU CITY PROFILE ‐ BACKGROUND MZUZU IN DATA The population of Mzuzu City was 133,968 with about 50.2% males and 49.8% females as of 2008 with a
population density of 2,791/km2 and a growth rate of 4.4% with land area of 143.8 km2. The population represents
a 1.0% share of the national population. As a regional centre, the city serves a total population of about 1.7
million.
MZUZU CITY DEVELOPMENT Mzuzu is a fast growing city and owes its origin from the Commonwealth Development Corporation’s Tung Oil
Estates established in 1947 and it became a municipality in 1980 and a city in 1985. Mzuzu City is a strategic
industrial location for agriculture, livestock and forestry based activities. Population growth and projected
population for 2015, and 2018 with average annual growth rate of 4.16% is shown in the table below.
Year
Population
1977
16,108
1987
44,217
1998
87,030
2008
133,968
2015
220,346
2020
270,423 4
There are 15 wards now after re-demarcation of ward boundaries in the city and about 75% of these have
developed as unplanned settlements and have been upgraded by providing piped water, roads, market centres and
plot demarcation. Over 60% of the population live in unplanned settlements and the table below shows the
population distribution in the 15 wards as of 2010 5 .
Ward
Population
Chibanja
Chibavi East
Chibavi West
Chiputula
Kaning’ina Msongwe
Katawa
Lupaso Nkhorongo
Luwinga
Masasa East
Masasa West
Mchengautuwa East
Mchengautuwa West
Mzilawaingwe
Zolozolo East
Zolozolo West
10,384
7,729
8,076
6,825
11,406
6,944
9,716
10,985
10,760
7,640
10,646
7,338
8,196
7,348
9,975
ADMINISTRATION The Local Government Act (1998) and the Decentralization Policy (1998) mandate Mzuzu City Council to play a
coordinating role in the socio-economic development of the city. Section 6 of the Local Government Act
empowers the Council to make policies and decisions on local governance and development. The administrative
structure of the Council includes elected councilors and a mayor elected from among the councilors and assisted
by CDCs at local level. The present situation shows that some traditional leaders have taken the roles of the Ward
and CDCs in the absence of elected councilors. The Council has one Member of Parliament with voting powers.
Policies and decisions of the Council are implemented and enforced by the Secretariat made up of 499 employed
4
5
National Statistical Office (2003), 1998 Malawi Population and Housing Census, Population Projections Report 1999-2023.
Mzuzu City Council (2010), Malawi Electoral Commission Ward Redemarcation.
9
people in various departments shown in the table below. The staff vacancy rate is about 7.0%, and the Department
of Trade, Commerce and Private Sector Development has no staff at all.
Inadequate financial resources hamper efficient infrastructure and service delivery and maintenance in the city.
The city has a small revenue base and lacks human and technical capacity to enhance revenue generation. There is
need to improve capacity and formulate effective strategies to address the prevailing challenges. Participation of
the civil society is crucial for effective city management and enhancement of transparency and accountability.
No. Department/Section
Administration and Human Resources (and Mayoral)
1
Department
Commerce, Trade and Private Sector Development
2
Department
Education Department
3
Financial Department
4
Health Department
5
Public Works Department
6
1
2
3
4
5
6
7
Parks and Recreation Department
7
8
Planning and Estates Services Department
8
Sector
Local governance and city management.
Local
economic
development
and
entrepreneurship.
Education services
City financial management and services
Health and Social Services
Infrastructure provision and environmental
management services
Public and open spaces and general
environmental management services
Town planning, development control , Social
and Economic development planning M$E
services and land administration services
URBAN PLANNING Mzuzu City Council is the development planning and control authority through the Planning and Estates
Department. The Urban Structure Plan planned for ten years (1996 to 2006) expired in 2006 and there is need for
a new one. The city has had no comprehensive urban management and local economic development plan. The
city’s environmental, social and economic developments are not well coordinated leading to haphazard business
activities, hawking and vending although some commercial areas were planned with the view of encouraging
business investments. Integrated and sustainable development planning must be taken on board to reverse the
current trends. Implementation of any plans is challenging as the city lacks capacity in resources, personnel and
equipment, compounded by the absence of elected councilors to support the programmes. The city boundaries
however were extended from 48 km2 to 143.8 km2 and gazetted in 2010.
ECONOMIC SITUATION The local economy of Mzuzu City comprises of trade and distribution, community and social services, urban
agriculture, tobacco grading and sales, hospitality industry, transportation, lumbering, and food processing and
other light industries. In terms of main economic activities, agriculture/mining employees about 27%,
manufacturing/utilities about 1%, construction about 3%, marketing 8%, finance/social services 10% and the rest
for others 6 . The CBD is the hub of most of the banking, retailing and distribution enterprises mostly owned by
Malawians, Chinese and others. The medium and large scale enterprises include retailers, supermarkets,
wholesalers, travel agencies, banking and financing, and services stations among others. Seventy one percentage
(71%) are small enterprises, 27.8% medium; 1.2% large enterprises. The tobacco industry and the uranium mining
(in Karonga District) will boost the city economic activities. The growing timber and hospitality industries
promise to create more jobs and develop the private sector further. Lack of business and entrepreneurial skills
adversely affects business development in the city. Nineteen percent (19%) of the population is employed in
6
National Statistical Office (2008), Statistical Yearbook.
10
private business organizations, 16% in private individual businesses, 23% in the public sector, 22% in farming
and 20% other self-employment. The local revenue base for the Council includes: property rates, shop rentals,
service fees and charges, government grants, donations, ceded revenue, market fees, licensing fees and also funds
from the local development fund.
Challenges include; high dependence on public sector jobs and small-scale trading activities, inadequate
infrastructure for SMEs and weak legal and land use planning provisions for urban agriculture. PPPs need to be
enhanced in order to maximize the potential in urban economic development and poverty alleviation. The physical
economic infrastructure and environmental planning also need improving.
INFORMAL AND PRIVATE SECTORS Mzuzu City’s economy largely thrives on the informal and private sectors that have established themselves in
service and distribution industries and growing fast. These include both motor vehicles and bicycle taxis, new and
second hand clothing, vegetable selling, timber and transportation among others. The informal sector accounts for
63% of employment in the city against 37% in formal sector 7 . The growth of LED is limited due to scarcity of
serviced investment land, lack of adequate capital and difficulties to access to capital from financial institutions.
There is need to regulate the informal sector so that the lives of the city residents can transform.
URBAN POVERTY Dependence on the informal sector for employment with a weak economic base and inadequate economic
infrastructure has compounded the poverty rates in the city. Unemployment stood at about 8% in 2007 with
poverty at 34% in 2005 with about 10% being ultra poor 8 . Forward planning and provision of business
infrastructure and services and availability of micro-finance would go a long way in boosting small businesses.
All inclusive legal frameworks and an economic development plan should be put in place to boost SMEs and help
reduce poverty.
URBAN INFRASTRUCTURE AND BASIC SERVICES The Local Government Act (1998) mandates Mzuzu City Council to provide and manage some infrastructure and
services including fire, roads, sewerage, waste management, sanitation, health, markets, education, safety, and
recreation among others. Most of the services are insufficient due to lack of resources and low capacities to
support the provision of services in all areas. Roads, electricity supply and other services are poor and/or
inadequate in THAs and informal settlements. There is a great need to improve on delivery of services especially
in the high density and unplanned areas. A Development Coordinating Committee with key service providers as
members would go a long way in addressing coordination and service provision issues.
WATER Northern Region Water Board is responsible for water supply in the city. Despite adequate availability of water
supply the service is not evenly distributed. All residential areas are inadequately provided for and THAs and
unplanned areas rely on CWP where the price of water is high with low water pressure and frequent breakdowns
due to poor maintenance. About 13.4% of city population use unprotected water sources (wells and rivers or
streams). Currently there is a water reticulation upgrading project in the city to improve the water supply system
and develop additional source of water to supplement the current reservoir. Water demand has increased due to
population growth. However, alternative sources must be continuously explored to be prepared for future
population growth. It is also important to have a Development Coordinating Committee in place to help with
water service provision and control the growth of the city.
7
8
Mzuzu City Council (2008), Draft Mzuzu City Social Economic Profile 2008.
National Statistical Office (2008), Integrated Household Survey II Report 2004/2005.
11
SANITATION AND REFUSE COLLECTION The city has no sewer system and sanitation and most services are concentrated in planned areas and scarcely
provided in THAs and unplanned areas which rely heavily on traditional pit latrines (80%), rubbish pits, gardens,
roads and river banks for disposing liquid and solid waste. This leads to water pollution and soil contamination.
Much of the solid waste is collected by MCC is dumped in Mchengautuwa unplanned settlement. The Council
lacks machinery and technical capacity to develop a sewer system also to adequately manage infrastructure and
services in the city. Some private individuals and Malawi Housing Corporation provide septic tank emptying
services at a fee. There are attempts to convert some solid wastes into organic manual through PPPs as one way of
managing the waste.
PUBLIC TRANSPORT Mzuzu city has experienced an upsurge in bicycle (sacramentos) and car taxis and minibuses as the most common
mode of public transport in most city roads while buses cater for long distances. However, traffic population is
increasing and there is need for more effective traffic management regulations. There is need to provide and
improve pedestrian walkways, cycle paths, safe crossings and general street furniture. Increasing numbers of
cyclists on the roads have created traffic congestion resulting in increased accidents and sacramentos are currently
banned from the city centre. There is no integrated transportation network linking different parts of the city
making travelling difficult. There is however potential for developing private-public partnerships in providing
public transport in the city.
STREET LIGHTING Street lighting is restricted to the old town while the rest of the city streets have no lighting creating an unsafe
environment for cyclist, pedestrians, more especially women at night. Both planned and unplanned housing areas
lack street lighting and it is vital to provide the same in all the streets and flood lights in unplanned areas and
THAs to improve safety and security. However there is a possibility for the City Council to involve the private
sector in provision of street lighting. Maintenance is a major challenge where street lighting is available as the city
lacks sufficient resources.
ENERGEY SOURCES The most common energy sources in Mzuzu City are electricity, charcoal, firewood and petroleum fuels. On a
very small scale some households use solar, gel oil, crop residues and gas for heating and lighting. The major
energy source for industries is electricity supplied by ESCOM. The most commonly used sources of energy for
lighting in the city are electricity at about 40%, paraffin at about 47%, candles at 11%, firewood and other sources
at about 0.01%. For cooking, most people use firewood at 65%, followed by charcoal at 24%, then electricity at
10%, with gas, paraffin, straws and other sources sharing the remaining 1.0%. 9
HEALTH Medical services are provided by one referral public hospital, one public health centre and several hospitals and
clinics operated by religious and private individuals and institutions in the city. Traditional healers and traditional
birth attendants also play a role in providing health services. The facilities are not evenly distributed and are
inadequate for the current population more especially those in informal settlements. Malaria and upper respiratory
infections are the most common diseases at 23.4% and 22.6% respectively. Family Planning services are provided
in most of the health facilities. The major health challenges facing the city are malaria and HIV/ AIDS currently at
13.8%. The city registered 7,583 orphans in August 2008. There were 117 service providers addressing various
HIV and AIDS issues in the areas of prevention, treatment, care and support and impact mitigation in August
2008. There is need to improve coordination of health services delivery by providing health facilities at strategic
locations in the city.
9
National Statistical Office (2009), Population and Housing Census Main Report, 2008.
12
EDUCATION Formal education is offered by both public and private institutions. Public primary schools are free and teacherpupil ratio is at 1:50. There are 43 primary schools with a total of 375 classrooms and 183 male and 617 female
qualified teachers 10 . Data for private school enrollment is not available and the quality of education is not
assessed in most of the private schools. Most private schools lack proper infrastructure, inadequate instructional
materials, and qualified teachers. There is also lack of support by communities and NGOs to education.
According to NSO (2008), the total enrolment in public primary schools was 39,837 with 49.6% males against
50.4% females attending school at different levels from pre-school to university. Apart from several private
tertiary and technical institutions, the city has one public university, Mzuzu University and one technical college.
10
National Statistical Office (2008), Statistical Yearbook.
13
MZUZU CITY PROFILE – GOVERNANCE AND FINANCIAL MANAGEMENT The Council is led by the Mayor supported by the councillors while the Chief Executive Officer heads the city
secretariat supported by eight directorates. Mandated by the Local Government Act (1998), the Council makes
policies and decisions on local governance and development of the city. Most of the by-laws in use have not yet
been approved by the City Council and Ministry of Local Government and Rural Development due to the absence
of elected councilors. Good governance is stifled due to lack of popular participation though the grassroots are
represented by elected Block Leaders, civil society representatives, NGOs, CBOs, FBOs and other key
stakeholders in the Community Development Committees. Local government elections are expected to take place
in 2011. The slow pace of decentralization is a big challenge in the achievement of good governance. The city is
failing to implement some programmes as resources are inadequate. The recent redemarcation of the city
boundary and wards has brought in new requirements and challenges such as compensation to people for
converting land from customary to public. Developments are taking place illegally with poor tenure security and
land governance.
Poor and low revenue collection is attributed to corrupt practices, inadequate skilled staff, lack of transparency,
unreliable billing systems and high default levels on property taxes. Over 60% of the population lives in
unplanned areas where no property taxes are paid. The city’s obligations and citizen rights are not well outlined
and citizens are not aware of their rights and obligations. It is important that the Council’s political structure and
governance systems be improved to address the current challenges. The by-laws, regulations and policies should
be reviewed and adopted to address prevailing issues in governance and financial management aspects.
INSTITUTIONAL SET‐UP • The Ministry of Local Government and Rural Development is the overall overseer and controls budgetary
matters of the Council through the Local Government Finance Committee.
• The City Council is headed by the Mayor supported Ward Councilors and MPs, while the Chief Executive
Officer heads the secretariat assisted by Directors of Departments and staff members.
• The City Council works with other institutions (NGOs, CBOs, FBOs, CDCs, etc.) in the governance,
management and servicing of the city.
• Community Development Committees provide most valuable links for grassroots participation in the decision
making process of the Council.
• MCC also works in close collaboration with Donor Agencies and other stakeholders to implement its policies.
REGULATORY FRAMEWORK • The Local Government Act (1998) and the National Decentralization Policy (1998) main statutes. The Town
and Country Planning (1988), Mzuzu City Urban Structure Plan of 1995 (expired), other policies, acts and bylaws guide the city.
PERFORMANCE AND ACCOUNTABILLITY • Weak communication with city residents in the absence of elected councilors and the Council relies on
community leaders to participate in decision making who politicize issues at times.
• The 6.9% critical vacant positions in the secretariat affects the overall running and development, service
delivery and qualified advisory skills.
• The lack of staff in the newly established Department of Commerce, Trade and Private Sector Development is
continuing to impact on local economic development activities negatively.
• Weak accountability and transparency in the absence of elected councilors has increased cases of corruption
and inefficiency in performance.
14
•
•
•
•
•
Lack of a monitoring and evaluation system to enable performance measurement against set benchmarks
resulting in inefficiency and poor performance in city management, revenue collection and financial
management.
Lack of effective coordination with other institutions and key urban stakeholders compounding resource
wastage and duplication of efforts.
Policies and other regulatory frameworks to regulate service provision more especially to low income and
informal areas are not in place.
Absence of upgrading and pro-poor policies to regulate urban infrastructure and service provision in informal
areas.
MCC needs to adopt participatory budgeting strategies in order to come up with meaningful and
implementable budgets owned by the city residents.
RESOURCE MOBILIZATION • The revenue base for MCC is mainly property rates, shop rentals, service charges and fees, government
grants, donations, and ceded revenue.
• The property rate base is limited with over 60% of the population in unplanned areas and not included in the
valuation roll.
• MCC should explore the use of its assets and properties as security (securitization) to source finances from
financial institutions.
AGREED PRIORITIES a) Enhance revenue generation and collection.
b) Train councillors and council staff in participatory urban management.
c) Improve good governance in the city.
d) Formulate and Implement a City Service Charter.
URBAN PROJECT PROPOSALS a) Citywide Capacity Building Programme.
b) Citywide Awareness and Sensitisation Campaign.
GOVERNANCE AND FINANCIAL MANAGEMENT PROJECT PROPOSALS a) Development of the Revenue Collection Strategy.
b) Urban Support Unit and Local Observatory.
15
MZUZU CITY PROFILE ‐ LOCAL ECONOMIC DEVELOPMENT (LED) Mzuzu City’s economy is transforming rapidly from the mainly agricultural, administrative, service and
distribution functions to manufacturing and production, high level services and commercial activities. Most
economic activities fall under small (71%) and medium (27.8%) enterprises with 1.2% for the large scale. Over
4,200 registered vendors operate in the different markets. Demand for improved business infrastructure and
services are growing within neighbourhoods. Public sector employs about 23% while private business institutions
employ 19% with private business individuals employing 16% of the economically active population in the city.
Self employment stands at 20% while farming (self-farming) is at 22%. Poverty is at 34% with ultra poor at
10% 11 in 2007, enhanced by the steady growth in prices of basic goods with low salaries. Accessibility to loans is
challenging and most people lack the necessary capital for SME activities to improve their livelihoods especially
women. The Malawi Government introduced the Community Savings and Investment Programme (COMSIP) to
support SMEs at the community level.
INSTITUTIONAL SET‐UP • The Ministry of Industry and Trade leads LED at the national level.
• MCC champions LED at the local level.
• There is need to harness public-private partnerships in order to improve local economic activities.
• There are eight financial and microfinance lending institutions in the city and these offer loans to low income
groups and those operating small and medium scale businesses.
• Some microfinance institutions such as Malawi Rural Finance Company offer some basic training for those
wanting to get loans to support small businesses.
• The activities of other stakeholders, NGOs and CBOs and civil society organisations involved in LED lack
coordination.
REGULATORY FRAMEWORK • The Local Government Act (1998), Planning Policies and Proposals and other statutes guide MCC in
economic development.
• Public-private partnerships are not common and should be considered to create more investment
opportunities.
• Generally there are no pro-poor or deliberate gender-oriented LED policies in place.
PERFORMANCE AND ACCOUNTABILITY • LED in Mzuzu City is limited due to lack of supporting infrastructure and services that hamper economic
activities and poverty reduction.
• The Council provided very small and serviced investment land to a limited number of people with conditions
for investing very constraining for the low income groups.
• High dependence on public sector jobs and small-scale trading activities is affecting LED negatively.
• Poor legal frameworks and land use planning provisions for urban agriculture.
• There is weak communication and consultations between MCC and the private sector and SMEs.
• There is need to integrate the informal sector into the local economy and optimize its employment potential.
• There is need to coordinate the activities of all players in LED and explore the establishment of PPP to
encourage people to establish businesses and create employment in partnerships.
• MCC is failing to enforce existing regulations resulting in illegal vending and hawking in wrong places and
there is an urgent need for LED supporting infrastructure such as markets.
• The current regulatory framework for credit accessibility does not favor the low income earner and
marginalizes the majority.
11
National Statistical Office (2008), Statistical Yearbook.
16
•
Some loans are accessed by groups of small and medium businesses and some individuals from microfinance
institutions but amounts are not adequate with interest rates deemed to be high.
RESOURCE MOBILISATION • MCC depends largely on a small revenue base and cannot invest significantly in LED infrastructure and
services.
• Mzuzu City Council must integrate the informal sector into the formal sector to enhance its capacity and
benefit from its economic growth.
• Other institutions (Press Corporation Limited) have provided funds for the construction of flea markets in
Mzuzu to supplement the Matabwa Market. More of these initiatives must be explored further.
• Explore partnerships with micro-finance and other lending institutions operating in the informal economy to
ease accessibility to capital loans without the use of collateral.
• Train the personnel responsible for revenue collection and employ staff for the Department of Commerce,
Trade and Private Sector Development to improve revenue management.
AGREED PRIORITIES a) Strengthen the Department of Trade, Commerce and Industry within MCC to support and promote LED.
b) Provide LED facilities in low income areas to support small scale enterprises.
c) Provision of serviced land and infrastructure for commerce and industrial investments.
d) Exploit the tourism potential for the city.
PROJECT PROPOSAL a) Establishment of Mzuzu City Council Department of Trade Commerce and Industry.
b) Construction of Township Markets.
17
MZUZU CITY PROFILE ‐ LAND MCC is responsible for urban planning and development control functions in the city. The Ministry of Lands,
Housing and Urban Development, Malawi Housing Corporation, MCC, ADMARC and the Catholic Church are
the main land owners in the city while local leaders claim ownership of customary land and manage the same.
Formal local Council and government committees administer land and control developments but there is conflict
with the local leaders who sometimes stop construction of approved developments and demand compensation for
the land. The land tenure comprises of 15% public land, 10% private land (freehold and leasehold) and 75% land
subjected to customary practices 12 . The 1995 Mzuzu City USP designated land use zones comprising of high
density permanent area (120 Ha), THAs (791 Ha), medium density housing areas (51 Ha), low density housing
areas (75 Ha) and commercial areas (about 180 Ha). Some planned and developed land by MHC for mediumdensity plots has been informally developed giving mixed neighbourhoods. More than 45% of the population
squatting on urban land is believed to have been organic villages on customary land. Mzuzu City is the main
provider of high density, THA and UTHA plots and accessibility is open to any person regardless of gender.
INSTITUTIONAL SET‐UP • The Ministry of Lands, Housing and Urban Development, MHC, the Catholic Church and MCC own the land.
• MCC allocates high density plots.
• CCODE developing low income housing together with Malawi Homeless People Federation.
• Chiefs also administer unserviced land against city requirements.
REGULATORY FRAMEWORK • The Lands Act, Lands Acquisition Act, Land Survey Act and Town and Country Planning Act, Town and
Country Planning Act and Planning Standards and others.
PERFORMANCE AND ACCOUNTABILITY • Most legal frameworks are outdated and new drafts awaiting parliament passing.
• Lack of up to date land records and land use plans complicates future planning and effective implementation.
• Corruption allegations in land administration particularly by public officers and local leaders.
• Absence of an integrated land use planning worsening land administration issues.
• Inadequate MCC capacity (human, technical, financial) hampering efficient land administration.
• Decentralize land to MCC to minimize land management challenges.
• THAs meant for urban low income earners housing not meeting goal due to lack of THA plots in recent years
and resources to minimally service the land. Recent THAs partly have been taken up by the better offs.
RESOURCE MOBILISATION • MCC depends largely on property taxation for its revenues and this is inadequate.
• Government funds housing development through the Local Government Development Fund, which faces
funding challenges itself.
AGREED PRIORITIES a) Redefine the roles and functions of traditional leaders residing within the city.
b) Service more land and promote accessibility for low income groups.
c) Improve capacity of the Council in land administration/management.
12
UN-HABITAT (2010), Malawi Urban Housing Sector Profile.
18
d) Establish a Land Information System in the departments dealing with land.
PROJECT PROPOSALS a) Land regularisation in unplanned areas.
MZUZU CITY PROFILE ‐ GENDER AND HIV/AIDS Gender and HIV/AIDS issues are treated as crosscutting issues in all development programmes of the City. The
national policies on gender and HIV/AIDS provide guidance in coordinating gender issues. The current
population ratio in the city is 50.1 males to 49.9 females. Education enrolment of girls at about 50.4% (of 39,837)
in public primary and secondary schools is higher than for boys. Of the 50.4%, 3.2% is in pre-schools, 35.5% in
primary schools, 10.7% in secondary schools with a meager 0.4% and 0.6% in tertiary education. HIV prevalence
in the city stands at 13.8%. In general, more males go for voluntary testing and counseling at 55.3% against
43.6% for females. Prevalence for men increases as the level of education increases ranging from 9% for those
with no education to 13% for those with secondary and tertiary education. HIV prevalence also increases with
increasing economic status of the household with the wealthiest at 15% and poorest at 4%. HIV infection is lower
for both sexes and increases with married couples and highest for those formerly married. The number of orphans
in the city is rising at 7,583 orphans aged less than eighteen years. Major challenges on gender issues include lack
of resources by the Council, poor coordination among various players, the HIV/AIDS epidemic and poor male
patronage in adult literacy programmes.
Males dominate small and medium enterprise economic activities at about 61.5% against females at 38.5%.
However, women have a higher organizational capability than men to form business groups and obtain loans from
microfinance lending institutions. There are also deliberate efforts to put women in leadership positions in
development committees. NGOs and CBOs are the most active in supporting affirmation action and gender
equality as attendance in gender related activities are dominated by women. Gender-based violence is also one of
the major challenges faced in the city and various institutions are making strides to reduce violence against
women by providing victim support services e.g. the police; developing a gender policy for the workplace;
sensitizing staff at all levels; advocating for women rights on various issues; among others.
INSTITUTIONAL SET‐UP • The Ministry of Women and Child Development is the lead actor.
• MCC coordinates gender and HIV/AIDS at the local authority level.
• There are public and private institutions which offer VCT services.
• NGOs, CBOs, FBOs and civil society actively involved in gender and HIV/AIDS issues.
REGULATORY FRAMEWORK • The National Gender Policy is main source of guidance on gender issues and The National HIV/AIDs Policy
guides on HIV/AIDS matters.
• Other legal statutes support children’s rights.
• MCC does not have a localized gender policy.
PERFORMANCE AND ACCOUNTABILITY • There is poor male patronage in adult literacy education.
• The free public primary school education has led to increased numbers of both boys and girls in primary and
secondary schools.
• An increase in sex education has led to a reduction in girl pregnancies an school dropouts.
• The lack of local gender policy for the city weakens efforts that can be directed towards this sector.
• The various institutions should do more to educate management at all levels to take gender issues on board
and to be part of the strategic plan in order to address such issues strategically.
19
•
•
•
•
•
Mzuzu City Council should coordinate gender issues with other stakeholders to enhance the provision of
women friendly facilities within the city and the workplace.
Improve information dissemination on gender-based violence, HIV/AIDS and women to increase awareness.
Mzuzu City has 133 Community Based Child Centres managed by the community and aim at improving the
welfare of orphans and vulnerable children at family and community levels.
Mzuzu City has 117 NGOs, CBOs, FBOs and Community Based Support Groups (CBSGs) addressing
various HIV and AIDS issues in the areas of prevention, treatment, care and support and impact mitigation.
MCC has supported the Malawi Homeless Peoples Federation (Federation) in the acquisition of land for
housing at Mchengautuwa.
RESOURCE MOBILISATION • MCC largely depends on property rates for revenue
• The city’s financial resources allocated for gender and HIV/AIDS are very limited.
• The Malawi Government funds gender and HIV/AIDS programmes through the National AIDS Commission
(NAC) and funding is activity-based with institutions submitting costed activities or projects for funding.
• Donor funding forms a major portion of gender and HIV/AIDS activities though unsustainable in the long
run.
• Microfinance institutions actively involved by provision of small scale business loans, business training and
other activities.
• The Malawi Government also involved in the provision of microfinance through YADEF, MARDEF
MASAF’s COMSIP programme now Local Development Fund.
• The Community Development and Social Welfare Services offered by the Council, adult literacy and home
craft education need to be supported through training of instructors and extension workers.
• Broaden and strengthen the resource base and human capacity in community-based organizations in order to
provide extensive and effective outreach programs.
AGREED PRIORITIES a) Advocate and improve girls’ access to education.
b) Awareness on gender based violence
c) Encourage men to participate fully in gender, HIV/AIDS related projects.
d) Setup flea markets to absorb majority of the SMEs.
PROJECT PROPOSALS a) Mainstreaming Gender within the City Council.
20
MZUZU CITY PROFILE – ENVIRONMENT AND URBAN DISASTER RISKS MCC aims at protecting river and stream catchment areas, conserving forests, managing storm water drainage
systems, and providing sanitation services for solid and liquid wastes. Human excreta disposal is mainly through
traditional pit latrines at 80% followed by flush toilets at 17% and VIP latrine at 2% 13 and the rest with no
facility. The rapid urbanization has increased demand for affordable energy and land for housing and other uses
leading to more pressure on the existing natural resources. The undulating topography of Mzuzu City is sensitive
to slight imbalances leading to more adverse effects on the environment including deforestation, soil degradation
and pollution from pit latrines, septic tanks, industrial effluents and vehicles. This affects the health of people in
slum areas and elsewhere. Specific regulations and by-laws to address issues of unplanned settlements,
environmental degradation and waste management are not in place resulting in indiscriminate liquid and solid
waste discharge and disposal onto water catchment areas, rivers, and along roads. Better coordination among
various environmental players is lacking. Unplanned settlements developing on steep slopes susceptible to
landslides and heavy soil erosion is another challenge. There is need to develop an environmental management
policy and plan for the city.
INSTITUTIONAL SET‐UP • MCC provides, operates, maintains and coordinates environmental services within the city.
• The City’s Health Department and NRWB conduct periodic monitoring and evaluation of water quality in the
city.
• The Departments of Environmental Affairs and Forestry play a role in the management of the environment
through tree planting programmes and environmental pollution control and mitigation.
• The Malawi Environmental Endowment Trust (MEET) works with various institutions in the implementation
of the Environmental Management Act.
REGULATORY FRAMEWORK • The Environmental Management Act (EMA), Forestry Act, Local Government Act, Town and Country
Planning Act, Mzuzu City Urban Structure Plan (expired) are the major guiding frameworks with a number of
by-laws, policies and regulations.
PERFORMANCE AND ACCOUNTABILITY • The Town Planning Committee in the city is not strong enough to direct and control developments in less
fragile areas in the absence of an up-dated USP.
• Any major developments within the city require an environmental impact assessment as required by the EMA
and EIA guidelines to minimize environmental degradation but their application is somehow weak.
• Environmental improvement programmes are poorly coordinated due to the multiple land administration
organs in the city.
• Only ten percent (10%) of the refuse generated in the City is usually collected mostly from the planned
housing areas, commercial and industrial areas. The service is affected by frequent break-down of refuse
collection vehicles. The existing damping site is a growing challenge to surrounding areas due to pollution of
air, surface and ground water. Several institutions, public and private, assemble and disseminate urban
environmental information through radio, TV, print and electronic media, and newsletters at the national level
and effectiveness at the local level is not easily assessable.
• In the absence of councilors, project implementation at ward level is not effected leading to environmental
concerns.
13
National Statistical Office (2009), Population and Housing Census 2008 Main Report.
21
•
•
•
There is lack of coordination between NGOs, CBOs, other stakeholders and MCC in projects implementation
on environmental management with the lack of an Environmental Management Plan and inadequate
resources.
Development control capacity is weak and needs to be strengthened in order to ensure that marginal and
fragile land is protected from unwarranted developments.
The lack of capacity to service land particularly for the poor, informal settlements and THAs, has contributed
to indiscriminate disposal of waste in the city resulting in environmental degradation and pollution.
RESOURCE MOBILISATION • MCC resources from mainly property taxes inadequate to meaningfully impact on environmental issues.
• The Malawi Environmental Endowment Trust provides funding for environmental related projects and
scholarships for capacity building.
• Private providers of environmental and waste disposal services in the city are expensive and there is need for
MCC to provide the services to the city residents at an affordable rate.
• Public-private partnerships should be encouraged and supported to carry out projects in the protection,
conservation and repairing of the environment.
• The council seeks cooperation with donors to identify a proper site for waste management facility and site
development.
• NGOs and CBOs are involved in environmental issues using own resources from donors which are not
sustainable in the long term.
• A gravity-based sewer system would work with the hilly topography of the City and NRWB Water and
Sanitation Plan 2010-2025 is addressing this.
AGREED PRIORITIES a) Conduct an assessment of main environmental needs and gaps, and formulate an environmental action plan.
b) Operationalise existing legal frameworks and review existing ones to address current issues.
c) Improve MCC’s capacity in environmental planning and management.
d) Conduct public education and awareness campaigns on environmental issues.
e) Explore broad based partnerships in addressing environmental problems.
f) Expand existing sewerage treatment facilities and solid waste management.
PROJECT PROPOSALS a) Environmental action planning with a pilot project component
b) Develop a solid waste management at Dunduzu in Mzuzu City
c) Establish a local environmental resource and community education centre.
URBAN DISASTER RISK The main disaster risks facing the city include floods, landslides, strong winds and cyclones, environmental
degradation, accidents, epidemics and public events hazards. Mitigation measures have included provision of
humps on roads to reduce speed and accidents and awareness campaigns through radios and other mass media
means. National tree planting programmes have been encouraged by government at the national level to mitigate
deforestation.
22
INSTITUTIONAL SET‐UP • The Ministry of Poverty and Disaster Management Affairs and Mzuzu City Council lead urban disaster
issues.
• The National Disaster Preparedness and Relief Committee (NDPRC) and subcommittees for disaster
management promote and coordinate all activities related to disaster management and emergencies assisted by
the office of the Commissioner for Disaster Preparedness, Relief and Rehabilitation.
• Other key stakeholders include the police, Ministry of Health, ESCOM, NRWB, Forestry Department, and
Environmental Affairs Department among others.
REGULATORY FRAMEWORK • The Disaster Preparedness and Relief Act (1991) provide guidelines.
• It is not clear if the city has any by-laws that are applicable in disaster management.
PERFORMANCE AND ACCOUNTABILITY • The city and other stakeholders involve affected communities in the implementation of disaster management
activities when there is a disaster but this is limited by lack of knowledge about disaster risks and hazards by
the communities.
• Public-private partnerships are not well established except during emergencies.
• Absence of regulatory frameworks on disaster risks at the local level hinders planning and implementation of
disaster risk management activities.
RESOURCE MOBILISATION • The Department of Poverty and Disaster Management Affairs has a line budget for its activities and receive
funding from central government, foreign governments, international agencies and others. Such funds are not
always sufficient to meet the demands.
• The city mostly depends on its own resources to finance disaster management activities and receives donation
at times.
• NGOs, CBOs and FBOs taking part in such activities using own sources of resources and donation as well.
• The City Council has asked the Department for Geological Survey to identify risky areas for construction in
Mzuzu as part of the development of new USP supported by German government.
AGREED PRIORITIES a) Mapping of disaster prone areas.
b) Climate change programme.
PROJECT PROPOSAL a) City Climate Change Adaptation Project.
23
MZUZU CITY PROFILE ‐ SLUMS AND SHELTER Rapid urbanization has led to the spread of unplanned settlements with a good percentage of poor quality housing
with over 60% of the people living in these settlements. The city is facing challenges of inadequate housing,
inadequate provision of serviced plots to meet the need of both the rich and poor. The housing categories in the
city include low density, medium density, high density permanent and high density traditional housing areas.
There are 3,730 plots in UTHAs in Mzuzu, but the services have degenerated and the areas look more of slums
than UTHAs. The THAs are poorly provided for in terms of basic urban services as well. Housing tenure
comprise of 59% owner-occupied, 39% renting, 2.5% authorised dwellings and 0.8% employer provided 14 . NSO
(2009) indicates that 50.4% are owner or family occupied, 44.7% renting while 4.9% are others. About 52% of
the dwellings are permanent, about 30% semi-permanent while traditional or temporary counts for 18% 15 . Rentals
range from MK1,500.00 to over MK35,000.00 per month.
Lack of services and poor sanitation has been attributed to the absence of an up-to-date Urban Structure Plan to
guide and allow for planned new site development, but also due to lack of financial capacity for the Ministry of
Lands and MCC to provide infrastructure in most residential areas including the low income areas. The Malawi
Homeless Peoples Federation is one of the institutions providing low cost housing to low income and poor groups
apart from the City Council. The first housing project is at Mchengautuwa, a second one at Botanic Garden is
under preparation. Furthermore, a Memorandum of Understanding between the Council and Habitat for Humanity
Malawi stipulates the facilitation of a low-cost housing scheme close to Luwinga Area 1B. A housing policy is a
must have if housing issues are to be tackled systematically at the local authority level including upgrading
programmes.
INSTITUTIONAL SET‐UP • The City Council’s Department of Planning and Estates Services, the Department of Lands, MHC, Habitat for
Humanity and the Malawi Homeless Peoples Federation provide land/housing in the city.
• Slum upgrading is the responsibility of Mzuzu City Council.
• Local chiefs involve themselves allocation of land for housing and other uses.
• Other NGOs and CBOs are increasingly becoming interested and involved in low cost housing issues.
REGULATORY FRAMEWORK • The Land Act, Land Acquisition Act, Conveyancing Act, Land Development Act, Town and Country
Planning Act, Environmental Management Act, Local Government Act, and many others provide guidance.
• There is no proper regulation for land sales in all areas with unplanned areas being the worst.
PERFORMANCE AND ACCOUNTABILITY • Weak coordination between MCC and the other stakeholders in the land and housing sector leading to
inefficiency and poor performance.
• The involvement of chiefs in land management in planning areas complicating the implementation of urban
development programmes as there are conflicts of interest.
• The absence of a Service Charter makes the city to have no directed obligation in service delivery.
• Involve all key stakeholders in matters of land for housing and slum upgrading to improve land governance.
• There is need to resuscitate and strengthen the urban forum at the local level where urban issues can be
discussed, agreed upon, and agreed actions implemented.
• Existing high density permanent areas are lacking maintenance in existing infrastructure and services.
• Land for high density housing and THAs is often made available in marginal areas.
• Most of the laws and policies regarding shelter in the city are old and not relevant to current housing
challenges.
14
15
National Statistical Office (2005), Integrated Household Survey II 2004/2005.
National Statistical Office (2009), Population and Housing Census 2008 Main Report.
24
•
•
Planning laws, building regulations and lack of capacity by the Council are seen as constraining housing
development particularly in the THAs and high density areas.
The process of acquiring land for housing and Planning Permission are too long and costly for the low income
groups.
TENURE • There is need to sensitize about the gazetted public land in order to create awareness on land tenure
categorization and administration in the city.
• There is need for the City Council to register all its land but also to acquire land for medium and low density
developments in order to broaden its financial resource base.
• All landlords should streamline the land acquisition processes to ease accessibility.
• Formal land markets are not affordable to the majority and this makes the informal and traditional land
systems more marketable and favorable.
• The Mzuzu City Council should continue issuing leases/titles to tenants in THAs and other areas to secure
tenure.
RESOURCE MOBILISATION • MCC depends on city rates and fees for its revenue and lacks the capacity (financial, human and technical) for
land servicing and slum upgrading in general.
• The City Council needs to seek compensation resources from government or donors.
• NGOs, CBOs and other players are becoming actively involved in housing and slum upgrading issues but
these are not holistic. Their funding also depends on donors, a situation that is not sustainable.
• Financial lending institutions must be encouraged to support low income housing efforts at low interest rates
and with minimum conditions.
AGREED PRIORITIES •
Slum upgrading.
•
PROJECT PROPOSAL a) Slum upgrading Project.
Capacity building for the local community and the city council.
25
MZUZU CITY PROFILE – BASIC URBAN SERVICES WATER SUPPLY NRWB supplies water in Mzuzu City and the whole northern region of Malawi. Water is supplied to any location
in the city but cost is dependent on distance from the nearest water mains and land use category. In planned and
serviced areas, the cost of water is less than in the unplanned areas. Water is connected upon application and the
whole process may take between one to five months. The existing treatment plant has a maximum design capacity
of 16,400 m3 per day but NRWB supplies approximately 13,700 m3 of treated water to about 170,000 people daily
(including Ekwendeni Township which is 24km outside Mzuzu City). The total pipe network coverage is about
178km. Out of 124,098 people, about 18% have water piped into their dwelling, about 43% on their yard or plot,
about 21% depend on water kiosks, about 9% use unprotected sources (wells, springs, rivers/streams and dams)
while about 2% use protected wells. Leakages are common contributing to 44% of water losses. Supply network
is good in most planned areas and the CBD while poor in THAs and slum areas with water rationing at times.
Low water pressure is one of the major challenges coupled with power outages. About 43% of the communal
kiosks are non-functional due to vandalism and low pressure. Water supply is also hampered by the city’s
topography, lack of equipment, materials and resources. Installation of additional water points, provision of water
services at affordable tariffs and provision of improved sanitation and waste management services to avoid
pollution and diseases are some of the activities that would improve the situation in informal settlements. It is
expected that the water demand will be 70,855m3 per day by 2020.
Rehabilitation and expansion of the water reticulation system is expected to affect about 82% of the households in
the city. All public schools and health facilities in the city are supplied with piped water. In terms of sanitation, all
schools and health facilities rely on septic tanks and VIP toilets.
INSTITUTIONAL SET‐UP • The Ministry of Irrigation and Water Development assisted by the Water Resources Board oversees water
development and supply matters.
• Northern Region Water Board is the sole supplier of piped water in Mzuzu City.
• PPPs in the THAs and unplanned areas are in place and managed by CDC and Water Users Associations.
• Mzuzu City coordinates and facilitates water supply to unplanned and other high density housing areas.
REGULATORY FRAMEWORK • The Local Government Act, The Public Health Act and Environmental Management Act, by-laws and
regulations guide MCC in service provision.
• NRWB’s main regulatory framework is provided for in the Water Works Act supported by the Local
Government Act.
PERFORMANCE AND ACCOUNTABILITY • Financial mismanagement challenges and 70 CWPs were disconnected due to non-payment of water bills and
vandalism of components.
• Sixty percent of the water supply only caters for 60 percent of the total water demand in the city due to water
losses through leakages.
• Pumping to boost the flow of water in the difficult terrain is costly for the NRWB and this cost is passed on to
the consumers at a subsidized rate although the final tariff of water remains high for the poor.
• Water losses are common due to old and wasted pipes which need extensive replacements and high
maintenance costs.
• PPPs are in place in various communities that sell water through community kiosks. The performance of these
depends on the quality of management as mismanagement of water sales money and disconnections are
common.
• Availability of water varies with location with unplanned areas being the worst hit.
• Intermittent power supply affects the supply of piped water.
26
•
•
•
•
The water quality in Mzuzu city is rated the best in the country. However, of recent the quality has been
noticed to decrease as muddy water frequently comes from the tap more especially after a water blackout.
The NRWB capacity is insufficient, and the current water source have reached maximum supply limit.
NRWB lacks financial and skilled human capacity to carry out the much needed sewerage system services in
the city where they privately exist.
NRWB supplies water to any applicant regardless of their location as a requirement to service anyone
contributing to the spread of informal settlements.
RESOURCE MOBILISATION • Northern Region Water Board depends on own resources through water bills but these are inadequate.
• The resources are both from internal and external sources. Common internal source of revenue is water bills
paid by consumers. External sources include grants and credit from local and international organizations.
• Mzuzu City Council must be seen to have a stake in the development and supply of water to the city residents
particularly in developing a sewer system for sanitation purposes.
ONGOING PROJECTS Northern Region Water Board The NRWB has embarked on a MK1.6 billion Priority Rehabilitation and Expansion Works (PREW) project to
rehabilitate and expand the current water supply system by installing three additional reservoirs, an additional
water source and new pressure zones to boost water pressure. The project is expected to increase the water
volume and distribute efficiency to the city residents.
AGREED PRIORITIES a) Provide water to all.
b) Upgrading of the existing reticulation system to meet the demand.
c) Provide bigger water reservoirs.
d) Provide alternative power for emergencies.
PROJECT PROPOSAL WATER SUPPLY a) Water Works Rehabilitation and Expansion Project.
ELECTRICITY SUPPLY ESCOM is the sole supplier of hydro electricity to the city for lighting, cooking, and heating through the main
national grid from Nkula, Kapichira and Tedzani hydro power stations on Shire River and small hydro power
station at Wovwe in Karonga District. About 38% of the population is supplied with electricity various uses.
About 10% of the population use electricity for cooking while 65% use firewood, 24% use charcoal and the rest
use paraffin, gas and straw. Paraffin tops energy source for lighting at 47%, with electricity at 40% and candles at
11% and rest using firewood and other sources. inadequate access to electricity mostly affects households in low
income housing areas. Connection is by application and is not restricted by location as affordability is the major
determinant. The Mzuzu City Town and Country Planning Committee recommends supply of electricity to
unplanned areas to upgrade them.
INSTITUTIONAL SET‐UP • The Ministry of Energy and Mining provides the legal guidance and the Malawi Energy Regulatory Authority
controls tariffs.
27
•
ESCOM is the sole supplier of hydroelectric power in Malawi.
REGULATORY FRAMEWORK • The Electricity Act guides the supply of electricity.
• The Malawi Energy Regulatory Act controls the electricity tariff.
• Electricity By-laws developed by the Malawi Electricity Regulatory Authority are yet to be adopted.
PERFORMANCE AND ACCOUNTABILITY • ESCOM is a statutory institution, faces resource challenges which hamper delivery of services.
• There are no PPPs in electricity supply and ESCOM is overwhelmed by the generation, transmission and
supply of electricity. Liberalise the power sector to improve delivery.
• Electricity connection is costly as applicants pay for capital investment assets eventually owned by ESCOM.
• Electricity is mostly used for lighting and less for cooking and is characterised by frequent power outages.
RESOURCE MOBILISATION • ESCOM depends on its revenue sources through bill collection and inadequate for its requirements.
• ESCOM also benefits from external sources that include grants and loans.
• ESCOM should consider reforestation or energy sciences programmes.
AGREED PRIORITIES a) Enhance the supply system to meet the growing demand.
b) Replace wooden poles with metal pylons.
c) Develop an alternative power supply such as wind and solar energy.
d) Prevent vandalism of public infrastructure.
PROJECT PROPOSAL ELECTRICITY No. 1 a) Vandalism Prevention Project (refer to Basic Urban Service Project).
b) Establish alternative sources of energy (National project).
URBAN SAFETY Safety and security of people and property are fundamental aspects for MCC as highlighted in its mission
statement. Police, MCC, NRSC, Neighborhood Watch groups and other private provide public and private safety
and security services regarding road safety, property and personal harm. MCC is responsible for the provision of a
safe urban environment as well as building safety. Both the police and private firms provide private services on
fee. Safety challenges in the city include assault and gender-based violence, theft, robbery, road and fire
accidents. Staffing levels for the police stood at 272 officers in 2007 in all the departments. However, more
resources are needed to improve safety services, capacity and cooperation among stakeholders. The police should
encourage the establishment of more PPPs with communities to improve safety and security across the city.
INSTITUTIONAL SET‐UP • The Ministry of Internal Affairs is the overall overseer of law and order and public safety through the Malawi
Police Service.
• MCC is mandated to provide a safe environment in the city.
• In THAs and other unplanned settlements community policing and neighborhood watch groups are organized
to provide security.
• The National Road Safety Council and the Roads Authority concentrates on concentrates on road safety.
28
•
The Department of Occupational Safety and Hazards ensures safety for employees.
REGULATORY FRAMEWORK • The Local Government Act, Town and Country Planning Act, and Building by-laws, the Crime Prevention
Policy, the National Roads Act and Road Traffic Act, the Occupational Health, Safety and Welfare Act, and
Malawi Police Act, provide guidance on various safety and security in the city and at work places in general.
PERFORMANCE AND ACCOUNTABILITY • Crime rate in Mzuzu city has been rising registering over 5,000 cases in 2007.
• The introduction of the Rapid Response Services (991) by the Police has increased efficiency in dealing with
crime and accidents in the city.
• PPPs have helped in reducing crime and theft in most areas though some neighborhood watch members have
been caught stealing.
• The fire fighting service is inefficient and fires in the city have led to loss of property and in some cases lives.
• A total of 11,975 road accidents occurred between 2003 and 2007 with 153 fatal ones.
• The Police provide free and pay services, while private security firms provide pay security services.
RESOURCE MOBILISATION • The Police is funded by government though funding mostly inadequate and service delivery is compromised.
• The police collect revenue from fines, and other sources which go to the government coffers. NGOs also
contribute to the police.
• MCC uses its own limited resources which are limited to provide public safety services. Other sources include
donations, grants, equipment and vehicles (fire fighting vehicles).
• Private firms and community policing groups use their own resources collected from clients and the residents.
AGREED PRIORITIES a) To provide street lighting throughout the city.
b) To sensitize the city residents on domestic violence.
PROJECT PROPOSALS a) Provision of street lighting in the whole city (Light Mzuzu City Project).
WASTE MANAGEMENT Mzuzu City Council is responsible for the provision of sanitation services such as refuse removal and disposal
services in all areas in the city. The planned and fully serviced areas are service at regular intervals while the
unplanned areas and UTHAs manage wastes themselves through rubbish pits, on road ways, river banks, garden
and in storm water drains. Pit latrines form the main method of disposing human excreta at about 80% followed
by flush toilets at 17%. The rest either use VIP latrines or have no facility 16 . The City has no public sewage
treatment facilities. Private waste treatment ponds exist at the army barracks, prison and Mzuzu Central Hospital
but are not fully utilized and instead, septic tanks are used. Southern Bottlers use the sludge waste treatment
facilities located at Luwinga. Major issues include indiscriminate waste disposal, environmental degradation,
pollution from industrial and domestic effluents, and insufficient regulations. The timber sawers dispose wood
dust anyhow or burn the dust while industrial wastes are minimal. Waste management is therefore a major
challenge. Inadequate capacity (rudimentary equipments) and crude dumping because of lack of proper waste
management facility.
16
National Statistical Office (2009), Population and Housing Census 2008 Main Report.
29
INSTITUTIONAL SET‐UP • Environmental Affairs Department at national level.
• The Public Works Department, Health Department, Parks and Recreation Department of the Council are
responsible for waste management, pollution control, sanitation services and environmental health.
• MHC, Moyale Barracks and other private firms provide septic tank vacuum emptying services at a fee.
• The Malawi Homeless Peoples Federation has introduced the Eco-san toilets at Mchengautuwa where solid
and liquid wastes are expected to be used in the production of organic manure for own use or sale.
REGULATORY FRAMEWORK • The National sanitation Policy (2008), The Local Government Act (1998), the Public Health Act and the
Town and Country Planning Act complement each other in waste management and sanitation.
PERFORMANCE AND ACCOUNTABILITY • The challenges emanating from indiscriminate disposal of both solid and liquid wastes particularly in market
places, streets, open space, industrial, high density and traditional residential areas due to lack of financial,
technical and human resources
• The MHC and Moyale Barracks support in the removal of liquid waste and garbage in the city. Public-Private
Partnerships are emerging but need to be supported by finance lending institutions and the Council itself.
• The City Council has slug ponds which are located ten kilometers from the city centre and these are used for
holding the liquid waste removed from different parts of the city.
RESOURCE MOBILISATION • Mzuzu City Council uses own funds mostly from property taxes and fees and hence a small budget for waste
management and sanitary services.
• Public–private partnerships and community involvement should be encouraged to improve service delivery.
• A proper dumping site must be identified and the one at Mchengautuwa closed as it is a health hazard to the
slum dwellers there.
ONGOING PROJECT NRWB preparing a Sanitation Strategic Plan for the city and to consist of a situation analysis or Mzuzu City,
Sanitation technology review and selection, detailed sanitation coverage plan, a proposed institutional
arrangement for the sanitation plan and sanitation interventions implementation plan.
AGREED PRIORITIES a) To identify and develop a land fill site.
b) To procure vacuum tankers for emptying septic tanks.
c) Capacity building and sensitization on proper waste management including compositing.
d) Construction of a sewerage system.
e) To establish a recycling plant for non-biodegradable waste.
f) Adoption of new sanitation technologies such as ECOSAN toilets.
PROJECT PROPOSALS a) Establishment of a solid waste management facility.
30
GOVERNANCE AND FINANCIAL MANAGEMENT Strengths
Weaknesses
Opportunities
Threats
Priorities
GOVERNANCE AND FINANCIAL MANAGEMENT •
•
•
•
•
Local
Government
Act
(1998)
and
Decentralisation
Policy (1998) in place.
Other relevant legal
frameworks, by-laws,
and regulations, e.g.
Public
Finance
Management
Act,
Corrupt Practices Act,
Public
Procurement
Act, etc. in place
Existence of CDCs,
NGOs
and
civil
society organisations.
Established
departments for key
sectors in place.
A growing property
revenue base.
•
•
•
•
•
•
Absence of elected
Ward Councilors.
Involvement
of
traditional leaders in
land administration
in the city.
Lack of City Service
Charter.
Inadequate
and
outdated
by-laws,
policies and plans.
No clear City Vision
and
Mission
Statement.Inadequate
human, technical and
financial capacity.
Lack of support for
PPP culture in urban
service delivery.
•
•
•
•
•
•
Local
government
elections expected to
take place in April
2011
to
elect
councilors.
Reviewing of existing
USP, by-laws and
formulation of bylaws.
Willingness
of
communities, NGOs,
academia, public and
private sectors to
participate in city
affairs.
Civic education and
adult
literacy
programmes
Availability
of
training opportunities
for staff.
Opportunity
for
effective participatory
budgeting.
•
•
•
•
•
Weak
transparency
and accountability in
decision making in
the
absence
of
councilors.
Existence of parallel
governance system by
local chiefs within the
city jurisdiction.
Corrupt practices and
fraud in city affairs.
High default rate on
payment of property
taxes and other fees.
Political interference
in technical affairs in
the city.
•
Political interference
in technical affairs in
the city.
•
Train councillors and
council
staff
in
participatory
urban
management.
•
Improve
governance
city.
•
in
good
the
Formulate
and
Implement a City
Service Charter.
URBAN PROJECT No. 1 TITLE: City Council Capacity Building Project.
LOCATION: Mzuzu City Council
DURATION: 24 months
BENEFICIARIES: Councilors, Council Staff, key stakeholders, CDCs, NGOs, CBOs, etc.
IMPLEMENTING PARTNERS: Mzuzu City Council, a training institution, Ministry of Local Government and
Rural Development, NICE.
ESTIMATED COSTS: US$300,000.00
BACKGROUND: The ability of the City Council to deliver services and respond to other city needs is highly
dependent on its capacity to facilitate and participate in urban development. Local authorities must create an
enabling environment for infrastructure and service delivery to succeed but they lack the necessary skills and
knowledge in various areas of under its mandate including leadership, results based management, municipal
finance, participatory planning, participatory budgeting, conflict management, infrastructure development and
management and GIS. It is therefore necessary to build the Council’s capacity to improve on urban development
processes in a sustainable and transparent way.
OBJECTIVES: To capacitate the Council and improve urban management.
ACTIVITIES: a) Identify a training coordinator and conduct training needs assessment of MCC and its
stakeholders. b) Identify a training institution. c) Conduct capacity building. d) Establish a continuing capacity
building programme. e) Monitoring and evaluation of the programme.
OUTPUTS: MCC capacity in various areas improved with a continuing capacity building programme in place.
STAFF REQUIRED: A team of capacity building experts in different areas.
URBAN PROJECT No. 2 TITLE: Citywide Awareness and Sensitisation Campaign.
LOCATION: Mzuzu City
DURATION: 12 months
31
BENEFICIARIES: MCC, Residents, Communities, Service and utility providers, the ratepayers and all sectors.
IMPLEMENTING PARTNER: MCC, MLGRD, Rate payers, the Business Sector, Malawi Revenue Authority,
Developing partners, LDF, MLHUD, NGOs, CBOs, FBOs, etc.
ESTIMATED COSTS: US$150,000.00
BACKGROUND: MCC and other stakeholders have noted that most of the city residents in the various sectors
are not aware of their duties and responsibilities and how to care for public facilities available in the city leading
to lack of ownership and vandalism. It is therefore imperative to sensitise and make all city residents aware of
their duties and responsibilities.
OBJECTIVES: To empower city residents’ with knowledge and understanding of their duties and
responsibilities in various thematic areas (governance and financial management, land administration and
management, local economic development, environmental and disaster risks, gender and HIV/AIDS, genderbased violence, public facilities management (duty of care) security and community policing, and waste
management among other).
ACTIVITIES: a) Conduct preparatory institutional meetings, b) Conduct needs and information assessment in
the various themes/areas, c) Conduct sensitisation and awareness meetings on agreed thematic areas or sub
thematic areas, and d) Conduct monitoring and evaluation on selected thematic areas.
OUTPUTS: Improved understanding on knowledge, duties and responsibilities by city residents.
STAFF REQUIRED: Community workers.
GOVERNANCE AND FINANCIAL MANAGEMENT No. 1 TITLE: Revenue Generation and Collection Programme
LOCATION: Mzuzu City
DURATION: 12 months
BENEFICIARIES: MCC, Residents, the business sector, the ratepayers and the informal sector.
IMPLEMENTING PARTNER: MCC, MLGRD, Rate payers, the Business Sector, Malawi Revenue Authority,
Development partners, LDF, MLHUD.
ESTIMATED COSTS: US$90,000
BACKGROUND: The major intervention to the insolvency hampering MCC’s ability to pay staff and to deliver
service effectively is availability of adequate resources as the city depends on property tax. There is need for an
analysis of the institutional situation to review procedures, assess alternative revenue sources, and to consult the
rate payers and city stakeholders. This will then serve as a basis for recommendation to improve and strengthen
the overall collection of system of MCC.
OBJECTIVES: To improve MCC’s financial management capacity.
ACTIVITIES: a) Conduct institutional needs assessment of MCC’s financial management systems, b) Conduct
SWOT analysis on City financial management, c) Identify and assess potential alternative revenue sources, d)
Implement formulated strategies, and e) Carry out monitoring and evaluation.
OUTPUTS: Improved city financial management system.
STAFF REQUIRED: Financial management expert.
GOVERNANCE AND FINANCIAL MANAGEMENT No. 2 TITLE: Local Urban Observatory (LUO)
LOCATION: Mzuzu City
DURATION: 12 months
BENEFICIARIES: The public, private sector, Mzuzu city residents, MCC
IMPLEMENTING PARTNERS: Mzuzu City Council, Ministry of Local Government and Rural Development,
Ministry of Lands Housing and Urban Development, Mzuzu University, NSO, civil society organizations and
UN-HABITAT, Development partners.
ESTIMATED COSTS: US$300,000
BACKGROUND: Mzuzu City is faced with a multitude of economic, social and political challenges. The city is
striving to improve its economic performance and address urban poverty as over 60% of the population live in
unplanned areas. Decision making is difficult with inadequate data on its key urban development trends. Data and
32
information flow is skewed and the city residents nor the Council are up-to-date with urban developments. An
urban support unit with a local observatory could greatly assist the city council and civil society in achieving
increase in productivity, equity and promote good governance and sustainability.
OBJECTIVES: To improve urban data management on various sectors to aid in decision making.
ACTIVITIES: a) Mobilise stakeholders to participate in the establishment of the Urban Support Unit and Local
Urban Observatory, b) Conduct a needs assessment on data and information management, c) Develop effective
strategies of data management and communication, d) Develop and establish a Local Urban Observatory, and e)
Institutionalise the LOU processes in the Council.
OUTPUTS: Local Urban Observatory established and operational.
STAFF REQUIRED: Coordinator or facilitator, Research team with experience in urban development issues.
33
LOCAL ECONOMIC DEVELEOPMENT Strengths
Weaknesses
Opportunities
Threats
Priorities
LOCAL ECONOMIC DEVELOPMENT •
•
•
•
•
Availability of some
legal
frameworks,
by-laws
and
regulations for local
economic
development.
Mzuzu
is
the
regional headquarters
and is in a strategic
location to external
markets.
Existing and growing
local markets for
formal and informal
economic sectors to
support LED.
Growing
timber
market,
services,
hospitality
and
existence of the
tobacco industry.
Availability
of
production factors at
relatively low costs.
•
•
•
•
•
•
•
•
Absence
of
a
comprehensive LED
plan for the city.
Slow growth of the
industrial sector in
general to generate
jobs.
Inadequate existing
infrastructure
and
services supporting
LED.
Inadequate
regulations and bylaws supporting the
informal and formal
industry
and
economy.
Inadequate
entrepreneurial and
business skills
Inadequate serviced
land for commerce
and
other
investments.
Lack
of
market
diversification and
satellite
local
economic centres to
support
SMEs’
establishment.
Absence
of
institutional
frameworks
to
promote LED.
•
•
•
•
•
•
•
Skills development
institutions
locally
available.
Growing support and
political will for
SMEs
through
micro-finance
institutions
establishment.
Possibilities
of
public-private
partnerships (PPP).
Availability of raw
materials at relatively
low
cost
in
surrounding areas for
manufacturing and
agro-industries.
Growing
local
markets for finished
goods and services.
A growing range of
financial institutions
to support economic
activities by women.
Growing importance
of mining in the
north to create more
opportunities
in
Mzuzu.
•
•
•
•
Lack
or
limited
access to investment
capital by SMEs with
no collateral.
Unreliable power and
water supply.
Supporting
infrastructure
and
services limited to
central areas.
Vending
in
undesignated areas.
•
Strengthen
the
Department of Trade,
Commerce
and
Industry within MCC
to
support
and
promote LED.
•
Provide
LED
facilities in low
income areas to
support small scale
enterprises
•
Provision of serviced
land
and
infrastructure
for
commerce
and
industrial
investments.
•
Exploit the tourism
potential for the city.
LOCAL ECONOMIC DEVELOPMENT No. 1 TITLE: Establishment of the Mzuzu City Council Department of Commerce, Trade and Industry.
LOCATION: Mzuzu City
DURATION: 12 months
BENEFICIARIES: MCC, Business community, informal sector.
IMPLEMENTING PARTNERS: MCC, MCCCI, Private Sector, Ministry of Trade and Industry, MIPA.
ESTIMATED COSTS: US30,000.00
BACKGROUND: The economy of Mzuzu is driven by SMEs and the informal economy contributes over 60%.
Important local economic activities include retail and wholesale, construction, timber industry, tourism, motor
vehicle sales, and agro-processing among others. LED challenges include low access to capital, inadequate
capacity (entrepreneurial and business skills), limited access to markets and relevant technologies, weak PPP
initiatives, and outdated/or inappropriate legal frameworks. In order to address these setbacks there is need to
establish a department within MCC that will support and promote LED.
OBJECTIVES: To promote LED in MC.
ACTIVITIES: a) Prepare departmental organogram and systems, b) Recruit staff. 3 Develop a strategic plan
(creation of website and economic survey).
OUTPUTS: Department established and functional.
34
STAFF REQUIRED: Organisational expert.
LOCAL ECONOMIC DEVELOPMENT No. 2 TITLE: Provision of LED Infrastructure in Selected Townships.
LOCATION: Hilltop, Mchengautuwa, Area1B, Botanic Garden and other residential neighbourhoods.
DURATION: 24 months
BENEFICIARIES: MCC, small scale entrepreneurs.
IMPLEMENTING PARTNERS: MCC, informal sector, business community and donors, LDF, MLG & RD.
ESTIMATED COSTS: US$ 1,000,000.00
BACKGROUND: MCC has inadequate LED markets and infrastructure forcing some SMEs to conduct their
businesses in undesignated areas. Further, the existing markets are located far from some residential areas.
Construction of new markets and other infrastructure will create a conducive environment for doing business and
enhance council revenue.
OBJECTIVES: To promote SMEs and enhance City Council revenue generation.
ACTIVITIES: a) Conduct needs assessments of LED markets/infrastructure, b) Prepare a design and strategy for
each market and other LED infrastructure, and c) Construction of markets and other infrastructure.
OUTPUTS: Markets and other LED infrastructure.
STAFF REQUIRED Business development expert, architect, engineer, physical Planner.
35
LAND Strengths
Weaknesses
Opportunities
•
•
Lack of financial
capacity
for
compensation.
•
•
Provide better and
more infrastructure
such as roads to link
township residential
areas and markets.
Threats
Priorities
•
•
Redefine the roles and
functions of traditional
leaders residing within
the city.
•
Service more land and
promote accessibility
for low income groups.
•
To improve capacity of
the Council in land
administration/manage
ment.
•
Establish
a
Land
Information System in
the
departments
dealing with land.
LAND •
•
•
•
National
Land
Policy in Place.
Fully
established
department
to
manage
land
matters in place
within Council.
Existence of the
Plot
Allocation
Committee
and
Town
Planning
Committee.
Entry
into
the
housing sector by
pro-poor
NGOs,
CBOs
and
the
private sector.
Existence
of
Malawi
Housing
Corporation
and
Lands Department.
•
•
•
•
•
Inadequate capacity
to
enforce
development control.
Inadequate
coordination
and
conflicting interest in
urban
land
administration.
Scarcity of serviced
land for various
purposes.
Weak
land
registration systems.
Cumbersome
and
long land acquisition
processes worsened
by fraud and corrupt
practices.
•
•
•
•
National land policy
advocates equitable
access to land, propoor developments
and tenure security
in urban areas.
Most land related
legislation
under
review to address
current challenges.
Availability
of
training courses in
land management at
UNIMA,
MZUNI
and NRC.
Availability of a
crude
land
information systems.
Existence of the
Local Development
Fund for funding of
local land servicing
programmes.
•
•
•
•
•
•
Involvement
of
traditional chiefs in
urban
land
administration.
Political interference
in land matters.
Delays in developing
land use plans for the
city.
Existence
and
proliferation
of
unplanned
settlements.
Decreasing
accessibility to land
by the low income as
prices increase.
Weak
legislation
leading to allocation
and leasing of land
to foreign nationals.
Increasing cost of
servicing
housing
land.
LAND No. 1 TITLE: Land Administration Capacity Building Project.
LOCATION: Mzuzu City.
DURATION: 3 years.
BENEFICIARIES: MCC, Residents.
IMPLEMENTING PARTNERS: MCC, Mzuzu University, MLHUD, MLGRD, Development partners, UNHABITAT.
ESTIMATED COSTS: US$400,000.00
BACKGROUND: Departments dealing with land is having staff not trained in land administration, and using a
manual system at the moment. There is also lack of the necessary equipment.
OBJECTIVES: To improve land administration in the city.
ACTIVITIES: a) Development an LIS, b) Training of Council Staff in land administration and management.
OUTPUTS: a) An automated LIS. b) Trained staff.
STAFF REQUIRED: Systems administrator, GIS Expert, land administration expert
LAND No. 2 TITLE: Land Regularisation in Unplanned Areas
LOCATION: Mzuzu City
DURATION: 5 years
BENEFICIARIES: MCC, unplanned settlement dwellers.
IMPLEMENTING PARTNERS: MCC, development partners, UN-HABITAT, MLHUD, MLGRD, Mzuzu
University, NGOs and Civil Society Orgnisations.
36
ESTIMATED COSTS: US$500,000.00.
BACKGROUND: Most people staying in unplanned settlements lack tenure security and this translates to about
60% of the population in Mzuzu. As such their claim to the land is certain.
OBJECTIVES: To improve tenure security for unplanned settlement dwellers.
ACTIVITIES: a) Community sensitisation, b) Mapping, c) Database development, d) Titling.
OUTPUTS: Legal titles issued.
STAFF REQUIRED: Database development expert, community development workers, GIS expert, land
administration expert.
37
GENDER AND HIV/AIDS Strengths
Weaknesses
•
•
Opportunities
Threats
Priorities
•
•
Advocate
and
improve girls’ access
to education.
•
Awareness on gender
based violence
•
Encourage men to
participate fully in
gender, HIV/AIDS
related projects.
•
Setup flea markets to
absorb majority of
the SMEs.
GENDER AND HIV/AIDS •
•
•
•
National
Gender
Policy and other
legislation in place.
Active participation
of NGOs, CBOs,
FBOs
and
civil
society in gender and
HIV/AIDS.
Promotion of women
empowerment
by
various stakeholders.
Free
primary
education
has
minimized disparities
between boys and
girls in primary and
junior
secondary
schools but gender
disparities still exist
Existing programmes
for
training
of
committees at all
levels on gender and
HIV/AIDS issues.
•
•
•
•
•
•
•
•
Lack
of
local
authority
gender
policy.
Gender
activities
biased
towards
women.
Lower patronage by
men
in
adult
education.
Low
information
dissemination
on
gender
issues
including
genderbased violence.
Inadequate resources
to support gender
programmes.
Unclear institutional
set.-up by the city
assembly.
Lack of political will
to address gender
issues.
Lack of attention by
various stakeholders
to address urban
poverty
Lack
of
implementation
of
existing
proposed
programs
•
•
•
•
•
•
•
Deliberate decisions
to empower women
through governance
and
leadership
positions
being
adopted
by
governments.
Promotion
of
universal education
for all.
Build capacity of key
players
(CDCs,
NGOs, CBOs, FBOs,
etc.) in the gender
sector.
Existence of microfinance institutions to
support
economic
activities by both
men and women.
Funding
for
HIV/AIDS through
NAC available.
Availability of VCT
and
free
antiretroviral drugs
to HIV infected
persons.
Availability
of
international support
on
gender
and
HIV/AIDS
programmes.
•
•
•
Local level gender
policy that is not
equitably formulated.
Lack of resources to
implement
gender
programmes.
Early marriages for
girls and sexual
exploitation
of
vulnerable women.
Men
are
fully
involved in training
programmes
on
gender
and
HIV/AIDS but do
not participate in
related projects
GENDER AND HIV/AIDS No. 1 TITLE: Mainstreaming Gender and HIV/AIDS within the City Council.
LOCATION: Mzuzu City Council.
DURATION: 2 years.
BENEFICIARIES: MCC, City residents.
IMPLEMENTING PARTNERS: MCC, NGOs, Ministry of Gender, Children and Community Development,
MALGA, Ministry of Local Government and Rural Development and UN-HABITAT.
ESTIMATED COSTS: US$200,000.00
BACKGROUND: MCC has no local gender policies in place to guide it on such issues. Gender issues need to be
mainstreamed into all council’s operations by sensitizing council employees on the same. An internal work-based
policy for gender is required to help re-orient all service delivery and reinforce gender mainstreaming strategies at
all levels of the council’s operations.
OBJECTIVES: To mainstream gender and HIV/AIDS in Council operations.
ACTIVITIES: a) Undertake a needs assessment and inventory of gender issues within MCC, b) Hold
consultative meetings with key stakeholders to develop a mainstreaming implementation plan, c) Implement
gender-mainstreaming activities, and d) Monitoring and evaluation.
OUTPUTS: Gender and HIV/AIDS localized within MCC with workplace policy in place.
STAFF REQUIRED: Gender specialists, trainers and institutional experts.
38
GENDER AND HIV/AIDS No. 2 TITLE: Rehabilitate and Upgrading of Urban Community Health Facilities Programme.
LOCATION: Mzuzu City.
DURATION: 24 months.
BENEFICIARIES: Mzuzu City residents.
IMPLEMENTING PARTNERS: MCC, Ministry of Health, NAC, MLG&RD, UN-HABITAT, UNDP,
UNICEF, UNAIDS, Civil society and African Medical Research Foundation.
ESTIMATED COSTS: US$400,000.00
BACKGROUND: Mzuzu City has high incidence of diseases such as HIV/AIDS and malaria due to
geographical, environmental, socio-cultural and economic factors. The city’s health facilities are inadequate with
a shortage of VCT centres. Additional health facilities are needed while existing ones need upgrading.
OBJECTIVES: To improve accessibility to health services to all.
ACTIVITIES: a) Carry out an inventory of existing health facilities and needs assessment, a) Conduct a
consultative meeting with key stakeholders, c) Implement the rehabilitation and upgrading programme, and d)
Prepare a post maintenance and monitoring strategy.
OUTPUTS: Rehabilitated and upgraded community health facilities.
STAFF REQUIRED: Urban planners, engineers, and health personnel.
39
ENVIRONMENT AND DISASTER RISKS Strengths
Weaknesses
Opportunities
Threats
Priorities
•
•
Conduct
an
assessment of main
environmental needs
and
gaps,
and
formulate
an
environmental action
plan.
•
Operationalise
existing
legal
frameworks
and
review existing ones
to address current
issues.
•
Conduct
public
education
and
awareness campaigns
on
environmental
issues.
•
Increase budgetary
spending
on
environmental
projects and establish
sustainable financial
planning for them.
•
Explore broad based
partnerships
in
addressing
environmental
problems.
•
Expand
existing
sewerage treatment
facilities and solid
waste management.
•
Mapping of disaster
prone areas.
Climate
change
programme.
ENVIRONMENT •
•
•
National and city
legislation available.
Established
departments within
the Assembly to
manage
environmental issues.
Budget provision for
environmental
management
by
MCC
through
responsible
Departments.
•
•
•
•
•
•
•
Outdated and poorly
implemented
legislation.
Poor
coordination
and
performance
through
shared
environmental
responsibilities.
Inadequate resource
to
support
environmental
management though
budgeted for.
Inability to enforce
environmental
regulations
and
uncontrolled
developments
on
sensitive areas.
Fragmented building
regulations and bylaws that fail to fully
address design and
construction
of
complex buildings.
Lack
of
a
conservation plan.
Inadequate
manpower to manage
the environment.
•
•
•
•
•
•
Review existing legal
frameworks and take
on board emerging
issues
such
as
climate change.
Improved
coordination among
departments
and
other
stakeholders
outside
the
city
council.
Renewed interest in
environmental issues
by
government,
international
and
local organizations.
Participation of other
stakeholders
including
Department
of
Forestry
and
Environmental
Affairs.
Tree planting and
afforestation
programmes
with
other stakeholders to
protect
water
catchment areas.
Establishment
of
PPP
in
environmental
programmes.
•
•
•
•
•
Absence of specific
regulations
to
address
environmental issues
in
unplanned
settlements.
Pollution
and
contamination
of
ground water by
industry effluents, pit
latrines and other
domestic effluents.
Increase in natural
hazards such as
floods,
landslides
and weather changes.
Rapid
population
growth.
Climate change with
slow response pace
from
local
authorities.
High dependence on
charcoal
and
firewood
accelerating
deforestation
of
water
catchment
areas and forest
reserves.
URBAN DISASTER RISK •
•
•
Existence of legal
frameworks
at
National level.
Existence
of
Department
of
Disaster
Management Affairs.
Participation of other
stakeholders
and
communities disaster
response
and
prevention.
•
•
•
Lack of local level
legislation to support
urban disaster risk.
Lack of technical
capacity in times of
disaster
and
emergency.
Lack of structures
dealing with disaster
management
and
prevention at the
local level.
•
•
Political will exist to
address
disaster
risks.
Growing awareness
on the impact of
disasters
and
mitigation measures.
•
•
•
40
Uncontrolled
development
in
fragile areas leading
to
environmental
degradation.
Corrupt practices and
fraud undermining
building codes and
planning regulations
resulting
in
substandard
buildings
and
increasing disasters,
e.g. fire accidents.
Climate change and
increasing disasters
(natural and manmade).
•
ENVIRONMENT No. 1 TITLE: Integrated Environmental Management Programme.
LOCATION: Mzuzu City.
DURATION: 24 months
BENEFICIARIES: Mzuzu City Council, City residents.
IMPLEMENTING PARTNERS: MCC, civil society organizations, RUFA, UN-HABITAT, and Development
partners.
ESTIMATED COSTS: US$750,000
BACKGROUND: Mzuzu City faced various environmental challenges yet they do not feature high on the MCC
agenda. MCC lacks adequate capacity to tackle these environmental issues including an integrated environmental
management plan. Such an integrated plan would help a lot in addressing most of the environmental challenges.
OBJECTIVES: To improve environmental management in the wake of climate change.
ACTIVITIES: a) Conduct a needs assessment through a consultative process, b) Prepare an environmental
profile of the city, c) Prepare an integrated environmental management plan, and d) Implementation of integrated
management plan.
OUTPUTS: An integrated environmental management plan.
STAFF REQUIRED: Environmental experts.
URBAN DISASTER RISK No. 1 TITLE: City Climate Change Adaptation Project.
LOCATION: Mzuzu City.
DURATION: 3 years.
BENEFICIARIES: MCC, City residents.
IMPLEMENTING PARTNERS: MCC, Department of Environmental Affairs, DODMA, Mzuzu University,
NGOs, Geological Surveys Dept, Dept of Climate Change and Meteorological Services.
ESTIMATED COSTS: US$300,000.00.
BACKGROUND: Climate change is resulting into more frequent disasters and the capacity of MCC to address
these is weak. Cities contribute significantly to climate change and are both culprits and victims. As culprits, this
project will help them to take on board issues of climate change in sustainable development. Common disaster
risks include floods, storms, and landslides.
OBJECTIVES: To strengthen the capacity of MCC and key stakeholders in addressing climate change issues.
ACTIVITIES: a) Public awareness on climate change and its impact, b) Mapping of disaster prone areas, c)
Formulation of building codes for safer and better buildings, and d) Afforestation programmes.
OUTPUTS: a) Strengthened capacity of all stakeholders.
STAFF REQUIRED: Environmental experts, building experts, urban planners, geologist.
41
SLUMS AND SHELTER Strengths
Weaknesses
Opportunities
Threats
Priorities
SLUMS AND SHELTER •
•
•
•
•
.Minimum
requirements
for
low
income
housing
availability.
Availability
of land for
the Council
to plan and
service for
low income
housing.
Availability
of
locally
found
and
cheap
building
materials.
Availability
of
local
development
committees
and
block
leaders.
Council has
mandate for
development
of
low
income
housing
since 1992.
•
•
•
•
•
•
•
•
•
No
legal
frameworks
and
slum
upgrading
policies
available.
Absence of a
National
Housing
Policy
to
facilitate
housing
development.
Planning
standards too
high, costly
and
exclusive.
High water
table presents
a challenge to
building with
temporary
materials
Involvement
of chiefs in
land matters.
Lack
of
forward
planning and
coordination
with
other
utility
institutions
fuelling
growth
of
informal
settlements.
Lack
of
adequate
resources to
deliver
sufficient low
income
housing land.
Lack
of
institutional
housing
finance
coupled with
high interests
and
high
construction
cost.
Lack
of
councilors to
assist in land
•
•
•
•
•
•
•
•
•
New land bill
and
housing
bill awaiting
parliament
deliberation
and passing.
Incorporation
of chiefs in
Land
Allocation
Committees.
Housing
construction is
mostly on selfhelp basis and
people
are
willing to do
that.
Establishment
of
a
Development
Coordination
Committee to
guide service
delivery and
direct
city
development.
Unplanned
settlements
provide
a
source
of
revenue
through
property tax if
upgraded and
registered.
Opportunities
to
deliver
housing
through PPP.
High demand
for
low-cost
housing.
Availability of
NGOs
to
provide
low
cost housing.
Experience in
slum
upgrading in
the city.
•
•
•
•
•
•
•
Absence of
specific
policies to
address
unplanned
settlements
issues and
low-cost
housing.
Resistance
by chiefs to
stop
meddling in
land matters
within the
city.
Ever
increasing
population
and
increasing
cost
of
building
materials.
Lack
of
capacity
and
resources.
High
planning
and
building
standards
and
regulations.
Lack
of
secure
tenure
(collateral)
to
access
loans
for
housing
developmen
t for the low
income
groups.
Lack
of
political
interference
.
42
•
Slum
upgrading.
•
Capacity
building for the local community and the city
council.
•
administratio
n
Lack
of
coordination
in
housing
delivery
among
stakeholders.
SLUMS AND SHELTER No. 1 TITLE: Participatory City Wide Slum upgrading.
LOCATION: Mzuzu City (Mchengautuwa and Salisbury lines THA, Chig’ambo, Area 1B)
DURATION: 24 months.
BENEFICIARIES: Slum dwellers in Mzuzu City.
IMPLEMENTING PARTNERS: MHC, Ministry of Lands, Housing and Urban Development, MCC, NGOs,
Communities, Mzuzu University, UN-Habitat, and the private sector.
ESTIMATED COSTS: US$4.5m
BACKGROUND: Mzuzu City unplanned areas are host to about 60% of the city’s population who live in
deplorable conditions with inadequate access to proper infrastructure and services such as roads, water, sewerage
and electricity. The unplanned areas are in urgent need of upgrading to improve the living conditions of the
residents and reduce poverty.
OBJECTIVES: To improve the living conditions in unplanned settlements.
ACTIVITIES: a) Make an inventory of the existing slum upgrading initiatives in Chiputula, b) Prepare strategies
for replication of the Chiputula upgrading initiatives, c) Conduct a feasibility studies in selected areas, and d)
Implement the slum upgrading programmes in other areas.
OUTPUTS: Selected slum/unplanned settlements upgraded.
STAFF REQUIRED: Urban planners, socio-economic mapping expert, trainers in community house
construction, engineers, environmentalists, water and sanitation specialist, and local community coordinators.
43
BASIC URBAN SERVICES Strengths
Weaknesses
Opportunities
•
Water supply legal
framework in place.
Water
supply
network covers most
parts of the city
including unplanned
settlements.
Communal
water
supply
through
kiosks
at
the
community level.
PPP
between
communities, CBOs
and NRWB in place
and operational.
All public health
facilities connected
to
piped
water
supply.
Water quality is
generally good.
•
Lack of coordination
among
service
providers leading to
haphazard
service
provision
and
development.
Water not affordable
to the very poor.
Old
pipes
and
frequent bursts result
in huge maintenance
costs and water loses.
Water rationing in
the city leaves some
areas without water.
43% of the CWPs
non-functioning due
to low pressure, nonpayment of bills and
vandalism.
•
Electricity
supply
legal framework in
place.
Electricity
supply
network available in
most parts of the city
including unplanned
settlements.
Additional source of
hydropower supply
from Wovwe in
Karonga.
Availability
of
alternative
energy
sources such as solar.
•
Lack of coordination
among
service
providers leading to
haphazard
service
provision
and
development.
Illegal connections,
unreliable supply in
some areas.
Electricity
connection
takes
long once applied
for.
High
electricity
tariffs with other
levies included.
ESCOM only supply
of
electricity
(monopolising
the
market).
•
Threats
Priorities
•
High costs of water
forcing
some
residents
to use
unsafe water sources.
Water
supply
infrastructure
old
with
frequent
breakdowns and high
maintenance costs.
Destruction
of
catchment
areas
through deforestation
and pollution
Vandalism
of
pipeline
network
system.
Politicizing
water
kiosks management.
Inadequate capacity.
Lack of reliable
power for water
reticulation
•
Provide water to all.
•
Upgrading of the
existing reticulation
system to meet the
demand.
•
Provide bigger water
reservoirs.
•
Provide alternative
power
for
emergencies.
High
costs
of
electricity connection
to applicants and
service providers.
Electricity
supply
infrastructure
old
with frequent failures
and
high
maintenance costs.
Destruction of water
catchment
areas
(through
deforestation
and
pollution) in general
leading to siltation,
turbidity
and
reduction of water
volume at power
generation stations.
Lack of financial and
technical capacity to
expand and upgrade
existing
supply
system to meet ever
growing demand.
Vandalism
of
infrastructure
and
assets
including
transformers.
Overdependence on
hydropower
as
source of energy.
•
Enhance the supply
system to meet the
growing demand.
•
Replace
wooden
poles with metal
pylons.
•
Develop
an
alternative
power
supply such as wind
and solar energy.
•
Prevent vandalism of
public infrastructure.
WATER •
•
•
•
•
•
•
•
•
•
•
•
Water supply is on
individual
application.
Provision of water
can be used as a
development control
guideline and reduce
squatting.
Communities willing
to pay for water
supply service and
manage the kiosks
through CDC and
WUA.
Availability
of
programmes
for
additional
water
supply.
•
•
•
•
•
•
ELECTRICITY •
•
•
•
•
•
•
•
•
•
•
Provision
of
electricity can be
used
as
a
development control
guideline and reduce
squatting.
Potential
for
hydropower
and
other
alternative
power
sources
including wind and
solar.
Interconnection into
the Regional Power
Pool
with
other
countries.
Availability
of
training institutions
e.g.
Mzuzu
University Training
Centre
for
Renewable Energy
Technology.
•
•
•
•
•
•
44
URBAN SAFETY •
•
•
•
Legal
regulatory
framework in place.
Presence
of
a
National
Police
Service.
Availability
of
private
security
firms.
Existence
of
community policing
initiative.
•
•
•
•
Inadequate
personnel, equipment
and vehicles for
timely response and
operations.
Absence of street
lighting in many
areas and poor power
supply for lighting.
Corrupt practices and
theft
by
those
entrusted
with
security.
Lack of equipment
and inefficient fire
fighting services.
Strengths
Weaknesses
•
•
•
•
•
•
•
Crime rapid response
service
available
(e.g. Police 997,
G4S).
Existence of the
National Road Safety
Council to coordinate
road safety issues.
Potential
for
community policing
in collaboration with
police.
Establishment
of
Victim Support Unit
by Police.
Political
will to
improve
urban
safety.
Opportunities
•
•
•
•
•
•
Low public trust in
security
providing
entities.
Inadequate resources
for
safety
programmes.
Rising
unemployment.
Affordability
of
security services by
the urban poor.
Vandalism of safety
equipment
and
infrastructure.
Inadequate
infrastructure
and
poor understanding
of traffic rules by
road users (bicycle
taxis,
pedestrians,
etc).
•
•
To provide street
lighting throughout
the city.
To sensitize the city
residents on domestic
violence.
Threats
Priorities
•
•
To
identify
and
develop a land fill
site.
•
To procure vacuum
tankers for emptying
septic tanks.
•
Capacity
building
and sensitization on
proper
waste
management
including
compositing.
•
Construction of
sewerage system.
•
To
establish
a
recycling plant for
non-biodegradable
waste.
•
Adoption of new
sanitation
technologies such as
ECOSAN toilets.
WASTE MANAGEMENT •
•
National and local
level
legal
framework in place.
Active participation
of other institutions
in waste management
(MHC, MPHF, and
the private sector).
Availability
of
cleansing services
•
•
•
•
•
•
•
Weak
implementation and
enforcement
of
regulations.
Weak coordination
among
service
providers.
Underutilization of
existing
sludge
ponds.
High
usage
of
rubbish pits and pit
latrines
and
indiscriminate waste
disposal especially in
unplanned areas and
THAs.
Poor and irregular
solid waste collection
by the Council.
Poor domestic and
industrial
liquid
waste management.
Lack of recycling
plant
for
nonbiodegradable waste.
Lack of by-laws to
deal
with
some
sanitation issues.
•
•
•
•
•
•
Emergence
of
innovative sanitation
concepts like EcoSan
toilets
and
biogas energy.
New
waste
management
site
indentified.
Potential
for
developing
an
effective
sewer
system.
Improved
water
supply capacity and
availability.
Potential
compositing,
recycling and re-use
Growing interest by
NGOs, CBOs and
private parties to take
part
in
waste
management.
BASIC URBAN SERVICE PROJECT No. 1 TTILE: Vandalism Prevention Project.
LOCATION: Mzuzu City.
45
•
•
•
Overdependence on
pit
latrines
and
rubbish
pits
increasing
ground
water pollution and
contamination.
Contaminated land at
Mchengautuwa will
remain
a
health
hazard
unless
decontaminated.
Rapid
urban
population
growth
with
consequent
increase in waste
generation.
Compensation
to
delay
waste
management
site
development.
a
DURATION: 18 months.
BENEFICIARIES: MCC, NRWB, ESCOM, MTL, Roads Authority, Residents.
IMPLEMENTING PARTNERS: MCC, NRWB, ESCOM, MTL, Roads Authority, Police, Residents, NGOs
and civil society.
ESTIMATED COSTS: US$50,000.00.
BACKGROUND: There is a high rate of vandalism of utility services such as water pipes, electricity equipment,
road signage, electric poles, and various infrastructure. This has led to disruption of services and in most cases,
the worst affected are the unplanned settlements dwellers. It is imperative to have a enlightened citizenry in their
duties and responsibilities towards public infrastructure.
OBJECTIVES: To protect public infrastructure from vandalism and reduce maintenance costs.
ACTIVITIES: a) Preparation of sensitisation materials, b) Community sensitisation through mass media and
public meetings, and Monitoring and evaluation.
OUTPUTS: Behavioral change on the part of residents.
STAFF REQUIRED: Community development workers.
URBAN SAFETY No. 1 TITLE: Urban safety infrastructure project.
LOCATION: Mzuzu City.
DURATION: 5 years.
BENEFICIARIES: MCC, Residents, Road users.
IMPLEMENTING PARTNERS: MCC, Road Safety Council, Road Authority, Development partners, primary
schools, Police, MOAM, Sacramento Association (Mzuzu).
ESTIMATED COSTS: US$1.5 million.
BACKGROUND: There is inadequate infrastructure in the city that leads to road usage conflict between
vehicles, cyclists, and pedestrians resulting in road accidents. School children are always exposed to danger when
crossing the roads. Street lighting is almost non-existent. Road users also lack knowledge on road usage.
OBJECTIVES: To improve urban safety.
ACTIVITIES: a) Provision of street lighting, b) cycle and foot paths, c) awareness of proper road usage, and d)
provision of parking space.
OUTPUTS: a) Urban safety infrastructure provided, increased knowledge of road usage.
STAFF REQUIRED: Engineers, road safety experts, urban planners.
WASTE MANAGEMENT No. 1 TITLE: Solid Waste Management Programme.
LOCATION: Mzuzu city.
DURATION: 24 months.
BENEFICIARIES: MCC, private and community organisations, and Mzuzu City residents.
IMPLEMENTING PARTNERS: MCC, UN-HABITAT, NGOs, Development partners, and Mzuzu business
associations.
ESTIMATED COSTS: US$ 1,000,000.00
BACKGROUND: The city has a refuse collection and disposal system in place which covers the commercial,
health institutions and some of the industrial areas. Meanwhile all residential areas are not covered by the system.
The city has no proper solid waste management site. Waste is currently dumped in a barrow pit at Mchengautuwa
traditional housing area. A proper solid waste management site is urgently needed to address this challenge.
OBJECTIVES: To improve waste management.
ACTIVITIES: a) Site identification and feasibility studies (geological and EIA), b) Land acquisition, c) Design
and develop solid waste management facility, d) Procurement of works and equipments, e) Implementation of the
waste management project, and f) Monitor, evaluate and document the experiences.
OUTPUTS: Solid waste management facility in place and operational.
STAFF REQUIRED: Geologist, urban planners, EIA experts, Engineer, and Environmental health expert.
46
REFERENCES 1. Malawi Government, July 2009. The Malawi Government Gazette, Electricity Act (Cap 73:01), Electricity
By-laws 2009, 3,051: Vol. XLVI No. 36, Government Press, Zomba, 24th July, 2009.
2. Malawi Government, 2008. Mzuzu City Draft Urban Structure Plan, Regional Commissioner for Physical
Planning (N), Mzuzu.
3. Malawi Government, 2002. Malawi National Land Policy, 2002. Lilongwe, Malawi.
4. Malawi Government, 2002. Local Government and Rural Development, District Development Planning
Handbook, 2002, Lilongwe, Malawi.
5. Malawi Government, 1998. The Local Government Act, 1998, Lilongwe.
6. Malawi Government, 1995. Mzuzu City Urban Structure Plan 1995 Regional Commissioner for Physical
Planning (N) Mzuzu.
7. Malawi Government, 1988. Town and Country Planning Act, 1988. Zomba Malawi.
8. Manda M. A. Z. International Institute for Environment and Development, 2009. Water and Sanitation
in Urban Malawi: Can the Millennium Development Goals be met? A Study of Informal Settlements in Three
Cities, Malawi.
9. Mzuzu City Assembly, 2008. Mzuzu City Draft Socio-Economic Profile, Mzuzu.
10. National Statistical Office, September 2009. Population and Housing Census 2008, Main Report, National
Statistical Office, Zomba, Malawi.
11. National Statistical Office, September 2009. Quarterly Statistical Information, National Statistical Office,
Zomba, Malawi.
12. National Statistical Office, 2008. Statistical Yearbook, National Statistical Office, Zomba, Malawi.
13. National Statistical Office, 2005. Integrated Household Survey, National Statistical Office, Zomba, Malawi.
14. National Statistical Office, Malawi and ORC Macro. 2005. Malawi Demographic and Health Survey 2004,
National Statistical Office, Zomba, Malawi.
15. UN-HABITAT, 2010. Malawi: Urban Housing Sector Profile, UN-HABITAT, Nairobi, Kenya.
47
ACRONYMS ADMARC
AIDS
CAMA
CBD
CBO
CDC
COMSIP
CWP
ESCOM
FBO
Federation
HIV
I.H.S
LED
MACRA
MACRO
MASAF
MCC
MERA
MHC
MP
MZUNI
NGO
NRC
NRWB
NSO
PREW
PSUP
SWOT
THA
UNIMA
UN-HABITAT
UTHA
VCT
Agricultural Development and Marketing Corporation
Acquired Immune Deficiency Syndrome
Consumer Association of Malawi
Central Business District
Community Based Organization
Community Development Committees
Community Savings and Investment Programme
Communal Water Point
Electricity Supply Corporation of Malawi
Faith Based Organization
Malawi Homeless Peoples Federation
Human Immunodeficiency Virus
Integrated Health Survey
Local Economic Development
Malawi Communications Regulatory Authority
Malawi Aids Counseling and Resource Organisation
Malawi Social Action Fund
Mzuzu City Council
Malawi Energy Regulatory Authority
Malawi Housing Corporation
Member of Parliament
Mzuzu University
Non Governmental Organization
Natural resources College
Northern Region Water Board
National Statistical Office
Priority Rehabilitation and Expansion Works
Participatory Slum Upgrading Programme
Strengths, Weaknesses, Opportunities and Threats
Traditional Housing Areas
University of Malawi
United Nations Human Settlements Programme
Upgraded Traditional Housing Areas
Voluntary Counseling and Testing
48