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Malawi Government

Framework for Strengthening the Functions

of the

Ministry of Gender, Children and Social Welfare

2014–2018

April 2014

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FOREWORD

The Ministry of Gender, Children and Social Welfare (MoGCSW) has developed the

Framework for Strengthening the Functions of the Ministry of Gender, Children and Social

Welfare in response to various challenges the ministry faces in the implementation of its

core business. This document presents the framework and an implementation strategy, an

activity plan, and a monitoring and evaluation plan.

The framework is intended to help the MoGCSW improve coordination across its

programme areas; provide for more systematic staff development; mobilise and allocate

resources more efficiently; and improve programme implementation, supervision, and

monitoring. It addresses MoGCSW’s roles of leadership and governance, coordination,

workforce development, financing, and information management.

The framework offers opportunities for meeting the ministry’s short- and long-term national

goals, as set forth in the Constitution of Malawi (1994), Vision 2020 (1998), the Malawi

Growth and Development Strategy II (2011 to 2016), the Economic Recovery Plan (2012),

the Joint Sector Strategic Plan for the Gender, Youth and Sports Sector Working Group

(2012 to 2017), as well as the Millennium Development Goals (2000).

The framework will enhance the ministry’s capacity to fulfill its mandate and contribute to

the country’s economic growth. Therefore, the ministry pledges its full commitment to

implementing the framework and to creating an environment conducive to stakeholders’

participation in that task. Since the framework requires adequate financial and technical

support, it is my hope that development and cooperating partners will support the

MoGCSW’s implementation activities. In so doing, our partnerships will be strengthened.

I urge all ministry staff, stakeholders, and partners to support implementation of this

framework in order to improve service delivery and effectively contribute to the country’s

poverty reduction efforts, thereby improving the welfare of women, men, girls, and boys at

all levels.

Mary Clara Makungwa

MINISTER OF GENDER, CHILDREN AND SOCIAL WELFARE

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PREFACE

The Ministry of Gender, Children and Social Welfare, in the execution of its mandate, has

emphasised effective and improved service delivery. There is, however, consensus among

stakeholders that a number of challenges are constraining improvements in the ministry’s

delivery of services. Some of these challenges include poor coordination within the ministry

and with its stakeholders; human resource capacity gaps; inadequate financial and technical

resources to effectively implement programmes and projects; and a poor and fragmented

information management system. The ministry recognises that its success and that of its

partners depends on adequate financial resources, efficient organizational systems and

tools, a workforce with the requisite skills, motivated staff, and adequate infrastructure,

equipment, and supplies.

In the quest to strengthen coordination, leadership, governance, and management, the

ministry has developed the Framework for Strengthening the Functions of the Ministry of

Gender, Children and Social Welfare to guide, refocus, and strengthen its operations. The

framework has five priority areas: leadership and governance; coordination; workforce;

financing; and information. Each priority area has specific outcomes and objectives. The

framework, accompanied by an implementation strategy, activity plan, and monitoring and

evaluation plan, provides direction for MoGCSW to strengthen its operations in support of

its policy and programme mandates and commitments, which are highlighted in the Joint

Sector Strategic Plan for Gender, Youth and Sports. The ministry will lead implementation

of the framework at all levels.

Development of the framework was led by a taskforce of representatives from all ministry

departments and included broad engagement of stakeholders from the public sector,

development partners, the private sector, civil society, and communities throughout the

country. On behalf of the MoGCSW, I would like to express my sincere gratitude to the

taskforce and to the individuals and organizations that made valuable contributions during

the development of the framework. The United States Agency for International

Development (USAID) deserves special thanks for funding the development of the

framework. Let me also thank the USAID-funded Health Policy Project, which provided

technical and logistical support throughout the process.

Dr. Mary Shawa

SECRETARY FOR GENDER, CHILDREN AND SOCIAL WELFARE

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ACRONYMS AND ABBREVIATIONS

CA Chief Accountant

CHRMO Chief Human Resource Management Officer

CSC Civil Service Commission

CSO Civil Society Organisations

DA Director of Administration

DC District Councils

DCD Director of Community Development

DCDO District Community Development Officer

DCSO District Community Services Officer

DGA Director of Gender Affairs

DEC District Executive Committee

DHRMD Department of Human Resource Management and Development

DPR Director of Planning and Research

DSW Director of Social Welfare

DSWO District Social Welfare Officer

HR Human Resources

ICT Information Communications Technology

JSR Joint Sector Review

JSSP Gender, Youth and Sports Sector Working Group Joint Sector Strategic Plan

LG Local Government

LGFC Local Government Finance Committee

M&E Monitoring and Evaluation

MGDS Malawi Growth and Development Strategy

MoGCSW Ministry of Gender, Children and Social Welfare

MoWCD Ministry of Women and Child Development

MYDS Ministry of Youth Development and Sports

NGO Non-Governmental Organisation

OPC Office of the President and Cabinet

PRO Public Relations Officer

PS Principal Secretary

SWG Sector Working Group

TD Technical Directors

TOR Terms of Reference

TWG Technical Working Group

USAID United States Agency for International Development

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TABLE OF CONTENTS

FOREWORD ......................................................................................................................................ii

PREFACE .......................................................................................................................................... iii

ACRONYMS AND ABBREVIATIONS .................................................................................................. iv

1.0 INTRODUCTION .................................................................................................................... 1

1.1 MINISTRY OF GENDER, CHILDREN AND SOCIAL WELFARE MANDATE AND

ORGANIZATION ........................................................................................................................... 1

1.2 MoGCSW PROGRAMMES, SERVICES, AND STRATEGIC DIRECTION ................................. 2

1.3 CHALLENGES AND OPPORTUNITIES ................................................................................. 3

1.4 PURPOSE OF THE INSTITUTIONAL FRAMEWORK IN RELATION TO KEY POLICIES ........... 4

2.0 BROAD DIRECTIONS OF THE INSTITUTIONAL FRAMEWORK ............................................... 6

2.1 GOAL ................................................................................................................................. 6

2.2 EXPECTED OUTCOMES ..................................................................................................... 6

2.3 KEY OBJECTIVES ................................................................................................................ 6

3.0 PRIORITY AREAS OF THE FRAMEWORK ............................................................................... 8

3.1 PRIORITY AREA 1: LEADERSHIP AND GOVERNANCE ....................................................... 8

3.2 PRIORITY AREA 2: COORDINATION ................................................................................. 9

3.3 PRIORITY AREA 3: WORKFORCE .................................................................................... 10

3.4 PRIORITY AREA 4: FINANCING ....................................................................................... 11

3.5 PRIORITY AREA 5: INFORMATION ................................................................................. 12

4.0 IMPLEMENTATION ARRANGEMENTS ................................................................................ 14

4.1 INSTITUTIONAL ARRANGEMENTS .................................................................................. 14

4.2 ROLE OF STAKEHOLDERS IN THE IMPLEMENTATION OF THE INSTITUTIONAL

FRAMEWORK ............................................................................................................................. 14

4.3 IMPLEMENTATION STRATEGY ........................................................................................ 15

4.4 ACTIVITY PLAN ................................................................................................................ 15

4.5 MONITORING AND EVALUATION PLAN ......................................................................... 15

4.6 RESOURCE MOBILISATION ............................................................................................. 15

4.7 REVIEW AND EVALUATION OF THE INSTITUTIONAL FRAMEWORK ............................... 16

ANNEX 1 IMPLEMENTATION STRATEGY ....................................................................................... 1

ANNEX 2 ACTIVITY PLAN ............................................................................................................... 1

ANNEX 3: MONITORING AND EVALUATION PLAN & COSTINGS .................................................... 1

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1.0 INTRODUCTION

1.1 MINISTRY OF GENDER, CHILDREN AND SOCIAL WELFARE MANDATE AND

ORGANIZATION

The Ministry of Gender, Children and Social Welfare (MoGCSW) is mandated to promote

gender equality and protect the welfare of Malawian women, men, girls, and boys to

become self-reliant and active participants in and beneficiaries of the national development

agenda. It is responsible for putting in place systems, structures, policies, programmes, and

services whose impact will culminate in the realization of national development goals. Its

mission is “to promote social economic empowerment and protection of women, men, girls,

and boys using community and welfare approaches.” The vision of the MoGCSW is “Socially,

economically, and politically empowered women, men, girls and boys.”

A functional review of the ministry recommended the establishment of two new

directorates: the Directorate of Child Development Affairs and the Directorate of Social

Support Services. These will augment the work of MoGCSW’s three technical departments

at the central level. The functions of the three technical departments are as follows:

Department of Gender Affairs: To promote gender equality and safeguard the

welfare and participation of women in the social, political, and economic

development process

Department of Community Development: To provide community development

services to the Malawi nation

Department of Social Welfare: To provide welfare services to vulnerable groups

through the functional areas of family and child welfare, child development, child

protection, social cash transfers, probation and after-care, and public assistance

The technical departments are supported by departments of planning and research and

administration. They have the following responsibilities:

Department of Planning and Research: Facilitate policy, planning, monitoring,

research, and evaluation

Department of Administration: Coordinate, supervise, and provide management

direction and logistic requirements for the ministry

At the district level, the ministry has two sections: 1) Social Welfare, which is headed by a

District Social Welfare Officer (DSWO), and 2) Community Development, which is headed by

the District Community Development Officer (DCDO). At the district level, Gender Affairs

programmes are managed within the Community Development section. The ministry has

established the position of District Community Services Officer (DCSO) at Grade ‘G’ (P7),

whose incumbents oversee both the social welfare and community development sections.

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During the environmental scan for this exercise, 21 DCSOs are operating in district councils.

Placement of DCSOs in the remaining seven district councils is under way.

1.2 MoGCSW PROGRAMMES, SERVICES, AND STRATEGIC DIRECTION

The MoGCSW implements the following programmes and services:

i. Department of Gender Affairs

a. Gender mainstreaming

b. Economic and social empowerment (political, cultural, and human rights) of

women

ii. Department of Child Development Affairs

a. Integrated early childhood development programmes

b. Coordination of primary child protection services

iii. Department of Community Development

a. Community mobilisation and capacity building

b. Home management and nutrition

c. Adult literacy

iv. Department of Social Welfare

a. Probation and rehabilitation services

b. Family and child welfare

c. Generic social work

d. Social cash transfers

Implementation of these programmes is done within the context of decentralisation. The MoGCSW headquarters is responsible for policy direction, standards setting, guidance and oversight, national-level coordination and implementation, monitoring and evaluation, and capacity building. MoGCSW district sections are responsible for the implementation and coordination of programmes and services at the district level, serving as the primary link between the ministry, district level stakeholders, and the communities. In the recent past, strategic programmatic priorities of the ministry were guided by the

Strategic Plan of the Ministry of Women and Child Development (MoWCD) (2006 – 2011).1

1 The name of this ministry was changed from the MoWCD to its present name in 2009.

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In June 2011, the MoGCSW and its partners in the sectors of Gender, Children, Youth

Development and Sports embarked on the development of a joint-sector strategic plan for

gender, youth, and sports to guide a sector-wide programme approach in support of the

Malawi Growth and Development Strategy (MGDS) II. The Gender, Youth and Sports Sector

Working Group Joint Sector Strategic Plan (JSSP) (2012-2017) serves to guide MoGCSW

programmatic priorities. The MoGCSW, together with the Ministry of Youth Development

and Sports, plays the lead role in ensuring that the sector is well-coordinated and that the

programmes and key strategic partnerships under the JSSP are effectively implemented.

1.3 CHALLENGES AND OPPORTUNITIES

Over the years, the ministry has faced a number of challenges in fulfilling its comprehensive

and critically important mandate. These include uncoordinated management and delivery of

programmes and services, inadequate financial and human resources, inefficiencies in

resource allocation, weak management and supervision, and inadequate monitoring and

evaluation (M&E). This generally has resulted in inferior operations and poor service

delivery across all levels. Many of these challenges were acknowledged in the MoWCD

strategic plan (2006-2011) and identified as critical factors in that plan’s successful

implementation. In the recent past, several initiatives, including an Organizational

Development Strategy (2009), were launched to address these factors. None of these efforts

was sustained, however, in part because resources have been directed to individual

programme priorities rather than to crosscutting systems and operational needs.

It is evident, however, that systematic and structural weaknesses continue to create

bottlenecks and threaten the ministry’s ability to fulfill its mandate and programmatic

leadership role in support of the MGDS II. Stakeholder interviews and consultations

conducted in 2013 revealed that the ministry still has challenges in coordinating its

programmes, coordinating partners within the sector, allocating resources to its core

programmes, providing effective guidance to implementing agencies, and keeping its staff

well-motivated and productive. Stakeholders within and outside the ministry have called for

immediate efforts to strengthen the ministry as an institution so that it is able to effectively

implement all its programmes and coordinate key strategic partners as guided by the JSSP,

as well as coordinate the programmes of the sector working groups (SWGs).

The Framework for Strengthening the Functions of the Ministry of Gender, Children and

Social Welfare responds to this call, providing a much-needed holistic view of the

MoGCSW’s operational needs. Together with the accompanying implementation strategy

and action plan, it offers strategic guidance and a roadmap for strengthening MoGCSW

organizational systems and functions critical to the realization of the ministry’s overall goal

of economically and socially empowered Malawian women, men, girls, and boys.

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1.4 PURPOSE OF THE INSTITUTIONAL FRAMEWORK IN RELATION TO KEY

POLICIES

The framework’s purpose is to establish priorities and guide the MoGCSW to strengthen its

operations in support of its policy and programme mandates and commitments. This

framework is critically important, in that its outcomes directly affect the achievement of a

host of international commitments and national policy goals. These are summarised below.

1.4.1 International Conventions

Malawi is a signatory to a number of gender, children, and social welfare-related

international declarations, conventions, and instruments that promote gender equality and

empowerment of women, protection and promotion of the rights of children, promotion of

the rights of vulnerable individuals, and social support. These include the Convention on the

Elimination of all Forms of Discrimination Against Women (1979); the African Union Protocol

to the African Charter on Human and People’s Rights on the Rights of Women in Africa

(2003); the Beijing Declarations (1995); the Vienna Declaration on Human Rights and Rights

of Women (1993); the Southern African Development Community Protocol on Gender and

Development (2008), which Malawi signed in October 2009; the Convention on the Rights of

the Child (1989); the International Labour Organisation Convention 182 on the Worst Forms

of Child Labour (1999); the African Charter on Human and Peoples’ Rights (1986); the

Millennium Development Goals (2000); Livingstone Call for Action on Social Protection; and

the 2000 Dakar Framework for Action.

1.4.2 MGDS II (2011 to 2016)

Programmes of the MoGCSW are part of the MGDS II under Theme 2: Social Development;

Theme 3: Social Support and Disaster Risk Management; and Theme 6: Crosscutting Issues

(subtheme one): Gender and Child Development, Youth Development and Empowerment.

1.4.3 Programme Policies

The MoGCSW is the lead institution for policy development and oversight for the

programmes governed by the ministry. These policies include the National Gender Policy

(2011, in draft), the Early Childhood Policy (2006), the Orphans and Other Vulnerable

Children Policy (2003), the Community Development Policy (2012, in draft), and the Social

Protection Policy (2009).

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1.4.4 National Instruments and Laws

The instruments and laws that this framework supports include: the Constitution of Malawi;

the Child Care, Protection and Justice Act of 2010; the Gender Equality Act of 2013; the

Adoption of Children Act (1949); the Penal Code (1929); the Affiliation Act (1948); and the

Wills and Inheritance Act (2010).

Additionally, the framework links to and is subject to provisions in public-sector

management policies such as the Malawi Public Sector Act and Malawi Public Service

Regulations.

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2.0 BROAD DIRECTIONS OF THE INSTITUTIONAL FRAMEWORK

2.1 GOAL

The framework’s overall goal is to improve the effectiveness, efficiency, and sustainability of

MoGCSW operations, enabling the ministry to fulfill its mandates and its policy and

programme commitments. By 2018, the strategic improvements in MoGCSW operations

guided by the framework will result in a highly regarded ministry that provides strong

national leadership in the areas of gender, child development, social support services,

community development, and social welfare.

2.2 EXPECTED OUTCOMES

The framework aims to achieve the following outcomes:

1. Strong leadership and governance

2. Well-coordinated delivery of services

3. Vibrant and productive workforce

4. Adequate resources to implement the ministry’s programmes

5. Quality, timely, and harmonised information collected, shared, and used

2.3 KEY OBJECTIVES

The framework has fourteen objectives mapped to the five outcomes. These are:

1. Strong leadership and governance

1.1. To realign ministry structure and functions from headquarters to districts in line

with the Decentralisation Policy

1.2. To ensure that all programmatic policies, guidelines, and standards are developed

and disseminated

1.3. To strengthen advocacy and communication for all ministry programmes

1.4. To provide leadership for effective and efficient coordination and implementation

of the JSSP and other key policies

2. Well-coordinated delivery of services

2.1. To strengthen coordination of programmes and departments within the MoGCSW

2.2. To strengthen partnerships for delivery of programmes and services

3. Vibrant and productive workforce

3.1. To strengthen MoGCSW human resource systems

3.2. To strengthen the performance of ministry staff at all levels

3.3. To strengthen the performance of all volunteer cadres in the ministry

3.4 To strengthen MoGCSW institutions

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4. Adequate resources to implement the ministry’s programmes

4.1. To mobilise adequate resources for the ministry and rationally allocate them

across ministry programmes at all levels

4.2. To ensure cost efficiency, transparency, and accountability of MoGCSW finances

5. Quality, timely, and harmonised information collected, shared, and used

5.1. To generate and manage information for evidence-based decision making

5.2. To ensure information is shared and used by ministry staff and stakeholders

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3.0 PRIORITY AREAS OF THE FRAMEWORK

Based on its expected outcomes and objectives, the framework has five priority areas aimed

at addressing the ongoing and emerging challenges identified by ministry management and

staff and key stakeholders as critical to the ministry’s success. The priority areas are:

Leadership and Governance, Coordination, Workforce, Financing and Information.

3.1 PRIORITY AREA 1: LEADERSHIP AND GOVERNANCE

Leadership and good governance aim to ensure that strategic policies exist and are

combined with effective regulation, oversight, and accountability. Within the MoGC&SW,

this includes policy development, implementation, and monitoring in gender, children’s

affairs, social support services, community development, and social welfare. The MoGCSW

is well-positioned to lead efforts to develop and harmonise policies across these sectors and

to provide leadership to other sectoral ministries and donor and civil-society partners for

coordinated policy implementation, including devolution of policy implementation and

decision making to the district level. While the ministry has had some successes, critical

shortfalls remain, including policy gaps, failure to mobilise support for existing policies, and

poor policy oversight and enforcement. Complex and poorly defined functions,

relationships, and structures combined with poor communication between central and

district levels within the ministry have led to duplication of efforts, inefficient and

inequitable use of resources, and high levels of frustration among ministry personnel. These

challenges are compounded by undue external influence and the silence of ministry

leadership in advocating for ministry priorities.

3.1.1 Recommendations

To address these challenges, the ministry should ensure the following:

i. The operational structure of the ministry is strengthened to facilitate performance of

its governance functions and delivery of its programmes and services in a

streamlined and cross-sectoral manner.

ii. The ministry devolves district functions being implemented at the central level and

strengthens district offices to empower them to properly coordinate and direct

service delivery.

iii. Draft sectoral polices, guidelines, and standards are finalised and existing policies,

standards, and guidelines are reviewed, harmonised, and updated; and all policies,

standards, and guidelines are disseminated, implemented, and monitored.

iv. Gender is mainstreamed within the ministry at headquarters, district offices, and

institutions in order to protect the rights of men and women in the workplace,

promote gender equality, and strengthen MoGCSW policies and programmes.

v. The ministry mainstreams social inclusion and crosscutting issues, including HIV and

AIDS, age, and disability in its policies and programmes.

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vi. Technocrats advise politicians, other policy makers, donors, and civil society on the

role and mandate of the ministry to promote clarity of mission, informed decision

making, and support for MoGCSW policies, programmes, and services.

vii. The ministry strengthens its communication and advocacy functions, by establishing

a public relations function, developing and implementing a communication strategy,

and improving its relations and interface with the media.

viii. The ministry co-leads with the Ministry of Youth, Sports and Culture the launch,

dissemination, and oversight of the JSSP, operationalization of the SWGs and

Technical Working Groups (TWGs), and mobilisation of financial and technical

resources for implementation of the JSSP.

3.2 PRIORITY AREA 2: COORDINATION

Coordination of policies and programmes is an essential function of the MoGCSW, whose

domain covers multiple, interrelated sectors. Potential opportunities for strong cross-

programme coordination and collaboration exist, given that programmes from multiple

sectors are housed within the MoGCSW. However, the current lack of internal formal

mechanisms and failure to promote coordination has resulted instead in overlap and

duplication of efforts among departments and programmes, conflicting strategies for similar

issues, and complex and competing reporting channels. Further, lack of integrated planning

of programmes and operations has led to programme gaps in accordance with national and

district plans, misallocation of resources, and personalization of projects. Unclear terms of

reference (TOR) for departments and unclear division of labour between central and district

staff have led to inconsistent messages to partners, inefficiencies in service delivery, role

confusion, and compartmentalization of departments and units.

The multisectoral nature of the MoGCSW also requires strong collaboration with other

ministries and government entities. Clarity of roles and responsibilities among these players

and mechanisms for systematic exchange of information are essential, but typically lacking.

This has resulted in disjointed programming, competition for scarce resources, and poor

accountability. The JSSP aims to address some of these challenges through joint planning

and reporting. Its success, however, will depend on strong coordination among the various

sectors and partners.

Coordination of service delivery also is a critical function of the MoGCSW, whose mandate

includes guidance and oversight of implementing partners in addition to direct service

delivery. Thus, the success of the MoGCSW in ensuring equitable access to services and

quality of services is largely dependent on the ministry’s capacity to coordinate the work of

many partners: government, development agencies, nongovernmental organizations

(NGOs), civil society organizations (CSOs), and the private sector. Yet current systems and

capacities to promote and sustain coordination among these partners are weak.

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To address the issues of coordination, the ministry should ensure the following:

i. Mandates and terms of reference for each department in the ministry are clarified.

ii. An internal communication strategy for the ministry is developed and

operationalised.

iii. Intradepartmental meetings are institutionalised, and the frequency and business of

management meetings are rationalised.

iv. Joint planning and review forums among the ministry’s departments and units at

central and district levels are implemented.

v. Effective national- and district-level coordination structures are established to

deliberate issues, share information, and enhance networking.

vi. Joint planning and review forums for the ministry and its partners and stakeholders

are institutionalised.

3.3 PRIORITY AREA 3: WORKFORCE

A vibrant, productive workforce is fundamental to the successful operations of the ministry.

However, numerous human resources (HR) challenges interfere with the effective delivery

of services. For instance, the MoGCSW is operating at a staff vacancy rate of nearly 50

percent. The ministry is also hampered by low staff morale and confidence, uncertainty in

career progression and upgrading opportunities, and inadequate capacity-building

programmes for staff. These have resulted in low staff-retention rates.

There is also an unsustainable reliance on volunteers for implementation of key programme

activities at the community level. The lack of incentives for the volunteers may lead to

volunteer fatigue, which would negatively affect the implementation of most of the

ministry’s programmes at the community level.

In general, the HR system is poor, unresponsive to the need for staff motivation, and unsystematic in the deployment, development, and utilization of staff. The competencies of staff are therefore inadequate to effectively spearhead policy implementation, set standards, and supervise, monitor, review, and evaluate programmes and projects. The ministry, therefore, needs to improve the capacity and morale of its workforce and also

ensure that it retains the skills and experience of both the employed and volunteer cadres

of its workers.

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To improve the capacity, productivity, and effectiveness of the workforce, the ministry

should ensure the following:

i. The vacancy rate in the ministry’s establishment is reduced.

ii. The 2013 functional review is completed and implemented in line with the

decentralisation policy.

iii. All human resource practices and procedures are reviewed and aligned with current HR

policies.

iv. Human resources practices and procedures mainstream crosscutting issues of gender,

disability, and HIV and AIDS.

v. A capacity-building programme for ministry personnel is developed and implemented.

vi. A staff performance appraisal system is implemented.

vii. Incentives and compensation for all volunteers working for the ministry are reviewed

and updated.

viii. The capacity of volunteers working for the ministry is strengthened.

ix. The community support system for volunteers is enhanced.

x. Magomero College, other MoGCSW training centres, and reformatory and social

rehabilitation centres are upgraded and adequately supported.

3.4 PRIORITY AREA 4: FINANCING

The MoGCSW faces multiple challenges in the area of financing. First among these is the

inadequacy of its financial resources, particularly from the government. Much of the funding

for its programmes and projects comes from donor partners. However, typically, these

external funds are restricted to specific, targeted programmes or projects for direct project

activities, equipment, technical assistance, and monitoring and evaluation. Thus, the

ministry faces a shortfall in funds, especially for its operations.

Resource allocation also is problematic. Funding from the Ministry of Finance is not always

based on plans and budget, which creates challenges for the ministry to allocate its

resources in a transparent manner. To supplement its meagre financial base, the ministry

relies on donors to support its initiatives. However, not all the ministry’s mandated

programmes align with donor priorities. Thus, projects such as social cash transfer, gender

mainstreaming, gender equality and women’s empowerment, and HIV and AIDS are

adequately resourced, while others, such as early childhood development, adult literacy,

and community development are extremely under-resourced. The ministry has no effective

resource mobilisation strategy to fill the funding gaps. Financial management capacity

within the ministry is inadequate due to staffing shortages, limited competent personnel,

and inadequate systems. As a result, opportunities to contain costs and to improve cost

efficiencies are overlooked. Due to its multiple funding streams, the ministry maintains

parallel financial management systems that use different tools and software. Capacity

within the ministry to support and use these different systems is limited.

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To address these funding shortfalls and financial challenges, the Ministry should ensure the

following:

i. A resource mobilisation strategy for the ministry is developed and implemented.

ii. A resource allocation system for the ministry is developed and implemented.

iii. Administrative costs of programme implementation are reduced.

iv. Effective financial management procedures and practices of all ministry programmes

and projects are established and adhered to; routine performance audits are

conducted.

v. Internal auditors responsible for running the ministry’s programmes are

knowledgeable and skilled in electronic financial management systems.

3.5 PRIORITY AREA 5: INFORMATION

The generation and use of information for evidence-based decision making and

programming is a core value and essential function of the ministry. Yet, too often, the

MoGCSW does not have access to the information it needs, because most information is out

of date or cannot easily be analysed, synthesised, and applied. The multisector nature of the

MoGCSW contributes to the challenges. Separate information systems have been

established for programme departments and projects using different platforms and

different measures, often driven by different funding agencies. The need to harmonise

these systems is recognised, but has not been acted upon due to limited capacity and

resources. Evidence-based programming relies on research to guide programme design and

evaluation. However, the ministry is guided primarily by the research priorities of funding

partners, as it cannot champion a research agenda of its own due to financial constraints.

Record keeping is poor at all levels within the ministry and feedback on reports that are

produced is inadequate, particularly between central and district levels and with partners.

Infrastructure to capture, store, manage, and retrieve information is necessary for

information to be used. Yet, ministry hardware and software, including such basic

equipment as computers and printers, are inadequate and outdated. Information use also

requires staff knowledge and skills, which are lacking in many cadres.


The Ministry should ensure the following:

i. An integrated M&E framework for the ministry at national and district levels is

developed and operationalised.

ii. A functional MoGCSW management information system is established.

iii. A research agenda for the ministry is developed and managed.

iv. Functional information-sharing platforms for the ministry are established.

v. Programme monitoring and reporting mechanisms are strengthened and

streamlined.

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vi. The capacity of the MoGCSW information communications technology (ICT) unit to

procure and manage ICT hardware and software and to provide user support is

strengthened.

vii. The capacity of ministry staff in information systems and M&E is strengthened.

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4.0 IMPLEMENTATION ARRANGEMENTS

4.1 INSTITUTIONAL ARRANGEMENTS

The framework focuses on strengthening operations to enable the ministry to better fulfill

its mandate and support of the JSSP, the MGDS II, and other key policy documents.

Therefore, institutional responsibility for implementation of the framework shall mainly

reside with the ministry`s departments at headquarters level, its district offices, and its

institutions, as outlined in the JSSP. Other major stakeholders shall include Office of the

President and Cabinet (OPC), Department of Human Resource Management and

Development (DHRMD), central and line ministries, CSOs, donors and development

partners, and the traditional leadership. The framework will also be implemented in line

with government circulars and standard operating procedures.

4.2 ROLE OF STAKEHOLDERS IN THE IMPLEMENTATION OF THE INSTITUTIONAL

FRAMEWORK

The roles of stakeholders in the implementation of the framework shall be as follows:

4.2.1 Ministry of Gender, Children and Social Welfare

The MoGCSW will be responsible for overall planning, implementation, monitoring, and

reporting on the framework. Under the overall leadership of the Office of the Principal

Secretary (PS), directorates will implement their respective areas of interventions in

operationalizing the framework. The Directorate of Administration will be the lead in

implementing the framework and the Directorate of Planning and Research will be the lead

in monitoring implementation of the framework. District officers and institutions will

manage the framework at their levels and will submit reports to MoGCSW headquarters.

4.2.2 Central Ministries (Including OPC, DHRMD, Ministry of Finance, Ministry of

Economic Planning and Development, and Ministry of Local Government and Rural

Development)

The OPC and the DHRMD will provide policy guidance to the MoGCSW on implementing the

framework. The Ministry of Finance and the Ministry of Economic Planning and

Development will mobilise and provide financial resources and programme coordination for

the framework. The Ministry of Local Government and Rural Development will provide

guidance on decentralisation and local authority issues. Local councils will coordinate key

partners in the implementation of MoGCSW activities at the district level, including district

executive committee (DEC) members and district assemblies.

4.2.3 Line Ministries

The line ministries such as Agriculture, Health, Education, Youth Development and Sports,

and Disability and Elderly Affairs will provide technical assistance and support for the

framework’s implementation through gender focal points, TWGs, and SWGs.

15

4.2.4 Civil Society Organizations

CSOs will lead in advocacy, resource mobilization, and implementation of the framework,

particularly at the district level.

4.2.5 Development Partners

Development partners will provide advocacy and financial and technical resources to

support the implementation of the framework.

4.3 IMPLEMENTATION STRATEGY

Implementation of this framework will be championed by the MoGCSW, working closely

with government ministries, development partners, CSOs, and private-sector and other

relevant stakeholders. The MoGCSW will operationalise the recommendations outlined in

Section 3.0 above in line with the Malawi Public Service Regulations, the Decentralisation

Policy, and other guidelines. The implementation strategy is presented in Annex 1. It

includes a set of 40 strategies linked to the 14 objectives of this framework and identifies

the lead responsibility and timeline for each strategy.

4.4 ACTIVITY PLAN

Activities that will be undertaken to implement the strategies are presented in Annex 2.

They are presented in table format and arranged by priority area, objective, and strategy.

Key implementers of the activities and timelines also are provided.

4.5 MONITORING AND EVALUATION PLAN

The ministry’s Planning and Research Department will coordinate and lead the M&E process

for the framework and ensure timely reporting and dissemination of results. The M&E Plan

is presented in Annex 3. Outputs, performance indicators, targets, baselines, and data

sources are given for each objective. The Planning and Research Department will develop

and manage an M&E platform for this plan, as part its development of the ministry’s larger

M&E system (see Objective 5.1 of Annex 1, Implementation Strategy). All ministry personnel

and stakeholders implementing programmes related to this framework at the national,

district, and community levels will report periodically to the Planning and Research

Department, in line with the developed M&E platform. Annual progress reports for the

framework shall be produced and disseminated among stakeholders and through various

communication products, meetings, and annual reviews.

4.6 RESOURCE MOBILISATION

The MoGCSW will cost the activity plan: that is, it will develop cost estimates for the

activities that have been identified to implement the framework. The ministry will solicit

financial and technical resources for implementation of the framework from the Malawi

government and funding and development partners.

16

4.7 REVIEW AND EVALUATION OF THE INSTITUTIONAL FRAMEWORK

This framework will be reviewed and evaluated after five years. The ministry’s Planning and

Research Department will coordinate the evaluation. The ministry will commission an

independent assessment of the framework’s implementation and its results will be

disseminated to respective coordinating, funding, and implementing partners. The results

will be used to inform policy, programme, and institutional reviews.

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ANNEX 1

IMPLEMENTATION STRATEGY

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1.0 INTRODUCTION

The strategy that will be employed to implement the Framework for Strengthening the

Functions of the Ministry of Gender, Children and Social Welfare (MoGCSW) is presented

here. It includes supporting strategies for each objective within the five priority areas.

These are given in Section 2.0. The implementation plan, which names the lead organization

or individual responsible for implementing each strategy and the timeline for

implementation, is presented in table format in Section 3.0.

2.0 STRATEGIES FOR PRIORITY AREAS

The Framework for Strengthening the Functions of the MoGCSW includes 14 objectives

across the five priority areas of Leadership and Governance, Coordination, Workforce,

Financing and Information. These objectives and the forty strategies that will be

implemented to achieve them are presented below by priority area.

2.1 Leadership and Governance

Objective 1.1: To realign ministry structure and functions from headquarters to districts

in line with the Decentralisation Policy

Strategies 1.1.1 Devolve all ministry functions being implemented at the central level.

1.1.2 Streamline the structure at district level and harmonise the responsibilities of

staff at all levels.

Objective 1.2: To ensure that all programmatic policies, guidelines and standards are

developed and disseminated

Strategies 1.2.1 Finalise all draft policies, guidelines, and standards.

1.2.2 Develop relevant policies, guidelines, and standards that are not in place.

1.2.3 Disseminate the available policies, guidelines, and standards.

1.2.4 Mainstream gender and other crosscutting issues of HIV and AIDS, age, and

disability in all of the ministry’s policies, guidelines, standards, and

programmes.

Objective 1.3: To strengthen advocacy and communication for all ministry programmes

Strategies

1.3.1 Institutionalise a public relations function within the MoGCSW. 1.3.2 Develop and implement an integrated communications strategy. 1.3.3 Increase interface with the media fraternity.

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Objective 1.4: To provide leadership for effective and efficient coordination and

implementation of the Joint Sector Strategic Plan (JSSP) and other key

policies

Strategies

1.4.1 Mobilise financial and technical resources for the JSSP and other key MoGCSW policies.

1.4.2 Launch and disseminate the JSSP and other key MoGCSW policies. 1.4.3 Ensure that the sector working group (SWG) and the technical working

groups (TWGs) are active and productive.

2.2 Coordination

Objective 2.1: To strengthen coordination of programmes and departments within the

MoGCSW

Strategies

2.1.1 Clarify mandates and terms of reference (TOR) for each department in the

ministry.

2.1.2 Develop and operationalise an internal communication strategy for the

ministry.

2.1.3 Rationalise the frequency and business of management meetings.

2.1.4 Institutionalise intradepartmental meetings.

2.1.5 Institutionalise joint planning and review forums among the ministry’s

departments and units.

Objective 2.2: To strengthen partnerships for delivery of programmes and services

Strategies

2.2.1 Establish effective national- and district-level coordination structures.

2.2.2 Institutionalise joint planning and review forums for the ministry and its

partners and stakeholders.

2.3 Workforce

Objective 3.1: To strengthen MoGCSW human resource systems

Strategies

3.1.1 Complete and implement the 2013 functional review.

3.1.2 Reduce the vacancy rate in the ministry’s establishment.

3.1.3 Review practices/procedures and implement them in line with current

human resource (HR) policies, including crosscutting issues of gender,

disability, and HIV and AIDS.

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Objective 3.2: To strengthen performance of ministry staff at all levels

Strategies

3.2.1 Develop and implement a capacity-building programme for ministry

personnel.

3.2.2 Implement a staff performance appraisal system.

Objective 3.3: To strengthen the performance of all volunteer cadres in the ministry

Strategies

3.3.1 Review and update the incentives and compensations for all volunteers

working for the ministry.

3.3.2 Build the capacity of all volunteers working with the ministry.

3.3.3 Enhance the community support system for the volunteers.

Objective 3.4: To strengthen MoGCSW institutions

Strategies

3.4.1 Upgrade Magomero College and other training centres.

3.4.2 Renovate existing reformatory and social rehabilitation centres.

2.4 Financing

Objective 4.1: To mobilise adequate resources for the ministry and rationally allocate

them across ministry programmes and institutions at all levels

Strategies

4.1.1 Develop and implement a resource mobilisation strategy for the ministry’s

programmes.

4.1.2 Develop and implement a resource allocation system for the ministry’s

programmes and institutions.

Objective 4.2: To ensure cost efficiency, transparency, and accountability of MoGCSW

finances

Strategies

4.2.1 Reduce administrative costs in the implementation of programmes.

4.2.2 Ensure that effective financial management systems and practices, including

close financial monitoring, are in place.

4.2.3 Enhance the capacity of auditors, accounts personnel, and programme

officers (especially for electronic financial records and management).

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2.5 Information

Objective 5.1: To generate and manage information for evidence-based decision making

at national and district levels

Strategies

5.1.1 Develop and operationalise an integrated monitoring and evaluation (M&E)

framework for MoGCSW programmes.

5.1.2 Establish a functional MoGCSW management information system.

5.1.3 Develop and manage a research agenda for the ministry.

Objective 5.2: To ensure information is shared and used by ministry staff and

stakeholders at national and district levels

Strategies

5.2.1 Establish functional information-sharing platforms for the ministry.

5.2.2 Enhance the ministry’s capacity for information management and use.

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3.0 IMPLEMENTATION PLAN

Priority Area 1: Leadership and Governance

Outcome: Strong leadership and governance

Objective Strategy Lead Responsibility2 Timeframe

1.1 To realign ministry structure and functions from headquarters to districts in line with the Decentralisation Policy

1.1.1 Devolve all ministry functions being implemented at the central level

PS 2013 - 2014

1.1.2 Streamline the structure at district level and harmonise the responsibilities of staff at all levels

CHRMO 2013 - 2014

1.2 To ensure that all programmatic policies, guidelines, and standards are developed and disseminated

1.2.1 Finalise all draft policies, guidelines, and standards MoGCSW directors 2013 - 2014

1.2.2 Develop relevant policies, guidelines, and standards that are not in place

MoGCSW directors 2013 - 2016

1.2.3 Disseminate the available policies, guidelines, and standards

MoGCSW directors 2013 - 2017

1.2.4 Mainstream gender and other crosscutting issues of HIV and AIDS, age, and disability in all ministry policies, guidelines, standards, and programmes

DGA 2013 - 2017

1.3 To strengthen advocacy and communication for all ministry programmes

1.3.1 Institutionalise a public relations function within the MoGCSW

PS 2013 - 2014

1.3.2 Develop and implement an integrated communications strategy

PRO 2013 - 2017

2 PS = Principal Secretary; CHRMO = Chief Human Resource Management Officer; DGA = Director of Gender Affairs; PRO = Public Relations Officer: DA = Director of

Administration; DPR = Director of Planning and Research; DCSO = District Community Services Officer; CA = Chief Accountant

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Objective Strategy Lead Responsibility2 Timeframe

1.3.3 Increase interface with the media fraternity PRO 2013 - 2017

1.4 To provide leadership for effective and efficient coordination and implementation of the JSSP and other key MoGCSW policies

1.4.1 Mobilise financial and technical resources for the JSSP and other key MoGCSW policies

PS 2013 - 2017

1.4.2 Launch and disseminate the JSSP other key MoGCSW policies

PS 2013 - 2017

1.4.3 Ensure that the sector working group and technical working groups are active and productive

PS 2013 - 2017

Priority Area 2: Coordination

Outcome: Well-coordinated delivery of services

Objective Strategy Lead Responsibility Timeframe

2.1 To strengthen coordination of programmes and departments within the MoGCSW

2.1.1 Clarify mandates and terms of reference for each department in the ministry

CHRMO 2013 - 2017

2.1.2 Develop and operationalise an internal communication strategy for the ministry

DA 2013 - 2017

2.1.3 Rationalise the frequency and business of management meetings

DA 2013 - 2017

2.1.4 Institutionalise intradepartmental meetings DA 2013 - 2017

2.1.5 Institutionalise joint planning and review forums for the ministry’s departments and units

DPR 2013 - 2017

2.2 To strengthen partnerships for delivery of programmes and services

2.2.1 Establish effective national- and district-level coordination structures

PS 2013 - 2017

2.2.2 Institutionalise joint planning and review forums for the ministry and its partners and stakeholders

DPR 2013 - 2017

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Priority Area 3: Workforce

Outcome: Vibrant and productive workforce


3.1 To strengthen MoGCSW human resource systems

3.1.1 Complete and implement the 2013 functional review

CHRMO 2013

3.1.2 Reduce the ministry’s staff vacancy rate CHRMO 2013 - 2017

3.1.3 Review practices/procedures and implement them in line with current human resource policies, including crosscutting issues of gender, disability, and HIV and AIDS

CHRMO 2013 - 2017

3.2 To strengthen performance of ministry staff at all levels

3.2.1 Develop and implement a capacity-building programme for ministry personnel

CHRMO 2013 - 2017

3.2.2 Implement a staff performance appraisal system CHRMO 2013 - 2017

3.3 To strengthen the performance of all volunteer cadres in the ministry

3.3.1 Review and update the incentives and compensations for all volunteers working for the ministry

PS 2013 - 2017

3.3.2 Build capacity for all volunteers working with the ministry

Technical directors for social welfare and community development

2013 - 2017

3.3.3 Enhance the community support system for the volunteers

DCSO 2013 - 2017

3.4 Strengthen MoGCSW institutions

3.4.1 Upgrade Magomero College to an institution of higher learning

PS 2013 - 2017

3.4.2 Renovate existing reformatory and social rehabilitation centres

PS 2013-2017

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Priority Area 4: Financing

Outcome: Adequate resources to implement the Ministry’s programmes


4.1 To mobilise adequate resources for the ministry and rationally allocate them across ministry programmes and institutions at all levels

4.1.1 Develop and implement a resource mobilisation strategy for the ministry’s programmes and institutions

PS 2013 - 2017

4.2.2 Develop and implement a resource allocation system for the ministry programmes and institutions

CA 2013 - 2017

4.2 To ensure cost efficiency, transparency, and accountability of MoGCSW finances

4.2.1 Reduce administrative costs in the implementation of programmes

DA 2013 - 2017

4.2.2 Ensure that effective financial management systems and practices, including close financial monitoring, are in place

CA 2013 - 2017

4.2.3 Enhance the capacity of auditors, accounts personnel, and programme officers (especially for electronic financial records and management)

CHRMO 2013 - 2017

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Priority Area 5: Information Outcome: Quality, timely, and harmonised information collected, shared, and used


5.1 To generate and manage information for evidence-based decision making at national and district levels

5.1.1 Develop and operationalise an integrated M&E framework for MoGCSW programmes

DPR 2013 - 2017

5.1.2 Establish a functional MoGCSW management information system

DPR 2013 - 2017

5.1.3 Develop and manage a research agenda for the ministry

DPR 2013 - 2017

5.2 To ensure information is shared and used by ministry staff and stakeholders at national and district levels

5.2.1 Establish functional information sharing platforms for the ministry

DPR 2013 - 2017

5.2.2 Enhance MoGCSW’s capacity for information management and use

PS 2013 - 2017

A2-1

ANNEX 2

ACTIVITY PLAN

A2-2


Strategy Activity Implementers Year

2014 2015 2016 2017 2018

Objective 1.1: To realign ministry structure and functions from headquarters to districts in line with the Decentralisation Policy

1.1.1 Devolve all ministry functions being implemented at the central level

1.1.1.1 Identify functions to be devolved Principal Secretary (PS), technical directors (TDs), Director of Planning and Research (DPR), Chief Human Resource Management Officer (CHRMO)

X X

1.1.1.2 Conduct meetings with local government (LG), district councils (DCs), and Local Government Finance Committee (LGFC) on devolved functions

PS, TDs, DCs, LGFC, LG X X

1.1.2 Streamline the structure at the district level and harmonise the responsibilities of staff at all levels

1.1.2.1 Review district level structures, systems, and functions

CHRMO, Director of Administration (DA), LG, DCs

X

1.1.2.2 Develop appropriate structure for approval CHRMO, LG, DCs, Department of Human Resource Management and Development (DHRMD)

X

1.1.2.3 Develop clear job descriptions CHRMO, TDs, LG, DCs

X

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2014 2015 2016 2017 2018

1.1.2.4 Sensitise district personnel on structure, systems, and functions

CHRMO, DA, LG, DCs

X X

Objective 1.2: To ensure that all programmatic policies, guidelines, and standards are developed and disseminated

1.2.1 Finalise all draft policies, guidelines, and standards

1.2.1.1 Review draft policies in line with Office of the President and Cabinent (OPC) guidelines (National Gender Policy, Community Development Policy, and Adult Literacy Policy); review draft guidelines and standards

DPR, TDs, CHRMO, OPC, DHRMD

X

1.2.1.2 Conduct PS’s review meetings for policies PS, TDs, DPR X

1.2.1.3 Finalise draft policies, standards, and guidelines

DPR, TDs, CHRMO, OPC

X

1.2.2 Develop relevant policies, guidelines, and standards not yet in place

1.2.2.1 Identify and prioritise gaps in relevant policies, guidelines, and standards

DPR, TDs X X

1.2.2.2 Develop issue papers PS, DPR, TDs X X

1.2.2.3 Conduct consultative meetings DPR, TDs, CHRMO X X

1.2.2.4 Draft policies, guidelines, and standards DPR, TDs X X

1.2.2.5 Validate and finalise draft policies, guidelines, and standards

DPR, TDs X X X

1.2.3 Disseminate the available policies, guidelines and standards

1.2.3.1 Develop a dissemination plan PS, DPR, TDs X

1.2.3.2 Translate policies, guidelines, and standards to local languages

DPR, TDs X X X

1.2.3.3 Manage and implement the dissemination plan

DPR, TDs, Public Relations Officer (PRO)

X X X X

1.2.3.4 Evaluate dissemination of policies, guidelines, and standards

DPR, TDs, PRO

X X

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2014 2015 2016 2017 2018

1.2.4 Mainstream gender and other crosscutting issues of HIV and AIDS, age, and disability in all ministry policies, guidelines, standards, and programmes

1.2.4.1 Develop guidelines for gender mainstreaming PS, Director of Gender Affairs (DGA), DPR, all directors

X

1.2.4.2 Conduct sensitisation meetings for mainstreaming gender with all heads of departments, institutions, and districts

DGA, DPR, TDs, principals, district community services officers (DCSOs)

X X

1.2.4.3 Institutionalise gender focal points in all departments, institutions, training centres, and districts

DGA, CHRMO X X

1.2.4.4 Train all gender focal points DGA, CHRMO X X

1.2.4.5 Engender all ministry policies and programmes

DGA, CHRMO, all Directors, principals, DCSOs

X X X X X

Objective 1.3: To strengthen advocacy and communication for all the ministry’s programmes

1.3.1 Institutionalise a public relations function within the MoGCSW

1.3.1.1 Develop terms of reference (TOR) for the PRO; recruit for and appoint the position

PS, CHRMO X

1.3.1.2 Establish and equip the Public Relations Unit PS, PRO, CHRMO, DA

X X

1.3.2 Develop and implement an integrated communications strategy

1.3.2.1 Conduct consultative meetings and surveys to get input for the communications strategy for MoGCSW programmes

PRO, TDs, DPR, DA X X

1.3.2.2 Draft the strategy PRO, TDs, DPR, DA X X

1.3.2.3 Vet and finalise the communications strategy PS, PRO, DPR, TDs X X

1.3.2.4 Orient ministry personnel in the PRO, DPR, TDs, DA X X

A2-5


2014 2015 2016 2017 2018

communications strategy

1.3.2.5 Implement the communications strategy PRO, PS, TDs X X X X X

1.3.3 Increase interface with the media fraternity

1.3.3.1 Identify media houses and journalists to work with

PRO, DA X X

1.3.3.2 Conduct consultative meetings to get input for a publicity plan (linked to the communications strategy, 1.3.2)

PRO, DA, DPR, TDs, journalists X X

1.3.3.3 Develop the publicity plan PRO, DA, DPR, TDs

X

1.3.3.4 Sensitise/train journalists on MoGCSW programmes, issues, and functions

PS, PRO, DA, TDs X X X X X

1.3.3.5 Implement the publicity plan PRO, DA, TDs X X X X

Objective 1.4: To provide leadership for effective and efficient coordination and implementation of the JSSP

1.4.1 Mobilise financial and technical resources for the JSSP

1.4.1.1 Develop a resource mobilisation strategy PS, DPR, TDs, Ministry of Youth Development and Sports (MYDS)

X

1.4.1.2 Meet potential donors/partners PS, DPR, TDs, MYDS

X

1.4.1.3 Develop funding proposals DPR, TDs, MYDS X X X X X

1.4.2 Launch and disseminate the JSSP

1.4.2.1 Conduct the launch of the JSSP PS, DPR, TDs, MYDS

X

1.4.2.2 Develop a dissemination and reporting plan PS, PRO, DPR, TDs, MYDS

X

1.4.2.3 Implement the dissemination and reporting plan

DPR, TDs, MYDS, PRO

X X X X X

1.4.3 Ensure that the sector working group

1.4.3.1 Develop schedules of meetings DPR, TDs, MYDS X

1.4.3.2 Conduct quarterly meetings DPR, TDs, MYDS, X X X X X

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2014 2015 2016 2017 2018

(SWG) and technical working groups (TWGs) are active and productive

SWG/TWG members

1.4.3.3 Develop joint TWG programmes DPR, TDs, MYDS X X X X X

1.4.3.4 Conduct joint TWG planning and review meetings

DPR, TDs, MYDS X X X X X

1.4.3.5 Conduct joint sector reviews (JSRs) PS, DPR X X X X X



2014 2015 2016 2017 2018

Objective 2.1: To strengthen coordination of programmes and departments within the MOGCSW

2.1.1 Clarify mandates and TOR for each department in the ministry

2.1.1.1 Communicate mandates and TOR of all departments as outlined in the functional review, linked to the MoGCSW communications strategy (1.3.2) and the internal communication strategy (2.1.2)

PS, DPR, CHRMO, TDs, OPC, DHRMD X

2.1.1.2 Conduct periodic reviews of the mandates and TOR of all departments and communicate outcomes

PS, DPR, TDs, CHRMO, OPC, DHRMD

X X

2.1.2 Develop and operationalise an internal communication strategy for the ministry

2.1.2.1 Gather input from managers and staff for developing an internal communication strategy

PS, PRO, DPR, TDs, DA

X

2.1.2.2 Develop the internal communication strategy DPR, TDs, DA, PRO

X X

2.1.2.3 Implement the internal communication strategy

PS, PRO, DPR, TDs, DA

X X X X

2.1.2.4 Periodically review the internal PRO, DPR, TDs, X

X

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2014 2015 2016 2017 2018

communication strategy DA

2.1.3 Rationalise the frequency and business of management meetings

2.1.3.1 Review gaps and redundancies in frequency and business of management meetings

PS, DA, TDs, DPR X

2.1.3.2 Develop an improved management meeting schedule and guidelines

PS, DA, TDs X

2.1.3.3 Implement the schedule and guidelines; conduct periodic assessments

DA, TDS, DPR, DA X X X X X

2.1.3.4 Disseminate management decisions in line with the internal communication strategy (2.1.2)

DA, TDs, DPR, DA X X X X X

2.1.4 Institutionalise intradepartmental meetings

2.1.4.1 Review the current schedule of departmental meetings; identify areas of common interest/business across departments

TDs, DA, DPR X

2.1.4.2 Develop revised schedule of meetings and meeting guidelines for the priority areas

TDs, DA, DPR X

2.1.4.3 Implement the revised schedule and conduct periodic assessments

TDs, DA, DPR X X X X X

2.1.5 Institutionalise joint planning and review forums among the ministry’s departments and units

2.1.5.1 Develop TORs for the planning and review forums

DA, DPR, TDs X

2.1.5.2 Conduct meetings quarterly DA, DPR, TDs X X X X X

2.1.5.3 Disseminate information in line with the internal communication strategy (2.1.2)

DA, DPR, TDs X X X X X

Objective 2.2: To strengthen partnerships for delivery of programmes and services

2.2.1 Establish effective national- and district- level coordination

2.2.1.1 Review current coordination structures: strengths, weaknesses, gaps, and opportunities for improvement

DPR, TDs, DA, CHRMO, LG, DCs, partners

X

A2-8


2014 2015 2016 2017 2018

structures 2.2.1.2 Develop effective structures for stakeholder coordination at both national and district levels

DPR, TDs, DA, CHRMO, LG, DCs

X

2.2.1.3 Monitor structures for effective coordination DPR, TDs, DAs, LG, DCs

X X X X

2.2.2 Institutionalise joint planning and review forums between the ministry and its partners/stakeholders

2.2.2.1 Develop TOR for the joint planning and review forums

DA, DPR, TDs, partners/stakeholders

X

2.2.2.2 Develop a schedule of forums DA, DPR, TDs, partners/ stakeholders

X

2.2.2.3 Conduct joint planning and review forums DA, DPR, TDs, partners/ stakeholders

X X X X X

2.2.2.4 Disseminate information in line with internal communication strategy (2.1.2)

DA, DPR, TDs, partners/ stakeholders

X X X X X



2014 2015 2016 2017 2018

Objective 3.1: To strengthen MoGCSW human resource systems

3.1.1 Complete and implement the 2013 functional review

3.1.1.1 Obtain authorised establishment warrant for all positions in the functional review report (new and upgraded positions)

PS, CHRMO X

3.1.1.2 Appoint implementation committee to PS, CHRMO X

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2014 2015 2016 2017 2018

monitor the implementation process

3.1.1.3 Seek authority from DHRMD to fill vacant positions (new, upgraded, and retitled positions)

CHRMO X

3.1.2 Reduce the vacancy rate in the ministry’s establishment

3.1.2.1 Identify vacant positions

CHRMO X X X X X

3.1.2.2 Obtain authority to fill vacant positions from DHRMD

CHRMO X X X X X

3.1.2.3 Submit recommendations to Civil Service Commission (CSC)/Appointment and Disciplinary Committee to fill vacant positions

CHRMO, CSC X X X X X

3.1.2.4 Conduct interviews and placement CHRMO, CSC X X X X X

3.1.3 Review practices/procedures and implement them in line with current human resource policies, including crosscutting issues of gender, disability, and HIV and AIDS

3.1.3.1 Identify practices and procedures to be reviewed and propose options

PS, CHRMO X

X

3.1.3.2 Implement proposed options PS, CHRMO X

3.1.3.3 Monitor implementation of human resource policies and report outcomes

PS, CHRMO

X X X X X

Objective 3.2: To strengthen performance of ministry staff at all levels

3.2.1 Develop and implement a capacity-building programme for ministry personnel

3.2.1.1 Appoint a capacity development/training committee

PS, CHRMO X

3.2.1.2 Conduct a capacity needs assessment for all staff

CHRMO X X

3.2.1.3 Prepare a capacity development plan CHRMO X

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2014 2015 2016 2017 2018

3.2.1.4 Implement the training and development plan CHRMO X X X X

3.2.1.5 Evaluate the capacity development programme CHRMO X X

3.2.2 Implement a staff performance appraisal system

3.2.2.1 Develop/refine the staff performance appraisal system

CHRMO X

3.2.2.2 Sensitise and train staff on the system CHRMO X X

3.2.2.3 Implement the staff performance appraisal system

CHRMO X X X X

3.2.2.4 Monitor the implementation process and its outcomes and report findings

PS, CHRMO X X X X

Objective 3.3: To strengthen the performance of all volunteer cadres in the ministry

3.3.1 Review and update the incentives and compensations for all volunteers working for the ministry

3.3.1.1 Conduct a review of volunteer services and compensations; develop recommendations for revision (increase in honorarium) and standardization

DA, TDs, CHRMO X

3.3.1.2 Develop and finalise a plan to revise honoraria and other compensation

PS, DA, TDs, CHRMO, DCSO

X

3.3.1.3 Develop a volunteer charter TDs, DA, DCSO X

3.3.1.4 Implement the plan and charter (e.g., procure bicycles, protective wear, bags, solar radios, etc.)

TDs, DA, DCSO X X X X

3.3.2 Build the capacity of all volunteers working with the ministry

3.3.2.1 Conduct a training needs assessment among volunteers

TDs, DCSO X

3.3.2.2 Develop a training plan TDs, DCSO, CHRMO

X

3.3.2.3 Implement the training plan TDs, DCSO, CHRMO

X X X X

3.3.2.4 Evaluate the impact of changes in volunteer incentives/compensation, training, and community support

TDs, DCSO, CHRMO, DPR

X X

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2014 2015 2016 2017 2018

3.3.3 Enhance the community support system for the volunteers

3.3.3.1 Conduct community sensitization meetings TDs X

3.3.3.2 Conduct community mobilisation through training programmes for community and influential leaders

TDs, DCSO X X X X X

Objective 3.4: To strengthen MoGCSW institutions

3.4.1 Upgrade Magomero College and other training centres

3.4.1.1 Develop a plan to obtain accreditation of Magomero College to offer diplomas in community development and early childhood development

PS, Principal, Director of Social Welfare (DSW), CHRMO, DA, National Council of Higher Learning

X

3.4.1.2 Develop/review standards, capacity, and performance of the training centres at Liwonde, Ntchisi, Mzuzu, and Kwacha

PS, DSW, CHRMO, DA, Centre managers

X

3.4.1.3 Assess needs for infrastructure refurbishment/construction, equipment, materials/supplies, human resources, training, and technical assistance at each training centre

PS, DSW, CHRMO, DA, Principal, centre managers

X X

3.4.1.4 Develop costed plans to make necessary improvements at each training centre

PS, DSW, CHRMO, DA, Principal, centre managers

X

3.4.1.5 Implement the plans DSW, CHRMO, DA, centre managers

X X X X

3.4.2 Renovate existing reformatory and social rehabilitation centres

3.2.4.1 Review/develop guidelines and standards for reformatory and social rehabilitation centres

PS, DSW, DA, centre managers

X X

3.2.4.2 Conduct needs assessments to bring centres up to standards

PS, DSW, DA, centre managers

X X

A2-12


2014 2015 2016 2017 2018

3.2.4.3 Develop a costed plan to renovate the centres PS, DSW, DA, centre managers

X X

3.2.4.4 Implement the renovation plans PS, DSW, DA, centre managers

X X X



2014 2015 2016 2017 2018

Objective 4.1: To mobilise adequate resources for the ministry and rationally allocate them across ministry programmes at all levels

4.1.1 Develop and implement a resource mobilisation strategy for the ministry’s programmes

4.1.1.1 Develop an issues paper (well- researched) articulating the socioeconomic cost of dwindling resource allocation to the ministry, the resource history, gaps, and opportunities

DPR

X

4.1.1.2 Develop a resource mobilisation strategy based on the issues paper

PS, DPR, TDs, DA X

4.1.1.3 Hold initial roundtable advocacy meetings on the strategy with government funding decisionmakers and funding partners

PS, DPR, TDs, DA, government/Parliament, funding partners

X

4.1.1.4 Implement the strategy PS, DPR, TDs, DA X X X X

4.1.1.5 Continuously monitor and report on resource mobilisation performance

PS, DPR X X X X

4.2.2 Develop and implement a resource allocation system for the ministry’s

4.1.2.1 Conduct a rapid assessment of the key resource requirements of the ministry’s programmes

DPR, TDs, DA X

4.1.2.2 Hold internal consultative meetings on PS, DPR, TDs, DA X

A2-13


2014 2015 2016 2017 2018

programmes the resource allocation system

4.1.2.3 Develop ministry resource allocation guidelines

PS, DPR, TDs, DA X

4.1.2.4 Disseminate the guidelines to the ministry staff and conduct training

PS, DPR X

4.1.2.5 Continuously monitor and report on compliance with the guidelines

PS, DPR X X X X

Objective 4.2: To ensure cost efficiency, transparency, and accountability of MoGCSW finances

4.2.1 Reduce administrative costs in the implementation of programmes

4.2.1.1 Develop an expenditure tracking system DPR, Chief Accountant (CA), DA X

4.2.1.2 Conduct a workshop for all key staff on cost-saving strategies

DPR, CA, TDs, DA X

4.2.2 Ensure that effective financial management systems and practices, including close financial monitoring, are in place

4.2.2.1 Orient members of staff in the Public Finance Management Act and Public Procurement Act

CA, DA X

4.2.2.2 Develop and implement monthly activity and expenditure reports

DPR, CA X X X X X

4.2.2.3 Conduct biannual expenditure review meetings

DPR, CA X X X X X

4.2.3 Enhance the capacity of auditors, accounts personnel, and programme officers (especially for electronic financial

4.2.3.1 Procure and provide computers for financial records and management

CA, DA X

4.2.3.2 Conduct trainings of auditors, accountants, and programme officers on electronic financial management (linked to 3.2.1)

CHRMO, CA X

4.2.3.3 Conduct orientation sessions on the specific financial reporting requirements of

CHRMO, CA X

A2-14


2014 2015 2016 2017 2018

records and management)

particular donors

Priority Area 5: Information


2014 2015 2016 2017 2018

Objective 5.1: To generate and manage information for evidence-based decision making at national and district levels

5.1.1 Develop and operationalise an integrated M&E framework for MoGCSW programmes

5.1.1.1 Compile and review reporting requirements across departments and programmes and develop an integrated M&E framework

PS, DPR, TDs, DA, district offices, institutions

X

5.1.1.2 Vet the M&E framework with MoGCSW staff and partners/ stakeholders

PS, DPR, TDs, district offices, institutions

X

5.1.1.3 Develop data collection and reporting processes

PS, DPR, TDs, DA, district offices, institutions

X

5.1.1.4 Review and update the the M&E framework on an annual basis

PS, DPR, TDs, district offices, institutions

X X X X

5.1.2 Establish a functional MoGCSW management information system

5.1.2.1 Design an information system for the M&E framework (software development)

DPR, DA, TDs, district offices, and institutions

X X

5.1.2.2 Assess infrastructure/hardware needs to implement the system at headquarters, districts, institutions, and training centres; procure equipment and supplies

DPR, DA, TDs, district offices, and institutions

X X

A2-15


2014 2015 2016 2017 2018

5.1.2.3 Test and roll out implementation of the system

DPR, TDs, district offices, and institutions

X

5.1.2.4 Review system needs annually in line with the M&E framework; maintain infrastructure

DPR, TDs, district offices, and institutions

X X X

5.1.3 Develop and manage a research agenda for the ministry

5.1.3.1 Identify knowledge gaps and research needs DPR, TDs X

5.1.3.2 Hold a stakeholder consultation meeting to prioritise research topics and draft a research agenda

DPR, Malawi National Research Council; research partners; programme partners

X

5.1.3.3 Finalise the agenda and develop a research implementation plan

DPR, Malawi National Research Council; research partners; programme partners

X

5.1.3.4 Monitor and report on progress of the research implementation plan

DPR, TDs X X X

Objective 5.2: To ensure information is shared and used by ministry staff and stakeholders at national and district levels

5.2.1 Establish functional information sharing platforms for

5.2.1.1 Develop and institutionalise reporting and dissemination processes for the M&E framework

PS, DPR, TDs, districts offices, institutions

X X X X X

A2-16


2014 2015 2016 2017 2018

the ministry 5.2.1.2 Develop and implement a dissemination plan for the research agenda/programme

DPR, TDs, research partners

X X X X

5.2.1.3 Routinely update the ministry’s website DPR, PRO X X X X X

5.2.1.4 Establish and maintain a central electronic depository and archives for key ministry documents

DPR, DA, TDs X X X X X

5.2.2 Enhance MoGCSW capacity for information management and use

5.2.2.1 Establish an M&E unit within the DPR PS, DPR X

5.2.2.2 Develop and implement a training plan on M&E and the management information system for ministry staff at all levels (linked to 3.2.1)

M&E Unit, CHRMO X X X X X

5.2.2.3 Strengthen the information communication

technology (ICT) unit within the DPR PS, DPR

X X X X X

5.2.2.4 Develop and implement a procurement plan for ICT hardware and software for all levels of the ministry

ICT Unit, DA X X X X X

5.2.2.5 Develop and implement an ICT training plan and user support services for the ministry (linked to 3.2.1)

ICT Unit, CHRMO X X X X X

A3-1

ANNEX 3: MONITORING AND EVALUATION PLAN &

COSTINGS

A3-2



Objective Output Performance Indicator

Target Baseline Source of Verification

Assumptions/ Risks

1.1 To realign ministry structure and functions from headquarters to districts in line with the Decentralisation Policy

a. Review of the ministry structure is completed

Ministry organogram from headquarters to districts

Ministry organogram is updated, finalised, and disseminated

Existing organogram

Ministry progress reports

Availability of resources

Proposed structure is accepted by local government

b. Process for developing devolution guidelines is completed

Devolution guidelines

Devolution guidelines that align with the Decentralisation Policy are finalised and disseminated

Existing guidelines


1.2 To ensure that all programmatic policies, guidelines, and standards are developed and disseminated

c. Departments develop and implement plans for completing draft policies, guidelines, and standards and developing new ones

Number of programmatic policies, guidelines, and standards finalised and disseminated

5 2


Timely approvals


d. Process for mainstreaming

Number of policies,

5 0 Ministry

reports Ministry’s

policies are due

A3-3





Assumptions/ Risks

gender into ministry policies, guidelines, and standards is implemented

guidelines, and standards that explicitly address gender

Ministry policies

for review

Acceptance of gender mainstreaming

1.3 To strengthen advocacy and communication for all the ministry’s programmes

e. Ministry advocacy and communication strategy is developed and implemented

Percentage of the strategy that is implemented according to schedule

80% 0

Ministry reports Availability of resources

Appointment of ministry PRO

f. The Public Relations Unit actively engages with the media fraternity

Positive news coverage in both print and electronic media

50% increase To Be Determined (TBD)

Ministry reports

Newspaper articles

Radio/TV news and documentaries


PRO appointed

1.4 To provide leadership for effective and efficient coordination and implementation of the JSSP

g. Resource mobilisation strategy is developed

Percentage of proposals that are funded

80% TBD

SWG and TWG reports


h. SWG and TWGs actively guide JSSP implementation

Number of SWGs and TWGS meetings held per year

4 SWGs/TWGs

0

SWG and TWG reports


Members participation

A3-4


Outcome: Well-coordinated delivery of services



Assumptions/ Risks

2.1 To strengthen coordination of programmes and departments within the MoGCSW

a. An internal communications strategy is developed and implemented

Percentage of the strategy that is implemented according to schedule

80% 0

Ministry reports

Management meetings convened as planned

b. Joint planning and review meetings are institutionalised

Number of planning and review meetings conducted per year

4 0

Meeting reports

Meetings convened as planned

2.2 To strengthen partnerships for delivery of programmes and services

c. Effective structures for partner coordination are developed at national and district levels

Mapping of partners and guidelines for partner coordination

Updated annually

TBD

Ministry reports

SWG reports

JSSP is funded and implemented

d. Joint planning and review forums with partners are institutionalised

Number of partner planning and review forums conducted per year

4 TBD

Meeting reports

Meetings convened as planned


A3-5





Assumptions/ Risks

3.1 To strengthen MoGCSW human resource systems

a. Vacant positions within the ministry`s establishment are filled

Staff vacancy rate for the ministry`s establishment 20% 53%

HRMS No freezing on recruitment to fill the vacancy

b. Human resource procedures and practices are reviewed

Percentage compliance with national human resource policies

100% TBD

Annual review reports

3.2 To strengthen performance of ministry staff at all levels

c. Training and capacity development plan developed and implemented

Percentage of plan activities completed according to schedule

80%

TBD

HRMS

Training reports

Availability of financial resources

d. Performance appraisal system is developed and implemented

Percentage of MoGCSW staff for whom a performance appraisal is conducted annually

100% TBD

HRMS reports Availability of resources

3.3 To strengthen the performance of all volunteer cadres in the

e. Compensation guidelines for volunteers are

Percentage of volunteers who receive

100% TBD Ministry reports


A3-6





Assumptions/ Risks

ministry updated and implemented

compensation according to the guidelines

f. A training plan for volunteers is developed and implemented

Percentage of volunteers who have been trained according to the plan

50% (half male, half

female) 0

Ministry reports

3.4 To strengthen MoGCSW institutions

g. Improvement plans are developed and implemented for all training institutions

Percentage of planned activities that are completed according to schedule

80% TBD

Ministry reports


h. Renovation plans for reformatory and social rehabilitation centres are developed and implemented

Percentage of planned activities that are completed according to schedule

80% TBD

Ministry reports


A3-7


Outcome: Adequate resources to implement the ministry’s mandate



Assumptions/ Risks

4.1 To mobilise adequate resources for the ministry and rationally allocate them across ministry programmes at all levels

a. Resource allocation guidelines are developed and implemented

A resource mobilisation strategy document in place

An approved mobilisation strategy in place

NA

Resource mobilisation strategy document

Timely allocation of financial resources

Timely liquidation of resources spent per activity

≤1 week after the activity

>2 weeks after the activity

Accounts reports

Delays in submission of reports

b. Resource mobilisation strategy is developed and implemented

Percentage increase in the annual resource inflow to the ministry from Treasury

≥20% TBD

Budget documents

An increase in the government resource basket

Number of funding partners supporting the ministry

TBD TBD TBD

4.2 To ensure cost efficiency, transparency, and accountability of MoGCSW finances

c. Administrative costs of programme implementation are reduced

Ratio of administrative costs to programme delivery costs

1:4 TBD

Activity expenditure reports

Number of activity 2 per year 0 Ministry

A3-8





Assumptions/ Risks

expenditures reports produced

reports

d. An electronic financial management system is implemented

Percentage of officers trained in electronic financial management

100% by 2017

Less than 20%

Training reports


Number of dedicated computers for financial management

10 1

Stores inventory


Priority Area 5: Information

Outcome: Quality, timely, and harmonised information collected, shared, and used



Assumptions/ Risks

5.1 To generate and manage information for evidence-based decision making at national and district levels

a. An integrated M&E framework is developed and implemented

Percentage of indicators with complete data reporting

80% TBD

M&E reports Availability of resources

b. Management information system is established and functional

Percentage of MoGCSW M&E reporting that is generated by the system

80% 0

Management reports


A3-9





Assumptions/ Risks

5.2 To ensure information is shared and used by ministry staff and stakeholders at national and district levels

c. Information sharing platforms are strengthened

Number of information exchange forums held

2 per year TBD

Meeting minutes

Number of documents archived in a central electronic depository

TBD TBD

Ministry reports

d. M&E and ICT capacity building plans are developed and implemented

Percentage of designated staff trained in M&E

100% (half female, half

male) TBD

Training records


Percentage of ICT equipment in place according to the plan

100% TBD

ICT Unit records


A3-10

ANNEX 4

IMPLEMENTATION COST OF THE INSTITUTIONAL FRAMEWORK

A3-11

COST SUMMARY BY OBJECTIVE

Exchange Rate ($1=MK416)

Projection

Year 1 Year 2 Year 3 Year 4 Year 5 Total

5 Years

%

TOTAL COSTS

TOTAL ESTIMATED COST 203,816,293 187,502,788 86,449,621 80,309,082 76,246,314 634,324,098

PRIORITY AREA 1 90,458,663 80,328,970 37,780,455 31,639,916 27,577,149 267,785,154 42.2%

Objective 1.1 14,879,820 13,085,509 0 0 0 27,965,329 4.4%

Objective 1.2 54,486,767 36,430,609 15,083,306 8,942,767 4,880,000 119,823,449 18.9%

Objective 1.3 1,913,155 8,849,847 734,144 734,144 734,144 12,965,436 2.0%

Objective 1.4 19,178,921 21,963,005 21,963,005 21,963,005 21,963,005 107,030,941 16.9%

PRIORITY AREA 2 17,779,540 16,125,654 16,125,654 16,125,654 16,125,654 82,282,154 13.0%

Objective 2.1 16,125,654 16,125,654 16,125,654 16,125,654 16,125,654 80,628,268 12.7%

Objective 2.2 1,653,886 0 0 0 0 1,653,886 0.3%

A3-12

Objective Year 1 Year 2 Year 3 Year 4 Year 5 Total

5 Years

%

TOTAL COSTS

PRIORITY AREA 3 64,334,176 52,314,052 31,488,705 31,488,705 31,488,705 211,114,342 33.3%

Objective 3.1 1,025,858 0 0 0 0 1,025,858 0.2%

Objective 3.2 4,390,430 8,242,300 0 0 0 12,632,731 2.0%

Objective 3.3 45,469,183 31,488,705 31,488,705 31,488,705 31,488,705 171,424,003 27.0%

Objective 3.4 13,448,704 12,583,046 0 0 0 26,031,750 4.1%

PRIORITY AREA 4 5,300,040 18,584,222 1,054,807 1,054,807 1,054,807 27,048,682 4.3%

Objective 4.1 5,300,040 8,646,752 1,054,807 1,054,807 1,054,807 17,111,212 2.7%

Objective 4.2 0 9,937,470 0 0 0 9,937,470 1.6%

PRIORITY AREA 5 25,943,875 20,149,890 0 0 0 46,093,765 7.3%

Objective 5.1 18,923,875 20,149,890 0 0 0 39,073,765 6.2%

Objective 5.2 7,020,000 0 0 0 0 7,020,000 1.1%

A3-13

SUMMARY BY ACTIVITY

Projection

Activity Costs Year 1 Costs Year 2 Costs Year 3 Costs Year

4

Costs Year

5

Total

5 Years

% of

Total

TOTAL ESTIMATED COST 203,816,293 187,502,788 86,449,621 80,309,082 76,246,314 634,324,098 0

PRIORITY AREA 1: Leadership and Governance 90,458,663 80,328,970 37,780,455 31,639,916 27,577,149 267,785,154 0

Objective 1.1: To realign ministry structure and functions from

headquarters to districts in line with the Decentralisation Policy

14,879,820 13,085,509 0 0 0 27,965,329 0

Strategy 1.1.1: Devolve all ministry functions currently implemented

at the central level

13,510,723 13,085,509 0 0 0 26,596,232

1.1.1.1 Identify functions to be devolved 3,575,118 0 0 0 0 3,575,118 0.6%

1.1.1.2 Conduct meetings with local governments (LGs), district councils

(DCs), and Local Government Finance Committee (LGFC) on devolved

functions

9,935,605 13,085,509 0 0 0 23,021,114 3.6%

Strategy 1.1.2: Streamline the structure at the district level and

harmonise the responsibilities of staff at all levels

1,369,097 0 0 0 0 1,369,097

1.1.2.1 Review district level structures, systems, and functions 1,369,097 0 0 0 0 1,369,097 0.2%

1.1.2.2 Develop appropriate structure for approval 0 0 0 0 0 0 0.0%

1.1.2.3 Develop clear job descriptions 0 0 0 0 0 0 0.0%

1.1.2.4 Sensitise district personnel on structure, systems, and functions 0 0 0 0.0%

A3-14

Objective 1.2: To ensure that all programmatic policies, guidelines,

and standards are developed and disseminated

54,486,767 36,430,609 15,083,306 8,942,767 4,880,000 119,823,449

Strategy 1.2.1: Finalise all draft policies, guidelines, and standards 2,890,847 0 0 0 0 2,890,847

1.2.1.1 Review draft policies in line with OPC guidelines (National Gender

Policy, Community Development Policy, and Adult Literacy Policy);

review draft guidelines and standards

2,363,403 0 0 0 0 2,363,403 0.4%

1.2.1.2 Conduct PS’s review meeting for policies 527,443 0 0 0 0 527,443 0.1%

1.2.1.3 Finalise draft policies, standards, and guidelines 0 0 0 0 0 0 0.0%

Strategy 1.2.2: Develop relevant policies, guidelines ,and standards

not yet in place

15,406,237 565,460 0 0 0 15,971,697

1.2.2.1 Identify and prioritise gaps in relevant policies, guidelines, and

standards

0 0 0 0 0 0 0.0%

1.2.2.2 Develop issue papers 0 0 0 0 0 0 0.0%

1.2.2.3 Conduct consultative meetings 8,957,619 0 0 0 0 8,957,619 1.4%

1.2.2.4 Draft policies, guidelines, and standards 5,897,683 0 0 0 0 5,897,683 0.9%

1.2.2.5 Validate and finalise draft policies, guidelines, and standards 550,935 565,460 0 0 0 1,116,395 0.2%

Strategy 1.2.3: Disseminate the available policies, guidelines, and

standards

8,942,767 8,942,767 8,942,767 8,942,767 4,880,000 40,651,068

1.2.3.1 Develop a dissemination plan 0 0 0 0 0 0 0.0%

1.2.3.2 Translate policies, guidelines, and standards to local languages 4,062,767 4,062,767 4,062,767 4,062,767 0 16,251,068 2.6%

1.2.3.3 Manage and implement the dissemination plan for policies,

guidelines, and standards

4,880,000 4,880,000 4,880,000 4,880,000 4,880,000 24,400,000 3.8%

A3-15

1.2.3.4 Evaluate the dissemination of policies, guidelines, and standards 0 0 0 0 0 0 0.0%

Strategy 1.2.4: Mainstream gender and other crosscutting issues of

HIV and AIDS, age, and disability in all ministry policies, guidelines,

standards, and programmes

27,246,916 26,922,382 6,140,539 0 0 60,309,837

1.2.4.1 Develop guidelines for gender mainstreaming 0 0 0 0 0 0 0.0%

1.2.4.2 Conduct sensitisation meetings for mainstreaming gender with all

heads of departments, institutions, and districts

8,825,299 8,500,765 17,326,064 2.7%

1.2.4.3 Institutionalise “gender focal points” in all departments, institutions,

training centres, and districts

0 0 0 0 0 0 0.0%

1.2.4.4 Train all gender focal points 18,421,617 18,421,617 6,140,539 0 0 42,983,773 6.8%

1.2.4.5 Engender all ministry policies and programmes 0 0 0 0 0 0 0.0%

Objective 1.3: To strengthen advocacy and communication for all

ministry programmes

1,913,155 8,849,847 734,144 734,144 734,144 12,965,436

Strategy 1.3.1: Institutionalise a public relations function within the

MoGCSW

0 852,344 0 0 0 852,344

1.3.1.1 Develop terms of reference (TOR) for the Public Relations Officer

(PRO); recruit for and appoint the position

0 0 0 0 0 0 0.0%

1.3.1.2 Establish and equip the Public Relations Unit (PR Unit) 852,344 0 0 0 852,344 0.1%

Strategy 1.3.2: Develop and implement an integrated

communications strategy

1,913,155 7,263,360 0 0 0 9,176,515

1.3.2.1 Conduct consultative meetings and surveys to get input for the

communications strategy for MoGCSW programmes

1,913,155 0 0 0 0 1,913,155 0.3%

A3-16

1.3.2.2 Draft the communication strategy 0 0 0 0 0 0 0.0%

1.3.2.3 Vet and finalise the communications strategy 0 1,259,122 0 0 0 1,259,122 0.2%

1.3.2.4 Orient ministry personnel in the communications strategy 0 6,004,237 0 0 0 6,004,237 0.9%

1.3.2.5 Implement the communications strategy 0 0 0 0 0 0 0.0%

Strategy 1.3.3: Increase interface with the media fraternity 0 734,144 734,144 734,144 734,144 2,936,577

1.3.3.1 Identify media houses and journalists to work with 0 0 0 0 0 0 0.0%

1.3.3.2 Conduct consultative meetings to get input for a publicity plan (linked

to the communications strategy, 1.3.2)

0 0 0 0 0 0 0.0%

1.3.3.3 Develop the ministry's publicity plan 0 0 0 0 0 0 0.0%

1.3.3.4 Sensitise/train journalists on MoGCSW programmes, issues, and

functions

0 734,144 734,144 734,144 734,144 2,936,577 0.5%

1.3.3.5 Implement the ministry's publicity plan 0 0 0 0 0 0 0.0%

Objective 1.4: To provide leadership for effective and efficient

coordination and implementation of the JSSP

19,178,921 21,963,005 21,963,005 21,963,005 21,963,005 107,030,941

Strategy 1.4.1: Mobilise financial and technical resources for the

JSSP

0 0 0 0 0 0

1.4.1.1 Develop a resource mobilisation strategy 0 0 0 0 0 0 0.0%

1.4.1.2 Meet potential donors/partners 0 0 0 0 0 0 0.0%

1.4.1.3 Develop funding proposals 0 0 0 0 0 0 0.0%

Strategy 1.4.2: Launch and disseminate the JSSP 0 0 0 0 0 0

A3-17

1.4.2.1 Conduct the launch of the JSSP 0 0 0 0 0 0 0.0%

1.4.2.2 Develop a dissemination and reporting plan 0 0 0.0%

1.4.2.3 Implement the dissemination and reporting plan 0 0 0 0 0 0 0.0%

Strategy 1.4.3: Ensure that the sector working group (SWG) and

technical working groups (TWGs) are active and productive

19,178,921 21,963,005 21,963,005 21,963,005 21,963,005 107,030,941

1.4.3.1 Develop schedules of meetings 0 0 0 0 0 0 0.0%

1.4.3.2 Conduct quarterly TWG meetings 13,073,037 15,857,121 15,857,121 15,857,121 15,857,121 76,501,521 12.1%

1.4.3.3 Develop joint TWG programmes 0 0 0 0 0 0 0.0%

1.4.3.4 Conduct joint TWG planning and review meetings 0 0 0 0 0 0 0.0%

1.4.3.5 Conduct joint sector reviews (JSRs) 6,105,884 6,105,884 6,105,884 6,105,884 6,105,884 30,529,420 4.8%

PRIORITY AREA 2: Coordination 17,779,540 16,125,654 16,125,654 16,125,654 16,125,654 82,282,154

Objective 2.1: To strengthen coordination of programmes and

departments within the MoGCSW

16,125,654 16,125,654 16,125,654 16,125,654 16,125,654 80,628,268

Strategy 2.1.1: Clarify mandates and TOR for each department in the

ministry

0 0 0 0 0 0

2.1.1.1 Communicate mandates and TOR of all departments as outlined in

the functional review, linked to the MoGCSW communications

strategy (1.3.2) and the internal communication strategy (2.1.2)

0 0 0 0 0 0 0.0%

2.1.1.2 Conduct periodic reviews of the mandates and TOR of all departments

and communicate outcomes

0 0 0 0 0 0 0.0%

A3-18

Strategy 2.1.2: Develop and operationalise an internal

communication strategy for the ministry

0 0 0 0 0 0

2.1.2.1 Gather input from managers and staff for developing an internal

communication strategy

0 0 0 0 0 0 0.0%

2.1.2.2 Develop the internal communication strategy 0 0 0 0 0 0 0.0%

2.1.2.3 Implement the internal communication strategy 0 0 0 0 0 0 0.0%

2.1.2.4 Periodically review the ministry's internal communication strategy 0 0 0 0 0 0 0.0%

Strategy 2.1.3: Rationalise the frequency and business of

management

0 0 0 0 0 0

2.1.3.1 Review gaps and redundancies in frequency and business of

management meetings

0 0 0 0 0 0 0.0%

2.1.3.2 Develop an improved management meeting schedule and guidelines 0 0 0 0 0 0 0.0%

2.1.3.3 Implement the schedule and guidelines; conduct periodic assessments 0 0 0 0 0 0 0.0%

2.1.3.4 Disseminate management decisions in line with the internal

communication strategy (2.1.2)

0 0 0 0 0 0 0.0%

Strategy 2.1.4: Institutionalise intradepartmental meetings 0 0 0 0 0 0

2.1.4.1 Review the current schedule of departmental meetings; identify

areas of common interest/business across departments

0 0 0 0 0 0 0.0%

2.1.4.2 Develop revised schedule of meetings and meeting guidelines for the

priority areas

0 0 0 0 0 0 0.0%

A3-19

2.1.4.3 Implement the revised schedule and conduct periodic assessments 0 0 0 0 0 0 0.0%

Strategy 2.1.5: Institutionalise joint planning and review forums

among the ministry’s departments and units

16,125,654 16,125,654 16,125,654 16,125,654 16,125,654 80,628,268

2.1.5.1 Develop TORs for the planning and review forums 0 0 0 0 0 0 0.0%

2.1.5.2 Conduct annual meetings 16,125,654 16,125,654 16,125,654 16,125,654 16,125,654 80,628,268 12.7%

2.1.5.3 Disseminate information in line with the internal communication

strategy (2.1.2)

0 0 0 0 0 0 0.0%

Objective 2.2: To strengthen partnerships for delivery of

programmes and services

1,653,886 0 0 0 0 1,653,886

Strategy 2.2.1: Establish effective national- and district-level

coordination structures

1,653,886 0 0 0 0 1,653,886

2.2.1.1 Review current coordination structures- strengths, weaknesses, gaps,

and opportunities for improvement

916,288

0 0 0 0 916,288 0.1%

2.2.1.2 Develop effective structures for stakeholder coordination at both

national and district levels

737,598

0 0 0 0 737,598 0.1%

2.2.1.3 Monitor coordination structures for effective coordination 0 0 0 0 0 0 0.0%

Strategy 2.2.2: Institutionalise joint planning and review forums

between the ministry and its partners/stakeholders

0 0 0 0 0 0

2.2.2.1 Develop TOR for the joint planning and review forums 0 0 0 0 0 0 0.0%

2.2.2.2 Develop a schedule of forums 0 0 0 0 0 0 0.0%

2.2.2.3 Conduct joint planning and review forums 0 0 0 0 0 0 0.0%

2.2.2.4 Disseminate information in line with internal communication strategy 0 0 0 0 0 0 0.0%

A3-20

(2.1.2)

PRIORITY AREA 3: Workforce 64,334,176 52,314,052 31,488,705 31,488,705 31,488,705 211,114,342

Objective 3.1: To strengthen MoGCSW human resource systems 1,025,858 0 0 0 0 1,025,858

Strategy 3.1.1: Complete and implement the 2013 functional review 0 0 0 0 0 0

3.1.1.1 Obtain authorised establishment warrant for all positions in the

functional review report (new, upgraded, and retitled positions)

0 0 0 0 0 0 0.0%

3.1.1.2 Appoint implementation committee to monitor the implementation

process

0 0 0 0 0 0 0.0%

3.1.1.3 Seek authority from DHRMD to fill vacant positions (new, upgraded,

and retitled positions)

0 0 0 0 0 0 0.0%

Strategy 3.1.2: Reduce the ministry’s job vacancy rate 1,025,858 0 0 0 0 1,025,858

3.1.2.1 Identify vacant positions 1,025,858 0 0 0 0 1,025,858 0.2%

3.1.2.2 Obtain authority to fill vacant positions from DHRMD 0 0 0 0 0 0 0.0%

3.1.2.3 Submit recommendations to CSC/Appointment and Disciplinary

Committee to fill vacant positions

0 0 0 0 0 0 0.0%

3.1.2.4 Conduct interviews and placement 0 0 0 0 0 0 0.0%

Strategy 3.1.3: Review practices/procedures and implement them in

line with current human resource policies including crosscutting

issues of gender, disability, and HIV and AIDS

0 0 0 0 0 0

3.1.3.1 Identify practices and procedures to be reviewed and propose

options

0 0 0 0 0 0 0.0%

3.1.3.2 Implement proposed options 0 0 0 0 0 0 0.0%

A3-21

3.1.3.3 Monitor the implementation of human resource policies and report

outcomes

0 0 0 0 0 0 0.0%

Objective 3.2: To strengthen the performance of ministry staff 4,390,430 8,242,300 0 0 0 12,632,731

Strategy 3.2.1: Develop and implement a capacity-building

programme for ministry personnel

0 3,027,672 0 0 0 3,027,672

3.2.1.1 Appoint a capacity development/training committee 0 0 0 0 0 0 0.0%

3.2.1.2 Conduct a capacity needs assessment for all staff 0 3,027,672 0 0 0 3,027,672 0.5%

3.2.1.3 Prepare a capacity development plan 0 0 0 0 0 0 0.0%

3.2.1.4 Implement the ministry's training and development plan 0 0 0 0 0 0 0.0%

3.2.1.5 Evaluate the capacity development programme 0 0 0 0 0 0 0.0%

Strategy 3.2.2: Implement a staff performance appraisal 4,390,430 5,214,629 0 0 0 9,605,059

3.2.2.1 Develop/refine the staff performance appraisal system 0 0 0 0 0 0 0.0%

3.2.2.2 Sensitise and train staff on the system 4,390,430 5,214,629 0 0 0 9,605,059 1.5%

3.2.2.3 Implement the staff performance appraisal system 0 0 0 0 0 0 0.0%

3.2.2.4 Monitor the implementation process and outcomes and report

findings

0 0 0 0 0 0 0.0%

Objective 3.3: To strengthen the performance of all volunteer cadres

in the ministry

45,469,183 31,488,705 31,488,705 31,488,705 31,488,705 171,424,003

Strategy 3.3.1: Review and update the incentives and compensations

for all volunteers working for the ministry

2,760,452 0 0 0 0 2,760,452

A3-22

3.3.1.1 Conduct a review of volunteer services and compensations; develop

recommendations for revision (increase in honorarium) and

standardization

2,760,452 0 0 0 0 2,760,452 0.4%

3.3.1.2 Develop and finalise a plan to revise honoraria and other

compensation

0 0 0 0 0 0 0.0%

3.3.1.3 Develop a volunteer charter 0 0 0 0 0 0 0.0%

3.3.1.4 Conduct a training needs assessment among volunteers 0 0 0 0 0 0 0.0%

3.3.1.5 Implement the plan to revise honoraria and other compensation and

the volunteer charter (e.g., procure bicycles, protective wear, etc.)

0 0 0 0 0 0 0.0%

Strategy 3.3.2: Build the capacity of all volunteers working with the

ministry

2,995,842 0 0 0 0 2,995,842

3.3.2.1 Conduct a training needs assessment among volunteers 2,995,842 0 0 0 0 2,995,842 0.5%

3.3.2.2 Develop a training plan 0 0 0 0 0 0 0.0%

3.3.2.3 Implement the training plan for volunteers 0 0 0 0 0 0 0.0%

3.3.2.4 Evaluate the impact of changes in volunteer incentives/compensation,

training, and community support

0 0 0 0 0 0 0.0%

Strategy 3.3.3: Enhance the community support system for the

volunteers

39,712,890 31,488,705 31,488,705 31,488,705 31,488,705 165,667,710

3.3.3.1 Conduct community sensitization meetings 8,224,185 0 0 0 0 8,224,185 1.3%

3.3.3.2 Conduct community mobilisation through training programmes for

community and influential leaders

31,488,705 31,488,705 31,488,705 31,488,705 31,488,705 157,443,525 24.8%

A3-23

Objective 3.4: To strengthen MoGCSW institutions 13,448,704 12,583,046 0 0 0 26,031,750

Strategy 3.4.1: Upgrade Magomero College and other training

centres

13,448,704 7,266,951 0 0 0 20,715,655

3.4.1.1 Develop a plan to obtain accreditation of Magomero College to offer

diplomas in community development and early childhood

development

4,200,737 0 0 0 0 4,200,737 0.7%

3.4.1.2 Develop/review standards, capacity, and performance of the training

centres at Liwonde, Ntchisi, Mzuzu, and Kwacha

9,247,967 0 0 0 0 9,247,967 1.5%

3.4.1.3 Assess needs for infrastructure refurbishment/ construction,

equipment, materials/supplies, human resources, training, and

technical assistance at Liwonde, Ntchisi, Mzuzu, and Kwacha training

centres

0 7,266,951 0 0 0 7,266,951 1.1%

3.4.1.4 Develop costed plans to make necessary improvements at each

training centre

0 0 0 0 0 0 0.0%

3.4.1.5 Implement the plans 0 0 0 0 0 0 0.0%

Strategy 3.4.2: Renovate existing reformatory and social

rehabilitation centres

0 5,316,095 0 0 0 5,316,095

3.4.2.1 Review/develop guidelines and standards for reformatory and social

rehabilitation centres

0 5,316,095 0 0 0 5,316,095 0.8%

3.4.2.2 Conduct a needs assessments to bring centres up to standards 0 0 0 0 0 0 0.0%

3.4.2.3 Develop a costed plan to renovate the centres 0 0 0 0 0 0 0.0%

3.4.2.4 Implement the plan to renovate the ministry's training centres 0 0 0 0 0 0 0.0%

A3-24

PRIORITY AREA 4: Financing 5,300,040 18,584,222 1,054,807 1,054,807 1,054,807 27,048,682

Objective 4.1: To mobilise adequate resources for the ministry and

rationally allocate them across ministry programmes at all levels

5,300,040 8,646,752 1,054,807 1,054,807 1,054,807 17,111,212

Strategy 4.1.1: Develop and implement a resource mobilisation

strategy for the ministry’s programmes

3,507,373 1,054,807 1,054,807 1,054,807 1,054,807 7,726,600

4.1.1.1 Develop an issues paper (well-researched) articulating the

socioeconomic cost of dwindling resource allocation to the ministry,

the resource history, gaps, and opportunities

2,452,567 0 0 0 0 2,452,567 0.4%

4.1.1.2 Develop a resource mobilisation strategy based on the issues paper 0 0 0 0 0 0 0.0%

4.1.1.3 Hold initial roundtable advocacy meetings on the strategy with

government funding decision makers and funding partners

1,054,807 1,054,807 1,054,807 1,054,807 1,054,807 5,274,033 0.8%

4.1.1.4 Implement the strategy 0 0 0 0 0 0 0.0%

4.1.1.5 Continuously monitor and report on resource mobilisation

performance

0 0 0 0 0 0 0.0%

Strategy 4.1.2: Develop and implement a resource allocation system

for the ministry’s programmes

1,792,667 7,591,945 0 0 0 9,384,612

4.1.2.1 Conduct a rapid assessment of the key resource requirements of the

ministry’s programmes

1,792,667 0 0 0 0 1,792,667 0.3%

4.1.2.2 Hold internal consultative meetings on the resource allocation system 0 0 0 0 0 0 0.0%

4.1.2.3 Develop ministry resource allocation guidelines 0 0 0 0 0 0 0.0%

4.1.2.4 Disseminate the ministry's resource allocation guidelines to the

ministry staff and conduct orientation

0 7,591,945 0 0 0 7,591,945 1.2%

A3-25

4.1.2.5 Continuously monitor and report on compliance with the ministry's

resource allocation guidelines

0 0 0 0 0 0 0.0%

Objective 4.2: To ensure cost efficiency, transparency, and

accountability of MoGCSW finances

0 9,937,470 0 0 0 9,937,470

Strategy 4.2.1: Reduce administrative costs in the implementation of

programmes

0 0 0 0 0 0

4.2.1.1. Develop an expenditure tracking system 0 0 0 0 0 0 0.0%

4.2.1.2. Conduct a workshop for all key staff on cost-saving strategies 0 0 0 0 0 0 0.0%

Strategy 4.2.2: Ensure that effective financial management systems

and practices, including close financial monitoring, are in place

0 0 0 0 0 0

4.2.2.1 Orient staff in the Public Finance Management Act and Public

Procurement Act

0 0 0 0 0 0 0.0%

4.2.2.2 Develop and implement monthly activity and expenditure reports 0 0 0 0 0 0 0.0%

4.2.2.3 Conduct biannual expenditure review meetings 0 0 0 0 0 0 0.0%

Strategy 4.2.3: Enhance the capacity of auditors, accounts personnel,

and programme officers (especially for electronic financial records

and management)

0 9,937,470 0 0 0 9,937,470

4.2.3.1 Procure and provide computers for financial records and management 0 2,035,490 0 0 0 2,035,490 0.3%

4.2.3.2 Conduct trainings of internal auditors, accountants, administrators,

and programme officers on electronic financial management (linked

to 3.2.1)

0

6,106,653

0 0 0 6,106,653 1.0%

4.2.3.3 Conduct orientation sessions on the specific financial reporting

requirements of particular donors

0 1,795,328 0 0 0 1,795,328 0.3%

A3-26

PRIORITY AREA 5: Information 25,943,875 20,149,890 0 0 0 46,093,765

Objective 5.1: To generate and manage information for evidence-

based decision making at national and district levels

8,923,875 20,149,890 0 0 0 39,073,765

Strategy 5.1.1: Develop and operationalise an integrated M&E

framework for MoGCSW programmes

5,382,709

0 0 0 5,382,709

5.1.1.1 Compile and review reporting requirements across departments and

programmes and develop an integrated M&E framework

2,452,567

0 0 0 0 2,452,567 0.4%

5.1.1.2 Vet the framework with MoGCSW staff and partners/ stakeholders

2,930,143

0 0 0 0 2,930,143 0.5%

5.1.1.3 Develop data collection and reporting processes 0 0 0 0 0 0 0.0%

5.1.1.4 Review and update the M&E framework on an annual basis 0 0 0 0 0 0 0.0%

Strategy 5.1.2: Establish a functional MoGCSW management

information system

12,034,389 20,149,890 0 0 0 32,184,279

5.1.2.1 Design an information system for the M&E framework (software

development)

8,100,000

0 0 0 0 8,100,000 1.3%

5.1.2.1b Validate the information system

2,930,143

0 0 0 0 2,930,143 0.5%

5.1.2.2 Assess infrastructure/hardware needs to implement the system at

headquarters, districts, institutions, and training centres; procure

equipment and supplies

1,004,246 20,149,890.00 0 0 0 21,154,136 3.3%

5.1.2.3 Test and roll out implementation of the system 0 0 0 0 0 0 0.0%

A3-27

5.1.2.4 Review system needs annually in line with the M&E framework;

maintain infrastructure

0 0 0 0 0 0 0.0%

Strategy 5.1.3: Develop and manage a research agenda for the

ministry

1,506,777 0 0 0 0 1,506,777

5.1.3.1 Identify knowledge gaps and research needs 0 0 0 0 0 0 0.0%

5.1.3.2 Hold a stakeholder consultation meeting to prioritise research topics

and draft a research agenda

1,506,777 0 0 0 0 1,506,777 0.2%

5.1.3.3 Finalise the agenda and develop a research implementation plan 0 0 0 0 0 0 0.0%

5.1.3.4 Monitor and report on progress of the research implementation plan 0 0 0 0 0 0 0.0%

Objective 5.2: To ensure information is shared and used by ministry

staff and stakeholders at national and district levels

7,020,000 0 0 0 0 7,020,000

Strategy 5.2.1: Establish functional information-sharing platforms for

the ministry

0 0 0 0 0 0

5.2.1.1 Develop and institutionalise reporting and dissemination processes

for the M&E framework

0 0 0 0 0 0 0.0%

5.2.1.2 Develop and implement a dissemination plan for the research

agenda/programme

0 0 0 0 0 0 0.0%

5.2.1.3 Routinely update the ministry’s website 0 0 0 0 0 0 0.0%

5.2.1.4 Establish and maintain a central electronic depository and archives for

key ministry documents

0 0 0 0 0 0 0.0%

Strategy 5.2.2: Enhance MoGCSW capacity for information

management and use

7,020,000 0 0 0 0 7,020,000

A3-28

5.2.2.1 Establish an M&E Unit within the Directorate of Planning &Research 0 0 0 0 0 0 0.0%

5.2.2.2 Develop and implement a training plan on M&E and the management

information system for ministry staff at all levels (linked to 3.2.1)

0 0 0 0 0 0 0.0%

5.2.2.3 Strengthen the information communication technology (ICT) unit

within the DPR

7,020,000 0 0 0 0 7,020,000 1.1%

5.2.2.4 Develop and implement a procurement plan for ICT hardware and

software for all levels of the ministry

0 0 0 0 0 0 0.0%

5.2.2.5 Develop and implement an ICT training plan and user support services

for the ministry (linked to 3.2.1)

0 0 0 0 0 0 0.0%

A3-29

SUMMARY BY PRIORITY AREA FOR THE FRAMEWORK

Projection Total

5 Years

POLICY AREA Year 1 Year 2 Year 3 Year 4 Year 5 Kwacha US$

TOTAL ESTIMATED COST 203,816,293 187,502,788 86,449,621 80,309,082 76,246,314 634,324,098 1,524,818

Leadership and Governance 90,458,663 80,328,970 37,780,455 31,639,916 27,577,149 267,785,154 643,714

Coordination 17,779,540 16,125,654 16,125,654 16,125,654 16,125,654 82,282,154 197,794

Workforce 64,334,176 52,314,052 31,488,705 31,488,705 31,488,705 211,114,342 507,486

Financing 5,300,040 18,584,222 1,054,807 1,054,807 1,054,807 27,048,682 65,021

Information 25,943,875 20,149,890 0 0 0 46,093,765 110,802

Exchange Rate ($1=MK416)

A3-30

SUMMARY BY COST ITEM

Cost Item Year 1 Year 2 Year 3 Year 4 Year 5 Total 5 Years %age

Per diem 71,778,600 62,033,900 28,485,100 25,182,700 25,029,100 212,509,400 33.50%

Stationery 13,133,715 10,516,160 7,550,907 7,393,688 7,256,670 45,851,141 7.23%

Printing costs 3,600,000 3,600,000 3,600,000 3,600,000 3,600,000 18,000,000 2.84%

Hotel charges 47,560,000 38,198,500 23,809,000 22,161,500 21,929,500 153,658,500 24.22%

Transport costs (fuel) 29,941,478 26,433,879 16,405,614 15,820,193 15,655,044 104,256,208 16.44%

Consultancy 35,922,500 21,802,625 4,719,000 4,271,000 896,000 67,611,125 10.66%

Purchase of plant and office

equipment

0 23,037,724 0 0 0 23,037,724 3.63%

Adverts 1,880,000 1,880,000 1,880,000 1,880,000 1,880,000 9,400,000 1.48%

TOTAL 203,816,293 187,502,788 86,449,621 80,309,082 76,246,314 634,324,098 100.00%

Documents

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