STRATEGIC PLAN 2016-2021 · office of the ombudsman the office of the ombudsman “your protector against injustice” strategic plan 2016-2021 accountability and responsiveness institution

THE OFFICE OF THE OMBUDSMAN OFFICE OF THE OMBUDSMAN

“YOUR PROTECTOR AGAINST INJUSTICE”

STRATEGIC PLAN 2016-2021

ACCOUNTABILITY AND RESPONSIVENESS

INSTITUTION CAPACITY

PUBLIC AWARENESS

STAKEHOLDER CONSULTATION

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DMIN

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DZI P

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, 201

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THE OFFICE OF THE OMBUDSMAN

Strategic Plan (2016-2021)

VISION

A Malawi free of maladministration

MISSION

To safeguard administrative justice and promote efficient and effective public service delivery and good governance

MOTTO

“Your protector against injustice”

CORE VALUES:

Respect and FairnessWe treat all people with courtesy and dignity as well as act reasonably,

impartially, just, unbiased and in an equitable manner.

IntegrityWe act honestly, morally and in good faith.

EmpowermentWe strive to help the public to report incidences of maladministration

and encourage MDAs to resolve complaints internally.

CommitmentWe adhere to the laws and policies including reporting obligations.

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FOREWORD

The Government of Malawi is keen to improve public service delivery in all its institutions with the ultimate objective of fostering development of the country. At the centre of safeguarding public service delivery, is the Office of the Ombudsman (OoO). The office is mandated to ensure that all public institutions work effectively, efficiently and adhere to the democratic principles of openness, fairness, responsiveness and accountability. Administratively, performance contract programme puts the office as a last resort of public

complaints resolutions. The last strategic plan was a very crucial tool towards these envisaged roles. However, due to many other factors, not all that was planned was achieved during the period of the plan.

The majority of complaints received and investigated continued to be labour related. This resulted in cementing a misconception of the office as being a labour complaint handling institution and its underutilisation. In the next five years, the office will strive to provide high quality and timely service to members of the public. We intend to fully utilise our unique legal mandate which encompasses monitoring of public service delivery alongside the public sector reform agenda. The main focus will be to reposition the OoO and make it more relevant to the present needs of the public.

The strategic plan contains elements of the repositioning namely: full utilisation of mandate (own motion and systemic investigations, and service delivery related complaints), reflective vision and strong stakeholders’ engagement. Beyond institutional setting, the plan also reflects the alignment of the Ombudsman office with the Democratic Governance Sector Strategy (2013-2017) to which we are a key player.

Furthermore, we duly recognize that the Strategic Plan is not an end in itself; it is a means to an end. Accordingly, we will spare no efforts in the implementation, monitoring and evaluation of the plan. It is our hope that our efforts throughout the life span of the plan will be well complemented by stakeholders for a better, just and inclusive Malawi.

Martha Chizuma-Mwangonde (Mrs)OMBUDSMAN

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ACKNOWLEDGEMENTS

The formulation and development of this Strategic Plan (SP) has been achieved through the participatory efforts of people and institutions whose list is endless. Immeasurably, we are greatly indebted to the Appointments and Disciplinary Board of the OoO, the Judiciary, Parliament, University of Malawi, Catholic University of Malawi, the private sector, development partners and NGOs, and the consulted Government Ministries, Departments and Agencies.

Special credit should go to OoO Management and staff led by the Honourable Ombudsman Mrs Martha Chizuma Mwangonde. Special thanks should also go to Mr Baldwin Chiyamwaka who oriented members of staff on strategic planning and processes.

We are also grateful to the strategic plan drafting coordinating team composed of Mr Felix Masekesa, Mr Alinafe Malunga, Mrs Khumbo R. Mwalwimba, Mr Guy Kawanga and Mr Chifuniro Mkumpha. Their tireless effort and commitment facilitated the smooth production of this Strategic Plan.

We extend our deep gratitude to the Norwegian government and UNDP, for the financial support without which this strategic plan could not be realized. Finally, our profound gratitude goes to Professor James Kamwachale Khomba the Lead consultant and the technical editing lead person Mr Collins Jambo for their critical role in shaping and consolidating various ideas of the plan.

Ellos Lodzeni,EXECUTIVE SECRETARY

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ABBREVIATIONS AND ACRONYMS

AAPAM African Association of Public Administration and ManagementADC Area Development Committee AIDS Acquired Immuno-Deficiency SyndromeAOMA African Ombudsman and Mediators Association CSOs Civil Society Organisations DABS Democratic Accountability Baseline SurveyDGSPF Democratic Governance Sector Policy FrameworkDGSS Democratic Governance Sector StrategyDGSwap Democratic Governance Sector Wide ApproachDPs Development PartnersHIV Human Immunodeficiency VirusICT Information and Communications TechnologyIIDEA International Institute for Democracy and Electoral AssistanceIOA International Ombudsman Association IOI International Ombudsman InstituteMDAs Ministries, Departments and AgenciesMGDS Malawi Growth and Development StrategyM&E Monitoring and EvaluationMoUs Memorandum of UnderstandingsOPC Office of the President and CabinetOoO Office of the OmbudsmanPBB Program Based BudgetPC Performance Contract SDGs Sustainable Development GoalsSP Strategic Plan SWOT Strengths, Weaknesses, Opportunities and ThreatUNDP United Nations Development Programme

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TABLE OF CONTENTS Page

VISION, MISSION, MOTTO AND CORE VALUES............................................i

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

ACKNOWLEDGEMENTS........................................................................................iii

ABBREVIATION AND ACRONYMS ...................................................................iv

1 INTRODUCTION.............................................................................................1 1.1 BACKGROUND......................................................................................1 1.2 MANDATE AND FUNCTIONS............................................................1 1.3 RATIONALE OF THE STRATEGIC PLAN........................................2 1.4 MAJOR HIGHLIGHTS OF 2016-2021 STRATEGIC PLAN..............2

2 SITUATION ANALYSIS..................................................................................3 2.1 REVIEW OF 2009-2014 STRATEGIC PLAN.......................................3 2.2 SWOT ANALYSIS....................................................................................4

3 STRATEGIC FRAMEWORK...........................................................................6 3.1 KEY STRATEGIC ISSUES.......................................................................6

4 STRATEGIC GOALS, OBJECTIVES, STRATEGIES AND EXPECTED OUTCOMES.................................................................................8

4.1 GOAL 1: TO HAVE IMPROVED ACCOUNTABILITY AND RESPONSIVENESS IN PUBLIC SERVICE DELIVERY.....................8

4.2 GOAL 2: TO HAVE A PUBLIC WELL AWARE OF ADMINISTRATIVE JUSTICE PROCESSES AND GOVERNANCE-RELATED ISSUES ....................................................9

4.3 GOAL 3: TO HAVE FULLY ESTABLISHED RELATIONSHIPS WITH STAKEHOLDERS......................................................................11

4.4 GOAL 4: TO HAVE A STRENGTHENED INSTITUTION CAPACITY.............................................................................................12

5 ALIGNMENT OF THE PLAN TO INTERNATIONAL AND NATIONAL STRATEGIES INCLUDING DGSS....................................13

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6 IMPLEMENTATION, MONITORING AND EVALUATION ARRANGEMENTS.........................................................................................16

6.1 IMPLEMENTATION............................................................................16 6.2 BUDGET ESTIMATES FOR THE PERIOD........................................16 6.3 MONITORING AND EVALUATION...............................................17

7 ACTION PLAN (IMPLEMENTATION MATRIX)...................................17 7.1 GOAL 1: TO HAVE IMPROVED ACCOUNTABILITY AND

RESPONSIVENESS IN PUBLIC SERVICE DELIVERY...................18 7.2 GOAL 2: TO HAVE A PUBLIC WELL AWARE OF

ADMINISTRATIVE JUSTICE PROCESSES AND GOVERNANCE RELATED ISSUES...................................................20

7.3 GOAL 3: TO HAVE FULLY ESTABLISHED RELATIONSHIPS WITH STAKEHOLDERS.....................................22

7.4 GOAL 4: TO HAVE A STRENGTHENED INSTITUTIONAL CAPACITY.............................................................................................23

8 APPENDIX I: STAKEHOLDERS ANALYSIS...........................................27

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1 INTRODUCTION

1.1 Background

The OoO is an independent institution established by the 1994 Constitution of the Republic of Malawi and is complemented by the Ombudsman Act, Act No. 10 of 1996. Under the law the OoO has the mandate of investigating cases of alleged injustices suffered by any person. In the exercise of its powers, functions and duties the Ombudsman is answerable to Parliament and completely independent of the interference or direction of any other person or authority.

The OoO is headed by the Ombudsman who is appointed by the Public Appointments Committee of Parliament. The Ombudsman is supported by the secretariat which is composed of two Directorates namely; Corporate Services and Legal and Investigations Services. The Office is headquartered in Lilongwe with four regional offices in Blantyre, Balaka, Lilongwe and Mzuzu.

1.2 Mandate and Functions

The OoO’s powers and functions are derived from the Republic of Malawi Constitution Section 123 (1):

�“The�Office�of�the�Ombudsman�may�investigate�any�and�all�cases�where�it�is�alleged�that�a�person�has�suffered�injustice�and�it�does�not�appear�that�there�is�any�remedy�reasonably�available�by�way�of�proceedings�in�a�court�or�by�way�of�appeal�from�a�court�or�where�there�is�no�other�practicable�remedy,”

and Ombudsman Act Section 5(i):

� �“Subject�to�the�Constitution,�the�Ombudsman�shall�inquire�into�and�investigate� in� accordance� with� the� provision� of� this� Act� and� take�such�actions�or�steps�as�may�be�prescribed�by�this�Act�on�any�request�or�complaint� in�any� instance�or�matter� laid�before� the�Ombudsman�in�accordance�with� � �Section�7(1)�or� (2),�and�concerning�any�alleged�instance�or�matter�of�abuse�of�power�or�unfair�treatment�of�any�person�by�an�official�in�the�employ�of�any�organ�of�Government,�or�manifest�injustice�or�conduct�by�such�official�which�would�properly�be�regarded�as�oppressive�or�unfair�in�an�open�and�democratic�society.”

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As clearly observed on the one hand, the constitutional mandate is wide in that it enables the Ombudsman to investigate any and all cases of alleged injustices against either the public or private sector. Conversely, the Ombudsman Act restricts the Ombudsman to investigating alleged injustices in public bodies. Considering the supremacy of the Constitution, it is absolute that the Ombudsman can investigate any and all cases. In essence, the office monitors the manner in which services are delivered in Malawi.

1.3 Rationale of the Strategic Plan

Overall, the main purpose of this strategic plan is to guide the operations of the OoO for the period starting 1st July, 2016 and ending 30th June, 2021.

Specifically, the strategic plan:1.3.1 Outlines our Vision, Mission, Motto, Core Values and Mandate;1.3.2 Identifies our Strengths, Weaknesses, Opportunities and Threats through

SWOT analysis;1.3.3 Sets out clear strategic objectives and direction for the OoO;1.3.4 Formulates specific strategic activities for the set goals and objectives;1.3.5 Maps out the implementation plan for the strategic activities; and,1.3.6 Enumerates how our implemented activities will be evaluated.

All these are set out and identified to ensure effective discharge of the mandate of the OoO.

1.4 Major Highlights of 2016-2021 Strategic Plan

1.4.1 Reviewed vision, mission, motto and core values;1.4.2 Alignment to the Democratic Governance Sector Strategy (DGSS);1.4.3 Full utilisation of the mandate e.g. Own motion systemic investigations;

extending services to other stakeholders, and1.4.4 Improve relationship with parliament, development partners, civil society

and the public.

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2 SITUATION ANALYSIS

The basis of this strategic plan was a review of 2009-2014 strategic plan and an analysis of the environment under which the office is operating. These processes unearthed gaps, strengths, weaknesses, threats and opportunities that have informed the path which the OoO intends to take in the next five years.

2.1 Review of 2009-2014 Strategic Plan

2.1.1� Key�Achievements�The OoO made notable achievements in line with objectives of the 2009-2014 strategic plan. Below are the key achievements:

2.1.1.1 Resolved 1545 individual complaints;2.1.1.2 Conducted several public awareness campaigns;2.1.1.3 Strengthened the institution’s capacity through 16 competency

trainings and expansion of the office’s organogram; 2.1.1.4 Establishment of eastern and central regional offices;2.1.1.5 Signed MoU with National Initiative Civic Education (NICE) and

established international network and partnerships with International Institute for Democracy and Electoral Assistance (IIDEA), International Ombudsman Institute (IOI), African Ombudsman and Mediators Association (AOMA).

2.1.1.6 Involved in entrenching Democratic Governance Sector Wide Approach (DGSwap).

2.1.2� Key�ChallengesThe OoO faced enormous challenges mainly due to insufficient funding, inadequate research initiatives, lack of communication strategy, underutilisation of the mandate and perceived OoO’s preoccupation with labour related matters, weak compliance mechanisms and non-competitive staff terms and conditions of service. Below are the main challenges that compromised effectiveness of the OoO:

i. Unresponsiveness of some MDAs which resulted in high rate of non-complied determinations among others;

ii. Delays in responding to the OoO’s correspondences and implementing agreements by some MDAs;

iii. High staff turnover;

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iv. Inadequate specialized skills; v. Inadequate financial resources; vi. Limited DPs support; and , vii. Inadequate and obsolete office equipment;

2.1.3� Lessons�Learnt�The implementation of the 2009-2014 strategic plan was a learning curve for the OoO. Below are the lessons learnt:

i. It is almost impossible to measure without a framework. There was no comprehensive Monitoring and Evaluation Framework, consequently the tracking of progress was compromised;

ii. There was little systematic alignment of the objectives to the annual budgets. This resulted in overlooking some consequential activities;

iii. The limited consultations which were done at the development level of the plan proved problematic during the implementation as the plan did not fully cover interests of some stakeholders;

iv. There was no mid-term review. Consequently, the plan was not adjusted to incorporate emerging issues.

2.2 SWOT Analysis

The organisational environment analysis identified the following Strengths, Weaknesses, Opportunities and Threats (SWOT) for the Office of the Ombudsman:

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POSITIVE NEGATIVE

INTERNAL

Strengths Weaknesses S1. An established institution under the

Constitution of Malawi and the Ombudsman Act

S2. Well-structured with national and Regional representation

S3. Sure source of funding through Government subventions

S4. Well-coordinated network of qualified and experienced staff

S5. Offering unique services

S6. Headquarters is centrally-located

S7. Availability of laid-down policies

W1. Inadequate promotion and visibility of Office services especially in remote areas

W2. Inadequate research initiatives W3. Poor conditions of service and staff

incentives as compared to similar Constitutional Bodies

W4. Lack of communication strategy W5. Insufficient specialized skills in legal,

investigations and research divisions W6. Restrictive organogram

Opportunities Threats EXTERNAL

O1. Presence of political will to support

the office O2. Vibrant Civil Society Organisations O3. Development partner goodwill and

financial support O4. Openings for local and international

collaborations. O5. Positive public perceptions

T1. Inadequate Government funding T2. Lowly maintained offices and facilities T3 Low level of satisfaction by the public on

case handling T4. Lack of cooperation and unresponsiveness

by some MDAs T5. Resistance to change by some public

servants T6. Misconceptions of the stakeholders on the

functionality of the OoO

Table 1: SWOT Analysis

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3 STRATEGIC FRAMEWORK

The OoO has developed a strategic direction through the following key strategic issues which have informed the setting of goals, specific objectives and strategies.

3.1 Key Strategic Issues

Based on the SWOT analysis, the OoO strives to realign its institutional operations in FOUR emerging strategic issues as follows:

a) Perpetual acts of maladministration; b) Inadequate public awareness on matters of administrative justice; c) Limited engagement with key stakeholders; and, d) Inadequate institutional capacity.

The following highlight the emerging strategic issues:

3.1.1� Strategic�Issue�1:�Perpetual�acts�of�maladministrationThe acts of maladministration continually affect service delivery despite existence of the various mechanisms to address them.

The contributing factors to the perpetual occurrence of the maladministration acts are:

i. The entrenched culture of impunity in service delivery: The public sector reform report stated that public officials do not usually take disciplinary action against officials who commit acts of misconduct;

ii. Archaic administrative framework: Continued application of archaic administrative rules, regulations and practices that are not in tandem with democratic principles of transparency, accountability and responsiveness; and,

iii. Disempowered and uninterested public: The public is not aware of available complaint redress mechanisms and where they are aware, they usually do not complain against the acts which hold no immediate benefits to them.

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3.1.2� �Strategic� Issue� 2:� Inadequate� public� awareness� on� matters� of�administrative�justice�

There is inadequate understanding of administrative justice processes across all groups of people “vis- a- vis” the role of the OoO in the subject matter.

This is largely caused by:

i. Insufficient targeted public awareness campaigns; and, ii. Inadequate communication and public awareness strategies.

3.1.3� Strategic�Issue�3:�Limited�engagement�with�key�stakeholders�There are few partnerships and networks with key stakeholders.

The main contributing factors are:

i. Inadequate initiatives to establish relationships; ii. No concrete responses from potential partners; iii. Insufficient understanding of some stakeholders on the mandate of the

OoO; and, iv. Inadequate resources.

3.1.4� Strategic�Issue�4:�Inadequate�institutional�capacity��There are still gaps in terms of structures and resources for optimal operation of the office. This is largely a result of the following:

i. Weak operational management systems; ii. Inadequate specialized skills; iii. Lack of proper infrastructure; iv. Inadequate office equipment including vehicles and ICT items.

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4 STRATEGIC GOALS, OBJECTIVES, STRATEGIES AND EXPECTED OUTCOMES

In the next five years, the OoO has outlined four strategic goals. These strategic goals will not operate in isolation. The four goals complement each other. Below are the strategic goals with their specific objectives, strategies and outcomes:

4.1 Goal 1: To have improved accountability and responsiveness in public service delivery.

Currently, public service delivery faces enormous challenges mainly due to unattended or overlooked instances of maladministration acts. This includes failure to properly discipline public officials involved in the acts of maladministration as well as failure to hold institutions accountable. These malpractices are prevalent in all sectors including public finance management sector where officials are left scot free in spite of committing acts of maladministration, which make government lose considerable amounts of financial resources, due to the culture of impunity as revealed by 2015 Public Sector Reform Report, Making Malawi Work.

In the past, the office has been dealing with one-off complaints and usually stopping at remedying individual complaints. Moreover labour related complaints dominated service delivery and maladministration related complaints. This was the case because the OoO investigated matters upon receipt of complaints among others. In the next five years, the OoO will conduct systemic investigations based on the patterns of complaints received and own motion initiatives in order to enhance accountability, integrity and responsiveness. The OoO will also empower the public and collaborate with CSOs on maladministration complaints reporting.

OoO staff equipped on how to investigate maladministration, June 2016

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4.1.1� Objectives�and�StrategiesThe goal will be achieved through the following objectives and strategies:

Table 2: Objectives and Strategies for Goal 1

Objectives

1. To enhance good administrative practices and complaints management

2. To promote integrity and service delivery culture

Strategies

a) Investigating complaints b) Identifying systemic weaknesses in public

administration and providing corrective actions c) Reporting to the National Assembly d) Strengthening referral systemse) Initiating contempt of court proceedings

against non-responsive institutions/controlling officers

f) Incentivising the public to promptly report acts of maladministration

a) Sensitizing service providers and public officials

4.1.2� Expected�Outcomes i. Reduced incidences of acts of maladministration; ii. Increase in compliance with public service etiquette and good

administrative practices. iii. Increase in maladministration acts reports on service delivery related

issues.

4.2�� Goal�2:��To�have�a�Public�well�aware�of�Administrative�Justice�Processes�and�Governance-related�Issues�

The OoO recognizes that the majority of the public has low levels of information on critical governance issues (DGSS, 2013-17) including limited knowledge of existence and mandate of the OoO (DABS, 2012). Consequently, this results into failure to hold duty bearers accountable and rights holders acceptance of substandard services as normal. In the past years, the office has conducted awareness activities including press releases, radio programs, public rallies,

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distribution of flyers and held meetings with members of Village Development Committees (VDC) and Area Development Committees (ADC). In the coming five years, the OoO intends to scale up public awareness campaigns to assist the public to understand governance issues.

A community dance at one of the public awareness activities of the OoO in 2015.

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A section of stakeholders at the validation workshop of 2016-2021 SP

4.2.1� Objective�and�StrategiesThe goal will be achieved through the following objective and strategies:

Table 3: Objective and Strategies for Goal 2

Objectives

3. To raise public awareness on the roles of OoO and governance issues

Strategies

a) Scaling up public awareness Activitiesb) Establishing partnerships with advocacy

institutions

4.2.2� Expected�Outcomes i. Increased number of people aware of the role of OoO. ii. Increased number of people aware of administrative justice processes.

4.3 Goal 3: To have Fully Established Relationships with Stakeholders

There has been relatively low engagement between the OoO and stakeholders on one-on-one arrangements or sectoral arrangement. This has negatively affected the OoO from benefiting from the engagements as well as exploiting its potential on scaling up its impact. In the next five years, the OoO will increase engagement with various stakeholders in terms of depth and numbers. The Appendix I contains details of the relationships between OoO and its stakeholders.

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4.3.1� Objective�and�StrategiesThis goal will be achieved through the following objective and strategies:

Table�4:�Objective�and�Strategies�for�Goal�3

Objectives

4. To maintain and establish relationships with stakeholders.

Strategies

a) Renewing and establishing Agreementsb) Subscribing to local and international

networksc) Scaling up consultative meetings with

stakeholders including Parliament

4.3.2� Expected��Outcomesi. Increased number of relationships with key stakeholders through networks ii. Increased accessibility of the OoO services iii. Increased joint activities and full engagements with stakeholders.iv. Increased participation in DGSwap and other related arrangements.v. Increased capacity through networks.

4.4 Goal 4: To have a Strengthened Institutional Capacity

The OoO duly recognizes DGSS assertion that effective discharge of its mandate heavily relies on quality institutional capacity. In the past years, the OoO has had strategies to address challenges of lack of technical specialized skills, conflicting legal frameworks, weak M&E and Policy frameworks, limited funding and obsolete office equipment or lack of them among others. However, these challenges were not fully addressed.

A group photo after strategic planning processes orientation, 201612



4.4.1� Objective�and�StrategiesIn the next five years, the OoO will continue addressing these challenges through the following objective and strategies:

Table�5:�Objective�and�Strategies�for�Goal�4�

Objectives

5. To increase capability of the OoO to effectively implement activities

Strategies

a) Enhancing human resource capacityb) Lobbying for strengthening of the legal

frameworkc) Enhancing physical assets, and Information

Communication Technology (ICT) infrastructure

d) Mobilizing resourcese) Improving management and M&E processes f) Mainstreaming HIV and AIDS, Vulnerable

and integrity issues.

4.4.2� Expected�Outcomesi. Improved staff capacity.ii. Enhanced legal framework. iii. Enhanced physical capacity. iv. Strengthened M&E Framework.v. Enhanced institutional framework.

5 ALIGNMENT OF THE PLAN TO INTERNATIONAL AND NATIONAL STRATEGIES INCLUDING DGSS

At the international level, the OoO as per its mandate squarely falls under sixteenth United Nations Sustainable Development Goals (SDGs); promote just, peaceful and inclusive societies just like other democratic governance sector institutions. In particular, the OoO will be contributing towards goal 16.6 of SDGs; develop effective, accountable and transparent institutions at all levels and indicator 16.6.2-proportion of the population satisfied with their last experience of public services. Similarly, the OoO will be contributing to Aspiration 3 of agenda African Union 2063 namely “An Africa of Good Governance, Democracy, Respect for Human Rights, Justice and the Rule of Law”.

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Nationally, the OoO contributed to Malawi Growth and Development Strategy (MGDS) I & II as it fell under theme five and sub-theme three, democratic governance. In particular, the office contributed towards justice and rule of law, and human rights in terms of capacity building and complaints handling respectively. To that end, the plan will be aligned to the successor of MGDS II in due course.

Stakeholders workshop for discussion of the Draft Communication Strategy for the Democratic Governance Sector. 6th May 2016, Sunbird Lilongwe Hotel - Lilongwe

Issues in the MGDS II themes are well mainstreamed in DGSPF and DGSS through DGSwap. Generally, the OoO fits into all pillars of DGSPF namely: Rule of Law; Human Rights, Access to Justice; Public Participation; Free & Fair Elections; Public Safety & Security, Integrity Accountability & Transparency; Public Participation; and Democratic Governance Sector wide inter-agency coordination. However, for reporting purposes the OoO falls under pillar five; Integrity Accountability & Transparency.

Meanwhile, GDSS contains five key result areas namely effective democratic governance sector institutions, strengthened rule of law; improved access to justice, public safety and security, improved promotion and protection of human

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rights, free and credible elections and transparent, accountable and responsive sector institutions. The office participates under key result area five, transparent, accountable and responsive sector institutions. Therefore, this plan is aligned to the strategy, see the table below. Further, PC and PBB are aligned to the plan. The slight variances between the plan, and PC and PBB will disappear in the subsequent years as PCs and PBB will be fully aligned to the SP.

Table 6: Alignment of the Strategic Plan to the DGSS

DGSS Outcomes

1. Transparent, accountable and responsive institutions

2. Effective democratic sector institutions

PC 2016/17 Objectives

a) To enhance accountability and good administrative practices

b) To raise public awareness on the roles of OoO and governance issues

a) To strengthen institutional capacity

2016-2021 STRATEGIC PLAN Objectives

a) To enhance accountability and good administrative practices

b) To promote integrity and service delivery culture

c) To raise public awareness on the roles of OoO and governance issues

a) To increase capability of the OoO to effectively implement activities

b) To maintain and establish relationships with stakeholders

PBB 2016/17Objectives

a) To enhance responsiveness and accountability in the public service

b) To empower the service users in the proper reporting of maladmini-

stration practices

a) To strengthen the internal capacity

b) To effectively coordinate Ombudsman service delivery functions with key stakeholders

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6 IMPLEMENTATION, MONITORING AND EVALUATION ARRANGEMENTS

6.1 Implementation

Prior to its implementation, the plan will be launched for purposes of raising its profile and a declaration of guidelines for performance assessment. The implementation of the activities will be done by all departments of the OoO. The Action plan (Implementation Matrix) includes either respective departments/division/sections or officers who will be responsible for ensuring implementation. The implementation of activities of this strategic plan will be executed under the following strategic premises:

i. That the Office will operate under the existing legal framework as the proposed legal review will not be finalized during the life span of the plan;

ii. That there will be support from all stakeholders;iii. That there will be total cooperation and responsiveness by all MDAs;iv. That determinations will be complied within reasonable time; andv. That positive staff retention and staff attitude will be maintained.

6.2 Budget Estimates for the Period

Below are the budget estimates for the implementation of the strategic plan:

Table 7: Budget Estimates

Strategic Goal

To have improved accountability and responsiveness in public service delivery

To have a public well aware of administrative justice processes

To have a fully established relationships with stakeholders

To have a strengthened institutional capacity

TOTAL

2,778,000.00

1,287,000,00

283,000.00

3,385,000.00

7,733,000.00

1,992,320,000.00

922,720,000.00

202,520,000.00

2,432,440,000.00

5,550,000,000.00

EstimatesMWK USD

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6.3 Monitoring and Evaluation

The office will use in-built Monitoring and Evaluation Framework (the Implementation Matrix) to assess achievement of its goals. The M&E Framework will be aligned to the national M&E Framework. The heads of the divisions will prepare quarterly progress reports and forward them to the policy and planning section. The section will consolidate quarterly reports which will be feeding the performance contract signed between the Ombudsman and the Office of the President and Cabinet (OPC). At the end of every year, there will be a review of progress made towards achieving the targets and a mid-term evaluation will be conducted in January 2019.

7 ACTION PLAN (IMPLEMENTATION MATRIX)

The following represent the implementation matrices which chart activities, their implementation timings, measurement metrics together with appropriate responsibilities highlighted on each activity.

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140

2016

-202

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gal/

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arch

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atio

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s in

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lic

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idin

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sys

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vest

igat

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ber s

yste

mic

in

vest

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line:

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15

2016

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1

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stig

atio

n/Re

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ch,

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umen

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n an

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ber o

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alad

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ber o

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10

2016

-202

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mbu

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an

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it an

nual

rep

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Num

ber o

f ann

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subm

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elin

e: 1

5

2016

-202

1 O

mbu

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an

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it in

vest

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ive

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gs

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icat

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ber o

f con

tem

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mitt

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15

2016

-202

1 Le

gal

18



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nst u

nres

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s

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stig

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cent

iviz

ing

the

publ

ic to

pr

ompt

ly r

epor

t act

s of

m

alad

min

istr

atio

n

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duct

inte

rfac

e m

eetin

gs w

ith C

SOs

at

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iona

l, D

istr

ict a

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com

mun

ity le

vels

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ber o

f int

erfa

ce

mee

tings

cond

ucte

d Ba

selin

e: 0

13

0 20

17-2

021

Re

sear

ch D

ocum

enta

tion

and

Civ

ic E

duca

tion

Con

duct

Om

buds

man

cl

inic

s

Num

ber o

f Om

buds

man

cl

inic

s con

duct

ed

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line:

0

80

2016

-202

1 In

vest

igat

ion/

Rese

arch

D

ocum

enta

tion

and

Civ

ic

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atio

n/Le

gal

Obj

ectiv

e 1.

2:

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rom

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grity

and

ser

vice

del

iver

y cu

lture

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nsiti

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ser

vice

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duct

sen

sitiz

atio

n m

eetin

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ublic

of

ficer

s/M

DA

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ber o

f sen

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atio

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eetin

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nduc

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selin

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50

20

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Rese

arch

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umen

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bmit

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stig

ativ

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port

s w

ith re

med

ial

actio

ns to

MD

As

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ber o

f inv

estig

ativ

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port

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mitt

ed

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line:

0

20

2016

-202

1 O

mbu

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an

19

Obj

ectiv

e 2.

1:

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e pu

blic

aw

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oO a

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lic

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omm

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rate

gy

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mun

icat

ion

Stra

tegy

de

velo

ped

Base

line:

0

1 20

16-2

017

Rese

arch

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ss

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conf

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ondu

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selin

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10

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Rese

arch

Doc

umen

tatio

n an

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Con

duct

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lic R

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nduc

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selin

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56

0 20

16-2

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Rese

arch

Doc

umen

tatio

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arch

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sed

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th

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Num

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f pu

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line:

0

20

2017

-202

1 Re

sear

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ocum

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and

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ic E

duca

tion

Esta

blis

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cent

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g N

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age

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entr

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56

20

17-2

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umen

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line:

1

20

20

16-2

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Rese

arch

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Ba

selin

e: 0

200

2016

-202

1 Re

sear

ch D

ocum

enta

tion

and

Civ

ic E

duca

tion

7.2

GO

AL

2: T

O H

AV

E A

PU

BLIC

WEL

L A

WA

RE

OF

AD

MIN

ISTR

ATI

VE

JUST

ICE

PRO

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SES

AN

D G

OV

ERN

AN

CE

REL

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20



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Num

ber o

f aut

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reso

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cent

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tabl

ished

Ba

selin

e: 0

4

2016

-201

8 Re

sear

ch D

ocum

enta

tion

and

Civ

ic E

duca

tion

Prod

uce

and

dist

ribu

te

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rmat

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d C

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n (IE

C) m

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Num

ber o

f IEC

mat

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ls di

strib

uted

Ba

selin

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10

2016

-202

1 Re

sear

ch D

ocum

enta

tion

and

Civ

ic E

duca

tion

Upd

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e-pl

atfo

rms

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umbe

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plat

form

Ba

selin

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0 1,

360

2016

-202

1 Re

sear

ch D

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and

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duca

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b)Es

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ng

part

ners

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Num

ber o

f MO

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5

2016

-202

1 Re

sear

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ocum

enta

tion

and

Civ

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duca

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21

To O

bjec

tive

3.1:

To

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d es

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Sign

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oUs

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oUs

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line:

0

4

2016

-202

1 A

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and

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ber o

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selin

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15

20

16-2

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fere

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and

m

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ber o

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ence

s atte

nded

Ba

selin

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40

20

16-2

021

Om

buds

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ap

mee

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Ba

selin

e: 1

0 50

20

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and

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line:

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100

2016

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1 O

mbu

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alin

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con

sulta

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with

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Ba

selin

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2016

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5

2016

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16-2

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Rese

arch

Doc

umen

tatio

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5 20

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Rese

arch

Doc

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d C

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7.3

GO

AL

3: T

O H

AV

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LLY

ESTA

BLIS

HED

REL

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ON

SHIP

S W

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STA

KEH

OLD

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22



7.4

GO

AL

4: T

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STR

ENG

THEN

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phys

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5

2016

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dmin

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line:

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20

2016

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1 A

dmin

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anni

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revi

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Acc

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Adm

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24



Mon

itor a

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valu

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20

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trat

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26



Stakeholder

Executive

Parliament

MDAs

The public

DPs

OoO obligations to the stakeholders

• Support reform agenda and aid entrenchment of service culture

• Support national development strategies

• Reporting on operational performance of the OoO

• Report on functional performance

• Sensitize members of Parliament

• Sensitize MDAs

• Investigate their complaints within reasonable time

• Raise awareness • Provide advice

• Share information on the state of governance

• Support their efforts on governance issues

• Report on their support to OoO

Stakeholders obligation towards OoO

• Support the OoO operations

• Cause MDAs to cooperate with OoO

• Cause MDAs to comply with OoO determinations

• Support the OoO operations

• Monitor and evaluate functional performance of the OoO

• Cooperate with OoO in investigations and complaints resolution

• Entrench service culture among officials

• Report incidences of maladministration

• Provide feedback

• Support the OoO

8 APPENDIX I: STAKEHOLDERS ANALYSIS

27

Stakeholder

Civil Society Organisations

Media

Private Sector

OoO obligations to the stakeholders

• Engage them on governance issues

• Sensitize them

• Provide information• Respond to their

questions

• Support private sector issues

• Sensitize the sector

Stakeholders obligation towards OoO

• Educate the public• Report and expose

maladministration acts• Advocate for technical

and financial support to OoO

• Provide feedback

• Raise visibility of the office

• Report and expose incidences of maladministration or injustices

• Support the OoO

28


Strategic Plan (2016-2021)29

NOTES

30

NOTES




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TRAINING ON SYSTEMIC INVESTIGATIONS, LILONGWE HOTEL, 2016

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STRATEGIC PLAN 2016-2021 · office of the ombudsman the office of the ombudsman “your protector against injustice” strategic plan 2016-2021 accountability and responsiveness institution