Document of The World Bank FOR OFFICIAL USE ONLY Report No. 69134-MW THE REPUBLIC OF MALAWI JOINT IDA-IMF STAFF ADVISORY NOTE ON THE SECOND MALAWI GROWTH AND DEVELOPMENT STRATEGY July 5, 2012 Poverty Reduction and Economic Management 1 AFCS3 Africa Region This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. INTERNATIONAL DEVELOPMENT ASSOCIATION AND INTERNATIONAL MONETARY FUND REPUBLIC OF MALAWI Second Malawi Growth and Development Strategy (MGDS II) 2011-2016 Joint Staff Advisory Note Prepared by the Staffs of the International Development Association and the International Monetary Fund Approved by Makhtar Diop (IDA), and David Owen and Dhaneshwar Ghura (IMF) I. OVERVIEW 1. The Second Malawi Growth and Development Strategy (MGDS II) 2011-2016, which is the country’s second medium term plan, was finalized and approved by the Cabinet in April 2012. The MGDS II was thereafter submitted to the International Development Association (IDA) and the International Monetary Fund (IMF), in the context of preparation of the World Bank Country Assistance Strategy 2012/13-2015/16 and the authorities‘ request for a new arrangement under the Extended Credit Facility. 2. The MGDS II is a medium term strategy designed to implement Malawi’s long term aspirations as spelt out in its Vision 2020. It strives to foster more inclusive job creating growth to address unemployment and reduce poverty. The strategy reflects a general consensus on the country‘s broad goals for growth, social equity, and governance. More specifically, the strategy recognizes that in order for all Malawians to benefit equitably from economic growth, concerted efforts to promote human and social development need to be complemented with efforts to improve labour productivity and structural transformation leading to economic diversification. 3. The MGDS I and II share the same objectives, but MGDS II has six broad thematic areas, instead of five as in MGDS I, which are geared towards supporting the achievement of its objectives. These include Sustainable Economic Growth; Social Development; Social Support and Disaster Risk Management; Infrastructure Development; Improved Governance; and Cross-Cutting Issues. The inclusion of a Cross Cutting thematic area covering issues of gender, capacity development, population, decent employment, productive activities, economic and democratic governance makes cross cutting issues more prominent and raises the possibility of improved implementation when compared to the MGDS I. The Bank‘s Africa Regional Strategy is also aligned to MGDS II based on its two broad pillars of competitiveness and employment, and vulnerability and resilience, which are underpinned by governance and public sector capacity. 4. Much has changed since the process of drafting the MGDS II was initiated in September 2010. Staffs therefore welcome the government‘s willingness to make necessary 1 adjustments to the MGDS II during the course of its implementation in the light of changing economic and social conditions and international developments. Under MGDS I, especially during the period 2007-2010, Malawi registered high rates of economic growth spurred by strong stabilization policies since 2004, debt relief from the HIPC/MDRI initiatives and supportive donor environment. This created the fiscal space needed to increase social spending and investment in infrastructure and finance a large increase in consumption. Annual real GDP growth averaged around 7.1 percent during the period 2004-2010, from an average of 2 percent a decade earlier, driven by agricultural exports (largely tobacco). Despite this, the country‘s poverty rates remain high and the country‘s socio-economic gains are threatened by the slowdown in growth resulting from the macroeconomic instability in the past twelve months. 5. Overall, the staffs find that the MGDS II presents a clear analysis of the many challenges facing the country. But there is need for further prioritization and sequencing of proposed actions and interventions in view of limited resources. The emphasis on productivity and economic diversification, especially in agriculture is appropriate. Priority should be given to measures to restore macroeconomic stability and regain control over the management of the economy for these medium term objectives to be achieved. 6. Staffs acknowledge the inclusive process by which the document was developed. Like its predecessor, all levels of society, including women, the youth and children, private sector, civil society and development partners were all involved in the development of the MGDS II and the process was well integrated with the existing processes of the Government led by the Sector Working Groups. This JSAN therefore provides advice on key priorities for strengthening the MGDS II and promoting its effective implementation. Lessons Learned from MGDS I 7. The Strategy recognizes some of the shortcomings realized during the implementation of the MGDS I. While the MGDS I was generally an effective instrument for achieving the country‘s developmental goals, its focus on poverty reduction and employment creation was rather weak and little progress has been made in addressing these challenges. Based on lessons learnt, the MGDS II has therefore made employment creation and gender issues more visible and an attempt has been made through the public spending composition in the MGDS II to achieve better balance between growth-oriented and pro-poor spending. However the proposed budget lacks realism and needs further prioritization to ensure long-term fiscal sustainability. The MGDS II also pays particular attention to the need to diversify the economy, improve governance and promote development of human capital. 8. The MGDS I suffered from a weak monitoring and evaluation (M&E) system which was rather fragmented and the measurability of performance outcomes was further complicated by poor baseline data. The MGDS II recognizes the importance of having a strong indicator framework and has provided more information in many of the indicators, although the framework still needs to be improved in terms of the quality of the indicators and its linkages to other sectoral M&E frameworks. On resource envelope, the MGDS I presented a disjointed picture between the MGDS priorities and the actual amount of resources that were brought to operationalize the priorities. This element is still not adequately addressed in the MGDS II as it is unclear if the budgetary estimates presented in Annex 3 are based on robust analysis of the costs of each programme/theme. Without a serious consideration and resolution of these issues, the MGDS II could remain aspirational, rather than a planning or strategy document fit for implementation. 2 II. POVERTY DIAGNOSTICS 9. The assessment of the poverty challenge in the MGDS II is too optimistic to inform the government’s medium term poverty reduction agenda. The MGDS II states that population living below the poverty line has gone down from 52 percent to 39 percent between 2004 and 2009, but this trend estimate is actually a poverty projection based on the 2009 Welfare Monitoring Survey and is not directly comparable with the last direct measure of the poverty headcount computed from the 2004/5 IHS2 household survey. An accurate trend estimate needs to be computed from the 2010/11 IHS3 survey. Preliminary, unpublished analyses of these data present a bleaker picture, with no major changes in poverty over the 2004/5-2010/11 period. These trends will be confirmed and published once the temporal price adjustments needed to compare poverty figures over time have been completed. On inequality, findings indicate that consumption inequality in Malawi (Gini coefficient) has risen sharply from 0.39 to 0.44, mostly in rural areas. These results indicate the need for monitoring not only aggregate growth, but the distribution of its benefits. 10 Pro-poor public spending has shown mixed results. The MGDS II recognizes that despite achievements in food security, there are still pockets of households that are ultra poor and in need of social support. As such, it is more focused in terms of the kinds of social protection interventions needed. While staffs agree that the Farm Input Subsidy Program (FISP) has contributed towards the increase in food production and the attainment of national food security, its contribution has also not been sufficient to push rural households out of poverty trap. This could partly be explained by the huge imbalance in FISP between fertilizer and provision of seeds, especially drought resistant seeds, and limited technical support to farmers through extension services on good farming practices. There is therefore need to expand coverage of extension services and technical advice to help farmers make better use of fertilizer and seeds. Stronger connection between FISP and farm yields should also be established and a good monitoring system developed to evaluate the impact of FISP on yields. With FISP representing a significant expenditure of the Government budget of about 3 percent of GDP and over 60 percent of Ministry of Agriculture‘s budget, the authorities are urged to improve the management, the effectiveness and efficiency of this program by ensuring that it does not crowd out other important interventions such as extension services and research and development. 11. Once the analysis of the IHS3 data is complete, staffs encourage the authorities to update the MGDS II with new poverty and social indicators. What is clear is that high rates of real GDP growth registered in 2005-2010 have not resulted in a sufficient transformation of the economy or the structure of employment. The rise in consumption inequality could explain how average incomes rose in Malawi alongside stagnant living standards for the poor. The strategy will need to be informed by an analysis of how high economic growth could be translated into poverty reduction in the Malawian context. The 2009 Country Economic Memorandum identified the main constraints to growth to include an overvalued exchange rate, persistent foreign exchange supply shortages, inadequate provision of power, underdeveloped transport infrastructure, lack of skilled workforce, and limited access to finance. All the recommendations made in the CEM on addressing these constraints still remain relevant to the implementation of the MGDS II. These should be revisited further through a poverty and jobs lens. 3 III. MALAWI GROWTH AND DEVELOPMENT STRATEGY II A. Macroeconomic Framework 12. In MGDS II, the strategy for achieving sustainable growth includes the pursuit of sound economic policies, maintaining inflation at single digit levels, a move towards a more flexible exchange regime, and increasing the level of international reserves. An increase in national investment—with emphasis in areas such as electricity generation and supply, transportation and irrigation, and in selected priority sectors (agriculture, manufacturing, mining, and tourism)—is expected to deliver an average annual growth rate of 7.2 percent, and the annual rate of inflation is projected to decline from 8.7 percent to 5.9 percent over the five years covered by the Strategy. Fiscal policy is also expected to be restrained during the implementation of the MGDS II, with the overall balance projected to generate an average annual surplus equivalent to 1.5 percent of GDP. 13. The MGDS II macroeconomic framework however does not reflect developments in the economy over the past twelve months as well as recent important policy changes. GDP growth weakened considerably in 2011 from an average of 7.1 percent in 2004-2010, to an estimated 4.3 percent, on account of poor performance in the construction, mining, trade, and transport sectors which were badly hit by severe foreign exchange and fuel shortages. Inflation has been on an upswing since early 2011, with the year-on-year rate reaching 17.3 percent in May 2012. Fiscal performance also weakened, reflecting increased spending at a time when external financing fell sharply and the revenue base shrunk, with an estimated fiscal deficit of 7.0 percent of GDP in 2011/12. The projections of fiscal surplus for the next five years are therefore unrealistic, especially in light of the current situation in the country. 14. Staffs welcome the authorities’ commitment to implement policy reforms for competitiveness, growth, and poverty reduction to regain macro-balance while at the same time mitigating the impact of these policy reforms on the most vulnerable. Staffs commend the recent move by the authorities to devalue the kwacha and liberalize the foreign exchange market as this presents a clear signal of their commitment to regain control over the management of the economy and improve external competitiveness since one of the goals during the MGDS II implementation period will be to improve the current account position. Current efforts by the authorities to redress the persistent trade and external imbalances and improve export competitiveness will also be important in supporting the overall accumulation of foreign exchange reserves and strengthen the balance of payments. The recent devaluation of the Kwacha and adoption of a flexible exchange rate regime, if supported by appropriately restrained fiscal and monetary policies, should reverse the slowdown in growth and avoid an inflation spiral. 15. The MGDS II puts emphasis on pursuit of an export led growth with major investments in the agriculture, manufacturing, mining and tourism sectors. Within the agriculture sector the objective is to increase the country‘s market share in traditional agricultural products as well as increasing value addition in agriculture, mining and on tourism products. The strategy could however elaborate further on the need to continue tackling key supply-side bottlenecks—including by the adoption of an export-led strategy, reducing the cost of doing business, and strengthening the business climate through improvements in both democratic and economic governance. The authorities are encouraged to develop in the first APR an additional scenario that best reflects a more realistic medium term macro framework as well as realistic resource envelope. 4 B. Public Financial Management and Public Sector Reforms 16. Staffs commend the authorities’ commitment to strengthen accountability and transparency in the public sector, as these are necessary foundations for economic progress and essential elements for the successful implementation of the MGDS II. Rapid progress in public financial management (PFM) reform is critical, both to facilitate efficiency gains and to enhance the ability to identify and prioritize MGDS II expenditures in annual budgets, the medium term expenditure framework (MTEF) and public sector investment program (PSIP). 17. The MGDS II recognizes the importance of PFM and public administration reforms in the achievement of social sector objectives, although not as explicitly and forcefully as it should. In the social sectors, significant further improvements in the health and education sector will depend critically on cross-government reforms of public financial management (timely delivery of funds to operational units) and public administration (paying and managing public sector employees so as to encourage performance). 18. While a decentralization policy has been elaborated, a strong fiscal and institutional decentralization framework is yet to be developed. The risks of proceeding with fiscal decentralization before addressing existing weaknesses in PFM, frequent recourse to cash rationing and widespread perception of corruption system are high and therefore would need to be mitigated. Administrative decentralization will require a clear institutional set-up, a review of functions to be decentralized, a gradual decentralization of human resources, and an agreement of functions at the district level, including the roles of district councils. There are also many references in MGDS II to the need to improve infrastructure at local level, which imply that increased attention should be given to the strengthening of the districts‘ capacity to respond to this demand. The focus on capacity-building at local level and enhanced involvement of communities is therefore encouraging. Districts have demonstrated their capacity to deliver infrastructure, but this needs to be scaled up with strengthened fiduciary and quality control systems. C. Structural and Social Sector Reforms 19. The key infrastructure priorities identified in the MGDS II are energy, transport, and water development. The transport infrastructure theme covers road, rail, air and inland water transport, and comprehensive but generalized lists of activities are identified which are neither prioritized using rigorous cost benefit analyses nor sequenced. A Transport Sector Investment Programme, which has recently been approved by government, is considered by staffs as a working document due to doubts over the availability of funds and prioritization. The MGDS II expresses the intention to move attention from roads to other modes, but there are still many challenges in the sub-sector. It would seem that an opportunity to improve the unpaved feeder road network, which is in significantly poorer condition than the main roads, has been missed. Although the challenge is raised in the transport KPA, the strategies presented do not provide a solution on the scale required. Reference is made in the Rural Industrialization and Agricultural Productivity and Diversification themes to improved infrastructure but without specific reference to roads. 20. Staffs are encouraged by the prominence the power sector has been accorded in the MGDS II as one of the key binding constraint to growth. But the strategy lacks sufficient analysis of the set of factors that has led to shortcomings in the sector performance. The MGDS II needs to provide more information on realistic and appropriate steps to deliver 5 the expected outcomes as well as information on prioritization and sequencing. Efforts should be made to revive the Road Map for energy reforms, including reforms of ESCOM. 21. On the Green Belt Initiative, irrigation is indeed of high importance for sustained agricultural growth, intensification and diversification, and the ambitious goals and multi-pronged and comprehensive strategies that are developed are commendable. But these goals are unlikely to be attained within the MGDS II timeframe and therefore there is need to develop a comprehensive investment framework within the sub-sector with the involvement of all stakeholders and also establish important linkages to the agriculture SWAp. The MGDS II outlines a number of economic growth and development plans that are based on a natural resources and water platform (large scale irrigation expansion, transport/navigation, hydropower plants, fertilizer subsidy programs). Such large scale investments may generate long-term and cumulative adverse impacts if the interlinked challenges of increasing population pressure on a degraded natural resources base and available water resources are not addressed in an integrated multi-sectoral fashion. 22. The strategy’s significant attention to education and training is commendable as the authorities have realized the importance of having a highly skilled and educated workforce for sustainable development and growth. The strategy for education is appropriate and is well aligned with the Education Sector Implementation Plan (2009-2013). The staffs agree on the need to increase the number of teachers so as to improve the student teacher ratio and encourage the authorities to ensure that this is properly budgeted for. Decentralization is another key strategy and the authorities are being urged to come up with an action plan for the necessary capacity building in order to decentralize funds. The staffs encourage the authorities to review the necessity of new Universities against the option of just improving the infrastructure of existing institutions and enhancing the quality and relevance of education being offered. The authorities are also encouraged to review tuition fees for tertiary education as the current system is very regressive. 23. Staffs commend the authorities for the good progress that has been made on social indicators, including some MDGs, indicating progress in service delivery but from a low base. According to the 2010 MDGs Report, Malawi is likely to achieve five of the eight MDGs, including those related to eradicating extreme poverty, reducing child mortality, combating HIV/AIDS, malaria and other diseases, and ensuring environmental sustainability. Trends in under-five mortality and infant mortality have improved steadily over the past two decades. Similarly, Malawi appears to be making positive progress in containing the spread of HIV and AIDS as adult prevalence rates dropped from 14.4 percent in 2004 to 12 percent in 2007. 24. Staffs welcome the strong focus on gender equality. Attaining gender balance in all sectors and programs is an overriding commitment of the MGDS II, and specific strategies are proposed to redress the gender gaps in the education sector, improve the representation of women in decision-making processes through affirmative action policy measures, improve women‘s limited access to credit, reform land policy, address gender based violence and widespread retrogressive cultural practices such as female genital mutilation, and reduce maternal mortality. This comprehensive approach is commended. IV. IMPLEMENTATION FRAMEWORK, MONITORING AND EVALUATION 25. The strategy suffers from a lack of sufficient prioritization of the many programs outlined. Given limited resources, it will be necessary to prioritize among the many ambitious 6 components the MGDS II lays out for each sector. While key binding constraints to growth have been addressed in the strategy, there is need to provide more information on how the authorities intend to prioritize within these priorities and to sequence its interventions. There is also need for a clear statement on the complementary roles between the policy/institutional framework and investment priorities required to achieve the MGDS II goals. Beyond the required budget resources to make the necessary investments, the MGDS II could also clearly highlight the key policy priorities that would enhance the productivity of these investments, for example macroeconomic, PFM, business environment, among others. These would help in developing a concrete M&E framework that captures both the investment and policy related monitoring indicators. 26. The MGDS II has presented an elaborate implementation structure, especially the annual review process, including the national budget, and role of sector working groups in the M&E process. Staffs are however concerned by the fact that only six out of the 16 working groups are operational. The analytical content of the MGDS II could also be strengthened further to include results from available Economic and Sector Work. For example, the presentation of expected outcomes and key strategies in the agriculture sector should refer explicitly to the Agricultural Sector Wide Approach (ASWAp) as the guiding investment framework adopted in October 2011 by the Ministry of Agriculture and all stakeholders to ensure consistency. 27. To succeed in directing public resources to strategic priorities for poverty reduction, the MGDS II depends upon improvements to the annual process for preparing and implementing the three-year rolling PSIP. However, it is unclear if the MGDS II, PSIP and the MTEF and the budget are closely linked in practice. The PSIP should be the vehicle for translating MGDS II into implementable projects and programmes, and should ensure that consolidated development projects therein (that would be considered for the budgets) conform to the overall national agenda. For instance, the Nsanje World Inland Port was embarked upon without technical, economic and environmental feasibility study. If the MGDS II is to shape public spending in line with poverty reduction priorities, more rigorous economic and technical analysis would be needed. 28. The MGDS II could also benefit from further analysis of its fiscal implications and the possible impact of the plan and its financing mix on macroeconomic stability. Clearly, the proposed financing program of the strategy is not feasible and the costing of activities impractical as it falls well beyond the current revenue generation capacity. Staffs are also of the view that the projected donor flows for official financing are optimistic, relative to recent historical trend. With the unrealistic costing of activities of 100 percent to 200 percent of projected GDP during the first four years of implementation, the MGDS II can hardly be described as an instrument aimed at achieving allocative efficiency. In the short term, the main channel by which the MGDS II might influence poverty reduction is through policy prioritization and therefore a sense of realism in the financing of the MGDS II needs to be brought to bear. The use of PPPs as one way of raising finances for implementing the MGDS is a welcome initiative, but requires careful assessment on a case by case basis. Necessary regulatory structures should be put in place as well as detailed expertise and a list of pipeline projects to attract investors if maximum benefit is to be gained. V. RISKS AND CONCLUSIONS 29. The MGDS II highlights risks to growth and poverty reduction resulting from Malawi’s vulnerability to external shocks, including unpredictable and unreliable aid 7 flows, adverse weather conditions and terms of trade shocks. Inadequate policy response to exogenous shocks, such as reduced aid flows and deterioration in terms of trade, have exacerbated the impact of these shocks on the economy. Other endogenous risks such as weak implementation capacity or lack of capacity to steer reforms within and across sectors and political risks related to the upcoming 2014 tripartite elections also warrants attention in the MGDS II. Elaborations on key mitigation measures to address the following risks would benefit the MGDS II: (i) a resource shortfall to finance the infrastructure maintenance and the development plan; (ii) constraints on institutional and technical capacity to implement planned structural reforms; (iii) political and governance risks as the country approaches the election year; and (iv) the persistent vulnerability to exogenous shocks—such as adverse terms of trade. While the government has made progress on governance initiatives, perception of corruption remains very high and needs to be addressed. 30. Staffs also consider that further work is needed to strengthen the implementation tools of the strategy. The preparation of the first Annual Progress Report should therefore address the following priority areas: (i) updating the medium-term macroeconomic framework and clarifying the process of prioritization in budget execution, including ways to protect priority spending; (ii) improving the poverty analysis, with updated information from 2010/11 IHS3 on poverty dynamics and inequality; (iii) prioritizing the sector programs, and improving the synergy between them and the overarching objectives of growth and poverty reduction; and, (iv) strengthening the monitoring and evaluation framework, especially with respect to the performance measures. 31. In considering the MGDS II and associated JSAN, Executive Directors may wish to focus on the following issues:  Do Directors concur with the main risks to the MGDS II identified by the staffs?  Do Directors concur with the areas identified by staffs as priorities for strengthening the implementation of the MGDS II?  Do Directors concur with staff views on strengthening, monitoring, and evaluation of key outcomes of the MGDS II? 8 Annex: Second Malawi Growth and Development Strategy 2011/12-2015/16 Government of Malawi Malawi Growth and Development Strategy II 2011-2016 9 PRESIDENTIAL STATEMENT When the MGDS was being conceptualized, the country was perpetually food insecure and growth was dismal. It was envisioned that the country could be food secure, with rapid economic growth and reliable infrastructure, given its potential. With the implementation of the MGDS, 2006-2011, the country has become food self sufficient and has been able to realize food surpluses. During the same period, the economy grew at an average of 7.5 percent against the projected target of six percent. Furthermore, there has been a number of infrastructure development projects across the country. It is my strong wish and the wish of all Malawians that the gains achieved during MGDS be sustained and accelerated as we implement the Malawi Growth and Development Strategy II (MGDS II). In this respect, the objective of MGDS II will remain wealth creation and reduction of poverty through sustainable economic growth and infrastructure development. It is my expectation that the implementation of MGDS II will accelerate the transformation of the country from being a predominantly importing and consuming economy to a predominantly producing and exporting economy. Considering the phenomenal growth and development the country has achieved during the MGDS implementation, this strategy will continue focusing on the nine priorities within priorities. The priorities are: Agriculture and Food Security; Energy, Industrial Development, Mining and Tourism; Transport Infrastructure and Nsanje World Inland Port; Education, Science and Technology; Public Health, Sanitation, Malaria and HIV and AIDS Management; Integrated Rural Development; Green Belt Irrigation and Water Development; Child Development, Youth Development and Empowerment; and Climate Change, Natural Resources and Environmental Management. These Key Priority Areas will also accelerate the attainment of the MDGs. Government will lead the implementation of this strategy and will continue to create an enabling environment for the participation of all stakeholders including the private sector. I, therefore, urge all stakeholders to actively participate and align their plans and programmes to the MGDS II. It is my sincere hope that the cooperation that prevailed during the preparation of the MGDS II will continue during the implementation period for the wellbeing of mother Malawi. May God bless our country. Mrs Joyce Banda PRESIDENT OF THE REPUBLIC OF MALAWI 10 FOREWORD The Malawi Growth and Development Strategy II (MGDS II) is the second medium term national development strategy formulated to attain the country‘s long term development aspirations. It represents a decisive and strategic single reference document to be followed by all stakeholders to achieve the goal of wealth creation through sustainable economic growth and infrastructure development. The fundamentals of the MGDS II are based on the nation‘s development aspirations and builds on the gains, lessons and best practices achieved during the implementation of the predecessor strategy. Just like its predecessor, MGDS II is built on thematic areas from which priorities within priorities are derived. Whereas MGDS had five themes, MGDS II is based on six thematic areas. These are: Sustainable Economic Growth; Social Development; Social Support and Disaster Risk Management; Infrastructure Development; Governance; and Gender and Capacity Development as an additional theme. From these themes, the MGDS II derives nine key priority areas which are central to the achievement of sustainable economic growth and wealth creation. These key priority areas are: Agriculture and Food Security; Energy, Industrial Development, Mining and Tourism; Transport Infrastructure and Nsanje World Inland Port; Education Science and Technology; Public Health, Sanitation, Malaria and HIV and AIDS Management; Integrated Rural Development; Green Belt Irrigation and Water Development; Child Development, Youth Development and Empowerment; and Climate Change, Natural Resources and Environmental Management. This strategy including its themes and key priority areas have been thoroughly discussed and agreed upon by all stakeholders including the United Nations Country Team, the IMF, World Bank and the European Union. I am confident that the same commitment that prevailed during the formulation process of this strategy will continue during its implementation. While the major implementation tool of this strategy is the National Budget, all stakeholders will be expected to complement by aligning their programmes and activities to the MGDS II. Dr. Ken Lipenga, MP MINISTER OF FINANCE AND DEVELOPMENT PLANNING 11 ACKNOWLEDGEMENTS The Ministerial Committee, the Steering Committee and the Drafting Team would like to thank the President of the Republic of Malawi, Her Excellency Mrs. Joyce Banda and the late President His Excellency Ngwazi Professor Bingu wa Mutharika, for the guidance provided during the formulation processes of the Malawi Growth and Development Strategy. Special thanks should also go to all arms of Government, traditional and religious leaders, academia, the youth and children, local councils, the private sector, the civil society, and Development and Cooperating Partners including the IMF, World Bank, the European Union and the United Nations Country Team and all other stakeholders for their participation and contributions in the formulation process of this strategy. 12 ACRONYMS ACSD Accelerated Child Survival and Development AIDS Acquired Immune Deficiency Syndrome ASWAP Agriculture Sector Wide Approach CBE Complementary Basic Education CBECCD Community Based Early Child Care and Development CBRLDP Community Based Rural Land Development Project CDM Clean Development Mechanism CFC Chlorofluorocarbons CHBC Community Home Based Care COMESA Common Market for Eastern and Southern Africa COWLHA Coalition of Women Living with HIV and AIDS CSOs Civil Society Organizations DAS Development Strategy Assistance DHS Demographic Health Survey DRM Disaster Risk Management EAC East African Community ECD Early Childhood Development EHP Essential Health Package EMIS Education Management Information System EMP Environmental Management Plans ENRM Environment and Natural Resource Management EU European Union EWS Early Warning System FDI Foreign Direct Investment FHH Female Headed Households FISP Farm Input Subsidy Programme GBI Green Belt Initiative GBV Gender Based Violence GDP Gross Domestic Product GIS Geographical Information System HIV Human Immunodeficiency Virus HTC HIV Testing and Counselling ICT Information and Communication Technology IEC Information, Education and Communication ILO International Labour Organization IRD Integrated Rural Development IRS Indoor Residual Spraying ITNs Insect Treated Nets LA Artemether-Lumefantrine LLINs Long Lasting Insecticide Nets LMI Labour Market Information MANASO Malawi Network of AIDS Service Organization MANERELA Malawi Network of Religious Leaders Living with or Personally Affected by HIV and AIDS MANET+ Malawi Network of People Leaving with HIV and AIDS MARDEF Malawi Rural Development Fund MAREP Malawi Rural Electrification Programme MBCA Malawi Business Coalition against HIV and AIDS 13 MDGs Millennium Development Goals MDR Multi Drug Resistance MGDS Malawi Growth and Development Strategy MHC Malawi Housing Corporation MIAA Malawi Interfaith Aids Association MICS Multiple Indicator Cluster Survey MIRTDC Malawi Industrial Research and Technology Development Centre MIS Malaria Indicator Survey MMR Maternal Mortality Rate MPRS Malawi Poverty Reduction Strategy MSMEs Micro, Small and Medium Enterprises MT Metric Tonnes NAPHAM National Association of People Living with HIV and AIDS in Malawi NEPAD New Economic Partnership for African Development NGOs Non-Governmental Organizations NMCP National Malaria Control Programme NSO National Statistics Office NSSS National Social Security System NSUP National Slum Upgrading Programme NTDs Neglected Tropical Diseases NWDP National Water Development Programme ODL Open Distance Learning OVCs Orphans and Vulnerable Children OVOP One Village One Product PBA Programme Based Approach PLHIV People Living with HIV PMTCT Prevention of Mother to Child Transmission POW Programme of Work PPPs Public Private Partnerships PSI Population Services International PSIP Public Sector Investment Programme PSLCE Primary School Leaving Certificate of Education REDD Reduced Emissions from Deforestation and Degradation of Forests RSP Road Sector Programme SADC Southern Africa Development Community SCT Social Cash Transfer SP Sulphadoxine-Pyremethmine SPS Sanitary and Phyto-sanitary SRH Sexual and Reproductive Health STIs Sexually Transmitted Diseases SWAp Sector Wide Approach SWG Sector Working Group TB Tuberculosis Bacillus TSIP Transport Sector Investment Plan TTC Teacher Training College UN United Nations UNCA United Nations Country Assistance UNCAR United Nations Country Assessment Report UNDP United Nations Development Programme UNICEF United Nations Children Fund VCT Voluntary, Counselling and Testing 14 WASH Water and Sanitation Hygiene WDI World Development Indicator Wethab Water, Energy, Transport, Health, Agriculture and Biodiversity WHO World Health Organization YEDEF Youth Enterprise Development Fund 15 TABLE OF CONTENTS PRESIDENTIAL STATEMENT................................................................................................10 FOREWORD ..............................................................................................................................11 ACKNOWLEDGEMENTS ........................................................................................................12 ACRONYMS ..............................................................................................................................13 TABLE OF CONTENTS ............................................................................................................16 EXECUTIVE SUMMARY ........................................................................................................20 The Malawi Growth and Development Strategy II.................................................................20 Macroeconomic Framework ...................................................................................................20 MGDS II Thematic Areas .......................................................................................................20 MGDS II Key Priority Areas ..................................................................................................25 MGDS II Assumptions ...........................................................................................................27 Implementation Framework ........................................................................................................27 CHAPTER 1 .................................................................................................................................1 INTRODUCTION ....................................................................................................................1 1.1 Overview ........................................................................................................................1 1.2 Main Assumptions of MGDS II .....................................................................................3 1.3 MGDS II Outline ............................................................................................................3 CHAPTER 2 .................................................................................................................................4 BACKGROUND ......................................................................................................................4 2.1 Overview of Development Policies ...........................................................................4 2.2 National Development Policies ..................................................................................4 2.3 Situation Analysis .......................................................................................................6 2.4 Overview of MGDS Implementation ........................................................................7 2.5 Lessons Learnt from Implementation of MGDS ......................................................12 2.6 The MGDS II Formulation Process ..........................................................................12 CHAPTER 3 ...............................................................................................................................14 MACROECONOMIC FRAMEWORK..................................................................................14 3.1 Introduction ..............................................................................................................14 3.2 Medium Term Macroeconomic Prospects ................................................................15 3.2.1 Output and Prices .......................................................................................................16 3.2.2 Fiscal Operations ..................................................................................................16 3.2.3 External Sector and Monetary Operations ............................................................17 3.4 Challenges and Risks ................................................................................................17 CHAPTER 4 ...............................................................................................................................18 THEMATIC AREAS ..............................................................................................................18 THEME 1: SUSTAINABLE ECONOMIC GROWTH .........................................................18 Sub-Theme 1: Agriculture ..................................................................................................20 Sub-Theme 2: Natural Resources and Environmental Management ..................................21 Sub-Theme 3: Mining .........................................................................................................22 Sub-Theme 4: Private Sector Development, Industry and Trade .......................................23 Sub-Theme 5: Rural Development .....................................................................................24 Sub-Theme 6: Tourism, Wildlife and Culture ....................................................................25 Sub-Theme 7: Labour and Employment .............................................................................27 Sub Theme 8: Land .............................................................................................................28 THEME 2: SOCIAL DEVELOPMENT .................................................................................29 Sub-Theme 1: Population ...................................................................................................29 Sub-Theme 2: Health .........................................................................................................30 16 Sub-Theme 3: Education.....................................................................................................31 Sub-Theme 4: Child Development and Protection .............................................................32 Sub-Theme 5: Youth Development ....................................................................................32 Sub-Theme 6: Nutrition ......................................................................................................32 THEME 3: SOCIAL SUPPORT AND DISASTER RISK MANAGEMENT .......................34 Sub-Theme 1: Supporting the Vulnerable ..........................................................................34 Sub-Theme 2: Disaster Risk Management .........................................................................35 THEME 4: INFRASTRUCTURE DEVELOPMENT ............................................................36 Sub -Theme 1: Energy ........................................................................................................37 Sub-Theme 2: Transport .....................................................................................................38 Sub-Theme 3: Water Development ....................................................................................39 Sub-Theme 4: Information and Communication ................................................................40 Sub-Theme 5: Housing and Urban Development ...............................................................42 THEME 5: GOVERNANCE .................................................................................................43 Sub-Theme 1: Economic Governance ................................................................................45 Sub-Theme 2: Corporate Governance ................................................................................46 Sub-Theme 3: Democratic Governance ..............................................................................46 5.3.1 Justice and Rule of Law ........................................................................................47 5.3.2 Human Rights .......................................................................................................48 5.3.3 Elections ................................................................................................................48 5.3.4 Peace and Security ................................................................................................49 Sub-Theme 4: Public Sector Management .........................................................................49 THEME 6: GENDER AND CAPACITY DEVELOPMENT ................................................50 Sub-Theme 1: Gender .........................................................................................................51 Sub-Theme 2: Capacity Development ................................................................................52 CHAPTER 5 ...............................................................................................................................54 KEY PRIORITY AREAS .......................................................................................................54 1.0 Agriculture and Food Security .....................................................................................54 1.1 Agricultural Productivity and Diversification ..........................................................54 1.2 Food Security............................................................................................................55 2.0 Energy, Industrial Development, Mining and Tourism ...............................................56 2.1 Energy.......................................................................................................................56 2.2 Industrial Development ............................................................................................57 2.3 Mining ......................................................................................................................59 2.4 Tourism .....................................................................................................................60 3.0 Transport Infrastructure and Nsanje World Inland Port...............................................60 3.1 Road Infrastructure ...................................................................................................61 3.2 Rail Transport ...........................................................................................................61 3.3 Inland Water Transport Infrastructure ......................................................................62 4.0 Education, Science and Technology ............................................................................63 4.1 Education ..................................................................................................................63 4.2 Science and Technology ...........................................................................................65 5.0 Public Health, Sanitation, Malaria and HIV and AIDS Management .........................66 5.1 Public Health ............................................................................................................66 5.2 Sanitation ..................................................................................................................67 5.3 Malaria ......................................................................................................................68 5.4 HIV/AIDS Management ...........................................................................................69 6.0 Integrated Rural Development .....................................................................................70 7.0 Green Belt Irrigation and Water Development .................................................................72 7.1 Green Belt Irrigation .....................................................................................................72 7.2 Water Development ......................................................................................................72 17 8.0 Child Development, Youth Development and Empowerment.....................................73 8.1 Child Development ...................................................................................................74 8.2 Youth Development and Empowerment ..................................................................74 9.0 Climate Change, Natural Resources and Environmental Management .......................75 9.1 Climate Change Management ..................................................................................76 9.2 Natural Resources and Environmental Management ...............................................77 CHAPTER 6 ...............................................................................................................................82 IMPLEMENTATION FRAMEWORK ..................................................................................82 6.1 Implementation Modalities .......................................................................................82 6.2 Roles of Key Stakeholders in the Implementation of the MGDS II .........................83 6.3 Monitoring and Evaluation .......................................................................................83 6.4 National M&E Framework .......................................................................................84 6.5 Financing and Budgetary Allocations ......................................................................86 ANNEX 1: OPERATIONAL MATRIX BY THEME .................................................................1 ANNEX 2: OPERATIONAL MATRIX BY KEY PRIORITY AREAS ...................................49 ANNEX 3: MGDS II COSTING ..............................................................................................129 ANNEX 4: MGDS II MONITORING AND EVALUATION MATRIX ................................174 18 LIST OF TABLES Table 3.1: Real GDP Growth and Inflation ............................................................................. 14 Table 3.2: Summary of Selected Indicators, 2011-2016.......................................................... 16 Table 4.1: Sumary of Sustainable Economic Growth Theme.................................................. 24 Table 4.2: Summary of Social Development Theme………………………………………. .39 Table 4.3: Summary of Social Support and Disaster Risk Management Theme.....................47 Table 4.4: Summary of Infrastructure Development Theme ................................................... 50 Table 4.5: Summary of Governance Theme ............................................................................ 61 Table 4.6: Summary of Cross-cutting Theme...................…………………………………. .71 Table 4.7: Summary of Key Priority Areas.......................…………………………………. .75 Table 5.1: Summary of Key Priority Areas............................................................................109 Table 6.1: Estimated Budgetary Allocations to Themes and Key Priority Areas (Percentage of Planned Fiscal Expenditures)…………………………………………………….120 LIST OF FIGURES Figure 1: Relationship between KPAs and Thematic Areas ...................................................... 2 Figure 2: Implementation Framework for MGDS II ............................................................... 85 19 EXECUTIVE SUMMARY The Malawi Growth and Development Strategy II The Malawi Growth and Development Strategy II (MGDS II) is the overarching medium term strategy for Malawi designed to attain Malawi‘s long term development aspirations. The strategy covers a period of five years from 2011 to 2016. It follows the successful implementation of the country‘s medium term strategy, the Malawi Growth and Development Strategy (MGDS) between 2006 and 2011. The objective of MGDS II is to continue reducing poverty through sustainable economic growth and infrastructure development. The MGDS II identifies six broad thematic areas, namely; Sustainable Economic Growth; Social Development; Social Support and Disaster Risk Management; Infrastructure Development; Governance; and Gender and Capacity Development. Within these six thematic areas, the MGDS II isolates nine key priority areas (KPAs), namely; Agriculture and Food Security; Transport Infrastructure and Nsanje World Inland Port; Energy, Industrial Development, Mining and Tourism; Education, Science and Technology; Public Health, Sanitation, Malaria and HIV and AIDS Management; Integrated Rural Development; Green Belt Irrigation and Water Development; Child Development, Youth Development and Empowerment; and Climate Change, Natural Resources and Environmental Management. The selection of the key priority areas is meant to sustain and accelerate economic growth within the available resources. Through the nine priorities within priorities and the thematic areas, the MGDS II maintains a balance among economic, social and environmental components of the economy. This will in turn reduce poverty and bring about prosperity in the medium term while accelerating attainment of the Millennium Development Goals (MDGs). Just like its predecessor, the process of developing MGDS II was highly participatory and consultative involving the Executive, through Central Government Ministries and Departments and local authorities across the country; the Legislature; Civil Society Organizations; Donors and Cooperating Partners; Non-Governmental Organizations; Private Sector; the Academia; Youth; Children; Women Groups; Faith Based Organizations and the general public. Macroeconomic Framework Successful implementation of MGDS II will largely depend on sound macroeconomic management and a stable political environment. This is necessary to attract investment and mobilize resources with which to finance the budget. The total revenue and grants are programmed to average 26.8 percent of Gross Domestic Product (GDP) during the implementation period. Total revenue is expected to average 21.1 percent of the GDP. The total government expenditure is expected to average 26.4 percent of GDP. Government will increase its capital expenditure during the period of MGDS II. The overall fiscal balance is expected to average 0.4 percent of the GDP. The MGDS II budget framework will be geared towards creating an enabling environment for private sector development and improving economic infrastructure such as energy, road networks, water systems and telecommunication. MGDS II Thematic Areas The MGDS II identifies six broad based thematic areas, namely; Sustainable Economic Growth; Social Development; Social Support and Disaster Risk Management; Infrastructure Development; Governance; and Gender and Capacity Development. 20 Theme 1: Sustainable Economic Growth Sustainable economic growth is key to poverty reduction and improvement in the living standards of Malawians. Over the past five years, Malawi registered progress in a number of areas including high economic growth, declining poverty levels, strong donor support, increased foreign direct investment and transformation in infrastructure. The country, however, faces a number of challenges such as inadequate energy generation and supply, narrow export base, climate change, environmental degradation, and unemployment. In order to address these challenges, the Government through MGDS II will continue implementing interventions aimed at ensuring sustainable economic growth. Emphasis will be placed on maximizing the contribution of potential growth sectors such as agriculture, mining and tourism, while creating an enabling environment for private sector participation and development; fostering job creation; empowering rural communities; ensuring equitable access to land; and enhancing sustainable use of the environment. The sustainable economic growth thematic area has eight sub-themes namely: agriculture; natural resources and environmental management; mining; private sector development, industry and trade; rural development; tourism, wildlife and culture; labour and employment; and land. Within the sub- themes, focus will be placed on wildlife and culture, labour and employment, and land. Whilst, agriculture, mining, natural resources and environmental management, industry, trade, integrated rural development, and tourism have been isolated as key priority areas. Wildlife: Wildlife is a valuable tourism resource as it can contribute significantly to incomes and employment. The sector, however, faces a number of challenges including poaching, poor supporting infrastructure, and low community participation in wildlife conservation. Government will continue to conserve and manage wildlife in both protected areas and natural habitats through, among other strategies, strengthening institutional capacity to manage protected areas and ecosystems. Culture: Culture is an important element to support tourism development. However, the sub- sector is not well developed. It lacks purpose-built cultural infrastructures such as museums, arts centres and the national archives buildings. Government will, therefore, undertake a number of initiatives to promote Malawi‘s culture. In the medium term, it is expected that there will be improved preservation of Malawi‘s cultural heritage and values, and increased promotion and development of Malawi's culture. Labour and Employment: A skilled and productive labour force contributes meaningfully to economic growth and improved living standards. As such, Government will implement the following strategies: promoting occupational safety health, promoting skills development, testing and certification, and establishing an effective and efficient labour market information system. Land: Land is a basic factor of production and an important source of livelihood. It is also a source of income, nation‘s wealth; and provides cultural identity and shelter. Government recognizes a number of challenges facing the sector, including: increased demand for land emanating from rapid population growth, high rate of urbanization and insufficient public awareness on land laws. Government therefore, will ensure that there is equitable access to land and tenure security; efficient management and administration system; and an ecologically balanced use of land and land-based resources. 21 Theme 2: Social Development High rates of population growth have far reaching implications on the social and economic development of a country. Consequently, provision of social services such as health and education in the country is greatly affected by the prevailing population dynamics. There are six sub-themes in this thematic area, namely: population; health; education; child development and protection; youth development and nutrition. From this theme health, education, child development, and youth development have been isolated as key priority areas. Nutrition: Government recognizes that malnutrition is a silent crisis. Many children especially in the rural areas are characterized by high levels of nutrition disorders such as stunting, wasting and underweight. A number of key strategies will be implemented to reduce the prevalence rate of nutrition disorders, including: promoting exclusive breastfeeding practices for children aged 0-6 months; preventing and controlling micronutrient deficiency disorders; and strengthening institutional and human capacities for the effective delivery of nutrition services. Population: Population influences all aspects of socio-economic development. Government through this strategy will pursue policies aimed at managing population growth. To achieve this, a number of strategies will be implemented, including: enhancing the provision, access, delivery and utilization of Sexual and Reproductive Health (SRH) services; advocating girls‘ education and delayed marriage; promoting the small family concept; and strengthening migration and national vital registration systems. Theme 3: Social Support and Disaster Risk Management Despite the food surplus that the country enjoyed during the implementation of the previous strategy as well as the reduction in poverty levels and the impressive economic growth, there are sections of the population that experience extreme poverty and still require social support. In addition, the country has been experiencing natural disasters that have negatively affected national development and led to loss of lives. Drought has also led to food insecurity in some places requiring humanitarian assistance. Government will, therefore, continue to provide social support to the vulnerable and to strengthen disaster risk management. Supporting the Vulnerable: Government will continue to refocus its attention on productivity enhancing interventions and provision of welfare support. Strategies to be implemented include enhancing and promoting predictable transfers to the most vulnerable and the ultra poor households, and promoting longer term skills oriented and asset enhancing interventions. Disaster Risk Management: The magnitude, frequency and impact of disasters have been increasing, due to climate change, population growth and environmental degradation. In responding to these challenges, Government will implement a number of strategies, including strengthening Disaster Risk Management (DRM) coordination mechanisms, developing an integrated national Early Warning System (EWS), and implementing mitigation measures in disaster prone areas. Theme 4: Infrastructure Development Infrastructure is a key component for creating an enabling environment for private sector driven growth and provision of timely and quality social services. There are five sub themes under infrastructure development, namely: energy; transport; water development; information and communication; and housing and urban development. From this thematic area, energy, 22 transport, and water development have been isolated as key priority areas. In addition to these key priority areas, Government will focus on the following: Air Transport: Government recognizes the need to continuously improve air transport infrastructure and services to enhance trade, tourism and investment. In the medium term, a number of outcomes will be achieved, including improved air safety and management in line with international standards; improved regulatory and institutional framework, and improved security in airports. Information and Communication: A well developed information and communication system is essential for the development of the country. In this respect, Government will continue to implement Information and Communication Technology (ICT) strategies that will facilitate E- services, increase public efficiency and grant citizen access to public services. This will entail among other things, developing a reliable, fast, adaptive and robust national ICT infrastructure that feeds into international networks; improving efficiency in delivering postal services; and developing public online services. Media and Communication: Media and communication provide alternatives to the public to express their developmental aspirations and priorities, and in shaping the public perception on a variety of important issues. Government will ensure that the population has access to timely and relevant information, and that there is popular participation of the citizens in development, governance and democratic processes. This will be achieved by implementing a number of strategies, including promoting screening of developmental video documentaries; promoting discussion forums on topical issues; and enhancing skills capacity of media personnel. Housing and Urban Development: Adequate and quality housing is one of the key indicators of development as it relates to basic needs and is crucial in assessing living conditions of a population. Government will aim at increasing access to decent housing and create a sustainable, economically and socially integrated urbanizing system. The key strategies will include promoting Public and Private Partnerships (PPPs) in housing delivery; scaling up the provision of basic infrastructure and services particularly in informal settlements; promoting national housing financing mechanisms; and enforcing rules and regulations on land use and physical plans. Theme 5: Governance Good governance minimizes distortionary incentives and ensures equitable allocation and distribution of public resources. It enhances public security and safety, and guarantees property and personal rights, which in turn creates a conducive environment for private sector investment. Government recognizes that the successful implementation of its development strategy depends on the prevalence of good governance. Government will, therefore, among other things, continue to address issues related to access to economic opportunity, private sector participation, efficient stewardship of public resources, promotion of democratic governance institutions, and justice and the rule of law. Focus will be placed on four sub themes, namely economic governance, corporate governance, democratic governance and public sector management. Economic Governance: Government recognizes that a stable macroeconomic environment is vital for economic growth and is a catalyst for investment and industrial development. To consolidate the economic gains achieved in the last five years, the economic governance sub- theme will aim at sustaining economic growth within a stable macroeconomic environment. In the medium term, it is expected that there will be strong evidence-based planning and 23 macroeconomic policy formulation; improved resource mobilization, allocation, and use of public resources; enhanced and diversified export base and improved access to financial services. Some of the key strategies that will be pursued include: harmonizing the national budget and priorities in the national development strategy; diversifying sources of government revenue; expanding and improving financial services to Micro, Small and Medium Enterprises (MSMEs); improving national procurement, audit and reporting systems and improving legal and regulatory framework of the financial sector. Corporate Governance: Government recognizes that good corporate governance is an important element in the creation of an enabling environment for rapid and sustainable private sector development. Thus, this strategy will pursue the goal of ensuring well regulated, transparent, accountable and efficient business systems. To achieve this, key strategies will include: improving and strengthening business regulatory framework; enhancing regulatory regime for parastatals; promoting the adoption of good corporate governance code of conduct; and promoting zero tolerance to corruption. Democratic Governance: Broad based growth and improvement in the quality of life and social wellbeing flourishes with good democratic governance. Government will therefore pursue strategies that will ensure the continuation of good democratic governance. The Democratic Governance sub-theme will focus on justice and rule of law, human rights, elections, and peace and security. On justice and rule of law, Government aims at fostering independence and credibility of the judicial system; promoting supremacy and respect for the constitution and promoting a people-centred, accessible, affordable, and expeditious justice system, among other strategies. Whilst on human rights, the focus will be on the promotion and protection of rights and freedoms enshrined in the country‘s constitution. With regard to elections, Government will continue to promote free and fair elections by enhancing credibility and management of electoral process and ensuring independence of elections governing bodies. Government will also ensure that peace and security continues to prevail as a prerequisite for ensuring a conducive environment for business and economic activity. Public Sector Management: Effective public sector management is necessary for efficient delivery of public goods and services. Government will therefore among other things, strive to achieve enhanced public service leadership; improved performance and service delivery in the public service; harmonized and evidence-based policies; and enhanced implementation of Public Sector Reform programmes. Theme 6: Gender and Capacity Development Gender, capacity development, research and development, Human Immunodeficiency Virus (HIV) and Acquired Immune Deficiency Syndrome (AIDS), nutrition, environment, climate change, population and science and technology are critical issues that cut across and impact on all sectors of the economy. This thematic area however, focuses on gender and capacity development. Gender: In Malawi, evidence has shown that the Millennium Development Goals (MDGs) targets that are lagging behind have very pronounced gender connotations. Government will, therefore implement a number of strategies to reduce gender inequalities in the country. These strategies include: promoting women entrepreneurship and involvement in cooperatives; promoting equal access to appropriate technologies and micro-finance schemes; advocating for affirmative action to increase representation of women in politics and decision making 24 positions; strengthening Gender Based Violence (GBV) service delivery systems; strengthening legal and regulatory framework; and mainstreaming gender at all levels. Capacity Development: Government recognizes the need to develop capacity at all levels for successful implementation of its development programmes. Government will, therefore, reorient and expand existing investment in infrastructure and equipment. It will also provide a conducive environment for the development of skills and knowledge to respond to the needs of the economy. The key strategies include developing and strengthening human and institutional capacities, mainstreaming capacity development in all sectors and promoting effective performance management systems. MGDS II Key Priority Areas The MGDS II has isolated nine key priority areas from the themes which are necessary to achieve rapid economic growth and improvement in the well-being of Malawians within the implementation period. The key priority areas are: Agriculture and Food Security; Energy, Industrial Development, Mining, and Tourism; Transport Infrastructure and Nsanje World Inland Port; Education, Science and Technology; Public Health, Sanitation, Malaria and HIV and AIDS Management; Integrated Rural Development; Green Belt Irrigation and Water Development; Child Development, Youth Development and Empowerment; and Climate Change, Natural Resources and Environmental Management. 1. Agriculture and Food Security Agriculture is key to food security, economic growth and wealth creation. The sector, however, faces a number of challenges including over dependence on rain-fed farming, low absorption of improved technologies, weak private sector participation, and lack of investment in mechanization. To address these challenges, Government will aim at enhancing agricultural productivity, diversification and food security through, among others, the following strategies: enhancing provision of effective extension services; enhancement of livestock and fisheries productivity; promotion of diversification of agricultural production for domestic and export markets; promoting dietary diversification; improving the functioning of agricultural markets; increasing national food storage capacity; and reducing post harvest losses. 2. Energy, Industrial Development, Mining and Tourism A well-developed and efficient energy system is vital for industrial, mining and tourism development. Government will therefore focus on increasing the generation, transmission and distribution of electricity and promote other energy sources with the aim of improving service delivery and increased output in the economy. To promote industrial development, Government will promote use of modern technology in manufacturing; facilitate accreditation of quality assurance institutions; undertake industrial reforms; promote product and market diversification; and promote value addition in existing and potential products. Government will also implement a number of strategies to promote mining and tourism sectors. These strategies include: enforcing legislations on sustainable use and management of mineral resources; promoting the development of high-quality tourism facilities in designated areas; providing infrastructure that is supportive to tourism and mining development; and promoting participation of both local and foreign investors in the tourism and mining industries. 3. Transport Infrastructure and Nsanje World Inland Port Good transport infrastructure is a catalyst for development. Better domestic and regional connectivity demands improved road, water, rail and air transport. While continuing with the improvement of the road network, Government will focus on rail and water transport infrastructure including the Nsanje World Inland Port. 25 4. Education, Science and Technology Rapid development in all sectors of the economy will require highly skilled and educated workforce, and the application of science and technology. To strengthen the education system and promote science, technology and innovation, Government will implement among others, the following strategies: constructing additional school infrastructure; training and recruiting additional teaching staff; improving scientific and technological infrastructure for research and development and strengthening innovation regulatory framework; and promoting adoption, transfer and utilization of appropriate technologies. 5. Public Health, Sanitation, Malaria and HIV and AIDS Management Government recognizes that a healthy population is necessary for sustainable economic growth and development. To ensure a healthy population, Government will among others, implement the following strategies: strengthening community health service delivery and health support systems; improving availability and access to maternal care services; strengthening initiatives for prevention, diagnosis and treatment of emerging non-communicable diseases; scaling up the delivery of Indoor Residual Spraying (IRS); scaling up of Long Lasting Insecticide Nets (LLINs). Government will also improve water and sanitation infrastructure and undertake public awareness and education campaigns to address the challenges in the areas of sanitation and hygiene. On HIV and AIDS management, Government will promote HIV Testing and Counselling (HTC); promote Prevention of Mother-to-Child Transmission of HIV (PMTCT); promote advocacy and awareness campaigns and behavioural change at all levels; and offer effective HIV and AIDS education and life skills programmes in all primary and secondary schools. 6. Integrated Rural Development The majority of Malawi‘s population live in rural areas. Thus, improvement of living standards for rural communities is critical to the development of the country. Government will use an Integrated Rural Development (IRD) approach to resuscitate rural economies and transform them into potential drivers of economic growth and development. IRD will set a platform for empowering rural people to exploit socioeconomic opportunities and tackle challenges for improving their livelihoods. To achieve this, Government will pursue a number of strategies, including: promoting the establishment of rural growth centres; providing basic amenities to the rural areas; promoting the establishment of satellite model villages; and promoting the rural electrification programme. 7. Green Belt Irrigation and Water Development Malawi depends on rain-fed agriculture, although she is endowed with vast water resources. Government will continue to embark on the Green Belt Irrigation initiative to utilize water from lakes and perennial rivers to enhance the country‘s production of a variety of crops, livestock and fisheries. To achieve this, Government will pursue a number of initiatives, including the following: developing irrigation infrastructure; enhancing technical and administrative capacities in irrigated agriculture; rehabilitating irrigation schemes and dams; promoting research in irrigation technology; developing potential groundwater resources; establishing piped water systems; rehabilitating water facilities throughout the country; and promoting user friendly technologies for water resource conservation and utilization. 8. Child Development, Youth Development and Empowerment Children and the youth constitute a significant proportion of the population of Malawi. It is therefore essential to invest in child development, youth development and empowerment. In the medium term it is expected that there will be equitable access to quality child development services; and increased absorption of skills, technology and innovations by the youth. In this 26 respect, strategies to be implemented include: promoting early childhood development and pre- primary education; protecting children against abuse; eliminating harmful cultural practices; improving youth‘s technical, vocational, entrepreneurial and life skills; and improving youth‘s access to credit facilities for entrepreneurship. 9. Climate Change, Natural Resources and Environmental Management Natural resources form a principal source of social well being and economic development in Malawi. However, these resources are under constant stress from climate change and unprecedented human, industrial and other developmental activities. To address this, Government will implement a number of strategies including: developing adaptation and mitigation measures to climate change related impacts; improving coordination of environment and natural resource programmes; promoting bio-diversity conservation programs; promoting development and implementation of Clean Development Mechanism (CDM) projects; promoting projects on waste management and air pollution and other environmentally friendly technologies and practices; and developing, conserving and protecting forest plantations and natural woodlands. MGDS II Assumptions The achievement of the above will be based on a number of assumptions including that the country: sustains and accelerates real GDP growth rates; continues to enjoy political stability; provides conducive macroeconomic environment; increases diversification and value addition of export commodities; provides effective aid and debt management; ensures availability of adequate resources and capacity; sustains good governance; and guarantees continued political will. Implementation Framework The MGDS II was formulated through a participatory process involving all stakeholders. This strategy represents views and ideas of various stakeholders on the path of development the country should follow in the next five years, 2011-2016. Implementation of this strategy will involve all stakeholders and government will align the national budget to this strategy. Other stakeholders including donors and cooperating partners will also align their programmes and support to the MGDS II. Monitoring and evaluation will be done through Sector Working Groups to ensure that it is inclusive and participatory. 27 CHAPTER 1 INTRODUCTION 1.1 Overview The Malawi Growth and Development Strategy II (MGDS II) is the overarching operational medium term strategy for Malawi for the next five years, 2011 to 2016. It is designed to attain the country‘s Vision 2020. The underlying philosophy of MGDS II is to continue creating wealth through sustainable economic growth and infrastructure development. It presents a policy framework that articulates issues related to both economic growth and social development. The MGDS II is meant to serve as a single reference document for policy makers in Government, the private sector, civil society, donors, the international community and co-operating partners on the country‘s socio-economic development priorities. The MGDS II is framed on six broad thematic areas namely; sustainable economic growth; social development; social support and disaster risk management; infrastructure development; governance; and gender and capacity development. The strategy recognizes that issues of gender and capacity development are cross cutting and therefore have been addressed under a separate theme. To ascertain immediate economic benefits for the people of Malawi, the MGDS II will in the next five years focus on the following nine key priority areas: Agriculture and Food Security; Transport Infrastructure and Nsanje World Inland Port; Energy, Industrial Development, Mining and Tourism; Education, Science and Technology; Public Health, Sanitation, Malaria and HIV and AIDS Management; Integrated Rural Development; Green Belt Irrigation, and Water Development; Child Development, Youth Development and Empowerment; and Climate Change, Natural Resources and Environmental Management. Figure 1 is a schematic view of the relationship between themes and KPAs. 1 Figure 1: Relationship between KPAs and Thematic Areas KEY PRIORITY AREA THEMATIC AREAS SUB-THEMES Agriculture and Food Agriculture, mining, natural resources Security Sustainable and environmental management, Economic Growth private sector development, industry Energy, Industrial & trade, rural development, tourism, Development, Mining, & wildlife & culture, labour & Tourism employment and land. Social Development Transport Infra. and Population, health, education, child Nsanje World Inland Port development & protection, youth development, and nutrition Education, Science and Technology Social Support and Disaster Risk Supporting the vulnerable and disaster Management risk management Public Health, Sanitation, Malaria and HIV &AIDS Management Energy, transport, water development, Infrastructure information & communication; and Integrated Rural Development housing and urban development Development Economic governance, corporate Green Belt Irrigation governance, democratic governance public and Water Development Governance sector management Child Development, Youth Gender & capacity development Development & Empowerment Gender and Capacity Development Climate Change, Natural KEY: Thematic Areas and Sub-themes Resources & Environmental Crosscutting all KPAs Management Thematic Areas and KPAs Relationship amongst KPAs 2 1.2 Main Assumptions of MGDS II The MGDS II is premised on the following assumptions:  The country sustains and accelerates real GDP growth rates to continue on its poverty reduction path;  Prudence in management of fiscal and monetary policies;  Continued political stability;  Conducive macroeconomic environment;  Increased diversification and value addition of export commodities to effectively drive export led growth;  Effective aid management and further improvement in domestic debt management;  Adequate resources and capacity to implement MGDS II activities;  Good governance is entrenched and institutionalised to avoid wastage of scarce resources;  Effective social protection programmes are designed to mitigate negative side effects of growth and development; and  Continued political will. 1.3 MGDS II Outline The MGDS II is organized as follows: Chapter 1 is an introduction and presents an overview and main assumptions of the strategy. Chapter 2 presents the background and outlines past development policies; Chapter 3 summarizes the macroeconomic environment and expenditure framework within which the MGDS II will be implemented. Chapter 4 presents in detail the thematic areas of the MGDS II while Chapter 5 presents the key priority areas. Finally, Chapter 6 presents the implementation, monitoring and evaluation framework. 3 CHAPTER 2 BACKGROUND The MGDS II succeeds the MGDS (2006-2011) as an overarching operational medium term national development strategy, designed to attain the nation‘s Vision 2020. It is a product of a highly consultative process involving a broad range of stakeholders. It therefore, represents a consensus on how Malawi can further accelerate the attainment of its development objectives. The MGDS II also incorporates lessons learnt from the implementation of the MGDS and simultaneously addresses the MDGs. The successful implementation of this strategy, therefore, requires commitment of all stakeholders. Government will spearhead the implementation of the MGDS II. However, all stakeholders including the private sector, civil society organizations, donors, cooperating development partners, and the general public have varying responsibilities in the implementation process to ensure the attainment of the set goals. 2.1 Overview of Development Policies Since the launch of the Malawi Vision 2020 on 31st March, 1998 Government has implemented two medium term national development strategies: Malawi Poverty Reduction Strategy (MPRS) and MGDS. The MGDS II, therefore, becomes the third national development strategy. It translates the goals and objectives that emerged from a nation-wide consultation process as reflected in Vision 2020. 2.2 National Development Policies 2.2.1 Malawi Vision 2020 Vision 2020 is a policy framework that sets out a long-term development perspective for Malawi. It emphasizes long term strategic thinking, shared vision and visionary leadership, participation by the population, strategic management and national learning. The Vision 2020 states that ―by the year 2020 Malawi as a God fearing nation, will be secure, democratically mature, environmentally sustainable, self-reliant with equal opportunities for and active participation by all, having social services, vibrant cultural and religious values and a technologically driven middle-income economy‖. 2.2.2 Malawi Poverty Reduction Strategy In May 2002, Government launched the MPRS which presented a first attempt to translate long-term vision into medium term focused action plans. The MPRS became the overarching medium term strategy of the Government for reducing poverty in the country. The goal of the MPRS was to achieve ―sustainable poverty reduction through empowerment of the poor‖. The MPRS was built around four strategic pillars namely: sustainable pro-poor growth; human capital development; improving the quality of life of the most vulnerable; and good governance. In addition, it had four key cross cutting issues namely: HIV and AIDS, gender, environment, science and technology. The implementation period for the MPRS was three years ending in the 2004/05 fiscal year. 4 In the second half of 2005, the MPRS was reviewed to draw lessons from its implementation. The lessons are summarized in the report ―Comprehensive Review of the MPRS 2005‖ and the findings informed the strategic direction of the MGDS. The notable achievement of the MPRS was the decline in poverty levels from 54.1 percent to 52.4 percent. Also important was the fact that Ministries and Departments implemented their activities in line with the MPRS framework. However, there were some short falls that hampered the implementation process. These included failure by Ministries and Departments to translate the activities into the budget and Medium Term Expenditure Framework (MTEF), slow implementation of the devolution process, and funding not based on priorities defined by MPRS. 2.2.3 Malawi Growth and Development Strategy Government launched the MGDS in 2007. It was designed as an overarching operational medium-term strategy for Malawi to attain the nation‘s Vision 2020 and the MDGs for the period 2006 to 2011. The main aim of the MGDS was to create wealth through sustainable economic growth and infrastructure development as a means of achieving poverty reduction. It presented a policy framework that balanced issues related to both economic growth and social development. To ascertain immediate economic benefits for the people of Malawi, the MGDS focused on the following six key priority areas: Agriculture and Food Security; Irrigation and Water Development; Transport Infrastructure Development; Energy Generation and Supply; Integrated Rural Development; and Prevention and Management of Nutrition Disorders, HIV and AIDS. These key priority areas were also expected to accelerate the attainment of the MDGs in the areas of health, education, gender, environment, and governance. They were isolated from the MGDS five thematic areas namely; sustainable economic growth; social protection and disaster risk management; social development; infrastructure development and improving governance. The MGDS recognized that issues of HIV and AIDS, science and technology, gender, empowerment and environment were cross cutting and as such they were streamlined within the five thematic areas. Annual reviews were conducted throughout the period of MGDS to draw lessons from its implementation. These lessons, among other things, informed the strategic direction of the MGDS II. 2.2.4 International Development Commitments The MGDS II recognizes Government‘s commitment to several global agreements and declarations including the MDGs, and the Plan of Implementation of the World Summit on Sustainable Development. Government through the MGDS II is committed to the MDGs as internationally agreed targets for eradicating extreme poverty and hunger; achieving universal primary education; promoting gender equality and empowering women; reducing child mortality; improving maternal health; combating HIV and AIDS, malaria and other diseases; ensuring environment sustainability; and developing global partnership for development. The country has made progress on all its targets and is on track to attain five of the eight MDGs targets by the year 2015. On eradicating extreme poverty and hunger, the poverty headcount has declined from 50 percent in 2005 to 39 percent in 2010 while the proportion of population below minimum level of dietary energy requirement has decreased from about 22 percent in 2005 to 15 percent in 2009. Under universal primary education, there has been an increase in primary school net enrolment from 73 percent in 2006 to 83 percent in 2009 while youth literacy rate 5 has increased from 74.9 percent in 2005 to about 84 percent in 2009. Progress has also been made on gender equality and empowerment of women. The ratio of girls to boys in primary school has increased from 0.95 in 2005 to 1.03 in 2009. The proportion of seats held by women in Parliament has significantly improved from 14 percent in 2004 to 22 percent in 2009 (Malawi MDG Report, 2010). In addition, progress has also been made on reducing child mortality and improving maternal health. Infant mortality rate has declined from 76 deaths per 1,000 live births in 2004 to 66 per 1,000 live births in 2010, while under-five mortality rate has declined from 133 deaths per 1,000 live births in 2004 to 112 deaths per 1,000 live births in 2010. Maternal mortality rate has declined from 984 births per 100,000 live births in 2004 to 675 births per 100,000 live births in 2010. The HIV prevalence rate among pregnant women aged 15 to 24 years has declined from about 14.3 percent in 2005 to 12 percent in 2009, while deaths associated with tuberculosis cases has declined from 19 percent in 2005 to 8 percent in 2009 ( DHS Report, 2010). Although progress has been made in all the goals, Malawi is still lagging behind in achieving targets in three goals, namely; improve maternal health, achieve universal primary education and promote gender equality and women empowerment. In this respect, efforts will be made to achieve all the MDG targets during the implementation of this strategy. 2.3 Situation Analysis The economy of Malawi is dependent on agriculture. The sector remains the country‘s main foreign exchange earner with tobacco, sugar, tea, coffee and cotton as major export products followed by manufacturing and tourism. The country‘s dependence on this sector renders its economy vulnerable to shocks hence the need to diversify. In recent years, efforts have been made to diversify the economy to other sectors such as mining, tourism and service sectors. Consequently, the contribution of other sectors including mining to GDP has increased over the years with agriculture declining from about 38 percent in 1994 to about 27 percent in 2010. Prior to MGDS implementation (2002 to 2005), GDP growth rate averaged 3.5 percent against the target of 5.2 percent. On the other hand, during the implementation period of the MGDS (2006 to 2011), the economy performed remarkably well, with an average real GDP growth rate of 7.5 per cent compared to a target of 6 percent. During the same period, inflation rate declined to single digit levels, and bank lending rate also declined. Over the past years, there has been significant reduction in the number of people living in poverty from 52 percent in 2004 to 39 percent in 2010. In addition the country has seen significant improvement in infrastructure development in the transport, health and education sectors. Consequently, there has been an increase in the provision of and access to social services. The proportion of the population with access to safe potable water and basic sanitation increased from 73 percent and 84 percent in 2005 to 80 and 93 percent, respectively, in 2010. HIV prevalence declined from 14 percent in 2005 to 12 percent in 2010. In the health sector, birth attended by skilled personnel increased from 38 percent in 2005 to 58 percent in 2010 and maternal mortality and infant mortality declined from 984 per 100,000 live births and 76 per 1,000 births to 675 deaths and 72 deaths, respectively during the same period. Life expectancy also increased from 40 years in 2005 to 49 years in 2010 (DHS, 2010). 6 Although Malawi has improved the welfare of its citizens, the country still faces a number of challenges including: insufficient energy generation and supply; high transportation costs; inadequate skilled human resource; inadequate financial resources; narrow export base; inadequate diversification; high illiteracy levels; high population growth; over dependence on rain-fed agriculture and HIV and AIDS pandemic. In addition, Malawi has challenges to meet some of the MDGs namely: improving maternal health, achieving universal primary education and promoting gender equality and empowering women. The themes and key priority areas in this strategy, therefore, aim to address the above challenges while consolidating the achievements attained during the MGDS implementation. 2.4 Overview of MGDS Implementation The MGDS has generally been effective as an instrument of achieving the country‘s developmental goals. Having experienced stagnant and at times negative growth spanning over 15 years prior to the implementation of the MGDS, poverty had increased significantly; incomes dwindled; and the livelihoods of the majority of Malawians adversely impacted upon. The introduction of MGDS has reversed some of these challenges. Although still not sufficient, Malawi has begun to record positive economic growth as well as impressive results on many MDGs indicators. 2.4.1 Aid Effectiveness At the start of the MGDS, Malawi received significant debt cancellations under the Heavily Indebted Poor Countries (HIPC) Initiative and the Multilateral Debt Relief Initiative (MDRI) in 2006 when the outstanding external debt stock was reduced from US$2.97 billion as of end 2005 to US$0.52 billion in August 2006. This debt relief led to increased fiscal space arising from the debt service savings, thus permitting increased Government spending on priority areas. The debt relief led to improved debt indicators thereby increasing the scope for the Government to acquire more external aid in the form of concessional loans. Aid disbursement remained stable over the last three fiscal years of MGDS implementation, 2007/08 to 2009/10. Traditional donors continued to provide the majority of the aid support with EU contributing the largest disbursements in 2009/10 Fiscal Year (FY) followed by World Bank and DfID. Other key donors were USAID, Norway and AfDB. During the same period, new donors like the Peoples Republic of China and the Republic of India began to play an increasingly important role. However, aid has been concentrated in a small number of sectors with Economic Governance being the largest recipient sector of overall donor support followed by Health; Agriculture; Education; and Water and Sanitation in that order in 2009/10 Fiscal Year. In contrast, the 5 smallest recipient sectors were Public Administration; Tourism, Wildlife and Culture; Energy and Mining; Gender, Youth Development and Sports; and Trade, Industry and Private Sector Development. During the same period, aid predictability was high but undermined by a couple of key donors with aid disbursement modalities shifting from Pooled Sector Support to General Budget Support. Budget Support increased to 30 percent in 2009/10 FY from 21 percent in 2008/09 FY of total donor receipts by Government while Pooled Sector Support declined from 24 percent in 2008/09 FY to 17 percent in 2009/10 FY. 7 In this regard, Government will assume that external resources will be forthcoming to support the MGDS II activities following international commitments made by the G8 Nations at the Gleneagles Summit in 2005 as well as similar commitments by both bilateral and multilateral donors. 2.4.2 Macroeconomic Performance MGDS projected a 6 percent annual GDP growth rate as the level at which meaningful poverty reduction would be achieved. The economy performed well as GDP growth rate averaged 7.5 percent at the end of the five year period. The above average growth rate emanated from good performance in strategic sectors such as agriculture, construction, mining and services. During MGDS implementation, domestic resource mobilisation increased as a share of GDP from 17.5 percent of GDP in 2006 to 22.6 percent of GDP in 2010 while expenditure averaged 35 percent of GDP. Expenditures throughout the period were within their MGDS target of 39 percent of GDP. Consequently, fiscal balances significantly improved to -2.9 percent of GDP. Within the same period, monetary policy was geared towards achieving price stability whilst providing sufficient room for private sector activity. Reserve money continued to be the nominal anchor for prices and money supply and its growth was programmed to expand at about the pace of nominal GDP to contain inflationary pressures and manage domestic demand. Subsequently, inflation declined from 10.1 percent in December 2006 to 6.3 percent in December 2010. 2.4.3 Sector Performance Agriculture: The country‘s introduction of the Farm Input Subsidy Programme (FISP) to smallholder farmers in the year 2005/06 has demonstrated the importance and value of investing in food crops as a step towards sustained economic growth and poverty reduction. The 2010 MDG Report attributed the country‘s sharp decline in poverty levels between 2005 and 2010 to FISP. Welfare Monitoring Survey1 reports indicate that the number of Malawians at risk of hunger has been decreasing overtime due to FISP. In the period before 2005 about 5 million Malawians were at risk of hunger. This reduced to about 500,000 in year 2008. Furthermore, maize production increased from 1.22 million metric tons in 2005 to 3.4 million metric tons in 2010 (Economic Report, 2011). Energy: During the implementation of MGDS, the sector registered a number of achievements including establishment of the Malawi Energy Regulatory Authority (MERA) in 2007; rehabilitation of Tedzani I & II in which 40MW of installed capacity was restored. In addition, there has been an increase in the percentage of households with access to electricity from 4 in 2005 to 9 in 2010. This is partly due to successful implementation of rural electrification program which has increased the number of trading centres connected to electricity from 45 in 2005 to 182 in 2010. Furthermore, there has been a decline in the proportion of population using solid fuels from 94.8 percent in 2005 to 78 percent in 2010. Education: Government implemented a number of programmes in the education sector leading to the following achievements: primary school net enrolment increased from 73 percent in 2006 to 83 percent in 2009. The proportion of pupils starting grade one who reach grade five increased from 69 percent in 2000 to 76 percent in 2008 (UNDP, 2010). 1 WMS reports (2007-2009) 8 Completion rate in primary school has improved from 26.8 percent in 2005 to 53 percent in 2008. Primary school dropout rate has declined from 22 percent in 2005 to 5 percent in 2008. Health: The sector registered a number of achievements including reduction in infant mortality rate from 76 per 1,000 in 2004 to 66 per 1,000 in 2010; reduction in under-five mortality rate from 133 per 1,000 in 2004 to 112 per 1,000 in 2010; reduction in maternal mortality rate from 984 per 100,000 in 2004 to 675 per 100,000 in 2010; reduction in the prevalence of HIV among 15-24 year old pregnant women attending antenatal care from 14 percent in 2004 to 12 percent in 2009; reduction in malaria in-patient case fatality rate from 7 percent in 2004 to 3.2 percent in 2010 and increase in proportion of births attended by skilled health personnel from 38 percent in 2004 to 75 percent in 2009 (DHS, 2010). Nutrition: A number of interventions were implemented to improve nutrition. The interventions include school health and nutrition programmes; vitamin A supplementations; and nutrition support programmes. These interventions have resulted in improvement of nutrition indicators. For instance, the percentage of underweight children decreased from 22 percent in 2004 to 13 percent in 2010 (DHS, 2010). Mining: During the implementation of MGDS, contribution of mining to GDP rose from 3 percent in 2005 to 10.8 percent in 2010 partly attributed to the Kayelekera Uranium Mine (Annual Economic Report, 2010). Transport: The transport sector carried out a number of interventions aimed at improving the quality of infrastructure. Some of the recent achievements include an increase in paved road network from 3,663 km in 2004 to 4,073 km in 2010; 215 km of the paved road network rehabilitated out of the 293 km during the same period (RA, 2011). The preparation of the Transport Sector Investment Plan (TSIP) will bring about coordinated and competitive development of all transport modes and enhancement of intermodal transport along the corridors. In addition, in the roads subsector Government has adopted the Road Sector Programme (RSP) to guide both the medium and long term investment programmes in the subsector. Water Development: The sector made notable achievements and these include increased adoption of improved irrigation technologies, construction of dams, rehabilitation of irrigation schemes and promotion of Water and Sanitation Hygiene (WASH). The country‘s proportion of the population with access to basic sanitation increased from 84 percent in 2005 to 93 percent in 2009. There was an increased percentage of the population with access to safe potable water from 73 percent in 2005 to 84 percent in 2009 (WMS, 2009). Natural Resources and Environmental Management: The sector registered remarkable progress in a number of areas including compliance with the Environmental Management Plans (EMP) of development projects and programs; setting standards on pollution control and waste management; increased public awareness on environment and natural resources management; increased land area under industrial plantations; improved protection of river catchment areas, increased land area under industrial plantations from 1609 ha in 2005 to 5784 ha in 2010; reduced tonnage of ozone depleting substances such as chlorofluorocarbons (CFC) from 5.9 tonnes in 2005 to almost zero in 2010; and increased customary land area planted with trees from 77,810 ha in 2005 with 194,524,672 trees to 187,791 ha with about 275 million trees planted in 2010 (Department of Forestry, 2010). 9 Tourism: To improve tourism, Government undertook a number of development projects that transformed the tourism landscape. These include construction of access roads to tourist sites in Mangochi; improvement of airports and airstrips and construction of Mpale Cultural Village. In addition, Government started constructing a 1500-seater International Conference Centre which is expected to boost the tourism potential of the country. Private Sector Development, Industry and Trade: A number of reforms were undertaken including establishment of a commercial court and simplification of trade regime. These reforms coupled with macroeconomic and political stability led to attraction of Foreign Direct Investment (FDI). According to the Reserve Bank of Malawi, FDI in 2010 amounted to USD 9.2 million. Science and Technology: During implementation of MGDS, Government carried out a number of reforms aimed at improving research and development and application of science and technology in the country. These reforms include establishment of the National Commission for Science and Technology as an apex body in all matters of research, science and technology; and review of the National Science, Technology and Innovation Policy; and development of the National Intellectual Property Policy. Rural Development: On rural development, a number of interventions were made to assist rural communities. These include community development programmes; subsidized farm inputs; rural industrialization; public works programme; construction of school buildings, teacher‘s houses and clinics; water supply schemes; and improvement of other rural social infrastructure. Wildlife and Culture: The sector registered a number of achievements and these include improved quality and standards of tourism units; improved wildlife conservation; animal translocation and restocking; construction and rehabilitation of national monuments and other cultural infrastructure; and research on national heritage. Land: Government implemented a number of initiatives including re-allocation of land to poor households largely through the Community Based Rural Land Development Project (CBRLDP) and introduction of land administration and management courses at tertiary level. The sector also embarked on design and implementation of a computerized title deed registration system. Population: Under this sub-sector, there was an increased provision of sexual and reproductive health services which raised awareness and contributed to a high proportion of the population using contraceptives. During the same period there was an increase in primary school girls‘ completion rate. These contributed to a reduction in the fertility rate from 6.0 in 2005 to 5.7 in 2010 (DHS, 2005; 2010). Child Development and Protection: A number of initiatives were implemented to address some of the challenges faced by children. Achievements include increased number of early child development centres from 5,945 in 2005 to 8,933 in 2010; increased primary school net enrolment; increased number of girls accessing primary level education thereby helping to achieve gender parity; and decreased infant mortality and child mortality rates. In addition, regulatory and policy framework for the protection of children has been put in place. Youth Development and Empowerment: Achievements under this sub-sector include; increased access to capital through the establishment of the Youth Enterprise Development Fund; expansion of 10 the university student intake; construction of secondary school boarding facilities for girls; improving access to sexual and reproductive health, HIV and AIDS services; and establishment of information centres. Social Support and Disaster Risk Management: A number of initiatives were implemented aimed at fighting poverty. These resulted in the decline of poverty incidence from 52 percent in 2004 to 39 percent in 2009. This trend was accompanied by a reduction in ultra-poverty from 22 percent in 2005 to 15 percent in 2009. This achievement is largely attributed to agricultural farm inputs subsidy programme which on average benefited 1.3 million Malawians per year since 2005. In addition, Government implemented Targeted Support to School Meals; Public Works programme; Village Savings and Lending; and Microcredit programmes. Government also continued piloting the Social Cash Transfer (SCT) programme. Information and Communication: A number of achievements were made including connection to the optic fibre cable resulting in improved delivery of telecommunication services; increased mobile phone coverage; increased provision of broadcasting services; increased postal and courier service and automation of some of Government‘s operations and services. Housing and Urban Development: Achievements registered under this sub-sector include the following: maintained houses under government lease, constructed Government Offices; conducted quinquennial valuations and supplementary valuation rolls; decentralized the Rural Housing Programme; commenced a National Slum Upgrading Programme; and developed Guidelines on Safer House Construction. In addition, Malawi Housing Corporation (MHC) continued to construct houses. Economic Governance: Malawi experienced a stable macroeconomic environment characterized by a high GDP growth rate, low inflation rate, a stable exchange rate, and sustainable levels of both domestic and foreign debt. The challenge is therefore to sustain and accelerate the positive economic growth and continue with a stable macroeconomic environment. Democratic Governance: The country experienced positive developments including successful presidential and parliamentary elections; a motivated civil service; a growing number of civil society and non-governmental organizations; and deepening constitutionalism. On justice and the rule of law a number of legal and policy reforms were carried out. These included legal and policy reforms, and the strengthening of some of the key institutions of governance that led to increased access to legal system. Gender: Achievements made under gender sector include increased proportion of women in the National Assembly from 14 percent in 2004 to 22 percent in 2009; increased number of women in decision making positions in public service; establishment of victim support units; and achievement of gender parity at primary school level. Capacity Development: Initiatives implemented in the public sector have had a number of positive results. These include an increased number of trained personnel in key sectors including health and education, institutional development of ministries, departments and organizations; establishment of Leadership Development Framework and implementation of the Public Sector reform program. 11 HIV and AIDS Management: Prevalence of HIV and AIDS among pregnant women within the age group of 15 to 24 years has declined from 15 percent in 2005 to 12 percent in 2009. Factors contributing to this positive development include increased awareness programmes in HIV prevention and behavioural change, increased access to a number of preventive interventions, increased access to HIV and AIDS Testing and Counselling (HTC) sites, and the PMTCT programme. Challenges Despite the achievements outlined above, the country still faces a number of challenges which MGDS II endeavours to address. The specific challenges are covered in the relevant sections of the strategy. 2.5 Lessons Learnt from Implementation of MGDS The following lessons from MGDS will strengthen the implementation of MGDS II:  Successful implementation of any national development strategy requires commitment from all stakeholders;  A strong indicator framework is critical for measuring progress towards defined goals, outcomes and targets;  Availability of data is crucial for monitoring progress of MGDS implementation;  Strengthened human and financial capacity is crucial for successful implementation of the MGDS;  Alignment of the national budget and sector strategies to the national development strategy; and  Alignment of donor support to the national development strategy. 2.6 The MGDS II Formulation Process Stakeholders Consultations: Just like its predecessor, the MGDS II is a product of a highly consultative and participatory process that identified specific themes and confirmed strategies to be employed. It is also acknowledged that successful implementation of the MGDS II requires commitment from all stakeholders including the public and private sectors, civil society organizations (CSOs), development partners, the international community, donors and the general public. To facilitate the formulation, Government established structures to guide and oversee the MGDS II formulation process. These structures include a ministerial committee to provide political guidance; a steering committee to provide policy guidance; and a core drafting team to provide technical expertise to the process. A number of consultative meetings and workshops were held with all stakeholders to seek their input in the strategy. The consultative meetings and workshops targeted all district councils, Government Ministries and Departments, civil society organizations and non-governmental organizations, the private sector, development partners, the academia, the youth, children and chairpersons and vice- chairpersons of parliamentary committees, and all the sixteen Sector Working Groups (SWGs). The MGDS II, therefore, represents the aspirations of all Malawians. However, it should be clear to all stakeholders that the real challenges lie in realizing MGDS II objectives and 12 targets. Unless the strategies contained in this document are implemented, the country‘s efforts in realizing its vision will have been wasted. Government is committed to ensuring the implementation of the MGDS II, using the Budget as the key tool and expects that all stakeholders will play their part in implementation as was the case at formulation stage. 13 CHAPTER 3 MACROECONOMIC FRAMEWORK 3.1 Introduction Malawi has since the year 2000 implemented two medium term national development strategies to address developmental challenges of the country. These strategies are the Malawi Poverty Reduction Strategy (MPRS) implemented from 2002 to 2005 and the Malawi Growth and Development Strategy (MGDS) from 2006 to 2011. From 2011 to 2016, Malawi will be guided by the MGDS II. This chapter lays out the macroeconomic framework for the MGDS II. The projections are primarily based on output from macroeconomic model for Malawi2. The overall goal of the MPRS was to achieve sustainable poverty reduction through empowerment of the poor. During the implementation of this strategy, GDP growth averaged 3.5 percent against the target of 5.2 percent. The main thrust of the MGDS was to reduce poverty through sustained economic growth and infrastructure development. During the implementation of this strategy, GDP growth averaged 7.5 percent against the target of 6 percent. This high growth rate emanated from agriculture, distribution, construction, mining and services sectors. Table 3.1 below compares the performance of the two strategies. Table 3.1: Real GDP Growth and Inflation Target Achievement MPRS (2002-2005) Real GDP 5.2 3.5 Inflation (end period) <10 16.9 MGDS (2006-2011) Real GDP 6.0 7.5 Inflation (end period) <10 6.33 During the MGDS implementation, fiscal balances averaged -2.9 percent of GDP due to improved fiscal management. Domestic resource mobilisation as a share of GDP increased from 17.5 percent in 2006 to 22.6 percent in 2010. Expenditures throughout the implementation period averaged 35 percent of GDP thus staying within the target of 39 percent of GDP. In addition, Government‘s domestic debt dropped to 16 percent of GDP from 25 percent of GDP registered at the beginning of MGDS. Over the same period, monetary policy was geared towards achieving price stability whilst providing sufficient room for private sector activity. Reserve money continued to be the nominal anchor for prices and money supply growth was programmed to expand at about the same pace of nominal GDP to contain inflationary pressures and manage domestic demand. Consequently, inflation eased significantly from 10.1 percent in December 2006 to 6.3 percent in December 2010. 2 MalawiMod is the macroeconomic model for Malawi used for the projections and is implemented by MDPC. 3 Actual inflation achievement at December 2010. 14 Monetary policy was largely accommodative to stimulate demand hence the bank rate was adjusted downwards by 2.0 percentage points in August 2010 from 15.0 percent to 13.0 percent. 3.2 Medium Term Macroeconomic Prospects The medium term projections for MGDS II are aimed at consolidating the gains achieved during the implementation of the previous strategy. Government will continue to pursue sound economic policies geared at increasing and sustaining economic growth, maintaining inflation rate at single digit, maintaining flexible exchange rate and improving foreign reserve position. [During the implementation period of the MGDS II, the economy is expected to achieve an average GDP growth rate of 7.2 percent]. The following sections provide the macroeconomic assumptions and projections employed to drive the economy during the MGDS II implementation. Table 3.2 below shows a summary of projections for key selected indicators. 15 Table 3.2: Summary of Selected Indicators, 2011-2016 2011 2012 2013 2014 2015 2016 OUTPUT AND PRICES (percentage growth) GDP at Constant Prices 6.9 7.1 7.4 7.3 7.4 7.3 GDP deflator 8.6 7.9 7.5 6.9 6.4 6.2 Inflation (annual average) 8.7 7.9 7.4 6.8 6.1 5.9 FISCAL OPERATIONS\1 (percent of GDP) Total revenue and Grants 32.1 29.8 28.3 27.7 27.2 26.8 Tax and non-tax revenue 24.2 24.1 24.2 24.1 24.0 24.0 Grants 7.9 5.7 4.2 3.6 3.2 2.8 Total expenditure 31.9 29.2 26.8 25.8 25.0 24.3 Overall balance 0.2 0.6 1.5 1.9 2.2 2.5 EXTERNAL SECTOR (percent of GDP) Exports of goods and services 22.8 23.2 23.7 24.1 24.6 25.0 Imports of goods and services 38.8 38.3 37.8 37.3 36.8 36.3 Current account balance -18.8 -17.3 -15.7 -14.4 -13.0 -11.7 Overall balance -7.8 -9.5 -10.0 -9.5 -8.8 -8.0 Source: Ministry of Development Planning & Cooperation, MalawiMod. \1 Fiscal numbers are reported on calendar basis. 3.2.1 Output and Prices The prospects for high growth in GDP are premised on the gains from MGDS and are projected to be largely driven by agriculture, mining, distribution, construction and services sectors. Consequently, private consumption is projected to increase by 6.7 percent due to improvements in real disposable income. Consumption in the smallholder sector is expected to grow significantly by 5.0 percent annually over the MGDS II period. An increase in national investment will be a catalyst for the projected growth which in turn will create broad based employment. Investment will be built on foundations laid in the previous strategy with emphasis in areas of infrastructure development, such as electricity generation and supply, transportation and irrigation. During the MGDS II implementation period, average annual inflation is expected to decline from 8.7 percent to 5.9 percent. Despite the risk of an increase in international commodity prices, domestic prices will be suppressed due to availability of domestically produced food stuff on the market as a result of continued policy on farm input subsidy program. 3.2.2 Fiscal Operations Fiscal policy in MGDS II will largely aim at restricting the growth of fiscal deficits. Government will endeavour to boost domestic resource mobilization, consequently reducing domestic borrowing. Increased public investment will be geared towards supporting export diversification and economic growth. Accordingly, during the implementation period, fiscal performance is expected to remain solid with overall fiscal balance for the period averaging a surplus of 1.5 percent of GDP. Total revenue and grants are projected to average 28.7 percent of GDP against an average total expenditure projection of 27.2 percent of GDP. On the other hand, domestic resources are expected to average 24.1 percent of GDP. Financing for MGDS II key priorities and themes will be through the national budget in the context of a three year Medium Term Expenditure Framework (MTEF). However, the 16 budgetary resources fall short of the needs-based resource requirements for the country to achieve all its objectives. It is expected that the resource gap will be complemented by the private sector and other stakeholders. The budgetary allocation to the key priorities and themes are presented in chapter six on the Implementation Framework while Annex 3 gives detailed needs-based resource requirement for MGDS II. 3.2.3 External Sector and Monetary Operations During the MGDS II implementation period, the goal will be to improve the current account position. Emphasis will be on pursuit of an export led growth with major investments in agriculture, manufacturing, mining, and tourism sectors. Within the agricultural sector the objective will be to increase the country‘s market share in traditional agricultural products such as sugar, cotton, coffee and tea as well as diversifying away from tobacco into wheat, cassava, macadamia nuts, fruits, pulses and vegetable commodities among others. This will also aim at increasing value addition on mining and tourism products. Monetary policy will continue to gear towards achieving price stability but at the same time giving sufficient room for private sector activity. Resonating around the projected strong economic growth, broadly defined money supply is expected to grow at a pace consistent with nominal GDP in a bid to contain inflationary pressures. Domestic credit will be expected to pick up in the medium term to support private activities and investment. Foreign direct investment will also be encouraged in the mining, tourism and manufacturing sectors to boost investment in the country. Private sector credit is envisaged to remain strong. It is expected that private sector growth will take advantage of a conducive macroeconomic climate projected in the MGDS II period. Over the same period, the exchange rate will continue to be market determined. 3.4 Challenges and Risks While the economy will be on a trajectory for growth over the period, there are several factors that may pose challenges and risks in attaining the growth rates projected in the strategy. Major risks include: (i) Unstable world economic output and commodity prices coupled with deteriorating terms of trade; (ii) Unpredictable and unreliable aid flows which can affect implementation of the fiscal policy; and (iii) Unfavourable weather conditions and natural calamities of disasters that can derail agricultural production in the country. 17 CHAPTER 4 THEMATIC AREAS The MGDS II rests on six thematic areas that are covered in this chapter. These themes holistically address all the needs of the country to achieve sustainable socio-economic development, but also attain the MDGs. It is believed that effective implementation of the strategies therein will take the Malawi economy to a higher level of development. It is, however, recognized that the resource envelope to finance the requisite activities is limited and hence the need to prioritise. The priorities within priorities which this strategy has identified emanate from these six themes. The six themes are: Sustainable Economic Growth; Social Development; Social Support and Disaster Risk Management; Infrastructure Development; Governance; and Cross-Cutting Issues. THEME 1: SUSTAINABLE ECONOMIC GROWTH Sustainable economic growth is key to poverty reduction and improvements in the living standards of Malawians. Over the past five years, Malawi's economic growth has continued to exceed expectations with an annual growth rate averaging 7.5 percent compared to the projected 6 percent. During the same period, poverty levels declined from 50 percent to 39 percent4. This is attributed to sound macroeconomic policies and a stable political environment. During the implementation of MGDS, Malawi also experienced strong donor support, increased foreign direct investment and transformation in infrastructure, among other developments. However, the country still faces a number of challenges such as inadequate energy supply, narrow export base, climate change, environmental degradation, and unemployment. To address these challenges, the Government through MGDS II will continue implementing interventions aimed at ensuring sustainable economic growth. These require action on multiple fronts to deliver on inclusive growth. In this respect, emphasis will be to maximize the contribution of potential growth sectors such as agriculture; tourism; and mining while creating an enabling environment for private sector participation and development; fostering job creation; empowering rural communities; ensuring equitable access to land; and promoting sustainable use of the environment. The Sustainable Economic Growth thematic area comprises eight sub-themes namely: agriculture; mining; natural resources and environmental management; industry, trade and private sector development; rural development; tourism; labour and employment; and land. Table 4.1 presents a summary of the long-term goals and medium-term expected outcomes of each of the sub-themes. 4 This figure 50 percent is for the year 2005 while 39 percent is for 2009. 18 Table 4.1: Sustainable Economic Growth Theme Sub Theme Goal Medium-Term Outcomes 1. Agriculture - refer to Key Priority Area (KPA) Chapter 2. Natural Resources Enhance sustainable  Increased forest cover; and and Environmental management of forest  Increased incomes from Management resources and their forestry products and services. contribution to national economy. 3. Mining - refer to KPA Chapter 4. Private Sector Develop and promote a  Improved environment for Development, conducive environment domestic and foreign Industry and Trade that will enhance investments created; inclusive private sector  Increased investments by both growth and local and foreign competitiveness. entrepreneurs; and  Improved productivity and market access of enterprises. 5. Rural Development 5.1 Decentralization Enhance decision-  Empowered local government making and structures; participation of local  Enhanced participation and communities in ownership of the development development planning programmes by local and implementation. communities; and  Improved coordination at district level. 5.2 Rural Improve living  Enhanced product diversification; Industrialization standards of rural  Reduced rural-urban migration; communities through  Reduced poverty among rural enhanced rural communities; and industrialization.  Increased employment for rural population. 6. Tourism, Wildlife and Culture 6.1 Wildlife Conserve and manage  Improved wildlife wildlife in both management; and protected areas and  Improved institutional and natural habitats. regulatory framework. 6.2 Culture Uphold and promote  Improved preservation of national heritage for Malawi‘s cultural heritage and identity, posterity and values; and development.  Increased promotion and development of Malawi‘s culture. 19 7. Labour and Stimulate and ensure  Improved labour productivity; Employment productive and decent  Increased gainful and decent employment for better employment for all; standards of living.  Strengthened legal, regulatory and institutional reforms;  Eliminated worst forms of child labour; and  Improved labour statistics. 8. Land Ensure equitable access  Improved equitable access to to land and tenure land and tenure security; security; efficient  Improved land planning, management and ecologically balanced land use administration system, and management; and and ecologically  Improved provision of balanced use of land and geospatial information. land-based resources. Sub-Theme 1: Agriculture The agriculture sector remains the main driver of economic growth in Malawi. It employs about 80 percent of the total workforce, contributes about 75 percent to foreign exchange earnings, and approximately 30 percent of gross domestic product (GDP). The sector contributes significantly to national and household food security. It is, therefore, evident that investing in agriculture will foster economic growth and development and assist in attaining the aspirations of Malawians as stipulated in the country‘s Vision 2020. Recognizing the importance of the sector in fostering economic growth for the country, the Government of Malawi has been allocating substantial resources during the implementation of the MGDS as compared to the period prior to the MGDS. The average sector‘s budget has been around 16 percent of the national budget for the five years of the MGDS implementation as compared to an average of 6.1 percent during the period before the MGDS. Average per capita spending on agriculture rose significantly from US$3.21 during the MPRSP period (2000-2005) to about US$16.25 during the MGDS period ( 2006- 2009).With the increased resources, the sector implemented a number of interventions in land resource conservation, research, extension, crops and livestock development and capacity building to improve productivity and enhance its contribution to the country‘s economic growth and contribute to the attainment of the MDGs of eradicating poverty and hunger by the year 2015. The country‘s introduction of the FISP to smallholder farmers in the year 2005/06 has demonstrated the importance and value of investing in food crops as a step towards sustained economic growth and poverty reduction. In the last six years to 2010, increased food production has contributed substantially to reduction of poverty and eradication of hunger in the country. Welfare Monitoring Survey5 reports indicate that the number of Malawians at risk of hunger has been decreasing overtime due to FISP. In the period before 2005 about 5 million Malawians were at risk of hunger. This number dropped to about 500,000 in 2008. Furthermore, maize production increased from 1.22 million metric tons in 2005 to 3.4 million metric tons in 2010. This high production partly contributed to the sector‘s average growth of 5 WMS reports (2007-2009) 20 6.4 percent per annum in recent years which is above the Comprehensive African Agriculture Development Programme‘s (CAADP) target of 6 percent. Government is therefore committed to enhance efficiency, effectiveness and sustainability in implementing FISP. Although there has been an increase in maize production and productivity, the sector still faces a number of challenges including low productivity, over dependence on rain-fed farming, low level of irrigation development, and low uptake of improved farm inputs. Furthermore, there are high transport costs, inadequate farmer organizations, insufficient extension services, inadequate markets and market information, limited access to agricultural credit, inefficient input and output markets and low technology development and transfer. To attain the sector‘s objectives and consolidate its contribution to economic growth, the sector has embarked on a coordinated approach to the implementation of programmes as outlined in Agricultural Sector Wide Approach (ASWAp). Focus areas are food security and risk management, agri-business and market development and sustainable land and water management. Other key areas include technology generation and dissemination and institutional strengthening and capacity building. Agriculture and food security is one of the Key Priority Areas and with details on goals, expected outcome and strategies in the next chapter. Sub-Theme 2: Natural Resources and Environmental Managemen Natural resources form a principal source of social well being and economic development in Malawi. However, these resources are under constant stress from unprecedented human, industrial and other developmental activities which if not curbed might generate irreversible outcomes in the long-term. The Malawi UNCA Report (2010) estimates that unsustainable natural resource use cost Malawi about US$ 191 million, or 5.3 percent of GDP in 2010. These activities have resulted into a reduction in the proportion of land under forest cover from 41 percent in 1990 to 35 percent in 2008 (MDGs Annual Report, 2009). This is compounded by increased climate variations experienced in the form of prolonged dry spells, droughts, floods and temperature variability, which in turn have negatively affected the performance of sectors such as agriculture, natural resources, irrigation and water development, and energy. During the past five years, the sector registered remarkable progress in a number of areas including compliance to the EMPs of development projects and programs; setting standards on pollution control and waste management; increased public awareness on environment and natural resources management; enhanced early warning; improved weather information systems; increased land area under industrial plantations from 1,609 ha in 2005 to 5,784 ha in 2010; and increased customary land area planted with trees from 77,810 ha in 2005 with 194,524,672 trees to 187,791 ha with about 275 million trees planted in 2010. Despite the above achievements, the sector still faces a number of challenges which require immediate attention for the country to sustain the development achieved so far. Some of these challenges include climate variability, weak institutional capacity for managing climate change, inadequate mainstreaming of climate change issues; weak enforcement capacity of laws and regulations; accelerated deforestation and poor land use management practices. 21 In Malawi, forestry resources form a principal part of natural resources and contribute significantly to the socioeconomic development of the country. They provide forest goods and services such as catchment conservation, employment, industrial poles, timber for construction, fruits, mushroom and grass for thatching houses, medicine and herbs among others. In view of this, Government through MGDS II will implement a number of interventions in the forestry subsector to sustain the country‘s development. Climate change, natural resources and environmental management are a key priority area with details in the next chapter. The following are the goal, expected outcomes and key strategies for the forestry sub-sector. Goal The goal is to enhance sustainable management of forest resources and their contribution to national economy. Medium-Term Expected Outcomes  Increased forest cover; and  Increased incomes from forestry products and services. Key Strategies  Developing, conserving and protecting forest plantations, customary estates and natural woodlands;  Strengthening institutional capacity of the sector;  Improving forestry extension services, research, and information management;  Enforcing and ensuring compliance with agreed national, regional, and international obligations and legislation; and  Promoting large, medium and small scale forest enterprises. Sub-Theme 3: Mining Malawi has rich mineral resources that if sustainably exploited would significantly contribute towards economic growth and development. These resources include coal, uranium, gemstone, limestone, dimension stones, gypsum and rock aggregates. It is expected that exploration activities currently going on will also reveal a lot of other mineral deposits. For example, recent discoveries indicate that the country has substantial deposits of Niobium, uranium and Zircon at Kanyika in Mzimba. Government recognises that development of the mining industry can significantly boost economic growth of the country through employment creation and generation of foreign exchange. During the implementation of MGDS, contribution of mining to GDP rose from 3 percent to 10 percent due to the opening of the Kayelekera Uranium Mine in 2009. The sector currently employs over 21,000 people. The overall value of all mineral exports improved from MK43 million in 2006 to over MK17.7 billion in 2010. This resulted in over MK2 billion in revenue generated by government in 2010. The sector increased its ability to supply mineral raw materials to industries by developing capacity of both small scale and large scale miners. 22 However, the sector faces numerous challenges including inadequate institutional capacity, outdated policies, low investment and non existence of a corporate entity to look at government and local Malawian shareholding in mining ventures. It is for this reason that Government, through the MGDS II will continue to create an enabling environment to attract more investments into the subsector. Mining is a key priority area with details on goal, outcome and strategies in the next chapter. Sub-Theme 4: Private Sector Development, Industry and Trade The private sector is the engine for economic growth and wealth creation. Government will continue to ensure creation of a conducive environment for private sector participation in industrial development and trade promotion. Increased industrial activities are critical for generating employment opportunities, expanded manufacturing base, enhancing value addition and diversifying exports. Besides enhancing foreign exchange earnings, trade promotion assists industries to benefit from economies of scale through expanded markets. In the past five years, the country has undertaken a number of reforms including the establishment of a commercial court and simplification of trade regime. These reforms coupled with macroeconomic and political stability have led to an increase in Foreign Direct Investment (FDI). Despite these achievements, the sector still faces a number of challenges including inadequate energy supply, weak institutional and regulatory framework, insufficient supportive infrastructure, narrow export base, inability to meet standards, limited information about trade opportunities, high cost of doing business, limited value addition, and limited credit facilities. Government, through MGDS II will continue implementing interventions in the sector. Trade and industrial development are key priority areas with details in the next chapter. The following are goal, expected outcomes and key strategies for private sector development. Goal The goal is to develop and promote a conducive environment that will enhance inclusive private sector growth and competitiveness. Medium Term Expected Outcomes  Improved environment for domestic and foreign investments created;  Increased investments by both local and foreign entrepreneurs; and  Improved productivity and market access of enterprises. Key Strategies The main strategies will include:  Fostering pro-business legal and regulatory reforms;  Providing supportive infrastructure and services for both start-ups and expanding enterprises;  Promoting growth of local MSMEs;  Promoting private sector investment in rural areas;  Strengthening the capacity of private sector supporting institutions and PPPs;  Enhancing dissemination of business information;  Promoting adoption of modern and appropriate technologies; 23  Establishing a national investment company; and  Promoting and strengthening the development of cooperatives. Sub-Theme 5: Rural Development Malawi‘s population is primarily rural based. It is estimated that 84.7 percent of the country‘s population lives in rural areas and is involved in smallholder agriculture with limited access to basic needs such as health, education and transport infrastructure. Government has prioritised decentralisation as a mechanism for improving rural livelihoods. The process provides people at district, and local levels with the ability to effectively plan and prioritise implementation of activities and democratically elect their local representatives. Furthermore, decentralization has offered a better mechanism for reducing bureaucracy; ensuring quality, timely and equitable provision of services; and enhancing transparency and accountability. During the past five years efforts have been made to assist rural communities by implementing a number of programmes including community development programmes; FISP, rural industrialization with One Village One Product (OVOP) initiative as one of the major components; public works programme through which construction of some school buildings was carried out; construction of teacher‘s houses and clinics; provision of water supply schemes; and improvement of other rural social infrastructure. However, there is a need to continue implementing programmes to improve livelihoods of the rural communities and generate sustainable long term economic growth. Emphasis will be on fostering participation, ownership, and empowerment of rural communities. In this respect Government through MGDS II will continue promoting decentralisation in the provision of services to rural communities. With decentralization at the core, an integrated approach to rural development will be pursued. Integrated Rural Development is thus one of the key priority areas to be covered in details in the next chapter. In this section, goal, expected outcomes and key strategies for decentralization and rural industrialization will be covered. Decentralization Decentralization is the process of devolving some of the government functions from central government (line ministries) to the local government (local authorities). With decentralization, implementation of programmes is improved since the local population is encouraged to actively participate at all levels of decision making. This in turn helps to promote transparency and accountability at the local level. Goal The goal is to enhance decision-making and participation of local communities in development planning and implementation. Medium-Term Expected Outcomes  Empowered local government structures;  Enhanced participation and ownership of the development programmes by local communities; and  Improved coordination at district level. 24 Key Strategies  Enhancing implementation of the decentralization process;  Strengthening community participation in development;  Strengthening coordination of local government systems;  Institutionalising the policy and oversight functions of the sectors that have devolved functions to the councils;  Promoting fiscal devolution and good financial management;  Strengthening the M&E system; and  Strengthening capacity of local government structures and stakeholders. Rural industrialization Most industries in Malawi are in urban areas due to lack of supportive infrastructure in rural areas. This has exacerbated rural unemployment, rural-urban migration, skewed development and poverty. Therefore, to foster balanced development, curb rural-urban migration and create employment for the rural population, government has been implementing rural industrialization. Goal The goal is to improve living standards of rural communities through enhanced rural industrialization. Medium Term Expected Outcomes  Enhanced product diversification;  Reduced rural-urban migration;  Reduced poverty among rural communities; and  Increased employment for rural population. Key Strategies  Promoting industrial projects in rural areas;  Promoting equal access to credit;  Strengthening and expanding OVOP initiatives in rural areas;  Promoting development of supportive infrastructure; and  Building capacity in product diversification, business management, and production processes. Sub-Theme 6: Tourism, Wildlife and Culture Tourism, wildlife and culture sector is one of the emerging sectors in Malawi with a potential to significantly contribute towards the country‘s socio-economic development. Overall, the sector estimates that the contribution of tourism to the economy has grown steadily over the years. The sector has the potential to generate revenue; create employment; and promote MSMEs, among others. In Malawi, the physical environment (including lakes, wildlife, and mountains) and culture are an integral part of the tourism industry as they are a source of tourist attraction and can positively contribute to eco-tourism development of the country. Lake Malawi and the beautiful mountains throughout the country are major tourist attractions. Sustainable management of biodiversity, natural resources and preservation of cultural values alongside development of appropriate infrastructure have potential to boost the tourism industry. 25 The sector registered a number of achievements during implementation of MGDS. These include improved quality and standards of tourism units; improved wildlife conservation; construction and rehabilitation of national monuments and other cultural infrastructure; research on national heritage; and animal translocation and restocking. For example, through the restocking programme, the number of animals moved to various protected areas increased from about 100 in 2005 to 283 in 2010 (Department of National Parks and Wildlife). Despite these achievements, the sector encountered a number of challenges such as inadequate supporting infrastructure; inadequate marketing of Malawi‘s tourism products and services; human-animal conflicts; inadequate conservation and awareness; and lack of purpose-built cultural infrastructure. Therefore, Government through MGDS II will continue implementing interventions in this sub-sector. Tourism is one of the key priority areas with details in the next chapter. Following are goals, expected outcomes and key strategies for wildlife and culture. Wildlife Tourism in Malawi is overwhelmingly wildlife and nature. It generates foreign exchange and contributes to economic growth. However, wildlife faces a number of challenges including poaching, low populations of animals in some protected areas; poor supporting infrastructure; low community participation in wildlife conservation; and insufficient institutional capacity. Goal The goal is to conserve and manage wildlife in both protected areas and natural habitats. Medium-Term Expected Outcomes  Improved wildlife management; and  Improved institutional and regulatory framework. Key Strategies  Strengthening institutional capacity to manage protected areas and ecosystems;  Improving law enforcement and effectiveness;  Reducing human – animal conflicts;  Promoting alternative livelihood sources for communities living around protected areas;  Promoting and regulating wildlife farming, utilization and trade;  Encouraging community wildlife conservation and monitoring;  Enhancing wildlife IEC programmes; and  Developing a database to monitor wildlife population trends. Culture Culture is another important aspect for tourism development. Malawi is endowed with a rich and diverse culture. The major challenge in the sub-sector is lack of purpose-built cultural infrastructure such as museums, arts centres and national archives buildings. Government, through MGDS II will therefore undertake a number of initiatives to promote Malawi‘s culture as outlined below. Goal The goal is to uphold and promote national heritage for identity, posterity and development. 26 Medium-term Expected Outcomes  Improved preservation of Malawi‘s cultural heritage and values; and  Increased promotion and development of Malawi's culture. Key Strategies  Preserve historical artefacts and upgrade retrieval system;  Preserve and construct national monuments;  Promote establishment of cultural centres;  Create public awareness on national heritage programs;  Promote and preserve local cultural diversity;  Promote research and documentation of Malawi‘s cultural and natural heritage; and  Enhance the sub-sector‘s institutional capacity. Sub-Theme 7: Labour and Employment Labour as a factor of production is a key component of growth. A skilled and productive labour force contributes meaningfully to economic growth and improved living standards. Earnings from employment drive consumption as well as investment which helps a country to realize sustained growth. Equal opportunity to employment is a right for all productive age- groups. In the last 5 years, the economy grew by an average of 7.5 per cent, and invariably creating employment. Robust labour statistics is needed to determine the number, level and type of employment created during these years. This is one of the challenges to be addressed by the strategy. It should be noted, however, that according to the Annual Economic Business Survey, private sector formal employment rose from 709,118 in 2005 to 897,277 in 2010. Other challenges in this sub-sector include low labour productivity, weak institutional and regulatory framework, inadequate skills development and lack of adherence to occupational safety and health standards. Recognizing that employment is cross-cutting, this strategy will emphasize labour intensive investments across all sectors to enhance employment generation and improve labour productivity. To achieve this, the strategy will pursue the following goal, medium term expected outcomes and strategies. Goal The goal is to stimulate and ensure productive and decent employment for improved standards of living. Medium-Term Expected Outcomes  Improved labour productivity;  Increased gainful and decent employment for all;  Strengthened legal, regulatory and institutional reforms;  Eliminated worst forms of child labour; and  Improved labour statistics. Key Strategies  Establishing an effective and efficient labour market information (LMI) system;  Promoting occupational safety and health;  Integrating child labour issues into development initiatives and interventions;  Integrating gender specific issues in all labour initiatives and interventions; 27  Reviewing, harmonizing and enforcing existing legislation on child labour;  Promoting labour intensive investments in the productive and service sectors;  Reducing all forms of discrimination in the labour market;  Promoting skills development, testing and certification; and  Promoting labour administration systems. Sub Theme 8: Land There are three legally recognized types of land tenure in Malawi: customary, public and private with customary land tenure being the most widespread category. Land is a basic factor of production and an important source of livelihood. It is a source of income, nation‘s wealth, and provides cultural identity and shelter. Appropriate land interventions can therefore yield multiplier effects to the entire economy. Such interventions include formulation and implementation of appropriate land management and administration policies. Over the past five years, Government implemented a number of initiatives including re- allocation of land to poor households largely through the Community Based Rural Land Development Project (CBRLDP) and introduction of land administration and management courses at tertiary level. The sector also embarked on designing and implementing a computerized title deed registration system. The major challenge facing the sector is increased demand for land emanating from rapid population growth, high rate of urbanization and improved economic growth. Other challenges include low institutional capacity, poor land practices, and insufficient public awareness on land laws. Goal The goal is to ensure equitable access to land and tenure security; efficient management and administration system; and ecologically balanced use of land and land-based resources. Medium Term Expected Outcomes  Improved equitable access to land and tenure security;  Improved land planning, ecologically balanced land use and management; and  Improved provision of geospatial information. Key Strategies  Promoting land ownership and title registration;  Providing physical development planning standards, management guidelines and legal framework;  Decentralizing land administration and management functions;  Developing a geospatial database and establishing a national Spatial Data Centre;  Preparing a National Spatial Framework for Strategic Physical Development Planning and Management;  Raising public awareness on land related laws, policies, and procedures; and  Developing mechanism for widespread dissemination of geographic information and digital mapping services. 28 THEME 2: SOCIAL DEVELOPMENT Social development is a major pillar for improving the well-being of Malawians. It contributes to reduction of poverty and plays a key role in raising economic productivity of the country. To achieve socio-economic development, Malawi requires a healthy and educated population that grows at a sustainable rate. High rates of population growth have far reaching implications on social and economic development of a country. Provision of social services such as health and education in the country is greatly affected by the prevailing population dynamics. Thus fertility, mortality and migration affect the population size, age- sex structure, life expectancy, dependency ratio and spatial distribution which in turn determine resource allocation. Over the last five years, Government has significantly improved the provision of social services in health, education, child development and protection, youth development, nutrition and HIV and AIDS management. In addition, the country‘s fertility rate has dropped from 6.0 in 2005 to 5.7 in 2010 (DHS 2005, 2010). However, the fertility rate is still high and remains a challenge to socio-economic development of the country. Recognizing the interrelated nature of population and socio-economic development, Government through this strategy will implement interventions focusing on population, education, health, child development and protection, youth development and nutrition. Table 4.2: Summary of Social Development Theme Sub-theme Goal Medium Term Expected Outcomes 1. Population Manage population  Reduced fertility rate; and growth for sustainable  Well managed migration. socio-economic development. 2. Health – refer to KPA chapter 3. Education– refer to KPA chapter 4. Child Development and Protection – refer to KPA chapter 5. Youth Development– refer to KPA chapter 6. Nutrition A well nourished  Reduced prevalence rate of nutrition population that disorders effectively contributes to economic growth. Sub-Theme 1: Population Population influences all aspects of socio-economic development. Due to high fertility rate, Malawi‘s population is growing rapidly at 2.8 percent per annum (PHC, 2008). This high population growth exerts pressure on provision of social services especially schools and health facilities and environment among others, resulting in decreased welfare of the average Malawian. During MGDS implementation, Government increased the provision of sexual and reproductive health services which raised awareness and contributed to an increase in the proportion of the population using contraceptives. During the same period there was an 29 increase in primary school girls‘ completion rate. These have contributed to a reduction in the fertility rate from 6.0 in 2005 to 5.7 in 2010 (DHS 2005, 2010). The slight reduction in fertility rate underlines the major challenges that exist. These challenges include relatively low access to contraceptives, low women empowerment, high dropout rate amongst school going girls and early marriages. To address the above challenges, Government through this strategy will pursue the following goal, outcomes and key strategies. Goal The goal is to manage population growth for sustainable socio-economic development. Medium - Term Expected Outcomes Medium term expected outcomes include the following:  Reduced fertility rate; and  Well managed migration. Key Strategies In responding to challenges posed by demographic dynamics, Government will implement the following strategies:  Enhancing the provision, access, delivery and utilization of SRH services to all including the vulnerable and disadvantaged groups;  Advocating girls‘ education and delayed marriage;  Promoting the small family concept;  Providing SRH education for both in- and out-of-school sexually active population;  Strengthening migration and national vital registration systems; and  Addressing the vulnerabilities caused by population ageing, migration and rapid urbanization, and the interdependence of population and the environment. Sub-Theme 2: Health A healthy population is key to increased productivity and sustainable economic growth. There is a strong correlation between health status and level of development. In general poor health is costly to households and the economy. In particular, access to health care is low among the rural poor and the cost of maintaining better health is high. The country‘s health indicators show that there are a number of challenges including high prevalence of preventable diseases, high mortality rates, high prevalence of HIV, high incidence of malaria cases, high incidence of TB cases, limited access to maternal health services, low institutional capacity, inadequate supply of essential drugs and inadequate health infrastructure. During the implementation of MGDS, the country registered a number of achievements including reduction in infant mortality rate from 76 per 1,000 in 2004 to 66 per 1,000 in 2010; under five mortality rate from 133 per 1,000 in 2004 to 112 per 1,000 in 2010; maternal mortality rate from 984 per 100,000 in 2004 to 675 per 100,000 in 2010; and HIV prevalence from 11.8 percent in 2004 to 10.6 percent in 2010 (DHS, 2004 and 2010). In addition there has been a reduction in malaria in-patient case fatality rate from 7 percent in 2004 to 3.2 percent in 2010 (Malaria Indicator Survey, 2010); increase in TB cure rate from 74 percent in 2004 to 88 percent in 2010 (Health Sector Annual Report, 2010) and increase in 30 proportion of births attended by skilled health personnel from 38 percent in 2004 to 75 percent in 2009 (WMS, 2009). Despite these achievements, the country still faces a number of challenges including high prevalence of diseases, high mortality rates, high prevalence of HIV, high incidence of malaria cases, limited access to maternal health services, low institutional capacity, inequitable access and utilization of EHP services, inefficiency of health care system, high prevalence of health risk factors, inadequate supply of essential drugs, and inadequate health infrastructure. To adequately address health challenges and to raise the health status of all Malawians, Government has identified Public Health, Sanitation, Malaria and HIV and AIDS Management as a key priority area. Details of the goals, outcomes and strategies of the health sub-theme are presented in the next chapter. Sub-Theme 3: Education Education is essential for social-economic development and industrial growth. It is an instrument for empowering the poor, the weak and the voiceless as it provides them with equal opportunity to participate in local and national development. It is through education that group solidarity, national consciousness and tolerance of diversity is enhanced. In essence, Government wishes to ensure better access and equity, relevance and quality, good governance and efficient management in all education sub-sectors. The sector is directly linked to the two MDGs namely 1) achieve universal primary education, and 2) promote gender equality and empower women. During the last five years, Government carried out a number of initiatives aimed at improving quality and relevance of education as well as access to education. Within this period primary school curriculum was revised and new teaching and learning materials procured and distributed. Teacher training was expanded using Teacher Training Colleges (TTCs) and Open Distance Learning (ODL). Primary school net enrolment increased from 73 percent in 2006 to 83 percent in 2009. According to the Education Management Information System (EMIS 2010), dropout rate at standard one declined from 23 percent in 2005 to 12.7 percent in 2010. Survival rate at standard eight improved from 26.1 percent in 2005 to 48.8 percent in 2010. In addition, 17 girls‘ hostels each of a maximum capacity of 224 beds were constructed. Furthermore, enrolment in public technical colleges increased from 800 students in 2005 to 1,326 in 2010. Despite these achievements, the country is still constrained by a number of challenges which render the education system inefficient and inequitable. Some of the challenges include: high illiteracy rate; limited integration of students with special needs; shortage of qualified teachers; inadequate and inferior physical learning infrastructure; poor participation of school committees and their communities in school management; inadequate teaching and learning resources such as libraries; laboratories and computers; low enrolment of girls in technical institutions; relatively high unit cost of training a student in the public universities and technical colleges; and limited human capacity and material resources. Recognizing the important role education plays in the country‘s development, Government has identified education as one of the key priorities. Key outcomes and strategies are discussed in detail in the next chapter under Education Science and Technology key priority area. 31 Sub-Theme 4: Child Development and Protection Children are the future of every nation. In Malawi, children aged 0 to 9 years, constitute a significant proportion of the population. Investing in child development guarantees future human capital and productivity. Children are vulnerable to abuse, violence, neglect, malnutrition and subject to harmful cultural practices. The AIDS pandemic has hit children hard by creating a growing number of orphans and making them destitute. They therefore need special protection so that they grow into productive and responsible citizens. Over the past five years, progress was made in addressing some of the challenges faced by children. For example, Early Child Development Centres were increased from 5,945 in 2005 to 8,933 in 2010 (Ministry of Women, Children and Community Development). In addition, primary school net enrolment increased; the number of girls accessing primary level education rose to almost achieving gender parity; and infant and child mortality rates decreased. Regulatory and policy framework for the protection of children was also put in place. Nevertheless, children in Malawi still face a number of challenges which are of social, economic, political and cultural in nature. These threaten their individual potential and the future of the nation in general. It is in this context that addressing child issues is one of the priorities of Government‘s development agenda. Key outcomes and strategies are discussed in detail in the next chapter under child development, youth development and youth empowerment key priority area. Sub-Theme 5: Youth Development The youth, aged 10 to 29 years, constitutes a significant and growing labour force for the country. They provide a vast human resource potential, which, if properly nurtured can greatly contribute to sustainable economic growth and development. The youth are energetic, industrious, and willing to learn and adopt new innovations. Over the past five years some progress has been made in addressing challenges faced by the youth. These include increased access to capital through the establishment of the Youth Enterprise Development Fund; expansion of the university student intake; improved technical and vocational training, construction of secondary school boarding facilities for girls; improving access to Sexual and Reproductive Health, HIV and AIDS services; and establishment of information centres. Nonetheless, there still exist a number of social, cultural and economic factors that limit the youth‘s contribution to sustainable economic growth and development. Some of these limiting factors include high illiteracy and innumeracy levels; inadequate technical, vocational and entrepreneurial skills; limited access to credit facilities; high unemployment rate; poor access to guidance and counselling services; poverty and deprivation; marginalization in decision making processes; early marriages and teenage pregnancies. High prevalence of HIV and AIDS and limited access to SRH services further compounds the ability of the youth to meaningfully contribute to socio-economic development of the country. Recognizing the potential that the youth have in fostering the growth of the economy, Government has included Youth Development and Empowerment as a key priority area in this development strategy. Sub-Theme 6: Nutrition Adequate nutrition is a prerequisite for human development. It is critical for one‘s physical and intellectual development, and work productivity hence an integral element for the socio- economic development. It is also important in the attainment of most MDGs particularly those related to hunger and poverty, education, child and maternal health, and mitigation of HIV and AIDS. Government having recognized that malnutrition is a silent crisis and is characterized by high levels of nutrition disorders such as stunting, wasting and underweight, 32 included prevention and management of nutrition disorders amongst the priority intervention areas. Sufficient nutrition is crucial for building and maintaining the immune system to enable it fight infections. In the absence of adequate nutrition, the body‘s immune system is weak and vulnerable to attack by various infections. This affects one‘s productivity and quality of life. One such infection is HIV and AIDS. The interaction between HIV and AIDS and nutrition will be discussed in detail under Public Health, Sanitation, Malaria and HIV and AIDS Management key priority area in the next chapter. During the last five years, Government implemented a number of interventions to improve nutrition. The interventions included school health and nutrition programmes; Vitamin A supplementations; and nutrition support programmes. These interventions have resulted in improvement of nutrition indicators. For instance, the percentage of underweight children decreased from 22 percent in 2004 to 13 percent in 2010 (DHS, 2010). In addition, iodine status improved among school aged children and women. Outcomes of severely malnourished children also improved as a result of early case detection and timely treatment. However, the country still faces a number of challenges mainly emanating from the underlying causes of under-nutrition. These include low household incomes, poor child feeding and care practices, inadequate education and lack of knowledge which lead to poor food processing and utilization and sometimes cultural beliefs which deny women and children consumption of high nutritive value foods. Other constraints include low institutional capacity and inadequate mainstreaming of nutrition in sectoral programmes. To address these challenges, Government will continue to place nutrition issues on its development agenda. Goal The goal is to have a well nourished population that effectively contributes to development of the country. Medium-Term Expected Outcome In the medium term, it is expected that there will be reduced prevalence of nutrition disorders. Key Strategies Key strategies include:  Promoting exclusive breastfeeding practices for children aged 0-6 months;  Promoting optimal feeding practices for children aged 6-24 months and beyond;  Promoting optimal feeding of a sick child during and after illness;  Promoting the prevention, control and treatment of micronutrient deficiency disorders, particularly those caused by Vitamin A, Iodine and Iron deficiencies, including food fortification;  Improving access to nutrition supplements for malnourished children, expectant, lactating mothers, the elderly and physically challenged;  Promoting access to at least one nutritious meal and related health and nutrition services for the school-going children;  Strengthening capacities for households and communities to attain adequate nutrition;  Preventing and controlling nutrition related non-communicable and other diseases;  Scaling up innovative interventions in quality management of malnutrition among the 33 various population groups;  Strengthening institutional and human capacities for the effective delivery of nutrition services;  Promoting health lifestyles; and  Promoting production and access to high nutritive value foods for diversified and nutritious diets. THEME 3: SOCIAL SUPPORT AND DISASTER RISK MANAGEMENT Poverty headcount and extreme poverty levels have declined significantly since 2005. The country has also experienced improved economic growth averaging 7.5 percent per year. However, despite the reduction in poverty levels and impressive economic growth, there are still sections of the population in extreme poverty that still require social support. In addition, the country has been experiencing a number of disasters that have negatively affected national development and led to loss of lives due to inadequate early warning infrastructure and mitigation measures. Despite the food surplus the country enjoyed during the last five years, natural disasters such as drought led to food insecurity in selected districts which required humanitarian assistance. This theme is therefore aimed at continued provision of social support to the vulnerable and strengthening disaster risk management. Over the last five years, a number of initiatives were implemented aimed at fighting poverty. These resulted in the decline of poverty incidence from 50 percent in 2005 to 39 percent in 2009. This trend was accompanied by a reduction in ultra-poverty from 22 percent in 2005 to 15 percent in 2009. This achievement is largely attributed to agricultural FISP which on average benefited 1.3 million Malawians per year since 2005. In addition, the Government implemented Targeted Support to School Meals, Public Works Programme, Village Savings and Lending and Microcredit programmes and continued piloting the SCT programme. Table 4.3: Summary of Social Support and Disaster Risk Management Theme Sub-theme Goal Medium Term Expected Outcomes 1. Supporting the Improve resilience and  Improved asset base and productive Vulnerable quality of life for the capacity of the poor; and poor to move out of  Improved social security interventions. poverty and vulnerability. 2. Disaster Risk Reduce the social,  Strengthened capacity for effective Management economic and preparedness, response and recovery. environmental impact of disasters. Sub-Theme 1: Supporting the Vulnerable Vulnerability is defined as people‘s inability to meet their basic needs due to exposure to a hazard and lack of resilience. In Malawi, the most vulnerable include the elderly, the chronically sick, orphans and other vulnerable children, persons with disabilities, and destitute families. These categories of people are vulnerable to risk and lack resilience, which constrains them from engaging in higher economic return activities to enable them move out of chronic poverty and ultimately above the poverty line. 34 During the last five years, implementation of the SCT managed to increase the assets of the poor while the School Meals programme resulted in an upsurge in primary school attendance and retention. In all, the proportion of the disadvantaged receiving conditional and unconditional cash transfer increased from 4 percent in 2005 to 37 percent in 2010. At the same time the Public Works Program increased its coverage from 130,000 people in 2009 to 335,225 in 2010. The government also developed National Social Support framework to guide the design and implementation of social support interventions. Despite these achievements, social support activities continue to face challenges. These challenges include: unavailability of regulatory instruments for programme implementation which compromise beneficiary targeting, financial sustainability and continuity of programmes. In addition, direct assistance and social transfers were limited in coverage largely due to financial constraints. In the next five years, Government intends to refocus its attention on productivity enhancement interventions that are developmental in nature as well as provision of welfare support to improve social economic status of the vulnerable section of the population. Goal The goal is to improve resilience and quality of life for the poor to move out of poverty and vulnerability. Medium-Term Expected Outcomes In the medium-term, it is expected that Malawi will have attained:  Improved asset base and productive capacity for the poor; and  Improved social security interventions. Key Strategies The expected outcomes above will be achieved through implementation of the following key strategies:  Enhancing and promoting predictable transfers to the most vulnerable and the ultra poor households;  Promoting longer term, skills oriented and asset enhancing interventions;  Establishing coherent and progressive social support synergies;  Promoting existing livelihood activities for the poor;  Promoting village savings and loans programmes; and  Improving and scaling up the Social Cash Transfer Programmes. Sub-Theme 2: Disaster Risk Management Malawi faces a number of disasters, both natural and manmade which include floods, drought, strong winds, hailstorms, landslides, earthquakes, pest infestations, disease outbreaks, fire, accidents, refugee influx and civil strife. The magnitude, frequency and impact of disasters have been increasing, in light of climate change, population growth and environmental degradation. Disasters disrupt people‘s livelihoods, endanger human lives and food security, damage infrastructure and hinder economic growth and development among others. Disasters also increase poverty of rural and urban households and erode the ability of the national economy to invest in key social sectors which are important to reducing poverty. Poor households, particularly female headed are more vulnerable to disasters since women 35 tend to be more reliant on the environment than men for food and are primary gatherers of water and firewood. It is, therefore, important to address disaster risks for the socio-economic development of the country. Currently the DRM is facing a number of challenges which include, lack of policy and strategy to effectively coordinate DRM activities; inadequate institutional capacity both at local and national levels to effectively carryout DRM activities; insufficient coverage and depth of disaster reduction activities; lack of an updated and upgraded risk assessment system for early warning; limited investment in knowledge and education for disaster risk reduction; and non-existence of a multi stakeholder forum for coordination of disaster risk management activities. In the next five years, Government will implement a number of activities aimed at improving preparedness, response and recovery from disaster, and risk management. Goal The goal is to reduce social, economic and environmental impact of disasters. Medium-Term Expected Outcome In the medium term, it is expected that Malawi will have attained strengthened capacity for effective preparedness, response and recovery. Key Strategies In responding to the challenges faced within the DRM, government will implement the following strategies:  Developing and strengthening DRM policy and institutional frameworks;  Mainstreaming DRM into policies, strategies and programmes;  Strengthening DRM coordination mechanisms among stakeholders;  Enhancing capacity on the use of GIS and other remote sensing technologies;  Developing an integrated national EWS;  Implementing mitigation measures in disaster prone areas;  Promoting awareness, access, distribution and utilization of reliable and relevant DRM information; and  Incorporating DRM in all school curricula. THEME 4: INFRASTRUCTURE DEVELOPMENT Infrastructure is one of the key prerequisites for economic growth. It is a key component for creating an enabling environment for private sector driven growth and provision of timely and quality social services. Government has singled out energy, transport and water development as some of the key priority areas for the MGDS II. It is envisaged that development of the prioritized infrastructure will contribute to the realization of sustained economic development for Malawi. There are five sub themes under infrastructure development, namely: Energy, Transport; Water Development; Information and Communication; and Housing and Urban Development. Out of these, energy, transport and water development will be discussed in detail in the chapter on key priority areas. 36 Table 4.4: Summary of Infrastructure Development Them Sub-theme Goals Medium Term Expected Outcomes 1. Energy-refer to KPA 2. Transport 2.1. Air Ensure a safe, efficient and  Improved safety and management in transport competitive aviation accordance with international standards; industry  Improved reliability and competitiveness;  Improved regulatory and institutional framework; and  Improved security in airports. 3. Water Development -refer to KPA 4. Information and Communication 4.1.Information Increase utilization of ICT,  Improved ICT broadband infrastructure; and ensure universal access to  Increased usage and access to communication ICT products and services to information, communication services; improve service delivery in  Improved postal and broadcasting both public and private services; sectors.  Improved ICT governance; and  Enhanced ICT capacity for the general public. 4.2. Media and Ensure that the population  Increased access to information. communication has access to timely and relevant information, and increase popular participation of citizens in development, governance and democratic processes. 5. Housing and Urban Development 5.1. Housing Increase access to decent  Increased availability of affordable and housing with particular decent houses. attention to low income households. 5.2.Urban Create a sustainable,  Improved and sustainable urbanization development economically and socially system with a view to reducing slums. integrated urbanizing system. Sub -Theme 1: Energy A well-developed and efficient energy system is vital for socio-economic development. In this respect, increasing generation capacity, improving transmission, distribution and supply of electricity will contribute to an efficient energy system in the economy. Improving the distribution and supply of other energy sources will complement an efficient energy system. During the implementation of the MGDS, the energy sector registered a number of achievements including establishment of the Malawi Energy Regulatory Authority (MERA) in 2007; pre-feasibility study on construction of an Oil Pipe line from Beira to Nsanje which revealed viability of the Oil Pipe line project; rehabilitation of Tedzani I & II in which 37 40MW of installed capacity was restored; training of 400 biomass briquette producers, 100 briquette stove producers, 230 ceramic liner producers, and establishment of 20 briquette production centres, 24 briquettes stove production centres and 7 ceramic liner production centers in the cities as alternative energy sources to reduce dependence on charcoal and firewood. As a result of promotion of use of alternative sources of energy, there has been a decline in the proportion of the population using solid fuels from 94.8 percent in 2005 to 78 percent in 2010. In addition, there has been an increase in the percentage of households with access to electricity from 4 in 2005 to 9 in 2010. This is partly due to successful implementation of rural electrification program which has increased the number of trading centres connected to electricity from 45 in 2005 to 182 in 2010. Furthermore, within the same period, 6 villages were energized with Solar/Wind hybrid systems and this too has contributed to the increased access to electricity. Despite these achievements, energy generation capacity in Malawi is low and has often been cited as one of the major constraints to industrial development. Recognizing the importance of energy in the economic development of the country, Government has put energy as one of the key priority areas in this development strategy. Sub-Theme 2: Transport Efficient transportation system provides better connectivity to local, regional and international markets. This reduces cost of production and marketing of goods and services through, among other things, reduction in lead times. Thus investment in the transport system plays a major role in socio-economic development. This investment involves the development of infrastructure and provision of services in all modes of transport, namely road, rail, air and water. Furthermore, the provision of high quality and affordable transport infrastructure improves access to social services such as education, health, markets and communication facilities. During the implementation of the MGDS, the transport sector carried out a number of interventions aimed at improving the quality of infrastructure. The paved road network increased from 3,663 km in 2004 to 4,073 km in 2010; 215 km of the paved road network was rehabilitated out of the 293 km during the same period. Fuel levy now meets all the country‘s routine road maintenance requirements. Other interventions included the preparation of the Transport Sector Investment Plan (TSIP) that will bring about coordinated and competitive development of all transport modes and enhancement of intermodal transport along the corridors. In addition, in the roads subsector Government has adopted the RSP to guide both the medium and long term investment programmes in the road transport subsector. However, there are critical issues that are negatively impacting on the performance of the transport sector, which include: high construction costs; limited absorptive capacity of the available resources in the road sub-sector; lack of balanced competition and connectivity among the modes; limited supply of skilled artisans; inadequate investment in construction machinery; poor condition of most ports; and old navigation aids. Government recognizes that improved transport infrastructure and services are crucial for economic development and has included road, rail and water transport as focus areas within Transport Infrastructure and Nsanje World Inland Port key priority area. This key priority area is covered in detail in the next chapter. Air transport is discussed below. 38 Air Transport Air transport is the most efficient and effective means of transportation. It has the potential to promote tourism and enhance prospects for economic growth. Government recognizes that there is need to continuously improve air transport infrastructure and services to enhance trade, tourism and investment. To ensure air transport efficiency, Government will pursue the following goal; medium term expected outcomes and strategies. Goal The goal is to ensure a safe, efficient and competitive aviation industry. Medium Term Expected Outcomes In the medium term it is expected that Malawi will have attained:  Improved safety and management in accordance with international standards;  Improved reliability and competitiveness;  Improved regulatory and institutional framework; and  Improved security in airports. Key Strategies Main strategies include:  Promoting and facilitating a competitive and efficient air transport industry;  Providing safe, efficient, reliable aviation infrastructure and services;  Strengthening legislative and regulatory frameworks;  Promoting effective safety and security oversight systems;  Undertaking reforms in the aviation sector;  Strengthening institutional capacity;  Implementing environmental protection measures; and  Promoting PPPs to facilitate private investment. Sub-Theme 3: Water Development Water development is key to the socio-economic development of the country. It has direct linkages with sectors such as agriculture, industry, natural resources, health, tourism, energy and fisheries. Water is a fundamental catalyst for energy, transport, health, agriculture and biodiversity. Water development will also facilitate GBI development to increase agricultural production and productivity. Furthermore, improved water supply services have direct impact on lives of women and children by reducing the burden of water carriage for households. Water, sanitation and hygiene services also make a significant contribution to public health and alleviation of the burden on curative health services by reducing disease transmission. Improved water supply, sanitation and hygiene facilities in schools significantly contribute to the quality of education by reducing disease burden among children and staff, improving school attendance and retention particularly among girls, improving attraction and retention of teachers and provides more effective learning through a safe and conducive environment. The sector made notable progress during the implementation of MGDS. These include increased adoption of improved irrigation technologies, construction of dams, and rehabilitation of irrigation schemes and promotion of WASH. The country‘s proportion of population with access to basic sanitation increased from 84 percent in 2005 to 93 percent in 2009. There was an increased percentage of population with access to safe potable water from 73 percent in 2005 to 84 percent in 2009 (WMS, 2009). 39 The water sector is facing challenges which include: degradation of water resources; vandalism of water facilities; limited access to potable water hence women walking long distances to fetch the water; inadequate promotion of hygiene and sanitation; inadequate water reservoirs; inadequate capacity of contractors and consultants; and poor state of suitable infrastructure for the effective management, treatment and disposal of solid and liquid waste. Due to the importance of water development, sanitation and greenbelt irrigation, Government has included them within key priority areas detailed in the next chapter. Sub-Theme 4: Information and Communication Information is a vital resource for all human kind throughout all stages of life. It is therefore important that information should be made available in a form that is applicable and usable, and at the right time. Use of ICT enhances the production, transportation and provision of information to the general public for human development as well as for making informed decisions. This sub-theme comprises ICT, and Media and Communication. During the implementation of the MGDS, the sector made a number of achievements including connection to the optic fibre cable resulting in improved delivery of telecommunication services; increased mobile phone coverage; increased provision of broadcasting services; increased postal and courier service and automation of some of Government‘s operations and services. Despite these achievements the sector still faces a number of challenges. These include: low usage and adoption of electronic and online services; lack of effective regulatory frameworks; high communication costs; high printing costs; lack of coordination and collaboration on ICT infrastructure development; intermittent availability of service, low geographic coverage; low local content in terms of provision of information; inadequate institutional and human capacity and low usage of modern broadcasting technology. Goal The goal is to ensure better access to information. Information and Communication Technology Well developed information and communication technology system is essential for the development of a country. Malawi‘s ICT is still underdeveloped. In this respect Government will implement ICT strategies that will facilitate e-services, increase public sector efficiency, grant citizens access to public services by making them available online (e-government). It will also promote production of exportable ICT products and services, encourage economic diversification in areas such as tourism, financial services, medical research, and telecommunication and create new jobs. Improvement of network connectivity will reduce communication costs thereby increasing access to information by majority of people living in the country. Goal The goal is to increase utilization of ICT, ensure universal access to ICT products and services to improve service delivery in both public and private sectors. 40 Medium-Term Expected Outcomes The expected medium term outcomes include:  Improved ICT broadband infrastructure;  Increased usage and access to information and communication services;  Improved postal and broadcasting services;  Improved ICT governance; and  Enhanced ICT capacity for the general public. Key Strategies Main strategies include:  Developing a reliable, fast, adaptive and robust national ICT infrastructure that feeds into international networks;  Mainstreaming ICT into sector policies and strategies and operations;  Improving ICT service access by rural and underserved communities;  Promoting the participation of private ICT service providers;  Promoting information, education and communication on ICT;  Improving efficiency in delivering postal services;  Migrating from analogue to digital television broadcasting;  Improving the regulatory framework for the sector;  Developing a comprehensive national database; and  Developing public online services. Media and Communication Media and communication is an important tool in promoting mass participation in decision making as well as in developmental processes. Media and communication provide alternatives to the public to express their developmental aspirations and priorities, and in shaping the public perception on a variety of important issues. Thus, the availability of a vibrant media and communication sub sector is a prerequisite to development. Goal The goal is to ensure that the population has access to timely and relevant information, and increase popular participation of citizens in development, governance and democratic processes. Medium Term Expected Outcomes In the medium term, it is expected that there will be increased access to information. Key Strategies The expected outcomes above will be achieved through implementation of the following key strategies:  Promoting distribution of publications;  Promoting screening of developmental video documentaries to communities;  Strengthening regulatory framework to facilitate free flow of information;  Abridging, translating and distributing policies and other important documents into major vernacular languages;  Strengthening IEC on topical issues;  Promoting discussion forums on topical issues; and  Enhancing skills capacity of media personnel. 41 Sub-Theme 5: Housing and Urban Development Housing and urban development is crucial in the development of the country. Adequate and quality housing is one of the key indicators of development as it relates to basic needs and is crucial in assessing living conditions of a population. Currently Malawi has a high rate of urbanization estimated at 6.3 percent. Proper housing and structured urbanization reduces the rise in unplanned settlements, crime and the strain on government capacity to provide adequate security and social services. Regularization and titling of land is expected to facilitate use of land and property thereon, as collateral to obtain credit from financial institutions for investment. During the implementation of MGDS, achievements registered include the following: maintained houses under government lease, constructed Government Offices, conducted quinquennial valuations and supplementary valuation rolls, decentralized the Rural Housing Programme, commenced a National Slum Upgrading Programme, developed Guidelines on Safer House Construction and continued construction of houses by the Malawi Housing Corporation. Despite these achievements, the sub-sector still faces a number of challenges. These include: outdated and inadequate legislation and related procedures; high investment costs; inadequate capacity; lack of housing finance, particularly for low-income households; unclear mandate of local authorities in relation to housing delivery and involvement of traditional leaders in land delivery for housing development within urban areas; limited access to land for housing development; and development of unplanned settlements. Goal The goal is to increase access to decent housing and provide guidelines for infrastructure development. 5.1 Housing Good housing contributes to economic growth and poverty reduction. It adds to the reduction of the health burden from infectious and parasitic diseases and accidents. It also provides security and is a large asset base and a source of income. The nation has a large housing deficit. The 2008 Population and Housing Census indicates that out of 2,869,933 houses, 21.4 percent were permanent, 34.18 percent were semi- permanent while 44.42 percent were classified as traditional. The Malawi Urban Housing Profile of 2009 revealed that to meet the housing demands in the urban areas, there is a need to construct 21,000 houses per year for a period of ten years. This, therefore, means that the majority of Malawians are living in houses that are not decent. Goal The goal is to increase access to decent housing with particular attention to low income households. Medium Term Expected Outcomes In the medium term, it is expected that there will be increased availability of affordable and decent houses. 42 Key Strategies  Strengthening institutional, legal and regulatory framework;  Strengthening capacity for decentralized housing delivery;  Promoting PPPs in housing delivery;  Scaling up the provision of basic infrastructure and services particularly in informal settlements;  Promoting national housing financing mechanisms;  Promoting planning to improve quality of rural and urban housing and settlement patterns;  Providing safe and adequate space to public institutions and officers; and  Developing and promoting the use of local building materials. 5.2 Urban Development Malawi‘s urbanization is growing at 6.3 percent per annum. The growth of urbanization in Malawi is exacerbated by high rural-urban migration and population growth. The result is increasing urban poverty whose most visible manifestations are the slums which continue to develop in and around the cities and towns in Malawi. These settlements are characterized by poor access to physical infrastructure such as roads, electricity and poor access to social services such as education, health, insecure tenure and poor housing conditions. It is therefore important that the focus should be to provide proper plans for urban areas and emerging towns. Goal The goal is to create a sustainable, economically and socially integrated urbanizing system. Medium-Term Expected Outcome In the medium term it is expected that there will be improved and sustainable urbanization system with a view to reduce slums. Key Strategies The key strategies include:  Providing support to processes of urban renewal and slum upgrading;  Supporting the development of utilities, mechanisms and structures in local authorities and urbanizing systems for the provision of critical urban infrastructure;  Enforcing rules and regulations on land use and physical plans;  Promoting PPPs in the development of urban infrastructure; and  Improving infrastructure facilities in slum areas and restrict the formation of new slums. THEME 5: GOVERNANCE Malawi Government recognizes that the successful implementation of its development strategy depends on the prevalence of good governance. Good governance implies the provision of an efficient regulatory regime that ensures the absence of corruption; promulgation of consistent policies to eradicate poverty and the provision of appropriate institutions to support human existence. Good governance keeps in check distortionary incentives and ensures equitable allocation and distribution of public resources. It enhances public security and safety, and guarantees property and personal rights, which in turn creates a conducive environment for private sector investment. In this respect, Government has put in place mechanisms to manage societal affairs in accordance with democratic principles. 43 In the last five years, progress was made in improving governance as manifested by ongoing legal and economic policy reforms, coupled with the establishment and strengthening of key institutions of governance. In line with the Malawi constitution which guarantees human rights, including the right to economic activity, the strategy will, among other things, continue to address issues related to access to economic opportunity, private sector participation, efficient stewardship of public resources, promotion of democratic governance institutions and justice and the rule of law. There are four sub-themes under governance, namely economic governance, corporate governance, democratic governance and public sector management. Government realizes that corruption is cross cutting in nature and affects all elements of governance and that it retards growth and development activities, increases the gap between the rich and the poor, and discourages investments. In this respect, it will continue pursuing strategies aimed at promoting integrity, transparency and accountability with the ultimate goal of curbing corruption and fraud at all levels. In the past five years, Malawi registered a number of achievements including a rise in Malawi‘s corruption perception index, reduced average time taken to complete and prosecute corruption cases and increased public awareness. According to a report from the Transparency International, corruption in Malawi is on the decline. To sustain these achievements and to further curb corruption and fraud Government will implement the following strategies: mainstreaming anti-corruption strategies in all institutions; promoting prevention of corruption; enhancing investigation of all suspected corrupt practices; promoting prosecution of all offenders; fostering public support in the fight against corruption; promoting IEC on corruption; strengthening capacity and partnerships for all institutions dealing with corruption; implementing National Anti Corruption Strategy and Promoting independence of all institutions dealing with corruption. Table 4.5: Summary of Governance Theme Sub-theme Goal Medium Term Expected Outcomes 1. Economic Sustain and accelerate  Strengthened evidence-based planning and Governance the positive economic macroeconomic policy formulation; growth within a stable  Improved resource mobilization, allocation, macroeconomic and use of public resources; environment.  Strengthened aid management systems; and  Improved access to financial services. 2. Corporate Ensure well regulated,  Improved and effective regulatory framework Governance transparent, for the corporate world; accountable and  Improved investors‘ perception of the country; efficient business  Improved efficiency in service delivery; systems.  Reduced corruption and fraud; and  Increased corporate social responsibility. 3. Democratic Governance 3.1. Justice and Ensure access to justice  Improved and effective judicial system; Rule of Law and entrenched rule of  Enhanced transparency, accountability and law. efficiency of legal institutions. 44 Sub-theme Goal Medium Term Expected Outcomes 3.2. Human Rights Promote and protect  Enhanced awareness and practice of human rights and freedoms as rights and responsibilities; enshrined in the  Improved respect for human dignity and constitution of Malawi. choice; and  Enhanced equitable access to opportunities. 3.3. Elections Promote free and fair  Transparent and democratic electoral process; elections and  Political parties with clear ideologies and functional internal democracy. 3.4. Peace and Make a secure and  Improved methods of promoting national Security peaceful nation. security and public order; and  Improved partnership and participation of all members of the public on issues of peace and security. 4. Public Sector Deliver services to the  Enhanced public service leadership; Management public in an efficient,  Improved performance and service delivery in demand driven and the public service; effective manner.  Harmonized and evidence based policies developed; and  Enhance implementation of Public Sector Reform Programmes. Sub-Theme 1: Economic Governance A stable macroeconomic environment is vital for economic growth and is a catalyst for investment and industrial development. In the past five years, Malawi experienced a stable macroeconomic environment characterized by a high GDP growth rate, low inflation rate, a stable exchange rate, and sustainable levels of both domestic and foreign debt. This is partly attributed to the Public Finance and Economic Management (PFEM) reforms that were undertaken to ensure financial prudence. However, the economy is still facing a number of challenges including high interest rate, limited coverage of banking services and low access to credit especially in the rural areas. MGDS II will endeavour to sustain and accelerate the positive economic growth and continue with a stable macroeconomic environment as well as continue to support reforms under PFEM programmes. Goal The goal is to sustain and accelerate the positive economic growth within a stable macroeconomic environment. Medium-Term Expected Outcomes In the medium term, it is expected that there will be:  Strengthened evidence-based planning and macroeconomic policy formulation;  Improved resource mobilization, allocation, and use of public resources;  Strengthened aid management systems; and  Improved access to financial services. 45 Key Strategies The key strategies include:  Harmonizing the national budget and priorities in the national development strategy;  Diversifying sources of government revenue;  Improving revenue collection and administration system at both national and local government levels;  Pursuing sound macroeconomic policies;  Ensuring that external support is aligned to the national development strategy;  Ensuring that sectoral and local plans are aligned to the national development strategy;  Improving management of financial and non financial assets;  Expanding and improving financial services to MSMEs;  Strengthening monitoring and evaluation of the implementation of national development strategies and programmes;  Enhancing evidence based public policy formulation;  Improving national procurement, audit and reporting systems at all levels;  Enhancing international cooperation and development diplomacy;  Developing capacity for negotiating bilateral and multilateral agreements; and  Improving legal and regulatory framework of the financial sector. Sub-Theme 2: Corporate Governance Good corporate governance is an important element in the creation of an enabling environment for rapid and sustainable private sector development. Strengthening good corporate governance and implementation of the code of best practices is expected to enhance private sector performance through reduced corruption and fraud within the public and private sector and improve investors‘ perception of Malawi. This in turn will lead to increased levels of domestic and foreign direct investment. Goal The goal is to ensure well regulated, transparent, accountable and efficient business systems. Medium-Term Expected Outcomes The expected outcomes include:  Improved and effective regulatory framework for the corporate world;  Improved investors‘ perception of the country;  Improved efficiency in service delivery;  Reduced corruption and fraud; and  Increased corporate social responsibility. Key Strategies The key strategies include:  Improving and strengthening business regulatory framework and developing a clear regulatory regime for parastatals;  Promoting the adoption of good corporate governance code of conduct;  Strengthening the Institute of Directors; and  Promoting zero tolerance to corruption. Sub-Theme 3: Democratic Governance Malawi Government recognizes that broad based growth and improvement in the quality of life and social wellbeing can take place if good democratic governance prevails at all levels. Good governance can therefore foster economic growth and aid the attainment of the 46 National and Millennium Development Goals. Equally important in the attainment of national development goals is good local governance. Local governance entails creation of a democratic environment and institutions at district and community levels, promotion of accountability, encouraging local participation in decision making and mobilizing masses for socio-economic development in their respective areas. Decentralization is one of the implementing tools for local governance. In the past five years, democratic governance has improved in Malawi. The country experienced positive developments that included successful presidential and parliamentary elections, growing civil society and non-governmental organizations, and deepening constitutionalism. 5.3.1 Justice and Rule of Law Malawi Government recognizes that adherence to a strong justice system and rule of law is an important factor that guarantees an enabling legal and regulatory framework and encourages the achievement of sustainable economic growth and development. The Malawi constitution also reaffirms Malawi‘s commitment to the rule of law. To enhance this, the Government of Malawi established oversight institutions to promote transparency, accountability and integrity. In the past five years, a number of positive developments were registered. These included legal and policy reforms, and the strengthening of some of the key institutions of governance that resulted in an increased access to legal system. Despite the above achievements, a number of challenges remain. These include low institutional capacity, inadequate infrastructure, poor protection of vulnerable groups like women and children, high costs of legal services and shortage of legal experts. In addition, the vulnerable and marginalized are not fully empowered to seek and demand their rights. Goal The goal is to ensure access to justice and entrenched rule of law. Medium-Term Expected Outcomes In the medium term it is expected that there will be:  Improved and effective judicial system; and  Enhanced transparency, accountability and efficiency of oversight institutions. Key Strategies The key strategies include:  Fostering independence and credibility of the judicial system;  Promoting supremacy and respect for the constitution;  Strengthening capacity of sector institutions;  Promoting law reforms to consolidate democracy and human rights;  Increasing citizen awareness of the country‘s laws, procedures and institutions;  Enhancing consistency of domestic laws with international standards;  Promoting a justice and legal system that is responsive to marginalized groups; and  Promoting a people-centred, accessible, affordable, and expeditious justice system. 47 5.3.2 Human Rights The Malawi Government recognizes that good governance hinges on the respect for human rights. The observance of human rights allows for equity in terms of participation in the development process and a fair distribution of development gains by all. In the past five years a number of achievements were made including the development of a legislative framework for protection of the human rights, and increased awareness of basic human rights. However, there are a number of challenges facing the subsector. These include limited coverage of human rights messages especially to the most vulnerable, low capacity of government institutions that deal with human rights, poor conditions in the country‘s prisons and a rise in domestic violence and rape. Goal The goal is to promote and protect human rights and freedoms as enshrined in the constitution of Malawi. Medium-Term Expected Outcomes In the medium term it is expected that there will be:  Enhanced awareness and practice of human rights and responsibilities;  Improved respect for human dignity and choice; and  Enhanced equitable access to opportunities. Key Strategies  Enhancing human rights awareness and education;  Promoting equitable access to economic, political and social opportunities;  Strengthening legal protection and equitable treatment for marginalized populations, women and children;  Ensuring respect for prisoners‘ rights;  Eliminating all forms of discrimination; and  Strengthening capacity of human rights institutions. 5.3.3 Elections The Malawi Government recognizes the importance of free and fair elections to allow the people to freely choose public office holders. In the recent past, Malawi has progressed in ensuring free and fair elections, especially for the president and parliamentarians. The successful 2009 Presidential and Parliamentary Elections was a manifestation of maturing democracy in the country. However, inadequate public awareness of the electoral processes and logistical problems remain some of the main challenges. Goal The goal is to promote free and fair elections. Medium-Term Expected Outcomes In the medium term it is expected that there will be:  Transparent and democratic electoral processes; and  Political parties with clear ideologies and functioning internal democracy. 48 Key Strategies  Enhancing credibility, management and accountability of electoral processes;  Improving governance in political parties;  Enhancing implementation of law reforms to facilitate free and fair elections at national and local levels;  Enhancing independence of elections governing bodies; and  Fostering informed and active participation in local governance. 5.3.4 Peace and Security Peace and security are essential preconditions which must be guarded for the nation to achieve social, economic and political prosperity. Furthermore, common experience has shown that nations in conflict always tend to lose their grip and fail to concentrate on national growth and development policies. To this end, peace and security arrangements need to address a wide range of issues aimed at safeguarding the nation‘s sovereignty, territorial integrity and national interests. This entails ensuring efficient and effective security mechanisms for defence, public and state sectors all of which must be coordinated in a manner that reflects Government‘s growth and development strategies. Consequently, there is need for adequate personnel, equipment and infrastructure to address all cross-cutting issues affecting peace and security. Goal The goal is to continue to make Malawi a secure and peaceful nation Medium-Term Expected Outcomes Medium term expected outcomes include:  Improved methods of promoting national security and public order; and  Improved partnership and participation of all members of the public on issues of peace and security. Key Strategies  Improving the responsiveness of all security sectors to communities‘ security needs;  Strengthening partnership for risk management between the private and security sectors;  Improving the responsiveness of all security sectors;  Enhancing community integration and participation in promoting a secure, peaceful and crime free environment;  Ensuring safe and secure borders;  Rehabilitating and expanding security establishments; and  Improving infrastructure for development and expansion of security establishments. Sub-Theme 4: Public Sector Management Effective public sector management is necessary for the creation of a conducive environment for efficient delivery of public goods and services at central and local levels. The Malawi public sector has generally been disciplined and hard working. This is attributable to a number of factors, including an upward salary adjustment in the past five years and an improvement in conditions of service especially in some of the strategic sectors of the civil service. 49 The public sector, however, is faced with a number of challenges that include salary levels that do not meet basic living conditions especially for the lower grades. This, compounded by slow promotion, slow recruitment and insufficient resources and equipment leads to low morale in the civil service. Goal The goal is to deliver services to the public in an efficient, demand driven and effective manner. Medium-Term Expected Outcomes In the medium term, it is expected that the following will be achieved:  Enhanced public service leadership;  Improved performance and service delivery in the public service;  Harmonized and evidence based policies developed; and  Enhanced implementation of Public Sector Reform programmes. Key Strategies Key strategies include:  Developing and strengthening leadership capacities for effective management of the public service;  Ensuring an effective and functional public service commission;  Improving conditions of service for public service employees;  Enhancing evidence-based policy making;  Promoting participatory public policy formulation;  Strengthening mechanisms for coordination and utilization of resources;  Developing capacity to implement public sector reforms; and  Strengthening equal participation of women and men in leadership and management positions. THEME 6: GENDER AND CAPACITY DEVELOPMENT Gender, capacity development, and research and development, HIV and AIDS, nutrition, environment, climate change, population and science and technology are critical issues that cut across and impact all sectors of the economy. This thematic area will, however, focus on gender and capacity development as the other issues are discussed in the key priority areas. In terms of gender, there has been little success in the systematic mainstreaming in sector programs. In the area of capacity development there have been improvements, but there is still a lot that needs to be done across the public and private sectors. Table 4.6: Summary of Gender and Capacity Development Theme Sub-theme Goal Medium Term Expected Outcomes 1. Gender Reduce gender  Increased meaningful participation of inequalities and all gender groups in decision making; enhance participation wealth creation and poverty reduction; of all gender groups in  Reduced gender based violence at all socio-economic levels; and development.  Enhanced gender mainstreaming across all sectors. 50 Sub-theme Goal Medium Term Expected Outcomes 2. Capacity Develop a productive  Enhanced workforce capacities and Development and efficient supportive systems; workforce with  Improved functioning of local training necessary supporting institutions; and equipment and  Improved administration, management infrastructure. and performance across all sectors. Sub-Theme 1: Gender Gender implies attributes, roles, activities, responsibilities and potentialities associated with men and women, girls and boys. In Malawi boys and girls, men and women assume culturally different identities and traits. The status is worse among females as compared to their male counterparts. For instance, a female headed household has 14 percent less consumption per capita than a male headed household mainly due to gender based differences in access and control over resources (UN Malawi, 2010). In addition, girls and boys experience some form of GBV during their life time. For example, Burton (2005) showed that 65 percent of girls and 35 percent of boys were subjected to GBV. The experience of violence increases the risk of HIV and other sexually transmitted diseases. This could probably explain the fact that HIV prevalence among women and girls is still disproportionately higher at 12.9 percent than the national average of 10.6 percent while that of their male counterparts is at 8.1 percent (DHS, 2010). Evidence has shown that the MDGs targets that are lagging behind have very pronounced gender connotations. This could be evidence of a policy and implementation gap in gender that a number of consecutive National Plans of Action have not been able to address effectively (UN Malawi, 2010). Most sector plans are not clear on strategies to address gender disparities although this is recognized as being critical. Lack of gender disaggregated data, poor commitment to resource allocation towards gender mainstreaming and institutional capacity to analyze and systematically mainstream gender in all sectors remain the major challenges. In addition, other challenges include high incidences of HIV and AIDS prevalence and poverty among women and girls, increased GBV including intimate partner violence, sexual violence, human trafficking and harmful traditional and cultural practices. Despite these challenges, a number of achievements were made during implementation of the MGDS which this development strategy will sustain and improve upon. The achievements include: increase in the proportion of women in the National Assembly from 14 percent in 2004 to 22 percent in 2009, increased number of women in decision making position in public service, establishment of victim support units, and achievement of gender parity at primary school. Goal To reduce gender inequalities and enhance participation of all gender groups in socio- economic development. Medium-Term Expected Outcomes Expected medium outcomes include:  Increased meaningful participation of all gender groups in decision making; wealth 51 creation and poverty reduction;  Reduced gender based violence at all levels; and  Enhanced gender mainstreaming across all sectors. Key Strategies The main strategies include:  Promoting women entrepreneurship and involvement in cooperatives;  Promoting equal access to appropriate technologies and micro-finance schemes;  Advocating for affirmative action to increase representation of women in politics and decision making positions;  Enhancing awareness on GBV;  Strengthening GBV service delivery systems;  Strengthening legal and regulatory framework;  Mainstreaming gender at all levels;  Promoting access to quality education for girls; and  Strengthening gender disaggregated research and documentation. Sub-Theme 2: Capacity Development For any country to develop it requires skilled and knowledgeable work force with the appropriate supporting infrastructure and equipment, and proper institutional arrangement. Government recognizes the need to develop capacity at all levels for a successful implementation of its development programmes. This entails change of mind set, orientation of skills, work processes re-engineering, improvement of institutional set up and provision of appropriate supporting equipment. Initiatives implemented in the public sector have had a number of positive results. These include an increased number of trained personnel in key sectors including health and education, institutional development of ministries and departments, establishment of Leadership Development Framework and implementation of the Public Sector Reform Program. Despite these achievements, there has been lack of an enabling policy framework to co- ordinate various capacity development initiatives. There are also concerns that the country‘s local institutions of higher learning do not adequately support the needs of the economy. Furthermore, there is inadequate investment in supporting infrastructure and equipment by both the public and private sectors. Government will therefore reorient and expand existing investment in infrastructure and equipment through, among other initiatives, PPPs. It will also provide a conducive environment for the development of skills and knowledge to respond to the needs of the economy. Goal The goal is to develop a productive and efficient workforce with necessary supporting equipment and infrastructure. Medium-Term Expected Outcomes The sector‘s overall medium term expected outcomes include the following:  Enhanced workforce capacities and supportive systems;  Improved functioning of local training institutions; and 52  Improved administration, management and performance across all sectors. Key Strategies The key strategies include:  Developing and strengthening human and institutional capacities;  Mainstreaming capacity development in all sectors;  Promoting effective performance management systems;  Promoting capacity development at all levels;  Enhancing coordination in resource mobilization and utilization;  Promoting and establishing professional and skills development centres;  Enhancing investments in infrastructure and equipment;  Promoting PPPs; and  Strengthening academic institutions to respond to the needs of the economy. 53 CHAPTER 5 KEY PRIORITY AREAS MGDS II identifies nine Key Priority Areas (KPAs) which have been drawn from the six thematic areas discussed in the previous chapter. The (KPAs) have been isolated with the view to accelerate the development that has been achieved over the years. In this respect, Government will concentrate its efforts on these key priority areas in the medium-term in order to achieve its overall policy objective of economic growth as a means of reducing poverty in the country. The Key Priority Areas are: Agriculture and Food Security; Transport Infrastructure and Nsanje World Inland Port; Energy, Industrial Development, Mining and Tourism; Education, Science and Technology; Public Health, Sanitation, Malaria and HIV and AIDS Management; Integrated Rural Development; Green Belt Irrigation and Water Development; Child Development, Youth Development and Empowerment; and Climate Change, Natural Resources and Environmental Management. Table 5.1 at the end of this chapter summarizes these key priority areas. 5.1 Agriculture and Food Security Agriculture is key to food security, economic growth and wealth creation. However, the sector faces a number of challenges including over-dependence on rain-fed farming, low absorption of improved technologies, poor support infrastructure, inadequate markets, weak private sector participation, low level of irrigation development, and lack of investment in mechanization. As a key priority area, the main focus is to increase agricultural productivity and diversification for sustainable economic growth. Furthermore, the strategic link between agriculture and other sectors will be strengthened to ensure accelerated growth and development. 5.1.1 Agricultural Productivity and Diversification The agriculture sector has been experiencing growth in productivity of maize and tobacco. However, this growth has been slow and below the expected potential. The sector therefore is still characterized by low productivity levels. The major contributing factors affecting productivity in the smallholder farming sub-sector in Malawi is low input use, over-reliance on rain-fed agriculture, inadequate access to agricultural credit, inadequate access to output and input markets, and failures in technology development and transfer. This is further exacerbated by climate change effects such as erratic rains and droughts. The dominance of tobacco and maize in the agriculture sector has limited the potential of other crops, hence the need for the country to develop an agricultural diversification policy. The policy will intensify diversification of traditional and non traditional crops and animals for both domestic and export markets. Efforts will therefore focus on improving access to credit, land, markets and research and development among others. The diversification policy will, among other things, endeavour to move away from tobacco. Goal The goal is to increase agriculture productivity and diversification. 54 Medium - Term Expected Outcomes The medium-term expected outcomes include:  Increased smallholder farmers‘ output per unit area;  Increased agricultural diversification;  Increased production of high value agricultural commodities including cotton, wheat and macadamia nuts for exports;  Improved agricultural research, technology generation and dissemination;  Increased livestock and fish production; and  Reduced land degradation. Key Strategies Key strategies include:  Providing effective extension services;  Strengthening linkages of farmers to input and output markets;  Enhancing livestock and fisheries productivity;  Promoting appropriate technology development, transfer and absorption;  Improving access to inputs;  Promoting contract farming arrangements;  Promoting irrigation farming;  Promoting production of non traditional crops;  Improving agricultural production for both domestic and export markets;  Strengthening farmer institutions; and  Promoting soil and water conservation techniques. 5.1.2 Food Security Maize has remained the main staple food for Malawians hence national food security has mainly been defined in terms of access to maize. The country‘s self sufficiency in food has been premised on the implementation of the Farm Inputs Subsidy Programme (FISP). Other food crops such as rice, cassava, sorghum, and potatoes are alternatives to maize in many parts of the country. Furthermore, these are complemented by livestock and fish products. Therefore, this strategy will have a holistic approach to food security taking into account access to a diversified range of food products. Goal The goal is to ensure sustained availability and accessibility of food to all Malawians at all times at affordable prices. Medium-Term Expected Outcomes The medium term expected outcomes include:  Food self-sufficiency at household and national levels;  Increased and sustained food availability and accessibility; and  Enhanced agricultural risk management. Key Strategies  Improving the functioning of agricultural markets;  Ensuring an effective early warning system;  Promoting income generating activities; 55  Increasing national food storage capacity;  Promoting dietary diversification;  Improving agricultural market systems;  Improving coordination and management of food aid and imports;  Implementing policies to reduce dependency on food aid;  Strengthening and scaling-up market based risk management initiatives;  Reducing post harvest losses;  Strengthening PPPs in agriculture;  Providing technical and regulatory services; and  Strengthening farmer-led extension and training services. The agriculture sector is dominated by tobacco, tea and sugar as the major foreign exchange earners. During the implementation of this development strategy, the country will diversify by promoting wheat, cotton, and coffee and production of fruits and vegetables. In this regard, government will deploy policies to promote diversification in the agriculture sector. 5.2. Energy, Industrial Development, Mining and Tourism Energy, industrial development, mining and tourism have the potential to contribute towards wealth creation, foreign exchange generation, and job creation thereby improving living standards and accelerating national economic growth and development. A well-developed and efficient energy system is vital for industrial, mining, tourism and integrated rural development. Increasing generation, transmission and distribution of electricity and other energy sources will lead to improved service delivery and increased output in the economy. However, the country‘s energy generation and supply is inadequate to meet the current industrial, mining and tourism demands. This therefore calls for investment in the energy sector to realize full potential in the industrial, mining and tourism sectors among other areas. Besides inadequate energy, there are a number of other constraints that negatively affect industrial development, mining and tourism. These include low compliance to standards, low investment, high transport costs and poor access to both domestic and foreign markets. Government will therefore work with the private sector to address these constraints. 5.2.1 Energy Malawi continues to face a number of challenges in the energy sector including inadequate capacity to generate electricity which results in frequent blackouts and brownouts. This lack of reliable power is a key constraint to development in Malawi. The current installed capacity of 283 Megawatts is far much less than the estimated demand of 334 Megawatts. Unavailability of access to modern energy services contributes to low economic activity and productivity, lower quality of life and deters new investments across the country, in particular affecting key sectors of mining and manufacturing. The country is currently experiencing shortages of liquid and gas fuels due to logistical problems. Government will, therefore, continue to emphasize on improving and expanding electricity generation, supply and distribution systems. In addition, government will improve supply of liquid and gas fuels to meet the increasing demand. 56 Goal The goal is to generate and distribute sufficient amount of energy to meet national socio- economic demands. Medium-Term Expected Outcomes In the medium term it is expected that there will be:  Improved capacity and efficiency in energy generation, transmission and distribution; and  Increased availability and access to energy. Key Strategies  Developing additional power stations;  Promoting the use of renewable sources of energy;  Improving management of energy generation, transmission, distribution and supply; • Enhancing urban and rural electrification; • Increasing liquid fuel stock-holding and distribution capacity; • Developing long-term systems of tapping and delivering liquid fuel; • Promoting public- private partnerships in energy generation and distribution; and • Improving regulatory environment. 5.2.2 Industrial Development The development of industries is an integral part of a nation‘s economic growth and development. It is key to attainment of the country‘s aspiration of transforming from predominantly importing and consuming to producing and exporting. Currently, manufacturing sector contributes about 11 percent to the GDP but has high potential of contributing more. An increase in industrial activities contributes to job creation which in turn expands the market base of the economy. Malawi‘s industry is facing a number of challenges such as lack of incentives, high interest rates, high transport costs, and unreliable energy supply. Consequently, there are low investments in the sub sector leading to low industrialization and exports of unprocessed products. Considering that Malawi‘s population is rural based and dependent on agriculture, special attention will be given to rural industrialization and agro-processing. Goal The goal is to develop and expand the industrial sector with emphasis on value addition and employment creation. Medium-Term Expected Outcomes Medium term expected outcomes include:  Expanded industrial base;  Increased employment;  Increased industrial output; and  Increased value addition. Key Strategies  Promoting the use of modern environmentally friendly technologies in manufacturing;  Facilitating accreditation of quality assurance institutions and enhancing quality standards;  Enhancing backward and forward linkages in the industrial sector; 57  Undertaking industrial reforms;  Encouraging provision of infrastructure and support services for industrial development;  Promoting efficient safety management practices; and  Promoting value addition in existing and potential products. 5.2.2.1 Trade  Trade plays an important role in economic growth and development. For a country like Malawi, trade is of particular significance in employment creation and poverty reduction. Trade encourages technology transfer, economies of scale and competition thereby enhancing productivity and welfare gains. Malawi is undertaking a number of trade reforms such as simplified trade regime, and one stop border posts. These reforms are aimed at improving both domestic and foreign trade.  The country‘s major trading partners include EU, COMESA, SADC and other emerging economies. Over the years, the country has been involved in a number of bilateral and multilateral negotiations and agreements with the view to promote market access and expand the number of its trading partners.  The sub-sector faces a number of challenges such as high transportation cost, lack of market information, inadequate energy supply, narrow market base, lack of adherence to international standards and low levels of trade expertise. On the export market, the sub-sector is currently dominated by tobacco which is facing problems due to anti-smoking lobby. Within agriculture, it is therefore important for the country to diversify its export base away from tobacco. To address these challenges the country intends to pursue the following goal, outcomes and strategies. Goal The goal is to increase supply of value-added goods and services for domestic and international markets while sustaining competitive advantage. Medium-Term Expected Outcomes  Enhanced production, diversification and competitiveness of tradable commodities;  Enhanced access to both traditional and emerging export markets;  Improved legal, regulatory and institutional framework; and  Increased domestic and international market share. Key Strategies  Simplifying and streamlining trade and customs procedures;  Promoting trade integration;  Promoting consumer loyalty to domestically produced goods;  Improving fair trading and intellectual property rights;  Promoting efficient and modernized boarder infrastructure to facilitate trade;  Promoting adherence to standards in tradable products;  Promoting exports;  Promoting trade in services;  Promoting product and market diversification;  Strengthening investment and export promoting institutions;  Improving coordination amongst private sector trade institutions; and  Improving trade network and information for exports. 58 5.2.2.2 Agro-Processing Agro-processing in Malawi has potential to contribute effectively to the country‘s economic growth. However, most of Malawi‘s agricultural products are mainly traded as primary commodities. This is partly due to poor and inadequate supportive infrastructure, low level of vocational skills, weak marketing and distribution systems and low investment in agro- processing. Considering that Malawi‘s economy is agro-based, government has in the past five years implemented a number of initiatives including the One Village One Product (OVOP) to add value to agricultural products. Government, therefore, will continue prioritizing industries that add value to agricultural products. Focus is on sugar, tea, cotton, wheat, coffee, honey, cassava, macadamia nuts, cashew nuts, soya beans, groundnuts and chillies. Goal The goal is to move up the value chain in key crops, and increase agro-processed products for both domestic and export markets. Medium-Term Expected Outcomes  Increased value addition to agricultural products; and  Diversified agro-processed products. Key Strategies  Improving supporting infrastructure for agro-processing;  Promoting investment in agro-processing with special focus on private sector participation;  Improving policy and regulatory frameworks impacting on agro-processing;  Promoting OVOP on agricultural products; and  Strengthening capacity for small and medium scale agro-processing enterprises. 5.2.3 Mining Malawi has abundant mineral resources that can be exploited. These resources include bauxite, heavy mineral sands, monazite, coal, uranium, precious and semi-precious stones, limestone, niobium, dimension stones and rock aggregates. Government recognises that the development of the mining industry can significantly improve the country‘s foreign exchange earnings and contribute to economic growth and development. To derive maximum potential of the mining industry, Government will pursue the following goal, expected outcomes and key strategies. Goal The goal is to increase production and value addition of mineral resources. Medium-Term Expected Outcomes The medium-term expected outcomes include the following:  Updated geological information system;  Increased exploration and mining;  Increased participation by small and medium miners; and  Improved legal and institutional framework. Key Strategies The following are the key strategies for realizing the sector‘s objectives: 59  Producing detailed geological map of Malawi;  Strengthening institutional capacity of the sector;  Developing an integrated data management system;  Strengthening seismic monitoring;  Promoting both local and foreign investment;  Enforcing environmental, occupational health and safety in the mining sector; and  Enforcing legislations on sustainable use and management of mineral resources. 5.2.4 Tourism Tourism is one of the merging sectors in Malawi. It has potential to generate revenue, employment, improve infrastructure, and promote MSMEs as well as conservation of wildlife and culture. The sector has direct linkages with other sectors of the economy. To improve tourism, Government has undertaken a number of development projects that have transformed the tourism landscape. These include construction of access roads to tourist sites, improvement of airports and airstrips and construction of Mpale Cultural Village. In addition, Government has constructed a 1500-seater International Conference Centre which is expected to boost the tourism potential of the country. However, a number of challenges such as poor supporting infrastructure, poor service delivery, uncoordinated and insufficient marketing of tourism products and inadequate purpose-built cultural infrastructure impede attainment of the sector‘s full potential. To ensure a vibrant tourism industry, Government will pursue the following goal, outcomes and strategies. Goal The goal is to develop and promote a vibrant tourism industry. Medium-Term Expected Outcomes  Increased contribution of the tourism industry to GDP;  Improved environment for doing business in tourism;  Increased number of tourists; and  Increased local participation in the tourism industry. Key Strategies  Providing infrastructure that is supportive to tourism development;  Promoting the development of high-quality tourism facilities in designated areas including Lake Malawi;  Enforcing tourism industry standards and planning controls;  Strengthening institutional capacity at all levels;  Promoting eco-tourism;  Promoting participation of local investors in the tourism industry; and  Enhancing marketing of Malawi‘s tourism products. 5.2 Transport Infrastructure and Nsanje World Inland Port An integrated transport system is a catalyst for development. Improved road, rail and inland water transport infrastructure is central for better domestic and international connectivity. A 60 well developed transport infrastructure reduces lead time on imports and exports, costs of goods and services and improves access to markets and social services. Government embarked on transport infrastructure maintenance, rehabilitation and upgrading programme during MGDS implementation. However, major focus was on road infrastructure as a result, other modes of transport infrastructure remain underdeveloped in the country. Government, therefore, will develop the other modes of transport along side road infrastructure. In this respect, Government will focus its attention on rail and water transport infrastructure while continuing with the improvement of road infrastructure. This is expected to reduce transportation costs and facilitate export-led growth. 5.3.1 Road Infrastructure Road transport is the dominant mode of transport in Malawi. In this respect, the country has over the years been constructing, rehabilitating, and upgrading road infrastructure. However, most feeder roads still remain in poor condition especially in rural areas. This has been compounded by the enormous backlog road maintenance that has led to high transportation costs in most parts of the country. Goal The goal is to ensure provision of a safe, affordable, accessible and high quality road transport system. Expected-Medium Term Outcomes In the medium-term improved road transportation is expected to contribute to:  Reduced lead times and cost on exports and imports; and  Improved domestic and cross border mobility and connectivity. Key Strategies  Ensuring comprehensive and coordinating planning of road and other modes of transport;  Providing adequate network of roads based on appropriate standards;  Enhancing routine road maintenance and upgrading;  Building technical and institutional capacity at all levels;  Promoting competition in the construction industry;  Improving management of road network throughout the country;  Enhancing axle load control;  Promoting high road safety standards and traffic management; and  Enhancing PPPs in the transport system. 5.3.2 Rail Transport Malawi recognizes that an efficient rail transport is relatively cheaper than road and air transport. Rail transport has potential to significantly reduce transport costs of goods and services because of its predominance in the transportation of bulk freight over long distances. The railway infrastructure in the country is in poor condition due to lack of maintenance and inadequate investment. A study6 commissioned to ascertain the investment required to 6 Source; Railways Study/GOPA Report, May 2009, Ministry of Transport and Public Infrastructure. 61 revamp the rail transport sub sector revealed that there is need for an urgent financial injection into this sub-sector for emergency works before overhaul rehabilitation works can commerce. The poor state of the infrastructure has greatly compromised railway safety and efficiency. The sub-sector is greatly uncompetitive despite the fact that the rail freight cost is cheaper than road and air transport. Goal The goal is to develop an efficient and effective rail network. Medium-Term Expected-Outcomes  Improved regional and international connectivity;  Improved regulatory and institutional framework; and  Improved rail infrastructure and reliability. Key Strategies  Rehabilitating and expanding the railway line and related infrastructure;  Creating linkages to ports, industrial sites and regional and international markets;  Promoting railway safety and environmental protection; and  Improving operational efficiency and commercial viability of the existing railway infrastructure and levels of service. 5.3.3 Inland Water Transport Infrastructure Water transport is relatively cheaper than any other mode of transport. It provides a better and cheaper alternative for transporting bulky and heavy goods domestically and internationally. Malawi has an advantage in water transport as it is endowed with lakes and navigable rivers. However, the country‘s water transport system is not fully developed and faces a number of challenges including dilapidated port infrastructure; ageing fleet of vessels; and capacity problems. Given the current transport constraints, this mode of transport has been prioritized to compliment other transport modes. Focus will be on the development of Nsanje world inland port and Shire-Zambezi Waterway, construction and rehabilitation of ports along Lake Malawi and acquisition of vessels. Goal The goal is to promote inland water transport system and improve access to the sea. Medium-Term Expected-Outcomes The medium term expected outcomes are:  Improved inland water transportation system;  Improved interface with rail; and road transport; and  Reduced transport costs. Key Strategies  Developing an efficient and productive maritime transport system;  Improving port infrastructure;  Opening up navigable rivers;  Promoting affordable and safe water transport system; and  Promoting Public Private Partnerships in the industry. 62 5.3.3.1 Nsanje World Inland Port During MGDS implementation, the country completed the initial phase of the Nsanje World Inland Port which included construction of port berth and formal demarcation of land for development. When fully developed, the Port will integrate the four modes of transportation of road, rail, air and water into a multimodal transport system that will connect Malawi to other regional sea ports. The second phase will include construction and provision of related infrastructure and services which will eventually turn Nsanje District into a city. The port will have additional infrastructure such as an international airport that will connect the Shire Zambezi waterway to other domestic and regional airports. It will also have improved road and railway networks which will link the port to other markets and cities domestically and regionally. The goal is to open up the country to ports along the Indian Ocean and reduce costs of goods. The medium term expected outcomes will include reduced transport costs; reduced lead times on exports; and decreased cost of shipping, low costs of cross-border and transit trade, and lower cost to reach domestic, regional and international markets. Key activities will include dredging, acquiring vessels; constructing an international airport; maintaining and rehabilitating the railway network from Nsanje to other parts of the country; rehabilitating and constructing the road network to and from Nsanje; establishing port regulation and regulatory system; and developing social infrastructures such as schools, hospitals and markets. 5.4 Education, Science and Technology Education, science and technology are some of the major catalysts for socio-economic development. An educated and highly skilled population will help in accelerating economic growth and development. In addition, further developments in all sectors of the economy will require highly skilled and educated workforce and application of science and technologies. Government will continue to undertake reforms and strengthen education system, science, technology and innovation to enhance their contribution to the socio-economic development of the country. 5.4.1 Education The Government recognizes the role of an educated population as a necessity for sustainable development. It is through the provision of education that people acquire relevant knowledge, skills, expertise and competencies to actively participate in socio-economic activities. The education system in Malawi comprises three broad categories namely basic education; secondary education; and tertiary and vocational education. Basic education includes Early Childhood Development (ECD) mainly implemented in Gender and Child Development and Community Development Ministry, Primary and Out-of-School Youth and Adult Literacy. Tertiary and vocational education encompasses Teacher Education, Higher Education, and Technical and Vocational Training. Government through this strategy will continue improving quality, equity, relevance, access and efficiency in education. In basic education, the aim will be to develop the child‘s full cognitive, emotional and physical potential through increased retention and completion rates. In complementing this, enrolment in secondary education will be increased, while focussing on upgrading quality, 63 and on retention of girls. The main aim will be to provide the student with an enriched academic basis for gainful employment in the informal, private and public sectors. Tertiary and vocational education will play a vital role in complementing basic and secondary school education. The main focus at this level will be to produce high quality professionals with relevant knowledge and skills that meet demands of the economy. Access to higher education, technical and vocational training, teacher, and university education will be increased, and universities/colleges will be expanded and rehabilitated, among other initiatives. The education sector has embarked on a Sector Wide Approach (SWAp) to accelerate the achievement of sector outcomes. This approach aims at pulling together all stakeholders within the sector to work towards achieving similar goals and objectives. To enhance quality, equity, relevance, access, and efficiency of education at all levels, Government will pursue the following goal, outcomes and strategies. Goal The goal is to improve access to quality and relevant education. Medium-Term Expected Outcomes  Expanded equitable access to education;  Improved quality and relevance of education; and  Improved management and governance of the education system. Key Strategies  Accelerating rehabilitation of existing learning institutions and construction of additional education infrastructure at all levels;  Establishing new universities and colleges;  Training and recruiting additional teaching staff;  Scaling up school meals program;  Introducing standardized testing to measure and monitor quality of learning and teaching;  Reviewing and reforming school and college curricula to address national needs at all levels;  Providing adequate and relevant teaching and learning materials;  Strengthening the provision of technical and vocational training;  Providing a conducive environment for girls education including boarding facilities;  Providing a conducive environment for students with special education needs;  Promoting systematic and regular inspection of all learning institutions;  Decentralizing the management and financing of the education system;  Scaling up school health and nutrition, and HIV and AIDS programmes;  Strengthening coordination and provision of ECD and CBE;  Promoting the role of private sector and private financing in education system;  Promoting Public Private Partnerships in the provision of education infrastructure and services;  Strengthening education management and information systems;  Scaling up child friendly schools programmes; and  Increasing number of girls opting for mathematics and science subjects at all levels. 64 5.4.2 Science and Technology Science and technology is vital for national socio-economic development. Technology is generated through continuous research, hence a well-coordinated research and development is a basis for increasing the stock of knowledge to devise and apply new technologies. In addition, increased application of technology and innovation is the main route for the creation of additional wealth through increased productivity. Government recognizes the importance of this sub-sector and will continue implementing reforms aimed at enhancing contribution of research, science and technology to economic development. During implementation of MGDS, Government carried out a number of reforms aimed at improving research and development and application of science and technology in the country. These reforms include establishment of the National Commission for Science and Technology as an apex body in all matters of research, science and technology; introduction of science and technology as a subject at primary school level; review of the National Science, Technology and Innovation policy; and the development of the National Intellectual Property Policy. However, the country continues to face a number of challenges and these include weak scientific and technological development and utilization; weak institutional capacity; weak linkages between research, science and technology institutions and users; limited number of institutions undertaking research and development; inadequate research and development infrastructure; lack of commercialization of results and information systems; and poor utilization of research results. To address these challenges, Government will therefore seek to create a conducive environment for research, science and technology development by pursuing the following goal, outcomes and strategies. Goal The goal is to enhance the contribution of research, science and technology to national productivity and competitiveness. Medium-Term Expected Outcomes  Well coordinated science and technology generation and dissemination;  Improved operation of research and development institutions; and  Increased adoption of appropriate technologies. Key Strategies  Promoting adoption, transfer and utilization of appropriate technologies;  Promoting prioritized, focused and multi-disciplinary research and development;  Mainstreaming research, science and technology development across all sectors;  Enhancing linkages between research, science and technology institutions and users;  Strengthening institutional and regulatory framework including protection of intellectual property rights;  Strengthening capacity for research, science and technology institutions;  Promoting IEC on research, science and technology development;  Promoting PPPs in generating and disseminating appropriate technology; and  Improving scientific and technological infrastructure for research and development and innovation. 65 5.5 Public Health, Sanitation, Malaria and HIV and AIDS Management Malawi Government recognizes that a healthy population is necessary to achieve sustainable economic growth and development. In 2004, the Government established a plan of action covering the period between 2004 and 2010, which was implemented using the Sector Wide Approach (SWAp). In the MGDS II, Government will introduce and implement the Malawi Health Sector Strategic Plan (MHSSP) which will focus attention on the provision of quality health services using cost effective strategies to reduce mortality and morbidity. Special focus will be given to health related Millennium Development Goals (MDGs) which are not on course for achievement. The 2010 Malawi MDG Report indicates that the country is likely to reduce child mortality (MDG 4) and reduce the spread of HIV and AIDS, Malaria and TB (MDG 6) while targets for improving maternal health (MDG 5) are not on course. Malawi has relatively reduced maternal mortality from 984 deaths per 100,000 live births in 2004 to 675 in 2010. During the implementation of the MGDS II, efforts will be directed towards maternal health to meet the MDG target of 155 deaths per 100,000 live births by 2015. The disease burden due to malaria and HIV and AIDS is still high and special attention will also be directed to them. The strategy includes most cost-effective interventions for non-communicable diseases such as cardiovascular diseases, diabetes, mental health interventions, and provision of surgical services in rural and district hospitals. To support this, the sector will direct its efforts in implementing programmes that target public health (including maternal and child health), sanitation, malaria, and HIV and AIDS management. 5.5.1 Public Health Public health in Malawi mainly focuses on prevention of diseases to prolong life. It constitutes promoting good health practices and life styles through information, education and communication; controlling and preventing diseases; tackling hygiene and the broader determinants of health; and screening for diseases. Since public health interventions target communities, their delivery maximizes benefits and yield significant positive externalities in terms of individuals who do not fall sick as a result of others receiving primary and secondary prevention interventions. This reduces the burden on curative health. Although Malawi has made progress in a number of areas in the health sector, the country continues to face a number of challenges in public health. These include high prevalence of HIV and AIDS, high incidence of malaria, Neglected Tropical Diseases (NTDs), and relatively high maternal and child mortality rates. Other challenges include emerging public health concerns such as lifestyle related diseases,7 and Multi Drug Resistant (MDR) tuberculosis and TB/HIV co-infection. Government will, therefore, continue to promote and support public health programmes in the country. 7 Lifestyle diseases include some types of cancer ,diabetes and cardiovascular. 66 Goal The goal is to control and prevent occurrence and spread of diseases. Medium-Term Expected Outcomes The medium term outcomes will include:-  Reduced incidence and prevalence of diseases;  Improved maternal and child health;  Increased and sustained coverage of high quality EHP services;  Reduced health risk factors among the population;  Improved equity and efficiency in the delivery of EHP; and  Strengthened performance of health support systems. Key Strategies Effective delivery of quality public health service requires multi-dimensional approach including the provision, strengthening and coordination of the various health care service institutions. Main strategies will include:-  Increasing geographical access to EHP services;  Improving availability of essential drugs and medical supplies;  Building human resource capacity at all levels;  Strengthening health support system;  Increasing availability of health technologies for prevention, screening, diagnosis, treatment and rehabilitation;  Improving the quality of diagnosis and treatment of communicable and non communicable diseases;  Strengthening health policies, legal and regulatory framework;  Implementing integrated vector control management;  Promoting water and food safety;  Improving the capacity of the health sector to respond to emergencies;  Exploring and implementing alternative health financing mechanisms;  Promoting community participation in the design and implementation of health services;  Strengthening community health service delivery system;  Strengthening availability and utilization of quality integrated family planning services;  Improving availability and utilization of quality integrated maternal and neonatal care services;  Strengthening and promoting initiatives to improve prevention, diagnosis and treatment of emerging diseases such as cancer, and high blood pressure; and  Promoting health enhancing behavior and life styles. 5.5.2 Sanitation Sanitation and good hygiene practices contribute to the reduction of water borne and other related diseases. A clean and healthy environment is not only essential, but also a prerequisite for a healthy and productive society. Compared to many other sub-Saharan countries, Malawi has made tremendous progress in achieving universal access to basic sanitation. Overall access to improved latrine is estimated at 46 percent; with 43 percent in rural areas and 65 percent in urban areas. 67 During the implementation of MGDS, the country made progress in the area of sanitation and hygiene. These include improved access to potable water from 73 percent in 2005 to 84 percent in 2009 and improved access to basic sanitation from 84 percent in 2005 to 93 percent in 2009 (WMS, 2009). Malawi still faces a number of challenges in the area of sanitation and hygiene. These include relatively low access to improved sanitation, low access to running water, inadequate sewer facilities, unsystematic disposal of liquid, solid and other forms of waste, inadequate capacity to manage sewer facilities and inability to separate organic and inorganic components of waste to facilitate composting. Considering the above challenges and the role sanitation plays to improve the health of the population, Government through this strategy will pursue the following goal, outcomes and strategies. Goal The goal is to ensure use of improved sanitation facilities and adoption of safe hygiene practices. Medium-Term Expected Outcome In the medium term, it is expected that there will be:  Improved hygiene practices;  Increased access and usage of improved sanitation facilities; and  Improved management and disposal of waste. Key Strategies The key strategies include:  Promoting utilization of improved sanitation facilities;  Providing improved sanitation facilities in schools, health care centres, community based child care centres, markets and all other public places;  Promoting adoption of safe hygiene practices;  Improving management and disposal of both liquid and solid waste;  Enhancing information, education and communication on sanitation and hygiene;  Promoting research waste management;  Promoting private sector participation in the provision of sanitation and hygiene services;  Enhancing institutional capacity; and  Strengthening regulatory frameworks. 5.5.3 Malaria Malaria is endemic and continues to be a major public health problem in Malawi. It is the leading cause of morbidity and mortality in under-five children and pregnant women. It is estimated that the number of presumptive cases of malaria increased from 3.7 million in 2005 to 6.1 million in 2009. Therefore, Government has prioritized reduction of malaria cases in line with MDG8 commitment. 8 MDG 6 includes malaria, TB and HIV and AIDS. 68 During the implementation of MGDS Government undertook a number of initiatives to combat malaria. These included distributions of insecticide treated mosquito nets (ITNs), piloted indoor residual spraying and changed the primary anti-malaria treatment from Sulphadoxine- pyremethamine (SP) to Artemether-lumefantrine (LA). Consequently, health facility in-patient death rates due to malaria have decreased from 5.6 percent to 3.4 percent in 2004 and 2009, respectively. ITNs ownership improved from 38 percent in 2006 to 60 percent in 2010. In addition, it is estimated that in 2010, 56 percent of children under five years of age sleep under an ITN up from the 25 percent in 2006. Realizing that Malaria is still a challenge in Malawi, Government will pursue the following goal, medium term expected outcomes and strategies. Goal The goal is to reduce malaria-related morbidity and mortality. Medium Term Expected Outcomes  Reduced incidence of malaria;  Increased coverage of malaria prevention; and  Increased access to appropriate malaria treatment. Key Strategies  Promoting directly observed treatment;  Developing capacity of community health workers in malaria case management;  Scaling up distribution of Long Lasting Insecticide Nets (LLINs);  Promoting draining of mosquito breeding sites and larviciding;  Scaling up the delivery of Indoor Residual Spraying (IRS) services to other high malaria transmission districts; and  Increasing the number of health facilities providing parasitological diagnosis of malaria. 5.5.4 HIV/AIDS Management Malawi has been negatively affected by the spread of HIV and AIDS pandemic. The pandemic has increased the incidence of other opportunistic diseases such as Tuberculosis and cancer. HIV and AIDS and the resulting opportunistic diseases have affected the quality of human capital, and have increased the burden on health service delivery system. There is a strong correlation between HIV and AIDS and nutrition status of individuals. Good nutrition is crucial for building and maintaining the immune system to enable it fight infections. In the absence of good nutrition, the body‘s immune system is weak and vulnerable to attack by various infections which affect ones quality of life. One such infection is HIV and AIDS. When the body is malnourished, an individual‘s immune system is compromised. In addition, Anti-retroviral drug‘s effectiveness in undernourished HIV and AIDS patient is decreased and toxicity increased. Malnutrition also accelerates the onset of AIDS and gives rise to other related illnesses. The HIV and AIDS pandemic has worsened the dual burden of malnutrition and disease. Adult HIV prevalence decreased slightly between 2004 and 2010, from 11.8 to 10.6 percent, respectively. Factors contributing to this positive development include increased awareness programmes in HIV prevention and behavioural change, increased access to a number of 69 preventive interventions, increased access to HIV and AIDS Testing and Counselling (HTC) sites, and the Prevention of Mother to Child Transmission (PMTCT) programme. Despite the successes registered, combating HIV and AIDS remains a major challenge for Malawi. For instance, the disease has rendered 12 percent of children aged 0-17 orphaned and 7 percent vulnerable, according to the 2006 Multiple Indicator Cluster Survey (MICS). In addition, there is still low uptake of PMTCT services among pregnant women and low uptake of Anti-Retroviral Therapy (ART) among children and continued prevalence of cultural practices that enhance HIV transmission. In this regard, Government will implement strategies that are aimed at promoting prevention of new infections. Goal The goal is to prevent spread of HIV infection and mitigate the health, socio-economic and psychosocial impact of HIV and AIDS. Medium-Term Expected Outcomes The expected outcomes include:  Reduced HIV infection and transmission rate;  Improved quality of lives of People Living with HIV (PLHIVs), OVCs and affected individuals and households; and  Improved dietary practices of PLHIVs, OVCs and affected individuals and households. Key Strategies The expected outcomes above will be achieved through implementation of the following key strategies:  Promoting interventions that reduce HIV transmission;  Promoting HIV Testing and Counselling;  Promoting Prevention of Mother-to-Child Transmission of HIV;  Enhancing capacity of health care delivery system to manage HIV and related illnesses;  Promoting access to continuum of HIV treatment and care services;  Promoting access to quality Community Home Based Care (CHBC), palliative care and other support services;  Promoting support to PLHIVs, OVCs and affected individuals and households;  Promoting mainstreaming of HIV and AIDS;  Promoting effective coordination and management of the national HIV and AIDS response;  Promoting food and nutrition security among HIV and AIDS affected households;  Promoting reintegration of eligible PLHIV into economic activities; and  Promoting HIV and AIDS advocacy and awareness campaigns. 5.6 Integrated Rural Development Malawi‘s population is rural-based, with the majority depending on rain-fed agriculture and lacking access to basic amenities such as roads, health facilities, schools, markets, power supply, and water and communication infrastructure. Thus improving access to basic amenities is critical to improving living standards of rural communities and national development. Considering the need to improve the livelihoods of the rural communities, 70 government will use an IRD approach. In this regard, initiatives like One Village One Product (OVOP), Malawi Rural Development Fund (MARDEF), Youth Enterprise Development Fund (YEDEF) and Local Development Fund (LDF) will play a crucial role in improving rural livelihoods. IRD aims at resuscitating rural economies and transforming them into potential drivers of economic growth and development. Furthermore, it sets a platform for empowering rural people to exploit socio-economic opportunities and tackle challenges for securing their livelihoods. Poverty in Malawi is pervasive in rural areas with the latest Welfare Monitoring Survey putting the national poverty incidence at 39 percent in 2009. The persistence of rural poverty has moved government to a new consensus on addressing poverty reduction with the aim of leading rural areas to more efficient ways of tapping into development potential to improve their livelihood. Efforts made to assist the poorest citizens of the country include community development programmes, FISP and a nationwide public works programme for ‗cash transfer safety net activities‘. Development projects included the construction of school buildings; teacher‘s houses and clinics; water supply schemes; subsidy programmes and the improvement of other rural social infrastructure. However, these programmes alone cannot achieve sustainable improvements in the livelihoods of the poor, nor generate sustainable long term economic growth due to lack of coordination, harmonization, resources and weak financial management systems. Government, therefore, through this strategy will pursue the following goal, expected outcomes, and strategies. Goal The goal is to improve rural livelihoods. Medium Term Expected Outcomes  Improved local governance systems and structures;  Well coordinated local development planning;  Improved investment in rural areas;  Increased rural incomes;  Strengthened rural participation in development programmes; and  Reduced rural-urban migration. Key Strategies  Promoting income generating programmes;  Improving access to basic amenities;  Ensuring equal access to socio-economic opportunities;  Strengthening local institutional capacity;  Strengthening capacity of rural households to exploit income generating opportunities;  Promoting local economic development;  Promoting conducive environment for private sector investment;  Promoting the establishment of rural growth centres and satellite model villages; and  Promoting rural electrification programme. 71 5.7 Green Belt Irrigation and Water Development Malawi depends on rain-fed agriculture to achieve food security, increased incomes and sustainable economic growth. Over-dependence on rain fed agriculture has led to low agricultural production and productivity due to weather shocks and natural disasters. Conversely, Malawi is endowed with vast water resources covering about 30 percent of the country. A well developed water system is therefore critical for irrigation intensification, potable water accessibility and sanitation. Government, through this strategy, will therefore prioritise Green Belt Irrigation (GBI) and water development. 5.7.1 Green Belt Irrigation Green Belt Irrigation has the potential to increase agricultural production and productivity through intensified farming. Green Belt Irrigation will utilize the available abundant water resources in the country and increase area under irrigation from 90, 000 hectares to 400,000 hectares out of the potential 1,000,000 hectares. This will improve food security and rural livelihoods; promote agricultural diversification and value addition; reduce rural-urban migration; and contribute to sustainable economic growth and development. Government through this strategy has prioritized Green Belt Irrigation by pursuing the following goal, expected outcomes, and key strategies. Goal The goal is to increase agricultural production and productivity through intensification of irrigation. Expected-Medium Term Outcome The expected medium term outcomes include:  Increased land under irrigation;  Reduced dependence on rain-fed agriculture;  Increased agricultural production and productivity; and  Increased household income levels. Key Strategies The following are the key strategies to be pursued:  Promoting development of areas with irrigation potential;  Promoting rehabilitation of irrigation infrastructure;  Promoting research and use of appropriate technologies in irrigation;  Enhancing IEC on irrigation;  Enhancing technical and administrative capacities in irrigated agriculture; and  Promoting the establishment of a well coordinated marketing system for products from irrigation farming. 5.7.2 Water Development Water is an important resource for life, agriculture and industrial development. Recent economic developments and population growth in Malawi have increased the demand for water in both rural and urban areas. Government has, therefore, put high priority on water resources management and development. In recent years, access to potable water has improved throughout the country. Statistics show that total water supply coverage has increased from 58 percent in 2004 to 76 percent in 2009. 72 In 2008 water supply coverage in rural areas of Malawi was at 64 percent from 58 percent in 2004. Despite these achievements, there are considerable challenges facing the country in the water sector. These include relatively low access to potable water, aging infrastructure, inadequate maintenance capacity, theft and vandalism resulting in more than 30 percent non- functionality of the infrastructure. In this respect, Government will continue developing the water sector. Focus will include construction of dams, establishment of piped water systems and drilling of boreholes where gravity fed systems cannot work. Goal The goal is to improve access to water through an integrated water management system. Expected-Medium Term Outcome  Well developed and managed water resources; and  Increased access to safe water points within 500m distance. Key Strategies  Promoting development of potential multi-purpose dam sites and groundwater resources;  Improving existing water infrastructure;  Enhancing water resources monitoring, preservation, development and management;  Promoting user friendly technologies for water resources conservation and utilization;  Promoting the empowerment of local communities in water resources development and management;  Strengthening research in water resources development and management;  Increasing number of people connected to piped water supply systems in both urban and rural areas;  Strengthening institutionalization of practical operations and maintenance framework at all levels;  Strengthening and institutionalizing monitoring and evaluation system for water services;  Enhancing information, education and communication;  Promoting private sector participation in the provision of water services;  Promoting equitable distribution of water points to rural areas through GPS mapping; and  Enhancing institutional capacity at all levels. 5.8 Child Development, Youth Development and Empowerment About 54 per cent of the total population in Malawi is younger than 18 years (PHC, 2008). With such a young population, dependence ratio in the country is high. This places heavy economic burden on the working population and puts pressure on the provision of basic needs and social services. The country‘s young population is characterized by high incidences of poverty, violence, HIV and AIDS, malnutrition, abuse, poor health, high illiteracy rates and psychological disorders. In order to protect and harness potential of young people, Government has included Child Development and Youth Development and Empowerment as a priority in this development 73 strategy. Focus will be on the following social support; early childhood development; child protection; child survival and development; child and youth participation; economic empowerment; youth health; HIV prevention among youth and adolescents; institutional capacity development and infrastructure development. 5.8.1 Child Development In Malawi, children aged 0 to 9 years constitute the majority of the total population. According to the 2008 Population and Housing Census, approximately 4.3 million persons of the total population of 13.1million were children. Children are directly affected by problems stemming from poverty. This is manifested through child labour, high illiteracy rates, poor health, high incidence of malnutrition, high levels of child abuse and neglect. To address these challenges, Government will establish a National Plan of Action for children and will pursue the following goal, outcomes and strategies. Goal The Goal is to ensure that children grow into productive and responsible citizens. Medium-Term Expected Outcomes In the medium term, it is expected that Malawi will have attained:  Improved equitable access to quality child development services;  Reduced number of children living below the poverty line; and  Strengthened national child protection systems to reduce children‘s vulnerability to violence, abuse, and exploitation. Key Strategies In responding to the challenges being faced, government will implement the following strategies:  Protecting children against abuse, exploitation, neglect and violence;  Eliminating harmful cultural practices;  Promoting access to education, nutrition, health, counselling and HIV prevention services;  Reducing the adverse effects of poverty on children;  Promoting early childhood development and pre-primary education;  Establishing a legal and institutional framework for the promotion of early childhood development services;  Promoting the integration of child issues in sectoral policies and strategies;  Strengthening inter-sectoral coordination and capacity of all stakeholders;  Strengthening support to children infected and/or affected by HIV and AIDS;  Strengthening advocacy and awareness on child issues;  Establishing a system for timely birth registration for children;  Promoting exclusive breastfeeding practices for children aged 0-6 months;  Promoting optimal feeding practices for children aged 6-24 months and beyond; and  Promoting alternative care systems for vulnerable children. 5.8.2 Youth Development and Empowerment The youth constitute a significant proportion of Malawi‘s population. The 2008 Population and Housing Census reports that 40 percent of the population is young aged 10 to 29 years. 74 With time, the youth population has been growing and this has implications on the socio- economic development of the country. Investments in the current generation of young people will among other things improve productivity, reduce health costs and enhance social capital. The youth constitute a growing labour force of the country; failure to respond to their needs further aggravates poverty levels. Therefore Government, through this strategy, will pursue the following goal, outcomes and strategies. Goal The goal is to enhance effective youth participation in economic activities. Medium-Term Expected Outcomes In the medium term, it is expected that Malawi will have attained:  Increased absorption of skills, technology and innovations by the youth;  Increased youth participation in decision making processes; and  Improved coordination of youth programs. Key Strategies The expected outcomes above will be achieved through implementation of the following key strategies:  Improving youth‘s technical, vocational, entrepreneurial and life skills;  Improving youth‘s access to credit facilities for entrepreneurship;  Promoting youth participation in the decision making processes; Constructing and rehabilitating sports infrastructure;  Building and strengthening the capacity of institutions that are responsible for coordination and delivery of youth development and sports services;  Strengthening and establishing youth development centres; and  Improving access to Youth Friendly SRH, HIV and AIDS services; and  Eliminating GBV, harmful cultural practices, abuse and trafficking. 5.9 Climate Change, Natural Resources and Environmental Management Natural resources form a principal source of social well being and economic development in Malawi. However, these resources are under constant stress from unprecedented human, industrial and other developmental activities which if not curbed might generate serious long- term impacts. The Malawi UNCA Report (2010) estimates that unsustainable natural resource use cost Malawi about US$ 191 million, or 5.3 percent of GDP in 2010. These activities have resulted into a reduction in the proportion of land under forest cover from 41 percent in 1990 to 34.5 percent in 2010 (MDGs Annual Report, 2010). This is compounded by increased climate variations experienced in the form of prolonged dry spells, droughts, intense rainfall, floods and temperature variability. This has in turn negatively affected the performance of sectors such as agriculture, natural resources, forestry, water and irrigation, energy, infrastructure, manufacturing, transport, tourism, and trade, among others. During the implementation of the MGDS, various achievements were realized including enhanced early warning and improved weather information systems; increased land area under industrial plantations from 1,609 ha in 2005 to 5,784 ha in 2010; reduction in tonnage of ozone depleting substances such as CFC from 5.9 tonnes in 2005 to almost zero in 2009 and increased public awareness on environment and natural resources management. 75 Despite the achievements highlighted above, a number of challenges still exist which include: accelerated deforestation and poor land use and management practices; depletion and degradation of land and water based resources; weak information management systems; weak regulation enforcement mechanism; and inadequate mainstreaming of climate change issues in government policies and programs. The focus will be in the areas of climate change, natural resources and environment. 5.9.1 Climate Change Management Malawi experiences a number of adverse climatic hazards such as prolonged dry spells, droughts, unpredictable rainfall patterns, floods and increased temperatures. Recently, these have increased in frequency, intensity and magnitude. This is partly attributed to effects of climate change and in all likelihood will worsen in the future. Climate change effects also result in loss of human and animal life; compromised water quality leading to diseases such as diarrhoea, cholera and malaria and infrastructure loss. In addition, effects of climate change have adverse impacts on agriculture, fisheries, wildlife, gender, energy, education, health, and forestry sectors. Numerous reports on Climate change indicate that disasters related to climate change have escalated with time. Between 1970 and 2006, Malawi experienced over 40 weather related disasters most of which occurred in the late 1990s. It is estimated that the 1992 drought reduced the country‘s maize production by 60 percent of its normal year production bringing about a 10 percent reduction in the country‘s GDP (NAPA, 2006). It is therefore, necessary for the country to mainstream climate change mitigation and adaptation measures in all sectors for improved resilience and sustainable development. Malawi, just like many developing countries, is vulnerable to effects of climate change. In recognition of this, Government has accorded special attention to climate change in this national development strategy. On its path towards climate resilient growth, Malawi, therefore aims at pursuing the following goal, outcomes and strategies. Goal The goal is to enhance resilience to climate change risks and impacts. Medium-Term Expected Outcome The medium term expected outcome is improved climate change mitigation and adaptation measures. Key Strategies  Improving weather and climate monitoring, prediction systems, and information and knowledge management systems;  Promoting dissemination of climate change information for early warning, preparedness and response;  Developing and harmonizing climate change related strategies, policies and legislation;  Mainstreaming climate change issues in sectoral policies, plans and programmes;  Promoting climate change related education, training, awareness and capacity building;  Enhancing implementation of climate change mitigation and adaptation programmes;  Implementing a comprehensive national climate change investment plan;  Enhancing cross sectoral co-ordination of climate change programmes; 76  Enhancing legal and regulatory framework on climate change; and  Developing and implementing appropriate green house gas mitigation programmes and actions. 5.9.2 Natural Resources and Environmental Management Malawi is endowed with a diversity of natural resources including fertile soils, forests, abundant water, diverse flora and fauna. Approximately 80 percent of the country‘s population depends on natural resources for their subsistence and household income. Natural resources and environment play a significant role in influencing social and economic development in Malawi. However, increasing population growth coupled with high poverty levels have led to an increase in exploitation of natural resources. Inadequate alternative livelihoods, unaffordable energy technologies and uncoordinated policies have exacerbated environmental degradation leading to social and economic consequences. Government will therefore implement the following goal, outcomes and strategies to address the above challenges. Goal The goal is to ensure sustainable management and utilization of the environment and natural resources. Medium-Term Expected Outcomes  Improved regulatory framework for harmonized environmental and natural resource management; and  Improved environmental and natural resource management; and  Reduced environmental pollution and degradation. Key Strategies  Improving coordination of environment and natural resource programmes;  Developing capacity for Environment and Natural Resource Management (ENRM);  Enforcing compliance to environmental and natural resource management legislation;  Enhancing mainstreaming of environment and natural resource management issues in sectoral policies and programmes at national and local levels;  Promoting biodiversity conservation programs;  Promoting development and implementation of Clean Development Mechanism (CDM), voluntary carbon markets and Reduced Emissions from Deforestation and Degradation of Forest (REDD) projects;  Promoting projects on waste management;  Harmonizing environment and natural resources management policies and legislation;  Strengthening education and public awareness programmes on environment and natural resources management;  Promoting use of environmentally friendly technologies and practices; and  Enhancing environmental protection, restoration and rehabilitation. The following Table 5.1 shows the key priority areas, goals and medium term expected outcomes. 77 Table 5.1: Summary of Key Priority Areas Key Priority Area Goal Medium Term Expected Outcomes 1.Agriculture and Food Security 1.1 Agricultural Increase agricultural  Increased smallholder farmers‘ output per Productivity and productivity and unit area; Diversification diversification.  Increased agricultural diversification;  Increased production of high value agricultural commodities for exports;  Improved agricultural research, technology generation and dissemination;  Increased livestock and fish production; and  Reduced land degradation. 1.2 Food Security Ensure sustained  Food self – sufficiency at household and availability of food to national levels; all Malawians at all  Increased and sustained food accessibility; times at affordable and prices.  Enhanced agricultural risk management. 2. Energy, Industrial Development, Mining and Tourism 2.1 Energy Generate and distribute  Improved capacity and efficiency in sufficient amount of energy generation, transmission and energy to meet national distribution; and socio economic  Increased availability and access to demands energy. 2.2 Industrial Develop and expand  Expanded industrial base; Development industrial sector with  Increased employment; emphasis on value  Increased industrial output; and addition and  Increased value addition. employment creation 2.2.1 Trade Increase supply of  Enhanced production, diversification and value-added goods and competitiveness of tradable services for domestic commodities; and international  Enhanced access to both traditional and market while emerging export markets; sustaining competitive  Improved legal, regulatory and advantage. institutional framework, and  Increased domestic and international market share. 2.2.2 Agro- Move up the value  Increased value addition to agricultural Processing chain in key crops, and products; and increase agro-  Diversified agro-processed products. processed products for both domestic and export markets. 2.3 Mining Increase production  Updated geological information system; and value addition of  Increased exploration and mining; mineral resources.  Increased participation by small and medium miners; and 78 Key Priority Area Goal Medium Term Expected Outcomes  Improved legal and institutional framework. 2.4 Tourism Develop and promote a  Increased contribution of the tourism vibrant tourism industry to GDP; industry.  Improved environment for doing business in tourism;  Increased number of tourists; and  Increased local participation in the tourism industry. 3.0 Transport Infrastructure and Nsanje World Inland Port 3.1 Road Ensure provision of  Reduced lead times and cost on exports Infrastructure safe, affordable, and imports; and accessible and high  Improved domestic and cross border quality road transport mobility and connectivity. system. 3.2 Rail Transport Develop an  Improved regional and international efficient and connectivity; effective rail  Improved regulatory and institutional framework; and network.  Improved rail infrastructure and reliability. 3.3 Inland Water Promote inland water  Improved inland water transportation Transport transport system and system; Infrastructure improve access to the  Improved interface with rail and road sea. transport; and  Reduced transport costs. 3.3.1 Nsanje World Open up the country to  Reduced transport costs; Inland Port ports along the Indian  Reduced lead times on exports, and Ocean and reduce costs  Decreased cost of shipping, low costs of of goods. cross-border and transit trade, and lower cost to reach domestic, regional and international markets. 4.0 Education, Science and Technology 4.1 Education Improve access to  Expanded equitable access to education; quality and relevant  Improved quality and relevance of education. education; and  Improved management and governance of the education system. 4.2.Science and Enhance the  Well-coordinated science and technology Technology contribution of generation and dissemination; research, science and  Improved operation of Research and technology to national Development institutions; and productivity and  Increased adoption of appropriate competiveness. technologies. 5.0 Public Health, Sanitation, Malaria and HIV and AIDS Management 5.1 Public Health Control and prevent  Reduced incidence and prevalence of 79 Key Priority AreaGoal Medium Term Expected Outcomes occurrence and spread diseases; of diseases.  Improved maternal and child health;  Increased and sustained coverage of high quality EHP services;  Reduced health risk factors among the population;  Improved equity and efficiency in the delivery of EHP; and  Strengthened performance of health support systems. 5.2 Sanitation Ensure use of  Improved hygiene practices; improved sanitation  Increased access and usage of improved facilities and adoption sanitation facilities; and of safe hygiene  Improved management and disposal of practices. waste. 5.3 Malaria Reduce malaria-related  Reduced incidence of malaria; morbidity and  Increased coverage of malaria prevention; mortality. and  Increased access to appropriate malaria treatment. 5.4 HIV and AIDS Prevent spread of HIV  Reduced HIV infection and transmission Management infection and mitigate rate; the health, socio-  Improved quality of lives of People Living economic and with HIV (PLHIVs), OVCs and affected psychosocial impact of individuals and households; and HIV and AIDS.  Improved dietary practices of PLHIVs, OVCs and affected individuals and households. 6.0 Integrated Improve rural  Improved local governance systems and Rural Development livelihoods. structures;  Well coordinated local development planning;  Improved investment in rural areas;  Increased rural incomes;  Strengthened rural participation in development programmes; and  Reduced rural-urban migration. 7.0 Green Belt Irrigation and Water Development 7.1 Green Belt Increase agricultural  Increased land under irrigation; Irrigation production and  Reduced dependence on rain-fed productivity through agriculture; intensification of  Increased agricultural production and irrigation productivity; and  Increased household income levels. 7.2 Water Improve access to  Well developed and managed water Development water through an resources; and integrated water  Increased access to safe water points 80 Key Priority Area Goal Medium Term Expected Outcomes management system within 500m distance. 8.0 Child Development, Youth Development and Empowerment 8.1 Child Ensure that children  Improved equitable access to quality Development grow into productive child development services; and responsible  Reduced number of children living below citizens. the poverty line; and  Strengthened national child protection systems to reduce children‘s vulnerability to violence, abuse, and exploitation. 8.2 Youth Enhance effective youth  Increased absorption of skills, technology Development participation in economic and innovations by the youth; and activities.  Increased youth participation in decision Empowerment making processes; and  Improved coordination of youth programs. 9.0 Climate Change, Natural Resources and Environmental Management 9.1 Climate Enhance resilience to  Improved climate change mitigation and Change climate change risks adaptation measures. Management and impacts. 9.2 Natural Ensure sustainable  Improved environmental and natural Resources and management and resource management; Environmental utilization of the  Improved regulatory framework for Management environment and harmonized environmental and natural natural resources. resource management;  Reduced environmental pollution and degradation. 81 CHAPTER 6 IMPLEMENTATION FRAMEWORK 6.1 Implementation Modalities The MGDS II has been developed to allow all stakeholders to participate in the development of the country. Its implementation will, therefore, involve all stakeholders, including the three arms of Government: the Executive, Parliament, and Judiciary; and civil society and Faith Based Organizations (FBOs); private sector and the general public. Government will lead the implementation process through technical coordination and its consolidated national budget. It is expected that all stakeholder institutions including donors, development and co-operating partners will continue to align their activities and support to this national development agenda, MGDS II. The alignment to the budget will be critical for its successful implementation. The Ministry of Development Planning and Cooperation and the Ministry of Finance will facilitate and ensure that all ministries and departments align their sectoral plans, activities and budgets to the development strategy. Wherever sectoral plans do not exist, efforts should be made to develop them. Budget submissions, therefore, will be expected to include only activities that are aligned to this national strategy. To ensure that the MGDS II is formulated, implemented and monitored with full participation of all stakeholders, Government instituted Sector Working Groups (SWGs). Membership of the SWGs is diverse and includes line Ministry clusters, civil society, private sector, non- government organizations, donors and cooperating partners. The private sector was included as an active partner in all the Sector Working Groups to enhance dialogue between Government and the private sector led growth. A summary operational table is presented in Annex 1 to guide the implementation of the MGDS II. This table represents strategies, actions and expected outcomes of the MGDS II. As conditions change during implementation, progress made against the activities, outputs and medium term expected outcomes will be assessed to make necessary adjustments. Such assessment will be made based on information coming from sector ministries as well as other stakeholders. MGDS II has identified six thematic areas from which the nine key priority areas have been isolated. The following have been identified as critical issues that must be pursued to achieve the set goals and targets of the MGDS II:  Political will and change of the mind set;  Government and Parliament will play their constitutional roles in ensuring that the ultimate objective of MGDS II is achieved thereby taking the country towards achieving the long-term goals;  Government will continue to improve donor coordination through the development and adherence to the Development Assistance Strategies (DAS);  Donors and co-operating partners will align their support and activities to the MGDS II. Government will lead the dialogue with donors on this alignment and seek to ensure that aid flows are predictable. On its part, Government will seek to ensure that 82 resources are disbursed in a timely manner;  There is need to develop a strong, motivated and committed civil service that will ensure that Government remains committed to its policies, targets and obligations; and  There is need to put in place mechanisms and modalities for implementing activities that require heavy financial investments. These include development of PPPs; and build, operate and transfer initiatives. 6.2 Roles of Key Stakeholders in the Implementation of the MGDS II Government: The main responsibility of Government shall be to provide public goods and services as well as regulatory framework. These include roads, railways, airports, education, health services, and social services among others. It shall also provide the necessary environment and incentives to promote private sector activities. Government shall safeguard the interests of all Malawians by correcting market failures through policy, legal and regulatory framework reviews. Parliament: The Parliament will continue to enhance Parliamentary oversight, transparency and accountability in the implementation of the MGDS II. This will be done through members of parliament involvement in the scrutinisation, consideration and approval of Government budgets, reviewing and making laws. It shall ensure that the budget is being used to provide resources for the prioritised activities in the MGDS II. In this regard, the interests and priorities of Malawians shall be protected. Private Sector: The role of the private sector is to invest in both economic and social sectors to generate economic growth and create wealth. In this context, the private sector is expected to take up opportunities outlined in the MGDS II during its implementation. The scope of the private sector participation will be widened to involve them in the provision of other public goods and services through PPPs. Civil Society: The role of the civil society in the implementation of the MGDS II is to implement some specific activities in various sectors and to complement government‘s oversight and accountability functions to safeguard the interests of Malawians. Donors, Development and Co-operating Partners: The role of donors, development and co-operating partners shall be to assist across the board with financial and technical resources to implement the activities outline in the MGDS II. In doing so, they will be expected to support and align their activities with the MGDS II priorities. Community: The role of the community will be to ensure smooth implementation of development activities through participatory planning, implementation, monitoring and evaluation. In addition, the community will contribute in kind towards some development activities. 6.3 Monitoring and Evaluation Effective monitoring and evaluation of the activities of the MGDS II are critical for realization of set goals and outcomes. First, the process provides essential data and insights for drawing lessons, priority setting and informed review of the MGDS II implementation processes. Second, the process offers the assurance that resources, including donor funds, are 83 used for agreed purposes. Financial monitoring, through PETS, will track the financial information that relate to the strategy‘s resources with a view to maintaining an account of how and where these are applied. Good quality financial monitoring is critical to the effective implementation of the MGDS II and to accountability in the use of resources. Equally noteworthy, the integrity of the Government‘s financial monitoring and reporting has a bearing on the degree to which stakeholders may have faith in the system before they can consider providing increased support. During the implementation of MGDS, the M & E system was strengthened through the district and community level monitoring mechanism. This development strategy incorporates a system to monitor inputs, outcomes and impacts so that resources can be strategically managed and progress tracked. This process helps to distinguish the MGDS II monitoring from traditional project monitoring. The monitoring system will feed information back into the processes of governing and decision-making, making it a vital public management tool. To enable regular and quality reporting, key performance indicators have been identified for each sector. These indicators will help to focus efforts and resources for evaluating sector performance. To strengthen this, outcome and output indicators have clearly been separated to track every level of progress in the implementation process. The monitoring of MGDS II will be in accordance with Monitoring and Evaluation Master Plan developed by the Ministry of Development Planning and Cooperation, the Ministry of Finance, the Ministry of Local Government and Rural Development and the NSO. The stakeholders will align indicators in accordance with the MGDS II themes and key priority areas. A set of impact level monitoring indicators has been developed and is presented in Annexes. The summary operational matrix provides a summary of objectives that can also be monitored by line ministries. This will be used in the budget discussion processes and reviews of the MGDS II to track progress toward the impact indicators during implementation. 6.4 National M&E Framework The implementation framework for MGDS II has taken into account all players who participate in the decision making for the development of the country (Figure 2). 84 Figure 2: Implementation Framework for MGDS II National Cabinet National Stakeholders Assembly Forum Principal Secretaries (Steering Committee) Technical Working Group Sector Working District M&E Groups System (Committees) At the Cabinet level the MGDS II will be chaired by the President. The Cabinet will review the annual progress in the implementation of the MGDS II. It is expected that various ministries will brief the Cabinet based on reports on the actual outputs and outcomes of the implementation of the strategy. Meanwhile the Minister of Development Planning and Cooperation will have a detailed report on the progress of the implementation that will act as a back up to sectoral presentations. Prior to the budget session of Parliament, all parliamentarians will comment on the progress of the implementation of the strategy. The Parliament will base their debates from the mid- year development reports as well as annual development reports produced by Ministry of Development Planning and Cooperation. The development report will articulate all issues outlined in the budget that are in line with the MGDS II. The Secretary for Development Planning and Cooperation will present the progress report of the implementation to the entire meeting of the Principal Secretaries chaired by Chief 85 Secretary. The Principal Secretaries as Controlling Officers are supposed to take necessary measures regarding issues raised in the mid-year and annual development reports. There will be a technical committee in place and it will consist of development partners, senior civil servants, civil society and private sector. The committee will be chaired by Director of Monitoring and Evaluation in the Ministry of Development Planning and Cooperation. The Chair will prepare documentation for the Principal Secretaries‘ meetings. In order to improve monitoring of the implementation of the MGDS II, Government will develop a vibrant monitoring and evaluation system with a view to producing brief quarterly monitoring and evaluation reports. The Government will continue to develop capacity at both sector and district levels to monitor the implementation process. The Government will also strengthen monitoring and evaluation capacity at the local authority levels. All monitoring and evaluation activities of the MGDS II will be coordinated by Ministry of Development Planning and Cooperation. The monitoring reports will be circulated widely for information sharing and advocacy. Ministry of Information and Civic Education will disseminate some of the information using different methods including the government website. 6.5 Financing and Budgetary Allocations The MGDS II will largely be financed through three sources, namely, domestic revenues; external grants; and borrowing (both internally and externally). Additionally, PPPs for infrastructure programmes shall be encouraged. Other likely sources of financing are regional and international financing initiatives. A summary of the estimated budgetary allocation to the key priorities and thematic areas for are presented in table 6.1 below. Table 6.1: Estimated Budgetary Allocations to Themes and Key Priority Areas (Percentage of Planned Fiscal Expenditures) Themes 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Sustainable 18.9 22.6 22.4 20.2 19.0 18.5 1 Economic Growth Social Support and Disaster Risk 0.2 0.2 1.0 1.0 1.0 2.0 2 Management 3 Social Development 37.1 37.4 37.8 38.1 38.6 39.1 Infrastructure 19.5 16.0 17.8 18.5 19.2 19.3 4 Development Improving 24.1 23.5 21.0 22.0 22.0 21.0 5 Governance Gender and Capacity 0.2 0.2 0.3 0.2 0.2 0.1 6 Development Total 100 100 100 100 100 100 Note: Out of the total for the Themes, an allocation of an average of 77 percent will be directed towards the KPAs over the Strategy period. 86 Key Priority Areas 2010/11 (KPAs) 2011/12 2012/13 2013/14 2014/15 2015/16 Agriculture and 13.8 14.5 14.3 13.0 11.6 10.9 1 Food Security Energy, Industrial Development, 1.7 2.8 4.0 4.3 4.8 4.4 2 Mining and Tourism Transport Infrastructure and 16.8 12.0 12.6 13.0 13.2 13.8 Nsanje World 3 Inland Port Education, Science 19.1 21.1 21.2 21.3 21.8 21.9 4 and Technology Public Health, Sanitation, Malaria 17.9 16.1 16.3 16.5 16.3 16.5 and HIV/AIDS 5 Management Integrated Rural 1.8 4.8 3.9 4.0 4.1 4.6 6 Development Green Belt Irrigation and Water 2.0 2.8 3.6 2.7 2.8 2.4 7 Development Child Development, Youth Development 0.8 1.2 1.1 1.1 1.4 1.6 8 and Empowerment Climate Change, Natural Resources 1.8 1.1 1.0 1.2 1.3 1.1 and Environmental 9 Management Total 75.7 76.3 78.2 77.1 77.2 77.2 87 Note: 1. Expenditure proportion towards Agriculture will be not less than 10% as stipulated in the CAADP Agenda and shall gradually stabilize around the same as the country attains its self sufficiency levels and resources will be diverted to other KPAs 2. Energy has been isolated as a major constraint in development in the country. As such, expenditure towards the sector is expected to rise (for instance starting from 2011/12 budget where the 2.8% proportion includes the major investment of MK7bn meant for Kapichira Hydro Station - Turbines, Lower Fufu Station etc). Thereafter, the allocation includes investment in industrialization, mining and tourism (promoting a conducive environment). Increased investment in the liquid fuels through strategic fuel storage facilities in the country 3. Increased infrastructure development with more resources going towards road networks in country. New road constructions are expected throughout the Strategy period. Similarly major investment will be in rail transport. From 2011/12 to 2012/13, resources towards Nsanje World In-Land port will be for the EIA (funded by AfDB through SADC regional program) 4. Education expenditure proportion shall be about 20% of the national budget based on the UNESCO Education for All (EFA) Dakar Declaration Framework for Action, 2000 5. Expenditure allocation in Public Health shall be around 15% as stipulated in the Paris Declaration and Accra Agenda of Action (AAA) 6. Integrated Rural Development will be enhanced with expenditure levels around 4% throughout the strategy period to achieve rural centres development 7. Increased investment in GBI as a national priority. This involves development of new areas for irrigation and rehabilitation of existing schemes in the country 8. Social expenditure shall continue on the same trend as Government's policy objective of balancing economic development with reasonable spending in social services to the population 9. Issues of climate change are mainly addressed in key sectors like agriculture, energy, mining, industrial development as well as tourism hence focus is on policy related matters in this KPA 10. Theme: Cross-cutting Issues also includes gender related matters and capacity development which are spread across and included in all the KPAs and themes 88 ANNEX 1 : OPERATIONAL MATRIX BY THEME THEME ONE : SUSTAINABLE ECONOMIC GROWTH Sub-Theme 2 : Natural Resources and Environmental Management 2.1 Forestry Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcome The goal is to Increased Developing, -Inadequate -Replant and rehabilitate forest plantations enhance forest cover conserving and human resource, - Rehabilitate bare and degraded areas on customary estate sustainable protecting forest equipment and - Undertake natural woodland regeneration activities on management of plantations, infrastructure customary estate forest resources customary estates - Inadequate -Undertake fire management activities in plantations and forest and their and natural investment in reserves contribution to woodlands human resources - Undertake forest patrols national and technologies - Implement forestry legislation economy -Undertake various silvicultural operations in plantations and forest reserves - Develop appropriate plans to conserve biodiversity - Conserve and protect all riverine vegetation Strengthening -Inadequate -Recruit human resource institutional technical and -Procure infrastructural development services capacity of the professional staff -Undertake various trainings sector -Delays in issuing - Operationalise the Natural Resources Sector and Technical letters of Working groups authority to - Undertake strategic planning recruit -Produce, implement, monitor and evaluate forestry operational -Inadequate plans resources -Undertake human resource activities -Weak -Undertake administrative activities management -Undertake financial management activities systems Improving -Inadequate -Undertake tree planting campaigns forestry extension resources -Undertake fire control campaigns services, research, -Inadequate -Undertake silviculture operation campaigns and information specialised -Train communities in tree management and silviculture management human resource, operations and equipment and -Produce brochures and leaflets on forestry management infrastructure -Conduct forestry research -Collect and store tree germplasm -Establish a forestry database -Establish forestry information channels Enforcing and -Delays in -Review policies for the forestry sub sector ensuring funding approved -Produce forestry products standards compliance with annual work plan -Review Forestry legislation agreed national, -Weak -Develop forestry regulation strategy regional, and enforcement -Disseminate forestry policy guidelines to stakeholders international capacity -Sensitize stakeholders on forestry plans, policies and regulations obligations and -Monitor compliance to forestry plans, policies and regulations legislation -Facilitate legal action for non compliance to the set standards and Act -Participate in appeals tribunal Increased Promoting large, -Delays in -Review forest royalties and fees incomes medium and small approving and - Gazette and implement revised royalties and fees from scale forest enforcing -Undertake co-management in forest reserves forestry enterprises royalties and fees -Facilitate formation of cooperatives and associations products and - Monitor implementation of concessions services -Provide technical support to entrepreneurs 1 Sub-Theme 4: Private Sector Development, Industry and Trade Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcome The goal is to An enabling Fostering -Poor regulatory environment -Review and formulation of business friendly laws and develop and environment pro-business for businesses regulations promote a for domestic legal and -Cumbersome and -Develop new competition policies and legislation conducive and foreign regulatory overlapping business -Promote public private dialogue environment investments reforms licensing regimes -Facilitate the negotiations of Investment Promotion and that will created -Weak contract enforcement Protection Agreements and Double Taxation Agreements enhance and limited access to -Strengthen law enforcement and dispute resolution inclusive commercial justice mechanisms private sector growth and competitiveness Providing -Weak policy analysis, -Automation and interconnection of business and supportive formulation and administrative processes infrastructure implementation - Training of staff and knowledge management and services - Attachment of staff to similar institutions in other for both start- countries ups and -Study tours expanding -Provision of enabling finances, resources and equipment enterprises Increased Promoting -Limited access to finance for -Providing entrepreneurial development skills, and human investments growth of MSMEs resource development by both local local Micro, -Lack of information on - Promotion of small enterprise and entrepreneurship in and foreign Small and MSMEs schools entrepreneurs Medium -Lack of appropriate - Promotion of private sector investment in the SME Enterprises technologies for MSMEs sector (MSMEs) -Poor access to markets - Promotion and development of co-operatives -Development of an information base and network on trade and industry that includes the MSME sector Promoting -Lack of entry of private -Sub-contract the rural financial market lending function private sector financial institutions into the to private sector institutions investment in low income, rural and -Develop market structures in both rural and urban areas rural areas agricultural markets in Malawi resulting in limited access to financial services -High level of government -Introduce modernized payment systems in rural areas intervention in the - Develop a bond market mobilization of rural savings -Develop market structures with a market distorting lending practice Strengthening -Weak policy analysis, -Automation and interconnection of business and the capacity formulation and administrative processes of private implementation -Training of staff and knowledge management sector - Attachment of staff to similar institutions in other supporting countries institutions - Study tours and Public -Provision of enabling finances, resources and equipment Private Partnerships Improved Enhancing - Inadequate financial and -Provide information centres productivity dissemination human resources and market of business -Poor coordination access of information enterprises 2 Promoting -Inadequate financial and -Identify appropriate technologies adoption of human resources -Promote access to appropriate technologies and modern and -Low literacy levels microfinance schemes appropriate -Limited access to technologies appropriate technologies Establish a national investment company Promoting -Inadequate financial and -Encourage women entrepreneurship and involvement in and human resources cooperative strengthening -Low literacy levels the -cumbersome procedures development of cooperatives Sub-Theme 5: Rural Development 5.1 Decentralisation Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome The goal is to Empowered local Enhancing -Lack of capacity at -Build institutional capacity at the enhance government implementation local level district level decision-making structures of the -Inadequate funding -Harmonize decentralization policy and and participation decentralization -Lack of coordination national policy frameworks of local process among stakeholders -Increase financial allocation to local communities in authorities development --Enhance stakeholder coordination at planning and local levels implementation. Enhanced Strengthening -Low literacy levels -Train communities for active participation and community -Inadequate local level participation in development activities at ownership of the participation in institutional structures the district level. development development -Conduct awareness campaigns programmes by -Define clear roles of all groups of local communities stakeholders at the district level. Improved Strengthening -Lack of coordination -Enhance stakeholder coordination at coordination at coordination of among stakeholders local levels district level local government systems Strengthening -Inadequate resources -Conduct needs assessment capacity of local -High staff turnover -Train stakeholders, government -Procure equipment structures and -Improve infrastructure stakeholders -Promote women participation in decision-making positions in local government structures Strengthening -High staff turnover -Create career path the M&E system -Lack of career path -Recruit and train personnel -Inadequate financial -Strengthen community monitoring and resources evaluation 5.2 Rural Industrialization 3 Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcome The goal is to Enhanced Building -Limited technical -Identify alternative products improve living product capacity in capacity in product -Undertake research in standards of diversification product diversification and appropriate technologies rural diversification, management -Develop technical capacity in communities business -Limited technology use product diversification and through management, -Low literacy levels management enhanced rural and production -Conduct market research industrialization. processes. Strengthening -Inadequate financial -Procure and install equipment and expanding and human resources -Facilitate access to both local OVOP -Inadequate expertise and international markets initiatives in and equipment -Build capacity for rural areas -Donor dependence cooperatives and SMEs -Conduct awareness campaigns on OVOP initiatives Reduced Promoting -Inadequate -Develop infrastructure in rural financial rural-urban development resources, areas migration of supportive -Encourage public private -Inadequate capacity of infrastructure partnerships service providers -Develop secondary development centres -Establish rural skill development centres -Provide social amenities Reduced Promoting -Limited coverage of -Establish links between poverty equal access to financial institutions cooperatives and rural among rural credit; -High interest rates financiers communities Promoting -Low literacy level -Conduct business industrial development training projects in -Encourage financial rural areas institutions to open service centres in rural areas -Improve macroeconomic environment 4 Sub-Theme 6: Tourism, Wildlife and Culture 6.2 Wildlife Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcome To conserve Improved Reducing -Inadequate human -Scale up capacity of the Department and stakeholders and manage wildlife human and financial to deal with problematic animals wildlife in management animal resources -Construct and maintain game proof solar powered both conflicts -Inadequate electric fences protected research and -Conduct public awareness campaigns areas and monitoring natural capacity habitats - Low population of animals in protected areas -Inadequate publicity on the value of wildlife Promoting -Inadequate human -Develop standards and guidelines for wildlife alternative and financial farming, ranching and utilisation livelihood resources -Promote IGAs and implement benefit sharing in the sources for other PAs communities living around protected areas Promoting -Inadequate human -Support wildlife community conservation efforts community and financial -Develop and implement a collaborative tsetse fly and wildlife resources trypanosomiasis control and monitoring programme in conservation -Low literacy the affected areas and levels -Facilitate formation of legally constituted CBOs & monitoring build capacity in existing CBOs -Review co-management agreements -Conduct awareness campaigns Developing a -Inadequate human -Develop a monitoring and evaluation system database to and financial -Conduct wildlife survey to feed into the database monitor resources -Operationalise a data archival system wildlife -Inadequate -Recruit and train personnel population equipment -Procure equipment trends Improving -Inadequate human -Build capacity in law enforcement law and financial -Construct and maintain solar powered electric fences enforcement resources -Construct and rehabilitate infrastructure and -Inadequate -Procure equipment effectiveness equipment -Recruit and train personnel -Inadequate -Conduct awareness campaigns infrastructure -Lack of awareness 5 Promoting -Inadequate human -Promote IGAs and implement benefit sharing in PAs and and financial -Conduct awareness campaigns regulating resources -Construct and rehabilitate lodges in protected areas wildlife -Inadequate -Identify new eco-lodge sites and procure new farming, awareness concessionaires utilization -Translocate and introduce new animals to increase and trade sightings -Monitor wildlife population trends -Conduct economic analysis including product prices for wildlife -Promote community eco-lodges and joint ventures -Identify inventories -Map out eco-tourism attractions inside and outside PAs -Recruit and train personnel Enhancing -Inadequate human -Carry out mass awareness campaigns wildlife IEC and financial -Develop a PA marketing and communication plan programmes resources -Low literacy levels Improved Strengthening -Inadequate -Plan and implement human resource development institutional institutional funding programmes and capacity to -Inadequate human - Recruit and train personnel regulatory manage resources -Finalize and implement DNPW training plan and framework protected guidelines areas and -Accredit MCFW ecosystems 6 6.3 Culture Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcome The goal is to Improved -Preserving historical -Inadequate - Conduct trainings in indigenous skills; uphold and preservation artifacts and financial and -Develop and submit project proposals; promote of Malawi‘s upgrading retrieval human -Carry out conservation and national cultural system; resources; preservation programmes heritage for heritage and -Preserving and -Inadequate -Install smoke detectors and fire identity, values constructing national trained extinguishers, dehumidifiers and posterity and . monuments; personnel hygrometers development -Promoting -Lack of -Construct and rehabilitate monuments establishment of purpose built -Develop Electronic data base and cultural centres museum storage website -Promoting and -Unavailability/ -Revive the Monument Advisory preserving local inadequate Council and declare monuments as cultural diversity information protected national treasure -Carry out research in archaeology, anthropology, ethnography, geo- archaeology, paleontology, history and rock art -Carry out exhibitions -Rehabilitate museum buildings Increased -Creating public Inadequate Formulate management and marketing promotion awareness on national financial and plans and heritage programs; human development -Promoting research resources and -Revive the Arts and Crafts Advisory of Malawi's and documentation of equipment and Council culture Malawi‘s cultural and appropriate -Carry out research on the indigenous natural heritage vehicles musical instruments, fine arts, and -Unwillingness performing arts and crafts -Enhancing the sub- and lack of -Children Traditional Games, Songs and sector‘s institutional commitment Dance capacity from -Train artists and arts managers stakeholders -Procure costumes, props and protective -Poor record clothes management -Develop a directory of artists and practices and works. absence of proper updated schedules -Lack of purpose-built infrastructure 7 Sub-Theme 7: Labour and Employment Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcome The goal is to Improved Promoting -Lack of knowledge -Develop National OSH Policy, Programmes stimulate and labour occupational on OSH and guidelines ensure productivity safety and -Non compliance -Review OSH Act and its supporting productive and health(OSH) -Limited human and regulations decent financial resources -Build technical and institutional capacity employment -Weak institutional -Enforce OSH standards for better policy and legislation -Conduct OSH awareness campaigns standards of -Inadequate -Enhance information documentation and living equipment for OSH dissemination -Mainstream OSH in workplaces -Construct OSH laboratory Promoting -Limited technical -Review curricula in line with the current skills expertise labour market demand development, -Inadequate training -Construct and rehabilitate training and testing and institutions testing institutions certification - Limited financial -Acquire modern training and testing resources equipment -Lack of trade testing -Raise awareness on trade testing policy and law -Recruit and train technical specialists in trade testing -Develop and adopt Trade Testing Policy and Law Increased Establishing -Limited technical -Train key stakeholders in data collection, gainful and an effective capacity storage and analysis decent and efficient -Inadequate - Build capacity of officers on LMI system employment labour market equipment - Strengthen institutional capacity for all information -Procure equipment (LMI) system -Conduct labour market research Reducing all -Culture of silence -Conduct awareness campaigns on labour laws forms of - Introduce anonymous reporting system discrimination in the labour market Promoting -Lack of clear policy -Establish Labour Inspections Service Central labour - Weak institutional Unit administration and regulatory - Recruit and train Labour Inspectors systems framework -Build technical and institutional capacity -Inadequate financial -Develop Labour Inspection Guidelines resources -Review Labour policy and laws -Establish an independent mediation and conciliation system - Enhance coordination 8 -Eliminated Reviewing, -Inadequate human - Review and harmonize the existing worst forms harmonizing and financial legislation of child and enforcing resources - Enforce legislation labour existing - Conduct awareness campaigns - legislation on Strengthened child labour legal, regulatory and institutional reforms Integrate child -Inadequate financial -Develop and disseminate child labour policy labour issues resources and national action plan into -Poor coordination - Mainstream child labour issues in sectoral development -Weak institutional plans initiatives and capacity - Strengthen institutional capacity including interventions enforcement of agencies and social partners - Develop and implement child labour monitoring system - Develop prevention and rehabilitation programmes and facilities - Conduct a national child labour survey -Conduct a survey and develop a periodic report on the share of women in wage employment in the non agriculture sector; -Conduct gender audit in the labour market Integrating -Train officers in the Ministry of Labour in gender specific Gender analysis and mainstreaming issues in all -Engender Labour laws labour initiatives and interventions 9 Sub-theme 8: Land Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcome The goal is to Improved Raising public -Lack of -Develop a communication strategy ensure equitable awareness on communication -Develop IEC materials equitable access to land related strategy -Conduct public awareness campaigns access to land land and laws, policies, -Poor - Conduct research and studies on land and tenure tenure and procedures stakeholder issues security; security coordination efficient management and administration system; and ecologically balanced use of land and land-based resources. Improved Developing - Inadequate -Develop a communication strategy provision of mechanism for dissemination -Develop IEC materials geospatial widespread channels - Create website information dissemination -Inadequate - Establish customer service centre of geographic financial and information human and digital resources mapping services Improved Promoting land -Weak -Acquire land for redistribution land ownership and institutional - Register acquired land planning, title capacity -Conduct awareness campaigns ecologically registration - Land -Establish computerized land registration balanced speculation systems land use and - -Train personnel management Encroachment and squatting Providing -Inadequate -Review physical development standards physical human and and management guidelines development financial -Review and harmonize land legislation planning capacity and policies standards, - High rural- -Allocate serviced plots in urban and management urban semi-urban areas guidelines and migration legal framework Decentralizing -Lack of - Strengthen institutional capacity at land transparency local authority levels administration and - Transfer land related documents to local and accountability authorities management in land -Devolve land administration and functions administration management functions -Weak - Undertake fiscal decentralization institutional structures 10 THEME TWO: SOCIAL DEVELOPMENT Sub-Theme 1: Population Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcomes To manage Reduced -Enhancing the -Inadequate -Increase community- based distribution population fertility provision, human and programmes of contraceptives; growth for rate access, delivery financial - Conduct advocacy forums with various sustainable and utilization resource stakeholders socio- of sexual and -Low literacy -Train more family planning service economic reproductive levels providers development health services -Inadequate -Expand coverage of youth friendly RHS to all including youth institutions the vulnerable friendly RHS -Conduct awareness campaigns and -Insufficient disadvantaged institutions groups and outreach services -Advocating -Inadequate -Advocate for girl retention in schools at all girls‘ education financial and levels and delayed human -Provide bursaries for needy girls marriage resources -Advocate for delayed marriage -Prohibitive -Train more women in professional skills cultural and -Advocate for affirmative action in traditional recruiting women in senior positions practices -Establish income generating activities in -Girl-child rural areas unfriendly -Provide girl-child friendly infrastructure infrastructure -High poverty levels Promoting the -Inadequate -Train community workers on small family small family human concept concept resource to -Support IEC and advocacy campaigns on undertake the importance of having small family size advocacy -Advocate for male participation in family -Individual planning perception -Encourage use of modern family planning -Low literacy methods levels -Provide modern family planning services -High poverty levels -Lack of community awareness Providing -Low human -Provide more reproductive health sexual and capacity commodities reproductive -Lack of -Recruit and train advocacy personnel health coordination -Encourage youth friendly SRH services education for among -Conduct awareness campaigns 11 Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcomes both in-and out- stakeholders of-school -Individual sexually active perception population Addressing the -Inadequate -Provide adequate socio-economic services vulnerabilities human and -Produce advocacy materials on rights of caused by financial elderly persons population capacities -Provide social security for the elderly ageing, -Lack of -Strengthen boarder control systems migration and opportunities -Provide social support programmes rapid in rural areas -Increase economic opportunities in rural urbanization, -Weak areas and the migration -Promote environmental friendly interdependence control technologies of population systems, and the - environment. Uncontrolled rural-urban migration Well Strengthening -Inadequate -Provide support infrastructure for vital managed migration and human and registration system migration national vital financial -Procure equipment registration resources -Support the strengthening of the capacity systems -Inadequate of national statistical system awareness -Conduct awareness campaigns -Inadequate -Review progress on vital registration equipment system 12 Sub-Theme 6: Nutrition Goal Medium Strategies Constraints Focus Functions and Activities Term Expected Outcome A well Reduced Promoting -Inadequate -Conduct assessment of health nourished prevalence exclusive funding facilities for Baby Friendly Hospital population of breast-feeding -Low uptake Initiative (BFHI) status and re- that nutrition practices for of messages on assessment of baby friendly hospitals effectively disorders children aged optimal breast - Conduct sensitization and awareness contributes 0-6 months; feeding campaigns to practices - Conduct orientation meetings for development -Low literacy key stakeholders on the need for of the levels maternity protection and support to country lactating mothers -Disseminate the revised Infant and Young Child Nutrition Policy, guidelines and job aides - Review and update infant and young child feeding counselling programs - Integrate counselling services on the feeding and management of a sick child, in PMTCT Promoting -Inadequate - Develop a n d d i s s e m i n a t e job optimal human and aides for the integration of ENAs in feeding financial the nutrition interventions practices for resources - Conduct training and children aged -High poverty o r i e n t a t i o n for the service 6-24 months levels providers a n d o t h e r stakeholders and beyond - Develop and implement a comprehensive nutrition education and communication strategy on infant and young child feeding - Provide technical support to health facilities to maintain or attain the BFHI status -Promote dietary diversification Promoting -Inadequate -Train service p r o v i d e r s a n d optimal resources at caregivers feeding of a household and - Integrate counselling services on sick child community the feeding and management of a during and level sick child after illness -Limited -Promote dietary diversification knowledge -Conduct sensitization and awareness -Inadequate campaigns uptake of - Provide micro nutrient micronutrient supplementation according to supplementation guidelines 13 Goal Medium Strategies Constraints Focus Functions and Activities Term Expected Outcome Promoting the -Inadequate -Scale up the provision of micro prevention, human nutrient supplementation control and resource - Review and update infant and treatment of capacity young child feeding counselling micronutrient -Inadequate -Conduct advocacy and awareness deficiency resources at campaigns disorders household and -Conduct school campaigns for particularly community micronutrient supplementation, de- those caused levels worming and other public health by vitamin A, -Inadequate interventions; Iodine and awareness - Disseminate guidelines for Iron, management of malnutrition , including food - Align food standards for centrally fortification processed food items with regional guidelines and international best practices - Intensify food monitoring activities Improving -Inadequate -Train district and community based access to human and service providers and support groups nutrition financial - Provide food supplements supplements resources -Procure equipment for -Inadequate -Conduct sensitization and awareness malnourished equipment campaigns children, - Orient stakeholders on prevention expectant and and management of moderate, severe lactating and acute malnutrition mothers, the -Review guidelines and elderly and accompanying materials for physically Nutrition Care, Support and challenged Treatment (NCST) of PLWHIV, TB and chronically ill - Strengthen and scale up CTC services, NRU and supplementary sites Promoting -Inadequate - Integrate nutrition education, access to at financial and communication and growth least one human monitoring to the school feeding nutritious resources programme meal and -Inadequate - Conduct trainings for service related health resources at providers on food processing, and nutrition household and preparation, storage and participatory services for community recipe development the school- levels to -Review code of marketing infant and going children facilitate young child foods sustainable -Promote dietary diversification 14 Goal Medium Strategies Constraints Focus Functions and Activities Term Expected Outcome adoption; -Conduct sensitization and awareness -Slow adoption campaigns of healthy -Build capacity of schools to manage eating habits nutrition issues and life styles; - Provide appropriate water and sanitation facilities in public schools for prevention of infectious diseases -Scale up innovative ways of providing school meals Strengthening -Inadequate -Develop and disseminate nutrition capacities for financial and information households human - Train child-bearing age women on and resources food diversification communities -Inadequate -Recruit and train personnel to attain resources at -Engage community based service adequate household and providers and support groups in nutrition community regular follow-up and support to levels to pregnant and lactating mothers at all facilitate levels sustainable -Facilitate the formation of adoption economic empowerment groups -Provide credit and business management support to the households and communities Preventing -Inadequate -Review guidelines, protocols and and human and counseling tools for IMCI, PMTCT controlling financial and growth monitoring nutrition capacity; - Update and disseminate messages related non- -Inadequate on child feeding, management of communicable resources at NCDs and adequate nutrition and other household and - Create positions and recruit diseases community Nutrition, HIV and AIDS Officers in levels key Government Ministries and -Limited Departments knowledge - Conduct training of trainers in CTC services, NRU sites and supplementary site Scaling up -Inadequate -Develop a comprehensive nutrition innovative human and education and communication interventions financial strategy in resources - Conduct community awareness management -Inadequate campaigns of resources at - Review and document nutrition malnutrition household and training materials among the community - Conduct training of trainers in 15 Goal Medium Strategies Constraints Focus Functions and Activities Term Expected Outcome various levels prevention and management of population -Poor malnutrition groups coordination in managing malnutrition in under-five children Strengthening -Review and disseminate standards -Inadequate institutional financial for fortification in line with regional and human resources standards capacities for - T rain service providers, counselors Poor the effective and extension workers coordination delivery of amongst -Develop and advocate legislation for nutrition nutrition fortification services service - Train extension workers in post- harvest food providers and management and nutrition support programmes implementers -Integrate nutrition education, communication and growth monitoring to the school feeding programme - Conduct training of trainers in CTC services, NRU sites and supplementary site -Recruit, train and deploy Nutrition, and HIV and AIDS Officers -Build capacity of schools to conduct regular nutrition assessment, health and nutrition education in schools and surrounding communities - Strengthen nutrition information systems - Harmonize nutrition sectoral policies -Strengthen coordination at all levels - Strengthen the National Fortification Alliance –Build capacity of frontline workers on dietary diversification Promoting -Inadequate -Develop and disseminate a set of healthy life financial and recipes and guidelines styles human -Develop information education and resources communication (IEC) materials -High poverty -Review Curricula in all learning and levels training institutions to include 16 Goal Medium Strategies Constraints Focus Functions and Activities Term Expected Outcome -Low literacy nutrition issues levels -Train service providers on food processing, preparation, storage and participatory recipe development -Monitor food processing technologies and standards Promoting -Inadequate -Scale up sustainable economic and production financial and social protection interventions and access of human -Conduct advocacy and awareness high nutritive resources campaigns value foods -High poverty - Build capacity of households and for diversified levels communities to increase agricultural and nutritious -Low literacy production and diversification diets levels - Scale up interventions that promote production and access to high nutritive value foods-Mobilize households affected by nutrition disorders to demand food and nutrition security programs 17 THEME THREE: SOCIAL SUPPORT AND DISASTER RISK MANAGEMENT Sub-Theme 1: Supporting the Vulnerable Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcomes To improve Improved Enhancing -Weak -Provide supplementary feeding resilience social and coordination of to malnourished pregnant , and quality social support lactating mothers and under five security promoting of life for programs and children the poor to interventions predictable projects -Sustain and scale-up the move out of transfers to - Uncoordinated targeted School Feeding poverty and the most targeting Program vulnerability vulnerable -Insufficient - Implement HIV and AIDS and the ultra scientific impact mitigation programmes information -Scale up the school bursary poor -Inadequate system households resources -Implement public works -Growing program with components of number of the national employment guarantee vulnerable scheme -Limited -Continue implementation of integration of the Farm Input Subsidy Public Works Program Program Establishing -Weak -Review the National Social coherent and coordination ofSupport Program progressive social -Undertake a comprehensive support social support programs targeting study to analyze and synergies projects existing and potential targeting mechanisms -Develop a comprehensive social support database -Strengthen synergies and complementarities among social support programmes Improved asset Promoting - Weak -Scale up small stock and grain base and existing coordination mills programs for the most productive among programs vulnerable livelihood capacity of the -Inadequate -Facilitate establishment and poor activities for resources training of social support the poor -Entrenched committees dependence -Facilitate implementation of culture village savings and loans -Weak targeting programme mechanism - Facilitate involvement of women and other vulnerable groups in livelihood enhancing activities 18 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcomes Promoting -Lack of saving -Scale-up existing village village culture amongsavings and loan programs the rural poor -Link village savings and loan savings and -Limited program with other social loans coverage support programmes of programmes financial -Train stakeholders on village institutions savings and loans to support -Link the village groups to programmes financial institutions Promoting -Inadequate -Create dedicated fund for longer term, resources microcredit to provide more -Lack affordable capital to MFIs of skills sustainability -Develop microfinance policy oriented and mechanisms -Facilitate provision of loans to asset -High illiteracy vulnerable groups enhancing levels -Train vulnerable groups on interventions business management and asset enhancing skills Improving -Inadequate -Conduct sensitization meetings and scaling human and with key development up the Social financial structures at district level resources -Identify additional beneficiary Cash districts and households Transfer - Introduce the e-payment (SCT) mechanism Programme - Conduct training of trainers - Establish SCT district secretariats - Procure office equipment and supplies -Provide cash transfers to both existing and new beneficiary households 19 Sub-Theme 2: Disaster Risk Management Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcomes To reduce the Strengthened Developing -Weak - Develop DRM policy social, capacity for and institutional - Review Disaster Preparedness economic and effective capacity and Relief Act, 1991 strengthening environmental preparedness, -Low -Develop and implement DRM impact of response and DRM policyawareness communication strategy disasters recovery and of disaster -Invest in knowledge and institutional risk education for DRM frameworks reduction among stakeholders at all levels Mainstreaming - -Develop guidelines for DRM DRM into Insufficient mainstreaming institutional -Train and sensitize stakeholders policies, capacity and on mainstreaming DRM strategies and planning - Build DRM and Climate Change programmes process for Adaptation (CC A) capacity DRM Strengthening -Inadequate -Establish and operationalize multi DRM human stakeholder forum for coordination resources of DRM activities coordination -Non mechanisms existence of among a multi stakeholders stakeholder forum for coordination Enhancing -Inadequate -Train officers in use of space capacity on the capacity in based information and technology using space -Develop risk assessment use of based guidelines Geographical technology -Conduct DRR and CCA risk Information -Inadequate assessment in disaster prone System (GIS) resources districts and other can impede -Procure GIS equipment and remote sensing the software development technologies of maps Developing an -Inadequate -Establish an integrated early integrated and outdated warning system equipment -Develop hazard maps national Early -Inadequate -Conduct survey to identify Warning personnel in potential national and cross border System (EWS) relevant risks 20 Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcomes institutions -Develop risk monitoring system -Lack of and database of potential risks linkages -Upgrade EWS to international among standards existing -Conduct capacity building for EWS and EWS stakeholders Implementing -Inadequate -Develop contingency plans in all mitigation funding districts measures in mechanism -Network disaster prone districts for (internet website/ communication) disaster prone contingency -Sensitize local authorities on areas planning contingency plans and - Incorporate risk reduction response approaches in the design -Inadequate implementation of DRM programs expertise in -Build capacity of stakeholders in disaster risk and disaster preparedness, recovery response and recovery -Conduct DRR and CCA risk assessment in disaster prone districts -Conduct a comprehensive analysis of the documented best practices -Construct DoDMA Warehouses in strategic places Incorporating -Limited -Engage learning institutions on DRM in all research and incorporation of DRM into the skills in existing education and training school DRM curriculum curricula -Limited -Develop short and long-term resources DRM courses -Conduct research on locally appropriate DRM technologies and approaches Promoting -Insufficient -Develop DRM website and awareness, access, DRM information centre distribution and knowledge -Sensitize the media on DRM utilization of by the media issues reliable and -Disseminate operational relevant DRM guidelines, policy, DRM information Handbook and DRR framework to all stakeholders 21 THEME FOUR: INFRASTRUCTURE DEVELOPMENT Sub Theme 2: Transport - Air Transport Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcomes The goal is Improved Promoting Limited - Construct and upgrade airports to ensure a safety and and financial - Automate airport administration safe, management in facilitating a and human systems efficient accordance competitive, resources -Formulate/adopt policies that promote and with and efficient competition competitive international air transport -Review aviation policies aviation standards industry industry Providing -Inadequate - Acquire fire-fighting and airport safe, efficient, financial navigation equipment and reliable resources - Upgrade geodetic and Air Transport aviation Management (ATM) systems infrastructure and services Improved Establishing -Inadequate - Develop civil aviation master plan regulatory and and human -Establish civil aviation regulator institutional maintaining capacity -Review bilateral air services framework legislative -Non agreements and existence of regulatory an framework independent aviation regulator Outdated aviation agreements Improved Promoting -Lack of - Adopt regional and international security in effective modern cooperative arrangements to enhance airports safety and security safety and efficiency security equipment -Procure modern security equipment oversight -Lack of -Construct and rehabilitate airport systems secure infrastructures airport perimeter fence -Lack of paved runways 22 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcomes Improved Undertaking Inadequate - Review of legislation regulations, rules reliability and reforms in the financial and procedures competitiveness aviation and human - Encourage technical and commercial sector capacity joint evutnev - Encourage local participation in equity and technical partnerships of airlines Strengthening -Inadequate - Develop capacity of the sector institutional financial - Rehabilitate the School of Aviation capacity resources -Improve conditions of service in the -Lack of aviation sector motivation Implementing -Lack of -Implement environmentally friendly environmental required technologies in the aviation sector protection knowledge measures Promoting -Lack of -Create conducive environment for Public Private investment investment Partnerships capital -Encourage private sector participation to facilitate -High cost in the provision and maintenance of private of aviation infrastructure investment borrowing Sub Theme 4: Information and Communication 4.1 Information and Communication Technology (ICT) Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcomes The goal Improved ICT Developing a -Inadequate -Establish broadband networks for is to broadband reliable, fast, human resource tertiary education and research increase infrastructure adaptive and capacity institutions utilization robust national -Poor and -Connect Malawi to the undersea fiber of ICT, ICT underdeveloped optic cable through Tanzania ensure infrastructure infrastructure -Expand and enhance GWAN universal that feeds into -Establish local assembly networks access to international -Establish fiber links connecting local ICT networks assemblies products -Rollout infrastructure for the public and postal operator. services to improve service 23 Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcomes delivery in both public and private sectors Increased Mainstreaming -Inadequate -Review DISTMS strategic plans usage and ICT into sector financial Advocate for review of sectoral access to policies and resources policies information strategies and and operations communication services Improving -Low literacy -Establish tele-centres and rural rural and levels; and libraries underserved unavailability -Provide ICT services to rural and communities‘ of electricity underserved communities access to ICT -Implement universal access services initiatives -Provide internet connectivity to public institutions Promoting the -Inadequate -Provide incentives to private ICT participation of incentives service providers private ICT service providers Promoting -Low literacy -Conduct ICT awareness campaigns information, levels education and -Brain drain communication on ICT Improved Improving -Implement hybrid mail postal and efficiency in -Inadequate -Establish postal physical addressing broadcasting delivering capacity in system services; postal services postal service -Train personnel delivery -Automate postal services -Rehabilitate postal infrastructure -Establish rural banking services; and -Establish multipurpose information centres Migrating from -Limited period -Replace analogue transmitters analogue to for transition -Provide subsidies digital -Conduct poverty and social impact television analysis study broadcasting -Establish signal distributor 24 Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcomes Improved ICT Improving the -Review Communication Act 1998 governance regulatory -Conduct MACRA institutional framework for review the sector -Develop ICT regulations, standards and guidelines -Enforce ICT regulations, standards and guidelines -Develop information society bill -Enforce information society regulations Enhanced ICT Developing -Absence of -Train application developers capacity for the public online legal -Develop interactive ICT applications general public services framework; -Conduct user training -Lack of -Implement electronic records awareness management system -Establish and operationalise Government data centre -Manage and coordinate existing government wide systems 4.2 Media and Communication Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcomes The goal is to Increased Promoting -High printing -Fill existing vacancies through ensure that the access to distribution of and recruitment population has information publications distribution -Strengthen capacity of access to timely costs; government printing services and relevant -Inadequate information, and human and increase popular financial participation of resources the citizens in development, governance and democratic processes Promoting -Inadequate -Equip the section with modern screening of mobile vans, video facilities at district level developmental equipment and -Train personnel video skilled documentaries to personnel communities 25 Goal Medium Strategies Constraints Focus Actions and Activities Term Expected Outcomes Abridging, -Lack of -Recruit and train personnel in translating and transcription translation, transcription and distributing equipment; abridging policies and -Insufficient -Collect, package and other important professional disseminate information documents into personnel -Acquire transcription equipment major vernacular conversant -Develop, update and manage languages with websites vernacular languages Enhancing skills -In adequate -Train media personnel capacity of media financial -Procure modern equipment personnel resources -Lack of well trained personnel -Inadequate modern equipment Strengthening -Lack of -Develop and review relevant regulatory appropriate policies framework to policies -Enact relevant information bills facilitate free -Lack of flow of trained information personnel Strengthening -Personnel and -Conduct film and drama shows information, financial -Develop and distribute IEC education and resources materials communication -Lack of IEC -Conduct media campaign on on topical issues equipment and topical issues using television materials and radio Promoting Personnel and -Conduct public meetings, discussion financial debate and focus group forums on resources discussions topical issues 26 SUB THEME 5: HOUSING AND URBAN DEVELOPMENT 5.1 Housing Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcomes The goal is to Increased -Inadequate - Adopt the revised National increase access availability of Strengthening capacity, i.e. Housing Policy to decent affordable and institutional, both human and -Formulate and adopt a housing with decent houses legal and financial; Housing Act particular regulatory -Review the MHC Act attention to low framework -Delays in -Formulate and adopt Building income Government Regulations and Standards households procedures and -Formulate and adopt a inefficient National Construction Policy processes -Decentralise property management services -Create additional posts at District level -Develop and manage Government owned properties -Manage Government properties in foreign missions -Develop a legal framework for management of properties -Value properties -Produce valuation rolls -Inappropriate -Conduct functional review to Strengthening decentralising include decentralised functions capacity for structures -Fill vacant positions decentralized -High vacancy -Develop capacity at all levels housing rates delivery -Inadequate and inappropriate capacity at all levels -Lengthy Government procedures in filling vacant posts Scaling up -High costs of -Encourage community the provision infrastructure participation in infrastructure of basic -High rates of development infrastructure vandalism -Advocate incremental and services -Limited number infrastructure (Slum) particularly of players in upgrading in informal infrastructure -Strengthen informal settlements provision settlements focal points in Local Authorities 27 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcomes -Encourage private sector participation Promoting -Limited number -Lobby for the establishment national of financing of National Housing Fund; housing institutions; -Encourage a savings culture; financing -High cost of -Encourage financial mechanisms borrowing; institutions to support housing -Prohibitive development conditions of -Recapitalize the Public Home borrowing; Ownership Scheme -Lack of housing -Encourage private sector to finance for the establish home ownership poor and low schemes for their employees income groups -Lobby micro-finance institutions to support housing development -Promote housing financing mechanisms that are easily accessible to low income households -Promote housing financing mechanisms that are easily accessible to women Promoting -Inadequate -Develop PPP policy Public and incentives -Develop and establish more Private -Limited housing development Partnerships collaboration programmes/projects in housing between public -Lobby financial institutions to delivery and private support SME in housing sectors industry -High incidences -Lobby private sector to of poverty collaborate with public in housing delivery Promoting -Limited access -Adhere to land-use plan planning to to land -Create awareness on proper improve -Land tenure land use quality of insecurity -Enhance decentralisation of rural and -Cumbersome rural housing delivery urban procedures in -Recapitalize the rural housing housing and approving credit fund settlement development -Develop information kits on patterns plans good housing -high cost of -Sensitize rural households on building Safer Construction Guidelines materials 28 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcomes Developing -Absence of Encourage research in the use and beneficial of local building materials promoting technologies -Promote use of local building the use of -Lack of materials local building research in the materials building industry Providing -Inadequate -Construct additional safe and financial Government offices and adequate resources houses space to -High rental -Rationalize office space in public charges existing Government offices institutions -Lack of and officers capacity of contractors 5.2 Urban Development Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome The goal is to Improved and Promoting -Inadequate -Prepare Urbanizing Systems‘ create a sustainable public human and Development Strategies sustainable, urbanization private financial -Fill existing vacancies economically system with a partnerships resources -Develop project profiles and socially view to reduce in the - Resistance to -Facilitate City Twinning integrated slums development Urban Agreements urbanizing of urban Development -Promote housing and system infrastructure Paradigm property development - Lack of -Improve the generation of capacity to market information effectively develop urban infrastructure -Lack of coordination between key urban development players -Lack of pro- poor approaches to slum upgrading -Lack of market information 29 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome Enforcing -Inadequate -Conduct inspections on rules and human and compliance to standard land regulations financial use and physical plans on land use resources and physical -Incidence of plans corruption -Weak regulatory framework Improving -Rapid -Create a full establishment of infrastructure population Urban Development facilities in growth -Enforce city bye-laws and slum areas Poor urban regulations and restrict planning -Develop new plots the -Inadequate -Prepare and complete the formation of National Urban Policy capacity of utility new slums service providers -Improve urban development planning -Prepare the Strategic Plan -Conduct Malawi Urban Forum and World Urban Forum -Recruit and train in all urbanizing systems -Procurement of equipment Providing -Inadequate -Conduct socio-economic support to human and assessments in all slum areas processes of financial -Review quality of properties urban resources in run-down zones of existing renewal and -Lack of urbanizing systems slum scientific -Develop densification and upgrading information redevelopment programs -Delays in Mobilise resources for slum construction upgrading progress -Poor coordination -Facilitate development of among Urban Road and Transport stakeholders Authorities Supporting -Inadequate -Facilitate development of the human and Power and Water Authorities development financial -Facilitate development of of utilities, resources Industrial Development mechanisms -Conflicting land Authorities and tenure systems -Facilitate development of structures in -Population Export Development local pressure Corporations/ Authorities authorities -Facilitate development of job 30 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome and information, job skills and urbanizing vendor development centres systems for the provision of critical urban infrastructure THEME FIVE: GOVERNANCE Sub-Theme 1: Economic Governance Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome To sustain and Strengthened Pursuing -High level of -Develop and implement accelerate the evidence-based sound government improved systems and models positive planning and macroecono domestic debt for national, sectoral and economic macroeconomic mic policies and cost of debt district planning and macro- growth within a policy servicing fiscal projections. stable formulation -Unpredictable -Develop new export products macroeconomic donor financing with high potential for environment -Low foreign domestic value addition reserves -Improve import management -Low domestic -Review and harmonize revenue macroeconomic policies -Lack of fiscal -Improve evidence and discipline science-based planning and -Mismatch policy making between issues -Harmonize public investment and maturities program with national budget of OMO -Adhere to fiscal discipline instruments measures results in -Improve budget systems expansionary -Reduce public sector monetary stance borrowing Enhancing -Lack of -Encourage evidence-based evidence technical and policy formulation and based public financial analysis policy capacity -Develop capacity formulation -Poor data -Develop and maintain quality database -Inadequate -Harmonize databases data -Improve coordination of stakeholders Improved Harmonizing -Poor -Align Medium Term resource the national coordination Expenditure Framework to 31 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome mobilization, budget and MGDS allocation, and priorities in -Strengthen coordination with use of public the national development partners resources development -Ensure timely donor strategy disbursements - Ensure alignment of donor support to MGDS Diversifying -Large informal -Review taxation system sources of sector -Widen the range of debt Government -Weak instruments revenue enforcement -Enhance sources of domestic non-tax revenue -Identify new lenders and new borrowing modalities -Improve the export base -Explore the user pay principle Improving -Inadequate -Train personnel revenue human -Review revenue policies collection resources -Improve revenue generation and -Inadequate systems and processes administratio financial - Procure appropriate n system resources equipment -Inadequate -Develop and rehabilitate supportive supportive infrastructure infrastructure -Improve enforcement -Tax evasion mechanism -Corruption -Weak enforcement -Outdated revenue policies Ensuring that -Lack of -Strengthen coordination of sectoral plans coordination sector working groups are aligned to -Lack of -Harmonize the budget with the national human and the national development development financial strategy strategy capacity -Ensure alignment of donor -Lack of support to the national institutional development strategy capacity -Train personnel Strengthenin -Inadequate -Recruit and train staff in g monitoring human and relevant ministries and and financial departments evaluation of resources -Provide equipment and the -Poor support infrastructure implementati coordination -Conduct national survey to on of among local fill data gaps 32 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome national level, central -Strengthen M&E systems in development level and other all ministries, departments and strategies and key local authorities programmes stakeholders -Complete devolution of -Inadequate M&E functions technical capacity -Inadequate baseline data Improving -Corruption and -Provide and enhance national fraud professionalism procurement, -Inadequate -Conduct capacity building audit and capacity -Intensify the fight against reporting -Bureaucracy corruption systems -Improve Auditor General‘s reporting system -Link all public institutions to the Integrated Financial Management Information System (IFMIS) Enhancing -Limited -Review of foreign policy international human and -Train personnel cooperation financial -Harmonise domestic policies and resources with regional and international development -Limited agreements diplomacy technical -Establish diplomatic relations capacity with strategic countries -Conflicting policies and interests Strengthened aid Ensuring that -Weak dialogue - Encourage establishment of management external -Uncoordinated Sector Wide Approaches systems support is donor initiatives (SWAPs) aligned to the -Lack of mutual -Implement debt and aid policy national accountability -Strengthen policy dialogue development with development partners strategy -Strengthen capacity in aid management Developing -Lack of -Identify capacity gaps capacity for human and -Strengthen capacity of negotiating financial stakeholders in international bilateral and capacity negotiations multilateral -Lack of - Improve the participation of agreements collaboration at private sector in international national level negotiations -Misplacement -Strengthen sector of skills collaboration 33 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome Improved access Improving - High interest -Review management systems to financial management rate - Periodically update stock of services of financial -Fraud and government assets and non corruption -Strengthen Integrated financial -Weak Financial Management System assets management system -Cumbersome procedures Expanding -High interest -Create apex fund for MFIs and rate -Train communities in improving -Lack of financial services financial supporting -Attract investment in MFIs services to infrastructure -Increase capacity of MFIs micro, small -Inadequate -Expand rural outreach of and medium security MFIs and banking services enterprises -Lack of -Establish Public Private collateral Partnerships in MFIs -Low literacy -Encourage group lending rates -Improve security in rural -Inadequate areas capacity of -Develop supportive MFIs infrastructure Improving -Inadequate - Improve coordination of legal and human and stakeholders in the financial regulatory financial sector framework of capacity - Review the legal and the financial -Poor regulatory framework sector coordination - Conduct awareness to key stakeholders - Conduct capacity building Sub-Theme 2: Corporate Governance Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome To ensure well An effective Improving -Inadequate -Establish an independent regulated, regulatory and human and regulator transparent, framework for strengthening financial -Review the legal and regulatory accountable and the corporate business capacity framework efficient world regulatory -Poor -Train personnel business framework coordination; -Develop a code of conduct systems and -Lack of -Evaluate performance of developing a independent public enterprises and clear regulator; implement appropriate regulatory -Lack of code recommendations 34 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome regime for of conduct parastatals Improved Strengthening -Inadequate -Recruit and train personnel investors‘ the Institute human and -Develop sector guidelines for perception of of Directors financial multinational organizations the country capacity -Develop guidelines for SMEs, -Low cooperatives, associations and membership other member based base organizations Improved Promoting -Lack of -Review good corporate efficiency in the adoption awareness governance code of conduct service delivery of good -Weak -Strengthen enforcement corporate enforcement mechanism governance -Conduct awareness code of campaigns conduct Reduced Promoting -Lack of - Review integrity and anti- corruption and zero financial corruption strategies and plans fraud tolerance to capacity -Employ a multi-pronged strategy corruption -Inadequate of criminalization, corruption personnel prevention , public education and operationalization of Internal including Integrity Committee (IIC) to investigators deter corrupt practices and prosecutors -Develop policies that enable a -Weak free and robust media and enforcement of promote public access to existing rules information and regulations -Recruit and train more specialists -Bureaucracy in anti-corruption -Reduce political interference in prosecution of corruption cases -Strengthen media capacity in reporting corruption Increased -Enhancing -Lack of a -Conduct awareness corporate social private sector social -Encourage private sector to responsibility participation responsibility participate in social in social culture responsibility service -Lack of provision awareness Sub -Theme 3: Democratic Governance 5.3.1 Justice and Rule of Law 35 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome To ensure Improved and Fostering -High -Maintain an oversight role to guard access to justice effective independence vacancy rates the constitution and judicial system and entrenched judicial system and -Outdated against any form of interference by rule of law credibility of laws executive, legislative or judicial the judicial -Slow and action. costly dispute -Conduct law reforms system resolution -Interpret and apply laws impartially to all persons in criminal and civil litigation Promoting a -Inadequate - Provide legal aid and paralegal people- personnel services to the people centred, -Unfriendly -Develop and rehabilitate support accessible, legal jargons infrastructure affordable, -Lack of -Conduct appropriate reforms to support facilitate access to justice and infrastructure -Strengthen capacity of traditional expeditious courts justice -Recruit and train more staff system -Promote user friendly legal language Enhancing -Inadequate -Review and reform laws and consistency of financial and procedures domestic laws human with resources international standards Enhanced Promoting -Low literacy -Fast track prosecution of cases transparency, justice and rates involving marginalized groups accountability legal system -Inadequate -Build capacity of prosecutors and efficiency that is legal experts -Increase awareness of legal responsive to -Expensive -Review the legal education act legal services -Strengthen the capacity of Legal institutions marginalized Aid groups -Increase intake of legal and paralegal students Increasing -Low literacy -Encourage the media to disseminate citizen levels information on the country's laws awareness of -Inadequate -Conduct civic education the country‘s human and laws, financial procedures and resources institutions Promoting -Low - Sensitize people on the supremacy supremacy literacy of the constitution and respect levels for the -Political constitution interference Strengthening - -Review and harmonize laws capacity of Bureaucratic -Recruit and train personnel 36 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome sector rigidities -Procure equipment institutions -Lack of coordination -Inadequate human and financial resources 5.3.2 Human Rights Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcome To promote and Enhanced Enhancing -Inadequate -Strengthen human rights education protect rights awareness and human rights experts in - Disseminate human rights issues and freedoms as practice of awareness human rights to the general public enshrined in the human rights -Low -Improve Government reporting on constitution of and literacy various human rights conventions and treaties Malawi responsibilities levels -Review the status of human rights - in Malawi to establish the extent of Conservative violation and recommend appropriate cultural action and redress practices -Conduct public hearings on human rights issues Strengthening -Inadequate -Recruit and train personnel human rights human and -Improve the legal and regulatory institutions financial framework resources -Provide supportive infrastructure -Provide litigation services on human rights issues Improved Ensuring -Low - Investigate all injustices and respect for respect for literacy provide remedial action human dignity prisoners levels -Improve conditions in prisons and choice rights -Inadequate -Expand prison infrastructure resources -Expand provision of reformatory centres -Lack of - Increase human resource to fast awareness track prosecution of cases -Conduct prison reforms -Conduct awareness campaigns Enhanced Promoting -Poor -Review criteria to encourage equitable access equitable coordination equal access to opportunities access to of -Conduct awareness campaigns economic, governance -Promote zero tolerance on political and institutions corruption social -Traditional -Expand infrastructure 37 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcome opportunities and religious believes -Inadequate funds -Corruption -Lack of awareness -Inadequate infrastructure Strengthening -Inadequate -Review and harmonize legal and legal human and regulatory framework to ensure protection financial compliance to international and equitable resources conventions and treaties on women‘s treatment for -Low and children‘s rights that are culturally acceptable to Malawi marginalized literacy populations, levels -Conduct awareness campaigns women and -Lack of -Advocate children and women children public rights awareness -Provide mediation, conciliation -Corruption and alternative dispute resolution -Lack of -Promote zero tolerance on enforcement corruption -Strengthen institutional enforcement mechanisms 5.3.3 Elections Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome To promote free Transparent and Enhancing -Inadequate -Maintain an up-to-date electoral and fair elections democratic credibility, human and register electoral process management and financial -Conduct elections at designated periods accountability of capacity and times electoral process -Low literacy -Develop and disseminate appropriate rate voter education content -Inadequate -Conduct awareness campaigns equipment -Recruit and train personnel -Lack of -Strengthen the independence of the intraparty electoral body democracy -Political interference Enhancing -Corruption -Increase transparency and independence of and fraud accountability elections -Political -Reduce government interference in the governing bodies interference elections governing body -Inadequate -Strengthen the legal and regulatory financial framework capacity -Strengthen reporting of the electoral body 38 Enhancing -Inadequate -Conduct periodic reviews of laws implementation of human and -Conduct awareness campaigns law reforms to financial -Recruit and train personnel facilitate free and capacity. -Advocate for intra and interparty fair elections -Political dialogue interference -Conflicting interests Fostering -Inadequate -Conduct awareness campaigns informed and human and -Conduct public hearings active financial -Enhance public capacity to demand participation in resources accountability local governance -Inadequate equipment -Low literacy levels Political parties Improving -Conflicting -Review legal framework for political with clear governance in interests parties ideologies and political parties -Lack of -Conduct capacity building initiatives functioning internal intraparty -Implement zero tolerance on corruption democracy democracy -Encourage 50:50 representation in -Corruption political parties and fraud 5.3.4 Peace and Security Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome To make Malawi a Improved methods Improving the -Corruption - Conduct reforms to enhance secure and peaceful of promoting responsiveness of and fraud operational efficiency nation national security all security -Inadequate - Strengthen crime investigation, and public order sectors to and outdated detection and intelligence communities‘ equipment -Recruit and train personnel security needs - Inadequate -Develop and rehabilitate support human and infrastructure financial -Procure equipment resources -Inadequate -Implement zero tolerance on corruption support -Conduct civic education infrastructure -Strengthen community policing -Limited coverage -Inadequate skills and innovations Ensuring safe and -Corruption - Introduce national identity cards secure borders -Porous -Strengthen community policing borders -Conduct civic education -Lack of -Implement zero tolerance on corruption national -Recruit and train security personnel identities -Provide support infrastructure -Poor coordination between communities and police -Inadequate human and financial resources 39 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome Rehabilitating -Lack of -Improve DG sector institution‘s and expanding human and presence in conflict affected areas security financial establishments resources Improving Lack of -Construct and rehabilitate security infrastructure for human and related institutions development and financial -Recruit and train personnel expansion of resources -Provide support infrastructure security -Expand security establishments establishments Enhancing -Poor -Conduct awareness campaigns against community coordination crimes integration and -Low literacy -Strengthen partnerships between Police participation in levels and communities promoting a -Inadequate -Procure equipment secure, peaceful equipment and -Recruit and train personnel and crime free skills environment Improved Strengthening -Weak -Expand and strengthen community partnership and partnership for regulatory policing participation of all risk management framework for -Review standards for private security members of the between the private institutions public on issues of Public and security firms -Recruit and train personnel peace and security Private Security -Poor -Strengthen regulatory mechanisms for Sectors coordination private security services 40 5.3.5 Corruption Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome To curb Reduced levels of Mainstreaming -Bureaucratic -Review integrity and anti- corruption and corruption and anti-corruption rigidities corruption strategies and plans fraud at all levels fraud strategies in all -Inadequate -Conduct compliance reviews to institutions financial and international obligations human - Train institutions on anti corruption resources mainstreaming -Limited -Streamline procedures knowledge Promoting -Inadequate -Implement corruption prevention prevention of human and strategy corruption financial -Strengthen IIC capacity -Conduct public awareness -Lack of campaigns awareness -Procure equipment -Inadequate -Recruit and train personnel equipment -Develop and enforce specific codes of conduct and service charters Enhancing -Conflicting - Recruit and train personnel interests investigation of -Conduct corruption audit all -Inadequate suspected -Procure equipment equipment corrupt practices -Strengthen investigative journalism - Inadequate -Encourage anonymous reporting of human and suspected corruption cases financial capacity Promoting -Inadequate - Recruit and train personnel prosecution of human and -Conduct public awareness to all offenders financial encourage reporting of malpractices resources - Provide protection and incentives -Bureaucratic to encourage communities to report procedures corruption -Prosecute all suspected corruption cases -Clear backlog of corruption cases -Increase the number of specialised lawyers for corruption cases -Streamline procedures Fostering public -Inadequate -Conduct awareness campaigns support in the human and -Encourage public to report fight against financial suspected corruption corruption resources - Encourage anonymous reporting of -Lack of suspected corruption cases awareness -Recruit and train personnel - Promote the establishment of anti- corruption clubs 41 Promoting -Low literacy -Develop policies that enable a free information, levels and robust media education and -Inadequate -Promote public access to communication financial and information on corruption human -Conduct public awareness resources campaigns -Provide IEC materials to community information centres -Establish an effective e-government information system Strengthening -Inadequate -Recruit and train personnel capacity for all human and -Implement the National Anti- institutions financial corruption strategy dealing with resources -Procure support infrastructure and corruption equipment -Improve the ACB‘s and Auditor General‘s reporting and accountability -Encourage transparent appointment and promotion of personnel based on merit and performance Promoting - Inadequate -Improve the legal and regulatory independence of human and environment for institutions dealing all institutions financial with corruption dealing with resources -Stream line procedures corruption -Bureaucracy -Recruit and train personnel -Weak -Procure equipment regulatory framework Sub-Theme 5.4: Public Sector Management Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcome Deliver services Enhanced public Developing -Inadequate -Implement leadership development to the public in service and financial programmes an efficient, leadership strengthening resources -Review Code of Ethics and Conduct demand driven leadership -Rigid and -Conduct regular training in and effective capacities for bureaucratic leadership manner effective system -Build technical and managerial management -Poor skills of the public management service Improved Ensuring an -Recruitment -Set up a performance based system performance and effective and and retention (salary, merit promotion, incentives service delivery functional problems and benefits) in the public public service -Distorted -Adopt and implement reforms service incentive related to e-services and e- structures for administration civil service -Simplify procedures for -Poor service administrative functions conditions -Conduct performance reviews/ -Rigid and assessments of the public service 42 bureaucratic -Develop Service Charters for all system public sector institutions -Integrate Result-Based Management in all programmes of work in public sector -Review and strengthen the recruitment and selection process -Review and strengthen HRM policies, Systems and Functional structures in public service. Strengthening -Inadequate -Implement capacity building of equal financial female officers in leadership and participation resources management skills of women and -Low literacy men in levels leadership and management positions Strengthening -Inadequate -Disseminate/communicate the mechanisms human and resource mobilisation strategy to for financial donors and government ministries coordination capacity -Conduct public expenditure and utilization -Conflicting tracking of resource administrative -Strengthen public finance guidelines management systems -Recruit and train personnel -Roll out IFMIS to remaining government institutions -Build capacity in relevant institutions including Accountant and Auditor Generals, and ODPP Harmonized and Enhancing - Lack of -Develop capacity for evidence based evidence based evidence- technical and policy making and reviews policies based policy financial -Review and strengthen HRM developed making capacity policies, Systems and Functional -Poor data structures in public service. quality -Encourage evidence-based policy -Inadequate formulation and analysis data -Develop, harmonize and maintain -Poor databases coordination -Improve coordination of stakeholders -Encourage development of independent policy analysis and research institutions Promoting -Lack of - Establish an effective e-government participatory awareness information system public policy -Low literacy - Establish community multimedia formulation levels information centres -Inadequate -Develop mechanisms to ensure the infrastructure public has access to information on public policy, plans and implementation Enhanced Improving - Distorted -Review medium term pay policy 43 implementation conditions of incentive and harmonise pay for public sector of Public Sector service forstructures for institutions Reform public servicepublic service -Improve payroll management and programmes employees employees control size of public sector -Inadequate establishment financial -Develop and rehabilitate support resources infrastructure -Uncoordinated -Review public sector regulations reforms Developing -Inadequate -Develop and implement a capacity to financial comprehensive Public Sector Reform implement resources programme Public Sector -Inadequate -Recruit and train trainers of trainers Reforms capacity of -Build capacity for management and trainers coordination of public sector reforms -Poor -Develop and rehabilitate support coordination infrastructure -Create an enabling environment for public-private partnerships (PPPs) 44 THEME SIX: GENDER AND CAPACITY DEVELOPMENT Sub-Theme 1: Gender Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcomes To reduce gender Increased Promoting -Shortage of -Train women in basic business inequalities and meaningful women human and skills enhance participation of entrepreneurship financial -Formulate cooperatives participation of all gender and involvement resources -Provide micro-finance loans all gender groups groups in in cooperatives -Low literacy in socio- decision levels economic making, wealth development creation and poverty reduction Advocating for - Inadequate -Lobby political parties, public affirmative actionresources and private institutions for to increase- Aggression appointment of 50 percent representation of and intimidation women into decision making women in politics perpetuated by positions. and decisionmen -Conduct media campaigns to making positions - Slow legal advance women empowerment reform process agenda -Low literacy -Conduct targeted sensitization levels among meetings women -Discriminatory cultural values and laws -Inadequate technical expertise support Reduced gender Enhancing -Lack of -Conduct targeted sensitization based (GBV) awareness on empowerment meetings on GBV violence at all GBV of women -Conduct media campaigns on levels -Low literacy GBV and violence against levels among women women - Train victims of GBV in -Oppressive Income Generation Activities cultural values (IGAs) for their economic empowerment - Provide psychosocial support/counseling program for victims/survivors of GBV -Develop and provide psychosocial support/counseling programmes for GBV perpetrators - Conduct targeted trainings on Gender, GBV, Human Trafficking, Gender related 45 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcomes legal instruments and other emerging GBV related issues Strengthening -Lack of -Support one stop service GBV service understanding centres in hospitals for delivery systems of GBV. comprehensive support to victims of abuse/ GBV -Establish new and revamp existing GBV counseling centres for alternative dispute resolution - Provide support to all Victim Support Units (VSUs) in police and community -Conduct review and lesson learning meetings of GBV - Strengthen referral systems among the police, hospitals and courts Strengthening - Limited -Undertake the analysis of legal legal and human frameworks with gender lens regulatory resources -Review the legal frameworks framework -Lengthy legal based on the recommendations processes -Enact gender related laws -Limited -Establish community based infrastructure paralegal programmes for justice -Translate, simplify and delivery disseminate gender related -Entrenched laws cultural -Establish family courts attitudes -Conduct legal literacy -Low legal education literacy among -Ensure compliance with communities international conventions and treaties on women‘s rights Enhanced Mainstreaming -Lack of -Develop, roll out and gender gender at all specialized implement a training plan mainstreaming levels training in -Develop mechanisms to across all gender strategically position the sectors -Lack of gender machinery coordination in -Develop guidelines for gender gender coordination mainstreaming -Conduct joint gender planning -Limited and review meetings commitment to -Establish sectoral gender mainstream working groups gender issues -Undertake monitoring and evaluation of gender mainstreaming in all sectors -Train public and private sectors on gender analysis and mainstreaming strategies 46 Goal Medium Term Strategies Constraints Focus Actions and Activities Expected Outcomes -Develop sector specific gender analysis and mainstreaming tools -Develop guidelines for gender responsive policy formulation and review Strengthening Limited -Conduct research/survey in gender capacity to GBV disaggregated generate and -Document and disseminate research and disseminate lessons learnt including best documentation gender practices and fact sheets on disaggregated GBV information -Disseminate the mapping report of services providers in GBV -Develop a national GBV data base Sub-Theme 2: Capacity Development Long Term Goal Medium Term Strategies Constraints Focus Actions And Expected Activities Outcomes To develop a Enhanced Developing and -High staff Provide appropriate training productive and workforce strengthening turnover for effective service delivery efficient capacities andhuman and -Bureaucratic workforce with supportive institutional rigidities necessary systems capacities -Recruitment supporting problems equipment and -Poor public infrastructure service conditions Mainstreaming -Inadequate funds -Raise awareness on capacity capacity -Inadequate development development in all capacity to handle -Standardize training across sectors capacity all sectors development Promoting -Inadequate -Develop and implement a capacity human and capacity development development at all financial resources program for national, district levels -Low literacy and local levels levels -Train stakeholders at district -High staff turn and local levels over -Strengthen stakeholder -Poor coordination coordination Improved Strengthening -Inadequate funds -Develop capacity of trainers functioning of academic -Inadequate in training institutions local training institutions to trained personnel - Provide supporting institutions respond to the -Inadequate infrastructure in training needs of the infrastructure institutions economy 47 Long Term Goal Medium Term Strategies Constraints Focus Actions And Expected Activities Outcomes Improved Promoting -Inculcate -Poor conditions positive administration, effective which are not performance culture among management performance conducive employees for and management performance - Conduct annual performance systems performance appraisals -poor management across all - Integrate result based sectors management in all programmes of work in all sectors - Develop and promote the use of RBM guidelines in all sectors - Harmonize pay in public sectors Enhancing -Lack of capacity -Capacity building in coordination in to mobilize and resource mobilization resource use resources mobilization and utilization Promoting and -Inadequate -Develop and rehabilitate establishing human and professional and skills professional and financial resources development centres skills development -Inadequate skills -Review curriculum centres -Procure equipment -Develop human resource capacity in those centres Enhancing -Inadequate funds -Develop skills in various investments in -Stringent trades infrastructure and procurement -Streamline procurement equipment procedures procedures -Lack of skills -Review and enforce standards Promoting public -Underdeveloped -Develop PPP policy private private sector -Amend the privatization act partnerships -Lack of policy to incorporate PPPs -Lack of skills -Promote a conducive -Information environment for private asymmetry sector investment -Train personnel -Promote PPP dialogue 48 ANNEX 2: OPERATIONAL MATRIX BY KEY PRIORITY AREAS 1.0 AGRICULTURE AND FOOD SECURITY 1.1 Agricultural Productivity and Diversification Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome To increase Increased Improving -Inadequate financial -Implement the input subsidy agricultural smallholder access to resources program (seed and fertilizer) productivity farmers‘ output inputs -Unavailability of a - Implement contract and per unit area contract farming farming arrangements diversification policy - Improve access to credit -Underdeveloped -Enhance PPPs in the input private sector market -Underdeveloped infrastructure and distribution systems Promoting -Inadequate -Develop and rehabilitate irrigation technology irrigation schemes farming -Land tenure system, -Strengthen technical -Inadequate technical capacity for irrigation capacity management -Inadequate water -Promote establishment of management capacity water users associations -Inadequate irrigation -Improve the technical & research management capacities of -Poor protection of WUA water catchment areas -Conduct irrigation research - Inadequate -Establish rainwater integration of harvesting systems irrigation initiatives -Promote effective management of water catchment areas - Promote integration of irrigation initiatives with other livelihood activities Promoting -Lack of policy -Finalize contract farming contract framework strategy and policy farming -Side-selling -Implement the contract arrangements -Exploitative farming strategy and policy behaviour -Conduct awareness -Low levels of campaigns literacy -Encourage contracts with -Lack of flexible pricing understanding arrangements and awareness 49 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome Strengthening -Low literacy levels -Develop appropriate farmer -Inadequate infrastructure institutions infrastructure -Enhance management and -Poor coordination group dynamics capacity of -Inadequate extension farmer institutions services -Strengthen extension services on formation and management of farmer institutions Increased Promoting -Inadequate -Develop an agriculture agricultural production of registered diversification policy diversification non varieties -Undertake research on traditional -Lack of priority crops crops innovations -Increase production of -Inadequate pulses breeders and -Develop and register new basic seeds improved varieties -Low adoption of -Identify priority crops for modern technologies diversification -Migratory pests -Increase the number of -Insufficient breeders extension -Expand seed multiplication personnel programmes -Insufficient -Promote transfer and farmer knowledge adoption of improved -Lack of policy, technologies legislation and -Increase the number of regulations governing extension workers the horticultural -Strengthen migratory pest industry monitoring and control -Inadequate support -Conduct staff and farmer services training on diversification -High cost of input and -Inadequate support productivity enhancing infrastructure technologies -Increase production of horticultural crops -Improve input distribution systems -Develop policies and regulations governing non- traditional crops -Increase production of roots and tubers -Improve provision of vaccines/vaccination services for poultry diseases 50 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome -Promote increased production of high quality feed including development of local feed formulations -Increase investment in livestock production -Intensify training for livestock personnel - Improve access to land Increased Promoting -Poor coordination and -Promote out-grower production of agricultural organization schemes, farmer associations high value production -Inadequate improved and cooperatives for specific agricultural for both seed commodities commodities for domestic and -Lack of market -Strengthen managerial and exports export information technical capacity of markets producer organizations -High costs of -Promote partnerships, certification dialogue and cooperation -Inability to meet between value chain international standards stakeholders Inadequate technical -Promote production, support distribution and utilization of -Inadequate equipment improved seed, chemicals and fertilizers. -Conduct market research -Participate in international agricultural fairs -Promote buyer/trader negotiations forum -Improve compliance to market standards, sanitary and phytosanitary issues -Provide quality assurance and regulatory services -Procure production enhancing laboratory equipment Strengthening -Inadequate market -Rehabilitate and expand linkages of infrastructure market infrastructure farmers to -Ineffective farmer -Strengthen capacity of input and organisation farmer organisations output -Inadequate generation -Improve generation and markets and distribution of distribution of market market information information -Provide support infrastructure 51 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome Improved Promoting -Mismatch between -Develop tailor made agricultural appropriate technology generation technologies research, technology and farmer needs -Conduct sensitisation technology development, -Lack of incentives campaigns generation and transfer and -Inadequate -Increase investment in dissemination absorption sensitisation technology development, -Inadequate financial -Develop drought resistant resources crop and animal varieties -Low literacy levels Increased Enhancing -Inadequate human -Promote livestock re- livestock and livestock and and financial resources stocking and farmer-to- fish production fisheries Inadequate skills farmer transfer systems productivity -Disease prevalence -Intensify farmer and staff -Inadequate support training programs infrastructure -Intensify vaccination -High cost exotic campaigns breeds -Develop support -Inadequate support infrastructure services -Introduce improved, -Lack of awareness approved and registered -Lack of fingerlings exotic breeds with superior and feed characteristics -Overreliance on -Recruit and train personnel shallow water fishing -Promote village level fish -Lack of awareness in farming schemes using modern -Provide fish fingerlings technologies -Facilitate local fish feed -Unsustainable fishing and fingerlings production technologies -Increase use of modern technology by local communities and private sector for deep water fishing -Provide fish landing facilities - Train communities in modern fish processing -Train local communities to practice sustainable fishing Providing -Inadequate financial -Disseminate technologies effective and human resources on Good Agricultural extension -Low levels of literacy Practices (GAP) to increase services - Inadequate agricultural productivity equipment and -Procure equipment and machinery machinery -Conflicting policies -Train personnel -Inadequate skills -Harmonize policies -Intensify provision of 52 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome technical services required by farmers Reduced land Promoting -Lack of community -Promote conservation degradation soil and water awareness and farming conservation participation -Promote labour saving techniques -Inadequate labour technologies saving tillage -Promote land and water technologies management systems and -Utilisation of fragile technologies that protect lands fragile land -High input cost -Promote community participation in soil and water management -Subsidize inputs to raise forestry and fruit tree seedlings 1.2 Food Security Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome To ensure Food self- Implementing -Improve -Poor management of capacity and sustained sufficiency at policies to grain reserves management of strategic availability of household and sustain food -Limited access tograin reserves food to all national levels availability markets -Provide post- harvest Malawians at and -Unreliable handling technologies and all times at accessibility - Promote village grain bank unpredictable markets affordable schemes including improved prices granaries and mini silos -Enhance food market information systems -Improve distribution system Ensuring an -Inadequate financial -Improve collection, analysis effective early and human resources and dissemination of warning -Limited information agricultural statistics system -Inadequate -Procure equipment equipment -Develop support -Lack of support infrastructure infrastructure Strengthening -Inadequate -Recruit and train personnel farmer-led financial and human -Procure equipment extension and resources -Conduct sensitization training -Inadequate Campaigns services equipment -Low literacy Levels 53 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome Reducing post -Poor storage -Promote improved on-farm harvest losses technologies storage technologies and -Limited facilities information -Promote research -Poor management development practices/ systems -Expand post harvest related extension services -Develop harvest and post harvest management practices/systems Increased and Promoting -Low literacy -Conduct entrepreneurship sustained food income levels training availability and generating -Limited -Improve income generating accessibility activities opportunities opportunities in both rural -Hostile business and urban areas environment -Create a conducive entrepreneurship environment -Improve access to affordable credit Improving -Limited market -Improve distribution agricultural information systems market -Poor distribution -Enhance food market systems systems information systems -Inadequate support -Provide support infrastructure infrastructure -Inadequate human -Recruit and train personnel and financial resources Promoting -Conflicting -Develop standardized dietary messages messages diversification covering production to utilization -Insufficient -Develop local recipes with knowledge on food emphasis on the multi-mix budgeting, approach processing, -Conduct regular dietary utilization, and monitoring and assessments storage -Promote consumption of -Limited skills enriched and fortified foods -Lack of emphasis on especially for vulnerable local recipes groups -Inadequate dietary -Intensify IEC on budgeting, monitoring and consumption, processing and assessment preparation of enriched and -Low consumption of fortified foods enriched and fortified -Recruit and train extension 54 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome foods workers on prevention of -Inadequate human micronutrient deficiencies resources -Conduct staff and farmer training in food budgeting, processing, preservation, storage and utilization. Improving -Inadequate -Strengthen food distribution coordination financial and systems and human resources -Improve targeting management -Inadequate mechanisms of food aid infrastructure - Develop support and imports -Weak legislation infrastructure enforcement -Promote a coordinated mechanism approach to planning and management of food aid and imports -Ensure that food aid conforms to the bio-safety and other related legislations -Recruit and train personnel -Procure appropriate equipment Improved Improving the -Inadequate -Develop support agricultural functioning of infrastructure infrastructure market systems agricultural -Inadequate -Intensify information markets information generation, dissemination, generation and and utilisation dissemination -Recruit and train personnel _Inadequate financial -Procure equipment and human resources Enhanced Strengthening -Inadequate -Establish a warehouse agricultural risk and scaling- infrastructure receipt system management up market -Weak institutional -Strengthen institutional and based risk and regulatory regulatory framework management framework -Employ supply/price initiatives -Inadequate hedging strategy awareness -Strengthen the framework and capacity for call options import contracts -Establish a commodity market insurance system -Develop a weather related insurance product -Strengthen weather forecasting capability for agriculture 55 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome Providing -Inadequate financial -Recruit and train personnel technical and and human resources -Provide support regulatory -Inadequate infrastructure services infrastructure and -Procure equipment equipment -Review and harmonize -Weak policy policies framework -Improve coordination -Lack of coordination mechanisms 2.0 ENERGY, INDUSTRIAL DEVELOPMENT, MINING AND TOURISM 2.1 Energy Goal Medium-Term Strategies Constraints Focus Actions and Activities Expected Outcome Generate Improved Developing -Huge capital -Construct additional power stations sufficient capacity and additional investment -Train personnel amount of efficiency in power -Inadequate -Promote private sector involvement energy to energy stations expertise -Mobilise resources meet the generation, -Develop coal fired power plants economic and transmission and Implement the Kapichira II power social distribution station project demands -Develop other hydro power projects such as Mpatamanga on Shire, Kayerekera station, Chisombo on Bua River, Lower Fufu, Songwe river basin, Chizuma and Chimgonda Promoting -Cumbersome -Facilitate implementation of public- procedures independent power production private - Inadequate -Conduct awareness campaigns partnerships resources -Streamline procedures in energy -Mobilise resources generation and distribution Improving -Obsolete -Engage in regional Interconnection; management machines -Rehabilitate Nkula A and B of energy - Inadequate hydropower stations generation, equipment -Conduct management reforms in the transmission, - Corruption energy sector distribution -Vandalism -Facilitate implementation of Public and supply and theft Private Partnerships in power - Siltation and distribution proliferation -Review the Electricity Master Plan 56 Goal Medium-Term Strategies Constraints Focus Actions and Activities Expected Outcome of weeds -Develop an Energy Development -Poor Master Plan coordination -Install smart meters on distribution among feeders stakeholders -Inadequate -Install programmable Maximum resources Demand (MD) meters -Promote and facilitate the use of -Lack of an compact Fluorescent Light Bulbs energy master (CFLs) plan -Improve coordination in the energy -Lack of sector and other key stakeholders diversification -Expand the use of efficient energy in the energy technologies subsector -Protect the catchment area of Shire -Resistance river and other rivers to adopt new -Enforce regulations technologies -Conduct awareness campaigns Promoting -Huge initial -Develop renewable power the use of capital plants renewable requirement -Introduce off grid co-generation sources of -Inadequate projects in agricultural processing energy financial industries sources -Conduct awareness campaigns -Low adoption rate Improving -Weak and -Review energy policy; regulatory unharmonized -Undertake environmental impact environment policies assessment in various energy -Weak projects institutional -Adhere to environmental framework management plans -Inadequate -Recruit and train personnel human and -Conduct awareness campaigns financial resources Increased Enhancing -Widespread -Rehabilitate and expand the availability and urban and vandalism of transmission and distribution systems access to energy rural equipment to rural and peri urban areas electrification -Inadequate -Construct transmission lines human -Accelerate and rural and urban financial electrification programme resources -Encourage private sector participation -Low demand -Conduct awareness campaigns in rural area -Enforce regulations 57 Goal Medium-Term Strategies Constraints Focus Actions and Activities Expected Outcome Increasing -Inadequate -Undertake an inventory of fuel liquid fuelfuel storage suppliers, distributors and users stock-holding facilities -Assess national fuel demand and and -Inadequate supply distribution financial -Review and form petroleum product capacity resources standards -Dilapidated -Monitor compliance to set standards storage -Construct and rehabilitate fuel facilities reserves Developing -Inadequate -Construct oil pipeline long-term financial -Develop and implement bio fuel systems of resources strategy tapping and -Inadequate -Implement ethanol/petrol blending delivering diversification ratio of 20 percent / 80 percent liquid fuel in the -Provide investment incentives to production of private sector liquid fuel -Operationalise the National Oil -Outdated Company policy 2.2 Industrial Development Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcome The goal is to Expanded Promoting -Low adoption rate -Provide supportive develop and industrial base the use of of modern technology infrastructure expand modern -Inadequate -Enhance training in industrial environment supportive appropriate technology sector with ally friendly infrastructure -Enhance research in emphasis on technologies -Inadequate skills modern technology value addition in -Inadequate financial -Conduct awareness and manufacturin resources campaigns employment g creation Enhancing -Low capacity -Initiate linkages between backward -Poor coordination raw material producers and and forward -Competition from established manufacturers linkages in cheap imported raw the industrial materials sector -Lack of market information -Poor quality and standards 58 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcome Undertaking -Bureaucratic -Review industrial policy industrial procedures and legislation reforms -Inadequate -Undertake capacity building information -Streamline procedures -Inadequate capacity Increased Promoting -Unskilled labour -Undertake skills training employment labour force intensive industries Increased Encouraging -Low capacity -Strengthen MIRTDC industrial output provision of Uncoordinated -Conduct capacity building infrastructure planning -Analyse supply chain for and support -Inadequate financial cost reduction services for resources -Promote public private industrial -Fewer sources of partnerships development capital Increased value Facilitating -Lack of -Strengthen the Malawi an addition accreditation accredited Bureau of Standards ISO of quality certified body -Sub-contract external assurance -Low capacity accredited quality assurance institutions -Weak enforcement institutions and enhance of regulation -Build capacity for quality - Corruption undertaking compliance standards -Inadequate programmes within equipment MIRTDC; - Lack of awareness-Assist companies establish ISO compliant production systems -Run Quality Management Systems courses - Conduct awareness campaigns Promoting -Limited technical -Promote use of technology value expertise - Conduct awareness addition in -Limited technology campaigns existing and use - Undertake capacity potential -Low literacy levels building products -Limited information -Undertake research on potential products 59 2.2.1 Trade Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcome The goal is to Enhanced Promoting -Weak Standards, -Build capacity of MBS and increase production, adherence to Quality, other related institutions supply of diversification standards in Accreditation and -Provide training to exporters value-added and tradable Metrology (SQAM) to increase compliance with goods and competitiveness products infrastructure international standards services for of tradable -High cost of -Conduct awareness domestic and commodities certification campaigns international -Weak enforcement market while -High cost of sustaining production competitive advantage Promoting -Weak -Improve the quality of trade in telecommunication telecommunication and services infrastructure support infrastructure - Inadequate -Provide tailor-made training expertise -Participate in bilateral and - Failure to meet regional service trade events international service standards Promoting -Tariffs and Non -Participate in trade product and Tariff barriers to negotiations market trade -Undertake product and diversification -Lack of product and market promotion market promotion -Improve support -Poor transport infrastructure infrastructure -Undertake research to -Inadequate explore potential export information commodities and markets -Narrow export base Enhanced Promoting trade -Inadequate transport access to both integration infrastructure traditional -Lack of adherence to and emerging standards export -Failure to effectively markets implement trade agreements -Lack of analytical capacity Promoting -High infrastructure -Enhance the development of efficient and cost one stop border posts modernized -Un-harmonised -Procure appropriate boarder border operation equipment infrastructure systems -Implement a simplified to facilitate -Inadequate payment mechanism for all trade equipment fees and charges -Inadequate skills 60 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcome Promoting -Inadequate capacity -Train existing and potential exports to market Malawi exporters products -Review policies and -Poor coordination guidelines -Weak trade -Participate in international facilitation trade fairs and investments institutions promotion -Inadequate human -Strengthen the capacity of and financial trade facilitation institutions resources - Develop support -Inadequate support infrastructure infrastructure (roads, -Facilitate accreditation of rail, airports, ports, MBS utilities, and -Promote adherence to telecommunication) international standards -Weak certification -Establish an export credit mechanisms guarantee scheme Unfavourable export policies -Unfavourable macroeconomic environment Simplifying -Inadequate -Enhance coordination and financial resources among stakeholders streamlining -Inadequate skills -Provide supportive trade and -Poor coordination infrastructure custom -Train personnel procedures Improved legal, Improving -Lack of human and -Establish appropriate regulatory and fair trading financial capacity institutions institutional and -Lack of institutions -Recruit and train personnel framework intellectual -Lack of -Conduct awareness property enforcement of campaigns and training rights regulations -Enhance enforcement of regulations Strengthening investment and export promoting institutions Improving coordination amongst private sector trade institutions 61 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcome Increased Promoting -Low quality -Build capacity of domestic and consumer products investment and trade international loyalty to - Poor information facilitation institutions market share domestically packaging and -Encourage value addition, produced dissemination certification and quality goods; -Unfavourable trade assurance policy obligations -Enhance awareness campaigns -Review and harmonise trade policies Improving -Poor stakeholder -Build capacity of exporters trade network coordination -Strengthen trade facilitation and -Weak trade institutions information facilitation -Develop and rehabilitate for exports -Weak support support infrastructure infrastructure -Develop information hub -Inadequate human and financial resources - Lack of an information hub -Low literacy levels 2.2.2 Agro-Processing Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes The goal is to Increased value Improving -Inadequate human -Develop and rehabilitate move up the addition to supporting and financial support infrastructure value chain in agricultural infrastructure resources (roads, rail ,airports, utilities key crops, and products for agro- -Inadequate and telecommunication) increase agro- processing of equipment processed key industries -Procure appropriate products for equipment both domestic -Train personnel and export markets 62 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes Promoting -Lack of incentives investment in -Inadequate capacity -Build capacity for agro agro- -Inadequate raw processing support processing materials institutions with special -Lack of awareness -Provide investment focus on -High cost of capital incentives private sector -Weak support -Develop and rehabilitate participation institutions storage infrastructure -Encourage research , transfer and adoption of modern technologies -Promote public private partnerships -Conduct awareness campaigns Promoting -Poor coordination -Procure and install agro- OVOP on -Low literacy levels processing equipment agricultural -Increase number of agro- products processed products -Identify potential markets for agro-processing -Build capacity in supply chain management of agro- processed products Diversified agro- Improving -Poor coordination -Review and disseminate processed policy and -Conflicting policies policy and legislation products regulatory -Lack of awareness -Develop institutional frameworks capacity impacting on agro- processing Strengthening -Limited technical -Train stakeholders capacity for expertise -Promote linkages between small and -Limited access to cooperatives and rural medium scale credit facilities financers-Promote access to agro- -Lack of efficient credit processing and effective -Build capacity for agro enterprises productivity centres processing support institutions -Build capacity within MIRTDC to conduct productivity improvement training -Enhance coordination among stakeholders in agro 63 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes processing -Expand production of key agricultural commodities -Link SMEs to markets -Establish SMEs associations and cooperatives 2.3 Mining Goal Medium Term Strategies Constraints Focus Action and Activities Expected Outcomes The goal is to Increased Producing -Inadequate human -Conduct literature review increase exploration and detailed and financial -Undertake sampling and production mining geological resources sample analysis and value map of -Recruit and train personnel addition of Malawi -Lack of modern -Conduct geological, mineral equipment geochemical and geophysical resources mapping -Disseminate updated geological maps -Intensify drilling for mineral identification -Conduct sample analysis for mineral identification -Procure modern equipment -Produce mineral resources and occurrence map -Disseminate updated mineral resources and occurrence maps -Recruit and train personnel Improved legal Strengthenin -Inadequate human -Review Mines and Minerals and institutional g and financial Act framework institutional resources - Facilitate formation of capacity of -Cumbersome mining cooperatives and the sector procedures associations -Inadequate support -Streamline procedures infrastructure -Conduct stakeholder - Weak regulatory training in mineral framework in production and value environmental addition management - Establish a mining investment and development company - Construct and equip a 64 Goal Medium Term Strategies Constraints Focus Action and Activities Expected Outcomes modern laboratory -Promote public private partnerships - - Develop mining regulations Enforcing -Inadequate human -Recruit and train personnel legislations and financial -Conduct sensitisation on resources campaigns sustainable -Inadequate support -Conduct field inspections on use and equipment compliance management -Lack of awareness of mineral resources Enforcing -Inadequate human -Conduct sensitization environment and financial campaigns on occupational al, resources health and safety occupational -Lack of awareness -Conduct mining health and -Inadequate support occupational health and safety in the equipment safety (OHS) inspections mining sector -Corruption -Undertake mining accident investigation -Enforce explosives regulations Increased Promoting -Limited expertise - Realign mining policies to participation by both local -Lack of information regional and international small and and foreign -Inadequate support protocols medium scale investment infrastructure -Develop standard mining miners -Inadequate resources agreements - Weak coordination -Establish a transparent -Inadequate framework for managing incentives mineral rights - Review mining royalties - Promote mineral research and development -Develop and rehabilitate infrastructure -Improve coordination among stakeholders -Train personnel -Provide incentives to small scale miners -Conduct sensitisation campaigns 65 Goal Medium Term Strategies Constraints Focus Action and Activities Expected Outcomes Updated -Inadequate human -Procure equipment geological Strengthenin and financial -Train personnel information g seismic resources - Review existing seismic system; monitoring - Outdated seismic activities maps -Identify active seismic -Inadequate points equipment - Update seismic maps - Monitor seismic activities Developing -Inadequate human -Recruit and train personnel an integrated and financial -Procure equipment data resources -Intensify data collection, management - Outdated geological storage and utilization system maps -Computerise all the existing -Information gaps geological data -Inadequate - Create an integrated equipment management information system - Operationalize and maintain the integrated management information system 2.4 Tourism Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes The goal is to Increased Enforcing -Limited number of -Conduct inspections, develop and contribution of tourism skilled personnel classifications and licensing promote a the tourism industry -Corruption of tourism enterprises vibrant industry to GDP standards and -Inadequate -Recruit and train personnel tourism planning equipment -Procure relevant equipment industry controls -Implement zero tolerance on corruption Strengthening -Bureaucratic - Establish an autonomous institutional procedures and Marketing and Quality capacity at all inefficiencies Assurance body; levels -Limited number of -Review and implement skilled personnel. training programmes -Lack of modern -Harmonize tourism and training facilities; hospitality standards; -Inadequate support -Construct hospitality infrastructure training facilities; -Limited financial -Conduct Hospitality 66 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes capacity Enterprise Star Grading exercise in the country; -Conduct awareness campaigns on tourism regulations; -Introduce recognition awards of excellence; -Promote stakeholders‘ liaison and public relations; -Undertake a comprehensive review of tourism laws; -Harmonize industry standards with relevant authorities -Enhancing -Prohibitive rates -Conduct awareness marketing of (prices) for locals campaigns Malawi‘s -Limited financial -Produce newsletters and tourism resources electronic programmes products -Uncoordinated -Facilitate establishment of approach to tourism tourism clubs in schools promotion -Conduct stakeholder liaison meetings -Develop a tourism database -Participate at travel, trade and investment forums; -Improve tourism packaging and distribution -Provide incentives to local tourists Improved Providing -Up-grade access roads and environment for infrastructure -Limited financial airstrips to areas of tourist doing business in that is resources attractions; tourism supportive to - Inadequate - Provide reliable utilities to tourism equipment tourist areas; development - Poor coordination -Maintain and improve tourism website; -Develop tourism database and e-library -Procure equipment -Improve coordination among stakeholders Increased -Inadequate support -Construct up-market resorts number of infrastructure ; tourists -Inadequate human -Develop international and financial conference and shopping -Promoting resources facility; 67 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes the -Construct Cultural villages; development -Develop tourism facilities of high- on mountains and other areas quality of natural outstanding beauty tourism -Improve tourism packaging facilities in and distribution; designated -Develop and implement a areas master-plan for the including improvement of Lake Lake Malawi Malawi and other designated areas -Create tourist circuit (routes) and networking -Strengthen tourism information systems Promoting -Limited financial -Conduct sensitization eco-tourism resources meetings and workshops -Inadequate skilled -Conduct tourism promotion human resources events -Lack of awareness -Provide eco-tourism -Inadequate investment incentives incentives -Recruit and train personnel -Inadequate support -Develop and rehabilitate infrastructure support infrastructure -Promote environmentally friendly technologies -Protect and rehabilitate natural resources Increased local Promoting -Limited financial -Conduct awareness participation in participation resources campaigns; the tourism of local -Lack of incentives -Provide investment industry investors in -Lack of awareness incentives the tourism -Limited stakeholder -Promote public private industry support partnerships -Inadequate support -Encourage participation of infrastructure communities in managing and conserving tourism resource base -Provide support infrastructure 68 3.0 TRANSPORT INFRASTRUCTURE AND NSANJE WORLD INLAND PORT 3.1 Road Infrastructure Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes The goal is to Reduced lead Ensuring -Inadequate -Review the National ensure times and cost on comprehensive financial and skilled Transport policy provision of exports and and human resources -Finalise and implement the safe, imports coordinated -Lack of sector Transport Sector Investment affordable, planning of investment plan Programme (TSIP) accessible and road and other -Strengthen sector high quality modes of coordination road transport transport -Harmonise transport sub- system sector strategies - Improve the National Transport Database -Improve on transport data collection, processing and utilisation -Mainstreaming cross cutting issues Enhancing -Lack of PPP policy -Promote private sector Public Private -Inadequate skills participation in service Partnerships in -Lack of provision the transport information -Train personnel system -High costs of -Disseminate information on capital transport sector investment -Inadequate opportunities financial resources -Provide investment -Costly investments incentives -Underdeveloped -Advocate for a PPP Act and private sector policy -Enforce concessional agreements Enhancing -Inadequate axle load financial and skilled -Recruit and train personnel control human resources -Procure additional -Inadequate weighbridge equipment and infrastructure and software including cctv equipment -Develop and rehabilitate -Corruption support infrastructure -Weak enforcement -Strengthen anti-corruption drive -Strengthen enforcement of axle load control Improved Providing -Inadequate -Build capacity of domestic and adequate financial and skilled contractors cross border network of human resources -Train personnel in various 69 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes mobility and roads based on -Inadequate trades connectivity appropriate equipment -Procure construction standards -Weak enforcement equipment of standards -Strengthen anti-corruption -Low capacity of drive contractors -Improve on revenue collection -Procure, monitor and supervise civil works -Replace timber deck bridges with concrete decks -Improve rural road network -Replace single-lane bridges with double lane -Rehabilitate and upgrade roads to meet regional agreed standards Enhancing -Inadequate -Build capacity of routine road financial and skilled contractors maintenance human resources -Train personnel in various and upgrading -Inadequate trades equipment -Procure construction -Low capacity of equipment contractors -Improve on road levy -Weak enforcement collection of contracts -Procure, monitor and supervise civil works -Prepare and implement annual roads maintenance programs Building -Inadequate -Recruit and train personnel technical and financial and human -Procure office and institutional resources construction equipment capacity at all -Improve on management levels systems and networks -Improve on revenue collection -Develop one stop border posts Promoting -Low capacity of -Build capacity of local competition in contractors contractors the -Inadequate skilled -Train personnel in various construction human resources trades industry -Inadequate -Procure construction equipment equipment -Weak enforcement -Prepare annual roads 70 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes of regulations and programme standards -Open up the sector to contractors and consultants from the region and beyond Improving -Inadequate human -Build capacity of management and financial contractors and consultants of road resources -Promote private sector network -Inadequate participation throughout the equipment -Train personnel in various country -Low capacity of trades contractors and -Procure construction consultants equipment -Prepare annual roads program -Prepare and offer routine and periodic maintenance contracts -Monitor and supervise civil works Promoting -Inadequate skilled -Enforce road safety high road human resources standards and traffic safety -Inadequate regulations standards and equipment and -Improve on road signage traffic support and markings management infrastructure -Conduct safety audits -Corruption -Treat black spots -Vandalism -Implement non-motorised -Lack of awareness vehicle protection measures -Weak enforcement -Implement speed reduction of regulations and measures standards -Conduct safety education 3.2 Rail Transport Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome The goal is to Improved Rehabilitating - Inadequate - Carry out emergency track develop an regional and and financial and spot repairs efficient and international expanding the skilled human - Carry out emergency effective rail connectivity railway line resources bridge and culverts repairs network and related - Low capacity of - Carry out rail track and infrastructure contractors bridge maintenance - Inadequate 71 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome equipment - Vandalism Creating - Inadequate - Build capacity of the sector linkages to financial and - Train personnel ports, skilled human - Procure equipment industrial resources - Improve on marketing of sites and - Low capacity of rail services regional and contractors - Implement the multi-modal international - Inadequate approach to transportation markets equipment - Rehabilitate infrastructure - Low traffic - Strengthen stakeholder volumes coordination - Poor coordination Improved Promoting -Inadequate financial -Build capacity of regulatory and railway safety and skilled human contractors and consultants institutional and resources -Train personnel framework environmental -Inadequate -Procure new locomotives protection equipment and rail safety equipment -Obsolete -Enforce rail safety standards locomotives and traffic regulations -Vandalism -Improve on rail signage and markings -Explore the possibility of migrating from diesel powered to electric locomotives -Conduct awareness campaigns Improved rail infrastructure Improving -Inadequate financial -Expand rail coverage within and reliability operational and skilled human the country efficiency and resources -Improve on asset commercial -Inadequate rail management and viability of coverage within the maintenance the existing country -Enforce adherence to railway -Poor asset concession agreements infrastructure management and -Strengthen the regulatory and levels of maintenance by the framework service concessionaire -Encourage competition in -Weak regulatory the sub-sector environment -Conduct advocacy -Low traffic volumes campaigns -Poor marketing -Improve on marketing of strategies rail services -Lack of support -Train personnel from the private sector. 72 3.3. Inland Water Transport Infrastructure Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome The goal is to Improved inland -Developing -Lack of competition -Procure and install promote water an efficient -Inadequate navigation aids and other inland water transportation and financial and skilled appropriate equipment transport system productive human resources -Procure, rehabilitate and system and maritime -Inadequate maintain vessels improve transport equipment -Construct Marine Training access to the system -Weak regulatory College sea framework -Recruit and train personnel -Weak enforcement -Strengthen the regulatory of regulations and framework including review standards of the Inland Shipping Act -Strengthen enforcement of standards and regulations -Promoting -Lack of PPP policy -Advocate for a PPP Act and Public Private -Inadequate skilled policy Partnerships human resources -Recruit and train personnel in the industry -Lack of information -Disseminate information on on water transport investment opportunities sector investment -Provide appropriate opportunities incentives -Inadequate incentives Improved -Improving -Inadequate -Construct access roads and interface with port rail links to major ports financial and skilled rail and road infrastructure human resources -Develop and rehabilitate transport -Weak ports and jetties on Lake regulatory framework Malawi -Inadequate -Construct breakwaters at equipment designated places on the lake -Procure port handling and -Inadequate capacity security equipment of local construction firms -Develop truck parking areas at ports -Strengthen the regulatory framework -Create the National Ports Authority -Train personnel -Opening up -Inadequate -Conduct feasibility studies navigable financial and skilled and Environmental Impact rivers human resource Assessments -Inadequate -Develop navigable rivers equipment into waterways -Conflicting -Procure equipment for interests Nsanje World Inland Port and other ports 73 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome -Procure dredgers and dredge the Shire-Zambezi rivers and other navigable rivers -Procure barges -Develop truck parking areas -Conduct sensitization campaigns -Promote private sector participation and PPPs -Provide information to the private sector on economic opportunities -Recruit and train personnel Reduced -Promoting -Weak regulatory -Promote private sector transport costs affordable and framework participation and PPPs safe water - Inadequate -Strengthen the regulatory transport financial and skilled framework system human resources -Procure navigation aids, -Inadequate vessels and other related infrastructure and equipment equipment -Recruit and train personnel -Lack of competition -Construct and rehabilitate -Vandalism infrastructure -Conduct awareness campaigns -Provide investment incentives 4.0 EDUCATION, SCIENCE AND TECHNOLOGY 4.1. Education 4.1.1 Basic Education Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes To improve Expanded Accelerating -Lack of capacity of -Construct and rehabilitate access to equitable access rehabilitation contractors classrooms, resource centres, quality and to education of existing -Poor coordination libraries, laboratories, teachers‘ relevant learning -Untimely houses, Early Childhood education institutions and disbursement of Development (ECD) and construction of Complementary Basic funds additional Education (CBE) centres; infrastructure at -Rigorous -Construct and rehabilitate all levels; procurement school sanitary facilities processes -Improve coordination of -Inadequate project community participation monitoring and 74 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes supervision -Conduct M & E. -Inadequate financial resources. Scaling up -Limited financial -Provide school meals to all school feeding resources primary schools programmes -Laborious -Procure and distribute seeds management of (Maize and Soya) to districts school feeding piloting Home-Grown School Meals programme programme -Conduct awareness campaigns -Inadequate -Provide kitchen facilities community participation -Lack of support infrastructure Scaling up -Prohibitive cultural -Provide life skills education, School Health attitude counselling, care and support to and Nutrition, -Poor sanitary teachers and OVCs in schools and HIV and facilities -Provide micro-nutrient AIDS -Poor diet supplements programmes -Support and expand de- diversification of worming programme in schools food preparation -Scale up safe, healthy and skills productive school environments -Stigma and -Provide girl friendly sanitary discrimination facilities -Poor community -Conduct awareness campaigns participation -Shortage of health personnel Scaling up of - Harmful cultural -Provide life skills education, child friendly practices counselling, care and support to schools -Lack of awareness teachers and OVCs in schools programmes -Lack of clear -Develop mechanisms for guidelines on school reporting forms of child abuse -Disseminate and enforce discipline policy against all forms of -Inadequate financial corporal punishment resources -Implement measures to reduce violence against children in schools -Conduct awareness campaigns Providing a -Prohibitive cultural -Provide supportive conducive practices to girls‘ infrastructure/ facilities for girls environment education; -Review policies related to girls for girls -Lack of girl- -Provide grants to schools to education friendly sanitation address equity issues including -Roll out ‗mother groups‘ in all facilities boarding schools -Inadequate financial -Provide girl friendly sanitary 75 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes facilities resources facilities -Recruit more female teachers Providing a -Inadequate SNE -Provide supportive conducive teachers, teaching infrastructure/ facilities for environment and learning special needs students for students materials and -Review policies related to with special assistive devices special needs students. education - Establish more and -Lack of appropriate needs rehabilitate resource centres for SNE children with special needs. infrastructure -Provide special needs teaching -Highly skewed and learning materials such as distribution of Braille materials, assistive special needs devices and training on use. students Strengthening -Lack of awareness -Build appropriate capacity coordination -Limited community -Conduct sensitization and provision participation campaigns of ECD and -Poor coordination -Establish and rehabilitate CBE of stakeholders preschool‘s sanitary and kitchen facilities -Lack of appropriate -Develop, maintain and utilize infrastructure database of programmes for out -Inadequate financial of school children and youth. and human resources -Scale up adult literacy and post literacy programmes. -Integrate technical and vocational training in CBE Promoting the -Poor coordination -Mobilize private sector role of private -Lack of public investment in Basic Education sector and private partnership -Provide incentives to private private policy investors financing in -Inadequate financial -Strengthen coordination education -Strengthen adherence to resources system standards -Inadequate incentives -Weak enforcement of standards Promoting -Lack of public -Develop public-private Public Private private partnership partnership policy Partnerships in policy -Provide incentives to private the provision of -Lack of incentives investors education -Inadequate financial -Strengthen coordination infrastructure resources and services Increasing -Lack of awareness -Conduct sensitization number of girls -High girl drop-out campaigns 76 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes opting for rate -Encourage career guidance in mathematics mathematics and science and science subjects subjects at all levels Improved Training and -Inadequate -Construct new TTCs quality and recruiting capacity of training -Expand the Open Distance relevance of additional colleges Learning teacher training education teaching staff -Ineffective programme deployment of -Train and recruit additional primary school teachers teachers (more -Train ECD caregivers and teachers in urban CBE instructors areas than in rural areas) -Provide attractive terms / -Inadequate conditions to teachers incentives -Develop guidelines and train -Lack of support head teachers for double infrastructure shifting and overlapping classrooms - Provide incentives to teachers under double shifting schools -Provide adequate supply of teaching and learning materials. -Provide Continuing Professional Development (CPD) for teachers -Revise policies on teacher education and development -Develop proper guidelines of incentive schemes -Develop and rehabilitate support infrastructure. - Introduce and implement teacher assistant system in primary classrooms. Providing -Lengthy -Procure adequate and relevant adequate and procurement teaching and learning materials relevant procedures -Build capacity of procurement teaching and -Inadequate financial personnel learning resources -Provide support infrastructure materials -Implement zero tolerance on -Low capacity of corruption suppliers -Improve procurement -Corruption and procedures fraud -Improve distribution channels -Lack of support and management capacity 77 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes infrastructure -Mismanagement of school resources Introducing - Inadequate -Standardize testing in primary standardized resources and education to measure and testing to capacity monitor quality of learning and measure and teaching at different levels monitor quality of learning and teaching Reviewing and -Limited financial -Identify national needs reforming and human resources -Review the primary school school and -Lack of guidelines curriculum training college -Incorporate national needs in curricula to the curriculum address -Develop curricula for adult national needs literacy at all levels -Introduce standardized testing to measure and monitor quality of learning and teaching -Develop and review guidelines -Recruit and train personnel Promoting -Inadequate human -Recruit and train inspectors systematic and and financial -Provide frequent inspection regular resources and advisory visits to schools inspection of -Inadequate skills of -Conduct sensitization all learning PEAs/Inspectors campaigns institutions -Define career path for -Inadequate PEAs/Inspectors equipment -Provide support infrastructure -Lack of motivation and equipment -Lack of support -Enhance accountability and infrastructure transparency -Corruption Improved Decentralizing -Inadequate human -Devolve sector functions to management and management and financial local authorities governance of and financing resources -Review devolution guidelines education of the -Lack of appropriate -Build institutional capacity at education information local levels system -Enhance community -Poor coordination participation and empowerment -Enhance school-based improvement planning and management -Enhance stakeholder coordination 78 Goal Medium Term Strategies Constraints Focus Actions and Expected Activities Outcomes Strengthening -Inadequate financial -Conduct annual school census education and human resources -Conduct school mapping management -Inadequate -Train and recruit personnel and equipment -Procure equipment information -Unreliable data -Enhance teacher management systems information systems -Conduct sensitization campaigns on data management -Update database 4.1.2 Secondary Education Goal Medium-Term Strategies Constraints Focus Actions/Activities Expected Outcome To improve Expanded Accelerating -Lack of capacity of -Identify and rehabilitate all access to equitable access rehabilitation contractors existing dilapidated quality and to education of existing -Poor coordination secondary school facilities relevant learning -Rigorous procurement -Construct new secondary education institutions processes schools and hostels and -Construct and rehabilitate -Inadequate project construction teachers‘ houses. of additional monitoring and -Promote monitoring and infrastructure supervision supervision of construction at all levels -Inadequate financial works resources -Construct and rehabilitate school sanitary facilities -Improve community participation -Recruit and train procurement personnel -Enhance stakeholder coordination -Strengthen capacity of contractors Scaling up -Inadequate financial -Provide First Aid support School Health and human resources mechanisms to secondary and Nutrition, -Prohibitive cultural schools and HIV and attitude -Strengthen AIDS Clubs AIDS -Poor sanitary facilities -Promote nutritious diets in programs secondary schools -Poor diet -Promotion of home diversification of food economics education preparation skills -Provide life skills education, -Stigma and counseling, care and support discrimination to teachers and OVCs in -Poor community schools. participation -Provide micro-nutrient -Shortage of skills supplements. -Scale up safe, healthy and 79 Goal Medium-Term Strategies Constraints Focus Actions/Activities Expected Outcome productive school environments -Provide girl friendly sanitary facilities -Conduct awareness campaigns Scaling up of - Harmful cultural -Provide life skills education, child friendly practices counseling, care and support schools -Lack of awareness to teachers and OVCs in programmes -Lack of guidelines on schools -Develop mechanisms for school discipline reporting forms of student abuse -Disseminate and enforce policy against all forms of corporal punishment -Implement measures to reduce violence against students -Conduct awareness campaigns Providing a -Prohibitive cultural -Provide supportive conducive practices to girls‘ infrastructure/ facilities for environment education; girls for girls -Highly skewed -Review policies related to education distribution of special girl students including -Provide grants to schools to needs students boarding address equity issues facilities -Lack of girl-friendly -Provide girl friendly sanitation facilities sanitary facilities Inadequate financial -Conduct sensitization resources campaigns -Construct girls‘ hostels Providing a -Inadequate SNE -Provide supportive conducive teachers, teaching and infrastructure/ facilities for environment learning materials and special needs students for students assistive devices -Review policies related to with special -Lack of appropriate special needs students education -Conduct sensitization SNE needs campaigns infrastructure -Train and recruit SNE -Inadequate financial teachers resources Promoting the -Poor coordination -Mobilize private sector role of private -Inadequate financial investment in secondary sector and and human resources education private -Inadequate incentives -Establish private sector fora financing in -Weak enforcement of on education education -Provide incentives to private 80 Goal Medium-Term Strategies Constraints Focus Actions/Activities Expected Outcome system standards investors -Strengthen coordination -Strengthen adherence to standards Promoting -Lack of public private -Develop and review public- Public Private partnership policy private partnership policy Partnerships -Inadequate financial -Provide incentives to private in the resources investors provision of education infrastructure and services Increasing -Lack of awareness -Conduct sensitization number of -High girl drop- out campaigns girls opting rate -Encourage career guidance for in mathematics and science mathematics subjects and science subjects at all levels Improved Training and -Inadequate capacity of -Train and recruit secondary quality and recruiting training colleges school teachers relevance of additional -Ineffective deployment -Enhance capacity of training education teaching staff of colleges teachers (more teachers -Provide adequate supply in of teaching and learning urban areas than in materials rural -Improve terms and areas). conditions of service for -Inadequate incentives teachers -Lack of support -Develop guidelines and infrastructure instructions to sensitise school personnel and communities -Continually revise policies on teacher education and development -Develop proper guidelines of incentive schemes -Develop guidelines and train head teachers for double shifting and overlapping classrooms - Provide incentives to teachers under double shifting schools 81 Goal Medium-Term Strategies Constraints Focus Actions/Activities Expected Outcome Reviewing -Inadequate financial -Conduct needs assessment and reforming and human resources -Review the secondary school secondary -Lack of guidelines curriculum school -Incorporate national needs in curricula to the curriculum address -Develop and review national needs guidelines -Recruit and train personnel Providing -Lengthy procurement -Procure adequate and adequate and procedures relevant teaching and relevant -Inadequate financial learning materials teaching and resources -Build capacity of learning -Low capacity of procurement personnel materials -Provide support suppliers infrastructure -Corruption and fraud -Develop relevant teaching -Lack of support and learning materials infrastructure -Implement zero tolerance on Mismanagement of corruption school resources –Conduct sensitization campaigns -Develop and review textbook policy -Improve procurement procedures -Improve distribution channels and management capacity Promoting -Inadequate human and -Train and recruit inspectors systematic financial resources -Provide frequent advisory and regular -Inadequate equipment and inspection visits inspection of -Corruption -Conduct sensitization all learning campaigns institutions -Procure equipment Improved Decentralizing -Inadequate human and -Complete devolution of management and management financial resources sector functions to local governance of and financing -Lack of appropriate authorities education of the information -Build institutional capacity education -Poor coordination at local levels system -Enhance community -Conflicting policies participation and empowerment -Enhance school-based improvement planning and management -Enhance stakeholder coordination 82 Goal Medium-Term Strategies Constraints Focus Actions/Activities Expected Outcome Strengthening -Inadequate financial -Conduct annual school education and human resources census management -Inadequate equipment -Conduct school mapping and -Unreliable data -Train and recruit personnel information -Procure equipment systems -Enhance teacher management information systems -Conduct sensitization campaigns on data management -Update database 83 4.1.3 Tertiary and Vocational Education Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome To improve Expanded Accelerating -Lack of capacity of -Construct new infrastructure access to equitable access rehabilitation contractors -Establish a college for quality and to education of existing -Poor coordination special needs teacher relevant learning -Rigorous procurement education education institutions processes -Identify and rehabilitate all and existing dilapidated tertiary -Inadequate project construction and vocational facilities, of additional monitoring and -Strengthen and promote infrastructure supervision monitoring and supervision of at all levels -Inadequate financial construction works and human resources. -Recruit and train procurement personnel -Enhance stakeholder coordination -Strengthen capacity of contractors Establishing -Lack of capacity of -Construct new Universities new contractors and colleges universities -Rigorous procurement -Strengthen and promote and colleges processes monitoring and supervision of construction works -Inadequate project -Recruit and train personnel monitoring and -Strengthen capacity of supervision contractors -Inadequate financial -Provide support and human resources infrastructure -Corruption Scaling up -Inadequate financial -Provide health support School Health and human resources facilities and Nutrition, -Poor sanitary facilities -Establish and support and HIV and -Poor diet resource centres AIDS -Stigma and -Promote nutritious diets programs -Provide life skills education, discrimination counseling, care and support -Enhance safe and healthy environments -Conduct awareness campaigns Providing a -Inadequate girl- -Advocate for girl education conducive friendly sanitation -Provide guidance, environment facilities counseling, care and support for girls to girl students including -Provide supportive boarding infrastructure/ facilities for facilities girls -Expand provision of grants to college and university 84 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome students Providing a -Inadequate SNE -Provide supportive conducive teaching and learning infrastructure/ facilities for environment materials and devices special needs students for students -Inadequate appropriate -Review policies related to with special SNE infrastructure special needs students education -Conduct sensitization needs campaigns -Train and recruit SNE lecturers -Establish and rehabilitate resource centres for children with special needs -Provide special needs teaching and learning materials such as Braille materials, assistive devices Promoting -Lack of public private -Develop and review public- Public Private partnership policy private partnership policy Partnerships -Inadequate financial -Provide incentives to private in the resources investors provision of -Inadequate incentives -Strengthen coordination education amongst stakeholders infrastructure -Strengthen adherence to and services standards Increasing -Lack of awareness -Conduct sensitization number of -High drop-out rate campaigns girls opting -Encourage career guidance for in mathematics and science mathematics subjects and science -Increase enrolment of girls subjects at all in science programmes levels Improved Training and -Inadequate incentives -Train and recruit personnel quality and recruiting -Lack of support relevance of additional infrastructure -Improve terms and education teaching staff -Poor coordination conditions of service for -Inadequate financial lecturers resources -Provide supportive infrastructure Providing -Lengthy procurement -Procure adequate and adequate and procedures relevant teaching and relevant -Inadequate financial learning materials teaching and resources -Build capacity of learning -Low capacity of procurement personnel -Provide support 85 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome materials suppliers infrastructure -Corruption and fraud -Implement zero tolerance on -Lack of support corruption infrastructure Reviewing -Inadequate financial -Conduct needs assessment and reforming and human resources -Review tertiary curriculum college to incorporate national needs curricula to -Develop and review address guidelines national needs -Recruit and train personnel Promoting -Inadequate human and -Establish National Council systematic financial resources for Higher Education and regular -Inadequate equipment -Provide adequate financial inspection of -Corruption and material resources for all learning -Poor coordination inspectors to ensure institutions adherence to standards -Train and recruit inspectors -Provide frequent advisory and inspection visits -Enhance coordination -Conduct sensitization campaigns -Procure equipment Improved Strengthening -Inadequate financial -Conduct annual college governance and education and human resources census management of management -Inadequate equipment -Train and recruit personnel education system and -Unreliable data -Procure equipment information -Enhance teacher systems management information systems -Conduct sensitization campaigns on data management -Update database Decentralizing -Inadequate financial -Provide administration and the and human resources office support management -Develop a framework for and financing implementation of of the decentralization in tertiary education subsector system -Provide adequate resources and training 4.2. Science and Technology 86 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome Enhance the Well- Promoting -Inadequate expertise -Strengthen institutional contribution coordinated prioritized, - Inadequate support capacity of research, science and focused and infrastructure -Provide support science and technology multi- -Inadequate equipment infrastructure technology to generation and disciplinary -Technophobia -Strengthen public/private national dissemination research and - Inadequate private partnership productivity development sector participation -Conduct awareness and -Lack of awareness campaigns competiveness -Weak institutional -Provide incentives capacity -Develop and implement -Lack of incentives research grant schemes -Enhance stakeholder coordination Enhancing -Poor coordination -Establish networks with linkages among institutions other vibrant Science, between -Lack of awareness Technology and Innovation research, amongst users institutions locally and science and -Inadequate support internationally technology infrastructure -Conduct awareness institutions -Inadequate equipment campaigns and users -Low literacy levels -Provide support infrastructure -Procure equipment -Enhance coordination Promoting -Inadequate financial -Provide equipment information, and human resources -Develop and rehabilitate education -Inadequate equipment support infrastructure and -Lack of skills -Enhance science and communicati -Lack of support technology information on on infrastructure dissemination research, -Procure equipment science and -Mainstream science and technology technology across sectors development -Recruit and train personnel Promoting -Underdeveloped -Establish collaborative public- private sector research programmes private -Lack of incentives between the public and partnerships -Lack of public-private private sector in generating partnerships policy -Enhance coordination and -Poor coordination -Develop public-private disseminatin -Poor linkages between partnerships policy g beneficial researchers, -Provide incentives technologies technologists, industry, -Promote innovative Government and schemes and science private sector culture at all levels 87 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome Improved Mainstreami -Lack of awareness -Conduct awareness operation of ng research, -Inadequate human and campaigns Research and science and financial resources -Train and recruit personnel Development technology -Lack of support -Procure equipment institutions development infrastructure -Provide support across all -Inadequate equipment infrastructure sectors -Advocate for research, science and technology mainstreaming -Establish research grants Strengthenin -Unavailability of -Develop R&D regulations g regulations and guidelines institutional -Inadequate financial -Review policy and and and human resources regulatory frameworks regulatory -Weak institution -Procure equipment framework capacity -Strengthen institution including -Inadequate equipment capacity protection of -Undertake R&D and intellectual Innovation Surveys property -Recruit and train personnel rights -Review the education Act Strengthenin -Inadequate financial -Develop and implement g capacity and human resources capacity building for research, -Inadequate equipment programmes science and -Lack of support -Procure equipment technology infrastructure -Provide incentives institutions -Lack of incentives -Develop and rehabilitate -Absence of support infrastructure mentorship for young -Train and recruit personnel scientists -Review education - Lack of career path curricula at all levels of for researchers education to strengthen the teaching and learning of science and technology Improving -Inadequate financial -Construct office buildings scientific and resources and other facilities technological -High cost of scientific -Establish a Science and infrastructure and technological Technology Park for research infrastructure -Establish Incubation and -Lack of support Centre for Science, development, infrastructure Technology and Innovation and development innovation -Establish a cyber- infrastructure, S&T Radio and TV broadcasting studio -Identify and promote centre of excellence in 88 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome Science and Technology -Establish Malawi Academy of Sciences Increased Promoting -Inadequate financial -Recruit and train personnel adoption of adoption, and human resources -Develop and rehabilitate beneficial transfer and -Inadequate equipment support infrastructure technologies utilization of -Lack of support -Provide incentives beneficial infrastructure -Procure equipment technologies -Lack of incentives -Disseminate new -High cost of scientific technologies and technological -Conduct demonstrations infrastructure on new technologies -Low literacy levels -Develop intellectual property guidelines 5.0 Public Health, Sanitation, Malaria and HIV and AIDS Management 5.1 Public Health Goal Medium-Term Strategies Constraints Focus Actions and Activities Expected Outcome The goal is to Reduced Strengthening -Inadequate human -Develop support infrastructure control and incidence and health and financial -Procure equipment prevent prevalence of support resources -Recruit and train personnel occurrence diseases system -Inadequate -Ensure an efficient drugs and and spread of infrastructure and medical supplies procurement diseases equipment and distribution system -Inadequate skills -Implement integrated vector -Inadequate drugs control management and medical supplies Strengthening -Inadequate -Develop support infrastructure community incentives -Procure equipment health service -Inadequate -Recruit and train community delivery financial and health workers system skilled human -Ensure an efficient drugs and resources medical supplies procurement -Inadequate and distribution system infrastructure and - Provide incentives equipment -Enhance community -Inadequate drugs participation and ownership and medical supplies Providing -Lack of skilled -Procure laboratory equipment, high quality human resources supplies and other diagnostic 89 Goal Medium-Term Strategies Constraints Focus Actions and Activities Expected Outcome diagnostic -Inadequate materials and technology - Recruit and train personnel laboratory capacity -Provide support infrastructure services -Inadequate - Develop laboratory support information system infrastructure -Inadequate financial resources Improving -Lack of skilled -Strengthen laboratory, diagnosis, human resources screening and other diagnostic prevention -Inadequate services and treatment technology -Develop and rehabilitate of problems capacity support infrastructure that mostly -Inadequate -Procure equipment affect financial resources -Recruit and train personnel children such -Inadequate -Ensure an efficient drugs and as malaria, infrastructure medical supplies procurement malnutrition, -Inadequate drugs and distribution system diarrhoea and and medical-Implement integrated vector pneumonia supplies control management - Review protocols and guidelines Strengthening -Lack of skilled -Provide screening services and human resources, -Conduct awareness campaigns promoting -Inadequate -Develop and rehabilitate initiatives to technology support infrastructure improve capacity -Procure equipment prevention, -Inadequate -Recruit and train personnel diagnosis and financial resources -Ensure an efficient drugs and treatment of -Inadequate medical supplies procurement emerging infrastructure and distribution system diseases such -Inadequate drugs as cancer, and medical and high supplies blood -Lack of awareness pressure Strengthening -Inadequate -Conduct awareness campaigns immunization financial resources -Develop and rehabilitate programmes -Inadequate skilled support infrastructure personnel -Procure equipment -Inadequate -Recruit and train personnel infrastructure -Ensure an efficient drugs and -Inadequate drugs medical supplies procurement and medical and distribution system supplies -Lack of awareness -Low literacy 90 Goal Medium-Term Strategies Constraints Focus Actions and Activities Expected Outcome levels Building and Inadequate Increase collaboration and strengthening capacity in training partnerships in provision of on human institutions job training resource capacity Improved Strengthening -Lack of skilled -Advocate male involvement in maternal and availability human resources family planning child health and -Inadequate -Recruit and train personnel utilization of financial resources -Conduct awareness campaigns quality -Low literacy -Ensure provision of youth- family levels friendly reproductive health planning -Inadequate services services infrastructure -Provide contraceptives through -Lack of awareness social marketing and -Youth-unfriendly community outreach reproductive health -Promote use of modern family services planning methods Improving -Lack of skilled -Conduct awareness campaigns availability human resources -Promote use of modern family and access to -Inadequate planning methods quality financial resources -Provide skilled attendance at integrated -Low literacy antenatal care, during birth, maternal and levels postnatal care, and under five child care -Inadequate services services infrastructure - Provide PMTCT services -Lack of awareness - Provide treatment of moderate -Inadequate and severe malnutrition geographical - Provide micronutrient coverage of health supplementation care facilities - Scale up extended program of immunization --Promote infant and young child feeding - Scale up and sustain facility baby friendly initiative (BFHI) - Deworming U5 children 91 Goal Medium-Term Strategies Constraints Focus Actions and Activities Expected Outcome Improved Promoting -Inadequate -Develop and implement behavioural health financial resources standards and guidelines on change enhancing -Lack of awareness health enhancing behaviour and behaviour -Inadequate life styles promotion and life equipment styles -Beliefs and perceptions -Conduct awareness campaigns -Train community based workers in health enhancing behaviour and life styles promotion -Procure equipment -Provide support infrastructure 92 5.2 Sanitation Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome To ensure Improved Promoting -Inadequate skilled -Conduct awareness improved hygiene utilization of human resources campaigns sanitation practices improved -Social and religious -Procure equipment facilities and sanitation beliefs -Train personnel adoption of facilities -Inadequate financial -Provide support safe hygiene resources infrastructure practices -Lack of awareness -Promote construction of -Inadequate sanitation facilities equipment Enhancing -Inadequate human -Foster partnerships in IEC information, resources among stakeholders education and -Inadequate financial -Procure equipment communication resources -Recruit and train personnel on sanitation -Inadequate -Conduct awareness and hygiene equipment campaigns -Low literacy levels Promoting -Low literacy levels -Conduct awareness adoption of -Lack of awareness campaigns safe hygiene -Inadequate human -Recruit and train personnel practices and financial -Procure equipment resources -Introduce ventilated -Inadequate improved pit latrines equipment -Promote appropriate rural water sanitation technologies Increased access Providing -Inadequate financial -Mainstream sanitation in and usage of improved resources public institutions improved sanitation -Inadequate human -Conduct awareness sanitation facilities in resources campaigns facilities schools, health -Lack of awareness -Procure and install care centres, -Inadequate equipment community equipment -Recruit and train personnel based child care centres, markets and all other public places Improved Promoting -Poor coordination -Provide incentives for management and private sector -Inadequate financial private sector participation disposal of waste participation in resources -Conduct awareness the provision -Lack of incentives campaigns of sanitation -Strengthen coordination and hygiene services 93 Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome Promoting -Inadequate financial -Conduct operations research in and skilled human research waste resources -Provide support management -Inadequate infrastructure infrastructure -Procure equipment -Inadequate -Recruit and train personnel equipment -Provide incentives Improving -Inadequate financial -Conduct awareness management and skilled human -Improve refuse collection and disposal of resources -Provide support both liquid and -Lack of awareness infrastructure solid waste -Low literacy levels -Procure equipment -Inadequate -Recruit and train personnel infrastructure -Improve community health -Inadequate surveillance system equipment -Limited technology Enhancing -Inadequate skilled -Review the Public Health institutional human resources Act and related policies capacity -Inadequate financial -Recruit and train resources community health -Inadequate support surveillance assistants infrastructure and -Strengthen coordination equipment between local councils and central government -Provide support infrastructure -Procure equipment Strengthening -Poor coordination -Review the Public Health regulatory -Outdated legislation Act and related policies framework -Lengthy procedures -Streamline procedures -Inadequate financial -Recruit and train personnel and human resources -Conduct awareness campaigns 94 5.3 Malaria Goal Medium-Term Strategies Constraints Focus Actions and Expected Activities Outcome To reduce Increased Scaling up the -Inadequate human -Conduct IRS services malaria coverage of delivery of resources -Recruit and train personnel related malaria Indoor -Inadequate financial -Procure equipment morbidity and prevention Residual resources -Conduct awareness mortality Spraying -Low literacy levels campaigns (IRS) services -Inadequate equipment to other high malaria transmission districts Promoting -Inadequate skilled -Conduct larviciding and draining of human resources drainage in breeding sites mosquito -Inadequate financial -Conduct awareness breeding sites resources campaigns and -Lack of awareness -Provide larvicides larviciding -Inadequate supplies -Recruit and train personnel -Procure equipment Scaling up -Inadequate financial -Procure and distribute distribution of and human resources LLINs Long Lasting -Lack of awareness -Conduct awareness Insecticide -Inadequate supplies campaigns Nets (LLINs) -Low literacy levels -Recruit and train personnel -Promote local production of LLINs Increased access Promoting -Inadequate drug -Procure and distribute to appropriate directly supply drugs malaria observed -Poor health seeking -Strengthen community treatment treatment behaviour health system -Low literacy levels -Conduct awareness campaigns Developing -Inadequate financial -Train health workers in capacity of and human resources basic care management community -Inadequate equipment -Procure equipment health workers in malaria case management Increasing the -Inadequate skilled -Procure and distribute number of human resources medical supplies health -Inadequate financial -Recruit laboratory facilities resources technicians and specialists providing -Inadequate medical -Construct more health parasitological supplies facilities diagnosis of malaria 95 5.4 HIV and AIDS Management Long- Term Medium- Strategies Constraints Focus Actions and Activities Goal Term Expected Outcome To prevent Reduced Promoting -Inadequate skilled - Develop programs to reduce spread of HIV HIV interventions human resources transmission among stable infection and infection and that reduce -Inadequate financial couples and high risk sexual mitigate the transmission HIV resources practices health, socio rate transmission -Inadequate - Conduct IEC on promotion economic and equipment and of preventive measures psychosocial support infrastructure including male circumcision, impact of HIV condom use and AIDS - Develop programs addressing the cultural, human rights, social and economic environment, and gender inequalities - Facilitate linkages between services and interventions on legal and human rights issues - Advocate and lobby for interventions that promote male circumcision services - Develop male circumcision policy, interventions and communication guidelines - Disseminate the National Condom Strategy and safe blood donations - Scale up the promotion of both free and socially marketed condoms at the workplace to high risk and vulnerable populations - Provide adequate safe blood supplies and promote their rational use - Strengthen infection prevention and waste management in the health facilities - Provide Post Exposure Prophylaxis in the health care services to improve access and use - Train health workers on national screening and quality assurance standards - Identify best practices for 96 Long- Term Medium- Strategies Constraints Focus Actions and Activities Goal Term Expected Outcome integrating HIV prevention with other services and scale- up nationally - Scale up quality STI management in health facilities - Link community-based groups with health services to support both facility and community-based prevention activities - Provide HTC to TB patients - Establish and scale up life skills training programmes for school and out of school youths - Strengthen the development of role model initiatives for the youth - Provide youth friendly HIV and AIDS prevention and reproductive health services - Scale up sex and sexuality education in and out school youths - Promoting - Lack of willingness - Scale up the provision of HIV Testing of people to go for quality HTC services and testing - Expand the coverage of door Counselling - Unavailability of to door HTC. (HTC) funds to establish - Provide adequate testing kits enough testing and other testing centres requirements -Inadequate - Conduct annual HTC testing availability of testing weeks kits - Conduct IEC, advocacy and social mobilization on HTC - Train HTC service providers - Strengthen linkage between HTC services and other care and support services. Promoting -Inadequate financial - Strengthen capacity to deliver Prevention of and skilled human PMTCT Mother-to- resources, - Strengthen provision and Child -Lack of awareness access to integrated quality Transmission -Low literacy levels PMTCT services of HIV -Inadequate support - Conduct advocacy and 97 Long- Term Medium- Strategies Constraints Focus Actions and Activities Goal Term Expected Outcome (PMTCT) infrastructure community mobilization for -Cultural beliefs increased PMTCT demand, -Poor supply chain male involvement and management community support -Limited male - Follow up on all HIV involvement in exposed infants and their PMTCT parents or caregivers at facility and community levels - Increase access to ART and other HIV related services to positive mothers and their partners - Strengthen follow up and referral of infants born to HIV positive mothers for care and support services - Promote education and support safe infant feeding according to PMTCT guidelines Promoting - Unavailability of - Conduct research on the HIV and IEC materials major factors facilitating HIV AIDS - Unavailability of spread among various groups advocacy and user friendly IEC - Train various stakeholders in awareness materials the development and campaigns - Low literacy levels effective dissemination of - Low capacity to use HIV prevention messages IEC by various - Produce and disseminate IEC stakeholders materials on HIV prevention and linkages between vulnerability groups HIV, stigma and discrimination and AIDS - Develop specific communication interventions to increase advocacy activities targeting particularly women and girls Improved Enhancing - Inadequate skilled - Train and retain health quality of capacity of human resources, workers lives of health care - Inadequate financial - Strengthen quality assurance, People delivery resources infrastructure and referral Living with system to - Inadequate systems HIV manage HIV infrastructure and - Strengthen drug and other (PLHIVs), and related equipment medical supplies procurement OVCs and illnesses - Inadequate drugs and logistics management 98 Long- Term Medium- Strategies Constraints Focus Actions and Activities Goal Term Expected Outcome affected and medical - Strengthen laboratory support individuals supplies services for HIV diagnosis and - Weak coordination and management households Promoting - Inadequate human - Develop the capacity for pre- access to and financial ART management for people continuum of resources with HIV HIV treatment - Poor supply chain - Strengthen capacity for and care management access, and use of quality of services - Compliance and ART, quality management of drug resistance HIV related diseases and OI - Low literacy rates management - Build capacity in quality Early Infant Diagnosis and pediatric HIV and AIDS services, care, follow-up and support for HIV exposed children - Provide integrated TB, HIV and AIDS prevention, care and support services - Scale up palliative care for HIV patients - Conduct advocacy campaigns to address obstacles to equitable access to ART - Provide a framework for planning, organizing, implementing, monitoring and evaluating delivery of TB, HIV and AIDS intervention Promoting - Weak coordination - Strengthen community home access to among service based care models including quality providers palliative care and Community - Limited human and psychosocial support Home Based financial resources - Scale up coverage of home Care (CHBC), - Limited capacity at based care for people in need palliative care community level - Build the capacity of and other volunteers, CBOs, FBOs and support NGOs involved in CHBC services - Provide support to referral mechanisms between CHBC providers and facility-based care - Conduct advocacy for greater 99 Long- Term Medium- Strategies Constraints Focus Actions and Activities Goal Term Expected Outcome involvement of PLHIVs and OVC in planning and implementation of CHBC - Develop CHBC guidelines that spell out the roles of families, communities and service providers - Develop and strengthen coordination mechanisms of implementers of CHBC programmes - Support community mobilisation in the provision of CHBC, palliative care and psychosocial support - Advocate and lobby for support towards the integration of palliative care in the national health system and training curricula for pre- service and in-service training - Provide support to programmes targeting boys and men to become involved in providing CHBC Promoting - Inadequate financial - Establish income generating support to and human activities and micro credit PLHIVs, resources programmes targeting OVCs and - Limited capacity for PLHIVs, OVC and affected affected vocational and households individuals technical training - Provide training to PLHIVs, and - Capacity to learn OVCs and affected households for the targeted households in business groups PLHIV, development services, food OVC and affected and nutrition security households interventions, technical and vocational skills - Link PLHIV, OVC and affected households particularly female- and child-headed households to the Social Cash Transfer and Input Subsidy Programmes - Provide educational and material support to OVCs and 100 Long- Term Medium- Strategies Constraints Focus Actions and Activities Goal Term Expected Outcome affected households - Build capacity of professional, health education, social welfare service providers and lay counselors in public sector and civil society - Strengthen capacity of families and communities to care for OVC - Improve the involvement of faith leaders in the provision of psychosocial and spiritual support - Advocate for enforcement of national and sectoral HIV and AIDS legislation - Establish programmes on legal literacy and awareness among PLHIV, OVC and affected communities - Facilitate systems for reporting cases of violations and for the provision of legal assistance and legal remedies to PLHIV and vulnerable populations - Produce IEC programmes on rights of PLHIVs, OVCs and affected targeting the general population Promoting - Limited human and - Scale up and expand mainstreaming financial resources workplace interventions in of HIV and - Limited capacity public, private and NGO AIDS for resource sectors mobilization, - Disseminate the mainstream management and guidelines to all stakeholders tracking at all levels - Provide both technical and - Limited human financial support for the resource capacity implementation of workplace - Ineffective programmes coordination and - Conduct advocacy and implementation lobbying on development of structures especially workplace programmes in the at district and private sector and among community levels civil society organizations 101 Long- Term Medium- Strategies Constraints Focus Actions and Activities Goal Term Expected Outcome - Limited use of - Strengthen the capacity of technology Local Councils to develop and implement workplace programmes - Monitor the utilization of the least 2 percent ORT in the public sector - Facilitate review of public policies and strategies to mainstream HIV and AIDS - Develop capacity of public, private and civil society organizations to mainstream HIV and AIDS Promoting - Limited human and - Advocate for increased effective financial resources resource allocation for HIV coordination - Limited capacity and AIDS in the budget at and for resource national and district levels management mobilization, - Strengthen financial resource of the national management and mobilisation HIV and tracking at all levels - Develop capacity for resource AIDS - Limited human mobilization for HIV and response resource capacity AIDS activities in the private - Ineffective and non-profit sectors coordination and - Develop and implement a implementation comprehensive resource structures especially mobilization strategy at district and - Develop mechanisms for community levels gender sensitive resource - Limited use of allocation and tracking, and technology monitoring of the response - Develop capacity of grant recipient organizations for proposal processing for HIV and AIDS funding -Develop capacity and timely implementation of activities - Develop systems for monitoring impact of the grants facility - Develop transparent and simple measures for timely accountability on resource use - Strengthen capacity of institutions to collect and 102 Long- Term Medium- Strategies Constraints Focus Actions and Activities Goal Term Expected Outcome report HIV and AIDS data using the National M&E Plan - Implement quality HIV and AIDS related research - Strengthen the capacity of institutions to undertake HIV and AIDS research - Support collection of routine and periodic gender sensitive programmatic data - Support implementation of national HIV surveillance strategy - Review the monitoring and evaluation tools - Strengthen mechanisms for analysis and packaging of surveillance and research findings - Disseminate strategic information to policy makers and programme planners - Advocate for enactment of HIV and AIDS Bill - Align sectoral policies and strategies to the National HIV and AIDS Act - Provide support to the various structures for the national response - Strengthen policy coordination, implementation and monitoring of nutrition, HIV and AIDS programmes - Commemorate international HIV and AIDS days - Build capacity and provide institutional and operational support for effective coordination and management of the national HIV and AIDS response at council and national levels. - Strengthen the capacity of local authorities and other stakeholders to plan, monitor 103 Long- Term Medium- Strategies Constraints Focus Actions and Activities Goal Term Expected Outcome and evaluate the response - Strengthen mechanisms for coordination and partnerships at national, regional and district levels Promoting -Inadequate financial -Establish income generating reintegration and human resources activities and micro credit of eligible -Stigma and programmes targeting PLHIVs, PLHIV into discrimination OVC and affected households economic -Weak legislation -Provide training to PLHIVs, activities OVCs and affected households in business development services, food and nutrition security interventions and technical and vocational skills -Link PLHIV, OVC and affected households particularly female- and child-headed households to the GoM Social Cash Transfer Programme -Facilitate access to the Input Subsidy Programme by PLHIVs, OVCs and affected households -Provide educational support to OVCs and affected households Improved Promoting - Existence of stigma -Develop programmes on dietary food and and discrimination nutrition management of HIV– practices of nutrition -Limited capacity at related illnesses PLHIVs, security local council level -Provide infant and young child OVCs and among HIV nutrition interventions for HIV affected and AIDS exposed children individuals affected -Develop programmes on and households nutrition for positive living and households. affected individuals -Compile and disseminate best approaches to providing nutritional therapy to PLHIVs -Monitor utilization of the 2 percent ORT budgetary allocation for nutrition, HIV and AIDS programmes -Support households affected by HIV and AIDS with sustainable economic and social protection interventions 104 Long- Term Medium- Strategies Constraints Focus Actions and Activities Goal Term Expected Outcome -Mobilize PLHIVs to demand food and nutrition security programmes -Scale up and increase access to sustainable economic and social protection for households affected by HIV and AIDS -Strengthen capacity of affected households to increase agricultural production -Provide nutritional supplements to hard hit households of PLHIV -Scale up nutrition treatment and supplementation, care and support for PLHIVs -Recruit and train nutrition, HIV and AIDS service providers in nutrition promotion, assessment, and management -Build capacity of the PLHIV, caregivers and households on nutrition promotion among PLHIV and nutrition management of HIV related conditions, diseases and drug side effects -Provide supplies and equipment for nutrition assessment and management for PLHIV -Review education curricula of learning and training institutions to include nutrition, HIV and AIDS interaction -Produce and disseminate Nutrition, HIV and AIDS training materials and guidelines for PLHIVs 105 6.0 INTEGRATED RURAL DEVELOPMENT Goal Medium- Strategies Constraints Focus Actions and Activities Term Expected Outcome The goal is to -Improved -Strengthening -Poor coordination -Recruit and train personnel improve rural local local -Inadequate financial -Speed up the devolution livelihoods governance institutional and human resources process systems and capacity to be -Inadequate equipment -Strengthen stakeholder structures more responsive -Slow rate of coordination -Strengthened to the service decentralization -Strengthen community rural needs of the participation rural -Low literacy levels participation in decision in communities making process development including the -Procure appropriate programmes most vulnerable equipment -Conduct advocacy campaigns -Conduct stakeholder training -Provide support infrastructure -Scale-up and operationalise service charters -Well -Promoting -Inadequate human and -Strengthen stakeholder coordinated integrated financial resources coordination local implementation -Inadequate equipment -Procure equipment development of district -Inadequate support -Conduct awareness campaigns planning development infrastructure and services -Establish a strong processes -Poor coordination institutionalized sector working -Conflicting interests group -Strengthen accountability systems in councils -Improved -Promoting the -Poor and inadequate -Set up additional investment in establishment of rural infrastructure demonstration villages rural areas rural growth -Poor coordination -Develop and rehabilitate centres and -Inadequate financial support infrastructure satellite model resources -Provide incentives to service villages providers to work in rural areas -Inadequate equipment -Low participation of -Scale up the establishment of private sector Rural Growth Centres -Develop and rehabilitate rural infrastructure -Improve provision of services and social amenities -Encourage formulation and implementation of investment plans in all district councils -Diversify revenue generation opportunities at district councils 106 Goal Medium- Strategies Constraints Focus Actions and Activities Term Expected Outcome -Provide incentives for private sector participation and Public Private Partnership -Provide information on existing opportunities in rural areas Promoting rural -Inadequate human and -Expand rural electrification electrification financial resources -Conduct advocacy programme -Poor and inadequate campaigns infrastructure -Introduce other sources of -Limited demand electricity in selected rural -Vandalism areas -Develop and rehabilitate infrastructure -Provide incentives for private sector participation and public private partnerships -Promoting -Inadequate financial -Improve the provision of conducive resources social services environment for -Poor and inadequate -Provide support private sector support infrastructure infrastructure and services for investment and services private sector investment -Inadequate incentives -Provide investment -Limited demand incentives -Review land tenure system -Promote income generating activities -Increased -Promoting -Low literacy levels -Expand MARDEF, rural incomes local economic -Limited access to YERDEF,OVOP and other development credit programmes -Inadequate financial -Encourage microfinance resources institutions to invest in rural -High default rates areas -Limited coverage of -Train communities in micro- finance business management -Unfavourable loan -Simplify loan requirement requirements procedures -Provide support infrastructure -Train communities on income generating activities - Link households to MFIs -Reduced Improving -Inadequate financial - Expand provision of basic rural-urban access to basic and human resources amenities -Inadequate and poor -Encourage integrated 107 Goal Medium- Strategies Constraints Focus Actions and Activities Term Expected Outcome migration amenities; infrastructure planning and provision of services -Promote community based management -Ensuring equal -Low literacy levels -Empower communities to access to socio- -Lack of awareness exploit socio-economic economic -Corruption opportunities opportunities -Inadequate human and -Conduct awareness financial resources campaigns -Inadequate support -Promote zero tolerance on infrastructure corruption -Develop and rehabilitate infrastructure -Recruit and train personnel 108 7.0 GREEN BELT IRRIGATION AND WATER DEVELOPMENT 7.1 Green Belt Irrigation Goal Medium- Strategies Constraints Focus Actions and Term Activities Expected Outcome To increase Increased Promote -Lack of modern -Increase water harvesting agriculture land under development irrigation technologies technologies production and irrigation of areas with -Inadequate support -Construct small, medium productivity irrigation infrastructure and large scale irrigation through potential -Lack of reliable schemes irrigation markets for irrigated -Provide financial services to intensification crop produce smallholder irrigation -Inadequate irrigation farmers infrastructure -Provide credit facilities to -Inadequate skills in commercial irrigation irrigation infrastructure farmers development -Undertake integrated -Inadequate financial planning in irrigation resources programmes -Inadequate private -Provide support sector participation infrastructure -Strengthen private sector participation -Strengthen market infrastructure -Undertake supply chain analysis Increased Promote -Inadequate plant and -Rehabilitate existing agricultural rehabilitation equipment irrigation schemes and small production of irrigation -Inadequate human and earth dams and infrastructure financial resources -Conduct training productivity -Lack of support programmes infrastructure -Procure equipment -Mobilize resources -Provide support infrastructure -Enhance maintenance Promoting -Inadequate use of -Conduct research in research and modern irrigation irrigation technology use of technologies -Enhance technology transfer appropriate -Lack of awareness and absorption. technologies -Inadequate human and -Develop marketing in irrigation financial resources infrastructure -Lack of equipment -Procure equipment -Recruit and train personnel 109 Goal Medium- Strategies Constraints Focus Actions and Term Activities Expected Outcome Reduced Enhancing -Low literacy levels -Review curriculum in the dependence information, -Lack of equipment training institutions on rain-fed education and -Lack of human and -Undertake awareness agriculture communicatio financial resources campaigns n on irrigation -Procure equipment -Recruit and train personnel Increased Enhancing -Lack of human and -Enhance capacity in agriculture technical and financial resources irrigation institutions production administrative -Inadequate equipment -Establish and empower and capacities in -Inadequate skills cooperatives and water user productivity irrigated -Weak institutional associations agriculture capacity -Create an enabling -Poor coordination environment for private sector participation -Promote collaboration among stakeholders -Develop the irrigation master plan -Enhance capacity building Increased Promoting the -Weak farmer -Procure and provide agro- household establishment organizations for processing facilities income of a well participatory irrigation -Enhance availability and levels coordinated development and utilization of market marketing management information system system for -Poor quality of -Promote crop diversification products from produce -Develop support irrigation -Insufficient market infrastructure farming information -Enhance stakeholder -Poor coordination coordination -Lack of appropriate -Provide appropriate storage storage facilities facilities -Inadequate support -Strengthen producer infrastructure organizations -Organize and strengthen local produce markets -Encourage contract marketing 110 7.2 Water Development Goal Medium- Strategies Constraints Focus Actions and Term Activities Expected Outcome To improve Well Promoting -Lack of integrated -Construct new small, access to water developed development water resource medium and large through an and of potential management multipurpose dams integrated water managed multi-purpose -Degradation of water -Construct boreholes in areas management water dam sites and resources with low water supply system resources ground water -Land tenure systems coverage resources -Lack of awareness on -Develop springs for water issues multipurpose uses (irrigation, tourism and recreation) -Identify trans-boundary aquifers -Facilitate ratification of all appropriate agreements on trans-boundary water courses Strengthening -Poor coordination -Enhance stakeholder and -Lack of consolidated coordination institutionalizi database on water -Recruit and train personnel ng monitoring resources -Consolidate database on and evaluation -Inadequate human and water resources system for financial resources -Establish water water services management information system -Establish drought and flood monitoring and forecasting systems Promoting -Inadequate human and -Enhance stakeholder equitable financial resources coordination distribution of -Strengthen M&E system water points to rural areas through GPS mapping Enhancing -Inadequate human and -Conduct awareness information, financial resources campaigns education and -Low levels of -Recruit and train personnel communicatio awareness -Procure equipment n -Inadequate equipment -Enhance coordination of -Inadequate skills IEC Enhancing -Weak legal framework -Review and strengthen institutional -Inadequate human and legal framework capacity at all financial resources -Recruit and train personnel levels -Poor coordination -Enhance coordination 111 Goal Medium- Strategies Constraints Focus Actions and Term Activities Expected Outcome Promoting user -Inadequate -Conduct awareness friendly construction equipment campaigns technologies -Lack of collaboration - Conduct research on use of for water amongst key simple technologies resources stakeholders -Strengthen stakeholder conservation -Lack of awareness collaboration and utilization -Inadequate financial -Promote efficient water use resources technologies -Rehabilitate existing water infrastructure such dams and boreholes Enhancing -Inadequate capacity water among stakeholders resources -Lack of skills monitoring, -Lack of awareness preservation, -Low literacy levels development - Inadequate and institutional capacity management Strengthening -Inadequate capacity -Establish and empower research in the among stakeholders water users‘ associations water -Lack of skills -Conduct awareness resources -Lack of awareness campaigns -Low literacy levels -Enhance stakeholder coordination -Train key stakeholders Increased Improving -Inadequate -Rehabilitate existing water access to existing water institutional capacity infrastructure safe water infrastructure -Inadequate human and -Develop additional water points financial resources infrastructure within 500 -Insufficient self -Train personnel m distance financing for -Develop water users‘ sustainability associations -Strengthen institutional capacity Promoting the -Inadequate capacity -Establish and empower empowerment among stakeholders water users‘ associations of local -Lack of skills -Conduct awareness communities - Lack of awareness campaigns in water -Low literacy levels -Enhance stakeholder resources coordination development -Train key stakeholders and management 112 Goal Medium- Strategies Constraints Focus Actions and Term Activities Expected Outcome Increasing -Poor coordination -Construct new small, number of among stakeholders medium and large people -Inadequate multipurpose dams connected to participation of -Construct boreholes in areas piped water stakeholders in water with low water supply supply systems management coverage in both urban -Limited financial -Enhance stakeholder and rural areas services coordination -Population pressure -Review and harmonize -Unharmonized policies policies -Develop and rehabilitate water supply infrastructure -Increase water points -Increase capacity of service provider Strengthenin -Inadequate -Rehabilitate existing water g participation of infrastructure institutionali stakeholders in water -Recruit and train personnel zation of management -Enhance stakeholder practical -Inadequate financial coordination operations and human resources -Strengthen institutional and -Inadequate skills arrangement maintenance -Weak institutional -Review regulations framework arrangement -Enhance stakeholder at all levels -Weak law participation in water enforcement management Promoting -Availability, readiness -Promote public and private private and willingness of the sector participation in water sector private sector to take up resources management and participation the challenge development in the -Poor coordination -Enhance stakeholder provision of -Lack of public private coordination water partnership policy -Recruit and train personnel services -Inadequate human and financial resources 113 8.0 CHILD DEVELOPMENT, YOUTH DEVELOPMENT AND EMPOWERMENT 8.1 Child Development and Protection Goal Medium- Strategies Constraints Focus Actions and Term Activities Expected Outcome To ensure that -Reduced -Protecting -Inadequate human and -Conduct awareness children grow number of children financial resources campaigns into productive children against abuse, -Poverty -Promote income generating and responsible living below exploitation, -Weak regulatory activities citizens the poverty neglect and framework -Recruit and train personnel line violence -Strengthen regulatory framework - Promote child protection initiatives with emphasis on female and physically challenged children -Eliminating -Inadequate financial & -Formation of parenting harmful human resources groups in all communities cultural -Lack of awareness -Conduct awareness practices -Weak enforcement of campaigns legislation -Strengthen enforcement of legislation -Reducing -Inadequate financial -Train caregivers, the adverse resources committees, parents and field effects of -Limited economic workers in nutrition values poverty on opportunities -Enhance stakeholder children -Low literacy level coordination to ensure adequate technical support -Increase economic opportunities in both rural and urban areas -Improved -Promoting -Inadequate financial -Develop tailor-made equitable access to and human resources teaching and learning aids access to education, -High incidences of for children with special quality child health and poverty needs development counselling -Inadequate support -Recruit and train teachers services services infrastructure for children with special -Inadequate equipment needs -Inadequate teaching -Construct and rehabilitate and learning materials Early Childhood -Inadequate institutional Development Centres (ECD) capacity across the country -Promote access to health services for the vulnerable children -Lobby Parliament to enact the ECD legislation -Provide school health and 114 Goal Medium- Strategies Constraints Focus Actions and Term Activities Expected Outcome nutritional services -Recruit and train counsellors - -Promoting -Inadequate financial -Train technical staff, Strengthened early and human resources caregivers, guardians and national childhood -Inadequate skills parents in ECD and child development -Inadequate parenting services protection and pre- infrastructure and -Conduct awareness systems to primary equipment campaign on ECD and reduce education -Lack of standardized parenting children‘s curriculum -Institute in-service training vulnerability -Lack of awareness of primary school teachers in to violence, ECD abuse, and -Cluster ECD centres around exploitation primary schools to enhance transition to primary school activities -Support joint meetings for ECD caregivers, local leaders, PEAs and primary school teachers -Provide school bursaries to OVCs -Link OVC to social protection interventions, essential health, education and other psychosocial support interventions -Upgrade institutional support services -Strengthen social rehabilitation centres -Construct and rehabilitate ECD infrastructure -Establishing -Inadequate human and -Provide training and a legal and financial resources incentives to caregivers institutional -Inadequate equipment -Conduct national mapping framework to -Poor coordination and invest for the distribution promote early -Rigorous bureaucratic of services childhood procedures -Formulate, enact and review development child sensitive laws services - Develop rehabilitation centres -Promoting -Inadequate human and -Conduct stakeholder the financial resources sensitization meetings integration of -Inadequate skills -Train technical staff and 115 Goal Medium- Strategies Constraints Focus Actions and Term Activities Expected Outcome child issues -Lack of awareness communities in in sectoral mainstreaming child issues policies and strategies - -Inadequate human and - Establish focal points for Strengthening financial capacity efficient coordination inter-sectoral -Weak institutional -Design and operationalise coordination framework an IMS for social support and capacity - Mainstream child of all protection indicators in stakeholders household surveys -Build capacity of Local Councils, ADCs & VDCs -Conduct sensitization of DECs and AECs on importance of child participation in decision making -Promoting -Inadequate information -Design and develop support to -Inadequate financial CBCC/ECD play materials children and human resources with nutrition and HIV and infected -Stigma and AIDS messages and/or discrimination -Establish linkages between affected by -Lack of awareness CBCC/ECD and existing HIV and -Inadequate support nutrition and HIV and AIDS AIDS infrastructure services -Train care givers, parents and committees on care for children with HIV and AIDS -Develop and distribute IEC materials and guidelines on care and support of HIV positive children -Support poor families in providing alternative care -Promoting -Low literacy levels --Develop national plan for advocacy and -Lack of knowledge on child protection and standard awareness on child rights package of services child issues -Inadequate financial - Raise stakeholder and human resources awareness - Train personnel -Introduce Child Abuse Prevention in School (CAPS) programmes 116 Goal Medium- Strategies Constraints Focus Actions and Term Activities Expected Outcome -Promoting -Weak registration -Enforce laws and civil system regulations registration -Inadequate financial -Conduct sensitization of children and human resources campaigns -Inadequate equipment -Provide support and support infrastructure and equipment infrastructure -Protecting -Inadequate human and - Review laws children financial resources -Recruit and train personnel against abuse, -Inadequate enforcement -Strengthen institutional and exploitation, mechanism regulatory mechanism neglect, and -Outdated and lenient -Conduct awareness violence laws campaigns -Lack of awareness -Develop support -Weak institutional and infrastructure legal framework -Strengthen enforcement -Poverty mechanism 8.2 Youth Development and Empowerment Goal Medium- Strategies Constraints Focus Action and Activities Term Expected Outcome Enhance effective Increased Improving -Inadequate youth -Develop former Malawi youth absorption youth‘s participation structures Young Pioneers (MYP) participation in of skills, technical, -Narrow scope of youth bases into skills training economic technology vocational, activities and structures, centres activities and entrepreneuria -Low incentive for -Orient facilitators on life innovations l and life innovation skills curriculum for out of by the youth skills -Low literacy levels school youth -Mobilize out of school young people to participate in education classes -Review curriculum of vocational training and complementary basic education -Conduct career guidance and promote attachment programmes -Train the youth in technical, vocational, entrepreneurial and life skills -Promote study of sciences among the youth 117 Goal Medium- Strategies Constraints Focus Action and Activities Term Expected Outcome -Promote intellectual property rights Improving -Stringent procedures to -Form and train youth youth‘s access access credit cooperatives to credit -High cost of borrowing -Provide start-up capital in facilities for -Low literacy levels form of material to youth entrepreneurs -Limited access tothat have graduated from hip information on credit skills development centres -Inadequate financial-Establish more youth services in rural areas structures (youth clubs, business incubation centres, village polytechnics, youth networks, youth NGOs, youth centres) -Link youth entrepreneurs to markets -Conduct training in leadership and management, entrepreneurship and livelihood -Strengthen YEDEF across the country -Advocate for the provision of microcredit services to the youth -Streamline condition and procedures for accessing credit -Improved - -Inadequate financial -Rehabilitate and establish coordination Strengthening and human resources youth development centres of youth and -Lack of youth policy across the country programs establishing -Introduce complementary youth basic educational classes in development development centres centres -Train youth workers, youth networks and youth leaders in advocacy and lobbying skills -Implement Youth Initiative Week -Provide guidelines to youth structures -Provide ICT equipment to youth structures 118 Goal Medium- Strategies Constraints Focus Action and Activities Term Expected Outcome Increased Promoting -Limited skill, -Organize discussion forums youth youth experience and for parents and opinion participation participation knowledge to participate leaders to solicit support for in decision in the decision in development youth initiatives making making activities -Encourage girls processes processes - Limited guidance and participation in youth counselling services development activities among the youth -Train the youth in -Low institutional leadership skills capacity -Train youth workers in information management systems -Establish a Youth Management Information System to facilitate evaluation of youth programmes -Train more youth counsellors and peer educators -Create youth awareness on emerging issues including climate change Constructing -Inadequate financial -Construct and rehabilitate and resources sports infrastructure rehabilitating -Lengthy procurement - Involve communities in sports procedures construction, rehabilitation infrastructure and management of sport infrastructure -Promote public private partnerships -Train youth and sports personnel in facility management -Eliminating -Lack of awareness -Conduct awareness gender based -Lack of guidance and campaigns on GBV and violence, counselling services harmful cultural practices, harmful among the youth abuse and trafficking cultural -Low literacy levels -Implement youth practices, -High incidences of empowerment programs abuse and poverty -Strengthen institutions trafficking which advocate for the right of the youth -Encourage girl child education -Establish more victim 119 Goal Medium- Strategies Constraints Focus Action and Activities Term Expected Outcome support units -Strengthen law enforcement Improving -Inadequate financial -Conduct awareness access to and human resources campaigns on Sexual and Youth -Inadequate support Reproductive Health (SRH), Friendly infrastructure HIV and AIDS services Sexual and -Low literacy levels -Promote youth friendly Reproductive -Stigma and health services Health (SRH), discrimination -Educate youth on their HIV and reproductive health rights AIDS services and other emerging health issues -Introduce HCT and psycho- social services in youth centres -Building and -Inadequate human and -Procure equipment strengthening financial resources -Develop and rehabilitate the capacity of support infrastructure institutions -Recruit and train personnel that are responsible for coordination and delivery of youth development and sports services 120 9.0 CLIMATE CHANGE, NATURAL RESOURCES AND ENVIRONMENTAL MANAGEMENT 9.1 Climate Change Management Goal Medium- Strategies Constraints Focus Actions and Term Activities Expected Outcome To enhance Improved Implementing a -Bureaucratic -Conduct user needs resilience to climate comprehensive procedures assessment survey on climate climate change change national climate - change and meteorological Inadequate risks and mitigation change investment infrastructure services and impacts and plan including all equipment -Undertake a comprehensive adaptation potential global climate -Inadequate data and change and measures and national information meteorology institutional funding inventory - Weak institutional opportunities capacity - Disseminate and implement national climate change investment plan -Recruit and train personnel -Acquire and install modern equipment -Provide appropriate support infrastructure -Streamline procurement procedures -Strengthen collection of climate change and meteorological data and information Improving -Poor coordination -Produce manuals on table weather and -Inadequate driven codes in weather climate personnel observations monitoring, -Inadequate -Conduct training on the use prediction and financial and skilled of the Table Driven Codes information and human resources Manual knowledge -Inadequate -Produce weather forecasts management equipment -Derive climate seasonal systems -Inadequate data forecasts -Inadequate -Produce wind atlas, solar infrastructure maps and flight weather reports -Introduce new areas of observing weather patterns -Conduct a survey on indigenous rainfall indicators -Introduce indigenous indicators for observing weather -Prepare and communicate 121 Goal Medium- Strategies Constraints Focus Actions and Term Activities Expected Outcome information on weather and climate -Strengthen coordination among stakeholders -Modernize climate change database -Establish Global Telecommunication System (GTS) linkages -Undertake data management activities -Recruit and train personnel -Procure equipment -Provide support infrastructure - Produce and disseminate high quality climate information and tools Developing and -Outdated -Review, formulate and harmonizing meteorological data harmonize strategies, climate change policy policies and legislation related strategies, -Inadequate related to climate change policies and financial resources legislation Mainstream -Bureaucratic -Incorporate climate change climate change procedures issues into national and issues in sectoral -Inadequate sectoral development plans policies and financial and human and policies programmes resources -Incorporate climate change -Lack of awareness and meteorology in school curricula -Conduct advocacy and awareness campaigns - Recruit and train personnel Enhancing -Weak coordination -Develop and implement implementation of -Inadequate projects on mitigation and mitigation and personnel adaptation to climate change adaptation -Inadequate -Produce crop weather yield programmes equipment forecast using crop weather -Inadequate data and models information -Conduct awareness -Weak regulatory campaigns and advocacy on framework and crop weather insurance policies -Review agroclimatological -Weak institutional requirements on selected arrangement main crops, livestock and 122 Goal Medium- Strategies Constraints Focus Actions and Term Activities Expected Outcome -Lack of awareness wildlife -Develop and disseminate crop weather calendar -Intensify collection of data and information on climate change Promoting -Weak regulatory -Review country green house dissemination of framework gases inventory climate change -Inadequate -Develop and operationalise information for financial and human the regulatory framework early warning, resources -Conduct awareness preparedness, campaigns response and -Establish a climate change recovery and meteorological communication centre -Recruit and train personnel -Intensify coordination among stakeholders -Develop a communication strategy - Produce high quality climate information and tools for risk management Enhancing legal -Inadequate human -Formulate a Climate and regulatory capacity Change Policy and Act framework on -Absence of a -Review meteorological data climate change climate change policy policy -Outdated meteorological data policy - Bureaucratic policy formulation processes Enhancing cross -Weak institutional -Promote networking with sectoral co- capacity international organizations ordination of -Inadequate -Participate in regional and climate change equipment international meetings programmes -Inadequate human -Produce and submit and financial National Communication to resources the UNFCCC -Limited knowledge -Develop a sectoral strategic plan -Conduct awareness campaigns -Conduct stakeholder 123 Goal Medium- Strategies Constraints Focus Actions and Term Activities Expected Outcome training -Intensify stakeholder coordination -Recruit and train personnel -Procure equipment Promoting Inadequate trained -Establish a meteorological climate personnel and climate change library change related -Inadequate -Recruit and train personnel education, financial resources -Procure equipment training,awareness -Lack of necessary -Provide support and capacity infrastructure and infrastructure building equipment -Conduct awareness campaigns and advocacy -Conduct stakeholder training -Incorporate climate change issues into school curricula -Produce high quality climate information and tools Developing and -Lack of technical -Conduct sensitization implementing expertise campaigns appropriate green -Lack of awareness -Recruit and train personnel house gas -Inadequate -Procure equipment mitigation financial resources -Develop a database on the programmes and -Weak enforcement consumption of ozone actions of standards and depleting substances regulations -Develop capacity and -Inadequate regulations for carbon equipment trading ,Polluter Pays Principle and payment for ecosystem services -Intensify enforcement of regulations on importation of ozone depleting substances -Promote implementation of green house gas mitigation programmes and actions 124 9.2 Natural Resources and Environmental Management GOAL Medium- Strategies Constraints Focus Actions and Activities Term Expected Outcome To ensure Improved Improving -Weak institutional - Develop Sector Wide sustainable environment coordination capacity Approach for management of management al and of -Inadequate human Natural Resources and and utilization natural environment and financial Environment of the resource and natural resources -Recruit and train personnel environment managemen resource -Conflicting policies -Integrate environmental and and natural t programmes - Bureaucracy natural resources management resources issues into national and sectoral development plans and policies -Streamline procedures -Harmonize sectoral policies Developing -Inadequate financial -Recruit and train environmental capacity for resources officers Environment -Inadequate -Operationalise Environmental and Natural infrastructure and Management Fund Resource equipment -Procure equipment Management -Weak institutional -Provide support infrastructure (ENRM) capacity -Promote community participation in ENRM Enhancing -Lack of appreciation -Sensitisee developers on EIA mainstreamin of the importance of -Harmonize sector specific g of ENRM strategies for dealing with environment -Unharmonized problems affecting natural and natural policies resources resource -Lack of awareness -Develop policies and strategies management -Inadequate human for coordination of common issues in and financial programmes and activities sectoral resources -Conduct EIAs and Audits in policies and development projects programmes -Review EIA reports at national -Monitor implementation of and local Environmental Management levels Plans (EMP) for approved projects -Facilitate co-management arrangements in ENRM programs Strengthenin -Inadequate human -Review and develop advocacy g education and financial materials and public resources -Conduct outreach programs on awareness -Inadequate environment programmes equipment -Procure equipment on -Intensify environment and environment natural resources education and natural 125 GOAL Medium- Strategies Constraints Focus Actions and Activities Term Expected Outcome resources management Enhancing -Inadequate human -Implement Polluter Pays environment and financial Principle(PPP) al protection, resources -Promote private sector restoration -Inadequate participation and equipment - Recruit and train personnel rehabilitation -Conflicting interests -Build capacity of communities in ENRM -Phase out use of thin plastic papers -Conduct inspections on pollution -Conduct awareness campaigns -Promote stakeholder participation in land use planning -Promote rehabilitation and protection of catchment ecosystems Reduced Promoting -Weak enforcement -Develop and implement environment biodiversity of regulations and projects on biodiversity al pollution conservation standards conservation and rehabilitation and programs -Inadequate human of the environment degradation and financial -Strengthen enforcement of resources regulations -Lack of biodiversity -Conduct outreach programmes policy on biodiversity conservation -Phase out use of burnt bricks and thin plastic papers -Develop biodiversity policy Promoting -Intense rainfall -Enforce compliance to development -Wide spread drought regulations governing and and floods importation of equipment or implementati -Inadequate financial facilities containing Ozone on of Clean resources Depleting Substances Development -Inadequate skills, -Develop and implement Mechanism knowledge and community adaptation (CDM), technology on issues programmes voluntary of climate change -Sensitize communities on carbon climate change issues markets and -Build capacity of personnel to Reduced develop and implement CDM Emissions and REDD plus programs from -Develop policy and legislation 126 GOAL Medium- Strategies Constraints Focus Actions and Activities Term Expected Outcome Deforestation on CDM, voluntary carbon and markets / REDD plus Degradation -Develop, implement and of Forest monitor carbon voluntary (REDD) markets/ REDD plus projects or projects programs -Promote research, dissemination and utilization of CDM, voluntary carbon markets and REDD plus initiatives Promoting -Inadequate skilled -Update green house gases projects on human and financial (GHG) emissions inventories waste resources -Promote research and management -Weak enforcement dissemination in waste of regulation and management and air pollution standards -Train Law enforcers and -Low levels of public technicians on ozone depleting awareness substances -Inadequate -Strengthen coordination in equipment waste management - Enforce compliance to regulations governing importation of equipment or facilities containing Ozone Depleting Substances -Develop and implement projects on air pollution management -Promoting use of environmentally friendly technologies and practices -Conduct awareness campaigns -Develop public private partnerships on waste management -Procure equipment Promoting -Inadequate human -Conduct research and use of and financial dissemination on environmental environment resources friendly technologies al friendly -Low levels of -Build capacity of stakeholders technologies literacy -Operationalise environmental and practices -Inadequate information management equipment systems -Limited appropriate -Procure equipment technology -Recruit and train personnel -Inadequate research -Conduct awareness campaigns 127 GOAL Medium- Strategies Constraints Focus Actions and Activities Term Expected Outcome and development - Promote adoption and adaptation of technologies Improved Enforcing -Inadequate human -Provide alternative economic regulatory compliance and financial opportunities framework to resources -Procure equipment for environment -Poverty -Conduct inspections on harmonized al and natural -Conflicting compliance to ENRM legislation environment resource messages -Recruit and train personnel al and management -Inadequate -Strengthen regulatory natural legislation equipment framework resource -Weak regulatory -Review EIA guidelines managemen framework -Conduct awareness campaigns t Harmonizing - Inadequate -Review and enact Bio-safety environment resources Act and natural -Poor coordination -Review and formulate ENRM resources -Conflicting sectoral policies and legislation management policies -Strengthen stakeholder policies and coordination legislation -Establish the National Environmental Protection Agency and Atomic Energy Regulation Agency 128 ANNEX 3: MGDS II COSTING Summary of MGDS II Costing THEMES 2011/12 2012/13 2013/14 2014/15 2015/16 5 Year Total MK (Millions) MK (Millions) MK (Millions) MK (Millions) MK (Millions) MK (Millions) Sustainable Economic Growth 22,348 26,409 26,215 22,879 23,096 120,947 Social Development 4,592 5,180 5,368 5,452 5,871 26,463 Social Support and Disaster Risk Management 33,484 38,486 41,677 45,155 45,076 203,877 Infrastructure Theme 58,132 914,469 63,797 66,740 66,407 1,169,544 Governance Theme 796,254 760,854 1,009,066 1,094,036 81,805 3,742,014 Gender and Capacity Development 2,283 2,307 2,198 2,198 2,244 11,230 Total Themes 918,319 1,749,160 1,150,065 1,238,555 227,007 5,283,105 129 KEY PRIORITY AREAS Agriculture and Food Security 64,553 68,661 75,285 79,558 85,041 373,098 Energy, Industrial Development, Mining and Tourism 94,340 103,141 97,881 97,799 95,749 488,910 Transport Infrastructure and Nsanje World Inland Port 45,624 45,708 45,532 47,502 47,536 231,902 Education Science and Technology 111,185 122,894 145,584 186,111 144,740 710,513 Public Health Sanitation Malaria, and HIV and AIDS Management 192,032 212,277 223,088 229,405 243,344 1,100,146 Integrated Rural Development 2,923 2,859 4,455 5,623 7,191 23,051 Green Belt Irrigation and Water Development 72,007 96,230 117,609 121,005 158,051 564,901 Child Development, Youth Development and Empowerment 4,615 4,877 7,724 6,944 6,123 30,283 Climate Change Natural Resources and Environmental Management 3,192 3,580 3,884 4,046 4,326 19,028 Total Key Priority Areas 590,471 660,227 721,042 777,992 792,101 3,541,833 Grand Total 1,508,790 2,409,387 1,871,106 2,016,547 1,019,108 8,824,938 130 MGDS II Costing THEMES Priotiz Programme/ Strategy ation 2011/12 2012/13 2013/14 2014/15 2015/16 5 Year Total MK MK MK MK MK (Millions) (Millions) (Millions) (Millions) (Millions) MK (Millions) Sub Theme1:Agriculture (Refer to Key Priority areas) Sub Theme 2: Natural Resources and Environmental Management (Forestry) Developing, conserving and protecting forest plantations, customary estates and natural woodlands P1 623 672 723 781 840 3,639 Strengthening institutional capacity of the sector; P2 320 318 259 267 285 1,449 Improving forestry extension services, research, and information management; P1 422 395 423 452 484 2,176 Enforcing and ensuring compliance with agreed national, regional, and international obligations and legislation P2 60 72 38 36 39 245 Promoting large, medium and small scale forest enterprises P2 160 172 161 173 186 852 Total Forestry 1,585 1,629 1,604 1,709 1,834 8,361 131 Sub Theme 3: Mining (Refer to Key Priority area 2) Sub Theme 4:Private Sector Development, Industry and Trade Fostering pro-business legal and regulatory reforms P1 345 516 241 224 272 1,598 Providing supportive infrastructure and services for both start-ups and expanding enterprises P2 362 227 206 203 206 1,204 Promoting growth of local Micro, Small and Medium Enterprises (MSMEs) P1 44 58 67 83 89 341 Promoting private sector investment in rural areas P1 548 519 355 363 376 2,161 Enhancing dissemination of business information P2 55 55 30 30 30 200 Promoting adoption of modern and appropriate technologies P2 220 200 70 70 150 710 Promoting and strengthen the development of cooperatives P1 150 150 100 120 120 640 Total Private Sector Development 1,724 1,725 1,069 1,093 1,243 6,854 Sub Theme 5: Rural Industrialization A. Decentralization Enhancing implementation of the decentralization process P1 89 263 290 319 350 1,311 Strengthening community participation in development P1 28 210 230 254 279 1,001 Strengthening capacity of local government structures and stakeholders P1 74 350 385 423 465 1,697 Strengthening the M&E system P2 76 275 303 333 366 1,353 Total Decentralization 267 1,098 1,208 1,329 1,460 5,362 132 B. Rural Industrialization Strengthening and expanding OVOP initiatives in rural areas P2 190 205 196 155 145 891 Building capacity in product diversification, business management, and production processes P2 1,636 1,639 1,195 935 880 6,285 Promoting development of supportive infrastructure P1 305 337 317 292 284 1,535 Promoting access to credit P1 165 137 140 143 140 725 Total Rural Industrialization 2,296 2,318 1,848 1,525 1,449 9,436 Total Rural Development Sub-Theme 6: Tourism, Wildlife and Culture Wildlife Strengthening institutional capacity to manage protected areas and ecosystems P3 30 34 39 44 49 196 Improving law enforcement and effectiveness P1 319 790 780 775 398 3,062 Reducing human – animal conflicts P3 160 216 128 125 117 746 Promoting and regulating wildlife farming, utilization and trade P2 198 1,023 843 635 766 3,465 Enhancing wildlife Information, Education and Communication (IEC) programmes P3 43 47 52 58 63 263 promoting community wildlife conservation and monitoring P1 38 49 55 57 68 267 Promoting alternative livelihood sources for communities living around PAs P2 10 9 7 5 5 36 Developing a database to monitor wildlife population trends P2 63 70 75 85 92 385 Total Wildlife 861 2,238 1,979 1,784 1,558 8,420 133 Culture Preserve historical artifacts and upgrade retrieval system P1 16 19 23 34 36 128 Preserve and construct national monuments P1 456 488 879 334 642 2,799 Promote and preserve local cultural diversity and values P2 16 18 23 24 35 116 Create public awareness on national heritage programs P1 77 88 91 93 102 451 Enhance the sub-sector's institutional capacity P1 726 3,023 3,536 1,029 931 9,245 Total Culture 1,291 3,636 4,552 1,514 1,746 12,739 Total Wildlife and Culture 2,152 5,874 6,531 3,298 3,304 21,159 Sub Theme 7: Labour Promoting occupational safety, health and welfare in workplaces P1 1,075 1,240 1,134 1,126 1,113 5,688 Mainstreaming HIV and AIDS issues in workplaces P2 375 412 450 490 545 2,272 Promoting effective synergies in human resources planning, development and utilization P2 1,965 1,325 1,260 1,235 1,138 6,923 Promoting skills development, testing and certification P1 3,449 2,525 2,239 2,195 2,062 12,470 Establishing an effective and efficient labour market information (LMI) system P1 925 1,083 1,107 1,080 1,065 5,260 Reducing all forms of discrimination in the labour market P1 200 216 240 263 288 1,207 Promoting Labour administration systems P1 2,187 2,446 2,656 2,764 2,855 12,908 Integrating child labour issues into development initiatives and interventions P1 1,718 1,731 1,985 2,132 2,287 9,853 Total Labour and Employment 11,894 10,978 11,071 11,285 11,353 56,581 134 Sub Theme 8: Land Raising public awareness on land law and land related laws, policies, and procedures P3 52 94 154 84 68 452 Promoting land ownership, management and title registration P1 422 463 523 591 675 2,674 Decentralizing land administration and management functions P3 76 87 98 122 180 563 Developing mechanisms for widespread geospatial information. P3 820 1,022 909 914 876 4,541 Providing physical development planning, management, policies, strategies and legal framework; P2 1,060 1,121 1,200 929 654 4,964 Total Land Sub theme 2,430 2,787 2,884 2,640 2,453 13,194 Total Sustainable Economic Growth Theme 22,348 26,409 26,215 22,879 23,096 120,947 135 THEME 2: SOCIAL DEVELOPMENT Sub Theme 1: Population Enhancing the provision, access, delivery and utilization of Sexual and reproductive health services to all including the vulnerable and disadvantaged groups P1 81 97 116 140 168 603 Advocating girls‘ education and delayed marriage P2 155 186 223 268 321 1,153 Promoting the small family concept P2 116 124 146 177 208 771 Providing sexual and reproductive health education for both in-and out-of-school sexually active population P3 72 86 104 124 149 536 Addressing the vulnerabilities caused by population ageing, migration and rapid urbanization, and the interdependence of population and the environment. P3 455 546 655 786 943 3,385 -Strengthening migration and national vital registration systems P1 347 416 500 600 720 2,582 Total Population 1,226 1,456 1,744 2,095 2,509 9,030 136 Sub Theme 2: Health (Refer to Key priority area 5) Sub Theme 3: Education (refer to Key Priority area 4) Sub Theme 4: Child Development and Protection (Refer to Key Priority area 8) Sub Theme5: Youth Development (Refer to Key Priority area 8) Sub-Theme 6: Nutrition Promoting exclusive breast-feeding practices for children aged 0-6 months P1 152 172 117 94 81 616 Promoting optimal feeding practices for children aged 6-24 months and beyond P1 402 460 382 206 192 1,642 Promoting optimal feeding of a sick child during and after illness P1 128 146 155 167 185 781 Promoting the prevention, control and treatment of micronutrient deficiency disorders, particularly those caused by Vitamin A, Iodine and Iron, including food fortification P1 169 177 137 138 133 754 Promoting health life styles P1 88 139 122 121 124 594 Improving access to nutrition supplements for malnourished children, expectant and lactating mothers, the elderly and physically challenged P1 501 646 709 647 675 3,178 Promoting access to at least one nutritious meal and related health and nutrition services for the school- going children P1 481 536 530 519 476 2,542 Strengthening capacities for households and communities to attain adequate nutrition P1 422 434 454 464 498 2,272 Preventing and controlling nutrition related non- communicable and other diseases P1 115 93 88 71 73 440 137 Scaling up innovative interventions in quality management of malnutrition among the various population groups; P1 98 88 89 71 65 411 Promoting production and access of high nutritive value foods for diversified and nutritious diets P1 197 213 234 255 269 1,168 Strengthening institutional and human capacities for the effective delivery of nutrition services P1 613 620 607 604 591 3,035 Total Nutrition 3,366 3,724 3,624 3,357 3,362 17,433 Total Social Development 4,592 5,180 5,368 5,452 5,871 26,463 THEME 3: SOCIAL SUPPORT AND DISASTER RISK MANAGEMENT Sub-Theme 1: Supporting the Vulnerable Enhancing and promoting predictable transfers to the most vulnerable and the ultra poor households P2 29,570 31,520 33,210 35,270 37,425 166,995 Establishing coherent and progressive social support synergies P3 27 25 53 23 23 151 promoting existing livelihood activities for the poor P1 14 20 16 16 20 86 promoting Village Savings and Loans/COMSIP P1 1,324 953 1,456 1,139 469 5,340 Promoting longer term, skills oriented and asset enhancing interventions P1 50 2,054 2,076 2,090 112 6,381 Improving and Scaling up the Social Cash Transfer programme P1 1,937 3,238 4,411 5,760 6,228 21,574 Total Supporting the Vulnerable 32,923 37,810 41,222 44,297 44,277 200,528 138 Sub-Theme 2: Disaster Risk Management Developing and strengthening DRM policy and institutional frameworks P1 37 58 14 14 15 138 Mainstreaming DRM into policies, strategies and programmes; P1 76 120 83 342 102 723 Strengthening DRM coordination mechanisms among stakeholders P2 17 15 16 18 20 85 Enhancing capacity on the use of Geographical Information System (GIS) and other remote sensing technologies P2 41 39 19 19 12 130 Developing an integrated national Early Warning System (EWS) P2 232 44 179 44 167 665 Implementing mitigation, preparedness, response and recovery measures in disaster prone areas P1 67 302 79 340 401 1,188 Incorporating DRM in all school curricula P1 37 50 25 37 33 183 Promoting awareness, access, distribution and utilization of reliable and relevant DRM information P2 54 49 40 44 50 237 Total Disaster Risk Management 561 676 456 858 799 3,349 0 Total Social Support and Disaster Risk Management 33,484 38,486 41,677 45,155 45,076 203,877 139 THEME 4: INFRASTRUCTURE DEVELOPMENT Sub Theme 1: Energy (Refer to Key Priority area 2) Sub Theme 2: Transport (Air Transport) Promoting and facilitating a competitive and efficient air transport industry P1 15 515 215 215 15 975 Providing safe, efficient, and reliable aviation infrastructure and services. P1 1,560 400 420 500 60 2,940 Strengthening legislative and regulatory framework. P1 250 250 230 140 120 990 Promoting effective safety and security oversight systems P2 520 80 210 105 55 970 Undertaking reforms in the aviation sector P2 40 40 37 35 30 182 Strengthening institutional capacity P2 350 300 130 125 115 1,020 Implementing environmental protection measures P2 50 30 20 25 30 155 Promoting Public Private Partnerships to facilitate private investment P2 15 15 15 15 15 75 Total Air Transport 2,800 1,630 1,277 1,160 440 7,307 140 Sub Theme 3: Water Development (Refer to Key Priority area 7) Sub-Theme 4: Information and Communication A. Information and Communications Technology (ICT) Developing a reliable, fast, adaptive and robust national ICT infrastructure that feeds into international networks P1 2,952 3,088 3,273 3,483 3,703 16,499 mainstreaming ICT into core sector policies and strategies and operations P2 180 161 172 184 227 923 Improving ICT services access by rural and underserved communities P1 777 907 788 843 902 4,217 Promoting the participation of private and community ICT service providers P2 19 54 5 5 5 88 Developing public online services P1 3,651 2,513 3,011 2,756 2,943 14,874 Improving public awareness programs in ICT initiatives and regulations P3 140 61 66 80 66 413 Improving efficiency in delivering postal services P2 595 534 538 527 551 2,744 Migrating from analogue to digital television broadcasting P2 503 859,375 163 174 187 860,402 Improving the regulatory framework of the sector P3 428 132 132 121 110 923 Developing monitoring and evaluation tools and techniques for the sector P2 700 120 128 137 147 1,233 Developing public online services P2 220 378 366 403 403 1,770 Improving revenue collection and administration system 97 108 125 145 156 631 Strengthening capacity of sector institutions 3,000 3,150 3,400 3,450 3,500 16,500 Total Information Communication 13,262 870,582 12,167 12,306 12,900 921,216 141 B. Media and Communication Promoting distribution of publications P3 100 111 114 127 142 594 Promoting screening of developmental video documentaries to communities P2 60 76 87 90 100 413 Abridging, translating and distributing policies and other important documents into major vernacular languages P3 88 94 102 163 143 590 Enhancing skills capacity of the media P2 55 74 87 106 121 443 Strengthening regulatory framework to facilitate free flow of information 40 50 58 51 57 256 Strengthening information, education and communication on topical issues P1 270 320 360 410 470 1,830 Promoting discussion forums on topical issues P3 155 165 185 195 210 910 Total Media and Communication 768 890 993 1,142 1,243 5,036 Total Information Communication Technology 14,030 871,472 13,160 13,448 14,143 926,252 Sub Theme 5: Housing and Urban Development 5.1 Housing 0 Strengthening institutional, legal and regulatory framework for housing delivery P1 200 176 127 68 63 634 Strengthening capacity for decentralized housing delivery P2 457 655 562 566 650 2,890 Scaling up the provision of basic infrastructure and services particularly in informal settlements; P2 287 205 170 238 193 1,093 Promoting housing financing mechanisms; P2 2,215 2,777 2,500 2,629 2,743 12,864 142 Promoting Public and Private Partnerships in housing delivery P2 30 21 21 20 20 112 Promoting planning to improve quality of rural and urban housing and settlement patterns; P2 4,862 5,846 4,843 4,834 4,834 25,219 Developing and promoting the use of local building materials P1 65 55 43 45 40 248 Providing safe adequate space to public institutions and officers P1 5,055 4,053 3,042 3,031 4,038 19,219 Promoting a people-centred, accessible, affordable, and expeditious justice system 220 250 280 300 320 1,370 Strengthening human rights institutions 30 40 48 - 85 203 Ensuring respect for prisoners rights 150 185 206 230 259 1,030 Promoting equitable access to economic, political and social opportunities 40 56 62 69 80 307 Improving the responsiveness of all security sectors to communities‘ security needs 2,120 2,438 2,179 4,467 2,425 13,629 Ensuring safe and secure borders 90 104 117 133 149 593 Improving infrastructure for development and expansion of security establishments. 70 81 1,360 1,534 1,721 4,766 Developing infrastructure to improve effective performance of the Malawi Defence Force (MDF) 1,662 397 457 504 554 3,574 Promoting participatory policy formulation 20 22 24 27 - 93 Developing capacity to implement Public Sector Reforms 20 22 24 27 - 93 Total Housing 17,593 17,383 16,065 18,722 18,174 87,937 5.2 Urban Development 143 Promoting Public Private Partnerships in the development of urban infrastructure and social services P2 1,574 1,829 11,130 11,245 11,450 37,228 Improving infrastructure and services slums and existing urban areas P1 22,135 22,155 22,165 22,165 22,200 110,820 Total Urban Development 23,709 23,984 33,295 33,410 33,650 148,048 Total Housing and Urban Development 41,302 41,367 49,360 52,132 51,824 235,985 Total Infrastructure Theme 58,132 914,469 63,797 66,740 66,407 1,169,544 144 THEME 5: GOVERNANCE Sub Theme 1: Economic Governance Pursuing sound macroeconomic policies. P1 260 278 265 275 293 1,371 Enhancing evidence based public policy formulation P1 100 107 114 123 131 575 Harmonizing the National budget and priorities in the national development strategy P1 42 45 47 52 55 241 Diversifying sources of Government revenue P1 97 104 112 120 128 561 Improving revenue collection and administration system P1 105 113 119 129 137 603 Ensuring that sectoral plans are aligned to the national development strategy P1 44 47 51 54 58 254 Strengthening monitoring and evaluation of the implementation of national development strategies and programmes P1 206 220 236 252 270 1,184 Improving national procurement, audit and reporting systems P2 139 149 160 171 183 802 Enhancing international cooperation and development diplomacy P1 4,630 4,955 5,301 5,022 5,376 25,284 Ensuring that external support is aligned to the national development strategy P1 69 73 79 84 90 395 Developing capacity for negotiating bilateral and multilateral agreements P2 200 214 195 209 223 1,041 Improving management of financial and non financial assets P1 45 48 40 43 46 222 Expanding and improving financial services to micro, small and medium enterprises P2 169 5,180 193 207 219 5,968 Improving legal and regulatory framework of the financial sector P1 82 88 74 70 75 389 Total Economic Governance 6,188 11,621 6,986 6,811 7,284 38,890 145 Sub Theme 5.2: Corporate Governance Improving and strengthening business regulatory framework and developing a clear regulatory regime for Parastatals P1 120 129 137 147 158 691 Strengthening the Institute of Directors P2 54 58 62 66 70 310 Promoting the adoption of good corporate governance code of conduct P2 60 65 55 59 63 302 Promoting zero tolerance to corruption P1 179 191 167 179 192 908 -Enhancing private sector participation in social service provision P2 15 16 17 18 20 86 Total Corporate Governance 428 459 438 469 503 2,297 Sub Theme 3: Democratic Governance 5.3.1 Justice and Rule of Law Fostering independence and credibility of the judicial system P1 360 503 511 620 673 2,667 Promoting a people-centred, accessible, affordable, and expeditious justice system P2 11,930 11,048 11,185 11,307 11,360 56,830 Promoting a justice and legal system that is responsive to marginalized groups P2 592 679 745 812 846 3,674 Promoting supremacy and respect for the constitution P3 30 34 38 42 46 190 Strengthening capacity of sector institutions P2 185 199 1,111 1,123 1,157 3,775 Enhancing legislation oversight and improve participation P3 1,449 1,523 863 908 1,352 6,095 Increasing citizen awareness of the country‘s laws, procedures and institutions P1 2,090 2,099 20,108 20,114 20,126 64,537 146 Enhancing consistency of domestic laws with international standards P2 25 27 29 210 212 503 Total Justice and Rule of Law 16,661 16,112 34,590 35,136 35,772 138,271 5.3.2 Human Rights Enhancing human rights awareness P1 495 745 900 763 897 3,800 Strengthening human rights institutions P1 1,248 1,280 1,398 1,670 1,363 6,959 Ensuring respect for prisoners rights P2 94 116 142 164 201 717 Promoting equitable access to economic, political and social opportunities P1 48 64 57 80 99 348 Strengthening legal protection and equitable treatment for marginalized populations, women and children P1 52 74 99 125 165 515 Total Human Rights 1,937 2,279 2,597 2,802 2,725 12,340 5.3.3 Elections Enhancing credibility, management and accountability of electoral processes P1 334 371 8,620 403 451 10,179 Enhancing independence of elections governing bodies P1 108 120 133 143 159 663 Enhancing implementation of law reforms to facilitate free and fair elections; P2 135 149 164 181 - 629 Improving governance in political parties P1 37 47 56 57 - 197 Fostering informed and active participation in the local governance P1 1,185 1,194 11,102 11,113 11,125 35,719 Total Elections 1,799 1,881 20,075 11,897 11,735 47,386 147 5.3.4 Peace and Security Improving the responsiveness of all security sectors to communities‘ security needs P1 1,641 1,987 2,148 2,431 2,723 10,930 Ensuring safe and secure borders P1 585 663 1,324 874 938 4,384 Improving infrastructure for development and expansion of security establishments. P2 110 130 1,416 1,598 1,790 5,044 Enhancing community integration and participation in promoting a secure, peaceful and crime free environment P1 676 768 904 1,040 1,146 4,534 Strengthening partnership for risk management between the Public and Private Security Sectors. P1 96 188 226 264 289 1,063 Promoting sovereignty, peace and territorial integrity P1 10,325 11,356 12,491 13,737 15,109 63,018 Developing infrastructure to improve effective performance of the Malawi Defence Force (MDF) P1 - - - - - Total Peace and Security 13,433 15,092 18,509 19,944 21,995 88,973 Total Democratic Governance 33,830 35,364 75,771 69,779 72,227 286,970 Sub-Theme 5.4: Public Sector Management Developing and strengthen leadership capacities for effective management of the public service P1 107 118 131 143 156 655 Ensuring an effective and functional public service P1 177 186 183 166 181 893 754,12 711,53 1,014,75 Strengthening mechanisms for coordination and utilization of resource P2 1 1 923,771 0 3 3,404,176 148 Enhancing evidence-based policy making P1 105 208 222 245 267 1,047 Promoting participatory policy formulation P3 460 465 482 500 519 2,426 Improving conditions of service for public service employees P1 328 360 498 548 235 1,969 Developing capacity to implement Public Sector Reforms P2 210 232 254 280 278 1,254 Implementing service charter programme P2 50 51 52 53 54 260 Strengthening equal participation of women and men in leadership and management positions P2 250 260 278 292 98 1,178 755,80 713,41 1,016,97 Total: Public Sector Management 8 0 925,871 7 1,791 3,413,857 796,25 760,85 1,009,06 1,094,03 Total Governance Theme 4 4 6 6 81,805 3,742,014 149 THEME 6: GENDER AND CAPACITY DEVELOPMENT Sub-Theme 1: Gender Promoting women entrepreneurship and involvement in cooperatives P2 54 54 54 54 54 270 Promoting equal access to appropriate technologies and micro finance schemes P2 117 113 83 91 101 505 Advocating for affirmative action to increase representation of women in politics and decision making positions P1 78 85 94 103 114 474 Enhancing awareness on GBV P2 87 94 102 112 124 519 Strengthening legal and regulatory framework P2 64 69 75 80 89 377 Strengthening GBV service delivery systems P1 139 139 139 139 139 695 Mainstreaming gender at all levels P1 149 157 102 69 72 549 Strengthening gender disaggregated research and documentation P2 61 61 61 61 61 305 Total Gender 749 772 710 709 754 3,694 Sub-Theme 2: Capacity Development Developing and strengthening human and institutional capacities P2 420 421 422 423 424 2,110 Mainstreaming capacity development in all sectors P1 12 12 12 12 12 60 Strengthening academic institutions to respond to the needs of the economy P2 60 60 60 60 60 300 Promoting effective performance management systems; P1 52 52 52 52 52 260 Promoting capacity development at all levels P2 3,000 150 600 600 600 600 600 Enhancing coordination in resource mobilization and utilization P3 5 5 5 5 5 25 Promoting and establishing professional and skills development centres P3 250 250 202 202 202 1,106 Review and enforce standards P3 40 40 40 40 40 200 Enhancing investments in infrastructure and equipment P3 20 20 20 20 20 100 Promoting public private partnerships P2 75 75 75 75 75 375 Total Capacity Development 1,534 1,535 1,488 1,489 1,490 7,536 Total Gender and Capacity Development 2,283 2,307 2,198 2,198 2,244 11,230 918,31 1,749,1 1,150,06 1,238,55 Total Themes 9 60 5 5 227,007 5,283,105 151 KEY PRIORITY AREAS 1.0 Agriculture and Food Security 1.1 Agricultural Productivity and Diversification Improving access to inputs P1 22,816 22,839 24,202 24,862 25,544 120,263 Promoting Irrigation farming P1 627 766 855 918 970 4,136 Promoting contract farming arrangements P2 23 38 38 84 92 275 Improving agricultural production and diversification P1 15,122 17,727 20,211 21,313 22,812 97,185 Promoting agricultural production for exports P1 315 399 502 509 593 2,318 Strengthening linkages of farmers to input and output markets P2 1,152 1,164 2,120 2,564 3,007 10,007 Promoting appropriate technology development, transfer, and absorption P1 93 157 202 274 362 1,088 Enhancing livestock and fisheries productivity P1 761 932 1,172 1,335 1,609 5,809 Providing effective extension services P1 19,493 19,498 19,514 19,541 19,594 97,640 Promoting soil and water conservation techniques P1 1,016 1,080 1,652 2,180 2,698 8,626 Total Agriculture Diversification 61,418 64,600 70,468 73,580 77,281 347,347 1.2 Food Security Implementing policies to sustain food availability and accessibility P1 908 1,037 1,164 1,319 1,557 5,985 Ensuring an effective early warning system P2 55 67 99 105 121 447 152 Strengthening farmer-led extension and training services P1 190 244 258 311 327 1,330 Providing technical and regulatory services P2 156 186 237 261 333 1,173 Reducing post harvest losses P1 1,348 1,930 2,310 3,082 4,228 12,898 Promoting income generating activities P3 62 73 86 93 101 415 Promoting dietary diversification P2 114 123 128 131 137 633 Improving coordination and management of food aid and imports P2 44 56 66 80 91 337 Improving the functioning of agricultural markets P1 83 109 135 166 189 682 Strengthening Public Private Partnerships in agriculture P3 32 40 48 59 69 248 Strengthening and scaling-up market based risk management initiatives P1 143 196 286 371 607 1,603 Total Food Security 3,135 4,061 4,817 5,978 7,760 25,751 Total Agriculture and Food Security 64,553 68,661 75,285 79,558 85,041 373,098 2.0 Energy, Industrial Development, Mining and Tourism 2.1 Energy Developing additional power stations P1 32,820 37,686 35,743 38,245 40,923 185,417 Promoting public- private partnerships in energy generation and distribution P2 22 23 25 26 30 126 Improving management of energy generation, transmission, distribution and supply, P1 18,285 19,497 16,317 16,288 11,952 82,339 153 Promoting the use of renewable sources of energy P2 3,205 3,429 3,670 3,926 4,201 18,431 Improving regulatory environment P2 150 160 172 184 198 864 Enhancing urban and rural electrification; P1 4,065 8,377 8,965 9,590 10,264 41,261 Increasing liquid fuel stock-holding and distribution capacity; P1 950 706 557 560 598 3,371 Developing long-term systems of tapping and delivering liquid fuel P1 13,505 11,942 10,373 9,627 9,685 55,132 Total Energy 73,002 81,820 75,822 78,446 77,851 386,941 2.2 Industrial Development Promoting the use of modern technology in manufacturing P2 2,970 2,640 2,390 1,740 1,340 11,080 Enhancing backward and forward linkages in the industrial sector P1 1,300 1,325 1,210 1,015 735 5,585 Promoting labour intensive industries P1 604 682 594 317 472 2,669 Facilitating accreditation of quality assurance institutions and enhance quality standards P2 1,616 1,458 1,605 1,610 1,506 7,795 Promoting value addition in existing and potential products P1 380 430 436 446 560 2,252 Total Industrial Development 6,870 6,535 6,235 5,128 4,613 29,381 2.2.1 Trade Promoting adherence to standards in tradable products P2 1,028 1,028 728 528 528 3,840 Promoting trade in services P2 870 870 785 585 360 3,470 Promoting market diversification P1 1,095 154 260 240 195 230 170 Promoting trade integration P1 2,445 2,035 1,915 990 655 8,040 Promoting efficient and modernized boarder infrastructure to facilitate trade P1 140 145 145 145 140 715 Promoting Exports P1 3,120 2,926 2,927 2,402 1,597 12,972 Simplifying and streamlining trade and customs procedures P1 35 42 44 46 27 194 Improving fair trading and intellectual property rights P2 33 42 45 52 38 210 Promoting consumer loyalty to domestically produced goods P1 1,132 1,081 1,010 647 528 4,398 Total Trade 9,063 8,409 7,794 5,625 4,043 34,934 155 2.2.2 Agro-processing Promoting OVOP on Agro processing P1 29 42 43 33 25 172 Improving support infrastructure for agro-processing of key industries P2 80 90 135 47 37 389 Promoting investment in agro-processing with special focus on private sector participation P1 68 67 73 66 44 318 Improving policy and regulatory frameworks impacting on agro-processing P1 33 35 50 30 15 163 Strengthening capacity for small and medium scale agro- processing enterprises P1 169 172 141 144 151 777 Total Agro-processing 379 406 442 320 272 1,819 2.3 Mining Producing detailed geological map of Malawi; P1 245 261 1,941 2,055 2,198 6,700 Strengthening institutional capacity of the sector P1 160 370 230 222 207 1,189 Enforcing legislations on sustainable use and management of mineral resources; P3 35 37 40 43 46 201 Enforcing environmental, occupational health and safety in the mining sector; P2 42 44 48 52 55 241 Promoting both local and foreign investment; P2 449 460 334 318 341 1,902 Strengthening seismic monitoring; P2 165 224 234 219 233 1,075 Developing an integrated data management system P1 180 192 159 170 182 883 Total Mining 1,276 1,588 2,986 3,079 3,262 12,191 156 2.4 Tourism 0 Enforcing tourism industry standards and planning controls; P2 375 500 608 729 850 3,062 Strengthening institutional capacity at all levels; P3 870 885 570 680 790 3,795 Enhancing marketing of Malawi‘s tourism products; P1 400 452 494 556 618 2,520 Providing infrastructure that is supportive to tourism development; P1 415 527 645 748 755 3,090 Promoting the development of high-quality tourism facilities in designated areas P1 855 1,025 1,170 1,300 1,430 5,780 Promoting eco-tourism P2 285 342 380 423 470 1,900 Promoting participation of local investors in the tourism industry P2 440 542 625 655 685 2,947 Adhere to best practices of sustainable and responsible tourism P3 110 110 110 110 110 550 Total Tourism 3,750 4,383 4,602 5,201 5,708 23,644 Total Energy, Industrial Development, Mining and Tourism 94,340 103,141 97,881 97,799 95,749 488,910 3.0 Transport Infrastructure and Nsanje World Inland Port 3.1 Road Infrastructure Ensuring comprehensive and coordinated planning of road and other modes of Transport P1 575 297 221 216 414 1,723 Enhancing Public Private Partnerships in the transport system P1 215 157 155 192 255 974 Enhancing axle load control P1 190 200 160 170 180 900 157 Providing adequate network of roads based on appropriate standards P1 30,392 28,368 25,938 28,367 30,217 143,282 Enhancing routine road maintenance and upgrading P1 678 793 960 637 580 3,648 Building technical and institutional capacity at all levels P2 426 151 152 142 277 1,148 Promoting competition in the construction industry P2 550 850 647 445 545 3,037 Improving management of road network throughout the country P1 7,683 7,947 10,169 10,329 8,975 45,103 Promoting high road safety standards and traffic management P1 118 139 146 154 161 718 Total Road Transport 40,827 38,902 38,548 40,652 41,604 200,533 3.2 Rail Transport Rehabilitating and expanding the railway line and related infrastructure P1 831 1,074 1,220 1,179 905 5,209 Creating linkages to ports, industrial sites and regional and international markets P1 316 319 290 267 265 1,457 Promoting railway safety and environmental protection P1 549 756 598 495 390 2,789 Improving operational efficiency and commercial viability of the existing railway infrastructure and levels of service P1 294 477 551 575 528 2,425 Total Rail Transport 1,990 2,626 2,659 2,516 2,088 11,880 3.3 Inland Water Transport Infrastructure Developing an efficient and productive maritime transport system P1 840 858 906 893 870 4,367 158 Promoting Public Private Partnerships in the industry P2 35 37 33 31 30 166 Improving port infrastructure P1 915 1,718 1,592 1,526 1,430 7,181 Opening up navigable rivers P1 880 1,360 1,541 1,685 1,430 6,896 Promoting affordable and safe water transport system P1 137 207 253 199 84 880 Total Inland Water transport 2,807 4,180 4,325 4,334 3,844 19,490 Total Transport Infrastructure and Nsanje World Inland Port 45,624 45,708 45,532 47,502 47,536 231,902 4.0 Education Science and Technology 4.1 Education 4.1 Basic Education (Pre-primary and primary education) Accelerating rehabilitation of existing learning institutions and construction of additional school infrastructure; P1 32,927 42,495 56,398 81,694 31,420 244,934 Scaling up school feeding program P2 3,444 4,418 5,452 6,531 7,717 27,562 Scaling up school health and nutrition, and HIV /AIDS programmes P2 1,134 1,375 1,634 1,865 2,072 8,080 Scaling Up of child friendly schools programmes; P2 9 9 10 11 11 50 Providing a conducive learning and teaching environment for girls P1 317 377 451 484 520 2,149 Providing a conducive learning and teaching environment for students with special education needs P1 509 703 789 846 907 3,754 159 Strengthening coordination and the provision of ECD; CBE and adult literacy P2 1,381 1,479 1,587 1,700 1,823 7,970 Promoting the role of private sector and private financing in the education system; P1 22 22 25 27 28 124 Promote Public Private Partnership in the provision of education infrastructure and services P1 9 9 10 11 11 50 Increasing Number of girls opting for mathematics and science subjects at all levels P3 5 5 6 6 7 29 Training , recruiting and retaining teaching staff; P1 10,617 6,028 7,634 11,813 7,430 43,522 Providing adequate and relevant teaching and learning materials P1 9,552 9,862 10,210 10,562 10,875 51,061 Introducing standardized testing to measure and monitor quality of learning and teaching; P3 3,539 3,794 4,067 4,360 4,674 20,434 Reviewing and reforming school and training college curricula to address national needs at all levels; P3 85 54 59 63 68 329 Promoting systematic and regular inspection of all learning institutions; P1 430 462 494 530 568 2,484 Decentralizing the management and financing of the education system; P1 1,589 1,703 1,827 1,959 2,099 9,177 Total Basic Education 65,569 72,795 90,653 122,462 70,230 421,709 4.1.2 Secondary Education (Lower and Upper Secondary education) Accelerating rehabilitation of existing learning institutions and construction of additional school infrastructure at all levels; P1 5,290 5,350 5,731 5,894 6,188 28,453 Scaling up School Health and Nutrition, and HIV/ AIDS programs P2 67 79 94 128 177 545 160 Scaling Up of child friendly schools programmes; P2 27 29 31 34 35 156 Providing a conducive learning environment for girls including boarding facilities P1 247 271 325 348 375 1,566 Providing a conducive environment for students with special needs P1 753 929 1,013 1,086 1,165 4,946 Promoting the role of private sector and private financing in the education system P1 875 1,374 159 879 1,476 4,763 Promoting Public Private Partnership in the provision of education infrastructure and services P1 27 28 30 33 35 153 Increasing Number of girls opting for mathematics and science subjects at all levels P3 12 13 14 15 16 70 Train and recruit additional teaching staff; P1 1,909 2,368 3,087 4,151 4,823 16,338 Reviewing and reforming secondary school curricula to address national needs P3 299 13 14 16 17 359 Providing adequate and relevant teaching and learning materials P1 5,135 6,368 8,628 12,496 18,154 50,781 Promoting systematic and regular inspection of secondary schools P1 149 161 171 183 194 858 Decentralizing the management and financing of the education system P1 1,869 1,934 2,001 2,146 2,300 10,250 Total Secondary Education 16,659 18,917 21,298 27,409 34,955 119,238 4.1.3 Tertiary and Vocational Education Accelerating rehabilitation of existing learning institutions and construction of additional infrastructure at all levels P1 10,997 10,852 9,940 10,485 10,854 53,128 Establishing new universities and colleges P1 7,903 9,136 10,612 11,415 12,429 51,495 161 Scaling up School Health and Nutrition, and HIV/ AIDS programs P2 15 15 16 19 19 84 Scaling Up of child friendly schools programmes; P2 5 6 6 7 7 31 Providing a conducive environment for girls including boarding facilities P1 3 3 3 3 4 16 Providing a conducive environment for students with special needs P1 1,532 1,859 2,261 2,931 4,067 12,650 Promoting the role of private sector and private financing in the education system P2 21 21 23 25 26 116 Promote Public Private Partnership in the provision of education infrastructure and services P2 6 7 7 7 8 35 Increasing Number of girls opting for mathematics and science subjects at all levels P3 9 9 10 11 11 50 Training and recruiting additional teaching staff; P1 3,136 3,404 3,875 4,225 4,401 19,041 Providing adequate and relevant teaching and learning materials P1 717 777 1,271 976 999 4,740 Reviewing and reforming College curricula to address national needs P3 36 38 41 44 48 207 Promoting systematic and regular inspection of colleges P1 185 202 212 227 244 1,070 Decentralizing the management and financing of the education system P1 239 285 341 365 391 1,621 Total Tertiary Education 24,804 26,614 28,618 30,740 33,508 144,284 Total Education 107,032 118,326 140,569 180,611 138,693 685,231 162 4.2 Science and Technology Promoting adoption, transfer and utilization of beneficial technologies P1. 395 434 478 525 578 2,410 Promoting prioritized, focused and multi-disciplinary research and development P2. 1,791 1,969 2,165 2,381 2,619 10,926 Mainstreaming research, science and technology development across all sectors P2 100 110 121 133 146 610 Enhancing linkages between research, science and technology institutions and users P3 167 184 202 222 245 1,020 Strengthening institutional and regulatory framework including protection of intellectual property rights P1 1,089 1,199 1,310 1,426 1,565 6,589 Promoting IEC and knowledge management in research, science and technology development P2 200 220 242 266 293 1,221 Promoting public-private partnerships in generating and disseminating beneficial technologies P2 161 177 194 213 235 980 Improving scientific and technological infrastructure for research and development and innovation P3 250 275 303 333 366 1,527 Total Science and Technology 4,153 4,568 5,015 5,500 6,047 25,282 Total Education Science and Technology 111,185 122,894 145,584 186,111 144,740 710,513 163 5.0 Public Health, Sanitation, Malaria and HIV and AIDS Management 5.1 Public Health Improving availability of essential drugs and medical supplies; P2 291 485 477 44 48 1,345 Strengthening health support system; P1 11,866 12,186 11,817 11,856 11,859 59,584 Improving the quality of diagnosis and treatment of communicable and non communicable diseases P2 32,690 35,015 37,456 40,075 42,880 188,116 Promoting water and food safety P1 7,824 8,410 8,996 9,577 10,249 45,056 Strengthening and promoting initiatives to improve prevention, diagnosis and treatment of emerging diseases such as cancer, and high blood pressure P1 2,453 2,576 2,757 2,951 3,157 13,894 Strengthening availability and utilization of quality integrated family planning services P1 469 465 497 531 569 2,531 Improving availability and access to quality integrated maternal and child care services P1 15,572 16,057 16,717 17,469 18,309 84,124 Increasing geographical access to EHP services P1 5,838 12,506 12,435 7,393 6,740 44,912 Increasing availability of health technologies for prevention, screening, diagnosis, treatment and rehabilitation P2 11,495 11,754 11,345 11,397 11,391 57,382 Strengthening community health service delivery system P2 3,591 4,360 4,331 3,895 3,793 19,970 Promoting health enhancing behaviour and life styles. P1 134 135 129 89 96 583 Implementing integrated vector control management; P1 33,484 36,776 40,395 44,371 48,740 203,766 164 Building human resource capacity at all levels P2 27 25 21 22 24 119 Exploring and implementing alternative health financing mechanisms P2 333 366 372 398 426 1,895 Total Public Health 126,067 141,116 147,745 150,068 158,281 723,277 5.2 Sanitation Promoting utilization of improved sanitation facilities; P2 689 737 789 844 904 3,963 Enhancing information, education and communication on sanitation and hygiene P3 15 16 17 18 20 86 Promoting adoption of safe hygiene practice P2 14 15 16 17 19 81 Providing improved sanitation facilities in schools, health care centres, community based child care centres, markets and all other public places P1 133 55 29 21 20 258 Promoting private sector participation in the provision of sanitation and hygiene services; P2 15 10 1 1 1 28 Promoting research waste management; P2 50 54 57 61 66 288 Enhancing institutional capacity P1 27 29 31 33 36 156 Sanitation Subtotal 943 916 940 995 1,066 4,860 5.4 Malaria Scaling up the delivery of Indoor Residual Spraying (IRS) services to other high malaria transmission districts P1 15,000 16,050 17,174 18,376 19,662 86,262 Promoting draining of mosquito breeding sites and larviciding; P3 2 2 3 3 3 13 165 Scaling up distribution of Long Lasting Insecticide Nets (LLINs); P1 31,659 34,824 38,305 42,134 46,345 193,267 Promoting directly observed treatment P2 3,259 3,487 3,731 3,992 4,271 18,740 Developing capacity of community health workers in malaria case management P2 10 10 11 11 12 54 Increasing the number of health facilities providing parasitological diagnosis of malaria. P1 45 48 52 55 59 259 Malaria Subtotal 49,975 54,421 59,276 64,571 70,352 298,595 5.4 HIV and AIDS Management Promoting interventions that reduce HIV transmission P1 3,536 3,846 3,195 2,707 2,503 15,787 Promoting HIV Testing and Counselling (HTC) P2 1,134 1,194 1,221 1,251 1,300 6,100 Promoting Prevention of Mother-to-Child Transmission of HIV (PMTCT) P1 1,046 1,083 1,036 854 860 4,879 Promoting HIV and AIDS advocacy and awareness campaigns. P2 110 63 83 63 60 379 Enhancing capacity of health care delivery system to manage HIV and related illnesses P1 2,815 2,807 2,765 2,418 2,238 13,043 Promoting access to continuum of HIV treatment and care services P1 1,325 1,773 1,825 2,004 2,260 9,187 Promoting access to quality Community Home Based Care (CHBC), palliative care and other support services P2 351 382 388 334 327 1,782 Promoting support to PLHIVs, OVCs and affected individuals and households P1 1,003 971 1,007 752 705 4,438 Promoting mainstreaming of HIV and AIDS P2 209 192 185 140 138 864 166 Promoting effective coordination and management of the national HIV and AIDS response P2 2,664 2,655 2,636 2,530 2,511 12,996 Promoting reintegration of eligible PLHIV into economic activities P1 188 167 150 125 120 750 Promoting food and nutrition security among HIV and AIDS affected households P1 666 691 636 593 623 3,209 Total HIV and AIDS Management 15,047 15,824 15,127 13,771 13,645 73,414 Total Public Health Sanitation Malaria, and HIV and AIDS Management 192,032 212,277 223,088 229,405 243,344 1,100,146 6.0 Integrated Rural Development Strengthening local institutional capacity: to be more responsive to the service needs of the rural Communities and also institutional capacity to be more responsive to the service needs of the most vulnerable rural households. P1 1,390 835 1,682 1,852 2,036 7,795 Promote integrated implementation of the District Development Processes. P2 266 292 324 355 390 1,627 Promoting the establishment of Rural Growth Centres and Satellite Model Villages. P2 1,242 1,732 2,419 3,382 4,728 13,503 Promoting the provision of tools for rural industrialisation P2 25 - 30 34 37 126 Total Integrated Rural Development 2,923 2,859 4,455 5,623 7,191 23,051 167 7.0 Green Belt Irrigation and Water Development 7.1 Green Belt Irrigation Promote development of areas with irrigation potential P1 46,200 55,440 62,370 68,607 94,500 327,117 Promote rehabilitation of irrigation infrastructure P1 17,281 22,246 27,973 33,840 41,313 142,653 Enhancing information, education and communication on irrigation P2 130 164 204 256 319 1,073 Enhancing technical and administrative capacities in irrigated agriculture P1 84 104 128 157 200 673 Promoting the establishment of a well coordinated marketing system for products from irrigation farming P2 3,046 3,805 4,759 5,949 7,671 25,230 Total Green Belt Irrigation 66,741 81,759 95,434 108,809 144,003 496,746 7.2 Water Development Promoting development of potential multi-purpose dam sites and ground water resources P1 1,037 5,286 8,882 3,643 4,488 23,336 Strengthening and institutionalizing monitoring and evaluation system for water and sanitation services P1 332 182 62 60 72 708 Enhancing information, education and communication on sanitation and hygiene to ensure behavioural change P2 36 161 189 173 3 562 Enhancing institutional capacity at all levels P2 351 286 262 276 70 1,245 Promoting user friendly technologies for water resources conservation and utilization P1 262 448 552 754 965 2,981 168 Strengthening scientific investigation and research in the water resources P1 29 36 45 45 62 217 Improving existing water and sanitation infrastructure P1 448 581 655 842 1,038 3,564 Promoting the empowerment of local communities in water resources development and management P1 62 70 70 69 67 338 Increasing number of people connected to water supply systems P1 2,025 6,639 10,630 5,346 6,140 30,779 Strengthening institutionalization of practical operations and maintenance framework at all levels P1 367 560 621 790 982 3,320 Promoting equitable distribution of water points to rural areas through GPS Mapping P2 50 55 49 58 56 268 Promoting private sector participation in the provision of water sanitation and hygiene services P3 267 167 159 140 105 838 Total Water Development 5,266 14,471 22,175 12,196 14,048 68,155 Total Green Belt Irrigation and Water Development 72,007 96,230 117,609 121,005 158,051 564,901 8.0 Child Development, Youth Development and Empowerment 8.1 Child Development Promoting access to education, health and counselling services P1 108 92 79 68 75 422 Protecting children against abuse, exploitation, neglect and violence P1 92 99 78 85 94 448 Eliminating harmful cultural practices P2 58 63 70 77 85 353 169 Reducing the adverse effects of poverty on children P1 99 81 68 56 43 347 Promoting early childhood development and pre-primary education P1 196 204 214 229 246 1,089 Establishing a legal and institutional framework to promote early childhood development services P2 53 44 34 38 41 210 Promoting the integration of child issues in sectoral policies and strategies P2 22 22 20 19 18 101 Strengthening inter-sectoral coordination and capacity of all stakeholders P2 89 77 63 57 57 343 Promoting support to children infected and/or affected by HIV and AIDS P1 84 68 70 74 78 374 Promoting advocacy and awareness on child issues P3 32 23 24 24 22 125 Promoting civil registration of children P1 56 62 32 35 38 223 Protecting children against abuse, exploitation, neglect, and violence P1 61 64 24 18 17 184 Total Child Development 950 899 776 780 814 4,219 8.2 Youth Development and Empowerment Improving youth technical, vocational, entrepreneurial and business management skills P1 2,849 2,981 5,771 4,997 4,106 20,704 Improving youth access to credit facilities, capital and markets for sustainable entrepreneurship P1 101 136 132 116 109 594 Training out-of-school youth in basic education P3 10 7 9 7 13 46 170 Establishing and strengthening youth participation and coordination structures P2 105 135 146 110 114 610 Constructing and rehabilitating youth participation and sports infrastructure P1 43 49 60 30 26 208 Training youth in life skills and SRH P2 186 222 251 273 271 1,203 Increasing youth access to SRH, HIV and AIDS services P3 209 254 354 412 427 1,656 Increasing human resource capacity P2 83 111 132 154 179 659 Providing management support infrastructure P1 39 45 56 25 22 187 Improving governance and oversight of youth and sports programs/services P2 40 38 37 40 42 197 Total Youth Development and Empowerment 3,665 3,978 6,948 6,164 5,309 26,064 Total Child Development, Youth Development and Empowerment 4,615 4,877 7,724 6,944 6,123 30,283 9 Climate Change Natural Resources and Environmental Management 9.1 Climate Change Implementing a comprehensive national climate change investment plan including all potential global and national funding opportunities P1 355 460 502 516 576 2,409 Improving weather and climate monitoring, prediction systems and information and knowledge management systems P1 198 211 175 187 188 959 Developing and harmonizing climate change related strategies, policies and legislation P2 50 54 57 61 66 288 171 Mainstreaming climate change issues in sectoral policies and programmes P2 34 37 38 41 45 195 Enhancing implementation of mitigation and adaptation programmes P1 345 370 622 667 714 2,718 Promoting dissemination of climate change information for early warning, preparedness, response and recovery P2 140 151 142 128 124 685 Enhancing Legal and regulatory framework on Climate change P2 25 27 28 12 13 105 Enhancing cross sectoral co-ordination of climate change programmes P2 122 115 96 97 106 536 Promoting climate Change related education, training ,awareness and capacity building P2 85 90 97 104 112 488 Developing and implementing appropriate green house gas mitigation programmes and actions P2 114 122 129 120 130 615 Total Climate Change 1,468 1,637 1,886 1,933 2,074 8,998 9.2 Natural Resources and Environmental Management Improving coordination of environment and natural resource programmes P2 58 63 66 45 47 279 Developing capacity for Environment and Natural Resource Management (ENRM) P2 225 241 257 276 295 1,294 Enhancing mainstreaming of environment and natural resource management issues in sectoral policies and programmes at national and local levels P1 71 77 80 87 92 407 172 Strengthening education and public awareness programmes on environment and natural resources management P1 85 92 96 103 112 488 Enhancing environmental protection, restoration and rehabilitation P2 164 178 185 200 216 943 Promoting biodiversity conservation programs; P2 130 145 153 166 176 770 Promoting development and implementation of Clean Development Mechanism (CDM); voluntary carbon markets and Reduced Emissions from Deforestation and Degradation of Forest (REDD) projects and programs; P1 253 271 289 312 331 1,456 Promoting projects on waste management P2 310 330 298 320 340 1,598 Promoting use of environmental friendly technologies and practices P2 133 141 144 149 158 725 Enforcing compliance to environmental and natural resource management legislation P1 95 98 102 103 109 507 Harmonizing environment and natural resources management policies and legislation P2 200 307 328 352 376 1,563 Total Natural Resources and Environmental Management 1,724 1,943 1,998 2,113 2,252 10,030 Total Climate Change Natural Resources and Environmental Management 3,192 3,580 3,884 4,046 4,326 19,028 Total Key Priority Areas 590,471 660,227 721,042 777,992 792,101 3,541,833 Grand Total 1,508,790 2,409,387 1,871,106 2,016,547 1,019,108 8,824,938 173 ANNEX 4: MGDS II MONITORING AND EVALUATION MATRIX IMPACT AND OUTCOME BASED INDICATORS CLASSIFIED BY THEMATIC AND SUB-THEMATIC AREAS KEY INDICATORS Baseline Target Main Responsible party Frequency of 2010 2016 data collection IMPACT INDICATORS Poverty Impact Indicators 1 Poverty headcount measured by consumption based on poverty line (%) 39 27 NSO Annual 2 Extreme Poverty headcount measured by consumption based on poverty line (%) 15 11 NSO Annual Education Impact Indicators 3 Adult literacy rate (%) 64 91 NSO Annual 4 Female literacy rate (%) 59 89 NSO Annual 5 Youth literacy rate (Age 15 to 19) (%) 86 95 NSO Annual 6 Ratio of Literate Women to Men 15 – 19 years 1: 0.98 1:1 NSO Annual Health Impact Indicators 7 Life Expectancy at birth (years), Female (F) and Male (M) 48.3 (F) 55 (F) NSO Every five years 51.4 (M) 50 (M) Theme I: Sustainable Economic Growth 1.1 Agriculture 8 Percentage of Food Secure household (%) 99 100 MoAFS Annually 9 Agricultural exports as percentage of GDP (%) 40 30 MoAFS Annually 10 Average per capita meat availability (Kgs) 13 16 MoAFS Annually 11 Per capita cereal availability (Kgs) 270 270 MoAFS Annually 12 Quantity of fish landed/ captured per year from the lakes and rivers in metric tonnes 72,000 90,000 MoAFS Annually (MT) 13 Number of fingerlings produced 250,000 2,000,000 MoAFS Annually 1.2 Environmental Management 14 Percentage of districts practicing adaptation and mitigation measures (%) 25 75 MoLGRD/EAD/MEPD Annually 15 Proportion of land area covered by forest (%) 35.2 50 DoF 16 Percent contribution of forest products and services to GDP (%) 1.3 - MNREE- Forestry Annually 174 1.3 Trade, Industry and Private Sector Development 17 FDI as percentage of GDP (%) - - MIPA/ MoIT Quarterly 18 Percentage increase in quality manufactured products (%) 55 70 MIPA/ MoIT Quarterly 19 Percentage change in real value of exports (%) 10 15 MIPA/ MoIT Quarterly 1.4 Mining 20 Percentage of Mining to GDP 10 21 MoF/ MEPD Annually 1.5 Integrated Rural Development 22 Number of Rural Growth Centers and Satellite Villages developed 7 28 MoLGRD Annually 23 Proportion of the population at district level participating in development process (%) 45 70 MoLGRD Annually 1.6 Tourism, Wildlife and Culture 24 Percentage contribution of tourism to GDP (%) 2 - MoT Annually 1.7 Employment and Labor 28 Unemployment rate (%) 3 1 NSO Annualy 29 Child labour prevalence rate (%) 38 5 NSO/MoL 5 years, Annual 1.8 Land 30 Number of households owning at least 2hectares of land in rural areas 15,144 26,600 Min. of Lands Once in a year 31 Percentage of investors accessing land 10 50 Min. of Lands Once in a year 32 Number of institutions using geospatial information 30 64 Min. of Lands Quarterly 2.0 SOCIAL DEVELOPMENT 2.1 Population 33 Total Fertility Rate (TFR) 5.9 3.5 MEPD/NSO/ MoH Annually 34 Proportion of eligible women taking contraceptives (%) 46 65 MoH Annually 2.2 Health 35 Maternal Mortality Rate (per 100,000) 675 155 MOH/NSO Annually 36 Neonatal Mortality Rate (per 1000) 31 12 MOH/NSO Annually 37 Under Five Mortality Rate (per 1000) 112 78 MOH/NSO Annually 38 Infant Mortality Rate (per 1000) 66 45 MOH/NSO Annually 39 Malaria In-Patient Case Fatality rate (%) 3.2 2 MOH/NSO Annually 40 TB cure rate (%) 88 93 MOH/NSO Annually 41 Proportion of population residing within 8 km of a health facility (%) 81 100 MOH/NSO Annually 42 Essential Health Package (EHP) coverage (% Facilities able to deliver (Out Patient 85 MOH/NSO Annually 74 Department) OPD, Immunization, Family Planning (FP) & maternal services) (%) 175 2.3 Education 43 Girls to Boys 1.0 MoEST Annually 1.01 Ratio (Primary) 44 Pupil to 101 76 MoEST Annually classroom 57.4 40 ratio; (i) Primary (ii) Secondary 45 Passing rate by 80 MoEST/MANEB Annually level: (i) 68.5 PSLCE 62.3 55.5 60.5 (ii) JCE 53.0 (iii) MSC 46 Pupil teacher 88 55 MoEST/NSO Annually ratio 47 Pupil qualified 91 65 MoEST Annually teacher ratio 48 Pupil to 1.630 01:01 MoEST Annually Textbook ratio 49 Dropout rate 0 MoEST Annually 10.67 (%) 50 Net Enrolment 97 MoEST Annually Rate (%) 80.2 Primary 51 Repetition rate 2.8 MoEST Annually 18.78 (%) 176 2.4 Child Development and Protection 52 Proportion of 70 MoGCCD Annually children (0 – 8) years old 30 accessing ECD services (%) 53 Proportion of 80 MoGCCD/UNICEF Annually beneficiaries of Social Cash 60 Transfer who are children (%) 2.5 Youth Development 54 Percentage MoYDS Annually of youths economically empowered (%) 55 Proportion of MoYDS Annually literate out of 35 80 school youths (%) 56 Proportion of MoYDS Annually youths in decision - 40 making positions (%) 177 2.6 NUTRITION AND HIV-AIDS MANAGEMENT 2.6.1 HIV-AIDS Management 57 HIV NSO/ CHSU / MoH / NAC 4 years Prevalence 12 9.6 Rate (%) 58 HIV NSO/NAC/MoH 2 years prevalence among 15- 12.3 9.6 49 age group (%) 59 HIV NAC/MoH/NSO Every 2 years incidence 1.6 1 rate 15-49 years (%) 60 HIV MoH, NAC Every 2 years prevalence among pregnant 12.3 9.6 women (15- 24 yrs) attending ANC (%) 178 2.6.2 Nutrition 61 Prevalence 47 23 DNHA/NSO/MoH/ MoAFS rates of 4 2 under five child nutrition (%): ( i) 4years, 2years, 2 years stunting 12.8 6 (ii) Wasting ( iii) underweight 62 Prevalence 53.9 27 DNHA/NSO/MoH/ MoAFS rate of 38.3 19 vitamin A deficiency amongst (%): 4years, 2years, 2 years (i) Under five children 57.4 28 ( ii) School going children (iii) Women (of reproductive age) 179 Prevalence 48.1 24 DNHA/SO/MoH/ MoAFS 63 rate of iron 22.3 11 Deficiency (%) ( i) Under-five 4years, 2years, 2 years ii) school 27 13 aged children iii)women 64 Body Mass DNHA/NSO/MoH/ MoAFS Every 2 years Index (Prevalence of chronic energy 9.2% (2004) 4.5 deficiency (CED – BMI<18.5) (%) 180 THEME 3: SOCIAL SUPPORT AND DISASTER RISK MANAGEMENT 3. 1 Supporting the Vulnerable 65 Proportion of the poor graduating from ultra poverty line (%) 15 10 NSO Annually 66 Number of beneficiaries accessing micro-credit 400,000 1,100,000 MEPD/NSO Annually 67 Number of households being reached with social cash transfer 30,452 215,000 MEPD/NSO Annually 3.2 Disaster Risk Management 68 Number of households affected by disasters 155,227 6,2091 DoDMA Annually THEME 4.0 INFRASTRUCTURE DEVELOPMENT 4.1 Energy 69 Rate of power outage (hrs/day) 2 0 Energy Affairs/ESCOM Annually 70 Proportion of households with access to electricity (%) 9 15 Energy Affairs/ESCOM Annually 4.2 Transport 71 Percent of road and rail network in good condition (%):(i) Road 54 60 Ministry of Transport Annually ( ii) Rail 31 48.9 72 Percent increase in passenger and cargo/tonnage using water transportation 9,935 630,000 Ministry of Transport Annually (%): (i) Passenger 56, 457 160,600 (ii) Cargo 4.3.1 Water Development 73 Proportion of population with access to potable water (%) 81 86 MoIWD/NSO Annual 74 Proportion of population with access to improved sanitation (%) 46 75 NSO MoIWD Annual 4.3.2 Irrigation 75 Output from irrigation agriculture (tonnes) 482, 555 1,292,555 MoA&FS/ MoIWD Annual 181 4.4 Information Communication and Technology 76 Proportion of population accessing ICT facilities (%) MACRA Annually i) Telephone lines subscribers per 100 population 2.3 20 ii) Cellular lines subscribers per 100 population 21 50 iii) Internet users per 1,000 population 1.2 5 4.5 Housing and Urban Development 77 Proportion of urban population accessing adequate housing (5) Director of Housing Quarterly and 21% 40% annually THEME 5: GOVERNANCE 5.1 Economic Governance 78 GDP Annual Growth Rate (%) 6.9 7.3 MEPD/MoF/NSO Annually 79 Income per capita (US$) 380.1 726.6 MEPD/MoF Annually 80 Inflation Rate (%) 8.7 5.9 MEPD/MoF Annually 81 Domestic debt as percentage of GDP (%) 21.9 20.1 MEPD/MoF Annually 82 Fiscal deficit as percentage of GDP (%) 1.6 0.2 MEPD/MoF Annually 83 Bank Lending Rate (%) 13 10 RBM/MoF/MEPD Annually 5.2 Corporate Governance 84 Corruption Perception Index [CPI] (Ranking ) 89 50 ACB Annually 182 5.3 Democratic Governance 5.3.1 Justice and Rule of Law 85 Percentage of population accessing justice system (%): (i) Informal 73 85 MoJ Quarterly 27 43 (ii) Formal 86 Prosecution rate (%) 49 55 MoJ Quarterly 5.3.2 Human Rights 87 Number of Reported Human Rights violation cases effectively resolved 380 500 Annually 5.3.3 Election 88 Free and fare election qualitative qualitative MEC Annually 5.3.4 Peace and Security 89 Crime Rate per 100,000 656 512 Police Annually 90 Police Population Ratio 1:1,346 1:1,318 Police Annually 91 Warder Prisoner Ratio 1:11 1:8 Police Annually 5.3.5 Public Sector Management 92 Proportion of the population satisfied with public services 40 65 MEJN/MEPD/MoLG&RD Annually 6.0 CROSS CUTTING ISSUES 6.1 Gender 93 Proportion of women in decision making positions in the Civil Service (%) 23 50 MoCGCD Annually 94 Proportion of women in national Parliament (%) 22 50 MoCGCD Annually 95 Gender Development Index (GDI) 0.639 1.0 MoCGCD Annually 96 Percentage of reported cases of Gender Based Violence (%) 20 70 MoCGCD Annually 6.2 Capacity Development 97 Number of public servants trained ( Diploma, Bachelors, Masters, PhDs) 50 240 DPSM Annually 6.3 Research and Development 98 Share of Govt. Expenditure on Research and Development (GovERD)/ GDP Ratio 0.33 1 NCST Annually 99 Technology absorption rate (%) 30 40 NCST Annually 100 Number of industrial property rights and works registered 297 Rights 1800 rights NCST Annually 24,000 works 55,500 works 183