Vision 2020

THE NATIONAL LONG-TERM DEVELOPMENT PERSPECTIVE

National Economic Council, Malawi
Acknowledgements
This report has been produced as part of the Malawi National long-term Perspective
Study (NLTPS) Project. The overall leadership for the study was provided by Mr
Alex Gomani and Mr Ted A. Kalebe, Principal Secretaries of National Economic
Council.
The Project was directed by Dr Henry Ng'ombe, Deputy Chief Economist
(Planning) and he was assisted by Miss Colleen Zamba then Assistant Chief
Economist.
The Core Team consisted of Dr Anthony Mawaya (Team Leader); Dr Charles L.
Chanthunya, Late Mr Josephat M. Chikadza, Mr Zangazanga D. Chikhosi, Mrs
Hendrine Givah, Mr Dan Kamwaza, Mrs Mercy Kanyuka, Mr Ian N. Kumwenda,
Dr Maxwell Mkwezalamba and Dr Naomi Ngwira.
Substantive contributions to this work were made by Working Group Members and
Networkers drawn from the public and private sectors including Non Governmental
Organization (NGOs).
Acknowledgements also go to various stakeholder groups, which were consulted.
The whole Vision exercise had the support and encouragement of Honourable
A4eke K. Banda, the Right Honourable Justin Malewezi, and Honourable Cassim
Chilumpha SC., M.P. who served as Ministers of Finance during the period of the
study.
The assistance provided by the UNDP in the preparation of the study is gratefully
acknowledged.
Miss Manganaye Clare Kambauwa and Mrs Agnes Lisuntha-Banda did the word
processing of the document. Miss Anne Munthali provided initial administrative
support to the study.

TABLE OF CONTENTS
CONTENTS
Chapter 1 - Overview
Chapter 2 - Good Governance
Chapter 3 - Achieving Sustainable Economic Growth And Development
Chapter 4 - Achieving A Vibrant Culture
Chapter 5 - Developing Economic Infrastructure
Chapter 6 - Food Security and Nutrition
Chapter 7 - Human Resource Development and Management
Chapter 8 - Achieving Science And Technology - Led Development
Chapter 9 - Fair And Equitable Distribution Of Income
Chapter 10 - Natural Resource And Environmental Management

CHAPTER 1
OVERVIEW
1.0
THE NEED FOR A VISION
1.1
THE CONCEPTUAL FRAMEWORK FOR DEVELOPING THE VISION
1.1.1
LONG-TERM STRATEGIC THINKING
1.1.2
SHARED VISION AND VISIONARY LEADERSHIP
1.1.3
CITIZENS PARTICIPATION
1.1.4
SCENARIOS PLANNING
1.1.5
STRATEGIC MANAGEMENT AND NATIONAL LEARNING
1.2
PROCEDURAL PHASES IN DEVELOPING THE VISION
1.3
THE MALAWI VISION PROCESS
1.4
THE VISION STATEMENT
1.5
THE STRATEGIC CHALLENGES FOR MALAWI
1.5.1
GOOD GOVERNANCE
1.5.2
SUSTAINABLE ECONOMIC GROWTH AND DEVELOPMENT
1.5.3
VIBRANT CULTURE
1.5.4
ECONOMIC INFRASTRUCTURE
1.5.5
SOCIAL SECTOR DEVELOPMENT
1.5.6
SCIENCE AND TECHNOLOGY-LED DEVELOPMENT
1.5.7
FAIR AND EQUITABLE DISTRIBUTION OF INCOME AND WEALTH
1.5.8
FOOD SECURITY AND NUTRITION
1.5.9
SUSTAINABLE NATURAL RESOURCE AND ENVIRONMENTAL
MANAGEMENT

CHAPTER 2
GOOD GOVERNANCE
2.1
ASPIRATIONS ON GOOD GOVERNANCE
2.2
STRATEGIC CHALLENGES AND OPTIONS
2.2.1
ENHANCING NATIONAL UNITY
2.2.1.1
Strategic Challenge

2.2.1.2
2.2.2
THE

Strategic Options
ENHANCING AND SUSTAINING POLITICAL PARTICIPATION BY

GENERAL POPULACE
2.2.2.1
Strategic Challenge
2.2.2.2
Strategic Options
2.2.3
IMPROVING INTERNAL SECURITY
2.2.3.1
Strategic Challenge
2.2.3.2
Strategic Options
2.2.4
INCREASING AWARENESS OF HUMAN RIGHTS AND CIVIC
RESPONSIBILITIES
2.2.4.1
Strategic Challenge
2.2.4.2
Strategic Options
2.2.5
ENHANCING AND SUSTAINING THE RULE OF LAW AND
RESPECT FOR
HUMAN RIGHTS
2.2.5.1
Strategic Challenge
2.2.5.2
Strategic Options
2.2.6
PROMOTION OF SEPARATION OF POWERS, CHECKS AND
BALANCES
2.2.6.1
Strategic Challenge
2.2.6.2
Strategic Options
2.2.7
ATTAINING ACCOUNTABILITY AND A CORRUPTION FREE
SOCIETY
2.2.7.1
Strategic Challenge
2.2.7.2
Strategic Options
2.2.8
IMPROVING THE ROLE AND PERFORMANCE OF THE PUBLIC
SECTOR
2.2.8.1
Strategic Challenge
2.2.8.2
Strategic Options
2.2.9
ENCOURAGING THE SPIRIT OF NATIONAL SERVICE AND SELFHELP
2.2.9.1
Strategic Challenge
2.2.9.2
Strategic Options
2.2.10
CREATING CAPACITY IN POLITICAL AND STRATEGIC-STUDIES
2.2.10.1 Strategic Challenge
2.2.10.2 Strategic Options
2.2.11
NURTURING AND CHOOSING FORESIGHTED LEADERS
2.2.11.1 Strategic Challenge
2.2.11.2 Strategic Options

CHAPTER 3
ACHIEVING SUSTAINABLE ECONOMIC GROWTH AND
DEVELOPMENT

3.1
3.2
3.2.1
3.2.1.1
3.2 1.2
3.2.2
3.2.2.1
3.2.2.2
3.2.3
3.2.3.1
3.2.3.2
3.2.4
3.2.4.1
3.2.4.2
3.2.5
3.2.5.1
3.2 5.2
3.2.6
3.2.6.1
3.2.6.2
3.2.7
3.2.7.1
3.2.7.2
3.2.8
3.2.8.1
3.2.8.2

ASPIRATIONS TO ACHIEVING SUSTAINABLE GROWTH AND

DEVELOPMENT
STRATEGIC CHALLENGES AND OPTIONS
DEVELOPING THE MANUFACTURING SECTOR
Strategic Challenges
Strategic Options
DEVELOPING THE MINING SECTOR
Strategic Challenge
Strategic Options
DEVELOPING AGRICULTURE
Strategic Challenge
Strategic Options
INCREASING SAVINGS AND INVESTMENT
Strategic Challenge
Strategic Options
DEVELOPING THE FINANCIAL SECTOR
Strategic Challenge
Strategic Options
DEVELOPING DOMESTIC AND INTERNATIONAL TOURISM
Strategic Challenge
Strategic Options
DEVELOPING BUSINESS CULTURE
Strategic Challenge
Strategic Options
MAKING MALAWI AN EXPORT-ORIENTED ECONOMY
Strategic Challenge
Strategic-Options

CHAPTER 4
ACHIEVING A VIBRANT CULTURE
4.1
ASPIRATIONS FOR A VIBRANT CULTURE
4.2
STRATEGIC CHALLENGES AND OPTIONS
4.2.1
DEVELOPING A POSITIVE WORK ETHIC
4.2.1.1
Strategic Challenge
4.2.1.2
Strategic Options
4.2.2
STRENGTHENING SELF-RELIANCE AND COMMUNITY
PARTICIPATION
4.2.2.1
Strategic Challenge
4.2.2.2
Strategic Options
4.2.3
RESTORING SELF-CONFIDENCE AND PRIDE IN BEING
MALAWIAN
4.2.3.1
Strategic Challenge
4.2 3 2
Strategic Options
4.2.4
REDUCING GENDER INEQUALITY

4.2.4.1
4.2.4.2
4.2.5
FOR

Strategic Challenge
Strategic Options
ENHANCING SPIRITUALISM AS AN ETHICAL AND MORAL BASE

VIBRANT CULTURE
4.2.5.1
Strategic Challenge
4.2.5.2
Strategic Options
4.2.6
REDUCING DISPARITIES BETWEEN POPULATION GROUPS IN
ECONOMIC
DEVELOPMENT
4.2.6.1
Strategic Challenge
4.2.6.2
Strategic Options
4.2.7
PROMOTING CULTURAL PRACTICES THAT ENHANCE HEALTH
4.2.7.1
Strategic Challenge
4.2.7.2
Strategic Options
4.2.8
PROMOTING CULTURAL VALUES THAT SUPPORT GOOD
MANAGEMENT
OF NATURAL RESOURCES AND THE ENVIRONMENT
4.2.8.1 Strategic Challenge
4.2.8.2 Strategic Options

CHAPTER 5
DEVELOPING ECONOMIC INFRASTRUCTURE
5.1
ASPIRATIONS FOR GOOD ECONOMIC INFRASTRUCTURE
5.2
STRATEGIC CHALLENGES AND OPTIONS
5.2.1
IMPROVING PHYSICAL PLANNING
5.2.1.1
Strategic Challenge
5.2 1.2
Strategic Options
5.2.2
ROADS DEVELOPMENT
5.2.2.1
Strategic Challenge
5.2.2.2
Strategic Options
5.2.4
WATER TRANSPORT DEVELOPMENT
5.2.4.1 Strategic Challenge
5.2 4.2 Strategic Options
5.2.5
INCREASING USE OF AIR TRANSPORT
5.2.5.1 Strategic Challenge
5.2.5.2 Strategic Options
5.2.6
IMPROVING RURAL TRANSPORT
5.2.6.1 Strategic Challenge
5.2.6.2 Strategic Options
5.2.7
PROMOTING EFFICIENT ELECTRICITY SUPPLY AND
DISTRIBUTION
5.2.7.1 Strategic Challenge
5.2.7.2 Strategic Options

5.2.8
5.2.8.1
5.2.8.2
5.2.9
5.2.9.l
5.2.9.2
5.2.10
5.2.10.1
5.2.10.2
5.2.11
5.2.11.1
5.2.11.2
5.2.12
5.2.12 1
5.2.12.2
5.2.13
5.2.13.1
5.2.13.2

IMPROVING SUPPLY OF PETROLEUM PRODUCTS

Strategic Challenge
Strategic Options
REDUCING DEPENDENCE ON FUELWOOD
Strategic Challenge
Strategic Options
IMPROVING COMMUNICATIONS
Strategic Challenge
Strategic Options
INCREASING ACCESS TO WATER
Strategic Challenge
Strategic Options
IMPROVING SANITATION SERVICES
Strategic Challenge
Strategic Options
IMPROVING THE CONSTRUCTION INDUSTRY
Strategic Challenge
Strategic Options

CHAPTER 6
FOOD SECURITY AND NUTRITION
6.1
ASPIRATION FOR FOOD SECURITY AND NUTRITION
6.2
STRATEGIC CHALLENGES AND OPTIONS
6.2.1
INCREASING FOOD CROP PRODUCTION
6.2.1.1
Strategic Challenge
6.2.2.2
Strategic Options
6.2.3
IRRIGATION DEVELOPMENT
6.2.3.1
Strategic Challenge
6.2 3.2
Strategic Options
6.2.4
IMPROVING THE EFFICIENCY OF MARKETS
6.2.4.1
Strategic Challenge
6.2.4.2
Strategic Options
6.2.5
IMPROVING LAND UTILIZATION AND MANAGEMENT
6.2.5.1
Strategic Challenge
6.2.5.2
Strategic Options
6.2.6
REDUCING POST HARVEST LOSSES
6261
Strategic Challenge
6262
Strategic Options
6.2.7
IMPROVING DISASTER MANAGEMENT
6.2.7.1
Strategic Challenge
6.2.7.2
Strategic Options
6.2.8
IMPROVING NUTRITIONAL STATUS
6281
Strategic Challenge
6.2.8.2
Strategic Options

6.2.9
PROMOTING NON-FARM INCOME GENERATING ACTIVITIES
6.2.9.1
Strategic Challenge
6.2.9.2
Strategic Options
6.2.l0
ECONOMIC EMPOWERMENT FOR VULNERABLE GROUPS
6.2.10.1 Strategic Challenge
6.2.10.2 Strategic Options
6.2.11
IMPROVING POLICY ANALYSIS
6.2.11.1 Strategic Challenge
6.2.11.2 Strategic Options

CHAPTER 7
HUMAN RESOURCE DEVELOPMENT AND MANAGEMENT 60
7.1
ASPIRATIONS IN HUMAN RESOURCE DEVELOPMENT AND
MANAGEMENT
7.2
STRATEGIC CHALLENGES AND OPTIONS
7.2.1
IMPROVING HEALTH
7.2.1.1
Strategic Challenge
7.2.1.2
Strategic Options
7.2.2
IMPROVING EDUCATION
7.2.2.1
Strategic Challenge
7.2.2.2
Strategic Options
7.2.3
REDUCING POPULATION GROWTH
7.2.3.1
Strategic Challenge
7.2.3.2
Strategic Options
7.2.4
HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT
7.2.4.1
Strategic Challenge
7.2 4.2
Strategic Options

CHAPTER 8
ACHIEVING SCIENCE AND TECHNOLOGY-LED DEVELOPMENT
8.1
ASPIRATIONS FOR SCIENCE AND TECHNOLOGY-LED
DEVELOPMENT
8.2
STRATEGIC CHALLENGES AND OPTIONS IMPROVING
SCIENCE AND
TECHNOLOGY EDUCATION, TRAINING AND CULTURE
8.2.1.1
Strategic Challenge
8.2.1.2
Strategic Options
8.2.2
PROMOTION AND COMMERCIALIZATION OF RESEARCH AND
DEVELOPMENT
8.2.2.1
Strategic Challenge
8.2.2.2
Strategic Options
8.2.3
PROMOTING THE TRANSFER AND ADAPTATION OF NEW AND
EMERGING TECHNOLOGIES

8.2.3.1
8.2.3.2
8.2.4
8.2.4.1
8.2.4.2
8.2.5
8.2.5.1
8.2.5.2
8.2.6
8.2.6.1
8.2.6.2

Strategic Challenge
Strategic Options
PROMOTING ENVIRONMENTALLY-SOUND TECHNOLOGIES
Strategic Challenge
Strategic Options
ACHIEVING EFFECTIVE SCIENCE AND TECHNOLOGY
Strategic Challenge
Strategic Options
PROMOTING USE OF INFORMATION TECHNOLOGY
Strategic Challenge
Strategic Options

CHAPTER 9
FAIR AND EQUITABLE DISTRIBUTION OF INCOME
9.1
ASPIRATIONS FOR A FAIR AND EQUITABLE DISTRIBUTION OF
INCOME
9.2
STRATEGIC CHALLENGES AND OPTIONS
9.2.1
REDUCING UNEMPLOYMENT
9.2.1.1
Strategic Challenge
9.2.1.2
Strategic Options
9.2.2
ACCELERATING ENTERPRISE DEVELOPMENT
9.2.2.1
Strategic Challenge
9.2.2.2
Strategic Options
9.2.3
IMPROVING TENANCY ARRANGEMENTS
9.2.3.1
Strategic Challenge
9.2.3.2
Strategic Options
9.2.4
IMPROVING SMALLHOLDER AGRICULTURE
9.2.4.1
Strategic Challenge
9.2 4.2
Strategic Options
9.2.5
IMPROVING MARKETING SYSTEMS
9.2.5.1
Strategic Challenges
9.2.5.2
Strategic Options
9.2.6
IMPROVING ACCESS TO LAND
9.2.6.1
Strategic Challenges
9.2 6.2
Strategic Options
9.2.7
REDUCING GENDER INEQUALITY
9.2.7.1
Strategic Challenges
9.2.7.2
Strategic Options
9.2.8.
ADDRESSING DISABILITY ISSUES
9.2.8.1
Strategic Challenge
9.2.8.2
Strategic Options
9.2.9
INCREASING SOCIAL SERVICES
9.2.9.1
Strategic Challenge
9.2.9.2
Strategic Options

9.2.10
9.2.10.1
9.2.10.2
9.2.11
9.2.11.1
9.2.11.2
9.2.12
9.2.12.1
9.2.12.2

IMPROVING RURAL WATER SUPPLY

Strategic Challenge
Strategic Options
IMPROVING RURAL TRANSPORT
Strategic Challenge
Strategic Options
IMPROVING HOUSING
Strategic Challenge
Strategic Options

CHAPTER 10
NATURAL RESOURCE AND ENVIRONMENTAL MANAGEMENT
10.1
ASPIRATIONS TO NATURAL RESOURCES AND
ENVIRONMENTAL
MANAGEMENT
10.2
STRATEGIC CHALLENGES AND OPTIONS
10.2.1
CONTROLLING LAND DEGRADATION
10.2.1.1 Strategic Challenge
10.2.1.2 Strategic Options
10.2.2
ARRESTING DEFORESTATION
10.2.2.1 Strategic Challenge
10.2.2.2 Strategic Options
10.2.3
PREVENTING DEGRADATION AND DEPLETION OF WATER
RESOURCES
10.2.3.1 Strategic Challenge
10.2.3.2 Strategic Options
10.2.4
DEVELOPING FISHERIES
10.2.4.1 Strategic Challenge
10.2.4.2 Strategic Options
10.2.5
DEVELOPING THE WILDLIFE SECTOR
10.2.5.1 Strategic Challenge
10.2.5.2 Strategic Options
10.2.6
RESTORING AND CONSERVING BIODIVERSITY
10.2.6.1 Strategic Challenge
10.2.6.2 Strategic Options
10.2.7
DEVELOPING HUMAN SETTLEMENTS
10.2.7.1 Strategic Challenge
10.2.7.2 Strategic Options
10.2.8
CONTROLLING AIR POLLUTION AND MANAGING CLIMATE
CHANGE
ISSUES
10.2.8.1 Strategic Challenge
10.2.8.2 Strategic Options
10.2.9
PREVENTING NOISE POLLUTION

10.2.9.1 Strategic Challenge

10.2.9.2 Strategic Options
10.2.10
MANAGING HAZARDOUS SUBSTANCES AND WASTES
10.2.10.1 Strategic Challenge
10.2.10.2 Strategic Options
10.2.11 ERADICATING POVERTY AND CONTROLLING POPULATION
GROWTH
10.2.11.1 Strategic Challenge
10.2.11.2 Strategic Options
10.2.12
POLITICAL ADVOCACY FOR PROPER MANAGEMENT OF
ATURAL
RESOURCES AND THE ENVIRONMENT
10.2.12.1 Strategic Challenge
10.2.12.2 Strategic Options

Development planning in Malawi has since independence in 1964 been guided by

short to medium terms plans. Ten year "Statement of Development Policies"
provided the framework for preparing these short to medium term plans. This
approach, however, has resulted in limited social and economic progress. Poverty
has become wide spread, provision of social services has increasingly become
inadequate, and food insecurity has increased. This situation has been worsened by
the high prevalence of HIV/AIDS. In addition, macroeconomic variables like
government budget deficit and the balance of payments have not been satisfactory.
Malawi risks losing some of the progress made, if the prevailing trends are not
arrested.
It is now recognized that, in the absence of long term shared Vision, it will be very
difficult to make meaningful progress.
I am pleased that using the participatory approach Malawi has completed a study of
its development prospects. Vision 2020 should not be a mere slogan, rather it
should evoke our determination to create a better future for Malawi.
I urge all of us to be forthcoming when it comes to translating this Vision of a
prosperous Malawi into reality.

DR. BAKILI MULUZI

PRESIDENT OF THE REPUBLIC OF MALAWI

PREFACE
Publication of the Malawi Vision 2020 is a culmination of a national exercise that
started in January, 1996. The document is to serve as a base for the preparation of
short and medium-term plans that will lead to the Vision that Malawians see for the
year 2020. The Vision 2020, which defines national goals, policies and strategies,
will improve development management. The Vision 2020 exercise provides
Government with a wealth of information on what Malawians would like to
achieve.
A natural Vision provides a framework in which a country formulates, implements
and evaluates short and medium-term plans. It provides detailed background
information and justification for the aspirations of the people of the country and the
recommended strategies for achieving the aspirations. With this framework,
Government departments and private organizations, are able to prepare detailed
projects and activities. The Vision also captures the multisectoral nature of
development, as it comprises social, cultural as well as political changes.
The conceptual framework for developing the vision is adapted from the National
Long-term Perspective Studies (NLTPS) approach formulated by the African
Futures Group in Abidjan. The NLTPS methodology is used as a tool for
development management. It emphasizes the following conceptual elements:
strategic long-term thinking shared vision and visionary leadership, citizen
participation, scenario planning, strategic management and national learning.

JUSTIN C. MALEWEZI
VICE PRESIDENT AND MINISTER OF FINANCE

STATEMENT FROM OPPOSITION PARTIES

Development of our beautiful country, Malawi, is the responsibility of all citizens who are
potential beneficiaries. People enjoy the fruits of their hard work when their aspirations are
achieved. The exercise in identifying people's aspirations, which has culminated in this shared
vision has therefore been an important process.
Throughout the country, Malawians have voiced their views on many aspects of our society.
They want to have good governance which should embrace transparency, accountability,
fairness, and clean politics and devoid of corruption, regionalism and nepotism. Malawians
also aspire to have their country developed economically in all sectors including agriculture,
manufacturing and mining. For our economy to progress, Malawians would like to see to it
that the increasing lack of security in the country is curbed. It is also pleasing to note that the
people seek environmental conservation. Among their other aspirations, Malawians crave for
a vibrant culture, a high standard of education and adequate health services.
I have no doubt that we all agree that these are noble objectives and Malawi Vision 2020
therefore, presents a challenge to the present Government and all future governments. Indeed,
Vision 2020 is a challenge to all religious organizations, non- - governmental organizations,
(NGOs), public officers, chiefs, businessmen, industrialists, farmers and all other citizens.
It would be remiss on my part if I did not express gratitude to the United Nations
Development Programme (UNDP) for funding the Malawi Vision 2020 project, which has
facilitated the formulation of the Vision. would also like to congratulate members of the Core
Team and the Working Group and all those who participated in the process on the
achievement of the task.
Last, but not least, it is my humble duty to call on all Malawians, regardless of their religious
or political affiliations, to work hard and strive for the achievement of our aspirations by the
year 2020.

Gwanda Chakuamba, M. P.
PRESIDENT, MALAWI CONGRESS PARTY

MALAWI VISION 2020 STATEMENT

Malawians produced this Vision Statement after nationwide consultations, network activities and national
workshops

By the year 2020, Malawi as a Godfearing 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 being a technologically driven
middle-income economy.

CHAPTER 1
OVERVIEW
1.0 THE NEED FOR A VISION
Since attaining political independence in 1964, the Malawi Government has been
concerned with addressing various development issues. During the 1%Os and
1970s, the approach to development planning was mixed. It comprised an approach
oriented towards state intervention but at the same time allowing for private
enterprise to thrive. However, such private enterprise had heavy political
underpinnings especially in the ownership of estates but also in how the Press
Groupl crowded out other private initiatives. The private sector was also overregulated as evidenced by government price controls and various administrative
and legal controls. Emphasis was on the agriculture sector, that is, farming
enterprises and agro-based industries. The manufacturing sector was not actively
promoted.
Development management was approached through medium term plans covering
ten-year periods. The first 'Statement of Development Policies (DEVPOL)"
covered the period 1971 to 1980. The second covered the period from 1987 to
1996. In addition, the Government has used the Public Sector Investment
Programme (PSIP), a five-year rolling investment programme; Sectoral Policy
Framework Papers (PFPs); and the Medium Term Expenditure Frameworks
(MTEFs) as complementary development management tools.
The economy performed well in the 1960s and early 1980s registering average
annual growth rates of 6%. However, the economy's growth eventually faltered
because of external shocks - the oil crisis, drought, political instability in the region
and technological developments in the western world which created substitutes to
the country's primary implementing Structural Adjustment Programmes (SAPs)in
which the Policy Framework Paper (PFP) - a three-year rolling policy programme has been the key document for coordinating the implementation of medium-term
economic policy objectives. In addition, there have been specific sectoral
programmes on policy changes and investment covering periods of between three
to five years.
There is increasing concern that in spite of past economic growth rates which
compared favourably with other sub-Saharan countries, progress on basic long-term
development goals has been slow and somewhat disjointed. There has not been
significant social and human development. This, together with the unpredictable
nature of the global economy, has necessitated the use of long-term strategic
thinking and management of the development agenda. The Vision framework
provides one such long-term strategic approach to development management.

A long-term approach to development is seen as appropriate because most of the

development problems, including policy prescriptions, take a long time to be
implemented and to achieve their intended outcomes. The unpredictability of
economies, finance, politics and many facets of human life have made strategic
planning and management essential in corporate and development management.
In addition, the Vision is based on a long-term multi-sectoral approach. This is so
because it has been established that the hitherto economistic approach to
development has contributed to the failure to attain long-term development goals.
Development is multi-faceted and multi sectoral and involves changes in the social,
political, technological as well as economic realms. All these changes interweave
and influence each other. The new Malawi Constitution has underscored the
multimensional nature of development by describing "development" as comprising
social, cultural, political as well as economic change.
A Vision provides a framework in which a country formulates, implements and
evaluates short and medium-term plans of both the public and private sectors. It
provides detailed background information and justification for the aspirations of the
people of the country and the recommended strategies for achieving the aspirations.
However, a Vision does not provide details of projects and activities that have to be
implemented in order to realize the aspirations. Identification and implementation
of these detailed projects and activities are the responsibilities of government
departments and private organisations.
A major and important difference between the Visioning process and past medium
term planning efforts is that development relied on natural economic comparative
advantage. But the Visioning process helps the country to create the economic
competitive advantage that can lead to significant economic growth and
consequently improved material well being of its people.
1.1 THE CONCEPTUAL FRAMEWORK FOR DEVELOPING THE VISION
The conceptual framework for developing the vision is adapted from the National
Long-Term Perspective Studies (NLTPS) approach formulated by the African
Futures Group in Abidjan. The NLTPS methodology is used as a tool for setting
priorities for development and development management. It emphasizes the
following conceptual elements: strategic long-term thinking, shared vision and
visionary leadership, citizen participation, scenario planning, strategic management
and national learning. These are briefly explained below.
1.1.1 Long-Term Strategic Thinking
The need for long-term planning has been underscored by various technocrats and
scholars from very early times. It is generally agreed that a miscellaneous group of
projects, each unrelated and uncoordinated to a master plan for the development of
the economy as a whole, would take a country nowhere and may lead to chaos.

Inspite of this understanding, the concept of long-term strategic thinking has so far
been missing from most development management efforts of countries such as
Malawi. Development plans in Africa typically covered four to five year periods
while Structural Adjustment Programs (SAPS) have even shorter time horizons.
However, the importance of longer-term perspectives to development has now been
recognized especially in explaining the economic successes of countries such as
Korea, Malaysia and others in Asia.
An important element of long-term strategic thinking is for Malawi to avoid relying
solely on her "natural" comparative advantage. The country has to examine various
factors strategically and then determine what and where her national competitive
advantage will be.
1.1.2 Shared Vision and Visionary Leadership
Long term strategic thinking should incorporate a shared Vision of where the
country needs to go and how to get there. In corporate strategic management, the
importance of a shared Vision is recognized in motivating the members of the
organization to achieve corporate goals. At the national level, a worthwhile
achievable vision of the country's development priorities is one that is widely
shared and becomes a force that motivates everyone towards greater achievements
for the benefit of the country. The competitiveness of a nation is based on its ability
to mobilize domestic resources in accordance with a shared Vision of the future and
an appropriate and sustained strategy for achieving it.
Thus, the processes of formulating shared visions to guide a country's development
efforts requires, among other things, visionary leadership. This is leadership that is
constantly forward-looking, creative and strategic in its thinking as well as actions.
It also means that a way should be found to review the ever-increasing number of
development issues and agree on those that represent genuine national aspirations
and therefore, the countrys development priorities.
1.1.3 Citizens' Participation
Experience has shown that lack of popular debate over national development
policies and implementation impose severe constraints on motivation for high
productivity. Citizens should be encouraged to participate not only in forging a
shared vision for the country but also in the implementation, monitoring and
evaluation of the development process. The NLTPS process helps to create
awareness of developmental issues and needs within government and the general
public. It is intended to enlist the people's active input as well as sustained support
and interest in the resultant Vision. The success of the Vision depends on the
public's awareness of their responsibilities to achieve the Vision.
The role of technocrats is to enhance this participation and make the citizen aware
of which aspirations are technically feasible given the permutations of public,

private and community resources. This avoids creating a wish list of aspirations for
which the citizens hope that the government is their benefactor.
It is important to have this kind of approach because resources will always be
insufficient to meet all the people's wish lists. Thus, the people participate in the
decision-making process and setting of priorities and should express their thoughts
regarding the allocation of public resources. In this way, the technocrats will be
certain that the plans they have finally made reflect the legitimate aspirations of the
people. This increases the chances of success in the implementation of the final
plans.
1.1.4 Scenarios Planning
Long-term strategic thinking requires long-term forecasting. However, in today's
rapidly changing world, conventions forecasting methods are inadequate because
they cannot help to anticipate major discontinuities or raptures not easily captured
or predictable using these methods. The oil crisis of 19973-74 is a good example of
an event with major cross-impacts but which could not be forecast using
conventional methods. Similarly, innovations in biotechnology may lead to
precipitous fall in the demand for some high value agricultural products of the
developing countries and yet trend analysis or other conventional statistical
analyses may not help very much in predicting these. Instead, the use of scenarios
to forecast what is likely to happen in the futures has been found to be a more
appropriate approach to futures analyses.
Scenario planning is a technique whose aim is to achieve interactive forecasting by
using strategic intelligence from the economic, political, environmental, cultural
and technological domains. Scenario planning may also take account of past trends,
future bearing events, the role of main actors and critical uncertainities of the social
system.
Scenarios are hypothetical stories of the future which are constructed for the
purposes of focusing attention on causal processes and decision points. Since it is
often argued that unexpected changes in the external environment were partly
responsible for non-implementation of development plans in Africa, it is necessary
to anticipate such problems by planning for alternative scenarios on the out-turn of
the external factors. Scenarios ensure that plans avoid sub-optimal development
paths by exposing negative events that might happen in the future and preparing in
advance how to take care of these.
1.1.5 Strategic Management and National Learning
Steps should be taken to realize shared visions. This involves the process of
strategic management. Strategic management involves the determination of the
basic long-term goals and objectives of an enterprise, the adoption of appropriate
courses of action to achieve the long-term goals and the allocation of resources

necessary for accomplishing these goals. The concept of strategic management

treats planning and implementation as complementary activities. In the course of
implementing the activities, there is need to learn from mistakes and to steer the
course in line with the vision.
1.2

PROCEDURAL PHASES IN DEVELOPING THE VISION

The process of Visioning can be divided into five phases that are interactive:
Phase I Issues Identification
Phase II Basic Studies
Phase III: Formulating scenarios/Vision
Phase IV: Strategy Formulation
Phase V Implementation and Evaluation of the Development Strategy
Phase I is about identifying the hopes and aspirations of the people and grouping
these into themes and issues that may need detailed understanding and action.
Phase II provides the knowledge base for the design and implementation of the
national development strategy. It is necessary to emphasize that the purpose of the
studies carried out is to identify important factors which will help determine
alternative scenarios as well as the strategies for realizing preferred scenarios or
avoiding unfavourable ones. The studies must cover the economic, social, political,
environmental, cultural, and technological domains in order to provide a solid base
for an effective development strategy to be designed in Phase IV. The information
collected under the various domains constitutes a Strategic Intelligence Matrix
(SIM) - which is a systematic investigation and compilation of information relating
to all the domains mentioned above. Phase II takes advantage of existing studies
and knowledge as far as possible and focuses on themes, issues and sectors which
have significant bearing on the realization of national aspirations. The country's
internal and external environment needs to be analyzed in order to identify
strengths, weaknesses, opportunities and threats (SWOT Analysis) confronting the
nation in her endeavours to realize aspirations.
As part of the SIM, the country's historical and present situation is analyzed to
identify relevant trends and other factors, including actors. The analysis of the role
of actors is important to an understanding of future development and to the design
of appropriate development strategies.
Phase III involves constructing scenarios about the future. A country can therefore
explore alternative scenarios of it future, decide on the future vision, and work to
realize the vision.
Phase IV is concerned with strategy formulation. The chosen strategies would take
into account what the citizens desire (Phase 1), what can be done (Phase II) and
what the long-term goals or visions (Phase III) are.

Phase V is the development, implementation and evaluation of short term, medium

term and long term plans to achieve the Vision.
1.3 THE MALAWI VISION PROCESS
The main objective of Malawi's Vision 2020 is to help the Government, the private
sector and the people of Malawi to embark on a development path that arises out of
the consensus from the NLTPS process. The Vision provides the framework for
national development goals and the policies and strategies to achieve them. The
outcomes of Malawi's Visioning process are as follows:
a. a consensus between Government and the Civil Society, through a
participatory National Long-Term Perspective Study process, regarding the
long-term development direction of the country;
b. a successfully completed, nationally conducted and systematic study of
Malawi's past, present and future options for social and human development;
c. a long term framework for the government to prepare its short and medium
term plans;
d. a national participatory machinery for preparing and up-dating long-term
perspective studies on development;
e. an integrated data base on development issues affecting Malawi; and
f. a civil society sensitized to the need for, and the process of strategic
development management.
To achieve the objective of creating the Vision, the Government set up a National
Core Team (NCT) comprising 10 persons from the private sector, the Government
and the University of Malawi to manage the process. The National Core Team
(NCT) was assisted by a Working Group (WG) which comprised of over 60 people.
The WG comprised a cross-section of stakeholders such as chiefs, trade unionists,
civil servants, representatives from the private sector, interest groups, Members of
Parliament, women's groups, representatives of people with disabilities,
representatives of political parties, the Police, the Army and the media among
others.
The steps that led to the creation of the Vision and its accompanying National
Development Strategy were:
1. training of the NCT in the methodology for developing the Vision (January
1996)
1. conducting the First Vision (NLTPS) Workshop at the Kwacha Conference
Centre between February and March 1996 whose output was a Draft Vision;

2. conducting nation-wide consultations with Malawians to solicit their

aspirations and perspective of how to attain them (July September, 1996)
3. implementing various information, education and communication (IEC)
activities to increase the people's awareness of the Vision process;
4. conducting networks of Malawian experts on the various strategic issues and
actions which were identified during the First Vision Workshop at Kwacha
Conference Centre. The experts were given the task of reviewing the
background papers, the ideas from the nation-wide consultations, and all
other documentation on the Vision. The review led to the development of
strategies for achieving the Vision. The outcome of this stage of the Vision
process was a draft chapter on each of the strategic issues identified, namely:
good governance; sustainable economic growth and development; vibrant
culture; well developed economic infrastructure; food security and nutrition;
human resource development and management; science and technology-led
development; fair and equitable distribution of income; and sustainable
environmental management.
5. conducting the Second Vision (NLTPS) Workshop (January, 1997) held in
Mangochi;
6. Conducting a National Conference (November 1997) in Blantyre; and
7. Launching of the Vision by the State President, His Excellency Dr Bakili
Muluzi on March 31, 1998.
The training of the NCT lasted for four days. Although the period was short when
compared to other countries (where it lasted three weeks) the objective of exposing
and imparting the NLTPS methodology to the NCT was achieved.
During the First Vision Workshop (February 19 - 8 March, 1996) participants
(members of the NCT and WG) went through the first four phases of the NLTPS
process. Major aspirations that were identified during the workshop were grouped
under the themes of; good governance. Competitive economy, fair and equitable
distribution of income and health, food security, human resource development,
vibrant culture, socioeconomic infrastructure and science and technology-led
development in a sustainable environment. Subsequently, "sustainable
environmental management" was added as a separate strategic issue and
"Competitive Economy was changed to "Sustainable Economic Growth and
Development".
During the Workshop the country and its environment were thoroughly examined
using the strategic intelligence matrix (SIM). This was the beginning of Phase H
(basic studies) of the NLTPS methodology. Based on this analysis, several
scenarios for the future were developed. These scenarios, together with information

from Phase 1 (issues identification), were used in formulating the draft national
Vision.
The Basic Studies Phase (Phase ID, was made up of four major activities besides
the SIM from the First Workshop. These were: preparation of working documents
on each of the strategic issues; nation-wide consultations; networking; and further
refinement of SIM.
Members of the NCT wrote background papers (Working Drafts) on each strategic
issue. The aim of the papers was to provide further insight on the strategic issues.
In view of time constraints, the papers were produced solely on the basis of desk
research. The substance of the papers was complemented by information collected
during the consultations.
The aim of the consultations was to obtain the aspirations of the larger and more
diverse group of Malawians. AR districts in Malawi were visited. Consultations
were made with various groups such as students in primary and secondary schools;
the general populace in urban and rural areas; and specific interest groups such as
the judiciary, the police, trade unions, lending institutions, people with disabilities,
women's groups, youth groups, district development committees (DDCs), District
Executive Committees (DECs) and political parties. The consultations brought the
Visioning process to the people and new aspirations and strategies emerged under
each of the nine strategic issues. The extent and nature of the consultations showed
that the Vision was a result of a truly shared process.
Throughout the Visioning process, information, education and communication
(I.E.C) activities were relied upon to solicit for additional contributions of views
and ideas from Malawians. These activities took the forms of radio announcements,
advertisements, and programmes. Other IEC activities involved the print media
through newspaper articles and commentary as well as publication of some papers
on Vision 2020 from the general public.
During the Networking stage, experts in the various strategic issues analysed data
and information collected under their respective strategic issues. This material
comprised information gathered during SIM and SWOT analyses, background
papers on each strategic issue, information collected from the consultations
exercise and correspondence from Malawians within and outside the country. The
main output of the networking exercise was a chapter on each strategic issue.
One of the objectives of the Second NLTPS Vision Workshop was to review the
chapters and related action plans. Other objectives were: to review or revise the
Vision Statement since the original one was constituted as an Initial Concept; to
discuss the institutional framework for the implementation of the Vision; and to
formulate the national development strategy.

Following the Second Workshop, the chapters were revised based on the
observations made by the Workshop participants. The revised Chapters were
subjected to further discussion in consultation meetings with Cabinet and officials
and from all Government ministries and parastatal organisations.
A final draft Vision Document or Draft National Development Strategy 1997 - 2020
was tabled at a National Conference where a broader spectrum of Malawians
including representatives of Malawians living abroad participated in discussing the
final Vision 2020 documents. The Vision was then launched by the State President
Dr Bakili Muluzi on March 31, 1998 as the framework for developing Malawi for
the next 24 years as from 31st March 1998.
Concurrent with the final discussions on the Vision documents were the efforts to
translate the Vision into a computerised model. A team was set up in NEC to work
with the NCT in developing measurable indicators of the themes and sub-theme in
the Vision. These indicators and other data were used to build the model called
Threshold 21 Model for Malawi. The model will assist with strategic planning,
implementation, monitoring and evaluating achievements of Vision goals.
The National Development Strategy discussed in the subsequent Chapters is a
result of this long process of consultations culminating in the National Conference
and the launching ceremony. The Strategy as discussed in subsequent Chapters, was
founded on the aspirations of Malawians collected through nation-wide
consultations and synthesised by the NCT, Networkers and the National Working
Group.
1.4 THE VISION STATEMENT
Following nationwide consultations, network activities and national workshops,
Malawians came up with the following Vision Statement.
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 being a technologically driven middle-income country.
1.5 THE STRATEGIC CHALLENGES FOR MALAWI
Based on the discussions held at the First and Second National Long-Term
Perspective Study Workshops, the consultations with various stakeholders in
Malawi, written contributions of various Malawians including net-workers, it was
agreed that Malawians cannot achieve the proposed Vision unless they successfully
achieve the following: good governance, sustainable economic growth and
development, vibrant culture, well developed economic infrastructure, food
security and nutrition, science and technology-led development, social sector
development, fair and equitable distribution of \income and wealth, and sustainable

environmental management. The scope of these issues was defined to include

related sub-issues which are summarized below:
1.5.1 Good Governance
1. how to enhance national unity;
2. how to improve the role and performance of the public sector;
3. how to improve the role and performance of the private sector;
4. how to make Malawians aware of their rights and responsibilities;
5. how to enhance and sustain the rule of law and respect for human lights;
6. how to enhance the separation of powers and checks and balances;
7. how to enhance and sustain political participation by the general populace;
8. how to attain transparency, accountability and a corruption-free society;
9. how to nurture and elect foresighted leadership;
10.how to improve internal security,
11. how to promote political and strategic studies; and
12.how to promote national service and self-help.
1.5.2 Sustainable Economic Growth and Development
a. how to develop the manufacturing sector;
b. how to increase savings and investment;
c. how to develop the financial sector;
d. how to develop tourism;
e. how to make Malawi an export-oriented economy;
f. how to develop agriculture;
g. how to develop mining: and
h. how to develop entrepreneural culture and skills.
1.5.3 Vibrant Culture

a. how to ensure a positive work ethic;

b. how to strengthen self-reliance and community participation in local
development programmes;
c. how to restore self-confidence and pride in being Malawian;
d. how to promote cultural practices that enhance health and support good
natural resource and environmental management;
e. how to reduce gender and all other forms of inequities among social groups;
and
f. how to promote spiritualism that strengthens ethical and moral conduct.
1.5.4

Economic Infrastructure

a. how to further expand the development of infrastructure;

1.5.5 Social Sector Development
a. how to reduce illiteracy and improve the quality of education;
b. how to develop, deploy and effectively utilise human resources;
c. how to improve the education system; and
d. how to improve the availability, accessibility and quality of health services.
1.5.6 Science and Technology-Led Development
a. how to improve Science and Technology (S&T) education, training and
culture;
b. how to promote Science and Technology research and development
including commercialization;
c. how to adapt and promote transfer of new and emerging technologies;
d. how to promote environmentally-sound technologies;
e. how to achieve effective Science and Technology; and
f. how to promote implementation and use of information technology.
1.5.7 Fair and Equitable Distribution of Income and Wealth
a. how to reduce unemployment;

b. how to promote enterprise development;

c. how to reduce poverty;
d. how to raise agricultural incomes including the improvement of tenancy
arrangements;
e. how to improve access to land;
f. how to increase social services;
g. how to control population growth;
h. how to reduce gender inequalities;
i. how to address disability issues;
j. how to improve the marketing system; and
k. how to further develop infrastructure.
1.5.8 Food Security and Nutrition
a. how to increase food production;
b. how to develop the livestock sector;
c. how to develop irrigation;
d. how to improve the efficiency of markets;
e. how to improve land utilisation and management;
f. how to reduce post harvest losses;
g. how to improve the nutritional status of Malawians;
h. how to promote non-farm income generating activities;
i. how to attain effective disaster management; how to economically empower
the poor in Malawi; and
j. how to improve policy analysis.
1.5.9 Sustainable Natural Resource and Environmental Management
a. how to prevent and control land degradation;

b. how to attain sustainable utilization of forests;

c. how to promote effective sound water resources management;
d. how to reduce the threat to biological diversity;
e. how to develop the human habitat;
f. how to control high population growth;
g. how to prevent and control air pollution and climate change;
h. how to control noise pollution;
i. how to prevent improper management of industrial and hazardous wastes;
and
j. how to enhance political advocacy for natural resources and the
environment.
The above challenges and the strategies for tackling them are presented from
Chapter 2 to Chapter 10 of this Volume and in Volume II. While this Volume is a
summary of the Vision and strategies, Volume H is a more detailed technical
presentation of the challenges and strategies. In both volumes, the challenges are
presented in the same sequential order. Chapter One is the introduction.. Chapter
Two presents the issues on good governance. Chapter Three presents the issues on
sustainable economic growth and development. Chapter Four presents the issues
for creating a vibrant culture for Malawi. Chapter Five is a presentation of the
issues on economic infrastructure. Chapter Six presents the issues on food security
and nutrition. Chapter Seven looks at social sector developments emphasising
health, education and population. Chapter Eight presents issues on achieving a
science and technology-led development. Chapter Nine discusses fair and equitable
distribution of income and wealth. Lastly, Chapter Ten discusses the issues of
natural resources and environmental management.

CHAPTER 2
2 GOOD GOVERNANCE
2.1 Aspirations on Good Governance
Malawians aspire to be united, secure and democratically nature with
socioeconomic development spread to all parts of the country.
The Government will operate in an environment of transparency, accountability and
rule of law. There will be effective participation of all citizens in the governing of
the country coupled with clear separation of powers between the three branches of
government: the executive, the legislature and the judiciary. The Government will
operate according to the principle of merit in all public appointments.
Malawians, fully recognizing the fact that good governance is not only confined to
the public sector, but also the private sector and civil society, will be fully aware of
their civil and human rights as well as responsibilities and obligations to society.
There will be protection of human rights and freedoms to internationally acceptable
standards. The country will be led by foresighted leaders within the confines of a
constitution that reflects the wishes, values and needs of the people. The country
will achieve enhanced capabilities in political and strategic studies.
2.2 Strategic Challenges and Options
To meet the above aspirations the following strategic issues or challenges need to
be dealt with:
i.

enhancing national unity;

ii.

making Malawians aware of their civil and human rights and responsibilities;

iii.

improving and sustaining the rule of law and respect for human rights;

iv.

enhancing the role and performance of the public sector;

v.

creating an enabling environment for private enterprise,

vi.

enhancing the separation of powers, checks and balances of the three

branches of government;

vii.

encouraging political participation by the general populace;

viii.

nurturing and appointing foresighted leaders;

ix.

improving internal security; and

x.

creating capacity in political and strategic studies.

2.2.1 Enhancing National Unity

2.2.1.1 Strategic Challenge
There is a general perception of the country being divided along regional and tribal
lines owing partly to regional disparities in development. The challenge, therefore,
is to find ways of addressing the perception of disunity and ensuring regional
balance in development.
2.2.1.2 Strategic Options
Options for enhancing national unity and social cohesion include:
1. targeting families, households, villages, districts and the nation as a whole
with civic education and awareness campaigns that enhance national unity;
2. defining and promoting national identity and national symbols;
3. building national political institutions;
4. strengthening patriotism through civic awareness and youth training
programmes;
5. encouraging cultural or tribal interaction through exchange visits, national
days and cultural shows;
6. reducing imbalances in development through regional planning;
7. selecting pupils to secondary without basing on district of origin;
8. encouraging political parties to formulate specific ideologies with which
they can be identified and enable the electorate to vote on the basis of issues
rather than region.
2.2.2 Enhancing and Sustaining Political Participation by the General
Populace
2.2.2.1 Strategic Challenge
There is a problem of weakening political participation by the general populace,
which is evidenced partly by voter apathy. Participation is inhibited by illiteracy,
poverty and other social factors. The legacy of oppressive political regime of the
first three decades of independent Malawi has contributed to this situation. The
challenge therefore is how to make people aware of their participation in the
political process.
2.2.2 Strategic Options

Political participation can be enhanced and sustained through:

i.

developing mass membership political parties and intensifying their

activities;

ii.

creating mass movements for children and teenagers to enhance their

political socialization process;

iii.

forming groups or fora where local people can communicate their views on
public issues and exert pressure on decision makers;

iv.

reviewing the Constitution to enable recall of political leaders who are

unproductive;

v.

consulting the youth and other stakeholders in the formulation of policies;

vi.

creating an environment conducive to increased participation of women in

politics;

vii.

decentralizing functions and devolving powers to local communities; and

viii.

ensuring that chiefs participate in policy making and governance.

2.2.3 Improving Internal Security

2.2.3.1 Strategic Challenge
There is increasing crime rate in Malawi, which is creating feelings of insecurity. It
is constraining people from enjoying their democratic rights, and scares away local
and foreign investors. The security institutions are ineffective and have inadequate
resources to fulfil their functions. In some cases the law is lenient on offenders
while in other cases the law is interpreted and applied leniently. The challenge,
therefore, is to ensure the safety of all the people and their property.
2.2.3.2 Strategic Options
To improve internal security, the options include:
i.

reviewing laws, toughening penalties and their enforcement, as well as

intensifying policing with community involvement;

ii.

proper screening of asylum seekers and other aliens to prevent entry into the
country of illegal arms and criminals;

iii.

implementing better human resources training and management;

iv.

reviewing incentives for security personnel regularly;

v.

providing more and better equipment for security institutions;

vi.

increasing vigilance in the legal and security institutions;

vii.

clarifying guidelines and properly scrutinizing the circumstances for granting

of bail; and

viii.

increasing opportunities for gainful employment.

2.2.4 Increasing Awareness of Human Rights and Civic Responsibilities

2.2.4.1 Strategic Challenges
Malawians are generally unaware of the rights provided for in the constitution.
They have also generally interpreted the democratic system as rights to disrespect
laws, rules, traditions, and to mean they have no responsibilities or obligations to
society.
The challenge is to make Malawians understand and appreciate the Constitution
and the rights and responsibilities contained therein; improving reporting systems;
and prosecuting cases where other people's rights have been infringed upon and the
rule of law has not been respected.
2.2.4.2 Strategic Options
Options for increasing awareness of human rights and civic responsibilities include:
i.

promoting the independence and responsibility of mass media institutions so

that they can report on cases of breaking the law;

ii.

intensifying civic education and school curricula on rights, responsibilities

and respect for the law;

iii.

increasing access to legal aid;

iv.

undertaking legal reforms to enhance the protection of rights;

v.

respecting customary or traditional laws where necessary; and

vi.

re-introducing traditional courts at chieftainship levels.

2.2.5 Enhancing and Sustaining the Rule of Law and Respect for Human
Rights
2.2.5.1 Strategic Challenge
The rule of law and respect for human rights are basic foundations of Malawi's
democratic system. However, there is currently widespread, misunderstanding of
the meaning of democracy and human rights.

The challenge is how to ensure that laws and human rights are respected by all and
serve as the basis for democratic behaviour.
The challenge also lies in increasing resources for legal aid activities to make legal
advice available to the public and in assisting paralegal NGOs, which provide civic
education.
2.2.5 2 Strategic Options
The following are options for enhancing and sustaining rule of law and respect for
human rights:
i.

enhancing civic education on women and the law in Malawi;

ii.

providing law texts in educational institutions;

iii.

training lay-magistrates in issues of law and human rights;

iv.

strengthening institutions that deal with law and human rights;

v.

speeding up legal reform and strategies for implementation of these reforms;

vi.

stepping up the training of lawyers in case work and reorganizing the

Ministry of Justice; and

vii.

reconciling customary law with written law.

2.2.6 Promotion of Separation of Powers, Checks and Balances

2.2.6.1 Strategic Challenge
The maturity of the democratic process depends, in large part, on the separation of
powers, checks and balances of the three branches of government. It is perceived
that the various branches of government sometimes interfere in each other's roles.
The challenge is to promote separation of powers and checks and balances between
the Executive, Legislative and Judicial branches of the government.
2.2.6.2 Strategic Options
Options for promoting the separation of powers, checks and balances include:
i.

making leaders in all the three branches of government aware of their

respective roles;

ii.

instituting transparent and merit based criteria for recruitment; removal and
evaluation of personnel in the judiciary; and

iii.

providing more resources and training to increase the professional and

administrative capacities of judicial personnel.

2.2.7 Attaining Accountability and a Corruption Free Society

2.2.7.1 Strategic Challenge
There is a general feeling that corruption is rampant in work places both private and
public, and leaders are not accountable in the use of resources and in decisionmaking.
The challenge is to eradicate corruption and attain accountability in decisionmaking. Other challenges include making the populace aware of the advantages of
accountability and disadvantages of corruption; and exposing and punishing
offenders accordingly.
2.2.7.2 Strategic Options
The options available to attain accountability and reduce corruption include:
i.

introducing more effective budgetary procedures;

ii.

intensifying internal audit and methods of monitoring the use of resources;

iii.

strengthening the capacities for and tightening the rules of operation of the
Auditor General, the Treasury, the Anti-Corruption Bureau, the Office of the
Ombudsman, and the Public Accounts Committee;

iv.

appointment of personnel to these institutions basing on merit;

v.

sensitizing people to the costs of corruption and creating a culture that is

hostile to and exposes corruption;

vi.

instituting tight and transparent materials and equipment procurement

procedures; and

vii.

protecting and rewarding those who expose corruption.

2.2.8 Improving the Role and Performance of the Public Sector

2.2.8.1 Strategic Challenge
The public service in Malawi is generally weak, inefficient and lacks client
orientation in delivering services. It also lacks transparency and is slow in
facilitating private sector development. Public administration is generally poor and
this is worsened by dysfunctional political influence on the civil service.
The major challenge for improving the performance of the public sector is to make
it strong, efficient, pro-active, impartial and non-partisan.
2.2. 8.2 Strategic Options
Strategic options to improving the role and performance of the public sector
include:

i.

rationalizing the civil service to remove among other things overlaps in

departmental and ministerial functions as well as removing ghost workers;

ii.

continuing with privatization of some public functions;

iii.

decentralization of some activities;

iv.

applying of modem management skills to improve decision making;

v.

recruiting and promoting personnel based on merit; and

vi.

developing client/customer orientation.

2.2.9 Encouraging the Spirit of National Service and Self-Help

2.2.91 Strategic Challenge
The major obstacles to enhancing the spirit of national service and self-help include
people's wrong perception of national service and self-help as enslavement; low
education; and political leaders making promises of government's providence.
There is weak local government and community participation in programme
formulation and implementation. This is caused by such factors as general apathy
and lack of motivation by Malawians, to take charge of their individual and
collective destiny; over-centralization of government functions; high illiteracy
rates; low civic awareness; and dependence on government for the provision of
goods and services.
The challenge is to make Malawians appreciate the need and importance of national
service and self-help and to make them act and balance in ways that promote these
values.
2.2.9.2 Strategic Options
Options available include:
i.

encouraging those with special skiffs, for example lecturers, engineers, and
others to reserve a few days in a month for national service;

ii.

creating programmes aimed at encouraging to developing the country;

iii.

encouraging the youth to engage in national service at college and secondary

school levels through programmes such as Boys/Girls scouts, summer camps
and others; and

iv.

promoting voluntary social service associations and organizations.

2.2.10 Creating Capacity in Political and Strategic-Studies

2.2.10.1 Strategic Challenge

Strategic planning and management of a country's socioeconomic development is
essential for progress. Malawi lacks adequate capacity in conducting political and
strategic studies. Many decision-makers are not fully utilizing available expert
knowledge for policy formulation and implementation. Furthermore, Malawi's
foreign policies and relations with other states or actors in the international arena
should be a result of strategic studies and strategic thinking about what is in the
best interest of the country.
The major challenge to creating capacity in political and strategic studies is limited
resources; little appreciation of the need for strategic studies; and lack of
institutional set up for doing and utilizing strategic thinking.
2.2.10.2 Strategic Options
The following options could be used to enhance capabilities for strategic studies:
i.

establishing institutions to conduct strategic studies and enhancing the

capabilities of existing ones;

ii.

developing awareness and giving clear encouragement to organizations and

institutions to adopt strategic thinking and planning in their daily operations;

iii.

ensuring that government relies on centers of strategic studies to monitor,

evaluate and spur implementation of the Vision.

2.2.11 Nurturing and Choosing Foresighted Leaders

2.2.11.1 Strategic Challenge
It is important for a society to be led by foresighted and committed leaders at all
levels of society. The challenge is therefore to identify, recruit, support such leaders
and provide civic education for enhancing the capability of the electorate to choose
heir leaders wisely.
2.2.11.2 Strategic Options
Strategic options include:
i.

appointing or electing visionary/charismatic/foresighted leaders;

ii.

appointing leaders basing on qualifications and merit and where necessary

subjecting hem to public scrutiny before taking office;

iii.

respecting opposition views to avoid "brain rain" of foresighted dissenters;

iv.

training Future Leaders in strategic studies should be strengthened;

v.

intensify civic education that can promote the election of foresighted leaders.

CHAPTER 3
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ACHIEVING SUSTAINABLE ECONOMIC

GROWTH AND DEVELOPMENT
3 ACHIEVING SUSTAINABLE ECONOMIC ROWTH AND
DEVELOPMENT
3.1 ASPIRATIONS TO ACHIEVING SUSTAINABLE GROWTH AND
DEVELOPMENT
Malawians aspire to achieve sustainable growth and development and become a
middle income country with per capita income of US$1,000 by the year 2020.
3.2 STRATEGIC CHALLENGES AND OPTIONS
3.2.1 Developing the Manufacturing Sector
3.2.1.1 Strategic Challenges
The manufacturing sector currently makes a small contribution to national income
(12% of GDP) and employment and there is limited industrial diversification. In
addition, there are weak inter-and intra-industry linkages.
The strategic challenges to be addressed in order to develop the manufacturing
sector include: pursuing of dynamic comparative advantage; promoting of
resource-based industries; ensuring conformity of products to international
standards; undertaking marketing functions; creating a conducive environment for
the growth of small and medium scale enterprises (SME's); invoking World Trade
Organisation (WTO) safe-guard provisions relating to injury to domestic industry
arising from import liberalization; and maintaining an appropriate macro-economic
environment.
3.2 1.2 Strategic Options
The options that are available to address the above-named challenges include the
following:i.

undertaking human resource development aimed at establishing and

institutionalizing creativity and design in schools at all levels;

ii.

training exporters in international marketing management;

iii.

strengthening the Malawi Export Promotion Council to enable it provide

production and marketing advisory services at enterprise level;

iv.

creating an autonomous industrial research centre;

v.

attracting foreign capital and promoting and encouraging infrastructure

investment in export industries;

vi.

providing information on products that can be made from locally available

natural resources;

vii.

providing special incentives to industries locating in rural parts of the

country;

viii.

establishing export targets for key industries; establishing a network of

commercial representation in critical foreign markets; and

ix.

providing the necessary government support services.

3.2.2 Developing the Mining Sector

3.2.2.1 Strategic Challenge
The mining sector is very small and contributes only 3 per cent to GDP. The few
existing mines are of small and medium sizes and their linkages with the
manufacturing sector are weak.
To develop the mining sector, the challenge is investing in prospecting,
encouraging small-scale mining; enhancing the role of catalytic institutions;
building capacity; ensuring easy access to mineral rights, stopping illegal exports of
minerals; and promoting research and development
3.2.2.2 Strategic Options
The options that are available to meet the above challenges include:
i.

providing adequate resources for basic mapping and survey work;

ii.

providing a special package of incentives;

iii.

undertaking more exploratory work to identify mineral deposits with

economic potential;

iv.

intensifying investment promotion and making available information on the

activities of the sector;

v.

strengthening the institutional set up and developing human resources;

vi.

providing necessary infrastructure;

vii.

revising the Mines and Minerals Act to make it more investor friendly; and

viii.

providing adequate funding for research in mining activities.

3.2.3 Developing Agriculture

3.2.3.1 Strategic Challenge
The agricultural sector's performance is below its potential due to, among other
factors, deficient policies, ineffective institutional arrangements and capacities, and
inefficient investments.
To increase the productivity of agriculture, the sector requires a multi-dimensional
strategy that uses existing resources and technologies efficiently. The strategic
challenges to be addressed include:
1. increasing access to land by smallholder farmers;
2. increasing access to credit and farm inputs;
3. improving agricultural technology;
4. preventing land degradation and deforestation;
5. improving agricultural marketing systems;
6. promoting agricultural diversification;
7. improving agricultural extension and farming; and developing irrigation
systems.
3.2.3.2 Strategic Options
In order to meet the above challenges, there are a number of options that could be
utilized which
include:
i.

undertaking land reform;

ii.

monitoring and enforcing the current moratorium on the conversion of

smallholder land to estate land;

iii.

developing sustainable farming systems for marginal lands;

iv.

raising land rents in order to create incentives for the better utilization of
land;

v.

establishing an agricultural credit guarantee scheme and establishing a land

bank to provide agricultural credit;

vi.

widening the window of credit provided by financial institutions to all

agricultural stakeholders for production, marketing and agro-processing;

vii.

empowering farmers through the formation of associations and cooperatives

in production and marketing;

viii.

improving technology generation and transfer; promoting inter-cropping

practices;

ix.

extending and improving irrigation,

x.

promoting the use of organic fertilizer, and communal catchment

conservation techniques;

xi.

increasing horticultural production;

xii.

providing appropriate incentives and finance for research and development;

xiii.

providing export market information, and

xiv.

expanding livestock farming and the growing of high value crops.

3.2.4 Increasing Savings and Investment

3.2.4.1 Strategic Challenge
The national savings rate of only 15 percent of GDP is too small to meet the
investments of the country. The strategic challenge to increase savings and
investment is increasing national savings; encouraging the growth of local and
foreign direct investment; and developing efficient financial market
3.2.4.2 Strategic Options
In order to address the above challenges the options that are available include:
i.

encouraging diversification of financial institutions and investments and

enhancing the role of the private sector through removing structural and
institutional constraints;

ii.

mounting public education campaigns to encourage thrift and promote

savings;

iii.

encouraging the formation of savings and credit associations, clubs, and cooperatives;

iv.

setting up a mutual fund;

v.

providing adequate serviced land to private investors;

vi.

providing factory shells, industrial parks and industrial estates;

vii.

providing efficient transport, telecommunication, energy and water

infrastructure; and

viii.

influencing the donor community especially multilateral development banks

to try and shift their role towards direct financing of the private sector.

3.2.5 Developing the Financial Sector

3.2.5.1 Strategic Challenge
The financial sector is currently under-developed. The number of financial
institutions and their instruments are limited. Access to credit and financial services
is also very limited.
The challenge to be faced in developing the financial sector include: increasing the
supply of medium and long term loans; strengthening linkages between and within
the formal and informal sectors; increasing the supply of finance for sectors of
strategic importance in accelerating the country's economic growth; ensuring
consumer protection; and enhancing competition.
3.2.5.2 Strategic Options
The options to develop the financial sector include:
i.

encouraging the establishment of more deposit taking institutions with a

broader composition of their deposit base and wider range of financial
instruments; and

ii.

establishing credit guarantee schemes and deposit insurance schemes.

3.2.6 Developing Domestic and International Tourism

3.2.6.1 Strategic Challenge
Malawi's tourism industry is at an infant stage and the necessary infrastructure for
its development is inadequate. However, the sector can make substantial
contribution to foreign exchange earnings, employment and economic growth.
The challenges to be faced in the development of domestic and international
tourism include: encouraging community participation; promoting the use by more
Malawians of the country's tourist attractions and facilities; strengthening and coordinating planning efforts in the public and private sectors; and ensuring that the
country's tourism development is environmentally friendly.
3.2.6.2 Strategic Options
In order to meet the above challenges, a number of options are available. These
include:

i.

encouraging local and foreign investment in tourism, and providing technical

assistance to local entrepreneurs on the proper management of their
establishments;

ii.

marketing the country as a tourist destination to both foreigners and

Malawians

iii.

developing human resources development programmes in the industry;

iv.

promoting a high standard of customer service;

v.

promoting domestic tourism through community participation and improved

treatment of local tourists by the hospitality industry.

vi.

providing and maintaining tourism related infrastructure;

vii.

creating other tourist products such as sports and culture;

viii.

establishing an autonomous tourist board and a tourist fund facility;

ix.

coordinating planning efforts of the public and private sectors; and

x.

protecting the country's tourist attractions and cultural heritage.

3.2.7 Developing Business Culture

3.2.7.1 Strategic Challenge
Although aspiring to be in business, most Malawians do not have the necessary
education and skills to run businesses. In addition, inadequate access by aspiring
entrepreneurs to institutional credit hampers entrepreneurial spirit
The major challenge to be met, therefore, include the inculcation of entrepreneurial
and business skills in Malawians and increasing their access to credit.
3.2.7.2 Strategic Options
In order to address the above challenge, options include:
i.

introducing enterpreneurship training at primary, secondary and tertiary

education levels;

ii.

strengthening and increasing vocational training institutions and technical

colleges; and

iii.

setting up financial institutions for business development as well as

increasing access to finance.

3.2.8. Making Malawi an Export-Oriented Economy

3.2.8.1 Strategic Challenge

The strategic challenges to creating an export-oriented economy are: providing
business and technical advisory services; diversifying the export-base and markets;
producing competitive Malawian products; and providing the necessary
government support services.
3.2.8.2 Strategic Options
Options that are available for meeting the challenges above include:
i.

encouraging export of processed products;

ii.

modernizing agriculture and developing agro-industries;

iii.

introducing tax holidays to export manufacturing firms;

iv.

taking advantage of economic integration efforts;

v.

establishing industrial production centres, export production groups, and cooperatives to provide common production facilities so as to reduce individual
production costs;

vi.

establishing a national productivity centre;

vii.

making the tax regime more export-friendly;

viii.

reviewing export incentives regularly; and

ix.

introducing an Export Development Fund for small and medium-scale

enterprises (SMEs).

CHAPTER4
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ACHIEVING A VIBRANT CULTURE

4 ACHIEVING A VIBRANT CULTURE
4.1 ASPIRATIONS FOR A VIBRANT CULTURE
Malawians aspire to have vibrant cultural values that support socioeconomic
development. In order to achieve this, the following issues should be addressed:developing a positive work ethic; strengthening self-reliance and community
participation in local development programmes; restoring self-confidence and pride
in being Malawian; reducing gender inequality; enhancing a spiritualism that
provides an ethical and moral base for a vibrant culture; and reducing disparities
between population groups in the economy.
4.2 STRATEGIC CHALLENGES AND OPTIONS
4.2.1 Developing a Positive Work Ethic
4.2.1. 1 Strategic Challenge
There is laxity in moral and ethical conduct, which has led to a sense of
hopelessness, apathy towards work and corruption resulting in low productivity.
There is also a negative and intolerant attitude towards one another. The challenge
is to develop a positive work ethic that emphasizes quality service and client care
and can support the growth of an efficient economic system.
4.2.1.2 Strategic Options
The following options are available to meet this challenge:
i.

promoting respect for authority and rule of law;

ii.

promoting awareness of the need for a positive work ethic through

appropriate civic education;

iii.

rewarding honest and hard working personnel and punishing poor

performers;

iv.

promoting the value of hard work in the school system;

v.

promoting the spirit of hard work, thrift and enterpreneurship.

4.2.2 Strengthening Self-Reliance and Community Participation

4.2.2.1 Strategic Challenge
Malawi is heavily dependent on donors. In addition, Malawians depend on

government for the provision of goods and services. This situation has been
aggravated by political statements, which promise help from the government. This
has killed the self-help and hard working spirit among Malawians. The challenge,
therefore, is to inculcate a spirit of self-reliance at national and local level.
4.2.2.2 Strategic Options
The Strategic Options to strengthen the spirit of self-reliance and community
participation include:
i.

reducing and rationalizing government borrowing and donor aid;

ii.

promoting decentralization programs for effective local participation;

iii.

providing training in participatory development planning and

implementation techniques;

iv.

promoting communal work and the spirit of helping one another;

v.

promoting gender balanced community participation through mass

education, particularly of leaders at grassroots, level; and

vi.

encouraging district associations in towns so that people remember their

roots.

4.2.3 Restoring Self-Confidence and Pride in Being Malawian

4.2.3.1 Strategic Challenge
Malawians have low self-esteem. They have no confidence in local products and in
their culture. The challenge is to restore self -confidence and pride in being
Malawian. Malawians must be able to identify themselves with their country, their
cultural heritage and their indigenous products. Malawians must also be assertive
and confident and be free from servitude and low self-esteem.
4.2.3.2 Strategic Options
The Strategic Options include:
i.

developing a National Cultural Policy that advocates and facilitates the

promotion of national unity by instilling common values and goals;

ii.

defining, documenting and promoting a Malawian identity;

iii.

defining and promoting artifacts, crafts, arts and sports of such quality that
would engender pride in being Malawian;

iv.

enhancing quality control to ensure good quality of local products;

v.

enhancing the role of Standards Boards to ensure good quality local

products;

vi.

disseminating and displaying artifacts and crafts through institutions and

occasions such as library schools, community centres, festivals, national
monuments and the National Anthem;

vii.

promoting exemplary behaviour among political, religious and social leaders

in the society to inspire the youth and populace to take pride in being
Malawian; and

viii.

changing mind set regarding the status of Malawians and their products.

4.2.4 Reducing Gender Inequality

4.2.4.1 Strategic Challenges
Some cultural practices, for example preference for boys education over girls
education and early marriages for girls, promote gender inequality in
socioeconomic development. The challenge is to reduce gender inequality in the
process of socio economic development.
4.2.4.2 Strategic Options
Strategic Options include:
i.

promoting moral values that accord equal opportunities to and respect for
men and women and boys and girls in the workpiqW0, in schools and in
society,

ii.

promoting gender equity through affirmative action;

iii.

developing appropriate and gender responsive management systems by

intensifying staff training and sensitization to different gender needs;

iv.

building institutions and local capacity to mainstream gender into traditional

institutions, family and community life;

v.

conducting gender sensitization and training campaigns at all levels;

vi.

and appointing men to at least 50% of gender related portfolios.

4.2.5 Enhancing Spiritualism as an Ethical and Moral Base for Vibrant

Culture
4.2.5.1 Strategic Challenge
General laxity in moral and ethical conduct and lack of code of conduct for public
leaders has led to the acceptance and internalization of unethical and immoral

values. The challenge is to promote spiritualism and religion that enhances a

vibrant culture.
4.2.5.2 Strategic Options
The Strategic Options include:
i.

reviewing the constitution to clearly define "freedom of worship" as the

freedom of "conscience";

ii.

intensifying civic education by religious leaders on major social evils that

threaten the very survival of the nation;

iii.

promoting religious education in all government and private educational

institutions;

iv.

increasing the role of religious institutions in promoting morality and ethical

behavior; and

v.

promoting religious tolerance.

4.2.6 Reducing Disparities Between Population Groups in Economic

Development
4.2.6.1 Strategic Challenge
Some sections of the population are enjoying greater benefits from the development
process because of race, gender, and religion. The challenge, therefore, is to
formulate and implement policies and programmes that will reduce disparities
between population groups.
4.2.6.2 Strategic Options
The following Strategic Options are available:
i.

formulating and implementing policies and programmes that will reduce

disparities between population groups;

ii.

strengthening the institutional capacity to manage and coordinate issues

pertaining to reduction of disparities; and

iii.

taking affirmative policies and action to achieve this goal.

4.2.7 Promoting Cultural Practices that Enhance Health

4.2.7.1 Strategic Challenge
About 85% of the Malawian population lives in rural areas where access to health
services is very limited and where traditional practices provide the base for decision
making including health decisions. The challenge is to promote the utilization of
traditional practices that impact positively on the health of the population;

integrating them into modern medicine and discouraging taboos that hinder good
health seeking behaviour.
4.2.7.2 Strategic Options
Strategic Options to address this challenge include:
i.

promoting the involvement of traditional herbalists, Traditional Birth

Attendants and their associations in health care delivery;

ii.

planning and promoting health programmes such that they address both men
and women in order to reduce misconceptions and take full advantage of the
role of both genders in health provision;

iii.

promoting research on linkages between traditional and western medicine to

reduce suspicion and increase collaboration; and

iv.

promoting the role of parents in health and sex education particularly

HIV/AIDS so that interventions are compatible and acceptable to local
communities.

4.2.8 Promoting Cultural Values that support Good

Management of Natural Resources and the Environment
4.2.8.1 Strategic Challenge
There is over exploitation and abuse of natural resources and the environment.
Bush fires occur because people are hunting for mice or rabbits. The challenge
therefore is to promote values and practices that will protect natural resources and
the environment.
4.2.8.2 Strategic Options
The following Strategic Options will help to achieve this: by promoting small
family values;
i.

improving sanitary practices by stringent laws, policing and civic education;

ii.

preventing the loss of indigenous knowledge of biodiversity;

iii.

promoting community participation and gender roles in management of

Natural Resources and Environmental Management, and

iv.

strengthening activities of city and town council health departments.

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CHAPTER 5
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DEVELOPING ECONOMIC INFRASTRUCTURE

5 DEVELOPING ECONOMIC INFRASTRUCTURE
5.1 ASPIRATIONS FOR GOOD ECONOMIC INFRASTRUCTURE
Malawians aspire for a well-developed and maintained economic infrastructure.
This includes: provision of roads, rail, water and air transport; supply of energy in
all its forms; provision of water and sanitation services; communications;
formulating a supporting physical planning framework; and creating an efficient
construction industry.
5.2 STRATEGIC CHALLENGES AND OPTIONS
5.2.1 Improving Physical Planning
5.2.1.1 Strategic Challenge
The effectiveness of the existing physical planning is hampered by the lack of a
coordinated national physical development plan, inadequate resources and
institutional weaknesses.
The challenge in physical planning is to have development based on a
comprehensive and co-ordinated physical development plan covering the whole
country.
5.2.1.2 Strategic Options
The strategic options for achieving the above include:
i.

reviewing of-the current physical development plan to make it

comprehensive to the Year 2020;

ii.

complementing investments in infrastructure between rural and urban areas

based on the country's new priorities and

iii.

extending development control to all urban areas.

5.2.2 Roads Development

5.2.2.1 Strategic Challenge
The problem in roads is that they are inadequate, poorly designed, poorly managed
and poorly maintained as a result of the lack of a national policy on provision,
maintenance, funding and management of roads.

The challenge is to reverse this situation.

5.2.2.2 Strategic Options
The following are the strategic options to the attainment of an effective road
development and management system:
i.

strengthening the national road authority to include among its functions

those of provision of new road, funding of their construction and
management; and

ii.

strengthening road safety measures and instituting proper pricing and design
standards.

5.2.3 Rail Transport Development

5.2.3.1 Strategic Challenge
The management of rail transport system in Malawi is inefficient. It also has
limited and inoperative tracks and old wagons. Malawi needs to strive for a better
rail system.
5.2.3.2 Strategic Options
In order to improve rail transport, the following options are available:
i.

continuing with the restructuring of railways transport system to make it

more efficient and commercially viable;

ii.

updating and adopting of technology to improve quality and safety of rail

services as well as environmental protection; and

iii.

improving management systems through better information database and

training of personnel.

5.2.4 Water Transport Development

5.2.4.1 Strategic Challenge
Water transport is characterized by a limited number of operators; impassability of
some major rivers; and lack of integrated transport system as other transport modes
in many lakeshore areas are absent with two thirds of Malawi's length being aligned
to the lake, the challenge is to achieve increased use of water transport.
5.2.4.2 Strategic Options
To increase the usage of water transport, the following options are available:
i.

allowing more private operators and giving them freedom to set their own
economic parameters with government providing regulatory functions with
respect to safety environment;

ii.

implementing a better maintenance regime;

iii.

rationalization of customs, cargo handling and administration procedures to

achieve greater efficiency;

iv.

investing in the development of marine human resource;

v.

dredging major rivers to make them passable;

vi.

promoting joint-ventures in cargo shipping services; and

vii.

ratifying useful International Maritime Conventions.

5.2.5 Increasing Use of Air Transport

5.2.5.1 Strategic Challenge
Malawi's air transport sector has a limited and poorly maintained number of
airports and operators. The limited inland air travel is further hampered by
inadequate institutional arrangements and lack of supporting commercial activities.
The challenge is to develop the air transport sector so that it can support other
sectors, notably the tourism and export sectors.
5.2.5.2 Strategic Options
The options for the attainment of the above include:
i.

building new airports and helipads especially near national parks and tourist
attractions to encourage the development of tourism;

ii.

encouraging privatization of some aviation-related services of Air Malawi;

iii.

modernizing and maintaining old airports to improve both safety and quality
and cater for new environmental concerns; and

iv.

reviewing existing legislation to allow for reforms in the sector.

5.2.6 Improving Rural Transport

5.2.6.1 Strategic Challenge
The rural transport system on which the majority of our population depends suffers
from inadequate infrastructure; insufficient transport services, poor access and
weak institutional planning capacity.
The challenge is how to have an efficient rural transport system.

5.2.6.2 Strategic Options

The strategic options available for the development of an efficient rural transport
system include:
i.

increasing investments in transport infrastructure and equipment;

ii.

integrating planning approaches; and

iii.

encouraging private sector and community participation.

5.2.7 Promoting Efficient Electricity Supply and Distribution

5.2.7.1 Strategic Challenge
Currently, electricity is inadequate, unaffordable, unreliable and inaccessible due to
monopolistic structures, under-developed services, siltation resulting from
deforestation, poor management, lack of competition and cultural inertia.
The challenge is to develop this source of energy to supply electricity efficiently.
5.2.7.2 Strategic Options
The strategic options for the development of an efficient supply of electricity
include:
i.

taking preventive measures to avoid shortage of water by better conservation

of catchment areas;

ii.

interconnecting with supply from neighbouring countries;

iii.

liberalizing the industry,

iv.

privatizing some functions of ESCOM;

v.

encouraging widespread adoption of electricity by using low cost electrical

reticulation and wiring design;

vi.

adopting a demand-side load management by using pre-paid meters; and

vii.

engaging in civic education in the use of this form of energy.

5.2.8 Improving Supply of Petroleum Products

5.2.8.1 Strategic Challenge
The major problems with the supply of petroleum products are: relatively high
costs; insufficient reserves and dependency on imports.
The challenge is how to bring in petroleum products at cheaper prices with
guaranteed supply.

5.2.8.2 Strategic Options

In order to achieve cheaper prices and guaranteed supply of petroleum products, the
strategic options available include:
i.

improving greater efficiency in procurement, transportation and storage

costs;

ii.

investing in exploration; building of oil pipeline and increasing storage

facilities.

5.2.9 Reducing Dependence on Fuelwood

5.2.9.1 Strategic Challenge
Malawians depend on fuelwood for their energy requirements. This fuelwood is
largely met from indigenous forests. Aggregate consumption exceeds the level of
sustainable yields by 30 per cent.
The challenge is how to increase supply of fuelwood in the short term and reduce
dependency on fuelwood in the long term. Other forms of energy such as coal,
biogas, and solar are relatively under-developed. The challenge is therefore to
develop these forms of energy in meeting the overall national energy demands.
5.2.9.2 Strategic Options
The strategic options for the attainment of the above challenge include:
i.

developing commercial forests and encouraging the use of other forms of

energy

ii.

investing in exploitation and technologies of other forms of energy; and

iii.

encouraging public awareness campaigns for increased use of these forms of

energy.

5.2.10 Improving Communications

5.2.10.1 Strategic Challenge
Communications suffer from inefficiency; monopolistic operations; lack of
investment and long- term planning; and inadequate access leading to poor
services.
The challenge is to have an efficient communications sector.
5.2.10.2 Strategic Options
The strategic options required for the development of an efficient communications'
sector include:
i.

the de-linking of postal services from telecommunications;

ii.

deregulating the industry; and

iii.

reviewing legislation governing operations of telecommunications,

broadcasting and radio communication.

5.2.11 Increasing Access to Water

5.2.11.1 Strategic Challenge
Currently water services are characterized by unreliable sources, limited access,
inadequate institutional arrangements and investments.
The challenge is to increase access to potable water by all Malawians.
5.2.11.2 Strategic Options
In order to increase access to potable water by all Malawians, the strategic options
available include:
i.

reviewing and strengthening institutional arrangements;

ii.

implementing and reviewing the newly enacted legislation;

iii.

increasing investment in water supply infrastructure

iv.

protecting catchment areas; and

v.

encouraging harvesting of rainwater.

5.2.12 Improving Sanitation Services

5.2.12.1 Strategic Challenge
The problems relating to sanitation services include lack of investment; inadequate
institutional arrangements; and lack of policy in the sector.
The challenge is how to provide efficient sanitation services.
5.2.12.2 Strategic Options
The strategic options available include:
i.

increasing investment in the construction of appropriate facilities and

research;

ii.

reducing waste generation;

iii.

reviewing legislation governing disposal of waste including industrial

hazardous waste;

iv.

developing standard designs for sanitation disposal v) systems to be used by

developers.

5.2.13 Improving the Construction Industry

5.2.13.1 Strategic Challenge
The major problems in the construction industry are poor participation by
indigenous Malawians, inefficiency and high pricing.
The challenge is how to have an efficient industry with increased local
participation.
5.2.13.2 Strategic Options
The strategic options for the development of an efficient construction industry with
increased local participation include:
i.

formulating a construction policy;

ii.

providing indigenous people access to capital, informing and technology;

and

iii.

developing local building materials.

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CHAPTER 6
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FOOD SECURITY AND NUTRITION

6 FOOD SECURITY AND NUTRITION
6.1 ASPIRATION FOR FOOD SECURITY AND NUTRITION
Malawians aspire for all members of all households to have access to adequate and
safe food at all times of the year to meet their nutritional requirements.
To achieve this aspiration, the following strategic issues will have to be addressed:
increasing food production; developing irrigation; developing the livestock subsector; improving efficiency of markets; reducing post harvest losses; improving
disaster management; improving land utilization and management; economically
empowering vulnerable groups; promoting non-farm income generating activities;
and improving nutrition status of the people.
6.2 STRATEGIC CHALLENGES AND OPTIONS
6.2.1 Increasing Food Crop Production
6.2.1.1 Strategic Challenge
The main problem is that there is emphasis on maize as the staple food.
Consequently, 75% of smallholder land has been allocated to maize production. In
addition, yields are low owing partly to the fact that a small proportion of farmers
use fertilizer. There has been lack of enterprise diversification due to dependence
on maize. Research and extension has not been effective in generating the
technology to maintain food security and in encouraging diversification of
agricultural production.
The challenge to increasing food production is to ensure that average yields are
increased and crop and enterprise diversification are enhanced to reduce
dependence on maize.
6.2.1.2 Strategic Options
Strategic options to address the issue of increasing food crop production and
productivity include:
i.

improving agricultural technology generation and transfer through increasing

level of investment in agricultural research;

ii.

improving effectiveness of extension delivery and coverage; encouraging

research scientists and extension staff to conduct surveys together with

farmers to identify the socioeconomic circumstance in order to set priorities

with farmers;
iii.

promoting enterprise diversification in order to reduce dependence on maize;

iv.

promoting intercropping grain legumes with other crops to reduce the risk of
total crop failure;

v.

promoting civic education to intensify productivity per unit area;

vi.

promoting mixed cropping to reduce the risk of total crop failure and
improve soil fertility;

vii.

encouraging political leaders and community leaders to collaborate in the

promotion of crop diversification, mixed cropping and crops that do not use
purchased inputs;

viii.

encouraging community leaders to visit research stations and extension staff

to learn about new technologies;

ix.

promoting area specific fertilizer recommendations as opposed to blanket

recommendations; and

x.

promoting crops in areas, which are suitable for growing such crops.

6.2.2 Developing the Livestock Sub-Sector

6.2.2.1 Strategic Challenge
There is low Per Capita consumption of animal protein in Malawi with negative
nutrition consequences. For example, in 1990 per capita consumption of animal
protein was estimated at 6.3kg, which is less than 12.5 kg average for Africa. The
livestock sub-sector has not received adequate attention in the past despite the fact
that it has enormous potential for contributing to food security, nutrition and
incomes.
The challenge is to develop the livestock sub-sector so that it makes the nation selfsufficient in animal products and export profitably any surplus that may arise.
6.2.2.2 Strategic Options
Strategic options to developing the livestock sub-sector include:
i.

developing small scale dairy production by promoting farmer cooperatives

and introducing improved animals;

ii.

promoting beef production through development of feedlots;

iii.

promoting farmer groups and cooperatives to curb cattle theft;

iv.

imposing strict penalties on culprits and intensifying animal permits;

v.

commercializing the poultry industry; and

vi.

developing the animal feed industry and encouraging livestock keeping that
increases animal manure for crop production.

6.2.3 Irrigation Development

6.2.3.1 Strategic Challenge
Agricultural production and productivity can be increased through use of irrigation.
Irrigation has received low priority in the past despite the fact that irrigation can
significantly contribute to the development of this country by stabilizing production
in times of drought, and promoting diversification into high value crops.
The challenge is to extend and improve irrigation so as to stabilize production in
times of drought, promoting diversification into high value crops and facilitate crop
intensification so as to increase agricultural productivity.
6.2.3.2 Strategic Options
Strategic options to address the issue of developing irrigation include:
i.

developing potential areas with best chance of success taking into account
social factors, cost effectiveness and financial viability;

ii.

developing irrigation schemes which are owned, operated and maintained by

the farmers;

iii.

developing various types of irrigation using pump and gravity based systems
that use both surface and ground water sources;

iv.

enhancing national capacities for developing irrigation;

v.

providing support to smallholders;

vi.

encouraging the development of irrigation both by groups of smallholders,

individual smallholder farmers and estates; encouraging private sector
development of irrigated agriculture;

vii.

encouraging farmers to use rain harvesting technics and encouraging

construction of dams;

viii.

promoting involvement of women in community organizations and irrigation

developments; and

ix.

encouraging indigenous irrigation methods.

6.2.4 Improving the Efficiency of Markets

6.2.4.1 Strategic Challenge
The country's market information system is under-developed. There is also lack of
packaging technology, which could improve product presentation, inefficient use of
land, and underdeveloped financial markets to serve the majority of farmers.
The challenge is how to develop an efficient agricultural market system where
farmers and traders make informed decisions based on market signals.
6.2.4.2 Strategic options
The strategic options to address the issue of efficiency of markets include:
i.

ensuring that credit is made available to the majority of farmers;

ii.

encouraging financial institutions to mobilize rural savings;

iii.

creating an enabling environment for reducing credit risks;

iv.

establishing community based credit revolving funds;

v.

encouraging producers and traders to organize themselves into groups to

enjoy economies of scale;

vi.

making inputs and produce readily available at various points of distribution,

supported by proper handling and packaging;

vii.

establishing a land market;

viii.

improving the market information system; and

ix.

improving agricultural policy analysis in collaboration with NGOs and the

private sector.

6.2.5 Improving Land Utilization and Management

6.2.5.1 Strategic Challenge
Increasing pressure on land due to population increases and poor soil conservation
has contributed to degradation of a large proportion of land.
The challenge is to ensure that degraded land is rehabilitated in order to restore its
productivity.
6.2.5.2 Strategic Options
Strategic options include:

i.

reviewing and enforcing Land Acts in order to safeguard the productivity of

land resources;

ii.

integrating land use planning into farming systems;

iii.

encouraging the use of organic manure;

iv.

encouraging communal catchment conservation, and soil conservation

measures such as appropriate grasses and terraces;

v.

encouraging mixed cropping;

vi.

encouraging growing crops in suitable areas; and

vii.

developing and implementing a comprehensive land rehabilitation

programme.

6.2.6 Reducing Post Harvest Losses

6.2.6.1 Strategic Challenge
Post-harvest loss is one of the major factors lowering final availability of farm
produce. The losses occur in the stages of transportation, storage, processing and
preservation. The losses compromise food security.
In the 1995/96 season, Malawi's post harvest losses for major food crops (maize,
rice, pulses, groundnuts and sweet potatoes) were estimated at between 5 and 25
percent.
The strategic challenge is to develop clear policy and programmes on post harvest
technology in order to reduce losses to less than 5%.
6.2.6.2 Strategic Options
The strategic options available for reducing post harvest losses include:
i.

supporting research in low cost post-harvest technology with financial and

human resources;

ii.

promoting crop varieties with less susceptibility to post-harvest losses;

iii.

ensuring that the findings of research benefit farmers by developing

guidelines on storage, processing and preservation for each of the major food
commodities;

iv.

introducing village or community storage facilities to realize economies of

scale;

v.

training personnel in post-harvest handling processing preservation and

storage of food crops;

vi.

promoting cottage industries on food processing in rural areas to provide

employment as well as improve food processing and preservation; and

vii.

making the foods available to the consumers at affordable prices.

6.2.7 Improving Disaster Management

6.2.7.1 Strategic Challenge
Malawi does not have a national disaster plan that can serve as a basis for
mitigation and responding to disasters.
The challenge is for Malawi to mitigate and manage disasters effectively in order to
ensure national food security and nutrition.
6.2.7.2 Strategic Options
The strategic options to improve disaster management include:
i.

putting in place a sound national disaster management plan,

ii.

having adequate and appropriately located staple food storage facility in

every district;

iii.

making budgetary allocations for financing strategic reserves; and

iv.

encouraging local initiatives for disaster preparedness.

6.2.8 Improving Nutritional Status

6.2.8.1 Strategic Challenge
In Malawi, diets are bulky and monotonous. Meals consist of "nsima" made from
maize or cassava flour taken together with cooked vegetable dishes. The result is a
high level of chronic under nutrition and micronutrient deficiencies.
The challenge is to ensure that the majority of Malawians have access to the
necessary energy, proteins and micro-nutrients needed for active healthy life.
6.2.8.2 Strategic Options
The strategic options to improve nutritional status are:
i.

changing the existing knowledge, attitudes and dietary practices of

households in all socio- economic groups of both urban and rural areas;

ii.

developing diversified dietary guidelines;

iii.

employing innovative nutrition education strategies;

iv.

developing and employing social marketing techniques;

v.

developing innovative communication strategies aimed at improving the

current dietary patterns and lifestyles; and

vi.

identifying different ways of preserving and storing food.

6.2.9 Promoting Non-Farm Income Generating Activities

6.2.9 1 Strategic Challenge
Food security is partly linked with the incomes of people. Thus, efforts to increase
the rural non-farm incomes will have a positive effect on food security and
nutrition.
The challenge is therefore to raise people's incomes to such a level that they can
afford to purchase enough food at all times.
6.2.9.2 Strategic Options
Options for increasing the incomes of the masses include:
i.

promoting off-farm income generating activities;

ii.

increasing rural employment opportunities by, for example, increasing rural

industrialization;

iii.

increasing opportunities for people to engage in business enterprises by, for

example, widening access to enterpreneurship training and credit.

6.2.10 Economic Empowerment of Vulnerable Groups

6.2.10.1 Strategic Challenge
The conventional top-down approach to implementation of agricultural
programmes often neglected certain sections of the community and failed to reach
the targeted poor members of the society. As a result, there is significant proportion
of resource poor smallholders, especially female-headed households, that do not
benefit from the various programmes.
The challenge is to design programmes that will address the majority of resource
poor households.
6.2.10.2 Strategic Options
Options include:
i.

identifying groups for targeted assistance;

ii.

designing programmes to address special needs of the groups;

iii.

providing civic education;

iv.

designing programmes which could make inputs affordable such as low

interest credit, the voucher system; and

v.

promoting local fund raising programmes.

6.2.11 Improving Policy Analysis

6.2.11.1 Strategic Challenge
The formulation and implementation of policies should be carefully analyzed to
understand their implications. At macro-level, policies need to be analyzed in terms
of their impact on food security and nutrition, agriculture and natural resources to
see whether goals and objectives are being achieved.
The strategic challenge to improving policy analysis is to deploy adequate human
resources to do the analysis, and cultivate respect for use of professional analysis of
agriculture issues.
6.2.11.2 Strategic Options
The strategic options for improving policy analysis include:
i.

deploying personnel that have the right training, and providing incentives for
them; and

ii.

conducting courses for policy makers and politicians on need for use of
sound policy analysis.
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CHAPTER 7
HUMAN RESOURCE DEVELOPMENT AND
MANAGEMENT
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7 HUMAN RESOURCE DEVELOPMENT AND MANAGEMENT (SOCIAL

SECTOR DEVELOPMENT)
7.1 ASPIRATIONS IN HUMAN RESOURCE DEVELOPMENT AND
MANAGEMENT
Malawians, aspire to have adequate and good quality social services especially
education and health; and efficient and effective utilization of human resources in
both the public and private sectors.
7.2 STRATEGIC CHALLENGES AND OPTIONS
7.2.1 Improving Health
7.2.1.1 Strategic Challenge
The following are among the most serious problems facing the health sector in
Malawi: many people have no access to health services; there are weak
management systems at all levels of the health delivery system; there is inadequate
financing of health services; there are poor linkages with traditional medicine; there
is high infant mortality and maternal mortality; there is widespread malnutrition
among children; there is poor quality of health services at all levels of the health
delivery system; and there is a high incidence of the HIV/AlDS, pandemic which
has resulted in serious social, economic and health problems.
The strategic challenge to achieving better health in Malawi includes provision of
adequate social services, and improving the availability, accessibility, and quality of
health services.
7.2.1.2 Strategic Options
The options to achieving better health in Malawi include:
i.

improving programmes on preventive health; providing essential clinical

services,

ii.

strengthening health technical support services, improving human resource

management, strengthening and rationalizing health financing; improving
quality and coverage of health services; strengthening links with traditional
medicine; and improving the management of health services;

iii.

improving primary health care particularly public health and essential

clinical services;

iv.

strengthening Health Technical Support Programmes through improved

management and ensuring availability of pharmaceuticals and drugs;
building more and appropriately designed and equipped hospitals and health
centres;

v.

improving human resource management by providing adequate supply of

trained personnel at all levels of the health delivery systems; providing
training opportunities for all cadres of health personnel; providing better
remuneration packages; improving supervision; and proper deployment of
staff;

vi.

improving quality and coverage of health service by types of services at each

level of the health delivery system; improving management; encouraging
more private sector and non-governmental organizations to enter the health
sector; improving customer oriented services; protecting the rights of both
patients and health workers; and improving communication between police
and hospitals;

vii.

improving management of health services by decentralizing; promoting

intersectoral

viii.

relationships; ensuring greater community involvement in health delivery;

and strengthening coordination between health providers;

ix.

improving and rationalizing health financing by increasing budgetary

allocation to the health sector; improving budgetary allocation to priority
areas within the health sector; increasing allocation of the health budget to
rural and peri-urban areas; expanding and strengthening the system of
private patients wards in hospitals; introducing Information Education and
Communication (I.E.C.) programmes in cost sharing; introducing drug
revolving funds and expanding the coverage of health insurance and;
contracting out some services; and

x.

strengthening links with traditional medicine through provision of research

and development (R and D) in traditional medicine, promoting interaction
between traditional and clinical practitioners.

7.2.2 Improving Education

7.2.2.1 Strategic Challenge
Due to low incomes in the country, most people are unable to meet the cost of
education. The situation is made worse by long distances to schools, inadequate
facilities and teachers, and cultural barriers.
The challenge to improving education is improving access, quality and equity in
primary, secondary and tertiary education; increasing uptake of science and

commercial subjects; increasing skilled people in technical and vocational

education and training; improving special education; improving access to and the
quality of tertiary education; improving performance of support institutions in the
education system; and developing effective and efficient management in education
system.
7.2.2.2 Strategic Options
Strategic options are concerned with the problem of access, quality and equity at
the various levels of the education system and include:
i.

improving Access, Quality and Equity in Education through: (a) continuing

with the policy of free primary education; (b) making primary education
compulsory; (c) construction of additional units by both the public and
private sectors; (d) introducing free and compulsory secondary education; (e)
increasing the numbers of teachers and college tutors; (f) providing more and
better school facilities; (g) providing adequate learning materials; (h)
introducing entrepreneurial subjects in curricula; (i) increasing budgetary
allocations to primary education; (j)encouraging preventive maintenance for
buildings and equipment, (k) rehabilitation of buildings; Q) establishing and
enforcing minimum standards for secondary schools; (m) reviewing the
selection process to secondary education to ensure that it is fair and
contributes to quality sustenance; (n) providing students with adequate
appropriate instructional materials; (o) establishing a textbook fund for
replacement and maintenance of instructional materials; (p) providing library
facilities to all secondary schools; and increasing collaboration with
communities, NGOs and the general public in the provision of secondary
school education; (q) introducing compulsory free primary and secondary
education and changing attitudes towards education; (r) making curricula
sensitive to gender issues; (s) ensuring appropriate designs to cater for
people with disabilities; (t) strengthening the guidance and counseling
services in order to address the academic, psychological and socio-cultural
needs of pupils; (u) increasing the number of well trained teachers and
reducing teacher - pupil ratios; (w) and improving the production and
distribution of learning materials;

ii.

improving Technical and Vocational Education and Training (TVET)

through: (a) introducing technical education in communities, primary
schools, secondary schools, the university and other post-secondary
institutions; (b)introducing science and technology subjects; (c) and
increasing the number of technical and vocational training institutions;

iii.

improving Special Education by: (a) offering equal education opportunities

to people with disabilities; (b) increasing the number of institutions offering
special education; and (c) increasing the number of special education
teachers;

iv.

improving Tertiary Education by: (a) increasing access in the University by

reviewing conditions for admission to allow more of those that can afford to
pay and providing scholarships to those in need; (b) encouraging individuals
and organizations to establish private universities and tailor their courses to
acceptable standards; (c) improving quality by diversifying university
programmes to serve clearly identified areas of human resources needs; (d)
introducing more postgraduate programmes; (e) improving equity by paying
special attention to the enrolment of women and students with special needs;
(f) decentralizing the management of the University; (g) reviewing the
University Act; (h) improving the financial performance of the University;
(i) increasing financing for university research and increasing the number of
faculties covering pharmacology, engineering architecture; 0) increasing the
number of Teachers Training College (TTC) tutors; (k) upgrading tutors to
degree level; (1) training unqualified tutors; (m) providing management
skills to all heads of colleges; (n) increasing the number of TTCs; (o)
increasing financial resources to TTCs; and (p) encouraging private sector
involvement in TTCs;

v.

improving Support Institutions in the Education Sector by: (a) strengthening

the management of examinations and of examination bodies; (b) reviewing
assessment procedures; (c) enhancing security of examinations; (d) ensuring
fairness and transparency in the selection process; (e) ensuring that suitable
textbooks and other materials are available in libraries; (f) promoting the
local publishing industry; and (g) improving management at the ministry
level; and

vi.

improving Management in the Education System by: (a) improving human

resource management by better remuneration packages and better housing
for teachers; (b) more promotion opportunities, and better supervision; (c)
finding a better or workable mechanism of inspecting and supervising
private and public schools before issuing licenses; (d) improving intersectoral coordination, particularly between the Ministry of Education and
other ministries involved in training matters; (e) reviewing the Education Act
especially in areas of discipline, and harassment of female students; (f)
selection of students on merit; (g) improving conduct and management of
examinations, and (h) training specialized teachers for students with
disabilities.

7.2.3 Reducing Population Growth

7.2.3.1 Strategic Challenge
The strategic challenge to population growth is slowing down the rate of population
growth (reducing the total fertility rate as well as the high mortality rate), and
raising the literacy and economic status of women.

7.2.3.2 Strategic Options

The strategic options to reducing population growth include:
i.

enhancing family planning and reproductive health services;

ii.

improving IEC on population issues;

iii.

promoting safe motherhood;

iv.

improving the status of women through increased access to income

generating activities (IGAs);

v.

improving population planning;

vi.

increasing awareness about critical population issues; and

vii.

introducing a civil registration system, which will act as a support

mechanism to the proposed strategies.

7.2.4 Human Resource Management and Development

7.2.4.1 Strategic Challenge
The strategic challenge is to ensure optimal deployment and utilization of human
resources in the public and private sectors, ensuring that there are adequate
numbers of skilled personnel. The public sector may have adequate public servants
but if they are wrongly deployed and they are underutilized. Professionals in
several sectors - doctors, scientists, researchers, engineers, administrators and
managers - are often deployed in routine administrative work or in areas not attune
to/with their expertise. A second problem in the public sector has been the poor
prospects for career development and the gaps in middle management due to a
freeze on recruitment. Thirdly, there is a high exodus of public officers to the
private sector. Finally, the advent of AIDS has led to the loss of highly productive
officers.
Problems affecting the private sector include: poorly qualified and skilled staff,
inadequate numbers of skilled personnel; over-reliance on expatriate managers and
low productivity and high attrition.
The strategic challenge in human resource management is to identify measures,
which will ensure that human resources in both the public and private sectors are
appropriately trained, deployed and utilized; and that they are in adequate numbers.
7.2.4.2 Strategic Options
The strategic options for better human resource management in the public sector
include:
i.

creating more training opportunities for public officials;

ii.

instituting a proper reward system;

iii.

establishing optimum staffing levels;

iv.

depoliticizing the public service;

v.

establishing rewards for good performances, giving promotions based on

merit; and

vi.

enhancing career counseling and guidance in school.

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CHAPTER 8
ACHIEVING SCIENCE AND TECHNOLOGY-LED
DEVELOPMENT
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8 ACHIEVING SCIENCE AND TECHNOLOGY-LED DEVELOPMENT

8.1 ASPIRATIONS FOR SCIENCE AND TECHNOLOGY-LED
DEVELOPMENT
Malawians aspire to have a science and technology-driven economy. This will be
characterized by improved science and technology education, training and culture;
increased commercialization of research and development (R&D); adaptation and
promotion of new and emerging technologies; promotion of environmentally-sound
technologies; existence of effective science and technology (S&T); and increased
implementation and use of information technology (UT).
8.2 STRATEGIC CHALLENGES AND OPTIONS
8.2.1 Improving Science and Technology Education, Training and Culture
8.2.1.1 Strategic Challenge
The capacity of education and training institutions to meet the requirements of the
country's technological development is currently low.
The challenges to be addressed in improving science and technology education,
training and culture include: reviewing school curricula; promoting and
encouraging skills training and development; and developing science and
technology culture.
8.2.1.2 Strategic Options
In order to meet the above challenges, the strategic options include:
i.

strengthening S&T education;

ii.

introducing specialization in the teaching of science subjects;

iii.

formalizing science curriculum in primary schools as a building block and

prerequisite for secondary school science; redesigning curriculum so that
physics, chemistry, and biology are taught separately;

iv.

introducing and promoting computer studies;

v.

strengthening the teaching of technical subjects and emphasizing applied

science;

vi.

setting up scholarships for graduate studies in Malawi in priority areas;

vii.

addressing the problem of brain drain from other sectors; and

viii.

introducing S&T achievement awards.

8.2.2 Promotion and Commercialization of Research and Development

8.2.2.1 Strategic Challenge
The current number of R&D personnel is unacceptably low. In addition, investment
in R&D is also low.
The challenge is to promote R&D both by the publoic and the private sectors.
In order to promote the transfer of new and emerging technologies, the strategic
challenges to be addressed include: attracting foreign direct investment and
promoting technology transfer; establishing monitoring mechanisms for technology
transfer; building capacity to assimilate technology; and protecting intellectual
property-rights.
8.2.2.2 Strategic Options
The strategic options to deal with the above challenges include:
i.

increasing private sector membership in National Research Council of

Malawi (NRCM);

ii.

reviewing the institutional framework for S&T;

iii.

promoting and accelerating R&D dissemination and commercialization;

iv.

increasing R&D funding to reach at least 1 percent of GDP;

v.

introducing an R&D levy on industry;

vi.

according incentives for R&D activities;

vii.

promoting deliberate import material substitution; and

viii.

building and strengthening S&T institutional infrastructure.

8.2.3. Promoting the Transfer and Adaptation of New and Emerging

Technologies
8.2.3.1 Strategic Challenge
The technologies developed outside the country are mostly not suited to the
country's circumstances. In addition, the country has little capacity to choose and
adapt foreign technologies

8.2.3.2 Strategic Options

To meet the above strategic challenges, the options include:
i.

identifying technologies that promote export-led industrialization;

ii.

setting-up a framework for deliberate transfer of technology;

iii.

improving collaboration in technology transfer;

iv.

creating a mechanism for monitoring inflows of new and emerging

technologies;

v.

establishing a science and technology intelligence unit;

vi.

creating a data-base for technology transfer and use;

vii.

reviewing the current intellectual property-rights laws and patent laws to

safeguard inventions.

8.2.4. Promoting Environmentally-Sound Technologies

8.2.4.1 Strategic Challenge
Most technologies have not been designed to take into account environmental
concerns, and their indiscriminate use in Malawi could have disastrous
environmental consequences.
The strategic challenges to be met include the following: making information
available; reviewing available regulation and enforcement; developing monitoring
systems and programmes; introducing training programmes; and enhancing
selection of environmentally-sound technologies.
8.2.4.2 Strategic Options
The strategic options available for meeting the above challenges include:
i.

building and strengthening information networks at the national, subregional, and international levels;

ii.

publicizing the existing Environmental Management Act (EMA) and other

legal instruments;

iii.

developing standards for environmentally-sound technologies;

iv.

establishing an environmental monitoring programme;

v.

introducing environmental elements in the education curricula at all levels;

and

vi.

building capacity for the assessment of environmentally- sound technologies.

8.2.5 Achieving Effective Science and Technology

8.2.5.1 Strategic Challenge
To be effective, science and technology need to be assimilated, diffused and used
efficiently. Malawi lacks the necessary conditions for S&T assimilation and
diffusion which include: well functioning information networks; availability of
workers with the skills to assimilate technologies; adequate resources for the
introduction of new products and services; conducive cultural practices; and
existence of a comprehensive national S&T policy.
The strategic challenges to achieving effective S&T includes increasing the number
of scientists and technologists; promoting effective transfer of technology;
periodically evaluating the performance of S&T institutions; addressing gender
issues in S&T; and developing a comprehensive national S&T Policy.
8.2.5.2 Strategic Options
To meet the above challenges, the strategic options include:
i.

reducing the rate of attrition of S&T human resources;

ii.

enhancing gender balance in science and technology-led development;

iii.

expanding and encouraging education and training in science and

engineering;

iv.

increasing training of S&T educators at all levels;

v.

encouraging the establishment of private S&T oriented training institutions;

vi.

reviewing the current S&T policy and developing a more comprehensive

national S&T policy;

vii.

establishing capabilities for technology negotiation; and

viii.

periodically evaluating performance of S&T institutions.

8.2.6 Promoting Use of Information Technology

8.2.6.1 Strategic Challenge
A developing country such as Malawi needs information technology to achieve
development in all spheres of human endeavour. However, Malawi's use of
information technology is too low to meet this objective. The strategic challenge is
to promote the use of IT.

8.2.6.2 Strategic Options

In order to address the strategic challenges facing Malawi in the area of IT, the
options include:
i.

reviewing the Telecommunications Act to create an independent licensing

body;

ii.

improving investment opportunities in IT,

iii.

removing monopolistic tendencies within IT industry;

iv.

reducing tariffs on imported computers and parts to reduce costs;

v.

improving access to national and international information;

vi.

introducing computers at early stages of education; and

vii.

according duty-free importation of information technology equipment for

use in private and public schools and colleges.
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CHAPTER 9:
FAIR AND EQUITABLE DISTRIBUTION OF INCOME
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9 FAIR AND EQUITABLE DISTRIBUTION OF INCOME

9.1 ASPIRATIONS FOR A FAIR AND EQUITABLE DISTRIBUTION OF
INCOME
Malawians aspire to have a fair and equitable distribution of income and wealth. To
this effect, they endeavour to reduce disparities in access to land, education,
employment and business opportunities between urban and rural people, men and
women, people with and without disabilities.
9.2 Strategic Challenges and Options
Incomes in Malawi are very low and unevenly distributed in comparison to other
African countries. Trends in income indicate a worsening of income distribution in
the country. The Gini coefficient, a measure of income inequality, has deteriorated
from 0.45 in 1968 to 0.62 in 1995.
Strategic challenges for a fair and equitable distribution of income include:
reducing unemployment; promoting enterprise development; improving
productivity of smallholder farmers; addressing tenancy issues; continuing with the
liberalization of markets of agricultural produce; improving access to land by the
landless; reducing gender inequality; addressing disability issues; and allocating
social expenditures equitably between rural and urban areas.
9.2.1 Reducing Unemployment
9.2.1.1 Strategic Challenge
According to the National Statistical Office only 12 percent of the labour force
were in formal employment in 1995. These figures include employment in
agricultural estates. Thus the majority of Malawians are employed in the
smallholder agriculture sector. Low returns in this sector have led to
underemployment.
The challenge is for the economy to generate jobs to absorb the unemployed.
9.2.1.2 Strategic Options
Strategic options for reducing unemployment include:
i.

creating a conducive climate to attract private investment in labour intensive

technology industries;

ii.

encouraging increased commercial farming to enhance employment in

agriculture;

iii.

encouraging growth of small-scale enterprises such as food processing;

iv.

promoting cooperatives and business training; and

v.

creating a data bank on strategic industries, which have a broader multiplier

effect in employment.

9.2.2 Accelerating Enterprise Development

Entrepreneurial training facilities are inadequate and demand for credit far outstrips
supply. This leads to the marginalisation of certain sections or groups in society
9.2.2. 1 Strategic Challenge
The strategic challenge for enterprise development is to promote micro, small and
medium-scale enterprises (MSMEs) to boost economic growth and create
employment.
9.2.2.2 Strategic Options
Strategic options to enterprise development include:
i.

strengthening existing training institutions and creating more where

necessary;

ii.

encouraging lending institutions to have fair and transparent criteria for

issuing loans.

9.2.3 improving Tenancy Arrangements

9.2.3.1 Strategic Challenge
Most estates especially those growing tobacco use the (visiting) tenant system.
Remuneration to tenants is generally low and their returns do fluctuate from year to
year. Also in the event of crop failure or fall in prices, the uncompensated cost
incurred during production is usually borne by the tenant.
The challenge is to ensure fair returns to those involved in production and
marketing of tobacco.
9.3.2 Strategic options
Strategic options for addressing the tenancy issue include:
i.

fixing prices to an agreed proportion of auction floor prices;

ii.

formalizing tenancy agreements through district commissioners;

iii.

encouraging tenants to form trade unions and associations;

iv.

increasing access to information regarding estates' financial position;

v.

replacing tenancy system with a full share cropping system;

vi.

exploring and promoting more job creation programmes in order to abolish

the tenancy arrangement.

9.2.4 Improving Smallholder Agriculture

9.2.4.1 Strategic Challenge
Over 80 percent of the total active population in the rural areas are smallholder
farmers with very low levels of production. Most farmers are too poor to afford
inputs such as hybrid seeds and fertilizer, and lack collateral as security for credit.
There is also lack of sufficient extension advice extended to these farmers. These
services tend to concentrate on modern farmers.
Given that 90 percent of the population resides in the rural areas, the challenge is
how to raise incomes of smallholder farmers.
9.2.4.2 Strategic Options
Strategic options for improving smallholder agriculture include:
i.

improving the supply and delivery of inputs, credit, technology and

extension services by targeting poor farmers;

ii.

improving the link between researchers, extension workers and farmers with
emphasis on the poor farmers;

iii.

encouraging and promoting mechanization of agriculture;

iv.

increasing extension worker morale through higher wages, better living

conditions and training;

v.

empowering Chiefs to punish those who do not follow sound soil

management practices; and

vi.

promoting the use of organic manure.

9.2.5 improving Marketing Systems

9.2.5.1 Strategic Challenges
Selling prices of most crops produced by smallholder farmers are very low.
Although there have been some steps to liberalize the marketing system of
agricultural produce, there remain some distortions in pricing and marketing of
commodities such as maize and tobacco.

The strategic challenge is maintaining commodity prices in line with input prices
and ensuring increased and evenly distributed private sector participation.
9.2.5.2 Strategic Options
Strategic options for improving marketing systems include:
i.

improving the marketing of agricultural produce;

ii.

encouraging smallholder farmers to diversify to high value crops and

livestock;

iii.

encouraging competition in the buying and selling of goods and services to

discourage exploitation through monopoly practices;

iv.

encouraging farmers to form sellers cooperatives;

v.

encouraging export promotion institutions to be more aggressive in

identifying overseas markets.

9.2.6 improving Access to Land

9.2.6.1 Strategic Challenges
The results of the 1992/93 National Sample Survey of Agriculture (NSSA) show
that the poorest and the most vulnerable households in Malawi are the landless who
hold less than 0.5 hectare of land. The production levels of these poor households
are extremely low.
The challenge is to improve access to land by the landless and to shift the landless
from the high to the low population density areas.
9.2.6.2 Strategic Options
Strategic options for improving access to land include:
i.

reviewing land rent to reflect real opportunity cost of land;

ii.

developing a land monitoring system to ensure maximum utilization of land;

iii.

redistributing unutilized land.

9.2.7 Reducing Gender Inequality

9.2.7.1 Strategic Challenges
In Malawi, gender inequalities are apparent in all spheres. Women have limited
access and control to means of production such as land, credit and technology, and
limited rights and control on their reproductive health.

There is a tendency to favour men over women in the provision of credit and
extension services despite the fact that in Malawi women are key producers of
food.
The challenge for reducing gender inequality is to mainstream gender issues in all
aspects of development.
9.2.7.2 Strategic Options
Strategic options for reducing gender inequality include:
i.

increasing women's access and control of land;

ii.

creating women farmers' clubs to facilitate access to inputs and credit;

iii.

removing any laws and customary practices that discriminate on the basis of
gender;

iv.

increasing access to quality education and health services and expanding

micro-credit schemes with more targeting on women and their groups;

v.

facilitating women's access to employment and self employed income

earning opportunities; and

vi.

encouraging women's participation in politics and decision-making.

9.2.8 Addressing Disability Issues

9.2.8.1 Strategic Challenge
People with disabilities represent about 2.9 per cent of the total Malawi population.
Of these 93 percent live in rural areas where their problems are further aggravated
by lack of appropriate infrastructure to enable them access various social services
in health, education and training.
The strategic challenge is to formulate a coherent national policy that clearly
addresses issues concerning people with disabilities.
9.2.8.2 Strategic 0ptions
The strategic options for addressing disability issues include:
i.

reviewing the institutional framework in order to meaningfully plan,

coordinate and advocate issues affecting people with disabilities;

ii.

enacting a law that enshrines a Disabled Persons Equality Act (Services and
Assistance to Disabled Persons) to ensure that people with disabilities have
equal status and where necessary provide for affirmative action;

iii.

formulating a policy for the socioeconomic and political empowerment of

people with disabilities; and

iv.

inculcating a sense of confidence and spirit of responsibility among people

with disabilities.

9.2.9 Increasing Social Services

9.2.9.1 Strategic Challenge
Social services are sparsely situated and are of poor quality especially in rural
areas. Over half of Malawian households live 5 kilometers or more from a health
centre. In education, although enrolment rates have improved significantly
following the introduction of free primary school in 1994, other education
Indicators are poor.
The strategic challenge for increasing social services is ensuring that health and
education services are equitably distributed both in urban as well as in rural areas.
9.2.9.2 Strategic Options
The strategic options for increasing social services include:
i.

increasing investments in health education and water;

ii.

allocating more resources to the rural areas;

iii.

promoting decentralization; and

iv.

controlling population growth.

9.2.10 Improving Rural Water Supply

9.2.10.1 Strategic Challenge
The challenge is to increase the quantity and quality of water, transport and housing
infrastructure in rural areas.
9.2.10.2 Strategic Options
The following strategic options will increase the quantity and quality of water;
i.

augmenting, rehabilitating and expanding of gravity-fed schemes;

ii.

rehabilitating boreholes and shallow wells, as well as the addition of new

ones;

iii.

providing more water kiosks in urban slums;

iv.

constructing additional dams and reservoirs;

v.
vi.

developing smallscale irrigation schemes;

establishing rural water fund to be directly financed by communities and
non-governmental organizations.

9.2.11 Improving Rural Transport

9.2.11.1 Strategic Challenge
The challenge to be addressed in providing rural transport is promoting efficient
and affordable rural transport.
9.2.11.2 Strategic Options
The strategic options to improving rural transport include:
i.

constructing all-weather roads in rural areas;

ii.

expanding the labour intensive district roads improvement programme;

iii.

providing fiscal incentives to small and medium scale t transporters to

operate in rural areas;

iv.

finding ways for lowering transport costs to enhance competitiveness,

efficiency, and growth of the economy.

9.2.12 Improving Housing

9.2.12.1 Strategic Challenge
The strategic challenge to improving housing is how to promote better and
affordable housing for low-income segments of the population.
9.2.12.2 Strategic Options
The strategic options to improving housing for low-income people include:
i.

embarking on a study of the housing sector, with a view to identifying

constraints to the adequate provision of urban and rural housing;

ii.

examining ways to increase the scope for private participation in the sector;

iii.

supporting the community-based initiatives in waste removal and sanitation;

iv.

reviewing mortgage rates charged by financial institutions;

v.

providing easy access to loans for building low cost houses;

vi.

reducing cost of building materials;

vii.

encouraging research in technologies that will use locally available building

materials.
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CHAPTER 10
NATURAL RESOURCE AND ENVIRONMENTAL
MANAGEMENT
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10 NATURAL RESOURCE AND ENVIRONMENTAL MANAGEMENT

10.1 ASPIRATIONS TO NATURAL RESOURCES AND ENVIRONMENTAL
MANAGEMENT
Malawians aspire to have sustainably managed natural resources and the
environment. This will be achieved through: ensuring well conserved and managed
land; zero percent deforestation; availability of adequate and clean water resources;
restored and well conserved biodiversity and ecosystems; low population growth;
preventing air and noise pollution from becoming serious problems; contributing to
global efforts to managing climate change and other global environmental issues;
incorporating environmental considerations at all stages, and enhancing the
participation of the public in the planning and implementation of natural resource
and environmental programmes.
10.2 STRATEGIC CHALLENGES AND OPTIONS
10.2.1 Controlling Land Degradation
10.2.1.1 Strategic Challenge
Soil erosion is a serious problem facing agriculture in Malawi. In 1994 soil erosion
in Malawi was estimated to range from 13mt/ha./year to 29 mt/ha./year, averaging
20 mt/ha./year. This results in yield loss of between 4 and 11 percent per year
equivalent to annual income losses per hectare of between K10 and K29. The cost
associated with soil erosion has been estimated at K1,155 million per year which
correspond to about 8 per cent of the country's GDP of 1994. This cost is largely
that of replacing the lost nutrients (nitrogen and phosphorus) and does not include
the cost of replacing the lost organic carbon and other 'offsite' costs.
The strategic challenges to controlling land degradation are: preventing soil
erosion, arresting deforestation, stopping expansion of cultivation to marginal
areas, ending bad agricultural practices, controlling overgrazing, and reducing overreliance on agriculture with low productivity; preventing excess accumulation of
algae (eutrophication); and encouraging properly planned infrastructure and
settlements.
10.2.1.2 Strategic Options
Strategic options to controlling land degradation include:

i.

reviewing land policy: undertaking land reform; and harmonizing sectoral

policies to facilitate the implementation of a comprehensive soil
conservation program;

ii.

rehabilitating degraded land;

iii.

intensifying afforestation and agroforestry programmes;

iv.

preventing livestock overstocking;

v.

implementing programs that widen employment opportunities for rural

people to reduce dependence on agriculture; and

vi.

enforcing land conservation aspects of infrastructural project.

10.2.2 Arresting Deforestation

10.2.2.1 Strategic Challenge
Forests are disappearing at the rate of 1.4 per cent per annum due to dependence on
subsistence agriculture; excessive selling of wood to generate income; high
population growth; and dependence on wood energy.
The challenge to halting deforestation is reducing over-dependence on woodenergy and dependence on wood selling to generate income; preventing
uncontrolled bush fires; discouraging customs and beliefs that do not value forestry
resources; encouraging long-term perspectives in managing forestry resources; and
enhancing enforcement of forestry regulations and laws.
10.2.2.2 Strategic Options
The options for arresting deforestation include:
i.

developing consistent policies and laws to guide and enforce forest

conservation;

ii.

administering stiff penalties to offenders;

iii.

intensifying the rural electrification program and making electricity

affordable;

iv.

finding other forms of energy;

v.

enhancing the effectiveness of tree planting programs;

vi.

promoting agroforestry, commercial forest ownership, and forestry

industries;

vii.

using sustainable methods of harvesting of trees for fuelwood;

viii.

encouraging intensive and commercial agriculture; and diversifying out Of

agriculture; and

ix.

promoting community participation in natural resource and environmental

management.

10.2.3 Preventing Degradation and Depletion of Water Resources

10.2.3.1 Strategic Challenge
The chemical contamination of stream water in urban and peri-urban areas is
becoming a common problem due to improper disposal of wastes. The absence of
proper biological and physical conservation in farmers' fields has led to pollution of
the aquatic environment by agrochemicals such as nitrous compounds through runoff water.
Due to inadequate sanitation facilities and other sources of organic pollution, the
bacteriological quality of major rivers is poor throughout the year. Three quarters of
the rivers show faecal coliform counts in excess of 500 per 100 ml in the dry
season, which is significantly above World Health Organization guidelines. About
50 per cent of all illnesses in Malawi are attributed to water borne diseases.
Although Malawi faces no serious problems of excessive abstraction of water
resources, there are threats of depletion due to deforestation, drought conditions,
and poor management of water supply systems. Replenishment of surface water
resources is totally dependent on rainfall, which is seasonal, and varies from year to
year. Consequently, most of the rivers and lakes display seasonal flow patterns and
dry up to a large extent in July through October every year.
The strategic challenge is to prevent pollution of water, conserve catchment areas
and improve water supply systems.
10.2.3.2 Strategic Options
Strategic options to control depletion and degradation of water resources include:
i.

designing proper waste disposal systems;

ii.

dredging and rehabilitating existing dams;

iii.

constructing multipurpose dams;

iv.

proper management of catchment areas and river banks;

v.

constructing silt traps; and

vi.

using new water harvesting techniques.

10.2.4 Developing Fisheries

10.2.4.1 Strategic Challenge

The challenge to managing and developing fisheries include preventing
environmental degradation, increasing support capacity within government and
support to the social sector; finding alternative income generating activities;
increasing access to capital markets, improving stability of annual fish availability;
and controlling rapid human population growth.
10.2.4.2 Strategic Options
Strategic options to managing and developing fisheries include:
i.

declaring river mouths as protected areas;

ii.

restocking the lake;

iii.

redefining fisheries rights in order to limit access;

iv.

controlling harvesting by introducing quotas;

v.

improving fish breeding using artificial methods;

vi.

human resource development;

vii.

environmental education;

viii.

conducting Environmental Impact Assessment of all projects that might

affect promoting fisheries; and

ix.

promoting fisheries related industries.

10.2.5 Developing the Wildlife Sector

10.2.5.1 Strategic Challenge
The strategic challenge to be addressed in order to develop the wildlife sector is
controlling poaching, restocking depleted areas, developing ecotourism and using
more participatory wildlife management approaches.
10.2.5.2 Strategic Options
In order to meet the challenge, the following are strategic options:
i.

mobilizing financial resources for capturing and translocating of wildlife

from threatened areas;

ii.

securing protected areas to maintain diversity;

iii.

recruiting and training additional human resources to rejuvenate the

activities of the wildlife sector;

iv.

carrying out ecological and socioeconomic surveys to determine harvestable

resources which can be utilized by communities;

v.

broadening wildlife based income generating activities in order to yield more

revenue that

vi.

can be shared with adjacent communities;

vii.

eliminating poaching by intensifying patrols and joint operation along

international borders;

viii.

occasional use of Police (Task Force) on border antipoaching patrols;

ix.

use of helicopters for poaching surveillance;

x.

involving communities and non-governmental organizations in managing

protected areas;

xi.

intensifying conservation awareness and education to increase local

community appreciation of the resource.

10.2.6 Restoring and Conserving Biodiversity

10.2.6.1 Strategic Challenge
Factors that threaten Malawi's biological diversity include the following:- overexploitation of biological resources; habitat degradation and pollution; introduction
of invasive exotic species; selective pressures arising directly and indirectly from
human activities and climatic change. These factors threaten biodiversity by
causing among other things: loss of entire assemblages of species; loss of
individual species within communities; and loss of genetic variability within a
species.
The challenge to managing threats to biodiversity comprises how to control
deforestation, pollution, siltation, invasive species, overgrazing, population growth,
and bush fires and prevent illegal access to biological resources and the loss of
indigenous knowledge.
10.2.6.2 Strategic Options
The strategic options to preserving and managing biodiversity include:
i.

reviewing and enforcing policies and legislation;

ii.

strengthening institutional and technical capacity for a more complete

biodiversity database;

iii.

undertaking research into species conservation technology;

iv.

monitoring the export and import of biological materials;

v.

promoting community participation in and public awareness of biodiversity;

and

vi.

conserving endangered species and habitats.

10.2.7 Developing Human Settlements

10.2.7.1 Strategic Challenge
According to the Housing and Population census in 1987, 84 percent of all houses
were grass thatched; 53 per cent had mud walls; and 89 per cent had mud floors.
The situation has not changed much since then. It is estimated that 50 per cent of
existing rural houses are not fit for human habitation. Most of these houses are
constructed using technology that makes them not durable.
The migration of people from rural to urban areas in search of income earning
opportunities has exacerbated the development of unplanned settlements and
squatters. Most of these settlements lack basic services such as potable (safe) water
and proper sanitation services. Poverty has worsened the situation further as people
inhabit shelters of unacceptable standards.
The strategic challenge to developing and upgrading human settlements is to plan
physical development; eliminate squatting in urban areas; control unhygienic
behaviour; regulate street vending and provide good housing and water.
10.2.7.2 Strategic Options
Strategic options include:
i.

introducing physical planning to cover all settlements;

ii.

enforcing building codes;

iii.

enabling the building of permanent houses;

iv.

reviewing and enforcing policies and ordinances on settlement patterns.

10.2.8 Controlling Air Pollution and Managing Climate Cbange Issues

10.2.8.1 Strategic Challenge
Air pollution and climate change issues are currently relatively small environmental
concerns. However, these can easily become serious problems if they go
unchecked.
The strategic challenge to preventing air pollution and managing climate change
issues include: monitoring emissions of hydrocarbons nitrogen oxides and carbon
monoxides; proper management of harzadous substances and wastes; use of ozone

friendly technology; establishing regulations and enacting legislation on air

pollution; and promoting education on climate change issues.
10.2.8.2 Strategic Options
Strategic options to controlling air pollution and managing climate change issues
include:
i.

establishing units to monitor air and noise pollution through establishing

standards;

ii.

initiating supportive legislation and fiscal incentives;

iii.

conducting awareness campaigns on air and noise pollution and climate

change;

iv.

enhancing capacity for disaster preparedness through improving monitoring

and information systems; and

v.

phasing out or controlling air polluting and ozone unfriendly or green House
Gases emitting technology.

10.2.9 Preventing Noise Pollution

10.2.9.1 Strategic Challenge
The challenge to preventing noise from becoming a serious problem is to deploy
human resources to conduct baseline studies and initiate a program of noise
prevention; providing equipment, instruments, and resources to measure noise and
implement programs; conducting extensive sectoral coordination; increasing
awareness of noise problems, and improving the monitoring of noise standards
regulations on imported equipment/technology.
10.2.9.2 Strategic Options
The activities that can lead to reduced noise include:
i.

establishing and strengthening institutions dealing with noise pollution;

ii.

reviewing legislation to make noise reduction effective, creating awareness;

iii.

adopting a regional approach to solving some of the international problems;

and

iv.

conducting baseline and periodic surveys to determine the nature and control
measures for noise.

10.2.10 Managing Hazardous Substances and Wastes

10.2.10.1 Strategic Challenge

The strategic challenge to proper management of hazardous substances and wastes
is improving laws and regulations, the institutional set-up, and infrastructure and
technologies for dealing with hazardous substances and wastes.
10.2.10.2 Strategic Options
The strategic options include:
i.

formulating and enforcing laws, and regulations on management of

hazardous substances and wastes;

ii.

increasing financial support and human resources in institutions, and

iii.

improving infrastructure and technologies for dealing with hazardous

materials.

10.2.11 Eradicating Poverty and Controlling Population Growth

10.2.11.1 Strategic Challenge
Malawi has a fertility rate of 6.7. This is very high especially when combined with
the problem of limited acceptability of family planning messages and techniques.
As a result, Malawi has a very high population growth rate. Most women have a
longer period of child-bearing because they marry early and do not use birth
control. This happens because they spend a shorter period at school and marry
immediately after school believing that they will be supported by their husbands.
The high incidence of poverty and the belief that more children are a source of
prestige and security in old age lead to large families. This increases pressure on
natural resources.
The strategic challenge is to reduce population growth rate and incidence of
poverty.
10.2.11.2 Strategic Options
1. increasing employment opportunities for the rural and urban population in
order to reduce pressure on land, and reduce rural to urban migration.
2. Making primary education compulsory to reduce illiteracy levels and
discouraging early marriages.
3. promoting effective family planning programmes; and
4. Implementing programme.
10.2.12 Political Advocacy for Proper Management of Natural Resources and
the Environment

10.2.12.1 Strategic Challenge

The strategic challenge to political advocacy for proper management of natural
resources and the environment is increasing political will, and discouraging
politicians from having economic interests in natural resources, and increasing
environmental awareness that makes it possible for politicians to get tough on
proper management of natural resources.
10.2.12.2 Strategic Options
Strategic options for encouraging more political advocacy for proper management
of natural resources and the environment include;
i.

requiring every political party to recognize and implement proper

management of natural resources and the environment as embodied in the
constitution of the Republic of Malawi Chapter 11/3d;

ii.

establishing an autonomous environmental management authority to act as a

watchdog;

iii.

empowering local communities to manage natural resources and the

environment.
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ANNEXES
Annex 1 - Vision 2020 Core Team
Annex 2 - Working Group Members At The First National Workshop On Vision
2020 Held At
Kwacha from 19 February to 8 March 1996
Annex 3 - Cabinet Retreat Held In Mangochi From 12 to 13 April 1997
Annex 4 - Participants At The National Conference Held In Blantyre From 24-25
November 1999
Annex 6 - Launching Ceremony Of Vision 2020 Document Held At Chichiri
Conference Centre
Hall, Blantyre on 31 March 1998

ANNEX 1
VISION 2020 CORE TEAM
1. Director

Dr. Henry L. Ng'ombe

2. Team Leader

Dr. Anthony Mawaya

3. Member

Dr. Naomi Ngwira

4. Member

Dr. Maxwell Mkwezalamba

5. Member

Dr. Charles Chanthunya

6. Member

Mr. Zanga Chikhosi

7. Member

Mr. Ian Kumwenda

8. Member

Mr. Dan Kamwaza

9. Member

Mrs. Hendrine Givah

10.Member

Mrs. Mercy Kanyuka

11. Member

Late Mr. Josephat Chikadza

ANNEX 2
WORKING GROUP MEMBERS AT THE FIRST NATIONAL WORKSHOP
ON VISION 2020 HELD AT KWACHA FROM 19TH FEBRUARY TO
8THMARCH 1996

1. Inkosi ya Makosi M'Mbelwa IV

Paramount Chief, Mzimba

2. Chief Kanyenda

Nkhotakota

3. Chief Nazombe

Mulanje

4. Chief Bvumbwe

Thyolo

5. Inkosi Mzikubola Jere

Mzimba

6. Chief Kaomba

Kasungu

7. Mr. Msowoya

Malawi Democratic Union (MDU)

8. Mr. G. Sichali

UFMD Party Member

9. Mr. Amunandife Mkumba

Malawi Democratic Party (MDP)

10.Mr. H. Kuchonde
(MNDP)

Malawi National Democratic Party

11. Hon. F.S. Mphepo, M.P.

United Democratic Front (UDF)

12.Hon. Situsi Nkhoma, MP

Malawi Congress Party (MCP)

13.Mr. J.B.L. Malange

Malawi Export Promotion Council

14.Mr. E.B. Kadzako

Malawi Development Corporation

15.Mr. M.A. Banda

Press Corporation

16.Mr. C. Kamphinda Banda

Malawi Congress of Trade Unions

17.Col. N.W. Banda

Malawi Army

18.Mr. George Claver

Disabled Persons Association of Malawi

19.Mr. Mussa Chiwaula

Disabled Persons Association of Malawi

20.Mr. G. Katsemo

Disabled Persons Association of Malawi

21.Mr. G. Mbekeani

Press Corporation

22.Mr. E.P. Zitha

Exporters Association of Malawi

23.Mr. N.S.S. Nyirenda

Malawi Investment Promotion Agency

24.Mr. M. Tsoka

Centre for Social Research

25.Dr. J. Maida
Affairs

Ministry of Research and Environmental

26.Mr. R. Chimsale
Council for Non-Governmental
Organizations in Malawi (CONGOMA)
27.Mr. C. Chuka

Reserve Bank of Malawi

28.Mr. A. Phambala
Medium Enterprise

National Association for Small and

29.Ms. L. Semu

Chancellor College

30.Mr. Mzee Makawa

31.Dr. E. Banda

National College of Nursing

32.Mrs. R. Nyirongo

Ministry of Education

33.Mr. S.S. Makwinja

(NAHBA)

National Hawkers' Business Association

34.Mr. A.F. Chikumbi

35.Mr. D. Chimbe

Malawi Council for the Handicapped

36.Mr. A. Mkandawire
37.Mr. C. Guta
Malawi Industrial Research and
Technology Development Centre
38.Mr. Anthony
Industry

Malawi Chamber of Commerce and

39.Dr. A. Mtenje

Chancellor College

40.Mrs Nyandovi Kerr

Women's World Banking

41.Dr. Lucy Binauli

Chancellor College

42.Mr. J.H. Sinkhala

Ministry of Youth, Sports and Culture

43.Mr. H.E.P. Solomon

University of Malawi Student Union

44.Mr. H.M.S. Chunga

Project Officers Entrepreneurial Training

45.Ms. F. Gomile-Chidyaonga

The Malawi Polytechnic

46.Dr. S. Khaira

Centre for Social Research

47.Mr. E.N.B. Chibwana

Development

Ministry of Agriculture and Livestock

48.Mr. J. Alide

Muslim Association of Malawi

49.Mr. A. Chisiano

Malawi Police Force

50.Mr. G. Maseko
51.Mr. P. Chimutu

Christian Service Committee

52.Pastor R.J.B. Mkandawire

Christian Council of Malawi

53.Mrs. E. Kazembe

ADMARC

54.Dr. B.S.M. Mwale

Medical Council of Malawi

55.Mr. Bob Martin

Economic Resources Limited

56.Mr. John Kapito

Consumers' Association of Malawi

57.Mr. E.N.B. Chibwana

Development

Ministry of Agriculture and Livestock

58.Mrs. E. Kaliyati
Development

Ministry of Economic Planning and

59.Ms. Colleen Zamba

Development

Ministry of Economic Planning and

60.Mr. A. Kapachika

Boma Lathu

61.Ms. S. Mhura
(JAMA)

Journalists Association of Malawi

62.Ms. Diana Nkulembe

Malawi News Agency

63.Mr. R. Khumbanyiwa

Mirror News Paper

ANNEX 3
CABINET RETREAT HELD IN MANGOCI-11 FROM 12THTO 13TH
APRIL 1997
Present

1. Rt. Hon. Justice C. Malewezi

Vice President
2. Hon. Aleke K. Banda
Minister of Finance and Economic Planning
and Development
3. Hon. Harry I. Thomson,
Minister of Transport MP
4. Hon. Brown J. Mpinganjira, MP Minister of Information and Broadcasting
5. Hon. Dr. Cassim Chilumpha, MP Attorney General and Minister of Finance
6. Hon. Dr. Mapopa Chipeta MP
Minister of Agriculture and Livestock
Development
7. Hon. Mrs Edda Chitalo, MP
Minister of Physical Planning
8. Hon. Tim Mangwazu, MP
Minister of Housing
9. Hon. Richard Sembereka, MP
Minister of National Heritage
10. Hon. Mrs. Lilian Patel, MP
Minister of Women, Children Affairs
Community
Development and Social Welfare
11. Hon. Melvin Moyo, MP
Minister of Natural Resources
12. Hon. Mayinga Mkandawire,
MP Minister of Research and Environmental
Affairs
13. Hon. Mrs. Lizzie Lossa, MP
Deputy Minister of Finance and Economic
Planning and
Development
14. Hon. F.G Nowa, MP
Deputy Minister of Local Government and
Rural
Development
15. Hon. D. Chamaere, MP
Deputy Minister of Works and Supplies
16. Hon. P. Katsanga, MP
Deputy Minister of Agriculture and Livestock
Development
17. Hon. R. Makuwira, MP
Deputy Minister of Education
18. Hon. E. Phiri, MP
Deputy Minister of Natural Resources
19. Hon. Prof Donton Mkandawire (MP) Ambassador - at - Large

ANNEX 4
PARTICIPANTS AT THE NATIONAL CONFERENCE HELD IN
BLANTYRE, FROM 24TH TO 25TH NOVEMBER, 1999
Cabinet
Office of the President and Cabinet
Principal Secretaries
Chief Executives of Parastatals
Chiefs
Working Group Members
Youth Representatives
Journalists
Millenium Institute (Washington DC, USA)
Prominent Women
Religious Organizations/Churches

Donor Community
Non-Governmental Organizations
Prominent Business Persons
Other Participants
Malawians Abroad
Technicians
Nurses
Organizers
Protocol
Officials
Cabinet
RIGHT HONOURABLE JUSTIN C. MALEWEZI, VICE PRESIDENT AND
MINISTER OF FINANCE
Hon Aleke K. Banda, Minister of Agriculture and Irrigation
Hon Sam Mpasu, MP, Minister of Information
Hon Mrs Edda Chitalo, MP, Minister of State in the President's Office
Hon Mayinga Mkandawire, MP Minister of Forestry, Fisheries and Environmental
Affairs
Hon Richard Sembereka MP, Minister of National Heritage
Hon Kaliyoma Phumisa, MP, Minister of Labour and Vocational Training
Hon Bundaunda Phiri, MP, Minister of State in the President's Office
Hon Lilian Patel, MP Minister of Women, Youth and Community Services
Hon Melvyn Moyo, MP, Minister of Home Affairs
Hon Robson Makuwila MP, Minister of State in the President's Office
Office Of The President And Cabinet
Mr A.A. Upindi, Secretary to the President and Cabinet
Mr M.B. Kamphambe Nkhoma, Deputy Secretary to the President and Cabinet
Principal Secretaries
Mr DCW Kambauwa, Secretary for Forestry, Fisheries and Environmental Affairs

Mr R P Dzanjalimodzi, Principal Secretary (administration) Ministry of Finance

Mrs HG Kawalewale, Principal Secretary for Education
Mr E C Gondwe, Controller, Department of Office Equipment and Printing
Mr MM Mononga, Chief Immigration Officer
Mr BEK Munthali, Secretary for Information
Mr SDT Matenje, Solicitor General and Secretary for justice
Mr CD Nthenda, Principal Secretary (Finance) Office of the President and Cabinet
Mr BB Mawindo, Secretary to the Minister of State (Human Resource Management
and Development)
Mr MVL Phiri, Principal Secretary to the Vice President
Mr EB Twea, Registrar of the High Court
Mr AC Gomani, Secretary for Commerce and Industry
Mr B Mbewe, Secretary for National Heritage
Mr LT Golosi, Commissioner for Census and Statistics
Mr JD Kalilangwe, Secretary for Defence
Mr MT Chiundira, Project Coordinator, Ministry of
Lands, Housing, Physical Planning and Surveys
Dr (Mrs) CN Mwiyeriwa, Principal Secretary, Ministry of Health and population
Mr TAV Chande, Principal Secretary, Ministry of Agriculture and Irrigation
Mr MM Matola, Secretary to the Minister of State (District Administration)
Mr F Mbilizi, Secretary for Tourism, Parks and Wildlife
Miss C Zamba, Comptroller of Statutory Corporations
Mr WJ Chawawa, Chief of Staff, State House, Zomba
Mr AM Mkoko, Secretary for Labour
Mr CL Mononga, Commissioner for Taxes

Mr TA Kalebe, Secretary to the National Economic Council

Mr MA Kam'malere, Secretary for Works
Chief Executives Of Parastatals
Prof M Chikaonda, Governor of the Reserve Bank of Malawi
Mr ER Limbe, General Manager, Malawi Railways
Mr OC Mandalasi, Chief Executive, Electricity Supply Commission of Malawi
Mr SD Gunde, Director General, Malawi Broadcasting Corporation
Mr M Katsonga Phiri, Executive Director, Malawi Chamber of Commerce and
Industry
Dr Catherine Chimwenje, Malawi National Examinations Board
Mrs GW Chikoko, Electoral Commission
Captain AC Mkana, General Manager, Malawi Lake Services
Dr ME Palamuleni, Chief Executive, national Family Welfare Council of Malawi
Mrs J Makoza, Chief Executive and Registrar, Nurses and Midwives Council of
Malawi
Mr J Chikowi, Council for Non-Governmental Organization of Malawi
Mr L Mhura, National Road Safety Council of Malawi
Mr FC Munthali, Tobacco Control Commission
Dr HP Bandawe, General Manager, Malawi Savings Bank
Mr PM Saidi, Chairman, Land Policy Reform Commission
Mr SM Kakhobwe, Executive Secretary, Malawi Social Action Fund
Chiefs
T.A. Chikulamayembe
T.A. Mwamlowe
T.A. Wasambo

T.A. Kyungu
T.A. Mwenemisuku
T.A. Mwaulambya
Inkosi Mabulabo
Inkosi Chindi
T.A. Mankhambira
T.A. Chulu
T.A. Lukwa
T.A. Mwadzama
T.A. Kanyenda
T.A. Kalumo
T.A. Kasakula
T.A. Kalonga
T.A. Khombedza
T.A. Msakambewa
T.A. Chiwere
T.A. Mlonyeni
T.A. Kabudula
T.A. Chiseka
T.A. Pemba
T.A. Kaphuka
T.A. Kasumbu
Inkosi ya Makosi Gomani
T.A. Kwataine

T.A. Somba
T.A. Mwambo
T.A. Kuntumanji
T.A. Nchema
T.A. Chitera
T.A. Nazombe
T.A. Mkanda
T.A. Chimaliro
T.A. Bvumbwe
T.A. Nthache
T.A. Dambe
T.A. Nyachikadza
T.A. Chimombo
T.A. Liwonde
T.A. Chapananga
T.A. Mgabu
T.A. Mponda
T.A. Makanjira
T.A. Chimwala
T.A. Namkumba
T.A. Stola
T.A. Nyirenda
Working Group Members
George M. Claver - Human Rights Forum for The Disabled

B.F. Kandoole (Dr) - Malawi Institute of Management (MIM)

Terence Jones - Resident Representative, United Nations Development Activities
in Malawi
Brigadier M.B Chiziko - Army Headquarters
Inkosi Mzikubola Jere - Mzimba
Inkosi ya Makosi M'Mbelwa (IV) - Mzimba
Chief Fukamapiri - Nkhata-Bay
Chief Khongoni - Lilongwe
Chief Bvumbwe - Thyolo
Chief Kanyenda XII - Nkhota-Kota
Chief Chamba - Machinga
R.W.S. Nyirenda - Ministry of Forestry
G.K. Mangochi - General Manager, Malawi Export Promotion Council
Dr. W.C. Nkhoma - Ministry of Health and Population
Dr. S.W. Khaila - Director, Centre for Social Research
Y. Alide - Muslim Association
M.G. Tsoka - Centre for Social Research
F. Chidyaonga - Polytechnic
Shadreck Z. Maziya - Christian Service Committee
Elvis Thodi - Malawi Police Service
H.R. Kuchonde - Malawi Democratic Party
H.M.S. Chunga - Project Officers Entrepreneurial Training (POET)
J.C.K. Mhango - Ministry of Economic Planning and Development
Joel Kasanga - Ministry of Information
William W. Liabunya - Department of Energy and Mining

Esther Chioko - General Manager, Small Enterprise Development of Malawi

N.S.S. Nyirenda - Malawi Investment Promotion Agency
S.L. Mhura - Journalists Association of Malawi
D. Nkhulembe - Malawi News Agency
Mrs. R. Nyirongo - Likuni Girls Secondary School
E.B. Kadzako - General Manager, Malawi Development Corporation
Dr. H.H. N. Kabwazi - Chancellor College
Pastor R.J. B. Mkandawire - Christian Council of Malawi
Brigadier M.D. Chiziko - Army Headquarters
Christon Moyo - Ministry of Health and Population
S.S. Makwinja - National Hawkers' Business Association (NAHBA)
Mrs.M. Nyandovi- Kerr -Womens World Banking
Hon. S.J. Situsi Nkhoma, M.P. - Malawi Congress Party
F.S.O. Kakatera - United Nations Education Scientific Cultural Organization
Professor Seyani - National Herbarium Association of Malawi
B.F. Chikhadza - Ministry of Education
Youth Representatives
Mr. Chiume (Chancellor College)
Keith Lipato (Malawi College of Nursing)
K.H. Mleme (Malawi College of Accountancy)
Journalists
Thengo Chirombo, Malawi Broadcasting Corporation
Don Mafuwa
Diana Nkhulembe, Malawi News Agency

George Thukuwa, Weekly News

Ramsey Khumbanyiwa, Mirror Newspaper
Felix Mponda, BBC, AFP, IPS,
Hazwell Kanjaye, UNDP Info. & Pub Affairs
Patricia Chipungu, Malawi Broadcasting Corporation
W.H.N. Kumwenda (Malawi Broadcasting Corporation)
Catherine Mwase Independent Newspaper
Charles Chikapa (Malawi Broadcasting Corporation)
Chipipiro Matiya
Makachi Chirwa (Malawi Broadcasting Corporation)
J. Kasanga, Information Department
Ms. Stella Mhura, journalists Association of Malawi
Millennium Institute (Washington DC, USA)
Gerald 0. Barney - President
Lin Zixin
Mr. Douglas Symalla
Prominent Women
Mrs Eunice Chipangula, (Malawi Broadcasting Corporation)
Dr. Edrine Kayambazinthu
Mrs Margaret Khonje(UNICEF)
Dr. Kelita Kamoto (Malawi College of Medicine)
Mrs E. M'mangisa (Ministry of Research and Environmental Affairs)
Mrs Ann Kulemeka (Malawi Investment Promotion Agency)
Mrs Agnes Katsonga (Customs and Excise)

Alice Thomas Konyani (OILCOM)

Dr. Vera Chirwa (Human Rights Activist)
Justice Anastanzia Msosa (The Judiciary)
Mrs Mary Nkosi (Finance Company of Malawi)
Mrs Janet Karim (Independent Newspaper)
Joyce Ngoma (Malawi Broadcasting Corporation)
Kate Kainja (Malawi Congress Party)
Religious Organisations/Churches
Rev. M.E. Kansilanga, BT SYNOD
Rev. Father Howard Nasolo Anglican
J.H. Kalumba Zambezi Evangelical
Rev S.E. Banda Assemblies of God
D.R. Widdowson, Salvation Army
Rev. Nixon Chiwala Churches of Christ
Donor Community
A. Bassene, UNICEF
A. Abate, WFP
T. Tamamoto, JICA
Jeronimo R.F. Chivari, Mozambican High Commission
Andrew Sisson, USAID
Bo Jensen, Danish Embassy
Terence Jones, UNDP
G.W.E.S Seate, South African Embassy
H.E. Col Haamaundu, Zambian High Commission

Non Governmental Organisations

David Nangoma, CURE
Mr. H.M.S. Chunga, WWB
FINCA, Mrs F. Kaufulu
MASAF, Sam Kakhobwe
NASME, A.E. Phambala
NASME, N.F. Kamvabingu
Plan International
Ms Phyllis Horea
Mrs J.P. Mabangwe, DIPAM
Prominent Business Persons
Mr. Gaudy Maluza, Tayamba General Dealers Ltd
Mrs Makawa, Boadzulu Holiday Resort
Mrs Maina Mkandawire, Bambino Private Schools
Other Participants
Mr. L. B. Mhango, Energy and Mining
Mr. P. Nyirenda, Chancellor College
Mrs. G. Sungitsa,
Mr. Luke Banda, Ministry of Relief and Rehabilitation
Mr. E.J. Namanja, Malawi Post and Telecommunications
Mr. M. Sibande, Ministry of Finance
Mr. H.E. Solomoni, University of Malawi
Dr. C'P. Chilimampunga, Chancellor College
Mr. D.V. Kampani

Mrs. L.R. Kamtengeni, Ministry of Women, Children and Social Welfare

Mr. G.D.G. Chimbamba
Mr F.B. Mzoma, Disabled Persons in Malawi
Mrs Fanny Mbawa, Ministry Economic Planning and Development
Mrs Rhoda Eliasi, Ministry of Economic Planning and Development
Mr Derick Zanera, National Statistical Office
Malawians Abroad
J. Msolomba, Mozambique
John Lwanda, United Kingdom
Mapanje, United Kingdom
Dr. Lucy Maliwichi, South Africa
Technicians
S.T.Mwimba, Reserve Bank of Malawi
F.B. Ndawala, Reserve Bank of Malawi
C.R. Kumsinda, Reserve Bank of Malawi
Nurses
L.S. Mwalola, Queen Elizabeth Central Hospital
A.K. Mhango, Queen Elizabeth Central Hospital
R.F. Kammwamba, Queen Elizabeth Central Hospital,
Organisers
Mr. F. Kadewere, Ministry of Economic Planning and Development
Mr. Y.E. Kampala, Ministry of Economic Planning and Development
Mr. F. Mbeya, Ministry of Economic Planning and Development
Mr N. Chikhungu, Ministry of Economic Planning and Development

Mr. E. Chilima, Ministry of Economic Planning and Development

Ms E. Kamwendo, Ministry of Economic Planning and Development
Protocol
H. Kambwembwe, Ministry of Foreign Affairs
C. Hara, Ministry of Foreign Affairs
Mrs Chikuta, Ministry of Economic Planning and Development
Mrs Mwasikakata, Ministry of Economic Planning and Development
Ms Kadokera, Ministry of Economic Planning and Development
Ms Kachigamba, Ministry of Economic Planning and Development
Officials
Mr. F.Y. Mwathengere, Ministry of Economic Planning and Development
Mr. Kachikopa, Ministry of Economic Planning and Development
Mr. Zimalirana, Ministry of Economic Planning and Development
Mr. G.S.Z. Jere, Ministry of Economic Planning and Development

ANNEX 6
LAUNCHING CEREMONY OF VISION 2020 DOCUMENT HELD AT
CHICHIRI CONFERENCE CENTRE HALL, BLANTYRE ON 31ST
MARCH, I998
A.E. Phambala National Association for Small and Medium Enterprise (NASME)
H.A. Juwa, Principal Secretary, Ministry of Justice & Constitution Affairs
Etta M'mangisa United Nations Development Programme
Enock S. Kampini Malawi Congress of Trade Union
G. Mkondiwa, Principal Secretary, Department of Energy & Mining
Pastor R.J.B. Mkandawire Christian Council of Malawi
L.S.C. Siwande Ministry of Works

B.B. Mawindo, Principal Secretary, Department of Human Resource Management

and Development
H.S.K. Mbetewa, Principal Secretary, Ministry of Local Government and Rural
Development
H.W. Haji Kumserema Principal Secretary, Ministry of Lands, Housing & Physical
planning and Surveys
H.E.P. Solomon University of Malawi
McPherson C.H. Jere Ministry of Education
Inkosi ya Makosi M'mbelwa IV Mzimba
V.C. Banda Anti-Corruption Bureau
Hastings Yadidi Malawi Broadcasting Corporation
C.S.R. Chuka Reserve Bank of Malawi
Charles Machinjili National Statistics Office
Chris Kamphinda-Banda Malawi Congress of Trade Unions
A.M. Kamazizwa Malawi Congress of Trade Unions
E.R. Chimwaza National Public Events Office
S.S.L. Makwinja National Hawkers' Business Association (NAHBA)
Amunandife Mkumba Malawi Democratic Union (MDU)
Dixies S.M. Kambauwa Press Corporation Limited
Henry R. Kuchonde Malawi Democratic Party
N.E. Kamvambingu National Association for Small and Medium Enterprise
(NASME)
P. Katemecha Deloitte & Touche
A. Chisiano Commercial Bank of Malawi
M.G. Chilunga National Public Events
J.I. Channel Transport and General Workers Union

Chief Makanjira Mangochi

Chief Laston Njema Mulanje
Chief Nankumba Mangochi
Chief Kanyenda Nkhota-Kota
Chief Mwamlowe Mlowe
Chief Fukamapiri VII Nkhata-Bay
L.S.P. Banda Ministry of Relief and Rehabilitation
Dr. Paulos B.T. Nyirenda Chancellor College
M.W. Matemba Principal Secretary, Ministry of Education
F.S.D. Kakatera United Nations Education Scientific Cultural Organization
Dr. A.D. Mtenje University of Malawi Centre for Language Studies
R.L. Gondwe Parliament
B.Z. Mbano Domasi College of Education
James E. Chipeta University of Malawi
M.G. Tsoka Centre for Social Research
Chief Somba Blantyre
W.H.N. Kumwenda Malawi Broadcasting Corporation
Hassan Goba Malawi Broadcasting Corporation
Brian Mtonya Ministry of Commerce & Industry
M.D. Chiziko Malawi Army
Mrs. Fanny Mbawa National Economic Council
A.K. Mkangama National Economic Council
Edrinnie Kayambazinthu University of Malawi
Lucy S. Binauli University of Malawi

Mrs. Maina J. Mkandawire Bambino, Schools

Mrs. M. Khonje Ministry of Education
R.H. Chakhame National Economic Council
Bo Jensen Danish Embassy
Frank R. Mwambaghi Ministry of Health and Population
Fern Sadyalunda
Ms. C. Zamba Comptroller, Statutory Corporations
Andrew L. Banda Ministry of Commerce & Industry
D.M.H Zanera National Statistical Office
Bilson Itaye Lakeside Foods Industries
Mrs. M.D. Nowa-Phiri Principal Secretary, Ministry of Education
Mrs. Joan M.G. Makoza Nurses & Midwives Council of Malawi
M.C.C. Mkandawire Judiciary
Dr. Benson F. Kandoole Malawi Institute of Management
G. Zimalirana National Economic Council
L. Kachikopa National Economic Council
Francis Mbilizi Principal Secretary, Ministry of Tourism Parks & Wildlife
S.M. Kakhobwe Project Director, Malawi Social Action Fund
E.C.R. Gondwe Controller, Department of Office Equipment and Printing
Dr. J.H.A. Maida Principal Secretary, Ministry of Transport
Lewis B. Mhango Department of Energy & Mining
Dr. Catherine Chimwenje Malawi National Examination Board
L.F. Golosi National Statistical Office
D.C.W. Kambauwa Principal Secretary, Ministry of Forestry, Fisheries &
Environmental Affairs

T.R. O'Dala Principal Secretary, National Economic Council

B.E.K. Munthali Principal Secretary, Ministry of Information
Mrs. M.G. Kawalewale Principal Secretary, National Research Council
Mr. M.V.L. Phiri Principal Secretary, Office of Vice President
J.D. Kalilangwe Principal Secretary, Ministry of Defence
M.B. Mbewe Principal Secretary, National Heritage
ZX Medi Principal Secretary, Ministry of Foreign Affairs
M.A. Kammalere Principal Secretary, Ministry of Lands,
Housing, Population & Surveys
Benard W. Zingano Principal Secretary, Ministry of Education (Mzuzu University)
M.M. MonongaChief Immigration Officer, Immigration Department
C.L. Mononga Commissioner of Taxes, Income Tax Department
E.F. Malenga Principal Secretary, Office of the President and Cabinet
T.A. Kalebe Principal Secretary, National Economic Council
M.M. Matola Principal Secretary, Office of the President and Cabinet-District
Administration
E.J. Kaliyati United Nations Development Programme
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