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COMMUNICATION STRATEGY FOR THE MALAWI PUBLIC SECTOR REFORMS
2018-2022
REPUBLIC OF MALAWI
COMMUNICATION STRATEGY FOR THE MALAWI PUBLIC SECTOR REFORMS
2018-2022
TABLE OF CONTENTS
List of Abbreviations and Acronyms
FOREWORD
PREFACE
1.0 Introduction
2.0 Policy Content
3.0 Institutional Background
4.0 Why the Communication Strategy?
5.0 Validation and Motivation
6.0 Guiding Principles for this Communication Strategy
7.0 Goal and Purpose
8.0 Objectives
9.0 Specific Objectives
10.0 Communication Mechanisms
10.1 Internal Communication Mechanism:
10.2 External Communication Mechanism:
10.2.1 Stakeholder Outreach Method
10.2.2 Social Marketing Method
10.2.3 Media Relations Method
11.0 Review Procedures
11.1
11.2
Key Indicators for The Communication Strategy
11.3
Institutional Framework/ implementation Arrangements
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(i)
Communication Strategy Matrix
TABLE OF CONTENTS cont...
11.4
11.5
Work Plan and Tentative Budget
11.6
Monitoring and Evaluation Framework
Communication Feedback Matrix
PSRMU Communication Strategy Matrix1
2 (a)
(b)
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Annexes
Work Plan
Tentative Budget
Monitoring and Evaluation Framework
Communication Feedback Matrix
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(ii)
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CIM Chartered Institute of Marketing
CIPS Chartered Institute of Purchasing and Supply
ICAM Institute of Chartered Accountant Malawi
IO International Organisations
NGO Non-Governmental Organisations
PPP Public-Private Partnership
PRO Public Relations Officers
PSRMU Public Sector Reforms Management Unit
List of Abbreviations and Acronyms
(iii)
The Government of Malawi is committed to creating a Public Sector that is vibrant, professional, transparent and fit for purpose in offering public services to Malawians which facilitate citizen's popular participation in the country's social economic development. To realise this, the Government under the leadership of His Excellency Professor Arthur Peter Mutharika, President of the Republic of Malawi, launched the Public Sector Reforms Program on 11th February, 2015.
Cabinet approved two ground breaking policies: The Malawi National Public Sector Reforms Policy (MNPSRP) and Malawi Public Service Management Policy (MPSMP) on 28th February 2018 whose primary goal is to promote the creation of a results oriented, high performing public service by 2022 that facilitates positive transformation of the economy and the country's modernization.
The Communication Strategy for the Malawi Public Sector Reforms (2018-2022) provides a framework to coordinate and mainstream all efforts of Public Sector Reforms using different awareness and advocacy methods to complement the MNPSRP and MPSMP which support the country's development blue print, the Malawi Growth and Development Strategy (MGDS) III over the next five years.
The success of this strategy hinges on the public servants themselves who are the primary targets including each and every Malawian who is a consumer of public goods and services. A reformed public service is a possibility but this can only be achieved if it starts from an individual point of view.
The image of the Public Sector in Malawi is also one that is viewed with mixed feelings and this is mostly attributed to a knowledge
FOREWORD
(iv)
gap among the general public. Therefore, the Communication Strategy will strive to close this gap by making sure that the populace is linked to relevant stakeholders and that it accesses the required information on what Government is undertaking in its efforts to provide public goods and services to Malawians.
It is my sincere hope that all public servants and stakeholders will support this Strategy and the Public Sector Reforms in order to improve service delivery by the Government of Malawi to its Citizens.
Lloyd A. MuharaCHIEF SECRETARY TO THE GOVERNMENT
(v)
The Communication Strategy for the Malawi Public Sector Reforms (2018-2022) has been developed through a rigorous and consultative process involving a number of stakeholders mainly from the Public Sector together with Civil Society Organisations, Non-Governmental Organisations, traditional leaders, Faith Based Organisations and the Media.
The strategy has been developed following the progress registered after the launch of the Public Sector Reforms by His Excellency the President of the Republic of Malawi, Professor Arthur Peter
thMutharika on 11 February, 2015 and seeks to facilitate Malawians' access to information regarding the reforms being undertaken in Government Ministries, Departments and Agencies (MDAs), Local Councils, Constitutional Bodies and Parastatals.
The Government of Malawi acknowledges the important role that information plays in the development of a country which also culminated into the passing of the Access to Information (ATI) Bill by Parliament in 2016. It is only through a well informed nation that the people are able to engage in popular participation of development activities that promote a country's social economic development.
This Strategy outlines internal and external communication channels that will be used in reaching out to different stakeholders and also categorizes the stakeholders into different groups where Public Servants are the primary targets in the Reforms Agenda. The general public has also been targeted in the strategy among several other stakeholders in order to ensure that they are aware of the reforms being undertaken. As consumers of public services, the general public should always be abreast of all reforms currently taking place in the seventeen (17) MDAs, thirty five (35) Local Councils and fifty four (54) Parastatals.
PREFACE
(vi)
The Reforms Communication Strategy also includes an Implementation Plan and Monitoring and Evaluation Framework that will help guide the Public Sector Reforms Management Unit (PSRMU) in the Office of the President and Cabinet (OPC) ensure the successful implementation of the strategy. Stakeholders supporting Public Sector Reforms should also use this strategy as a guide in communicating reforms taking place in the Public Sector.
The Office of the President and Cabinet (OPC) recognises the commitment of different stakeholders in supporting Public Sector Reforms which primarily include: Public Servants themselves, Development Partners, Civil Society Organisations, Traditional Leaders, Faith Based Organisations, Non-Governmental Organisations and the Media. I, therefore, call upon Malawian to continue helping the Malawi Government achieve its primary role of effectively providing essential services to its people.
Seodi V-R WhiteCHIEF DIRECTOR FOR PUBLIC SECTOR REFORMS
MANAGEMENT
(vii)
1.0 Introductionth
On 28 February 2018, the Government of Malawi approved the Malawi National Public Sector Reforms Policy (MNPSRP).
Government's long-term vision for reforms is:
“A high performing, results oriented civil service by 2022 that facilitates positive transformation of the economy and the country's modernization.”
The Malawi National Public Sector Reforms Policy is the first one in the Government's history and is aimed at institutionalizing and enabling the Public Sector Reforms agenda so that it becomes part and parcel of the fabric of running government business. The policy provides for strategic direction for the effective design, implementation, management, monitoring and evaluation of public sector reforms that will create a capable, efficient, effective, professional and ethical public service and stimulate and promote sustainable socio-economic development as encapsulated in the current national development strategy (MGDS III).
Further, the Government of Malawi approved the Malawi Public Service Management Policy (MPSMP). The overall purpose of this policy is to address weaknesses and contradictions in policies that guide the operations of the public service; to address performance challenges in the public service and; the need to reposition the public service so that it can be a useful vehicle in delivering adequate and quality public services and in the realization of the MGDS III outcomes.
The Government of Malawi realizes that one of the critical strategies to effectively implement the two ground-breaking policies is to enhance communication and therefore has developed this
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CHAPTER 1: INTRODUCTION
communication strategy as a way of implementing the two policies. The communication strategy will play a critical role in informing the public service actors on what needs to be done to achieve transformation and therefore the strategy shall enhance behavioural change among public servants and improve the image of the Malawi Government at national, regional and international levels. In addition this communication strategy will act as a tool to inform the public who are the users of public service about the reforms and progress being registered.
Ultimately the people of Malawi, the general public are the beneficiaries of this strategy.
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The Malawi National Public Sector Reforms Policy provides for among other things:
a. Alignment of government priorities in its medium term 5-year plan (The Malawi Growth and Development Strategy III) to the Architectural Framework of Ministries during the Five Year Plan period.
b. Proper alignment of sectoral policies and programmes with the MGDS III as well as enabling legislation.
The following priority areas that form the basis of the on-going reforms:
1. Public Service Management Reforms:
This includes reforms related to enactment or review
laws and policies as well as key programmes aimed at
improving the Public Sector Management and
governance and includes mind-set transformation.
2. Decentralisation Reforms:
These reforms are concerned with ensuring that the
local government devolution process is accelerated and
completed.
3. Institutional Restructuring Reforms:
These reforms are concerned with restructuring of
MDAs by setting up new institutions, reframing existing
institutions, and unbundling institutions where it is
deemed to necessary. 4. Recapitalization Reforms:
This will involve capital injection into strategic institutions or key Programmes through treasury funding, Joint Ventures, PPP frameworks or Foreign Direct Investments (FDI).
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2.0 Policy Content
5. Transformational Programming:This will involve putting in place Game Changing Transformative Programmes in various sectors and institutions.
These reforms are taking place in the Executive Branch of government mainly and will also take place in the Judicial and Legislative branches of government.
The Malawi Public Service Management Policy has the following eight (8) priority areas in line with the policy objectives namely:
1. Creating a shared understanding of the vision and responsibilities of the public service;
2. Alignment of the Public Service to the national development agenda and service delivery imperatives;
3. Development of an enabling institutional, policy and legislative framework for public service management;
4. Institutionalization of the public service guiding principles, values, ethos among all public servants in all public service institutions;
5. Improving the productivity of public servants and performance of the public service at all levels;
6. Improvement in public sector governance; 7. Strengthening of the human resource management
infrastructure and; 8. Continuous modernization of the public service.
As an immediate outcome of these two policy documents, government will undertake the review of the Public Service Act, The Malawi Public Service Regulations (MPSR) as well as the harmonization of the 8 Service Commissions among other things.
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The implementation of the Malawi National Public Sector Reforms Policy and the Malawi Public Service Management Policy will require a multi-sectoral approach under the leadership of the Office of the President and Cabinet. It will involve stakeholders in the Executive, Legislature, Judiciary, local councils, Statutory Corporations, and other Agencies. Other stakeholders outside Government are also expected to contribute to the implementation of this policy. These include the private sector, Non-Governmental Organizations, Civil Society Organisations, Faith Based Organisations, the media and users of public services.
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The Malawi Civil Service was once rated the best in Africa in the early post-independence years. This was in line with the Africa Public Service Charter, which emphasized on a Public service that is efficient, effective and results-oriented.
Over the years, service delivery by the Malawi Civil Service has been abating resulting in retarded development. The efficiency of government has a significant bearing on a country's competitiveness and economic growth. Inefficiencies in the delivery of services by the Public Sector have therefore impacted development of our country. Generally, the Public Service is perceived to be too bureaucratic with a negative attitude.
Efforts by previous administrations to overhaul the public service registered minimal success. The current reforms are meant to create a more vibrant and result oriented public service to improve the delivery of services to the public as evidence by government's approval of the two ground-breaking policies.
3.0 Institutional Background
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The communication strategy has been formulated in order to bring about understanding among public servants as primary stakeholders and the public as secondary stakeholders on the reforms government is undertaking to transform the public sector.
In this regard, Public Servants need to understand what is expected of them in performing of their new roles and functions and what they can expect from the on-going government reforms. It is therefore believed that the implementation of the communication strategy will eliminate confusion and misunderstanding among the public servants as the actors of the reform implementation and the general public as the beneficiaries of an effective, efficient, accountable and professional public service.
4.0 Why the Communication Strategy?
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The Communication Strategy outlines the approach that will be used to engage key stakeholders both internally and externally but with a focus on internal communication in line with the goal of the Malawi National Public Sector Reforms Policy.
The Communication Strategy summarises the overall communication objectives and establishes some general principles to which communications will be expected to adhere.
The Communication Strategy identifies the stakeholder groups as well as their corresponding communication needs. It also identifies key messages for the program, together with some specific deliverables and communication channels.
The strategy aligns itself with the main goal of the Malawi National Public Sector Reforms Policy which is to have a result oriented, high performing civil service that facilitates positive transformation of the economy and the country's modernisation by 2022 as outlined above.
5.0 Validation and Motivation
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The communication strategy has been developed according to the following principles:
1. Visibility and accessibility - key senior management, Public Relations Officers (PROs) and Corporate Affairs Managers should deliver the 'general awareness' messages to all public servants and be a link between their institution and the public.
2. Competency and professionalism - making use of a wide range of communication methods and channels in a rightful manner;
3. Relevancy and honesty - information will be up to date and consistent, and reflect the position accurately;
4. Timeliness, flexibility and appropriateness – information will be available when needed, and the right information given, using the right methods and to the right people and avoiding duplication;
5. Comprehensiveness and focused – communications will address all the issues on the particular issue to enable the desired change;
6. Clarity, directness and two-way – Use of plain language, clear short messages where possible to enable provision of feedback is essential so that audiences can ask questions and raise issues of concern.
6.0 Guiding Principles for this Communication Strategy
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The goal of the Public Sector Reforms Communication Strategy is:
Enhanced effective implementation of reforms by the public sector in line with the Malawi National Public Sector Reforms Policy, the Malawi Public Service Management Policy and the Malawi Growth and Development Strategy III so that the public enjoys better services.
The Purpose of the Strategy is:
To ensure that primary and secondary target audience understand and therefore implement the vision, milestones, key activities, challenges, and opportunities of the public sector reforms.
8.0 Objectives
The key communication objectives are to:
I. Facilitate effective information flow among MDAs, between PSRMU and all MDAs, between the public service and the general public.
II. Elevate and raise public awareness of the importance of the Public Sector Reforms Program.
III. Enhance effective implementation of the public sector reforms by public sector.
IV. Promote use of innovative communications channels and techniques to inculcate digital information use within the public service.
V. Facilitate use of continuous information sharing and reinforcement with a view to reducing resistance, fears, uncertainty, and rumours; and monitor and measure feedback.
7.0 Goal and Purpose
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The specific objectives are:
I. To raise awareness on the reforms and engage public servants in the change of processes, structures and policies.
II. To update stakeholders on progress of the reforms generation, implementation and results.
III. To promote openness, honesty and feedback on the part of public servants on reforms program.
IV. Promote a strong identity and commitment to the Reforms Program.
V. Develop and maintain effective partnerships with stakeholders; and encourage involvement and feedback.
9.0 Specific Objectives
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This communication strategy has two communication mechanisms: the internal and external components.
10.1 Internal Communication Mechanism:The internal communication mechanism is aimed at developing a cohesive culture and empowering the public servants to make the right decisions and undertake decisive actions in line with the government's reforms goals. This communication strategy will mainly be driven towards internal communication approach targeting the key stakeholders who are the public servants primarily.
Internal communication mechanism is necessary for successful implementation of the government reforms, as it will achieve:
• A better understanding of reforms program and goals by public servants
• Higher productivity and increased purpose among public servants
• Valuable Feedback for PSRMU• Maintain a connection between PSRMU and all
government institutions.• Enhance a culture of open communication
within the government system.
10.2 External Communication Mechanism:External Communication mechanism will target the general public, media, NGOs, experts, legislators and all other potential stakeholders who are the main beneficiaries of an effective, efficient, professional and modern public service.
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10.0 Communication Mechanisms
External communications mechanisms shall achieve the following:
a. Facilitate cooperation and collaboration with the various stakeholders outside the formal government structure.
b. Ensure regular information flow from PSRMU to all the stakeholders.
c. Promote and enhance PSRMU credibility and demonstrate commitment of the government to the promotion of the welfare of Malawians.
In achieving these two mechanisms the following three methods will be used:
10.2.1 Stakeholder Outreach MethodTo increase participation or enlist stakeholders, the communication strategy will consider stakeholder outreach techniques:
1. Diversifying - the strategy is designed persuade the primary audience (public servants) to participate in the reforms process.
2. Broadening –the strategy wil l highlight the nature of the reforms and the benefits of the reforms at both individual and national level.
3. Deepening - the strategy is crafted to guide the beneficiaries on how best to part ic ipate , s tay involved and implement the reforms.
4. Targeted Messages – Messages will be developed for each audience to achieve the anticipated goals.
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For Public Servants, the targeted messages will need to address:a. Awareness –Communicating the reforms being
implemented by MDAs and what it means for Public Servants and the benefits;
b. Listening and understanding – Communicating how the reforms will affect various MDAs as well as progress on r e f o r m s i m p l e m e n t a t i o n , w h i c h i n c l u d e accomplishments and results to date; challenges and future plans.
c. Positive perception – Information that the Public Servants need to know at every stage of reforms implementation and to get involved.
d. Action – Information on the timelines involved; capacities needed.
e. Ownership – Public servants will be encouraged to have sense of ownership to ensure success at all levels.
For all stakeholders and beneficiaries, the key messages include:a. Identification and publication of government reforms
as well as services to the public that are being reformed and improved for the better.
b. The reforms being implemented by the MDAs and the 'best practice' environment that reflects the quality of the reforms and the public servants.
5. Ambassadorship/Championship - Identification of ambassadors with credibility is a critical part of outreach work. The ambassadors within each institution shall be trained to deliver the messages to specific audiences.
6. Outreach Channels - Below are communication channels that will be employed to reach out to the audience and increase participation.
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Internal External
Direct mail , Government M e m o s , e m a i l s , C h i e f S e c r e t a r i e s ' C i r c u l a r s , WhatsApp Forums
PSRMU Website Updates PSRMU Website Updates
Social media Forums:Twitter, Facebook, Instagram, LinkedIn
Social media Forums:Twitter, Facebook, Instagram, LinkedIn
NewslettersBrochuresFlyers
NewslettersBrochuresFlyers
Radio/Television Public Service Announcements, programs, jingles
Radio/Television Public Service Announcements, programs, jingles
Television Television
N e t w o r k i n g : m e e t i n g s , conferences
N e t w o r k i n g : m e e t i n g s , conferences
Training staff
10.2.2 Social Marketing MethodTo change individual behaviour (negative attitudes and or perceptions), the strategy shall consider social marketing as a methodology. This method will be used to target the behaviour change at an individual level.
Conventional social marketing methods are based on the understanding that two forces determine behaviour:
a. The degree to which an individual sees the proposed behaviour as beneficial and
b. The extent that the new behaviour will be supported by the current structures within the system.
Social Marketing is applied in this strategy because part of the communication approach is internal and is targeting individual behaviour change. Among other things the strategy through this method will therefore aim at attracting more public servants to change attitude towards government reforms as well as encouraging participation in the undertaking of the reforms and taking ownership of the same.
10.2.3 Media Relations MethodMedia Relations method shall be employed to inform or persuade a broader public. The media draws attention to the issue at hand through newspapers, magazines, television, radio and the Internet. Perhaps more than any other communications method employed, media relations will be considered highly especially in targeting the external as a secondary target group. As the Internet usage is
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rapidly increasing, it will be explored to ensure reliable and effective communication flow. In additionstrong relationships will be built and maintained with reporters and editors and will seek to establish PSRMU as a credible source of information.
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Collecting feedback and measuring the effectiveness of communication efforts validates that messages are received and understood by the stakeholders. This allows the Government to assess whether the development and deployment strategies are effective in achieving policy goals. In addition, feedback from stakeholders will help Government to assess the timeliness and appropriateness of messages, improve communications by updating the communications strategy to incorporate what was discovered during the feedback process, and assist in identifying key deployment issues, stakeholder concerns, and possible resolutions.
To ensure success of the communication strategy, feedback from stakeholders, mechanisms will be put in place to support two-way communication, stakeholder engagement, and communication effectiveness.
Mechanisms to collect feedback to measure performance will be both formal and informal. Formal mechanisms may include surveys, a suggestion box, or focus group sessions/ listening groups. Floor representatives may also be appointed to collect feedback. Informal mechanisms may consist of in-person discussions and e-mails.
11.1 Key Indicators for The Communication Strategy
a. Public awareness and increased knowledge of the government reforms
b. Increased participation of the public servants in the reforms process
c. Behavioural/attitude change among public servants
11.0 Review Procedures
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d. Greater publicity within and outside the government system
11.2 I n s t i t u t i o n a l F r a m e w o r k / implementation Arrangements
For effective execution of the communication Strategy, PSRMU shall identify government PROs and communication officers to enhance internal communication capacity and information flow. In addition, relevant stakeholders (primary target) will be involved at the stage of message development. Further, relevant stakeholders will be looped in at t h e s t a g e o f i n fo r m a t i o n d i s s e m i n a t i o n (editors/journalists/experts/legislators/PROs)
11.3 Communication Strategy Matrix A Matrix was developed for the Public Sector Reforms Communiation Strategy highlighting the aactivities to be implemented in order to acheive the specific objectives of the strategy. The Matix also includes the target audience, key message, channel, time frame and responsible person/office to implement the actvities. (Annex 1)
11.4 Work Plan and Tentative BudgetThe attached Communication Strategy Work Plan and Budget (Annex 2(a) and 2(b)) have been developed summarising the various activities. The Work Plan and total budget of K70, 113,126.15 are for a period of two years (the 2018/19 Financial Year and 2019/20 Financial Year) after which the strategy should be reviewed and a new work plan and budget be developed to suit the situation on ground.
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The PSRMU will endeavour to keep the Work Plan under review.
11.5 Monitoring and Evaluation Framework A comprehensive Monitoring and Evaluation (M&E) Framework has also been developed to facilitate the smooth implementation of the Communication Strategy. A baseline has been included in the M&E Framework from where progress can be compared (Annex 3).
11.6 Communications Feedback MatrixSpecific measures to review effectiveness will be developed and deployed in the Communications Feedback Matrix (Annex 4).
These will include reviewing:
a. The PSRMU – the extent to which the Unit is content with the communications strategy;
b. Public Servants – the extent to which they are aware of the PSRMU and the reforms being implemented, how it is being taken forward and its benefits; and
c. Public/ other Stakeholders - the level to which they are conversant with government reforms and its benefits and to enable them to provide feedback.
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ICT
, M
oC
EC
D,
Med
ia
6.
Co
nduc
t
Inte
ract
ive
sess
ions
.
Pub
lic
Ser
vant
sL
et’s
em
bra
ce
Pub
lic
Sec
tor
Ref
orm
s fo
r ef
fici
ent
and
ef
fect
ive
publi
c se
rvic
e d
eliv
ery.
Folk
m
edia
, T
FD
, dra
ma,
vi
deo
sh
ow
s,
poe
try,
m
usi
c,
dan
ce,
mar
ket
day
ca
mpa
igns
, ro
ad
sho
ws,
st
reet
ca
rniv
al
On
-go
ing
PS
RM
U-L
ead
Oth
ers
Mo
ICT
, M
oC
EC
D,
7.
Dis
sem
inat
e b
est
pra
ctic
es
on
refo
rms.
Pub
lic
Ser
vant
s
Let
’s
emb
race
P
ubli
c S
ecto
r R
eform
s fo
r ef
fici
ent
and
ef
fect
ive
publi
c se
rvic
e d
eliv
ery.
Rep
ort
s,
conf
eren
ces,
ne
wsp
aper
s,
TV
, ra
dio
, m
eeti
ngs,
se
min
ars,
sy
mpos
ium
, F
GD
s
A
nnu
al
PS
RM
U-L
ead
Oth
ers
OP
C,
Mo
ICT
, M
oC
EC
D,
OB
JEC
TIV
E
2
AC
TIV
ITIE
S
TA
RG
ET
A
UD
IEN
CE
KE
Y M
ES
SA
GE
CH
AN
NE
L
TIM
E F
RA
ME
BU
DG
ET
RE
SP
ON
SIB
ILIT
Y
To
up
da
te
sta
ke
ho
lde
rs
on
pro
gre
ss
of
the
refo
rms
ge
ne
rati
on
,
imp
lem
en
tati
on
an
d
1.
Dev
elo
p an
d d
isse
min
ate
IEC
mes
sage
s an
d m
ater
ials
o
n pr
ogr
ess
on
refo
rms.
Pub
lic
Ser
vant
s
Med
ia,
CS
Os,
F
BO
s,
trad
itio
nal
lead
ers,
p
ubli
c,
pol
itic
ians
.
Tra
nsfo
rmin
g P
ubli
c S
ervi
ce
Del
iver
y th
rou
gh
refo
rms.
M
eeti
ngs
Cir
cula
rs
New
spap
er,
TV
, R
adio
, le
afle
ts,
new
slet
ters
, fl
iers
, F
GD
s,
Med
ia T
our
An
nual
PS
RM
U-L
ead
Oth
ers
OP
CM
oIC
T,
Mo
CE
CD
,
22
to t
he
Re
form
s
Pro
gra
m.
2.
Pro
duc
e IE
C m
ater
ials
an
d
dis
sem
inat
e.
Pub
lic
Ser
vant
s
Pub
lic
M
edia
Let
’s
emb
race
P
ubli
c S
ecto
r R
eform
s fo
r ef
fici
ent
and
ef
fect
ive
pub
lic
serv
ice
del
iver
y.
Mo
bil
e b
illb
oar
ds,
FG
Ds,
pen
s,
cale
nda
rs,
flie
rs,
dia
ries
, m
emo
s,
circ
ula
rs,
tail
or
mad
e fl
iers
, b
roch
ures
, le
afle
ts,
post
ers,
b
rand
ed
num
ber
p
late
.
On
-go
ing
PS
RM
U –
lead
Oth
ers
Mo
ICT
Mo
CE
CD
, G
ove
rnm
ent
Pri
nt
OB
JEC
TIV
E
5
AC
TIV
ITIE
S
TA
RG
ET
A
UD
IEN
CE
KE
Y M
ES
SA
GE
CH
AN
NE
L
TIM
E F
RA
ME
BU
DG
ET
RE
SP
ON
SIB
ILIT
Y
De
ve
lop
an
d
ma
inta
in
eff
ect
ive
pa
rtn
ers
hip
s
wit
h
sta
ke
ho
lde
rs;
an
d
en
cou
rag
e
inv
olv
em
en
t
an
d
fee
db
ack
.
1.
Lo
bby
sup
port
fo
r re
form
s.
Pub
lic
Ser
vant
s,
Cont
roll
ing
off
icer
s,
FB
Os,
C
SO
s,
med
ia,
dev
elo
pm
ent
par
tner
s,
PR
Os,
P
arli
amen
tari
ans,
C
entr
al
Age
ncie
s (F
inan
ce,
just
ice,
,D
HR
MD
, E
P&
D)
Eff
ecti
ve
part
ners
hips
, a
cata
lyst
fo
r ef
fici
ent
Pub
lic
Ser
vice
D
eliv
ery.
Mee
tin
gs
Cir
cula
rs
New
spap
ers,
TV
, R
adio
, le
afle
ts,
new
slet
ters
, fl
iers
, F
GD
s,
On
-go
ing
PS
RM
U –
lead
Oth
erO
PC
, M
inis
try
of
Gen
der
2.
Eng
age
stak
ehold
ers
on
refo
rms
for
feed
bac
k
pur
pose
s.
Pub
lic
Ser
vant
s,
Cont
roll
ing
off
icer
s,
FB
Os,
C
SO
s,
trad
itio
nal
lead
ers,
m
edia
, d
evel
op
men
t p
artn
ers,
P
RO
s,
Par
liam
enta
rian
s,
Cen
tral
A
genc
ies
(Fin
ance
, ju
stic
e,
DH
RM
D, E
P&
D).
Eff
ecti
ve
part
ners
hips
, a
cata
lyst
fo
r ef
fici
ent
Pub
lic
Ser
vice
D
eliv
ery.
Wor
ksho
ps,
F
GD
s,
Ad
voca
cy
mee
ting
s,
mem
os,
ci
rcula
rs,
tail
or
mad
e fl
iers
, b
roch
ures
, le
afle
ts,
soci
al
On
-go
ing
PS
RM
U –
lead
OP
CO
ther
Mo
FA, M
oL
GR
D
23
med
ia,
thea
tre,
In
tera
ctiv
e se
ssio
ns.
3.
Co
nduc
t C
apac
ity
Bui
ldin
g o
f st
akeh
old
ers
on
Ref
orm
s.
Pub
lic
Ser
vant
s
P
RO
s,
Man
ager
s,
refo
rm c
ham
pio
ns.
Eff
ecti
ve
part
ners
hips
, a
cata
lyst
fo
r ef
fici
ent
Pub
lic
Ser
vice
D
eliv
ery.
Tra
inin
g,
O
rien
tati
on,
M
ento
rsh
ip
A
ttac
hm
ents
,
Ben
chm
arki
ng v
isit
s.
Wor
ksh
ops
On
-go
ing
PS
RM
U-L
ead
Oth
ers
OP
CM
oIC
T,
Mo
CE
CD
, D
HR
MD
, M
DIs
, M
oFA
4.
Dis
sem
inat
e b
est
prac
tice
s o
n re
form
s.
Pub
lic
Ser
vant
s
Con
trol
ling
o
ffic
ers,
F
BO
s,
CS
Os,
tr
adit
iona
l le
ader
s,
med
ia,
dev
elo
pm
ent
par
tner
s,
PR
Os,
P
arli
amen
tari
ans,
C
entr
al
Ag
enci
es
(Fin
ance
, ju
stic
e,
OP
C,
DH
RM
D,
EP
&D
).
Eff
ecti
ve
part
ners
hips
, a
cata
lyst
fo
r ef
fici
ent
Pub
lic
Ser
vice
D
eliv
ery.
Rep
ort
s,
conf
eren
ces,
ne
wsp
aper
s,
TV
, ra
dio
, m
eeti
ngs,
se
min
ars,
sy
mp
osiu
m,
FG
Ds
An
nual
PS
RM
U-
lead
OP
CO
ther
sM
oIC
T,
Mo
CE
CD
, M
DIs
, U
nive
rsit
ies
24
Wo
rk P
lan
WE
EK
12
34
12
34
12
34
12
34
12
34
12
34
12
34
12
34
12
34
12
34
12
34
12
34
Rev
iew
R
eform
s C
om
munic
atio
n S
trat
egy
Pro
duc
tio
n o
f M
edia
Wri
te-u
ps
AC
TIV
ITY
Ja
nu
ary
Fe
bru
ary
Ma
rch
Ap
ril
Ma
yJ
un
eJ
uly
Au
gu
st
Se
pte
mb
er
Oc
tob
er
No
ve
mb
er
De
ce
mb
er
Yea
r2
01
8/19
Fin
an
cia
l Y
ea
r
Tra
nsla
tio
n o
f P
oli
cies
in
to C
hich
ewa/
Tu
mb
uka
Dev
elop
men
t
of
m
essa
ges
for
IEC
mat
eria
ls
Pro
duc
tio
n of
IEC
m
ater
ials
: i.
e.
post
ers,
leaf
lets
Dev
elop
men
t o
f W
eb-
site
fo
r R
efo
rms
Dev
elop
men
t o
f E
-L
ibra
ry
Cond
uct
Med
ia T
our
on
Ref
orm
s p
rogr
ess
Ori
enta
tio
n M
eeti
ng
wit
h
Pub
lic
Rel
atio
ns
Off
icer
s
(PR
O)
Fee
dbac
k su
gges
tio
n
boxe
s in
stal
led
in
25
Ann
ex 2
(a)
:
MD
As/
Par
asta
tals
Pro
duct
ion
of
Vid
eo
Do
cum
enta
ry
Pro
duct
ion
of
Rad
io
Do
cum
enta
ry
Wor
ksho
p
wit
h P
ubli
c S
erv
ants
o
n R
efor
ms-
MD
As
(Nor
th)
Wor
ksho
p
wit
h P
ubli
c S
erv
ants
o
n R
efor
ms-
MD
As
(Cen
tral
)
Wor
ksho
p
wit
h P
ubli
c S
erv
ants
o
n R
efor
ms-
MD
As
(Sou
th)
20
19/
20
20
Fin
an
cia
l Y
ea
r
Pre
ss
Con
fere
nce
on
Pro
gres
s o
f R
efo
rms
Fo
cus
Gro
up
Dis
cuss
ion
s w
ith
MD
As
Fo
cus
Gro
up D
iscu
ssio
ns
wit
h P
aras
tata
ls
Fo
cus
Gro
up D
iscu
ssio
ns
wit
h L
oca
l C
ounc
ils
Dev
elo
pm
ent
of
IEC
m
ater
ials
on
Ref
orm
s
Wor
kshop
w
ith
Ref
orm
s C
ham
pions
26
Fee
dbac
k co
nfer
ence
w
ith
Par
asta
tals
Foc
us G
roup
D
iscu
ssio
ns w
ith
Chi
efs
Foc
us G
roup
D
iscu
ssio
ns w
ith
Rel
igio
us L
eade
rs
Foc
us G
roup
D
iscu
ssio
ns w
ith
Mem
bers
of
Par
liam
ent
27
TE
NT
AT
IVE
BU
DG
ET
No
.P
lan
ned
Ac
tiv
itie
sD
eliv
ery
Pe
rio
dR
es
po
ns
ibilit
yS
ou
rce
of
Fu
nd
ing
Co
st
Ye
ar
On
e:
(2018
/19
Fin
an
cia
l Y
ea
r)
OR
T
OT
HE
RS
1
Co
mm
un
ica
tion
Str
ate
gy
Wo
rkin
g S
essi
on
Ju
ly-S
ep
t/18
PS
RM
U
OR
T
Do
ne
2
Pro
ductio
n o
f M
ed
ia W
rite
-U
ps
Ju
ly-S
ep
t/18
PS
RM
U
UN
DP
6,0
14
,51
2
3
Tra
nsl
atio
n o
f P
olic
ies in
to
Ch
iche
wa
an
d T
um
bu
ka
O
ct-D
ece
mb
er/
18
Co
nsu
ltan
t
U
ND
P
Do
ne
4IE
C M
essa
ge
De
velo
pm
en
t
Oct
-De
ce
mb
er/
18
Co
nsu
ltan
t
D
AI/
U
ND
P
3,7
61
,25
0
5IE
C m
ate
ria
l pro
du
ctio
n
Oct
-De
ce
mb
er/
18
PS
RM
U
UN
DP
6,6
00
,00
0
6D
eve
lop
me
nt o
f W
eb
site
Oct
-De
ce
mb
er/
18
Co
nsu
ltan
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DA
I/
UN
DP
57
5,0
00
7D
eve
lop
me
nt o
f E
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rary
Oct
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ce
mb
er/
18
PS
RM
UU
ND
P2
,50
0,0
00
8M
ed
ia T
ou
r o
n R
efo
rms
Oct
-De
ce
mb
er/
18
PS
RM
UO
RT
6,4
16
,25
0
28
Ann
ex 2
(b):
9
Orie
nta
tion
me
etin
g w
ith
Pu
blic
Re
latio
ns
Offic
ers
Ja
n-M
arc
h/1
8 P
SR
MU
O
RT
5,7
13
,00
0
10
Fe
ed
ba
ck S
ug
ge
stio
n B
oxe
s
in M
DA
s/P
ara
sta
tals
Ja
n-M
arc
h/1
8
PS
RM
U
OR
T
MD
As
and
p
ara
sta
tals
11
Pro
ductio
n o
f V
ide
o
Do
cum
en
tary
Ja
n-M
arc
h/1
8
PS
RM
U
OR
T
3,4
06
,65
6
12
Pro
ductio
n o
f R
ad
io
Do
cum
en
tary
Ja
n-M
arc
h/1
8
PS
RM
U
OR
T
3,0
56
,10
9
13
Wo
rksho
p w
ith M
DA
s (
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rth
)
Ap
ril
-Ju
ne
/18
PS
RM
U
OR
T
3,9
15
,82
5
14
Wo
rksho
p w
ith M
DA
s
(Ce
ntr
al)
Ap
ril
-Ju
ne
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PS
RM
U
OR
T
3,1
86
,50
0
15
Wo
rksho
p M
DA
s w
ith
(So
uth
)A
pril
-Ju
ne
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PS
RM
U
OR
T
4,0
01
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5
Ye
ar
on
e t
ota
l b
ud
ge
t 4
9,1
46,8
76
Ye
ar
two
: (2
019
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Fin
an
cia
l Y
ea
r)
16
Pre
ss c
on
fere
nce
on
pro
gre
ss
of R
efo
rms
Ju
ly-S
ep
t/19
OR
T3
42
,30
0
17
Fo
cu
s G
rou
p D
iscu
ssio
ns
with
M
DA
sJu
ly-S
ep
t/19
PS
RM
UO
RT
2,0
32
,75
0.0
0
18
Fo
cu
s G
rou
p D
iscu
ssio
ns
with
Pa
rast
ata
lsJu
ly-S
ep
t/19
PS
RM
UO
RT
2,0
32
,75
0.0
0
29
32
19
Fo
cus
Gro
up
Dis
cuss
ions
with
Lo
cal C
ou
nci
ls
Oct
-De
cem
be
r/19
PS
RM
U
OR
T
2,0
32
,75
0.0
0
20
De
velo
p IE
C m
ess
age
s a
nd
m
ate
ria
ls o
n
Re
form
s
Oct
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cem
be
r/19
PS
RM
U
UN
DP
6,3
00
,00
0.0
0
21
Wo
rksh
op
with
Re
form
s C
ha
mp
ion
s
Oct
-De
cem
be
r/19
OR
T
3,9
36
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0
22
Fe
ed
ba
ck C
on
fere
nce
with
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ara
sta
tals
Jan
-Ma
rch/1
9
UN
DP
2,6
91
,10
0
23
Fo
cus
Gro
up
Dis
cuss
ions
with
Ch
iefs
(N
ort
h)
Jan
-Ma
rch/1
9
OR
T
63
0,5
50
.00
24
F
ocu
s G
rou
p D
iscu
ssio
ns
with
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ligio
us
Le
ad
ers
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uth
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Jan
-Ma
rch/1
9
OR
T
68
6,5
00
.00
25
Fo
cus
Gro
up
Dis
cuss
ions
with
Me
mb
ers
of P
arlia
me
nt
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ntr
al)
A
pril
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ne
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OR
T
2
81
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0.0
0
To
tal B
ud
get
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ye
ar
two
20
,96
6,2
50
.00
OR
T
41
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ve
lop
me
nt
Part
ne
rs
28
,441
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GR
AN
D T
OTA
L
70
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26
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30
MO
NIT
OR
ING
AN
D E
VA
LU
AT
ION
FR
AM
EW
OR
K
T
he
Mo
nit
ori
ng
and
Eva
luat
ion
Fra
mew
ork
wil
l p
rovi
de
crit
ical
fee
db
ack
fo
r tr
ack
ing
pro
gres
s o
f th
e im
ple
men
tati
on
of
the
Pu
bli
c Se
cto
r R
efo
rms
Co
mm
un
icat
ion
Str
ateg
y an
d t
o f
acil
itat
e an
d g
uid
e d
ecis
ion
-mak
ing.
OB
JE
CT
IVE
/O
UT
CO
ME
OU
TP
UT
SP
ER
FO
RM
AN
CE
IN
DIC
AT
OR
S
BA
SE
LIN
E
(20
18
/19
)
EN
D T
AR
GE
T
ME
TH
OD
OF
V
ER
IFIC
AT
ION
FR
EQ
UE
NC
Y
RE
SP
ON
SIB
LE
IN
ST
ITU
TIO
N
OTH
ER
INST
ITU
TIO
NS
20
18
20
19
20
20
20
21
20
22
1.0
To
rais
e aw
aren
ess
on
th
e re
form
s an
d
eng
age
publ
ic s
erva
nts
in t
he
chan
ge
of
pro
cess
es,
stru
ctu
res
and
p
olic
ies
.
1.
1 IE
C
mes
sage
s an
d m
ater
ials
on
re
form
s de
velo
ped
and
diss
emin
ated
.
Num
ber
of I
EC
mat
eria
l de
velo
ped.
Mes
sage
D
evel
opm
ent
Wor
ksho
p R
epor
ts
Onc
e ev
ery
2 ye
ars
PSR
MU
MoI
CT,
MoC
EC
D
Num
ber
of I
EC
mat
eria
l di
ssem
inat
ed.
Dis
trib
utio
n Li
st/R
epor
ts
Ann
ually
PSR
MU
MoI
CT,
MoC
EC
D
1.2.
C
ondu
ct
sens
itisa
tion
activ
ities
on
re
form
s w
ith
MD
As.
Num
ber
of S
ensi
tizat
ion
activ
ities
car
ried
out.
Act
ivity
R
epor
tsQ
uart
erly
PSR
MU
OP
C,M
oIC
T,M
oCE
CD
Num
ber
of
MD
As
sens
itize
d.
Sen
sitis
atio
n W
orks
hop
Rep
orts
On
goin
gP
SRM
UO
PC
,MoI
CT,
MoC
EC
D
1.3.
B
uild
C
apac
ity
for
inte
rnal
st
akeh
olde
rs
on
Ref
orm
s.
Num
ber
of
inte
rnal
st
akeh
olde
rs tr
aine
d.Tr
aini
ng
Rep
orts
On
goin
gP
SRM
UO
PC
,MoI
CT,
MoC
EC
D,D
HR
MD
,MD
Is
Num
ber
of
capa
city
bu
ildin
g se
ssio
ns
cond
ucte
d.
Wor
ksho
p R
epor
tsO
n go
ing
PS
RM
UO
PC
,MoI
CT,
MoC
EC
D,D
HR
MD
,MD
Is
1.4.
E
nhan
ce
ICT
inno
vatio
ns
on
refo
rms.
Num
ber
of
ICT
Inno
vativ
e m
etho
ds
used
.
Impl
emen
tatio
n R
epor
tO
n go
ing
PS
RM
UO
PC
,MoI
CT,
MoC
EC
D
31
Ann
ex 3
:
32
Rep
orts
5.0
To
dev
elo
p
and
m
ain
tain
eff
ec
tiv
e
par
tner
ship
s w
ith
st
akeh
old
ers;
an
d
en
co
ura
ge
in
volv
emen
t an
d
fee
db
ac
k.
5.1.
E
ngag
e S
take
hold
ers
to
supp
ortr
efor
ms.
Num
ber
of
sess
ions
co
nduc
ted.
Ses
sion
R
epor
tsA
nnua
llyP
SR
MU
OP
C, N
GO
Boa
rd
Num
ber
of
orga
niza
tions
pr
ovid
ing
supp
ort..
Mem
oran
dum
of
U
nder
stan
din
g/ L
ist
of k
ey
stak
ehol
ders
Bi-A
nnua
l/ A
nnua
lP
SR
MU
OP
C,M
oF
5.2.
E
ngag
e st
akeh
olde
rs
on
refo
rms
for
feed
back
pu
rpos
es.
Num
ber
of
Sta
keho
lder
s en
gage
men
t se
ssio
ns
cond
ucte
d.
Sta
keho
lder
s E
ngag
emen
tR
epor
tsO
n go
ing
PS
RM
UO
PC
, M
oFA
,MoL
GR
D,
NG
O B
oard
Num
ber
of
netw
orki
ng
plat
form
s es
tabl
ishe
d.
For
um
Rep
orts
/Wor
ksh
op R
epor
tO
n go
ing
PS
RM
UO
PC
, M
oFA
,MoL
GR
D,
NG
O B
oard
5.3.
C
ondu
ct
Cap
acity
B
uild
ing
of
stak
ehol
ders
on
R
efor
ms.
Num
ber
of
capa
city
bu
ildin
g se
ssio
ns
cond
ucte
d.
Wor
ksho
p R
epor
tsO
n go
ing
PS
RM
UO
PC
,MoI
CT,
MoC
EC
D,D
HR
MD
,MD
Is,
MoF
A
Num
ber
of s
take
hold
ers
orie
nted
.
Trai
ning
R
epor
tsO
n go
ing
PS
RM
UO
PC
,MoI
CT,
MoC
EC
D,D
HR
MD
,MD
Is,
MoF
A
5.4.
Dis
sem
inat
e be
st
prac
tices
on
refo
rms.
Num
ber
of
diss
emin
atio
n se
ssio
ns/c
onfe
renc
es/m
eetin
gs c
ondu
cted
.
Con
fere
nce
Rep
orts
Ann
ually
PS
RM
UO
PC
,MoI
CT,
MoC
EC
D,M
DIs
,Uni
vers
itie
s
Num
ber
of
Dis
sem
inat
ion
Rep
orts
di
strib
uted
.
Dis
trib
utio
n Li
stA
nnua
llyP
SR
MU
OP
C,M
oIC
T,M
oCE
CD
,MD
Is,U
nive
rsiti
es
33
CO
MM
UN
ICA
TIO
N F
EE
DB
AC
K M
AT
RIX
F
ee
db
ack
Me
cha
nis
m
Tim
ing
Pu
rpo
se
Re
spo
nsi
bil
ity
Me
asu
re
V
alid
atio
n
(eac
h
com
mu
nic
atio
n
met
ho
d
emp
loye
d/c
han
nel
use
d
At
the
end
o
f ev
ery
refo
rm
imp
lem
enta
tio
n
ph
ase
Info
rmal
mec
han
ism
to
det
erm
ine
if
com
mu
nic
atio
n a
ctiv
itie
s ar
e ef
fect
ive
and
to
as
sess
th
e le
vel
of
un
der
stan
din
g/ a
war
enes
s
PR
Os
Key
C
on
tact
P
erso
n
–
Pu
bli
c S
ecto
r R
efo
rms
Man
agem
ent
Un
it
Xx%
ack
no
wle
dg
ed t
hat
th
ey h
eard
of,
un
der
sto
od
an
d a
gree
d t
hat
th
e
par
ticu
lar
com
mu
nic
atio
n
mes
sage
was
eff
ecti
ve
Focu
s G
rou
ps
Bi-
ann
ual
y
To
ve
rify
if
th
e p
rim
ary
ta
rget
aud
ien
ce (
Pu
bli
c S
erva
nts
an
d o
ther
key
sta
keh
old
ers
nee
ds
are
bei
ng
met
and
iden
tify
new
nee
ds
and
issu
es
PR
Os
and
C
orp
ora
te
Aff
airs
Man
ager
s K
ey C
on
tact
Per
son
–
Pu
bli
c Se
cto
r R
efo
rms
Man
agem
ent
Un
it
Xx%
ack
no
wle
dg
ed t
hat
th
ey h
eard
of,
un
der
sto
od
an
d a
gree
d t
hat
th
e
par
ticu
lar
com
mu
nic
atio
n
mes
sage
was
eff
ecti
ve
Lis
ten
ing
Gro
up
sB
i-an
nu
aly
To
g
et
an
in
sigh
t o
f th
e le
vel
of
un
der
stan
din
g o
f th
e re
form
s w
ith
in
the
go
ver
nm
ent
min
istr
ies/
dep
artm
ents
/in
stit
uti
on
PR
Os
and
C
orp
ora
te
Aff
airs
Man
ager
s K
ey C
on
tact
Per
son
–
Pu
bli
c S
ecto
r R
efo
rms
Man
agem
ent
Un
it
Xx%
ack
no
wle
dg
ed t
hat
th
ey h
eard
of,
un
der
sto
od
an
d a
gree
d t
hat
th
e
par
ticu
lar
com
mu
nic
atio
n
mes
sage
was
eff
ecti
ve
Te
am M
eeti
ngs
Qu
arte
rly
To
so
lici
t fe
edb
ack
ab
ou
t
com
mu
nic
atio
ns
effe
ctiv
enes
s fr
om
Ref
orm
s am
bas
sad
ors
an
d k
ey c
on
tact
Per
son
s in
ea
ch
Go
vern
men
t
Min
istr
y/D
epar
tmen
t/in
stit
uti
on
All
go
vern
men
t in
stit
uti
on
s
imp
acte
d b
y R
efo
rms
Xx%
ack
no
wle
dg
ed t
hat
th
ey h
eard
of,
un
der
sto
od
an
d a
gree
d t
hat
th
e
par
ticu
lar
com
mu
nic
atio
n
mes
sage
was
eff
ecti
ve
Ele
ctro
nic
(an
on
ym
ou
s)
Feed
bac
k/S
ugg
esti
on
Bo
x
On
-go
ing
To
so
lici
t fe
edb
ack
ab
ou
t
com
mu
nic
atio
ns
effe
ctiv
enes
s
34
Ann
ex 4
:
Printed by THE GOVERNMENT PRINTER, Lilongwe, Malawi
March, 2019
Office of The President and Cabinet
Public Sector Reforms Management Unit
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Malawi
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Email: [email protected]