mec strategic plan final

STRATEGIC PLAN 2013-2017

Our vision To be a professional organisation that delivers credible elections in accordance with national laws

and international best practice to strengthen genuine democracy and peace in Malawi

Funded by the European Union Democratic Governance ProgrammeDISCLAIMER: This publication has been produced with assistance from the European Union Democratic

Governance Programme. The content of this publication is the sole responsibility of the authors and can in no way be taken to refl ect the views of the EU DGP. P

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Malawi Electoral Commission

STRATEGIC PLAN 2013-2017 STRATEGIC PLAN 2013-2017


Our vision

To be a professional organisation that delivers credible elections in accordance with national laws and international best practice to strengthen genuine democracy and peace in Malawi



MEC Contacts

HEADQUARTERSMalawi Electoral CommissionChisankho HousePrivate Bag 113BlantyreTel +265 (0) 1 822 033/ 821 585Fax: +265 (0) 1 821 846E-mail: [email protected]: www.mec.org.mw

REGIONAL ELECTIONS OFFICE (SOUTH)Opposite Blantyre City Assembly Fire Offi ceP.O. Box 30873Chichiri, Blantyre 3Tel +265 (0) 1 880 218/206E-mail: [email protected]

REGIONAL ELECTIONS OFFICE (CENTRE)Shire BuildingPrivate Bag A134LilongweTel +265 (0) 1 753 402Fax: +265 (0) 1 757 760E-mail: [email protected]

REGIONAL ELECTIONS OFFICE (NORTH)Osman Ghani BuildingPrivate Bag 200MzuzuTel +265 (0) 1 310 825/865Fax: +265 (0) 1 311 136E-mail: [email protected]



contentsList of Abbreviations, acronyms................................................................................................. 6Defi nitions................................................................................................................................. 6Message from Chairperson of the Malawi Electoral Commission............................................... 7Introduction............................................................................................................................... 9 From inception to materialisation: The process................................................................................................. 9 The Structure of the Strategic Plan and Clarifi cation of Concepts...................................................................... 9

Vision, Mission and Guiding Principles...................................................................................... 11Thematic area/Strategic Pillar No. 1: Electoral Environment...................................................... 12Strategic Goal No. 1: Independence of MEC.............................................................................. 12 Context............................................................................................................................................................ 12 Specifi c Objective 1: MEC’s commitment to and compliance with its guiding principles and values enhanced by the end of 2013......................................................................................... 12 Specifi c objective 2: Public funding of MEC protected and predictable by the end of 2017.............................. 13 Specifi c objective 3: District level capacity of MEC enhanced by the end of 2013............................................ 13

Strategic Goal No. 2: Legal Framework..................................................................................... 14 Context............................................................................................................................................................ 14 Specifi c objective 1: Gaps and inconsistencies in the electoral laws are addressed by the end of 2013................................................................................................................................................ 14 Specifi c objective 2: Capacity of MEC to deal with legal related matters including complaints handling is enhanced by end of 2013............................................................................................. 15

Strategic Goal No. 3: Level Playing Field:.................................................................................. 16 Context............................................................................................................................................................ 16 Specifi c objective 1: A platform for electoral contestants to market their agendas created by the end of 2013............................................................................................................................... 16 Specifi c objective 2: A fair campaign process conducted by May 2014............................................................ 16 Specifi c Objective No. 3: Capacity of MEC to enforce laws and regulations strengthened by 2013....................................................................................................................................... 17

Strategic Goal No 4: Stakeholder Relationships......................................................................... 18 Context............................................................................................................................................................ 18 Specifi c objective 1: Communication improved, professionalized and rigorously implemented by September 2013..................................................................................................................... 18 Specifi c objective 2: Interaction and communication with stakeholders improved throughout the electoral cycle by the end of 2016............................................................................................ 18 Specifi c objective No. 3: Electoral services offered on demand and on a cost recovery basis to those stakeholders in need................................................................................................................... 19

Strategic Goal No. 5: Election Observation and Election Monitoring........................................ 20 Context............................................................................................................................................................ 20 Specifi c objective: Election observation / monitoring systematically and comprehensively conducted by end of 2014............................................................................................................................... 20

Thematic area / Strategic Pillar 2: Malawi Electoral Commission as an organisation................. 22Strategic Goal No. 1: Organisational Culture............................................................................ 22 Context............................................................................................................................................................. 22 Specifi c objective 1: Trust and good working relationship between Commissioners and Staff established by fi rst quarter 2013 and corporate identity strengthened by end 2013................................... 23 Specifi c objective 2: Effi ciency in decision-making procedures, implementation, and follow up strengthened by 2013 and principles of corporate governance clarifi ed and entrenched by 2014................................................................................................................................... 23

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Specifi c objective 3: Effi ciency and cost-effectiveness is increased through appropriate IT-infrastructure and training by 2014............................................................................................................... 23 Specifi c objective 4: Responsiveness to stakeholders strengthened by 2014...................................................... 23

Strategic Goal No. 2: Human Resource Management and Administration................................. 24 Context 24 Specifi c objective 1: Skills development and placement of staff based on systematically identifi ed skills gaps by end of 2013......................................................................................................................................... 24 Specifi c objective 2: Staff satisfaction levels enhanced by the end of 2017........................................................ 25 Specifi c objective 3: Highly competent and skilled personnel professionally recruited by the end of end 2017..................................................................................................................................... 25

Strategic goal No. 3: Financial management and procurement................................................. 26 Context............................................................................................................................................................. 26 Specifi c objective 1: Capacity of MEC in fi nancial management and procurement enhanced by end of 2013.... 26 Specifi c objective 2: Confi dence and trust of stakeholders enhanced................................................................. 26 Specifi c objective 3: To increase the effi cient use of resources and minimize wastage by 2016........................ 27 Specifi c objective 4: Level of compliance with fi nancial guidelines and procurement procedures increased by end of 2013................................................................................................................................................. 27

Thematic area/Strategic Pillar No. 3: Electoral Operations......................................................... 28Strategic Goal No. 1: Operational Plan...................................................................................... 28 Context – General remarks............................................................................................................................... 28 The operational plan......................................................................................................................................... 28 Specifi c objective: The operational plan in place by Nov 2012 and is implemented according to the time lines throughout 2013 and 2014............................................................................................................... 29

Strategic Goal No. 2: Voter Education........................................................................................ 30 Context............................................................................................................................................................. 30 Specifi c objective 1: Quality and delivery of civic and voter education improved by end of 2013.................... 30 Specifi c objective 2: Maintain a high-level voter turn-out and seek to achieve national rate of less than 3.5% null and void votes by 2017............................................................................................................................. 31

Strategic Goal No. 3: Boundary Delimitation............................................................................. 32 Context............................................................................................................................................................. 32 Specifi c Objective: To review wards and constituencies and undertake boundary delimitation according to the constitutional requirement by 2017............................................................................................................ 32

Strategic Goal No. 4: Voter Registration.................................................................................... 34 Context............................................................................................................................................................. 34 Specifi c objective: To have an accurate, current and relevant voters’ register in place by 2014......................... 34

Strategic Goal No. 5: Transmission and announcement of results, complaints handling............ 35 Context............................................................................................................................................................. 35 Specifi c objective: Results’ transmission and announcement processes are improved and well known to all stakeholders by March 2014............................................................................................................................. 35

Pillar number 4: Cross cutting issues.......................................................................................... 36Strategic goal No. 1: Gender, youth, the elderly and people with disabilities............................ 37 Specifi c objective 1: Gender in all policies, processes and activities is mainstreamed....................................... 37 Specifi c objective 2: The infrastructure, services and materials accessible to people with disabilities................ 37 Specifi c objective 3: Youth encouraged in participating in electoral processes in an informed manner.............. 37 Specifi c objective 4: MEC ensures equal participation of elderly people through specifi c attention to elderly’s concerns in electoral operations.......................................................................................................... 37

Strategic Goal No 2: Security, Infrastructure, and Equipment.................................................... 38 Context............................................................................................................................................................. 38 Specifi c objective 1: Security policy for the electoral process provided by July 2013........................................ 38 Specifi c objective 2: Secure and purposely built offi ces and warehouses either acquired or designed by 2017.. 38 Specifi c objective 3: Security of MEC Commissioners, Staff and MEC sensitive materials provided.................... 39 Specifi c objective 4: Adequate and reliable equipment and systems available................................................... 39

Other crosscutting issues............................................................................................................ 39

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Rural/ urban divide............................................................................................................................................ 39 Risk assessment.................................................................................................................................................. 39 Sustainable and ecologically sensitive policy..................................................................................................... 40

Thematic area/Strategic Pillar No. 5: Implementation Mechanisms, Research, Monitoring and Evaluation............................................................................................................................ 41Strategic Goal No. 1: Research, Monitoring and Evaluation....................................................... 41Context..................................................................................................................................................................... 41Specifi c objective 1: The knowledge and expertise of MEC continuously remains update.......................................... 41Specifi c objective 2: Continuous learning and tracking of progress against targets undertaken................................... 41Specifi c objective 3: Systematic documentation, archiving of information and reports done...................................... 41

Strategic Goal No. 2: Resource Mobilisation.............................................................................. 42Context 42Specifi c Objective: The resource base for MEC is broadened, predicable, and based on this strategic plan by 2017.. 42

Strategic Goal No. 3: Implementation Mechanisms of the Strategic Plan................................... 43 Context.............................................................................................................................................................. 43

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A mock poll shows how the visually impaired are helped to cast their vote



List of Abbreviations, Acronyms ACB Anti Corruption Bureau

BRIDGE Building Resources In Democracy, Governance and Elections

CEO Chief Elections Offi cer

CMD Centre for Multiparty Democracy

CSO Civil Society Organisation

DC District Commissioner

DGP Democratic Governance Programme

EC Electoral Commission

ECA Electoral Commission Act

EMB Electoral Management Body

ETF Elections Task Force

EU European Union

HIV/AIDS Human Immunodefi ciency Virus/Acquired Immunodefi ciency Syndrome

ICT Information Communication Technology

LGEA Local Government Elections Act

MACRA Malawi Communications Regulatory Authority

MEC Malawi Electoral Commission

MPLC Multiparty Liaison Committee

NECOF National Elections Consultative Forum

NSO National Statistical Offi ce

PPE Parliamentary and Presidential Elections

PPEA Parliamentary and Presidential Elections Act

SP Strategic Plan

SWOT Strengths, Weaknesses, Opportunities and Threats

TOT Trainer of Trainers

Defi nitions

Strategic Plan: The Strategic Plan is an overarching systematic assessment, planning and implementation tool, which is used as a strategic means to strengthen the organisation, to implement all activities during the electoral cycle, and to sustain and increase the capacity of the institution over the defi ned period.

Operational Plan: The operational plan is embedded in the Strategic Plan. It can be defi ned as the outline of all relevant activities the electoral authority has to undertake within the existing legal framework to successfully conduct the elections.

Implementation Plan: The implementation plan translates strategic goals and objectives in a detailed plan of timed activities.

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Message from Chairperson of the Malawi Electoral CommissionThe Malawi Electoral Commission is one of the governance institutions established under Section 75 of the Constitution of Malawi primarily to conduct all types of national elections and referenda. The 2013 – 2017 Malawi Electoral Commission strategic plan is the third since the Commission was established in 1998. The last two strategic plans had their success and challenges of which the current one intends to address. The immediate past strategy expired in December 2009.

The Commission has, therefore, developed a new Strategic Plan through a consultative process taking into consideration inputs made by all its stakeholders. The stakeholders in question included representatives of the development partners, the Police, ministry of justice, civil society organizations, the Malawi Parliament, political parties, the Judiciary and the academia among others. The Commission also took into account several recommendations made by various domestic and foreign observer reports in respect of the 2009 general elections and by-elections. The Strategic Plan represents the Commission’s main aspirations and desire to contribute to the strengthening of genuine peace by conducting credible tripartite elections in 2014 and beyond.

The Strategic Plan has fi ve main strategic pillars and nineteen strategic goals. The strategic pillars are:- 1 Electoral environment 2 MEC as an organization 3 Electoral operations 4 Cross-cutting issues and 5 implementation mechanisms, research, monitoring and evaluation

The Commission is interested to see to it that the plan is implemented and prioritized upon its completion. Having a plan alone is not enough to guarantee success of an organization. Many organizations are falling to tick

despite having well-articulated and elaborate strategic plan. In this regard, there is need to have well qualifi ed and trained personnel in key areas of

operation if they are to implement the strategic plan successfully. Timely support for resources by government and development partners is also crucial to the realization of the vision.

The Commission wishes to thank the Development Partners, Political Parties, Civil Society, the Media, Government Ministries

and Departments for their support and contributions towards the development of this Strategic Plan. In a special way, the Commission

wishes to express its profound gratitude to the European Union through the Democratic Governance Programme (DGP) for providing

funding for the entire process of coming up with the plan.

Justice Maxon Mbendera, Sc

CHAIRMAN

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IntroductionThe Malawi Electoral Commission (MEC) is a constitutional body created under Section 75 of the Constitution of the Republic of Malawi to supervise and direct the conduct of all elections in Malawi i.e. Parliamentary, Presidential, By-Elections, Local Government and Referenda. The Commission conducts these elections in line with the provisions of the Constitution of the Republic of Malawi, Parliamentary and Presidential Elections Act No. 31 of 1993 (PPE), Local Government Elections Act No. 24 of 1996 and Electoral Commission Act No. 11 of 1998 (ECA).

The Commission is composed of a Chairman who is a Judge nominated by the Judicial Services Commission and such other members not less than six appointed by the President in consultation with political parties that are represented in Parliament. Currently, there are eleven Commissioners inclusive of the Chairperson. Of these eleven, four are female representing 36% of the Commission. The day-to-day management of operations of the Commission is carried out by the Secretariat, which is headed by the Chief Elections Offi cer. The Commission has its head quarters in Blantyre and maintains three Regional Offi ces in Blantyre, Lilongwe and Mzuzu. In addition, the Commission has District Elections Clerks that are stationed in the City, Municipal, and District Councils.

MEC fi rst developed a strategic plan which ran from 2001 to 2004. The second one was from 2005 to 2009. The Commission has since adopted an electoral cycle approach to implementing election activities thereby prompting it to develop a plan that seeks to provide strategic direction in the implementation of electoral activities focusing on the Pre, During and Post 2014 tripartite elections. The overall aim of the strategic plan is to provide strategic direction for the MEC from 2013-2017. The plan gives directions as to the nature of the pre Electoral, during elections and after elections activities that MEC and its stakeholders will undertake from 2013 to 2017, inclusive of the 2014 general elections as well as build its capacity to undertake by-elections or referenda that may occur. The strategic plan also provides strategic direction in resource mobilization, strengthening stakeholder relations, compiling a comprehensive and accurate voters’ register, strengthening the fi nancial systems, technical staff capacity building as well as monitoring and evaluation. The strategic plan has been developed in line with the Malawi Growth and Development Strategy No. 2 2011-2016. The plan also takes into account the Democratic Governance Sector Strategy of 2012.

The process from inception to birthThe Commission, with the support from the European Union-Malawi Government Democratic Governance Programme (DGP Programme), engaged a team of two consultants to facilitate the process. From the outset, the Commission decided that a strategic planning process for an electoral management body (EMB) should take into account the complexity of elections as the essence of democratic governance and (consequently) as a process that is of interest to a multitude of stakeholders.

The Commission set up a Strategic Planning Core Team to steer the process. The Team comprised Commissioners, Senior Secretariat Managers, two consultants and the UNDP Senior Advisor on Elections. Team members undertook desk research, key informant interviews and a series of consultative meetings with a wide range of internal and external stakeholders. A Strategic Plan Drafting Committee was set up from within the core team to draw up the strategic plan. The fi rst draft was presented at a two-day workshop of Commissioners and Staff. The second draft was presented at a National Stakeholders’ Consultative Workshop where the various stakeholders reviewed and validated the draft after which the Commission could formally adopt another revised version.

The Strategic Plan Structure and Clarifi cation of ConceptsThe process of drawing up the strategic plan was informed by a logical framework approach. The Commission fi rst defi ned its strategic foundations by defi ning the vision, mission and guiding principles. The vision sets out the idealized view of what the Commission aspires to be in the future while the mission defi nes its purpose or core mandate by describing what the Commission does, whom it does it for, why it does it and how. Guiding principles are the values and philosophy that shape the actions of the MEC and its staff. These three concepts

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give direction to the future that the Commission aspires after.

Following an in-depth assessment of the current situation through a Strength, Weaknesses, Opportunity and Threats (SWOT) study and stakeholder consultations, and being mindful of the future that it aspires, the Commission identifi ed the strategic pillars, strategic objectives, specifi c activities and their indicators.

Strategic pillars capture the themes or key impact areas that MEC must address to fulfi l of its key areas of concern or priority areas that inform the strategy. Strategic goals are long-range performance targets that are consistent with MEC’s mission. They present the required changes in MEC to move from its current situation to a desired future. The specifi c objectives are drawn from the strategic goals and they are linked to strategic activities. They are the specifi c, measurable targets that need to be reached by MEC to accomplish each strategic goal. Strategic actions or specifi c activities are effi ciently targeted activities to be implemented in order to attain a specifi c strategic goal. A strategic action therefore implies the attainment of a goal; it serves as a means to enact MEC’s efforts to achieve targeted objectives in form of a given activity or activities. Finally, indicators defi ne how the MEC will know that the strategic activity has been accomplished. MEC will thus realize the set performance target as defi ned in the specifi c objective thereby contributing to the realization of the strategic goal.

Following this strategic planning cycle and logical framework, MEC identifi ed fi ve strategic pillars with a total of nineteen (19) strategic goals. Under the fi rst pillar electoral environment, MEC addresses fi ve strategic goals with respect to the legal framework, level playing fi eld, stakeholder relationships, election observation, and the independence of MEC. The second pillar concerns MEC as an organization and addresses issues related to organizational culture, human resource management and administration, fi nancial management and procurement. The third pillar electoral operations address the operational plan, civic and voter education, boundary delimitation, voter registration and results management. The fourth pillar concerns cross-cutting issues which are relevant and cut across all pillars. This pillar anchors two strategic goals: security, infrastructure, and equipment as well as questions concerning gender, youth, elderly and physically challenged in the electoral process. Finally, the fi fth pillar is dealing with implementation mechanisms, research, monitoring and evaluation. Strategic goals under this pillar include the implementation of strategic plan itself, resource mobilization and research, monitoring and evaluation.

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Vision, Mission and Guiding PrinciplesVisionTo be a professional organisation that delivers credible elections in accordance with national laws and international best practice to strengthen genuine democracy and peace in Malawi

MissionAs an independent constitutionally mandated and impartial institution, the Malawi Electoral Commission shall professionally deliver credible, transparent, inclusive, effi cient and cost effective elections to promote and entrench democratic values and peace in Malawi

Guiding Principles

Key principle MEC’s understanding of the key principle

Integrity To carry out our activities in an honest and truthful manner; to take all reasonable measures to prevent wilful wrong doing by our staff/offi cials; and to ensure compliance and respect for electoral laws and other laws of the country

Independence To operate freely in our own best judgement without taking directives from or being controlled by any person or authority

Professionalism To have properly trained, motivated and disciplined staff that is committed to the delivery of credible elections

Transparency and To ensure that all electoral activities are open to the public, judicial and government Accountability scrutiny, and to be responsive to the views and concerns of voters and other stakeholders

Excellence To always strive to be above standard in the delivery of our services

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Integrity – MEC Commissioners and staff try to spell “integrity” during a BRIDGE course



Thematic area/Strategic Pillar No. 1: Electoral Environment Strategic Goal No. 1: Independence of MECMEC strives for genuine administrative, political and fi nancial autonomy whilst maintaining public accountability

ContextThe Malawi Electoral Commission is a constitutional body created under Section 75 of the Malawi Constitution. The MEC was broadly conceived within the framework of the independent model of electoral management body in Section 76(4) of the Constitution and also Section 6 of the Electoral Commission Act (ECA). In this regard, MEC is an independent body which shall perform its functions and exercise its powers independently of any public offi ce, any organ of government, any political party and any candidate or any person or organisation. For purposes of accountability and in terms of overall fulfi lment of its functions and responsibilities MEC is required to report to the Head of State.

The independence of the MEC has, at times however, been brought into question for the way it is constituted. Members of the MEC are appointed by the President in consultation with leaders of political parties represented in Parliament. The commission is headed by a Chairperson who is a Judge nominated by the Judicial Service Commission. Appointed members, irrespective of their sponsoring parties are expected to prove their independence in the discharge of their duties as mandated by the Constitution

The independence of any institution is also affected by the nature of its resource base. MEC has in principle a wide range of sources of revenue under Section 15 of the Electoral Commission Act (ECA). However, MEC has relied largely on two main sources of funding: appropriations by Parliament and fi nancial aid by the development partners. The funds appropriated by Parliament are channelled through the Ministry of Finance although Section 15(3) of the ECA states that the MEC shall control its own funds. Experience has shown that the MEC has had to always rely on the good will offi ces of the Ministry of Finance in as far as its operations are concerned. Although to date, there is no incident to suggest that the fi nancial leverage the Executive has over the MEC has been abused, there is no guarantee that this will always be the case. There have also been challenges with respect to the support that MEC receives from the development partners. The challenges include late disbursement of funds, need for improved communication about the Elections Trust Fund and MEC’s own reputation, which has been brought into question especially in the area of fi nancial management systems. The dependence on Councils to host District Election creates dual loyalty and lack of autonomy on the part of the District Elections Clerks. This background informs the following specifi c objectives and specifi c activities for MEC in the next fi ve years:-

Specifi c Objective 1: MEC’s commitment to and compliance with its guiding principles and values enhanced by the end of 2013Specifi c activities:

• Develop code of conduct for Commissioners and staff

• Transform the codes of conduct into regulations that can be signed by the Minister for purposes of enforceability

• Conduct awareness campaigns among Commissioners and Staff to popularize the code of conduct

• Organise public ceremony for the signing of code of conduct by Staff and Commissioners

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Specifi c objective 2: Public funding of MEC protected and predictable by the end of 2017

Specifi c activities:

• Engage Ministry of Finance in budget discussions of all stages of elections

• Increase dialogue and interface with the Budget and Finance Committee well in advance of the formulation of the national budget

• Propose the creation of Committee of Parliament to be responsible for elections

• Propose legislation that provides for secured public funding for MEC

• Meet development partners and government once every six months in the pre and post elections period

• Organize Elections Task Force meetings monthly, and hold regular reviews of the implementation of the elections budget and the basket fund in the elections period

Specifi c objective 3: District level capacity of MEC enhanced by the end of 2013 Specifi c activities:

• Detach the District Elections Offi ce from the Council offi ces

• Raise the required qualifi cations and competencies of a District Elections Offi cer that can effectively interface with elections stakeholders

• Provide requisite resources for District Elections Offi cer

• Review and develop guidelines for the appointment of fi eld electoral staff

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Capacity Building – MEC staff captured after a BRIDGE training on civic and voter education



Strategic Goal No. 2: Legal Framework MEC strives for a legal framework that will enable it to discharge its mandate to the satisfaction of its stakeholders in the electoral processes in a transparent manner

ContextThe legal framework within which those elections are held is a key factor of the extent to which the management and administration of elections may abide by and refl ect democratic norms and principles and, therefore, contribute to the democratic consolidation in any country. In the case of Malawi, the legal framework governing elections is defi ned by four legal instruments: the Constitution, Parliamentary and Presidential Elections Act (PPEA); Local Government Elections Act (LGEA) and the Electoral Commission Act (ECA). These electoral laws still contain a number of gaps and inconsistencies that need to be addressed. For instance, while the PPE Act provides for a person to register as long as he/she will be eighteen on or before polling the Constitution restricts this since one can only register if he/she has attained the age of eighteen by the time of registration. Furthermore, these gaps, ambiguities and inconsistencies are well documented in a number of reviews including the Constitutional Review Report of 2007, the January 2012 Report on Review of Electoral Laws and MEC’s own reports.

Furthermore, MEC does not have the requisite capacity to effectively deal with legal challenges that could arise and that would allow it to effectively engage with other stakeholders in pursuing relevant legal reforms. In some instances, it has been noted that the level of adherence to the existing constitutional mandate and guiding principles of the MEC is affected by the extent to which the Commissioners and Staff are aware of and have internalized and popularized electoral laws and codes of conduct.

With respect to confl ict management in general, which is common practice in the electoral processes, the role which the Multiparty Liaison Committees (MPLCs) play has been instrumental. The Electoral Commission will work towards increasing the capacity of the MPLCs but also of MEC staff and Commissioners in confl ict management.

In view of this, MEC will aim at realizing the following specifi c objectives and activities:

Specifi c objective 1: Gaps and inconsistencies in the electoral laws are addressed by the end of 2013Specifi c activities:

• Consider and adopt recommendations that emerged from MEC’s internal review of electoral laws

• Prepare and submit proposals for amendments to the Law Commission, to the Minister of Justice/or the Legal Affairs Committee of Parliament

• Develop and publish guidelines and regulations that clarify the ambiguities including regulation for transmission of results from MEC to Chief Justice and the National Assembly

• Propose the passing of a legislation to govern how MEC can conduct referenda

• Develop guiding regulations where gaps exist in the legal framework

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Specifi c objective 2: Capacity of MEC to deal with legal related matters including complaints handling is enhanced by end of 2013Specifi c activities:

• Establish a directorate of legal affairs

• Propose an amendment of the legislation as to make it practical in governing the complaints and appeals procedures

• Organise training for Commissioners in confl ict management

• Organise regular training initiatives for MPLC members

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Electoral violence – Confl ict if not well managed can result in violence and loss of property which is counterproductive



Strategic Goal No. 3: Level Playing Field: Create a conducive environment for an unhindered access to the electoral processes in which all stakeholders are treated equally

ContextCredibility of elections can be ensured when contestants have equal access to the electoral process and no stakeholder enjoys unfair advantage over the other. A number of key issues have been identifi ed in this area. One of them includes the public media. Reports from the previous elections show that the public media has often been in favour of the party in government and its candidates. Although MEC issues guidelines, it does not have adequate enforcement mechanisms to sanction non-compliance. Another issue concerns abuse of public resources particularly by the governing party. Furthermore, particularly during campaign periods, the role of stakeholders such as traditional leaders, the Police and District Commissioners has in some instances constrained the extent to which all electoral contestants can market their agenda as some contestants have been blocked from conducting meetings.

The playing fi eld is also challenged by the unregulated infl uence of money in politics as there is no legal framework governing political parties and candidates in the way their elections campaign is fi nanced. Political parties and candidates have also raised concerns with regard to the manner in which the EMB introduces some guidelines or regulations that to others may be deemed as limiting their participation in the electoral process. The case in point here is the raising of nominations fees for both presidential and parliamentary candidates in the run-up towards 2009 elections.

Against this background, MEC aims to achieve the following specifi c objectives and implement the following activities:

Specifi c objective 1: A platform for electoral contestants to market their agendas created by the end of 2013Specifi c activities:

• Engage MACRA to resuscitate the media monitoring

• Publish MACRA reports on the media monitoring

• Regularly engage with public media managers and MACRA in giving equal access to electoral processes

• Collaborate with relevant stakeholders in organizing political debates for electoral contestants

Specifi c objective 2: A fair campaign process conducted by May 2014Specifi c activities:

• Develop and disseminate guidelines for traditional leaders and Council’s Chief Executives and DCs during campaigns

• Strengthen the capacity of MPLCs in confl ict management

• MPLCs to publicize schedules of campaign meetings

• Develop registers for DCs to record notifi cations for campaign meetings

• Review, consult on and determine candidate nomination fees

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• Propose the introduction of a campaign fi nancing law

Specifi c Objective No. 3: Capacity of MEC to enforce laws and regulations strengthened by 2013Specifi c activities:

• Develop regulations that augment the electoral law to enhance a level playing fi eld

• Compile a guide on what MEC can do to punish violators of electoral laws

• Review and draw lessons from past elections with regard to levelling play fi eld

• Raise public awareness on code of conduct for electoral contestants

• Engage with relevant authorities to ensure implementation of judgements passed in respect of violation of electoral laws and regulations

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Free and fair process – a candidate signs for a code of conduct during launch of by-elections in Mzimba



Strategic Goal No 4: Stakeholder RelationshipsTo create transparency and instil confi dence in, and ownership of the electoral cycle

Context Regular and effective interaction and communication between an EMB and stakeholders is key in creating transparency and in instilling confi dence and ownership in the electoral cycle. Presently, MEC does not appropriately, proactively and effectively inform stakeholders about the electoral process. This is partly due to the absence of a clearly developed external communication policy and strategy on the side of MEC. Institutional arrangements such as the National Elections Consultative Forum (NECOF) at a national level and Multiparty Liaison Committees (MPLCs) at a district level have either been dormant (in the case of NECOF) or only become active during the elections period (in the case of MPLCs). Efforts to engage with stakeholders are made only during the period of elections thereby creating a public perception of treating elections as an event. As some stakeholders noted during the preparations of this strategic plan, “communication is dead in between elections”.

MEC is committed to a paradigm shift in its relationship with stakeholders and in entrenching an understanding among the stakeholders of elections as a cycle in order to create confi dence and trust in the electoral process and in MEC as an organisation. MEC will regularly meet all relevant stakeholders, including public institutions/ministries that have a role in delivering services in the electoral process.

MEC will increase its interactions with stakeholders by making available its electoral services to those stakeholders that may need the assistance of MEC for their (stakeholder’s) own benefi t. For instance, MEC may provide services such organizing internal elections of political parties, conducting elections of other organizations and such other services that may fall within its area of competencies. Such services will be offered at a fee for MEC to recover costs involved and only on condition that MEC cannot compromise its mandate and guiding principles. MEC will therefore strive to achieve the following specifi c objectives:

Specifi c objective 1: Communication improved, professionalized and rigorously implemented by September 2013Specifi c activities:

• Consult and develop a comprehensive communication policy

• Publicly launch and implement new communication policy

Specifi c objective 2: Interaction and communication with stakeholders improved throughout the electoral cycle by the end of 2016Specifi c activities:

• Organise annual targeted meetings with each political party leadership represented in Parliament

• Organise annual forum of parties’ leadership not represented in Parliament

• Organize annual targeted meetings with independent Members of Parliament

• Visit each Multiparty Liaison Committee (MPLCs) at a district level once a year

• Organize meetings of MPLCs every six months during the pre and post elections period

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• Organize monthly meetings of MPLCs during election periods

• In the pre and post elections period, organize National Elections Consultative Forum (NECOF) meetings every six months

• Organize monthly NECOF meetings in the election period,

• Meet development partners and government (including the Judiciary) once every six months in the pre and post elections period

• Organize Elections Task Force meetings monthly in the elections period,

Specifi c objective No. 3: Electoral services offered on demand and on a cost recovery basis to those stakeholders in needSpecifi c activities:

• Develop guidelines governing the electoral services assistance MEC can render to other stakeholders

• Prepare an information pack profi ling the services MEC can offer to other stakeholders such as organizing internal party elections

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On demand– MEC staff counting ballots during a political party convention



Strategic Goal No. 5: Election Observation and Election MonitoringTo conduct elections compliant with national laws and international standards and best practices

ContextThe Malawi Electoral Commission understands domestic and international elections observers as key elements for comparing with and checking the Malawi electoral process against international best practices, and thus confi rming Malawi as part of the global family of democracies. Therefore election observation shall be systematically and comprehensively conducted.

While legislation clearly indicates rights and obligations of international observers, recommendations and fi ndings highlight gaps in the legislation and / or procedures for domestic observers / monitors. The majority of the international observer groups come late in the process and are therefore limited in their fi ndings. Another limitation is the uneven spread of international observers, as they tend to focus more in urban areas at the expense of the majority of rural areas. Domestic observers (conduct their duties in the same manner monitors do) are usually confi ned to one polling station throughout the entire process due to among other factors, the very limited funding and transport challenges. While international observer groups regularly share their reports with the electoral authority, domestic groups do not systematically share fi ndings or do not publish reports.

It has been noted that political party monitors have regularly been deployed, but that their performance has been substantially below standard. Lack of funding for training, but also lack of attention of MEC towards political parties and their training needs has been highlighted as an obstacle for parties to systematically deploy and train party monitors, which negatively impacts on their performance and, sometimes, questionable value of their monitoring function in the polling stations.

MEC wishes to promote professional observation in Malawi and will develop guidelines and procedures for domestic observers and monitors, which, at a later stage, could be considered to become part of the legislation. The code of conduct for observer groups shall be reviewed and made available in a timely fashion to all observer groups. A professional briefi ng kit and a briefi ng session from MEC upon arrival of observer groups will continue to guide domestic groups and international observer groups. MEC is conscious of the value of observations made by observer teams, which help improve operations and strengthen the credibility of the process as a whole.

While MEC is aware of fi nancial restrictions to domestic and international observers, MEC wishes to emphasize that observer groups are invited to conduct a comprehensive observation, which covers voter registration, and cover the national territory systematically without neglecting rural areas. MEC will provide briefi ng kits and briefi ngs to political parties similar to domestic observer groups in order to allow an improvement in the capacity of political party monitoring. MEC will train a limited number of party representatives (Training of Trainers approach), which allows political parties to conduct training for monitoring accordingly.

Specifi c objective: Election observation / monitoring systematically and comprehensively conducted by end of 2014 Specifi c activities:

• Consult, develop, publish and circulate guidelines and code of conduct for domestic and international observers and domestic monitors

• Review accreditation mechanisms for election observers (domestic & international)

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• Provide information seminars and induction for observer groups

• Prepare briefi ng kits for election observers / monitors

• Engage election observer groups at an early stage for equitable/even deployment

• Publicize online reports of domestic and international observers

• Organise a post-election stakeholder workshop to assess the extent to which the electoral process complied with international best practice

• Provide information seminars for political party agents as Trainer of Trainers (ToT)

• Establish a desk offi ce responsible for election observers (temporary)

• Review accreditation fees for international observers, and adhere to international best practice

• Review and consult on accreditation of media to monitor election process

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Credible polls– Former Ghananian president, John Kufuor leads a Commonwealth Observer Group at a press conference during the 2009 General Elections



Thematic area / Strategic Pillar 2: Malawi Electoral Commission as an organisationStrategic Goal No. 1: Organisational CultureMEC to strive for an organisational culture that promotes excellence; transparency with clear policies; systems and guidelines that inspire internal and external confi dence and trust

ContextThe internal and external assessments conducted show a number of important defi ciencies in the functioning of MEC as an organization which have impacted not only on the relationships and atmosphere within the organisation and MEC’s effectiveness and effi ciency, but which have also impacted upon the Malawi Electoral Commission’s reputation. Most stakeholders have neither the confi dence nor the trust in MEC in respect of its operations, management of resources and its independence.

It has also been noted that there is lack of clear defi nition of roles between the Secretariat and Commissioners. This has generally led to a situation in which the Commission and the Secretariat are at times perceived as separate entities within MEC and not as playing complementary roles in the achievement of MEC’s Vision and Mission. This lack of clarity in roles between the Commission and the Secretariat has resulted in a culture of mistrust and inadequate information fl ows. Consequently, the Commission cannot effectively and effi ciently fulfi l its oversight function, while on the other hand the Secretariat feels being micromanaged.

The effi ciency and effectiveness in the internal functioning of MEC is further hampered by the fact that use of ICT is not fully exploited due to lack of proper training. In the case of District Election Offi ces, (ICT) is completely non-existent.

The Commission undertakes to review and take important efforts to change the organisational culture in order to address these issues. MEC strives to provide a clear distinction and agreement on roles and responsibilities between the Commissioners and Senior Staff. Management procedures need overhaul, to allow the Commission to professionally fulfi l its mandate according to the legal provisions and according to its guiding principles. The Commission undertakes to engage Commissioners and staff in regular externally-facilitated retreats to allow increased trust and mutual understanding. New management procedures based on the principles of corporate governance will allow MEC to strengthen internal accountability and increase effi ciency in decision-making. MEC is, however, aware that profound change often faces challenges which require effective leadership, time and commitment on all levels.

A comprehensive communication strategy shall allow MEC to address internal communication gaps within headquarters, and between headquarters, regional and district offi ces. This shall provide management with a comprehensive tool to inform staff about MEC policies and activities to increase the corporate identity of, and commitment to, MEC. In order to enhance communication, MEC intends to provide equipment and connectivity to allow for easy transmission of information to and from offi ces including region and district offi ces. MEC will intensify relevant training to boost its capacity to deliver quality services.

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Specifi c objective 1: Trust and good working relationship between Commissioners and Staff established by fi rst quarter 2013 and corporate identity strengthened by end 2013Specifi c activities:

• Organise an externally-facilitated team building workshop by February 2013

• Organise team building and retreats at least once a year

• Develop induction pack and programme for new members of staff and commissioners

Specifi c objective 2: Effi ciency in decision-making procedures, implementation, and follow up strengthened by 2013 and principles of corporate governance clarifi ed and entrenched by 2014Specifi c Activities:

• Develop and implement guidelines on decision making and implementation

• Develop format of action-oriented minutes with clear responsibilities and time lines

• Develop and implement an internal communication strategy

• Organise corporate governance workshops and determine characteristics of new management systems based on the concept of corporate governance

• Engage change management expert to help implementation of corporate governance

• Organise regular trainings and workshops for the Commission and Senior Staff

Specifi c objective 3: Effi ciency and cost-effectiveness is increased through appropriate IT-infrastructure and training by 2014Specifi c Activities:

• Provide computers, internal networking and internet connectivity to all MEC offi ces from Headquarters through to District offi ces

• Organise systematic IT training for Commissioners and members of staff on use of modern information technology such as skype as a means of internal communication

Specifi c objective 4: Responsiveness to stakeholders strengthened by 2014 • Develop a public service charter

• Hold internal workshops on the service charter

• Popularise the service charter to staff and stakeholders

• Develop feedback mechanisms to and from stakeholders

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Strategic Goal No. 2: Human Resource Management and AdministrationMEC strives to have a highly motivated and effi cient secretariat that is guided by comprehensive human resource management systems and policies

ContextThe Malawi Electoral Commission has qualifi ed staff in place, and efforts are underway to fi ll in vacancies. At the same time, reviews of previous assessments1 and internal consultations have revealed that morale and motivation levels for staff are low in the Commission emanating from the non-availability of crucial frameworks for managing staff and staff issues.

Some of the areas of concern include lack of a coherent human resource development plan; ineffective handling of disciplinary issues and complaints; improper grading of staff; lack of job descriptions and lack of consistent performance management and reward systems.

Through the development of relevant human resource policies and their consistent application, MEC wishes to enhance staff motivation and retention. MEC will address issues of staff development and training and placement of staff according to their skills and job requirements, through the development of a training policy that will guide the Commission in dealing with training-related activities and to instil a culture of continuous learning. MEC will further develop guidelines for disciplinary and grievance-handling mechanisms in order to ably manage workplace relations. MEC will also carry out a skills audit in order to ascertain capabilities of its manpower.

The need to maintain and improve staff satisfaction at all levels is equally imperative. This will be done through a comprehensive functional review with a view to come up with an appropriate organizational structure and to ensure that positions are properly graded. This will also involve creating and maintaining job descriptions for staff that allows for the systematic staff appraisals and performance-based rewards.

The need for the Commission to have the right people cannot be overemphasized. To fulfi l its mission there is need for MEC to explore a combination of the recruitment process and guidelines on seconded and technical staff.

Specifi c objective 1: Skills development and placement of staff based on systematically identifi ed skills gaps by end of 2013Specifi c activities:

• Develop a training policy for staff to enhance staff development

• Conduct a skills audit in preparation for Tripartite Elections in order to address skills gaps

• Develop a workplace HIV and AIDS policy

• Develop retrenchment and redundancy procedures

• Standardize and rationalize staff development activities

1The UNDP commissioned Bekko report from 2009 reviews MEC as an organization and proposes a number of substantial changes, which have so far only very partially been taken into account

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Specifi c objective 2: Staff satisfaction levels enhanced by the end of 2017Specifi c activities:

• Undertake a comprehensive functional review of the organizational structure (job descriptions, job evaluation and grading exercise)

• Commission a staff satisfaction survey

• Develop performance based appraisal and reward systems

• Develop a remuneration and benefi ts policy

• Develop grievances, disciplinary and complaints handling procedures

• Review the terms and conditions of services for secretariat staff

Specifi c objective 3: Highly competent and skilled personnel professionally recruited by the end of 2017 Specifi c activities:

• Develop and implement a recruitment policy

• Develop clear guidelines on seconded staff/technical advisors to the Commission

• Reduce percentage of seconded staff

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Enhancing and sharing skills– MEC Commissioners and staff captured during a BRIDGE workshop on registration



Strategic goal No. 3: Financial management and procurement MEC will strive to have a transparent, functional, effi cient, fi nancial and procurement management system that enhances accountability and transparency and instils trust and confi dence of stakeholders

ContextThe consultations that were carried out both internally and externally have revealed that MEC lacks the adequate capacity to handle fi nancial and procurement transactions and that it is not able to handle assets properly. As this is not the case partners may lose trust in MEC’s handling of fi nancial and material resources. MEC is also perceived by the public at large as being wasteful. Observations show that MEC does not regularly subject its accounts to external auditors; it has no proper asset management system in place and that MEC does not transparently communicate its procurement transactions.

MEC commits to tackle this situation through a high level of compliance with fi nancial guidelines and procurement procedures. Additional competent staff needs to be recruited to strengthen the relevant units. To increase the effi cient use of resources and minimize wastage, MEC will review and update existing fi nancial guidelines, computerize asset management activities and review existing contracts in order to ascertain that value for money is being attained. MEC strives to enhance confi dence and trust of stakeholders by ensuring that transactions are subjected to external audits, fi nancial information is shared with partners and made public. Furthermore, MEC, in collaboration with the Anti Corruption Bureau (ACB) will take measures to raise the awareness of staff on the prevention and combating of corruption.

Specifi c objective 1: Capacity of MEC in fi nancial management and procurement enhanced by end of 2013Specifi c activities:

• Strengthen human resource capacity in fi nance and procurement

• Maintain an up-to-date asset register

• Effect fi nancial management accountability, policies, guidelines and functional systems, that ensure effective use of resources, transparency and accountability

Specifi c objective 2: Confi dence and trust of stakeholders enhanced by 2013Specifi c activities:

• Undertake annual external audits

• Undertake mid-year external audits to strengthen internal controls

• Implement continuous internal audits

• Pre-audit fi nancial transactions and procurement

• Incorporate lessons from previous audit reports

• Assign a senior manager as a liaison offi cer with development partners under the supervision of the CEO

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• Publish all audited accounts, according to provisions of the law

• Publish the process and results of tenders

• Share election budgets with stakeholders at an early stage to allow timely budget allocation

• Engage with ACB and conclude memorandum of understanding to raise awareness on prevention and combating corruption issues through trainings and workshops

Specifi c objective 3: To increase the effi cient use of resources and minimize wastage by 2016Specifi c activities:

• Review existing fi nancial guidelines

• Maintain an asset register, computerize and rationalize use of assets [for example, transport, use of generators versus solar panels]

• Review and where possible re-tender existing contracts with service providers

• Develop a policy on sustainable and ecologically sensitive utilisation of resources

Specifi c objective 4: Level of compliance with fi nancial guidelines and procurement procedures increased by end of 2013Specifi c activities:

• Compile all the fi nancial guidelines and procurement procedures and make them available to all relevant stakeholders

• Review fi nancial guidelines at regular intervals

• Adhere to the provisions of the Public Financial Management and the Public Procurement Acts

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Sustainable – Carton polling booths are environmentally friendly and recyclable



Thematic area/Strategic Pillar No. 3: Electoral Operations Strategic Goal No. 1: Operational PlanMEC to deliver transparent and credible elections

Context – General remarksWith the experience of four general elections delivered between 1994 and 2009, MEC has a record of fairly well managed elections which have been considered by national and international observers as largely refl ecting the will of the people.

However, there are some key areas of concern, which have regularly been raised by stakeholders and observers, which need review and overhaul to increase transparency and credibility of the process to allow the electorate to equally participate in the process. For instance, MEC has not been able to regularly review constituency boundaries at the fi ve-year intervals as required by law (see Strategic Goal No. 3 under this Pillar). Furthermore, the voters’ roll in its current form cannot be considered to be accurate. (see strategic goal No. 4 that falls under this Pillar).

Otherwise MEC has successfully conducted the candidates’ nomination although the increase in nominations fees for both Presidential and Parliamentary candidates has been found contentious in some circles.

While electoral operations during polling are conducted in a fairly professional manner, results transmission, complaints handling and announcement of results require review, due to lack of trust in results transmission and perceived inadequacy in handling complaints. MEC needs to address these defi ciencies and fi nd appropriate solutions to improve the electoral operations.

The operational planThe operational plan for the preparation of the 2014 elections is embedded in the Strategic Plan. The plan outlines all relevant activities the Malawi Electoral Commission has to undertake within the existing legal framework to successfully conduct the 2014 elections. It covers major milestones such as boundary delimitation, procurement of electoral materials, voter registration, candidate nomination, printing of ballot papers, all logistical aspects including the distribution of electoral materials, training of ad-hoc staff, voter education, security, outreach to stakeholders, results transmission, complaints handling, results’ announcement, and also post-election activities. The operational plan is the basis for a detailed electoral calendar and a guide for the disbursement schedule of funds. It highlights linkages between activities, and sets the pace for the electoral authority and stakeholders in a timely manner.

In previous elections, the electoral plan was shared with stakeholders. However, when changes became necessary, MEC did not always share these changes in a timely manner. This sometimes led to delayed disbursement of funds, which negatively impacted on the electoral operations.

MEC is therefore committed to consulting stakeholders on the operational plan at an early stage, keeping stakeholders regularly informed and regularly exchange the operational plan’s implementation. Communication with and participation of stakeholders about the key challenges of the electoral process and MEC’s constraints will allow for improved planning and risk-management throughout the electoral process.

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Specifi c objective: The operational plan in place by Nov 2012 and is implemented according to the time lines throughout 2013 and 2014 Specifi c Activities:

• Consult, develop, publish and disseminate a realistic operational plan and circulate the electoral calendar

• Conduct monitoring and evaluation of the operational plan, and adjust the plan accordingly

• Communicate necessary changes to stakeholders immediately or during regular stakeholder consultations (see Pillar 1, strategic goal No. 2)

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Consulted– Electoral stakeholders captured after a meeting on 2014 Tripartite Elections preparations



Strategic Goal No. 2: Voter EducationTo maintain a high level of public participation in the electoral processes through empowerment, awareness, knowledge, and skills

ContextMEC is legally entitled “to promote public awareness of electoral matters through the media and other appropriate and effective means and to conduct civic education on such matters” Sec8(1)j ECA. The Commission strives to increase informed participation through quality voter and civic education, which is guided and informed through MEC but implemented by civil society organisations (CSOs) partners throughout the country. The last strategy for civic and voter education for the 2009 elections showed a number of defi ciencies such as late-funding and inadequate implementation of the calendar by CSOs although voter turn-out was 78 per cent. The 2012 by-elections in Mzimba further revealed the lack of capacity of CSOs. Lessons from the 2009 elections and the 2012 by-elections have informed MEC in the planning for the 2014 tripartite elections.

MEC’s civic and voter education strategy will be reviewed in close collaboration with stakeholders in order to establish a realistic and well performed strategy for upcoming 2013/2014 electoral activities and beyond. One specifi c objective is to improve the quality of voting by reducing substantially the invalid ballots.

MEC will also involve active networks and institutions and other partners such as the media, which have a potential for voter education activities. Faith-based organisations will also be included in the review and in the refi ning of the civic and voter education strategy, during implementation, monitoring and evaluation. While MEC will provide the framework for the strategy and relevant electoral information to design and production of materials, it will only be able to lobby for funding with government and international partners to enable voter education to be implemented.

Specifi c objective 1: Quality and delivery of civic and voter education improved by end of 2013Specifi c activities:

• Identify, assess and confi rm the existing civic and voter education providers with respect to their capacity and quality.

• Conduct surveys to assess the level of voters’ awareness on electoral matters

• Undertake regular review and update of the civic and voter education strategy

• Review and update civic and voter education manual

• Accredit CSOs

• Advocate for information campaigns for women, youth, and other vulnerable groups

• Conduct multimedia communication (through drama groups, focus groups discussion, social fora)

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Specifi c objective 2: Maintain a high-level voter turn-out and seek to achieve national rate of less than 3.5% null and void votes by 2017 Specifi c activities:

• Engage with the Ministry of Education to improve election related information in the school curriculum

• Intensify campaign for proper ballot paper marking

• Consult, develop, publish, and circulate regulations for null and void votes

• Lead in developing strategic civic and voter education messages

• Make available voter education materials to political parties to complement work of CSOs in voter education

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Good turnout– Voters queue to cast their vote during 2009 Parliamentary and Presidential Elections



Strategic Goal No. 3: Boundary DelimitationMEC to demarcate constituencies and wards refl ecting equal representation by December 2017

ContextThe Constitution (Sec 76(2)(a)) and ECA (Sec 8(a and c) gives powers to the MEC to determine the number of constituencies for purposes of elections and, subject to the Local Government Elections Act, to undertake or supervise the demarcation of wards. In the case of constituencies, the overriding criterion is that of ensuring equitable representation as MEC is encouraged to ensure that “constituencies contain approximately equal number of voters eligible to register”. Thus, the democratic principle behind review of constituencies (and for that matter ward) boundaries is to ensure that there is some kind of equity in representation across the country. The other considerations include population density, ease of communication and geographical features and existing administrative areas (Sec 76(2a)). For the wards, factors to be considered include population density, geographical features, easy communication and the wishes of the people and the MEC is to ensure that ward boundaries do not cross local authority jurisdictions (ECA Sec 8c).

The Constitution states that with regard to constituencies, the review should take place “at intervals of not more than fi ve years” (Sec76(2b). Once MEC has reviewed and determined the constituency boundaries, its recommendations are forwarded to Parliament for confi rmation. Where Parliament may reject MEC’s recommendations, it (Parliament) cannot alter both the number and boundaries of the constituencies.

Since independence, the constituency boundaries have been altered seven times, fi ve of which were before 1993 as the following table illustrates.

Demarcation of constituencies since 1964:

Year 1964 1973 1983 1987 1992 1993 1998

No. Of Constituencies 53 63 101 112 141 177 193

As it may be observed, the last time boundary delimitation was undertaken was 1998 (14 years ago) going beyond the fi ve-year interval as required by the Constitution. It is apparent, therefore, that the current sizes and number of constituencies and wards may not therefore refl ect the basic democratic principles as laid down in the Constitution.

There have also been observations by various stakeholders to reconsider the role of MEC in the boundary delimitation process for two reasons:

Firstly, constituency boundaries are closely linked to the boundaries of district, town, municipal and city councils, which are determined by completely different authorities. Secondly, boundary delimitations are a politically sensitive matter which, if not handled properly, can compromise MEC’s compliance with its own core principles especially in the event that some stakeholders have not been satisfi ed with the results of the delimitation process. To this end, MEC has set out the following specifi c objective and activities:

Specifi c Objective: To review wards and constituencies and undertake boundary delimitation according to the constitutional requirement by 2017Specifi c activities:

• Solicit requests from the Councils on areas that require attention

• Summarize the submissions from Councils for MEC’s action

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• Conduct consultation meetings with stakeholders in the councils

• Establish and train demarcation committees

• Conduct fi eld demarcation of constituencies and wards

• Determine position of constituencies and wards

• Submit a report on constituency demarcation to Parliament

• Implement boundary delimitation

• Consult with NSO to determine number of eligible voters in constituencies

• Popularise the Constituency and Ward boundaries and make maps accessible to stakeholders at a minimum cost

• Train Commissioners and staff on Demarcation issues

• Initiate consultations with relevant stakeholders to reconsider mandate of MEC in the boundary delimitation

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Engaged– Stakeholders partcipate in a public hearing on ward demarcation in Balaka



Strategic Goal No. 4: Voter RegistrationTo ensure that all eligible voters have the right to participate in electoral processes

ContextIt is MEC’s mandate to organize and direct the registration of voters; to devise and establish voters’ registers and ballot papers and to print, distribute and take charge of ballot papers and voters’ registers for purposes of an election Sec 8(1) d,e,f (ECA). The voters’ register is perceived by the majority of stakeholders as being inaccurate of the corrections of personal details of some voters as well as the fact that no effective system is in place to remove the deceased from the register over the years. In the 2009 elections, the voters’ roll became a target of concern, which required exceptional measures by MEC to allow the electorate to fully participate in the elections. Since then, MEC has undertaken considerable efforts to correct the voters` roll, which, among other things, enabled it to conduct by-elections since the 2009 polls.

MEC faces critical dilemmas that need to be reconciled. On one hand, it is apparent that the current system has serious limitations that if not addressed, may result in denying eligible voters from participating, and on the other, critical considerations have to be made with respect to timing, costs and the potential risks arising from any failures of a new system.

The Electoral Commission strives to have an accurate electoral roll, which allows all voters to participate in the electoral process. MEC considers this as key to the credibility of elections in Malawi. To this end, MEC will engage in the search of the most appropriate voter registration system for Malawi taking into account cost-effectiveness and feasibility of available systems, while sharing the results of this process with stakeholders at an early stage of the process. A transparent process will consolidate MEC’s position on how to proceed according to best practice, and to have maximum ownership of stakeholders. This system would be introduced in 2015.

The Commission will also seek synergies with other national institutions such as the National Registration Bureau or the Ministry of Local Government to seek best ways of heading towards an improved registration system. A specifi c focus needs to be put on the registration of the deceased, which is of crucial importance to the success of an accurate register.

Specifi c objective: To have an accurate, current and relevant voters’ register in place by 2017Specifi c activities:

• Engage an expert to comprehensively review the current voter registration system and the voters’ roll by end 2012

• Organize stakeholders’ meeting to deliberate on the results of the review

• Update the voters’ roll

• Clean up the voters’ roll

• Review, adopt and introduce an appropriate cost effective registration system by 2015

• Implement an improved voter registration system that speaks fairly of other registration efforts such as of the national registration bureau, LG Minister and traditional leaders, etc.

• Conduct registration of new voters

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Strategic Goal No. 5: Transmission and announcement of results, complaints handlingCredibility of results’ transmission and announcement enhanced by 2014

ContextThe confi dence of the electorate and all relevant stakeholders in results transmission and announcement is the backbone to the credibility of an electoral process. When an electoral authority does not clearly inform about the technical challenges and timelines of the results transmission process and results announcement, stakeholders easily get suspicious and start speculating why results are not yet known and published. Credibility of the process may be at stake, even when the electoral authority might have correctly done everything. An electoral authority therefore has foremost to deal with the perceptions of the stakeholders in this process, and has to be pro-active in informing about challenges and timelines of the results processing, transmission and announcement.

Although MEC has internal administrative procedures, which are followed when communicating results to both the Chief Justice (in the case of the presidential elections) and Parliament (in the case of parliamentary elections), these procedures are not known by a majority of stakeholders. In a situation where the swearing-in ceremony for the winning president is hurriedly done, as it has often been the case, a public perception emerges that wrongly suggests that MEC is involved in the preparations and thereafter swearing in of the winning candidate.

Similarly, the 48-hour requirement for lodging of complaints after the announcement of results has proven to be impractical, hence affecting the extent to which the process can be deemed to have been fair. The gravity of this legal requirement is apparent particularly given the almost established practice of conducting swearing-in ceremonies within the 48 hours following the announcement of results. The presence of the judges in the swearing-in ceremony further complicates the complaints handling, as in practice it further reduces time available to deal with the complaints.

MEC strives not only to improve communication with stakeholders and enhance the information base of all, but also to review, improve and accelerate the results transmission. MEC will propose a change in the legal framework regarding the timeframe in between the announcement of results by MEC and the swearing-in. MEC will clearly communicate procedures and timeframes to the public to remove any possible suspicion about the process. At the same time, the Chief Justice Practice Direction No. 2 of 2009 that speeds up determination of electoral petitions has proved to be useful in 2009 and MEC will propose for the direction to become part of the electoral legislation.

Specifi c objective: Results transmission and announcement processes are improved and well known to all stakeholders by March 2014Specifi c activities:

• Develop regulations for results transmission from polling stations to MEC headquarters

• Conduct pilots for the IT results transmission, and improve on the current results’ transmission system

• Clarify procedures of announcement of results

• Propose an amendment of the legislation governing the complaints and appeals procedures to make it practical (adequate time for proper verifi cation of complaints to allow for analysis of complaints before announcement of offi cial election results), see also Pillar 1, Strategic Goal No. 2, Legal Framework

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Pillar number 4: Cross cutting issuesStrategic goal No. 1: Gender, youth, the elderly and people with disabilities MEC to become an organization that is sensitive to gender, youth, the elderly and people with disabilities

ContextMalawi’s electorate is diverse. Women constitute about 52% of the population while 38% of the population is the age category of 15-24 years. Thus, a modest population of Malawi’s electorate are the youths. This diversity needs to be taken into account throughout the electoral cycle to ensure access of the electoral process by all and also to ensure that elections contribute meaningfully to further deepening of popular participation in broad terms. This is particular with respect to gender, youth, the elderly and people with disabilities.

Although there are no reliable statistics, observations show the turnout of women on polling has generally been better than average. Paradoxically, women participation in electoral process as measured in terms of contesting as candidates is quite low. For instance, of the 1177 candidates who participated in the 2009 parliamentary elections, only 239 (representing 20.3%) were women. Of these 42 were ultimately elected (representing 17.6% of those who contested and 21.8% of representation in Parliament). The number falls below the SADC average of 30 per cent representation as of 1997 and much lower to the current 50-50 campaign. MEC will therefore need to take into account the particular challenges that women face in society if the relatively high turnout of women at polling is to be sustained and also if, and more importantly, this participation can also include their taking part as candidates. Malawian women face a lot of challenges, inter alia, low literacy levels, which stands at 59%, household and society factors such as ownership of land, and some negative cultural and traditional practices that effectively hinder them from active and substantive participation in politics beyond voting.

A well informed youth can be a critical force to the consolidation of democracy. At the same time, there have also been instances when the youths have been exploited and manipulated within the electoral context. It is important for MEC to understand the underlying factors which could hinder youths from participating in the electoral process, or which might lead to youth playing a potentially negative role in Malawi’s young democratic system.

The electoral process needs to be equally inclusive for people with disabilities and the elderly. In Malawi, about 3.8% of the population suffer from some form of disability. A majority of these live in rural areas. Similarly, the elderly people require special attention in the electoral process as a result of long distances to registration centres and polling stations.

MEC has started making strides to ensure that the electoral process takes into account issues of gender, youth, the elderly and people with disabilities. For instance, guidelines are available allowing elderly people to have preferential treatment during electoral operations. However, the guidelines need to be regularly reviewed in order to highlight these challenges and raise the awareness in all processes. Similarly, MEC’s civic education strategy, which was developed in 2008 and successfully implemented in 2009, takes into account challenges facing people with disabilities. An attempt has also been made to mainstream gender in the civic and voter education strategy. These positive strides have, however, been unco-ordinated and have not been anchored by any policy. Furthermore, the extent to which these special groups can meaningfully participate in electoral processes beyond voting also depends on the efforts of other stakeholders. MEC thus strives to promote the following:-

36



Specifi c objective 1: Gender in all policies, processes and activities is mainstreamed.Specifi c activities:

• Undertake a gender audit of all electoral laws, policies, guidelines and procedures

• Mainstream gender in all MEC tools

• Develop a gender policy for MEC

• Organize gender awareness training for all members of staff

• Appoint a gender focal person

Specifi c objective 2: The infrastructure, services and materials accessible to people with disabilities Specifi c activities:

• Develop guidelines that respond to the needs of the physically challenged

• Organize an orientation seminar on the implementation of the law on people with disabilities including concerned stakeholders

• Review all MEC infrastructure, services and materials to ensure disability compliance

Specifi c objective 3: Youth encouraged to participate in electoral processes in an informed mannerSpecifi c activities:

• Research the underlying factors hindering youths’ participation in electoral processes

• Mainstream youth in voter and civic education

• Conduct an elections campaign for youth

Specifi c objective 4: MEC ensures equal participation of elderly people through specifi c attention to concerns of the elderly in electoral operations Specifi c activity:

• Implement guidelines for attention of elderly people in electoral operations

37



Strategic Goal No 2: Security, Infrastructure, and Equipment MEC to ensure stakeholders’ security during the electoral operations and to have secure, adequate and reliable equipment and purposely-built offi ces and warehouses

ContextWhile Malawi has not experienced particular violence during elections so far, security around the electoral process requires specifi c attention. The security provisions for registration centres, polling stations, polling station staff, the electorate as a whole and MEC’s junior and senior staff and Commissioners need to be reviewed. MEC staff needs to be reassured that it can conduct its daily business in the preparation and conduct of the elections without any security risk. It is important that MEC reviews electoral security together with the police and military and put systems in place to deal with possible threats.

The independence, operations and public image of MEC is also dependent on its infrastructure and equipment. With respect to infrastructure, MEC largely operates from rented premises with the exception of its headquarters (which belongs to the Controller of Stores) and the Regional offi ce for the south. In many of the rented premises, MEC has had to take what is available on the property market. Unfortunately, the offi ces and warehouses that MEC rents are not purpose-built and cannot easily be customized to respond to MEC’s requirements. Some of the offi ces are located in areas where security cannot be guaranteed. Cases in point are regional offi ces for the centre and north. Operating from rented premises is, in the long run not economically sustainable.

The equipment that MEC currently has in terms of vehicles and computers is not adequate. None of the district clerks has a computer. Neither do their offi ces have own furniture. In addition, MEC does not have a maintenance and disposal policy.

Specifi c objective 1: Security policy for the electoral process provided by July 2013Specifi c activities:

• Review MEC’s security policy

• Conduct training for police at registration and polling stations

Specifi c objective 2: Secure and purposely built offi ces and warehouses either acquired or designed by 2017Specifi c activities:

• Secure and equip independent premises for district offi ces

• Negotiate with relevant authorities for transfer of ownership of the MEC HQ building from Controller of Stores to MEC

• Rehabilitate the MEC headquarters

• Relocate Regional offi ces (Centre and North) to secure premises

38



• Refurbish all regional offi ces

Specifi c objective 3: Security of MEC Commissioners, Staff and MEC sensitive materials providedSpecifi c activities:

• Assign senior staff as responsible security offi cer

• Review the security situation of MEC staff at all levels

• Negotiate with the Malawi Police Service to permanently provide security services to MEC

Specifi c objective 4: Adequate and reliable equipment and systems availableSpecifi c activities:

• Take stock of MEC’s equipment needs

• Develop a maintenance, replacement and disposal policy

• Procure adequate, reliable and modern equipment

NB:

Other crosscutting issuesOther crosscutting issues concern the changing rural/ urban divide of Malawi with all its statistical and social characteristics, a systematic risk assessment as well as a sustainable and ecologically sensitive policy. They need to inform all pillars when it comes to planning and implementation of each strategic goal during the electoral cycle.

Rural/ urban divideMalawi has a high level of rural population (almost 80 percent). Migration in the country is high, which has a considerable impact on planning of electoral issues in a wide rage of fi elds. For instance, this concerns the right determination of relevant quantities when electoral materials need to be purchased; a need to review the civic and voter education strategies with regard to the literacy levels and the kind of tools to be used in the dissemination of information, including the use of social networks; or impacts on how best to deploy national or international observers between urban and rural areas. MEC is aware that statistics and characteristics of the rural/ urban divide need to be well known and that the Secretariat’s departments know how to handle these data in an effi cient and effective manner.

Risk assessmentGenerally, a risk assessment consists of an objective evaluation of risks on which assumptions and uncertainties are clearly taken into consideration and are presented accordingly. In studying the probability, the impact and the effect of known risks in managing an electoral process will help to prepare measures and anticipate corrective action that need to be taken should any risk or crisis occur. In including risk assessment in planning and implementation of all MEC activities, the Commission will be well prepared for handling diffi cult situations and potential crisis beyond purely security-related aspects.

39



Sustainable and ecologically sensitive policyMEC is committed to the sustainable and ecologically sensitive use of resources to control its ecological footprint. Through running countrywide operations, the Commission has in fact a high potential to contribute to a more sustainable use of resources. Not all ecologically driven decisions may be cheap, but there is a high potential for cost-saving through an environmental sensitive policy at the workplace, in procurement, through long term planning processes in avoiding ad-hoc decisions, etc. (as already referred to in strategic pillar 2, strategic goal No. 3). The purchase of a generator for a registration kit may be cheaper than a solar panel. The solar panel, however, does not consume expensive fuel reducing at the same time MEC’s carbon footprint. The purchase will pay off after a certain time through cheaper operation running costs. A new policy to be developed by MEC will make its staff aware of many different aspects and will provide for increasing ecological awareness at all levels.

40

Sustainability– A group presentation on choosing of a voter registration system



Thematic area/Strategic Pillar No. 5: Implementation Mechanisms, Research, Monitoring and EvaluationStrategic Goal No. 1: Research, Monitoring and EvaluationTo be a result-oriented and effi cient institution whose decisions and implementation of activities are evidence-based

ContextThe forthcoming May 2014 Tripartite Elections will be Malawi’s fi fth since the June 1993 referendum. There have been no deliberate efforts by MEC to systematically draw lessons from the past that could feed into the programming and implementation of present and future elections. As such, a systematic learning curve is not available just to show that every election is approached almost from the scratch and as a stand-alone activity.

Within MEC, there is very limited capacity to undertake research that would make the expertise and knowledge of the organization current and responsive to contemporary challenges. Furthermore, no systematic monitoring and evaluation takes place. For instance, in areas such as civic and voter education, MEC has never commissioned any base line to ensure that impact of the civic and voter education interventions can be tracked and lessons learnt. The culture of record keeping and documentation is also very limited. With this in mind, MEC plans the following:

Specifi c objective 1: The knowledge and expertise of MEC continuously remains updatedSpecifi c activities

• Establish a research department

• Develop a research agenda

Specifi c objective 2: Continuous learning and tracking of progress against targets undertakenSpecifi c activity

• Develop a comprehensive result-based monitoring and evaluation (M&E) plan

Specifi c objective 3: Systematic documentation, archiving of information and reports doneSpecifi c activities

• Recruit registry personnel

• Organise training for registry and secretarial personnel in record management

41



Strategic Goal No. 2: Resource Mobilisation Use the Strategic Plan as a Resource Mobilisation Strategy

ContextElectoral operations are complex and a very costly undertaking that requires a reliable, predictable and solid funding base. Although the ECA allows MEC to broaden its resource base, there are to date two main sources of funding for MEC; the State and Development Partners. This funding however tends to fl ow only during the elections period partly due to the entrenched perception among stakeholders of regarding elections as an event. Furthermore, MEC has also had its own internal challenges with respect to fi nancial management systems, which make both the State and Development Partners to be cautious and in some instances withhold their funding (see also Pillar 1/Strategic Goal 1, independence of MEC).

MEC has instituted a number of internal reforms to improve its fi nancial management and procurement systems with the view of regaining the confi dence of its stakeholders. With public confi dence regained, MEC will use this strategic plan as a resource mobilization strategy to ensure that funding is not only predictable but is also based on the understanding of the elections cycle. MEC will strive to proactively engage with potential donors both locally and beyond to ensure that the activities as foreseen in the SP are fi nanced adequately. As MEC strives to broaden its resource base, it is also aware of the potential threats that some of the potential donors may pose in compromising MEC’s mandate and principles. Against this background, the the Electoral Commission will aim at the following:

Specifi c Objective: The resource base for MEC is broadened, predictable, and based on its strategic plan by 2017Specifi c activities:

• Develop guidelines for fundraising to ensure compliance with MEC’s mandate and guiding principles

• Organise a round table with traditional and potential donors to present the Strategic Plan to orient them on the electoral cycle approach to elections management and explore funding possibilities for this strategic plan

• Conduct training for MEC staff in resource mobilization and project management fundraising within MEC

• Consider private public partnership for fundraising

42



Strategic Goal No. 3: Implementation Mechanisms of the Strategic PlanTo make the strategic plan a key reference document for the next fi ve years and to commit to ensure its full implementation

ContextThe Malawi Electoral Commission’s Strategic Plan 2005-2009 was not fully implemented as it was not fully owned by MEC or the stakeholders. The SP was drawn up by a small team in isolation without wider consultations. Further, the plan was not suffi ciently popularised within MEC and to stakeholders.

Although the new initiative to develop the current Strategic Plan 2013-2017 has involved wide internal and external consultations, major challenges for its implementation remain. Potential challenges will arise if critical consensus is not achieved in spite of the general agreement and MEC’s commitment for the strategic plan. The strategic goals and activities of the plan are inherently connected and hence mutually dependent on each other. Thus lack of implementation of one has the potential to negatively impact on the realization of the other goals. Furthermore, a lack of funding of key activities can endanger the success of the whole strategic plan. The internalization of this plan throughout MEC’s departments is fundamental to its successful implementation.

To tackle the concerns which may impact negatively on the realisation of the Strategic Plan, MEC has decided to elevate the implementation of this Strategic Plan to a strategic goal in itself to inform MEC staff and all stakeholders of the importance it attaches to the SP. In this case, the specifi c objective is equal to the strategic goal: to make this strategic plan a key reference for the next fi ve years and to commit to ensure its full implementation.

“We need a team to push these things around. If nothing is done there will be no implementation of the SP, this thing (ed: the Strategic Plan) will be buried here” (citation of one of the members of the Core Team during the retreat of the SP drafting session.)

For successful implementation, MEC will put in place a Strategic Planning Team that reports monthly to the Commission in order to follow up and ensure implementation.

Implementation tools will consist of annual implementation plans in line with strategic goals, objectives and activities undertaken together with stakeholders, and an external mid-term review. The implementation plan will be accompanied by an active and detailed budget. Annual plans will become part of the individual plan of MEC staff to help internalisation of the plan’s objectives. MEC staff shall receive profound briefi ng on the plan to be able to internalise goals and objectives, which will help MEC personnel to identify themselves with the SP and increase the dynamic for its implementation.

This strategic plan serves also as a public accountability mechanism for MEC. The Commission will publicly launch this strategic plan to inform the stakeholders of the commitments that MEC has undertaken and the importance of implementing this strategic plan to the advancement of democratic governance in Malawi.

Specifi c Objective: To ensure full implementation, follow up and public awareness of this strategic plan.Specifi c activities:

• Create a Strategic Plan implementation team (Commissioners and Senior Staff) that submits a comprehensive quarterly report to the Commission

• Prioritise and sequence strategic goals

• Organize a public launch of the strategic plan

43



• Develop multi-annual implementation plan in line with the strategic goals and activities

• Develop directorate work plan according to the annual implementation plan

• Undertake a mid-year review of the strategic plan with stakeholders (after 6-9 months after launch of SP), and later on annual basis

• Conduct annual internal reviews on the progress towards implementation of the strategic plan

• Conduct orientation of MEC staff on the strategic plan

• Evaluate SP implementation externally

44

MEC CEO, Mr Willie Kalonga – responsible for the implementation of the Strategic Plan



OV

ERV

IEW

OF

THE

2012

-201

7 M

ALA

WI E

LEC

TORA

L C

OM

MIS

SIO

N S

TRA

TEG

IC P

LAN

V

isio

nTo

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ofes

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rgan

isat

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aws

and

inte

rnat

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l bes

t pra

ctic

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ngth

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alaw

i

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an in

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and

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MEC

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ey p

rinc

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Inte

grity

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car

ry o

ut o

ur a

ctiv

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in a

n ho

nest

and

trut

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man

ner;

to ta

ke a

ll re

ason

able

mea

sure

s to

pre

vent

wilf

ul

wro

ng d

oing

by

our s

taff/

offi c

ials

; and

to e

nsur

e co

mpl

ianc

e an

d re

spec

t for

ele

ctor

al la

ws

and

law

s of

the

coun

try

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pend

ence

To

ope

rate

free

ly in

our

ow

n be

st ju

dgem

ent w

ithou

t tak

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dire

ctiv

es fr

om o

r bei

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ontro

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by a

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aut

horit

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Pro

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iona

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To

hav

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prop

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trai

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mot

ivat

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nd d

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plin

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taff

that

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to th

e de

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dibl

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ectio

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nspa

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ntab

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To

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that

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tora

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iviti

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pen

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the

view

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d co

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and

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lway

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rive

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e ab

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stan

dard

in th

e de

liver

y of

our

ser

vice

s

45



Explanatory remarks on how to read the Logframe 1. The logframe has been extracted from the narrative version of the Strategic Plan

2. The timelines are in yearly quarters (Yr/Q1: Means Year xxx Quarter No. 1. Eg 2013 Quarter No. 1 which in the columns is refl ected simply as 13 under Yr/Q1);

3. The abbreviations in the column of responsibilities are MEC offi ces/offi cers:

CEO Chief Elections Offi cer

DAHR: Director of Human Resources and Administration

DCEO (F&A) Deputy Chief Elections Offi cer (Finance and Administration)

DCEO (Ops) Deputy Chief Elections Offi cer (Operations)

DCVE: Director of Civic and Voter Education

DES Director for Electoral Services

Dept. Res Department Resiponsible

DFA Director of Finance and Administration

DIA Director of Internal Audit

DICT Director of Information Communication Technology

DMPR Director of Media and Public Relations

46



The

mat

ic a

rea/

Stra

tegi

c Pi

llar

No.

1: E

lect

oral

Env

iron

men

t

Str

ateg

ic G

oal N

o. 1

- In

depe

nden

ce o

f MEC

: M

EC st

rive

s for

gen

uine

adm

inis

trat

ive,

pol

itica

l and

fi na

ncia

l aut

onom

y w

hils

t mai

ntai

ning

pub

lic a

ccou

ntab

ility

Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

1. M

EC’s

com

mitm

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for

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AH

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plia

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valu

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into

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ports

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27

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mpa

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ong

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Enga

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inis

try o

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in

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of t

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-17

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47



Spe

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In

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pre

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plem

enta

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bask

et fu

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apac

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3.1

Cre

ate

a D

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ousi

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EC e

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th

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ectio

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sed

qual

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take

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requ

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reso

urce

s

Offi

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ture

and

D

AH

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- 13

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for d

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elec

tora

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48



Str

ateg

ic G

oal N

o. 2

- Leg

al F

ram

ewor

k:

MEC

stri

ves f

or a

lega

l fra

mew

ork

that

will

ena

ble

it to

dis

char

ge it

s man

date

to th

e sa

tisfa

ctio

n of

its s

take

hold

ers

in th

e el

ecto

ral p

roce

sses

in a

tran

spar

ent m

anne

r S

peci

fi c O

bjec

tives

Sp

ecifi

c ac

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es

Indi

cato

rs

Dep

t Ti

me

Line

s

C

osts

/Inpu

ts

Res.

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/ YR

/ YR

/ YR

/ M

WK

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Q2

Q3

Q4

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aps

and

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Ado

pt re

com

men

datio

ns fr

om

Min

utes

of t

he m

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g of

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CEO

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tenc

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in th

e

M

EC’s

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ew o

f th

e C

omm

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(OPS

)

elec

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el

ecto

ral l

aws

Repo

rt co

ntai

ning

the

ad

dres

sed

by th

e en

d

reco

mm

enda

tions

of 2

013

1.2

Subm

it pr

opos

als

for

Repo

rt su

bmitt

ed to

the

DC

EO

13

72

,448

,000

am

endm

ents

to th

e La

w

Min

iste

r of J

ustic

e/Le

gal

(OPS

)

Com

mis

sion

, to

the

Min

iste

r A

ffairs

Com

mitt

ee

of

Just

ice/

or th

e Le

gal A

ffairs

Com

mitt

ee o

f Par

liam

ent

1.3

Cla

rify

the

regu

latio

ns fo

r G

uide

lines

ava

ilabl

e D

ES

13

6,

431,

000

tra

nsm

issi

on o

f res

ults

from

MEC

to C

hief

Just

ice

and

the

N

atio

nal A

ssem

bly

1.4

Prop

ose

legi

slat

ion

to g

over

n

Dra

ft le

gisl

atio

n on

the

DC

EO

13

8,

302,

000

ho

w M

EC c

an c

ondu

ct

refe

rend

a

(OPS

)

refe

rend

a

1.5

Dev

elop

gui

ding

regu

latio

ns to

G

uide

lines

ava

ilabl

e D

ES

13

8,

057,

000

ad

dres

s ga

ps in

the

lega

l

fram

ewor

k

49



Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

2. C

apac

ity o

f MEC

to

2.1

Esta

blis

h a

dire

ctor

ate

of

Dire

ctor

of L

egal

Affa

irs

CEO

13

477,

750

de

al w

ith le

gal r

elat

ed

le

gal a

ffairs

re

crui

ted

m

atte

rs in

clud

ing

co

mpl

aint

s ha

ndlin

g is

2.

2 Pr

opos

e an

am

endm

ent o

f the

D

raft

legi

slat

ion

subm

itted

D

CEO

13

Take

n ca

re o

f

enha

nced

by

end

of

le

gisl

atio

n go

vern

ing

the

to

Par

liam

ent

(OPS

)

at

1.2

abo

ve

2013

com

plai

nts

and

appe

als

pr

oced

ures

to m

ake

it pr

actic

al

(a

dequ

ate

time

for p

rope

r

verifi

cat

ion

of c

ompl

aint

s to

allo

w fo

r ana

lysi

s of

com

plai

nts

be

fore

ann

ounc

emen

t of o

ffi ci

al

el

ectio

n re

sults

), se

e al

so P

illar

1, S

trate

gic

Goa

l No.

2, L

egal

Fram

ewor

k

2.3

Org

anis

e tra

inin

g fo

r Tr

aini

ng W

orks

hop

DES

13

11,6

86,0

00

Com

mis

sion

ers

in c

onfl i

ct

repo

rts

m

anag

emen

t

50



Str

ateg

ic G

oal N

o. 3

- Le

vel P

layi

ng F

ield

Cre

ate

a co

nduc

ive

envi

ronm

ent i

n w

hich

all

stak

ehol

ders

are

trea

ted

equa

lly a

nd h

ave

an u

nhin

dere

d ac

cess

in

the

elec

tora

l pro

cess

es S

peci

fi c O

bjec

tives

Sp

ecifi

c ac

tiviti

es

Indi

cato

rs

Dep

t Ti

me

Line

s

C

osts

/Inpu

ts

Res.

YR

/ YR

/ YR

/ YR

/ M

WK

Q1

Q2

Q3

Q4

1. A

pla

tform

for e

lect

oral

1.

1 En

gage

MA

CRA

to re

susc

itate

M

inut

es o

f mee

tings

D

CEO

13

1,08

5,00

0

cont

esta

nts

to m

arke

t

the

med

ia m

onito

ring

with

MA

CRA

(O

PS)

th

eir a

gend

as c

reat

ed

by

the

end

of 2

013

1.2

Publ

ish

MA

CRA

repo

rts o

n th

e

Publ

ishe

d m

edia

mon

itorin

g D

MPR

14

14

14

13

4,

800.

000

m

edia

mon

itorin

g re

ports

in th

e ne

ws

pape

rs

1.3

Regu

larly

eng

age

with

med

ia

Min

utes

of m

eetin

gs

DC

EO

13-

13-

13-

13

63,8

00,0

00

man

ager

s an

d M

AC

RA to

giv

e

(O

PS)

14

14

14

equa

l acc

ess

to k

ey

st

akeh

olde

rs th

roug

hout

the

el

ecto

ral c

alen

dar/p

roce

ss

1.4

Col

labo

rate

with

rele

vant

M

edia

repo

rts o

f pub

lic

DM

PR

14

7,

249,

600

st

akeh

olde

rs in

org

aniz

ing

de

bate

s

polit

ical

deb

ates

for

pr

esid

entia

l ele

ctor

al

co

ntes

tant

s

2. A

fair

cam

paig

n pr

oces

s

2.1

Dev

elop

and

dis

sem

inat

e G

uide

lines

for D

Cs/

CEO

s D

ES

13

53

,516

,000

co

nduc

ted

by M

ay 2

014

gu

idel

ines

for T

radi

tiona

l an

d Tr

aditi

onal

Lea

ders

Le

ader

s an

d C

ounc

il’s

Chi

ef

avai

labl

e

Exec

utiv

es a

nd D

Cs

durin

g

cam

paig

ns

2.2

Stre

ngth

en th

e ca

paci

ty o

f Re

ports

of C

onfl i

ct

DES

13

13

13

13

22

,139

,000

M

PLC

s in

con

fl ict

M

anag

emen

t Tra

inin

gs fo

r

and

and

and

and

m

anag

emen

t M

PLC

s

15

15

15

15

2.3

Publ

iciz

e sc

hedu

les

of

Sche

dule

s of

mee

tings

D

ES

14

14

14

13

217,

000

ca

mpa

ign

mee

tings

av

aila

ble

at th

e D

Cs

offi c

e

51



Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

2.4

Dev

elop

regi

ster

s fo

r DC

s to

Re

gist

ers

avai

labl

e at

the

DES

14

14

14

13

21

7,00

0

reco

rd n

otifi

catio

ns fo

r D

C’s

offi

ce

cam

paig

n m

eetin

gs

2.5

Revi

ew, c

onsu

lt on

and

M

inut

es o

f mee

tings

with

C

EO

13

13

11,1

32,0

00

dete

rmin

e ca

ndid

ate

polit

ical

par

ties

nom

inat

ion

fees

2.6

Prop

ose

the

intro

duct

ion

of a

D

raft

legi

slat

ion

on c

ampa

ign

CEO

13

The

initi

ativ

e is

ca

mpa

ign

fi nan

cing

law

fi n

anci

ng s

ubm

itted

to

be

ing

done

by

Parli

amen

t

CM

D a

nd L

aw

C

omm

issi

on

3. C

apac

ity o

f MEC

to

3.1

Dev

elop

regu

latio

ns to

A

han

dboo

k on

ele

ctor

al

DES

13

11,6

86,0

00

enfo

rce

law

s an

d

au

gmen

t the

ele

ctor

al la

w

law

s av

aila

ble

re

gula

tions

to le

vel t

he p

layi

ng fi

eld

st

reng

then

ed b

y 20

13

3.2

Com

pile

a g

uide

on

wha

t A

gui

de o

n po

wer

s of

MEC

D

ES

13

10

,285

,00

M

EC c

an d

o to

pun

ish

viol

ator

s av

aila

ble

of

ele

ctor

al la

ws

3.3

Revi

ew a

nd a

dopt

M

inut

es o

f the

Com

mis

sion

D

CEO

13

4,58

6,00

0

reco

mm

enda

tions

/ les

sons

m

eetin

g (O

PS)

fro

m p

ast e

lect

ions

to le

vel

th

e pl

ay fi

eld

3.4

Rais

e pu

blic

aw

aren

ess

on

Wor

ksho

p a

nd m

edia

D

CEO

13

13

18

,100

,000

co

de o

f con

duct

for e

lect

oral

re

ports

(O

PS)

co

ntes

tant

s

3.5

Enga

ge w

ith re

leva

nt a

utho

ritie

s M

inut

es o

f mee

tings

with

C

EO

13-

13-

13-

13-

1,43

3,25

0

to e

nsur

e im

plem

enta

tion

of

rele

vant

aut

horit

ies

17

17

17

17

ju

dgem

ents

pas

sed

in re

spec

t of

vi

olat

ion

of e

lect

oral

law

s an

d

regu

latio

ns

52



Str

ateg

ic G

oal N

o 4:

Sta

keho

lder

Rel

atio

nshi

ps

To c

reat

e tr

ansp

aren

cy a

nd in

still

con

fi den

ce in

and

ow

ners

hip

of th

e el

ecto

ral c

ycle

Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

1. C

omm

unic

atio

n 1.

1 C

onsu

lt an

d de

velo

p a

Com

mun

icat

ion

polic

y D

MPR

13

7,29

6,00

0

impr

oved

,

com

preh

ensi

ve

avai

labl

e

pr

ofes

sion

aliz

ed a

nd

co

mm

unic

atio

n po

licy

rig

orou

sly

impl

emen

ted

by

Sep

tem

ber 2

013

1.2

Laun

ch a

nd im

plem

ent n

ew

Repo

rt on

the

laun

ch o

f the

D

MPR

13

11,2

66,0

00

com

mun

icat

ion

polic

y po

licy

2. I

nter

actio

n an

d 2.

1 O

rgan

ise

annu

al ta

rget

ed

Min

utes

and

med

ia re

ports

D

CEO

13

- 13

- 13

- 13

- 17

,905

,000

co

mm

unic

atio

n w

ith

m

eetin

gs w

ith e

ach

polit

ical

(OPS

) 17

17

17

17

st

akeh

olde

rs im

prov

ed

pa

rty le

ader

ship

repr

esen

ted

th

roug

hout

the

elec

tora

l

in P

arlia

men

t

cycl

e by

the

end

of 2

016

2.2

Org

anis

e an

nual

foru

m o

f M

inut

es a

nd m

edia

repo

rts

DC

EO

13

-

55

,662

,500

pa

rties

’ lea

ders

hip

not

(O

PS)

17

re

pres

ente

d in

Par

liam

ent

2.3

Org

aniz

e an

nual

targ

eted

M

inut

es a

nd m

edia

repo

rts

DC

EO

13-

51

,662

,500

m

eetin

gs w

ith in

depe

nden

t

(OPS

)

17

mem

bers

of P

arlia

men

t

2.4

Vis

it ea

ch M

ultip

arty

M

inut

es a

nd m

edia

repo

rts

DES

14

-

13

11

0,69

5,00

0

Liai

son

Com

mitt

ee (M

PLC

s) a

t

17

a

dist

rict l

evel

onc

e a

year

2.5

Org

aniz

e M

PLC

mee

tings

eve

ry

Min

utes

and

med

ia re

ports

D

ES

13

-

13-

43,7

07,0

00

six

mon

ths

durin

g th

e pr

e an

d

17

17

po

st e

lect

ions

per

iod

2.6

Org

aniz

e m

onth

ly m

eetin

gs o

f M

inut

es a

nd m

edia

repo

rts

DES

14

13

- 13

13

21

,853

,500

M

PLC

s du

ring

elec

tion

perio

ds

14

(as

soon

as

the

elec

tion

orde

r

has

been

ann

ounc

ed)

53



Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

2.7

Org

aniz

e N

atio

nal E

lect

ions

M

inut

es a

nd m

edia

repo

rts

CEO

13

-

13-

65

,561

,500

C

onsu

ltativ

e Fo

rum

(NEC

OF)

17

17

mee

tings

eve

ry s

ix m

onth

s in

th

e pr

e an

d po

st e

lect

ions

pe

riod

2.8

Org

aniz

e m

onth

ly N

ECO

F M

inut

es a

nd m

edia

repo

rts

CEO

14

13

- 13

- 14

41

,041

,500

m

eetin

gs d

urin

g th

e el

ectio

n

14

14

perio

d

2.9

Mee

t dev

elop

men

t par

tner

s M

inut

es a

nd m

edia

repo

rts

CEO

13

-

13-

52

,404

,000

an

d go

vern

men

t (in

clud

ing

17

17

th

e Ju

dici

ary)

onc

e ev

ery

six

m

onth

s in

the

pre

and

post

el

ectio

ns p

erio

d

2.10

Org

aniz

e El

ectio

ns T

ask

Forc

e M

inut

es a

nd m

edia

repo

rts

CEO

13

-14

13-1

4 13

13

19,

396,

000

m

eetin

gs m

onth

ly in

the

el

ectio

ns p

erio

d

3. E

lect

oral

ser

vice

s 3.

1 D

evel

op g

uide

lines

gov

erni

ng

Gui

delin

es a

vaila

ble

D

ES

13

10

,355

,000

of

fere

d on

dem

and

and

th

e el

ecto

ral s

ervi

ces

assi

stan

ce

on a

cos

t rec

over

y ba

sis

M

EC c

an re

nder

to o

ther

to

thos

e st

akeh

olde

rs in

stak

ehol

ders

need

3.2

Prep

are

an in

form

atio

n pa

ck

Info

rmat

ion

Pack

on

DM

PR

13

2,

918,

500

pr

ofi li

ng th

e se

rvic

es M

EC c

an

“Our

Ser

vice

s” a

vaila

ble

of

fer t

o ot

her s

take

hold

ers

and

diss

emin

ated

such

as

orga

nizi

ng in

tern

al

party

ele

ctio

ns

54


STRATEGIC PLAN 2013-2017 STRATEGIC PLAN 2013-2017 55

Str

ateg

ic G

oal N

o. 5

- Ele

ctio

n O

bser

vatio

n an

d El

ectio

n M

onito

ring

:To

con

duct

ele

ctio

ns th

at c

ompl

y w

ith n

atio

nal l

aws

and

inte

rnat

iona

l sta

ndar

ds a

nd b

est p

ract

ices

Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

1. E

lect

ion

obse

rvat

ion/

1.

1 C

onsu

lt, d

evel

op, p

ublis

h an

d G

uide

lines

and

cod

e of

D

CEO

13

13

3,

797,

000

m

onito

ring

syst

emat

ical

ly

circ

ulat

e gu

idel

ines

and

cod

e co

nduc

t for

dom

estic

and

(O

PS)

an

d co

mpr

ehen

sive

ly

of

con

duct

for d

omes

tic a

nd

inte

rnat

iona

l obs

erve

rs a

nd

cond

ucte

d by

end

of

in

tern

atio

nal o

bser

vers

and

do

mes

tic m

onito

rs a

vaila

ble

20

14

do

mes

tic m

onito

rs

1.2

Revi

ew a

ccre

dita

tion

Min

utes

of t

he C

omm

issi

on

mec

hani

sms

for e

lect

ion

Mee

ting

on th

e su

bjec

t D

ES

13

9,

169,

000

m

onito

rs

mat

ter

1.3

Revi

ew a

ccre

dita

tion

Min

utes

of t

he C

omm

issi

on

DES

13

9,72

9,00

0

mec

hani

sms

for e

lect

ion

Mee

ting

on th

e su

bjec

t

obse

rver

s (d

omes

tic &

m

atte

r

inte

rnat

iona

l)

1.4

Prov

ide

info

rmat

ion

sem

inar

s W

orks

hop

and

med

ia

DC

EO

14

13

23,1

88,0

00

and

indu

ctio

n fo

r obs

erve

r Re

ports

on

indu

ctio

n

(OPS

)

grou

ps

1.5

Prep

are

brie

fi ng

kits

for

Brie

fi ng

kits

ava

ilabl

e D

ES

13

78

,000

,000

el

ectio

n ob

serv

ers

/ mon

itors

1.6

Enga

ge e

lect

ion

obse

rver

C

orre

spon

denc

es w

ith

CEO

13

Pers

onal

gr

oups

at a

n ea

rly s

tage

for

rele

vant

bod

ies

Em

olum

ents

and

ev

en d

eplo

ymen

t

O

RT to

take

car

e of

this

1.7

Publ

iciz

e re

ports

of d

omes

tic

Dow

nloa

dabl

e re

ports

D

MPR

14

14

N

o co

st fo

r

and

inte

rnat

iona

l obs

erve

rs

avai

labl

e on

MEC

web

site

uplo

adin

g on

the

MEC

web

site



Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

1.8

Org

anis

e a

post

-ele

ctio

n W

orks

hop

and

med

ia re

ports

D

CEO

14

18,4

38,0

00

stak

ehol

der w

orks

hop

to

(O

PS)

as

sess

the

exte

nt to

whi

ch

the

elec

tora

l pro

cess

com

plie

d

with

inte

rnat

iona

l bes

t pra

ctic

e

1.9

Prov

ide

info

rmat

ion

sem

inar

s W

orks

hop

and

Med

ia re

ports

D

ES

14

23

, 502

,500

fo

r pol

itica

l par

ty a

gent

s as

(ToT

)

1.10

Est

ablis

h a

desk

offi

ce

Liai

son

Offi

cer i

n pl

ace

DC

EO

13

Ta

ken

care

resp

onsi

ble

for e

lect

ion

(F

&A

)

of

by

ORT

obse

rver

s (te

mpo

rary

)

1.11

Rev

iew

acc

redi

tatio

n fe

es fo

r M

inut

es o

f MEC

mee

ting

CEO

13

3,79

7,00

0

inte

rnat

iona

l obs

erve

rs, a

nd

adhe

re to

inte

rnat

iona

l bes

t

prac

tice

1.12

Rev

iew

and

con

sult

on

Min

utes

of M

EC m

eetin

g D

CEO

13

To b

e do

ne

accr

edita

tion

of m

edia

to

(O

PS)

toge

ther

with

m

onito

r ele

ctio

n pr

oces

s

1.

11 ju

st a

bove

56



The

mat

ic a

rea

/ Str

ateg

ic P

illar

2: M

alaw

i Ele

ctor

al C

omm

issi

on a

s an

org

aniz

atio

nSt

rate

gic

Goa

l No.

1- O

rgan

isat

iona

l Cul

ture

:M

EC to

stri

ve fo

r an

orga

nisa

tiona

l cul

ture

that

pro

mot

es e

xcel

lenc

e, tr

ansp

aren

cy w

ith c

lear

pol

icie

s, sy

stem

s,

and

guid

elin

es th

at in

spir

e in

tern

al a

nd e

xter

nal c

onfi d

ence

and

trus

t S

peci

fi c O

bjec

tives

Sp

ecifi

c ac

tiviti

es

Indi

cato

rs

Dep

t Ti

me

Line

s

C

osts

/Inpu

ts

Res.

YR

/ YR

/ YR

/ YR

/ M

WK

Q1

Q2

Q3

Q4

1. T

rust

and

goo

d w

orki

ng

1.1

Org

anis

e an

ext

erna

lly

Wor

ksho

p an

d M

edia

repo

rts

DC

EO

13

6,

256,

000

re

latio

nshi

p be

twee

n

faci

litat

ed te

am b

uild

ing

(F

&A

)

Com

mis

sion

ers

and

Staf

f

wor

ksho

p by

Feb

ruar

y 20

13

es

tabl

ishe

d by

fi rs

t

quar

ter 2

013

and

1.2

Org

anis

e te

am b

uild

ing

and

Wor

ksho

p an

d M

edia

repo

rts

DC

EO

14-

46

,280

,000

co

rpor

ate

iden

tity

re

treat

s at

leas

t onc

e a

year

(F&

A)

17

stre

ngth

ened

by

end

20

13

1.3

Dev

elop

indu

ctio

n pa

ck a

nd

Indu

ctio

n Pa

ck a

vaila

ble

D

AH

R

13

5,58

7,00

0

prog

ram

me

for n

ew m

embe

rs

of s

taff

and

Com

mis

sion

ers

2. E

ffi ci

ency

in d

ecis

ion-

2.

1 D

evel

op a

nd im

plem

ent

Rele

vant

gui

delin

es a

vaila

ble

DC

EO

13

57

,500

m

akin

g pr

oced

ures

,

guid

elin

es o

n de

cisi

on m

akin

g

(F&

A)

im

plem

enta

tion,

and

and

impl

emen

tatio

n an

d

follo

w u

p st

reng

then

ed

fo

llow

ups

at a

ll le

vels

by 2

013

and

prin

cipl

es

of c

orpo

rate

gov

erna

nce

2.2

Dev

elop

form

at o

f act

ion-

Re

leva

nt te

mpl

ate

avai

labl

e D

AH

R 13

2,50

0

clar

ifi ed

and

ent

renc

hed

or

ient

ed m

inut

es w

ith c

lear

by

201

4

resp

onsi

bilit

ies

and

time

lines

2.3

Dev

elop

a c

omm

unic

atio

n In

tern

al c

omm

unic

atio

n D

MPR

13

13,2

17,0

00

stra

tegy

and

rais

e aw

aren

ess

on

stra

tegy

laun

ched

it

57



Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

2.4

Org

anis

e co

rpor

ate

Wor

ksho

p an

d m

edia

repo

rts

DC

EO

13

7,

555,

000

go

vern

ance

wor

ksho

p an

d

(F&

A)

de

term

ine

char

acte

ristic

s of

ne

w m

anag

emen

t sys

tem

ba

sed

on th

e co

ncep

t of

co

rpor

ate

gove

rnan

ce

2.5

Enga

ge c

hang

e m

anag

emen

t Re

port

of th

e C

hang

e D

CEO

13

6,75

0,00

0

expe

rt to

hel

p im

plem

enta

tion

Man

agem

ent E

xper

t (F

&A

)

of c

orpo

rate

gov

erna

nce

3. E

ffi ci

ency

and

3.

1 Pr

ovid

e co

mpu

ters

, int

erna

l C

ompu

ters

ava

ilabl

e an

d C

EO

13

13

52,4

56,0

00

cost

-effe

ctiv

enes

s is

netw

orki

ng a

nd in

tern

et

netw

orke

d an

d co

nnec

ted

to

incr

ease

d th

roug

h

conn

ectiv

ity to

all

MEC

offi

ces

the

inte

rnet

ap

prop

riate

from

Hea

dqua

rters

thro

ugh

to

IT-in

frast

ruct

ure

and

D

istri

ct o

ffi ce

s

train

ing

by 2

014

3.2

Org

anis

e sy

stem

atic

IT tr

aini

ng

Wor

ksho

p an

d m

edia

repo

rts

DIC

T

13

13

24

,883

,000

fo

r Com

mis

sion

ers

and

m

embe

rs o

f sta

ff on

use

of

m

oder

n in

form

atio

n te

chno

logy

su

ch a

s sk

ype

as a

mea

ns o

f

inte

rnal

com

mun

icat

ion

4. R

espo

nsiv

enes

s to

4.

1 D

evel

op a

Pub

lic S

ervi

ce

Publ

ic S

ervi

ce C

harte

r D

AH

R

13

8,77

8,00

0

stak

ehol

ders

Cha

rter

avai

labl

e an

d pu

blis

hed

in

stre

ngth

ened

by

2014

ne

wsp

aper

s

4.2

Hol

ding

inte

rnal

wor

ksho

ps

Wor

ksho

p an

d m

edia

repo

rts

DA

HR

13

11

,046

,000

on

the

serv

ice

char

ter

4.3

Popu

laris

e th

e se

rvic

e ch

arte

r W

orks

hop

and

med

ia re

ports

D

MPR

14

12,5

00,0

00

to s

taff

and

stak

ehol

ders

4.4

Dev

elop

feed

back

mec

hani

sms

Num

ber o

f let

ters

and

D

MPR

14

1,00

0,00

0

e-

mai

ls fr

om s

take

hold

ers

givi

ng fe

edba

ck to

MEC

on it

s se

rvic

es

58



Str

ateg

ic G

oal N

o. 2

: Hum

an R

esou

rce

Man

agem

ent a

nd

Adm

inis

trat

ion

MEC

stri

ves t

o ha

ve a

hig

hly

mot

ivat

ed a

nd e

ffi ci

ent s

ecre

tari

at th

at is

gui

ded

by c

ompr

ehen

sive

hum

an re

sour

ce

man

agem

ent s

yste

ms

and

polic

ies

Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

1. S

kills

dev

elop

men

t and

1.

1 D

evel

op a

trai

ning

pol

icy

for

Trai

ning

pol

icy

avai

labl

e D

AH

R 13

8,01

7,00

0

plac

emen

t of s

taff

base

d

staf

f to

enha

nce

staf

f

on s

yste

mat

ical

ly

de

velo

pmen

t

iden

tifi e

d sk

ills

gaps

by

1.2

Con

duct

a s

kills

aud

it in

Sk

ills

audi

t rep

ort a

vaila

ble

DA

HR

13

6,

616,

000

en

d of

201

3

prep

arat

ion

for T

ripar

tite

an

d di

scus

sed

by th

e

Elec

tions

in o

rder

to a

ddre

ss

Com

mis

sion

skill

s

1.3

Dev

elop

an

HIV

and

AID

S H

IV/A

IDS

Polic

y av

aila

ble

DA

HR

13

6,

256,

000

po

licy

1.4

Dev

elop

retre

nchm

ent a

nd

Retre

nchm

ent a

nd re

dund

ancy

D

AH

R

13

1,50

0,00

0

redu

ndan

cy p

roce

dure

s pr

oced

ures

ava

ilabl

e

2. S

taff

satis

fact

ion

leve

ls

2.1

Und

erta

ke a

com

preh

ensi

ve

Repo

rt on

the

func

tiona

l rev

iew

DA

HR

13

9,

456,

000

en

hanc

ed b

y th

e en

d

func

tiona

l rev

iew

of t

he

avai

labl

e

of 2

017

or

gani

zatio

nal s

truct

ure

(job

de

scrip

tions

, job

eva

luat

ion

an

d gr

adin

g ex

erci

se)

2.2

Com

mis

sion

a s

taff

satis

fact

ion

Surv

ey re

port

avai

labl

e D

CEO

13

6,00

0,00

0

surv

ey

(F

&A

)

2.3

Dev

elop

per

form

ance

bas

ed

Perfo

rman

ce b

ased

app

rais

al

DA

HR

13

5,

400,

000

ap

prai

sal a

nd re

war

d sy

stem

s an

d re

war

d sy

stem

s in

pla

ce

2.4

Dev

elop

a re

mun

erat

ion

and

Rem

uner

atio

n an

d be

nefi t

s D

AH

R

13

3,00

0,00

0

bene

fi ts

polic

y po

licy

in p

lace

2.5

Dev

elop

grie

vanc

es,

Dis

cipl

inar

y an

d co

mpl

aint

s D

AH

R

13

1,50

0,00

0

disc

iplin

ary

and

com

plai

nts

hand

ling

proc

edur

es a

vaila

ble

ha

ndlin

g pr

oced

ures

59



Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

2.6

Revi

ew th

e te

rms

and

Repo

rt on

the

revi

sed

term

s D

CEO

13

1,97

8,00

0

cond

ition

s of

ser

vice

s fo

r an

d co

nditi

ons

avai

labl

e an

d (F

&A

)

secr

etar

iat s

taff

adop

ted

3. H

ighl

y co

mpe

tent

and

3.

1 D

evel

op a

nd im

plem

ent a

Re

crui

tmen

t pol

icy

avai

labl

e D

AH

R

13

2,25

0,00

0

skill

ed p

erso

nnel

recr

uitm

ent p

olic

y

prof

essi

onal

ly re

crui

ted

by

the

end

of 2

017

3.2

Dev

elop

cle

ar g

uide

lines

on

The

rele

vant

gui

delin

es

DA

HR

13

1,

813,

500

se

cond

ed s

taff/

tech

nica

l av

aila

ble

ad

viso

rs to

the

Com

mis

sion

60



Str

ateg

ic g

oal N

o. 3

- Fi

nanc

ial m

anag

emen

t and

pro

cure

men

t: M

EC w

ill st

rive

to h

ave

a tr

ansp

aren

t, fu

nctio

nal,

effi c

ient

, fi n

anci

al a

nd p

rocu

rem

ent m

anag

emen

t sys

tem

that

en

hanc

es a

ccou

ntab

ility

and

tran

spar

ency

and

inst

il tr

ust a

nd c

onfi d

ence

with

sta

keho

lder

s S

peci

fi c O

bjec

tives

Sp

ecifi

c ac

tiviti

es

Indi

cato

rs

Dep

t Ti

me

Line

s

C

osts

/Inpu

ts

Res.

YR

/ YR

/ YR

/ YR

/ M

WK

Q1

Q2

Q3

Q4

1. C

apac

ity o

f MEC

in

1.1

Stre

ngth

en h

uman

reso

urce

%

of fi

lled

in p

ositi

ons

in

DA

HR

13

In

terv

iew

s w

ere

fi n

anci

al m

anag

emen

t

capa

city

sta

ff co

mpl

imen

t in

Fina

nce

and

Proc

urem

ent

al

read

y

and

proc

urem

ent

fi n

ance

and

pro

cure

men

t ag

ains

t the

est

ablis

hed

co

nduc

ted

en

hanc

ed b

y en

d of

po

sitio

ns

20

13

1.2

Mai

ntai

n an

up-

to-d

ate

An

upda

ted

asse

t reg

iste

r D

CEO

13

- 13

- 13

- 13

- Pe

rson

al

asse

t reg

iste

r av

aila

ble

all t

he ti

mes

(F

&A

) 17

17

17

17

Em

olum

ents

will

ta

ke c

are

of th

is

1.3

Dev

elop

fi n

anci

al m

anag

emen

t Re

leva

nt p

olic

ies,

gui

delin

es

DoF

13

9,68

6,00

0

acco

unta

bilit

y, p

olic

ies,

an

d sy

stem

s in

pla

ce

gu

idel

ines

and

func

tiona

l

syst

ems,

that

ens

ure

effe

ctiv

e

use

of re

sour

ces,

tran

spar

ency

an

d ac

coun

tabi

lity

2. C

onfi d

ence

and

trus

t 2.

1 U

nder

take

ann

ual e

xter

nal a

udits

Ext

erna

l aud

it re

ports

C

EO

13

- 7,

500,

000

of

sta

keho

lder

s

17

en

hanc

ed b

y 20

13

2.2

Und

erta

ke m

id-y

ear e

xter

nal

Mid

-yea

r ext

erna

l aud

it

CEO

13

-

7,50

0,00

0

audi

ts to

stre

ngth

en in

tern

al

repo

rts

17

co

ntro

ls

2.3

Impl

emen

t con

tinuo

us in

tern

al

Mon

thly

inte

rnal

aud

it re

ports

DIA

13

- 13

- 13

- 13

- Pe

rson

al

audi

ts

17

17

17

17

Emol

umen

ts w

ill

take

car

e of

this

2.4

Pre-

audi

t fi n

anci

al tr

ansa

ctio

ns

Pre-

Aud

it re

ports

D

IA

13-

13-

13-

13-

Pers

onal

an

d pr

ocur

emen

t

Em

olum

ents

will

ta

ke c

are

of th

is

61



Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

2.5

Inco

rpor

ate

less

ons

from

M

inut

es/ r

epor

t of a

D

IA

13-

24

,715

,000

pr

evio

us a

udit

repo

rts

mee

ting

of

17

Com

mis

sion

ers

and

Staf

f

fro

m p

revi

ous

audi

ts

2.6

Ass

ign

a se

nior

man

ager

A

ppoi

ntm

ent l

ette

r for

the

CEO

13

Pers

onal

as

a li

aiso

n of

fi cer

with

Li

aiso

n O

ffi ce

r

Emol

umen

ts w

ill

deve

lopm

ent p

artn

ers

unde

r

ta

ke c

are

of th

is

the

supe

rvis

ion

of th

e C

EO

2.7

Publ

ish

all a

udite

d ac

coun

ts,

Stat

emen

t of a

udite

d ac

coun

ts D

MPR

13

- 13

- 2,

400,

000

ac

cord

ing

to p

rovi

sion

s of

do

wnl

oada

ble

from

the

MEC

17

17

the

law

w

ebsi

te a

nd p

ublis

hed

in

ne

wsp

aper

s

2.8

Publ

ish

resu

lts o

f ten

ders

Pr

ess

rele

ases

D

MPR

13

- 13

- 13

- 13

- 15

,000

,000

17

17

17

17

2.9

Shar

e el

ectio

n bu

dget

s w

ith

Elec

tion

budg

et a

vaila

ble

and

CEO

13

Pers

onal

st

akeh

olde

rs a

t an

early

sta

ge to

sh

ared

in ti

me

with

Emol

umen

ts w

ill

allo

w ti

mel

y bu

dget

allo

catio

n st

akeh

olde

rs

ta

ke c

are

of th

is

2.10

Eng

age

with

AC

B an

d M

oU w

ith th

e A

CB

CEO

13

11,0

87,0

00

conc

lude

mem

oran

dum

of

Wor

ksho

p re

ports

un

ders

tand

ing

to ra

ise

awar

enes

s A

nti C

orru

ptio

n Po

licy

on

pre

vent

ion

and

com

batin

g

corr

uptio

n is

sues

thro

ugh

tra

inin

gs a

nd w

orks

hops

62



Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

3. T

o in

crea

se th

e ef

fi cie

nt

3.1

Revi

ew a

nd if

nec

essa

ry,

Repo

rt on

resu

lts o

f the

D

CEO

13

1,97

8,00

0

use

of re

sour

ces

and

re-te

nder

exi

stin

g co

ntra

cts

revi

ew o

f exi

stin

g co

ntra

cts

(F

&A

)

min

imiz

e w

asta

ge

w

ith s

ervi

ce p

rovi

ders

by 2

016

3.2

Dev

elop

a p

olic

y on

sus

tain

able

Po

licy

on s

usta

inab

le a

nd

DC

EO

16

10

,393

,000

an

d ec

olog

ical

ly s

ensi

tive

ecol

ogic

ally

sen

sitiv

e (F

&A

)

utili

satio

n of

reso

urce

s ut

iliza

tion

of re

sour

ces

4. L

evel

of c

ompl

ianc

e

4.1

Revi

ew o

f fi n

anci

al g

uide

lines

Re

port

on re

sults

of r

evie

ws

DoF

13-

5,06

2,00

0

with

fi na

ncia

l gui

delin

es

17

an

d pr

ocur

emen

t 4.

2 O

rient

atio

n on

the

prov

isio

ns

No.

of fi

nan

cial

and

D

CEO

17

13

/ 15

,186

,00

pr

oced

ures

impr

oved

by

of

the

Publ

ic F

inan

cial

pr

ocur

emen

t que

ries

(F&

A)

15

en

d of

201

3

Man

agem

ent a

nd th

e Pu

blic

be

ing

rece

ived

Pr

ocur

emen

t Act

s

63



The

mat

ic a

rea/

Stra

tegi

c Pi

llar

No.

3: E

lect

oral

Ope

ratio

ns S

trat

egic

Goa

l No.

1- O

pera

tiona

l Pla

n:

MEC

to d

eliv

er tr

ansp

aren

t and

cre

dibl

e el

ectio

ns S

peci

fi c O

bjec

tives

Sp

ecifi

c ac

tiviti

es

Indi

cato

rs

Dep

t Ti

me

Line

s

C

osts

/Inpu

ts

Res.

YR

/ YR

/ YR

/ YR

/ M

WK

Q1

Q2

Q3

Q4

1. T

he o

pera

tiona

l pla

n is

1.

1 C

onsu

lt, d

evel

op, p

ublis

h O

pera

tiona

l pla

ce in

pla

ce

DC

EO

13

14

,878

,000

in

pla

ce b

y Ja

nuar

y 20

13

an

d di

ssem

inat

e a

real

istic

an

d sh

ared

with

(O

PS)

an

d is

impl

emen

ted

oper

atio

nal p

lan

and

stak

ehol

ders

acco

rdin

g to

the

time

circ

ulat

e th

e el

ecto

ral

lin

es th

roug

hout

201

3

ca

lend

ar

an

d 20

14

1.2

Con

duct

the

Trip

artit

e El

ectio

ns

Pres

iden

t, M

embe

rs o

f C

EO

13-

13-

13-

13

14,8

00,0

00,0

00

Pa

rliam

ent a

nd

14

14

14

Cou

ncill

ors

elec

ted

Trip

artit

e El

ectio

ns re

port

1.3

Con

duct

mon

itorin

g an

d

Eval

uatio

n re

ports

of t

he

DC

EO

13-

13-

13-

13-

Pers

onal

ev

alua

tion

of th

e op

erat

iona

l op

erat

iona

l pla

n;

(OPS

) 14

14

14

14

Em

olum

ents

will

pl

an (e

lect

oral

cal

enda

r), a

nd

take

car

e of

this

ad

just

pla

n w

hene

ver

Adj

uste

d op

erat

iona

l pla

n

nece

ssar

y av

aila

ble

whe

re n

eces

sary

1.4

Com

mun

icat

e ne

cess

ary

Re

ports

on

mee

tings

with

D

MPR

13

- 13

- 13

- 13

- 10

,200

,000

ch

ange

s to

sta

keho

lder

s

stak

ehol

ders

14

14

14

14

imm

edia

tely

or d

urin

g re

gula

r

stak

ehol

der c

onsu

ltatio

ns

(s

ee P

illar

1, s

trate

gic

goal

No.

2)

1.5

Revi

ew fo

r end

term

of t

he p

lan

Re

view

mee

ting

repo

rt an

d C

EO

14

(ele

ctor

al p

roce

ss)

med

ia re

ports

64



Str

ateg

ic G

oal N

o. 2

- Vot

er E

duca

tion:

To

mai

ntai

n a

high

leve

l of p

ublic

par

ticip

atio

n in

the

elec

tora

l pro

cess

es th

roug

h em

pow

erm

ent,

awar

enes

s,

know

ledg

e, a

nd s

kills

Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

1. Q

ualit

y an

d de

liver

y of

1.

1 C

ondu

ct s

urve

ys a

sses

sing

the

Surv

ey re

ports

D

CV

E 14

- 13

- 13

- 13

- 19

,750

,000

ci

vic

and

vote

r edu

catio

n

leve

l of a

war

enes

s on

ele

ctor

al

17

17

17

17

impr

oved

by

end

of 2

013

m

atte

rs

1.2

Revi

ew a

nd u

pdat

e th

e ci

vic

Upd

ated

civ

ic a

nd v

oter

D

CV

E 13

9,26

7,00

0

and

vot

er e

duca

tion

stra

tegy

ed

ucat

ion

stra

tegy

1.3

Revi

ew a

nd u

pdat

e ci

vic

and

Upd

ated

civ

ic a

nd v

oter

D

CV

E 13

3,11

9,50

0

vote

r edu

catio

n m

anua

l ed

ucat

ion

man

ual

1.4

Con

sult,

dev

elop

, pub

lish

and

Regu

latio

ns o

n C

SO

DC

VE

13

14

,216

,000

ci

rcul

ate

regu

latio

n on

ac

cred

itatio

n av

aila

ble

ac

cred

itatio

n of

CSO

s

(sys

tem

atic

pro

posa

l: co

nsul

t

fi rst

, dev

elop

, circ

ulat

e an

d

publ

ish)

1.5

Con

sult,

dev

elop

, and

con

duct

W

orks

hop

and

Med

ia R

epor

ts D

CV

E 14

14

13

13

11

,296

,000

ta

rget

ed in

form

atio

n ca

mpa

igns

fo

r wom

en, y

outh

, and

oth

er

vuln

erab

le g

roup

s

1.6

Con

sult,

dev

elop

, and

con

duct

W

orks

hop

and

Med

ia R

epor

ts D

CV

E 14

14

13

13

22

,496

,000

m

ultim

edia

com

mun

icat

ion

(th

roug

h dr

ama

grou

ps, f

ocus

gr

oups

dis

cuss

ion,

soc

ial f

ora)

2. M

aint

ain

a hi

gh-le

vel

2.1

Enga

ge w

ith th

e M

inis

try o

f Re

port/

Min

utes

of t

he

DC

EO

13

14

,396

,300

vo

ter t

urn-

out a

nd s

eek

Educ

atio

n to

impr

ove

elec

tion

mee

ting

(OPS

)

to a

chie

ve n

atio

nal r

ate

rela

ted

info

rmat

ion

in th

e

of le

ss th

an 3

.5%

nul

l

scho

ol c

urric

ulum

an

d vo

id v

otes

by

2017

65



Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

2.2

Cam

paig

n fo

r bal

lot p

aper

Re

ports

of c

ampa

ign

DC

VE

14

45

,816

,500

m

arki

ng

2.3

Con

sult,

dev

elop

, pub

lish,

and

Re

ports

of c

onsu

ltatio

ns

DC

VE

14

11

,296

,000

ci

rcul

ate

regu

latio

ns fo

r nul

l

and

void

vot

es

2.4

Lead

in d

evel

opin

g st

rate

gic

Re

ports

of m

ater

ials

D

CV

E 14

- 13

- 13

- 13

- Pe

rson

al

civi

c &

vot

er e

duca

tion

de

velo

pmen

t pro

cess

17

17

17

17

Emol

umen

ts

mes

sage

s

w

ill ta

ke c

are

of

this

2.5

Shar

e vo

ter e

duca

tion

mat

eria

ls

Dis

tribu

tion

list o

f rec

ipie

nts

DC

VE

14

14

13,1

50,0

00

with

pol

itica

l par

ties

to

of m

ater

ials

co

mpl

emen

t wor

k of

CSO

s in

vote

r edu

catio

n

66



Str

ateg

ic G

oal N

o. 3

: Bou

ndar

y D

elim

itatio

n M

EC to

dem

arca

te c

onst

ituen

cies

and

war

ds r

efl e

ctin

g eq

ual r

epre

sent

atio

n by

Dec

embe

r 20

17 S

peci

fi c O

bjec

tives

Sp

ecifi

c ac

tiviti

es

Indi

cato

rs

Dep

t Ti

me

Line

s

C

osts

/Inpu

ts

Res.

YR

/ YR

/ YR

/ YR

/ M

WK

Q1

Q2

Q3

Q4

1. T

o re

view

war

ds a

nd

1.1

Solic

it re

ques

ts fr

om th

e Fo

rmal

sub

mis

sion

s fro

m

DES

13

Pers

onal

co

nstit

uenc

ies

and

Cou

ncils

on

area

s th

at re

quire

th

e C

ounc

ils a

vaila

ble

an

d

Emol

umen

ts w

ill

unde

rtake

bou

ndar

y

at

tent

ion

15

ta

ke c

are

of th

is

delim

itatio

n ac

cord

ing

to

the

cons

titut

iona

l 1.

2 Su

mm

ariz

e su

bmis

sion

s fro

m

Repo

rt av

aila

ble

DES

13

Pers

onal

re

quire

men

t by

2017

Cou

ncils

for M

EC’s

act

ion

and

Em

olum

ents

will

15

ta

ke c

are

of th

is

1.3

Con

duct

con

sulta

tion

mee

tings

W

orks

hop

and

Med

ia re

ports

D

ES

13

10

2,52

0,00

0

with

sta

keho

lder

s in

the

and

co

unci

ls

15

1.4

Esta

blis

h an

d tra

in d

emar

catio

n

Dem

arca

tion

Com

mitt

ees

DES

15

52,7

83,3

34

com

mitt

ees

esta

blis

hed

Wor

ksho

p re

ports

1.5

Con

duct

fi el

d de

mar

catio

n of

Re

port

avai

labl

e D

ES

15

79

,280

,000

co

nstit

uenc

ies

1.6

Det

erm

ine

posi

tion

of

Repo

rt av

aila

ble

DC

EO

13

15

9,38

2,00

0

cons

titue

ncie

s an

d w

ards

(OPS

)

1.7

Subm

it a

repo

rt on

Re

port

avai

labl

e an

d C

EO

15

Pe

rson

al

cons

titue

ncy

dem

arca

tion

to

subm

itted

to P

arlia

men

t

Emol

umen

ts

Parli

amen

t

w

ill ta

ke c

are

of

this

1.8

Con

sult

with

NSO

to d

eter

min

e Re

port

of m

eetin

g w

ith N

SO

DC

EO

15

14

1,50

0,00

0

num

ber o

f elig

ible

vot

ers

in

(O

PS)

th

e co

nstit

uenc

y

67



Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

1.9

Popu

laris

e th

e C

onst

ituen

cy

Pres

s re

leas

es a

nd c

ircul

ars

DC

EO

13

15

120,

337,

000

an

d W

ard

boun

darie

s an

d ha

ve

to c

ounc

ils

(OPS

)

map

s ac

cess

ible

by

stak

ehol

ders

at a

min

imum

cos

t M

aps

circ

ulat

ed

1.10

Tra

in C

omm

issi

oner

s an

d st

aff

Trai

ning

Wor

ksho

p re

port

DES

13

13,7

59,0

00

on D

emar

catio

n is

sues

an

d

15

1.11

Con

sult

with

rele

vant

C

onsu

ltativ

e w

orks

hop

repo

rt C

EO

14

To

be

take

n

stak

ehol

ders

to re

cons

ider

ca

re o

f dur

ing

m

anda

te o

f MEC

in th

e

revi

ew o

f

boun

dary

del

imita

tion

exer

cise

el

ectio

ns

1.12

Pro

duce

spe

cial

pro

gram

mes

N

umbe

r of p

rogr

amm

es a

nd

DC

EO

15

15

15

14

15,0

00,0

00

and

jingl

es o

n te

levi

sion

and

jin

gles

bro

adca

st

(OPS

)

radi

o to

rais

e aw

aren

ess

on

de

mar

catio

n

68



Str

ateg

ic G

oal N

o. 4

: Vot

er R

egis

trat

ion

To e

nsur

e th

at a

ll el

igib

le v

oter

s ha

ve th

e ri

ght t

o pa

rtic

ipat

e in

ele

ctor

al p

roce

sses

Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

1. T

o ha

ve a

n ac

cura

te,

1.1

Enga

ge a

n ex

pert

to

ToRs

for t

he e

xper

t D

CEO

13

3,00

0,00

0

curr

ent a

nd re

leva

nt

co

mpr

ehen

sive

ly re

view

the

vo

ters

’ reg

iste

r in

plac

e

cu

rren

t vot

er re

gist

ratio

n C

ontra

ct fo

r the

exp

ert

(OPS

)

by 2

017

sy

stem

and

the

vote

rs’ r

oll b

y

en

d 20

12

Repo

rt of

the

expe

rt

1.2

Org

aniz

e st

akeh

olde

rs’ m

eetin

g S

take

hold

ers’

wor

ksho

p

DC

EO

13

13

,613

,000

to

del

iber

ate

on th

e re

sults

of

repo

rt (O

PS)

th

e re

view

1.3

Cle

an u

p th

e vo

ters

’ rol

l V

oter

s’ ro

ll re

ady

for

DIC

T 13

- 13

- 13

- 13

-

in

spec

tion

16

15

15

15

1.4

Upd

ate

the

vote

r’ ro

ll C

ompl

eted

OM

R fo

rms

for

DES

14

14

13

13

amen

dmen

ts a

nd n

ew

regi

stra

nts

1.5

Ado

pt a

nd in

trodu

ce a

n

Min

utes

of t

he C

omm

issi

on

DC

EO

13

2,

416,

000

ap

prop

riate

cos

t effe

ctiv

e

mee

ting

(OPS

)

regi

stra

tion

syst

em

1.6

Impr

ove

the

vote

r reg

istra

tion

Re

ports

/Min

utes

of m

eetin

gs

DC

EO

13

6,

594,

450

sy

stem

in c

onsu

ltatio

n w

ith

with

the

rele

vant

inst

itutio

ns

(OPS

)

(Nat

iona

l Reg

istra

tion

Bure

au,

and

auth

oriti

es

LG M

inis

ter a

nd tr

aditi

onal

lead

ers,

etc

. )

1.7

Enco

urag

e al

l elig

ible

vot

ers

to

Num

ber o

f vot

ers

regi

ster

ed

DC

EO

14

13

13

13

7,00

0

exer

cise

thei

r rig

hts

thro

ugh

(O

PS)

re

gist

ratio

n

69



Str

ateg

ic G

oal N

o. 5

: Tra

nsm

issi

on a

nd a

nnou

ncem

ent o

f r

esul

ts, c

ompl

aint

s ha

ndlin

g, c

redi

bilit

y of

res

ults

’ tr

ansm

issi

on a

nd a

nnou

ncem

ent e

nhan

ced

by 2

014

Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

1. R

esul

ts’ t

rans

mis

sion

and

1.1

Dev

elop

regu

latio

ns fo

r res

ults

Re

leva

nt re

gula

tions

ava

ilabl

e D

CEO

13

14,9

79,5

00

anno

unce

men

t pro

cess

es

trans

mis

sion

from

pol

ling

(O

PS)

ar

e im

prov

ed a

nd

st

atio

ns to

MEC

hea

dqua

rters

pr

oced

ure

publ

iciz

ed to

and

mak

e th

em a

vaila

ble

al

l sta

keho

lder

s by

Mar

ch 2

014

1.2

Con

duct

pilo

ts fo

r the

IT

Repo

rt on

the

pilo

ts fo

r the

D

ICT

13

13

,694

,000

re

sults

tran

smis

sion

, and

IT

resu

lts tr

ansm

issi

on

im

prov

e on

the

curr

ent r

esul

ts

trans

mis

sion

sys

tem

1.3

Com

mun

icat

e cl

early

on

Pr

oced

ures

for t

he

DM

PR

14

14

13

1,

800,

000

pr

oced

ures

of a

nnou

ncem

ent

anno

unce

men

t of r

esul

ts

of re

sults

pu

blis

hed

1.4

Prop

ose

an a

men

dmen

t of t

he

Dra

ft bi

ll on

the

amen

dmen

t D

ES

13

Ta

ken

care

of b

y

legi

slat

ion

gove

rnin

g th

e

subm

itted

to P

arlia

men

t

Stra

tegi

c G

oal

co

mpl

aint

s an

d ap

peal

s

No.

2 (L

egal

pr

oced

ures

to m

ake

it pr

actic

al

Fram

ewor

k)

(ade

quat

e tim

e fo

r pro

per

Spec

ifi c

ve

rifi c

atio

n of

com

plai

nts

to

Obj

ectiv

e N

o 2.

al

low

for a

naly

sis

of c

ompl

aint

s

befo

re a

nnou

ncem

ent o

f offi

cial

elec

tion

resu

lts),

see

also

Pilla

r 1, S

trate

gic

Goa

l No.

2,

Le

gal F

ram

ewor

k)

70



Pill

ar n

umbe

r 4:

Cro

ss c

uttin

g is

sues

Str

ateg

ic g

oal N

o. 1

: Gen

der,

you

th, t

he e

lder

ly a

nd p

eopl

e w

ith d

isab

ilitie

s M

EC to

bec

ome

an o

rgan

izat

ion

that

is s

ensi

tive

to g

ende

r, y

outh

, the

eld

erly

and

peo

ple

with

dis

abili

ties

Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

1. G

ende

r in

all

1.

1 U

nder

take

a g

ende

r aud

it of

all

Gen

der a

udit

repo

rt av

aila

ble

CEO

13

20,2

50,0

00

polic

ies,

pro

cess

es

el

ecto

ral l

aws,

pol

icie

s,

an

d ac

tiviti

es is

guid

elin

es a

nd p

roce

dure

s to

m

ains

tream

ed

en

sure

that

they

are

eng

ende

red

1.2

Dev

elop

a g

ende

r pol

icy

for

Gen

der p

olic

y av

aila

ble

CEO

13

10,3

89,0

00

MEC

1.3

Org

aniz

e ge

nder

aw

aren

ess

Re

leva

nt W

orks

hop

and

DC

EO

13

6,

658,

000

tra

inin

g fo

r all

mem

bers

of s

taff

Med

ia re

ports

(F

&A

)

1.4

App

oint

a g

ende

r foc

al p

erso

n G

ende

r foc

al p

erso

n in

pla

ce

CEO

13

Pers

onal

and

lette

r of a

ppoi

ntm

ent

Em

olum

ents

will

ta

ke c

are

of th

is

2. T

he in

frast

ruct

ure,

2.

1 D

evel

op g

uide

lines

that

resp

ond

Rele

vant

gui

delin

es a

vaila

ble

CEO

13

11,2

25,5

00

serv

ices

and

mat

eria

ls

to

the

need

s of

the

phys

ical

ly

are

acce

ssib

le to

chal

leng

ed (i

nclu

ding

the

pe

ople

with

hear

ing

impa

ired;

take

spe

cifi c

disa

bilit

ies

at

tent

ion

to a

lbin

os e

xpos

ed to

sun

durin

g re

gist

ratio

n an

d po

lling

)

2.2

Org

aniz

e an

orie

ntat

ion

sem

inar

Rel

evan

t wor

ksho

p an

d D

CEO

13

5,34

3,50

0

on th

e im

plem

enta

tion

of th

e

med

ia re

ports

(F

&A

)

law

on

peop

le w

ith d

isab

ilitie

s

71



Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

2.3

Revi

ew th

e le

gal c

ompl

ianc

e

Repo

rt on

the

revi

ew o

f C

EO

13

13

,492

,00

of

all

MEC

infra

stru

ctur

e,

MEC

infra

stru

ctur

e,

serv

ices

and

mat

eria

ls

serv

ices

and

mat

eria

ls

Min

utes

of t

he C

omm

issi

on

on d

ecis

ions

take

n fo

llow

ing

the

revi

ew

3. Y

outh

enc

oura

ged

to

3.1

Con

duct

rese

arch

on

Stud

y re

port

DC

VE

13

10

,994

,000

pa

rtici

pate

in e

lect

oral

unde

rlyin

g fa

ctor

s hi

nder

ing

pr

oces

ses

in a

n in

form

ed

yo

uths

’ par

ticip

atio

n in

m

anne

r

elec

tora

l pro

cess

es

3.2

Mai

nstre

am y

outh

in v

oter

M

ains

tream

ed c

ivic

and

D

CV

E

13

and

civi

c ed

ucat

ion

vo

ter e

duca

tion

stra

tegy

in p

lace

3.3

Con

sult,

dev

elop

, and

Re

leva

nt w

orks

hop

and

DC

VE

14

13 a

nd 1

4 13

13

62,

994,

000

co

nduc

t a c

ampa

ign

for

med

ia re

ports

yo

uth

4. M

EC e

nsur

es e

qual

4.

1 Re

view

, con

sult

deve

lop

and

Rele

vant

gui

delin

es a

vaila

ble

DC

EO

13

13

13

13

7,99

4,00

0

parti

cipa

tion

of e

lder

ly

im

plem

ent g

uide

lines

to

(O

PS)

and

and

pe

ople

thro

ugh

spec

ifi c

faci

litat

e pa

rtici

patio

n of

the

14

14

atte

ntio

n to

eld

erly

’s

el

derly

and

thei

r acc

ess

to

conc

erns

in e

lect

oral

elec

tora

l ser

vice

s

oper

atio

ns

72



Str

ateg

ic G

oal N

o 2:

Sec

urity

, Inf

rast

ruct

ure,

and

Equ

ipm

ent

MEC

to e

nsur

e st

akeh

olde

rs s

ecur

ity d

urin

g th

e el

ecto

ral o

pera

tions

and

to h

ave

secu

re, a

dequ

ate

and

relia

ble

equi

pmen

t and

pur

pose

ly b

uilt

offi c

es a

nd w

areh

ouse

s S

peci

fi c O

bjec

tives

Sp

ecifi

c ac

tiviti

es

Indi

cato

rs

Dep

t Ti

me

Line

s

C

osts

/Inpu

ts

Res.

YR

/ YR

/ YR

/ YR

/ M

WK

Q1

Q2

Q3

Q4

1. S

ecur

ity p

olic

y fo

r the

1.

1 Re

view

and

set

new

Re

port

on th

e re

view

of t

he

DC

EO

13

6,

407,

102

el

ecto

ral p

roce

ss

pa

ram

eter

s fo

r a s

ecur

ity

secu

rity

polic

y;

(F&

A)

pr

ovid

ed b

y Ju

ly 2

013

po

licy,

toge

ther

with

secu

rity

forc

es,

for t

he

New

sec

urity

pol

icy

in p

lace

el

ecto

ral p

roce

ss

1.2

Con

duct

trai

ning

for P

olic

e at

Tr

aini

ng w

orks

hop

repo

rts

DES

14

45,2

53,1

02

regi

stra

tion

and

polli

ng

st

atio

ns

2. S

ecur

e an

d pu

rpos

ely

2.

1 Se

cure

inde

pend

ent p

rem

ises

In

depe

nden

t offi

ce p

rem

ises

D

CEO

17

Take

n ca

re o

f

built

offi

ces

and

for d

istri

ct o

ffi ce

s an

d eq

uip

avai

labl

e an

d in

use

(F

&A

)

un

der

w

areh

ouse

s ei

ther

them

in

depe

nden

ce

acqu

ired

or d

esig

ned

of

MEC

by

201

7

2.2

Neg

otia

te w

ith re

leva

nt

Title

dee

d in

the

nam

e of

C

EO

13

1,

274,

000

au

thor

ities

for t

rans

fer o

f M

EC

owne

rshi

p of

the

MEC

HQ

build

ing

and

war

ehou

ses

from

Con

trolle

r of S

tore

s to

MEC

2.3

Reha

bilit

ate

the

MEC

Re

leva

nt re

habi

litat

ion

and

DC

EO

13

13

16,0

00,0

00

head

quar

ters

and

war

ehou

ses

fi nan

cial

repo

rts

(F&

A)

2.4

Relo

cate

Reg

iona

l offi

ces

and

Le

ase

agre

emen

ts

DC

EO

13

regi

onal

war

ehou

ses

(Cen

tre

(F

&A

)

and

Nor

th) t

o se

cure

pre

mis

es

2.5

Refu

rbis

h al

l reg

iona

l offi

ces

Re

leva

nt re

habi

litat

ion

and

DC

EO

17

12

,000

,000

an

d re

gion

al w

areh

ouse

s fi n

anci

al re

ports

(F

&A

)

73



Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

3. S

ecur

ity o

f MEC

3.

1 A

ppoi

nt a

Sec

urity

Offi

cer

Secu

rity

Offi

cer r

ecru

ited

CEO

13

Pers

onal

C

omm

issi

oner

s, S

taff

Em

olum

ents

will

an

d M

EC s

ensi

tive

ta

ke c

are

of th

is

mat

eria

ls p

rovi

ded

3.2

Revi

ew th

e se

curit

y si

tuat

ion

of

Repo

rt of

the

revi

ew

DC

EO

13

2,

225,

000

M

EC s

taff

at a

ll le

vels

(F&

A)

3.3

Neg

otia

te w

ith th

e M

alaw

i A

n M

oU w

ith th

e M

alaw

i C

EO

13

1,

274,

000

Po

lice

Serv

ice

to p

rovi

de

Polic

e S

ervi

ce

perm

anen

t sec

urity

ser

vice

s to

MEC

4. A

dequ

ate

and

relia

ble

4.

1 Ta

ke s

tock

of M

EC’s

equ

ipm

ent

Repo

rt on

the

stoc

ktak

ing

DC

EO

13

3,

478,

500

eq

uipm

ent a

nd s

yste

ms

need

s ex

erci

se

(F&

A)

av

aila

ble

4.2

Dev

elop

a m

aint

enan

ce,

mai

nten

ance

and

dis

posa

l D

CEO

13

1,50

0,00

0

re

plac

emen

t and

dis

posa

l po

licy

in p

lace

(F

&A

)

polic

y

4.3

Proc

ure

adeq

uate

, rel

iabl

e

No.

of e

quip

men

t pro

cure

d C

EO

13

13

3,83

6,00

0

and

mod

ern

equi

pmen

t suc

h

1,54

7,63

0,00

0

as c

ompu

ters

and

veh

icle

s

74



The

mat

ic a

rea/

Stra

tegi

c Pi

llar

No.

5: I

mpl

emen

tatio

n M

echa

nism

s, R

esea

rch,

Mon

itori

ng a

nd E

valu

atio

nSt

rate

gic

Goa

l No.

1: R

esea

rch,

Mon

itori

ng a

nd E

valu

atio

n To

be

a re

sult-

orie

nted

and

effi

cien

t ins

titut

ion

who

se d

ecis

ions

and

impl

emen

tatio

n of

act

iviti

es a

re

evid

ence

-bas

ed S

peci

fi c O

bjec

tives

Sp

ecifi

c ac

tiviti

es

Indi

cato

rs

Dep

t Ti

me

Line

s

C

osts

/Inpu

ts

Res.

YR

/ YR

/ YR

/ YR

/ M

WK

Q1

Q2

Q3

Q4

1. T

he k

now

ledg

e an

d

1.1

Esta

blis

h re

sear

ch d

epar

tmen

t D

irect

or o

f Res

earc

h C

EO

13

49

,803

,000

ex

perti

se o

f MEC

ap

poin

ted

co

ntin

uous

ly re

mai

ns

up

date

d

2. C

ontin

uous

lear

ning

and

2.

1 D

evel

op c

ompr

ehen

sive

A

n M

&E

syst

em in

pla

ce

CEO

13

6,14

9,50

0

track

ing

of p

rogr

ess

resu

lt-ba

sed

mon

itorin

g an

d

agai

nst t

arge

ts

ev

alua

tion

plan

un

derta

ken

3. S

yste

mat

ic

3.1

Stre

ngth

en th

e re

gist

ry p

erso

nnel

%

of v

acan

cies

aga

inst

the

DA

HR

13

8.

897,

000

do

cum

enta

tion,

nu

mbe

r of p

erso

nnel

ar

chiv

ing

of

esta

blis

hmen

t in

the

regi

stry

info

rmat

ion

and

repo

rts

do

ne

3.2

Org

anis

e tra

inin

g fo

r reg

istry

Tr

aini

ng w

orks

hop

repo

rt

13

13

,130

,000

an

d se

cret

aria

l per

sonn

el in

re

cord

man

agem

ent

75



Str

ateg

ic G

oal N

o. 2

: Res

ourc

e M

obili

satio

n

Use

the

Stra

tegi

c Pl

an a

s a

Reso

urce

Mob

ilisa

tion

Stra

tegy

Spe

cifi c

Obj

ectiv

es

Spec

ifi c

activ

ities

In

dica

tors

D

ept

Tim

e Li

nes

Cos

ts/In

puts

Re

s.

YR/

YR/

YR/

YR/

MW

K

Q

1 Q

2 Q

3 Q

4

1. T

he re

sour

ce b

ase

for

1.1

Dev

elop

gui

delin

es fo

r Re

leva

nt g

uide

lines

ava

ilabl

e D

CEO

13

4,96

3,00

0

MEC

is b

road

ened

,

fund

rais

ing

to e

nsur

e

(F&

A)

pr

edic

tabl

e by

201

7

com

plia

nce

with

MEC

’s

man

date

and

gui

ding

pr

inci

ples

1.2

Org

anis

e a

roun

d ta

ble

with

M

inut

es/ R

epor

t ava

ilabl

e C

EO

13

4,

906,

500

tra

ditio

nal a

nd p

oten

tial

do

nors

to m

arke

t the

St

rate

gic

Plan

1.3

Con

duct

trai

ning

for M

EC s

taff

Trai

ning

wor

ksho

p re

port

in

reso

urce

mob

iliza

tion

and

avai

labl

e

proj

ect m

anag

emen

t N

umbe

r of p

eopl

e tra

ined

C

EO

13

10

,201

,000

1.4

Initi

ate

priv

ate

publ

ic

No.

of M

oU s

igne

d w

ith

partn

ersh

ip fo

r fun

drai

sing

pr

ivat

e se

ctor

inst

itutio

ns

CEO

13

2,50

3,97

0.00

of

MEC

’s a

ctiv

ities

76



Str

ateg

ic G

oal N

o. 3

: Im

plem

enta

tion

Mec

hani

sms

of th

e S

trat

egic

Pla

n

To m

ake

the

stra

tegi

c pl

an a

key

ref

eren

ce d

ocum

ent

for

the

next

fi ve

yea

rs a

nd t

o co

mm

it to

ens

ure

its f

ull

impl

emen

tatio

n S

peci

fi c O

bjec

tives

Sp

ecifi

c ac

tiviti

es

Indi

cato

rs

Dep

t Ti

me

Line

s

C

osts

/Inpu

ts

Res.

YR

/ YR

/ YR

/ YR

/ M

WK

Q1

Q2

Q3

Q4

1. T

o en

sure

full

1.1

Cre

ate

a St

rate

gic

Plan

A

n SP

Impl

emen

tatio

n C

EO

13

Pe

rson

al

impl

emen

tion,

follo

w u

p

Impl

emen

tatio

n Te

am

Team

con

stitu

ted;

Emol

umen

ts w

ill

and

publ

ic a

war

enes

s of

(Com

mis

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Our vision To be a professional organisation that delivers credible elections in accordance with national laws

and international best practice to strengthen genuine democracy and peace in Malawi

Funded by the European Union Democratic Governance ProgrammeDISCLAIMER: This publication has been produced with assistance from the European Union Democratic

Governance Programme. The content of this publication is the sole responsibility of the authors and can in no way be taken to refl ect the views of the EU DGP. P

rinte

d by

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Offs

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een

Prin

ters

Ltd

mec strategic plan final

Documents

comm ambassador

comm stanley billiat

credible elections

strategic goal

comm dr bertha simwaka

comm mrs gloria chingota

comm dr wellington nakanga

electoral environment