Vision 2020. The National long-term development perspective for Malawi

2 0 THE NA1'JONAL L01VG-1ERM Dk'VELOPJl1ENT PERSPECTJT!E FOR il1ALAHIJ A summary National Economic Council \ T,i/onglee, 1l/11/awi 2000 VISION 2 -l 0 0 V ISION 2 0 2 0 ::::=====::: ====:::a © National Economic Council, Malawi Contents Central Africana Limited Acknowledgments 7 Rrst published in 1998 in repot1 form. This illustrated edition is first published Foreword by the President of the Republic of Malawi, 9 in the year 2000 ,n a run or 3000 copies H.E Dr Bakili Muluzi ISBN 99908 14 19 8 Preface by the Rt Hon. Justin C Malewezi 17 Statement on behalf of the Opposition Parties by the Hon. Gwanda Chakuamba 73 Overview - the Need for a Vision 15 The Malawi Vision Process 21 The Vision Statement 27 The Strategic Challenges for Malawi 29 Good Governance 33 Acr11eving Sustainable Economic Growth and Development 41 All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, Act11eving a Vibrant Culture 47 including photocopying and recording, without the written permission of the copyright holder, application for which Developing Economic Infrastructure 53 should be addressed to the publisher. Such written Fcod Security and Nutrition 59 permission must also be obtained before any part of this publication is stored in a retrieval system of any nature. Social Sector Development 65 A hteving Science- and Tec1,nology-led Development 71 Designed by Arden House/ Central Africana Fair and Equitable Distribution of Income 75 Photography by F M I Johnston & R House Reproduction by Central Africana Limited NJtural Resource and Printed by Hansa Reproprint Environmental Management 87

VISION VISION l 0-fJ 0 J o-J , o Contents/Annexures Acknowledgements This repor was produced as part of the Malawi National Long-Term Annexure One The Vision 2020 Core Team 91 PerspeciJve Study (NLTPS) Project. The overall leadership for the study was Annexure Two Working Group Members at provided by Mr Alex Gomani and Mr Ted Kalebe, Principal Secretaries of the the First National Workshop 92 National Economic Council. The pro1ect was directed by Dr Henry Ng'ombe, then Deputy Chief Economist Annexure Three Cabinet Retreat, (Planning} assisted by Miss Colleen Zamba, then Assistant Chief Economist. Mangochi - Participants 94 The cor team for this study consisted of Dr Anthony Mawaya (Team Leader), Annexure Four Participants at the Or Char es Chanthunya, the late Mr Josephat Chikadza, Mr Zangazanga Chikhosi, National Conference, Blantyre 95 Mrs Hendrine Givah, Mr Dan Kamwaza, Mrs Mercy Kanyuka, Mr Ian Kumwenda, Or M,.xwell Mkwezalamba and Dr Naomi Ngwira. Annexure Five Launching Ceremony of Vision 2020, attendance list 101 Substanllal contributions to this work were made by working group members and net.\or~ers from the public and private sectors, including non-governmental organisations. The help of other involved groups which were consulted is also acknowledged. The whole Vision exercise had the support and encouragement of the Right Honourable Justin Malewezi, the Honourable Aleke K. Banda, and the Honourable Dr. Cass1m Chilumpha S.C., M.P. who served as Ministers of Finance during t11e period of tile study. The as ,istance provided by the UNDP in the preparation of the study is gratefully ackrn, 1ledged. Miss Manganaye Clare Kambauwa and Mrs Agnes Lisuntha-Banda typed the document Miss Anne Munthall provided initial administrative support lo the study. 7 V ISION VJSJON 2 ~ 0 1 ~ 0 FOREWORD by His Excellency DR BAKILI MULUZI President of the Republic of Malawi evelopment planning since Malawi's independence in 1964 has been guided by ort to medium-terms plans based on 10-year 'Statement of Development Policies' 1, approach has achieved limited social and economic progress while poverty has come widespread, social services have become inadequate and food insecurity increased

e situation has been aggravated by a high prevalence of HIV/Aids while macro- :;onomic variables such as government budget deficits and the balance of payments e been unsatisfactory M,1lawi risks losing some of the progress made if prevailing trends are not I anged II will be very difficult to make meaningful progress without a long-term, red Vision. rn pleased that, after using a participatory approach, Malawi has completed a of its development prospects. V1s1on 2020 should not be merely a slogan 10uld evoke our determination to create a better future for Malawi. ,e all of us to be forthcoming in translating this Vision of a prosperous Malawi eality. 9 VISION VISION 1 0 2 0 2 0 '2 0 "1 PREFACE by the Right Honourable JUSTIN C. MALEWEZI Vice-President of the Republic of Malawi and Minister of Finance Mali! V1s1on 2020 is the culmination of a national exercise which began in January 1996 a1d is meant to serve as a basis for short and medium-term plans to achieve Ille vs1on that Malawians see for the year 2020. Vision 2020 defines national goals, police ... and strategies and will Improve development management and provides the qovernmenl with a wealth of information about what Malawians would like to achieve. A na1ur1I Vision provides a framework within which the country can formulate, implement and t'Vclluate short and medium-term plans. It provides detailed background information and J JSLification for the aspirations of the population and strategies recommended to ach1Ptt1 those aspirations. It will help government departments and private organisations to prepare detailed projects and activities that encapsulate the multi-sectoral nature of development which Cl)mprises social, cultural and political changes. The Na,ional Long-term Perspective Studies (NLTPS) approach formulated by the Afnccn Frtures Group in Abidjan has been adapted to create theconceptual framework to dPve,lop the Vision. The NLTPS methodology is a tool for development management and ~mphasises strategic long-term thinking, shared vision and visionary leadership, citizen participation, scenario planning, strategic management and national learning. STATEMENT FROM THE OPPOSITION PARTIES by the Honourable GWANDA CHAKUAMBA, MP President. Malawi Congress Party, and Leader of the Opposition Toe 'Jevelopment of our beautiful country, Malawi, is the responsibility of all those citize 11c: , ~110 are potential beneficiaries. People enjoy the Iruits of their hard work when theu asr11rations are achieved. The exercise in identifying people's aspirations. which has culfllinated 1n this shared Vision has, therefore, been an important process. Torougnout the country, Malawians have voiced their views on many aspects of our societv They want to have good governance, one which should embrace trans- parer cy, accountability, lairness and clean politics. devoid of corruption, regionalism and epotism. Mala~1ians also want their country to be developed economically in all sectors. inc1uu1ng agriculture, manufacturing and mining. Malawians would like to see secu- rity vrth1n the country improved so tl1at our economy can progress. It is also pleasing to no!e that the people seek environmental conservation. Am1ng their other aspirations, Malawians crave a vibrant culture, a high standard of edL ·::i.ion and adequate health services.

I have no doubt t11at we all agree that these are noble objectives and Vision 2020, U1r.r,:,fore, presents a challenge to U1e present government and all future governments. Inc ed. Vision 2020 is a challenge to all religious organisations, non-governmental organisations, public officers, chiefs, businessmen, industrialists, farmers and all oth,·r citizens. It \ 1 lid be remiss of me if I did not thank the United Nations Development Proo amme for funding the Vision 2020 project and I congratulate the core team, the wor" ng group and all those involved In completing this task. It I lY humble duty to call on all Malawians, regardless of their religious or political affl I lions, to work hard to achieve our aspirations by 2020. 13 VISION V2 ISION 0 2 0 'l O 2 0 OVERVIEW THErI[ ::D FOR A VISION THE ,~ 1aw1 government has, since the country's political independence in 1964, addre .,d various development issues. During the 1960s and 1970s, the approach to de t 1npment planning was orientated towards state intervention yet allowed pri- vate P erprise to thrive. Howe 8 • private enterprise had heavy political underpinnings, especially in the owner- ship estates but also in how the Press Group crowded out other private initiatives. The r vate sector was also over-regulated, as shown by government price control and ,.,.nous administrative and legal controls. Emphasis was on agriculture while manufacturing was not actively promoted. DevPI ,pmenl management was approached through 10-year plans. The first Statement of Development Policies (DEVPOL) covered 1971-1980, the second 1987-1996. In addition, t11e government used the five-year rolling Public Sector lnvestir ent Programme (PSIP), the Sectoral Policy Framework Papers (PFPs) and the newly 111troduced Medium Term Expenditure Frameworks (MTEFs) as complementary develorment management tools. The 1 <momy performed well during the 1960s and early 1980s with an average annu:il growth rate of 6%. However, the economy's growth eventually faltered because of external shocks - the oil crisis, drought and political instability in the region. To counter these shocks, Malawi llas, since the 1980s, implemented Structural Adjus mFmt Programmes (SAPs) in which U1e Policy Framework Paper (PFP) - a three yea, rolling policy programme - was the key document for implementing medi- um-term economic policies. In addition, there have been specific sectoral pro- grammes on policy changes and investment covering periods of three to five years. There Is growing concern that, despite economic growth rates tl1at compared favourably with other sub-Saharan countries, progress towards basic long-term develor,!"'lent goals has been slow and disjointed. There has been no significant social or human development and this. along with the unpredictable global economy, has required long-term strategic thinking. The Vision framework provides one such long-tern strategic approach to development management. p; =======:: :::==:::ji A long-term approach is appropriate because most of the development problems devel prien1 plans covered four or five-year periods while Structural Adjustment ' including policy prescriptions, will take a long time to implement and resolve. The Prograrnries (SAPs) were even shorter. The importance of longer development peri- unpredictability of economies, finance, politics and many other facets of human life ods h now been recognised and explains the economic successes of Korea. have made strategic planning and management essential. Mai.. 1 and other Asian nations. ....,, The Vision is also based on a long-term, multi-sectoral approach to development as Malm , nust no longer rely only on her '·natural" comparative advantages but instead the previous economics-based approach contributed to the country's inability to exan n- factors strategically to determine what and where her national competitive achieve long-term development goals. adva t 1,Jes will be.

Development involves social, political, technological and economic changes, all of Long f;.,rrn strategic thinking should also incorporate a shared vision of where a which interweave and influence one another - as emphasised in t11e new Malawian count, needs to go · and how to get there. Corporate strategic management Constitution. regards a shared vision as important when staff require motivation towards corpo- rate goab A worthwhile and achievable vision for a nation's development must be A vision provides a foundation on which a country can f'ormulate, implement and widely ::,hared to become a force that will motivate everyone towards greater evaluate short and medium-term plans for both the public and private sectors. It pro- achir>wq1ents for t11e benefit of the country. The competitiveness of a nation depends vides detailed background information and justification for the population's aspira- on its ,HJihty to mobilise domestic resources in accordance with a shared, appropri- tions and strategies recommended to achieve those aspirations. However. a vision ate aru sustained strategy to achieve rt. does not provide the required details of projects and activities: this responsibility lies wiltl government departments and private organisations. So,a st1arnd vision to guide a country's development requires, inter alia, forward-look- ing and v1s1onary leadership that is creative and strategic in its thoughts and actions. Development used to rely on natural economic comparative advantages but the visioning process will help the country to create the economic advantages that can A count,y cannot achieve high productivity without general debate over national lead to significant economic growth and improved material well-being for its people. development policies and their implementation. Citizens should be encouraged to partic11iate not only in forging a shared national vision but also in the implementa· I The conceptual framework for developing the Vision tion, m ri,toring and evaluation of the development process. The NLTPS process As mentioned previously, the conceptual framework tor developing the Vision was helps lo create awareness of development issues and needs in the government and adapted from the National Long-Term Perspective Studies (NLTPS) approach created among 'he population. It is meant to enlist and sustain the people's input, support in Abidjan by the African Futures Group as a tool to set prioritres tor development and and interest in the vision U1at is created. The people must realise their responsibility development management. It emphasises long-term strategic thinking, shared to make !:'le vision work. vision and visionary leadership, participation by the population, scenario planning, strategic management and national learning. Meamvh1IP, to avoid creating an aspirational wish-list for which the government will b~ regaro;:,d as responsible, the technocrats must explain which aspirations are fea- Technocrats and scholars from very early times have underscored the need for long- ~ible given the limits of public, private and community resources. This approach is term planning. A miscellaneous group of projects without a master plan for the devel- ,mportart because there will never be sufficient resources to fulfil everybody's hopes. 11 opment of the economy as a whole will take a country nowhere except, possibly, to lhe people participate in decision-making, setting of priorities and the allocation of chaos. Despite this, the concept of long-term strategic thinking has been absent PUblic resoLJrces. the technocrats will be certain that their plans reflect the legitimate as · · from development management efforts in countries such as Malawi. Typical African Plrations of the people and the final plans are more likely to succeed.

Long-term strategic thinking requires long-term forecasts but such forecasts, even a solid bas~ lor an effective development strategy to be designed in phase four. The using trend analysis and other conventional statistical tools, are usually inadequate informatic. ollected under the various domains constitutes a Strategic Intelligence because they cannot foretell global disruptions such as the oil crisis of 1973- 74. Matrrx (Sli,1 J systematic investigation and compilation of information relating to all Similarly, innovations in biotechnology can cause a precipitous fall in demand for the doma11 mentioned above. This second phase uses existing studies and knowl- high-value agricultural products produced by developing countries. Instead, the use edge as 1a a.., possible and focuses on themes, issues and sectors wllich have a sig- of scenarios to forecast the future has been found to be more appropriate. nrficant t;. 11 19 on the realisatron of national aspirations. Scenario planning is a forecasting technique lhat uses strategic Intelligence from The countr internal and external environments need to be analysed to identify the economic, political, environmental, cultural and technological sources. It can also strengths 11r:aknesses, opportunities and threats (a SWOT analysis) confrontlng the take into account past trends, future events, the roles of the main people involved nation in h .r endeavours to realise aspirations. and critical uncertainties of the social system. As pan c 1•1e SIM, the country's historical and present situations are analysed to Scenarios are hypothetical stories of lhe ruture that focus on causal processes and identify re vant trends and ot11er factors, including personalities whose roles are decision points. It is often argued that unexpected changes outside Africa were partly important to, future development and the design of development strategies. responsible for the non-implementation of development plans for this continent. Such problems must be anticipated and alternative scenarios drawn depending on The third 1volves the construction of future scenarios to be explored. the various possible outcomes of the external events. The fourth concerns the formulation of strategies tllat will take into account what Strategic management is one way to realise shared visions. It requires the determi- the citizens ,.,ant (phase one). what can be done (phase two) and the identity of long- nation of the basic long-term goals of an enterprise. the adoption of courses of action term goal~ or visions (phase three). to achieve these goals and the allocation of suitable resources while treating plan- ning and implementation as complementary activilies. All those involved must learn The fifth ,~ t11e development. Implementation ancl evaluation of short, medium and from previous mistakes and steer a course in line with the Vision. long-term lans to achieve the Vision. Phases in developing the Vision The process of Visioning can be divided into live interactive phases. The first identifies the hopes and aspirations of the people and groups them into themes and issues that may need detailed understanding and action. The second provides the knowledge to design and implement a national development strategy. It is necessary to emphasise that the studies are meant to identify factors that will help to determine alternative scenarios and strategies that will realise those pre- ferred while avoiding those that are unfavourable. The studies must cover the eco- nomic, soCJal, political, environmental, cultural, and technological domains to provide

18 ::====== ===:::J THE MALAWI VISION PROCESS THE main obJecl1ve of Malawi's Vision 2020 is to help the government, U1e private ector and he people of Malawi set out on a development pat11tllat has ansen from ~onsensus rron the NLTPS process. The Vision provides a framework for national devetoprnem goats and the policies and strategies required for them. The results of Malawi's Visioning process are: A consensus between the government and the people, through a participatory National Long-Term Perspective Study process, regarding the long-term development direction of the country. A swcessfully completed, nationally conducted and systematic study of Malawi's past, present and future options for social and human development. A long-term framework for the government to prepare its short and medium-term plans. A national participatory system for preparing and updating long- term perspective studies on development. An integrated database on development issues affecting Malawi. A civil society made aware of the need for and the process of strategic development management. To create 11 - Vision, the government set up a national core team (NCT) of ten people from the pr ,ate sector. the government and the University of Malawi to manage the Process 11 is team was helped by a working group of more than sixty people cho- sen from a ross-section of Malawian society: chiefs, trade unionists, civil servants, represent l11es from the private sector, interest groups, members of parliament, women's Q >ups, people with disabilities, political parties, the police, the army and the media \ V ISION 21 J O J0 VISION 2 0 2 0 The steps that led to the creation of the Vision and its accompanying . h NCT asted four days. Although the period was sl1ort when compared National Development Strategy for Malawi were: Trarn1ng t e · · · d . ountnes (where it lasted three weeks) the obJect1ve of exposing an with other c . imparting the N TPS methodology to the core team was achieved. >- Training of the NCT in the methodology for developing the Vision During the first national workshop, Vision participants (members of the core team (January 1996). and the working group) went through the first four pl1ases of the NLTPS process. or aspiratio <; identified during the workshop were grouped under the themes of: MaJ · bie d.1stn'but·10n of .income and ood governarc., competitive economy, fair· and equ1ta >- Conducting the first Vision (NLTPS} workshop at the Kwacha Conference ~ealth food s~unty, human resource development, vibrant culture. socio-economic Centre (February 19 to March 8 1996) from which came a draft Vision. infrastructure and science and technology-led development in a sustainable environment

>-- Nation-wide consultations with Malawians to solicit their aspirations and subsequently sustainable environmental management" was added as a separate perspective of how to attain them (July to September, 1996). strategic Issue and "competitive economy" was changed to "sustainable economic growth and development". >-- Implementing information, education and communication activities to Toe workshop l1oroughly examined the country and its environment using the increase the people's awareness of the Vision process. Strategic lnl"llioence Matrix (SIM). This was the beginning of phase two (basic stud- ies) of the IJLTPS methodology. Based on this analysis, several scenarios for the ruture were cleveloped. These scenarios, together with information from phase one >-- Conducting networks of Malawian experts on various strategic issues (issues identification). were used to formulate the draft national Vision. and actions identified during the first Vision workshop, on the ideas from the nation-wide consultations and on all other documentation on the Vision. The basic~· 1dies phase (three) was made up of four major activities besides the SIM from the !11,111orkshop: preparation ol working documents on each of the strategic issues, nato11-wide consultations, networking and further refinement of SIM. >- Conducting the second Vision {NLTPS} workshop (January 1997) in Mangochl. Members r ·1ie core team wrote background papers (working drafts) on each strategic issue lo pr v de further insight on tile strategic issues. Time constraints meant tile papers we "' produced solely on desk research bul their substance was comple- >- Conducting a national conference (November 1997) in Blantyre. mented h · 1r formation collected during nationwide consultations. All district., 11 Malawi were visited. Consultations were conducted with various groups: >- Launching the Vision by the Slate President, His Excellency Or Bakilf students t primary and secondary schools, ordinary people in urban and rural areas, Muluzi, on March 31, 1998. specific II te1est groups such as the judiciary, police, trade unions, financial institu- tions. peo le with disabilities, women's groups, youth groups. District Development Committee 1DDCs), District Executive Committees (DECs) and political parties. 23 VISION V ISION , 01, 0 o 2 0 :1 The consultations took the Visioning process to the people and there emerged new ablP. indicators of the themes and sub-themes in the Vision. These develop rneas ur aspirations and strategies under each of the nine strategic issues. The extent and . J other data were used to modify the model called Threshold 21 Model 1nd1cators am . . . . nature of the consultations showed that the Vision was a result of a truly shared t. 11 to U1e Malawi situation. The model will help with strategic planrnng, I ~-~~ .ind monitoring and with . evaluating . . .. process. the achievement of V1s1on goals. implementallon

Throughout the Visioning process, information, education and communication (IEC) The national development strategy discussed in subsequent chapters was a result of activities were carried out to solicit more views and ideas from Malawians. These thfs long process 01 consultation culminating in the national conference and the activities took the form of radio announcements, advertisements and programmes. 1auncl1 ceren~ony Other IEC activities Involved newspaper articles and commentary and the publication of some papers on Vision 2020 for the general public. Yhe strategy as discussed in subsequent chapters, was founded on the aspirations of Malawians :::ollected through nation-wide consultation and synthesised by the During the networking stage, experts on the various strategic issues analysed data NCT, networkers and the national working group. and information collected under their respective strategic Issues. This material com- prised information gathered during SIM and SWOT analyses, background papers on each strategic issue, information collected from consultations and correspondence from Malawians in and outside the country. The main output of the networking exercise was used to enrich chapters on each strategic issue. One objective of the second NLTPS Vision workshop was to review the chapters and related action plans. Other objectives were to review or revise the initial concept of the Vision statement, to discuss the institutional framework for the implementation of the Vision and to formulate the national development strategy. The chapters were revised after the second workshop, based on observations made by workshop participants. The revised chapters were further discussed in consultation meetings with the Cabinet and officials from all government ministries and parastatal organisations. A final draft Vision document, Draft National Development Strategy 1997 - 2020, was tabled during a national conference at which a broader range of Malawians, including representatives of those living abroad, participated. The output of this major consultation constituted a final Vision 2020 document. The State President, Or Bakill Muluzi, launched the Malawi Vision 2020 on March 31, 1998 as the framework for developing Malawi for the next 22 years. During the final stages of the Vision process a computer model was built and a team of experts in the National Economic Council (NEC) set up to work with the core team to 24 VISION 25 1: 0 2 0 VISION 2 Of 2 0 THE VISION STATEMENT Malawians ~.roduced this Vision Statement after nation-wide consultations, network ar.t v,t1es and national workshops: By the year 2020, Malawi, as a God-fearing nation, will be secure, democratically mature, environmentally sustainable, self-reliant with equal opportunities for and active participation by all, having social services, vibrant cultural and religious values and a technologically driven 1 niddle-income economy. 27 THE STRATEGIC CHALLENGES FOR MALAWI . have a series of goals to reach before they can claim to have achieved Malawians . . . t·onal Vis1o1' for 2020. Most have already been mentioned on previous pages t11eirna1 but. to sum up, mey are: Good governance. sustainable economic growth and ~evelopment, a vibra~t culture, well-developed economic infrastructure. food security and nutnt1on. science and :OChnology-led development. social sector development. a fair and equitable distribution of income and wealth and, lastly, sustainable environmental management. The scope of these issues was defined to include the following related sub-issues, each under one of the sections:

Good governance How to enhance national unity, improve the role and performance of the public sector, improve the role and performance of the private sector, make Malawians aware of their rights and •esponsibilities, enhance and sustain tl1e rule of law and respect for human rights and how to enhance the separation of powers and checks and balances, enhance and sustain political participation by the general population, attain transparency accountability and a corruption-free society, nurture and elect foresighted leadership, improve internal security, promote political and strategic studies and I ow to promote national service and self-help. Sustainable economic growth and development How to develo,, the manufacturing sector, increase savings and investment, develop the financial sector, develop tourism, make Malawi an export-orientated economy, develop agriculture. de\L:1op mining and how to develop an entrepreneurial culture and skills. Vibrant culture How to ensure a positive work ethic, strengthen self-reliance and community participation in local development programmes, how to restore self-confidence and pride In bei 1g Malawian, promote cultural practices that enhance health and support good natura resource and environmental management, reduce gender and all other forms of 1n· 1u11y among social groups and how to promote a spiritualism that S!rengthens lh1c:al and moral conduct. 0 Economic infrastructure ~ow to maintain existing infrastructure and to further expand the development of Infrastructure V2ISION 0 l 0 VISION l: O 1 0 I. tb~===: ==== ,-----;~~ijiiii,~;;;~==------------ Social sector development ow to redu, ,., ll1teracy and improve the quality of education, develop, deploy and :ffectively use Jman resources, improve the education system and how to improve the availabrl Jccessibllity and quality of health services. Science and technology-led development How to lmpr , , science and technology (S&l), education, training and culture, promote science and r ·11nology research and development (including its commercialisation), adapt and p1 mote the transfer of new and emerging technologies, promote environmentJ vsound technologies, achieve effective science and technology and how to promot the implementation and use of information technology. Fair and equitable distribution of income and wealth How to redu .e unemployment. promote enterprise development, reduce poverty, raise agricultt •al incomes Oncluding the improvement of tenancy arrangements), improve access ro land. increase social services, control population growth, reduce gender inequa ,ties, address disability issues, improve the marketing system and further develo.:i 11frastructure. Food security and nutrition How to incre, tJ 100d production, develop the livestock sector, develop irrigation, improve the effl 1ency of markets, improve land utilisation and management, reduce post harvest 1osses improve the nutritional status of Malawians, promote non-farm income generatmg activities, attain effective disaster management, economically empower the poor in Malawi and improve policy analysis.

Sustainable natural resource and environmental management How to prevent ~ 1d control land degradation, attain sustainable utilisation of forests, orornote effective and sound water resources management, reduce the threat to bio- logical diverstt't( develop the human habitat, control high population growth, prevent nd a control air po lurion and climate change, control noise pollution, prevent improp- er management of ndustrial and hazardous wastes and enhance political advocacy for natural resources and the environment. The above challenges and the strategies to tackle them are presented in this Summary and 1nVolume II WI 11 . 11 .18 1 e this volume 1s a summary of the Vision and fts strategies, Volume a more deta 1I d · e tectm,cal presentation of the challenges and strategies. 31 GOOD GOVERNANCE eonsultatlons d r g theVision 2020 survey showed that Malawians had strong teel- if19Sandf(111 :s about good governance, starting with aspirations to be united, secure and den , 1t1cally mature with socio-economic development in all parts of the country They believed government. 111 turn. should operate transparently and with accountab1lity tre rule of law 1n place and its three branches - the executive, the legislature an udiciary - clearly separated. Every citizen should part1c1pate in governing thr the ballot box and only merit should count when people are chosen for pull I appointments. Malawians undurstand that good governance extends to the private sector and to the ordinary P<rLI I and al should be fully aware of their civil and human rights which are prate ter1 to internationally accepted standards - as well as their respon- sibilities aoo ob Jn:, to society Vanous challe es need to be met to achieve all this. National unity must be improved r d the people made aware of their civic and human rights and responsibilities • e rule of law and respect for human rights must be improved and sustained and t e role and performance of the public sector enhanced. Private enterp :st be encouraged and the three branches of government resolutely seriarated and controlled while political participation by the people is extended and ers v1th foresight are appointed under a constitution that reflects !he wishes val s and needs of the population. There must also be better internal I I security and r, re capacity for political and strategic studies. Enhancing national unity and wider political participation Na s must o be f L d to counter the perception that Malawi, partly because of regional dispant es 111 development. is divided along regional and tribal lines. There must be reg10 I balance in development and there are a number of ways to improve national unity and social cohesion. The most important is to take civic educatJOn and a ~ .. th areness campaigns to fam1hes, households, villages. districts and e nat,on as a wilole. b ~ire:==== ::======= At the same time, national symbols and a national identity must be defined and staff who hav benefited from better human resources and management training promoted and patriotism strengthened tl1rough civic awareness and youth trainin :~d by secur;ty s aff encouraged with regular incentives. .. programmes. Cultural and tribal interaction should be encouraged through exchang~ visits, national days and cultural shows and imbalances in development reduced Better equ1pmc, • ·nust be provided to security institutions, there must be more through regional planning. vigilance in the 1egal and security institutions, bail applications should be carefully scrutinised amJ n ore jobs must be created. Political parties should formulate Identifiable ideologies to allow the electorate to vote on the basis of issue rather than region and the people must be encouraged to vote. Increasing awareness of human rights and civic responsibilities However, illiteracy, poverty and otller social factors are generating apathy among voters Malawians are gt'nL:rally unaware of the rights provided for in the constitution and have and reducing general political participation. This situation has been exacerbated by generally lnterpr n•d lhe democratic system as giving them the right not to respect the legacy of an oppressive political regime during the first three decades of Malawi's laws, rules and traditions and avoid responsibilities and obligations to society. Independence. To the contrary, hey must understand and appreciate t11e constitution and the rights The challenge is to make people aware that they can take part in the poliUcal process and responsib11itJ~s it contains: the country must improve reporting systems and and there are various options available to achieve this, starting with the development prosecute cases .mere others' rights have been infringed or not respected. of mass-membership political parties and the creation of mass movements for children and teenagers to encourage their political socialisation. People in local communities Options to increase the public's awareness of human rights and civic responsibilities need to form groups ancl forums to express their opinions on public issues and to include promoting lhe independence and responsibility of the mass media so that exert pressure on decision-makers, the constitution should be reviewed to remove tlley can report on law-breaking, intensifying civic education and school curricula on unproductive political leaders and the youth and others involved should be consulted nghts, respons1b111t1es and respect for the law, increasing access to legal aid, under- before policies are formulated. taking legal refom1s to enhance the protection of rights, respecting customary and traditional laws and reintroducing traditional courts at chieftainship levels. The political environment should encourage women to participate more in politics. functions should be decentralised and devolved to local communities with chiefs Enhancing and sustaining the rule of law and respect for human rights included in policy-making and governance. The rule of la•, and respect for human rights are the foundations of Malawi's democratic system but there Is widespread misunderstanding of democracy and Improving internal security hu111an rights HoN can the population be assured that laws and human rights are Malawi's crime rate is growing, with a consequent feeling of insecurity among the respected by all and provide the basis for democratic behaviour? population and a constraint of democratic rights, while foreign and local investors are being scared away. However, the security instrtutions are inettective and inade- The challenge also lies In increasing resources for legal aid to make legal advice available lo II quately resourced and, in some cases, the law is either lenient toward offenders a and to help paralegal NGOs provide civic education. This can be achieved by enha 1 · · · • or interpreted and applied leniently. The challenge is to keep people and t11eir r cing c1v1c education about women and the law, providing law texts in schools and 11 • · • • property safe. e. . co eges, lfa1111ng lay magistrates 1n law and human rights, strength- strning Institutions that dea1w1 ·t17 law and human rights, accelerating legal reform and nd aIeg1es to impl t . How? Start by reviewing and enforcing laws, toughening criminal penalties a Work emen SUGh reform, stepping up the training of lawyers in case intensifying policing with community involvement. There should be proper screei_ ilng writte~~:~~rganising the Ministry of Justice and reconciling customary law with to prevent the entry of illegal arms and criminals, asylum-seekers and other aliens

35 Separating powers and creating checks and balances raging the spirit of national service and self-help The maturing of the democratic process depends largely on the separation of powers Encoua·or obstac in~ here include the peopIe's m1spercep · t·ion of nat·1onaI service · and and checks and balances on the three branches of government - executive, legislative :;.:1~ as ensla ment, problems created by poor education and political leaders and Judicial - which sometimes interfere in each other's roles. Options include making promising provide e. leaders in all three branches aware of the respective roles, instituting transparent and merit-based criteria for recruitment. the removal and evaluation of personnel in the uical governrnen weak as is community participation in programme formulation judiciary and providing more resources and training to increase the professional and and irnplementat1c n because of a general apathy and a lack of motivation by administrative capacities of judicial personnel. Malawians to take 11arge of their individual and collective destinies. There is over- centralisation o, ~o,ernment functions, high illiteracy, low civic awareness and a Attaining accountability and a society tree of corruption dependence on e state for the provision of goods and services. Corruption is understood to be rampant in both private and public offices and leaders are not accountable for the use of resources and in decision-making. Corruption Malawians must aripreciate the need and importance of national service and self- must be eradicated and the populace made aware of the advantages ot accounta- help and be made to act in ways that promote these values through encouraging bility and disadvantages of corruption and offenders must be exposed and punished. those with spec1a klils lecturers, engineers and others - to reserve a few days a Better budgetary procedures and intensified internal audits and methods of monitoring month for national service. Programmes must be created to encourage Malawians the use of resources will help, along with tighter rules of operation for the Auditor- living abroad to come home and contribute to the country's development wl1ile the General, the Treasury, the Anti-Corruption Bureau. the Office of the Ombudsman and youth must be engaged in national service at colleges and secondary schools the Public Accounts Committee. through programrn,.,s such as Boy and Girl Scouts and summer camps. Personnel must be appointed on merit, people must be sensitised to the cost of Voluntary social service associations and organisations must be promoted. corruption and an anti-corruption culture created. Instituting tight and transparent procurement procedures for materials and equipment and protecting and rewarding Creating capacity in political and strategic studies those who expose corruption. Strategic planrnng and management of a country's socio-economic development are essential for progress Malawi lacks the capacity to conduct political and strategic Improving the role and performance of the pubic sector studies. Many decision-makers are not making full use of available expert knowledge Malawi's public service is generally weak, inefficient and lacking in client orientation for policy formulation and implementation. Furthermore, Malawi's foreign policies and service delivery. It also lacks transparency and is slow to facilitate private- and relations wrth older states and in the international arena should be a result of sector development. Public administration is generally poor and this is exacerbated S!rategic studies and strategic thinking about what is in the country's best interests. by a dysfunctional political influence on t11e civil service. The major challenges are limited resources, a poor appreciation of the need for st rategic studies and a lack of facilities. To counter this, institutions to conduct such The Public Service must be made strong, efficient, pro-active, impartial and non-par- studies must be c t d . . b rea e and those already 1n existence enhanced, awareness must tisan, starting with the rationalisation of the service to remove, among other lhings. ecreated and clear encouragement given to organisations and institutions to adopt . . . functions overlaps in departmental and rrnnistenal . and "ghost warkers" · Some public slrategic lhinking and planning in their daily operations. functions must be privatised, other activities decentralised and modern management The government must I skills invoked to improve decision-making. spur th . re v oo centres for strategic studies to monitor, evaluate and e implementation of Vision 2020.

Nurturing and choosing foresighted leaders Any society must have foresighted and committed leaders at all levels. The challenge is to identify, recruit and support them and to provide civic education to improve the capability of the electorate to choose them wisely. .. Strategic options include appointing or electing visionary and charismatic foresighted leaders, appointing leaders on qualifications and merit and, where necessary, subjecting them to public scrutiny before they take office. respecting opposition views to avoid a "brain drain" of dissenters and training future leaders well in strategic studies. Civic education should be intensified to promote the election of competent leaders. 38 ACHIEVING SUSTAINABLE ECONOMIC GROWTH AND DEVELOPMENT rnic growtl d'ld development is every nation's target to maintain a contented EGOOOI 1.on and Ma awi is no drfferent. with an aspiration to become a middle-income popuau ' country wfth a p capita income of US$1 O?O by _2020. However._ surveys show this can only be ach1 ved if and when the negative attitudes of Malawians are reversed. Developing the Manufacturing Sector Industrialisation n Malawi poses a great challenge, but the rewards will be great oocause rt will r:.r v1de the dynamism for increasing growth and productivity for all other sectors of the economy. At present, t11e manufacturing sector makes a small contribution to national income (12% of GDP) and employment and there is limited industrial diversni ., 1011 In addition, there are weak inter and intra-industry links. The target for the 1•nufacturing sector is to account for at least 25% of GDP by 2020 with greater indus1 1al diversification. The strategic challenges to be addressed to develop manufacturing include pursuing dynamic comparat VP advantage, promoting resource-based industry, ensuring conformity of products to international standards, improving marketing, creating an envi- ronment for the growth of small and medium scale enterprises (SMEs), invoking World Trade Organisation NvTO) provisions relating to damage to domestic industry from rmport liberalisation and maintaining an appropriate macro-economic environment. Avadable options to address these challenges include the human resource develop- ment to establrsh creativity and design in schools at all levels, training exporters in international marketing management, strengthening the Malawi Export Promotion Council to enable it le provide production and marketing advisory services at enter- prise level and the creation of an autonomous industrial research centre. Further Malaw·1 d · . • nee s to attract foreign capital and to promote and encourage Infrastructure . . . can investmenl 1n export industries, provide information on products that ~./e 1 made from local natural resources. provide special incentives to industries 01 ing in ~ral areas anri to establish export targets for key industries with a network cornmerc1a1 represe t t· . .. . SUPfJort . n a ion 1n cnt1cal forergn markets.The necessary government services are also required. t vel~ping the Mining Sector rn1n1ng sector . al llltnes are s IS SC ~ery small contributing only 3% to GDP. The few working II So the ch~ or medium-sized and links with the manufacturing sector are weak. a enge Ires n prospecting and encouraging small-scale mining. 41 ~~~c::=======- There is also a need to enhance the role of catalytic institutions, to build capacity 1 ensure easy access to mineral rights, to stop illegal mineral exports and to Promot~ ·ng savings and Investment lncrea~, ational ._ vngs rate of only 2-3% of GDP is too small to meet the invest- research and development. ·.•a ~w~ of the co try. A very important strategic challenge for Vision 2020 is to To succeed, adequate resources for basic mapping and survey work and a special men, national sa gs while also encouraging local and foreign direct invesllllent ncrease . package of incentives must be provided. There must also be more exploratory work, and developing an efficient financial market to identify mineral depcsits with economic potential, an increase in investment ho,ces to generate funds are the diversification of financial promotion and mining information, a stronger institutional set up and development AmOl19 ttie strate tments and enhancement of the role of the private sector by of human resources. instJtutlOfls and 1 removing strucwr nd institutional constraints. Along with the necessary infrastructure, the Mines and Minerals Act must be made more investor friendly and adequate funding provided for research 111 mining activ1t1es TheSe include p ee1ucat1on campaigns to encourage thntt and promote savings, e formation of 'lgs and credit associations, clubs and co-operatives, the cre- 1 Developing Agriculture ation of a mutual I 11 ·t and provision of adequate serviced land to private investors. The agricullural sector's performance is also below its potential due to, among other Further optior,s 1 1 1de providing factory shells. industrial parks and Industrial factors. deficient policies, ineffective institutional arrangements and capacities and estat~. eff1c e1t port, telecommunicat1ons. energy and water infrastructure and inefficient investments. influencing thRd community especially multilateral development banks - to try 10 shift their roll' t< ~ards direct financing of the private sector. To reverse tllis situation, farming requires a multi-dimensional strategy to use existing resources and technologies efficiently. Strategic challenges to be addressed include Developing the Fi ancial Sector making more land available for smallholders, easier access to credit and farm inputs. Unfortunately t 11 ncial sector 1n Malawi is under-developed, the number of finan- improving agricultural technology, preventing land degradation and deforestation, cial institutions I I 1eir instruments is limited and access to credit and financial serv- improving agricultural marketing, promoting agricultural diversification, improving ices is also diffi 1 The challenges in developing U1e financial sector include increas- agricultural extension and farming and enhancing irrigation. 1ng lhe suppiy edium and long-term loans, strengthening links between the formal and informal SI' 1ncreas1ng the supply of finance for sectors important to acceler- Once again. the options are manifold: land reform is needed, the current moratori- aling the countP economic growth, ensuring consumer protection and enhancing um on converting smallholders' land to estates must be monitored and enforced. sus- competition. tainable farming systems for marginal land must be developed and land rents must be raised to create incentives for the better use of land. Surveys snow ,swers lie 1n encouraging the establishment of more deposit-taking institutions witl1 , broader composition of their deposit base and a wider range of Finance 1s also important: an agricultural credit guarantee scheme and a land bank f ianaal instrL ~ and establishing credit guarantee and deposrt insurance schemes. are needed to provide agncultural credit and a window of credit provided by financial institutions to all agricultural stakel1olders for production, marketing and ag~o- Developing Domestic and International Tourism processing should be widened while farmers should be empowered through production Touris~ i~ Mai' 'I 1s still in 1ls infancy and the infrastructure needed for its develop- and marketing co-operatives. ment 15 inad 3 but the sector can make a substantial contribution to foreign e>:change ear ~ employment and economic growth if community participation · ter encourages th 11 'velopment of international tourism. Further requirements are improved technology generation and transfer, in · nd cropping extended and improved irrigation, the use of more organic fertiliser a 1 Th15 requires communal catchment conservation techniques. increased horticultural proctuctio• • e Malawians at the country's tourist attractions and facilities, Slrengtllening co-ordinating planning efforts 1n the public and private sectors and appropriate incentives and finance for research and development, export market infOf· mation and u,e expansion of livestock farming and the growing of high-value crops. ensurtng that t 1 ism development is environmentally friendly.

42 VISION 43 '2 0 2 0 Vl ISION 0, 1 0 b ~\:•====::::J Ways to do this include encouraging local and foreign investment in tourism and vlding technical and management assistance to local entrepreneurs, marl<.etin:;~- country as a tourist destination, creating human resources development pro~ grammes 1n the industry and promoting a high standard of customer service. Domestic tounsm can be promoted through community participation and better treatment for local tourists by the hospitality industry, by providing and maintaining tourism-related 111frastructure, creating other tourist products such as sports and cul- ture, establishing an autonomous tourist board and a tourist fund and protect,no tourist attractions and the nation's cultural heritage. ~ Developing a Business Culture Most Malawians want to be business people but lack the education and skills need- ed to achieve this. TI1ey also have little access to institutional credit. The ma1or chal- lenges to be met, therefore, include the inculcation of entrepreneurial and business skills in Malawians and easier access to credit. This can be done by introducing enlrepreneur training at primary, secondary and tertiary education levels, strengthening and increasing vocational training institutions and technical colleges and setting up financial institutions to provide business devel- opment and credit Developing an Export-oriented Economy Exports are important to a country's development and Malawi needs to become a more export-orientated economy by providing business and techrncal advisory ser.- ices, diversifying the export-base and markets, producing competitive Malawian products and providing government support services. There Is a long list of options to help Malawi make this financial dream come true, including encouragement to export processed products. ~ modernisation of agricul- nd ture, tax holidays for export manufacturing firms, industrial production centres a export production groups as well as co-operatives with common production faclhties to cul costs. The government needs to establish a national productivity centre make 1t1e tax regime more export friendly, review export incentives regularly and introduce an export development fund for small and medium-scale enterprises. ACHIEVING A VIBRANT CULTURE ~ as people in most other nations. want vibrant cultural values Malawians, lht:: er.onomic development but before such a state can be reached thal support soc t;'le folloWiOQ ISS ·1ust be addressed orl< ethic must be created. Y Self-reltan e and community participation in local development program s rr JSt be strengthened :, Self-corf rJence and pride in being Malawian must be restored. ;.., Gender in quality must be reduced. >- Spirttua ml religion, providing an ethical and moral base for a vibrant c It re must be developed.

>- The econo cllsparitJes between population groups must shrink. Developing a Positive Work Ethic RP.s>.larch has slicr nthdt many Malawians are lax in their moral and ethical conduct and that tlliS has led to a senS€ of hopelessness. apathy towards work and to corruption - an combining to reduce J oductiv1ty. There 1s also a negative and intolerant attitude towards one anoll11Jr So. the challenge is to develop a positive work ethic that empha- sises Quality servtee ard c, ,1t care and can nurture an efficient economic system. To cllange all this there niust be more respect for authority and the rule of law. civic education must pro tht> need for a positive work ethic, poor performers must be Deflaltsed while honest and hard working people are rewarded, schools must en llhasise the need f ha d work and the people must seek to follow the traits of ha cl work thrift and e ' epreneurship. Slrengttiening Self- ehance and Community Participation · · rnrnent d have a, , gwer wn the help of donors, in the form of goods and services may staie::tnbuted to kil r Malawians' self-help and hard-working spirit and political The Chall ls Whieh prom~ I elp from the government have aggravated this situation. enge, therefore 1s to instil a spirit of self-reliance at national and local levels. 47 To do this, government borrowi~g and d?nor aid must be rationalised , decentralisation should. encourage local parl1c1pat1on . m development, training should be QN~m part1c1patory development planning and implementation techniques and commu work and a "help your neighbour" spirit needs to be encouraged. nat At the same time, gender-balanced community participation must be developeo through mass education (particularly of local leaders) and district associations formed 1n towns so that people remember their roots Restoring Self-Confidence and Pride in being Malawian Malawians have low sett-esteem and little confidence in local products and in their culture. The challenge is to restore self confidence and pride in being a Malawian to be able to identify with their country, their cultural heritage and their indigenous products. Malawians must also be assertive and confident and be 1ree from servilude and low self-esteem and all this can be done through developing a national cultural policy that advocates and facilitates the promotion of national unity by instilling common values and goals. Artefacts, crafts, arts and sports of sufficient quality to engender pride in being Malawian must be defined and promoted, along with quality control to maintain those standards. Standards boards must also maintain the quality of local goods while artefacts and craft products can be distributed at and through institutions and events such as library schools. community centres, festivals and at national monuments. The behaviour of political. religious and social leaders must be exemplary to 1nsp1re people of all ages to take pride 1n being Malawian. Reducing Gender Inequality The country's long history of practices such as givmg preference to oovs· educa tion and encouraging girls to marry early has entrenched gender mequalilY ,r socio-economic development. Therefore moral values that accord equal opportu nities to and respect for men and women and boys and girls at work, at school anrl in society must be promoted. th The use of affirmative action is one direction that could be taken to c1,ange e circumstances, perhaps by developing appropriate gender-responsive managemen~ systems through better staff training and sensitisation to gender needs at traditiona 48 VISION VISION 0 2 0 2. 1 0 1 O

::=====:: :===::::1 institutions and in family and community life. Men could be appointed to at least rvation of natu , I resources and tile environment. Both have been explorted and 50 of gender-related portfolios. % ~ ; for instance I ish fires occur because people burn it to hunt mice and rabbits. . Enhancing Spiritualism as an Ethical and Moral Base for a Vibrant Culture tter sanitary prac' ,-s, tougher policing and civic education, the maintenance of The general laxity in moral and ethical conduct and lack of a code of conduct for publir :igenous knowled , ol biodiversity, the promotion of community participation and leaders has, according to some, led to the acceptance of such behaviour as gender roles in ma, 11g natural resources and the land and more involvement by normal. Countering this immoral and unethical situation requires the promotion c:ity and town coun 1ealth departments all have impo1tanl roles to play. 01 spiritualism and religion by reviewing the constitution to define clearly ~freedom ot worship" as "freedom of conscience". The spread of these social evils that threaten the survival of the nation can be reversed by advancing civic education by religious leaders and promoting religious education in all government and private educational institutions, increasing the role of religious institutions In promoting moralJty and ethical behaviour and promoting religious tolerance. Reducing Disparities between Population Groups Some sections of the population enjoy greater benefits from the development process because of their race, gender or religion so policies and programmes are needed to reduce lhese disparities, perhaps with forms of affirmative action. Health care, particularly, is limited in rural areas where traditional practices provide !he base for decision-making: traditional practices that promote good health must be encour- aged and integrated wit11 modern medicine, those t11at hinder good health, such as taboos, discouraged. Promoting Cultural Practices which enhance Health The involvement of traditional herbalists and traditional midwives and their associa- tions in health care Is needed while lull advantage must be taken of heallh programmes for both sexes - and of the role of both sexes in providing health care. Links between traditional and western medical practitioners must be explored to reduce suspicion and increase collaboration between them and parents mus! become more Involved in youngsters' health and sex education. particularly about HIV/AIDS. Promoting Cultural Values supportive of Good Management of Natural Resources and the Environment 1 The moral and physical well-being of the human population is not, however, tile ondy th worth an facet that needs attention. Good cultural values should also promote e 50 DEVELOPING ECONOMIC INFRASTRUCTURE wians want to ,ee the nation develop a good economic infrastructure. This will Maian rnaJor investrre11' to create an d main . roads, ra1·1ways, water an d air . tarn . transport,

::t mea supply in al 11s forms, water and sanitation services, communications, an constructic11 industry and an appropriate planning framework. Improving Physical Planning So far it would seem that the effectiveness of physical planning has been hampered by not having a co· ,rdinated national physical development plan, by inadequate resources and by lrstitutional weaknesses. The country's physical development plan must be made comprehensive right through to 2020 and balanced between urban and rural requirements with more decentralised control. Development of Road Transport Getting all this movinq will require roads that are no longer inadequate, poorly designed, poorly managed and poorly maintained through the lack of a national policy. Malawi needs an effective road dev8lopment and management system and a national road authority that includes among itc; functions tl7e provision of new roads and better road safety. Rail and Water Transport Development Better rail transport 1s 1lso vital. At present, il is inefficient, with limited track and old rolling stock, and desperately needs updated technology, better management and more training for staff Two-thirds of Malawi'& length is along the lake shore bul water transport is charac- terised b I' · Ya 1m1ted number of operators and a lack of integrated transport in many shore areas Major nvers are impassable. To get l~ansport afloat, more private operators with t11e freedom lo set their own economic paramete . o.........;;..,. . rs are needed, with the government providing safety regulations. ' ~,u,hties Should be I d f . . tn shi . exp ore or dredging the Shire to make it navigable. Joint ventures PPtng services could also be developed. Air Trans Ai Port Development r transport With· ~ nuriericaJI r . '" he co ntry is of modest capacity, with poorly maintained and and laCkoi imited airports and operators. Inadequate institutional arrangements supporting commercial activities further hamper already limited inland air ::::=====::! :===:J travel facilities. Toe challenge is to develop this sector so that it can support sectors, notably tourism and exports. otner . Improvement options inc_lude building airports ~nd helipads, especially near national parks and tourist attractions to encourage tourism. encouraging the privatisation some of Air Malawi's avialion-related services, modernising and mainlaining ..,11: airports to improve safety and quahty and to cater for new environmental concerns and reviewing legislation to permit reform. Rural Transport Rural transport, on which most of the population depends, has inadequate infra- structure, insufficient transport services, poor access and weak institutional planning capacity. Strategic options to change this include increasing investment in transport infrastructure and equipment, integrating planning approaches and encouraging private and community participation. Provision of Efficient Energy Supplies The provision of electrical power is at present inadequate, too expensive for most people, unreliable and inaccessible due to monopolistic structures, underdeveloped services, siltation resulting from deforestation, poor management, lack of competition and cultural inertia. An efficient supply of electricity needs a constant supply of water through conserved catchment areas, connections to power lines in neighbouring countries, industl)' liberalisation and privatisation of some functions of the electricity supply commission encouragement for the widespread use of electricity through inexpensive electrical reticulation and wiring design and the installation of pre-pay meters. Also, more ctv!C education about electricity is needed.

Better, cheaper, guaranteed supplies of petroleum products are needed by Malawi, some- thing so far thwarted by high costs, Insufficient rese,ves and ct,penctenc'/ oo ,111l""· ro meet the demand requires more efficiency in procurement. transportation and storage to reduce costs and investment in exploration as well as oil pipelines and storage facihtiCS A better supply of el,ctricl\y and l~uid fuels wou~ help Malawi reduce itS deP'~ on wood as a fuel, which exceeds sustamabte yields from 1nd1genous foreSlS- tJl8: wood is needed in the short-term until other forms of energy are more readily availa . ~-~· ,-..======= =====:::1 coal, and b1ogas are underdeveloped as fuels as are solar energy resou Meeting this need will require the development of commercial forests while th rces. ulatlon learns about alternative fuels and alternative technologies. e Pop- Improving Communications The spread of information requires a top-quality communications infrastructure Unfortunately, oommunications in Malawi suffer from inefficiency, moncpolisoc operations lack of investment and long-term planning and inadequate access leading to poor services. Ways to improve the situation include de-linking postal services and telecommurn- cations, deregulating the industry and reviewing legislation governing operations of telecommunications, broadcasting and radio communication. Increasing Access to Water Many more Malawians require access to clean drinking water to carry them towards 2020. At present, water supplies are characterised by unreliable sources, limited access and inadequate institutional arrangements and investments. To change this will require a review and strengthening of institutional arrangements,117e implementation and review of new legislation, and spending more money on water supply infrastructure, protecting catchment areas and encouraging 117e collection of rainwater. Along with clean drinking water should come improved sanitation, but once again progress has been hampered by a shortage of investment, inadequate institutional arrangements and a lack of policy. Strategic options include more investment in building appropriate facilities and in research, reducing waste generation. reviewing legislation governing waste disposal (including hazardous industrial waste), developing standard designs for sanitation disposal to be used by developers. Improving the Construction Industry The general construction industry also needs an overhaul to counter major problems. including poor participation by indigenous Malawians. inefficiency and high pricing. The answers would seem to lie in formulating a construction policy, providing indige- nous people with access to capital, information and technology and developing 10cat building materials. 56 V ISl()N SECURITY AND NUTRITION f00 D the most unpor:a1 t task lying ahead for Malawi and its people in their march pertiaps ear 2020 s making provision for access to adequate and year-round (ON3ldsrheY sUPPI es of food that 1s n 1tritious and safe to eat. of the greatest 1spirations for all households but there are many stumbling ~estrewn along t path, with increased food production the biggest and ·rrtgation a erv close second. A~er those come the livestock sub-sector enhanced 1 . . . and produce marl<ets which require improvement, post-harvest losses, disaster management and lancl Jse and management.

Vulnerable groups m st be economically empowered, non-farm income generating activities promoted and finally, the nutrition status of the people Improved. Increasing Food Crop Production The main problem t be overcome is the national emphasis on maize as the sta- ple tood: about 75" of smalll1old1ngs are allocated to maize production l)ut yields are low, partly bee Juse few farmers use fertiliser. The dependence on maize has also blocked i>,iterprise diversification. Research has not generated the technology to inau Jin food security or encouraged diversification of agricultural production. In a nutshell. yield, must increase and farmers must grow a greater variety of crops by improving agn, ultural technology generation and transfer through increasing investment in aqncultural research. They must also Improve the effectiveness of extension del11 ery and coverage, encourage scientists to conduct surveys with farmers to ident,, socio-economic circumstances to set priorities, promote enter- prise diversificut1 n to reduce dependence on maize, grow grain legumes with oth er crops to rPr!uce the risk of total crop failure and promote civic education to intensify pro due, ,1y ~~- . p0ltt' ical and co unity leaders should collaborate to encourage crop diversification, mixed cropp· 1 area-sp ·t· . . mg · llJ crops that do not use purchased inputs. Community leaders vis1 'esearch stations . ' . and push for to learn about new technologies ec, ic ten11rser and crop recommendations. 59 VISION 2_ 0.2 0 VISION 2 0 2 0 ~ ~~=-t======::: ::======= Developing the Livestock Sub-Sector . more efficu? r use of land and finance for farmers and traders - who need to Nutrttion in Malawi is affected by the low per-captta consumption of animal P t . ro ein be able to make m rmed dec1s1 tanon, · ·ons based on market s1·gnaIs. Jn 1990, the figure was 6.3kg per annum, only half the 12.5kg average for Afri Livestock farming has not received adequate attention, despite its enormous poteca- will require cw t for most farmers with financial institutions mobilising rural savings tial for contributing to food security, nutrition and incomes, and must be deveto ; Th~uce credit risi< ·ommunity-based revolving credit, organised groups of producers to make the nation self-sufficient in animal products and even to export protit~b~ :xi traders snann1.. expenses, proper handling and packaging of produce and better any surplus. market and agricul ural policy analysis in collaboration with NGOs and tl1e private sector. The answer seems to lie in developing small-scale dairy production by promoting Improving Land Utilisation and Management farmer co-operatives - which will also cut down on theft - and Introducing improved Years of poor soil r 1servation, exacerbated by a growing population, have degraded animals, promoting beef production through the development of feedlots, Imposing much of Malawi's .igncultural land. These destroyed acres must be rehabilitated strict penalties on thieves and intensifying animal permits. before farming proa 1e,t1vity can improve and this will need a review of the Land Acts to safeguard the pr 1uctivity of land resources. The poultry industry should be commercialised, along with the animal feed industry, and manure-producing livestock encouraged to improve crop production. To support this, land use planning will have to be integrated into farming systems along with the user organic manure, communal water catchment and soil conser- Irrigation Development rcition measures su:h as grassing and terracing, mixed cropping with the correct All this, without better irrigation, will be of little value. Irrigation has been a low crops for various areas and, of course, a comprehensive land rehabilitation programme. priority despite the fact that it can contribute significanUy to the development of Malawi by stabilising production in times of drought and promoting diversification Reducing Post-Harvest Loss into high value crops. The problems do n t stop once the crops have been grown. Post-harvest loss is a major factor that ocr Jrs during transportation, storage, processing and preservation. Strategic options to improve irrigation include the development of areas with the best Inthe 1995/96 seas m Malawi's post-harvest losses of major food crops (maize, rice, chance of success. taking into account social factors, cost effectiveness and finan- Pulses. groundnuts and sweet potatoes) were estimated up to 25%. cial viability, and these should be owned, operated and maintained by the farmers Crear poricy and programmes on post-harvest technology to reduce losses to less than themselves. fwe percent are neeciP,(J. To do thrs requires research into cheap post-harvest technol- Various schemes using pump and gravity systems fed by surface and groundwater :sing financial anc human resources, a variety of crops, guidelines on storage, pro- should be developed to enhance the national capacity to support smallholdings a~CI ng and preserJdt1on community storage to reduce costs and training of personnel encourage their owners to develop irrigation. Groups of smallholders should unite 10 invo1vect 1n post-harvest handling, processing, preservation and storage of crops. n joint schemes, private-sector development of irrigated agriculture should follow a r:I Cottage industri all farmers should collect and conserve rainwater and build darns and try indigenous anct m es involving food processing could provide employment, save food irrigation methods. ake foods ava1laole at affordable prices.

lrnpro\ling o· Improving Market Efficiency _., T isaster Management I ., netwo," he threat of ant I . . Once crops have been grown, they require a marketing network. Ma awi s en· aiwa . a ura disaster 1s always present in Africa so that food supplies are 10 requires a significant upgrade with better packaging technology to improve pres Ys danger. Yet Malawi has no national disaster plan and one is urgently needed 60 . sure adeouate and appropriately located stores of staple foods In every that wrll en t alloctitrons are needed to pay for strategic · reserves and locaI·,rn·t·1a- distnct Budge ' wes tor disaster preparedness are needed. rn normal times the Malawian diet is bulky and monotonous. Meals However, ev en ' . . t of nsima made from maize or cassava flour taken with cooked vegetables. consis .. d . t· td r· . . Toe result is a high level of chronic under-nutrition an micro-nu nen e 1c1enc1es. Most Malawians need energy proteins and m1cro-nutnents for an active and healthy life so changes to ex1st,ng knowledge, attitudes and dietary practices of households ,n all socio-econoIT' groups - urban and rural are needed. This requires diverse dietary guidelines, , novative nutrition education strategies, social marketing tech- niques and new communication strategies designed to improve current dietary pat- terns and lifestyl.,- and to identify different ways of preserving and storing food. Not every rural Mai wran can be a farmer. Therefore, alternative food security must come from t11e ability to buy it - and that means people must earn the money to do so. But how? Promoting Off-Farm Income Generating Activities Raising people's ncomes to levels at which they can always afford to buy food requires employment and options tor Malawi include promoting off-farm income gen- eration througl1, ror PXample, increasing rural employment opportunities. This would mean more rural, 1usrrialisation and increasing opportunities for people to engage in business enterprises IJv widening access to entrepreneurship training and credit. Economic Empowerment of Vulnerable Groups Some smallhold;,rc- lvwever, are more vulnerable than others to hardship: families headed by women rnr example, do not benefit from existing aid programmes and reqwre economic 1.m )owermenl. The conventional top-down approach to the imple- mentation of agri u 1ural programmes often neglected sections of the community and failed to reach tne targeted poor. The challenge 1s design programmes that will help most resource-poor house- holds by ident11y n groups which need assistance, designing programmes to address their spec 1eeds, providing civic education, seeking ways to provide them Wilh low-Interest cr-;d1t, instituting a voucher system and promoting local fund-rais- ing programme

63 VISION ~ 0 , 0 VISION '2 0 ~ 0 Improving Policy Analysis soCIAL SECTOR DEVELOPMENT Whatever policies are createcl or implemented should, of course, be careru analysed to understand their implications. At macro level, they must be analyseo lly _ have adequate and good quality social services - especially in terms of their effect on food security and nutrition, agriculture and natural resour In •A lawians asp1re 10 ,.,a d ation and health - and want human resources to be used efficiently to determine whether goals and objectives are being achieved. ces me fields of e uc and effectively in Doth public and private sectors. This will require adequate human resources to cultivate a respect for the professional Improving Health analysis of agricultural issues. The personnel selected for the task will need training and . , medica •and health-care services are 1n serious trouble. Many people n,e nations incentives. Policymakers and politicians will need courses on sound policy analysis. I a tn services management is weak at all levels of the health have no aceess to ' .. .. . system and , oney is in short supply, trad1t1onal and Western delivery . med1c1ne do not work together the cfeath rate among children and mothers 1s_high. Infant malnu- tntJon is widespreac ,1d there 1s a high incidence of HIV/Aids with consequent and serious social, eco 1om1c and health problems. Adequate social services are needed, along witl1 health services that are available, accessible and ol goo quality. The realisation of this goal will require better preven- tative health prograir.1rn~s. essential clinical services, stronger technical health support services and improved human resource management. Finance services, general management and t11 quality and coverage of health services require improvement and links with trad1t1onal medicine should be improved.

P11mary health care particularly public health and essential clinical services - needs attention and tech · ,tl support programmes must improve management and ensure the availability of r l1armaceuticals and drugs. More appropriately designed and equipped hospitals a Kl health centres must be built and trained personnel deployed tllroughout the healt11 delivery system. All personnel must I ve training opportunities, better pay and improved supervision and more pnvate c11 d 1on-governmental organisations (NGOs) must be encouraged 10 enter the healtl 1 "' tor Customer-orientated services must be improved, the rights of patients and he, ' vorkers protected and communication between the police and hospitals stream1 Decentralisation I mprove the management of health services; inter-sectoral relationships, co11 •n1ty involvement in health delivery and co-ordination. The health sect or nee 1ore money, especially In rural and peri-urban areas. and more rd wa s are needed I i private pahents in state hospitals. Information, education and 64 VISION 2 G , 0 VISION 65 2 W 0 :~~'===::::: . . -----------.. communication programmes covering cost sharing, revolving drug funds e= , ..,.,..nd"d health insurance and contracted-out services are also needed. ~ Research and development into and of possible links with traditional medicine an promoting interaction between traditional and clinical practitioners must be encourageoa Improving Education Most Malawians are so poor that they cannot meet the cost of education. That aside schools are far apart, their facilities and teachers are inadequate and they suffer from cultural barriers.

The challenges are obvious. The schools system, from primary through secondary and on to tertiary level, needs fundamental change that should start wit!, better access. More pupils should be taught science and commercial subjects, teachers skilled in technical and vocational education and training are needed along with better special education and greater access to quality tertiary education. As in many other fields, efficient management and better support institutions are needed. Malawi's policy of free primary-school education. evidence shows, must continue and expand to include secondary education. Both must become compulsory. More schools must be built by both the public and private sectors and the number of teachers and college tutors increased, along with more and better school facilities, adequate teaching materials and the introduction of entrepreneurial subjects. More money must be spent on primary education but saved through encouraging preventive maintenance on buildings and equipment and rehabilitating buildings, establishing and enforcing minimum standards for secondary schools, reviewing tlle secondary school selection process to ensure fairness and quality, and providing students with adequate appropriate instructional materials. . . . t oonal materials Schools should establish textbook funds to replace and maintain ins rue . d u,e public and all secondary schools should have libraries. Communities, NGOs an naarY- should work together to Introduce free and compulsory primary and seco r I0 school education which would include curricula sensitive to gender issues, cater people with disabilities and address the academic, psychological and socio-cult workable mech 3 11srn fo~ inspection and supervision bef~r~ licences are ~ssued and . ural needs of pupils. . r-sectoral J Jrdinat1on, particularly between the Ministry of Education, Sports ; ; Culture an 1 ,1her Ministries involved in training, requires improvement. Teacher/pupil ratios should be improved, along with technical and vocational education and training which could be introduced through technical education in communiaes The Education Ad especially where it covers discipline and harassment ot female primary schools, secondary schools, university and other post-secondary institutions: students. nee review, students should be selected on merit and attention needs to The number of technical and vocational training institutions must grow and special be given to 11111 rrw1ng the conduct and management of examinations and the training education improved by offering equal education opportunrties to people with disabilities of specialised teachers for students with disabilities. increasing the number of institutions offering special education and increasing th~ number of special education teachers. Reducing Population Growth Reducing its popt I atJon growth l11rough raising the l~eracy and economic status of women Access lo tertiary education could be increased by reviewing admission rules to could alleviate rn lflY of Malawi's problems and several ways to do this have been identi- admit more paying students and by providing scholarships to those in need. fied - the mair , ,,, being an enhanced family planning and reproductive health service. Individuals and organisations should be allowed to establish private universities and to tailor !heir courses to acceptable standards while ordinary university programmes Others include more information and education on population issues, the promotion could be diversified to serve clearly identified areas of human resources needs. of safe mothenood improving the status of women through increased access to income-generat,r g activities, improving population planning, increasing awareness Increased attendance could be achieved by introducing more postgraduate pro- about critical pr ftilalion issues and introducing acivil registration system that will act grammes, improving equality of opportunity by paying special attention to the enrol- as a support mechanism for proposed strategies. ment of women and students with special needs, decentralising university manage- ment and improving its financial performance. reviewing the University Act, increas- Developing and Managing Human Resources ing financing for university research and having more faculties of pharmacology Behind all the above proposals and schemes to improve the lot of the average engineering and architecture. Malawian lies et requirement to make the best use of the nation's public and private sector human 'P.sources - to make sure there are enough skilled personnel and that Malawi needs more teacher-training colleges with more tutors of degree level or willing they are deployed and used to U1e best advantage. to be trained. College heads require management skills and colleges need more financial resources with private-sector involvement. This is human resource management and in this case is intended to ensure that, for instance, professionals · doctors, scientists, researchers, engineers, administrators Furtl1er. education sector support institutions need better management and securitY and managers - are not deployed in routine administrative work or in areas not suit- during examinations and improved management of examination bodies with a review ed to their experllse of assessment procedures are needed. As at secondary schools, there must be fair· ness and transparency in the selection process. adequate and suitable textbooks 311d Poor prospects for career development and gaps in middle management due to a 811d freeze on rec t . • other teaching materials (preferably produced by the local publishing Industry) rur ment 1n the pubhc sector have also caused problems and there has better management at the Ministry level. been an exoous ot public officers to the private sector. Finally, Aids has cost the public service a number of highly productive officers. Teachers throughout the education system need better pay and housing, more promouon Problems aff 1- . opportunities and better supervision. Private and public schools need a better or ec ing the pnvate sector include poorly qualified and under-skilled staff,

68 69 ,::::=====::: ====::t inadequate numbers of skilled personnel, an over-reliance on expatriate rnana CHIEVING SCIENCE AND low productivity and high staff attrition. gers ~ECHNOLOGY-LED DEVELOPMENT The strategic challenge lies in identifying measures to ensure that sufficient ernplo Malawians sa 1ey want their economy to be driven by science and technology (S&l), public and private, are appropriately trained, deployed and utilised. Yees with better e I ation in these subjects and a culture that leans towards them. They also want re rch and development to be commercialised and new and emerging This will involve creating more training opportunities for public officials, inslitUtin a technologies I tJe adopted and developed. proper reward system, establishing optimum staffing levels, depoliticising the pu~lic service, establishing rewards for good performance, giving promotions based on However, sL•ct echnologies mus1 be environmentally sound and there must be more merit and enhancing career counselling and guidance in schools. 1mplementat· nnd use or information technology. Improving Science and Technology Education, Training and Culture The capacity education and training institutions must be improved to meet these demands Thi viii present challenges in tile fields of science and technology educa- tion, training I d culture and include a review of school curricula, the promotion and encouragemert of skills training ancl development and the introduction or a culture of science and t.,t 'lnology. To meet them •.:iaching institutions must strengthen S&T education, specialise in science subjects, form 1ilse science curricula in primary schools as a prerequisite for secondary-school science, redesign curricula so that physics, chemistry and biology are taught Stp1rately, introduce and promote computer studies, strengthen the teach- mg of technical ::;ubjects and emphasise applied science. Scholarships ror graduate studies in Malawi in priority areas are needed and the brain drain from 1!1Pr sectors must be addressed along with the introduction of S&T achievement Jwards.

Promotion and Commercialisation of Research and Development The currem nu, 1bers of commercial Research and Development {R&D} personnel ancl investment ir R&D are both unacceptably low and need support from both the public and private ::.t. tars. To change this, here must be more private-sector membership in the National ~~earch Counc I of Malawi (NR9M), the institutional framework for S&T must be evrewed. R&D ri 1st be commercialised and disseminated more quickly and funding must amount to at least one percent of GDP. 70 71 re could oe an R&D levy on industry, incentives for R&D activities, the promotion The bstitutes for imported materials could be encouraged and the S&T institutional ot SU intrastructurr:: could be built on and strengthened. Promoting the Transfer and Adaptation of New and Emerging Technologies Technologie~ developed outside Malawi are rarely suited to this country's cir- cumstances In addition, Malawi has little capacity to choose and adapt foreign technolog1e To promote the transfer of new and emerging technologies, the country musl attract direct foreign investment and promote technology transfers. There mus 1lso be monitoring mechanisms for technology transfer, a new capac- ity to assimilate technology and protection for intellectual property rights. All the abovr will need to identify technologies tnat promote export-led industrialisation, set up a fra nework tor the deliberate transfer of technology. improve collaboration in technolog~ transfer and create a mechanism to monitor the inflow of new and emerging tcvhnologies. There is also a need to establish a science and technology intelligence unit, to create a database tor technology transfer and use, and to review laws governing intellectual property rights and patents. Promoting Environmentally-Sound Technologies Any swing 1owards a technology-based economy would also require tl1e careful analysis ol Pllvironmental concerns to avoid disastrous consequences for Malawi. All infor rnat1on would have to be made available with reviews of regulation and enforcem(nt monitoring systems and programmes developed, training pro- grammes 111roduced and environmentally sound technologies chosen. Doing this would require the building and strengthening of information networks at national, s11b-regional and international levels, publicising of the Environmental Manageme t Act (EMA) and other legal instruments, developing standards for environmr, tally sound technologies, establishing an environmental monitoring prograrnm introducing environmental elements to education curricula and build- ing capac1~ to assess environmentally-sound tectinologies.

VISION 73 2~t-2 0 VISION 2 0 l 0 c::==::::: .._----------.._ Achieving Effective Science and Technology FAIR AND EQUITABLE DISTRIBUTION To be effective, science and technology need to be assimilated, diffused and used OF INCOME efficiently. Malawi lacks the conditions for S&T assimilation and diffusion Which include good information networks, tl1e availability of workers with the skills to assimilate Malawians 111 Id like to have a fair and equitable distribution of income and wealth technologies, adequate resources to introduce products and services, conducive to endeavou1 reduce disparities in access to land. education, employment and cultural practices and the existence of a comprehensive national S&T policy. business opt rt mities between urban and rural people, men and women and The strategic challenges to be overcome to achieve effective S&T include increasing people with a d without disabilities. the number of scientists and technologists, promoting the effective transfer of technology, periodically evaluating the performance of S&T institutions. addressing Incomes m M •<1w1 are very low ancl unevenly distributed in comparison to other gender issues in S&T and developing a comprehensive national S&T policy. Afncan countr , Trends in income indicate a worsening of income distribution in lhe country The , 11 coefficient, a measure of income inequality. has deteriorated from This would involve reducing the rate of attrition of S&T staff, enhancing gender 0.45 1n 1968 t 0.62 in 1995. balance in science and technology-led development, expanding and encouraging education and training in science and engineering and increasing training of S&T Strategic challi·11ges for a fair and equitable distribution of income include reducing educators at all levels. The establishment of private S&T-orientated training institutions unempfoymen oromoting enterprise development, improving productivity of would be encouraged, S&T policy reviewed and a more comprehensive national S&T smallholder fa, mers, addressing tenancy issues, continuing with the liberalisation of policy developed with capabilities for technology negotiation and periodic evaluation agricultural pruduce markets, improving access to land by the landless, reducing of S&T institutions' performances. gender inequJI ly addressing disability issues and allocating social expenditures equitably betwt':e rural and urban areas. Promoting Use of Information Technology A developing country such as Malawi also needs Information Technology {IT) to Reducing Unemployment achieve development in all spheres of human endeavour. However, the country's use According to tt1e Ja ionaJ Statistical Office. only 12% of the labour force was formally ot information technology is too low to meet this objective employed in 1Y9J - and that figure includes employment on agricultural estates. Tl1us. most Maia 11ans are employed on agricultural smallholdings where low returns The strategic challenge is to promote the use of IT by reviewing the Telecomm- have led to under-employment. unications Act to create an independent licensing body, improving investment oppo1iunities in IT, removing monopolistic tendencies in the IT industry, revie~ing The economy must generate jobs to absorb the unemployed by creating a climate tariffs on imported computers and parts, improving access to national and intemat,~nal th at Will attract private investment in labour-intensive technology industries, information, introducing computers early .1n education . and exam1rnng · · the poss1b1lity encourage commercial farming and the growth of small-scale enterprises such as . of allowing duty-tree importation of IT equipment · for pnvate and Public schools food Processing promote co-operatives and business training and create a and colleges. database on strategic industries with a multiplier elfect on employment.

Accelerating Enterprise Development Entrepreneuria tr i1n1ng facilities are inadequate and demand for credit far outstrips supply, causing me m · 1- • . . arg1na rsation of some sections or groups. The challenge for enterprise devet econo . opment is lo promote micro, small and medium enterprises to boost rnic growth and create Jobs. 74 V ISION =======:::: ====:t This means strengthening training institutions and creating more where necessa and encouraging lending institutions to have fair and transparent criteria for issuing loa ry . ns. Improving Tenancy Arrangements Most estates, especially those growing tobacco, use the (visiting) tenant svstem Remuneration to tenants is generally low and their returns fluctuate trom year 10 year. Also, sl1ould crops fail or prices fall, the uncompensated cost incurred during production is usually borne by the tenant. The challenge is to ensure fair returns to those involved in growing and selling tobacco. Strategic options for addressing the tenancy issue include fixing prices to an agreed proportion of auction floor prices, formalising tenancy agreements through district commissioners, encouraging tenants to form trade unions and associations, increasing access to information about estates· financial position, replacing the tenant system with a full share-cropping system and exploring and promoting more job creation programmes to abolish the tenancy arrangement. Improving Smallholder Agriculture More than 80% of the total active population in Malawi's rural areas iam, small· holdings with very low levels of production. Most are too poor to afford hybrid seeds and fertiliser and lack collateral for credit. There is also a lack of extension advice; such services tend to concentrate on modern farmers. The challenge, given that 90% of the population lives in rural areas, is to raise small- holders' incomes. Ways include improving the supply and delivery of inputs, credit technology and extension services by targeting poor farmers, by improving the link between researchers, extension workers and farmers (with the emphasis on the poor farmers) and encouraging and promoting agricultural mechanisation. Extension workers' morale could be improved through higher wages, better living conditions and training, empowering chiefs to punish those who do not follow sound soil man· agement practices and promoting the use of organic manure. Improving Marketing Systems . Prices paid for smallholders' crops remain very low. There have been attempts to lib· . . · · · and mar- eralise the marketing system of agricultural produce but distortions 1n pncing . · The strategic keting of commodities such as maize and tobacco remain. · challenge lies 117 keeping commodity prices in line with input prices and ensuring increased and evenly

76 distributed private-sector participation.This can be achieved by improving the the 11 to access health, education and training services. There must be . . of agncultural produce, encouraging smallholders to diversify to high-value era marketing toenabie . I 'th ational policy that clearly addresses issues concerning peop e w1 a coheren t n . livestock, encouraging competition in buying and selling gooos and services to ct· ps ancJ .mes Tr achieve this, the institutional framework must be reviewed to plan, exploitation through monopolies and encouraging farmers to form co-opera~rage disabidl. te a d advocate issues affecting people with disabilities, a law must be ... . esand co-or Illa . . export promo t10n 1nstitut1ons to be more aggressive in identifying overseas markets lo e slmne a Disabled Persons Equality Act (Services and Assistance to enacted . Disabled Pers ns) to ensure they have equal status and, where necessary. provide Improving Access to Land tor affirmatwe action Regarding land access, the results of a 1992/93 National Sample Suntey 01 Agriculture (NSSA) show that the poorest and the most vulnerable households in Jicy tor t socio-economic and political empowem1ent of people with disabilities Malawi are those which hold less than a halt-hectare of land. The production levels : :1be cieatr:d and a sense of confidence and spirit of responsibility inculcated of these poor households are extremely low. among peopl with disabilities. Somehow, lhe landless must gain better access to land and be shifted from high to Increasing Social Services low population density areas. Suggestions on how to do this include reviewing land General soc1 I :,ervices are sparse and of poor quality, especially in rural areas. More rent to reflect the real opportunity cost of land, developing a system to monitor the than half of Mc1lawian families live five kilometres or more from a health centre. In maximum utilisation of land and redistributing unused land. education allr Jugh enrolment rates have improved significantly since the introduc- tion of free , 11·1ary schools in 1994 , ot11er education indicalors are poor. Reducing Gender Inequality Gender inequalities are apparent in all spheres of Malawian life. Women have limited The strateg1, route to better social services depends on ensuring that heal1h and access to and control of means of production such as land, credit and technology, education " rv1ces are equitably distributed throughout urban and rural areas and and limited rights and control on 1heir reproductive health. There is a tendency to this can be lune by increasing investment in health education and water, allocating favour men over women in the provision of credit and extension services, despite the more resoi rces to rural areas, decentralising and controlling population growth. fact that in Malawi women are key producers of food. Gender issues need to be brought to the fore in all aspects of development. Improving Rural Water Supply The quam · 1ncl quality of water supplies. transport and housing infrastructure in Strategic options for reducing gender inequality include increasing women's access rural areas 11 need improvement. to and control of land, creating women farmers' clubs to facilitate access to inputs and credit, removing laws and customary practices that discriminate on gender. Water SLfJ I~ can be improved by augmenting, rehabilitating and expanding increasing access to quality educalion and health services and expanding micro- gravity-fe c11emes, rehabilitating boreholes ancl shallow wells and by digging credit schemes to women and their groups. new ones p oviding more water kiosks in peri-urban areas, protecting catchment areas and 111lcling more dams and reservoirs, developing small irrigation schemes Women should be encouraged to participate in politics and decision-making and tlieir and by c 11lish111g a rural water fund to be directly financed by communities access to employment and self-employed income earning opportunities made easier. and NGO~

Addressing Issues Relating to People with Disabilities lmprovinq Rural Transport People with disabilities represent about 2.9% of Malawi's population. Of these 93% Rural tra1, art can be improved by building all-weather roads, expanding labour live in rural areas where their problems are aggravated by a lack of infrastructure intensive I stnct roads improvement programmes, providing fiscal incentives to small 78 V ISION 79 10 2 0 VISION 2 0 2 0 and medium carriers to operate in rural areas and finding ways to reduce trans NATURAL RESOURCE AND ENVIRONMENTAL costs to enhance competitiveness, efficiency and economic growth. DOrt MANAGEMENT Improving Housing MalawIar1s want their natural resources and environment to be sustainably managed Housing_can be impro~~ for low-inco~e families ~ studying the housing sector to identity by 202r a'ld believe this will be achieved by making sure that land is well conserved constraints, by examI111ng ways to 111crease pnvate sector participation, supporfin and mar 3ged, deforestation drops to zero, adequate clean water is available and biodi- community-based initiatives in waste removal and sanitation, reviewing bank rnortgag; versity a d eco-systems are restored. rates, providing easy access to loans for building low cost houses, reducing the coot of building materials and encouraging research in technologies that will use locally available Malawia 1s need to consider the advantages of low population growth, managing.air building materials. and no·se pollution. They also need to assess global efforts to manage climate change and ottiAr environmental issues, incorporating environmental considerations at all stages , 1d improving public participation in the planning and implementation of natural resourc.... and environmental programmes Controlling Land Degradation For inst"nce, soil erosion is a serious problem facing agriculture in Malawi. In 1994, soil ero~·on in Malawi was estimated to range from 13 mVha a year to 29 mVha a year, av ·raging 20 mVha a year. This results in a yield loss of 4 - 11 %a year, equivalent to anm,JI income losses per hectare of between K1Oand K29. The cost associated with sc I erosion has been estimated at K1 ,155-million per year, which corresponds to abo ll eight percent of the country's GDP in 1994. This cost is largely that of replaci g the lost nutrients (nitrogen and phosphorus) and does not include the cost of rep,;, ing the lost organic carbon and other "offsite" costs.

The cf1allenges to controlfing land degradation are preventing soil erosion, arresting deforestation, stopping expansion of cultivation to marginal areas, ending bad 11 agricu iral practices, controlling overgrazing and reducing over-reliance on low- produc 1vity agriculture, preventing excess accumulation of algae (eutrophication) and e· ouraging properly planned infrastructure and settlements. Options for controlling land degradation include reviewing land policy, undertaking land r,-,torm and harmonising sectoral policfes to facilitate the implementation of a compr ,hensive soil conservation programme. Th~remust also be comprehensive afforestation and agro-forestry programmes. an end to anima overstocking, programmes to widen employment opportunities for rural people to :ectuct their dependence on agriculture-sand enforcement of land conservation aspects of intras ucturaJ projects. 80 81 V ISION VISION 2 0 2 0 2 9 '2: 0 c::==== " - --------- --!rl.. 11 Arresting Deforestation rnana rnent of water supply systems. Replenishmenl of surface water depends Malawi's forests are disappearing at lhe rate of 1.4% a year due to the population's total!\ 1 rainfall. which is seasonal and varies from year to year. Consequently, most dependence on subsistence agriculture. excessive sale of wood to generate income rivers rJ lakes display seasonal flow patterns and dry up to a large extent from July high population growth and dependence on wood energy. to oc , er every year. Several ways to halt deforestation exist, including reducing over-dependence on The s· tegic challenges, then, are to prevent water pollution, conserve catchment wood energy and selling wood to generate income, preventing uncontrolled bush areas ,d improve water supply systems. This means designing proper waste fires, discouraging customs and beliefs that do not value forestry resources, encouraging dispos I systems, dredging and rehabilitating dams, building multipurpose dams, long-term perspectives in managing forestry resources and better enforcement of proper managing catchment areas and river banks, constructing silt traps and forestry regulations and laws. using 1"'V water collection techniques.

These measures can be achieved by developing consistent policies and laws to guide Developing Fisheries and enforce forest conservation and administering stiff penalties to offenders, Maia~, , fisheries obviously depend on clean water, full rivers and a healthy lake but accelerating rural electrmcation and making electricity affordable, finding other forms the cha 1- nges to managing and developing fisheries include preventing environmental of energy, enhancing the effectiveness of tree-planting programmes, promoting degrada on. finding alternative income-generating activities, increasing access to agro-forestry, commercial forest ownership and forestry industries and using capital 11Jrkets, and improving the stability of annual fish availability. sustainable methods of cutting trees for fuel. Strateg1 dlternatives Include declaring river mouths protected areas, restocking In addition to all this, intensive and commercial agriculture should be encouraged, the lake 1edef1ning fisheries rights to limit access, introducing fishing quotas, ways found to diversify the country's agriculture and community participation in improv1nq fish breeding through artificial methods, developing human resources natural resource and environmental management promoted. and env onmental education, conducting an environmental impact assessment of ail p ojects that might affect fisheries and promoting fisheries-related Preventing Degradation and Depletion of Water Resources lndustn<>s The chemical contamination of streams in urban and peri-urban areas is becoming common due to the improper disposal of waste and the absence of proper biological Developing the Wildlife Sector and physical conservation measures in farmers' fields. This has led to pollution of the Malawia s IJelieve that wildlife is an important national asset. particularly for eco- aquatic environment by agro-chemicals such as nitrogen compounds through tourism and must be well managed and developed. Poaching must be controlled, run-off water. garne-depletecl areas restocked, eco-tourism encouraged and extra participatory wildlife rianagement schemes created. Due to Inadequate sanitation and other sources of organic pollution, the bacteriological quality of major rivers is poor t11roughout the year. Three-quarters of rivers show faecal To do ttw;, money must be raised to move wildlife from threatened areas. Protected coliform counts in excess of 500 per 100 ml in the dry season, which is significantly areas must be created to maintain diversity. In addition more people must be recruit- above World Health Organisation guidelines. About half of all illnesses in Malawi ed and trained to rejuvenate the wildlife sector and ecological and socio-economic are waterbome. surveys must determine wildlife resources so communities can generate Income. Although Malawi faces no serious problems of excessive abstraction of water ~e DOaching scourge must be eliminated by extra patrols - some using helicopters - resources, there are threats of depletion due to deforestation, drought and poor Joint operations on international borders and the involvement of local communities and 82 83

======::: ::::===l~ NGOs , managing protected areas. Local community appreciation of the wildliferesource must tt> ncreased through conservation awareness and education programmes. Restoring and Conserving Bio-diversity Maia, bio-diversity is threatened by over-exploitation of biological resources, habitat degra",. ,on and pollution, invasive exotic species, selective pressures arising directly and in.J actly from human activity and even climatic change. All threaten biodiversity by cac ng, among other things, the Joss of entire species, the loss of individual specie ,11thin communities and the loss of genetic variability within a species. Manag11g threats to bio-diversity involves tl1e control or prevention of deforestation, pollutror siltation, invasive species, overgrazing, population growth and bush fires and fhr1 prevention of illegal access to biological resources and the loss of indige- I nous 1-'11owledge. The preservation and managing of bio-diversity requires review of legislation and the enforctment of policies and legislation, the institutional and technical capacity to create 1 comprehensive biodiversity database, research into species conservation technul gy, monitoring of the export and import of biological materials, the promotion of comr 1unlty participation in and public awareness of bio-diversity and the conser- vation o• endangered species and habitats. Developing Human Settlements Malaw, housing and population census in 1987 reported that 84% ot all houses were g1dss thatched, 53% had mud walls and 89% had mud floors. The situation has not r'1anged much since then: about half of all existing rural houses are unfit for human habitation and few are durable. The migration of people from rural to urban areas in search of income opportunities has exac2rbated the development of unplanned settlements and squatter areas. Most of these settlements lack basic services such as potable water and proper sanitatior Poverty has worsened the situation as people inhabit shelters of unac- ceptable standards. The strategic challenge to developing and upgrading l1uman settlements is to plan Physical development, eliminate urban squatting, control unhygienic behaviour, regulate Slreet vending and provide good housing and water. This can be done by introdu 1ng physical planning to cover all settlements, enforcing building codes, enablint. 1 t1e building of permanent houses and reviewing and enforcing policies and ordina ::s on settlement patterns. The Climate and Pollution Fortuna 1y, air pollution and climate change issues are relatively small environmental concen in Malawi. However, if unchecked, they could become serious. The pre- vention air pollution and managing climate change issues require emissions of hydroc i Dons, nitrogen oxides and carbon monoxide to be monitored, hazardous substan °s and wastes to be managed correctly, ozone-friendly technology to be used rP 1lations and legislation on air pollution enacted and education promoted about climate change issues. Noise pr llution must also be controlled and this can be done by deploying people ll ·onduct baseline studies and initiate a programme of noise preven- tion, providing equipment, instruments and resources to measure noise and implement programmes, increasing the awareness of noise problems and improving monitoring. Other alternatives include establishing and strengthening institutions dealing with noise pollution, reviewing legislation, adopting a regional approach to solving some or the int1:;rnational problems and conducting baseline and periodic surveys to deter- mine the nature of and control measures for noise. Waste Management The strategic challenge to proper management of hazardous substances and wastes resides in improving laws and regulations, the institutional set-up and Infrastructure and technologies designed to deal with hazardous substances and wastes

Containing rhe problem involves formulating and enforcing the necessary laws and regulations, iricreasing financial support and human resources in institutions and improving in rastructure and technologies. Poverty and Population Malawi has a fertility rate of 6.7. This is very high, especially when combined with lhe Problem of limited acceptability of family planning. As a result, Malawi has a very high population growth rate and most women have a longer period of child·bearin 9 because they marry early and do not practice birth control A girl marries early because she believes her husband will support her but the high incidence of poverty and the belief that more children are a source of prestige and security in old age lead to large families. This increases the pressure on natural resources. The aim 1s to reduce the population growth rate and the incidence of poverty and the available options mean increasing job opportunities for the rural and urban popula- tion to reduce the pressure on land and to reduce rural-to-urban migration. Primary School Primary school education must be made compulsory to raise literacy levels and dis- courage early marriages, contraceptive programmes must be made effective and the poverty alleviation programme implemented. Political Advocacy and Natural Resources The strategic challenge to political advocacy for proper management of natural resources and the environment is increasing political will. discouraging politicians from having economic interests in natural resources and increasing environmental awareness so politicians can get tough on managing natural resources. This can be done by having every political party recognise and implement proper management of natural resources and the environment as embodied in the Constitution of the Republic of Malawi Chapter 1113d, establishing an autonomous environmental management authority as a watchdog and empowering local communities to manage natural resources and the environment. VISION 88 V ISION , 0 , 0 2 0 , 0 Annexure 1 VISION 2020 CORE TEAM Dr Henry L N 'ombe, Director Dr. AnthOny vaya. Team Leader or. Naomi N Member or Maxwel tvlKWezalamba, Member Dr. Charles Chanthunya, Member Mr. Zanga 1.<l1 S1 Member Mr. Ian Ku r da Member Mr Dan Ka 1wc1za. Member Mrs. Hend G1vah, Member Mrs. Mer KanyL ka, Member Mr. Josep ' Ch1kadza. Member \ 91 VISION 'l O 1 0 VISION 2 0 l 0 Mr.HE P Solomon, Dr. B.S.M. Mwale, Mr. G. Katsemo, Annexure 2 umversity of Malawi Students' Union Medical Council of Malawi Disabled Persons Association of Malawi Mr H11/.S. Chunga, Project Officer Mr. R.H. Martin, WORKING GROUP MEMBERS AT THE Mr. G. Mbekeani, Press Corporation Entreµrenueurial Training Economic Resources Limited RRST NATIONAL WORKSHOP ON Mr. E.P. Zitha, Ms. F .:iomile-Chidyaonga, Mr. J. Kapito, VISION 2020 HELD AT KWACHA FROM Exporters' Association of Malawi The M tfa1w Polytechnic Consumers' Association of Malawi 19TH FEBRUARY TO 8TH MARCH 1996 Mr. N.S.S. Nyirenda, Dr. s Kllaira, Centre for Social Research Mr. E.N.B. Chibwana Ministry of Malawi Investment Promotion Agency Mr E B.Chibwana, Ministry of Agriculture and Livestock Development lnkosi ya Makhosi M'Mbelwa IV, Mr. M. Tsoka, AgoCL ture and Livestock Development Mrs. E. Kalyati, Ministry of Economic Centre for Social Research Paramount Chief, Mzimba Planning and Development Dr. J. Maida, Ministry of Research and Mr J '-I 1de, Chief Kanyenda, Nkhotakota MusJi,, Association of Malawi Ms. C. Zarnba, Ministry of Economic Chief Nazombe, Mulanje Environmental Affairs Mr. A 1isiano, Malawi Police Force Planning and Development Mr. R. Chimsale, Chief Bvumbwe, Thyolo Mr. G. \,aseko Mr. A. Kapachika, Boma Lathu Council for Non-Govemmental lnkosi Mzikubola Jere, Mzimba Mr. P , I 1mutu. Ms. S. Mhura, Organisations in Malawi (CONGOMA) Chief Kaomba, Kasungu Christ, · ri Service Committee Journalists Association of Malawi (JAMA) Mr. C. Chuka, Reserve Bank of Malawi Mr s. Msowoya, Malawi Democratic Pastor J B. Mkandawire. Ms. Diana Nkulembe, Mr. A. Phambala, National Association of Union (MOU) Christ1a11 Council of Malawi Malawi News Agency Small and Medium Scale Enterprises Mr G. Sichali, UFMD Party Member Mrs. E azernbe, ADMARC Mr. R. Khumbanyiwa, Mirror Newspaper Ms. L. Semu, Chancellor College Mr. Amunandife Mkumba. Malawi Democratic Party (MOP) Mr. Mzee Makawa Dr. E. Banda. Mr. H. Kuchonde, Malawi National Democratic Party (MNDP) National College of Nursing Mrs. R. Nyirongo, Ministry of Education Hon. F.S. Mphepo, M.P. Mr. S.S. Makwinja, National Hawkers' United Democratic Front (UDF) Business Association (NAHBA) Hon. Situsi Nkhoma. M.P. Malawi Congress Pa,ty (MCP) Mr. A.F. Chikumbi Mr. D. Chimbe, Mr. J.B.L. Malange, Malawi Council for the Handicapped Malawi Export Promotion Council Mr A. Mkandawire Mr. E.B. Kadzako, Mr. c. Guta, Malawi Industrial Research Malawi Development Corporation and Technology Development Centre Mr. M.A. Banda, Press Corporation Mr. Anthony, Malawi Chamber of Mr. c. Kamphinda-Banda, Commerce and Industry Malawi Congress of Trade Unions Or. A. Mtenje, Chancellor College Col. N.W. Banda. Malawi Army Mrs Nyanoovi Kerr, women's World BankinQ Mr. George Claver, or. Lucy Binauli, Chancellor College Disabled Persons Association of Malawi Mr. J.H. Sinkhala, Ministry of Youth , Mr. Mussa Chiwaula, \ Disabled Persons Association of Malawi Sports and Culture

93 VISION 92 VISION 1 ~ , 0 2 0 2 0 ,,1 c:=: Annexure 3 Hon. Mrs. Ulian Patel, MP, Annexure 4 PRINCIPAL SECRETARIES Minister of Women. Children Affairs, Mr OCW Kambauwa, Secretary for CABINET RETREAT HELD IN MANGOCHI Community Development and PARTICIPANTS AT THE NATIONAL Forestry, Rsheries and Environmental FROM 12TH TO 13TH APRIL, 1997 Social Welfare CONFERENCEHELD IN BLANTYRE, Affairs Hon. Melvin Moyo, MP, Mr RP Ozanjalimodzi, Principal Secretary 24TH . 25TH NOVEMBER, 1997 Rt. Hon. Justin C. Malewezi, Minister of Natural Resources (Administration), Ministry of Finance Vice Presidt:mf Hon. Mayinga Mkandawire. MP. Mrs HGKawalewale, Principal Secretary CABINET Hon. Aleke K. Banda, Minister of Research and The R1~ it Honourable Justin C. tor Education Minister of Finance and Economic Environmental Affairs Ma!ewez , Vice President and Mr EC Gondwe, Controller. Department Planning and Development Hon. Mrs. Lizzie Lossa, MP, Mimste vt Finance of Office Equipment and Printing Hon. Harry I. Thomson, MP, Deputy Minister of Finance and Hon AJcke K. Banda, Mimster of Mr MM Mononga, Minister of Transport Economic Planning and Development Agricut'W"' and Irrigation Chief Immigration Officer Hon. Brown J. Mpinganjira, MP, Hon. F.G Nowa, MP, Hon Sa· 1 Mpasu, MP, Minister of Mr BEK Munthali, Minister of Information and Broadcasting Deputy Minister of Local Government lntorm,1um Secretary for Information Hon. Dr. Cassim Chilurnpha, MP, and Rural Development Hon ~1rc; Edda Chitalo, MP, Minister of Mr SDT Matenje, Solicitor General and Attorney General and Minister of Anance Hon. D. Charnaere, MP, State I the President's Office Secreta1y for Justice Hon. Dr. Mapopa Chipeta, MP. Deputy Minister of Works and Supplies Hon May nga Mkandawire, MP Minister of Mr CD Nthenda, Principal Secretary Minister of Agriculture and Hon. P. Katsanga, MP. F<xestrv Fisheries and EnvironmentalAffairs (Finance) Office of the President and Livestock Development Deputy Minister ofAgriculture and Hon RU1arcl Sembereka,MP, Minister of Cabinet Hon. Mrs Edda Chitalo, MP, Livestock Development Nationa1 Heritage Mr 88 Mawindo. Secretary to the Minister of Physical Planning Hon. R. Makuwira, MP, Hon Ka'iyoma Phumisa, MP, Minister of Minister of State (Human Resource Hon. Tim Mangwazu, MP, Deputy Minister of Education Labour nd Vocational Training Management and Development) Minister of Housing Hon. E. Phiri, MP, Hon Bu 1aunda Phiri, MP, Minister of Mr MVL Phiri, Principal Secretary to the Hon. Richard Sembereka, MP, Deputy Minister of Natural Resources State II lhP President's Office Vice President Minister of National Heritage Hon. Prof Donton Mkandawire, MP. Hon Lili II Patel, MP Minister of Women. Mr EBTwea, Registrar of the High Court Ambassador - at - Large Youth an Community Services Mr AC Gomani, Secretary tor Commerce Hon M, l,"n Mayo, MP, and Industry Minister uf Home Affairs Mr B Mbewe, Secretary for National Hon Rotis 1n Makuwila,MP, Minister of Heritage State II r1re President's Office Mr LT Golosi, Commissioner for Census and Statistics OFFICE OF THE PRESIDENT AND Mr JO Kalilangwe, CABINET Secretary for Defence Mr A.A 1ndi, Secretary to the Mr MT Chiundira, Project Coordinator, Presideo 1 md Cabinet Ministry of Lands, Housing, Physical Mr M.8 arnphambe Nkhoma, Deputy Planning and Surveys Secretar, to the President and Cabinet

94 95 Vl ISION O , 0 VISION 2. , '2 0 11 Dr {Mrs) CN Mwiyeriwa. Or ME Palamuleni, Chief Executive, TA , asakula WORKING GROUP MEMBERS Principal Secretary, Mimstry of Health National Family Welfare Council of T !\alonga George M. Claver. Human Rights Forum and Populaflon Malawi T mbedza for the Disabled Mr TAV Chande, Principal Secretary. Mrs J Makoza, Chief Executive and B.F Kandoole (Dr), Malawi Institute of Mm1stry of Agriculture and Irrigation Registrar Nurses and Midwives ,vere Management (MIM) Mr MM Matola, Secretary to the Council of Malawi Terence Jones, Resident Representatwe, Minister of State (District Administration) Mr J Chikowi, T.A United Nations Development Activihes in Mr F Mbilizi Secretary for Tourism, Council for Non-Governmental T.A seka Malawi Parks and W!ldl1fe Organisa{jons of Malawi T.A rnba lnkosi Mzikubola Jere, Mzimba Miss C Zamba, Mr L Mhura, National Road Safety T.A phuka lnkos1 ya Makhosi M'mbelwa {IV), Comptrolfer of Statutory Corporations Council of Malawi T.A umbu Mzimba Mr WJ Chawawa, Mr FC Munt11ali, Ink a Makhosi Gomarn Chief Fukamapiri, Nkhata-Bay Chief of Staff. State House, Zomba Tobacco Control Commission TA ata1ne Chief Khongom. Lilongwe Mr AM Mkoko, Secretary for Labour Dr HP Bandawe, General Manager. TA :ii mba Chief Bvumbwe, Thyolo Mr CL Mononga. Malawi Savings Bank T.A mbo Chief Kanyenda XII, Nkhota-Kota Commissioner for Taxes Mr PM Saidi, T.A ~ ntumanji Chief Chamba, Machinga Mr TA Kalebe, Secretary to the Nat10nal Chairman, Land Policy T.A t , ma R.W.S. Nyirenda, Ministry of Forestry Economic Council Reform Commission T.A. C ra G.K. Mangochi, General Manager. Mr MA Kam'malere, Secretary for Works M1SM Kakhobwe, TAN ombe Malawi Export Promotion Council Executive Director. Malawi Social TA. M da Dr. wC. Nkhoma, CHIEF EXECUTIVES OF Action Fund T.A. C 1allro Mmistry of Health and Population PARASTATALS TAB bwe Dr. S.W. Khaila, Director. Centre for Prof M Chikaonda. Governor of the CHIEFS TAt he Social Research Reserve Bank of Malawi T.A. Chikulamayembe T.A Da 1tJ1? Y. Alide, Muslim Association Mr ER Umbe, TA Mwamlowe T.A t, hkadza M.G Tsoka, Centre for Social Research General Manager, Malawi Railways T.A. Wasambo T.A C mbo F. Chidyaonga. Polytechnic Mr OC Mandalas!, Deputy Chief Execuuve. T.A. Kyungu T.A Li~ le Shadreck Z. Maziye, Elecf,t;ity SuwtY CanmiSSi<XI of Malawi TA Mwenemisuku TA er nanga Christian Service Committee Mr SO Gunde. Director General, Malawi T.A. Mwaulambya T.A.Mg,tu Elvis Thodi, Malawi Police Service lnkosi Mabulabo TA. M da H.R. Kuchonde, Malawi DemocratJC Party Broadcastmg Corporation lnkosi Chindi TAM 1ra Mr M Katsonga Phin. Cha1m1an, Mafaw, H.M.S. Chunga, Pro1ect Officer T.A. Mankhambira T.A Ch I la Chamber of Commerce and Industry Entrepreneurial Traming (POET) T.A Chulu -A Na mba Dr Calrerire Chim.venie. ExwllAe Sfx:retary J.C.K. Mhango, Ministry of Economic T.A. Lukwa TA Sto, Planmng and Development Malaw, Naffmal Examinatms Board r.A Mwadzama T.A Ny1 cla Mrs GW Chikoko. Electoral Commission Joel Kasanga, M1111stry of Information Captain AC Mkana. General Manager. TA. Kanyenda William W. Liabunya, Department of Malawi Lake Services T.A. Kalumo Energy and Mining

n -r f, Esther Chioko, General Manager. JOURNALISTS Mrs E M'mangisa, Ministry of Research Terence Jones, UNDP Smaff Enterprise Development Thengo Chirombo, Malawi Broadcasting and fnvironmental Affairs G.W.E.S Seate, South African Embassy Organisation of Malawi Corporation Mrs Ann Kulemeka, H.E. Col Haamaundu, N.S.S. Nyirenda, Don Mafuwa Malawi Investment Promotion Agency Zambian High Commission Malawi Investment Promotion Agency Diana Nkhulernbe, Malawi News Agency Mrs • gness Katsonga, S.L. Mhura, George Thukuwa, Weekly News Custums and Excise NON GOVERNMENTAL Journalists Association of Malawi Ramsey Khurnbanyiwa, Mirror Newspaper Mrs Alice Thomas Konyani, OILCOM ORGANISATIONS D. Nkhulembe, Malawi News Agency Felix Mponda, BBC, AFP, JPS Dr. Vera Chirwa, Human Rights Activist David Nangoma, CURE Mrs. R. Nyirongo, Likuni Girls Secondary Hazwell Kanjaye, UNDP Into. & Pub Aft Jus1ir;e Anastazia Msosa, The Judiciary H.M.S. Chunga, WWB School Patricia Chipungu, Malawi Broadcasting Mrs r\lmy Nkosi, Mrs F. Kaufulu, FINCA E.B. Kadzako, General Manager, Corporation Anance Company of Malawi Sam Kakhobwe, MASAF Malawi Development Corporation W.H.N. Kumwenda, Malawi Mrs J;rnet Karim, Independent A.E. Phambala, NASME Dr. H.H. N. Kabwazi, Chancellor College Broadcasting Corporation Ne11t::,1Japer N.F. Kamvabingu, NASME Pastor R.J. B. Mkandawire, Christian Catherine Mwase, Joy• ·P Ng'oma, Plan International Council of Malawi Independent Newspaper Maia v, Broadcasting Corporation Ms Phyllis Horea Brigadier M.D. Chiziko, Army Charles Chikapa, Malawi Broadcasting Kate a1nja. Malawi Congress Party Mrs J.P. Mabangwe. DIPAM Headqua,ters Corporation Christon Moyo, Ministry of Health and Chipiliro Matiya RELIGIOUS PROMINENT BUSINESS PERSONS Population Makachi Chirwa, Malawi Broadcasting ORGANISATIONS/CHURCHES Mr. Gaudy Maluza, Tayamba General S.S. Makwinja, National Hawkers' Corporation Rev ,.,.,, r Kansilanga, Dealers Ltd Business Association (NAHBA) J. Kasanga, Information Department Blanlr ,, Synod. CCAP Mrs Makawa, Boadzulu Holiday Resot1 Mrs.M. Nyandovi-Kerr, Ms. Stella Mhura, Journalists Rev. 1-alher Howard Nasolo, Mrs Maina Mkandawire, Bambino Womens' World Banking Association of Malawi Ang/inn Church Private Schools Hon. S.J. Situsi Nkhoma, M.P J.H. r-alumba, Zambezi Evangelical Malawi Congress Party MILLENNIUM INSTITUTE Churr·r1 OTHER PARTICIPANTS F.S.O. Kakatera, United Nations (WASHINGTON DC, USA) Rev S c Banda, Assemblies of God Mr. LB. Mhango, Educational Scientific Cultural Gerald 0. Barney - President D.R. w1 ldowson. Salvation Army Department of Energy and Mining Organisation Lin Zixin Rev. 'J1xon Chiwala, Churches of Christ Mr. P. Nyirenda, Chancellor College Professor Seyani, National Herbarium Douglas Symalla Mrs. G. Sungitsa B.F. Chikhadza, Ministry of Education DONOR COMMUNITY Mr. Luke Banda, PROMINENT WOMEN A. Ba_;, 'Jne, UNICEF MinistJy of Relief and Rehabilitation YOUTH REPRESENTATIVES Mrs Eunice Chipangula, Malawi A.Al • WFP Mr. E.J. Namanja, Mr. Chiume, Chancellor College Broadcasting Corporation T. Tar ·in1oto, JICA Malawi Posts and Telecommunications Keith Lipato, Malawi Colfege of Nurs1i1g Dr. Edrine Kayambazinthu Jeror I io R.F. Chivari, Mr.M. Sibande, Ministry of Finance K.H. Mleme, Malawi College of Mrs Margaret Khonje, UNICEF MoZEr o,can High Commission Mr. H.E. Solomoni, University of Malawi Accountancy Dr. Kelita Kamoto, Malawi College of Andre, 1 Sisson, USAID Dr. C. Chilimampunga, Chance/for College Medicme Bo Je, ;;en. Danish Embassy, Mr. D.V. Kampani

98 VISION ll o. 1 0 VISION 99 2 0 12 0 r Mrs. L.R. Kamlengeni, Ministry of Mr. Y.E. Kamphale, Ministry of Economic Annexure 5 C.S.R Chuka, Rese,ve Bank of Malawi Women, Children and Social Welfare Planning and Development Charles Machinjill, Mr G.O.G. Ch1mbamba Mr. F. Mbeya, Ministry of Economic LAUNCHING CEREMONY OF VISION National Statistics Office Mr F.B. Mzoma, Disabled Persons in Planning and Development 2 DOCUMENT HELD AT CHICHIRI Chris Kamphinda-Banda. Malawi Mr N. Chikhungu, Ministry of Economic CO i=ERENCE CENTRE HALL, Congress of Trade Unions Malawi Mrs Fanny Mbawa, Ministry Economic Planning and Development B lTYRE ON 31 ST MARCH, 1998 A.M. Kamazizwa, Mr. E. Chilima MinistJy of Economic Malawi Congress of Trade Unions Planmng and Development Mrs Rhoda Eliasi. Ministry of Economic Plannmg and Development A hambala. National Association for E.R. Ch1mwaza, Ms E. Kamwendo, Ministry of Economic S11 11 and Medium-Scale Enterprise National Pu/Jl1c Events Office Planning and Development Planmng and Development (N f) S.S.L. MakwinJa. Nalional Hawkers' Mr Derick Zanera, National Statistical H uwa Pnnc1pal Secretary. MimstJy Business Association (NAHBAJ Office PROTOCOL of_ JSflce & Constitutional Affairs Amunandife Mkumba, H. Kambwembwe, Mimstry of Foreign Ettc ~1'mangisa, United Nations Malawi Democratic Union (MDU) MALAWIANS ABROAD Affairs De lf)ment Programme CV. Kang'ombe. Ministry of Women. J Msolomba, Mozambique C. Hara, Mm1stry of Foreign Affairs Em S Kampini. Youth, Children and Social Welfare John Lwanda, Umted Kingdom Mrs Chikuta, Ministry of Economic Mat, ,, Congress of Trade Umons Makachi Chirwa, J. Mapanje, United Kingdom Planning and Development G ~ nd1wa, Principal Secretary. Malawi Broadcasting Corporauon Or. Lucy Maliwichi, South Africa Mrs Mwasikakata, Ministry of Economic Dep2rrment of Energy & Mining Dixies S.M. Kambauwa Plannmg and Development Pas ~.J.B. Mkandawire, Press Corporat,on Umited TECHNICIANS Ms Kadokera, Ministry of Economic Chr I an Council of Malaivt Henry R. Kuchonde, S.T Mwimba, Reserve Bank of Malawi FB. Ndawala, Reserve Bank of Malawi Planning and Development L.S Siwande MinistJy of Works Malaivi Democratic Party Ms Kachigamba, Ministry of Economic B.B 1w1ndo. Pnncipal Secretary. N.E. Kamvamb1ngu, National Association C.R. Kumsinda, Reserve Bank of Malawi Planning and Development Dep rt,11ent of Human Resource for Small and Medium Scale Enterprise Ma Pment and Development (NASME) NURSES OFFICIALS H.S ~betewa, Principal Secretary, P Katemecha, Deloitte & Touche L.S. Mwalola. Queen Elizabeth Central Mr. F.Y. Mwathengere, Ministry of Mm r,y of Local Govemmenl and Rural A. Chisiano, Commercial Bank of Malawi Hospital Economic Planning and Development Devt oment M.G. Chilunga, Nauonal Public Events A.K Mhango , Queen Elizabet/1 Central Mr. Kach1kopa, Ministry of Economic H.\lv J Kumserema, Pnnc,pal JI. Kanjelo. Transport and General Hospital Planning and Development 51:1 •> Ministry of Lands. Housing, Wol1<ers Umon R.F. Kammwamba, Queen Elizabeth Mr. Zimalirana, Ministry of Economic Ph} al Planning and Surveys Chief Makanjira, Mangochi Central Hospital. Planning and Development HE omon, University of Malawi Chief Laston Njema. Mulanje Mr G.S.Z. Jere, Ministry of Economic McP sor C.H Jere. Chief Nankumba, Mangoch1 ORGANISERS Planning and Development Mm · of Education Chief Kanyenda, Nkhotakota Mr. F. Kadewere, Mimstry of Economic lnko. 1 11 Makhosi M'mbelwa IV, Mzimba Chief Mwamlowe, Mlowe Planning and Development V.C E da, Anti-Corruption Bureau Chief Fukamapin VII, Nkhata Bay Has Yad1d1, L.S.P Banda. Maia. Broa<tcastmg Corporation Ministry of Relief and Rehabilitation

IOI 100 VISION VISION 1 0 1 0 2 0 J 0 'I Dr. Paulos B.T. Nyirenda, Joseph C.K. Mhango, National 0 c. v,, Kambauwa, Principal Secretary, M.A. Kammalere, Principal Secretary, Chancellor College Economic Council Ministry of Lands, /-lousing, Population & Ministry of Forestry. Fisheries & M.W. Matemba, Principal Secretary, G.S.Z. Jere, National Economic Council Surveys E11vironmental Affairs Ministry of Education Frank R. Mwambaghi, Ministry of Health Benard W. Zingano, Principal Secretary, T.R O'Dala Principal Secretary, F.S.D. Kakatera, United Nations and Population Ministry of Education (Mzuzu University) National Economic Council Educational Scientific Cultural Fern Sadyalunda, M.M. Mononga, Chief Immigration B.E.K. Munthall, Principal Secretary, Organisation Ms. C. Zamba Comptroller, Statutory Officer, Immigration Department Mmistf1 01 Information Dr. A.O. Mtenje, University of Malawi Corporations Mrs. rv G Kawalewale, Principal C.L. Mononga, Commissioner of Taxes, Centre for Language Studies Andrew L. Banda, Ministry of secretan National Research Council Income Tax Department R.L. Gondwe, Parliament Commerce & Industry Mr. M vL Pll1ri, Principal Secretary, E.F. Malenga, Principal Secretary, BZ. Mbano. Domasi College of Education D.M.H Zanera, National Statistical Office Office of rhe Vice President Office of the President and Cabinet James E. Chipeta, University of Malawi Bilson ltaye, Lakeside Foods Industries J.D. Kahl ngwe, Principal Secretary, T.A. Kalebe, Principal Secretary, M.G. Tsoka, Centre for Social Research Mrs. M.D. Nowa-Pl1iri, Principal Minis/ of Defence National Economic Council Chief Samba, Blantyre Secretary, Ministry of Education M.B. Mbc1ive Principal Secretary, M.M. Matola, Principal Secretary, W.H.N. Kumwenda, Malawi Mrs. Joan M.G. Makoza, Nurses & Natiom Hentage Office of the President and Cabinet - Broadcasting Corporation MidwJVes Council of Malawi Z.K. Me• 1 Principal Secretary, District Administration Hassan Goba, M.C.C. Mkandawire, Judiciary Ministr· of Foreign Affairs E.J. Kalyati, Malawi Broadcasting Corporation Dr. Benson F. Kandoole, Malawi Institute A.M. M ,oko, Pni1cipal Secretary, United Nations Development Programme Brian Mtonya, Ministry of Commerce of Management Mimstrv Jf Labour & Vocational Training & Industry G. Zimalirana, National Economic H.B. Kalongonda, Auditor General, M.D. Chiziko, Malawi Army Council National 1udit Office Mrs. Fanny Mbawa, L. Kachikopa, National Economic National Economic Council Council A.K. Mkangama, Francis Mbilizi, Principal Secretary, National Economic Council Ministry of Tourism, Parks & Wildlife Edrinnie Kayambazint11u, S.M. Kakhobwe, Executive Director, University of Malawi Malawi Social Action Fund Lucy S. BinauH, University of Malawi E.C.R. Gondwe, Controller, Mrs. Maina J. Mkandawire, Department of Office Equipment Bambino Private Schools and Printing Mrs. M. Khonje, Ministry of Education Dr. J.H.A. Maida, Principal Secretary, R.H. Chakhame, Ministry of Transport National Economic Council Lewis B. Ml1ango, Department of Energy Bo Jensen, Danish Embassy & Mining Ibrahim Jambo, Muslim Youth Dr. Catherine Cilimwenje, Malawi S.J. Situsi Nkhoma, MP, Malawi National Examination Board Congress Party L.F. Golosi, National Statistical Office

102 103 VISION 2 2 0 0.. VISION 2 0- 1· 2 0