DEPARTMENT OF IMMIGRATION Integrated Strategic · PDF fileDEPARTMENT OF IMMIGRATION...

DEPARTMENT OF IMMIGRATION

Integrated Strategic Plan and Implementation Plan

2013 - 2018

July 2013

CONTENTS

Pages

Foreword ..................................................................... 2

Preface ..................................................................... 3

Executive Summary......................................................... 4

Acronyms ………......................................................... 4

Chapter One INTRODUCTION

1.0 Introduction and Institutional Framework…………….. 7

1.1 Introduction – Historical Profile…………………………… 7

1.2 Rationale of this Strategic Plan…………………………… 7

1.3 Methodology 8

1.4 Organisation of this Strategic Plan ………………………. 8

CHAPTER TWO SITUATIONAL ANALYSIS

CHAPTER THREE STRATEGIC PLAN

Introduction ………………………………………………………… 9

Mandate ................................................................................... 9

Vision ................................................................................... 9

Core Values ................................................................................. 9

Strategic Outcomes and Strategic Outcome Targets ……… 10

CHAPTER FOUR OUTPUTS AND ANNUAL OUTPUT TARGETS

Introduction ...................................................................................... 12

Annexures ........................................................................................

Implementation Plans and Action Plans ...................................... 16

FOREWORD

PREFACE

ACRONMYS AND ABBREVIATIONS

Admin Administration

BRP Business Resident Permit

BSC Balance Scorecard

DoI Department of Immigration

ISIP Integrated Strategic Implementation Plan

HIV/AIDS Human Immunodeficiency Virus/Acquired Immunodeficiency

Syndrome

KIA Kamuzu International Airport

MGDS Malawi Growth and Development Strategy

PRP Permanent Resident Permit

RP Resident Permit

TEP Temporary Employment Permit

ToRs Terms of Reference

Chapter ONE

1.0 INTRODUCTION AND INSTITUTIONAL FRAMEWORK

1.1 Introduction

The development of this Integrated Strategic Implementation (ISI) Plan is in response to

the unique background of the Department of Immigration and the on-going reform

programme that the Government of Malawi has adopted in strengthening capacity for

improved delivery of services to the general public. Since the Government of Malawi

formally took over Immigration services from the Federal Government based in the then

Rhodesia (now Zimbabwe) on 1st January, 1964, the Department of Immigration has

existed and delivered services as part of the Malawi Police Services, Office of the

President and Cabinet, and currently as part of the Ministry of Home Affairs and Internal

Security.

The Department of Immigration exists under the Ministry of Internal Affairs and Public

Security. An overall responsibility for institutional management and development is with

the Chief Immigration Officer who is the Head of the Department. Currently, the

departments‟ headquarters is in Blantyre and for operational ease the services are

provided in three zones namely: Southern, Central and Northern Region, which oversee

various other Immigration offices and border posts throughout the country.

These frequent changes in institutional arrangements impacted upon organisational

effectiveness and efficiency in the provision of its core services and created uncertainty

as regards its future. The ISI Plan will assist the department to better focus both on the

future direction by addressing all key challenges and constraints and take advantage

of the unfolding opportunities. The Strategic Plan has been aligned with the Malawi

Growth and Development Strategy (MGDS) which is MGDS is the overarching

operational medium-term strategy for Malawi designed to attain the nation‟s Vision

2020.

1.2 Rationale of this Strategic Plan

DoI has developed this ISI Plan in order to:

Set a clear direction for the future

Manage our operations for results

Facilitate performance improvement

Address stakeholders‟ needs and expectations

Plan for change

Increase efficiency

Improve decision making

Improve understanding and better learning

Enhance organisational capabilities

Increase political support

1.3 Methodology of Developing the Plan

This ISI Plan is a product of extensive consultation and preparation. The Department‟s

top management team and other cadres have held major consultative meetings

where they brainstormed on the Department‟s internal and external environment to

determine the strategic issues. These consultations enabled various interest groups to

give input and also build initial ownership of the final strategy.

Secondary data, including government policy documents, Malawi Growth and

Development Strategy (MGDS) II, and the guidelines for the preparation of strategic

plans from DHRMD have been used to inform the new strategic direction.

1.4 Organization of this Strategic Plan

This Strategic Plan is presented in 5 parts, and takes into account all the requirements of

the guidelines from the Malawi Government approach with an integration of the BSC,

MGDS II and Malawi Vision 2020.

The Strategic Plan is presented in Four chapters with annexures.

Chapter One gives the background information on DoI, and the rationale, methodology

and organization of the Plan. Chapter Two contains the Mandate of the Department as

well as its Mission, Vision and Core Values that are promoted and upheld by

management and staff. This dictates how responsibilities are carried out and provides

the ethos that DoI stands for.

Chapter Three contains Strategic Outcomes (objectives) and Strategic Outcome

Targets. These are the big goals that the Department intends to achieve by the end of

the five years from 2013. These big goals or strategic objectives, as they are sometimes

called, have set targets against each Strategic Outcome that must be achieved by a

given date. Achieving the set targets leads to achieving the mandate and mission of

the Department and thereby the DoI realizing its vision.

Chapter Four contains Output and Output Targets. These are the tangible goods and

services that the Department is going to do when they must be carried out in order for

the Department to achieve the targets outlined in the Strategic Outcome Targets.

These targets are divided into manageable portions that are to be done each year of

the five year period in progression.

Annexures contains 2013 Implementation Plans and Action Plans. Implementation

Plans are the tasks that are to be carried out by the Departments and Sections within

specified time frames. Furthermore, under each task fall specific Activities that must be

carried out by specific position within stipulated time frames.

CHAPTER TWO

2.0 SITUATIONAL ANALYSIS

2.1 Introduction

This Chapter starts with a review of the implementation of the past Strategic Plan 2007 –

2011. The achievements, challenges and lessons learnt are identified.

2.2 Performance Review

2.2.1 Achievements

i. Service Charter development

ii. Recruitment of new talent -300 new recruits

iii. 30% Automation of the system

iv. 10% Improvements in physical infrastructure - junior staff houses

v. 30% Improvements in ICT infrastructure

vi. 70% Improvements in staff welfare and recruitment of new talent

vii. Revenue generation meeting budgetary requirements.

2.2.2 Challenges

i. Ever-growing demands of Malawian passport

ii. Response to customer demands as captured in evaluation reports, leading to

improved customer satisfaction index

iii. Under-staffing

iv. Inadequate funding

v. Lack of essential equipment and machinery for operations such as patrol on

lake Malawi and along borders

vi. Malawian borders are porous as such it make is difficult to control illegal

immigrants

vii. Increased Influx of illegal immigrants

2.2.3 Lessons learnt

i. Need for constant consultation with key stakeholders and partners for enhanced

ownership and pulling in the same direction

ii. Need for continuous lobbying for funding and policy forums

iv. Acquisition of adequate human and financial resources to successfully implement

the identified strategies

v. Need to continuously improve the performance management system through lessons

learnt; improving performance measurement tools; continuous performance monitoring

and evaluation

vi. Need to formulate a reward system that enhances staff morale and consolidates

efficiency in work performance

vii. Implementation of the strategic plan can be a major challenge. There is therefore

the need to identify a team made up of champions for implementing this strategic

plan.

2.3 Environmental Scanning

As part of the process of developing this strategic plan, an assessment of the current

and potential factors that are likely to affect Department of Immigration‟s operations

was undertaken with a view to determining what changes may be needed in its

outcomes, targets and/or activities. This is to ensure that the newly planned tasks and

activities are within the Department‟s administrative, technical, professional and

financial capabilities.

The factors that comprise DoI‟s environment may present opportunities that will enable

the Department to achieve its outcomes sooner, or with fewer resources. On the other

hand, there may be situations that reduce the Department‟s capacity to attain stated

outcomes. The degree to which these factors will affect DoI‟s operations will also

depend on its internal strengths and weaknesses. In this regard therefore it was

necessary that the Department‟s opportunities, threats, strengths and weaknesses be

identified as a prerequisite for identifying the strategic themes, outcomes and the

overall development of a Strategic Plan that adequately takes account of the factors

within which it will be implemented.

The political, economic and social environment in which the Institute operates has

significant influence on its performance. Cultural, economic and regional diversity are

critical environmental changes that influence demands for DoI‟s products and services.

In determining the future thematic focus of the Institute, the various factors that impact

on sustainable delivery of both core and noncore services are identified as being either.

2.3.1 External Environmental Factors

External environmental trends and events have had decisive influences on the DoI‟s

ability to provide customized programs and services to its clientele. Scoping the

external environment is fundamental in repositioning the Institute at the epicenter of

providing quality services to the general public in areas of border control and issuance

of travel documents, residential and work permits, Visas as well as Citizenship to eligible

persons. To continue playing a leading role as a safe and secure Malawi, the following

external environmental factors have significant weighting.

The Physical Environment

The Department of Immigration Headquarters is allocated in the regional government

headquarters (South) which within the commercial city of Malawi, Blantyre. This creates

a great challenge as this is far away from the capital city where a lot of government

offices are allocated. Operational costs are relatively high and the building is not

conducive for the nature of its business. DoI would like to have a purpose built building

to suit the nature of its business.

Political–Legal Environment

The Department derives its legal mandate from two Acts: the Citizenship (CAP 15:01)

and the Immigration Act (CAP 15:03) under the Laws of Malawi and the Republic of

Malawi Constitution under Section 47 to manage people entering or leaving the

country and issue relevant documents and Citizenship to eligible persons in order to

uphold the security of the state.

Political Change

This is a very significant as the strategic plan is to address elements attributed by the

political challenges stipulated by the change in political systems which creates a direct

effect in the operation of the department over time in a number of ways:

a) Change in Principal Secretary who can have a differing view of the operation of

the department.

b) Change in the minister and deputy minister responsible

c) Change in the ministry responsible in the department of immigration. This would

cause a lot of challenge as the strategic plan of the department might face

integration challenge considering differing ministry perspective of the meaning

of strategic plan.

d) Change in governments over the period of time that affect and creates a

challenge as political will of the governance of the department might differ with

each government manifesto.

Apart from the changes in the Political Landscape in Malawi, other changes in the

region e.g. SADC, AU, EU or even changes in the Global Politics will change the way the

department operates.

Already the issues of illegal migration are on the increase due to the instability in the

East African region mainly in countries such as Sudan, Somalia and others.

These present greater opportunities for DoI to enhance its border patrol operations and

procure essential equipment and machinery to be used for the patrols on Lake Malawi

and along the borders within this plan period. In as much as these opportunities present

themselves to DoI from the political environment, there is a possibility that the policies

might change during the plan period due to political fluidity and given that the next

General Elections fall within the plan period. Also, there might be diversion of resources

to more priority areas occasioned by the prevailing financial difficulties.

Social-Cultural Environment

DoI operates in a social-cultural environment in which the Department is forefront in

sharing knowledge and skills through a conscientious approach in changing behaviours

and attitudes towards the government‟s clarion call of a „raising the bar of excellence‟.

The Government plans to build DoI to be a Centre for Public Sector Reform by

inculcating a culture of public sector Values and Ethics. As the nature of the job

involves mobility within and outside Malawi, the DoI has set in place a HIV and AIDS

workplace programmes that aims at taking care of those affected and infecting. The

ultimate theme of DoI is to make the World AIDS Day 2013 these "Getting to zero: zero

new HIV infections. Zero discrimination. Zero AIDS related deaths" implemented in the

department. The department also strives to achieve a zero tolerance to corruption as its

image in the past has been dented by issues of corruption thereby devaluing also the

Malawian passport. In the past many Malawians and non-Malawians were obtaining

the Malawians passport fraudulently leading to the passport of Malawi losing credibility

hence some country which were not requiring Malawians to have visa starting to

require a visa on entre into those countries.

We recognize the fact that today‟s society is more informed and responsive to issues of

accountability, with increased demand for more quality and improved service delivery.

Therefore the role of DoI in driving for change in culture within the Public Sector cannot

be over-emphasized. With the Department‟s clientele having higher expectations, the

DoI will adopt a proactive, results oriented approach to work and become more

responsive to new ways of doing things that address these socio-cultural issues.

Economic Environment

The Government put a concerted effort into the implementation of the Economic

Recovery Strategy (ERS) on wealth creation and employment, which resulted in

economic growth. This economic growth was expected to translate into increased

opportunities for business, improved investor confidence and donor support to reform

initiatives especially in capacity building, thereby presenting greater business

opportunities for the Department. However, the global financial crisis and economic

melt-down continues to adversely affect economic performance both locally and

internationally. It threatens investments and economic growth in Malawi which could

have adverse domino effect on the performance of other sectors.

Technological environment

Technological advancements have over time had decisive influences in the execution

of the DoI‟s mandate. There are opportunities to be exploited in the technological

environment including the productive utilization of internet.

These technological advancements can be used for product

development/improvement and service delivery; especially given that clientele are

more sensitized about these advancements thus they have higher expectations

regarding service delivery. Technological advancements that DoI can tap include:

i. Computerisation of Permit issuance system:

a) Business Resident Permit(BRP)

b) Permanent Resident Permit (PRP)

c) and Temporary Employment Permit (TEP))

ii. Automation of the whole system of migration in Malawi.

iii. Development of online payment of the services.

This will ease doing of business in Malawi leading, thereby attracting more investors and

tourist ultimately leading to economic recovery and economic growth.

Regional Environment

The political unrest in the Central Africa Region, Burundi, Rwanda, DRC, Ethiopia, Eretria,

Sudan and Somalia poses a major threat to influx of illegal immigrants. Many of them

use Malawi as a conduit to go to other surrounding and near countries. Malawian

borders are porous in the sense that many parts of our borders are not guarded and we

do not have regular patrols due to lack of resources. DoI does not have marine patrol

equipment to use on Lake Malawi and yet a good number of illegal immigrants enter

Malawi through the districts along the lake.

2.3.2 Internal Environmental Analysis

Leadership and Governance

DoI has new minister responsible for Home Affairs which is a ministry under which DoI

falls; there is also a new Principal Secretary and new management at the Department‟s

headquarters. Usually for reforms to be effectively implemented it has to start with

change in management. This change in management poses as an opportunity for DoI.

Organizational Structure and Culture

The current organizational structure, while addressing most operational issues, fails to

give prominence to the need for monitoring and evaluation, Quality Management

System, and the effective implementation of the approved corporate strategy. DoI has

made significant steps in transforming its organizational culture from the old civil service

attitude of “business as usual” to a results oriented working culture. But this initiative

requires continuous effort.

Knowledge, Skills, Experience and Competencies

DoI has qualified and competent professional staff, but number of posts filled is still not

enough for its effective operations. The department has to put in place deliberate

strategy in reinforce recruitment and selection of new members of staff to fill the vacant

posts in order to fulfill its mandate.

Internal Business Processes

DoI has just gone through a functional review recently. However, the Department

needs to carry out regular audits of its internal business processes to ensure quality

service delivery. Additional strategies will be formulated to deal with weaknesses and

bottlenecks identified in attempts to comply with the needs and expectations of its

clientele.

Policies

The DoI need to develop policy guidelines on how to carry out practically all its

operations. These have to be consolidated into one document that will be under

regular review and update.

Information Communication Technology

(ICT

Although the DoI has made commendable efforts to improve its ICT infrastructure, it‟s

not yet up to the required levels in terms quantity, modernization and utilization. There is

still room for the DoI to implement state of the art systems that shall directly impact on its

effectiveness in service delivery, internal business processes, workflow and document

imaging and archival.

Financial Base

DoI has not been able to meet its budgetary requirements for several years. This

strategic plan is ambitious enough to require external financial assistance. It is also

necessary to diversify the revenue base of the DoI, given that most of the revenue

currently comes from the Government account number one.

2.4 Strengths, Weaknesses, Opportunities and Threats Analysis

A SWOT analysis is a comprehensive analysis of both internal and external factors that

may affect an organization‟s performance. The situation analysis in the previous

sections has revealed a number of Strengths, Weaknesses, Opportunities and Threats

which are summarized in following

STRENGTHS

• Unparalleled knowledge of the public sector arising from capacity building in public

administration and management

• Qualified and competent professional staff

• The department is legally mandated to do its operational performance

• Capacity to generate more revenue

• making a serious attempt at curbing corruption.

OPPORTUNITIES

• High demand for Malawian passport

• Government‟s commitment to boost tourism industry

• Emerging regional markets

• Delivery of products and services through electronic means

• Investors and potential investors that would like to invest into Malawi‟s various trade

ventures such as mining, trade, agriculture etc. etc.

WEAKNESSES

• Inadequate physical infrastructure

Inadequate human and financial resources evidenced by lack of human resource

plan

Inability to attract, retain and motivate competent staff

Lack of training initiatives to train less qualified immigration workers in order that the

personnel who appreciate their work skills and understanding.

Lack of work orientation.

Absence of deliberate policy to recruit some fresh graduate in line with the

department job description challenges.

• Declining work ethics

Unavailability of own training institution

Poor record management system THREATS

• Unavailability of own chapter in the Republican Constitution

• Lack of local and international training programmes

• Outdated Immigration and Citizenship acts

Increased number of illegal immigrants

Original but fraudulently generated travelling document due to corrupt internal

human resources system

Regional conflicts and wars

2.5 Stakeholder Analysis

The Department has an obligation to deliver on the demands and expectations of all its

stakeholders. Satisfying external stakeholders is crucial to fulfilling our mandate whereas

satisfying our internal stakeholders is crucial because winning their commitment is

critical in the provision of efficient and quality services to customers. Key stakeholders

include:

i. The Ministry of Home Affairs, Department of Immigration and staff

ii. Foreign Embassies and High Commission offices

iii. Investors and Business persons

iv. Tourists

v. Visitors from other countries

vi. Malawians

vii. Malawi government Ministries, Departments, Local Authorities, Statutory

Corporations and Government Agencies

viii. Private sector organisations

ix. Non-Governmental Organisations (NGOs) and Civil Society Organisations (CSOs)

x. Faith Based Organisation (FBOs)

CHAPTER THREE

3.0 STRATEGIC DIRECTION

3.1 Introduction

The strategic direction of the Department of Immigration comprises of its mandate,

core functions, vision, mission, corporate values, strategic themes, strategic outcomes

and targets, output and output targets, annual implementation plans and action plans.

They are specified in the following sections.

3.2 Mandate

A mandate prescribes what must or should be done under the organization‟s charter

and policies, as well as under various laws, codes and regulations. The Department of

Immigration is governed by two Acts: the Citizenship (CAP 15:01) and the Immigration

Act (CAP 15:03) under the Laws of Malawi and the Republic of Malawi Constitution

under Section 47. Specifically, The Department of Immigration is mandated:

1. To control people entering and leaving the country in order to uphold the

security of the state;

2. To process and issue Travel documents to eligible people in accordance with the

International Civil Aviation Organisation (ICAO)

3. To process and issue Malawi Citizenship, Residential and Work Permits, and Visas

in accordance with the existing policies

4. To monitor, track, apprehend, prosecute, deport and repatriate illegal

immigrants in order to promote security of the country and safeguard

employment for Malawians

3.2 Core Functions

Our principal services are; processing and issuance of travel documents, citizenship,

visas and permits to eligible persons and also management (apprehension,

prosecution, deportation or repatriation) of illegal/ irregular migrants. These are in

three key functional areas:

i. Passport

ii. Permit

iii. Citizenship

3.4 Vision

To be Well Secured and Managed Migration for Malawi.

3.5 Mission

To provide sound migration management and achieve timely issuance of relevant

documents to eligible persons for national security and socio - economic development.

3.6 Corporate Values

Core values are “What We Believe In” organization-wide; they determine the “norms”

or standards of acceptable behavior in our day-to-day operations. The following values

form the basis of our corporate culture

i. Efficiency and effectiveness: We believe in delivering our services successfully

with utmost speed

ii. Selflessness: We value more about customer needs and happiness than our own

when delivering our services.

iii. Good customer service: We value fair treatment of our customers with courtesy

and politeness as well as good public relations.

iv. Transparency and Accountability: We believe in being open and accountable

to our customers and stakeholders for the services we offer and the decisions we

make.

v. Integrity and honesty: We value discipline, good conduct and adherence to

rules, regulations and procedures.

vi. Responsiveness and resourcefulness: We believe in listening to, acting on views

and exploring new ways that can help to improve our service delivery.

vii. Mutual trust: We believe in trusting each other and our customers at large.

viii. Innovativeness: We value integrating new ways and initiatives to improve the

quality of our service.

ix. Flexibility: We believe in creating a system that can easily adapt to changes in

the environment in which we operate and to our customers‟ needs and

demands.

x. Justice and Fairness: We value making choices based solely on merit when

making public appointments, procuring goods and services, awarding contracts

or recommending individuals for promotion rewards and benefits.

xi. Leadership: We strive to excel in all our endeavors, be an example to others and

encourage others to follow our footsteps by being role models

xii. Nationalism and Patriotism: We strive to promote the pride of our country and its

people in the execution of our services, as well as being loyal to the Republic of

Malawi whilst abiding by our duties and responsibilities as citizens of Malawi.

3.7 Strategic Themes

Through the situation and SWOT analysis, four critical and priority themes have been

identified. All activities in the plan revolve around these themes. For each theme, there

are several strategic functions that shall inform the operational delivery of the plan.

Strategic outcomes, implementation plans and action plans have been formulated for

each theme. The themes in order of priority are:

i. Customer Satisfaction

ii. Business Growth and Development

iii. Human Capital Development

iv. Financial Self-Sustainability.

3.8. Strategic Outcomes

1) Meet Public Needs and Expectations

2) Enhance the Processing and Issuance of Travel Documents

3) Improve the Issuance of Malawi Citizenship

4) Improve the Processing and Issuance of various Immigration Permits

5) Improve the Processing and Issuance of Visas

6) Enhance the Management of Migration

7) Develop Human Capital

8) Improve Institutional Capacity

9) Broaden the Revenue Base

3.9 Strategic Themes, Strategic Outcomes and Targets

Theme 1: Customer satisfaction

Strategic Outcome 1

Meet Public Needs and Expectations

Target

1.1 Number of Complaints reduced by zero by 2017

Output

Number of Complaints reduced

Strategic Outcome 2

Improve the Processing and Issuance of Travel documents

Target

2.1 100% Travel Documents Applications processed by 2017

Output

1. Travel documents applications processed

Target

2.2 1,555,000 Passports issued by 2017

Output

1. Passport issued

Target

2.3 Travel Documents Cases of Forgery reduced by 100% by 2017

Output

1. Travel documents security enhanced

Strategic Outcome 3

Improve Processing and Issuance of Citizenship

Target

3.1 100% Citizenship Applications processed by 2017

Output

1. Citizenship Applications processed

Target

3.2 95% of Citizenship Applications approved

Output

1. Citizenship Certificates issued

Target

3.3 Citizenship Cases of Forgery reduced by 90% by 2017

Output

1. Citizenship Certificate Security enhanced

Strategic Outcome 4

Improve the Processing and Issuance of Various Immigration Permits

Target

4.1 95% of the Immigration Permits‟ Applications processed and issued by 2017

Outputs

1. Permit processing procedures reviewed

Outputs

1. Permit Application processed

Target

4.1 100% of the Immigration Permits‟ Applications issued by 2017

1. Permit issued

Strategic outcome 5

Improve the Processing and Issuance of Visas

Target

5.1 70% of Visa accessed electronically by 2017

Output

1. Visa accessibility improved

Target

5.2 95% Visas Forgery cases reduced by 2017

Output

1. Visa security enhanced

Strategic Outcome 6

Enhance the Management of Migration

Target

6.1 99% Illegal Immigrants repatriated/deported by 2017

Output

1. Illegal Immigrants repatriated/deported

Target

6.2 90% Border Management System reinforced

Output

1. Malawian Borders secured

2. Border Patrols enriched

Target

6.3 Organised crimes reduced by 85% by 2017

Output

1. Human Trafficking Cases reduced

2. Smuggling Cases reduced

Target

6.4 90% Asylum seekers and refugees restricted to designated areas by 2017

Output

1. Asylum seekers/refugees confined

Theme 2: Financial

Strategic Outcome 7

Broaden the Revenue Base

7.1 Revenue based diversified by 80% by 2017

Output

1. New Revenue Methods introduced

Theme 3: Learning and Growth

Strategic Outcome 8

Develop Human Capital

Target

8.1 633 Members of Staff trained by 2017

Output

1. Members of Staff trained

Theme Three: Internal Process

Strategic Outcome 9

Improve Institutional Capacity

Target

9.1 315 Vacant Posts filled by 2017

Output

1. Vacant Posts filled

Target

9.2 HIV/AIDS programme fully implemented by 2017

Output

1. HIV/AIDS wellness programme provided

Target

9.3 90% Immigration Services automated by 2017

Output

1. Immigration Services automated

Target

9.4 80% Essential Equipment and Machinery procured and maintained by 2017

Output

1. Essential Equipment and Machinery maintained

2. Essential Equipment and Machinery procured

Target

9.5 60% Infrastructure improved by 2017

Output

1. Infrastructure improved

Chapter FOUR

OUTPUT AND ANNUAL OUTPUT TARGETS

4.0 Introduction

This chapter contains outputs and annual outputs. Outputs are the tangible goods and

services that the Department is going to do when they must be carried out in order for the

Department to achieve the targets outlined in the Strategic Outcome Targets. These targets

are divided into manageable portions that are to be done each year of the five year period

in progression.

Output and annual Output Targets

STRATEGIC OUTCOME 1.0 Meet Needs and Expectations of Clienteles

TARGET 1.1 Number of complaints reduced to zero by 2017

OUTPUT DESCRIPTION

OUTPUT TARGETS (PER FINANCIAL YEAR)

2012/13 2012/13 2013/14 2014/15 2015/16

Output

1

Number of

Complaints

reduced

Number of

Complaints

reduced by

20%

Number of

Complaints

reduced by

40%

Number of

Complaints

reduced by

60%

Number of

Complaints

reduced by

80%

Number of

Complaints

reduced 100%

STRATEGIC OUTCOME 2.0 Enhance the Processing and Issuance of Travel documents

TARGET 2.1 100% Travel documents applications processed by 2017

OUTPUT DESCRIPTION


2012/13 2012/13 2013/14 2014/15 2015/16

Output

1

Travel

documents

applications

processed

100% Travel

documents

applications

processed

100% Travel

documents

applications

processed

100% Travel

documents

applications

processed

100% Travel

documents

applications

processed

100% Travel

documents

applications

processed

TARGET 2.2 1,555,000 Passports issued by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Passports

issued

311,000 Passports

issued

622, 000

Passports

issued

933,000

Passports

issued

1244,000

Passports

issued

1555,000

Passports

issued

TARGET 2.3 Travel Documents Cases of Forgery eliminated by 100% by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Travel

Documents

Security

enhanced

100% Travel

documents Cases

of Forgery

eliminated

100% Travel

documents

Cases of

Forgery

eliminated

100% Travel

documents

Cases of

Forgery

eliminated

100% Travel

documents

Cases of

Forgery

eliminated

100% Travel

documents

Cases of

Forgery

eliminated

STRATEGIC OUTCOME

3.0 Improve the Processing and Issuance of Citizenship

TARGET 3.1 100% Citizenship Applications processed by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Citizenship

Applications

processed

100%

Citizenship

Applications

processed

100%

Citizenship

Applications

processed

100%

Citizenship

Applications

processed

100%

Citizenship

Applications

processed

100%

Citizenship

Applications

processed

TARGET 3.2 95% Citizenship Certificates issued

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Citizenship

certificates

issued

95%

Citizenship

Certificates

issued

95%

Citizenship

Certificates

issued

95% Citizenship

Certificates

issued

95% Citizenship

Certificates

issued

95%

Citizenship

Certificates

issued

TARGET 3.3 Citizenship Cases of Forgery reduced by 95% by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/2017

Output

1

Citizenship

Certificate

Security

enhanced

STRATEGIC OUTCOME 4.0 Improve the Processing and Issuance of Various Immigration

Permits

TARGET 4.1 95% Immigration Permits’ Applications processed by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Immigration

Permits

processed

95% Immigration

Permits‟

Applications

processed

95%

Immigration

Permits‟

Applications

processed

95%

Immigratio

n Permits‟

Application

s

processed

95%

Immigration

Permits‟

Applications

processed

95%

Immigration

Permits‟

Applications

processed

TARGET 4.2 90% Immigration Permit Certificates issued by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Immigration

Permit

Certificates

issued

90%

Immigration

Permit

Certificates

issued

90%

Immigration

Permit

Certificates

issued

90%

Immigration

Permit

Certificates

issued

90%

Immigration

Permit

Certificates

issued

90%

Immigration

Permit

Certificates

issued

STRATEGIC OUTCOME 4.0 Improve the processing and Issuance of Various Immigration

Permits

TARGET 4.1 95% Immigration Permits’ Applications processed and

issued by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Immigration

Permits‟

Applications

processed

95% Immigration

Permits‟

Applications

processed

95%

Immigration

Permits‟

Applications

processed

95%

Immigration

Permits‟

Applications

processed

95%

Immigration

Permits‟

Applications

processed

95%

Immigration

Permits‟

Applications

processed Output

2

Immigration

Permits‟

Applications

issued

90% Immigration

Permits‟

Applications

issued

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

90%

Immigration

Permits‟

Applications

Issued

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

90%

Immigration Permits‟

Applications

issued

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

90%

Immigration

Permits‟

Applications

issued

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

90%

Immigration

Permits‟

Applications

issued

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

95% of the

Immigration

Permits‟

Applications

processed

STRATEGIC OUTCOME 5.0 Improve the Processing and Issuance of Visas

TARGET 5.1 70% of Visa accessed electronically by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Visa

accessibility

improved

Electronic Visa

System

introduced

15% E- Visa

accessed

45% E- Visa

accessed 60% E- Visa

accessed 70% E- Visa

accessed

TARGET 5.2 Visas Issuance increased from 57% to 95% by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Visa Security

enhanced

Visas

Issuance

increased

from 57% to

65%

Visas

Issuance

increased

from 57% to

72%

Visas Issuance

increased

from 57% to

80%

Visas Issuance

increased from

57% to 87%

Visas

Issuance

increased

from 57% to

95%

TARGET 5.3 Visa Forgery Cases reduced by 95% by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/2017

Output

1

Visa Security

enhanced

Visa Forgery

Cases

reduced by

95%

Visa Forgery

Cases

reduced by

95%

Visa Forgery

Cases

reduced by

95%

Visa Forgery

Cases reduced

by 95%

Visa Forgery

Cases

reduced by

95%

STRATEGIC OUTCOME 6.0 Enhance the Management of Migration

TARGET 6.1 99% Illegal Immigrants repatriated/deported by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Illegal

Immigrants

repatriated/d

eported

99% Illegal

Immigrants

repatriated/depor

ted

99% Illegal

Immigrants

repatriated/

deported

99% Illegal

Immigrants

repatriated

/deported

99% Illegal

Immigrants

repatriated/d

eported

99% Illegal

Immigrants

repatriated/

deported

TARGET 6.2 90% Border Management System reinforced

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Malawian

Borders

secured

Malawian

Borders Security

constricted

Malawian

Borders

Security

constricted

Malawian

Borders

Security

constricted

Malawian

Borders

Security

tightened

Malawian

Borders

Security

constricted

TARGET 6.3 Organised Crimes reduced by 85% by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/2017

Output

1

Human

Trafficking

Cases

reduced

17% Human

Trafficking

Cases

reduced

34% Human

Trafficking

Cases

reduced

51% Human

Trafficking

Cases

reduced

68%Human

Trafficking

Cases reduced

85% Human

Trafficking

Cases

reduced

Output

2

Smuggling

Cases

reduced

17%

Smuggling

Cases

reduced

34%

Smuggling

Cases

reduced

51%

Smuggling

Cases

reduced

68% Smuggling

Cases reduced 85%

Smuggling

Cases

reduced

STRATEGIC OUTCOME 7.0 Broaden Revenue Base

TARGET 7.1 Revenue base diversified by 80% by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

New Revenue

Generation

Methods

introduced

New Revenue

Generation

methods

introduced

New

Revenue

Generation

methods

introduced

New

Revenue

Generation

methods

introduced

New Revenue

Generation

methods

introduced

New

Revenue

Generation

methods

introduced

STRATEGIC OUTCOME 8.0 Develop Human Capital

TARGET 8.1 633 Members of Staff by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Members of

Staff trained

633 Members of

Staff trained

434

Members of

Staff trained

580

Members

of Staff

trained

600 Members

of Staff

trained

633

Members of

Staff trained

STRATEGIC OUTCOME 9.0 Improve Institutional Capacity

TARGET 9.1 315 Vacant Posts filled by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Vacant Posts

filled

85 Vacant Posts

filled 175 Vacant

Posts filled 270 Vacant



Posts filled

TARGET 9.2 HIV/AIDS programme fully implemented by 2017

OUTPUT DESCRIPTION


2012/12 2013/14 2014/15 2015/16 2016/17

Output

1

HIV/AIDS

programme

fully

implemented

HIV/AIDS

programme

fully

implemented

HIV/AIDS

programme

fully

implemented

HIV/AIDS

programme

fully

implemented

HIV/AIDS

programme

fully

implemented

HIV/AIDS

programme

fully

implemented

TARGET 9.3 90% Immigration Services automated by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Immigration

Services

automated

30%

Immigration

Services

automated

45%

Immigration

Services

automated

60%

Immigration

Services

automated

75%

Immigration

Services

automated

90%

Immigration

Services

automated

TARGET 9.4 80% Essential Equipment and Machinery procured and

maintained by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/2017

Output

1

Essential

Equipment

and

Machinery

maintained

16%

Additional

vehicles

maintained,

additional

equipment

procured,

additional

accessories

maintained

32%

Additional

vehicles

maintained,

additional

equipment

procured,

additional

accessories

maintained

48%

Additional

vehicles

maintained,

additional

equipment

procured,

additional

accessories

maintained

60% Additional

vehicles

maintained,

additional

equipment

procured,

additional

accessories

maintained

78%

Additional

vehicles

maintained,

additional

equipment

procured,

additional

accessories

maintained Output

2

Essential

Equipment

and

Machinery

procured

16%

Additional

vehicles

procured,

additional

equipment

procured,

additional

accessories

32%

Additional

vehicles

procured,

additional

equipment

procured,

additional

accessories

48%

Additional

vehicles

procured,

additional

equipment

procured,

additional

accessories

60% Additional

vehicles

procured,

additional

equipment

procured,

additional

accessories

procured

78%

Additional

vehicles

procured,

additional

equipment

procured,

additional

accessories

procured procured procured procured

TARGET 9.5 8.6 60% Infrastructure improved by 2017

OUTPUT DESCRIPTION


2012/13 2013/14 2014/15 2015/16 2016/17

Output

1

Infrastructure

improved

a) DoI‟s Headquarters relocated to

Lilongwe, b)additional Border posts

established, c) Immigration staff

houses and offices (countrywide)

Constructed and Renovated,

e)Immigration academy (Lilongwe),

constructed

On-

going

On-

going On-

going On-

going

Annexure: Implementation Plans and Action Plans

STRATEGIC

OUTCOME

1.0 Meet Public Needs and Expectations

TARGET 1.1 Number of Public Complaints reduced to zero by 2017

OUTPUT 1 Number of Complaints reduced

TARGET - 2013 Number of Public Complaints reduced by 20%

TASK RESPONSIBILITY MEASUREMENT

BEGIN/END

DATE DURATION RISK

Implement

Customer

Service

Charter

Chief Immigration

Officer

Report 01.07.13 –

30.07.14

30 days

Task 1 Implement Customer Service Charter

Activity Responsibility

Back-

up

Person Measurement Duration

Begin &

End

Dates Risk

STRATEGIC

OUTCOME 2.0 Improve the Processing and Issuance of Travel documents

TARGET

2.2 100% Travel Documents Applications processed by 2017

OUTPUT 1 Travel Documents Applications processed

TARGET - 2013 100% Travel Documents Applications processed


BEGIN/END

DATE DURATION RISK

Process

Applicants

submission

Chief Passport

Officer

report On-going 20 days

Task 1 Process Applicant’s submission


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME

2.0 Improve the Processing and Issuance of Travel documents

TARGET 2.2 1,555,000 Passports issued by 2017

OUTPUT 1 Passports issued

TARGET - 2013 311,000 Passports issued


BEGIN/END

DATE DURATION RISK

Issue out

passports

Chief Passport

Officer

Report On-going On-going

Task 1 Issue out Passports


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME

2.0 Improve the Processing and Issuance of Travel documents

TARGET

2.3 Travel Documents Cases of Forgery reduced by 100% by 2017

OUTPUT 1

Travel documents security enhanced

TARGET - 2013 100% travel documents cases of forgery eliminated


BEGIN/END

DATE DURATION RISK

Enhance

Travel

documents

security

measures

Chief Passport

Officer

Report On-going On-going

STRATEGIC

OUTCOME 3.0 Improve Processing and Issuance of Citizenship

TARGET 1.1 100% Citizenship Applications processed by 2017

OUTPUT 1 Citizenship Applications processed

TARGET - 2013 100% Citizenship Applications processed by 2017


BEGIN/END

DATE DURATION RISK

Process

Citizenship

applications

Chief Citizenship

Officer

Report on

Citizenship

On-going 40 days

Task 1 Process Citizenship applications


Back-

up


Begin &

End

Dates Risk

STRATEGIC


TARGET 3.3 Citizenship Cases of Forgery reduces by 95% by 2017

OUTPUT 1 Forgery Cases reduces

TARGET - 2013 Citizenship Forgery Cases reduced by 95% by 2017


BEGIN/END

DATE DURATION RISK

Enhance

Citizenship

Certificate

security

measures

Chief Citizenship

Officer

Report on

Citizenship

On-going On-going

Task 1 Enhance Citizenship Certificate security measures


Back-

up


Begin &

End

Dates Risk

STRATEGIC


TARGET

4.1 95% Immigration Permits’ Applications processed by 2017

OUTPUT 1 Immigration Permits’ Applications processed

TARGET - 2013 95% Immigration Permits’ Applications processed


BEGIN/END

DATE DURATION RISK

Process

Immigration

Permits‟

Applications

Chief Citizenship

Officer

Report on

Permits

On-going On-going

Task 1 Process Immigration Permits‟ Applications


Back-

up


Begin &

End

Dates Risk

STRATEGIC


TARGET

4.2 90% Immigration Permit Certificates issued by 2017

OUTPUT 1 Immigration Permit Certificates issued

TARGET - 2013 90% Immigration Permit Certificates issued


BEGIN/END

DATE DURATION RISK

Issue

Immigration

Permit

Certificates

Chief Citizenship

Officer

Report on

Permits

On-going On-going

Task 1 Issue Immigration Permit Certificates


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME 4.0 Improve the Processing and Issuance of Various Immigration Permits

TARGET

4.3 Permit’s Certificate Forgery Cases reduced by 90% by 2017

OUTPUT 1 Permit’s Certificate Forgery Cases reduced

TARGET - 2013 Permit’s Certificate Forgery Cases reduced by 90%


BEGIN/END

DATE DURATION RISK

Enhance

Permit

Certificate

security

measures

Chief Citizenship

Officer

Permits‟ Report On-going On-going

Task 1 Enhance Permit Certificate security measures


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME

5.0 Improve the Processing and Issuance of Visas

TARGET

5.1 70% of Visa Accessed Electronically by 2017

OUTPUT 1 Visa Accessibility improved

TARGET - 2013 Electronic Visa System introduced


BEGIN/END

DATE DURATION RISK

Introduce

Electronic Visa

System

Chief Citizenship

Officer

Report

Task 1 Introduce Electronic Visa System


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME


TARGET

5.2 Visas Issuance increased 57% to 95% by 2017

OUTPUT 1 Visas Issuance increased

TARGET - 2013 Visas Issuance increased 57% to 95%


BEGIN/END

DATE DURATION RISK

Speed up Visa

Issuance

Chief Citizenship

Officer

Visa Report On-going On-going

Task 1 Speed up Visa Issuance


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME


TARGET

5.3 95% Visas Forgery Cases reduced by 2017

OUTPUT 1 Visa security enhanced

TARGET - 2013 95% Visas Forgery Cases reduced


BEGIN/END

DATE DURATION RISK

Enhance Visa

security

measures

Chief Citizenship

Officer

Visa Report On-going On-going

Task 1 Enhance Visa security measures


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME

6.0 Enhance Management of Migration

TARGET 6.1 99% Illegal Immigrant repatriated/deported by 2017

OUTPUT 1 Illegal Immigrant repatriated/deported

TARGET - 2013 99% Illegal Immigrant repatriated/deported by 20%


BEGIN/END

DATE DURATION RISK

Enforce

patrol‟s &

migration

controls

Chief Citizenship

Officer

Report Ongoing ongoing

Task 1 Enforce patrol‟s & migration controls


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME


TARGET

6.2 90% Border Management System reinforced

OUTPUT 1 Malawian Borders secured

TARGET - 2013 Malawian Borders Security constricted


BEGIN/END

DATE DURATION RISK

Secure

Borders and

Intensify

patrols

Chief Immigration

Officer

Border Reports On-going On-going

Task 1 Secure Borders and Intensify patrols


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME


TARGET

6.3 Organised Crimes reduced by 85% by 2017

OUTPUT 1 Organised Crimes reduced

TARGET - 2013 17% Human Trafficking Cases reduced


BEGIN/END

DATE DURATION RISK

Secure

Borders and

Intensify

patrols

Chief Immigration

Officer




Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME


TARGET

6.3 Organised Crimes reduced by 85% by 2017

OUTPUT 2 Organised Crimes reduced

TARGET - 2013 17% Smuggling Cases reduced


BEGIN/END

DATE DURATION RISK

Secure

Borders and

Intensify

patrols

Chief Immigration

Officer




Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME

7.0 Broaden the Revenue Base

TARGET

7.1 Revenue based diversified by 80% by 2017

OUTPUT 1

New Revenue Methods introduced

TARGET - 2013 Number of Public Complaints reduced by 20%


BEGIN/END

DATE DURATION RISK

Establish New

Revenue

Generation

Methods

Principal

Accountant

Financial Report 01/07/12 -

30/06/13

220 days

Task 1 Establish New Revenue Generation Methods


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME 8.0 Develop Human Capital

TARGET

8.1 633 Members of Staff trained by 2017

OUTPUT 1

Members of Staff trained

TARGET - 2013 633 members of Staff trained


BEGIN/END

DATE DURATION RISK

Develop

Training Plan

Principal Human

Resource

Management

Officer/Training

Officer

Training Plan 01/09 –

30/12/12

45 days

Task 1 Develop Training Plan


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME

9.0 Improve Institutional Capacity

TARGET

9.1 315 Vacant Posts filled by 2017

OUTPUT 1 Vacant Posts filled

TARGET - 2013 85 Vacant Posts filled


BEGIN/END

DATE DURATION RISK

Develop a

Recruitment

Plan

Principal Human

Resource

Management

Officer

Recruitment Plan 01/09 –

30/12/12

45 days

Task 1 Develop a Recruitment Plan


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME


TARGET

9.2 HIV/AIDS wellness programme provided by 2017

OUTPUT 1 HIV/AIDS wellness programme provided

TARGET - 2013 Prevention, treatment, care and support provided


BEGIN/END

DATE DURATION RISK

Provide VCT

services

Develop and

implement

prevention and

support

programmes

HIV and AIDS

Coordinator

HIV and AIDS

Coordinator

Quarterly Report

Programmes

01/07/12-

01/06/13

01/07/12-

01/06/13

On-going

On-going

Task 1 Provide VCT services


Back-up


Begin &

End

Dates Risk

Identify required

materials

HIV/AIDS

Committee

Chairperson

HIV and

AIDS

Coordinator

Report 10 days 01/07/-

30/07/12-

Budget for

programmes

HIV/AIDS

Committee

Chairperson

HIV and

AIDS

Coordinator

Budget 10 days 01/08-

30/08/12

Acquire

required

materials

HIV/AIDS

Committee

Chairperson

HIV and

AIDS

Coordinator

List of

materials

30 days 01/09-

30/11/12

Schedule

implementation

programme

HIV/AIDS

Committee

Chairperson

HIV and

AIDS

Coordinator

Schedule 5 days 01/12-

15/12/12

Task 2 Develop and Implement prevention and support programme


Back-up


Begin & End

Dates Risk

Review

prevention

programmes

HIV/AIDS

Committee

Chairperson

HIV/AIDS

Coordin

ator

Reviewed

Programme

10 days 04-24/10/12

Review literature HIV/AIDS

Committee

Chairperson

HIV/AIDS

Coordin

ator

Literature 5 days 25/10-

04/11/12

Compile draft

programme

HIV/AIDS

Committee

Chairperson

HIV/AIDS

Coordin

ator

Draft

Programme

10 days 05- 25/11/12

Submit draft

programme to

HIV and AIDS

Chief

Immigration

Officer

Principal

Human

Resource

Managemen

t Officer

HIV/AIDS

Coordin

ator

Minute 1 day 26-30/11/12

Approve

Prevention and

support

programme

Chief

Immigration

Officer

Principal

Human

Resourc

e

Manage

ment

Officer

Approved

Prevention

Programme

1 day 01-10/12/12

STRATEGIC

OUTCOME


TARGET

9.3 90% Immigration Services automated by 2017

OUTPUT 1 Immigration Services automated

TARGET - 2013 48% Immigration Services automated


BEGIN/END

DATE DURATION RISK

Computerize

the KIA &

Chileka Entry

& Exist system

Project Officer Report 01/03/12-

30/06/13

120 days

Task 1 Computerize the KIA & Chileka Entry & Exist system


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME


TARGET 9.4 80% Essential Equipment and Machinery procured by 2017

OUTPUT 1 Essential Equipment and Machinery maintained

TARGET - 2013 16% Essential Equipment and Machinery maintained


BEGIN/END

DATE DURATION RISK

Develop a

rehabilitation

plan

Administration

Officer

Procurement

Plan

01/02-

30/04/13

30 days

Task 1 Develop a rehabilitation plan


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME


TARGET 9.4 80% Essential Equipment and Machinery procured by 2017

OUTPUT 1 Essential Equipment and Machinery procured

TARGET - 2013 16% Essential Equipment and Machinery procured


BEGIN/END

DATE DURATION RISK

Develop a

procurement

plan

Administration

Officer

Procurement

Plan

01/02-

30/04/13

30 days

Task 1 Develop a procumbent plan


Back-

up


Begin &

End

Dates Risk

STRATEGIC

OUTCOME


TARGET 9.5 60% Infrastructure Improved by 2017

OUTPUT 1 Infrastructure Improved

TARGET - 2013

a) DoI‟s Headquarters relocated to Lilongwe, b)additional Border posts

established, c) Immigration staff houses and offices (countrywide)

Constructed, d) c) Immigration staff houses and offices (countrywide)

Constructed, e)Immigration academy (Lilongwe), constructed


BEGIN/END

DATE DURATION RISK

Develop a

Master Plan

Project Officer Master Plan 01/07-

30/06/13

220 days

Task 1 a) Develop a Master Plan


Back-

up


Begin &

End

Dates Risk

Task 1 b)additional Border posts established


Back-

up


Begin &

End

Dates Risk

Task 1 c) Immigration staff houses and offices (countrywide) Renovated


Back-

up


Begin &

End

Dates Risk

Task 1 d) Immigration staff houses and offices (countrywide) Constructed


Back-

up


Begin &

End

Dates Risk

Task 1 e)Immigration academy (Lilongwe), constructed


Back-

up


Begin &

End

Dates Risk

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