STRATEGIC PLAN 2016-2021 · office of the ombudsman the office of the ombudsman “your protector...
Transcript of STRATEGIC PLAN 2016-2021 · office of the ombudsman the office of the ombudsman “your protector...
THE OFFICE OF THE OMBUDSMAN OFFICE OF THE OMBUDSMAN
“YOUR PROTECTOR AGAINST INJUSTICE”
STRATEGIC PLAN 2016-2021
ACCOUNTABILITY AND RESPONSIVENESS
INSTITUTION CAPACITY
PUBLIC AWARENESS
STAKEHOLDER CONSULTATION
TRA
ININ
G O
N M
ALA
DMIN
ISTR
ATIO
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DZI P
ARK
, 201
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VISION
A Malawi free of maladministration
MISSION
To safeguard administrative justice and promote efficient and effective public service delivery and good governance
MOTTO
“Your protector against injustice”
CORE VALUES:
Respect and FairnessWe treat all people with courtesy and dignity as well as act reasonably,
impartially, just, unbiased and in an equitable manner.
IntegrityWe act honestly, morally and in good faith.
EmpowermentWe strive to help the public to report incidences of maladministration
and encourage MDAs to resolve complaints internally.
CommitmentWe adhere to the laws and policies including reporting obligations.
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FOREWORD
The Government of Malawi is keen to improve public service delivery in all its institutions with the ultimate objective of fostering development of the country. At the centre of safeguarding public service delivery, is the Office of the Ombudsman (OoO). The office is mandated to ensure that all public institutions work effectively, efficiently and adhere to the democratic principles of openness, fairness, responsiveness and accountability. Administratively, performance contract programme puts the office as a last resort of public
complaints resolutions. The last strategic plan was a very crucial tool towards these envisaged roles. However, due to many other factors, not all that was planned was achieved during the period of the plan.
The majority of complaints received and investigated continued to be labour related. This resulted in cementing a misconception of the office as being a labour complaint handling institution and its underutilisation. In the next five years, the office will strive to provide high quality and timely service to members of the public. We intend to fully utilise our unique legal mandate which encompasses monitoring of public service delivery alongside the public sector reform agenda. The main focus will be to reposition the OoO and make it more relevant to the present needs of the public.
The strategic plan contains elements of the repositioning namely: full utilisation of mandate (own motion and systemic investigations, and service delivery related complaints), reflective vision and strong stakeholders’ engagement. Beyond institutional setting, the plan also reflects the alignment of the Ombudsman office with the Democratic Governance Sector Strategy (2013-2017) to which we are a key player.
Furthermore, we duly recognize that the Strategic Plan is not an end in itself; it is a means to an end. Accordingly, we will spare no efforts in the implementation, monitoring and evaluation of the plan. It is our hope that our efforts throughout the life span of the plan will be well complemented by stakeholders for a better, just and inclusive Malawi.
Martha Chizuma-Mwangonde (Mrs)OMBUDSMAN
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ACKNOWLEDGEMENTS
The formulation and development of this Strategic Plan (SP) has been achieved through the participatory efforts of people and institutions whose list is endless. Immeasurably, we are greatly indebted to the Appointments and Disciplinary Board of the OoO, the Judiciary, Parliament, University of Malawi, Catholic University of Malawi, the private sector, development partners and NGOs, and the consulted Government Ministries, Departments and Agencies.
Special credit should go to OoO Management and staff led by the Honourable Ombudsman Mrs Martha Chizuma Mwangonde. Special thanks should also go to Mr Baldwin Chiyamwaka who oriented members of staff on strategic planning and processes.
We are also grateful to the strategic plan drafting coordinating team composed of Mr Felix Masekesa, Mr Alinafe Malunga, Mrs Khumbo R. Mwalwimba, Mr Guy Kawanga and Mr Chifuniro Mkumpha. Their tireless effort and commitment facilitated the smooth production of this Strategic Plan.
We extend our deep gratitude to the Norwegian government and UNDP, for the financial support without which this strategic plan could not be realized. Finally, our profound gratitude goes to Professor James Kamwachale Khomba the Lead consultant and the technical editing lead person Mr Collins Jambo for their critical role in shaping and consolidating various ideas of the plan.
Ellos Lodzeni,EXECUTIVE SECRETARY
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ABBREVIATIONS AND ACRONYMS
AAPAM African Association of Public Administration and ManagementADC Area Development Committee AIDS Acquired Immuno-Deficiency SyndromeAOMA African Ombudsman and Mediators Association CSOs Civil Society Organisations DABS Democratic Accountability Baseline SurveyDGSPF Democratic Governance Sector Policy FrameworkDGSS Democratic Governance Sector StrategyDGSwap Democratic Governance Sector Wide ApproachDPs Development PartnersHIV Human Immunodeficiency VirusICT Information and Communications TechnologyIIDEA International Institute for Democracy and Electoral AssistanceIOA International Ombudsman Association IOI International Ombudsman InstituteMDAs Ministries, Departments and AgenciesMGDS Malawi Growth and Development StrategyM&E Monitoring and EvaluationMoUs Memorandum of UnderstandingsOPC Office of the President and CabinetOoO Office of the OmbudsmanPBB Program Based BudgetPC Performance Contract SDGs Sustainable Development GoalsSP Strategic Plan SWOT Strengths, Weaknesses, Opportunities and ThreatUNDP United Nations Development Programme
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TABLE OF CONTENTS Page
VISION, MISSION, MOTTO AND CORE VALUES............................................i
FOREWORD.................................................................................................................ii
ACKNOWLEDGEMENTS........................................................................................iii
ABBREVIATION AND ACRONYMS ...................................................................iv
1 INTRODUCTION.............................................................................................1 1.1 BACKGROUND......................................................................................1 1.2 MANDATE AND FUNCTIONS............................................................1 1.3 RATIONALE OF THE STRATEGIC PLAN........................................2 1.4 MAJOR HIGHLIGHTS OF 2016-2021 STRATEGIC PLAN..............2
2 SITUATION ANALYSIS..................................................................................3 2.1 REVIEW OF 2009-2014 STRATEGIC PLAN.......................................3 2.2 SWOT ANALYSIS....................................................................................4
3 STRATEGIC FRAMEWORK...........................................................................6 3.1 KEY STRATEGIC ISSUES.......................................................................6
4 STRATEGIC GOALS, OBJECTIVES, STRATEGIES AND EXPECTED OUTCOMES.................................................................................8
4.1 GOAL 1: TO HAVE IMPROVED ACCOUNTABILITY AND RESPONSIVENESS IN PUBLIC SERVICE DELIVERY.....................8
4.2 GOAL 2: TO HAVE A PUBLIC WELL AWARE OF ADMINISTRATIVE JUSTICE PROCESSES AND GOVERNANCE-RELATED ISSUES ....................................................9
4.3 GOAL 3: TO HAVE FULLY ESTABLISHED RELATIONSHIPS WITH STAKEHOLDERS......................................................................11
4.4 GOAL 4: TO HAVE A STRENGTHENED INSTITUTION CAPACITY.............................................................................................12
5 ALIGNMENT OF THE PLAN TO INTERNATIONAL AND NATIONAL STRATEGIES INCLUDING DGSS....................................13
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6 IMPLEMENTATION, MONITORING AND EVALUATION ARRANGEMENTS.........................................................................................16
6.1 IMPLEMENTATION............................................................................16 6.2 BUDGET ESTIMATES FOR THE PERIOD........................................16 6.3 MONITORING AND EVALUATION...............................................17
7 ACTION PLAN (IMPLEMENTATION MATRIX)...................................17 7.1 GOAL 1: TO HAVE IMPROVED ACCOUNTABILITY AND
RESPONSIVENESS IN PUBLIC SERVICE DELIVERY...................18 7.2 GOAL 2: TO HAVE A PUBLIC WELL AWARE OF
ADMINISTRATIVE JUSTICE PROCESSES AND GOVERNANCE RELATED ISSUES...................................................20
7.3 GOAL 3: TO HAVE FULLY ESTABLISHED RELATIONSHIPS WITH STAKEHOLDERS.....................................22
7.4 GOAL 4: TO HAVE A STRENGTHENED INSTITUTIONAL CAPACITY.............................................................................................23
8 APPENDIX I: STAKEHOLDERS ANALYSIS...........................................27
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1 INTRODUCTION
1.1 Background
The OoO is an independent institution established by the 1994 Constitution of the Republic of Malawi and is complemented by the Ombudsman Act, Act No. 10 of 1996. Under the law the OoO has the mandate of investigating cases of alleged injustices suffered by any person. In the exercise of its powers, functions and duties the Ombudsman is answerable to Parliament and completely independent of the interference or direction of any other person or authority.
The OoO is headed by the Ombudsman who is appointed by the Public Appointments Committee of Parliament. The Ombudsman is supported by the secretariat which is composed of two Directorates namely; Corporate Services and Legal and Investigations Services. The Office is headquartered in Lilongwe with four regional offices in Blantyre, Balaka, Lilongwe and Mzuzu.
1.2 Mandate and Functions
The OoO’s powers and functions are derived from the Republic of Malawi Constitution Section 123 (1):
�“The�Office�of�the�Ombudsman�may�investigate�any�and�all�cases�where�it�is�alleged�that�a�person�has�suffered�injustice�and�it�does�not�appear�that�there�is�any�remedy�reasonably�available�by�way�of�proceedings�in�a�court�or�by�way�of�appeal�from�a�court�or�where�there�is�no�other�practicable�remedy,”
and Ombudsman Act Section 5(i):
� �“Subject�to�the�Constitution,�the�Ombudsman�shall�inquire�into�and�investigate� in� accordance� with� the� provision� of� this� Act� and� take�such�actions�or�steps�as�may�be�prescribed�by�this�Act�on�any�request�or�complaint� in�any� instance�or�matter� laid�before� the�Ombudsman�in�accordance�with� � �Section�7(1)�or� (2),�and�concerning�any�alleged�instance�or�matter�of�abuse�of�power�or�unfair�treatment�of�any�person�by�an�official�in�the�employ�of�any�organ�of�Government,�or�manifest�injustice�or�conduct�by�such�official�which�would�properly�be�regarded�as�oppressive�or�unfair�in�an�open�and�democratic�society.”
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As clearly observed on the one hand, the constitutional mandate is wide in that it enables the Ombudsman to investigate any and all cases of alleged injustices against either the public or private sector. Conversely, the Ombudsman Act restricts the Ombudsman to investigating alleged injustices in public bodies. Considering the supremacy of the Constitution, it is absolute that the Ombudsman can investigate any and all cases. In essence, the office monitors the manner in which services are delivered in Malawi.
1.3 Rationale of the Strategic Plan
Overall, the main purpose of this strategic plan is to guide the operations of the OoO for the period starting 1st July, 2016 and ending 30th June, 2021.
Specifically, the strategic plan:1.3.1 Outlines our Vision, Mission, Motto, Core Values and Mandate;1.3.2 Identifies our Strengths, Weaknesses, Opportunities and Threats through
SWOT analysis;1.3.3 Sets out clear strategic objectives and direction for the OoO;1.3.4 Formulates specific strategic activities for the set goals and objectives;1.3.5 Maps out the implementation plan for the strategic activities; and,1.3.6 Enumerates how our implemented activities will be evaluated.
All these are set out and identified to ensure effective discharge of the mandate of the OoO.
1.4 Major Highlights of 2016-2021 Strategic Plan
1.4.1 Reviewed vision, mission, motto and core values;1.4.2 Alignment to the Democratic Governance Sector Strategy (DGSS);1.4.3 Full utilisation of the mandate e.g. Own motion systemic investigations;
extending services to other stakeholders, and1.4.4 Improve relationship with parliament, development partners, civil society
and the public.
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2 SITUATION ANALYSIS
The basis of this strategic plan was a review of 2009-2014 strategic plan and an analysis of the environment under which the office is operating. These processes unearthed gaps, strengths, weaknesses, threats and opportunities that have informed the path which the OoO intends to take in the next five years.
2.1 Review of 2009-2014 Strategic Plan
2.1.1� Key�Achievements�The OoO made notable achievements in line with objectives of the 2009-2014 strategic plan. Below are the key achievements:
2.1.1.1 Resolved 1545 individual complaints;2.1.1.2 Conducted several public awareness campaigns;2.1.1.3 Strengthened the institution’s capacity through 16 competency
trainings and expansion of the office’s organogram; 2.1.1.4 Establishment of eastern and central regional offices;2.1.1.5 Signed MoU with National Initiative Civic Education (NICE) and
established international network and partnerships with International Institute for Democracy and Electoral Assistance (IIDEA), International Ombudsman Institute (IOI), African Ombudsman and Mediators Association (AOMA).
2.1.1.6 Involved in entrenching Democratic Governance Sector Wide Approach (DGSwap).
2.1.2� Key�ChallengesThe OoO faced enormous challenges mainly due to insufficient funding, inadequate research initiatives, lack of communication strategy, underutilisation of the mandate and perceived OoO’s preoccupation with labour related matters, weak compliance mechanisms and non-competitive staff terms and conditions of service. Below are the main challenges that compromised effectiveness of the OoO:
i. Unresponsiveness of some MDAs which resulted in high rate of non-complied determinations among others;
ii. Delays in responding to the OoO’s correspondences and implementing agreements by some MDAs;
iii. High staff turnover;
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iv. Inadequate specialized skills; v. Inadequate financial resources; vi. Limited DPs support; and , vii. Inadequate and obsolete office equipment;
2.1.3� Lessons�Learnt�The implementation of the 2009-2014 strategic plan was a learning curve for the OoO. Below are the lessons learnt:
i. It is almost impossible to measure without a framework. There was no comprehensive Monitoring and Evaluation Framework, consequently the tracking of progress was compromised;
ii. There was little systematic alignment of the objectives to the annual budgets. This resulted in overlooking some consequential activities;
iii. The limited consultations which were done at the development level of the plan proved problematic during the implementation as the plan did not fully cover interests of some stakeholders;
iv. There was no mid-term review. Consequently, the plan was not adjusted to incorporate emerging issues.
2.2 SWOT Analysis
The organisational environment analysis identified the following Strengths, Weaknesses, Opportunities and Threats (SWOT) for the Office of the Ombudsman:
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POSITIVE NEGATIVE
INTERNAL
Strengths Weaknesses S1. An established institution under the
Constitution of Malawi and the Ombudsman Act
S2. Well-structured with national and Regional representation
S3. Sure source of funding through Government subventions
S4. Well-coordinated network of qualified and experienced staff
S5. Offering unique services
S6. Headquarters is centrally-located
S7. Availability of laid-down policies
W1. Inadequate promotion and visibility of Office services especially in remote areas
W2. Inadequate research initiatives W3. Poor conditions of service and staff
incentives as compared to similar Constitutional Bodies
W4. Lack of communication strategy W5. Insufficient specialized skills in legal,
investigations and research divisions W6. Restrictive organogram
Opportunities Threats EXTERNAL
O1. Presence of political will to support
the office O2. Vibrant Civil Society Organisations O3. Development partner goodwill and
financial support O4. Openings for local and international
collaborations. O5. Positive public perceptions
T1. Inadequate Government funding T2. Lowly maintained offices and facilities T3 Low level of satisfaction by the public on
case handling T4. Lack of cooperation and unresponsiveness
by some MDAs T5. Resistance to change by some public
servants T6. Misconceptions of the stakeholders on the
functionality of the OoO
Table 1: SWOT Analysis
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3 STRATEGIC FRAMEWORK
The OoO has developed a strategic direction through the following key strategic issues which have informed the setting of goals, specific objectives and strategies.
3.1 Key Strategic Issues
Based on the SWOT analysis, the OoO strives to realign its institutional operations in FOUR emerging strategic issues as follows:
a) Perpetual acts of maladministration; b) Inadequate public awareness on matters of administrative justice; c) Limited engagement with key stakeholders; and, d) Inadequate institutional capacity.
The following highlight the emerging strategic issues:
3.1.1� Strategic�Issue�1:�Perpetual�acts�of�maladministrationThe acts of maladministration continually affect service delivery despite existence of the various mechanisms to address them.
The contributing factors to the perpetual occurrence of the maladministration acts are:
i. The entrenched culture of impunity in service delivery: The public sector reform report stated that public officials do not usually take disciplinary action against officials who commit acts of misconduct;
ii. Archaic administrative framework: Continued application of archaic administrative rules, regulations and practices that are not in tandem with democratic principles of transparency, accountability and responsiveness; and,
iii. Disempowered and uninterested public: The public is not aware of available complaint redress mechanisms and where they are aware, they usually do not complain against the acts which hold no immediate benefits to them.
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3.1.2� �Strategic� Issue� 2:� Inadequate� public� awareness� on� matters� of�administrative�justice�
There is inadequate understanding of administrative justice processes across all groups of people “vis- a- vis” the role of the OoO in the subject matter.
This is largely caused by:
i. Insufficient targeted public awareness campaigns; and, ii. Inadequate communication and public awareness strategies.
3.1.3� Strategic�Issue�3:�Limited�engagement�with�key�stakeholders�There are few partnerships and networks with key stakeholders.
The main contributing factors are:
i. Inadequate initiatives to establish relationships; ii. No concrete responses from potential partners; iii. Insufficient understanding of some stakeholders on the mandate of the
OoO; and, iv. Inadequate resources.
3.1.4� Strategic�Issue�4:�Inadequate�institutional�capacity����There are still gaps in terms of structures and resources for optimal operation of the office. This is largely a result of the following:
i. Weak operational management systems; ii. Inadequate specialized skills; iii. Lack of proper infrastructure; iv. Inadequate office equipment including vehicles and ICT items.
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4 STRATEGIC GOALS, OBJECTIVES, STRATEGIES AND EXPECTED OUTCOMES
In the next five years, the OoO has outlined four strategic goals. These strategic goals will not operate in isolation. The four goals complement each other. Below are the strategic goals with their specific objectives, strategies and outcomes:
4.1 Goal 1: To have improved accountability and responsiveness in public service delivery.
Currently, public service delivery faces enormous challenges mainly due to unattended or overlooked instances of maladministration acts. This includes failure to properly discipline public officials involved in the acts of maladministration as well as failure to hold institutions accountable. These malpractices are prevalent in all sectors including public finance management sector where officials are left scot free in spite of committing acts of maladministration, which make government lose considerable amounts of financial resources, due to the culture of impunity as revealed by 2015 Public Sector Reform Report, Making Malawi Work.
In the past, the office has been dealing with one-off complaints and usually stopping at remedying individual complaints. Moreover labour related complaints dominated service delivery and maladministration related complaints. This was the case because the OoO investigated matters upon receipt of complaints among others. In the next five years, the OoO will conduct systemic investigations based on the patterns of complaints received and own motion initiatives in order to enhance accountability, integrity and responsiveness. The OoO will also empower the public and collaborate with CSOs on maladministration complaints reporting.
OoO staff equipped on how to investigate maladministration, June 2016
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4.1.1� Objectives�and�StrategiesThe goal will be achieved through the following objectives and strategies:
Table 2: Objectives and Strategies for Goal 1
Objectives
1. To enhance good administrative practices and complaints management
2. To promote integrity and service delivery culture
Strategies
a) Investigating complaints b) Identifying systemic weaknesses in public
administration and providing corrective actions c) Reporting to the National Assembly d) Strengthening referral systemse) Initiating contempt of court proceedings
against non-responsive institutions/controlling officers
f) Incentivising the public to promptly report acts of maladministration
a) Sensitizing service providers and public officials
4.1.2� Expected�Outcomes i. Reduced incidences of acts of maladministration; ii. Increase in compliance with public service etiquette and good
administrative practices. iii. Increase in maladministration acts reports on service delivery related
issues.
4.2�� �Goal�2:����To�have�a�Public�well�aware�of�Administrative�Justice�Processes�and�Governance-related�Issues�
The OoO recognizes that the majority of the public has low levels of information on critical governance issues (DGSS, 2013-17) including limited knowledge of existence and mandate of the OoO (DABS, 2012). Consequently, this results into failure to hold duty bearers accountable and rights holders acceptance of substandard services as normal. In the past years, the office has conducted awareness activities including press releases, radio programs, public rallies,
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distribution of flyers and held meetings with members of Village Development Committees (VDC) and Area Development Committees (ADC). In the coming five years, the OoO intends to scale up public awareness campaigns to assist the public to understand governance issues.
A community dance at one of the public awareness activities of the OoO in 2015.
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A section of stakeholders at the validation workshop of 2016-2021 SP
4.2.1� Objective�and�StrategiesThe goal will be achieved through the following objective and strategies:
Table 3: Objective and Strategies for Goal 2
Objectives
3. To raise public awareness on the roles of OoO and governance issues
Strategies
a) Scaling up public awareness Activitiesb) Establishing partnerships with advocacy
institutions
4.2.2� Expected�Outcomes i. Increased number of people aware of the role of OoO. ii. Increased number of people aware of administrative justice processes.
4.3 Goal 3: To have Fully Established Relationships with Stakeholders
There has been relatively low engagement between the OoO and stakeholders on one-on-one arrangements or sectoral arrangement. This has negatively affected the OoO from benefiting from the engagements as well as exploiting its potential on scaling up its impact. In the next five years, the OoO will increase engagement with various stakeholders in terms of depth and numbers. The Appendix I contains details of the relationships between OoO and its stakeholders.
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4.3.1� Objective�and�StrategiesThis goal will be achieved through the following objective and strategies:
Table�4:�Objective�and�Strategies�for�Goal�3
Objectives
4. To maintain and establish relationships with stakeholders.
Strategies
a) Renewing and establishing Agreementsb) Subscribing to local and international
networksc) Scaling up consultative meetings with
stakeholders including Parliament
4.3.2� Expected���Outcomesi. Increased number of relationships with key stakeholders through networks ii. Increased accessibility of the OoO services iii. Increased joint activities and full engagements with stakeholders.iv. Increased participation in DGSwap and other related arrangements.v. Increased capacity through networks.
4.4 Goal 4: To have a Strengthened Institutional Capacity
The OoO duly recognizes DGSS assertion that effective discharge of its mandate heavily relies on quality institutional capacity. In the past years, the OoO has had strategies to address challenges of lack of technical specialized skills, conflicting legal frameworks, weak M&E and Policy frameworks, limited funding and obsolete office equipment or lack of them among others. However, these challenges were not fully addressed.
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4.4.1� Objective�and�StrategiesIn the next five years, the OoO will continue addressing these challenges through the following objective and strategies:
Table�5:�Objective�and�Strategies�for�Goal�4�
Objectives
5. To increase capability of the OoO to effectively implement activities
Strategies
a) Enhancing human resource capacityb) Lobbying for strengthening of the legal
frameworkc) Enhancing physical assets, and Information
Communication Technology (ICT) infrastructure
d) Mobilizing resourcese) Improving management and M&E processes f) Mainstreaming HIV and AIDS, Vulnerable
and integrity issues.
4.4.2� Expected�Outcomesi. Improved staff capacity.ii. Enhanced legal framework. iii. Enhanced physical capacity. iv. Strengthened M&E Framework.v. Enhanced institutional framework.
5 ALIGNMENT OF THE PLAN TO INTERNATIONAL AND NATIONAL STRATEGIES INCLUDING DGSS
At the international level, the OoO as per its mandate squarely falls under sixteenth United Nations Sustainable Development Goals (SDGs); promote just, peaceful and inclusive societies just like other democratic governance sector institutions. In particular, the OoO will be contributing towards goal 16.6 of SDGs; develop effective, accountable and transparent institutions at all levels and indicator 16.6.2-proportion of the population satisfied with their last experience of public services. Similarly, the OoO will be contributing to Aspiration 3 of agenda African Union 2063 namely “An Africa of Good Governance, Democracy, Respect for Human Rights, Justice and the Rule of Law”.
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Nationally, the OoO contributed to Malawi Growth and Development Strategy (MGDS) I & II as it fell under theme five and sub-theme three, democratic governance. In particular, the office contributed towards justice and rule of law, and human rights in terms of capacity building and complaints handling respectively. To that end, the plan will be aligned to the successor of MGDS II in due course.
Stakeholders workshop for discussion of the Draft Communication Strategy for the Democratic Governance Sector. 6th May 2016, Sunbird Lilongwe Hotel - Lilongwe
Issues in the MGDS II themes are well mainstreamed in DGSPF and DGSS through DGSwap. Generally, the OoO fits into all pillars of DGSPF namely: Rule of Law; Human Rights, Access to Justice; Public Participation; Free & Fair Elections; Public Safety & Security, Integrity Accountability & Transparency; Public Participation; and Democratic Governance Sector wide inter-agency coordination. However, for reporting purposes the OoO falls under pillar five; Integrity Accountability & Transparency.
Meanwhile, GDSS contains five key result areas namely effective democratic governance sector institutions, strengthened rule of law; improved access to justice, public safety and security, improved promotion and protection of human
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rights, free and credible elections and transparent, accountable and responsive sector institutions. The office participates under key result area five, transparent, accountable and responsive sector institutions. Therefore, this plan is aligned to the strategy, see the table below. Further, PC and PBB are aligned to the plan. The slight variances between the plan, and PC and PBB will disappear in the subsequent years as PCs and PBB will be fully aligned to the SP.
Table 6: Alignment of the Strategic Plan to the DGSS
DGSS Outcomes
1. Transparent, accountable and responsive institutions
2. Effective democratic sector institutions
PC 2016/17 Objectives
a) To enhance accountability and good administrative practices
b) To raise public awareness on the roles of OoO and governance issues
a) To strengthen institutional capacity
2016-2021 STRATEGIC PLAN Objectives
a) To enhance accountability and good administrative practices
b) To promote integrity and service delivery culture
c) To raise public awareness on the roles of OoO and governance issues
a) To increase capability of the OoO to effectively implement activities
b) To maintain and establish relationships with stakeholders
PBB 2016/17Objectives
a) To enhance responsiveness and accountability in the public service
b) To empower the service users in the proper reporting of maladmini-
stration practices
a) To strengthen the internal capacity
b) To effectively coordinate Ombudsman service delivery functions with key stakeholders
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6 IMPLEMENTATION, MONITORING AND EVALUATION ARRANGEMENTS
6.1 Implementation
Prior to its implementation, the plan will be launched for purposes of raising its profile and a declaration of guidelines for performance assessment. The implementation of the activities will be done by all departments of the OoO. The Action plan (Implementation Matrix) includes either respective departments/division/sections or officers who will be responsible for ensuring implementation. The implementation of activities of this strategic plan will be executed under the following strategic premises:
i. That the Office will operate under the existing legal framework as the proposed legal review will not be finalized during the life span of the plan;
ii. That there will be support from all stakeholders;iii. That there will be total cooperation and responsiveness by all MDAs;iv. That determinations will be complied within reasonable time; andv. That positive staff retention and staff attitude will be maintained.
6.2 Budget Estimates for the Period
Below are the budget estimates for the implementation of the strategic plan:
Table 7: Budget Estimates
Strategic Goal
To have improved accountability and responsiveness in public service delivery
To have a public well aware of administrative justice processes
To have a fully established relationships with stakeholders
To have a strengthened institutional capacity
TOTAL
2,778,000.00
1,287,000,00
283,000.00
3,385,000.00
7,733,000.00
1,992,320,000.00
922,720,000.00
202,520,000.00
2,432,440,000.00
5,550,000,000.00
EstimatesMWK USD
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6.3 Monitoring and Evaluation
The office will use in-built Monitoring and Evaluation Framework (the Implementation Matrix) to assess achievement of its goals. The M&E Framework will be aligned to the national M&E Framework. The heads of the divisions will prepare quarterly progress reports and forward them to the policy and planning section. The section will consolidate quarterly reports which will be feeding the performance contract signed between the Ombudsman and the Office of the President and Cabinet (OPC). At the end of every year, there will be a review of progress made towards achieving the targets and a mid-term evaluation will be conducted in January 2019.
7 ACTION PLAN (IMPLEMENTATION MATRIX)
The following represent the implementation matrices which chart activities, their implementation timings, measurement metrics together with appropriate responsibilities highlighted on each activity.
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Num
ber o
f com
plai
nts
reso
lved
Ba
selin
e: 1
35
3,72
0 20
16-2
021
Inve
stig
atio
n
Con
duct
pub
lic
inqu
irie
s N
umbe
r of d
eter
min
atio
ns
issue
d
Base
line:
100
1,
000
2016
-202
1
Om
buds
man
/Leg
al
Follo
w-u
p on
re
com
men
datio
ns/
dire
ctio
ns b
y th
e om
buds
man
Num
ber o
f dire
ctio
ns/
reco
mm
enda
tions
co
nsid
ered
and
impl
emen
ted
Base
line:
0
140
2016
-202
1 Le
gal/
Rese
arch
, D
ocum
enta
tion
and
Civ
ic
Educ
atio
n
b)Id
entif
ying
syst
emic
w
eakn
esse
s in
pub
lic
adm
inis
trat
ion
and
prov
idin
g co
rrec
tive
actio
ns
Con
duct
sys
tem
ic /
ow
n m
otio
n in
vest
igat
ions
Num
ber s
yste
mic
in
vest
igat
ions
cond
ucte
d
Base
line:
0
15
2016
-202
1
Inve
stig
atio
n/Re
sear
ch,
Doc
umen
tatio
n an
d C
ivic
Ed
ucat
ion
Con
duct
rese
arch
on
mal
adm
inis
trat
ion
rela
ted
issu
es
Num
ber o
f res
earc
h on
m
alad
min
istra
tion
cond
ucte
d Ba
selin
e: 0
10
2016
-202
1
Rese
arch
, D
ocum
enta
tion
and
Civ
ic E
duca
tion
c)Re
port
ing
to P
arlia
men
t
Subm
issi
on o
f lis
t of
unco
oper
ativ
e co
ntro
lling
offi
cers
/ in
stitu
tions
to th
e Pa
rlia
men
t
Num
ber o
f sub
miss
ions
m
ade
Base
line:
0
10
2016
-202
1 O
mbu
dsm
an
Subm
it an
nual
rep
orts
Num
ber o
f ann
ual r
epor
ts
subm
itted
Bas
elin
e: 1
5
2016
-202
1 O
mbu
dsm
an
Subm
it in
vest
igat
ive
repo
rts
N
umbe
r of i
nves
tigat
ive
repo
rts s
ubm
itted
Ba
selin
e; 0
20
20
16-2
021
Om
buds
man
d)In
itiat
ing
cont
empt
of
cour
t pro
ceed
ings
Subm
it co
ntem
pt o
f co
urt p
roce
edin
gs
appl
icat
ion
Num
ber o
f con
tem
pt o
f co
urt p
roce
edin
gs
appl
icat
ions
sub
mitt
ed
15
2016
-202
1 Le
gal
18
THE OFFICE OF THE OMBUDSMAN
Strategic Plan (2016-2021)
agai
nst u
nres
pons
ive
pu
blic
con
trol
ling
offic
ers
Base
line:
0
e)St
reng
then
ing
refe
rral
sy
stem
s
Dev
elop
a
com
preh
ensi
ve re
ferr
al
syst
em
Num
ber o
f refe
rred
co
mpl
aint
s res
olve
d Ba
selin
e: 0
50
20
16-2
021
Inve
stig
atio
n
f)In
cent
iviz
ing
the
publ
ic to
pr
ompt
ly r
epor
t act
s of
m
alad
min
istr
atio
n
Con
duct
inte
rfac
e m
eetin
gs w
ith C
SOs
at
Nat
iona
l, D
istr
ict a
nd
com
mun
ity le
vels
Num
ber o
f int
erfa
ce
mee
tings
cond
ucte
d Ba
selin
e: 0
13
0 20
17-2
021
Re
sear
ch D
ocum
enta
tion
and
Civ
ic E
duca
tion
Con
duct
Om
buds
man
cl
inic
s
Num
ber o
f Om
buds
man
cl
inic
s con
duct
ed
Base
line:
0
80
2016
-202
1 In
vest
igat
ion/
Rese
arch
D
ocum
enta
tion
and
Civ
ic
Educ
atio
n/Le
gal
Obj
ectiv
e 1.
2:
To p
rom
ote
inte
grity
and
ser
vice
del
iver
y cu
lture
Se
nsiti
zing
ser
vice
pro
vide
rs
and
publ
ic o
ffici
als
Con
duct
sen
sitiz
atio
n m
eetin
gs w
ith p
ublic
of
ficer
s/M
DA
s
Num
ber o
f sen
sitiz
atio
n m
eetin
gs co
nduc
ted
Ba
selin
e: 0
50
20
16-2
021
Rese
arch
Doc
umen
tatio
n an
d C
ivic
Edu
catio
n
Su
bmit
inve
stig
ativ
e re
port
s w
ith re
med
ial
actio
ns to
MD
As
Num
ber o
f inv
estig
ativ
e re
port
s sub
mitt
ed
Base
line:
0
20
2016
-202
1 O
mbu
dsm
an
19
Obj
ectiv
e 2.
1:
To
rais
e pu
blic
aw
aren
ess
on th
e ro
les
of O
oO a
nd g
over
nanc
e is
sues
Stra
tegi
es
Act
iviti
es
Perf
orm
ance
Indi
cato
rs
Base
line/
Ta
rget
Ti
me
Fram
e
Res
pons
ible
Per
son
/Dep
artm
ent
a)Sc
alin
g up
pub
lic
awar
enes
s Act
iviti
es
Dev
elop
C
omm
unic
atio
n St
rate
gy
Com
mun
icat
ion
Stra
tegy
de
velo
ped
Base
line:
0
1 20
16-2
017
Rese
arch
Doc
umen
tatio
n an
d C
ivic
Edu
catio
n
Con
duct
Pre
ss
conf
eren
ces
Num
ber o
f Pr
ess
conf
eren
ces c
ondu
cted
Ba
selin
e: 0
10
20
16-2
021
Rese
arch
Doc
umen
tatio
n an
d C
ivic
Edu
catio
n
Con
duct
Pub
lic R
allie
s
Num
ber o
f Pub
lic ra
llies
co
nduc
ted
Ba
selin
e: 0
56
0 20
16-2
021
Rese
arch
Doc
umen
tatio
n an
d C
ivic
Edu
catio
n
Dev
elop
, pro
duce
and
br
oadc
ast r
adio
and
TV
pr
ogra
mm
es
Num
ber o
f rad
io a
nd T
V
prog
ram
mes
bro
adca
sted
Ba
selin
e: 0
40
20
16-2
021
Rese
arch
Doc
umen
tatio
n an
d C
ivic
Edu
catio
n
Con
duct
Issu
e ba
sed
Publ
ic d
ebat
es w
ith
Thin
k ta
nks,
Emin
ent
pers
ons,
You
th
Net
wor
ks a
nd th
e ac
adem
ia
Num
ber o
f pu
blic
deb
ates
co
nduc
ted
Base
line:
0
20
2017
-202
1 Re
sear
ch D
ocum
enta
tion
and
Civ
ic E
duca
tion
Esta
blis
h ou
trea
ch
cent
res
usin
g N
ICE
Vill
age
reso
urce
C
entr
es
Num
ber o
f out
reac
h ce
ntre
s es
tabl
ished
Ba
selin
e: 0
56
20
17-2
020
Rese
arch
Doc
umen
tatio
n an
d C
ivic
Edu
catio
n
Mou
nt d
ispl
ays
in
Nat
iona
l Eve
nts
Disp
lays
mou
nted
in
Nat
iona
l Eve
nts
Base
line:
1
20
20
16-2
021
Rese
arch
Doc
umen
tatio
n an
d C
ivic
Edu
catio
n
Des
ign
and
plac
e O
ffice
si
gnag
e an
d bi
llboa
rds
in s
trat
egic
pla
ces
and
Inst
itutio
ns
Num
ber o
f of
fice s
igna
ge
and
billb
oard
s des
igne
d an
d pl
aced
in st
rate
gic p
lace
s an
d In
stitu
tions
Ba
selin
e: 0
200
2016
-202
1 Re
sear
ch D
ocum
enta
tion
and
Civ
ic E
duca
tion
7.2
GO
AL
2: T
O H
AV
E A
PU
BLIC
WEL
L A
WA
RE
OF
AD
MIN
ISTR
ATI
VE
JUST
ICE
PRO
CES
SES
AN
D G
OV
ERN
AN
CE
REL
ATE
D IS
SUES
20
THE OFFICE OF THE OMBUDSMAN
Strategic Plan (2016-2021)
Esta
blis
h fu
lly
auto
mat
ed re
sour
ce
Cen
tres
Num
ber o
f aut
omat
ed
reso
urce
cent
re es
tabl
ished
Ba
selin
e: 0
4
2016
-201
8 Re
sear
ch D
ocum
enta
tion
and
Civ
ic E
duca
tion
Prod
uce
and
dist
ribu
te
Info
rmat
ion,
Edu
catio
n an
d C
omm
unic
atio
n (IE
C) m
ater
ials
Num
ber o
f IEC
mat
eria
ls di
strib
uted
Ba
selin
e: 2
10
2016
-202
1 Re
sear
ch D
ocum
enta
tion
and
Civ
ic E
duca
tion
Upd
ate
e-pl
atfo
rms
N
umbe
r of u
pdat
es o
n e-
plat
form
Ba
selin
e: 1
0 1,
360
2016
-202
1 Re
sear
ch D
ocum
enta
tion
and
Civ
ic E
duca
tion
b)Es
tabl
ishi
ng
part
ners
hips
with
ad
voca
cy in
stitu
tions
Dev
elop
par
tner
ship
s w
ith a
dvoc
acy
inst
itutio
ns in
clud
ing
Med
ia U
mbr
ella
Bod
ies
and
Hou
ses
Num
ber o
f MO
Us s
igne
d Ba
selin
e: 1
5
2016
-202
1 Re
sear
ch D
ocum
enta
tion
and
Civ
ic E
duca
tion
21
To O
bjec
tive
3.1:
To
mai
ntai
n an
d es
tabl
ish
rela
tions
hips
with
sta
keho
lder
s
Stra
tegi
es
Act
iviti
es
Perf
orm
ance
Indi
cato
rs
Base
line/
Ta
rget
Ti
me
Fram
e
Res
pons
ible
Per
son
/Dep
artm
ent
a)Re
new
ing
and
es
tabl
ishi
ng A
gree
men
ts
Sign
and
rene
w M
oUs
N
umbe
r of M
oUs
sign
ed
Base
line:
0
4
2016
-202
1 A
dmin
istr
atio
n
b)Su
bscr
ibin
g to
and
at
tend
ing
loca
l and
in
tern
atio
nal n
etw
orks
Subs
crib
e to
IOI,
AO
MA
, and
AA
PAM
Num
ber o
f Int
erna
tiona
l su
bscr
ibed
Ba
selin
e: 2
15
20
16-2
021
Adm
inis
trat
ion
Atte
nd In
tern
atio
nal
Con
fere
nces
and
m
eetin
gs
Num
ber o
f Int
erna
tiona
l Co
nfer
ence
s atte
nded
Ba
selin
e: 5
40
20
16-2
021
Om
buds
man
Atte
nd D
GSw
ap
mee
tings
N
umbe
r of D
GSw
ap
mee
tings
atte
nded
Ba
selin
e: 1
0 50
20
16-2
021
Om
buds
man
Atte
nd lo
cal m
eetin
gs
and
conf
eren
ces
N
umbe
r of l
ocal
mee
tings
at
tend
ed
Base
line:
45
100
2016
-202
1 O
mbu
dsm
an
c)Sc
alin
g up
con
sulta
tive
mee
tings
with
st
akeh
olde
rs in
clud
ing
parl
iam
ent
Con
duct
Inte
rfac
e m
eetin
gs w
ith
Parl
iam
enta
ry
Com
mitt
ee o
f Leg
al
Affa
irs
Num
ber o
f Int
erfa
ce
mee
tings
held
Ba
selin
e: 1
5
2016
-202
1 O
mbu
dsm
an
Con
duct
mee
tings
with
C
hair
pers
ons
of s
elec
ted
Parl
iam
enta
ry
Com
mitt
ees
Num
ber o
f mee
tings
held
Ba
selin
e: 1
5
2016
-202
1 O
mbu
dsm
an
Esta
blis
h st
akeh
olde
rs
foru
m
Stak
ehol
ders
foru
m
esta
blis
hed
Ba
selin
e: 0
1 20
16-2
017
Rese
arch
Doc
umen
tatio
n an
d C
ivic
Edu
catio
n
Hol
d an
nual
st
akeh
olde
rs c
onfe
renc
e
Num
ber o
f sta
keho
lder
s co
nfer
ence
s he
ld
5 20
16-2
021
Rese
arch
Doc
umen
tatio
n an
d C
ivic
Edu
catio
n
7.3
GO
AL
3: T
O H
AV
E FU
LLY
ESTA
BLIS
HED
REL
ATI
ON
SHIP
S W
ITH
STA
KEH
OLD
ERS
22
THE OFFICE OF THE OMBUDSMAN
Strategic Plan (2016-2021)
7.4
GO
AL
4: T
O H
AV
E A
STR
ENG
THEN
ED IN
STIT
UTI
ON
AL
CA
PAC
ITY
To O
bjec
tive
4.1:
T
o in
crea
se c
apab
ility
of t
he O
oO to
effe
ctiv
ely
impl
emen
t act
iviti
es
Stra
tegi
es
Act
iviti
es
Perf
orm
ance
Indi
cato
rs
Base
line/
Ta
rget
Ti
me
Fram
e
Res
pons
ible
Per
son
/Dep
artm
ent
a)En
hanc
ing
hum
an
reso
urce
cap
acity
Trai
n an
d de
velo
p st
aff
com
pete
ncie
s
Num
ber o
f tr
aini
ngs
atte
nded
Ba
selin
e: 4
30
20
16-2
021
Hum
an R
esou
rce
Recr
uit s
taff
N
umbe
r of s
taff
recr
uite
d Ba
selin
e: 2
50
20
16-2
021
Hum
an R
esou
rce
Atta
ch s
taff
to o
ther
re
late
d In
stitu
tions
N
umbe
r of
sta
ff as
signe
d to
ot
her i
nstit
utio
ns
Base
line:
2
10
2017
-201
8 H
uman
Res
ourc
e /
Adm
inis
trat
ion
Con
duct
revi
ew o
f sta
ff Te
rms
and
Con
ditio
ns
of S
ervi
ce in
line
with
th
e en
ablin
g O
mbu
dsm
an A
ct
Staf
f Ter
ms a
nd C
ondi
tions
of
Ser
vice
revi
ewed
Ba
selin
e: 0
1
2017
-201
8
Hum
an R
esou
rce
Con
duct
sta
ff ap
prai
sals
Pe
rcen
tage
of s
taff
appr
aise
d
Base
line:
100
%
100%
20
16-2
021
Hum
an R
esou
rce
b)En
hanc
ing
phys
ical
as
sets
and
ICT
Infr
astr
uctu
re
Proc
ure
offic
e eq
uipm
ent,
furn
iture
an
d ve
hicl
es
Perc
enta
ge o
f offi
ce
equi
pmen
t, fu
rnitu
re a
nd
vehi
cles
pro
cure
d
Base
line:
20%
85%
20
16-2
021
Adm
inis
trat
ion
Con
stru
ct a
nd
Refu
rbis
h of
fices
Perc
enta
ge o
f offi
ces
cons
truc
ted
and
refu
rbish
ed
Base
line:
2%
80%
20
16-2
021
Adm
inis
trat
ion
Aut
omat
e O
pera
ting
syst
ems
Num
ber o
f sys
tem
s au
tom
ated
Ba
selin
e: 3
5
2016
-202
1 A
dmin
istr
atio
n
Repa
ir a
nd m
aint
ain
offic
e eq
uipm
ent
and
vehi
cles
Perc
enta
ge o
f rep
aire
d an
d m
aint
aine
d eq
uipm
ent a
nd
vehi
cles
85
%
2016
-202
1 A
dmin
istr
atio
n
Base
line:
40%
23
c)Lo
bbyi
ng fo
r st
reng
then
ing
of th
e le
gal f
ram
ewor
k
Revi
ew o
f Om
buds
man
A
ct
Om
buds
man
Act
re
view
ed
Base
line:
0
1 20
20-2
021
Lega
l
Dev
elop
Om
buds
man
ru
les
and
regu
latio
ns
Om
buds
man
rules
and
re
gula
tions
ado
pted
Ba
selin
e: 0
1
2017
/201
8 Le
gal
d)Im
prov
ing
man
agem
ent a
nd M
&E
proc
esse
s
Con
duct
a m
ini-
func
tiona
l rev
iew
Min
i fun
ctio
nal r
eview
co
nduc
ted
Base
line:
0
1 20
17-2
018
Hum
an R
esou
rce
/ A
dmin
istr
atio
n
Con
duct
an
Empl
oyee
Ex
pect
atio
n &
Opi
nion
(E
&0)
Sur
vey
EO
Sur
vey
cond
ucte
d Ba
selin
e: 0
5
2016
-202
1 H
uman
Res
ourc
e /
Adm
inis
trat
ion
Con
duct
clie
nts
satis
fact
ion
surv
ey
Num
ber o
f clie
nts
satis
fact
ion
surv
ey
cond
ucte
d Ba
selin
e: 0
5 20
16/2
021
Polic
y an
d Pl
anni
ng U
nit
Inst
itutio
naliz
e im
plem
enta
tion
of th
e st
rate
gic
plan
Num
ber o
f Bud
gets
al
igne
d to
the p
lan
Base
line:
2
20
2016
-202
1 A
dmin
istr
atio
n/Pl
anni
ng
and
Polic
y
Dev
elop
and
revi
ew
M&
E to
ols
Num
ber o
f M&
E to
ols i
n pl
ace
Base
line:
3
6 20
16-2
019
Adm
inis
trat
ion/
Plan
ning
an
d Po
licy
Proc
ess
ISO
ce
rtifi
catio
n O
oO IS
O ce
rtifi
ed
Base
line:
0
1 20
18/2
019
Adm
inis
trat
ion
Prep
are
finan
cial
re
port
s
Num
ber o
f fin
anci
al
repo
rts S
ubm
itted
. Ba
selin
e: 1
2 34
5 20
16-2
021
Acc
ount
s
Initi
ate
Inte
rnal
and
Ex
tern
al a
udits
N
umbe
r of A
udit
repo
rts
prod
uced
Ba
selin
e: 2
20
20
16-2
021
Adm
inis
trat
ion
24
THE OFFICE OF THE OMBUDSMAN
Strategic Plan (2016-2021)
Mon
itor a
nd E
valu
ate
activ
ities
N
umbe
r of Q
uart
erly
M
&E
repo
rts p
rodu
ced
Base
line:
4
20
2016
-202
1 Pl
anni
ng a
nd P
olic
y
Con
duct
mid
-term
re
view
of t
he s
trat
egic
pl
an
Mid
-term
revi
ew
cond
ucte
d Ba
selin
e: 0
1
2018
-201
9 A
dmin
istr
atio
n/Pl
anni
ng
and
Polic
y
e)M
obili
zing
reso
urce
s
Pres
ent a
nd d
efen
d th
e A
nnua
l Bud
get b
efor
e Tr
easu
ry a
nd th
e Pa
rlia
men
t
Ann
ual B
udge
t pre
sent
ed
and
defen
ded
Ba
selin
e: 1
5
2016
-202
1 O
mbu
dsm
an
Dev
elop
pro
ject
and
ac
tivity
con
cept
s
Num
ber o
f fun
ded
proj
ects
Ba
selin
e: 1
5
2016
-202
1 A
dmin
istr
atio
n/Po
licy
and
Plan
Uni
t
Dev
elop
cos
t sha
ring
, re
duct
ion
and
reve
nue
enha
ncem
ent
polic
y
Dev
elop
cost
shar
ing,
re
duct
ion
and
reve
nue
enha
ncem
ent
polic
ies
adop
ted
Base
line:
1
1 20
16/2
017
Adm
inis
trat
ion/
Polic
y an
d Pl
an U
nit
Con
duct
cos
t sha
ring
, re
duct
ion
and
reve
nue
enha
ncem
ent
activ
ities
Num
ber o
f cos
t sha
ring,
re
duct
ion
and
reve
nue
enha
ncem
ent
activ
ities
co
nduc
ted
Base
line:
1
25
2016
-202
1 A
dmin
istr
atio
n/Po
licy
and
Plan
Uni
t
f)M
ains
trea
min
g H
IV
and
AID
S, m
enta
l wel
l- be
ing,
Vul
nera
ble
and
in
tegr
ity is
sues
Con
duct
HIV
and
AID
S w
orkp
lace
and
men
tal
wel
l-bei
ng
inte
rven
tions
Num
ber o
f HIV
/AID
S an
d m
enta
l well
-bein
g
inte
rven
tions
carr
ied o
ut
Bas
elin
e: 1
10
2016
-202
1 A
dmin
istr
atio
n/H
uman
Re
sour
ce
Mai
nstr
eam
inte
grity
is
sues
N
umbe
r of i
nteg
rity
inte
rven
tions
car
ried
out B
asel
ine:
1
4 20
16-2
021
Adm
inis
trat
ion
25
Mai
nstr
eam
dis
abili
ty
issu
es
Num
ber o
f disa
bilit
y
inte
rven
tions
car
ried
out B
asel
ine:
1
5 20
16-2
021
Inve
stig
atio
n/A
dmin
istr
atio
n
Mai
nstr
eam
chi
ldre
n,
Yout
h a
nd w
omen
is
sues
Num
ber o
f chi
ldre
n,
yout
h an
d w
omen
in
terv
entio
ns c
arrie
d ou
t Bas
elin
e: 2
4 20
16-2
021
Inve
stig
atio
n/A
dmin
istr
atio
n
M
ains
trea
m t
he
Elde
rly
issu
es
Num
ber o
f the
elde
rly
inte
rven
tions
car
ried
out B
asel
ine:
0
4 20
16-2
021
Inve
stig
atio
n/A
dmin
istr
atio
n
26
THE OFFICE OF THE OMBUDSMAN
Strategic Plan (2016-2021)
Stakeholder
Executive
Parliament
MDAs
The public
DPs
OoO obligations to the stakeholders
• Support reform agenda and aid entrenchment of service culture
• Support national development strategies
• Reporting on operational performance of the OoO
• Report on functional performance
• Sensitize members of Parliament
• Sensitize MDAs
• Investigate their complaints within reasonable time
• Raise awareness • Provide advice
• Share information on the state of governance
• Support their efforts on governance issues
• Report on their support to OoO
Stakeholders obligation towards OoO
• Support the OoO operations
• Cause MDAs to cooperate with OoO
• Cause MDAs to comply with OoO determinations
• Support the OoO operations
• Monitor and evaluate functional performance of the OoO
• Cooperate with OoO in investigations and complaints resolution
• Entrench service culture among officials
• Report incidences of maladministration
• Provide feedback
• Support the OoO
8 APPENDIX I: STAKEHOLDERS ANALYSIS
27
Stakeholder
Civil Society Organisations
Media
Private Sector
OoO obligations to the stakeholders
• Engage them on governance issues
• Sensitize them
• Provide information• Respond to their
questions
• Support private sector issues
• Sensitize the sector
Stakeholders obligation towards OoO
• Educate the public• Report and expose
maladministration acts• Advocate for technical
and financial support to OoO
• Provide feedback
• Raise visibility of the office
• Report and expose incidences of maladministration or injustices
• Support the OoO
28
THE OFFICE OF THE OMBUDSMAN
Strategic Plan (2016-2021)29
NOTES
30
NOTES
THE OFFICE OF THE OMBUDSMAN
Strategic Plan (2016-2021)
THE OFFICE OF THE OMBUDSMAN
OFFICE OF THE OMBUDSMAN
HEAD OFFICE ST MARTIN’S HOUSE PRIVATE BAG 348CAPITAL CITYLILONGWE 3MALAWITelephone: +265 1 774 886
Email : [email protected] : www.ombudsmanmalawi.orgFacebook : www.facebook.com/ombudsmanmw
TRAINING ON SYSTEMIC INVESTIGATIONS, LILONGWE HOTEL, 2016