MEC Strategic Plan Final

STRATEGIC PLAN 2013-2017
Our vision
To be a professional organisation that delivers credible elections in accordance with national laws
and international best practice to strengthen genuine democracy and peace in Malawi
SEATED FROM LEFT: Comm Ambassador Rev. Emmanuel Chinkwita-Phiri, Comm Mrs Nancy Gladys Tembo, Justice Maxon Mbendera SC (Chairperson), Comm Dr
Wellington Nakanga and Comm Mrs Gloria Chingota.
STANDING FROM LEFT: Mr Willie Kalonga (Chief Elections Ofcer), Comm Rev. Allan Chiphiko, Comm Stanley Billiat, Comm Dr Bertha Simwaka, Comm Mrs Elvey
Kalonga Mtafu, Comm Achbishop Emeritus Dr Bernard Malango and Comm Rev. Maxwell Mezuwa Banda.
MEC COMMISSIONERS AND CEO 2012 - 2016
Malawi Electoral Commission
Our vision
To be a professional organisation that delivers credible elections in accordance with national laws
and international best practice to strengthen genuine democracy and peace in Malawi
MEC Contacts
HEADQUARTERS

Chisankho House
Private Bag 113
Blantyre
Tel +265 (0) 1 822 033/ 821 585
Fax: +265 (0) 1 821 846
E-mail: ceo@mec.org.mw
Website: www.mec.org.mw
REGIONAL ELECTIONS OFFICE (SOUTH)

Opposite Blantyre City Assembly Fire Ofce
P.O. Box 30873
Chichiri, Blantyre 3
Tel +265 (0) 1 880 218/206
E-mail: reos@mec.org.mw
REGIONAL ELECTIONS OFFICE (CENTRE)
Shire Building
Private Bag A134
Lilongwe
Tel +265 (0) 1 753 402
Fax: +265 (0) 1 757 760
E-mail: reoc@mec.org.mw
REGIONAL ELECTIONS OFFICE (NORTH)

Osman Ghani Building
Private Bag 200
Mzuzu
Tel +265 (0) 1 310 825/865
Fax: +265 (0) 1 311 136
E-mail: reon@mec.org.mw
contents
List of Abbreviations, acronyms.................................................................................................
Denitions.................................................................................................................................
Message from Chairperson of the Malawi Electoral Commission...............................................
Introduction...............................................................................................................................
From inception to materialisation: The process.................................................................................................

The Structure of the Strategic Plan and Clarication of Concepts......................................................................
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Vision, Mission and Guiding Principles...................................................................................... 11

Thematic area/Strategic Pillar No. 1: Electoral Environment...................................................... 12
Strategic Goal No. 1: Independence of MEC.............................................................................. 12
Context............................................................................................................................................................
Specic Objective 1: MECs commitment to and compliance with its guiding
principles and values enhanced by the end of 2013.........................................................................................
Specic objective 2: Public funding of MEC protected and predictable by the end of 2017..............................
Specic objective 3: District level capacity of MEC enhanced by the end of 2013............................................
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Strategic Goal No. 2: Legal Framework..................................................................................... 14
Context............................................................................................................................................................ 14
Specic objective 1: Gaps and inconsistencies in the electoral laws are addressed by
the end of 2013................................................................................................................................................ 14
Specic objective 2: Capacity of MEC to deal with legal related matters including
complaints handling is enhanced by end of 2013............................................................................................. 15
Strategic Goal No. 3: Level Playing Field:.................................................................................. 16

Context............................................................................................................................................................
Specic objective 1: A platform for electoral contestants to market their agendas
created by the end of 2013...............................................................................................................................
Specic objective 2: A fair campaign process conducted by May 2014............................................................
Specic Objective No. 3: Capacity of MEC to enforce laws and regulations
strengthened by 2013.......................................................................................................................................
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Strategic Goal No 4: Stakeholder Relationships......................................................................... 18

Context............................................................................................................................................................
Specic objective 1: Communication improved, professionalized and rigorously
implemented by September 2013.....................................................................................................................
Specic objective 2: Interaction and communication with stakeholders improved
throughout the electoral cycle by the end of 2016............................................................................................
Specic objective No. 3: Electoral services offered on demand and on a cost recovery
basis to those stakeholders in need...................................................................................................................
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Strategic Goal No. 5: Election Observation and Election Monitoring........................................ 20

Context............................................................................................................................................................
Specic objective: Election observation / monitoring systematically and comprehensively
conducted by end of 2014...............................................................................................................................
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Thematic area / Strategic Pillar 2: Malawi Electoral Commission as an organisation................. 22

Strategic Goal No. 1: Organisational Culture............................................................................ 22
Context............................................................................................................................................................. 22
Specic objective 1: Trust and good working relationship between Commissioners and
Staff established by rst quarter 2013 and corporate identity strengthened by end 2013................................... 23
Specic objective 2: Efciency in decision-making procedures, implementation,
and follow up strengthened by 2013 and principles of corporate governance claried
and entrenched by 2014................................................................................................................................... 23
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Specic objective 3: Efciency and cost-effectiveness is increased through appropriate
IT-infrastructure and training by 2014............................................................................................................... 23
Specic objective 4: Responsiveness to stakeholders strengthened by 2014...................................................... 23
Strategic Goal No. 2: Human Resource Management and Administration................................. 24

Context
Specic objective 1: Skills development and placement of staff based on systematically identied skills
gaps by end of 2013.........................................................................................................................................
Specic objective 2: Staff satisfaction levels enhanced by the end of 2017........................................................
Specic objective 3: Highly competent and skilled personnel professionally recruited
by the end of end 2017.....................................................................................................................................
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Strategic goal No. 3: Financial management and procurement................................................. 26

Context.............................................................................................................................................................
Specic objective 1: Capacity of MEC in nancial management and procurement enhanced by end of 2013....
Specic objective 2: Condence and trust of stakeholders enhanced.................................................................
Specic objective 3: To increase the efcient use of resources and minimize wastage by 2016........................
Specic objective 4: Level of compliance with nancial guidelines and procurement procedures increased
by end of 2013.................................................................................................................................................
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Thematic area/Strategic Pillar No. 3: Electoral Operations......................................................... 28

Strategic Goal No. 1: Operational Plan...................................................................................... 28
Context General remarks............................................................................................................................... 28

The operational plan......................................................................................................................................... 28
Specic objective: The operational plan in place by Nov 2012 and is implemented according to the
time lines throughout 2013 and 2014............................................................................................................... 29
Strategic Goal No. 2: Voter Education........................................................................................ 30

Context............................................................................................................................................................. 30
Specic objective 1: Quality and delivery of civic and voter education improved by end of 2013.................... 30
Specic objective 2: Maintain a high-level voter turn-out and seek to achieve national rate of less than 3.5%
null and void votes by 2017............................................................................................................................. 31
Strategic Goal No. 3: Boundary Delimitation............................................................................. 32
Context............................................................................................................................................................. 32
Specic Objective: To review wards and constituencies and undertake boundary delimitation according to
the constitutional requirement by 2017............................................................................................................ 32
Strategic Goal No. 4: Voter Registration.................................................................................... 34
Context............................................................................................................................................................. 34
Specic objective: To have an accurate, current and relevant voters register in place by 2014......................... 34
Strategic Goal No. 5: Transmission and announcement of results, complaints handling............ 35
Context............................................................................................................................................................. 35
Specic objective: Results transmission and announcement processes are improved and well known to all
stakeholders by March 2014............................................................................................................................. 35
Pillar number 4: Cross cutting issues.......................................................................................... 36

Strategic goal No. 1: Gender, youth, the elderly and people with disabilities............................ 37
Specic objective 1: Gender in all policies, processes and activities is mainstreamed.......................................
Specic objective 2: The infrastructure, services and materials accessible to people with disabilities................
Specic objective 3: Youth encouraged in participating in electoral processes in an informed manner..............
Specic objective 4: MEC ensures equal participation of elderly people through specic attention to
elderlys concerns in electoral operations..........................................................................................................
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Strategic Goal No 2: Security, Infrastructure, and Equipment.................................................... 38

Context.............................................................................................................................................................
Specic objective 1: Security policy for the electoral process provided by July 2013........................................
Specic objective 2: Secure and purposely built ofces and warehouses either acquired or designed by 2017..
Specic objective 3: Security of MEC Commissioners, Staff and MEC sensitive materials provided....................
Specic objective 4: Adequate and reliable equipment and systems available...................................................
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Other crosscutting issues............................................................................................................ 39

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Rural/ urban divide............................................................................................................................................ 39
Risk assessment.................................................................................................................................................. 39
Sustainable and ecologically sensitive policy..................................................................................................... 40
Thematic area/Strategic Pillar No. 5: Implementation Mechanisms, Research, Monitoring

and Evaluation............................................................................................................................ 41
Strategic Goal No. 1: Research, Monitoring and Evaluation....................................................... 41
Context.....................................................................................................................................................................
Specic objective 1: The knowledge and expertise of MEC continuously remains update..........................................
Specic objective 2: Continuous learning and tracking of progress against targets undertaken...................................
Specic objective 3: Systematic documentation, archiving of information and reports done......................................
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Strategic Goal No. 2: Resource Mobilisation.............................................................................. 42

Context
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Specic Objective: The resource base for MEC is broadened, predicable, and based on this strategic plan by 2017.. 42
Strategic Goal No. 3: Implementation Mechanisms of the Strategic Plan................................... 43

Context.............................................................................................................................................................. 43
A mock poll shows how the visually impaired are helped to cast their vote
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List of Abbreviations, Acronyms

ACB
Anti Corruption Bureau
BRIDGE
Building Resources In Democracy, Governance and Elections
CEO
Chief Elections Ofcer
CMD
Centre for Multiparty Democracy
CSO
Civil Society Organisation
DC
District Commissioner
DGP
Democratic Governance Programme
EC
Electoral Commission
ECA
Electoral Commission Act
EMB
Electoral Management Body
ETF
Elections Task Force
EU
European Union
HIV/AIDS
Human Immunodeciency Virus/Acquired Immunodeciency Syndrome
ICT
Information Communication Technology
LGEA
Local Government Elections Act
MACRA
Malawi Communications Regulatory Authority
MEC
MPLC
Multiparty Liaison Committee
NECOF
National Elections Consultative Forum
NSO
National Statistical Ofce
PPE
Parliamentary and Presidential Elections
PPEA
Parliamentary and Presidential Elections Act
SP
Strategic Plan
SWOT
Strengths, Weaknesses, Opportunities and Threats
TOT
Trainer of Trainers
Denitions
Strategic Plan: The Strategic Plan is an overarching systematic assessment, planning and implementation tool,
which is used as a strategic means to strengthen the organisation, to implement all activities during the electoral
cycle, and to sustain and increase the capacity of the institution over the dened period.
Operational Plan: The operational plan is embedded in the Strategic Plan. It can be dened as the outline of
all relevant activities the electoral authority has to undertake within the existing legal framework to successfully
conduct the elections.
Implementation Plan: The implementation plan translates strategic goals and objectives in a detailed plan of
timed activities.
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Message from Chairperson of the Malawi

Electoral Commission
The Malawi Electoral Commission is one of the governance institutions established under Section 75 of the
Constitution of Malawi primarily to conduct all types of national elections and referenda. The 2013 2017
Malawi Electoral Commission strategic plan is the third since the Commission was established in 1998. The
last two strategic plans had their success and challenges of which the current one intends to address. The
immediate past strategy expired in December 2009.
The Commission has, therefore, developed a new Strategic Plan through a consultative process taking into
consideration inputs made by all its stakeholders. The stakeholders in question included representatives of
the development partners, the Police, ministry of justice, civil society organizations, the Malawi Parliament,
political parties, the Judiciary and the academia among others. The Commission also took into account several
recommendations made by various domestic and foreign observer reports in respect of the 2009 general
elections and by-elections. The Strategic Plan represents the Commissions main aspirations and desire to
contribute to the strengthening of genuine peace by conducting credible tripartite elections in 2014 and beyond.
The Strategic Plan has ve main strategic pillars and nineteen strategic goals. The strategic pillars are:1 Electoral environment
2 MEC as an organization
3 Electoral operations
4 Cross-cutting issues and
5 implementation mechanisms, research, monitoring and evaluation
The Commission is interested to see to it that the plan is implemented and prioritized upon its completion.
Having a plan alone is not enough to guarantee success of an organization. Many organizations are falling to tick
despite having well-articulated and elaborate strategic plan. In this regard,
there is need to have well qualied and trained personnel in key areas of
operation if they are to implement the strategic plan successfully. Timely
support for resources by government and development partners is also
crucial to the realization of the vision.
The Commission wishes to thank the Development Partners,
Political Parties, Civil Society, the Media, Government Ministries
and Departments for their support and contributions towards the
development of this Strategic Plan. In a special way, the Commission
wishes to express its profound gratitude to the European Union
through the Democratic Governance Programme (DGP) for providing
funding for the entire process of coming up with the plan.
Justice Maxon Mbendera, Sc
CHAIRMAN
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Stakeholders that attended a consultative meeting on development of the Strategic Plan at Malawi Sun Hotel, Blantyre on 29th October 2012
Introduction
The Malawi Electoral Commission (MEC) is a constitutional body created under Section 75 of the Constitution
of the Republic of Malawi to supervise and direct the conduct of all elections in Malawi i.e. Parliamentary,
Presidential, By-Elections, Local Government and Referenda. The Commission conducts these elections in line
with the provisions of the Constitution of the Republic of Malawi, Parliamentary and Presidential Elections Act
No. 31 of 1993 (PPE), Local Government Elections Act No. 24 of 1996 and Electoral Commission Act No. 11
of 1998 (ECA).
The Commission is composed of a Chairman who is a Judge nominated by the Judicial Services Commission
and such other members not less than six appointed by the President in consultation with political parties that
are represented in Parliament. Currently, there are eleven Commissioners inclusive of the Chairperson. Of
these eleven, four are female representing 36% of the Commission. The day-to-day management of operations
of the Commission is carried out by the Secretariat, which is headed by the Chief Elections Ofcer. The
Commission has its head quarters in Blantyre and maintains three Regional Ofces in Blantyre, Lilongwe and
Mzuzu. In addition, the Commission has District Elections Clerks that are stationed in the City, Municipal, and
District Councils.
MEC rst developed a strategic plan which ran from 2001 to 2004. The second one was from 2005 to 2009.
The Commission has since adopted an electoral cycle approach to implementing election activities thereby
prompting it to develop a plan that seeks to provide strategic direction in the implementation of electoral
activities focusing on the Pre, During and Post 2014 tripartite elections. The overall aim of the strategic plan
is to provide strategic direction for the MEC from 2013-2017. The plan gives directions as to the nature of the
pre Electoral, during elections and after elections activities that MEC and its stakeholders will undertake from
2013 to 2017, inclusive of the 2014 general elections as well as build its capacity to undertake by-elections
or referenda that may occur. The strategic plan also provides strategic direction in resource mobilization,
strengthening stakeholder relations, compiling a comprehensive and accurate voters register, strengthening
the nancial systems, technical staff capacity building as well as monitoring and evaluation. The strategic plan
has been developed in line with the Malawi Growth and Development Strategy No. 2 2011-2016. The plan
also takes into account the Democratic Governance Sector Strategy of 2012.
The process from inception to birth

The Commission, with the support from the European Union-Malawi Government Democratic Governance
Programme (DGP Programme), engaged a team of two consultants to facilitate the process. From the outset,
the Commission decided that a strategic planning process for an electoral management body (EMB) should
take into account the complexity of elections as the essence of democratic governance and (consequently) as
a process that is of interest to a multitude of stakeholders.
The Commission set up a Strategic Planning Core Team to steer the process. The Team comprised Commissioners,
Senior Secretariat Managers, two consultants and the UNDP Senior Advisor on Elections. Team members
undertook desk research, key informant interviews and a series of consultative meetings with a wide range of
internal and external stakeholders. A Strategic Plan Drafting Committee was set up from within the core team to
draw up the strategic plan. The rst draft was presented at a two-day workshop of Commissioners and Staff. The
second draft was presented at a National Stakeholders Consultative Workshop where the various stakeholders
reviewed and validated the draft after which the Commission could formally adopt another revised version.
The Strategic Plan Structure and Clarication of Concepts

The process of drawing up the strategic plan was informed by a logical framework approach. The Commission
rst dened its strategic foundations by dening the vision, mission and guiding principles. The vision sets out
the idealized view of what the Commission aspires to be in the future while the mission denes its purpose or
core mandate by describing what the Commission does, whom it does it for, why it does it and how. Guiding
principles are the values and philosophy that shape the actions of the MEC and its staff. These three concepts
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give direction to the future that the Commission aspires after.

Following an in-depth assessment of the current situation through a Strength, Weaknesses, Opportunity
and Threats (SWOT) study and stakeholder consultations, and being mindful of the future that it aspires, the
Commission identied the strategic pillars, strategic objectives, specic activities and their indicators.
Strategic pillars capture the themes or key impact areas that MEC must address to full of its key areas of
concern or priority areas that inform the strategy. Strategic goals are long-range performance targets that are
consistent with MECs mission. They present the required changes in MEC to move from its current situation
to a desired future. The specic objectives are drawn from the strategic goals and they are linked to strategic
activities. They are the specic, measurable targets that need to be reached by MEC to accomplish each
strategic goal. Strategic actions or specic activities are efciently targeted activities to be implemented in
order to attain a specic strategic goal. A strategic action therefore implies the attainment of a goal; it serves as
a means to enact MECs efforts to achieve targeted objectives in form of a given activity or activities. Finally,
indicators dene how the MEC will know that the strategic activity has been accomplished. MEC will thus
realize the set performance target as dened in the specic objective thereby contributing to the realization of
the strategic goal.
Following this strategic planning cycle and logical framework, MEC identied ve strategic pillars with a total
of nineteen (19) strategic goals. Under the rst pillar electoral environment, MEC addresses ve strategic
goals with respect to the legal framework, level playing eld, stakeholder relationships, election observation,
and the independence of MEC. The second pillar concerns MEC as an organization and addresses issues
related to organizational culture, human resource management and administration, nancial management and
procurement. The third pillar electoral operations address the operational plan, civic and voter education,
boundary delimitation, voter registration and results management. The fourth pillar concerns cross-cutting
issues which are relevant and cut across all pillars. This pillar anchors two strategic goals: security, infrastructure,
and equipment as well as questions concerning gender, youth, elderly and physically challenged in the
electoral process. Finally, the fth pillar is dealing with implementation mechanisms, research, monitoring
and evaluation. Strategic goals under this pillar include the implementation of strategic plan itself, resource
mobilization and research, monitoring and evaluation.
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Vision, Mission and Guiding Principles

Vision
To be a professional organisation that delivers credible elections in accordance with national laws and
international best practice to strengthen genuine democracy and peace in Malawi
Mission
As an independent constitutionally mandated and impartial institution, the Malawi Electoral Commission
shall professionally deliver credible, transparent, inclusive, efcient and cost effective elections to promote
and entrench democratic values and peace in Malawi
Guiding Principles
Key principle
MECs understanding of the key principle
Integrity
To carry out our activities in an honest and truthful manner; to take all reasonable
measures to prevent wilful wrong doing by our staff/ofcials; and to ensure compliance
and respect for electoral laws and other laws of the country
Independence
To operate freely in our own best judgement without taking directives from or being
controlled by any person or authority
Professionalism
To have properly trained, motivated and disciplined staff that is committed to the delivery
of credible elections
Transparency and
Accountability
To ensure that all electoral activities are open to the public, judicial and government
scrutiny, and to be responsive to the views and concerns of voters and other stakeholders
Excellence
To always strive to be above standard in the delivery of our services
Integrity MEC Commissioners and staff try to spell integrity during a BRIDGE course
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Thematic area/Strategic Pillar No. 1: Electoral

Environment
Strategic Goal No. 1: Independence of MEC
MEC strives for genuine administrative, political and nancial autonomy whilst
maintaining public accountability
Context
The Malawi Electoral Commission is a constitutional body created under Section 75 of the Malawi Constitution.
The MEC was broadly conceived within the framework of the independent model of electoral management
body in Section 76(4) of the Constitution and also Section 6 of the Electoral Commission Act (ECA). In this
regard, MEC is an independent body which shall perform its functions and exercise its powers independently of
any public ofce, any organ of government, any political party and any candidate or any person or organisation.
For purposes of accountability and in terms of overall fullment of its functions and responsibilities MEC is
required to report to the Head of State.
The independence of the MEC has, at times however, been brought into question for the way it is constituted.
Members of the MEC are appointed by the President in consultation with leaders of political parties represented
in Parliament. The commission is headed by a Chairperson who is a Judge nominated by the Judicial Service
Commission. Appointed members, irrespective of their sponsoring parties are expected to prove their
independence in the discharge of their duties as mandated by the Constitution
The independence of any institution is also affected by the nature of its resource base. MEC has in principle
a wide range of sources of revenue under Section 15 of the Electoral Commission Act (ECA). However, MEC
has relied largely on two main sources of funding: appropriations by Parliament and nancial aid by the
development partners. The funds appropriated by Parliament are channelled through the Ministry of Finance
although Section 15(3) of the ECA states that the MEC shall control its own funds. Experience has shown that
the MEC has had to always rely on the good will ofces of the Ministry of Finance in as far as its operations
are concerned. Although to date, there is no incident to suggest that the nancial leverage the Executive has
over the MEC has been abused, there is no guarantee that this will always be the case. There have also been
challenges with respect to the support that MEC receives from the development partners. The challenges
include late disbursement of funds, need for improved communication about the Elections Trust Fund and
MECs own reputation, which has been brought into question especially in the area of nancial management
systems. The dependence on Councils to host District Election creates dual loyalty and lack of autonomy on
the part of the District Elections Clerks. This background informs the following specic objectives and specic
activities for MEC in the next ve years:-
Specic Objective 1: MECs commitment to and compliance with its guiding

principles and values enhanced by the end of 2013
Specic activities:
Develop code of conduct for Commissioners and staff
Transform the codes of conduct into regulations that can be signed by the Minister for purposes of
enforceability
Conduct awareness campaigns among Commissioners and Staff to popularize the code of conduct
Organise public ceremony for the signing of code of conduct by Staff and Commissioners
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Specic objective 2: Public funding of MEC protected and predictable by the

end of 2017
Specic activities:
Engage Ministry of Finance in budget discussions of all stages of elections
Increase dialogue and interface with the Budget and Finance Committee well in advance of the
formulation of the national budget
Propose the creation of Committee of Parliament to be responsible for elections
Propose legislation that provides for secured public funding for MEC
Meet development partners and government once every six months in the pre and post elections period
Organize Elections Task Force meetings monthly, and hold regular reviews of the implementation of
the elections budget and the basket fund in the elections period
Specic objective 3: District level capacity of MEC enhanced by the end of 2013
Specic activities:
Detach the District Elections Ofce from the Council ofces
Raise the required qualications and competencies of a District Elections Ofcer that can effectively
interface with elections stakeholders
Provide requisite resources for District Elections Ofcer
Review and develop guidelines for the appointment of eld electoral staff
Capacity Building MEC staff captured after a BRIDGE training on civic and voter education
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Strategic Goal No. 2: Legal Framework

MEC strives for a legal framework that will enable it to discharge its mandate
to the satisfaction of its stakeholders in the electoral processes in a transparent
manner
Context
The legal framework within which those elections are held is a key factor of the extent to which the management
and administration of elections may abide by and reect democratic norms and principles and, therefore,
contribute to the democratic consolidation in any country. In the case of Malawi, the legal framework
governing elections is dened by four legal instruments: the Constitution, Parliamentary and Presidential
Elections Act (PPEA); Local Government Elections Act (LGEA) and the Electoral Commission Act (ECA). These
electoral laws still contain a number of gaps and inconsistencies that need to be addressed. For instance,
while the PPE Act provides for a person to register as long as he/she will be eighteen on or before polling the
Constitution restricts this since one can only register if he/she has attained the age of eighteen by the time of
registration. Furthermore, these gaps, ambiguities and inconsistencies are well documented in a number of
reviews including the Constitutional Review Report of 2007, the January 2012 Report on Review of Electoral
Laws and MECs own reports.
Furthermore, MEC does not have the requisite capacity to effectively deal with legal challenges that could
arise and that would allow it to effectively engage with other stakeholders in pursuing relevant legal reforms.
In some instances, it has been noted that the level of adherence to the existing constitutional mandate and
guiding principles of the MEC is affected by the extent to which the Commissioners and Staff are aware of and
have internalized and popularized electoral laws and codes of conduct.
With respect to conict management in general, which is common practice in the electoral processes, the
role which the Multiparty Liaison Committees (MPLCs) play has been instrumental. The Electoral Commission
will work towards increasing the capacity of the MPLCs but also of MEC staff and Commissioners in conict
management.
In view of this, MEC will aim at realizing the following specic objectives and activities:
Specic objective 1: Gaps and inconsistencies in the electoral laws are addressed
by the end of 2013
Specic activities:
Consider and adopt recommendations that emerged from MECs internal review of electoral laws
Prepare and submit proposals for amendments to the Law Commission, to the Minister of Justice/or the
Legal Affairs Committee of Parliament
Develop and publish guidelines and regulations that clarify the ambiguities including regulation for
transmission of results from MEC to Chief Justice and the National Assembly
Propose the passing of a legislation to govern how MEC can conduct referenda
Develop guiding regulations where gaps exist in the legal framework
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Specic objective 2: Capacity of MEC to deal with legal related matters including
complaints handling is enhanced by end of 2013
Specic activities:
Establish a directorate of legal affairs
Propose an amendment of the legislation as to make it practical in governing the complaints and
appeals procedures
Organise training for Commissioners in conict management
Organise regular training initiatives for MPLC members
Electoral violence Conict if not well managed can result in violence and loss of property which is
counterproductive
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Strategic Goal No. 3: Level Playing Field:

Create a conducive environment for an unhindered access to the electoral
processes in which all stakeholders are treated equally
Context
Credibility of elections can be ensured when contestants have equal access to the electoral process and no
stakeholder enjoys unfair advantage over the other. A number of key issues have been identied in this area.
One of them includes the public media. Reports from the previous elections show that the public media has
often been in favour of the party in government and its candidates. Although MEC issues guidelines, it does
not have adequate enforcement mechanisms to sanction non-compliance. Another issue concerns abuse of
public resources particularly by the governing party. Furthermore, particularly during campaign periods, the
role of stakeholders such as traditional leaders, the Police and District Commissioners has in some instances
constrained the extent to which all electoral contestants can market their agenda as some contestants have
been blocked from conducting meetings.
The playing eld is also challenged by the unregulated inuence of money in politics as there is no legal
framework governing political parties and candidates in the way their elections campaign is nanced. Political
parties and candidates have also raised concerns with regard to the manner in which the EMB introduces some
guidelines or regulations that to others may be deemed as limiting their participation in the electoral process.
The case in point here is the raising of nominations fees for both presidential and parliamentary candidates in
the run-up towards 2009 elections.
Against this background, MEC aims to achieve the following specic objectives and implement the following
activities:
Specic objective 1: A platform for electoral contestants to market their agendas

created by the end of 2013
Specic activities:
Engage MACRA to resuscitate the media monitoring
Publish MACRA reports on the media monitoring
Regularly engage with public media managers and MACRA in giving equal access to electoral processes
Collaborate with relevant stakeholders in organizing political debates for electoral contestants
Specic objective 2: A fair campaign process conducted by May 2014

Specic activities:
Develop and disseminate guidelines for traditional leaders and Councils Chief Executives and DCs
during campaigns
Strengthen the capacity of MPLCs in conict management
MPLCs to publicize schedules of campaign meetings
Develop registers for DCs to record notications for campaign meetings
Review, consult on and determine candidate nomination fees
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Propose the introduction of a campaign nancing law
Specic Objective No. 3: Capacity of MEC to enforce laws and regulations

strengthened by 2013
Specic activities:
Develop regulations that augment the electoral law to enhance a level playing eld
Compile a guide on what MEC can do to punish violators of electoral laws
Review and draw lessons from past elections with regard to levelling play eld
Raise public awareness on code of conduct for electoral contestants
Engage with relevant authorities to ensure implementation of judgements passed in respect of violation
of electoral laws and regulations
Free and fair process a candidate signs for a code of conduct during launch of by-elections in Mzimba
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Strategic Goal No 4: Stakeholder Relationships

To create transparency and instil condence in, and ownership of the electoral
cycle
Context
Regular and effective interaction and communication between an EMB and stakeholders is key in creating
transparency and in instilling condence and ownership in the electoral cycle. Presently, MEC does not
appropriately, proactively and effectively inform stakeholders about the electoral process. This is partly
due to the absence of a clearly developed external communication policy and strategy on the side of MEC.
Institutional arrangements such as the National Elections Consultative Forum (NECOF) at a national level and
Multiparty Liaison Committees (MPLCs) at a district level have either been dormant (in the case of NECOF) or
only become active during the elections period (in the case of MPLCs). Efforts to engage with stakeholders are
made only during the period of elections thereby creating a public perception of treating elections as an event.
As some stakeholders noted during the preparations of this strategic plan, communication is dead in between
elections.
MEC is committed to a paradigm shift in its relationship with stakeholders and in entrenching an understanding
among the stakeholders of elections as a cycle in order to create condence and trust in the electoral process
and in MEC as an organisation. MEC will regularly meet all relevant stakeholders, including public institutions/
ministries that have a role in delivering services in the electoral process.
MEC will increase its interactions with stakeholders by making available its electoral services to those
stakeholders that may need the assistance of MEC for their (stakeholders) own benet. For instance, MEC
may provide services such organizing internal elections of political parties, conducting elections of other
organizations and such other services that may fall within its area of competencies. Such services will be
offered at a fee for MEC to recover costs involved and only on condition that MEC cannot compromise its
mandate and guiding principles. MEC will therefore strive to achieve the following specic objectives:
Specic objective 1: Communication improved, professionalized and rigorously

implemented by September 2013
Specic activities:
Consult and develop a comprehensive communication policy
Publicly launch and implement new communication policy
Specic objective 2: Interaction and communication with stakeholders improved

throughout the electoral cycle by the end of 2016
Specic activities:
Organise annual targeted meetings with each political party leadership represented in Parliament
Organise annual forum of parties leadership not represented in Parliament
Organize annual targeted meetings with independent Members of Parliament
Visit each Multiparty Liaison Committee (MPLCs) at a district level once a year
Organize meetings of MPLCs every six months during the pre and post elections period
18
Organize monthly meetings of MPLCs during election periods

In the pre and post elections period, organize National Elections Consultative Forum (NECOF) meetings
every six months
Organize monthly NECOF meetings in the election period,
Meet development partners and government (including the Judiciary) once every six months in the pre
and post elections period
Organize Elections Task Force meetings monthly in the elections period,
Specic objective No. 3: Electoral services offered on demand and on a cost

recovery basis to those stakeholders in need
Specic activities:
Develop guidelines governing the electoral services assistance MEC can render to other stakeholders
Prepare an information pack proling the services MEC can offer to other stakeholders such as organizing
internal party elections
On demand MEC staff counting ballots during a political party convention
19
Strategic Goal No. 5: Election Observation and

Election Monitoring
To conduct elections compliant with national laws and international standards
and best practices
Context
The Malawi Electoral Commission understands domestic and international elections observers as key elements
for comparing with and checking the Malawi electoral process against international best practices, and
thus conrming Malawi as part of the global family of democracies. Therefore election observation shall be
systematically and comprehensively conducted.
While legislation clearly indicates rights and obligations of international observers, recommendations and
ndings highlight gaps in the legislation and / or procedures for domestic observers / monitors. The majority of
the international observer groups come late in the process and are therefore limited in their ndings. Another
limitation is the uneven spread of international observers, as they tend to focus more in urban areas at the
expense of the majority of rural areas. Domestic observers (conduct their duties in the same manner monitors
do) are usually conned to one polling station throughout the entire process due to among other factors, the
very limited funding and transport challenges. While international observer groups regularly share their reports
with the electoral authority, domestic groups do not systematically share ndings or do not publish reports.
It has been noted that political party monitors have regularly been deployed, but that their performance has
been substantially below standard. Lack of funding for training, but also lack of attention of MEC towards
political parties and their training needs has been highlighted as an obstacle for parties to systematically deploy
and train party monitors, which negatively impacts on their performance and, sometimes, questionable value
of their monitoring function in the polling stations.
MEC wishes to promote professional observation in Malawi and will develop guidelines and procedures for
domestic observers and monitors, which, at a later stage, could be considered to become part of the legislation.
The code of conduct for observer groups shall be reviewed and made available in a timely fashion to all
observer groups. A professional brieng kit and a brieng session from MEC upon arrival of observer groups
will continue to guide domestic groups and international observer groups. MEC is conscious of the value of
observations made by observer teams, which help improve operations and strengthen the credibility of the
process as a whole.
While MEC is aware of nancial restrictions to domestic and international observers, MEC wishes to emphasize
that observer groups are invited to conduct a comprehensive observation, which covers voter registration,
and cover the national territory systematically without neglecting rural areas. MEC will provide brieng kits
and briengs to political parties similar to domestic observer groups in order to allow an improvement in the
capacity of political party monitoring. MEC will train a limited number of party representatives (Training of
Trainers approach), which allows political parties to conduct training for monitoring accordingly.
Specic objective: Election observation / monitoring systematically and

comprehensively conducted by end of 2014
Specic activities:
Consult, develop, publish and circulate guidelines and code of conduct for domestic and international
observers and domestic monitors
Review accreditation mechanisms for election observers (domestic & international)
20
Provide information seminars and induction for observer groups

Prepare brieng kits for election observers / monitors
Engage election observer groups at an early stage for equitable/even deployment
Publicize online reports of domestic and international observers
Organise a post-election stakeholder workshop to assess the extent to which the electoral process
complied with international best practice
Provide information seminars for political party agents as Trainer of Trainers (ToT)
Establish a desk ofce responsible for election observers (temporary)
Review accreditation fees for international observers, and adhere to international best practice
Review and consult on accreditation of media to monitor election process
Credible polls Former Ghananian president, John Kufuor leads a Commonwealth Observer Group at a
press conference during the 2009 General Elections
21
Thematic area / Strategic Pillar 2: Malawi

Electoral Commission as an organisation
Strategic Goal No. 1: Organisational Culture
MEC to strive for an organisational culture that promotes excellence;
transparency with clear policies; systems and guidelines that inspire internal
and external condence and trust
Context
The internal and external assessments conducted show a number of important deciencies in the functioning
of MEC as an organization which have impacted not only on the relationships and atmosphere within the
organisation and MECs effectiveness and efciency, but which have also impacted upon the Malawi Electoral
Commissions reputation. Most stakeholders have neither the condence nor the trust in MEC in respect of its
operations, management of resources and its independence.
It has also been noted that there is lack of clear denition of roles between the Secretariat and Commissioners.
This has generally led to a situation in which the Commission and the Secretariat are at times perceived as
separate entities within MEC and not as playing complementary roles in the achievement of MECs Vision and
Mission. This lack of clarity in roles between the Commission and the Secretariat has resulted in a culture of
mistrust and inadequate information ows. Consequently, the Commission cannot effectively and efciently
full its oversight function, while on the other hand the Secretariat feels being micromanaged.
The efciency and effectiveness in the internal functioning of MEC is further hampered by the fact that use
of ICT is not fully exploited due to lack of proper training. In the case of District Election Ofces, (ICT) is
completely non-existent.
The Commission undertakes to review and take important efforts to change the organisational culture in order
to address these issues. MEC strives to provide a clear distinction and agreement on roles and responsibilities
between the Commissioners and Senior Staff. Management procedures need overhaul, to allow the Commission
to professionally full its mandate according to the legal provisions and according to its guiding principles. The
Commission undertakes to engage Commissioners and staff in regular externally-facilitated retreats to allow
increased trust and mutual understanding. New management procedures based on the principles of corporate
governance will allow MEC to strengthen internal accountability and increase efciency in decision-making.
MEC is, however, aware that profound change often faces challenges which require effective leadership, time
and commitment on all levels.
A comprehensive communication strategy shall allow MEC to address internal communication gaps within
headquarters, and between headquarters, regional and district ofces. This shall provide management with
a comprehensive tool to inform staff about MEC policies and activities to increase the corporate identity of,
and commitment to, MEC. In order to enhance communication, MEC intends to provide equipment and
connectivity to allow for easy transmission of information to and from ofces including region and district
ofces. MEC will intensify relevant training to boost its capacity to deliver quality services.
22
Specic objective 1: Trust and good working relationship between Commissioners

and Staff established by rst quarter 2013 and corporate identity strengthened
by end 2013
Specic activities:
Organise an externally-facilitated team building workshop by February 2013
Organise team building and retreats at least once a year
Develop induction pack and programme for new members of staff and commissioners
Specic objective 2: Efciency in decision-making procedures, implementation,

and follow up strengthened by 2013 and principles of corporate governance
claried and entrenched by 2014
Specic Activities:
Develop and implement guidelines on decision making and implementation
Develop format of action-oriented minutes with clear responsibilities and time lines
Develop and implement an internal communication strategy
Organise corporate governance workshops and determine characteristics of new management systems
based on the concept of corporate governance
Engage change management expert to help implementation of corporate governance
Organise regular trainings and workshops for the Commission and Senior Staff
Specic objective 3: Efciency and cost-effectiveness is increased through

appropriate IT-infrastructure and training by 2014
Specic Activities:
Provide computers, internal networking and internet connectivity to all MEC ofces from Headquarters
through to District ofces
Organise systematic IT training for Commissioners and members of staff on use of modern information
technology such as skype as a means of internal communication
Specic objective 4: Responsiveness to stakeholders strengthened by 2014

Develop a public service charter
Hold internal workshops on the service charter
Popularise the service charter to staff and stakeholders
Develop feedback mechanisms to and from stakeholders
23
Strategic Goal No. 2: Human Resource

Management and Administration
MEC strives to have a highly motivated and efcient secretariat that is guided
by comprehensive human resource management systems and policies
Context
The Malawi Electoral Commission has qualied staff in place, and efforts are underway to ll in vacancies.
At the same time, reviews of previous assessments1 and internal consultations have revealed that morale and
motivation levels for staff are low in the Commission emanating from the non-availability of crucial frameworks
for managing staff and staff issues.
Some of the areas of concern include lack of a coherent human resource development plan; ineffective handling
of disciplinary issues and complaints; improper grading of staff; lack of job descriptions and lack of consistent
performance management and reward systems.
Through the development of relevant human resource policies and their consistent application, MEC wishes
to enhance staff motivation and retention. MEC will address issues of staff development and training and
placement of staff according to their skills and job requirements, through the development of a training policy
that will guide the Commission in dealing with training-related activities and to instil a culture of continuous
learning. MEC will further develop guidelines for disciplinary and grievance-handling mechanisms in order to
ably manage workplace relations. MEC will also carry out a skills audit in order to ascertain capabilities of its
manpower.
The need to maintain and improve staff satisfaction at all levels is equally imperative. This will be done through
a comprehensive functional review with a view to come up with an appropriate organizational structure and to
ensure that positions are properly graded. This will also involve creating and maintaining job descriptions for
staff that allows for the systematic staff appraisals and performance-based rewards.
The need for the Commission to have the right people cannot be overemphasized. To full its mission there is
need for MEC to explore a combination of the recruitment process and guidelines on seconded and technical
staff.
Specic objective 1: Skills development and placement of staff based on

systematically identied skills gaps by end of 2013
Specic activities:
Develop a training policy for staff to enhance staff development
Conduct a skills audit in preparation for Tripartite Elections in order to address skills gaps
Develop a workplace HIV and AIDS policy
Develop retrenchment and redundancy procedures
Standardize and rationalize staff development activities
The UNDP commissioned Bekko report from 2009 reviews MEC as an organization and proposes a number of substantial changes,
which have so far only very partially been taken into account
1
24
Specic objective 2: Staff satisfaction levels enhanced by the end of 2017

Specic activities:
Undertake a comprehensive functional review of the organizational structure (job descriptions, job
evaluation and grading exercise)
Commission a staff satisfaction survey
Develop performance based appraisal and reward systems
Develop a remuneration and benets policy
Develop grievances, disciplinary and complaints handling procedures
Review the terms and conditions of services for secretariat staff
Specic objective 3: Highly competent and skilled personnel professionally

recruited by the end of 2017
Specic activities:
Develop and implement a recruitment policy
Develop clear guidelines on seconded staff/technical advisors to the Commission
Reduce percentage of seconded staff
Enhancing and sharing skills MEC Commissioners and staff captured during a BRIDGE workshop on
registration
25
Strategic goal No. 3: Financial management

and procurement
MEC will strive to have a transparent, functional, efcient, nancial and
procurement management system that enhances accountability and transparency
and instils trust and condence of stakeholders
Context
The consultations that were carried out both internally and externally have revealed that MEC lacks the adequate
capacity to handle nancial and procurement transactions and that it is not able to handle assets properly. As
this is not the case partners may lose trust in MECs handling of nancial and material resources. MEC is also
perceived by the public at large as being wasteful. Observations show that MEC does not regularly subject
its accounts to external auditors; it has no proper asset management system in place and that MEC does not
transparently communicate its procurement transactions.
MEC commits to tackle this situation through a high level of compliance with nancial guidelines and
procurement procedures. Additional competent staff needs to be recruited to strengthen the relevant units. To
increase the efcient use of resources and minimize wastage, MEC will review and update existing nancial
guidelines, computerize asset management activities and review existing contracts in order to ascertain that
value for money is being attained. MEC strives to enhance condence and trust of stakeholders by ensuring that
transactions are subjected to external audits, nancial information is shared with partners and made public.
Furthermore, MEC, in collaboration with the Anti Corruption Bureau (ACB) will take measures to raise the
awareness of staff on the prevention and combating of corruption.
Specic objective 1: Capacity of MEC in nancial management and procurement

enhanced by end of 2013
Specic activities:
Strengthen human resource capacity in nance and procurement
Maintain an up-to-date asset register
Effect nancial management accountability, policies, guidelines and functional systems, that ensure
effective use of resources, transparency and accountability
Specic objective 2: Condence and trust of stakeholders enhanced by 2013

Specic activities:
Undertake annual external audits
Undertake mid-year external audits to strengthen internal controls
Implement continuous internal audits
Pre-audit nancial transactions and procurement
Incorporate lessons from previous audit reports
Assign a senior manager as a liaison ofcer with development partners under the supervision of the
CEO
26
Publish all audited accounts, according to provisions of the law

Publish the process and results of tenders
Share election budgets with stakeholders at an early stage to allow timely budget allocation
Engage with ACB and conclude memorandum of understanding to raise awareness on prevention and
combating corruption issues through trainings and workshops
Specic objective 3: To increase the efcient use of resources and minimize

wastage by 2016
Specic activities:
Review existing nancial guidelines
Maintain an asset register, computerize and rationalize use of assets [for example, transport, use of
generators versus solar panels]
Review and where possible re-tender existing contracts with service providers
Develop a policy on sustainable and ecologically sensitive utilisation of resources
Specic objective 4: Level of compliance with nancial guidelines and

procurement procedures increased by end of 2013
Specic activities:
Compile all the nancial guidelines and procurement procedures and make them available to all
relevant stakeholders
Review nancial guidelines at regular intervals
Adhere to the provisions of the Public Financial Management and the Public Procurement Acts
Sustainable Carton polling booths are environmentally friendly and recyclable
27
Thematic area/Strategic Pillar No. 3:

Electoral Operations
Strategic Goal No. 1: Operational Plan
MEC to deliver transparent and credible elections
Context General remarks
With the experience of four general elections delivered between 1994 and 2009, MEC has a record of fairly well
managed elections which have been considered by national and international observers as largely reecting
the will of the people.
However, there are some key areas of concern, which have regularly been raised by stakeholders and observers,
which need review and overhaul to increase transparency and credibility of the process to allow the electorate
to equally participate in the process. For instance, MEC has not been able to regularly review constituency
boundaries at the ve-year intervals as required by law (see Strategic Goal No. 3 under this Pillar). Furthermore,
the voters roll in its current form cannot be considered to be accurate. (see strategic goal No. 4 that falls under
this Pillar).
Otherwise MEC has successfully conducted the candidates nomination although the increase in nominations
fees for both Presidential and Parliamentary candidates has been found contentious in some circles.
While electoral operations during polling are conducted in a fairly professional manner, results transmission,
complaints handling and announcement of results require review, due to lack of trust in results transmission and
perceived inadequacy in handling complaints. MEC needs to address these deciencies and nd appropriate
solutions to improve the electoral operations.
The operational plan

The operational plan for the preparation of the 2014 elections is embedded in the Strategic Plan. The plan
outlines all relevant activities the Malawi Electoral Commission has to undertake within the existing legal
framework to successfully conduct the 2014 elections. It covers major milestones such as boundary delimitation,
procurement of electoral materials, voter registration, candidate nomination, printing of ballot papers, all
logistical aspects including the distribution of electoral materials, training of ad-hoc staff, voter education,
security, outreach to stakeholders, results transmission, complaints handling, results announcement, and also
post-election activities. The operational plan is the basis for a detailed electoral calendar and a guide for the
disbursement schedule of funds. It highlights linkages between activities, and sets the pace for the electoral
authority and stakeholders in a timely manner.
In previous elections, the electoral plan was shared with stakeholders. However, when changes became
necessary, MEC did not always share these changes in a timely manner. This sometimes led to delayed
disbursement of funds, which negatively impacted on the electoral operations.
MEC is therefore committed to consulting stakeholders on the operational plan at an early stage, keeping
stakeholders regularly informed and regularly exchange the operational plans implementation. Communication
with and participation of stakeholders about the key challenges of the electoral process and MECs constraints
will allow for improved planning and risk-management throughout the electoral process.
28
Specic objective: The operational plan in place by Nov 2012 and is implemented
according to the time lines throughout 2013 and 2014
Specic Activities:
Consult, develop, publish and disseminate a realistic operational plan and circulate the electoral
calendar
Conduct monitoring and evaluation of the operational plan, and adjust the plan accordingly
Communicate necessary changes to stakeholders immediately or during regular stakeholder consultations
(see Pillar 1, strategic goal No. 2)
Consulted Electoral stakeholders captured after a meeting on 2014 Tripartite Elections preparations
29
Strategic Goal No. 2: Voter Education

To maintain a high level of public participation in the electoral processes through
empowerment, awareness, knowledge, and skills
Context
MEC is legally entitled to promote public awareness of electoral matters through the media and other appropriate
and effective means and to conduct civic education on such matters Sec8(1)j ECA. The Commission strives
to increase informed participation through quality voter and civic education, which is guided and informed
through MEC but implemented by civil society organisations (CSOs) partners throughout the country. The last
strategy for civic and voter education for the 2009 elections showed a number of deciencies such as latefunding and inadequate implementation of the calendar by CSOs although voter turn-out was 78 per cent. The
2012 by-elections in Mzimba further revealed the lack of capacity of CSOs. Lessons from the 2009 elections
and the 2012 by-elections have informed MEC in the planning for the 2014 tripartite elections.
MECs civic and voter education strategy will be reviewed in close collaboration with stakeholders in order to
establish a realistic and well performed strategy for upcoming 2013/2014 electoral activities and beyond. One
specic objective is to improve the quality of voting by reducing substantially the invalid ballots.
MEC will also involve active networks and institutions and other partners such as the media, which have a
potential for voter education activities. Faith-based organisations will also be included in the review and in the
rening of the civic and voter education strategy, during implementation, monitoring and evaluation. While
MEC will provide the framework for the strategy and relevant electoral information to design and production of
materials, it will only be able to lobby for funding with government and international partners to enable voter
education to be implemented.
Specic objective 1: Quality and delivery of civic and voter education improved
by end of 2013
Specic activities:
Identify, assess and conrm the existing civic and voter education providers with respect to their
capacity and quality.
Conduct surveys to assess the level of voters awareness on electoral matters
Undertake regular review and update of the civic and voter education strategy
Review and update civic and voter education manual
Accredit CSOs
Advocate for information campaigns for women, youth, and other vulnerable groups
Conduct multimedia communication (through drama groups, focus groups discussion, social fora)
30
Specic objective 2: Maintain a high-level voter turn-out and seek to achieve

national rate of less than 3.5% null and void votes by 2017
Specic activities:
Engage with the Ministry of Education to improve election related information in the school curriculum
Intensify campaign for proper ballot paper marking
Consult, develop, publish, and circulate regulations for null and void votes
Lead in developing strategic civic and voter education messages
Make available voter education materials to political parties to complement work of CSOs in voter
education
Good turnout Voters queue to cast their vote during 2009 Parliamentary and Presidential Elections
31
Strategic Goal No. 3: Boundary Delimitation

MEC to demarcate constituencies and wards reecting equal representation by
December 2017
Context
The Constitution (Sec 76(2)(a)) and ECA (Sec 8(a and c) gives powers to the MEC to determine the number of
constituencies for purposes of elections and, subject to the Local Government Elections Act, to undertake or
supervise the demarcation of wards. In the case of constituencies, the overriding criterion is that of ensuring
equitable representation as MEC is encouraged to ensure that constituencies contain approximately equal
number of voters eligible to register. Thus, the democratic principle behind review of constituencies (and for
that matter ward) boundaries is to ensure that there is some kind of equity in representation across the country.
The other considerations include population density, ease of communication and geographical features and
existing administrative areas (Sec 76(2a)). For the wards, factors to be considered include population density,
geographical features, easy communication and the wishes of the people and the MEC is to ensure that ward
boundaries do not cross local authority jurisdictions (ECA Sec 8c).
The Constitution states that with regard to constituencies, the review should take place at intervals of not
more than ve years (Sec76(2b). Once MEC has reviewed and determined the constituency boundaries,
its recommendations are forwarded to Parliament for conrmation. Where Parliament may reject MECs
recommendations, it (Parliament) cannot alter both the number and boundaries of the constituencies.
Since independence, the constituency boundaries have been altered seven times, ve of which were before
1993 as the following table illustrates.
Demarcation of constituencies since 1964:
Year
1964
1973
1983
1987
1992
1993
1998
No. Of Constituencies
53
63
101
112
141
177
193
As it may be observed, the last time boundary delimitation was undertaken was 1998 (14 years ago) going
beyond the ve-year interval as required by the Constitution. It is apparent, therefore, that the current sizes and
number of constituencies and wards may not therefore reect the basic democratic principles as laid down in
the Constitution.
There have also been observations by various stakeholders to reconsider the role of MEC in the boundary
delimitation process for two reasons:
Firstly, constituency boundaries are closely linked to the boundaries of district, town, municipal and city
councils, which are determined by completely different authorities. Secondly, boundary delimitations are a
politically sensitive matter which, if not handled properly, can compromise MECs compliance with its own
core principles especially in the event that some stakeholders have not been satised with the results of the
delimitation process. To this end, MEC has set out the following specic objective and activities:
Specic Objective: To review wards and constituencies and undertake boundary

delimitation according to the constitutional requirement by 2017
Specic activities:
Solicit requests from the Councils on areas that require attention
Summarize the submissions from Councils for MECs action
32
Conduct consultation meetings with stakeholders in the councils

Establish and train demarcation committees
Conduct eld demarcation of constituencies and wards
Determine position of constituencies and wards
Submit a report on constituency demarcation to Parliament
Implement boundary delimitation
Consult with NSO to determine number of eligible voters in constituencies
Popularise the Constituency and Ward boundaries and make maps accessible to stakeholders at a
minimum cost
Train Commissioners and staff on Demarcation issues
Initiate consultations with relevant stakeholders to reconsider mandate of MEC in the boundary
delimitation
Engaged Stakeholders partcipate in a public hearing on ward demarcation in Balaka
33
Strategic Goal No. 4: Voter Registration

To ensure that all eligible voters have the right to participate in electoral
processes
Context
It is MECs mandate to organize and direct the registration of voters; to devise and establish voters registers
and ballot papers and to print, distribute and take charge of ballot papers and voters registers for purposes
of an election Sec 8(1) d,e,f (ECA). The voters register is perceived by the majority of stakeholders as being
inaccurate of the corrections of personal details of some voters as well as the fact that no effective system is in
place to remove the deceased from the register over the years. In the 2009 elections, the voters roll became a
target of concern, which required exceptional measures by MEC to allow the electorate to fully participate in
the elections. Since then, MEC has undertaken considerable efforts to correct the voters` roll, which, among
other things, enabled it to conduct by-elections since the 2009 polls.
MEC faces critical dilemmas that need to be reconciled. On one hand, it is apparent that the current system
has serious limitations that if not addressed, may result in denying eligible voters from participating, and on the
other, critical considerations have to be made with respect to timing, costs and the potential risks arising from
any failures of a new system.
The Electoral Commission strives to have an accurate electoral roll, which allows all voters to participate in
the electoral process. MEC considers this as key to the credibility of elections in Malawi. To this end, MEC
will engage in the search of the most appropriate voter registration system for Malawi taking into account costeffectiveness and feasibility of available systems, while sharing the results of this process with stakeholders
at an early stage of the process. A transparent process will consolidate MECs position on how to proceed
according to best practice, and to have maximum ownership of stakeholders. This system would be introduced
in 2015.
The Commission will also seek synergies with other national institutions such as the National Registration
Bureau or the Ministry of Local Government to seek best ways of heading towards an improved registration
system. A specic focus needs to be put on the registration of the deceased, which is of crucial importance to
the success of an accurate register.
Specic objective: To have an accurate, current and relevant voters register in

place by 2017
Specic activities:
Engage an expert to comprehensively review the current voter registration system and the voters roll
by end 2012
Organize stakeholders meeting to deliberate on the results of the review
Update the voters roll
Clean up the voters roll
Review, adopt and introduce an appropriate cost effective registration system by 2015
Implement an improved voter registration system that speaks fairly of other registration efforts such as
of the national registration bureau, LG Minister and traditional leaders, etc.
Conduct registration of new voters
34
Strategic Goal No. 5: Transmission and

announcement of results, complaints handling
Credibility of results transmission and announcement enhanced by 2014
Context
The condence of the electorate and all relevant stakeholders in results transmission and announcement is
the backbone to the credibility of an electoral process. When an electoral authority does not clearly inform
about the technical challenges and timelines of the results transmission process and results announcement,
stakeholders easily get suspicious and start speculating why results are not yet known and published. Credibility
of the process may be at stake, even when the electoral authority might have correctly done everything. An
electoral authority therefore has foremost to deal with the perceptions of the stakeholders in this process, and
has to be pro-active in informing about challenges and timelines of the results processing, transmission and
announcement.
Although MEC has internal administrative procedures, which are followed when communicating results to
both the Chief Justice (in the case of the presidential elections) and Parliament (in the case of parliamentary
elections), these procedures are not known by a majority of stakeholders. In a situation where the swearingin ceremony for the winning president is hurriedly done, as it has often been the case, a public perception
emerges that wrongly suggests that MEC is involved in the preparations and thereafter swearing in of the
winning candidate.
Similarly, the 48-hour requirement for lodging of complaints after the announcement of results has proven to
be impractical, hence affecting the extent to which the process can be deemed to have been fair. The gravity
of this legal requirement is apparent particularly given the almost established practice of conducting swearingin ceremonies within the 48 hours following the announcement of results. The presence of the judges in
the swearing-in ceremony further complicates the complaints handling, as in practice it further reduces time
available to deal with the complaints.
MEC strives not only to improve communication with stakeholders and enhance the information base of all,
but also to review, improve and accelerate the results transmission. MEC will propose a change in the legal
framework regarding the timeframe in between the announcement of results by MEC and the swearing-in. MEC
will clearly communicate procedures and timeframes to the public to remove any possible suspicion about the
process. At the same time, the Chief Justice Practice Direction No. 2 of 2009 that speeds up determination of
electoral petitions has proved to be useful in 2009 and MEC will propose for the direction to become part of
the electoral legislation.
Specic objective: Results transmission and announcement processes are

improved and well known to all stakeholders by March 2014
Specic activities:
Develop regulations for results transmission from polling stations to MEC headquarters
Conduct pilots for the IT results transmission, and improve on the current results transmission system
Clarify procedures of announcement of results
Propose an amendment of the legislation governing the complaints and appeals procedures to make it
practical (adequate time for proper verication of complaints to allow for analysis of complaints before
announcement of ofcial election results), see also Pillar 1, Strategic Goal No. 2, Legal Framework
35
Pillar number 4: Cross cutting issues

Strategic goal No. 1: Gender, youth,
the elderly and people with disabilities
MEC to become an organization that is sensitive to gender, youth, the elderly
and people with disabilities
Context
Malawis electorate is diverse. Women constitute about 52% of the population while 38% of the population is
the age category of 15-24 years. Thus, a modest population of Malawis electorate are the youths. This diversity
needs to be taken into account throughout the electoral cycle to ensure access of the electoral process by all
and also to ensure that elections contribute meaningfully to further deepening of popular participation in broad
terms. This is particular with respect to gender, youth, the elderly and people with disabilities.
Although there are no reliable statistics, observations show the turnout of women on polling has generally been
better than average. Paradoxically, women participation in electoral process as measured in terms of contesting
as candidates is quite low. For instance, of the 1177 candidates who participated in the 2009 parliamentary
elections, only 239 (representing 20.3%) were women. Of these 42 were ultimately elected (representing
17.6% of those who contested and 21.8% of representation in Parliament). The number falls below the SADC
average of 30 per cent representation as of 1997 and much lower to the current 50-50 campaign. MEC will
therefore need to take into account the particular challenges that women face in society if the relatively high
turnout of women at polling is to be sustained and also if, and more importantly, this participation can also
include their taking part as candidates. Malawian women face a lot of challenges, inter alia, low literacy levels,
which stands at 59%, household and society factors such as ownership of land, and some negative cultural and
traditional practices that effectively hinder them from active and substantive participation in politics beyond
voting.
A well informed youth can be a critical force to the consolidation of democracy. At the same time, there have
also been instances when the youths have been exploited and manipulated within the electoral context. It
is important for MEC to understand the underlying factors which could hinder youths from participating in
the electoral process, or which might lead to youth playing a potentially negative role in Malawis young
democratic system.
The electoral process needs to be equally inclusive for people with disabilities and the elderly. In Malawi,
about 3.8% of the population suffer from some form of disability. A majority of these live in rural areas.
Similarly, the elderly people require special attention in the electoral process as a result of long distances to
registration centres and polling stations.
MEC has started making strides to ensure that the electoral process takes into account issues of gender, youth,
the elderly and people with disabilities. For instance, guidelines are available allowing elderly people to have
preferential treatment during electoral operations. However, the guidelines need to be regularly reviewed in
order to highlight these challenges and raise the awareness in all processes. Similarly, MECs civic education
strategy, which was developed in 2008 and successfully implemented in 2009, takes into account challenges
facing people with disabilities. An attempt has also been made to mainstream gender in the civic and voter
education strategy. These positive strides have, however, been unco-ordinated and have not been anchored
by any policy. Furthermore, the extent to which these special groups can meaningfully participate in electoral
processes beyond voting also depends on the efforts of other stakeholders. MEC thus strives to promote the
following:-
36
Specic objective 1: Gender in all policies, processes and activities is

mainstreamed.
Specic activities:
Undertake a gender audit of all electoral laws, policies, guidelines and procedures
Mainstream gender in all MEC tools
Develop a gender policy for MEC
Organize gender awareness training for all members of staff
Appoint a gender focal person
Specic objective 2: The infrastructure, services and materials accessible to

people with disabilities
Specic activities:
Develop guidelines that respond to the needs of the physically challenged
Organize an orientation seminar on the implementation of the law on people with disabilities including
concerned stakeholders
Review all MEC infrastructure, services and materials to ensure disability compliance
Specic objective 3: Youth encouraged to participate in electoral processes in

an informed manner
Specic activities:
Research the underlying factors hindering youths participation in electoral processes
Mainstream youth in voter and civic education
Conduct an elections campaign for youth
Specic objective 4: MEC ensures equal participation of elderly people through

specic attention to concerns of the elderly in electoral operations
Specic activity:
Implement guidelines for attention of elderly people in electoral operations
37
Strategic Goal No 2: Security, Infrastructure,

and Equipment
MEC to ensure stakeholders security during the electoral operations and to
have secure, adequate and reliable equipment and purposely-built ofces and
warehouses
Context
While Malawi has not experienced particular violence during elections so far, security around the electoral
process requires specic attention. The security provisions for registration centres, polling stations, polling
station staff, the electorate as a whole and MECs junior and senior staff and Commissioners need to be
reviewed. MEC staff needs to be reassured that it can conduct its daily business in the preparation and conduct
of the elections without any security risk. It is important that MEC reviews electoral security together with the
police and military and put systems in place to deal with possible threats.
The independence, operations and public image of MEC is also dependent on its infrastructure and equipment.
With respect to infrastructure, MEC largely operates from rented premises with the exception of its headquarters
(which belongs to the Controller of Stores) and the Regional ofce for the south. In many of the rented premises,
MEC has had to take what is available on the property market. Unfortunately, the ofces and warehouses that
MEC rents are not purpose-built and cannot easily be customized to respond to MECs requirements. Some of
the ofces are located in areas where security cannot be guaranteed. Cases in point are regional ofces for the
centre and north. Operating from rented premises is, in the long run not economically sustainable.
The equipment that MEC currently has in terms of vehicles and computers is not adequate. None of the
district clerks has a computer. Neither do their ofces have own furniture. In addition, MEC does not have a
maintenance and disposal policy.
Specic objective 1: Security policy for the electoral process provided by July
2013
Specic activities:
Review MECs security policy
Conduct training for police at registration and polling stations
Specic objective 2: Secure and purposely built ofces and warehouses either
acquired or designed by 2017
Specic activities:
Secure and equip independent premises for district ofces
Negotiate with relevant authorities for transfer of ownership of the MEC HQ building from Controller
of Stores to MEC
Rehabilitate the MEC headquarters
Relocate Regional ofces (Centre and North) to secure premises
38
Refurbish all regional ofces
Specic objective 3: Security of MEC Commissioners, Staff and MEC sensitive

materials provided
Specic activities:
Assign senior staff as responsible security ofcer
Review the security situation of MEC staff at all levels
Negotiate with the Malawi Police Service to permanently provide security services to MEC
Specic objective 4: Adequate and reliable equipment and systems available

Specic activities:
Take stock of MECs equipment needs
Develop a maintenance, replacement and disposal policy
Procure adequate, reliable and modern equipment
NB:
Other crosscutting issues
Other crosscutting issues concern the changing rural/ urban divide of Malawi with all its statistical and social
characteristics, a systematic risk assessment as well as a sustainable and ecologically sensitive policy. They
need to inform all pillars when it comes to planning and implementation of each strategic goal during the
electoral cycle.
Rural/ urban divide

Malawi has a high level of rural population (almost 80 percent). Migration in the country is high, which has
a considerable impact on planning of electoral issues in a wide rage of elds. For instance, this concerns the
right determination of relevant quantities when electoral materials need to be purchased; a need to review the
civic and voter education strategies with regard to the literacy levels and the kind of tools to be used in the
dissemination of information, including the use of social networks; or impacts on how best to deploy national
or international observers between urban and rural areas. MEC is aware that statistics and characteristics of the
rural/ urban divide need to be well known and that the Secretariats departments know how to handle these
data in an efcient and effective manner.
Risk assessment
Generally, a risk assessment consists of an objective evaluation of risks on which assumptions and uncertainties
are clearly taken into consideration and are presented accordingly. In studying the probability, the impact
and the effect of known risks in managing an electoral process will help to prepare measures and anticipate
corrective action that need to be taken should any risk or crisis occur. In including risk assessment in planning
and implementation of all MEC activities, the Commission will be well prepared for handling difcult situations
and potential crisis beyond purely security-related aspects.
39
Sustainable and ecologically sensitive policy

MEC is committed to the sustainable and ecologically sensitive use of resources to control its ecological
footprint. Through running countrywide operations, the Commission has in fact a high potential to contribute
to a more sustainable use of resources. Not all ecologically driven decisions may be cheap, but there is a high
potential for cost-saving through an environmental sensitive policy at the workplace, in procurement, through
long term planning processes in avoiding ad-hoc decisions, etc. (as already referred to in strategic pillar 2,
strategic goal No. 3). The purchase of a generator for a registration kit may be cheaper than a solar panel. The
solar panel, however, does not consume expensive fuel reducing at the same time MECs carbon footprint.
The purchase will pay off after a certain time through cheaper operation running costs. A new policy to be
developed by MEC will make its staff aware of many different aspects and will provide for increasing ecological
awareness at all levels.
Sustainability A group presentation on choosing of a voter registration system
40
Thematic area/Strategic Pillar No. 5:

Implementation Mechanisms, Research,
Monitoring and Evaluation
Strategic Goal No. 1: Research, Monitoring
and Evaluation
To be a result-oriented and efcient institution whose decisions and
implementation of activities are evidence-based
Context
The forthcoming May 2014 Tripartite Elections will be Malawis fth since the June 1993 referendum. There
have been no deliberate efforts by MEC to systematically draw lessons from the past that could feed into the
programming and implementation of present and future elections. As such, a systematic learning curve is not
available just to show that every election is approached almost from the scratch and as a stand-alone activity.
Within MEC, there is very limited capacity to undertake research that would make the expertise and
knowledge of the organization current and responsive to contemporary challenges. Furthermore, no systematic
monitoring and evaluation takes place. For instance, in areas such as civic and voter education, MEC has never
commissioned any base line to ensure that impact of the civic and voter education interventions can be tracked
and lessons learnt. The culture of record keeping and documentation is also very limited. With this in mind,
MEC plans the following:
Specic objective 1: The knowledge and expertise of MEC continuously remains

updated
Specic activities
Establish a research department
Develop a research agenda
Specic objective 2: Continuous learning and tracking of progress against

targets undertaken
Specic activity
Develop a comprehensive result-based monitoring and evaluation (M&E) plan
Specic objective 3: Systematic documentation, archiving of information and

reports done
Specic activities
Recruit registry personnel
Organise training for registry and secretarial personnel in record management
41
Strategic Goal No. 2: Resource Mobilisation

Use the Strategic Plan as a Resource Mobilisation Strategy
Context
Electoral operations are complex and a very costly undertaking that requires a reliable, predictable and solid
funding base. Although the ECA allows MEC to broaden its resource base, there are to date two main sources
of funding for MEC; the State and Development Partners. This funding however tends to ow only during
the elections period partly due to the entrenched perception among stakeholders of regarding elections as
an event. Furthermore, MEC has also had its own internal challenges with respect to nancial management
systems, which make both the State and Development Partners to be cautious and in some instances withhold
their funding (see also Pillar 1/Strategic Goal 1, independence of MEC).
MEC has instituted a number of internal reforms to improve its nancial management and procurement systems
with the view of regaining the condence of its stakeholders. With public condence regained, MEC will
use this strategic plan as a resource mobilization strategy to ensure that funding is not only predictable but is
also based on the understanding of the elections cycle. MEC will strive to proactively engage with potential
donors both locally and beyond to ensure that the activities as foreseen in the SP are nanced adequately.
As MEC strives to broaden its resource base, it is also aware of the potential threats that some of the potential
donors may pose in compromising MECs mandate and principles. Against this background, the the Electoral
Commission will aim at the following:
Specic Objective: The resource base for MEC is broadened, predictable, and
based on its strategic plan by 2017
Specic activities:
Develop guidelines for fundraising to ensure compliance with MECs mandate and guiding principles
Organise a round table with traditional and potential donors to present the Strategic Plan to orient them
on the electoral cycle approach to elections management and explore funding possibilities for this
strategic plan
Conduct training for MEC staff in resource mobilization and project management fundraising within
MEC
Consider private public partnership for fundraising
42
Strategic Goal No. 3: Implementation

Mechanisms of the Strategic Plan
To make the strategic plan a key reference document for the next ve years and
to commit to ensure its full implementation
Context
The Malawi Electoral Commissions Strategic Plan 2005-2009 was not fully implemented as it was not
fully owned by MEC or the stakeholders. The SP was drawn up by a small team in isolation without wider
consultations. Further, the plan was not sufciently popularised within MEC and to stakeholders.
Although the new initiative to develop the current Strategic Plan 2013-2017 has involved wide internal and
external consultations, major challenges for its implementation remain. Potential challenges will arise if critical
consensus is not achieved in spite of the general agreement and MECs commitment for the strategic plan.
The strategic goals and activities of the plan are inherently connected and hence mutually dependent on each
other. Thus lack of implementation of one has the potential to negatively impact on the realization of the other
goals. Furthermore, a lack of funding of key activities can endanger the success of the whole strategic plan.
The internalization of this plan throughout MECs departments is fundamental to its successful implementation.
To tackle the concerns which may impact negatively on the realisation of the Strategic Plan, MEC has decided
to elevate the implementation of this Strategic Plan to a strategic goal in itself to inform MEC staff and all
stakeholders of the importance it attaches to the SP. In this case, the specic objective is equal to the strategic
goal: to make this strategic plan a key reference for the next ve years and to commit to ensure its full
implementation.
We need a team to push these things around. If nothing is done there will be no implementation of the
SP, this thing (ed: the Strategic Plan) will be buried here (citation of one of the members of the Core
Team during the retreat of the SP drafting session.)
For successful implementation, MEC will put in place a Strategic Planning Team that reports monthly to the
Commission in order to follow up and ensure implementation.
Implementation tools will consist of annual implementation plans in line with strategic goals, objectives and
activities undertaken together with stakeholders, and an external mid-term review. The implementation plan
will be accompanied by an active and detailed budget. Annual plans will become part of the individual plan of
MEC staff to help internalisation of the plans objectives. MEC staff shall receive profound brieng on the plan
to be able to internalise goals and objectives, which will help MEC personnel to identify themselves with the
SP and increase the dynamic for its implementation.
This strategic plan serves also as a public accountability mechanism for MEC. The Commission will publicly
launch this strategic plan to inform the stakeholders of the commitments that MEC has undertaken and the
importance of implementing this strategic plan to the advancement of democratic governance in Malawi.
Specic Objective: To ensure full implementation, follow up and public

awareness of this strategic plan.
Specic activities:
Create a Strategic Plan implementation team (Commissioners and Senior Staff) that submits a
comprehensive quarterly report to the Commission
Prioritise and sequence strategic goals
Organize a public launch of the strategic plan
43
Develop multi-annual implementation plan in line with the strategic goals and activities
Develop directorate work plan according to the annual implementation plan
Undertake a mid-year review of the strategic plan with stakeholders (after 6-9 months after launch of
SP), and later on annual basis
Conduct annual internal reviews on the progress towards implementation of the strategic plan
Conduct orientation of MEC staff on the strategic plan
Evaluate SP implementation externally
MEC CEO, Mr Willie Kalonga responsible for the implementation of the Strategic Plan
44
MECs understanding of the key principle
To carry out our activities in an honest and truthful manner; to take all reasonable measures to prevent wilful
wrong doing by our staff/ofcials; and to ensure compliance and respect for electoral laws and laws of the
country
To operate freely in our own best judgement without taking directives from or being controlled by any person
or authority
To have a properly trained, motivated and disciplined staff that is committed to the delivery of credible
elections
To ensure that all electoral activities are open to the public, judicial and governmental scrutiny, and to be
responsive to the views and concerns of voters and other stakeholders
To always strive to be above standard in the delivery of our services
Key principle
Integrity
Independence
Professionalism
Transparency and Accountability
Excellence
Guiding Principles
As an independent constitutionally mandated and impartial institution, the Malawi Electoral Commission shall professionally deliver credible, transparent,
inclusive, efcient and cost effective elections to promote and entrench democratic values and peace in Malawi
Mission
To be a professional organisation that delivers credible elections in accordance with national laws and international best practice to strengthen genuine
democracy and peace in Malawi
Vision
OVERVIEW OF THE 2012-2017

MALAWI ELECTORAL COMMISSION STRATEGIC PLAN
45
Explanatory remarks on how to read the

Logframe
1. The logframe has been extracted from the narrative version of the Strategic Plan
2. The timelines are in yearly quarters (Yr/Q1: Means Year xxx Quarter No. 1. Eg 2013 Quarter No. 1 which
in the columns is reected simply as 13 under Yr/Q1);
3. The abbreviations in the column of responsibilities are MEC ofces/ofcers:
46
CEO
Chief Elections Ofcer
DAHR:
Director of Human Resources and Administration
DCEO (F&A)
Deputy Chief Elections Ofcer (Finance and Administration)
DCEO (Ops)
Deputy Chief Elections Ofcer (Operations)
DCVE:
Director of Civic and Voter Education
DES
Director for Electoral Services
Dept. Res
Department Resiponsible
DFA
Director of Finance and Administration
DIA
Director of Internal Audit
DICT
Director of Information Communication Technology
DMPR
Director of Media and Public Relations
Minutes of the meetings

with Treasury
2. Public funding of MEC

2.1 Engage Ministry of Finance in
protected and predictable
all stages of elections budget
by the end of 2017
discussions
Report submitted to
Parliament
Media coverage reports
1.4 Organise public ceremony for

the signing of code of conduct
by Staff and Commissioners
2.3 Propose the creation of

Committee of Parliament on
Elections
Reports of awareness
campaigns
1.3 Conduct awareness

campaigns among
Commissioners and Staff to
popularize the code of
conduct
Minutes of the meetings

with the Budget and
Finance Committee
Regulations available and

signed by the Minister
1.2 Develop the codes of conduct

into regulations that can be
signed by the Minister for
purposes of enforceability
2.2 Dialogue and interface with the

Budget and Finance Committee
in advance of the formulation
of the national budget
Code of conduct
available
1.1 Develop code of conduct for

Commissioners and staff
1. MECs commitment to
and compliance with its
guiding principles and
values enhanced by the
end of 2013
Indicators
Specic activities
Specic Objectives
CEO
DCEO
(F&A)
DCEO
(F&A)
DAHR
DCVE
DAHR
DAHR
Dept
Res.
13
13
13
13
13
13
13-17
13
13
13
13-17
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
13
13
YR/
Q4
8,273,750
48,624,000
9,418,750
8,558,000
27,176,500
909,000
10,000
Costs/Inputs
MWK
MEC strives for genuine administrative, political and nancial autonomy whilst maintaining public accountability
Strategic Goal No. 1- Independence of MEC:
Thematic area/Strategic Pillar No. 1: Electoral Environment
47
48
3. District level capacity

of MEC enhanced by the
end of 2013
Specic Objectives

Ofcer furniture and
computer
Guidelines available
3.3 Provide requisite resources

for district elections Ofcer
3.4 Review and develop

guidelines for the
appointment of eld
electoral staff
DAHR
DAHR
DAHR
Revised qualication
requirements published
DCEO
(OPS)
3.2 Raise qualications and

competencies of a District
Elections Ofcer to enable
him/her effectively interface
with elections stakeholders
Minutes of meetings
2.6 Organize Elections Task Force

meetings monthly, and hold
regular reviews of the
implementation of the elections
budget and the basket fund In
the elections period
CEO
DAHR
Minutes of meetings
2.5 Meet development partners

and government in the pre and
post elections period, once
every six months
CEO
Dept
Res.
3.1 Create a District Elections Ofce Ofce space for District

that is detached from the Council Elections Ofcer
Lease agreements
Draft legislation submitted

to Parliament
Indicators
2.4 Propose legislation that

provides for secured public
funding for MEC
Specic activities
13
1317
13
1314
1317
13
1317
13
1314
13
1317
13
1314
1317
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
1317
13
13
1314
13
YR/
Q4
4,672,000
842,250
Chief Housing
Ofcer to meet
the cost of
renting
44,631,000
64,098,000
9,017,000
Costs/Inputs
MWK
Draft legislation on the

referenda
1.3 Clarify the regulations for

transmission of results from
MEC to Chief Justice and the
National Assembly
1.4 Propose legislation to govern

how MEC can conduct
referenda
1.5 Develop guiding regulations to

address gaps in the legal
framework
1.2 Submit proposals for

amendments to the Law
Commission, to the Minister
of Justice/or the Legal Affairs
Committee of Parliament
Minutes of the meeting of

the Commission
Report containing the
recommendations
Report submitted to the
Minister of Justice/Legal
Affairs Committee
1.1 Adopt recommendations from

MECs internal review of
electoral laws
1. Gaps and
inconsistencies in the
electoral laws are
addressed by the end
of 2013
Indicators
Specic activities
Specic Objectives
DES
DCEO
(OPS)
DES
DCEO
(OPS)
DCEO
(OPS)
Dept
Res.
13
13
13
13
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
YR/
Q4
8,057,000
8,302,000
6,431,000
72,448,000
4,320,000
Costs/Inputs
MWK
MEC strives for a legal framework that will enable it to discharge its mandate to the satisfaction of its stakeholders
in the electoral processes in a transparent manner
Strategic Goal No. 2- Legal Framework:
49
50
2. Capacity of MEC to
deal with legal related
matters including
complaints handling is
enhanced by end of
2013
Specic Objectives

DES
Training Workshop
reports
2.3 Organise training for

Commissioners in conict
management
CEO
Dept
Res.
DCEO
(OPS)
Director of Legal Affairs

recruited
Indicators
2.2 Propose an amendment of the

Draft legislation submitted
legislation governing the
to Parliament
complaints and appeals
procedures to make it practical
(adequate time for proper
verication of complaints to
allow for analysis of complaints
before announcement of ofcial
election results), see also Pillar
1, Strategic Goal No. 2, Legal
Framework
2.1 Establish a directorate of

legal affairs
Specic activities
13
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
13
YR/
Q4
11,686,000
Taken care of
at 1.2 above
477,750
Costs/Inputs
MWK
Minutes of meetings
Media reports of public

debates
1.3 Regularly engage with media

managers and MACRA to give
equal access to key
stakeholders throughout the
electoral calendar/process
1.4 Collaborate with relevant

stakeholders in organizing
political debates for
presidential electoral
contestants
Reports of Conict
Management Trainings for
MPLCs
Schedules of meetings
available at the DCs ofce
2.2 Strengthen the capacity of

MPLCs in conict
management
2.3 Publicize schedules of

campaign meetings
Guidelines for DCs/CEOs

and Traditional Leaders
available
Published media monitoring

reports in the news papers
1.2 Publish MACRA reports on the

media monitoring
2. A fair campaign process 2.1 Develop and disseminate

conducted by May 2014
guidelines for Traditional
Leaders and Councils Chief
Executives and DCs during
campaigns
Minutes of meetings
with MACRA
1.1 Engage MACRA to resuscitate

the media monitoring
1. A platform for electoral

contestants to market
their agendas created
by the end of 2013
Indicators
Specic activities
Specic Objectives
DES
DES
DES
DMPR
DCEO
(OPS)
DMPR
DCEO
(OPS)
Dept
Res.
14
1314
14
14
14
13 13
and and
15 15
1314
14
13
14
13
and
15
13
1314
14
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
13
13
and
15
13
13
YR/
Q4
217,000
22,139,000
53,516,000
7,249,600
63,800,000
4,800.000
1,085,000
Costs/Inputs
MWK
Create a conducive environment in which all stakeholders are treated equally and have an unhindered access
in the electoral processes
Strategic Goal No. 3- Level Playing Field
51
52
3. Capacity of MEC to
enforce laws and
regulations
Specic Objectives
3.5 Engage with relevant authorities Minutes of meetings with

to ensure implementation of
relevant authorities
judgements passed in respect of
violation of electoral laws and
regulations
Workshop and media

reports
3.4 Raise public awareness on

code of conduct for electoral
contestants
CEO
DCEO
(OPS)
DCEO
(OPS)
Minutes of the Commission

meeting
3.3 Review and adopt

recommendations/ lessons
from past elections to level
the play eld
DES
DES
A handbook on electoral
laws available
3.2 Compile a guide on what

A guide on powers of MEC
MEC can do to punish violators available
of electoral laws
3.1 Develop regulations to

augment the electoral law
to level the playing eld
Draft legislation on campaign CEO

nancing submitted to
Parliament
2.6 Propose the introduction of a

campaign nancing law
CEO
Minutes of meetings with

political parties
2.5 Review, consult on and

determine candidate
nomination fees
DES
Dept
Res.
Registers available at the

DCs ofce
Indicators
2.4 Develop registers for DCs to

record notications for
campaign meetings
Specic activities
1317
13
14
1317
13
13
14
1317
13
13
13
13
14
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
1317
13
13
YR/
Q4
1,433,250
18,100,000
4,586,000
10,285,00
11,686,000
The initiative is
being done by
CMD and Law
Commission
11,132,000
217,000
Costs/Inputs
MWK
DES
DES
2.5 Organize MPLC meetings every Minutes and media reports

six months during the pre and
post elections period
2.6 Organize monthly meetings of

MPLCs during election periods
(as soon as the election order
has been announced)
Minutes and media reports
DES
2.4 Visit each Multiparty

Liaison Committee (MPLCs) at
a district level once a year
DCEO
(OPS)
DCEO
(OPS)
DCEO
(OPS)
2.3 Organize annual targeted

meetings with independent
members of Parliament
2. Interaction and
2.1 Organise annual targeted
communication with
meetings with each political
stakeholders improved
party leadership represented
throughout the electoral
in Parliament
cycle by the end of 2016
DMPR
Report on the launch of the

policy
1.2 Launch and implement new

communication policy
DMPR
Dept
Res.
2.2 Organise annual forum of

parties leadership not
represented in Parliament
Communication policy
available
1.1 Consult and develop a

comprehensive
communication policy
1. Communication
improved,
professionalized and
rigorously implemented
by September 2013
Indicators
Specic activities
Specic Objectives
14
1417
1317
1314
1317
1317
1317
13
13
1317
1317
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
To create transparency and instill condence in and ownership of the electoral cycle
Strategic Goal No 4: Stakeholder Relationships
13
1317
13
1317
YR/
Q4
21,853,500
43,707,000
110,695,000
51,662,500
55,662,500
17,905,000
11,266,000
7,296,000
Costs/Inputs
MWK
53
54
3. Electoral services
offered on demand and
on a cost recovery basis
to those stakeholders in
need
Specic Objectives

CEO
Information Pack on
Our Services available
and disseminated
DMPR
2.10 Organize Elections Task Force

meetings monthly in the
elections period
CEO
3.2 Prepare an information pack

proling the services MEC can
offer to other stakeholders
such as organizing internal
party elections
2.9 Meet development partners

and government (including
the Judiciary) once every six
months in the pre and post
elections period
CEO
DES
2.8 Organize monthly NECOF

meetings during the election
period
CEO
Dept
Res.
3.1 Develop guidelines governing

the electoral services assistance
MEC can render to other
stakeholders
Indicators
2.7 Organize National Elections

Consultative Forum (NECOF)
meetings every six months in
the pre and post elections
period
Specic activities
1314
13
13
13-14
1317
14
1317
14
YR/
Q4
13-14 13
1317
1314
1317
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
2,918,500
10,355,000
13 19,396,000
52,404,000
41,041,500
65,561,500
Costs/Inputs
MWK
Specic activities

Meeting on the subject
matter
Meeting on the subject
matter
Workshop and media
Reports on induction
Brieng kits available
Correspondences with
relevant bodies
Downloadable reports
available on MEC website
1.3 Review accreditation

mechanisms for election
observers (domestic &
international)
1.4 Provide information seminars

and induction for observer
groups
1.5 Prepare brieng kits for

election observers / monitors
1.6 Engage election observer

groups at an early stage for
even deployment
1.7 Publicize reports of domestic

and international observers
Guidelines and code of

conduct for domestic and
international observers and
domestic monitors available
Indicators
1.2 Review accreditation

mechanisms for election
monitors
1. Election observation/
1.1 Consult, develop, publish and
monitoring systematically
circulate guidelines and code
and comprehensively
of conduct for domestic and
conducted by end of
international observers and
2014
domestic monitors
Specic Objectives
DMPR
CEO
DES
DCEO
(OPS)
DES
DES
DCEO
(OPS)
Dept
Res.
14
14
14
13
13
13
13
13
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
13
YR/
Q4
No cost for
uploading on the
MEC website
Personal
Emoluments and
ORT to take care
of this
78,000,000
23,188,000
9,729,000
9,169,000
3,797,000
Costs/Inputs
MWK
To conduct elections that comply with national laws and international standards and best practices
Strategic Goal No. 5- Election Observation and Election

Monitoring:
55
Specic Objectives
56
Dept
Res.
Workshop and media reports DCEO

(OPS)
Indicators
Liaison Ofcer in place
Minutes of MEC meeting
Minutes of MEC meeting
1.10 Establish a desk ofce

responsible for election
observers (temporary)
1.11 Review accreditation fees for

international observers, and
adhere to international best
practice
1.12 Review and consult on

accreditation of media to
monitor election process
DCEO
(OPS)
CEO
DCEO
(F&A)
1.9 Provide information seminars

Workshop and Media reports DES
for political party agents as (ToT)
1.8 Organise a post-election

stakeholder workshop to
assess the extent to which
the electoral process complied
with international best practice
Specic activities
14
13
13
13
14
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
YR/
Q4
To be done
together with
1.11 just above
3,797,000
Taken care
of by ORT
23, 502,500
18,438,000
Costs/Inputs
MWK
Specic activities
DAHR
Relevant template available
DMPR
DAHR
Relevant guidelines available DCEO

(F&A)
Induction Pack available
13
1417
Workshop and Media reports DCEO

(F&A)
13
13
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
13
Dept
Res.
Workshop and Media reports DCEO

(F&A)
Indicators
2.3 Develop a communication

Internal communication
strategy and raise awareness on strategy launched
it
2. Efciency in decision2.1 Develop and implement

making procedures,
guidelines on decision making
implementation, and
and implementation and
follow up strengthened
follow ups at all levels
by 2013 and principles
of corporate governance 2.2 Develop format of actionclaried and entrenched
oriented minutes with clear
by 2014
responsibilities and time lines
1. Trust and good working 1.1 Organise an externally

relationship between
facilitated team building
Commissioners and Staff
workshop by February 2013
established by rst
quarter 2013 and
1.2 Organise team building and
corporate identity
retreats at least once a year
strengthened by end
2013
1.3 Develop induction pack and
programme for new members
of staff and Commissioners
Specic Objectives
YR/
Q4
13,217,000
2,500
57,500
5,587,000
46,280,000
6,256,000
Costs/Inputs
MWK
MEC to strive for an organisational culture that promotes excellence, transparency with clear policies, systems,
and guidelines that inspire internal and external condence and trust
Strategic Goal No. 1- Organisational Culture:
Thematic area / Strategic Pillar 2: Malawi Electoral Commission

as an organization
57
58

Workshop and media reports DAHR
Workshop and media reports DMPR
Number of letters and
e-mails from stakeholders
giving feedback to MEC
on its services
4.2 Holding internal workshops

on the service charter
4.3 Popularise the service charter

to staff and stakeholders
4.4 Develop feedback mechanisms
DMPR
DAHR
Public Service Charter

available and published in
newspapers
4.1 Develop a Public Service

Charter
14
14
13
Workshop and media reports DICT
4. Responsiveness to
stakeholders
13
13
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
Computers available and

CEO
networked and connected to
the internet
3.1 Provide computers, internal

networking and internet
connectivity to all MEC ofces
from Headquarters through to
District ofces
3.2 Organise systematic IT training
for Commissioners and
members of staff on use of
modern information technology
such as skype as a means of
internal communication
DCEO
(F&A)
Report of the Change

Management Expert
2.5 Engage change management

expert to help implementation
of corporate governance
Dept
Res.
Workshop and media reports DCEO

(F&A)
Indicators
2.4 Organise corporate

governance workshop and
determine characteristics of
new management system
based on the concept of
corporate governance
Specic activities
3. Efciency and
cost-effectiveness is
increased through
appropriate
IT-infrastructure and
training by 2014
Specic Objectives
13
13
13
13
YR/
Q4
1,000,000
12,500,000
11,046,000
8,778,000
24,883,000
52,456,000
6,750,000
7,555,000
Costs/Inputs
MWK
2. Staff satisfaction levels

enhanced by the end
of 2017
DAHR
Performance based appraisal

and reward systems in place
Remuneration and benets
policy in place
Disciplinary and complaints

DAHR
handling procedures available
2.3 Develop performance based

appraisal and reward systems
2.4 Develop a remuneration and

benets policy
2.5 Develop grievances,

disciplinary and complaints
handling procedures
DAHR
DCEO
(F&A)
Report on the functional review DAHR

available
2.2 Commission a staff satisfaction Survey report available

survey
2.1 Undertake a comprehensive

functional review of the
organizational structure (job
descriptions, job evaluation
and grading exercise)
Retrenchment and redundancy DAHR

procedures available
1.4 Develop retrenchment and

redundancy procedures
DAHR
Skills audit report available

and discussed by the
Commission
DAHR
DAHR
Training policy available
Dept
Res.
HIV/AIDS Policy available
1.1 Develop a training policy for

staff to enhance staff
development
1.2 Conduct a skills audit in
preparation for Tripartite
Elections in order to address
skills
1. Skills development and

placement of staff based
on systematically
identied skills gaps by
end of 2013
Indicators
1.3 Develop an HIV and AIDS

policy
Specic activities
Specic Objectives
13
13
13
13
13
13
13
13
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
YR/
Q4
1,500,000
3,000,000
5,400,000
6,000,000
9,456,000
1,500,000
6,256,000
6,616,000
8,017,000
Costs/Inputs
MWK
MEC strives to have a highly motivated and efcient secretariat that is guided by comprehensive human resource
management systems and policies
Strategic Goal No. 2: Human Resource Management and

Administration
59
60
3. Highly competent and

skilled personnel
professionally recruited
by the end of 2017
Specic Objectives
Recruitment policy available

The relevant guidelines
available
3.2 Develop clear guidelines on

seconded staff/technical
advisors to the Commission
Report on the revised terms

and conditions available and
adopted
Indicators
3.1 Develop and implement a

recruitment policy
2.6 Review the terms and

conditions of services for
secretariat staff
Specic activities
DAHR
DAHR
DCEO
(F&A)
Dept
Res.
13
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
13
YR/
Q4
1,813,500
2,250,000
1,978,000
Costs/Inputs
MWK
2. Condence and trust

of stakeholders
enhanced by 2013
An updated asset register

available all the times
1.2 Maintain an up-to-date

asset register
CEO
Mid-year external audit

reports
Monthly internal audit reports DIA
Pre-Audit reports
2.2 Undertake mid-year external

audits to strengthen internal
controls
2.3 Implement continuous internal

audits
2.4 Pre-audit nancial transactions

and procurement
DIA
CEO
DoF
DCEO
(F&A)
DAHR
Dept
Res.
2.1 Undertake annual external audits External audit reports
1.3 Develop nancial management Relevant policies, guidelines

accountability, policies,
and systems in place
guidelines and functional
systems, that ensure effective
use of resources, transparency
and accountability
% of lled in positions in
Finance and Procurement
against the established
positions
1.1 Strengthen human resource

capacity staff compliment in
nance and procurement
1. Capacity of MEC in
nancial management
and procurement
enhanced by end of
2013
Indicators
Specic activities
Specic Objectives
13-
1317
1317
13
13-
1317
13
1317
13-
1317
1317
1317
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
13-
1317
1317
1317
YR/
Q4
Personal
Emoluments will
take care of this
Personal
Emoluments will
take care of this
7,500,000
7,500,000
9,686,000
Personal
Emoluments will
take care of this
Interviews were
already
conducted
Costs/Inputs
MWK
MEC will strive to have a transparent, functional, efcient, nancial and procurement management system that
enhances accountability and transparency and instil trust and condence with stakeholders
Strategic goal No. 3- Financial management and procurement:
61
Specic Objectives
62
Statement of audited accounts DMPR
downloadable from the MEC
website and published in
newspapers
Press releases
2.7 Publish all audited accounts,

according to provisions of
the law
2.8 Publish results of tenders
2.10 Engage with ACB and

MoU with the ACB
conclude memorandum of
Workshop reports
understanding to raise awareness Anti Corruption Policy
on prevention and combating
corruption issues through
trainings and workshops
CEO
2.9 Share election budgets with

Election budget available and CEO
stakeholders at an early stage to shared in time with
allow timely budget allocation stakeholders
DMPR
CEO
Appointment letter for the

Liaison Ofcer
2.6 Assign a senior manager

as a liaison ofcer with
development partners under
the supervision of the CEO
DIA
Dept
Res.
Minutes/ report of a
meeting of
Commissioners and Staff
from previous audits
Indicators
2.5 Incorporate lessons from

previous audit reports
Specic activities
13
1317
13
1317
13
1317
1317
1317
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
1317
1317
YR/
Q4
11,087,000
Personal
Emoluments will
take care of this
15,000,000
2,400,000
Personal
Emoluments will
take care of this
24,715,000
Costs/Inputs
MWK
3.1 Review and if necessary,

re-tender existing contracts
with service providers
3. To increase the efcient

use of resources and
minimize wastage
by 2016
Report on results of the

review of existing contracts
Indicators
4. Level of compliance
4.1 Review of nancial guidelines
with nancial guidelines
and procurement
4.2 Orientation on the provisions
procedures improved by
of the Public Financial
end of 2013
Management and the Public
Procurement Acts
DoF
DCEO
(F&A)
No. of nancial and

procurement queries
being received
DCEO
(F&A)
DCEO
(F&A)
Dept
Res.
Report on results of reviews
3.2 Develop a policy on sustainable Policy on sustainable and

and ecologically sensitive
ecologically sensitive
utilisation of resources
utilization of resources
Specic activities
Specic Objectives
17
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
1317
13/
15
16
YR/
Q4
15,186,00
5,062,000
10,393,000
1,978,000
Costs/Inputs
MWK
63
64
Specic activities

Reports on meetings with
stakeholders
Review meeting report and

media reports
1.5 Review for end term of the plan

(electoral process)
Adjusted operational plan

available where necessary
CEO
DMPR
DCEO
(OPS)
CEO
President, Members of
Parliament and
Councillors elected
Tripartite Elections report
Evaluation reports of the
operational plan;
DCEO
(OPS)
Dept
Res.
Operational place in place

and shared with
stakeholders
Indicators
1.4 Communicate necessary

changes to stakeholders
immediately or during regular
stakeholder consultations
(see Pillar 1, strategic goal
No. 2)
1.3 Conduct monitoring and

evaluation of the operational
plan (electoral calendar), and
adjust plan whenever
necessary
1. The operational plan is 1.1 Consult, develop, publish

in place by January 2013
and disseminate a realistic
and is implemented
operational plan and
according to the time
circulate the electoral
lines throughout 2013
calendar
and 2014
1.2 Conduct the Tripartite Elections
Specic Objectives
MEC to deliver transparent and credible elections
Strategic Goal No. 1- Operational Plan:
1314
1314
1314
13
1314
1314
1314
14
1314
1314
1314
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
Thematic area/Strategic Pillar No. 3: Electoral Operations
1314
1314
13
YR/
Q4
10,200,000
Personal
Emoluments will
take care of this
14,800,000,000
14,878,000
Costs/Inputs
MWK
Specic activities
2. Maintain a high-level
voter turn-out and seek
to achieve national rate
of less than 3.5% null
and void votes by 2017
2.1 Engage with the Ministry of

Education to improve election
related information in the
school curriculum
Report/Minutes of the
meeting
DCEO
(OPS)
Workshop and Media Reports DCVE
13
14
DCVE
13
1.6 Consult, develop, and conduct

multimedia communication
(through drama groups, focus
groups discussion, social fora)
Regulations on CSO
accreditation available
1.4 Consult, develop, publish and

circulate regulation on
accreditation of CSOs
(systematic proposal: consult
rst, develop, circulate and
publish)
DCVE
13
1417
14
14
13
1317
13
13
1317
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
14
Updated civic and voter

education manual
1.3 Review and update civic and

voter education manual
DCVE
DCVE
Dept
Res.
1.5 Consult, develop, and conduct Workshop and Media Reports DCVE
targeted information campaigns
for women, youth, and other
vulnerable groups
Updated civic and voter

education strategy
Survey reports
Indicators
1.2 Review and update the civic

and voter education strategy
1. Quality and delivery of 1.1 Conduct surveys assessing the

civic and voter education
level of awareness on electoral
improved by end of 2013
matters
Specic Objectives
13
13
1317
YR/
Q4
14,396,300
22,496,000
11,296,000
14,216,000
3,119,500
9,267,000
19,750,000
Costs/Inputs
MWK
To maintain a high level of public participation in the electoral processes through empowerment, awareness,
knowledge, and skills
Strategic Goal No. 2- Voter Education:
65
Specic Objectives
66

Reports of consultations
Reports of materials
development process
2.3 Consult, develop, publish, and

circulate regulations for null
and void votes
2.4 Lead in developing strategic

civic & voter education
messages
2.5 Share voter education materials Distribution list of recipients

with political parties to
of materials
complement work of CSOs in
voter education
Reports of campaign
Indicators
2.2 Campaign for ballot paper

marking
Specic activities
DCVE
DCVE
DCVE
DCVE
Dept
Res.
14
1417
14
14
1317
14
1317
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
1317
YR/
Q4
13,150,000
Personal
Emoluments
will take care of
this
11,296,000
45,816,500
Costs/Inputs
MWK
1.8 Consult with NSO to determine Report of meeting with NSO

number of eligible voters in
the constituency
Report available and

submitted to Parliament
Report available
1.5 Conduct eld demarcation of

constituencies
1.7 Submit a report on

constituency demarcation to
Parliament
Demarcation Committees
established
Workshop reports
1.4 Establish and train demarcation

committees
Report available
Workshop and Media reports DES
1.3 Conduct consultation meetings

with stakeholders in the
councils
1.6 Determine position of

constituencies and wards
Report available
1.2 Summarize submissions from

Councils for MECs action
DCEO
(OPS)
CEO
DCEO
(OPS)
DES
DES
DES
DES
Formal submissions from

the Councils available
1.1 Solicit requests from the

Councils on areas that require
attention
Dept
Res.
1. To review wards and

constituencies and
undertake boundary
delimitation according
to the constitutional
requirement by 2017
Indicators
Specic activities
Specic Objectives
15
13
13
and
15
13
and
15
13
and
15
15
15
15
15
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
14
YR/
Q4
MEC to demarcate constituencies and wards reecting equal representation by December 2017
Strategic Goal No. 3: Boundary Delimitation
1,500,000
Personal
Emoluments
will take care of
this
9,382,000
79,280,000
52,783,334
102,520,000
Personal
Emoluments will
take care of this
Personal
Emoluments will
take care of this
Costs/Inputs
MWK
67
Specic Objectives
68

Consultative workshop report CEO
Number of programmes and

jingles broadcast
1.11 Consult with relevant

stakeholders to reconsider
mandate of MEC in the
boundary delimitation exercise
1.12 Produce special programmes

and jingles on television and
radio to raise awareness on
demarcation
DCEO
(OPS)
DES
Training Workshop report
1.10 Train Commissioners and staff

on Demarcation issues
Dept
Res.
DCEO
(OPS)
Indicators
1.9 Popularise the Constituency

Press releases and circulars
and Ward boundaries and have to councils
maps accessible by stakeholders
at a minimum cost
Maps circulated
Specic activities
15
14
13
and
15
15
13
15
15
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
14
YR/
Q4
15,000,000
To be taken
care of during
review of
elections
13,759,000
120,337,000
Costs/Inputs
MWK
(OPS)
Contract for the expert
Completed OMR forms for

amendments and new
registrants
meeting
Reports/Minutes of meetings
with the relevant institutions
and authorities
Number of voters registered
1.4 Update the voter roll
1.5 Adopt and introduce an

appropriate cost effective
registration system
1.6 Improve the voter registration

system in consultation with
(National Registration Bureau,
LG Minister and traditional
leaders, etc. )
1.7 Encourage all eligible voters to

exercise their rights through
registration
DCEO
(OPS)
DCEO
(OPS)
DCEO
(OPS)
DES
DICT
Voters roll ready for

inspection
1.3 Clean up the voters roll
Report of the expert
DCEO
ToRs for the expert
Dept
Res.
DCEO
(OPS)
1.1 Engage an expert to

comprehensively review the
current voter registration
system and the voters roll by
end 2012
1. To have an accurate,
current and relevant
voters register in place
by 2017
Indicators
1.2 Organize stakeholders meeting Stakeholders workshop

to deliberate on the results of
report
the review
Specic activities
Specic Objectives
14
13
14
1316
13
13
13
14
1315
13
13
1315
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
To ensure that all eligible voters have the right to participate in electoral processes
Strategic Goal No. 4: Voter Registration
13
13
1315
YR/
Q4
137,000
6,594,450
2,416,000
13,613,000
3,000,000
Costs/Inputs
MWK
69
70
Specic activities

Procedures for the
announcement of results
published
DES
DMPR
13
14
14
13
DICT
Report on the pilots for the

IT results transmission
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
13
Dept
Res.
Relevant regulations available DCEO

(OPS)
Indicators
1.4 Propose an amendment of the

Draft bill on the amendment
legislation governing the
submitted to Parliament
complaints and appeals
procedures to make it practical
(adequate time for proper
verication of complaints to
allow for analysis of complaints
before announcement of ofcial
election results), see also
Pillar 1, Strategic Goal No. 2,
Legal Framework)
1.3 Communicate clearly on

procedures of announcement
of results
1. Results transmission and 1.1 Develop regulations for results

announcement processes
transmission from polling
are improved and
stations to MEC headquarters
procedure publicized to
and make them available
all stakeholders by
March 2014
1.2 Conduct pilots for the IT
results transmission, and
improve on the current results
transmission system
Specic Objectives
Strategic Goal No. 5: Transmission and announcement of

results, complaints handling, credibility of results
transmission and announcement enhanced by 2014
13
YR/
Q4
Taken care of by
Strategic Goal
No. 2 (Legal
Framework)
Specic
Objective No 2.
1,800,000
13,694,000
14,979,500
Costs/Inputs
MWK
2. The infrastructure,
services and materials
are accessible to
people with
disabilities
Gender focal person in place CEO

and letter of appointment
1.4 Appoint a gender focal person
2.2 Organize an orientation seminar Relevant workshop and

on the implementation of the
media reports
law on people with disabilities
DCEO
(F&A)
2.1 Develop guidelines that respond Relevant guidelines available CEO

to the needs of the physically
challenged (including the
hearing impaired; take specic
attention to albinos exposed to
sun during registration and polling)
DCEO
(F&A)
Relevant Workshop and

Media reports
1.3 Organize gender awareness

training for all members of staff
CEO
Gender policy available
1.2 Develop a gender policy for

MEC
1.1 Undertake a gender audit of all Gender audit report available CEO
electoral laws, policies,
guidelines and procedures to
ensure that they are engendered
Dept
Res.
1. Gender in all
policies, processes
and activities is
mainstreamed
Indicators
Specic activities
Specic Objectives
13
13
13
13
13
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
YR/
Q4
5,343,500
11,225,500
Personal
Emoluments will
take care of this
6,658,000
10,389,000
20,250,000
Costs/Inputs
MWK
MEC to become an organization that is sensitive to gender, youth, the elderly and people with disabilities
Strategic goal No. 1: Gender, youth, the elderly and people

with disabilities
Pillar number 4: Cross cutting issues
71
72
2.3 Review the legal compliance

of all MEC infrastructure,
Specic activities
4. MEC ensures equal

participation of elderly
people through specic
attention to elderlys
concerns in electoral
operations
DCVE
DCVE
DCVE
CEO
Dept
Res.

(OPS)
Relevant workshop and

media reports
3.3 Consult, develop, and

conduct a campaign for
youth
4.1 Review, consult develop and

implement guidelines to
facilitate participation of the
elderly and their access to
electoral services
Mainstreamed civic and

voter education strategy
in place
Study report

on decisions taken following
the review
Report on the review of

MEC infrastructure,
Indicators
3.2 Mainstream youth in voter

and civic education
3. Youth encouraged to
3.1 Conduct research on
participate in electoral
underlying factors hindering
processes in an informed
youths participation in
manner
electoral processes
Specic Objectives
13
13 and 14
13
13
13 13
and and
14 14
14
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
13
13
YR/
Q4
7,994,000
13 62,994,000
10,994,000
13,492,00
Costs/Inputs
MWK
2. Secure and purposely

built ofces and
warehouses either
acquired or designed
by 2017
1.1 Review and set new

parameters for a security
policy, together with
security forces, for the
electoral process
1. Security policy for the

electoral process
provided by July 2013
Independent ofce premises

available and in use
Title deed in the name of

MEC
Relevant rehabilitation and

nancial reports
Lease agreements
Relevant rehabilitation and

nancial reports
2.2 Negotiate with relevant

authorities for transfer of
ownership of the MEC HQ
building and warehouses from
Controller of Stores to MEC
2.3 Rehabilitate the MEC

headquarters and warehouses
2.4 Relocate Regional ofces and

regional warehouses (Centre
and North) to secure premises
2.5 Refurbish all regional ofces

and regional warehouses
Training workshop reports
New security policy in place
Report on the review of the

security policy;
Indicators
2.1 Secure independent premises

for district ofces and equip
them
1.2 Conduct training for Police at

registration and polling
stations
Specic activities
Specic Objectives
DCEO
(F&A)
DCEO
(F&A)
DCEO
(F&A)
CEO
DCEO
(F&A)
DES
DCEO
(F&A)
Dept
Res.
14
13
13
13
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
17
13
17
YR/
Q4
12,000,000
16,000,000
1,274,000
Taken care of
under
independence
of MEC
45,253,102
6,407,102
Costs/Inputs
MWK
MEC to ensure stakeholders security during the electoral operations and to have secure, adequate and reliable
equipment and purposely built ofces and warehouses
Strategic Goal No 2: Security, Infrastructure, and Equipment
73
74
4. Adequate and reliable

equipment and systems
available
3. Security of MEC
Commissioners, Staff
and MEC sensitive
materials provided
Specic Objectives
Report of the review

An MoU with the Malawi
Police Service
3.2 Review the security situation of

MEC staff at all levels
3.3 Negotiate with the Malawi

Police Service to provide
permanent security services to
MEC
4.3 Procure adequate, reliable

and modern equipment such
as computers and vehicles
replacement and disposal

policy
No. of equipment procured
policy in place
4.1 Take stock of MECs equipment Report on the stocktaking

needs
exercise
4.2 Develop a maintenance,
maintenance and disposal
Security Ofcer recruited
Indicators
3.1 Appoint a Security Ofcer
Specic activities
CEO
(F&A)
DCEO
(F&A)
DCEO
CEO
DCEO
(F&A)
CEO
Dept
Res.
13
13
13
13
13
13
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
YR/
Q4
3,836,000
1,547,630,000
1,500,000
3,478,500
1,274,000
2,225,000
Personal
Emoluments will
take care of this
Costs/Inputs
MWK
1.1 Establish research department
1. The knowledge and

expertise of MEC
continuously remains
updated
3. Systematic
documentation,
archiving of
information and reports
done
An M&E system in place
Director of Research
appointed
Indicators
3.2 Organise training for registry

and secretarial personnel in
record management
Training workshop report
3.1 Strengthen the registry personnel % of vacancies against the

number of personnel
establishment in the registry
2. Continuous learning and 2.1 Develop comprehensive

tracking of progress
result-based monitoring and
against targets
evaluation plan
undertaken
Specic activities
Specic Objectives
DAHR
CEO
CEO
Dept
Res.
13
13
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
13
YR/
Q4
13,130,000
8.897,000
6,149,500
49,803,000
Costs/Inputs
MWK
To be a result-oriented and efcient institution whose decisions and implementation of activities are
evidence-based
Strategic Goal No. 1: Research, Monitoring and Evaluation
Thematic area/Strategic Pillar No. 5: Implementation

Mechanisms, Research, Monitoring and Evaluation
75
76
Minutes/ Report available
Training workshop report

available
Number of people trained
No. of MoU signed with
private sector institutions
1.2 Organise a round table with

traditional and potential
donors to market the
Strategic Plan
1.3 Conduct training for MEC staff

in resource mobilization and
project management
1.4 Initiate private public

partnership for fundraising
of MECs activities
CEO
CEO
CEO

(F&A)
1.1 Develop guidelines for

fundraising to ensure
compliance with MECs
mandate and guiding
principles
Dept
Res.
1. The resource base for

MEC is broadened,
predictable by 2017
Indicators
Specic activities
Specic Objectives
Use the Strategic Plan as a Resource Mobilisation Strategy
Strategic Goal No. 2: Resource Mobilisation
13
13
13
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
YR/
Q4
2,503,970.00
10,201,000
4,906,500
4,963,000
Costs/Inputs
MWK
Specic activities
Detailed implementation
plan available
Departmental annual work

plans available
Report of the mid-term review CEO
1.4 Develop multi-annual

implementation plan in line
with the strategic goals and
activities
1.5 Develop directorate work plan

according to the annual
implementation plan
1.6 Undertake a mid-term review

of the strategic plan
ALL
CEO
CEO
Press releases and media

reports
MEC internal report on the
launch
1.3 Organize a public launch of

the strategic plan
CEO
CEO
Dept
Res.
A revised SP based on the

priority setting exercise
Minutes of meetings of the

SP Implementation Team
An SP Implementation
Team constituted;
Indicators
1.2 Prioritise and sequence

strategic goals
1. To ensure full
1.1 Create a Strategic Plan
implemention, follow up
Implementation Team
and public awareness of
(Commissioners and Senior
this Strategic Plan
Staff) that submits a
comprehensive quarterly
report to the Commission
Specic Objectives
13
13
13
13
13
14
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
YR/
Q4
17,490,000
5,264,500
9,256,000
22,765,000
Personal
Emoluments will
take care of this
Personal
Emoluments will
take care of this
Costs/Inputs
MWK
To make the strategic plan a key reference document for the next ve years and to commit to ensure its full
implementation
Strategic Goal No. 3: Implementation Mechanisms of the

Strategic Plan
77
Specic Objectives
78
An end of term evaluation
report
1.9 Externally evaluate SP

implementation
CEO
CEO
Relevant Workshop report
1.8 Conduct orientation of MEC

staff on the strategic plan
Dept
Res.
Report of the internal annual CEO

review of the SP
Indicators
1.7 Conduct annual internal

reviews on the progress
towards implementation of
the strategic plan
Specic activities
13
Time Lines
YR/ YR/ YR/
Q1 Q2 Q3
17
1316
YR/
Q4
12,639,000
14,205,000
7,962,500
Costs/Inputs
MWK
DISCLAIMER: This publication has been produced with assistance from the European Union Democratic
Governance Programme. The content of this publication is the sole responsibility of the authors and can in
no way be taken to reect the views of the EU DGP.
Printed by Kris Offset & Screen Printers Ltd
Funded by the European Union Democratic Governance Programme

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STRATEGIC PLAN 2013-2017

MEC COMMISSIONERS AND CEO 2012 - 2016

Malawi Electoral Commission

STRATEGIC PLAN 2013-2017

STRATEGIC PLAN 2013-2017

Malawi Electoral Commission

Malawi Electoral Commission

REGIONAL ELECTIONS OFFICE (SOUTH)

REGIONAL ELECTIONS OFFICE (NORTH)

STRATEGIC PLAN 2013-2017

Malawi Electoral Commission

Message from Chairperson of the Malawi Electoral Commission...............................................

From inception to materialisation: The process.................................................................................................

Vision, Mission and Guiding Principles...................................................................................... 11

Strategic Goal No. 2: Legal Framework..................................................................................... 14

Strategic Goal No. 3: Level Playing Field:.................................................................................. 16

Strategic Goal No 4: Stakeholder Relationships......................................................................... 18

Strategic Goal No. 5: Election Observation and Election Monitoring........................................ 20

Thematic area / Strategic Pillar 2: Malawi Electoral Commission as an organisation................. 22

STRATEGIC PLAN 2013-2017

Malawi Electoral Commission

Strategic Goal No. 2: Human Resource Management and Administration................................. 24

Strategic goal No. 3: Financial management and procurement................................................. 26

Thematic area/Strategic Pillar No. 3: Electoral Operations......................................................... 28

Context General remarks............................................................................................................................... 28

Strategic Goal No. 2: Voter Education........................................................................................ 30

Strategic Goal No. 3: Boundary Delimitation............................................................................. 32

Strategic Goal No. 4: Voter Registration.................................................................................... 34

Strategic Goal No. 5: Transmission and announcement of results, complaints handling............ 35

Pillar number 4: Cross cutting issues.......................................................................................... 36

Strategic Goal No 2: Security, Infrastructure, and Equipment.................................................... 38

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

STRATEGIC PLAN 2013-2017

Malawi Electoral Commission

Thematic area/Strategic Pillar No. 5: Implementation Mechanisms, Research, Monitoring

Strategic Goal No. 2: Resource Mobilisation.............................................................................. 42

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

STRATEGIC PLAN 2013-2017

Malawi Electoral Commission

List of Abbreviations, Acronyms

Anti Corruption Bureau

Building Resources In Democracy, Governance and Elections

Chief Elections Ofcer

Centre for Multiparty Democracy

Civil Society Organisation

Democratic Governance Programme

Electoral Commission Act

Electoral Management Body

Elections Task Force

Human Immunodeciency Virus/Acquired Immunodeciency Syndrome

Information Communication Technology

Local Government Elections Act

Malawi Communications Regulatory Authority

Malawi Electoral Commission

Multiparty Liaison Committee

National Elections Consultative Forum

National Statistical Ofce

Parliamentary and Presidential Elections

Parliamentary and Presidential Elections Act

Strengths, Weaknesses, Opportunities and Threats

STRATEGIC PLAN 2013-2017

Malawi Electoral Commission

Message from Chairperson of the Malawi

Justice Maxon Mbendera, Sc