2

3

TABLEOFCONTENTS

ACRONYMS........................................................................................................................4

PROGRAMMESUMMARY...................................................................................................7

1. INTRODUCTION..........................................................................................................91.1 EARLIERANDON-GOINGWORKINSECTOR/AREA...............................................................101.2 OTHERDEVELOPMENTPARTNERSINTHEDISTRICT.............................................................101.3 PROGRAMMEPREPARATION..........................................................................................11

2 BACKGROUNDINFORMATION..................................................................................112.1 INTRODUCTION............................................................................................................112.2 POLITICALCONTEXT.....................................................................................................142.3 PROBLEMIDENTIFICATIONANDJUSTIFICATION..................................................................152.4 PROGRAMMEAPPROACHANDMAINFOCUS......................................................................17

3 PROGRAMMEDESCRIPTION......................................................................................183.1 PUBLICHEALTH...........................................................................................................193.2 BASICEDUCATION........................................................................................................213.3 WATERANDSANITATION..............................................................................................263.4 WOMENANDYOUTHECONOMICEMPOWERMENT............................................................293.5 DISTRICTSECRETARIAT..................................................................................................313.6 CROSSCUTTINGISSUES..................................................................................................33

4 PROGRAMMEIMPLEMENTATION/ORGANISATION/ADMINISTRATION....................344.1 INSTITUTIONALARRANGEMENTS.....................................................................................344.2 PROGRAMMEMANAGEMENTANDOVERSIGHTPROCEDURES...............................................35

MainDocuments.............................................................................................................354.3 ROLESANDRESPONSIBILITIES.........................................................................................354.4 THEPARTNERSHIPSTEERINGCOMMITTEE........................................................................374.5 TECHNICALSUPPORTANDEMBASSY/ICEIDASUPERVISION.................................................374.6 PLANSANDBUDGET.....................................................................................................374.7 FINANCES...................................................................................................................38

4.7.1 Inputs...............................................................................................................394.7.2 Procurement....................................................................................................434.7.3 Inputtofundsoperatingundertheprogramme.............................................44

4.8 REPORTINGANDMEETINGS...........................................................................................454.8.1 Reporting.........................................................................................................454.8.2 Auditing...........................................................................................................454.8.3 Internalaudits.................................................................................................464.8.4 Meetings..........................................................................................................46

4.9 MONITORINGANDEVALUATION.....................................................................................464.9.1 MonitoringbyMangochiDistrict.....................................................................464.9.2 Mid-termreviewandfinalevaluation.............................................................474.9.3 Risksandmitigations.......................................................................................47

5 ANNEXES..................................................................................................................50

ANNEX1–LOGICALFRAMEWORKMATRIX......................................................................50

ANNEX2:BUDGET............................................................................................................60

ANNEX3:OTHERDEVELOPMENTPARTNERSINTHEDISTRICT..........................................61

6 REFERENCES..............................................................................................................65

4

Acronyms

ADC AreaDevelopmentCommittee

AEC AreaExecutiveCommittee

BMO BoreholeMonitoringOfficial

CBM CommunityBasedManagement

CLTS CommunityLedTotalSanitation

CSP CountryStrategyPaper

DCT DistrictCoordinationTeam

DDF DistrictDevelopmentFund

DDP DistrictDevelopmentPlan

DEC DistrictExecutiveCommittee

DEHO DistrictEnvironmentalHealthOfficer

DEM DistrictEducationManager

DEMIS DistrictEducationManagementInformationSystem

DHMIS DistrictHealthManagementInformationSystem

DHO DistrictHealthOfficer

DHS DemographicandHealthSurvey

DIP DistrictImplementationPlan

DWMIS DistrictWaterManagementInformationSystem

DWO DistrictWaterOfficer

ECD EarlyChildhoodDevelopment

EIU EconomistIntelligenceUnit

EMIS EducationManagementInformationSystem

EmONC EmergencyObstetricandNewbornCare

ESIP EducationSectorImplementationPlan

GDP GrossDomesticProduct

GII GenderInequalityIndex

GoM GovernmentofMalawi

HC HealthCentre

HDI HumanDevelopmentIndex

HMIS HealthManagementInformationSystem

HP HealthPost

5

HSA HealthSurveillanceAssistant

HSSP HealthSectorStrategicPlan

ICEIDA IcelandicInternationalDevelopmentCooperation

IFAC InternationalFederationofAccountants

IMF InternationalMonetaryFund

INTOSAI InternationalOrganisationofSupremeAuditInstitutions

IPC InternalProcurementCommittee

IT InformationTechnology

JCE JuniorCertificateofEducation

LDF LocalDevelopmentFund

LRESP LocalRevenueEnhancementStrategicPlan

M&E MonitoringandEvaluation

MBSP MangochiBasicServicesProgramme

MDG MillenniumDevelopmentGoals

MGDS MalawiGrowthandDevelopmentStrategy

MoEST MinistryofEducation,ScienceandTechnology

MoF MinistryofFinance

MoLGRD MinistryofLocalGovernmentandRuralDevelopment

MSCE MalawiSecondaryCertificateofEducation

NAO NationalAuditOffice

NSO NationalStatisticsOffice

ODF OpenDefecationFree

ODPP OfficeoftheDirectorofPublicProcurement

PBA ProgrammeBasedApproach

PEA PrimaryEducationAdvisor

PSLC PrimarySchoolLeavingCertification

SDG SustainableDevelopmentGoals

SMC SchoolManagementCommittee

TA TraditionalAuthority

TDC TeacherDevelopmentCentre

UN UnitedNations

UNDP UnitedNationsDevelopmentProgramme

UNICEF UnitedNationsChildren´sFund

VDC VillageDevelopmentCommittee

6

VHC VillageHealthCommittee

VIP VentilatedImprovedPit

WASH Water,SanitationandHygiene

WFP WorldFoodProgramme

WMA WaterMonitoringAssistant

WMIS WaterManagementInformationSystem

WPC WaterPointCommittee

7

ProgrammeSummary

Programme/Projecttitle: MangochiBasicServicesProgramme,PhaseII

ImplementingAgency: MangochiDistrictCouncil

Period: 2017-2021

Sector/DACcode: Multisector/16050

DevelopmentObjective(Goal):

TofacilitatetheeffortsoftheMalawigovernment,andMangochiDistrictCouncilin

particular,toimprovelivelihoodsandsocio-economiclivingconditionsinruralcommunities

inMangochiDistrict.

ImmediateObjective(Outcome):

Improved provision and use of basic services; in maternal health and family planning,

primaryeducation,waterandsanitation,andcommunitydevelopment,formenandwomen

livinginruralMangochiDistrict.

ExpectedOutputs:

1. TheMakanjira health centre is upgraded to Emergency Obstetric and New-born Care

(EmONC) facility and 9 maternity facilities, constructed under Phase I, are fully

operational. There will be better community health services through training and

logistical support at village level. TheHealthManagement Information System (HMIS)

produces better data, through provision of tools and training at input and data

management levels, and upgrading of equipment. Management of health services is

improvedthroughcapacitybuilding,researchesandupgradingoffacilities.

2. Educationinfrastructureandservicesaredevelopedin12targetschools, locatedinTA

Chimwala, Jalasi,Makanjira,Mponda andNamabvi,with emphasis on classrooms and

textbooksforthefirst2grades.EarlyChildhoodDevelopment(ECD)Centresestablished

in 2 target schools. Bettermanagementof education sector through capacity building

andupgradingoffacilities.

3. 500new safewater points are in use and further 180 boreholes rehabilitated in TA´s

Makanjira,MpondaandNamabvi. 100villagesinabove3TAsachiveOpenDefecation

Free (ODF) status, through a the Community Led Total Sanitation (CLTS) programme.

Management of WASH services improved through training and logistical support at

villageanddistrictlevel.

4. Community development and youth projects in place for women and youth,

emphasisingeconomicempowermentandaccesstoliteracyandskillstraining.

5. EmpoweredDistrictCouncilcarryingoutwellplannedandimplementedMangochiBasic

ServicesProgrammeandtheDistrictDevelopmentPlan(DDP)inatimelymanner.

8

Overallbudget:

The following table represents a summary of the programme budget (in USD) for the

financialyearsstartinginJuly2017andendinginJune2021.

9

1. Introduction

The Country Strategy Paper (CSP) for Malawi (2012-2018) forms the basis for Iceland’s

supporttoMalawi,initseffortstoimprovethelivingconditionsofitspoorpopulation.The

CSP’svisionforMalawiis:IcelandwillcontributetodevelopmentinMalawitoimprovetheliving conditions of the poor population. This will result in a more resilient population inadversity and a more resourceful one for self-sufficiency. Special emphasis is put on

supporting Malawian authorities in achieving the UN Sustainable Development Goals,

especiallygoal1whichistoendpoverty inall formseverywhere;goal3,ensuringhealthy

lives andpromotewell-being for all ages; goal 4, ensuring inclusive and equitable quality

education and promote lifelong learning opportunities for all; goal 5, achieving gender

equalityandempowerallwomenandgirlsandgoal6,ensuringavailabilityandsustainable

managementofwaterandsanitationforall.WhiletheCSPemphasizedsupportingMalawi

in achieving the Millennium Development Goals (MDGs), exchanging these with the

Sustainable Development Goals (SDGs), since adopted byMalawi and Iceland, is seen as

fullycompliantwiththespiritoftheCSP.OnefurtherpillartothecooperationisTheMalawi

GrowthandDevelopmentStrategy(MGDS)II.

ThemodalityprovidedbytheCSP isProgrammeBasedApproach(PBA)atDistrict level, in

Mangochi District. This provides for a “single entry point”, with the aim of simplifying

procedures,minimizingorganizationalstrain,enhancinglocalownershipandcontributingto

increasedsustainabilityofprogrammeactivities.

While previously a separate programme document was prepared for each component

(public health, basic education, water and sanitation), all activities are now incorporated

intooneprogrammedocument, inorder toachievebetter cohesion. Thismeans that the

programme outlined in this document involves numerous sectors and divisions within

Mangochi’sDistrictsecretariat.SpecialattentionisgiventoprioritiesoutlinedintheDistrict

DevelopmentPlan(DDP).

TheprogrammeisdevelopedinclosecooperationbetweentheEmbassyofIceland/ICEIDA

andMangochiDistrictauthorities,withthe involvementofMalawi’snationalgovernment,

throughtheMinistryofLocalGovernmentandRuralDevelopment(MoLGRD).Thistripartite

partnershipwillalsobereflectedinimplementationarrangementsfortheprogramme.

As agreed between the partners, the programme is mainly a continuation of previous

programmesinpublichealth,basiceducationandwaterandsanitation.Basedonarequest

from the Government of Malawi (GoM), this second phase of the programme will also

considersupportforeconomicempowermentforbothwomenandyouths,specialsupport

to the District Council secretariat, capacity building of local development structures and

programme staff and support to finance the council revenue enhancement plan. Further

analyticalworkwillbeneededbeforespecificactivitiesandinputscanbeproposed.

ThenewProgramme isarticulatedwithaview to thecurrentchallenges facingMalawi in

general and Mangochi District in particular. The fiscal situation of central government,

10

following years of draught and a significant reduction in external budget support, has

becomeevenmorechallenging, includingreducedtransferstotheDistrictandan inability

toaddnewstafftothegovernmentpayroll.

Thehighpopulationgrowthinthecountry,whichishigherstillinMangochiDistrict,addsto

thechallenges inprovidingservices. Itcanbenotedthatwhenthepreviousbasicservices

programmewasbeingprepared,in2011,theestimatedpopulationinMangochiwas800to

900 thousand. It is currently estimated to be close to 1.2 million people. According to

projections,thepopulationintheDistrictwillgrowbyanestimated200thousandpeopleor

moreduring the implementationof theProgramme, from2017 to2021. The strain from

thishighgrowthwillbeparticularlystronglyfeltintheeducationsectorandcallsforaneven

clearerfocusinsupport.Overall,thepopulationgrowthraisesseriousquestionsaboutthe

sustainabilityofresultsachievedandwillbethesubjectofcontinuousdiscussionsthrough

outtheprogrammeliefespan.

1.1 Earlierandon-goingworkinsector/area

ThegovernmentofIcelandhasbeenMalawi’sdevelopmentpartnersince1989throughthe

Icelandic International Development Agency (ICEIDA) until the end of 2015,when ICEIDA

was incorporated into Iceland´sMinistry of Foreign Affairs. This did not bring about any

change in the cooperation between the two countries. Iceland’s involvement began in

activitiesrelatedtofisheriesinLakeMalawi,butwasgraduallyextendedtohealth,primary

education, adult literacy and water and sanitation. The single largest activity was the

construction of the community hospital in Monkey Bay, which was handed over to

Malawianauthoritiesin2011.

During recent years, Icelandic involvement has expanded to cover the entire District of

Mangochi. Before 2012, ICEIDA funded a large Water and Sanitation project in TA

Nankumba and an adult literacy project in the same TA, as well as supporting primary

schools in several TAs. In 2012, a new phase was started in the Icelandic – Malawian

cooperationasa tripartitecooperationagreementwassigned,between ICEIDA,Malawian

authorities andMangochi District, in which ICEIDA committed itself to provide program-

based assistance toMangochi District Council to support its development strategy in the

areasofsocialservices,namely:PublicHealth,BasicEducationandWaterandSanitation.In

addition,theProgrammeincludedcapacitybuildingatDistrictlevel,whichwasincorporated

intorelevantsectors.Theprogrammeclosingdatewassetfor30June2016,buthasbeen

extendedtoJune302017.

1.2 OtherdevelopmentpartnersintheDistrict

Iceland iskeenonavoidingduplicationofworkandsupport thatcanaswellorbetterbe

providedbyotherdevelopmentpartners.Therefore,itisimportanttonotethecontribution

ofothersandtoseekcomplementarities.VariousotherpartnersareworkingintheDistrict

indifferentsectorsandareasandacompletelistofthesecanbefoundinAnnex4.

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1.3 Programmepreparation

InNovember2015,theSecretaryforLocalGovernmentandRuralDevelopment,onbehalfof

theMalawianGovernment,askedfortheextensionoftheMBSP.Itisstated,thatboththe

Ministry and Mangochi District, would like to see the extension based on the existing

programme,withafocusonpublichealth,basiceducationandwaterandsanitation,aswell

asproposingthreenewareastobetakenintoconsiderationinthenextprogramme:

• WomenandYouthEconomicEmpowerment:proposedinorderto increaseincome

levels of communities at household level through promotion of sustainable and

profitableeconomicactivities,reduceyouthunemploymentandreducemigrationto

SouthAfricathroughjobcreation;

• Support to finance the Council revenue enhancement Initiative (Local Revenue

Enhancement Strategic Plan (LRESP)); proposed in order to enhance the Council

revenuegenerationcapacityforbetterservicedeliveryanddevelopment

• CapacitybuildingoflocaldevelopmentstructuresandProgrammestaff:proposedin

ordertoimprovegovernancedevelopmentandimplementationbothatcommunity

andDistrictlevel.

InFebruary2016,theEmbassyofIcelandestablishedaProgrammePreparationCommittee

(PPC), with the participation of representatives from theMinistry andMangochi District

Secretariat,aswellastheEmbassyitself.ThePPCdecidedtoemployexternalconsultantsto

prepareadraftprogrammedocument.

WorkshopswereheldwithDistrictpersonnelandtheproposedsupportprogrammeisthe

resultofclosecooperationandconsultationwithDistrictofficials,aswellasdiscussionswith

line ministries and the Embassy. The process involved extensive consultation with the

District andbeneficiaries.However, it took a considerably longer time thanexpectedand

agreeduponandneededfurtherelaborationandadjustmentsaftertheconsultationperiod

ended. It should also be noted that the new areas of emphasis, proposed by Malawi

(womenandyouthempowermentandemployment,andrevenueenhancement)werenot

subjecttoindependentanalysisinthepreparatoryprocessandwillcallforfurtheranalytical

work,priortoanydecisions.

2 BackgroundInformation

2.1 Introduction

MalawiisalandlockedcountryinsoutheasternAfrica,borderedbyMozambique,Tanzania

andZambia.Thecountry is rather smalland,withanestimatedpopulationof close to18

million people as of 20161, is one of the most densely populated countries in Africa.

1 http://data.un.org/CountryProfile.aspx?crName=malawi United Nations, 2016, p. 124

12

According to theWorldBank, 84%of thepopulation lived in rural areas asof 20152. The

majority of the rural poorpopulationdependson subsistence farming for livelihoods and

diversification in agriculture is low. Population growth is a huge challenge in Malawi,

accordingtotheUnitedNations,thetotalpopulationinthecountrygrewby3,1%ayearin

2010-2015andruralpopulationgrewby3,8%ayear in thesametimeperiod3.This rapid

population growth creates substantial difficulties, e.g. by increasing the strain on

agricultural land considerably, especially inMangochi District. A key characteristic of the

populationisitsextremelyhighdependencyratio4,which,accordingtotheUN,was95%in

2015.Malawi ranks number 173 out of 188 countries on the 2014 Human Development

Index(HDI)withavalueof0.445,whichisslightlybetterthan2013whentheHDIindexwas

0,439 and Malawi ranked number 175. The country ranks number 140 on the Gender

InequalityIndex(GII)forthesameyear5.Therearesomeconsiderablechallengesfacingthe

country, including lack of resources, which make it highly dependent on international

development assistance. Political, economic and environmental adversities combine to

makeMalawistrugglingwithdeliveryofbasicservicestomeetthepeople´sneeds,suchas

health,educationandfoodsecurity.

Malawi has seen some positive changes regarding public health in recent years. A 2015-

2016Key IndicatorreportontheMalawiDemographicandHealthSurvey(DHS)showeda

gradualdecreaseinunder-5mortality,withinstancesbeingdownfrom112deathsper1000

livebirths in2010 to64deathsper1000 livebirths in2015-16. Similarly, fertility rates in

Malawiseemtobedroppingwithbirthsperwomanaveragingat4,4ascomparedto5,7in

the2010DHS.Maternalhealthcareindicatorsareshowingsomepositivegains,percentage

ofbirthsoccurringinahealthfacilityrosefrom73%in2010to91%in2015-166.However,

the2015-16DHS revealednegative trends in the vaccinationof children, 81%of children

werereportedtobefullyimmunizedin2010butintherecentsurvey,only71,3%werefully

immunized7.

The provision of quality education is a big challenge inMalawi. Historically the country´s

average spending on education has been higher than the regional average but recent

studies indicate that that is not the case anymore. Malawi´s education sector is

underdeveloped and struggles with fulfilling its obligations to its students in terms of

infrastructure, qualified teachers, teacher to student ratio and appropriate teaching

materials. These problems are reflected in high repetition rates, high dropout rates, low

2 http://data.worldbank.org/indicator/SP.RUR.TOTL The World Bank, 2015a 3 http://data.un.org/CountryProfile.aspx?crName=malawi United Nations, 2016, p. 124 4 The dependency ratio refers to the number of children (0-14 years old) and older persons (65 years and over) to the working-age population (15-64). A high dependency ratio indicates that the economically active population and the overall economy face a greater burden to support and provide the social services needed by children and older persons who are often economically dependent. 5 http://hdr.undp.org/sites/default/files/2015_human_development_report.pdf UNDP, 2015, p. 210 & p. 226 6 Measurements refer to a period of five years preceding a survey 7 National Statistical Office of Malawi & ICF International, 2016,, 2017 p. 13-26

13

transition rates from primary level to secondary and tertiary levels and low examination

performances8.Therearealso indicationsofvery lowliteracyandnumeracyproficiency in

grades1-39. In2011,74,2%ofMalawiansaged15andoverhadnoeducation,10,8%had

completedaPrimarySchoolLeavingCertification,8,3%hadaJuniorCertificateofEducation

(JCE),5,2%heldaMalawiSecondaryCertificateofEducation(MSCE)andonly1,6%pursued

atertiaryeducation.

Accordingtothe2015-16DemographicandHealthSurvey´sKey IndicatorsReport,87%of

Malawi´spopulationhasaccess toan improvedsourceofdrinkingwater.These improved

sourcesincludeprivatetaps,publictapsandboreholes,amongothers.Improvedsanitation

isnotasuniversal,withonly55,1%ofthepopulationhavingaccesstoimprovedsanitation

facilitiessuchasventilatedimprovedpit(VIP)latrineorpitlatrinewithslab.

Gender inequality iswidespread inMalawiandposesa seriouschallenge todevelopment

effortsinthecountry.Malawihasoneofthehighestratesofchildmarriagesintheworld,

accordingtoUNICEF,with9%ofgirlsmarriedbeforetheageof9and46%marriedbythe

timetheyturn18.Girlsarefurthermoreless likelytoreceiveeducationthanboys,gender

based violence is very commonandeconomicopportunities are less available towomen.

Youths are another vulnerable group in Malawi. They, as well as women, are often

systematicallyexcluded fromdecision-making, illiteracy ratesarehighandunemployment

levelsaresignificant.

Decentralization, process of transferring powers, authority, functions, responsibilities and

therequisiteresourcesfromcentralgovernmenttolocalgovernments,beganinMalawiin

1998.ThenthegovernmentapprovedtheNationalDecentralizationPolicy,followingathirty

year, highly centralized, one party regime. The aim of the policy was poverty reduction

throughbetterdeliveryof servicesandpublic goods, especially to the ruralpopulationof

the countryaswell as to strengthendemocratic institutionsandparticipationat the local

level.Itwastodevolveadministrationandpoliticalauthoritytothedistrictlevel;integrate

governmentalagenciesatthedistrictandlocallevelsintooneadministrativeunit;transfer

implementation responsibilities to the districts and promote popular participation in the

governance and development of districts. According to a 2010 review of the

decentralization process in selecteddistricts, the policy had led to important institutional

changesingovernmentstructuresanddecision-makingprocessesatthelocallevel.Through

implementing the policy, District Councils were established in 28 districts and verified as

legitimate implementation bodies for delivery of services at the local level. Further

structureswere implemented in order to facilitate bottom-up development planning and

coordinated approach to local level development. However, the decentralization process

8https://openknowledge.worldbank.org/bitstream/handle/10986/23737/9781464807947.pdf?sequence=3&isAllowed=y The World Bank, 2016b 9 Southern and Eastern Africa Consortium for Monitoring Educational Quality, III Project Results:� Pupil achievement levels in reading and mathematics, working paper 2010.

14

hasexperiencedsomesetbacks,includingresistancetochange,staffingproblemsatdistrict

levels, limited capacity and funding to implement district development plans, weak

MonitoringandEvaluation (M&E) systemsand lackofknowledge,awarenessand interest

amongdistrictstaffandpoliticalleaders.

MangochiDistrictisoneofMalawi´s28districts,locatedonthesoutherntipofLakeMalawi.

TheDistrict´spopulationisprojectedtobearound1,1millionandmakesup6%ofMalawi´s

population,makingitthemostpopulousruraldistrictinMalawi.Mangochicoversanareaof

6.273squarekilometresandhasapopulationdensityofalittleover136peoplepersquare

kilometre,whichissimilartothatofMalawi.ThedominantethnicgroupinMangochiisYao

(76%) and themajor religion is Islamwith approximately 70%of theDistrict´s population

beingMuslim.

Keysocio-economicindicatorsforMalawiandMangochiDistrictincludethefollowing:

Indicator Mangochi Malawi

Population 1.053.585 17.215.232

Lifeexpectancyatbirth,years 57,8 63

Averagepopulationgrowth 3,55% 3,06%

Fertilityrate,birthsperwoman 6,4 5,1

Maternalmortalityratio,per100.000livebirths Xxx 43910

Netenrolmentrateofschool-entrychildren,primary 70,4% 79,5%

Populationwithaccesstoanduseofimprovedwatersource 92,7% 86,2%

GDPpercapita(USD) NA 372

HDIranking,outof188(2014) NA 173

GIIranking,outof150(2014) NA 140

SOURCES:THEWORLDBANKANDMANGOCHIMDGENDLINESURVEY2014

2.2 PoliticalContext

Malawiisamulti-partydemographicsociety.Thecountry´scurrentpresident,ArthurPeter

Mutharika,waselected fora five-year term inageneral election in2014, replacing Joyce

Banda.Mutharikaisthebrotherofformerpresident,BinguWaMutharikaunderwhichhe

servedasforeignminister.Therehasbeensomecontroversyregardingthe2014elections,

Joyce Banda even tried to have them declared null and void on grounds of electoral

irregularities. The electionswere however confirmed valid in the end andMutharikawas

inauguratedon2ndJune2014.AmajorimpedimentforprogressinMalawiisthe“endemic”

corruption within the public service, and the issue has had severe consequences for 10 2015-16 Demographic Health Survey. National Statistical Office of Malawi & ICF, 2017 p. 245

15

Malawi´seconomy.In2013,Malawiexperienceditsbiggestgovernmentcorruptionscandal

inhistorywhenitwasdiscoveredthatforalongitmetime,civilservantsandpoliticianswith

theassistanceofprivatecontractorshadstolenover$31millionofgovernmentfunds.The

incident,whichhas sincebeendubbedCashgate, prompted international donors, such as

the International Monetary Fund (IMF), to temporarily cease economic assistance to

Malawi. The IMF and other donors have since resumed their aid but corruption is still

endemic in the country. According to the Economist Intelligence Unit´s (EIU) 2016

DemocracyIndex11,Malawiranksin91stplaceandscores5,55pointsoutof10,thelowest

since2010andisconsideredahybridregime.Thecountry´sgovernmentfacesmajorissues

e.g.regardingeconomicstability,corruptionanddeliveryofservicesbutoneofthebiggest

challenges in Malawi is food security. The 2016-2017 Malawi Vulnerability Assessment12

estimates that for the April 2016 toMarch 2017 consumption period, almost 6,5million

peoplefrommostdistrictsinMalawiwillbefoodinsecure.Thecountryisveryvulnerableto

climate-inducedshocks, ishighlydependenton foreignaid,andhasanarrowexportbase

andlittlediversificationinagriculture.TheEIUexpectsthesefactors,amongotherstolead

to contractions ineconomic growth in the country, something that further contributes to

politicalvolatilityalthoughunderlyingpoliticalstabilityisexpectedtostayintact.

2.3 Problemidentificationandjustification

The first phase of theMangochi Basic Services Programme ended in June 2016 andwas

extanted to June 2017. The 2012-2017 phase I of the Programme achieved much of its

aspirations,accordingtothemid-termevaluationreport67,2%oftheProgrammeoutputs

had been reached in 2014. There had been considerable success in all components,

indicators such as deliveries attended by skilled health workers and rate of under-1

immunization had improved; access to safe water in target areas had improved and the

number of Open Defecation Free (ODF) verified villageswere slowly rising. Furthermore,

indicators such as primary school retention rate and selection rates to secondary schools

hadseenimprovementthroughthepilotprogrammeintheeducationcomponent.Despite

thissuccesstherearestillsubstantialchallengestobeaddressedinMangochiDistrict.These

include a population growth rate of over 3% p.a., which will see the population double

approximatelyevery20years.Justkeepingupwithsuchagrowthwillplacesignificantstrain

on the ability of theDistrict toprovide thebasic services,whichmight improveon those

socialindicators.

ForthecomingProgrammephase,emphasiswillcontinuetobeonpublichealth,education

and water and sanitation but in addition, activities regarding women and youth

empowerment as well as capacity building of the District Secretariat will be undertaken.

11 http://www.eiu.com/Handlers/WhitepaperHandler.ashx?fi=Democracy-Index-2016.pdf&mode=wp&campaignid=DemocracyIndex2016 The Economist Intelligence Unit, 2016, p. 9 12 https://www.wfp.org/content/malawi-national-food-and-nutrition-security-forecast-april-2016-march-2017 The Malawi Vulnerability Assessment Committe, 2016

16

Through a dialogue between stakeholders, the major issues in each component were

identified.

The health sector in Mangochi lags behind the national average on many critical health

indicators.Utilizationofantenatalcareservicesinthecriticalfirsttrimesterofpregnancyis

verylow,oraround8%andtheproportionofdeliveriesattendedbyskilledhealthworkers

is only 64% while the national average was reported at 89,8% by the DHS 2015-16 Key

IndicatorsReport. Under-5mortality rate inMangochi is102deathsper1000 livebirths,

whichisconsiderablyhigherthanthenationalaveragesof64per1000.Mangochiisalarge

districtandhassomeareasthatarehardtoreachandcangetisolated,especiallyduringthe

rainyseason,e.g.TAMakanjira.Specialfocuswillbeputonassistingtheseareastodeliver

adequatebasichealthservicestotheirpopulations.

Mangochi faces challenges in the delivery of education services. According to the 2015

Malawi Statistical Yearbook, 91% of Mangochi population over 15 had no education,

compared to 74,2% of Malawi´s total population. The proportion of those who held a

Primary School Leaving Certificate (PSLC) is furthermore considerably lower inMangochi

(4,1%) than on the national level (10,8%). The Programme focuses on 12 schools in the

Districtandhasdonesince2012butinthisprogrammephase,emphasiswillbeputonthe

first 4 standards as is in compliance with the Government ofMalawi´s Education Sector

Implementation Plan II,which has the goal of ensuring 50%of children reach standard 4

literacy/numeracy.Learner´sachievementafterstandard4 in targetschoolswill therefore

be an important indicator in measuring success in the education component.

Learner/classroomratiomustfurthermorebeimproved,withfocusongettingallchildrenin

standard1and2insideaclassroom.

ThefirstphaseoftheProgrammefocusedonimprovingaccesstowaterandsanitationinTA

Chimwala,whereaccesstosafeportablewaterwasonlyaround50%.Bytheendof2015,

TAChimwalahadseenmuchimprovementwithboreholesorprotectedshallowwellsbeing

themainsourceofdrinkingwaterfor99,4%oftheTA’shouseholds.Thewatersituationin

theDistrict varies greatly between TAs;with some areas having high coverage andwhile

othershardertoreachareasstruggle.TAMponda,TANamabviandTAMakanjiraarethree

such hard to reach areas with low access (+/- 50%) to safe water sources and poor key

water-casual indicators. The sanitation situation progressed more slowly than the water

situation and fewer strides were made. The 2017-2021 Programme phase´s emphasis in

sanitationwillbeonincreasingthenumberofODFverifiedvillagesinthetargetTAs.

Women and young people are vulnerable groups e.g. when it comes to education and

economic opportunities. Women are overrepresented among those who live in extreme

povertyandtheyaswellasyoungpeopleofbothsexesareoftenexcludedandmarginalized

whenitcomestodecision-makinganddevelopmentprocesses.The2017-2021Programme

phase will address issues regarding women and youth economic empowerment through

conductingasituationandstakeholderanalysisandsupporttorelevantofficessothatthey

canbuildthecapacityneededtomanagegenderandyouthprogrammes.

17

The Government ofMalawi has, through TheMalawi Growth and Development Strategy

(MGDS)2016-2020prioritizeddecentralizationasatoolforimprovingthelivesoftherural

population in Malawi and the 2017-2021MBSP phase II will assist by strengthening the

capacityofMangochiDistrictcounciltocarryoutitsdevelopmentplans.

2.4 Programmeapproachandmainfocus

ThisprogrammeisbasedonprioritiesandstrategiesidentifiedbynationalandtheDistrict

authorities,thusrepresentingstrongnationalownership.TheProgrammewillsupportand

follow the overall development strategy ofMangochi District Councilwith priority issues,

identifiedby theDistrictCouncil, addressedandpursue full alignmente.g.definedas “on

plan,onbudget”.

TheIcelandicInternationalDevelopmentCooperation(MFA/ICEIDA)globallyandinMalawi

alignsitsdevelopmenteffortswithinternationalagreementsanddeclarations,includingthe

SustainableDevelopmentGoals, as guidance on key objectives, and the Paris Declaration

andsubsequentagreementsontheapproachtoprovidingsupport,Icelandwillincorporate

theseprinciplesintoitsoperationalproceduresinMalawi.

Themainfocusoftheprogrammeisonbetteraccessanduseofqualitymaternalandinfant

services, inhardtoreachareas intheDistrict, improvementofqualityeducation intarget

schoolsandsustainableaccesstoanduseofsafewatersourcesandsanitationfacilities in

selectedareas.Thetargetschoolsare located inTAChimwala,TAJalasi,TAMakanjira,TA

Mponda and TA Namabvi. Water and Sanitaiton interventions will take place in TA

Makanjira, TAMponda and TANamabvi. Amajor health infrastructurewill be built in TA

Makanjira.

In addition, the new programmewill, subject to positive outcome of analyticalwork and

baseline studies, also provide support to promotion of early childhood development and

economic empowerment of youths and women. There will also be a component for

strengthening the capacity of Mangochi District Council to effectively implement and

managedevelopmentprogrammesintheDistrict.

The programme addresses the following priorities identified in MGDS-II and the District

Development Plan, through consultative meetings with the District development sectors

andthroughdialoguebetweenMalawiauthoritiesandtheEmbassyofIceland:

Publichealth

• Improvedhealthservicesinfrastructureinhardtoreachareas.

• Betteraccessanduseofandaccesstoqualitymaternalandchildhealthservices

andfamilyplanning.

• Improvedmanagementofhealthsystemtodeliverqualityservices.

BasicEducation

18

• Educationinfrastructureintargetschoolsdevelopedandfurnished.

• Teachingandlearningenvironmentintargetschoolsstrengthened,withfocuson

earlyyearsofprimaryeducation(Standard1-4,startingwithstandards1and2).

• Bettermanagementoftargetschools.

• PilotedEarlyChildhoodDevelopmentservicesattachedtoselectedschools.

WaterandSanitation

• Increasedaccesstoimprovedsafewatersources.

• Improvedsanitationandhygienepractices.

• Bettermanagementofwaterpointsandthewatersector.

YouthandWomenEconomicEmpowerment

• Economic empowerment of women and youth through pilot activities.Mangochi

DistrictCouncilSecretariat

• Improvedworkenvironmentandcapacityfordelivery.

• Resourcemobilizationopportunitiesanalysedandplannedfor.

• Strengtheneddeliveryofservices,withappropriatemonitoringandsupervision.

• ResultsbasedmanagementoftheProgramme.

TheEmbassyofIceland/ICEIDAinMalawiwillinitsplansfollowthebudgetcycleofMalawi

from 1st July each year to 30th June the following year. Funds for the MBSP II will be

channelledfromtheEmbassyofIcelandthroughaspecialaccountdesignatedfortheMBSP

II, which is administered by the District Council and monitored by the Ministry of Local

GovernmentandRuralDevelopmentandMinistryofFinance.

3 ProgrammeDescription

TheoverallobjectiveoftheMBSPIIistofacilitatetheeffortsoftheMalawigovernmentand

Mangochi District Council in particular, to improve livelihoods and socio-economic living

conditions inruralcommunities inMangochiDistrict.Thisshouldresult inamoreresilient

populationinadversityandamoreresourcefuloneforself-sufficiency.

ToachievedesiredoutcomestheMBSP IIwillaimat improvingprovisionanduseofbasic

services;inmaternalhealthandfamilyplanning,basiceducation,waterandsanitationand

communitydevelopmentformenandwomenlivinginruralMangochi.

TheMBSP II has five components; PublicHealth, Basic Education, SafeWater Supply and

Sanitation, Women and Youth Economic Empowerment and District Secretariat. Each of

these components has a specific objective and specific outputs, further detailed in

subsequentsectionsofthischapter,whichcanbemeasuredagainstbaselinesandnumeric

indicatorsofprogress.

19

3.1 PublicHealth

Ensuring healthy lives and promoting wellbeing is the United Nations’ 3rd Sustainable

DevelopmentgoalandtheGovernmentofMalawifurthermorerecognizesthe importance

ofgoodpublichealthinachievingsustainablesocio-economicdevelopment.

During the first phase of MBSP, in 2012-2017, major emphasis was on investment in

infrastructure. A new maternity ward was constructed and equipped at the Mangochi

District Hospital in Mangochi town, as well as 8 smaller maternity wards in relation to

existing Health Centres in rural areas. In addition, the first phase of the programme

provided16waitinghomes,10staffhousesand10HealthPosts.Fivenewambulanceswere

procuredand8bicycleambulances.Theprogrammeemphasizedthe importanceofHSAs,

35receivedinitialtrainingand550wereequippedwithbicyclesandotheraid.Furthermore,

theDHOwasprovidedwithsupporttostrengthenitsoperations.Thisprogrammephasewill

bedevotedtomakingallthesefacilitiesfullyfunctional,aswellasprovidinginfrastructure

intheleastcoveredpartsofthedistricts.

TheexpectedoutcomeofthePublicHealthcomponentis:

• Improvedaccessto,anduseof,qualitymaternalandhealthservices.

Thekeyindicatorsforresultsarelistedinthetablebelow,followedbyalistofoutputs,all

furtherelaboratedinthelogicalframeworkmatrix,andannexedtothedocument

Indicator Source 2017 2021

Impact

Maternalmortalityratio DHS 439/100,000 TBD

Neonatalmortalityrate DHMIS 42/1000 38/1000

HealthOutcomes

Proportion of pregnant women starting antenatal

careinfirsttrimesterofpregnancy

DHMIS8% 15%

Proportion of deliveries attended by skilled health

workers

DHMIS64% 80%

Under1childrenfullyimmunised DHMIS 75% 95%

Toachievetheoutcomelisted,theProgrammewillproduceanumberofexpectedoutputs

throughthesupport.

20

Nr. Expectedoutputs

1.1 Healthserviceinfrastructureandoperations

1.1.1 MakanjiraEmergencyObstetricandNew-bornCare(EmONC)healthcentre

a) EmONCbuildingsandrelatedWASHandelectricityinplace

b) Furnishingsforhealthcentrec) Fencingofhealthcentre

d) 10UMOYOstaffhouses

1.1.2 Healthpostsbuildingsandstaffhouses

a. 15healthposts

b. 25staffhousesathealthposts

c. 21UMOYOstaffhouses

d. 3vaccinestoragecoldrooms

1.1.3 Rehabilitation,equipmentandfurnishing

a. Equipmentfor5waitinghomes

b. Waterprovisionin4healthcentresand25healthposts

c. Generalmaintenancein10healthcentres

d. MaintenanceofMonkeyBayCommunityHospital

e. Incineratorsin10healthcentresandplacentapitsin5healthcentres

f. Powerinstalledin15healthcentres

1.2 Communitybasedhealthservices

1.2.1 Patientreferralsystemstrengthened

a. 5newambulancesinplaceandoperational

b. 10bicyclepatienttransportersinplaceandoperational

1.2.2 Equipmentandtrainingofcommunityhealthworkers

a. 270HealthSurveillanceAssistants(HSAs)trainedinvarioussubjects

(70newentries)

b. 540bicyclesandbasickitsprovidedtoHSAs

c. 300SafeMotherhoodCommitteesformedandfunctioning

d. 700VillageHealthCommittees(VHCs)trained

e. 60villageclinicsestablished

f. Familyplanningstrengthened

g. Adequatenumberofrapidpregnancytestkitssuppliedtoallhealth

centresandhealthposts(exactnumbernotavailable)

h. Nutrition supplements (e.g. “Nutributter”) available in all health

centresanddistributedtomalnourished6-18montholdinfants

21

1.3 HealthManagementInformationSystems(HMIS)

1.3.1 Transportandcommunicationsystems

a. 15motorcyclesinplaceanduse

b. 1lorryforvaccinedistributioninplaceanduse

c. Cartrackingsysteminplaceinallambulances

d. 50healthpersonnelusingmotorcyclestrainedandequipped

1.3.2 HMIScapacitybuildingandoperations

a. 20computersetsforHMISdatamanagementpurchased

b. 180HealthManagementteamsandcoordinatorstrained

c. 2000villagehealthregisterspurchased

d. 1500villagehealthregistersputtouse

e. 170dataqualityassessmentscarriedout

f. 420datapreparationclerkssupervised

g. MonthlyHMISdatacollection

1.3.3 DistrictHealthOfficecapacitybuildingandoperations

a. QuarterlyHMISdatareviewmeetings

b. Bi-annualDistrictImplementationPlan(DIP)/HMISreviewmeetings

c. 40staffmembersreceivevarioustraining

d. ITequipmentupdated

e. Logisticalsupportprovided

f. Temporary support to human resources (salary support to 40

professionalstaff)

g. 4researchprojectsanddisseminationofresults

Itisestimated,subjecttobudgetaryallocationsbyIcelandicauthorities,thatanamountof

USD5.8millionwillbemadeavailableasinputsfortheactivitiesneededtoreachtheabove

listedoutputs.

3.2 BasicEducation

Ensuring inclusiveandequitablequalityeducation isembedded inSDGgoalnumber four.

Thusuniversalaccesstobasicqualityeducation isconsideredakeyfactor indevelopment

and education can considerably contribute to poverty reduction and increase gender

equality. Being educated is also a human right in itself, one that furthers the individual´s

accesstootherhumanrights.

Mangochiisconsideredalow-performingdistrictwhenitcomestoeducation,comparedto

therestofthecountry.In2015,50%ofMangochi´spopulationaged15yearsandolderhad

never attended school as compared to 21% on the national level and only about 17% of

22

childrenunderfive inMangochihaveaccesstoearlychildhoodeducation, leavingthemill

preparedforprimaryschool.Accordingtothe2015MalawiStatisticalYearbook,91%ofthe

Mangochi population aged 15 and over, had no education; 4,1% had a Primary School

LeavingCertificate,gainedattheendofstandard8;2,3%possessedaJuniorCertificateof

Education,meaning that they finished form2 of secondary school and 2,4%had finished

theirsecondaryeducationandreceivedtheMalawiSecondaryCertificateofEducation.Only

0,1%thenwentontofinishatertiaryeducation.

Mangochiisdividedinto19educationzonesandhas267primaryschools,ofwhich256are

publicandvariousreligiousgroupsoperate11schools.Becauseofthe largepopulationof

Mangochiandthehighnumberofschoolsoperatingwithin it,aswellasthepoorstateof

infrastructure etc., theMBSP II funds earmarked for the education componentwould be

spreadthinindeediftheyweretobeallocatedevenlyacrossallschoolsintheDistrict.

Therefore,itwasdecided,incooperationwithDistrictauthoritiesandMinistryofEducation,

ScienceandTechnology(MoEST),toselectthreeschoolsfromeachoffoureducationzones,

twelveschoolsintotal,toreceiveaholisticassistancetoimprovethequalityofeducation.

This part of the component will be an extension of the 2012-2017 programme and the

schoolsinquestionwillbethesameastheonesinthelastphase.Theschoolsaresituated

inTAChimwala,TAJalasi,TAMakanjira,TAMpondaandTANamabvi.Malawi´sEducation

SectorImplementationPlan(ESIP)IIhasprioritizedthebasiceducationofchildrenstandard

1-4withthegoalofensuringthat50%ofchildrenreachstandard4literacy/numeracyskills.

The2017-2021MBSPwillreflectthisprioritizationin itseducationcomponentbyfocusing

effortsonthefirst4standards,startingwithstandard1and2.

In addition to this, the education component will have an Early Childhood Development

(ECD)program,aimingatpreparingchildrenunder5forprimaryschoolenrolment.Thisisin

compliance with the Education Sector Implementation Plan II´s focus on improving

transitionandcontinuitybetweenlearningphasesfromECD,primaryandlowersecondary

schools.

In the 2012-2017 phase, themain focus was on investment in infrastructure. A baseline

studyrevealed,thatthe12schoolshadatotalof111classrooms,for19.916students.That

gaveastudent:classroomratioof179,rangingfrom80to277.BytheendofJune2017,the

numberof classroomswillhave increased to183.A totalof70havebeenconstructedas

partoftheprogramme,andtwobytheLDF.Atthesametime,thenumberofstudenthad

risen to25.913,bringing thestudent: classroomratio to141,6.Theprogramme increased

thenumberof teachers’houses in the12 schools from64 to100,and thenumberofpit

latrines from 145 to 193. Moreover, the programme provided classroom furniture,

textbooks andnotebooks, aswell as in-service training for teachers and schoolmanagers

and the training of 65 new teachers trained by DAPP. In relation to the programme,

extensivegatheringofdatawasconducted,throughsurveysandstandardizedtests.

23

Inthisphase,ithasbeendecidedtoemphasisetheloweststandards,1and2,inlinewith

GoMpolicy.Theaimistoprovidethemallwithaclassroomandalltherequiredtextbooks

in the ratio1:1. Thebookswillbegiven to the learners tokeep.The feasibilityofdouble

shifts, for better use of infrastructure will be evaluated, as well as the introduction of

assistantteachersinStandard1and2.Ifthisapproachmanagestoprovidethemwithbasic

reading, writing and numeracy skills, it is thought that the way forward will be easier,

decreasingthelikelihoodofdroppingoutwheneducationaldemandsincreaseinthehigher

standards.

TheexpectedoutcomeoftheBasicEducationcomponentis:

• Improvedqualityofprimaryeducationservicesintargetschools.

TheKey indicators are listed in the tablebelow, followedbya listofoutputs, all further

elaboratedinthelogicalframeworkmatrix,andannexedtothedocument

Indicator Source 2017 2021

Impact

Proportion of children in std. 2 and 3 achieving at

least minimum proficiency levels in reading and

mathematics,bysex

DEMIS TBD 50%

EducationOutcomes

Learner/classroom ratio in first 3 grades in target

schools

DEMIS

Learnerachievementafterstd.4intargetschools DEMIS >50%

Literacyrateinstd.1,2and3intargetschools DEMIS TBD13 TBD

Toachievetheoutcomeslisted,theProgrammewillproduceanumberofexpectedoutputs

throughthesupport.

Nr. Expectedoutputs

2.1 Educationinfrastructurein12targetschools

2.1.1 Newbuildingsforselectgroupswithinthe12targetschools

a. 32 school blocks designated for the youngest pupils built, pending

demandandavailabilityofland

b. 1administrationblockbuiltforeachschool

c. 2resourcecentresbuiltforchildrenwithspecialneeds

d. 40teachers’housesbuilt

13 Assessment tool to be designed

24

e. 30improvedlatrinesbuilt

f. 24sanitationfacilitiesbuiltforchildrenwithspecialneeds.

2.1.2 Rehabilitation,equipmentandfurnishing

a. 3000schooldesksboughtanddistributed

b. 200sanitationequipmentunitsinstalled

c. Generalmaintenanceofclassrooms,teachers’houses,latrinesetc.

2.2 Basiceducationservicesin12targetschools

2.2.1 Capacitybuildingofteachersandschoolmanagers

a. 300teachersreceivepedagogicaltraining

b. 300trainersand144schoolmanagersreceivespecialisttraining

aboutgenderequalityinschools

c. 144managersreceivemanagementtraining

d. 12SchoolManagementCommittees(SMCs)trainedinvarious

subjects,includinggenderequalityinschools,M&Eand

subcommitteestrainedinECDwhereapplicable

e. Xteacher´sassistantstrained

f. Standardizedtestscarriedoutoncepersemester

g. Doubleshiftingintroducedinfirst2grades

h. Yearlyquizcompetitioninalltargetschools

2.2.2 Teachingandlearningmaterial

a. 340.000textbooksprocuredanddistributedtothestudents14

b. 1,2millionnotebooksboughtanddistributedtothestudents

c. 300teachersreceiveteacher´sguides

d. 4“sportskits”15boughtanddistributedtoeachschool,everyyearof

theprogramme

2.2.3 Supporttoequityandretentionofgirlsandvulnerablechildren

a. 100childrensupportedwithin“BacktoSchool”project.

b. 12 mother groups receive appropriate training – including adult

literacy,lifeskillsandgenderequality

c. 12bicyclesformothergroupsinplaceanduse

d. 12specialneedsteachingaidsanddevicesinplaceandinstalled

e. 48teachersreceivein-servicetraininginspecialneedseducation

2.3 Schoolmeals

14 Reference to the population of Iceland; number of text books should at least cover 1:1 ratio of 3 textbooks for students in standard 1 and 2, every year of the programme 15 Footballs, netballs and volleyballs, plus volleyball nets

25

2.3.1 WorldFoodProgramme(WFP)intargetschools

a. 6ofthetargetschoolsparticipatein“HomeGrownMeals

Programme”

2.4 Managementof12targetschools

2.4.1 Communityengagements

a. 16meetingswithchiefsonimportanceofchildeducationandgender

equality

2.4.2 DistrictEducationOfficecapacitybuildingandoperations

a. 24staffmembershaveimprovedworkstations

b. 3staffmembersattendedprofessionaltrainingcourses

c. 20PrimaryEducationAdvisors(PEA)trainedinM&E

d. ITsupportprovided

e. Logisticalsupportprovided

f. 36managerstrainedindatamanagement

g. 1TeacherDevelopmentCentre(TDC)constructed

h. Temporarysupporttohumanresources(salarysupportfor62

teachers+honorariafor#16teacher´sassistants

i. 2researchprojectsanddisseminationofresults

3.1 ECDservicesin2targetschools

3.1.1 ECDcentres

a. 2modelECDcentreclassblocksconstructed

b. 2child-friendlysanitationfacilities

c. 2cookingshelterswithenergysavingstoves

d. 8caregiverstrained

e. 8caregiversreceivehonoraria

3.1.2 Communitymobilizationandsupport

a. 12communitysensitizationandmobilizationmeetings

TheoutputsandactivitiesarefurtheroutlinedintheLogicalFrameworkMatrixandActivity

ListinAnnexI,andtheWorkPlaninAnnexII.

ItisestimatedthatUSD5,6millionwillbeallocatedforeducation,subjecttoannualbudget

allocationsbyIcelandicgovernment.

16 To be determined

26

3.3 WaterandSanitation

EnsuringavailabilityandsustainablemanagementofwaterandsanitationforallisSDGgoal

numbersix.Goodaccesstosafeandreliablewatersourcesiscrucialforhumanandsocial

development and the United Nations’ General Assembly has recognized clean drinking

waterasahumanright.Cleanwater isalsocrucialwhen it comes to sanitationandgood

sanitationpracticescaninturnensurethesafetyofwatersupplies.Improvingaccesstosafe

waterandsanitation facilities isoneof themost importantactivities inpreventingwater-

bornediseasessuchasdiarrhoeaandcholera.

TheaveragefiguresforwaterandsanitationsituationinMangochiaremisleadingbecause

ofhighdisparitybetweenindividualTAs,whereinparticularthehardtoreachareaonthe

eastsideofLakeMalawiaremuchworseoffthanothers.

The first phase of Mangochi Basic Services Programme from 2012 to 2017 focused on

improving the water and sanitation situation in one TA, Chimwala with considerable

success.Bytheendof2015,boreholesorprotectedshallowwellswerethemaindrinking

sources for 99,4% of the TA´s households, well above the target. and there was

overwhelmingsatisfactionwith thewater servicesprovidedby theproject.Thesanitation

part of the project was not as successful but some strides were made, e.g. regarding

sanitationfacilities.The2017-2021programmephasewillfocusonTAsMakanjira,Namabvi

andMponda.Itisexpectedthatthenumberofnewandimprovedwaterpointsproducedby

theMBSP II passes the 1000mark during this phase, andwill get close to providing 300

thousandpeople17withpotablewater.

TheexpectedoutcomeoftheWaterandSanitationcomponentis:

• Increased sustainable access to and use of improved safe water sources andsanitaryfacilities.

Thekey indicators are listed in the table below, followedby a list ofoutputs, all further

elaboratedinthelogicalframeworkmatrix,annexedtothedocument.

Indicator Source 2017 2021

Impact

Proportionofpopulationusingsafelymanagedsanitary

services18 in TA Makanjira, TA Mponda and TA

Namabvi.

DWMIS

Proportionofpopulationusingsafelymanageddrinking DWMIS 74% 80%

17 Close to the number of inhabitants in Iceland. 18 Population using an improved sanitation facility at the household level which is not shared with other households and where excreta is safely disposed in situ or treated off-site.

27

water services19 in TA Makanjira, TA Mponda and TA

Namabvi.

WaterandSanitationOutcomes

% of households with access to improved and safe

watersourcesandsanitationintargetedTAs

DWMIS 80%

#ofODFverifiedvillagesintargetedTAs20 DWMIS 24 TBD

IncdensesofwaterbornediseasesintargetedTAs DHMIS # TBD

Toachievetheoutcomeslisted,anumberofexpectedoutputsthroughthesupport

Nr. Expectedoutputs

4.1 AccesstosafewatersourcesinTAMakanjira,TAMpondaandTANamabvi

4.1.1 Functionalsafewaterpoints21

a. 330boreholesconstructed

b. 170shallowwellsconstructed

c. 180boreholesrehabilitated

4.1.2 Capacitybuildingoflocalcommunity

a. 50022newWaterPointCommittees(WPC)trainedinCommunity

BasedManagement(CBM)

b. 180WPcommitteesrefreshedinCBM

c. 15newAreaMechanicstrained

d. 17existingAreaMechanicstrained

e. 8retailshopownersorientedandmobilizedtostockspareparts

4.2 Managementofwaterinterventions

4.2.1 DistrictWaterOfficecapacitybuildingandoperations

a. 50variousDistrictextensionworkers(CBMtrainers)receiverefresher

training

b. 24WaterTechnicians,WaterMonitoringAssistants(WMAs),Borehole

MonitoringOfficials(BMOs)andwarehouseclerkreceiverefresher

training

c. Training

d. 5motorcyclesinplaceandinuse

e. 1(4x4)vehicleinplaceandinuse

19 Population using an improved drinking water source which is located on premises, and available when needed, and free of faecal and priority chemical contamination. 20 As of March 1st 21 Exact number of new boreholes and shallow wells depends on demo- and topography in the target areas 22 Depending on # of new waterpoints

28

f. ITsupportprovided

g. Logisticalsupportprovided

h. Temporarysupporttohumanresources(salarysupportfor14WMAs,

2supervisorsand1warehouseclerk)

4.3 Sanitationandhygieneefforts

4.3.1 OpenDefecationFreeverifiedcommunitiescampaigninTAMakanjira,TA

MpondaandTANamabvi

a. 96communityleaders’meetings

b. 4communitymobilizationsconducted

c. 5000caregroupvolunteersorientedinCommunityLeadTotal

Sanitation(CLTS)andODF

d. 500quarterlymeetingswithcaregroupvolunteers

e. 5000golft-shirtsforvolunteersprocuredanddelivered

f. 200CLST–ODFverificationinvillagescarriedout

g. 10ODFcelebrationsatTAlevel

4.3.2 Sanitationfacilitiespromoted

a. 10sanitationandmarketingcentres(Sancentres)established

b. 100localmasonstrainedforSancentres(lowcostlatrinetechnology,

sanplatcasting)

c. 100VillageDevelopmentCommittees(VDCs)mobilizedforSanitation

Marketing(San-mat)

d. 300VDCstrainedinhygienepromotionandprogressscoring(Village

scorecards)

e. CLTSrefreshertrainingforHSAsandotherDistrictextensionworkers

f. 200lowcostlatrinesconstructedforvulnerablehouseholds

4.3.3 Improvedsanitationfacilities

a. 3000SanPlatsinstalledincommunities

b. Tobedetermined

4.4 Managementofsanitationandhygieneinterventions

4.4.1 DistrictEnvironmentalandHealthOfficecapacitybuildingandoperations

a. Bi-annualSanitationandHygieneCommunityBasedDataAudits

b. 160monitoringmeetingsforSan-Mat

c. 7motorcyclesinplaceanduse

d. 1(4x4)vehicleinplaceanduse

e. ITsupportprovided

f. Logisticalsupportprovided

g. 2researchprojectsanddisseminationofresults

29

Theoutputsandactivitiesarefurtheroutlined intheLogicalFrameworkMatrix inAnnex I

andtheWorkPlaninAnnexII.

Anamountofapprox.USD3.4millionwillbedevoted towaterandsanitation, subject to

annualbudgetaryallocationbyauthoritiesinIceland.

3.4 WomenandYouthEconomicEmpowerment

Achievinggenderequalityandempowerallwomenandgirls is theUN´s5thSDGgoaland

goal 8 is to promote sustained, inclusive and sustainable economic growth, full and

productiveemploymentanddecentworkforall.Whenitcomestodevelopmentchallenges

suchaspoverty,conflict,HIV,climatechangeetc.,therearesomedemographicgroupsthat

aremorevulnerablethanothers;womenandyouthsareagoodexampleofthis.

Women are overrepresented among those who live in extreme poverty; they are often

responsible for caregiving, cleaning, cooking, childcareandother reproductive work,are

excluded from economic opportunities either by law or by customs and often have little

decision-makingpowers,overtheirbodies,withincommunitiesandatthehouseholdlevel.

Young people are often systematically excluded from decision-making and development

processesandtheyfaceissuessuchasunemployment,lackofaccesstoschoolingandhigh

exposure to violence. Despite the vulnerability of these groups, it has been widely

recognizedthat their involvement iscrucialwhen itcomesto thesuccessofdevelopment

strategies.Womenmakeuparoundhalfofanycountry´spopulationbut their talentsand

potentials are largely underutilized due to the prevalence of gender inequalities. Studies

haveshownthatincreasedparticipationofwomenintheworkforceaccelerateseconomic

growth and thatwhenwomen gainmore control over household spending, the spending

changes inawaythatdirectlybenefits the family,especiallychildren. Increasingwomen´s

education levels can considerably accelerate economic growth and furthermore, adding

onlyoneyearofeducationforwomenofreproductiveagehasbeenshowntoreducechild

mortalitybyalmost10%.23Theempowermentofwomenthereforemakeseconomicsense

aswellasbeingagoalinitself.

In2014,thereweremoreyoungpeople,betweentheages10and24intheworldthanever

before,accordingtotheUnitedNations.Thislargepopulationofyoungpeoplemakeupthe

workforce of the future but themajority lives in developing countries,whichmeans that

theyhavelimitedaccesstotheresourcesneededtoreachtheirfullpotential.Theeconomic

andsocialempowermentof theseyouthsandan increase in theiraccess todecision-and

policy-makingcouldcontributetoconsiderableeconomicgrowthandsocialdevelopmentin

comingyears.

TheexpectedoutcomeoftheWomenandYouthEconomicEmpowermentcomponentis:

23 http://www.unwomen.org/en/what-we-do/economic-empowerment/facts-and-figures UN Women, 2015

30

• Improved access of women and young people to education and economicopportunitiesindesignatedareasoftheDistrict.

The main outcome indicators and outputs will be determined after a thourough

stakeholder, valuechain- and sitation analyses has been conducted, however some

preliminary indicators and outputs are listed in the table below, and in the logical

frameworkmatrix,annexedtothedocument.

Indicator Source 2017 2021

Impact

Proportionofwomenaged20-24yearswhoweremarriedor

inaunionbeforeage15andbeforeage18

Outcome

Tobedetermined

Toachievetheoutcomeslisted,theProgrammewillproduceanumberofexpectedoutputs

throughthesupport

Nr. Expectedoutputsandsub-outputs

5.1 WomenEconomicEmpowerment

5.1.1 Situationandstakeholderanalysis

5.1.2 Supportforwomen´seconomicempowerment

5.2 Managementofgenderprogramme

5.2.1 DistrictGenderOfficecapacitybuilding

a. 2officesfurnished

b. ITsupport

c. Logisticalsupport

5.3 YouthEconomicEmpowerment

5.3.1 Situationandstakeholderanalyses

5.3.2 Supporttoyoutheconomicempowerment

5.4 Managementofyouthprogramme

5.4.1 a. 2officesfurnished

b. ITsupport

c. Logisticalsupport

Theoutputsandactivitiesarefurtheroutlined intheLogicalFrameworkMatrix inAnnex I

andtheWorkPlaninAnnexII.

31

Since specific outputs can not be elaborated at this stage, this component must have a

separate approval process through the steering committee, the Embassy/ICEIDA and the

DirectorateforInternationalDevelopmentCooperationattheMFAinIceland.

Anamountofapprox.USD600 thousandwillbedevoted toyouthandwomeneconomic

empowerment,subjecttoannualbudgetaryallocationbytheGovernmentofIceland.

3.5 DistrictSecretariat

The Malawi Growth and Development Strategy (MGDS) 2016-2020 has prioritized

decentralization as a tool for improving the lives of rural people in Malawi. The

decentralization process ismeant to transfer power from a central authority to the local

level,enablingthedistrictstoeffectivelyplanandprioritizeactivitiestobeundertakenand

their implementation as well as allowing the people to democratically choose their local

representatives.Furthermore,decentralizationhasbeen recognizedasagoodmechanism

forreducedbureaucracyandenhancedtransparencyandaccountabilityingovernance.

According to Malawi´s decentralization emphasis, Mangochi District council shall be

responsible for overseeing the implementation of all MBSP´s II components. For the

implementationtobesuccessful,itiscrucialtostrengthentheDistrictcouncilthroughsome

activitiesaimedatdevelopingandenhancingitsinstitutionalcapacity.

TheexpectedoutcomeoftheDistrictSecretariatcomponentis:

• Increased capacity of Mangochi District Council to carry out MBSP and itsdevelopmentplans(inatimelymanner).

Thekey indicators are listed in the table below, followedby a list ofoutputs, all further

elaboratedinthelogicalframeworkmatrix,annexedtothedocument.

Indicator Source 2017 2021

Impact

Districtpovertylevels

Outcome

Participatory District Development Plan and District

ImplementationPlaninplaceandproperlyexecuted.

Result based management of MBSP confirmed

satisfactory by Monitoring and Evaluation system

reports.

Annual MBSP audits and financial audits confirmed

satisfactory

32

Toachievetheoutcomeslisted,theProgrammewillproduceanumberofexpectedoutputs

throughthesupport.

Nr. Expectedoutputs

6.1 DistrictSecretariatandDistrictCouncilcapacitybuilding

6.1.1 Centraladministrationandcouncilbuilding

a. DistrictFinanceofficeconstructedandwellorganized

b. Councilchamberconstructedbasedonneedsassessmentand

operating

c. Furnishingofoffices,basedonneedsassessment

d. Furnishingofcouncilchamber(60pp.)

e. 4X4vehicleinplaceanduse

f. 1motorcycleinplaceanduse

g. Logisticalsupportforimplementationandmonitoringofthe

programme

h. Educationfundestablished

6.1.2 Departmentofpublicworks

a. Tobedetermined

6.1.3 Departmentoffinance

a. FurnishingofOfficesandDataChamber

b. Procurementof9computers,3printersandphotocopier.

c. Optimalfinancialmanagement

d. Internalcontrolsystems

6.1.4 Procurement

a. TwoweekstrainingofIPC,providedbyODPP

b. ProcurementofComputerandprinter

6.1.5 MonitoringandEvaluation

a. SalarysupportforM&Eofficer

b. Resultsbasedmanagementtraining

c. M&Esysteminplaceandoperational(includingtraining)

6.1.6 Expandedrevenuebase

a. Constructionoffacilitiesattwomarketareas(Makawa,Katuli)

b. Expandedrevenuebasestudy

6.1.7 Districtdevelopmentplan

a. 270VillageDevelopmentCommittees(VDCs)trainedincommunity

developmentandplanning

33

b. 24AreaDevelopmentCommittees(ADCs)trainedinplanning

c. 135AreaExecutiveCommittees(AECs)trainedincommunity

developmentandplanning

d. Formulationof5-yearVillageActionPlansfocusingontheSDGs

supported

e. Formulationof5-yearAreaDevelopmentPlansfocusingontheSDGs

supported

6.2 ManagementofMBSPIIprogramme

6.2.1 MonitoringandimplementationofMBSPII

a. Monthlytechnicalmonitoringvisitstoprogrammeactivities

b. Jointquarterlysupervisoryvisitsandmeetingsbyprogramme

management

c. Bi-annualAreaDevelopmentCommittee(ADCs)meetingsin3TAs

d. Bi-annualDistrictExecutiveCommittee(DECs)progressreporting

meetings

e. Bi-annualtripartiteprogrammemeetings

f. Externalaudit

6.2.2 Evaluations

a. Midtermreviewin2019

Theoutputsandactivitiesarefurtheroutlined intheLogicalFrameworkMatrix inAnnex I

andtheWorkPlaninAnnexII.

Anamountofapprox.USD700thousandwillbedevotedtoDistrictSecretariat,subjectto

annualbudgetaryallocationbyauthoritiesinIceland.

3.6 Crosscuttingissues

Throughout the MBSP II, two cross cutting issues, gender and environment, will be

systematicallyconsideredandindicatorsusedtomeasureprogresstowardsgenderequality,

asstipulatedinthemasterprogrammedocument.

ThePartnersrecognizesthe importanceofgenderequality,bothasagoal in itselfandas

means to further ends in development. Women play a vital role in the managing of

households and are most often responsible for duties such as collecting water, washing

clothesanddishes, cookingandhandling food, takingcareof childrenandgrowingcrops.

Despite this, theirdecision-makingpowers in thehouseholdareoftennegligibleandtheir

access to public services, economic opportunities, resources and power tends to be

disproportionate tomen´s. The Partners considers the empowerment of women to be a

crucial factor in social and economic development and consequently, the improved living

standards for those living in poverty. With this in mind, all interventions and activities

34

undertakenbytheMBSPIIwillbeanalysedwithregardtogenderequality.Theimpactsof

thestrategiesoneithergenderwillbeconsideredandaneffortwillbemadetoinvolveboth

menandwomen indecision-makingand implementation.Asgenderequality isnotonlya

cross cutting issue but also an end in and of itself, a component of theMBSP II will be

devotedentirelytotheeconomicempowermentofwomenandyoungpeople.Genderand

value chain analyses will be conducted in that component, e.g. regarding fisheries and

agriculture.

Long-term, sustainable development is not possible if the strategies undertaken lead to

environmental degradation. The Partners recognizes this and endeavours to take

environmental aspects into consideration, as far as possible, in all its operations. The

Partners are to ensure that the activities undertaken in theMBSP II are environmentally

sustainableandthattheystrengthentheDistrict´sresiliencetoenvironmentalthreats,such

as climate change. All electrical installation will be carefully evaluated in respect to

renewableenergysuchassolar.Allschoolcookingfacilities inthetwelveschoolsshallbe

equippedwith energy saving stoves. Furthermore, the participation of vulnerable groups,

suchaswomen, inenvironmentalprotectionand sustainable resourcemanagement, is to

beencouraged.InpreparationfortheYouthEconomicEmploymentcomponent,analysison

opportunities works programme to improve the environment, including a re-forestation

programme, with carbon offset objectives and business opportunities within the solar

energysectoretcwillbegivenspecialattention.

4 ProgrammeImplementation/Organisation/Administration

The implementation of the programme is based on a ProgrammeBasedApproach (PBA).

PBA is based on the principle of coordinated support for a locally ownedprogramme for

development, in this case a District development strategy. Through PBA, the donor is

committed to use the partner country’s own systems to the fullest extent possible,

complementedwitheffortsofstrengtheningthemandthereforereducingtransactioncosts

ofexternalsupportandstrengtheninglocalownership.

Adoption of the PBA modality demonstrates the Partners´s commitment to efforts to

increase the use of local systems, to use a single comprehensive programmeand budget

framework and toensure that leadership is in thehandsof theDistrict for strengthening

capacity and enhancing ownership. This is in line with the Paris Declaration on aid

effectivenessandMalawi’sownefforts to improveaid coordination.Theexperience from

thepreviousprogramme,2012-2017,givesreasontobelievethatthedecisiontoadoptthis

approach was a correct one. It is thought that its adoption hasmade aid delivery more

effectiveandefficientandthatIceland’srelativelysmallcontributioninthenationalcontext

ismakingasignificantimpactataDistrictlevel.

4.1 Institutionalarrangements

The district-based approach, which is crystallized in the cooperation between Mangochi

District and the Embassy/ICEIDA, is among other things based on the Malawian

35

government’s decentralization policy. Cabinet approved it in 1998 and the Parliament

passedtheLocalGovernmentActin1998,enshriningthedecentralizationpolicy.

In recent years, the Embassy/ICEIDA, has directed its support throughMangochi District

Council.Theexperienceoftheapproachandthearrangementhasbeengood,andhasled

toaconsiderably increasedcapacityofDistrictpersonnel inrunningcomplexprogrammes

astheMBSP.Thisisevidencedinthemarkeddifferencebetweenthecapacityofthesectors

anddepartments thathavebeen involved inpreviousactivities, and thosewhohavenot,

whenpreparingthisprogrammedocument.

MangochiDistrictCouncil isamodelofintegratedgovernmentagenciesatthedistrictand

local level intooneadministrativeunit, through theprocessesof institutional integration,

composite budgeting, and provision of funds for the decentralized services. This set up

diverts the central government of implementation of programmes and responsibilities to

theDistrictcouncil.Theaimistofostergovernanceanddevelopmentatthelocallevel,and

so,facilitatetheparticipationofthegrassrootspopulaceindecision-making.

TheprogrammecontributestothedecentralizationstrategyoftheGovernmentofMalawi

andisfullyinlinewiththeMangochiDistrictDevelopmentPlanandwillbeimplementedat

thelocallevelbytheMangochiDistrictCouncil.

4.2 ProgrammeManagementandoversightprocedures

MainDocuments

TripartiteAgreement:TheMinistryofLocalGovernmentandRuralDevelopment(MoLGRD)

and the Mangochi District Council on behalf of the Government of Malawi (GoM) and

Embassy/ICEIDA on behalf of the Government of Iceland will enter into a tripartite

agreement regarding theMangochi Basic Services Programme (MBSP II). The agreement

specifiesrolesandresponsibilitiesofthedifferentpartiesregardingfunding,management,

implementationandmonitoringoftheMBSPII.

ThisProgrammeDocument,isanannextotheaboveagreeement.Itoutlinestheexpected

results of theprogramme, theexpectedoutputs anddescribes the indicators thatwill be

usedtomonitortheprogress.Thedocumentdescribesthemanagement,organisationand

implementation mechanisms as well as stipulating budget, work plan, duration and

operationalprocedures.RelevantlineministriesandgovernmentagenciesinMalawiwillbe

consultedregardingguidanceonpolicymakingandmajorissuesofconcernasappropriate.

4.3 RolesandResponsibilities

a. The Ministry of Local Government and Rural Development (MoLGRD) is

responsible for thetripartiteagreementandwill liaisewith theEmbassy/ICEIDA

atcentrallevel.IthasasupervisoryroletowardstheMangochiDistrictCouncil.

b. EmbassyofIcelandinLilongwe/ICEIDA isresponsibleforfundingoftheMBSPII

andmonitoringonbehalfoftheGovernmentofIceland.

36

c. LineministriesintherelevantsectorshavearoletoplayintheMBSPII;themost

relevant are the Ministry of Health, the Ministry of Irrigation and Water

Development,theMinistryofEducation,ScienceandTechnology,theMinistryof

Gender, Children Disability and Social Welfare, and Ministry of Labour, Youth,

Sports and Manpower Development. These ministries will give guidance in

various aspects of the programme. In addition, the MoF and the Ministry of

Economic Planning and Development (MoEP&D) is responsible for the

governmentbudgetandthereforehasamonitoringroleintheprogramme.

d. Mangochi District Council implements activities and is responsible for

transparentfinancialmanagment,adherencetoprocurementrulesandresource

management. TheMBSP is in linewiththeDistrict’splansandstrategiesand is

implementedthroughitsmechanisms.

e. The Partnership Steering Committee (see 3.3) is the highest decision making

bodyoftheMBSP.

f. District Executive Committee (DEC) is the technical and advisory body of the

DistrictCouncilchairedbytheDistrictCommissionerandcomprisesallheadsof

sectors. The DEC is responsible for the implementation of all aspects of the

DistrictDevelopmentPlanorcoordination,monitoringandevaluation.

g. Managementandcoordination teams. Ineachof the sectors supportedby the

MBSP II, the District Council has a management and/or coordination team. In

health it is theDistrictHealthManagementTeam. Ineducation it is theDistrict

Education Management Team. For water and sanitation it is the District

Coordination Team. Representatives of the various district offices that have a

stake in the sector aremembers of these teams. These teamsmeet at regular

intervals, review progress of sector plans and make decisions about future

activities. Donors can participate in the work of these teams, and the

Embassy/ICEIDAwillbeactively involvedduring the lifespanof theprogramme.

TheseteamsreporttotheDEC.

h. Day-to-day collaborationbetween theDistrict Council and the Embassy/ICEIDA

willtakeplacethroughitsMangochiOffice.

i. Technical units. The District Water Office, the District Health Office and the

District Education Office are responsible for implementation at the community

level, and reporting in collaboration with communities, VDCs and ADCs.

Correspondence and guidance takes place through Area Executive Committees

(AECs),onwhichvariousextensionworkersserve.

37

4.4 ThePartnershipSteeringCommittee

The Mangochi Basic Services Programme (MBSP II) will have a Partnership Steering

Committee (PSC) thatwill provide oversight functions and serves as the highest decision

makingbodyfortheprogramme.

ThemembersofThePSC include theMangochiDistrictCommissionerasChairpersonand

theHeadofMissionoftheEmbassy/ICEIDAasViceChairperson.Othermemberswillinclude

relevant district officials, such as heads of sectors and departments, and Embassy/ICEIDA

staff. If deemed necessary, representatives of relevant line ministries and government

agenciesmaybeinvitedtothemeetingsofThePSC.

4.5 TechnicalsupportandEmbassy/ICEIDAsupervision

TheEmbassy/ICEIDAwillgivetechnicalassistanceavailabletotheMangochiDistrictCouncil

for implementation support, e.g. through consultations, supervision, transportation and

communicationmeansandotherassistance.Thismayincludethefundingofoutsideexperts

andconsultants,ifnecessary.

Frequent field visits will be undertaken by the Embassy/ICEIDA in cooperation with the

partnerstomonitoractivities.Thesearecomplementarytothefieldvisitsofthestaffofthe

DistrictCouncilwhichformapartoftheMBSPII.

The organisation and management of the programme is stipulated in the MBSP II

PartnershipAgreement.

Theimplementingagentsforspecificcomponentsintheprogramme,arerespectiveDistrict

offices; District Health Office, District Education Office, District Water Office, District

Welfare Office, District Youth Office and the Secretariat itself, led by the District

Commissioner.

4.6 Plansandbudget

Followingapprovalofthisprogrammedocumentandthepartnershipagreement,adetailed

work planwill be constructed for the next financial year, and the subsequent years. The

Malawianfiscalyearisusedasthebasis,thusstartingwithquarter1onJuly1steachyear

andendingquarter4onJune30th.

The IcelandicGovernment contributions to this programme are subject to annual budget

parliamentaryallocations.

The skeleton budgets, inUSdollars.Presented inTable5and6,outline two scenarios,

subjecttoannualbudgetallocationstoIcelandicInternationalDevelopmentCooperation;

abaselinebudgetandanoptimistichighscenariobudget.However,beingpresentedinUS$,

reservationsmustbemaderegardingchangesinthevalueofeithertheIcelandicKrónaor

theMalawiKwacha.Thedivisionoffundsbetweencomponentsandyears isshowninthe

table below. An output based budget estimate in Malawi Kwacha for each year and all

componentsisprovidedinAnnex2.

38

Table5.

Table6.

ThecurrenteconomicsituationinMalawimakesfuturepredictionsdifficult.Consequently,

there is considerable doubt about the overall cost of the programme. The baseline cost

estimateisUSD16,3millionforthefour-yearperiod,withtheannualallocationsshownin

table 5. Due to recent developments in the foreign exchangemarket inMalawi, there is

considerableuncertaintyregardingthecostofmanyactivitiesintheprogramme.Adetailed

budget will be worked out annually, in line with the District Implementation Plan, for

approval at the March bi-annual meeting specified in Article 7 of the Partnership

Agreement.

Subjecttoperformanceanddeliveryofresultsaswellasavailablefunding,targetsforthe

programmemaymeadjustedaccordingly.

4.7 Finances

Thefinancialmanagementanddisbursementoffundsissubjecttothetripartitepartnership

agreementasspecifiedinArticle6:

• TheGrantwillbedisbursedquarterlyuponreceiptsofawrittenrequest fromthe

District Council based on the financial needs of the Programme and on approved

workplansandbudgets.

• When determining the amount to request, the District Council shall take into

accountunspentdisbursedamounts.Alongwith request, theDistrictCouncil shall

39

submit quarterly progress reports prepared with a specified format24, including

statementsofcashandbankbalancesfromtheProgramme’saccountingrecords.

• Uponapprovaloftherequest,theEmbassy/ICEIDAshalltransferthefundsdirectly

totheMBSPaccount.

• TheDistrictCouncilshallimmediatelyacknowledgereceiptofthefundsinwritingto

boththeEmbassy/ICEIDAandtheNationalGovernmentFinanceCommitteeofthe

Ministryandstatethedatewhenthetransferwasreflectedintheaccounts.

• All disbursements to suppliers of goods or services shall bemade by the District

Council.

During the implementation, the District Council and the sector offices will follow all

government regulations and procedures for the management and monitoring of public

funds.

TheDistrict Councilwill treat all funds received from theEmbassy/ICEIDAaspublic funds

andwillutiliseandaccountforthemasgovernedbythePublicFinanceManagementActof

GoM (2003).All payments for programmeactivitieswill follow theproperprocedures for

public funds.TheDistrictCouncil, through itsFinanceDepartment,willkeepallbooksand

accountsfortheprogrammeupdatedatalltimes.

Bythe10thdayofeachmonth,theDistrictCouncilwillprovidetheEmbassy/ICEIDAwitha

financial report outlining programme expenditures of the previous month for each

programme component including a comparison with the approved budgets. Release of

furtherfunding,iscontingentonthereceiptoffinancialreports.

By the15ththdayaftereachquarter, theDistrictCouncilwillprovide theEmbassy/ICEIDA

withaprogressreportoutliningprogrammeactivitiesandresultsoftheprevious3months

foreachprogrammecomponentincludingacomparisonwiththeexpectedoutputs.Release

offurtherfunding,iscontingentonthereceiptofaprogressreport.

TheEmbassy/ICEIDAmaywithoutnoticedelayorstopthereleaseoffundingifasuspicion

ofmisappropriationormisuseoffundsmaterialisesandrequestanexternalaudit.

4.7.1 Inputs

The inputsofdifferentparties are stipulated in the tripartitePartnershipAgreement. The

maininputsareoutlinedinthefollowingsections.

4.7.1.1 TheEmbassy/ICEIDA

TheEmbassy/ICEIDAwillfundinvestmentinconstruction,equipmentandcapacitybuilding.

Runningcostsandconsumables,withfewexceptions,willbetheresponsibilityofGoM.

24 The District shall prepare quarterly progress reports in accordance with guidelines on financial reporting provided in the latest edition of the Local Authorities Accounting and Financial Management Procedures Manual as published by the Ministry of Local Government and Rural Development. This shall include an output/activity based progress report.

40

All salaries of local health personnel (including trainers) will be paid by GoM, with the

followingexemptions.TheEmbassy/ICEIDAwillmaketemporaryprovisions,fortheduration

of the Programme for providing salary support to the following District staff on the

conditionthattheGoMwilltakeoverthosepaymentsassoonasfiscallypossible.

• The salaries of the 62 primary school teachers trained by DAPP in the previous

phase.

• Salariesof14watermonitoringassistants,2supervisorsand1warehouseclerk.

• Salariesofupto40specialisedhealthprofessionals forthenewmaternitywing in

MangochiTown.

Expected inputs include: Constructors contracts, constructingmaterials, office equipment

(includinghardware,software,printers, internet,furniture),basicequipmentformaternity

wards and other health facilities, schools, etc., vehicles,motorcycles, bicycles, funding of

trainingandqualityassuranceprogrammes,fundingofcontingency,educationandresearch

funds25.

TheEmbassy/ICEIDAshall,totheextentpossible,supporttheDistrictCouncilwithtechnical

assistance, engage in a constructive dialogue and provide monitoring and evaluation

support to activities planned and undertaken, to ensure that they are in conformitywith

outputsandobjectivesprescribedinthisdocument.

TheEmbassy/ICEIDAwillonlyfundtheconstructionofnewinfrastructureifsustainabilityis

guaranteed by GoM, that is, allocation of additional funds for staffing, running cost and

maintenancemustbeguaranteed.

InorderfortheEmbassy/ICEIDAtofundtrainingactivities,thefollowingcriteriaapply:

• Thetrainingschemeisapartofanannualworkplan,proposedandbudgetedforina

transparentmannerbyeachsector.

• Training isbasedonneedsassessmentsandhaspracticalapplications. Atall times

certifiedformaltrainingispreferredtoadhocschemes.

• Proposal must be presented with rationale and agenda, budget and work plan,

reference toavailable trainingmaterialsandavailabilityof certified facilitatorsand

numberofbeneficiaries.

• The Embassy/ICEIDA only funds workshops, seminars and training schemes that

applytheagreedguidelinesoftheinternationaldonorgroupinMalawi.Thiscovers

thecostforvenues(withprioragreement),accommodationandmealsifnecessary,

trainingmaterials(forfacilitatorsandtrainees)andtransport ifnecessary. External

facilitators can be hired but facilitating allowances for civil servants are not

supported.

25 See 4.3.3 Sector reasearch fund

41

• TheEmbassy/ICEIDAdoesnotpaysittingallowanceanddoesnotpayforincidentals.

A donor harmonised allowances scheme has been agreed to by all major donors,

includingtheEmbassy/ICEIDA.Theschemereflectsmaximumallowedratesandeach

donorcanadjustthisschemedownwardsaccordingtoowncriteria.

4.7.1.2 TheDistrictCouncil

• The District Council shall be responsible for implementing the Programme in the

mostefficientmannerandincompliancewithexistingnationallawsandpolicies.

• The District Council shall have the overall responsibility for the planning,

implementationandreportingoftheProgramme.

• TheDistrictCouncilshallprovidestaffandotherresourcesasappropriate.

• The District Council shall ensure that the funding is used according to approved

workplansandbudgets.

• TheDistrictCouncil shall promptly inform theEmbassy/ICEIDAand theMinistryof

Local Government and Rural Development of any circumstances that interfere or

threatentointerferewiththesuccessfulimplementationoftheProgramme.

• Ensure appropriate staffing level in the District´s institutions financed by the

Programme, whereby teachers, professional health staff and water monitoring

assistants currently financed by the Programme will be absorbed into the

state/districtpayroll.

4.7.1.3 CentralGovernment

Inaccordancewiththepartnershipagreement,theGovernmentofMalawithroughkeyLine

Ministries,willprovidethefollowing:

MinistryofFinance,PlanningandEconomicDevelopment:

• Responsibilityforoverallmonitoringandimplementationoftheprojectthroughthe

PartnershipSteeringCommittee,eitherdirectlyorbydelegatingtheresponsibilityto

therelevantMinistry.

• EnsurethatIceland’ssupportisreflectedinnationalplans,budgetsandaccounting.

• Ensurethatprojectaccountsareaudited.

• Overseeprocurementprocedures.

• Ensure appropriate staffing level in the District´s institutions financed by the

Programme, whereby teachers, professional health staff and water monitoring

assistants currently financed by the Programme will be absorbed into the

state/districtpayroll.

42

MinistryofLocalGovernmentandRuralDevelopment:

• Guidance on policy framework for local governance and overall supervision and

monitoringoftheprogramme.

• Provideadministrativeandinstitutionalsupporttotheprogramme.

• Coordinatemonitoringandsupervisionoftheprogramme.

• LiaisewiththeEmbassy/ICEIDAasappropriate.

MinistryofHealth:

• Appraiseprojectdesignandproposed technical solutionsandprovideguidanceon

nationalpolicies,standardsandprioritiesforeducation.

• Provide technical support,monitor andevaluate local governmentprogrammes to

keep track of their performance, and to ensure quality assurance, efficiency and

effectivenessinservicedelivery.

• Through its agencies, support on-going assessments of progress in education and

ensurethattheyarecascadedtotheprojectarea.

MinistryofEducation,ScienceandTechnology:

• Appraiseprojectdesignandproposed technical solutionsandprovideguidanceon

nationalpolicies,standardsandprioritiesforeducation.

• Provide technical support,monitor andevaluate local governmentprogrammes to

keep track of their performance, and to ensure quality assurance, efficiency and

effectivenessinservicedelivery.

• Through its agencies, support on-going assessments of progress in education and

ensurethattheyarecascadedtotheprojectarea.

MinistryofGender,Children,DisabilityandSocialWelfare:

• Appraiseprojectdesignandproposed technical solutionsandprovideguidanceon

nationalpolicies,standardsandprioritiesforeducation.

• Provide technical support,monitor andevaluate local governmentprogrammes to

keep track of their performance, and to ensure quality assurance, efficiency and

effectivenessinservicedelivery.

• Through its agencies, support on-going assessments of progress in education and

ensurethattheyarecascadedtotheprojectarea.

43

MinistryofLabour,Youth,SportsandManpowerDevelopment:

• Appraiseprojectdesignandproposed technical solutionsandprovideguidanceon

nationalpolicies,standardsandprioritiesforeducation.

• Provide technical support,monitor andevaluate local governmentprogrammes to

keep track of their performance, and to ensure quality assurance, efficiency and

effectivenessinservicedelivery.

• Through its agencies, support on-going assessments of progress in education and

ensurethattheyarecascadedtotheprojectarea.

4.7.1.4 LocalCommunities

At community level the Area Development Committees (ADCs) and Village Development

Committees (VDCs) contribute to the development strategy of the District and are both

contributors to plans and beneficiaries of investment. Similarly, the nine Traditional

AuthoritiesinMangochiplayalargeroleincommunitymobilizationandawarenessraising.

Theroleoflocalcommunitiesisexpectedtobeasfollows:

• Participationintraining.

• Provision of locally availablematerials and labour (e.g. construction of water and

sanitationfacilities).

• Organisationinthevillages/sitesandparticipationinidentifyingboreholelocations.

• Organising of Water Point Committees, Health Committees, School Management

Committees,andMotherGroupsetc.

• Providingappropriateandsecurestorageofconstructionmaterialsandfood.

• Assumingownershipandtakingfullresponsibilityofmanagementandmaintenance

ofwaterpointsthroughtheWaterPointCommittees(ABoreholeUsersAgreement

willbesignedbytheDistrictCouncilandthevillagedevelopmentcommittees).

• Establishing a local fund formaintenance and spare parts ofwater and sanitation

infrastructure.

4.7.2 Procurement

The District Council will undertake all procurement of goods and services under the

programme. The Public Procurement Act (2003) and any subsequent procurement

guidelines thatmaybeprovidedby theGovernmentofMalawi, through theOfficeof the

DirectorofPublicProcurement(ODPP),shallgoverntheprocurementprocedures.

TheEmbassy/ICEIDAmustgiveits“no-objection”ontenderdocumentsandadvertisements,

beforea tender isadvertised. Inaddition, theembassy’s“no-objection”onbidevaluation

reports is required before contracts are awarded to bidders and finally on the contracts

44

themselves.TheDistrictCouncilshall furnishtheEmbassywithallrelevant informationon

itsprocurementpracticesandactionstaken,andprovidecopiesofall relatedrecordsand

documents.26TheEmbassy/ICEIDAmayrequireaccesstoinformation,evenduringthestage

in the procurement procedure when it is restricted to the officers performing the

procurement.Restrictionsonsuchinformationshallberespecteduntiltheinformationcan

bemadepublicwithoutanyriskofdetrimenttotheresultoftheprocurement.

Officials from the Embassy/ICEIDA must be invited to sit all meetings of the Internal

Procurement Committee (IPC), as observers, in which procurements funded by the

Embassy/ICEIDAareon theagenda. This includespre-bidmeetings,bid-openingmeetings

and bid-evaluation meetings. The Embassy/ICEIDA shall also be invited to observe the

signingofcontracts.Invitationsmustbesenttimely.

• Alldocumentsregardingprocurementofgoodsandservicesshallbemadeavailable

tobothpartiesforacceptance.

• TheEmbassy/ICEIDAwillbekeptinformedaboutandinvitedtocommenton

invitationstosubmittendersintheprogrammeandtheselectionprocessof

contractorsandsuppliers.

• ThetenderingprocessshallbeexecutedbytheDistrictaccordingtoaccepted

standardsofMalawianlawbutwiththeinformedconsent(no-objection)ofthe

Embassy/ICEIDAatallstages.

• AprocurementplanfortheprogrammeisattachedinAnnex4.

4.7.3 Inputtofundsoperatingundertheprogramme

Sector Specific Education Funds: These fundswill sponsor candidates both for pre-serviceandin-servicetraining.Theselectionofcandidateswillbetheresponsibilityofacommittee

composedofmembersfromtheDistrictCouncil,thezonaloffices,headofdepartmentand

theEmbassyofIceland.Candidateswillsignabondagreementof3yearswiththeDistrict

Council.

SectorResearchFund:Thisfundwillsponsoroperationalandotherresearchconcernedwithquestionsthatarerelevanttotheworkprogrammeunderthepartnership.Thisfundwillbe

openforstaffintheDistrict.Applicationswillbereviewedbyadistrictbasedcommittee,in

whicharepresentativefromtheEmbassy/ICEIDAisanobservant.

Sector specific maintenance fund: In order to protect investment in infrastructure and

strengthencapacityof themaintenanceofficeat thesector levelsamaintenancefundfor

small repairs andmaintenancewill beoperated. Theaimof the fund is to improve spare

parts procurement and management and to encourage regular and comprehensive

preventiveandcorrectivemaintenance.

26 Minutes of IPC meetings, bid-evaluation reports, contracts, etc.

45

4.8 Reportingandmeetings

4.8.1 Reporting

TheDistrictCouncil shall submitquarterlyprogressreports inaccordancewithAnnex IIof

the Partnership agreement between the Government of the Republic ofMalawi and the

Government of Iceland. These reports will review the actual output of the MBSP II and

comparewiththeactivityplanandexpectedoutputs.Incaseofdeviationsfromtheplans,

explanationsmustbeprovided.

TheDistrictCouncil,willproducemonthly,aswellasquarterly,financialreports.

ThegeneralreportingmechanismsfortheMBSParefurtherstipulatedinchapter3.4ofthe

MasterProgrammeDocument.

TheEmbassy/ICEIDAdisbursementoffundsforthenextquarter,willonlybeeffectedupon

thesubmissionofquarterlyfinancialandoutputbasedprogressreports.

Annually, at the October meeting of the programme, all sector heads are required to

present a report from their databases (DEMIS, DHMIS, DWMIS etc.) on the indicators

defined in the programme. At the same meeting, they shall present an overview of

scholarships, research projects and maintenance funded by sector based education,

researchandmaintenancefunds.

AllreportsthattheDistrictandthesectorsarerequiredtosubmittolineministriesshallbe

madeavailablefortheEmbassy/ICEIDA,unlessotherwisedecided.

4.8.2 Auditing

ThepublicFinanceManagementAct(2003)requirespublicofficerstoutiliseallpublicfunds

for their intendedpurpose. This includes funds fromdonors suchas theEmbassy/ICEIDA.

When such funds arebeingutilised, officials have to ensure that all accounting rules and

regulationsarefollowedtotheletter.Twotypesofauditswillbeundertakentoverifythis.

4.8.2.1 Annualexternalaudit

Aswithalldistrictcouncils,anannualauditisundertakenoftheMangochiDistrictCouncil’s

booksofaccounts.This isdonetoconformtothePublicAuditAct(1998)thatrequiresall

entities receiving and using public funds for the implementation of their activities to be

audited by external auditors annually. In the case of Mangochi District Council, auditors

fromeither theNationalAuditOffice (NAO)or from theprivate sector (appointedby the

AuditorGeneral)willperformtheaudit.ThisincludestheMBSPaccountthatallprogramme

fundsfromtheEmbassy/ICEIDAgothrough.

Theauditshallbecarriedoutinaccordancewithinternationalauditingstandardslaiddown

by the International Organisation of Supreme Audit Institutions (INTOSAI) or the

InternationalFederationofAccountants(IFAC)andtheauditorshallberequiredtostatein

thereportwhichauditingstandardshavebeenapplied.Otherrequirementsregardingthe

audit are stipulated in Article 10 of the PartnershipAgreement. TheMoLGRDwill ensure

46

thattheEmbassy/ICEIDAreceivesacopyoftheauditedfinancialaccountsoftheMangochi

Districtassoonastheyareavailable.

TheEmbassy/ICEIDAmayaskforindependentAuditsofProgrammeFunds.

4.8.3 Internalaudits

TwiceayeartheDistrictCouncilwillundertakeaninternalauditoftheprogramme’sbooks

of account. The results will bemade available to the Embassy/ICEIDA immediatelywhen

availableandwillbediscussedatthebi-annualmeetings. Inaddition,theEmbassy/ICEIDA

hastherighttoinspectandaudittheDistrictDevelopmentFundaccountsanytime.

4.8.4 Meetings

Representatives of the Contracting parties shall have bi-annual meetings, in March and

Octobereachyearinorderto:

• Discuss the progress of the Programme, including results and fulfilment of agreed

obligations,

• Discussandapproveworkplansandbudgets;and

• Discuss issues of special concern for the implementation of the Programme and

determineactionifrequired.

Thebi-annualmeetingsshallbecalledbytheDistrictCommissioner forMangochiandco-

chairedbytheHeadofMissionattheEmbassyofIceland/ICEIDA.

Allproceedingsofsuchmeetingsanddecisionsmadeshallbeproperlyrecordedasagreed

minutes. The agreedminutes shall be prepared by theDistrict Council in liaisonwith the

Embassy/ICEIDAandshallbesubmittedtotheMinistrynolaterthantwoweeksaftereach

bi-annualmeeting.

TheDistrictshallsubmitaworkplanandabudgetforthenextMalawianfinancialyearat

least15daysbeforetheMarchmeeting.ThereportsthatshallbesubmittedattheOctober

meetingarelistedinsection4.4.1.above.

4.9 MonitoringandEvaluation

4.9.1 MonitoringbyMangochiDistrict

TheDistrictisresponsibleforgatheringinformationabouttheprogressofitsactivities.Each

sectorisresponsibleforprovidingcentralgovernmentwithinformationonvariousissues,in

standardisedform.Thus,sectorbaseddatabanksexistformostsectorsandareupdatedon

aregularbasis,tofeedintothenationalinformationsystems.Theseshouldbeusedasbases

of informationgatheringandprocessingbyDistrictauthorities.TheHMIS,EMISandWMIS

thereforeformthefoundationofannualreportspresentedbytheDistrictatthebi-annual

meetinginOctober.

Reportstobesubmitted:

• Sector-basedmaintenancereportsforallmaintenancefundedbytheprogramme.

47

• Sector-basedtrainingreportsforalltrainingfundedbytheprogramme.

• Reportsfromstandardisedtestsinprogrammeschoolsandcontrolschools.

• ReportsbasedoninformationinDEMIS,DWMIS,DHMISfocusingonthe

programme’sindicators.

Another pillar of the District’s monitoring system is the Quarterly Output Based Report,

basedon requirementsdefinedby theMoLGRD.This report shall includeadescriptionof

actualoutputscomparedtoplannedoutputs(asdefinedinworkplans),abriefsummaryof

theuseoffundscomparedtobudget,anexplanationofmajordeviationsfromplansandan

assessment of the need for adjustments to activity plans and/or inputs and outputs,

including actions for risk mitigation. The report shall be submitted and reviewed by the

Embassy/ICEIDA before quarterly transfer of funds takes place. The preparation of the

reportistheresponsibilityoftheDistrict’sM&Eofficer,butbeforesubmission,theheadsof

sectorsresponsibleforcomponentsintheMBSPIIshallmeetandreviewthereport.Signed

minutes fromthismeetingshouldbesentwiththereport.TheM&Eofficer is responsible

for calling this meeting and the minutes. Representatives from the Embassy’s office in

Mangochishallbeinvitedtoparticipateinthemeeting,asobservers.

WitintheMBSPIItherewillbedesigned,andinmplementaspecificmonitoringand

evaluationplan,thatwillfulfilrequirementsofthepartners.TheM&Eplanwillbasedon

severalcomponentslistedbelow,inadditiontotheoutputmonitoringdescribedabove:

• MonitoringofOutcomeIndicators

• Interviews and focus groups, involving key players and beneficiaries of the

programmecomponents

• RegularQuestionnaireSurveys,aimedatprovidinginformationaboutthebehaviour

andopinionsofbeneficiariesinthecommunities,andtheirdevelopment.

• AccumulationofreportsbytheDistrict.

• Accumulationofminutesfrommeetings.

Furthermore, and in relation to the above, regular review visits by Embassy/ICEIDA

personnel,fundedbytheEmbassy/ICEIDAwillcomplementtheM&Eplan.

4.9.2 Mid-termreviewandfinalevaluation

Amid-termreviewwilltakeplaceinthemiddleof2019.

In2018,anexternalevaluationwillbeconductedoftheMBSP2012-2017. Subjecttothe

recommendationoftheevaluation,theMBSPII2017-2021willbeamendedasnecessary.

4.9.3 Risksandmitigations

AnumberofinternalandexternalrisksmayimpedetheimplementationoftheProgramme

orhaveanegative influenceontheachievementofresults.Thesecan,tosomeextentbe

mitigatedwithplanningandvigorousmonitoringefforts.

48

The political situation in both countries can change and affect the progress of the

programme.Economicsetbackscanalsohaveseriouseffects,ashasbeenshowninrecent

past. In Malawi, shortage of funds to be directed from central government to districts,

donor contributions, both through the Local Development Fund (LDF) as well as budget

supportthroughcentralgovernmentfundsandotherexternalfactorsmaylimittheDistrict

Council’simplementationcapacity.

Economic instability, high inflation and fluctuating exchange rates can make budgeting

difficult,especiallyforlongerperiods.Therefore,thefouryearbudgetisbasedonUS$,but

annualbudgetsarepreparedusingtheexchangerate(providedbytheEmbassy/ICEIDA)at

thetimeofbudgeting.

InadequatefundingofrecurrentcostsandsalariesandlackofsupporttoDistrictauthorities

incarryingoutitsroleis–basedonpreviousexperience-isregardedasasubstantialrisk.

Thiswillbeaddressedthroughmeasures,aimedatstrengtheningtheoperationalcapacity

atDistrictlevelandprovidingtechnicalsupportandguidanceasdeemednecessary.

Shortage of human resources, low salaries and lack of opportunities for continuing

education can result in low retention ofwell-trained and capable personnel. Shortage or

highturnoverofstaffatDistrictandfacilitylevelwouldaffecttheworkandtheirresults.

The rotation of staff has been a problem and has tended to slow down progress of

implementation. It is likely to continue to be so. In order to reduce the risk of rotation

effects, bondagreementsbetween theDistrict and theemployees inquestion, shouldbe

signedwherepossible,andhonoured.

The introduction of new components and sectors may result in a temporary decreasing

absorption capacity. This will be mitigated by providing capacity enhancement for new

sectors. Experience from the previous programme has shown, that with time and

experience,theDistrictstaff’scapacitybuildsup.

TheProgrammemaychoosetoring-fenceactivitieswithintheoverallstructureinaneffort

tokeepsuccessfulactivitiesgoing,eventhoughothermaystallorslowdownfordifferent

reasons,thuscontractingactivitiesseparatelyinsteadoffundingtheminonepooledlump

sum.

The District Procurement Management is a high risk factor that needs to be mitigated

throughcapacitybuildingandcontinuoussupervisionbytheProgrammeManagement.

FoodsecurityinMalawiandMangochiDistrictespeciallyisamajorchallenge.Lackoffood

andnutritioncanjeopardizethewholeprogrammeanditsimplementation.

Irregular supply of drugs and materials would adversely affect quality of care and

compromiseresultsofinterventionsinthehealthsector.

Construction timeanddelays inconstruction is likely toaffect servicedelivery.Therefore,

lowperformanceofcontractorsininfrastructurecouldaffecttheprogramme.

49

Availabilityofconstructionmaterials,sparepartsandhumanresourcescanslowdownthe

implementationoftheprogramme.

5 Annexes

ANNEX1–LOGICALFRAMEWORKMATRIX

27 Per 100 000 28 SDG indicator 3.1.1 29 Per 1000 30 SDG indicator 3.2.2 31 SDG indicator 4.1.1 32 Population using an improved sanitation facility at the household level, which is not shared with other households (the indicator used for MDG monitoring) and where excreta are safely disposed in situ or treated off-site. 33 SDG indicator 6.1.1 34 Population using an improved drinking water source (the indicator used for MDG monitoring) which is located on premises, and available when needed, and free of faecal and priority chemical contamination 35 SDG indicator 6.2.1

NarrativeSummary ObjectivelyVerifiableIndicators

MeansofVerification

Assumptions

DevelopmentObjective(Impact)

To facilitate the efforts of theMalawi government, and MangochiDistrict Council in particular, toimprove livelihoods and socio-economic living conditions in ruralcommunitiesinMangochiDistrict

- Maternalmortalityratio(B439,targetTBD27)28- Neonatalmortalityrate(B42,targetX29)30- ProportionofchildreninStandard2and3achievingat

leastaminimumproficiencylevelin(i)readingand(ii)mathematicsbysex(TBD)31

- Proportionofpopulationusingsafelymanagedsanitationfacilities32(TBD)33

- Proportionofpopulationusingsafelymanageddrinkingwaterservices34(BTBD,target80%)35

Impactevaluationreport

51

38 Note on resources: Population growth, while known, puts immense pressure on ability to improve social indicators. Uncertain whether Malawi Govt. can keep up in providing resources.

SpecificObjective(Outcome)

Improvedprovisionanduseofbasicservices;inmaternalhealthandfamilyplanning,primaryeducation,waterandsanitation,andcommunitydevelopment,formenandwomenlivinginruralMangochiDistrict

Improvedaccessto,anduseof,qualitymaternalandhealthservices

Improvedqualityofprimaryeducationservicesintargetschools

- %ofpregnantwomenstartingantenatalcareinthefirsttrimester(Base8%,target15%).

- %ofdeliveriesattendedbyskilledhealthworkers(Base64%,target80%).

- %ofquarterlyHMISinformationdatadeliveredandverifiedinatimelymanner(TBD)

- Pupil/classroomratioinfirst3gradesintargetschools

- Proportionofchildreninstd.1,2and3achievingatleastaminimumproficiencylevelinreadingandmathematics,intargetschools,bysex

- DHSReports

- HMISReports

- HSSPReports

Plannedandneededresources38madeavailablebyMalawiandIceland

Politicalsupportandgovernancesituationallowsuninterruptedimplementation.

Nodisasterssuchas

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36 Population using an improved drinking water source (the indicator used for MDG monitoring) which is located on premises, and available when needed, and free of faecal and priority chemical contamination. 37 Population using an improved sanitation facility at the household level which is not shared with other households (the indicator used for MDG monitoring) and where excreta are safely disposed in situ or treated off-site.

Increasedsustainableaccessto,anduseof,improvedsafewatersourcesandsanitaryfacilities

Improvedaccessofwomenandyoungpeopletoeducationandeconomicopportunitiesindesignatedareasofthedistrict

IncreasedcapacityofMangochiDistrictSecretariattoimplementtheMBSPandcarryoutitsdevelopmentplansinaproperandtimelymanner

- Proportionofpopulationusingsafelymanageddrinkingwaterservices36inTAMakanjira,TAMpondaandTANamabvi

- Proportionofpopulationusingsafelymanagedsanitationservices37inTAMakanjira,TAMpondaandTANamabvi

- #ofODFverifiedvillagesinTAMakanjira,TAMpondaandTANamabvi.

- Proportionofwomenaged20-24yearswhoweremarriedorinaunionbeforeage15andbeforeage18

- IndicatorsforWomenandYouthoutputs–TBD - ParticipatoryDistrictDevelopmentPlan,and

DistrictImplementationPlan,inplaceandproperlyexecuted.

- ResultbasedmanagementofMBSPconfirmedsatisfactorybyMonitoringandEvaluationsystemreports.

- AnnualMBSPprogrammeandfinancialauditsconfirmedsatisfactory

majordraughtsorfloodsdisruptimplementation

EXPECTEDOUTPUTS

1.1.1 MakanjiraEmONChealthcentrea) EmONCbuildingsandrelatedWASHandelectricityinplaceb) Furnishingforhealthcentrec) Fencingofhealthcentred) 10UMOYOstaffhouses

1.1.2Healthpostsbuildingsandstaffhouses.

a) 15healthposts.b) 25staffhousesathealthposts.c) 11UMOYOstaffhouses.d) 3vaccinestoragecoldrooms.

1.1.3Rehabilitation,equipmentandfurnishing.

a) Equipmentfor5waitinghomes.b) Waterprovisionin4HCsand25HPsc) Generalmaintenancein10HC.d) MaintenanceofMonkeyBayCommunityHospitale) Incineratorsin10HCsandplacentapitsin5HCs.f) Powerinstalledin15HCs.

1.2.1Patientreferralsystemstrengthened.

a) 5newambulancespurchased.b) 10“bicycle”patienttransportersbought.

1.2.2Equipmentandtrainingofcommunityhealthworkers.

a) 270HSAstrainedinvarioussubjects(70newentries).b) 540bicyclesandbasickitsprovidedtoHASs.c) 300safemotherhoodcommitteesformedandfunctioning.d) 700VillageHealthCommitteestrained.e) 60Villageclinicsestablished.f) FamilyPlanningstrengthenedg) Upto50000RapidPregnancyTestkitssuppliedtoallHCandHP(#NA).h) NutritionsupplementsavailableinallHC´sanddistributedtomalnourished6-

18montholdinfants.

1.3.1Transportandcommunicationsystems

a) 15Motorcyclespurchased.b) 1Lorryforvaccinedistribution.Purchased.c) Cartrackingsysteminplaceinallambulances.d) 50Healthpersonnelusingmotorcyclestrainedandequipped.

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1.3.2HMIScapacitybuildingandoperations.

a) 20computersetsforHMISdatamanagementpurchased.b) 180HealthManagementTeamsandcoordinatorstrained.c) 2000villagehealthregisterspurchased.d) 1500villagehealthregistersputtouse.e) 170dataqualityassessmentscarriedout.f) 420datapreparationclerkssupervisedg) MonthlyHMISdatacollection

1.3.3DistrictHealthOfficecapacitybuildingandoperations.

a) QuarterlyHMISdatareviewmeetings.b) Bi-annualDistrictImplementationPlan(DIP)/HMISreviewmeetings.c) 40staffmembersreceivevarioustraining.d) ITequipmentupdated.e) Logisticalsupportprovided.f) Temporarysupporttohumanresources.(Salarysupportto40professional

staff)g) 4researchprojectsanddisseminationofresults.

2.1.1Newbuildingsforselectgroupswithinthe12schools.

a) 36schoolblocks39designatedfortheyoungestpupilsbuilt40,pendingdemandandavailabilityofland.

b) 1administrationblockbuiltforeachschool.c) 2resourcecentresbuiltforchildrenwithspecialneeds.d) 40teachershousesbuilt.e) 30improvedlatrinesbuilt.f) 24sanitationfacilitiesbuiltforchildrenwithspecialneeds.g) 1teacherdevelopmentcentre(TDC).

2.1.2Rehabilitation,equipmentandfurnishing

a) 3000schooldesksboughtanddistributed.b) 200modernsanitationequipmentunitsinstalled.c) Generalmaintenanceofclassrooms,teachershouses,latrinesetc.

2.2.1Capacitybuildingofteachersandschoolmanagers

a) 300teachersreceivepedagogicaltraining.b) 300teachers,144schoolmanagers,andreceivedspecialisttrainingabout

genderequalityinschools.c) 144managersreceivemanagementtraining.

39 72 classrooms in total 40 Education Sector Implementation Plan II – Priority Programmes 1.6 pg 91, “Ensure that classrooms are used for early grades of primary to ease congestion and reduce PCR in first 3 grades.

55

d) 12SchoolManagementCommitteestrainedinvarioussubjects’incl.genderequalityinschools,M&E,andSubcommitteestrainedinEDCwhereapplicable.

e) Teachersassistantstrained(#tobedetermined)f) Standardizedtestscarriedoutoncepersemester.g) Doubleshiftingintroducedinstandard1and241.h) Yearlyquizcompetitioninallschools.

2.2.2Teachingandlearningmaterial

a) 340,00042textbooksprocuredanddistributedtothepupils.b) 1,2millionnotebooksboughtanddistributedtothepupils.c) 300teachersreceiveteacher´sguidesd) 4“sportkits43”boughtanddistributedtoeachschool,everyyear.

2.2.3Supporttoequityandretentionofgirlsandvulnerablechildren.

a) 100childrensupportedwithin“BacktoSchool”project.b) 12mothergroupsreceiveappropriatetraining,incl.adultliteracy,lifeskills

andgenderequality.c) 12bicyclesformothergroupsprocured.d) 12specialneedsteachingaidsanddevicesprocuredandinstalled.e) 48teachersreceivedin-servicetraininginspecialneedseducation.

2.3.1WFPintargetschools

a)6schoolsparticipatein“Homegrownmealsprogramme”44.

2.4.1Communityengagements

a) 16meetingsheldwithchiefsonimportanceofchildeducationandgenderquality.

2.4.2DistrictEducationOfficecapacitybuildingandoperations.

a) 24staffmembershaveimprovedworkstations.b) 3staffmembersattendedprofessionaltrainingcourses.c) 20PrimaryEducationAdvisorstrainedinM&E.d) ITsupportprovided.e) Logisticalsupportprovidedf) Temporarysupporttohumanresources.(Salarysupportfor62teachers+

honorariafora#45ofteacherassistants)g) 2researchprojectsanddisseminationofresults

41 Education Sector Implementation Plan II – Priority Programmes 1.7 pg 91, “Reduce class size though double shifting” 42 Reference to the population of Iceland; number of text books should at least cover 1:1 ratio of Chichewa textbooks for pupils in standard 1, and 2 and 3, every year, 43 Footballs, netballs and volleyballs plus volleyball nets. 44 3 schools already have regular WFP school meal programme, and 3 school Mary´s Meals 45 Yet to be determined.

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2.5.2ECDcentres

a. 2modelECDcentreclassblocksconstructed.b. 2Child-friendlysanitationfacilitiesc. 2cookingsheltersd. 8caregiverstrainede. 8caregiversreceivehonoraria

2.6.1Communitymobilizationandsupport

a. 12communitysensitizationandmobilizationmeetings

3.1.1Functionalsafewaterpoints46.

a. 330boreholes.b. 170protectedshallowwells.c. 180boreholesrehabilitated.

3.1.2Capacitybuildingoflocalcommunity.

a. 50047newWaterPointCommittees(WPCs)trainedinCommunityBasedManagement(CBM)

b. 180WPCsrefreshedinCBM.c. 15newAreaMechanicstrained.d. 17existingAreaMechanicstrained.e. 8retailshopownersorientedandmobilizedtostockspareparts.

3.2.1DistrictWaterOfficecapacitybuildingandoperations.

a. 50variousDistrictextensionworkers(CBMtrainers)receiverefreshertraining.

b. 24WaterTechnicians,WaterMonitoringAssistants(WMAs),BoreholeMonitoringOfficials(BMOs)andawarehouseclerkreceiverefreshertraining

c. 5motorcyclesd. 1(4x4)vehiclee. ITsupportprovided.f. Logisticalsupportprovided.g. Temporarysupporttohumanresources.(Salarysupportfor14WMAs,2

supervisorsand1warehouseclerk)

3.3.1-OpenDefecationFree(ODF)-verifiedcommunitiescampaigninTAMakanjira,MpondaandNamabvi.

a. 96communityleadersmeetings.b. 4communitymobilizationsconducted.

46 Exact number of new boreholes and shallow wells depends on demo- and topograpy in the target areas. 47 Depending on # of new water points

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c. 5000caregroupvolunteersorientedinCommunityLedTotalSanitation(CLTS)andODF.

d. 500quarterlymeetingswithcaregroupvolunteers.e. 5000golft-shirtsforvolunteersprocuredanddelivered.f. 200CLST-ODFverificationinvillagescarriedout.g. 10ODFcelebrationsatTAlevel.

3.3.2Sanitationfacilitiespromoted.

a. 10sanitationandmarketingcentres(Sancentres)establishedb. 100localmasonstrainedforSancentres(lowcostlatrinetechnology,sanplat

casting)c. 100VillageDevelopmentCommittees(VDC)mobilizedforSanitation

Marketing(San-mat).d. 300VDC´strainedinhygienepromotionandprogressscoring(Villagescore

cards).e. CLTSrefreshertrainingforHSA´sandotherDistrictextensionworkersf. 200lowcostlatrinesconstructedforvulnerablehouseholds.

3.3.3.ImprovedSanitationFacilities

a. 3000SanPlat´sinstalledincommunitiesb. Tobedetermined

3.4.1DistrictEnvironmentalOfficecapacitybuildingandoperations

a. Bi-annualSanitationandHygieneCommunityBasedDataAudits.b. 160monitoringmeetingsforSan-Mat.c. 7motorcyclesd. 1(4x4)vehiclee. ITsupportprovided.f. Logisticalsupportprovided.g. 2researchprojectsanddisseminationofresults

4.1.1Situationandstakeholderanalyses

4.1.2Supportforwomenempowerment

4.2.1DistrictGenderOfficecapacitybuilding

a. 2officesfurnishedb. ITsupportc. Logisticalsupport

4.3.1Situationandstakeholderanalyses(youthempowerment)

4.3.2Supporttoyoutheconomicempowerment

4.4.1DistrictYouthOfficecapacitybuilding

a.2officesfurnished

58

b. ITsupport

c.Logisticalsupport

5.1.1Centraladministrationandcouncilbuilding.

a. DistrictFinanceofficeconstructedb. Councilchamberconstructedbasedonneedsassessmentc. Furnishingofoffices,basedonneedsassessmentd. Furnishingofcouncilchamber(60pp.)e. 4X4vehicleprocuredf. 1motorcycleprocuredg. Logisticalsupporth. Educationfundestablished

5.1.2DepartmentofPublicWorks

a. Tobedetermined

5.1.3 DepartmentofFinancea. FurnishingofOfficesandDataChamberb. Procurementof9computers,3printersandphotocopier.

5.1.4 Procurementa. TwoweekstrainingofIPC,providedbyODPPb. ProcurementofComputerandprinter

5.1.5 MonitoringandEvaluationa. SalarysupportforMandEofficer

5.1.6Expandedrevenuegeneration

a.Constructionoffacilitiesattwomarketareas(Makawa,Katuli),fence,stalls,storeroom,waterpoint,toilets

b.Revenuegenerationstudy(Tobedefined)

5.1.7Districtdevelopmentplan

a. 270VillageDevelopmentCommittees(VDCs)trainedincommunitydevelopmentandplanning.

b. 24AreaDevelopmentCommittees(ADC)trainedinplanning.c. 135AreaExecutiveCommittees(AEC)trainedincommunitydevelopmentand

planning.d. Formulationof5-yrVillageActionPlansfocusingontheSDG´ssupported.e. Formulationof5-yrAreaDevelopmentPlansfocusingontheSDG´ssupported.

5.2.1MonitoringandimplementationofMBSP

a. Monthlytechnicalmonitoringvisitstoprogrammeactivitiesb. Jointquarterlysupervisoryvisitsandmeetingsbymanagement(biannually

59

withministry).c. ConductannualcommunitysatisfactorysurveyontheProgramme.d. Holdbi-annualADCmeetingsin3TA´se. Bi-annualDistrictExecutiveCommittee(DEC)progressreportingmeetingsf. Attendbi-annualtripartiteprogrammemeetings.g. ExternalAudit

5.2.2Evaluations

a. Midtermreview

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ANNEX2:BUDGET

ANNEX3:OTHERDEVELOPMENTPARTNERSINTHEDISTRICT

ActionAidworksinTABwananyambiandTAKatulitowardsaccountabilityineducationthroughcommunitymobilizationandadvocacy

AdolescentGirls´Literacy(AGLIT)focusesonincreasingaccesstoeducationthroughprovidingfreebasiceducationinTAMwananyambiandTAKatuli

AfricanDevelopmentBank(ADB)hasaprojectcalledSustainableRuralWaterand

SanitationInfrastructureforImprovedHealthandRehabilitationProjectthatfocusesonWASHinTANamkumbaandTAMponda.

AgeAfricasupportsgirls’educationinTAMpondaandTAChimwalabypayingschoolfeesandprovidingguidanceandcounsellinginschools.

AMREFHealthAfricahasanon-goingprojectinMangochifocusedonTrachomaelimination.TheprojectcoverstheentireDistrictandissettoendin2018.

AnglicanDioceseofUpperShireprovideseducationsupporttospecialneedslearnersinTANankumba,TAMponda,TAChoweandTANamabvi.

BlantyreInstituteforCommunityOutreach(BICO)providessupporttopeople,especiallylearners,withimpairedvisioninthewholeDistrict.Theydothisbyofferingscreeningtopeopleandbysupplyingglassestothoseinneed.

BanjaLaMtsogolo(BLM)focusesonfamilyplanninginMangochiDistrictandaimsatprovidingavarietyofmodernfamilyplanningandreproductivehealthcareservices.

BaylorInternationalPaediatricAIDSInitiativelaunchedaprojectinMangochiin2015aimedatreducingpaediatricHIVandAIDSthroughimprovingdeliveryofqualityhealthservicestochildren.TheprojectcoverstheentireDistrictandissettoendin2019.

BlantyreSynodhasaprojectinthewholeDistrictfocusingongirls’educationthroughlifeskillstrainingandcommunitymobilization.

CampaignforFemaleEducationisanNGOworkinginthewholeDistricttowardsbetteraccesstoeducationforgirlsandlearnerswithdisabilities.Theydothisbypayingschoolfees,providingschoolnecessitiessuchasschooluniformsandsupportingWFP´sHomeGrownSchoolMeals.

CatholicHealthCommission(CHC)throughitsMangochidiocesecoordinateshealthservicedeliveryinalldioceseownedhealthfacilitiesinMangochiDistrictandfacilitatestheimplementationofcommunityhealthprogrammes.

CentreforYouthEmploymentandCivicEducationisempoweringyouthsinTAMakanjiraandTANamkumbathroughfocusingonsexualandreproductivehealth.

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CivilSocietyEducationCoalition(CSEC)hasaprojectinTANankumbafocusingonperformancebasedfunding.Theaimistomotivateteachersthroughbonuses,developinfrastructureandmobilizethecommunity

CRECOMsupportstheeducationsectorinTAChimwala,TAMpondaandTABwananyambithroughsocialcashtransfersandcommunitymobilization.

CollegeofMedicine(CoM)isconductingaresearchinchildnutritionintheentireDistrict

FeedtheChildrenfocusesonWASHinTAMakanjira,TAKatuli,TABwananyambiandTAJalasi.

FamilyPlanningAssociationofMalawi(FPAM)hasbeenworkingonactivitiesrelatedtofamilyplanninginMangochisince2015.Theon-goingprojectcoverstheentireDistrictandissettoendin2018.

ForumforAfricanWomenEducationalistsinMalawi(FAWEMA)isworkinginTABwananyambiandTAKatulitowardsincreasinggirls´accesstoeducation.

HygieneVillageProjectisalocalNGOthatfocusesonWASHinTAChoweandTABwananyambi.

MaiAishaTrustworkstowardsexpandinggeneralaccesstoeducationinTAMponda.

MalawiChildren´sVillageprovidessupporttoeducationinTAMpondabydevelopinginfrastructureinprimaryschools

MalawiVolunteersOrganizationhasaprojectinMonkeyBay,whichfocusesonaccesstoreadingmaterialsthroughbuildingaprimaryschoollibrary.

ManagementSciencesforHealth(MSH)hasanon-goingprojectinMangochicalledtheDistrictHealthPerformanceImprovementproject(DHPI).TheprojectisfundedbyUNICEFandtheDistrictsimplementingtheprojectreceivetechnicalandprogrammaticsupportfromMalawi´sMinistryofHealth.TheDHPIcoversMangochiDistrictasawholeandaimsatimprovingreproductive,maternal,newborn,childandadolescenthealth.Theprojectbeganin2015andissettoendin2020.

MangochiOrphansEducationandTrainingfocusesonprovidingorphanswithprimaryeducation

Mary´sMealsisworkingtowardsbetteraccesstoeducationthroughaschoolfeedingprogrammeinprimaryschoolsinTAMponda,TAChimwalaandTAChowe

NamaweraAidsCoordinationCommittee(NACC)advocatesforaccountabilityineducationthroughtrackinglearnerperformanceinbothprimaryandsecondaryschoolsinTABwanayambi,TAKatuliandTAJalasi

PACT is involved in a programme aimed at protecting Malawi’s lakes and supportingsustainablefisheries,fundedbyUSAID.PACTisalsoinvolvedinHIVpreventionprogrammesintheDistrict.

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PakachereInstituteofHealthandDevelopmentCommunicationworksintheentireDistricttoincreaseaccesstoHIVandAIDSservicesforkeypopulations,suchasexworkers.

ParentandChildHealthInitiativeTrust(PACHI)hasasocialmobilizationandaccountabilityprogrammeinMangochiDistrictaimedatimprovinglivesofmothers,new-bornsandchildren

PlanMalawifocusesoncommunityempowermentforgirls´educationinTABwananyambiandTAKatuli

ProjectHope,incollaborationwithMalawi´sMinistryofHealth,launchedtheTBREACHprojectin2015,aimedatimprovingthemethodsoftuberculosisdetectionintheDistrict.TheprojectcoverstheentireDistrictandissettoendin2018.

SavetheChildrenworkstowardsimprovingnutritionofchildreninthewholeofMangochiandhasaprogrammefocusedoncommunitymobilizationforinclusiveeducationintheDistrict.

SocialEconomicEnhancementandEnterpriseDevelopment(SEEED)hasapublichealthoutreachdesignedtosupportthegoalsandobjectivessetbytheMangochiDistrictHealthOffice,includingHIV/AIDSeducationandprevention,maternalandchildhealthandsanitationinterventions.Inadditiontopublichealthactivities,SEEEDfocusesoneducationwithemphasisonearlychildhooddevelopmentandwomenandgirls’empowermentaswellasonenvironmentalissues,especiallywastemanagementinfrastructuredevelopmentinManogchitownandonnaturalresourcemanagementtoprotectforests,theShireRiver,LakeMalombeandLakeMalawi.FinallySEEEDhasactivitiesrelatedtofoodsecurityintheDistrict,focusedonpromotionofecologicallysoundagriculturalpracticesthataretoincreaseyields,establishmentoffarmer´scooperativesandonimprovedaccesstomarkets.SEEEDfurthermorechairstheCivilSocietyNetworkinMangochi,aconsortiumofnon-governmental,communitybasedandcivilsocietyorganizationsworkingintheDistrict.

TheMicroLoanFoundationhasbeenworking inMangochiDistrict since2009. Itprovidessmall loans,trainingandsupporttohelpwomenbuildsmallsustainablebusinesses.Therearenowaround1150activeclients,organizedin83loangroups.

TheRedCross.TheIcelandicRedCrosshasbeensupportingtheMangochidivisionoftheMalawiRedCrossforanumberofyears.Itassistedthedivisiontoacquireitsownhouse,fromwhereitrunsitsoperations.Furthermore,theIcelandicRedCrosshasbeeninvolvedinWaterandsanitationprojects,aswellasPublicHealthinMasanjeinTAChowe,ontheeastsideofLakeMalombe.

UjamaarPamodzifocusesonincreasinggirls´accesstoeducationinTABwananyambiandTAKatuli

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UNDPworksinMangochitowardscapacitydevelopmentinthehealthsector,focusesonhumanrightsissues,assistswithelectoralreformsandelectionsandhasanintegratedyouthdevelopmentprogrammeintheDistrict.

UNFPAhasvariousoperationsintheDistrict,e.g.aSexualandReproductiveRights(SRHR)programmeaimedatesuringuniversalaccesstoqualitysexualandreproductiveservicesbywomen,youngpeopleandmenaswellasreductionofmaternalmortality;womenandyouthempowermentprogrammesandHIVpreventionactivities.UNFPAcouldbeavaluablepartnertotheEmbassywhenitcomestofamilyplanningetc.

UNICEFhasongoingprojectsintheDistrictrelatedtoyouthfriendlyhealthservicesandWASH.UNICEFcouldbeavaluablepartnertotheEmbassywhenitcomestofamilyplanningetc.

WorldFoodProgrammeisprovidingschoolmealsinanumberofschools.TheWFPhasamongotherthingsbeenpilotingaso-calledHomeGrownSchoolMealsprogrammeinthreeschoolsintheDistrict,fundedbytheEmbassy.Anextensionofthatpartnershipisunderconsideration.IcelandwillalsofollowprogressinWFP’snutritionalsupplementationforinfantsinotherDistricts. WorldHealthOrganizationfocusesondiseasesurveillance,childhealthandyouthfriendlyhealthservicesintheentireDistrict.

WorldVisionInternationalworkstowardsincreasingaccesstoeducationinTAMakanjiraandTALulangathroughinfrastructuredevelopmentandsupporttogirlswhohavetotravelalongwaytogettoschool.TheyalsohaveaprogrammefocusingonpublichealthandWASHintheChing`andaArea.

YouthNetandCounselling(YONECO)isworkingonhumanrightsissuesinthewholeDistrictthroughempoweringpeopleandcommunitiesandhelpingthemdemandtheirrightstoeducation.

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6 References

NationalStatisticalOfficeofMalawi&ICF.(2017).MalawiDemographicandHealthSurvey

2015-16.Zomba,MalawiandRockville,Maryland,USA.

EconomistIntelligenceUnit.(2016).DemocracyIndex2016:Revengeofthe“deplorables”.

Retrievedfromhttp://www.eiu.com/Handlers/WhitepaperHandler.ashx?fi=Democracy-Index-2016.pdf&mode=wp&campaignid=DemocracyIndex2016

TheMalawiVulnerabilityAssessmentCommittee.(2016).NationalFoodandNutritionSecurityForecast,April2016toMarch2017.BulletinNo.12/16,Volume1.Retrievedfromhttp://documents.wfp.org/stellent/groups/public/documents/ena/wfp285528.pdf?_ga=1.31646078.1907288181.1490796768

TheWorldBank,WorldDevelopmentIndicators.(2015a).RuralPopulation.[Datafile].Retrievedfromhttp://data.worldbank.org/indicator/SP.RUR.TOTL?locations=MW

TheWorldBank.(2016b).PrimaryEducationinMalawi.Retrievedfromhttps://openknowledge.worldbank.org/bitstream/handle/10986/23737/9781464807947.pdf?sequence=3&isAllowed=y

UNWomen.(2015).FactsandFigures:EconomicEmpowerment.InEconomic

Empowerment.Retrievedfromhttp://www.unwomen.org/en/what-we-do/economic-empowerment/facts-and-figures#notes

UNDP.(2015).HumanDevelopmentReport2015:WorkforHumanDevelopment.Retrievedfromhttp://hdr.undp.org/sites/default/files/2015_human_development_report.pdf

UnitedNations.(2016).WorldStatisticsPocketbook,2016edition.Retrievedfromhttps://unstats.un.org/unsd/publications/pocketbook/files/world-stats-pocketbook-2016.pdf

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