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FIGHTING CORRUPTIONTHROUGH COMMUNICATION
A COMMUNICATION AND ADVOCACY STRATEGY
PUBLIC EDUCATION AND PUBLIC RELATIONS
OF THE
ANTI-CORRUPTION BUREAU- MALAWI
2017 - 2022
FIGHTING CORRUPTION THROUGH COMMUNICATION
1
Table of Contents
Acknowledgements .................................................................................................................................... 3
Acronyms/Abbreviations ............................................................................................................................ 4
1.0 EXECUTIVE SUMMARY ............................................................................................................. 5
2.0 INSTITUTIONAL SET-UP AND COMMUNICATION CONTEXT .................................................. 6
2.1 THE ANTI-CORRUPTION BUREAU ............................................................................................ 6
2.2 COMMUNICATION STRUCTURE AND CAPACITY .................................................................... 6
3.0 BACKGROUND INFORMATION............................................................................................... 7
4.0 RATIONALE FOR THE COMMUNICATION STRATEGY............................................................. 8
4.1 ACHIEVEMENTS ........................................................................................................................ 8
4.2 CHALLENGES ............................................................................................................................. 8
4.3 LESSONS LEARNT...................................................................................................................... 9
5.0 SITUATIONAL ANALYSIS........................................................................................................... 9
5.1 RESULTS OF PESTEL ANALYSIS................................................................................................ 9
5.2 RESULTS OF SWOT ANALYSIS ................................................................................................ 10
6.0 COMMUNICATION GOALS AND OBJECTIVES ....................................................................... 10
6.1 GOALS ...................................................................................................................................... 11
6.2 SPECIFIC OBJECTIVES ............................................................................................................. 11
7.0 TARGET GROUPS AND MESSAGES ......................................................................................... 11
8.0 IMPLEMENTATION PLAN ........................................................................................................ 11
Table 8.1 IMPLEMENTATION PLAN ..................................................................................................... 12
Table 8.2: STRATEGY COSTING ........................................................................................................... 13
9.0 MONITORING AND EVALUATION ........................................................................................... 14
10.0 CONCLUSION ........................................................................................................................... 14
Annex1: TARGET GROUP, MESSAGES, ACTIVITIES MATRIX ............................................................. 16
Target Group 1: Youth (School going and out of school) ............................................................................. 16
Target Group 2: Public Officials (Accounts, Procurement and Stores Officers) .............................................. 18
Target Group 3: Area Development Committees ......................................................................................... 22
Target Group 4: Media (Media Practitioners and Student Journalists) .......................................................... 25
2
3
Acknowledgements
The Anti-Corruption Bureau would like to acknowledge the contributions from all stakeholders that took part directly or indirectly in the development of this Communication and Advocacy Strategy.
Special appreciation is due to the Director General, Mr. Lewis Kulisewa of Cale International Group for proof reading the document, senior management and staff for their contribution to the entire strategy development process.
The Anti-Corruption Bureau would also like to register its great appreciation to the Government of Malawi for the financial support rendered during the development of the strategy document.
4
Acronyms/Abbreviations
ACB Anti-Corruption Bureau
ADC Area Development Committees
CBO Community Based organisations
CPA Corrupt Practices Act
DADO District Agricultural Development Officer
DC District Commissioner
DEC District Executive Committee
DHO District Health Office
DHRMD Department of Human Resource Management and Development
DPE Director of Public Education
FBO Faith Based Organisation
IEC Information, Education and Communication
ICT Information and Communication Technology
NICE National Initiative for Civic Education
PED Public Education Department
PEO Public Education Officer
PESTEL Political Economic Social Technological, Environmental/Ecological Legal
PPEO Principal Public Education Officer
PR Public Relations
PRS Public Relations Section
PS Principal Secretary
SDI Staff Development Institute
SPEO Senior Public Education Officer
SPRO Senior Public Relations Officer
SWOT Strengths, Weaknesses, Opportunities and Threats
5
1.0 Executive Summary
This Communications and Advocacy strategy has been developed to provide direction on how the Anti-Corruption Bureau (ACB) can communicate its services to Malawians. The strategy document is for a five year period starting from 2017 to 2022 and there will be a midterm review.
This strategy has been developed based on Malawi’s experience in dealing with corruption issues and is directly aligned to the ACB strategic plan. The communication initiatives are linked to existing anti-corruption research and processes, which makes it relevant not only to the ACB but also to all stakeholders committed to fighting corruption. The development of this Communication Strategy has been informed by findings of the Governance and Corruption Survey (2014); lessons learnt in the delivery of the preceding ACB Communication Strategy for the period 2007 to 2010; and a Communications SWOT analysis of the internal and external environment of the ACB.
Apart from using the strategy to guide the dissemination of information on the evils and dangerous effects of corrupt practices on society as well as enlisting public support in the fight against corruption, the document will be used to solicit human and financial resources that is critical for realising the departments’ goals. It will also be used to guide the process of collaboration and coordination with other critical stakeholders.
In this strategy, the PED and PR have identified specific target groups namely: youths (secondary school going and out of school), public officials (procurement, stores and Accounts personnel), Area Development Committees and finally the media group (practitioners, managers and student journalists). Since each target group has its own perspective, issues and concerns around corruption, messages have been subsequently developed to reach each specific target group. The implementation plan and costing of activities for each target group have also been developed and will require a grand total of MWK500 million spread over a period of five years.
6
2.0 INSTITUTIONAL SET-UP AND COMMUNICATION CONTEXT
2.1 THE ANTI-CORRUPTION BUREAU
The Constitution of the Republic of Malawi requires that there should be institutions that guarantee “accountability, transparency, personal integrity and financial probity….[to]…strengthen confidence in public institutions”1
The Anti-Corruption Bureau was established in 1995 under the Corrupt Practices Act (CPA) as an independent agency of the Government mandated to fight corruption in Malawi. The ACB fulfils this mandate through public education, corruption prevention, investigation and prosecution of corruption cases in line with the CPA as well as the National Anti-Corruption Strategy. The ACB has four offices: the Head Office in Lilongwe, and branches in Blantyre, Mzuzu and Zomba.
OUR VISION Attainment of a corrupt-free Malawi.
OUR MISSION Create a corrupt free Malawi that promotes good governance
through corruption eradication programmes for social economic development.2
CORE VALUES• Quality service delivery• Personal and Professional conduct• Constitutional and Legal principles• Adaptation
2.2 COMMUNICATION STRUCTURE AND CAPACITY
The Bureau relies heavily on communication activities when carrying out its Public Education and Public Relations work. The Public Education Department gets its mandate from Section 10 (1)(a) (iii) and (iv) of the CPA to disseminate information on the evil and dangerous effects of corrupt practices on society as well as enlist and foster public support in the fight against corruption. The Department implements various interventions and initiatives which among others include conducting public interface forums, Anti-Corruption Presentations, Awareness campaigns, production and dissemination of IEC materials.
Staffing in Public Education Department has slightly improved since 2010. Currently, there are seven officers in the Department out of which one is Director of Public Education, one Principal Public Education Officer, four Senior Public Education Officers and one Public Education officer. There is hope that these numbers will increase.
The Public Relations Section is located under the Directorate to provide the linkage between the Anti-Corruption Bureau and stakeholders. Currently there is one officer and there is need to recruit more staff in the Public relations office. The Senior Public Relations Officer is the official spokesperson of the Bureau and reports directly to the Director General. The office is responsible for media interface programmes, press releases, and attend to any other enquiries from various stakeholders on the operations of the Bureau.
1 Constitution of the Republic of Malawi, Section 13(0)2 ACB Strategic Plan
7
The Public Relations Section communicates information on the operations of the Bureau through, but not limited to press releases and briefs, responses to questionnaires and any other enquiries, internal bulletin, quarterly Newsletter, and website.
3.0 BACKGROUND INFORMATION ABOUT CORRUPTION
Corruption in Malawi occurs at numerous levels and for a myriad of reasons. It is rife both in the public and private sector. Some of the conditions that contribute to its prevalence in the public sector include low salaries, lack of transparent political processes, poor economic policies, enculturation, challenges in the judiciary and many more.3 Corruption has impeded Malawi’s ability to meet its needs and develop the economy. Through corruption and fraud the country is losing revenue and has also lost ability to attract external funding and investment.
In recent years Malawi has begun to take important policy and institutional action against corruption. The Government through the Chief Secretary issued a circular instructing Government Departments and Agencies to allocate 1% of their budget to anti-corruption fight. This is used by the Institutional Integrity Committtees (IIC) to carry out anti-corruption intiatives within government department and agencies.
Despite this effort by Malawi Government and institutions the corruption perception as reported by Transparency International indices for 2012 -2017 show that Malawi’s scores have declined and stagnated from 37 to 31 as shown in the following table:Table 1:
Transparency International Perception Index Scores for Malawi
Year 2012 2013 2014 2015 2016 2017Score 37 37 33 31 31 31
Further, research findings of the 2014 Governance and Corruption Survey showed that up to 62% of Malawians believe that public officials are the leading perpetrators of corruption from 54% in 2010. This affects efficiency levels and quality of services offered by public agencies which have substantially deteriorated. This was also reflected in the Transparency International ranking of 2015 which is perception based and the discovery of plunder of public resources (cashgate) may have influenced the public perception.
Using the Governance and Corruption Survey of 2014 research findings, Strategic Plan, the ACB Communication strategy and experience from officers, the review team identified some measurable goals and objectives for the strategy. These objectives will guide the focus and work plans for the next five years (2017-2022).
The Bureau is committed to a proactive and strategic approach to preventing corruption and strengthening public trust in the organization’s work. As such, this strategy is relevant not only to the ACB’s PED and PRS, but also to all its partners.
4.0 RATIONALE FOR COMMUNICATIONS STRATEGY
Corruption is a complex phenomenon, but its results are clear. Where corruption persists, everyone pays and the losses are huge. The government pays because it is unable to account for resources, attract investment, stabilize the economy and win donor confidence. Citizens pay the heaviest price – in lack of basic services like availability of drugs in hospitals, well maintained road infrastructure, access to safe water and poor quality education, among others.
3 Center for Social Research, Report on the Governance and Corruption Survey 2014,
8
A robust communications strategy can play a crucial role in creating necessary conditions for intensifying public participation, building public trust in governance institutions and increasing access to information.
The Bureau considers communication as the most effective approach in shifting public attitudes away from being spectators to active participants. Increased outreach and partnerships at all levels of society including the grassroots can help people understand the laws relating to corruption and the implications that corruption has on their day-to-day lives. Likewise, strategic communication can help build the image and accessibility of the Bureau through the media and other advocacy campaigns. Advocacy can encourage transparency by providing greater access to public information.
In view of this, the Communication and Advocacy Strategy for the period 2017-2022 has been developed to replace the 2007-2010 Communication strategy which has been in use until recently. While the Bureau achieved a lot during the preceding period, there were also a number of challenges that were encountered. An attempt has been made in this strategy to address those challenges.
Some of the notable achievements from the previous Communication Strategy are as follows:
1. Awareness on corruption has greatly improved from 83% in 2010 to 96% in 20144.
2. Increased collaboration with various partners in the dissemination of corruption information. An example of a successful collaboration is with anti-corruption clubs and National Initiative for Civic Education (NICE) Public Trust using their district structures nationwide.
3. A track record of surpassing communication and outreach targets by the ACB Department of Public Relations and Public Education.
4. Due to increased awareness, a corresponding increase in the number of pursuable complaints5 reported to the Bureau compared to ten years ago.
5. Improved working relationship between the Bureau and the media.
6. Placement of court schedules in daily papers.
However, it was noted that one of the key shortfalls during this period was the ACB website which was not regularly updated and did not give a good impression about the Bureau.
There were also a number of lessons learnt that will be taken care of in the next strategy implementation period. These lessons are summarized below:
a) Involve partners in civic education activities.b) Anti-corruption civic education is legitimised by timely action on corruption complaints.c) Tailor made anti-corruption messages have assisted in effective implementation of civic education
programmes. d) Close monitoring of partners.e) Increasing medium of communication has led to increased demand for resources
4 Center for Social Research, Report on Governance and Corruption Survey 2014, p36.5 Complaints containing detailed critical information/leads for easy investigations
9
5.0 SITUATIONAL ANALYSIS
This section provides a summarized analysis of the current situation of PED and PR target groups, as a way of determining appropriate strategies to be adopted in the fight against corruption. The analysis employed the use of PESTEL (Political, Economic, Social, Technological, Ecological/Environment and Legal factors/trends), as well as SWOT (Strengths, Weaknesses, Opportunities and Threats) technique. The summarised results of both PESTEL and SWOT are in the Tables 2 and 3
Table 2: RESULTS OF PESTEL ANALYSIS
CATEGORY ISSUES
Political
• There is political will to fight corruption in public service.
• Development initiatives are party driven.
• People placing their personal interests above public interests. • Youths mostly used by politicians to promote political agenda • Politicians use media to castigate each other and the media.
Economic• High cost of living affecting their livelihood.• Low funding levels which affects operations of public institutions and this is perpetuating
corruption.
Social
• Culture of giving among Malawians.• Youths are a majority of the Malawian population (52.2%+) {Malawi Population Data
Sheet, 2017}• Public officers under pressure to support extended families.• Media affected by increasing social problems forcing them to give prominence to other
stories other than corruption.
Technological • Technology has eased communication.
Ecological• News coverage awash with environmental degradation stories.• Climate change which is affecting everyone.
Legal• Strong legislative framework such as Corrupt Practices Act etc.• Gaps in legal instruments such as Elections Act on campaign materials.
10
Table 3: RESULTS OF SWOT ANALYSISSTRENGTHS WEAKNESSES
Availability of Baseline Survey data Reasonable enabling legislation Well trained and dedicated staffEstablishment of offices in all the four
regions of MalawiGood working relationship with other
institutions within and outside Malawi
Inadequate financial and material resources Deficiencies in the Corrupt Practices Act Inefficient documentation system Inadequate ICT infrastructure and equipment
OPPORTUNITIES THREATS
Public willingness to support the fight against corruption.
Steady funding from GovernmentVibrant media in relation to corruption Global acknowledgement of corruption as
a problem
Perceived lack of independence of the BureauAvailability of global technological advancement.Lengthy trial period for Bureau cases High expectations from the public. Inadequate legal protection of officers, whistle blowers
and witnesses.Lack of willingness to report corruptionUnwillingness of some institutions to join the ACB in
the fight against corruption.Economic instability
6.0 COMMUNICATION ISSUES, GOALS AND OBJECTIVES
From the analysis above, the following are the key communication issues to be addressed
1. Culturally, corruption in Malawi has been entrenched through nepotism, favouritism, cronyism which indicates lack of integrity and ethical conduct among public officials.
2. Lack of information on corruption issues among the youths has prevented them from actively participating in the fight against corruption. Hence being used by politicians.
3. Advancement in information and communication technology has positively contributed to media playing a critical role in the fight against corruption Success stories in the ACB operations in the face of citizen perceptions which seem to link the effectiveness of the Bureau to the number of cases investigated and prosecuted.
4. Loss of public confidence in the ACB due to alleged political interference or when reported cases of alleged corruption are not acted upon.
5. The ACB website has not been regularly updated with the latest information.
To effectively address these issues, the Bureau will use the following channels or tools:
11
• Electronic programs especially Community radios.• Social partnerships with relevant partners.• Interactions with the target group through interface meetings, presentations and workshops.
6.1 COMMUNICATION GOALSBy the end of the implementation period of this Communication Strategy in 2022, the PED and PRS wants to achieve the profile of the institution through
a) Increased awareness of the nature and effects of corruption among the youths and public officials.
b) Increased public confidence in the fight against corruption amongst stakeholders, media inclusive.
6.2 SPECIFIC OBJECTIVES1.1.1 To sensitise the public on the definition, causes and effects of corruption
1.1.2 To improve public image of the Bureau
1.1.3 To increase access to information as a tool for corruption prevention
1.1.4 To increase commitment to support anti-corruption initiatives.
7.0 TARGET GROUPS AND MESSAGESThe PED and PRS has identified specific target groups, specific messages and activities to guide implementation for communication plan. In addition, each activity is tied directly to key objectives, with monitoring and evaluation indicators designated for each. In this communication strategy, the following are the identified target groups; Youths (Secondary School Going and Out of School), Public Officials (Procurement, Accounts and Stores), Area Development Committees, Media (practising journalists, media managers and Student Journalists).
Since each target group has its own perspective, issues and concerns around anti-corruption messages were subsequently developed to specifically reach each target group specifically.
8.0 IMPLEMENTATION PLANThe strategy will be implemented through two program communication approaches namely: advocacy and social partnerships depending on problem behaviour of the target group. The target audience will determine communication strategies and activities, which will depend on the availability of the resources, access to expertise and the target audience.
Some activities have been planned in such a way that they will run through all the five years of the communication strategy while others are specific to a particular period (refer to Table 8.1).
There will be a midterm review of this communication strategy.
12
Tabl
e 4:
IM
PLE
ME
NTA
TIO
N P
LA
N
Prog
ram
me
Com
mun
ica-
tion
Targ
et G
roup
Pri
oriti
sed
Act
ivity
Res
pons
ible
Per
son
2017
/18
2018
/19
2019
/20
2020
/21
2021
/22
Cri
tical
Ass
umpt
ions
Adv
ocac
yYo
uth
Mot
ivat
ion
talk
sPE
Os
•Po
licy
dire
ctio
n at
inst
itutio
nal l
evel
•Av
aila
bilit
y of
reso
urce
s
Yout
h C
ompe
titio
nsPE
Os
Yout
h C
ongr
ess
PEO
s
Publ
ic O
ffici
als
Wor
ksho
ps,
PPEO
•W
illin
gnes
s of p
ublic
offi
cial
s to
atte
ndPr
esen
tatio
ns,
PEO
s, SP
EOs
Are
a D
evel
opm
ent
Com
mitt
ees
Wor
ksho
psPE
Os,
SPEO
s
•
Avai
labi
lity
of re
sour
ces.
•
Will
ingn
ess t
o at
tend
with
out a
llow
ance
s.Fo
llow
-up
Mee
tings
PEO
s,SP
EOs
Med
ia (M
edia
Pr
actit
ione
rs
& S
tude
nt
jour
nalis
ts)
Wor
ksho
psSP
RO
•
Avai
labi
lity
of re
sour
ces.
•
Will
ingn
ess t
o at
tend
with
lim
ited
reso
urce
s.
•
Inst
itutio
ns re
ady
to a
ccom
mod
ate A
CB
pro
gram
sPr
esen
tatio
nsSP
RO
13
STRATEGY COSTINGThe strategy has used the 2017/18 budget as the benchmark for calculating the unit and total cost. The total cost for the subsequent years have been calculated by adding 10% of the total cost for the preceding year. It should be noted the unit cost is the total cost of activities that will be done in one outing. Refer to Table 8.2.
Table 8.2: STRATEGY COSTING
ACTIVITYSPECIFICA-TION
QTY/YEAR
ACTIV-ITY COST (MWK)
2017/18 2018/19 2019/20 2020/21 2021/22GRAND TOTAL
PUBLIC EDUCATION
Advocacy-Youth
Motivation Talks 80 408,000.00
8,160,000.00
8,976,000.00
9,873,600.00
10,860,960.00
11,947,056.00
49,817,616.00
Sports Bonanza 10 1,048,000.00
10,480,000.00
12,680,800.00
15,343,768.00
38,504,568.00
Youth Congress 2 3,000,000.00
6,000,000.00
8,784,600.00
14,784,600.00
Advocacy-Public Officials
Workshops 4 2,390,000.00
2,390,000.00
10,516,000.00
11,567,600.00
12,724,360.00
13,996,796.00
16,386,796.00
Presentations 16 476,000.00
3,808,000.00
4,188,800.00
4,607,680.00
8,796,480.00
Advocacy-ADC
Workshops 32 1,550,000.00
12,400,000.00
13,640,000.00
15,004,000.00
16,504,400.00
18,154,840.00
41,044,000.00
Follow-up Meetings
32 1,870,000.00
14,960,000.00
16,456,000.00
18,101,600.00
49,517,600.00
IEC Materials
Communication Materials (Leaflets, booklets, newsletter, calendar)
1 5,000,000.00
5,000,000.00
5,500,000.00
6,050,000.00
6,655,000.00
7,320,500.00
30,525,500.00
Promotional materials
1 15,000,000.00
2,000,000.00
15,000,000.00
16,500,000.00
18,150,000.00
19,965,000.00
71,615,000.00
Media Programs
TV program production
2 1,300,000.00
1,300,000.00
1,430,000.00
1,573,000.00
1,730,300.00
1,903,330.00
4,776,330.00
Airing TV program
32 3,000,000.00
3,000,000.00
3,300,000.00
3,630,000.00
3,993,000.00
4,392,300.00
11,022,300.00
PUBLIC RELATIONS
Advocacy-Media
Workshops 4 2,972,834.64
4,416,661.32
9,716,654.90
10,688,320.39
11,757,152.43
12,932,867.68
49,511,656.73
Presentations 12 243,000.00
1,458,000.00
1,603,800.00
1,764,180.00
1,940,598.00
2,134,657.80
8,901,235.80
Press Briefings 4 291,125.00
1,164,500.00
1,280,950.00
1,409,045.00
1,549,949.50
1,704,944.45
7,109,388.95
Debates 1 4,130,000.00
4,130,000.00
4,543,000.00
4,997,300.00
5,497,030.00
6,046,733.00
25,214,063.00
Print and Electronic Programs
Produce Radio Programs
1 50,000.00
50,000.00
55,000.00
60,500.00
66,550.00
73,205.00
305,255.00
Airing Radio Programs (Including on community radios)
15 865,000.00
1,664,000.00
1,830,400.00
2,013,440.00
2,214,784.00
2,436,262.40
10,158,886.40
Produce TV Programs
1 100,000.00
100,000.00
110,000.00
121,000.00
133,100.00
146,410.00
610,510.00
Airing TV Programs
10 250,000.00
950,000.00
2,500,000.00
2,750,000.00
3,025,000.00
3,327,500.00
12,552,500.00
News Paper Adverts
10 300,000.00
1,400,000.00
9,900,000.00
10,890,000.00
11,979,000.00
13,176,900.00
47,345,900.00
GRAND TOTAL
498,500,185.88
14
9.0 MONITORING AND EVALUATION
Monitoring and Evaluation of communication and advocacy activities will be done in liaison with the M&E section of the Bureau. Most importantly, monitoring and evaluation will allow the Bureau to change and adjust activities based on feedback.
Refer to Appendix 1 that shows the primary and secondary target groups, social partnerships, messages and activities that are most suitable for each group. M&E indicators for tracking progress of activities for each target group have been developed. From these matrices, the PED and PR officers can easily design work plans and budgets for their upcoming activities.
10.0 CONCLUSION
Communication is a crucial strategic tool in the fight against corruption. Targeted communication can maximize its effectiveness. This communication strategy will also help build public trust and participation in the fight against corruption. By using targeted groups and messages identified by the Communication strategy review team, the PED and PR can strategically focus their interventions. The specifics of this plan may change over time, but the format can be used to ensure that all activities contribute to the overall objectives and are reaching the right people.
15
16
Ann
ex1:
TA
RG
ET
GR
OU
P, M
ESS
AG
ES,
AC
TIV
ITIE
S M
ATR
IX
Targ
et G
roup
1: Y
outh
(Sch
ool g
oing
and
out
of s
choo
l)Pr
o-gr
amm
e C
omm
u-ni
catio
n
Situ
atio
nal
anal
ysis
Prob
lem
be
havi
or in
ta
rget
gro
up
Beh
avio
ur
to p
rom
ote
(des
ired
ch
ange
)
Targ
et
audi
ence
(p
rim
ary,
se
cond
ary)
Obj
ectiv
esC
omm
u-ni
catio
n st
rate
gies
Act
iviti
esM
essa
ge
area
s
Com
mu-
nica
tion
ap-
proa
ch
Mes
sage
ap
peal
Mes
sage
to
ne
Cha
n-ne
ls o
f co
mm
u-ni
catio
n
Com
mu-
nica
tion
mat
eria
ls
Avai
l-ab
le r
e-so
urce
sIn
dica
tors
Adv
ocac
y
Mos
tly
used
by
polit
icia
ns
to p
rom
ote
polit
ical
ag
enda
H
igh
cost
of
livi
ng a
f-fe
ctin
g th
eir
livel
ihoo
d
Yout
hs a
re
a m
ajor
-ity
of t
he
Mal
awia
n po
pula
tion
Te
chno
-lo
gica
lly
adva
nced
.
Fa
cing
im
pact
of
clim
ate
chan
ge
Av
ail-
able
law
s go
vern
ing
thei
r in-
volv
emen
t in
dev
elop
-m
ent.
A c
ultu
re o
f in
tegr
ity a
nd
mor
al v
al-
ues e
rodi
ng
amon
g th
e yo
uth.
Yout
h of
in
tegr
ity a
nd
mor
al v
alue
s
Prim
ary:
Se
cond
ary
scho
ol g
o-in
g yo
uths
Se
cond
ary:
Se
cond
-ar
y sc
hool
te
ache
rs
and
pare
nts
Sens
itise
th
e yo
uth
on d
efini
-tio
n, c
ause
s an
d ef
fect
s of
cor
rup-
tion
Awar
e-ne
ss c
am-
paig
ns
Mot
i-va
tiona
l ta
lks,
Yout
h fo
rum
s, yo
uth
radi
o pr
o-gr
amm
es,
Yout
h te
levi
sion
m
agaz
ines
an
d Yo
uth
com
petit
i-to
ns
Uph
old
mor
als,
valu
es a
nd
inte
rgity
; yo
u ar
e th
e le
ader
s of
toda
y
Info
rm-
ing
and
Pers
uad-
ing
App
eal:
Inte
grity
an
d m
oral
va
lues
ar
e ke
y to
real
su
cces
s.
It is
not
co
ol
to b
e
corr
upt
Rad
io,
tel-
evis
ion,
in
terf
ace
mee
tings
, D
isco
, co
mpe
ti-tio
ns,
Twee
ter
and
inte
r sc
hool
de
bate
s;
audi
o ga
dget
s, au
-di
ovis
ual
gadg
ets
Bra
nded
W
rist
band
s, t/
shirt
s, ca
rtoon
s, br
ande
d le
arni
ng
mat
eri-
als,
audi
o ga
dget
s, au
-di
ovis
ual
gadg
ets.
MK
50
mill
ion
Out
put:
N
umbe
r of m
otiv
a-tio
nal t
alks
con
duct
ed.
Num
ber o
f you
th fo
-ru
ms c
ondu
cted
Num
ber o
f you
th ra
dio
prog
ram
mes
pro
duce
d an
d ai
red.
Num
ber o
f you
th
tele
visi
on m
agaz
ines
pr
oduc
ed a
nd a
ired.
Num
ber o
f you
th c
om-
petit
itons
con
duct
ed.
Num
ber o
f bra
nded
w
rist b
ands
pro
duce
d an
d di
strib
uted
Num
ber o
f bra
nded
t/sh
irts p
rodu
ced
and
dist
ribut
ed
Num
ber o
f car
toon
s pr
oduc
ed a
nd p
ub-
lishe
dN
umbe
r of b
rand
ed
lear
ning
mat
eria
ls
prod
uced
Num
ber o
f aud
io
gadg
ets p
rodu
ced
and
dist
ribut
edN
umbe
r of a
udio
/vis
-ua
l gad
gets
pro
duce
d an
d di
strib
uted
O
utco
me:
% n
umbe
r of
you
ths i
nfor
med
-Im
pact
:Yo
uths
with
inte
grity
an
d m
oral
val
ues
17
Pro-
gram
me
Com
mu-
nica
tion
Situ
atio
nal
anal
ysis
Prob
lem
be
havi
or in
ta
rget
gro
up
Beh
avio
ur
to p
rom
ote
(des
ired
ch
ange
)
Targ
et
audi
ence
(p
rim
ary,
se
cond
ary)
Obj
ectiv
esC
omm
u-ni
catio
n st
rate
gies
Act
iviti
esM
essa
ge
area
s
Com
mu-
nica
tion
ap-
proa
ch
Mes
sage
ap
peal
Mes
sage
to
ne
Cha
n-ne
ls o
f co
mm
u-ni
catio
n
Com
mu-
nica
tion
mat
eria
ls
Avai
l-ab
le r
e-so
urce
sIn
dica
tors
Soci
al
part
ner-
ship
s
Min
istry
of
Educ
atio
n Sc
ienc
e an
d Te
chno
logy
, M
o Yo
uth
Spor
ts a
nd
Cul
ture
, Pa
rent
s &
Teac
hers
A
ssoc
iatio
n
Inad
equa
te
stru
ctur
es
and
plat
form
s to
pro
mot
e yo
uths
to h
ave
inte
grity
and
m
oral
val
ues
Prov
ide
and
prom
ote
stru
ctur
es a
nd
plat
form
s sup
-po
rting
you
ths
to h
ave
inte
g-rit
y an
d m
oral
va
lues
Prim
ary:
M
inis
try
offic
ials
Se
cond
ary:
Pa
rent
s and
Te
ache
rs
Ass
ocia
tion
Adv
ocat
e fo
r pro
vi-
sion
of
stru
ctur
es
and
plat
-fo
rms t
hat
prom
ote
inte
grity
an
d m
oral
va
lues
am
ong
the
yout
h.
Lobb
ying
Mee
tings
Stru
ctur
es
and
plat
-fo
rms a
re
esse
ntia
l in
prom
otin
g in
tegr
ity
and
mor
al
valu
es
amon
g th
e yo
uth.
Pers
ua-
sion
and
Lo
bby-
ing
Key
par
t-ne
rs in
sh
apin
g yo
uths
of
inte
g-rit
y an
d m
oral
va
lues
Lets
w
ork
toge
ther
to
bui
ld a
na
tion
of
inte
grity
Lette
rs,
tel-
epho
nes,
pres
enta
-tio
ns a
nd
inte
rfac
e m
eetin
gs
Lette
rs,
hand
ou
ts a
nd
phon
e
MK
5 m
illio
nO
utpu
t:
Num
ber
of m
eetin
gs p
erfo
rmed
.
Adv
ocac
y
Mos
tly
used
by
polit
icia
ns
to p
rom
ote
polit
ical
ag
enda
H
igh
leve
ls
of u
nem
-pl
oym
ent
amon
g th
e yo
uth
Yout
hs a
re
a m
ajor
-ity
of t
he
Mal
awia
n po
pula
tion
Te
chno
-lo
gica
lly
adva
nced
Faci
ng
impa
ct o
f cl
imat
e ch
ange
Avai
l-ab
le la
ws
gove
rnin
g th
eir i
n-vo
lvem
ent
in d
evel
op-
men
t.
Yout
h us
ing
shor
t cut
s to
achi
eve
thei
r go
als
Yout
h to
fol-
low
pro
per
proc
edur
es to
ac
hiev
e th
eir
goal
s
Prim
ary:
O
ut o
f sc
hool
yo
uths
. Se
cond
ary:
Pa
rent
s/gu
ardi
ans
Adv
ocat
e fo
r a c
ul-
ture
of
follo
win
g pr
oced
ures
to
ach
ieve
th
eir g
oals
.
Awar
e-ne
ss
cam
paig
n
Sens
itiza
-tio
n m
eet-
ings
, Mo-
tivat
iona
l ta
lks,
Yout
h fo
rum
s, D
isco
, Yo
uth
radi
o pr
o-gr
amm
es,
Yout
h te
levi
sion
m
agaz
ines
an
d fo
ot-
ball
com
-pe
titio
ns
Follo
w
proc
edur
es
to a
chie
ve
your
goa
ls
Info
rm-
ing
and
Pers
uad-
ing
App
eal:
Ach
ieve
lo
ng
last
ing
goal
s by
follo
win
g pr
oce-
dure
s
It is
co
stly
to
use
shor
t cu
ts in
ac
hiev
-in
g yo
ur
goal
s.
Be
smar
t, fo
llow
pr
oce-
dure
s
Rad
io,
tel-
evis
ion,
in
terf
ace
mee
tings
an
d d
e-ba
te.
Bra
nded
W
rist
band
s, t/
shirt
s, br
ande
d au
dio
gadg
ets
and
bran
ded
au-
diov
isua
l ga
dget
s
MK
100
mill
ion
Out
put:
N
um-
ber o
f sen
sitiz
atio
n m
eetin
gs c
ondu
cted
Num
ber o
f mot
iva-
tiona
l tal
ks c
ondu
ct-
ed
N
umbe
r of
you
th fo
rum
s con
-du
cted
N
um-
ber o
f D
isco
s d
one.
Num
ber o
f you
th ra
dio
prog
ram
mes
pro
duce
d an
d ai
red.
Num
ber
of y
outh
tele
visi
on
mag
azin
es p
rodu
ced
and
aire
d. N
umbe
r of
foot
ball
com
peti-
tions
con
duct
ed.
O
utco
me:
Yout
hs
info
rmed
to fo
llow
pr
oced
ures
.Impa
ct:
Yout
hs fo
llow
ing
proc
edur
es to
ach
ieve
th
eir g
oals
.
18
Pro-
gram
me
Com
mu-
nica
tion
Situ
atio
nal
anal
ysis
Prob
lem
be
havi
or in
ta
rget
gro
up
Beh
avio
ur
to p
rom
ote
(des
ired
ch
ange
)
Targ
et
audi
ence
(p
rim
ary,
se
cond
ary)
Obj
ectiv
esC
omm
u-ni
catio
n st
rate
gies
Act
iviti
esM
essa
ge
area
s
Com
mu-
nica
tion
ap-
proa
ch
Mes
sage
ap
peal
Mes
sage
to
ne
Cha
n-ne
ls o
f co
mm
u-ni
catio
n
Com
mu-
nica
tion
mat
eria
ls
Avai
l-ab
le r
e-so
urce
sIn
dica
tors
Soci
al
part
ner-
ship
s
Min
istry
of
You
th
Spor
ts a
nd
Cul
ture
, C
BO
s/FB
Os a
nd
NG
Os
targ
ettin
g yo
uths
, Pa
rent
s/G
uard
ians
, Tr
aditi
onal
le
ader
s
Inad
equa
te
colla
bora
tion
in im
plem
ent-
ing
yout
h pr
ogra
mm
es
aim
ed a
t en
cour
agin
g th
e yo
uth
to
follo
w p
roce
-du
res.
Col
labo
ratio
n in
impl
emen
t-in
g yo
uth
prog
ram
mes
ai
med
at e
n-co
urag
ing
to
follo
w p
roce
-du
res.
Prim
ary:
M
inis
try
offic
ials
and
of
ficia
ls
from
CB
Os/
FBO
s and
N
GO
s Se
cond
ary:
Pa
rent
/ G
uard
ians
, Tr
aditi
onal
le
ader
s
Lobb
y fo
r in
crea
sed
colla
bora
-tio
nin
im-
plem
entin
g yo
uth
pro-
gram
mes
ai
med
at
enco
urag
-in
g th
e yo
uth
to
follo
w p
ro-
cedu
res.
Lobb
ying
Inte
rfac
e m
eetin
gs
Col
labo
ra-
tion
is k
ey
to e
ffec-
tive
impl
e-m
enta
tion
of y
outh
pr
o-gr
amm
es.
Pers
ua-
sion
and
Lo
bby-
ing
Join
ha
nds
to
help
the
yout
h fo
l-lo
w p
ro-
cedu
res
Lets
w
ork
toge
ther
to
en-
cour
age
the
yout
h to
follo
w
proc
e-du
res i
n pu
rsui
t of
thei
r go
als
Inte
rfac
e m
eetin
gs
and
let-
ters
Lette
rs
and
phon
e
MK
25
mill
ion
Out
put:
N
umbe
r of
inte
rfac
e m
eetin
gs
cond
ucte
d.
Targ
et G
roup
2: P
ublic
Offi
cial
s (A
ccou
nts,
Proc
urem
ent a
nd S
tore
s Offi
cers
)
Si
tuat
iona
l an
alys
is
Prob
lem
be
havi
or
in ta
rget
gr
oup
Beh
av-
iour
to
prom
ote
(des
ired
ch
ange
)
Targ
et a
udi-
ence
(pri
mar
y,
seco
ndar
y)
Obj
ectiv
esC
omm
unic
a-tio
n st
rate
-gi
es
Act
ivi-
ties
Mes
sage
ar
eas
Com
-m
uni-
catio
n ap
-pr
oach
Mes
-sa
ge
appe
al
Mes
-sa
ge
tone
Cha
n-ne
ls o
f co
mm
u-ni
catio
n
Com
mu-
nica
tion
mat
eria
l
Avai
labl
e re
sour
ces
Indi
cato
r
Adv
ocac
y
Polit
ical
will
to
figh
t cor
up-
tion
in p
ublic
se
rvic
e.
Lack
of
inte
grity
am
ong
publ
ic
offic
ials
Inte
grity
Prim
ary:
Pu
blic
Of-
ficia
ls (
Acc
ount
s, St
ores
and
Pr
ocur
e-m
ent)
Prom
ote
inte
g-rit
y am
ong
Publ
ic
Offi
cial
s th
roug
h se
nsiti
sa-
tion
on
ethi
cal
beha
viou
rs.
Sens
itiza
tion
Wor
k-sh
ops
Lack
of
inte
grity
re
sults
in
corr
uptio
n an
d p
oor
serv
ice
deliv
ery.
Pl
ease
Re-
ject
, Res
ist
and
Rep
ort
corr
uptio
n to
the A
nti-
Cor
rupt
ion
Bur
eau.
Sens
iti-
satio
nPe
r-su
ade
Be
of
inte
g-rit
y an
d ea
rn
your
self
good
im
age
Sens
ti-za
tion
wor
k-sh
ops
Han
dout
s
MK
100
m
illio
n (1
4 W
orks
hops
, C
loth
and
IE
C m
ater
i-al
s)
Out
put:
1. N
o of
Pub
lic O
f-fic
ers
sens
itise
d
2. N
o of
sens
itiza
tion
wor
ksho
ps c
ondu
cted
3. N
o of
Pre
sent
a-tio
ns C
ondu
cted
4.
No
of IE
C
mat
eria
ls d
istri
b-ut
ed to
Pub
lic O
ffice
rs.
R
5. N
umbe
r of s
lots
ai
red.
19
Si
tuat
iona
l an
alys
is
Prob
lem
be
havi
or
in ta
rget
gr
oup
Beh
av-
iour
to
prom
ote
(des
ired
ch
ange
)
Targ
et a
udi-
ence
(pri
mar
y,
seco
ndar
y)
Obj
ectiv
esC
omm
unic
a-tio
n st
rate
-gi
es
Act
ivi-
ties
Mes
sage
ar
eas
Com
-m
uni-
catio
n ap
-pr
oach
Mes
-sa
ge
appe
al
Mes
-sa
ge
tone
Cha
n-ne
ls o
f co
mm
u-ni
catio
n
Com
mu-
nica
tion
mat
eria
l
Avai
labl
e re
sour
ces
Indi
cato
r
Sal
arie
s too
lo
w to
cop
e w
ith h
igh
infla
tion
rate
s
Sens
itiza
tion
Dis
tri-
butio
n of
IEC
m
ater
i-la
s
TV a
nd
Rad
io
Leafl
ets,
bran
ded
pens
Out
com
e:
Num
ber o
f com
plai
nts
agai
nst P
ublic
Offi
cial
s.
C
ultu
re o
f re-
ceiv
ing
gifts
fr
om c
lient
s
Sens
itise
Pu
blic
of
ficia
ls
on c
orru
p-tio
n an
d its
ef
fect
s
Pr
esen
-ta
tions
New
spa-
pers
Post
ers
Impa
ct:
1. %
of P
ublic
Offi
cial
s re
porti
ng c
orru
ptio
n af
ter o
bser
ving
the
act.
Con
vers
ant
with
new
te
chno
logi
es
like
com
pute
r us
age,
inte
r-ne
t, sm
art-
phon
es
Enco
ur-
age
Publ
ic
Offi
cial
s to
repo
rt co
rrup
t pr
actic
es
happ
enin
g at
the
wor
k pl
ace
Lobb
ying
Wor
k-sh
ops
Pres
en-
tatio
nsbr
ande
d
stic
kers
2. %
of P
ublic
Offi
cial
s w
ho a
re a
ble
to e
xpla
in
the
caus
es a
nd e
ffect
s of
corr
uptio
n.
Clim
ate
chan
ge w
hich
is
affe
ctin
g cr
op p
rodu
c-tio
n as
a re
-su
lt th
e pu
blic
se
rvan
ts a
re
unde
r pre
s-su
re to
sup-
port
rela
tives
w
ho d
epen
d on
farm
ing.
A
CB
Clo
th,
20
Si
tuat
iona
l an
alys
is
Prob
lem
be
havi
or
in ta
rget
gr
oup
Beh
av-
iour
to
prom
ote
(des
ired
ch
ange
)
Targ
et a
udi-
ence
(pri
mar
y,
seco
ndar
y)
Obj
ectiv
esC
omm
unic
a-tio
n st
rate
-gi
es
Act
ivi-
ties
Mes
sage
ar
eas
Com
-m
uni-
catio
n ap
-pr
oach
Mes
-sa
ge
appe
al
Mes
-sa
ge
tone
Cha
n-ne
ls o
f co
mm
u-ni
catio
n
Com
mu-
nica
tion
mat
eria
l
Avai
labl
e re
sour
ces
Indi
cato
r
Avai
labi
lity
of C
orru
pt
Prac
tices
Act
an
d P
ublic
se
rvic
e re
gu-
latio
ns th
at
guid
e pr
oper
co
nduc
t
Seco
ndar
y:
PSs,
DH
Os,
DC
, DA
DO
Incr
ease
co
llabo
ra-
tion
with
C
ontro
ling
Offi
cers
th
roug
h In
terf
ace
mee
tings
Lobb
ying
Inte
r-fa
ce
Mee
t-in
gs
Cor
-ru
pt
Free
Pu
blic
Se
rvic
e is
key
to
qu
ality
se
rvic
e de
liv-
erly
In
terf
ace
Mee
t-in
gs
Lette
rs
Soci
al
part
ner-
ship
s
Staf
f De-
velo
pmen
t In
stitu
te
Lack
of
capa
city
to
impa
rt kn
owl-
edge
on
corr
uptio
n
Incr
ease
d co
llabo
ra-
tion
with
A
CB
Prim
ary:
M
anag
emen
t of
SD
I an
d D
HR
MD
Stre
ngth
en
the
exis
it-in
g A
CB
-S
DI r
e-la
tions
hip
thro
ugh
in
form
atio
n sh
arin
g an
d in
terf
ace
mee
tings
Cap
acity
B
uild
ing
Wor
k-sh
ops
Let’s
join
ha
nds i
n fig
htin
g co
rrup
tion
in P
ublic
Se
rvic
e
Enco
ur-
age
Key
pa
rt-ne
rs in
pr
omo-
tion
of
inte
g-rit
y am
ong
publ
ic
offic
-er
s
Pers
ua-
sion
Wor
k-sh
ops
Han
dout
sM
K 6
mil-
lion
Out
-pu
t
1.N
o of
w
orks
hopd
co
nduc
ted
2.
No
of In
ter-
face
mee
tings
D
HR
MD
Lack
of
sens
itisa
-tio
n on
C
ode
of
Ethi
cs
Mak
e an
ef
fort
to
sens
itise
ne
w re
-cr
uits
on
code
of
ethi
cs
Incr
ease
co
llabo
ra-
tion
with
D
HR
MD
m
anag
e-m
ent
thro
ugh
Inte
rfac
e m
eetin
gs
Lobb
ying
Inte
r-fa
ce
Mee
t-in
gs
A
ppea
l
co
nsul
ta-
tions
phon
e
Dis
trict
Ex
ecut
ive
Com
mitt
ees
(DEC
)
Fina
ncia
l D
epen
d-en
cy
Sens
e of
O
wne
rshi
p of
the
pro-
gram
s
Seco
ndar
y:
OD
PP, A
c-co
unta
nt
Gen
eral
, D
EC a
nd
prof
essi
onal
bo
dies
.
Intro
duce
co
st sh
ar-
ing
on
prog
ram
s th
at A
CB
is
colla
bora
t-in
g w
ith
DEC
Lobb
ying
Con
sul-
tatio
ns
m
eetin
gLe
tters
21
Targ
et G
roup
3: A
rea
Dev
elop
men
t Com
mitt
ees
Adv
o-ca
cy
Situ
atio
nal
anal
ysis
Prob
lem
be
havi
or
in ta
rget
gr
oup
Beh
avio
ur
to p
rom
ote
(des
ired
ch
ange
)
Targ
et
audi
ence
Obj
ectiv
esC
omm
u-ni
catio
n st
rate
gies
Inte
r-ve
ntio
nsM
essa
ge
area
s
Com
mun
i-ca
tion
ap-
proa
ch
Mes
sage
ap
peal
Mes
sage
to
ne
Cha
nnel
s of
com
mu-
nica
tion
Com
mu-
nica
tion
mat
eria
l
Avai
labl
e re
sour
ces
M&
E
Indi
cato
rs
Dev
elop
-m
ent i
ni-
tiativ
es a
re
party
driv
en
AD
C’s
la
ck o
f ca
paci
ty in
co
rrup
tion
issu
es
will
ingn
ess t
o jo
in th
e fig
ht
agai
nst c
or-
rupt
ion
Prim
ary:
A
DC
m
embe
rs
Seco
nd-
ary:
C
hief
s
Bui
ld
AD
Cs
capa
city
in
corr
uptio
n is
sues
Cap
acity
bu
ildin
g
Trai
ning
W
ork-
shop
s
Effe
cts o
f co
rrup
-tio
n,
Rol
e of
A
DC
’s in
th
e fig
ht
agai
nst
corr
up-
tion
AD
C’s
are
co
ndui
ts o
f de
velo
pmen
t
Educ
ate:
Parti
cipa
tion
is th
e ke
y to
co
mm
unity
de
velo
pmen
t
Info
rm:
Cor
rupt
ion
reta
rds d
e-ve
lopm
ent
Trai
ning
W
ork-
shop
s, Fo
llow
up
mee
tings
Han
dout
s, B
rand
ed
T-Sh
irts,
Leafl
ets,
Post
er
MK
50 m
illio
n
Out
put:
N
umbe
r of
activ
ities
co
nduc
ted
Out
com
e:
AD
C’s
com
-m
itted
to
fight
cor
rup-
tion
Impa
ct:
Cor
rupt
free
de
velo
pmen
t in
itiat
ives
Perc
eptio
n:
Red
uctio
n of
co
rrup
tion
in
Cou
ncils
H
igh
leve
ls
of P
over
ty
Peop
le a
d-va
ncin
g th
eir
mot
ives
than
pu
blic
goo
d on
ce e
lect
ed
in p
ositi
on
Mos
t AD
C
mem
bers
ea
s-ily
acc
esse
d th
roug
h ph
ones
22
Situ
atio
nal
anal
ysis
Prob
lem
be
havi
or
in ta
rget
gr
oup
Beh
avio
ur
to p
rom
ote
(des
ired
ch
ange
)
Targ
et
audi
ence
Obj
ectiv
esC
omm
u-ni
catio
n st
rate
gies
Inte
r-ve
ntio
nsM
essa
ge
area
s
Com
mun
i-ca
tion
ap-
proa
ch
Mes
sage
ap
peal
Mes
sage
to
ne
Cha
nnel
s of
com
mu-
nica
tion
Com
mu-
nica
tion
mat
eria
l
Avai
labl
e re
sour
ces
M&
E
Indi
cato
rs
Sust
aina
ble
Dev
elop
-m
ent k
ey to
cl
ean
envi
ro-
men
t
Polic
ies a
nd
Law
s ava
il-ab
le fo
r the
ir op
erat
ion
Soci
al
part
ner-
ship
s
Min
istry
of
Loca
l Gov
-er
nmen
t
Dis
trict
C
ounc
ils
(Sec
reta
riat
& C
oun-
cilo
rs),
Chi
efs
Neg
ativ
e at
titud
e to
war
ds
the
fight
ag
ains
t co
rrup
tion
Allo
wan
ce
synd
rom
e
Patri
otis
m
Prim
ary:
D
C’s
Sec
-re
taria
t
Incr
ease
co
llabo
ra-
tion
and
netw
orki
ng
with
par
t-ne
rs
Lobb
ying
Mee
tings
Effe
cts o
f co
rrup
-tio
n
Min
istry
of
Loca
l Gov
-er
nmen
t and
th
e Se
cre-
taria
t are
te
chno
crat
s in
com
mu-
nity
dev
el-
opm
ent
Col
labo
ra-
tion
and
Net
wor
king
is
key
to
com
mun
ity
deve
lopm
ent
Parti
cipa
-tio
n is
key
to
Sus
tain
-ab
le D
evel
-op
men
t
Wor
ksho
ps
Han
dout
s, T-
Shirt
s, A
CB
C
loth
, Le
aflet
s
MK
70,0
00.0
0
Seco
nd-
ary:
C
hief
s and
M
inis
try
of L
ocal
G
over
n-m
ent
Offi
cial
s
Mai
nstre
am
Ant
i-C
orru
ptio
n is
sues
in
the
coun
cils
The
role
of
the
AC
B
ph
one
Pro-
gram
me
Com
mu-
nica
tion
Failu
re to
ef
fect
ivel
y im
plem
ent
proj
ects
Cor
rupt
ion
reta
rds d
evel
-op
men
t
C
apac
ity
build
ing
Prom
ot-
ing
mor
al
valu
es
and
inte
-gr
ant
AD
C’s
are
co
ndui
ts o
f de
velo
pmen
t
W
orks
hops
Han
dout
s,
Leafl
ets
MK
70,0
00.0
0
Parti
cipa
tion
is k
ey to
Sus
-ta
inab
le D
e-ve
lopm
ent.
Enco
ur-
agin
g pa
r-tic
ipat
ion
in c
om-
mun
ity
deve
lop-
men
t
23
Targ
et G
roup
4:
Med
ia (M
edia
Pra
ctiti
oner
s and
Stu
dent
Jou
rnal
ists
)
Pro-
gram
me
Com
mu-
nica
tion
Situ
atio
nal
anal
ysis
Prob
lem
be
havi
or
in ta
rget
gr
oup
Beh
avio
ur
to p
rom
ote
(des
ired
ch
ange
)
Targ
et
audi
ence
(p
rim
ary,
se
cond
-ar
y)
Obj
ectiv
esC
omm
u-ni
catio
n st
rate
gies
Act
iviti
esM
essa
ge
area
s
Com
mu-
nica
tion
appr
oach
Mes
sage
ap
peal
Mes
-sa
ge
tone
Cha
nnel
s of
com
mun
ica-
tion
Com
mu-
nica
tion
mat
eria
ls
Avai
l-ab
le r
e-so
urce
sIn
dica
tors
Adv
o-ca
cy
Polit
icia
ns u
sing
m
edia
to c
asti-
gate
eac
h ot
her
and
med
ia it
self.
H
ostil
e ec
onom
ic
envi
ronm
ent f
orc-
ing
med
ia p
ract
i-tio
ners
to e
asily
ac
cept
brib
es.
Med
ia in
dust
ry
dire
ctly
affe
cted
by
incr
easi
ng
soci
al p
robl
ems
forc
ing
them
to
give
pro
min
ence
to
oth
er st
orie
s ot
her t
han
corr
up-
tion.
R
apid
ly g
row
ing
use
of te
chno
logy
by
med
ia.
New
s cov
erag
e aw
ash
with
env
i-ro
nmen
tal d
egra
-da
tion
stor
ies.
Gro
win
g di
scon
-te
nt w
ith p
assa
ge
of A
cces
s to
In-
form
atio
n B
ill b
y m
edia
frat
erni
ty.
Tend
ency
to
give
pro
mi-
nenc
e to
ot
her s
torie
s ot
her t
han
corr
uptio
n.
Subj
ectiv
e re
porti
ng o
n A
CB
and
co
rrup
tion
issu
es.
Fair
cove
r-ag
e of
AC
B
and
corr
up-
tion
issu
es
Prim
ary:
M
edia
Pr
actio
ners
Se
cond
-ar
y: M
edia
O
wne
rs
Adv
ocat
e fo
r fai
r co
vera
ge o
f A
CB
and
co
rrup
tion
issu
es
Cap
ac-
ity b
uild
ing
In
form
atio
n Sh
arin
g
Lo
bbyi
ng
Wor
k-sh
ops,
Pres
s B
riefin
gs,
Pres
s Re-
leas
es a
nd
Med
ia
Deb
ates
Prom
ot-
ing
obje
ctiv
e re
porti
ng
App
eal,
Pers
uade
an
d En
-co
urag
e
Key
Par
t-ne
rs in
D
isse
mi-
natin
g an
ti-co
r-ru
ptio
n m
essa
ges
and
ex-
posi
ng
corr
up-
tion
Pers
ua-
sion
Wor
ksho
ps,
Pres
s Re-
leas
es a
nd
Pres
s Brie
f-in
gs, m
edia
de
bate
s and
Pr
esen
ta-
tions
Han
dout
s, le
aflet
s,
Bra
nded
t/s
hirts
, C
loth
, pe
ns a
nd
caps
.
MK
90
mill
ion
Out
put:
Num
ber o
f wor
k-sh
ops c
ondu
cted
N
umbe
r of p
ress
re
leas
es re
leas
ed
Num
ber o
f pr
ess b
riefin
gs
done
Num
ber
of m
edia
deb
ates
co
nduc
ted
Num
-be
r of p
rese
nta-
tions
con
duct
ed
O
utco
me:
Info
rmed
me-
dia
prac
titio
n-er
s Im
pact
:
O
bjec
tive
repo
rt-in
g on
cor
rupt
ion
issu
es.
24
Pro-
gram
me
Com
mu-
nica
tion
Situ
atio
nal
anal
ysis
Prob
lem
be
havi
or
in ta
rget
gr
oup
Beh
avio
ur
to p
rom
ote
(des
ired
ch
ange
)
Targ
et
audi
ence
(p
rim
ary,
se
cond
-ar
y)
Obj
ectiv
esC
omm
u-ni
catio
n st
rate
gies
Act
iviti
esM
essa
ge
area
s
Com
mu-
nica
tion
appr
oach
Mes
sage
ap
peal
Mes
-sa
ge
tone
Cha
nnel
s of
com
mun
ica-
tion
Com
mu-
nica
tion
mat
eria
ls
Avai
l-ab
le r
e-so
urce
sIn
dica
tors
Soci
al
part
ner-
ship
s
Min
istry
of I
nfor
-m
atio
n an
d C
ivic
Ed
ucat
ion,
Med
ia
Cou
ncil,
NA
-M
ISA
, JU
MA
Fina
ncia
l D
epen
denc
y on
AC
B
for a
nti-
corr
uptio
n in
itiat
ives
Com
mitm
ent
to su
ppor
t an
ti-co
rrup
-tio
n in
itia-
tives
Prim
ary:
M
anag
e-m
ent o
f the
M
inis
try,
Boa
rds
and
CEO
s of
med
ia
bodi
es
Seco
ndar
y:
Empl
oyee
s an
d m
em-
bers
of
the
med
ia
bodi
es
lobb
y fo
rcom
-m
itmen
t to
supp
ort
anti-
corr
uptio
n in
itiat
ives
.
Lobb
ying
Inte
rfac
e m
eetin
gs,
Invo
lve-
men
t in
anti-
cor-
rupt
ion
initi
ativ
es
and
Con
-su
ltatio
ns
Supp
ort
anti-
cor-
rupt
ion
initi
ativ
es
appe
al,
pers
uade
an
d en
cour
-ag
e
Key
Pa
rtner
s in
sup-
porti
ng
anti-
cor-
rupt
ion
initi
ativ
es
Pers
ua-
sion
Inte
rfac
e m
eetin
gs,
inte
rnet
and
C
onsu
lta-
tions
Lette
rs,
hand
out
s an
d ph
one
MK
20
mill
ion
Out
put:
Num
ber o
f in-
terf
ace
mee
tings
he
ld.
Adv
o-ca
cy
Mos
tly u
sed
by p
oliti
cian
s to
pro
mot
e po
-lit
ical
age
nda.
H
igh
leve
ls o
f un
empl
oym
ent
amon
g th
e yo
uth
Yo
uths
are
a
maj
ority
of t
he
Mal
awia
n po
pula
-tio
n T
echn
olog
i-ca
lly a
dvan
ced.
Faci
ng im
pact
of
clim
ate
chan
ge
Av
aila
ble
law
s go
vern
ing
thei
r in
volv
emen
t in
deve
lopm
ent.
Lack
of
adeq
uate
kn
owle
dge
on c
orru
p-tio
n is
sues
.
Ade
quat
e kn
owle
dge
on c
orru
p-tio
n is
sues
Prim
ary:
St
uden
t jo
urna
lists
Se
cond
ary:
Tu
tors
/Le
ctur
ers
Dis
sem
i-na
te in
for-
mat
ion
on
corr
uptio
n is
sues
to
stud
ent
jour
nalis
ts.
Aro
use
inte
rest
to
repo
rt on
an
d ex
pose
co
rrup
tion
inci
denc
es.
Inst
il in
ter-
est t
o in
-cl
ude
anti-
corr
uptio
n is
sues
in
thei
r les
-so
ns
Cap
ac-
ity b
uild
ing,
In
form
atio
n Sh
arin
g an
d Lo
bbyi
ng
Pres
enta
-tio
ns,
anti-
cor-
rupt
ion
com
peti-
tions
, tra
inin
g w
ork-
shop
s and
D
ebat
es
Und
er-
stan
ding
th
e Ant
i-C
orru
p-tio
n B
urea
u an
d co
r-ru
ptio
n is
sues
.
Defi
ni-
tion
of
corr
up-
tion,
ca
uses
, ef
fect
s an
d re
-po
rting
pr
oce-
dure
s
The
role
of
med
ia
in fi
ght-
ing
cor-
rupt
ion.
App
eal,
pers
uade
, en
cour
age
and
lobb
y
Key
Par
t-ne
rs in
D
isse
mi-
natin
g an
ti-co
r-ru
ptio
n m
essa
ges
and
ex-
posi
ng
cor-
rupt
ion
Tuto
rs/
Lect
urer
s ar
e ke
y pa
rtner
s in
shap
-in
g co
r-ru
pt fr
ee
jour
nal-
ists
.
Info
rm-
ing
and
per-
suad
ing
Pres
enta
-tio
ns,
Lect
ures
, In
terf
ace
mee
tings
an
d tra
inin
g w
orks
hops
Han
dout
s, le
tters
, br
ande
d t/s
hirts
, C
loth
, w
rist
band
s, pe
ns a
nd
caps
, Tr
aini
ng
man
uals
an
d le
af-
lets
MK
100
mill
ion
Out
put:
Num
ber o
f pre
s-en
tatio
ns m
ade.
Num
ber o
f ant
i-co
rrup
tion
com
-pe
titio
ns d
one.
Num
ber o
f tra
inin
g w
ork-
shop
s con
duct
ed.
Num
ber o
f de-
bate
s con
duct
ed
Out
com
e:
In
-fo
rmed
stud
ent
jour
nalis
ts
C
orru
ptio
n is
-su
es in
clud
ed in
jo
urna
lism
sylla
-bu
s
Im
pact
: O
bjec
tive
repo
rt-in
g on
cor
rupt
ion
issu
es
25
Pro-
gram
me
Com
mu-
nica
tion
Situ
atio
nal
anal
ysis
Prob
lem
be
havi
or
in ta
rget
gr
oup
Beh
avio
ur
to p
rom
ote
(des
ired
ch
ange
)
Targ
et
audi
ence
(p
rim
ary,
se
cond
-ar
y)
Obj
ectiv
esC
omm
u-ni
catio
n st
rate
gies
Act
iviti
esM
essa
ge
area
s
Com
mu-
nica
tion
appr
oach
Mes
sage
ap
peal
Mes
-sa
ge
tone
Cha
nnel
s of
com
mun
ica-
tion
Com
mu-
nica
tion
mat
eria
ls
Avai
l-ab
le r
e-so
urce
sIn
dica
tors
Soci
al
part
ner-
ship
s
Min
istry
of I
nfor
-m
atio
n an
d C
ivic
Ed
ucat
ion,
Tra
in-
ing
Inst
itutio
ns
and
M
edia
H
ouse
s
Inad
equa
te
cove
rage
of
corr
uptio
n is
sues
in c
ur-
ricul
um a
nd
prog
ram
mes
Inco
rpor
ate
com
preh
en-
sive
cor
rup-
tion
issu
es in
cu
rric
ulum
an
d pr
o-gr
amm
es
Prim
ary:
M
inis
try
man
age-
men
t and
M
anag
e-m
ent o
f tra
inin
g in
stitu
tins
Se
cond
-ar
y: M
edia
ho
use
owne
rs
and
thei
r B
oard
s
Influ
ence
tra
inin
g in
stitu
tions
an
d m
edia
ho
uses
to
inco
rpor
ate
corr
up-
tion
issu
es
com
pre-
hens
ivel
y in
thei
r cu
rric
ula
and
pro-
gram
mes
Lobb
ying
Inte
rfac
e m
eetin
gs
Invo
lve-
men
t in
anti-
cor-
rupt
ion
activ
ities
C
onsu
lta-
tions
Com
pre-
hens
ivel
y in
corp
o-ra
te c
or-
rupt
ion
issu
es in
cu
rric
ula
and
pro-
gram
mes
App
eal,
pers
uade
an
d en
cour
-ag
e
Key
Par
t-ne
rs in
cr
eatin
g a
corr
up-
tion
free
so
ciet
y
Pers
ua-
sion
Inte
rfac
e m
eetin
gs,
Wor
ksho
ps
an
d C
onsu
l-ta
tions
Let-
ters
and
br
ande
d pe
ns
MK
20
mill
ion
Out
put:
N
umbe
r of i
n-te
rfac
e m
eetin
gs
cond
ucte
d. N
um-
ber o
f wor
ksho
ps
cond
ucte
d.
26
Annex 2: PED and PR Communication Strategy Review Team
No NAME POSITION1 Mrs. Charity Mphande Director of Public Education (Chairperson)2 Mrs. Egrita Ndala Senior Public Relations Officer3 Mr. Bright Chimatiro Senior Public Education Officer4 Mrs. Agnes Mweta Principal Public Education Officer5 Ms. Catherine Nkhoma Senior Public Education Officer, Coordinator6 Mr. Patrick Thole Senior Public Education Officer7 Mr. Andrew Ussi Senior Public Education Officer, Secretary8 Mr. Jonathan Chisale Public Education Officer9 Mr. Edward Kamvabingu Senior Public Education Officer
For record purposes, the communication strategy review meetings took place at Lake Side Resort in Salima, Chikale Beach in NkhataBay, Linde Motel in Dowa and Hippo View Lodge in Machinga District.
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