This research measured the impact of decentralisation on the promotion of good local governance in the Lilongwe District Assembly. The study explored the condition of local governance by examining the status of the facets that underpin local governance namely participation, transparency and accountability, gender equity and efficiency. It highlighted dilemmas associated with implementing decentralisation in areas where there are no functioning local institutions and where tendencies of centralisation still loom large.

This research measured the impact of decentralisation on the promotion of good local governance in the Lilongwe District Assembly. The study explored the condition of local governance by examining the status of the facets that underpin local governance namely participation, transparency and accountability, gender equity and efficiency. It highlighted dilemmas associated with implementing decentralisation in areas where there are no functioning local institutions and where tendencies of centralisation still loom large.

This study was aimed at assessing the implementation status of the National Decentralisation Policy in Zomba District Council in Malawi given the current situation where the council is operating without ward councilors. It also undertook an exploration of factors affecting the implementation of the National Decentralisation Policy in Zomba District Council and made recommendations which can positively contribute to the effective implementation of the National Decentralisation Policy in Zomba District Council. Using both qualitative and quantitative research design, data for the study was collected using interviews, questionnaires and document analysis. The study found that the implementation of the National Decentralisation Policy in Zomba District Council during the period under study was unsatisfactory. The major challenges to the implementation of the National Decentralisation Policy in Zomba District Council were largely linked to the absence of councilors in the current council setup, violation of legal instruments governing the implementation of the National Decentralisation Policy by the incumbent leadership, lack of political will among the ruling elite to see full implementation of the National Decentralisation Policy, poor performance of structures operating in place of ward and council committees and inadequate finances at the disposal of Zomba District Council. The study concluded that Zomba District Council needed ward councilors to fully implement the National Decentralisation Policy. However the study also observed that it would be impossible to attain the objectives of the decentralization policy if there was no political will on the part of the incumbent leadership to see the National Decentralisation Policy implemented in full at Zomba District Council.

Malawi is divided into three regions, namely: Southern, Central and Northern regions. Each Region has an independent Water Board owned by Government to supply it with portable water. The Constitution of the Republic of Malawi 1994, Chapter 3, Section 13 recognizes public trust and good governance as some of the fundamental principles of National Policy and thereby promised to introduce measures which will guarantee accountability, transparency, personal integrity and financial probity and which by virtue of their effectiveness will strengthen confidence in public institutions. In order to improve service delivery and fulfill the stated constitutional imperatives, the Malawi Government issued the following statement in 2008, one of our cardinal agenda is reform aimed at changing the way things are done in the public service so that it becomes more efficient and responsive to the needs of all Malawians. As a Government we realize that no matter how brilliant plans and development agenda can be, they will be frustrated unless major reforms are initiated and implemented to facilitate required changes to support the development process. Major changes are necessary in values, beliefs, norms, attitudes and mindsets to help create an enabling environment for the effective management of reforms across the public service. We need to move away from the business as usual type of attitude and fully account for time that we are paid for from public funds if we are to join the prosperous nations (National Framework for Public Sector Management Reform, June, 2008).

Decentralization is an approach Malawi government is using to accelerate development. In order to achieve this, local structures like ADCs were instituted to improve community participation and enhance demand driven type of development. This study examined the effectiveness of the ADCs in decentralization. The study was conducted in TAs Chilowoko and Kalumo in Ntchisi district. Both quantitative and qualitative research methods were used. Through random sampling, 97 respondents were interviewed using a household questionnaire. Two focus group discussions and 14 key informant interviews were also done. Analysis of the quantitative data collected was done using Scientific Package for Social Scientists (SPSS) tool while the qualitative data was analyzed manually using common themes that emerged from the findings. The results show that the community members do not commonly know ADCs and that they do not have autonomy to enhance community participation in decision making. ADCs do not have the autonomy to operate as custodians of development. ADCs are also facing many challenges that include lack of operational resources, incentives, transport and political infringement. On the overall, therefore, the study recommends that there is need to create awareness on the existence of the ADCs and other local structures to the community members. Secondly, there is need to review the National Decentralization Policy, Local Government Act and the Guidebook on decentralization in Malawi / Development Studies / M. A. (Development Studies)

Thesis (MA (Public and Development Management))--University of Stellenbosch, 2009. / Internal communication has the potential of improving the ability of local authorities to deliver effective and efficient basic services. Local authorities are the pillar upon which governments rely to champion the decentralisation process which has been widely hailed as enabling service delivery to the communities. The Lilongwe City Assembly recognises the need to address internal communication issues, but have neither carried out any meaningful analysis of its internal communication nor has it developed an internal communication plan or guidelines. The communication audit methodology is relatively unknown in the public sector in Malawi and it is hoped that this study brings to light the advantages of giving organisational communication its deserved role in activities of the public sector. It is hoped that this study would be replicated in the remaining 38 local assemblies with a view to improving service delivery. This study assessed the internal communication of the Assembly as part of a broader perspective of organisational communication. Specifically, it measured the effectiveness of internal communication at the Lilongwe City Assembly. The methodology involved measuring the perceived current and ideal amounts of information in eight fundamental areas of internal communication, namely receiving information from others, sending information to others, action on information sent, channels of communication, communication relationships, communication and work satisfaction, timeliness of information received from key sources and sources of information. Findings from a sample of 186 respondents of the Assembly indicated a great need to receive information and to interact with Assembly management more frequently than what is happening currently. The communication between subordinates and co-workers seems to be satisfactory. However, the majority of respondents expressed the need to engage with Assembly management on a number of key issues, including staff welfare, salaries and benefits. In addition, a concern about the inability of employees to master the English language was cited as reducing the capacity of the Assembly to fully implement its work activities. / cmc2010

Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2005. / Soon after independence in 1964 the Malawi government made an attempt to decentralise some of its activities through the creation of district development committees. However, in practice local-level institutions were not fully operational as the one-party system of government (led by the Malawi Congress Party) tended to manipulate the autonomy and operations of these institutions. Accordingly, there was no manifestation of local participation and representation. The period of one-party rule in Malawi came to an end in 1994 with the introduction of multi-party democracy. The new government revitalised the idea of decentralised governance by passing the Local Government Act of 1998, which saw the establishment of local assemblies. Thus officially Malawi has a very supportive system in relation to citizen participation and representation through decentralised local institutions. However, in practice, there is no clear evidence that this is actually being realised. Consequently, this study was undertaken to examine the role of party politics on local participation and representation. The study was conducted in three district local assemblies of Malawi ...

Decentralization is an approach Malawi government is using to accelerate development. In order to achieve this, local structures like ADCs were instituted to improve community participation and enhance demand driven type of development. This study examined the effectiveness of the ADCs in decentralization. The study was conducted in TAs Chilowoko and Kalumo in Ntchisi district. Both quantitative and qualitative research methods were used. Through random sampling, 97 respondents were interviewed using a household questionnaire. Two focus group discussions and 14 key informant interviews were also done. Analysis of the quantitative data collected was done using Scientific Package for Social Scientists (SPSS) tool while the qualitative data was analyzed manually using common themes that emerged from the findings. The results show that the community members do not commonly know ADCs and that they do not have autonomy to enhance community participation in decision making. ADCs do not have the autonomy to operate as custodians of development. ADCs are also facing many challenges that include lack of operational resources, incentives, transport and political infringement. On the overall, therefore, the study recommends that there is need to create awareness on the existence of the ADCs and other local structures to the community members. Secondly, there is need to review the National Decentralization Policy, Local Government Act and the Guidebook on decentralization in Malawi / Development Studies / M. A. (Development Studies)

Chiefs in Malawi have traditionally been part of the government machinery since colonial days and continue to play a crucial role in development administration even more so in decentralized structures. They are able upon to mobilize communities in rural areas to initiate and implement community development projects with minimal supervision. Malawi Social Action Fund 1 (MASAF 1) project management approach, which centered on community ownership of projects and registered enormous successes, is a case in proof of this. However, distribution of power and roles between chiefs and local government authorities in view of decentralization demand more research and policy debate if chiefs are to be effectively utilized and for the decentralization process to work effectively. Whilst the local authorities derive their power from the control of 5% of revenue collected in the districts, which they are allocated, chiefs derive theirs from the legitimacy they have over their subjects for being in constant touch with the community. / Development Studies / M.A. Social Science (Development Studies)

Chiefs in Malawi have traditionally been part of the government machinery since colonial days and continue to play a crucial role in development administration even more so in decentralized structures. They are able upon to mobilize communities in rural areas to initiate and implement community development projects with minimal supervision. Malawi Social Action Fund 1 (MASAF 1) project management approach, which centered on community ownership of projects and registered enormous successes, is a case in proof of this. However, distribution of power and roles between chiefs and local government authorities in view of decentralization demand more research and policy debate if chiefs are to be effectively utilized and for the decentralization process to work effectively. Whilst the local authorities derive their power from the control of 5% of revenue collected in the districts, which they are allocated, chiefs derive theirs from the legitimacy they have over their subjects for being in constant touch with the community. / Development Studies / M.A. Social Science (Development Studies)