The construction industry in Malawi plays a vital role in developing the infrastructure of the country that is in need of improvement. Thus, in order to improve the quality of infrastructure in Malawi, the construction industry has to perform better than the status quo. The construction industry is characterised by a complex value chain that comprises of clients, consultants, contractors, and material manufacturers, suppliers, financing institutions, knowledge organisations and regulatory authority. This research looks at the relationship between construction value and project success in the Malawian construction industry. A qualitative research method was used for compiling the primary data for the study. Twenty-nine (29) participants were interviewed. These participants represented clients, consultants, contractors and material suppliers. The findings reveal that value creation in Malawi is characterised by lack of harmonised standards and specifications, inconsistent project management practices, existence of non-value adding activities, corrupt practices, lack of a skilled labour force, and lack of commitment to best practices in H&S as well as environmental management. Further, logistical problems affect the supply of construction materials to the country; while an unfavourable economic environment makes pricing of materials a challenge in the country too. Poor communication and limited use of information technology (IT) is very common in the industry and project implementation is also affected by a poor road network, an intermittent power supply, and a lack of cooperation from other service providers. In terms of supply chain structures in use, the research revealed that the traditional procurement method that is based on the lowest bidder / price is the most dominant method in use and very few members of the construction industry are conversant with other procurement methods. The method is also the preferred procurement method used by public sector clients. The performance of the traditional procurement method largely depends on the competence of the project design and supervision team, the adequacy of the documentation, and the capacity of the contractor. However, in most cases the system has failed to perform due to the poor contract management skills of the supervising consultant and the lack of timely guidance from the public sector clients. The findings also revealed that most of the suppliers or subcontractors are engaged on project based relationships, and members of the industry are unwilling to engage in long terms relationships due to mistrust and greed among members of the industry, and also largely due to lack of proper frameworks that can support such relationships. It is therefore recommended that other procurement methods should be explored and the engagement of the lowest price bidders should be discontinued on small and medium scale projects. The criteria for upgrading contractors to higher categories should equally be revisited to eliminate incompetent contractors. The NCIC should take a leading role in harmonising the various standards and specifications in use in the country. Promotion of the usage IT services should be encouraged to facilitate faster information dissemination. Usage of risk management in construction and evaluation and monitoring of projects should be encouraged and benchmark best practices. Finally, the members of the industry should take up the responsibility to take leading entities in the industry to task, if fundamental changes are to take place in the industry.

The study set out to investigate factors influencing the effectiveness of strategic planning processes among local NGOs in Malawi. Employing qualitative methods, the study used the 'levels of complexity' and 'stages of organization development' models to analyze factors influencing the strategic planning process and the roles and responsibilities played by the board, management, donors, consultants and communities respectively in five selected local NGOs. The study revealed that the level of implementation of the strategic plans was low (46%). In comparison, the implementation was lower for organizational capacity building activities as compared to project activities. HIV and AIDS NGOs had higher levels of implementation as compared to their human rights counterparts. The major causes of the low implementation were the local NGOs' inadequate financial independence from donors to respond effectively and autonomously to the needs and priorities of their beneficiaries; and inadequate capacity for the boards, management, donors, consultants and communities to effectively go through the strategic planning process. In order to improve the strategic planning processes among the local NGOs, the study recommends that local NGOs must become less dependent on 'non developmental donor funding' through: • Making themselves and their services more relevant and therefore more needed by both the beneficiaries and the donors, • Developing skills to negotiate with donors for more 'developmental or good quality funding', • Identifying alternative sources of funding while taking care not to be distracted from their core mandate and; • Investing in the 'strategic capacity' of the board, management, donors, consultants and communities to effectively manage the strategic planning process. Finally, the study recommends that in order to ensure effectiveness of the strategic planning processes, literature or theories guiding the strategic planning processes in local NGOs need to provide guidance on the facts that most local NGOs are not financially sustainable, they do not have adequate capacity to effectively manage the strategic planning process and that they often are not accountable to the communities they serve. / Development Studies / D.Litt. et Phil. (Development Studies)

The study set out to investigate factors influencing the effectiveness of strategic planning processes among local NGOs in Malawi. Employing qualitative methods, the study used the 'levels of complexity' and 'stages of organization development' models to analyze factors influencing the strategic planning process and the roles and responsibilities played by the board, management, donors, consultants and communities respectively in five selected local NGOs. The study revealed that the level of implementation of the strategic plans was low (46%). In comparison, the implementation was lower for organizational capacity building activities as compared to project activities. HIV and AIDS NGOs had higher levels of implementation as compared to their human rights counterparts. The major causes of the low implementation were the local NGOs' inadequate financial independence from donors to respond effectively and autonomously to the needs and priorities of their beneficiaries; and inadequate capacity for the boards, management, donors, consultants and communities to effectively go through the strategic planning process. In order to improve the strategic planning processes among the local NGOs, the study recommends that local NGOs must become less dependent on 'non developmental donor funding' through: • Making themselves and their services more relevant and therefore more needed by both the beneficiaries and the donors, • Developing skills to negotiate with donors for more 'developmental or good quality funding', • Identifying alternative sources of funding while taking care not to be distracted from their core mandate and; • Investing in the 'strategic capacity' of the board, management, donors, consultants and communities to effectively manage the strategic planning process. Finally, the study recommends that in order to ensure effectiveness of the strategic planning processes, literature or theories guiding the strategic planning processes in local NGOs need to provide guidance on the facts that most local NGOs are not financially sustainable, they do not have adequate capacity to effectively manage the strategic planning process and that they often are not accountable to the communities they serve. / Development Studies / D.Litt. et Phil. (Development Studies)