MALAWI CONGRESS PARTY

MANIFESTO
2025 - 2030

#
Taking KUPITITSA
Our Development CHITUKUKO CHATHU
Forward PATSOGOLO
 ini a
Mash
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KUPITITSA Taking
CHITUKUKO CHATHU Our Development
PATSOGOLO Forward
INSIDE
THIS MANIFESTO
 TABLE OF CONTENTS

OUR VISION (i)

OUR MISSION (i)
LEADERSHIP PHILOSOPHY (i)

MESSAGE FROM THE PRESIDENT 1

1.0 INTRODUCTION: THE CHOICE BEFORE US 4

2.0 WHAT PRESIDENT CHAKWERA & MCP HAVE DELIVERED SINCE 2020 5
2.1 SERVANT LEADERSHIP 5
2.2 UNITING MALAWIANS 6
2.3 PROSPERING TOGETHER 6
2.4 ENDING CORRUPTION 9
2.5 RULE OF LAW 10

3.0 WHERE PRESIDENT CHAKWERA AND MCP WILL TAKE MALAWI NEXT 16

4.0 FOOD SECURITY: MAKE MALAWI FEED MALAWI 16

4.1 SETTING THE CONTEXT FOR FOOD SECURITY 16

5.0 JOB CREATION: JOBS4ALL-JOBS4LIFE 28

5.1 SETTING THE CONTEXT FOR JOB CREATION 28

6.0 WEALTH CREATION: MULTIPLYING ZIKHWAYA 40

6.1 SETTING THE CONTEXT FOR WEALTH CREATION 40

7.0 GOVERNANCE REFORM: REBOOTING THE SYSTEMS 60

7.1 SETTING THE CONTEXT FOR GOVERNANCE REFORM 60
7.2 CONSTITUTIONAL AND ELECTORAL REFORMS 60
7.3 JUDICIAL AND LEGAL SECTOR REFORMS 61
7.4 STRENGTHENING ACCOUNTABILITY MECHANISMS 61
7.5 ENHANCEMENT OF ANTI-CORRUPTION AND GOVERNANCE MECHANISMS 62
7.6 PUBLIC SECTOR REFORMS AND IMPROVEMENTS 63
7.7 REFORMS IN THE EXECUTIVE BRANCH 65
7.8 DECENTRALIZATION AND COMMUNITY EMPOWERMENT 65
7.9 GENDER EQUALITY AND INCLUSIVE LEADERSHIP 66

8.0 PUBLIC SERVICE DELIVERY: THE CHAKWERA MASTERPLAN 68

8.1 MALAWI: A STRONG SOCIETY 68
8.2 MALAWI: A STRONG ECONOMY 71
8.3 MALAWI: A STRONG DEMOCRACY 74

9.0 OUR APPEAL AND PROMISE 78

ABBREVIATION AND ACRONYMS

ABBREVIATION MEANING
ACB Anti-Corruption Bureau
ADCs Area Development Committees
ADL Airport Development Limited
ADMARC Agricultural Development and Marketing Cooperation
AGCOM Agricultural Commercialization Programme
AIDS Acquired Immunodeficiency Syndrome
AIP Affordable Inputs Programme
AI Artificial Intelligence
ATM+M Agriculture, Tourism, Mining, and Manufacturing
CDF Constituency Development Fund
CMS Case Management System
Covid-19 Coronavirus Disease 2019
CSOs Civil Society Organizations
DODMA Department of Disaster and Management Affairs
DPP Democratic Progressive Party
DDPs District Development Plans
ECD Early Childhood Development
EGENCO Energy Generation Company of Malawi
ETA Electronic Travel Authorization
EU European Union
FDI Foreign Direct Investment
FDA Food and Drug Administration
FUM Farmers Union of Malawi
GDP Gross Domestic Product
GESD Governance to Enable Service Delivery
G2G Government-to-Government
HIV Human Immunodeficiency Virus
ICT Information and Communication Technology
LDC Least Developed Countries
LUANAR Lilongwe University of Agriculture and Natural Resources
MACRA Malawi Communications Regulatory Authority
MAIIC Malawi Agricultural and Industrial Investment Corporation
MAMICO Malawi Mining Company
MBS Malawi Bureau of Standards
MCP Malawi Congress Party
MDC MDC Holdings
MDAs Ministries, Departments, and Agencies
MDF Malawi Defence Force
MERA Malawi Energy Regulatory Authority
MFIs Microfinance Institutions
MIAC Malawi International Arbitration Centre
ABBREVIATION AND ACRONYMS

ABBREVIATION MEANING
MIP-1 Malawi Implementation Plan
MRA Malawi Revenue Authority
MUBAS Malawi University of Business and Applied Sciences
MVAC Malawi Vulnerability Assessment
Mzuni Mzuzu University
NAHEC National Arts and Heritage Council
NASFAM National Association of Smallholder Farmers of Malawi
NEEF National Economic Empowerment Fund
NFRA National Food Reserve Agency
NGO Non-Governmental Organization
NHSF National Health Services Fund
NIDF National Infrastructure Development Fund
NIS National Intelligence Service
NRB National Registration Bureau
NYC National Youth Council
NYCOM National Youth Council of Malawi
NYS National Youth Service
ODPOP Act Office of the Director of Public Prosecutions Act
OPC Office of the President and Cabinet
OPEC Fund OPEC Fund
OVOP One Village One Product
PPP Public-Private Partnerships
SAATM Single African Air Transport Market
SADC Southern African Development Community
SEZs Special Economic Zones
SGR Strategic Grain Reserves
SME Small and Medium Enterprises
SOEs State-Owned Enterprises
SPC Secretary to the President
SUPER HI-5 Servant Leadership, Uniting Malawians, Prospering Together, Ending Corruption, and Rule of Law
SVTP Shire Valley Transformation Programme
TAZARA Tanzania Zambia Railway
TEVET Technical, Entrepreneurial and Vocational Education and Training
UN United Nations
UNAIDS Joint United Nations Programme on HIV/AIDS
UNCTAD United Nations Commission for Trade and Development
UniPod University Innovation Pod
VDCs Village Development Committees
VIP Ventilated Improved Pit Latrine
WASH Water, Sanitation and Hygiene
WHO World Health Organisation
YIF Youth Innovation Fund
 Our Vision:
A New
Our Malawi
Vision, A NEW MALAWI that is a strong society capable
of defining its own identity, feeding itself,

Mission,
developing its own human capital, protecting
its most vulnerable, and being resilient in the
face of adversity;

Leadership A NEW MALAWI that is a strong economy

capable of creating productive industries

Philosophy
in strategic sectors with sustainable and
diversified opportunities for decent work and
shared prosperity for every citizen;

A NEW MALAWI that is a strong democracy

capable of upholding the rule of law through
functional public institutions that safeguard
the rights of citizens, respect their collective will,
and protect the sovereignty of their State.

Leadership Our
Philosophy Mission
MCP’s leadership pholosophy is the CHAKWERA To serve the people of Malawi and take their
SUPER Hi-5, a commitment to exemplifying development forward by acting in their interest
and fostering a culture of Servant Leadership, through excellence in public service delivery,
Uniting Malawians, Prospering Together, Ending public resource management, and public
Corruption, and Rule of Law. sector governance across all sectors.
 HIS EXCELLENCY
DR. LAZARUS McCARTHY CHAKWERA
PRESIDENT MALWI CONGRESS PARTY & PRESIDENT OF THE REPUBLIC OF MALAWI
WWW.CHAKWERA2025.MW MCP MANIFESTO: 2025 - 2030

MESSAGE FROM
THE PRESIDENT
Fellow Malawians, I would like to thank you most sincerely for trusting me to be your President, which has
been an incredible honour. Since June, 2020 when we started this journey together to build a new Malawi
we have experienced a lot together - both painful and joyous moments. On the painful side we have had
to contend with multiple threats to our shared dream of building an inclusively wealthy, industrialized, and
self-reliant upper middle-income nation as stipulated in the Malawi 2063 vision.

First, we were hit by the Covid-19 pandemic in 2020 whose negative effects continue to this day; we were
hit by tropical storms Ana and Gombe in 2022, which affected close to 1 million people and led to loss of
lives, livelihoods, and infrastructure. That same year, the Russia-Ukraine war broke out triggering dramatic
global price increases, especially for essential commodities like food, fertilizer and fuel. That war and its
devastating effects on our economy continue to this day. As if that year was not painful enough, Malawi
witnessed the worst cholera outbreak in its history, which affected and killed thousands of Malawians in
every district in the country. We did not know that the worst was yet to come because in the first quarter
of 2023, we were hit by Cyclone Freddy, which was the worst climate related event in our history, it killed
thousands of people, left over half a million Malawians homeless, and affected over 2 million people through
destruction of crops, businesses and infrastructure that will take decades and cost trillions to restore. In
2024, flash floods and prolonged droughts related to El nino conditions destroyed food crops in 23 districts
leaving 5.7 million Malawians facing hunger.

The impact of these disasters on Malawi’s economy and your living conditions, as Malawians, has been
excruciating. Our farmers have felt the pain of rising fertilizer prices, loss of their crops, livestock and loss
of access to markets as a result of destruction to infrastructure and global supply-chain disruptions. Our
women have lost businesses due to rising cost of imported merchandise, which they sell. Our youth have felt
deep levels of despair because of unemployment occasioned by disruptions to businesses and markets.
Our civil servants have struggled to keep up with the rising cost of living to meet their daily needs. Workers in
all sectors of the economy have struggled to make ends meet, to pay bills, and care for their families. There
is no household or citizen that has not felt the pain or paid the cost of living in an economy that has suffered
these unprecedented calamities, which have required me to declare a State of Disaster every year since I
took office. As such, we were already a nation in pain from these assaults, when we lost our beloved Vice
President, Dr. Saulos Klaus Chilima and 8 other Malawians in a tragic plane crash; a moment in our journey
together that felt like the end of our dreams and hopes.

If it was not for the grace of God, combined with both your resilience as Malawians and your hard work in
all sectors of our economy where we have rolled out programmes and projects, our nation would have
collapsed and I would not have delivered any of the things I promised. That grace, resilience, and hard work
are what have made it possible for my Government to deliver the kind of progress that should not even have
been possible. For instance we should not have been able to build infrastructure such as roads, rail, ports,
bridges, schools, hospitals and health centres, offices, water projects, stadia and other public buildings and
houses for security agencies, but we did. We should not have been able to deliver the MK55 billion, which
has improved service delivery by Local Councils demonstrated by delivery of new projects such as new
markets, bus depots, stadia, classrooms, public toilets, water points and other projects that have to improve
the lives of Malawians living in rural areas, but, through the Governance to Enable Service Delivery (GESD), we
did. We should not have been able to deliver new infrastructure for transport, education, health, water and
sanitation, security needs in every constituency, but through the increase of the Constituency Development
Fund (CDF) from MK30 million prior to my administration to MK230 million during my administration, but we
did. We should not have increased access to electricity for Malawians from 11% to 25%, but we did. We should

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not have been able to create 275,000 new businesses through the disbursement of MK250 billion in loans
to mostly youth and women, but, through the National Economic Empowerment Fund (NEEF), we did. We
should not have been able to remain united and peaceful, as a nation, but, through our active engagement
with various stakeholders, such as religious leaders, traditional leaders, civil society organizations (CSOs),
development partners, and others, we did. We should not have been able to create over 2.4 million formal
jobs that have put to work 30% of the previously unemployed youth, but through ATM+M investments,
construction projects, NEEF funded enterprises, we did. We should not have been able to regain donor and
investor confidence or restore cordial relations with neighbouring countries and the global community, but
through reforms in macro-economic management, governance institutions and economic diplomacy, we
did.

These achievements and many others outlined in this manifesto have been a fulfilment of the pledges I
made under the SUPER HI-5 agenda namely, Servant Leadership, Uniting Malawians, Prospering Together,
Ending Corruption and Rule of Law. They serve as a solid foundation on which you and I will build the pillars of
a better and prosperous Malawi for all by 2030. For this reason, this manifesto is both a report of how far we
have come on the journey against all odds and an invitation on the journey that lies ahead to finish what we
started. It will be a journey guided by and building on the aspirations of the Malawi 2063 vision, the ATM+M
strategy, the SUPER HI-5 achievements of the 2020 Manifesto, and the philosophy of a capable Democratic
Developmental State. The upcoming election is not a choice between who can prevent economic pains
arising from global disruptions and climate disasters that cause price hikes and economic slowdowns. No
one has the power to do that. Rather, the upcoming election is a choice about who is able to remain steady,
inspire unity, provide hope and deliver progress in our development when disaster strikes. Having co me
this far on our journey together, this manifesto is my humble appeal for us to stay the course by taking our
development forward until we finish what we started, under my steady and focused leadership.

DR. LAZARUS McCARTHY CHAKWERA

PRESIDENT OF THE MALAWI CONGRESS PARTY AND PRESIDENT OF THE REPUBLIC OF MALAWI
LILONGWE, MALAWI
19th JULY, 2025

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1.0
INTRODUCTION:
THE CHOICE
Diversifying The Economy Through Mining

BEFORE US
rights, and violated the country’s constitution
through the rigging of elections and displays
of executive arrogance and defiance towards
oversight bodies like the judiciary, legislature, Office
of the Ombudsman, the Anti-Corruption Bureau. As
a result of these vices, which still prevail in the DPP
The September 2025 Elections are a defining and its unstable leaders, the favourable conditions
moment for us as nation to make a fundamental for economic progress that existed when they were
choice between the steady leadership that will in power were squandered.
take us forward and the unstable leadership that
will take us backwards. That choice will shape By contrast, under the most difficult circumstances
the country’s political, economic and social and unfavourable conditions, President Chakwera
development trajectory for generations to come. has provided steady and focused leadership
Our offer to Malawians is the continuation of the to the country demonstrating civility, calmness,
steady, focused, inspiring, and forward-looking pragmatism, honesty, humility, and accountability
leadership of President Chakwera, a stark contrast which has helped to effectively weather the
to the unstable leadership of failed past regimes storms. He never wavered, remained steady, and
under parties driven by greed, retribution, tribalism, shepherded the country with a great sense of
dishonesty and impunity that set the country on the purpose and unity, ignoring petty fights and political
path of becoming a failed state. mudslinging to focus on cushioning Malawians from
the vagaries of disasters and bringing development
The trail of destruction that the Democratic to the people.
Progressive Party (DPP) and its offshoots left are
self-evident. They distorted and manipulated key For these reasons, another term of office for
macroeconomic fundamentals for selfish ends; President Chakwera is the best choice Malawians
falsified progress while concentrating wealth can make to build on the strong foundation he
in the hands of a few; tribalized employment has laid for Malawi’s transformation going forward.
opportunities in the public sector; institutionalized That foundation includes numerous achievements
and systematized bribery, fraud and corruption he has registered under the SUPER HI-5 agenda,
without consequences for culprits; politicized the a foundation on which his second term will be
state apparatus by capturing public institutions built. Accordingly, as a servant who has always
through appointees that promoted selfish personal been accountable to the Malawian people who
interests over national interests; presided over a elected him, an honest report of the foundational
reign of terror that cannibalized law enforcement developments he has delivered in his first terms
agencies, hunted down persons with albinism and under the SUPER HI-5 is hereby presented.
cracked down on the enjoyment of fundamental

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PRESERVING
FUNDAMENTAL
RIGHTS
Upholding Human Rights for People with Albinism
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2.0
WHAT PRESIDENT Key achievements for which President Chakwera
deserves the vote of every well-meaning Malawian

CHAKWERA &
as outlined below are a testament to his commitment
to the SUPER HI-5 as an anchor to his governance
philosophy. These achievements underlie President

MCP HAVE Chakwera’s commitment to servant leadership,

uniting Malawians, prospering together, ending

DELIVERED SINCE corruption and respecting the rule of law. The SUPER
HI-5 remains an anchor for President Chakwera’s

2020
governing philosophy within the framework of
a capable Democratic Developmental State.
Foundational SUPER HI-5 achievements in the
1st term of President Chakwera’s administration
include the following:

2.1 SERVANT LEADERSHIP

1.1 SERVANT LEADERSHIP

a) He has continued and completed decorum to the Presidency despite facing
hundreds of development projects false and slanderous accusations.
initiated by predecessors, including the d) He has gone to the communities affected
completion of the Thyolo District Council by natural disasters like Cyclone Freddy to
Offices that had been left at less than 15% offer comfort and hope.
and the Blantyre Police Station that had e) He has distributed emergency maize to 5
been left at less than 5%. million Malawians whose maize fields were
b) He has appeared before Parliament destroyed by drought.
regularly to answer questions more than f) He has saved thousands from Cholera
any President in history. by leading a campaign that ended the
c) He has restored decency, dignity, and nationwide outbreak in 2 weeks.

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g) He has refused to be a stay-at-home ceremonies, interfaces with the youth,

President, choosing instead to engage teachers, health professionals, and social
Malawians and hear their concerns entrepreneurs, and by availing himself to
directly by touring all regions and districts both traditional and new media, including
of the country, including Likoma Island, and being the first sitting Head of State to
gracing all major cultural and religious appear on podcasts to hear directly from
ceremonies in the country. the people he was elected to serve.
h) He has embodied the philosophy of a j) He has championed service to country
listening Government by meeting regularly by promoting role models of patriotism
with and receiving counsel from Malawi’s through initiatives like the Zikomo
community leaders, including interfaces Presidential Awards, Women’s Voices 4
with the Public Affairs Committee, Chakwera, and Chakwera Classroom
interfaces with the Catholic Conference Heroes.
of Bishops, interfaces with the CCAP k) He has raised over K500,000,000 through
General Synod, interfaces with leaders of the Presidential Golf Charity Initiative and
the Muslim community, interfaces with donated the funds to needy University
Rastafarians, and interfaces with all six students and vulnerable communities
Paramount Chiefs. affected by natural disasters.
i) He has transformed the State House from l) He has reduced presidential powers by
the President’s house to the People’s repealing laws that his predecessors
house by opening up the State Residences kept in place and that criminalized insults
to the public through the hosting of press against the President, thus subjecting
briefings, town-hall meetings, banquets, himself to greater public scrutiny.

1.22.2 UNITING
UNITING MALAWIANS
MALAWIANS
a) He has championed the Malawi 2063
Vision as a unifying blueprint for Malawi’s scale this effort up across the country
development and made it a legal to strengthen the social cohesion and
requirement for political party Manifestos communal.
to align with its pillars and enablers. d) He has treated Former Presidents with
b) He has restored Malawi’s relations with dignity and respect, including visiting
neighboring countries and standing on Former President Arthur Peter Mutharika,
the world stage. ending the political witch-hunt against
c) He has begun constructing houses for Former President Bakili Muluzi, and ending
some Traditional Leaders, and plans to the political exile of Former President
Joyce Banda.

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e) He has established the Malawi Peace the use of national tragedies, national
Commission to address political, religious, events, and national assets for political
and tribal conflicts that threaten to divide divisiveness, even going as far as banning
Malawians. political party followers from crowding the
f) He has rallied Malawians to unite in support apron of the airport during his arrivals and
of our nation’s flag-carriers, including the departures.
Malawi Queens, the Flames, the Scorchers, i) He has led Malawians by example
the Region 5 Games Malawi Athletes, the in respecting all the country’s tribes
Chawinga Sisters, Tay-Grin, and Giddes and religions by gracing the religious
Chalamanda. ceremonies of Islam, the Catholic Church,
g) He has challenged Malawians to unite the Presbyterian Church, the Seventh-Day
in mourning the passing of prominent Adventist Church, Pentecostal Churches,
Malawians who had served Malawi in their and the cultural ceremonies of Lomwes,
lifetime, leading by example either through the Yaos, the Ngonis, the Tumbukas,
public expressions of condolences or by among others.
according them a State funeral regardless j) He has established Umodzi Day as an
of political differences. annual occasion when Malawians come
h) He has consistently been the unifying voice together to celebrate their rich and diverse
of reason in times of crisis and confusion, culture and national identity.
and has regularly spoken out against

1.32.3
PROSPERING
PROSPERING
TOGETHER
TOGETHER

a) He has transformed Malawi’s Capital City disbursed to-date and a total of over
with a new face, modernizing the network 30,000 beneficiary, surpassing the
to the city’s neglected roads, including the number of beneficiaries under previous
six-lane Chilima Highway that is the first Administration four-fold.
of its kind in Malawi, and the Crossroads- c) He has walked the talk on investing in the
Kanengo dual carriageway. human capital development of Malawian
b) He has raised student loans for tuition youth, completing the de-linking of
fees from less than K200,000 to K650,000 Universities to improve access to and
per student per annum; raised student enhance specialization in higher learning;
upkeep loans to K560,000 per student per launching the construction of 34 Schools
annum, with a total of K64,000,000,000 of Excellence; the construction of the

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Entrepreneurs Training and Incubation Malawian children to lead poisoning, and

Centre and Library at Mzuzu University; has made two-thirds of all manufacturers
the establishment of the e-Campus at in Malawi commit to going lead-free.
the Lilongwe University of Agriculture and g) He has facilitated the establishment
Natural Resources; the Clinical Research of over a dozen mega-farms through
Excellence and Training Open Resource the Mega-Farms Support Unit to
(CREATOR) facility at Kamuzu University of ensure that Malawian farming is on a
Health Sciences (KUHeS); the construction commercialization trajectory that will
of the University Innovation Pod (UniPod) create wealth for farmers.
and Nanjiri campus ODeL buildings at h) He has made dozens of historic
Malawi University of Business and Applied appointments of women to key positions,
Sciences (MUBAS). including Cabinet, the Speaker of
d) He has embarked on the ambitious Parliament, Justices of the Supreme Court,
development of over 600 infrastructure Judges of the High Court, Magistrates,
projects across the country, turning Malawi Ambassadors, Secretary to Cabinet and
into a construction site, including major Principal Secretaries, Boards, and other
works on the M1 that had been neglected statutory bodies like the Ombudsman, the
for three decades; the Champhira and Anti-Corruption Bureau, the Human Rights
Msaka Water Supply Systems project to Commission, the Financial Intelligence
benefit over 140,000 households in Mzimba; Authority.
the Fish Feed Mill in Mzuzu to give fishing i) He has provided K250,000,000,000
communities access to cheaper feed; the in finance to over 275,000 people for
Mzuzu Civic Office Complex to house all the business through the National Economic
workers of the Mzuzu City Council under Empowerment Fund (NEEF).
one roof for ease of access by the public; j) He has facilitated the disbursement of
the Blantyre Roads Network that includes K209,000,000,000 in Mtukula Pakhomo
roads in Sunny Side, Namiwawa, Chilobwe, social cash transfers to support over a
Kamba, Chichiri, Chinyonga, New Lands, million Malawians in 340,000 vulnerable
Manje, and Makhetha-Machinjiri- households nationwide.
Ndirande, to ease the movement of traffic k) He has disbursed K8,200,000,000 in
in Blantyre; the 20MW Battery Energy business loans to thousands of faith
Storage System (BESS) project in Lilongwe leaders through the Faith Leaders
for the conservation of power and the Empowerment Fund to sustain the
stabilization of the national grid; the livelihoods of clergy who serve Malawians
upgrading of Makhuwira Health Centre sacrificially everyday.
into a Community Hospital in Chikwawa; l) He has successfully negotiated great
the Osiyana Health Centre to replace the prices for tobacco and pigeon pea
Makhanga Health Centre that was washed farmers who were previously robbed of
away by floods in East Bank, Nsanje; the their produce by unscrupulous traders
Mlooka Solar-Powered Irrigation Scheme preying on the desperation of the poor.
in Zomba; the upgrading of the Monkey m) He has provided support to 3,700,000
Bay – Cape Maclear Carriageway; the smallholder farmers under the Affordable
Mangoch District Council Chamber and Inputs Programme (AIP), four times the
Finance Building; the upgrading of Zomba number of beneficiaries under the Farm
Community Ground to a 20,000-seater Inputs Subsidy Programme (FISP) during
Zomba Stadium; the reconstruction of the the DPP Administration.
Benga-Nkhotakota-Dwangwa M5 Road. n) He has facilitated the provision of over
e) He has revived Malawi’s rail system K12,500,000,000 in finance to farmers for
which was abandoned by previous commercialization.
Administrations, enabling Malawians in o) He has secured our nation’s stake in the
Lilongwe to see the arrival of a train for the Accord for a Healthier World, through
first time in over 20 years and in Nsanje for which Malawi will access critical medicines
the first time in over 40 years. at a discounted cost in partnership with
f) He has reduced the number of brands that Pfizer Pharmaceuticals and the Gates
contain lead paint in Malawi by 50% in his Foundation.
fight to eliminate the exposure of 3,000,000

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p) He has increased electricity access from abuse of funding to the National AIDS
11% to 25%, stabilized electricity generation Commission, and has since fast-tracked
and significantly reduced the daily Malawi’s progress in the fight against
blackouts that crippled the economy in HIV and AIDS so that Malawi has already
the DPP-era. reached the 95-95-95 cascade target for
q) He has completed 92% of the Testing, Treatment, and Suppression that
Mozambique-Malawi Interconnection the UNAIDS set to be achieved by 2030 five
Project that he launched with Former years ahead of schedule.
President Nyusi, and has secured funding ab) He has completed Phase II of the
for the commencement of the 350MW construction of Zomba Stadium, and is
Mpatamanga Hydroelectric Power Project. on course to complete the construction
r) He has constructed over 100 houses for of several stadia around the country,
persons with albinism. including in Mzimba (60%), Mwanza (95%),
s) He has increased development funding Thyolo (65%), among others.
for each constituency from K30,000,000 ac) He has established the Youth Innovation
under the DPP-era to K220,000,000, a Fund (YIF), with an initial roll out of
7-fold increase. K2,000,000,000 being disbursed to
t) He has gazetted an SME Order to reserve young people to acquire digital literacy,
the supply of various categories of goods entrepreneurship, technical and soft skills.
and services for indigenous Malawians. ad) He has provided bursaries for 44,604
u) He has gazetted a Restriction Order to end youths in Secondary Schools across the
the importation of various agricultural and country.
other commodities that can be sourced ae) He has provided nutrition assistance for
from Malawians locally. child-headed families, lactating mothers,
v) He has brought dozens of new investors the elderly, and persons with disabilities,
to Malawi by focusing on economic who are often forgotten in times of scarcity.
diplomacy in his foreign trips and af) He has completed the development of the
diplomatic appointments, including One-Go-Border-Post at the Mchinji and
German investors who have committed to Dedza Borders to facilitate the ease of
developing new vessels to operate on Lake movement for people and goods, thereby
Malawi. increasing trade between Malawi and
w) He has established the National Youth its neighbors, and has commenced the
Service that has trained hundreds of development of the One-Go-Border-Post
youths in marketable skills for income in Karonga to boost trade with Tanzania
generation and East Africa.
x) He has restored donor confidence and ag) He has significantly brought down the cost
direct budgetary support for Malawi’s of data services in Malawi, achieving one
development after a 10-year absence, of the cheapest data rates in the world,
leading to his successful hosting of the where Malawi ranks 29th globally.
first ever Malawi-EU Investment Forum, ah) He has promoted thousands of public
the Economist Investment Summit, the servants, including police officers, teachers,
52nd Global Fund Board Meeting, and the soldiers, and District Commissioners who
Malawi Partners Conference in New York. had served Malawians for years without
y) He has completed the construction of 1,852 any recognition.
classrooms and 293 sanitation blocks. ai) He has ended the DPP era of tensions with
z) He has completed the construction of neighbouring countries and irrelevance
200 Health Posts across the country, thus on the world stage, using his mastery in
taking the country closer to its target of international diplomacy to heal relations
900 Health Posts to achieve Universal between Malawi and its neighbours —
Health Coverage that guarantees a Health Mozambique, Tanzania, Zambia, and
Post within a 5km radius. Zimbabwe; shining the world’s spotlight on
aa) He has ended Malawi’s suspension from and goodwill towards Malawi by warmly
the Global Fund as a result of the DPP’s hosting world leaders in our beautiful

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country, including State and Working Visits (TEVETA); a K5,000,000,000 profit for
by the leaders of Iceland, Mozambique, Malawi Communications Regulatory
Botswana, Zimbabwe, Tanzania, South Authority (MACRA); a K5,000,000,000
Korea, United Arab Emirates, India, profit for Malawi Bureau of Standards
Namibia, and Liberia; and boldly assuming (MBS); a K9,000,000,000 profit for Energy
leadership on the world stage, including Generation Company of Malawi (EGENCO),
being Chair the Southern African just to name a few, resources which are
Development Community (SADC) and now being deployed to meet the needs of
Chair of the Least Developed Countries Malawians.
(LDC) group at the United Nations; and am) He has completed the construction of the
confidently engaging in bilateral talks National Cancer Treatment Centre, with
abroad with the Presidents Biden of the the capacity to treat 3,000 adult patients
United States, Xi of the People’s Republic and 250 children every month, thus saving
of China, Mohammed bi Zayed of the lives and the time and money Malawians
United Arab Emirates, Kenyatta and Ruto were spending in search of cancer
of Kenya, El-Sisi of Egypt, Steinmeier of treatments abroad.
Germany, Kagame of Rwanda, Nyusi of an) He has signed 62 Money Bills for the
Mozambique, late Magufuli and Suluhu deployment of funds towards the
of Tanzania, Ramaphosa of South Africa, socioeconomic development of critical
Lourenço of Angola, Mbasogo of Equatorial and strategic parts Malawi, including the
Guinea, Mnangagwa of Zimbabwe, Masisi following seminal ones:
of Botswana, Tshisekedi of the Democratic
Republic of Congo, Buhari of Nigeria, late
o African Development Fund
Lungu and Hakainde of Zambia, Bio of
Authorization for investment in
Sierra Leone, and late Pope Francis of
the Tourism sector.
Vatican City, among others, all of which
o OPEC Fund Authorization for
has ensured that Malawi’s linkages to the
diversifying Agriculture.
global economy are vibrant.
o OPEC Fund Authorization for
aj) He has contributed to Malawi’s regional
Dowa Water Project.
economic integration by fostering regional
o European Investment Bank Loan
peace and security through Malawi’s brave
Authorization for works on the M1.
participation in peace-keeping missions
o World Bank Authorization for
in the Democratic Republic of Congo.
projects under Governance to
ak) He has established and capitalized the
Enable Service Delivery (GESD).
Minerals and Mining Reguratory Authority
o World Bank Authorization for
and the Malawi Mining Company to
Phase 2 of the Shire Valley
safeguard the stake of Malawians in the
Transformation Project.
mineral riches in the country, thus laying
o OPEC Fund Authorization for
the foundation for his plan to capitalize
the construction of the Benga-
a National Sovereign Fund through
Nkhotakota-Dwangwa M5 Road.
which Malawi will wean itself from donor
o African Development Fund
dependency and achieve economic and
Authorization for Water and
developmental sovereignty.
Sanitation services in Rumphi.
al) He has turned a number of state-owned
o Saudi Fund Authorization for
enterprises that were making losses as
the rehabilitation of Mangochi-
a result of being hallowed out by corrupt
Makanjira Road.
operatives of the DPP regime into profitable
o OPEC Fund Authorization for
companies, including a K15,000,000,000
the rehabilitation of Mangochi-
profit for Airport Development Limited
Makanjira Road.
(ADL); a K3,000,000,000 profit for
o World Bank Fund Authorization
Technical, Entrepreneurial, and Vocational
for the development of
Education and Training Authority
Mpatamanga Hydro Power Plant.

TAKING OUR DEVELOPMENT FORWARD 10

WWW.CHAKWERA2025.MW MCP MANIFESTO: 2025 - 2030

2.4 ENDING CORRUPTION

1.4 ENDING CORRUPTION

a) He appointed Ms. Martha Chizuma to being used to fund party activities.

head, energize, and depoliticize the Anti- j) He has established the Financial Crimes
Corruption Bureau (ACB) in the face of Court to fast-track the prosecution of
great opposition. corruption and fraud cases.
b) He ended the practice of Presidential k) He conducted a forensic audit of the
interference in the independent operations Reserve Bank of Malawi to expose and end
of the ACB. years of misreporting of macroeconomic
c) He ordered the immediate release of data, falsification of key macroeconomic
the ACB Director-General when she was indicators, and abuse of office.
unlawfully arrested. l) He has reorganized and restructured the
d) He has fulfilled his promise to increase Accountant General’s office to purge it of
funding to the ACB, from an allocation of corrupt and fraudulent elements.
K3,558,500,000 when the DPP lost power to m) He has changed Malawi’s procurement
allocations of K5,282,837,000 in 2020/2021, and disposal of assets law to close
K4,373,058,000 in 2021/2022, K7,147,520,000 procurement loopholes used for corrupt
in 2022/2023, K6,668,001,000 in 2023/2024, procurement deals.
and K9,159,273,000 in 2024/2035. n) He has ended the corruption-riddled
e) He has safeguarded the ACB’s open-tender system for procuring fertilizer
independence from foreign interference and fuel and established a Government-
by having Government fully fund the ACB’s to-Government arrangement that offers
budget, thus ending the previous practice Government value for money and does
of having the ACB run on donor funding. not defraud taxpayers.
f) He has significantly increased the number o) He has given testimony to the ACB
of staff at the ACB to intensify investigations regarding corruption activities in the
against corruption. public sector, the first sitting president to
g) He has amended the Corrupt Practices do so.
Act by removing the legal requirement p) He has promoted the fight against
for the ACB to seek the Director of Public corruption in all public institutions by
Prosecution’s approval to initiate court hosting the Anti-Corruption Conference
cases. and signing the Pledge against corruption.
h) He withdrew all delegated duties and q) He has secured Malawi’s qualification for
powers from Senior Officials charged with membership in the Open Government
corruption, regardless of the seniority of Partnership by opening up the operations
their position, and either suspended or of public institutions to scrutiny by Civil
fired those found in the wrong. Society Organizations and international
i) He ended the DPP era practice of public bodies.
money in Parastatals like Waterboards, r) He has issued an Executive Order for the
Malawi Revenue Authority, and others regulation of forex to address fraudulent
black market dealings.

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2.5 RULE OF LAW

1.5 RULE OF LAW
a) He has ended the inhumane and receives from the public.
cannibalistic killing of persons with l) He has complied with the Public Officers
albinism. (Declaration of Assets, Liabilities, and
b) He has commenced the construction of Business Interests) Act by ensuring that he
over 4000 houses for security agencies. and all Senior Officials of his government
c) He has recruited over 6000 police officers, declare their assets every year.
thus increasing the number of officers by m) He has ensured that the Malawi Human
30%. Rights Commission has the resources
d) He has completed the construction of the required for maintaining Malawi’s A-rating
Commercial Division of the High Court. on the International Human Rights Index.
e) He has established the Malawi International n) He has appointed and sworn in Judges
Arbitration Centre (MIAC) for the legal to the High Court and Justices to the
settlement of international disputes. Supreme Court to increase Malawians’
f) He has secured China’s commitment to access to justice.
finance the construction of the Judicial o) He has established the NIS Complaints
Headquarters in Lilongwe, whose perimeter Tribunal to address abuses against
fence has already been constructed. Malawians by the National Intelligence
g) He has strengthened the capacity and Service.
independence of regulatory bodies like p) He has ensured that the Malawi Electoral
MACRA, MRA, MERA, Ombudsman, Malawi Commission is fully funded to end its
Police Service. dependence on foreign donations
h) He has ordered the inspection of various that compromised its constitutional
industries to end incidents of illegal independence.
hoarding of goods and abuse of workers. q) He has signed into law 110 pieces
i) He has resisted public pressure to of legislation to correct decades of
abuse the powers of his office and lawlessness in multiple sectors, including
practice mob justice against anyone the following landmark bills that
based on unsubstantiated social media cement President Chakwera’s legacy
propaganda and unlawful smear of strengthening the rule of law for
campaigns, thus fulfilling his Oath of generations to come:
Office to “do right to all manner of people o Energy Regulation Amendment
according to law without fear or favour, Act
affection or ill will.” o Judicial Service Administration
j) He has complied with the 60:40 quota Act
required by the Gender Equality Act in o Insurance Act
public appointments. o Financial Services Amendment
k) He has complied with the Political Parties Act
Act by ensuring that the Malawi Congress o Value Added Tax Amendment
Party accounts for its usage of the funds it Act

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WWW.CHAKWERA2025.MW MCP MANIFESTO: 2025 - 2030

o Courts Amendment Act o Micro, Small, and Medium

o Copyright Amendment Act Enterprises Act
o Public Procurement and Disposal o National Arts and Heritage Act
of Assets Act o Mines and Minerals Act
o Presidential, Parliamentary, Local o Disaster Risk Management Act
Elections Act o Roads Authority Act
o Companies, Registration and o Public Roads Act
Intellectual Property Centre Act o Pension Act
o Supreme Court of Appeal o Fertilizer Act
Amendment Act o Gaming and Lotteries Act
o Financial Crimes Amendment Act o Corrupt Practices Amendment
o Prisons Act Act
o Penal Code Amendment Act o Public-Private Partnership Act
o Sugarcane Industry Act o NGO Amendment Act
o Mental Health Act o Seed Act
o Construction Industry Act o Peace and Unity Act
o Tourism Act o Land Act
o Property Valuation Act o Parliamentary Service Act
o Older Persons Act o Revenue Appeals Tribunal Act
o Real Estate Management Act o Labour Relations Amendment Act
o Irrigation Act o Political Parties Amendment Act

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MCP MANIFESTO: 2025 - 2030 WWW.CHAKWERA2025.MW

PRESIDENT
CHAKWERA’S 100 5
1ST TERM Abandoned Projects Appearances Before
Completed Parliament to Answer
Questions

AT A GLANCE
1000KM K64 BILLION 10 1.9 MILLION
Of Road Worked On in Student Loans Disbursed, New Public University Private Sector
Reaching 30,000+ Facilities Completed or Jobs Created
Under Construction
Beneficiaries, an increase
of Over 300%

1 MILLION 41 Years 50% 12

Malawians Given of Waiting For Of Lead-Contaminated Mega Farms
Access to Clean Rail Transport Products Removed from Established
Water Ended the Market

K250 BILLION 340,000 3.7 MILLION K12.5 BILLION

NEEF Loans Disbursed Vulnerable Households Smallholder Farmers Disbursed to Commercial
And 275,000 Businesses Supported with Mtukula Reached with AIP Fertilizer Farmers
Created Pakhomo Cash Transfers
worth
K209 BILLION

3 MILLION 140 600% K2 BILLION

People Newly Connected Houses Built For Persons Increase in Constituency Youth Innovation
To Magetsi. With Albinism Development Fund Fund Launched

1850+ 200 44,600 5000

Classroom Blocks Health Posts Secondary School Students Public Service Promotions
Constructed Completed Given Bursaries Effected

K40 BILLION 100 K34 BILLION

In Profits for State National CANCER Centre Bills Signed Into Law In Funding For the
Companies That Used to Built Anti-Corruption Bureau
Only Make Losses

Amended the Law to Removed Official Construction of

Secured Malawi's
End the ACB's Need for
Permission to Prosecute
Duties From Each
Person Charged with
Qualification for Membership
In the Open Government
4000+
Corruption Cases Corruption Houses for Security
Partnership by Meeting OGP
Agencies Underway.
International Requirements
for Transparency

60:40 Data Costs Reduced,

Making Malawi the 29th
Funding for
Judicial Complex
Funding for
Makanjira Road
Gender Ratio Required by Cheapest Rates Secured Secured
Law in Public Appointments In the World
Complied With.

TAKING OUR DEVELOPMENT FORWARD 14

MTUKULA
PAKHOMO
Social cash transfers to support over a million Malawians in
340,000 vulnerable households nationwide
WWW.CHAKWERA2025.MW MCP MANIFESTO: 2025 - 2030

Dr. Lazarus McCarthy Chakwera with His Highness Sheikh Mohamed bin Zayed Al Nahyan, President of the United Arab
Emirates and Ruler of Abu Dhabi.

Dr. Lazarus McCarthy Chakwera with His Excellency Xi Dr. Lazarus McCarthy Chakwera addressing the UN Gernal
Jinping, President of the People’s Republic of China. Assembley.

Dr. Lazarus McCarthy Chakwera with Her Excellency Samia

Suluhu Hassan, President of Tanzani.

Dr. Lazarus McCarthy Chakwera with Pope Francis, Jorge

Mario Bergoglio, 266th Pope of the Catholic Church.

Dr. Lazarus McCarthy Chakwera with His Excellency Paul His Excellency the State President receiving a memorabilia
Kagame, President of Rwanda. guitar from reggae icon, Burning Spear, at Kamuzu Palace.

17 TAKING OUR DEVELOPMENT FORWARD

MCP MANIFESTO: 2025 - 2030 CHAKWERA’S GALLERY
WWW.CHAKWERA2025.MW

President Chakwera salutes new cadets Dr Chakwera receives rupturous applause from football fans at Bingu
at Armed Forces College, Salima. National Stadium during one of the football national team matches.

Dr Chakwera celebrating with the women national football The President honoured with a jersey by women football
team, Scorchers, after their triumph at the COSAFA Cup stalwarts and sisters, Temwa and Tabitha Chawinga.

FIT AS A FIDDLE: President Chakwera takes an energetic stroll in Blantyre Central Business District enroute to Sanjika
Palace.

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3.0
WHERE
PRESIDENT
CHAKWERA AND
MCP WILL TAKE
MALAWI NEXT
Building on these achievements, President
Chakwera seeks a second term of office to further
propel Malawi’s development momentum forward.
The future that President Chakwera and Malawi
Congress Party seek to build in the next five years
is built on a solid foundation that has four enduring
layers, namely a focus on the Malawi 2063 Vision, in
particular the Malawi Implementation Plan (MIP-1)
that runs until 2030; a resolve to execute the ATM+M
Strategy that focuses on boosting production and
value-addition in the sectors of Agriculture, Tourism,
Mining, and Manufacturing; a commitment to build
on the aforementioned SUPER Hi-5 achievements of
our 2020 Manifesto; and our unwavering belief in the
philosophy of a capable Democratic Developmental
State that compels us to intervene in strategic areas
of our economy. Our approach to governance and
our priorities in the management of the economy
in the next five years will build on this four-layer
foundation, and what we offer to build on this
foundation until 2030 are five pillars that will unlock
unprecedented prosperity for all Malawians. The five
pillars we will build and deliver are Food Security,
Job Creation, Wealth Creation, Service Delivery,
and Governance Reform.

TAKING OUR DEVELOPMENT FORWARD 20

4.0
FOOD
SECURITY:
MAKE MALAWI
FEED MALAWI
MCP MANIFESTO: 2025 - 2030 WWW.CHAKWERA2025.MW

4.1
SETTING THE
CONTEXT FOR
FOOD SECURITY
The MCP led government has laid a strong between 1994 and 2020. This has resulted in over 4
foundation for sustainable food security for all. million Malawians facing food insecurity annually
During the last five years, the government continued not from scarcity, but from broken systems and
to implement the Affordable Input Programme (AIP) billions of kwachas spent on food imports and
while at the same time reforming it to make it more emergency relief. The MCP government believes
effective. In addition, the government intensified that the Make Malawi Feed Malawi Campaign
efforts to commercialize the agricultural sector can change all this following the bold leadership
principally through the MK600 billion Agricultural demonstrated in reforming the agricultural sector
Commercialization Programme (AGCOM) and rolled during the last five years as a national movement
out the Mega Farm Initiative to expand agricultural for self-reliance, pride, and prosperity driven by
productivity for both domestic consumption and our farmers, our technology, and our political will.
export markets. However, the country’s progress in Through this campaign, the commitment of the next
attaining food security has been undermined by MCP government is to achieve a food sovereign
a combination of natural disasters and external Malawi by 2030 whereby every household has
contingencies such as Covid-19 and the Russia- nutritious food year-round; every farmer has the
Ukraine War. Successive bouts of cyclones tools to succeed from seed to market; no child goes
punctuated by flash floods and prolonged dry to bed hungry; and no mother walks miles in search
spells, negatively affected the productivity of the of food. The focal policy areas of our Make Malawi
agricultural sector while the Russia-Ukraine War Feed Malawi Campaign shall include the following:
triggered dramatic price increase in the prices
of essential inputs, especially fertilizer, making it a) Affordable fertilizer and affordable input
unaffordable for the majority of the farmers. programme.
b) Strategic management of national food
Building on the strong foundation that has been reserve and strategic grain banks.
created, and recognizing that food security still c) Intensification of climate-smart agriculture
remains a challenge for the majority of Malawians and irrigation.
due to worsening climate change, the legacy of d) Promotion of large-scale commercial
inappropriate agricultural policies by the regimes farming and agri-business support.
post 1994, and the increasingly challenging e) Introduction of village-based food security
economic environment, the MCP government programmes.
commits itself to implementing practical, bold f) Strengthening agricultural cooperatives
and people-centred policies and strategies that and market access.
will provide Malawians with immediate relief and g) Enacting food security legislation and
guarantee long-term sustainability. governance.
h) Promoting fisheries and livestock
All the critical focus areas identified for achieving development.
food security in the country will be brought together i) Promoting “Proudly Malawian” food
in the “Make Malawi Feed Malawi Campaign”. The labelling.
MCP government believes that hunger has grown j) Promoting agricultural innovation and
not because we lack land, water, or willing hands, home-grown solutions.
but because we lacked bold leadership and action

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WWW.CHAKWERA2025.MW MCP MANIFESTO: 2025 - 2030

k) Engage the private sector, NGOs and e) Enter into a strategic partnership with input
donor partners in a collective food security suppliers to ensure timely delivery of farm
agenda. inputs as a stop-gap or complementary
l) Investing in research and technology in measure to the G2G fertilizer procurement
institutions of higher learning. initiative.
m) Offer the Nkhokwe Tax Discount in
exchange for donations of excess food. f) Introduce targeted subsidies for farmers
n) Public messaging about the Make Malawi based on land size and needs anchored by
Feed Malawi Campaign a robust production strategy targeting a
diversified range of crops such as legumes,
Through these strategies, we believe Malawi will rice and even other cash crops.
achieve zero hunger, boost farmers’ incomes, and
create thousands of jobs in the agricultural sector. g) Ensure that extension and veterinary
services for both crop and livestock
production are widely accessible to
4.1.1
1.1.1 AFFORDABLE INPUTS PROGRAMME farmers including new climate resilient
(AIP) technologies through the revival of the
Ministry of Agriculture’s research facilities
The MCP government realizes that fertilizer is a across the country.
critical ingredient for agricultural productivity in
Malawi. In addition to ensuring that the right kind h) Increase the number of extension workers
of fertilizer is available for various agroecological to 10,000 in the next 5-10 years to ensure
zones across the country, the MCP government that our farmers are adequately served
is committed to making farm inputs, especially with extension services to drive the
fertilizer, affordable and accessible to all through the agricultural transformation agenda.
open market and the AIP, which will be continuously
improved and reformed to increase its efficiency i) Ensure that all extension workers reside
and effectiveness. The key policy strategies shall in their respective areas of duty within
include the following: the Extension Planning Areas (EPAs) and
provide them with the necessary tools to
a) Expedite the procurement of fertilizer enable them work effectively, including
through Government to Government housing, transport, demonstration plots,
(G2G) agreements to make it available among others.
at affordable prices for rain-fed as well as
irrigation farming throughout the year.

b) Continue with the implementation of AIP 4.1.2

1.1.2 NATIONAL FOOD RESERVE AND
while continually improving and reforming STRATEGIC GRAIN BANKS
it to maximize efficiency and effectiveness
including working on its exit strategy linked
The MCP government will ensure that Malawi
to the provision of affordable agricultural
maintains adequate food in its Strategic Grain
loans through the National Economic
Reserves (SGR) to guarantee availability even in
Empowerment Fund (NEEF).
tough seasons, reducing hunger and famine. As a
pioneer of the SGR, the MCP government will further
c) Accelerate the establishment of a fertilizer
consolidate the reform efforts targeted at the
manufacturing plant in the country to
National Food Reserve Agency (NFRA) to ensure that
lower its cost and ensure that it is widely
available within the next three to five years its operations guarantee food availability, national
of the next MCP administration. and household food security at all times. The
reforms that the MCP government is implementing
d) Promote the use of organic fertilizers shall guarantee food security and national stability.
alongside inorganic ones to reduce The reforms will ensure that the reserves act as a
overreliance on the expensive imported buffer stock against market failures, supply grains
fertilizers. during times of crisis, and help stabilize prices. The

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main policy measures that the MCP government disasters and two severe droughts since 2010. The
will take to consolidate these reforms include the World Bank estimates that climate change could
following: reduce Malawi’s Gross Domestic Product (GDP) by
3-9% by 2030 and push 2 million more Malawians
a) Expand and modernize Agricultural into poverty within the next decade. Moreover, as
Development and Marketing Cooperation high as 90% of Malawians rely exclusively on rain-fed
(ADMARC) and National Food Reserve agriculture, which is heavily impacted by floods and
Agency (NFRA) storage facilities with
droughts. The MCP government takes the threats
climate-resilient designs.
posed by climate change seriously underlined by
its commitment to the finalization and enactment
b) Strengthen the ability of ADMARC and NFRA
of the climate change policy framework and the
to stockpile over 200,000 metric tons of
maize and other grain staples at any given Disaster Risk Reduction legislative framework. The
time to ensure national food security. MCP government is committed to securing Malawi’s
future by transforming agriculture through climate
c) Create community grain banks in every smart irrigation, protecting our natural resources,
district to store food to reduce post-harvest and empowering communities with tools and
losses, ensure efficiency and effectiveness knowledge to thrive in a changing climate. The MCP
in food access, marketing and distribution government commits to undertake the following:
during times of need.
a) Accelerate the rehabilitation and
establishment of new irrigation facilities
d) Work with institutions such as Farmers
across the country targeting to reduce the
Union of Malawi (FUM), the National
proportion of Malawians relying exclusively
Association of Smallholder Farmers
on rain-fed agriculture from 90% currently
of Malawi (NASFAM), and others to
to 60% within the next five years.
encourage a culture of cooperative
farming building on the irrigation schemes b) Provide affordable solar-powered water
that the government is either rehabilitating pumps to smallholder farmers individually
or building across the country as well or as cooperatives to enhance their
as collective storage to minimize post- productivity capacity.
harvest losses estimated at 35%.
c) Promote drought tolerant and fast-
growing crops such as castor oil, drought
e) Link food reserves management with the
tolerant maize varieties, Nerica Upland
Malawi Vulnerability Assessment (MVAC)
rice, legumes, finger millet, sorghum suited
forecasts and early warning systems.
to Malawi’s climate through revamping
the Ministry of Agriculture’s research and
f) Integrate the Agricultural
technology infrastructure.
Commercialization (AGCOM) project to
reserve supply chains with commercial d) Invest in reforestation, agro-forestry and
farming efforts. conservation agriculture to restore soil
fertility especially among smallholder
g) Continue ensuring fair producer prices so farmers.
that farmers can benefit from their hard
e) Establish a National Climate and Irrigation
work.
Fund to leverage donor and private capital
to promote climate friendly technologies
and farming.

f) Empower Malawians to take part in

4.1.3
1.1.3 CLIMATE-SMART AGRICULTURE
climate and water solutions by integrating
AND IRRIGATION EXPANSION
climate education in school curricula and
adult training and agricultural research for
It is no longer debatable; climate change is essentially climate resilient seeds and techniques.
an existential threat to the long-term viability of the
g) Conserve the country’s natural resources
Malawi state with potential serious consequences
and biodiversity, which will also optimise
including economic losses, food insecurity and
the potential benefits from the carbon
increased poverty. Malawi has experienced 16
markets.
major floods, a rainfall-related landslide, five storm

TAKING OUR DEVELOPMENT FORWARD 24

MEGA FARM
INITIATIVE
Expanding agricultural productivity for both domestic
consumption and export markets
WWW.CHAKWERA2025.MW MCP MANIFESTO: 2025 - 2030

4.1.4
1.1.4 LARGE SCALE COMMERCIAL c) Continue to engage companies such as
FARMING AND AGRIBUSINESS Illovo and Salima Sugar, other private
sector players such as Press Agriculture,
Through the Mega Farm Initiative and other related Pyxus Agriculture and other partners such
initiatives, the MCP government is reviving large- as institutions of higher learning (LUANAR,
scale commercial farming coupled with the requisite Mzuni), prison services and Malawi
agribusiness support for it to flourish. Large-scale Defence Forces in contract commercial
farming is designed to increase agricultural production to produce dedicated tonnage
production, productivity and commercialization through winter cropping to ensure ready
as well as to contribute to urbanization and availability of maize.
industrialization. It creates jobs, boosts the economy
and attracts youth into farming. The other initiatives d) Expedite the transformation of NEEF into
that are being implemented include: MK20 billion an agricultural bank to provide loans to
financing from NFRA targeting commercial farmers farmers at an affordable cost for both micro
with 20 hectares or more; MK20 billion financing and macro-production, industrialization of
from ADMARC targeting farmers with a minimum the agricultural sector, and marketing of
of 5 hectares or ready to do irrigation; MK30 billion the agricultural produce.
NEEF financing for medium-scale farmers desiring
to transition into commercial agriculture; and MK e) Ensure that all facilities under the Mega
600 billion AGCOM targeting those farmers with Farm Initiative, namely: off-taker linkages;
ambition to mechanize their farming. The MCP farm mechanisation; supplementary
government’s ambition is to ensure that large-scale irrigation; affordable input; farm
commercial farming accounts for between 25% and management; youth incubation; and
50% of Malawi’s growth targets by the year 2030. policy are fully operationalized to make
large scale farming viable.
MCP’s commitment to large-scale farming is a
Malawi where no one goes to bed hungry, where f) Train youth and women in agribusiness
the youth are employed in thriving modern farms, and modern farming techniques for
and where we export what we grow and not our them to fully benefit from the large-scale
jobs. With large-scale, well-managed farms, agricultural revolution.
the MCP government believes that we can stop
relying on imports and grow what we eat right g) Develop small-scale processing plants in
here at home. With viable agribusiness support, all districts across the country for products
the MCP government is committed to reducing like maize flour, cooking oil, peanut butter,
poverty, empowering women and youth while also tomato sauce, dhal (from pigeon peas) to
fostering innovation and technology adoption in the reduce food imports, enhance disposable
agricultural sector. A well-fed, working Malawi is a income, nutritional value and create jobs
strong Malawi. Key policy priorities to achieve this for local communities.
vision shall include the following:

a) In partnership with the private sector,

continue to establish and support 4.1.5
1.1.5 VILLAGE BASED FOOD SECURITY
commercial farming estates in every PROGRAMMES
region across the country for large-scale
food production. The MCP government is determined to move Malawi
to zero hunger within the next five years. The next
b) Offer tax incentives and funding MCP government will introduce village-based food
opportunities for agribusiness investors to security programmes that shall ensure that every
enhance its catalytic role in improving food village can feed itself, no child sleeps hungry, no
security, strengthening rural economies, family fears drought, and no community is left
driving economic growth and contributing behind. Through these programmes, the MCP
to sustainable practices. government shall ensure that local farmers are
empowered with the right tools, knowledge and

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support so that Malawi grows from its roots, not just 4.1.6
1.1.6 STRENGTHENING AGRICULTURAL
from its cities. Village food security programmes COOPERATIVES AND MARKET
are crucial because they directly address hunger ACCESS
and malnutrition, improve health, and contribute
to overall social and economic stability. Under The MCP government is committed to improving and
this initiative, every Malawian village will have transforming the welfare of farmers as it subscribes
the power, the tools and the support to feed itself to agriculture as the economic heartbeat of the
because food security is national security. The MCP country. For the last five years, the MCP government
government believes that every Malawian has the has worked hard to raise prices of farm produce
right to affordable, nutritious food and that begins after years of neglect of our hardworking farmers
in the village. With access to good seeds, fertilizers struggling with low and exploitative prices and
and extension workers, village farmers can feed the limited market access. Building on these ongoing
nation and build wealth in their communities. To efforts and buoyed by our initial success, the next
end the cycle of hunger through the village-based MCP government is committed to empowering
food security programmes, the MCP government farmers by promoting vibrant cooperatives
commits to do the following: and guaranteeing market access. Functional
cooperatives play a crucial role in market access for
a) Establish and support village-level farmers, particularly smallholder farmers, enabling
irrigation schemes using solar powered
them to collectively pool resources, negotiate
pumps and gravity fed systems.
better prices, and access to larger markets. The
MCP government strongly believes that its time to
b) Expand backyard garden initiatives with
shift from subsistence to surplus, from isolation to
training and starter packs working with
NGOs already promoting this initiative. collaboration to ensure fair markets, better markets
and improved incomes for farmers. Key policy
c) Establish Smart Villages which will have priorities for the MCP government shall include the
village-based demonstration farms to following:
showcase modern, climate-smart farming
across the country. a) Promote professionalization of
cooperatives through capacity building
d) Construct community grain banks in and training focusing on such areas
food insecure areas, managed by local as financial management, marketing,
committees with appropriate local leadership, and conflict resolution.
government oversight and technical
backstopping.
b) Improve cooperatives’ access to finance
through innovative solutions such as
e) Create youth for food programmes
microfinance, cooperative banks, and
combining farming with entrepreneurship
and agri-tech. government backed credit schemes.

f) Establish Village Food Security Committees c) Encourage financial institutions to develop

under traditional leaders and village heads tailored financial products for cooperatives
to oversee annual food production and such as group loans or credit guarantees.
storage planning.
d) Encourage cooperatives to engage
g) Integrate food security targets in Area in value-addition activities such as
Development Committees (ADCs) and processing, packaging, and branding
District Councils across the country. to increase their competitiveness and
capture a larger share of the value chain.
h) Publicly publish district food security
reports to provide transparency and
e) Provide policy support to cooperatives
competition as an integral part of
in areas such as land tenure, access to
accelerating efforts to ensure that every
finance, market regulation and trade.
Malawian is adequately fed.

f) Promote partnerships and collaboration

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between cooperatives, the private sector i) Ensure that ADMARC markets start buying
and development partners to scale up the produce early during the crop harvest time
impact of cooperatives. since now it has the capacity to dry grain
in its warehouses.
g) Invest in rural storage, processing and
transport infrastructure to cut post- j) Ensure strict adherence to minimum farm-
harvest losses and market access. gate produce prices published by the
Ministry of Agriculture.
h) Ensure that farmers receive real-time
market data, weather updates, and
mobile access to market prices for them
to make informed decisions and reduce
exploitation.

Restructuring ADMARC as a Market for Inputs and Produce

The Chakwera administration is reforming ADMARC to boost its functionality as a market both
for inputs and produce after 26 years of neglect, disinvestment and near collapse. The reforms
implemented in the last five years have effectively stabilized the operations of ADMARC making
it ready to perform its core mandates which include the following: provide readily available
markets for smallholder farmers for all agricultural commodities and farm implements;
contribute to the implementation of government agricultural policies such as food security and
stabilization of the agricultural commodities and services; and contribute to macroeconomic
development through the marketing of agricultural commodities, products and services and
value addition to agricultural produce for both local and export markets.

Through these reforms, the Chakwera administration is recapitalizing ADMARC to the tune
of MK3.3 trillion to guarantee financial sustainability, operational efficiency, increased value
addition, market expansion, enhanced stakeholder engagement, human resource performance
and administrative efficiency. The goal of the MCP government is to ensure that ADMRC reclaims
its position as a leader in agricultural production, marketing and value addition serving not
only as a commercial company but also as a trusted partner to the farming community and
a cornerstone in Malawi’s economic development. More specifically, ADMARC will venture into
crop production and contract farming with mega farmers on specific crops; value addition
and agro-processing of agricultural commodities; agricultural commodities and inputs
trading ensuring availability of markets and export of commodities; and adoption of digital
transformation to ensure efficient and effective operations.

Under the leadership of President Chakwera, ADMARC intends to invest in the following value
addition facilities: maize flour milling factory; pre-packaging factory for rice, groundnuts and
dry beans; rice colour sort machine for rice for both export and local market; commissioning
of the 2 dhal factories in Liwonde and Luchenza that have been idle since 2017; cornflakes
making machine to process maize into cornflakes; soya pieces making machine; groundnut
sheller to enable ADMARC to buy unshelled groundnuts from farmers; cassava flour processing
plant (4Mt/hr); biomass pellets making machine; multi seed oil expeller; peanut butter and
confectionary production factory; and maize drying machines which will enable ADMARC to
buy maize and other grains soon after harvest thereby reducing post-harvest losses.

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1.1.7
4.1.7 NUTRITION PROGRAMMES FOR community-based education to promote
SCHOOLS AND VULNERABLE smart, sustainable nutrition habits across
GROUPS all age groups.

The MCP government takes nutrition programmes f) Expand and protect access to essential
for schools as a critical entry point for a viable and healthcare, quality education, and safe
robust social protection system in the country. water for all, especially vulnerable groups.
During the last five years, the MCP government has
fully embraced social protection reorienting the g) Scale-up targeted cash transfers to
policy framework from labelling it social support to combat child poverty and malnutrition
social protection. The MCP government believes that across the country.
as Malawi confronts escalating vulnerabilities from
climate change, economic instability, and persistent h) Ensure that women and youth have tools to
poverty, there is need to adopt comprehensive thrive not just to survive through targeted
policies to strengthen its social protection system. skills programmes, financial inclusion, and
It further recognizes that a nation’s strength lies safety nets.
not only in its resources but in how it uplifts the
vulnerable amongst its people. i) Implement policies that ensure that
persons with disabilities, including persons
The MCP government is committed to propagating with albinism live with dignity, free from
a Malawi which is resilient and where social safety- discrimination and economic exclusion.
nets are strong, inclusive, and proactive thereby
breaking the cycle of poverty and shielding families j) Invest in systems that protect livelihoods
from shocks. Our commitment to social protection is before crises hit and not after including
not charity; it is justice as we believe that a protected introducing elderly pension in conformity
people are a productive people. Consequently, the with the newly Older People Pension Act.
MCP government sees nutrition not as an expense,
but an investment in Malawi’s future as a critical k) Allocate sufficient budget to the
lever for human capital development as expressed Department of Disaster and Management
in Malawi 2063 Vision. MCP’s key policy priorities Affairs (DODMA) to procure and distribute
shall include the following: maize to the most vulnerable households
and communities across the country.
a) Provide hot, nutritious meals in every public
primary school boosting attendance, l) Rachet the operational agility of DODMA by
performance, and health within the next strategically prepositioning food supplies
five years. in high risk areas to ensure prompt
response when disaster strikes.
b) Expand food and nutrition assistance for
child-headed families, lactating mothers,
the elderly, and persons with disabilities,
those often forgotten in times of scarcity. 4.1.8
1.1.8 FOOD SECURITY LEGISLATION AND
GOVERNANCE
c) Source school and community meals from
Malawian farmers, especially women and The MCP government considers food security
youth to stimulate local economies while legislation and governance a priority because
feeding our people. the problem of enduring hunger in Malawi is not
entirely a failure of nature but also a failure of policy,
d) End chronic nutrition in most affected planning and political will. The MCP government
districts through fortified foods, early is committed to end this cycle of vulnerability
childhood feeding programmes and by establishing a legally binding food security
aggressive malnutrition screening by 2030. framework that ensures access to affordable,
nutritious food for every Malawian regardless of
e) Invest in public campaigns and income, location or season. We are also committed

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to ensuring government prioritizes agriculture, food f) Establish Local Food Security Committees
reserves, and rural livelihoods in national planning to monitor household food access, enforce
and resilience to climate change, droughts, floods, rights, flag local shortages, and participate
and price shocks through early warning systems in budget planning and feedback loops
and strategic grain reserves. and stability.

Food security legislation and governance are g) Create an independent Food Security
crucial because they ensure stable and accessible Ombudsman (FSO) office within the
food supply, which is essential for health, economic framework of the National Food Security
and political stability. They establish the rules Council to investigate fraud and rights
and standards for food production, processing, violations in food security matters.
distribution, and consumption, ensuring that
everyone has access to the food they need. These h) Enact Special Food Crops Act to guide
culminate in a stable and equitable food system in production, management and marketing
which food security is not dependent on chance, but of food crops in pursuit of food security for
guided by a strategic mix of institutions, regulations every Malawian at all times.
and systematic interventions. The underlying belief
of the MCP government is that when we guarantee
food for every Malawian, we unlock the full potential
of the nation. The policy priorities in food security 4.1.9
1.1.9 FISHERIES AND LIVESTOCK
legislation and governance shall include the DEVELOPMENT
following:
Even though the fisheries and livestock sectors are
a) Better policy coordination between and underdeveloped, they play a critical role to the
among key institutions such as the Ministry country’s economic development, which the MCP
of Agriculture, NFRA, ADMARC and the government believes has to be fully exploited to
National Food Security Council to ensure power and drive Malawi’s development revolution
seamless implementation of government as envisioned in the Malawi 2063 Vision. Over 2
programmes designed to address food million Malawians depend directly on fishing for
insecurity challenges. their income, food and livelihoods, and fish provides
over 40% of Malawi’s dietary animal protein.
b) Establish a National Food Security Council Consequently, the MCP government believes that
mandated to coordinate and oversee Malawi’s lakes, rivers, and fish dams hold the key
grain stock levels, food responses, food to a new blue economy that can feed Malawians,
pricing, food distribution and nutrition empower the youth and earn forex. Livestock is key
programmes within the next five years. to food security, income generation, soil fertility, and
resilience against climate shocks. The paradox is
c) Integrate food security targets in the that while 70% of the rural households keep livestock,
Malawi 2063 Vision, annual budgets, its contribution to the country’s GDP is estimated at
District Development Plans (DDPs) and about 3%. Yet, the global demand for meat, milk
Public Sector Investment Programmes. and animal products is rising, which means Malawi
is missing out on this opportunity by still importing
d) Root out any form of corruption from a wide range of animal products into the country.
procurement, subsidy programmes Moreover, livestock is more than just animals; it
and grain reserves coupled with strict is wealth in motion; nutrition in hooves; and hope
enforcement of sanctions provided for in for tomorrow. This is in sync with MCP’s belief that
the law. livestock is the backbone of rural prosperity and
it is therefore committed to working tirelessly to
e) Make Strategic Grain Reserves unleash its full potential. The key policy priorities in
management transparent and the fisheries and livestock sectors shall include the
accountable by defining minimum and following:
maximum stock levels, procurement
procedures, and release criteria.

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Fisheries Sector f) Invest in research to develop new

technologies and practices, and provide
a) Work with communities to enforce extension services to farmers.
regulations against the use of illegal
fishing gear and prevent the destruction of g) Establish a Livestock Development Fund
breeding grounds. offering microloans, grants, and insurance
tailored for small-scale livestock farmers.
b) Encourage fish farming in both ponds and
cages to diversify income streams and h) Promote livestock integration with crop
reduce pressure on wild fish. farming to improve soil fertility and
resilience.
c) Implement a fisheries strategy that
focuses on sustainable management of i) Introduce a National Livestock Disease
both capture fisheries and aquaculture Surveillance System with real time tracking
to improve food security, livelihoods and of outbreaks.
economic growth.
j) Introduce rural mobile vet clinics to reach
d) Support communities in adapting to even remote areas across the country
climate-smart fishing practices and
adapting to changing weather patterns. k) Recruit and deploy more veterinary
professionals and animal health
e) Encourage fish processing and packaging technicians in every EPA.
to increase the value of fish products.
l) Enforce strict regulation of veterinary
f) Rehabilitate wetlands and spawning services to ensure that farmers are
grounds through community-based protected from the proliferation of
conservation. unqualified personnel offering these
services.
g) Promote research on fish biology, fisheries
management, and climate change.

Livestock Sector

a) Rehabilitate and restock livestock

multiplication centres to ensure consistent
supply of quality breeding stocks for
farmers.

b) Rehabilitate dipping tanks and promote

strategic dipping programmes to combat
diseases.

c) Support the processing and value-adding

of livestock products to increase income.

d) Ensure that veterinary services are readily

available and affordable to farmers.

e) Invest in roads, storage facilities, and

other infrastructure to support livestock
production and marketing.

TAKING OUR DEVELOPMENT FORWARD 32

5.0
JOB CREATION:
JOBS4ALL-
JOBS4LIFE
MCP MANIFESTO: 2025 - 2030 WWW.CHAKWERA2025.MW

5.1
SETTING THE
CONTEXT FOR
JOB CREATION
Using the 2019 employment figures as a baseline, 5.1.1
1.1.1 INVESTMENT IN EDUCATION AND
the MCP government has delivered on its one
million job promise in the 2020 electoral campaign. SKILLS DEVELOPMENT
The Chakwera administration has created over
2,408,634 formal jobs in various key sectors of the Education and skills are crucial for an economy’s
economy1. While a strong and solid foundation has long-term growth and development as they build
been created for sustainable job creation, the MCP human capital, boost workforce productivity
government remains concerned with the high levels and foster innovation. The MCP government
of unemployment, particularly among the youth. will prioritize investing in education and skills
Working with the private sector, the MCP government development in agriculture, tourism, mining and
commits to adopt practical, high impact strategies manufacturing (ATM+M) as sectors that have
that stimulate investment, entrepreneurship and been particularly singled out as primary drivers of
skills development. Malawi’s fundamental structural transformation.
The MCP government is committed to improving the
The next MCP government’s drive to create jobs capabilities particularly of the youth to engage in
for Malawians shall be anchored by the Jobs4Life ATM+M through strategic investments in education
concept that represents an unprecedented reform, skills development, and entrepreneurship.
commitment to long-term, sustainable job The Chakwera administration believes that
creation. This concept will transform Malawi’s investing in education and skills development
employment landscape by creating an enabling is a fundamental investment in the future of an
economic environment where every Malawian, economy as it not only benefits individuals, but also
regardless of background, has access to dignified contributes to broader society well-being and long-
and lasting work opportunities. Central to this vision term economic prosperity. Key policy priorities shall
is a strategic shift toward deeper private sector include the following:
engagement, with government not only facilitating
business growth but also co-investing in strategic a) Undertake a comprehensive audit of the
industries such as mining and agro-processing ATM+M sectors to identify and forecast
through the establishment of national entities like the human resource requirements to
the Malawi Mining Company (MAMICO) and the power Malawi’s fundamental structural
MDC Holdings (MDC). transformation so as to plan for the
requisite investment in the appropriate
The MCP government’s goal is to ensure that job education and skills.
creation is not seasonal or reactive, but systemic
and future-proof, laying the foundation for Malawi b) Prioritize industry responsive education as
to transition into a wealthy, self-reliant, and inclusive a cornerstone for the job creation agenda
middle-income economy in alignment with Malawi through regular labour market trend
2063 Vision. The key policy focus areas shall include analysis to align the needs of the strategic
the following: investing in education and skills sectors specifically and to labour market
development; boosting agriculture and agro- generally.
processing; expanding infrastructure development;
promoting industrialization and manufacturing; c) Invest in robust research and development,
supporting Small and Medium Enterprises (SMEs) particularly in the ATM+M sector, and
and youth entrepreneurship; expanding technical collaborate closely with the private sector
and vocational training; strengthening digital to ensure that academic programmes
economy and remote work; attracting foreign direct align with market demands.
investment; investing in green jobs and climate
smart initiatives; and institutional development of
d) Create and expand training programmes
the Ministry of Labour.
that equip individuals with skills demanded
by the ATM+M sectors including vocational
training and apprenticeships.

1Statistics from the Ministry of Labour

1

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e) Establish strong partnerships between and horticultural products to create

educational institutions and business employment opportunities in rural areas.
to ensure curricula align with industry
needs and provide practical learning d) Provide financial and tax incentives to
opportunities. encourage the establishment of agro-
processing facilities, especially in rural
f) Introduce new courses and programs areas.
tailored to the emerging mining sector,
positioning young people to seize e) Foster partnership between the private
opportunities in what is poised to become sector, agricultural producers, and agro-
Malawi’s next major growth industry. processing businesses to strengthen value
chains and create opportunities.
g) Integrate entrepreneurial skills and
knowledge into educational programmes f) Support the growth of SMEs through
to encourage individuals to start their own access to finance, technical assistance
business. and market linkages.

h) Promote the idea that learning is a g) Develop training programmes that equip
lifelong process, encouraging individuals individuals with the skills needed for
to continuously update their skills and agro-processing including quality control,
knowledge. packaging and storage.

i) Partner with private companies to develop h) Support youth led agricultural and agro-
training programmes, providing practical processing enterprises through access to
experience and industry insights. finance, land and technical assistance.

i) Promote gender equality in agriculture and

agro-processing by ensuring equal access
to land, resources and opportunities for
5.1.2
1.1.2 BOOSTING AGRICULTURE AND women.
AGRO-PROCESSING

The MCP government is committed to boosting

agriculture and agro-processing to catalyze job
creation, especially since agriculture employs over 5.1.3
1.1.3 EXPANDING INFRASTRUCTURE
70% of the population. Transforming agriculture DEVELOPMENT
into a commercial and value-adding sector shall
create millions of jobs through direct employment
The next Chakwera administration shall, building
opportunities for farmers, agricultural workers
on the success of the first term of office, launch a
and those involved in related services like farming
national infrastructure push that will put Malawians
equipment maintenance and farm input supply
to work, building the Malawi that we all desire
while agro-processing creates additional jobs
and deserve. The MCP government believes that
in manufacturing, packaging and distribution.
infrastructure is not just a developmental goal;
Moreover, the agricultural sector has a multiplier
it is a job creation engine since every road built,
effect, creating jobs in related industries such as
every bridge raised, every power line installed is a
logistics, transportation, and trade. The commitment
job created, a life changed, and a future secured.
of the Chakwera administration is to turn every
Infrastructure development directly generates
harvest into a job, every farm into a business and
jobs for workers, while indirectly, investments in
every rural area into a hub of opportunity. It is about
infrastructure such as roads and utilities boost
growing better, adding value and building wealth
related sectors like agriculture, tourism, mining,
that stays in the communities. Specific policy
manufacturing, transportation and energy
initiatives shall include the following:
leading to further job creation. In the long-term,
infrastructure development enhances productivity,
a) Support smallholder farmers with financing, improves competitiveness, and facilitates trade,
irrigation systems and modern farming ultimately supporting sustainable economic growth
techniques to increase productivity. and job creation. Key policy strategies that the next
MCP government shall deploy include the following:
b) Encourage local processing of crops like
maize, tea and sugarcane to add value a) Use large-scale infrastructure projects
and create factory jobs. such as roads, bridges, public transport
systems, and digital networks to create
c) Promote the cultivation of labour thousands of jobs using local labour and
intensive crops, such as fruits, vegetables, local materials wherever possible.

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b) Promote urban renewal and affordable decent paying jobs. The commitment of the next
housing projects as an integral part of the MCP government is to build a Malawi that produces,
urbanization agenda as stipulated in the competes and employs. Key strategies shall include
Malawi 2063 Vision creating employment the following:
for thousands in construction, brick
making, and related industries. a) Prioritize infrastructure projects that
directly support industrialization such as
c) Prioritize youth employment in public roads, railways, ports, and energy grids.
works through training and guaranteed
placements in infrastructure projects b) Create a predictable and stable regulatory
across the country. environment that encourages investment.

d) Develop rural infrastructure to open up c) Accelerate the operationalization of

markets, reduce transport costs, link industrial parks with tax incentives for
farmers and small businesses to economic investors in manufacturing.
opportunities.
d) Revive the cotton and textile industry to
e) Establish public-private partnerships create factory jobs, especially for women
that unlock investment in energy, water, and youth.
housing, transport with job quotas for local
workers.
e) Incentivize local production in key sectors
like textiles, agro-processing, construction,
f) Provide preferential treatment to local pharmaceuticals, and packaging
contractors, encouraging the use of locally replacing imports with locally produced
sourced materials, and supporting local goods.
suppliers.
f) Reduce import dependency by promoting
g) Promote joint venture models between local production of goods such as furniture,
local and foreign contractors in all major electronics, machinery etc.
infrastructure projects to facilitate skills
transfer, financial inclusion, among others.
g) Invest in education and training
programmes to equip the workforce with
h) Invest in skills development programmes necessary skills for modern industrial
to ensure a skilled workforce to meet the sector.
demands of infrastructure projects and
promote long-term career opportunities.
h) Encourage research and development to
promote technology advancement and
i) Promote the use of pension funds and innovation in manufacturing processes.
other soft-loans to promote investments
in infrastructure development.
i) Develop a comprehensive policy
framework that integrates various aspects
of the economy including agriculture,
mining, energy, and finance.
5.1.4
1.1.4 PROMOTING MANUFACTURING
j) Streamline regulations to reduce
AND INDUSTRIALIZATION bureaucratic hurdles and create a more
competitive business environment.
The MCP government has taken several initiatives
to revamp, harness and promote manufacturing k) Promote targeted support to local
and industrialization since coming to power in businesses, including access to finance,
June 2020 including the establishment of industrial technology and market information.
parks in the cities of Blantyre, Lilongwe and Mzuzu.
This is imperative because Malawi heavily depends l) Empower youth and SMEs with access
on imports in which case developing vibrant local to industrial training, affordable finance
industries will create jobs, save foreign exchange and market opportunities to become
and boost exports. The MCP Government believes manufacturers, not just consumers.
that it is time to build a nation where products
stamped “Proudly Malawian” are made by
thousands of Malawians in thriving industries across m) Promote regional cooperation to expand
the country. Manufacturing and industrialization markets, attract foreign investment, and
are crucial because they provide a pathway out facilitate trade.
of poverty and enables countries to transition to
higher income levels by creating productive and

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5.1.5
1.1.5 SUPPORTING SMES AND YOUTH d) Scale up the YIF through increased
domestic investment (MK10 billion in 2025-
ENTREPRENEURSHIP 2026 financial year) and by leveraging
public-private partnerships transforming
The Chakwera administration realizes that SMEs it into a national platform for innovation
and youth entrepreneurship are critical drivers led entrepreneurship positioning Malawi’s
of employment, but struggle due to inadequate youth not just as job seekers, but also as
entrepreneurial skills, lack of funding and support. This job creators and innovation leaders in
is why, through NEEF, the Chakwera administration sync with the Malawi 2063 Vision.
has changed the operative context for SMEs and
youth entrepreneurship through visionary and e) Expand access to low-interest loans,
bold leadership. Unlike previous administrations grants, and catalytic funding for youth and
that struggled to professionally manage initiatives startups in rural and underserved areas
of this nature, the Chakwera administration has through NEEF, Malawi Agricultural and
established a transparent, accountable and non- Industrial Investment Corporation (MAIIC),
partisan financing model that is supporting SMEs and strategic initiatives like the Mega
across the country. The success of NEEF is evident Farms project.
in its impressive loan repayment rate of over 80%
reflecting both the integrity of the programme and
f) Develop incubators and accelerators to
the impact it is making on people’s livelihoods.
help small businesses and start-ups with
mentorship, technical assistance, and
With respect to the youth, the Chakwera networking.
administration launched the National Youth Service
(NYS) in 2022 designed to equip them with skills,
g) Create 200,000 new youth owned
discipline and mindset required for meaningful
businesses by 2030 and reserve 40% of
employment and self-reliance. In the 2025-2026
government procurement for youth and
financial year, the Chakwera administration rolled
women led SMEs.
out the Youth Innovation Fund (YIF) to the tune
of MK 2 billion to accelerate efforts to equip a
critical mass of young people with digital literacy, h) Create Youth Enterprise Hubs across all the
entrepreneurship, technical and soft skills. This 28 districts, offering training, mentorship,
demonstrates the MCP government’s unwavering and startup financing under the auspices
commitment to investing in young people as drivers of the YIF including creation of an SME
of national development. Under the management Credit Guarantee Scheme to de-risk youth
of the National Youth Council (NYC), the YIF is led SMEs lending through banks and MFIs.
poised to fuel youth-led start-ups, scale high
potential innovations, and generate sustainable i) Integrate entrepreneurship education into
jobs, especially across the ATM+M strategic sectors. formal education systems from secondary
These initiatives underlie the MCP government’s schools to universities.
belief that the Malawi 2063 Vision demands SMEs
and youth led transformation that should catapult j) Establish mentorship programmes that
Malawi from a job-seeking to a job-creating nation connect experienced entrepreneurs with
through enterprises that address social problems, young aspiring business owners.
improve communities, and promote sustainability.
The key policy priorities in the next MCP government
k) Streamline regulations and processes to
shall include the following:
reduce bureaucratic hurdles for SMEs and
youth led enterprises.
a) Legislate, through an Act of Parliament, the
formation of the National Youth Service.
l) Develop national strategies and policies
that support SME development and youth
b) Scale up the NYS across the country, entrepreneurship.
integrating it into strategic state institutions
such as the Malawi Defense Forces, Malawi
m) Conduct awareness campaigns to highlight
Prison Services, TEVET colleges etc.
the importance of entrepreneurship and
its benefits for economic growth and job
c) Scale up internships, apprenticeships, creation.
and industry led training programmes to
ensure that the youth are not only ready to
take on jobs, but also create jobs and drive
the nation’s development through the
YIF under the auspices of public-private
partnerships.

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5.1.6
1.1.6 EXPANDING TECHNICAL AND h) Support TEVET institutions in offering
lifelong learning opportunities, including
VOCATIONAL TRAINING refresher courses, skills upgrades, and
vocational training for adult learners.
The MCP government commits to prioritize
Technical, Entrepreneurial and Vocational Education i) Integrate environmental sustainability
and Training (TEVET) in its next administration principles into TEVET programmes to
as one of the critical tools for combating youth promote green skills and sustainable
unemployment that currently hovers around 70%. practices.
This commitment is non-negotiable because the
MCP government strongly believes that a nation is
only as strong as its people, and TEVET offers a real-
world hands-on path to income, independence,
and innovation. While many youth lack formal 5.1.7
1.1.7 STRENGTHENING DIGITAL
education, they can succeed in technical trades
like welding, plumbing and carpentry. TEVET equips
ECONOMY AND REMOTE WORK
individuals with skills needed for employment
and entrepreneurship, contributing to economic Building on the Malawi Digital Economy Strategy
growth and reducing poverty aligned with the (2021-2026), the MCP government commits
ATM+M strategy. In addition, TEVET plays a key role to strengthening digital economy and remote
in bridging the skills gap between industry needs work to create 200,000 jobs in this domain. The
and workforce capabilities leading to increased strategy aims to create a strong digital ecosystem,
productivity, innovation and competitiveness. The leveraging technology for inclusive growth and
hallmark of TEVET is that it creates a skilled workforce sustainable development particularly in sectors
that drives industrial and economic growth as well like agriculture and health. Some of the goals of the
as inspire the quality of jobs available. The next MCP strategy are to increase internet usage from 14% to
government commits to undertake the following 80% of the population and broadband coverage
to unleash the full potential of TEVET in Malawi’s to 55% of the population by 2026 and double ICT
fundamental structural transformation: services exports while creating 50,000 new jobs in
digitally traded services. The stage is set, and the
a) Build or upgrade at least one TEVET centre next MCP government is committed to building a
in every district by 2035 and introduce Malawi in which young people earn livelihoods from
mobile TEVET units to reach remote youth their phones, businesses run online, and no village is
and informal workers. too remote to compete on the global stage. Armed
with the ‘Malawi in the Cloud: Jobs Without Borders’
b) Launch TEVET Incubation Hubs where slogan, the next MCP government will work to unlock
youth can grow ideas into income and link the global gig economy to combat unemployment
TEVET with NEEF loans, AGCOM grants, and through the following policy initiatives:
procurement opportunities.
a) Train and connect 50,000 youth to online
c) Establish District Skills Hubs to align TEVET work platforms, for example, Upwork, Fivirr,
with local industry demands and provide Amazon, MTurk etc.
start up toolkits and seed capital to all
TEVET graduates who complete business b) Certify 100,000 youth in job-ready digital
modules. courses in partnership with Google,
Microsoft, and local universities by 2030.
d) Recognize and certify artisans and
informal sector workers to increase job c) Pilot a National Remote Work Programme
opportunities and partner with businesses to connect Malawians with remote jobs in
to provide on-job training. customer service, data entry, and coding.

e) Ensure that TEVET programmes are tailored d) Create digital skills to build capacity in
to the specific skills required by industries freelance tech, AI, marketing, writing and
and the broader economy through close data services.
collaboration with employers to identify
skills gaps. e) Enable local businesses to sell online and
access digital payment systems.
f) Implement robust quality control measures
to ensure that TEVET programmes f) Offer free public Wi-Fi zones in partnership
meet high standards through regular with the private sector in all major trading
monitoring, accreditation, and continuous centres and education campuses by 2030
improvement of training methodologies. building on the experiences with the Yathu
Yathu data initiative
g) Allocate sufficient financial resources to
TEVET institutions, including funding for g) Provide retraining programmes for workers
infrastructure, equipment, and labour in traditional industries to adapt to the
training. demands of digital economy.

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h) Encourage the development and utilization uncompromising on local benefits.

of online platforms for job searching and
online work opportunities. f) Introduce a Malawi Jobs Incentive
Scorecard to rate and reward companies
i) Ensure that remote work and gig economy creating quality local jobs.
jobs are recognized and supported.
g) Attract anchor investors in textiles, agri-
value chains, pharmaceuticals, and digital
tech, each with local supplier integration
plans.
5.1.8
1.1.8 ATTRACTING FOREIGN DIRECT
INVESTMENT h) Mandate Malawian understudy
programmes in all foreign firms with over
Foreign Direct Investment (FDI) is a critical source 50 employees so that FDIs must not just
of job creation. In 2023, FDI inflows to Malawi bring money; it must leave behind a more
stood at US$ 208 million according to the United skilled and capable Malawi.
Nations Commission for Trade and Development
(UNCTAD) World Development Report. Statistics i) Establish ‘Train to Hire’ schemes with tax
show that agriculture has consistently attracted incentives for companies investing in local
the most FDIs, followed by energy and mining, with upskilling.
growing interest in renewable energy projects.
These trends coincide with the government priority
j) Position Malawi as the region’s low cost,
investment sectors encapsulated in the ATM+M
high potential base for export-driven
strategy. Malawi has a strong agricultural sector
industries.
with potential for investment in value-added
processing, agro-processing, and export-oriented
production; a variety of natural attractions,
including Lake Malawi and national parks, which
offer opportunities for tourism investment; and
significant mineral resources, including rutile, 5.1.9
1.1.9 INVESTING IN GREEN JOBS AND
graphite, uranium, and rare earth elements which CLIMATE SMART INITIATIVES
offer investment opportunities in Malawi. Building
on the strong foundations set since June 2020 for The MCP government considers investment in green
the ATM+M strategy as the primary catalyst for jobs and climate-smart initiatives as a priority
Malawi’s fundamental structural transformation, because Malawi is highly vulnerable to climate
the next Chakwera administration commits to change, facing droughts, floods and unpredictable
transform Malawi into a magnet for ethical, job rainfall patterns that directly impact agriculture,
creating investments that respect our people, which is the backbone of the country’s economy.
builds our industries, and puts Malawians at the Moreover, over 80% of Malawians rely on agriculture
centre of prosperity through the following key policy for their livelihoods, which is highly climate
strategies: sensitive. Climate-smart initiatives help build
resilience by promoting sustainable farming, water
a) Aggressively market the ATM+M sectors conservation and renewable energy reducing the
through investment forums, missions negative impacts from extreme weather. The MCP
and promotional activities as well as government believes that green jobs and climate-
visa facilitation, streamlined approval smart initiatives are not just about protecting the
processes, and other support services. environment; they are key to boosting the economy,
creating jobs, reducing poverty, enhancing climate
b) Simplify the process of starting and resilience, and securing long-term sustainable
running a business including reducing the development. The next MCP government commits
time and cost of obtaining permits and to create decent green jobs and build resilience to
licences. climate change as avenues to a stronger, vibrant
and sustainable economy through the following
strategies:
c) Ensure clear and predictable regulations
and laws, and promote transparency in
a) Launch a National Green Jobs Programme
government decision making.
to train and employ young people in
renewable energy, organic farming, waste
d) Prioritize investors who commit to local recycling, and forest restoration.
employment quotas, skills transfer, and
long-term presence. b) Create Green Innovation Hubs in every
region to support youth-led climate
e) Evaluate FDIs not only by capital but also solutions and green houses.
jobs created and Malawians trained
underlined by clarity, competitiveness, and c) Incentivise every household to plant at

39 TAKING OUR DEVELOPMENT FORWARD

MCP MANIFESTO: 2025 - 2030 WWW.CHAKWERA2025.MW

least 10 trees per year, translating to 100 j) Support climate-smart agriculture

million trees nationwide in the next 5 years practices, such as improved farming
and restore degraded forests and river techniques, crop diversification, and
banks by 2030. agroforestry to enhance productivity.

d) Provide financial incentives for survival and k) Invest in research and development of
protection of trees thereby creating jobs innovative solutions for climate change
for youth and attract further investments adaptation and mitigation.
through carbon markets.

e) Establish new large-scale tree plantations

5.1.10 INSTITUTIONAL DEVELOPMENT OF
1.1.10
such as across Zomba mountain, Ntcheu THE MINISTRY OF LABOUR
mountain, Michiru forest, Mughese forest in
Inkosi Mbelwa, among others, which will be The MCP government realizes that the Jobs4Life
linked to carbon markets. agenda cannot come to fruition without an agile,
progressive and dynamic Ministry of Labour at
f) Implement policies that encourage green the helm. The next MCP government therefore
investments such as tax breaks or subsidies commits to transform the Ministry of Labour into a
for businesses adopting sustainable fit-for-purpose entity to drive and preside over the
practices and green technologies. Jobs4Life agenda by ensuring that it is capable
of using digital tools to streamline processes,
g) Create a favourable regulatory fostering partnerships with the private sector, and
environment that promotes environmental implementing demand-driven skills development
sustainability, including green building programmes. The reconfigured Ministry is expected
codes, regulations on waste management to prioritise adaptability, responsiveness, and
and policies for renewable energy. collaboration thereby ratcheting its ability to adjust
its policies and programmes quickly in response
h) Ensure that Malawi’s National Climate to changes in the labour market and economic
Investment Plan, which focuses on conditions. With a retooled Ministry of Labour
adaptation, mitigation, and capacity championing the Jobs4All-Jobs4Life agenda, the
building is effectively implemented. next MCP government commits to create at least
3,000,000 jobs within the next five years as shown in
Table 1 bnext page:
i) Develop training programmes that equip
individuals with the skills needed for
green jobs, including renewable energy,
sustainable agriculture, and environmental
conservation.

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Table 1: Jobs Creation between 2025 and 2030

Anchor Theme Estimated

No Sector Comments
(Malawi 2063) Jobs

Agricultural
productivity,
Projects in fisheries, crop
1 Agriculture commercialization, 1,000,000
production, plantations, livestock
mechanization,
diversification, irrigation

Private sector
dynamism, Projects being implemented by
2 Tourism 250,000
infrastructure listed hospitality establishments
development

Mining investments along with

Investments in mining
formalization of small scale
and promotion of small
3 Mining 140,000 and artisanal mining through
scale and artisanal
creation of structured markets for
mining
gemstones and other minerals.

Value addition to
Mining and increased agriculture
4 Manufacturing mineral and agriculture 500,000
value addition
resources

Electricity generation
Solar & hydro power projects plus
5 Energy & supply; oil & gas 20,000
upstream activities on oil and gas
development

Infrastructure From both public and private

6 Construction 500,000
development sector infrastructure projects

Private sector Investment in the telecoms

Financial services &
7 dynamism, human 50,000 sector and expansion of financial
telecommunications
capital development services

Environmental
Rehabilitation of protected forests
restoration, adaption
8 Climate Change 320,000 and wetlands, clean cooking
of livelihoods, green
technologies etc
financing

There is increasing recognition of

9 Internships Cross cutting 50,000 providing internships in the private
sector

Private sector Projects to expand processing and

10 Wholesale & retail 150,000
dynamism retailing facilities

Government making funds

11 Security Cluster Public security agencies 20,000
available for the recruitment

Total 3,000,000

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This will be achieved because, a fit-for-purpose e) Regularly assess the impact of the job
Ministry of Labour, should be adaptive, responsive creation fund to ensure that interventions
and data driven, while aligning with national are effective and to identify areas for
development goals and realities of the labour improvement.
market. The Ministry will be appropriately equipped
to rely on data driven analysis to identify emerging
skills gap, job market trends, and the needs of
business. Through the institutional reconfiguration
Job Readiness Programmes
and capacity building, the Ministry will improve its
capacity to track job creation across the country;
maintain a comprehensive employers’ database a) Introduce nationwide job readiness
to identify those who may suppress jobs created in programmes that train unemployed
order to evade paying the TEVET levy; enact a legal people on job search techniques, interview
framework that incentivizes accurate reporting on skills, and work ethics.
job creation; and improve its ability to collect data
on associated jobs created within the ecosystems b) Use labour market driven data to inform
of major projects so as to understand the full extent policy development and ensure that skills
the multiplier effects on employment growth. training programmes are aligned with
employer needs.
In addition to the key areas for driving job creation
already outlined in this pillar, the MCP government c) Develop online job boards and other
believes that the following: job creation fund, platforms that match job seekers with
national youth employment scheme; job readiness suitable employment opportunities.
programmes; and labour export initiatives give
the Jobs4Life agenda a further boost that will d) Implement programmes that focus on
ensure that every Malawian has an opportunity to developing in-demand skills such as digital
work and contribute to the fundamental structural literacy, entrepreneurship, and technical
transformation of the country culminating in skills in agriculture and infrastructure.
prosperity for all. The Chakwera administration
has laid a strong foundation for government
e) Establish a robust system for collecting
sponsored internship programme to progressively
and analysing labour market information,
expand it and improve conditions of engagement.
including data on job vacancies, skills
The experience with the labour export initiatives
gaps and wage levels.
to Israel and United Arab Emirates provides useful
insights for systematizing its implementation to
achieve strategic outcomes for both recruits and
the country. Through the Ministry of Labour, the
next MCP government shall undertake the following National Youth Employment Scheme
actions in these strategic areas:
a) Collaborate with private sector employers
to offer internships, apprenticeships, and
guaranteed job placements for those who
Job Creation Fund complete the requisite training.

a) Establish a government-backed fund that b) Enforce mandatory retirement age to

offers low-interest loans to businesses allow upward mobility of youth in formal
and entrepreneurs that demonstrate employment.
job creation potential, especially in
underserved regions across the country. c) Implement supportive policies that
encourage job creation such as tax
b) Provide grants, loans, or equity financing incentives for businesses that hire young
to SMEs, which are major job creators in people.
Malawi helping them expand operations,
hire more staff, and increase productivity. d) Support youth with new ideas, innovations,
and early stage businesses through
c) Offer start-up capital, mentorship, funding and support systems.
and business incubation services to
entrepreneurs, encouraging new business e) Provide practical, job-relevant training to
creation and job opportunities. out-of-school youth and youth already in
the workforce.
d) Channel funding into labour intensive
sectors like agriculture, agro-processing,
manufacturing, and construction, which
have high potential for creating jobs.

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Job Placement/Internship Programmes Labour Export Initiatives

a) Continue and expand government a) Ensure a robust legal framework that

sponsored internship programmes that protects the workers from exploitation and
provide graduates with practical work illegal recruitment practices.
experience in various sectors to bridge
the gap between theory and practice and b) Facilitate the negotiation and signing of
increase employability. bilateral labour agreements with countries
where Malawi intends to export labour,
b) Foster collaborations between educational ensuring clear terms and conditions.
institutions and businesses to ensure that
curriculum aligns with industry needs and c) Invest in training and skills development
that graduates are equipped with relevant programmes, including foreign language
skills. skills, that align with the needs of the
export market, ensuring that workers are
c) Encourage universities to establish prepared for the demands of their jobs.
internship programmes that provide
students with real-world experience and d) Encourage transparency in recruitment
enhance their job prospects. processes, and strengthen collaboration
between government agencies and
d) Strengthen career services at universities recruitment agencies to ensure fair and
to provide students with guidance, safe working conditions.
mentorship, and job placement.
e) Provide clear and comprehensive
e) Create online platforms for job postings information to potential recruits about the
and networking to facilitate connections destination country, working conditions,
between employers and job seekers, and their rights, reducing the risk of
including internships and other misunderstandings and exploitation.
opportunities.
f) Create a formal remittance framework,
f) Organize career fairs to connect job including incentives for diaspora
seekers to potential employers and contributions, to make remittances a key
provide networking opportunities. source of foreign exchange and national
development finance.

43 TAKING OUR DEVELOPMENT FORWARD

MADZI A
UKHONDO
AFIKIRE KHOMO
LILILONSE
Kutukula miyoyo ya aMalawi kudzera mu madzi a
ukhondo
6.0
WEALTH
CREATION:
MULTIPLYING
ZIKHWAYA
MCP MANIFESTO: 2025 - 2030 WWW.CHAKWERA2025.MW

6.1
SETTING THE
CONTEXT FOR
WEALTH
CREATION
Through the Malawi 2063 Vision, the MCP led considerable multiplier effects. However, to
government has fundamentally changed the specifically spotlight measures for wealth creation,
operative development philosophy from poverty the MCP government commits to prioritize the
reduction to wealth creation because it realizes that following policy areas: agriculture transformation
poverty reduction without wealth creation is like and commercialization; tourism and creative
draining water from a sinking boat without plugging economy; mining and natural resources
the hole. At the heart of the MCP government’s wealth development; manufacturing and industrialization;
creation agenda is the ATM+M strategy touted to economic management and transformation;
transform Malawi into an inclusively wealthy and infrastructure development and management;
self-reliant industrialized upper middle-income and human capital development. We believe that
country by 2063. For the MCP government, wealth the implementation of these policy initiatives will
creation means seeing more and more Malawians create wealth for Malawi as quickly as possible
becoming Zikhwaya, doing so through building that will effectively shield Malawi from the vagaries
lasting assets, industries, infrastructure, skills of climate shocks, global price swings, and donor
and savings that lift people permanently out of dependency especially in the context of the remake
poverty with generational wealth to pass on to their of the global political economy order.
progeny. And the multiplication of zikhwaya is a
win for everyone, including Government, because
in a country whose citizens are creating wealth for
themselves, Government collects more domestic
revenues for the delivery of services that are 6.1.1
1.1.1 AGRICULTURAL
needed by all, including education, health, roads
and social protection systems, thus shifting from a TRANSFORMATION AND
cycle of handouts to self-sufficiency, from survival COMMERCIALIZATION
to sovereignty.
Malawi’s agricultural sector remains hugely
The goal of the MCP government vis-à-vis the underexploited due to the dominance of the
wealth creation agenda is to build Malawi’s capacity subsistence agricultural sector that is rain-
to value-add what we produce, process what we fed and relies on outdated technologies. The
grow, refine what we mine, and commercialize our commitment of the MCP government is to
culture and creativity. This would, however, requires transform and commercialize the agricultural
flagging and addressing the key issues hindering sector on a substantial scale so that it can preside
wealth creation. These include widespread poverty, over sustainable wealth creation that empowers
reliance on subsistence agriculture and climate its citizens, attracts investment, and reduces
vulnerability, severe macroeconomic imbalances, reliance on foreign aid. Under the leadership of
weak infrastructure and myriad governance Dr. Chakwera, we seek to transform our farms
challenges. It is the commitment of the MCP into profitable enterprises, our farmers into
government to address these bottlenecks because agripreneurs, and our rural communities into hubs
we believe that wealth creation is not a luxury for of innovation and economic growth. Numerous
Malawi; it is a necessity to spearhead fundamental initiatives such as AGCOM, Mega Farms, NEEF loans
structural transformation since when wealth etc. are underway to facilitate the transformation
creation becomes a norm, Malawi can move from and commercialization of the agricultural sector.
fragility to strength, from dependency to dignity, In particular, the MCP government will continue to
from survival to success. implement special purpose initiatives considered
as game changers in wealth creation through
Most of the measures that we have outlined to transforming the agricultural sector and the overall
achieve food security and facilitate job creation economy. Key initiatives currently underway include
are inherently wealth creating initiatives with AGCOM, Mega Farm Initiative, and the Shire Valley

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Transformation Programme (SVTP), which seeks to b) Establish tailored financing tools, crop
irrigate 43,370 hectares of land by abstracting water insurance and including turning NEEF into
from the Shire River at Kapichira and conveying it an agricultural bank to empower farmers
by gravity to the irrigable area in Chikwawa and to scale and innovate ensuring that no
Nsanje district through canals. The vision of the MCP farmer is held back by lack of capital.
government is to link agricultural transformation
and commercialization to industrialization and c) Support over 20,000 medium scale
manufacturing, particularly agro-processing since commercial farmers with landholding
the agricultural sector holds the key to Malawi’s sizes ranging between 10-99 hectares
fundamental structural transformation as the through the Agricultural Bank, AGCOM and
heartbeat of the economy. The key policy priorities other special initiatives.
that will be implemented shall include the following:
d) Promote customized fertilizer use that is
a) Introduce the Ten-Ten Makwacha specific to an area, soil types and crops
Youth Challenge linked to training based on the National Fertilizer Soil Map
and financial support either directly leveraging the release and approval of
or through such institutions as MAIIC new fertilizers, such as the nano-foliar
which provides loans, leases, bonds, fertilizers and the Morocco OCP Africa NPS
guarantees, and other financial services fertilizers.
to support entrepreneurial and industrial
development by youth in the sectors of
e) Invest in the entire agricultural value chain
Agriculture, Tourism, and Mining.
from farming to processing and global
export ensuring that wealth is generated
not just in the soil but in every step from
farm to market.
Value Chains for Foreign Exchange Generation

We believe that the Mega Farm Initiative offers us a very rare opportunity to systematically ratchet
production that could offer lasting solutions to the persistent foreign exchange challenges. We
shall promote Mega Farms and Mega Farmers that invest in value-chains in which we have
comparative advantage on the global stage measured by production costs and gross profit
margins.

We commit to primarily promote the following value chains: beef production; high value legumes
(groundnuts, soya and pigeon peas); rice production; macadamia production, and cotton
production. We commit to identify and support at least 5000 Mega Farmers covering all identified
value chains, each cultivating not less than 100 hectares and not keeping less than 2000 heads
of beef cattle.

We believe that nurturing and supporting these farmers in these value chains will be
transformative and epoch making for our agricultural sector. We have found markets for these
crops and products ensuring that they are produced to highest possible quality specifications
through close monitoring, supervision and technical advice. Potential markets abound: India with
1.43 billion people is a market for pigeon peas and soya; China with 1.41 billion people is a market
for soya, tobacco and rice; Gulf states will be targeted for fruits, vegetables, tourism and goats
(they require 18 million goats plus a year); and Botswana requires a huge tonnage of maize bran
for their livestock.

We already have a solid platform to stand on to spearhead this initiative. Through the Cotton
Council of Malawi, we have established 50 aggregation centres fitted with a new Cotton
Management Information System (COTMIS); mobilized MK3.9 billion investment from the private
sector for cotton production; created 8000 jobs in production and 40,000 more are expected once
production increases and processing and value addition commences; farmers are expected to
generate MK28 billion in income; and cotton lint and seed exports are projected to bring in US$
26.2 million in the 2024/25 growing season. Building on this glowing success, we shall pursue with
vigor the Mega Farm Initiative designed primarily to produce for foreign exchange earnings as a
clear and promising path to economic prosperity and self-reliance for Malawi.

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f) Integrate technology into farming to make k) Invest in feeder roads, storage facilities,
it attractive to youth thereby creating and processing plants to facilitate access
millions of dignified, modern jobs in to the trading centres and even beyond.
business, logistics, fintech, and green
energy. l) Advocate for land consolidation wherever
feasible in order to promote mechanization
g) Encourage the use of high yielding varieties, as a means of enhancing productivity
drought tolerant crops, improved livestock through efficiency and effectiveness.
breeds, fertilizers and other technologies
to boost yields, especially in the context of m) Promote agro-processing to add value
dwindling land per capita. to agricultural products and create more
jobs and income opportunities through
h) Expand irrigation infrastructure to increase reviving such initiatives as One Village
production and reduce reliance on rain- One Product (OVOP) and revival of agro-
fed agriculture. processing industries through the MDC
Holdings with private sector participation
i) Use digital tools and applications to where necessary or appropriate.
facilitate market access, improve access
to information, and enhance financial n) Promote a model of Small Farm Cities,
inclusion. which will create prosperous economic
communities by integrating horticulture,
j) Support the formation and development aquaculture, infrastructure, and residential
of farmer cooperatives to improve their housing across the major cities in the
bargaining power and their access to country.
better markets.

The Ten-Ten Makwacha Youth Challenge

The Chakwera administration is determined to create a new generation of multimillionaires

from the entrepreneurial and industrial efforts of young people in the ATM+M sectors. This
will drive the transformation of the three sectors in our quest to create lasting wealth for our
country. Through the ATM+M Makwacha Youth Challenge, the MCP government shall identify
at least 10,000 young men and women distributed across all 229 constituencies in the next five
years to undergo a 12-month intensive practical training to obtain skills in farm management,
crop production, horticulture, animal production, poultry production, apiculture, hospitality,
event management, artisanal mining, licensing, business development, value addition, etc. to
equip them for the transformational role in these sectors. These young men and women shall
be carefully selected to get only those with interest, passion and zeal to work as progressive
entrepreneurs committed to turning themselves into multimillionaires within the shortest time
possible.

This initiative will be hosted in idle lands and bases that the Government shall acquire in
strategic places specifically for this purpose. At the end of this intensive training, each of
these graduates will be given a K10,000,000 loan as seed capital through either a specially
established fund or linking them to the agricultural bank or MAIIC to engage in scalable and
productive economic activities in one of the key value chains that the Chakwera administration
is promoting for accelerated and sustainable wealth creation. They will be provided with
the requisite technical support, especially in the early stages of their investment, as we
believe that wealth creation is too critical to be left to chance. These youths will anchor the
country’s wealth creation agenda, guaranteeing fundamental structural transformation and
sustainable development as we march towards 2063.

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6.1.2
1.1.2 MINING AND NATURAL RESOURCE b) Increase the capacity of MAMICO to
spearhead the mining of industrial
DEVELOPMENT
minerals and manage government
shareholding including monitoring
The ambition of the MCP led government is to
the progression of existing mining
increase the mining sector’s contribution to GDP
agreement and secure new ones
from the current less than 1% to between 10% and
with potential investors as well as
15% by 2030. This is possible because Malawi is richly
negotiating community benefits from
endowed with a wide range of mineral resources,
mining agreements.
including gemstones, gold, coal, limestone, rare
earth elements, platinum group minerals, and
c) Promote beneficiation as a condition
diamonds. We see the Kasiya rutile and graphite
for investment in the sector to
project, touted as the largest known deposit in
guarantee that a substantial
the world, with its potential for significant annual
proportion of wealth from minerals
revenues, as a major opportunity for Malawi.
remain in the country.
Malawi’s Kasiya Rutile-Graphite Project is on track
to become a global leader in critical minerals, with
d) Intensify efforts to monetize some
projections of $645 million (K1.2 trillion) in annual
of the minerals in order to generate
revenues over 25 years as compared to about $350
resources necessary for front-loading
million annual forex earning from tobacco. Malawi
the development of supporting
has rich uranium deposits, some of which is already
infrastructure for wealth creation, and
being mined at Kayelekera Uranium mine. With
to provide stability to exchange rate
off taker agreements of up to 1.5 million pounds of
movements.
uranium already secured from 2026 to 2029 the
mine will contribute significantly to the national
e) Implement systems for accurately
economy.
recording and managing mineral
sector revenues to ensure they are
The MCP led government has taken several
used effectively for public goods.
significant steps to create a conducive environment
for the progressive development of the mining
f) Strengthen the roles of Parliament
sector in Malawi. Since ascending to power in
and oversight institutions in natural
June 2020, the MCP government has modernized
resource governance, including
the policy legal framework for the mining sector;
increased information sharing and
established the Mining Authority; and constituted
capacity building.
the Malawi Mining Company (MAMICO) to safeguard
national interest in the mining sector. These actions
g) Engage communities in the planning
taken by the Chakwera administration underlie
and implementation of mining
our belief that Malawi can leverage its natural
projects to ensure their well-being
resources to drive economic growth, create jobs,
and address potential development
and improve the livelihoods of its citizens while
issues.
ensuring sustainable and responsible development.
To harness the sector’s potential to power inclusive
h) Invest in training and education to
growth, industrial transformation and generational
build the capacity of the mining sector
prosperity, the MCP led government commits to
including support to the artisanal and
undertake the following:
small-scale miners.

a) Strengthen the Minerals and Mining

i) Establish a structured market for
ReguratiAuthority to make the
gemstones and other minerals,
regulatory framework of the sector
particularly from artisanal and small-
more efficient, transparent and
scale miners while in the interim banks
accountable.
will start buying the minerals directly
from the miners.

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j) Transform the Department of Mining m) Establish a Sovereign Wealth Fund

Engineering into a School of Mining at to secure the proceeds from mining
MUBAS accelerate skills development for all Malawians while strategically
in the sector. investing in schools, clinics, roads and
skills to further power the country’s
k) Actively promote Malawi’s mineral transformation.
sector to attract investment and
stimulate growth, but targeting n) Undertake a comprehensive
only serious investors with a global valuation of Malawi’s mineral wealth
reputation for credible dealings in and other natural resources to hedge
order to maximize benefits from the against loans, such as Debt for Nature
mining sector. Swaps, to finance strategic national
projects.
l) Champion sustainable, o) Arrange and establish value addition
environmentally conscious mining and markets for all artisanal mining
that protects our ecosystems while activities through commercial bank
delivering jobs and infrastructure. branches.

Value Addition in the Mining Sector

We are richly endowed with mineral resources that, if properly harnessed, can spearhead
a swift turnaround in our economic fortunes. Our minerals are categorized as follows:
basement complex (gold, nickel, platinum, copper, lead, zinc, gemstones, niobium, tantalum,
zircon); karoo system (coal, uranium, agates); Chilwa Alkaline Province (rare earth, niobium,
manganese, barite, fluorite); and tertiary Pleistocene (oil and gas). While the mining ventures
are at different stages of development, we commit to prioritizing value addition in the mining
sector in order to maximize benefits for the country’s fundamental structural transformation
and sustainable development. Our negotiations with potential investors include exploring
prospects for value addition locally.

We believe that value addition in the mining sector is critical because it triggers higher market
prices for exports; creates job opportunities, attracts new downstream industries; and builds
a country’s resilience in global supply chains. Our commitment is to go beyond value addition
in the manufacture of cement using local limestone. In this particular case, high calcium
limestone is mined, crushed, mixed with high coal and clay/iron ore, milled, calcined and
mixed with gypsum to form cement. We also shall exploit the mining sector’s potential to
support and propel our food security agenda. With proper scientific competences, we shall
utilize limestone as fertilizer and out of some rare earth deposits in Phalombe and Dowa with
high Sulphur content to produce phosphate fertilizer that can power the country’s quest for
food security for all in the shortest time possible.

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6.1.3
1.1.3 ECONOMIC MANAGEMENT AND fiscal discipline, and reorient spending
toward catalytic investments in the ATM+M
TRANSFORMATION
priority sectors including infrastructure,
education, energy and technology.
The MCP government inherited an economy that
was hurdled by serious debt and other economic
d) Promote economic diplomacy as the
malaise such as misrepresentation of economic
basis for the country’s foreign policy in
data. These, coupled with a myriad of other
order to facilitate expansion in trade and
deficiencies, have resulted in Malawi grappling with
investments and collaboration on bilateral
huge deficits and unsustainable debt hindering
and multilateral trade agreements.
economic growth worsened by the increasingly
erratic climatic patterns. Weak exports and high e) Unlock creativity and hustle of millions of
import bills lead to enduring foreign exchange Malawians turning informal survivalists
shortages while inflationary pressures and price into formal wealth creators through tax
controls undermine the purchasing power of reform, reduced red tape and access to
citizens and discourage investment. In addition, finance.
poor roads, inadequate electricity, and inadequate
communication networks hamper economic f) Create an economy where markets work,
activity and corruption erodes public trust, reduces but people come first with fair wages,
investment, and diverts resources from essential worker protections, and a safety net that
services. supports upward mobility.

The usual policy prescriptions and remedies have g) Invest in roads, energy and
not helped, which is a clear testament that we need telecommunications infrastructure for
a bold and radical approach to how we manage connecting markets, facilitating trade, and
our economy. The MCP government is committed to improving overall efficiency.
doing exactly this because we believe that the true
measure of a strong economy is not numbers on a h) Support industrial growth through
spreadsheet, but it is how many lives are uplifted, policies that encourage investment, skills
how many businesses thrive, and how many futures development, and regional integration
are secured. Our commitment is to manage the to create more jobs and high-value
economy not just for growth, but transformation, production.
not just for stability, but for shared prosperity. We
desire to build a vibrant, inclusive, and competitive i) Invest in education, vocational training,
economy where every citizen has a stake, and and skills development to build a skilled
every effort leads to wealth, dignity, and progress. labour force and enable people to
To achieve the dream economy for the country, the participate in the modern economy.
MCP commits to do the following:
j) Promote transparency, accountability,
a) Undertake a comprehensive revenue and good governance practices to create
audit to establish the full extent of the a more stable and predictable business
country’s resource base to guide prudent environment, attracting investment and
management of the resources for the fostering economic growth.
country’s national development.
k) Harness the power of technology, data,
b) Implement a growth strategy rooted in and digital infrastructure to leapfrog into
productivity, innovation, and inclusion the future, creating new sectors, new jobs,
where small businesses grow, local and new wealth.
industries rise, and opportunity reaches
l) Coordinate donor aid to align with national
every corner of the country.
development priorities and ensure that it is
c) Restore credibility to public finances used to achieve sustainable development
through bold fiscal and monetary goals.
measures, eliminate waste through strict

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m) Carefully manage external debt to ensure p) Stabilize exchange rates by increasing

that Malawi’s development efforts are not the foreign exchange reserves and make
hampered by unsustainable debt burdens. foreign exchange available in the formal
financial services sector.
n) Reduce inflation rates from around 29% at
the moment to an average 15% in the next q) Increase the foreign exchange reserves to
three years and further reducing inflation a minimum of 6 months import cover by
to single digits thereafter. the end of 2026.

o) Reduce interest rates from around 36% at

the moment to an average 15% in the next
three years by reducing the policy rate
from 26% to an average 10% in the next
three years.

Intensification of Economic Diplomacy as a Lever for Economic Transformation

The Chakwera administration has prioritized economic diplomacy as a powerful tool for
economic development by focusing on leveraging on international relations to create
opportunities for trade, investment and technological transfer. We have played an active
role in fostering peace by contributing our troops and police in peace keeping missions; we
have also advanced the crusade on climate change issues by chairing the Least Developing
Countries (LDC) group; we have made our position very clear in ending conflicts by promoting
dialogue and commitment to the UN Charter; we have opened embassies in various countries
in order to foster multilateral and bilateral relations, to promote trade, investments and
tourism, among others.

We will continue to strengthen our bilateral relations with all our neighbouring countries
and beyond for the mutual benefit our people. Under the Chakwera administration Malawi
has restored the cordial relations with our neighbouring countries that had grown frosty in
previous administrations. This is evidenced by the provision of land for Malawi to establish its
Cargo Centre at the Port of Nacala in Mozambique mirroring a similar investment in Tanzania,
both of which will continue to contribute significantly to facilitating Malawi’s trade and access
to international markets. We will continue to play an active role in multilateral and regional
bodies in order to promote trade and investments, and to address various key global and
regional issues such as climate change, human rights, poverty, hunger and conflicts. Our goal
is diplomatic tools to support domestic businesses, investment, and negotiate favourable
trade agreements, ultimately fostering economic growth and job creation.

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6.1.4
1.1.4 TOURISM AND CREATIVE it a global destination and a source of
income for lakeshore communities.
ECONOMY
b) Intensify the promotion of community
Malawi has tremendous potential to turn into a tourism where local guides, dancers, chefs
tourist haven because of its natural endowments and artisans are direct beneficiaries of
capped by the Great Lake Malawi, which the tourism income.
Chakwera administration believes is not simply a
c) Intensify the diversification of the tourism
natural wonder but also a national economic engine
sector going beyond mass tourism to
that has not been fully utilized. Efforts spearheaded
include niche tourism products such as
by the MCP led government have seen Malawi
cultural tourism, and ecotourism.
restock the Big 5 (the Lion, the Elephant, the Buffalo,
the Leopard, and the Rhino) working in partnership d) Increase investment in digitalization of
with the private sector at Liwonde National Park, marketing efforts including partnerships
Nkhotakota Wildlife Reserve, and Majete Wildlife with international tour operators to attract
Reserve. Lake Malawi is home to the largest number more tourists and increase spending.
of cichlid species in the world, estimated at over a
e) Prioritize responsible tourism practices
thousand, including some that are only found here. It
that minimize environmental impact and
also hosts a UNESCO World Heritage Site, a beautiful
benefit local communities such as rural
freshwater park where one can enjoy snorkeling in
tourism, investing in local communities
waters that are clear and visible up to ten meters
through responsible hotel management,
deep. The warmth of Malawians makes Malawi a
adopting sustainable construction and
favourable destination for tourists. The Chakwera
operation practices.
administration has taken two momentous decisions
to fully open up Malawi for tourism. We have waived f) Showcase Malawi’s unique cultural
visa requirements for close to 100 nationalities heritage through festivals, events and
across the globe and officially signed the Single historical sites, and encourage the
African Air Transport Market (SAATM) in February development of tourism products that
2025 designed to strengthen connectivity, ease highlight local traditions and crafts.
air travel, create new economic opportunities, and
g) Shift focus from international validation
foster cultural exchanges across the continent.
to building a strong local creative
economy by developing creative business
The vision of the MCP government is to leverage
frameworks that ensure revenue circulates
on tourism to power the creative economy as it
within Malawi.
enhances community development and helps
preserve cultural traditions. Creative initiatives h) Invest in diverse creative sector beyond
revitalize communities, improve social fabric music, including film, animation, gaming,
and foster a sense of belonging. The Chakwera fashion and performing arts.
administration believes that Malawians, especially
i) Integrate creative disciplines into
the youth, are creators not just consumers hence
education from early childhood to
our commitment is to promote music, art, culture
university to nurture creative talent.
and film hand in hand with tourism to transform
talent into careers, and passion into profit. In sync j) Connect Malawian creatives to African
with the Malawi 2063 Vision, the MCP government and global markets, enabling them
will elevate tourism and creative economy into to showcase their work and access
strategic pillars of national development so as to opportunities.
transform what the world admires about Malawi into
what every Malawian can prosper from. Our goal is k) Improve port facilities across the country,
to turn Malawi’s natural beauty and creative spirit including air and water port services, with
into a powerful source of jobs, pride, and national the procurement of new water vessels,
wealth so that every song sung, every artwork which will facilitate movement along Lake
sold, and every visitor welcomed becomes a step Malawi thereby increase domestic and
towards prosperity within the framework of Malawi’s international tourism.
tourism masterplan. The key policy priorities shall l) Effectively market Malawi as a destination
include the following: for both tourism and creative industries,
a) Invest in lakeside infrastructure, resorts, showcasing its unique attractions and
conference centres and transport to make cultural richness, using the “Xperience
Malawi” brand initiative to place tourism

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at the intersection of everything Malawi, tourists to pay for services and goods
including trade, investment, digital bought and enjoyed in Malawi by deposits
marketing, and diplomacy. in foreign accounts belonging to local
establishments, for Malawi’s economy
m) Regularly review the National Tourism
deserves to be the first beneficiary for every
policy to guide the development and
experience foreign tourists experience
promotion of the tourism aiming for a
here.
globally competitive industry.
s) Establish tourism capacity building
n) Construct investor funded lakeside
programmes for all Malawians working at
state-of-the-art sports and recreational
our nation’s points of entry and for youth
facilities in Mangochi, Salima, Nkhotakota,
and women in communities where our
Nkhatabay, Rumphi and Karonga to host
nation’s tourist assets are located, in order
international games and events that will
to develop a hospitable culture, welcoming
attract domestic and international tourists
mindset, and deliberate message towards
in the country.
visitors.
o) Develop “Return to the Warm Heart”
t) Develop a globally accessible tourism
programmes targeting diaspora, replete
portal on which every district in Malawi is
with tourist packages, investment
branded as a tourism destination with its
opportunities, and working holiday
own vibe, attractions, and flavour for the
arrangements.
world to see.
p) Introduce special public transport for
u) Ring-fence land around tourist attractions
tourists from urban areas to tourist
in every district to arrest unplanned
attractions in other districts to enhance
development and make it available to
the Xperience Malawi phenomenon.
investors who have the resources to add
q) Roll out digital transactions to communities value to the attraction in ways that create
where tourist attractions are domiciled to jobs and enhance the Xperience Malawi
enable foreign tourist to pay for services brand.
and goods electronically, and gazette the
v) Introduce a rate tier system for the tourism
categories of goods that foreign tourists
sector to distinguish rates for locals from
can only pay by card or by forex cash.
rates for foreigners to reduce leakages of
r) Abolish the practice of allowing foreign forex in the sector.

Xperience Malawi: Branding Malawi as a Tourist Experience, not a Tourist Destination

We realize that Malawi has huge potential for tourism, but we need to shift our entire national
language about Malawi from being a destination to being an experience, because experiences
are what enrich life and leave us with lasting memories. Rather than focusing on what we
have in the tourist sector, such as Nyika National Park, Mulanje Mountain, Lake Malawi and
numerous historical sites and artifacts, we must focus on what people can experience there.
We must focus on image-building and story-telling. We are therefore committed to changing
Malawi’s global narrative through a cultural heritage rebranding initiative. We believe that this
initiative, if properly packaged and marketed, will be a great starting point in the turnaround
of our ambition to treble the number of tourists visiting Malawi from 800,000 to 2.4million
annually. Through this initiative, we intend to curate key cultural experiences of all major
cultural groupings: dances, culture, food, dress etc. for a week-long cultural event that shall
be marketed as part of the attractions in the tourism package marketing Malawi.

And above all, we want to leverage the Xperience Malawi brand because Malawi is a safe
place to have amazing experiences, and so we are committed to the full operationalization
of the Tourism Authority as provided for in the new Tourism Act; improve safety and security
of tourists including at our airports; improve interactions between foreigners and Malawians
encouraging friendliness, not financial exploitation or cultural condescension.

TAKING OUR DEVELOPMENT FORWARD 54

INVESTING IN Diversifying the economic base through tourism:

TOURISM
President Chakwera and First Lady Madame Monica taking
a tour of Majete Wildlife Reserve
WWW.CHAKWERA2025.MW MCP MANIFESTO: 2025 - 2030

6.1.5
1.1.5 INFRASTRUCTURE MANAGEMENT markets, entrepreneurs to customers, and
Malawi to regional trade, turning remote
AND DEVELOPMENT
areas into economic zones and transport
corridors into cash flows.
No administration since May 1994 has delivered
more on the infrastructure front than the Chakwera
b) Invest in electricity generation and
administration ushered into power in June 2020.
distribution networks to ensure that
Through a combination of various initiatives, the
businesses and households have reliable
Chakwera administration has turned Malawi into
power, which is crucial for industrial growth
a construction site and these efforts are yielding
and economic activity.
tangible results. The Chakwera administration
is building roads, bridges, school blocks, police
c) Build dams, irrigation systems and water
stations and units, teachers’ houses, houses for
pipelines to turn seasonal farming into
security agencies, houses for people living with
year-round agribusiness increasing
albinism, laboratories, expanding universities, and
food production, incomes, and climate
rehabilitating railways after years of neglect. The
resilience.
Chakwera administration has expanded road
networks in all major cities across the country.
d) Expand broadband and mobile networks,
The Capital City is a major highlight of the
especially in rural areas, to connect youth
infrastructural transformation that the Chakwera
to digital jobs, small businesses to global
administration is delivering across the country. In
markets, and classrooms.
Lilongwe, we have built Malawi’s first six-lane road
and dual carriageways totalling 18km over five
e) Invest in urban infrastructure, particularly
years, which is double the distance built by the two
affordable housing, roads, drainage, and
DPP administrations over 14 years. We also have
clean energy transforming our cities into
built township roads across all the major cities of
engines of productivity and magnets for
Blantyre, Lilongwe, Mzuzu and Zomba and town
investment.
centre roads in Mangochi, Balaka, Kasungu, and a
number of rural trading centres such as Tsangano,
f) Prioritize local context, skills development
Kampepuza, Lunzu, etc.
and contractors in public infrastructure
projects so that Malawians not only benefit
The unprecedented infrastructure push by the
from what is built but also from building it
Chakwera administration will improve connectivity
themselves.
and accessibility across Malawi, and increase our
access to the high seas and international trade
routes and markets. The Chakwera infrastructure
revolution will ensure a more robust and sustainable Specific Infrastructure Projects
foundation for socio-economic development in
Malawi. Our conviction is that infrastructure is not Roads Construction
just about roads, bridges and buildings; it is about
connecting people to opportunity, unlocking the The Chakwera administration will continue with
value of every region across the country, and laying road construction and upgrades in the major cities
the foundation for wealth that lasts for generations. and across the country as follows:
The Chakwera administration will continue with
the unprecedented infrastructural revolution by Blantyre City
pursuing general policy principles and undertaking
specific projects as follows: a) We will expand Makata Road (from HHI to
Kamuzu Stadium) into a dual carriageway.

b) We will transform Kenyatta Drive (from

General Policy Principles Kanjedza to Kudya via Kamba and Mount
Pleasant) into a dual carriageway.
a) Invest in modern, climate resilient roads,
railways, and ports to connect farmers to
c) We will upgrade the Bypass Road from

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Area 5 in Machinjiri to Njuli (Old Zomba), and Area 43 to ease the flow of traffic in the
effectively alleviating congestion in the city Capital City.
centre and enhancing overall traffic flow.
d) Extend the Area 25 Nsungwi road to
d) We will rehabilitate the road from Energem Kamuzu International Airport to create
off Magalasi Road to Beletiya via Area 5 more options for people getting to the
and funding for the section from Energem airport.
to Area 5 is already available by the World
Bank. e) Extend the Area 36 off the M1 road to the
Western Bypass Road to facilitate smooth
e) We will build a modern interchange flow of traffic.
at Clock Tower, revolutionising traffic
movement and reducing congestion- f) We will construct a new state-of-the-art
related delays. facility for the Reserve Bank of Malawi that
the Chakwera Administration has already
designed.

Mzuzu City and Mzimba g) We will construct a new state-of-the-art

facility for the Office of the President and
a) We will upgrade to a dual-carriageway, Cabinet that the Chakwera Administration
the M1, from Lusangazi to Dunduzu via has already designed.
town centre and Mzuzu University, with an
interchange at the roundabout. Other Critical Projects

b) We will construct Mzuzu City Bypass (Mzuzu a) Complete the road projects that have been
Government Secondary to Dunduzu) to on the agenda based on the 2019 to 2024
ease traffic congestion in the Central previous manifesto that are still pending
Business District. such as the Rumphi-Nyika-Chitipa,
Makanjira; Nsipe-Liwonde; Liwonde-
c) We will construct Mzuzu City to Usisya Matawale; Mdeka-Chingale; Dedza
road which is vital for access to essential Loop Road; M1 (Kanengo to Chiweta);
service, trade opportunities and overall Chitipa- Ilomba; Chiweta-Karonga;
economic development for Usisya area. Mzimba-Eswazini-Mzalangwe-Mtwalo;
Nkhoma-Chulu-Nkhamenya; Ntchisi-
d) We will construct the Chikwawa-Euthini Malomo; Chapananga-Chikwawa (Sidik
(67km) whose importance lies to in its Mia Highway); East Bank road (Gwanda
potential lower transportation costs for Chakuamba Highway); Mkando Bridge;
farmer, facilitate access to markets, and Livingstonia-Njakwa; Rumphi-Bolero-
enhance overall regional development. Nyika; Mpata-Kapili-Nkhonde road.

Lilongwe City b) Extend the M5 Lakeshore road from Nkhata

Bay to Chiweta, passing through Usisya to
a) We will build the Eastern Bypass Road from open up the area and cut considerably on
Nathenje to Kamuzu International Airport travel time (reviving Kamuzu’s dream).
junction.
c) Construct the four roads (Chikwawa-
b) We will turn the Chidzanja and Youth Drive Euthini (67km) road; Linga-Mkanda
roads into dual carriageways connecting (88km); Chileka-Chigwirizano (53km);
to the six-lane roads to reduce traffic Chantulo-Kulumula (79km) that were to
congestion. be funded by the US Government under the
Second US Millennium Challenge Compact
c) We will extend the Chidzanja Road to through alternative sources of funding.
Salima Road via Peak Gardens in Area 12

TAKING OUR DEVELOPMENT FORWARD 58

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Railway Transport Air Transport

The next Chakwera administration undertakes to do In the air transport sector, the Chakwera
the following in the railway transport sector as a key administration commits to undertake the following:
strategy for fostering socioeconomic development
a) Support full operations of the rehabilitated
through the affordable and bulk haulage of goods
Mzuzu and Karonga Airports that have now
and movement of people:
restored scheduled flights to the Northern
Region after a decade-long hiatus.
a) Modernise our rail system by transitioning
our trains from diesel to electric with the b) Construct a new Orton Chirwa International
first electric-powered trains expected to Airport at Lusangazi in Mzuzu opening the
be operational by early 2026 operated by Northern Region to the global community
the Nacala Logistics. for business.

c) Rehabilitate and expand the airstrips in

b) Continue to rehabilitate and revitalize the
Salima, Mangochi, Majete in Chikwawa,
railway sector focusing on key routes from
and Nyika to accommodate light and
Balaka to Lilongwe, Mchinji, and Marka to
medium aircraft as already provided for in
Nsanje.
the Master Tourism Investment Plan.

c) Rehabilitate or rebuild train stations along

Sports Facilities for the Youth
the upgraded railway lines, including those
in Salima, Kanengo, and Mchinji through
Building on the achievements of the first term that
Public Private Partnership arrangements.
included the construction of the state-of-the-art
Griffin Sayenda Sports Complex, which features
d) Extend the railway line from Salima to the
an international netball court, and the Lilongwe
Northern Region through a Public-Private
Aquatic Centre at Kamuzu Institute, the next MCP
Partnership, significantly enhancing
administration shall:
market access for farmers and businesses
as provided for in the Malawi National
a) Construct a state-of-the-art international
Transport Master Plan.
stadium with a seating capacity of 41,000
retaining the name Kamuzu Stadium by
e) Construct a new international railway
2027 in Blantyre.
line via the Northern Region linking to the
Tanzania Zambia Railway (TAZARA) from
b) Construct a state-of-the-art international
Tunduma to Chilumba Port via Chitipa.
stadium with a seating capacity of 30,000
by 2028 in Mzuzu.
Water Transport

c) Construct a state-of-the-art sports

The priorities of the Chakwera administration for
complex as an integral part of transforming
water transport in the next term shall include the
Chipoka into a Secondary City.
following:

a) Complete the construction of the jetty in d) Construct a state-of-the-art stadium as

Likoma, which will dramatically improve an integral part of transforming Mvera into
passenger comfort and safety. a Smart City.

b) Construct a new jetty in Nkhotakota and

Other Infrastructure Projects
Senga Bay by 2027 and rehabilitate all
existing jetties in Chilumba, Nkhata Bay,
As part of the infrastructural revolution by the MCP
Chipoka and Monkey Bay.
government to fully open up Malawi for business,
c) Introduce two new passenger and cargo the next Chakwera administrations shall construct
vessels by 2028 to fully exploit Lake Malawi modern bus stations across the country, houses
in the country’s development endeavours. for public servants and general public, houses

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for security agencies, teachers houses, modern e) Construct 10,000 houses for rural-based
markets, and a fertilizer manufacturing plant in teachers in primary and secondary
Salima as follows: schools, following the successful World
Bank-funded construction of 10,000
a) Construct new international bus terminals classrooms.
in cities of Blantyre, Mzuzu, Zomba, and
Lilongwe; border towns of Dedza, Karonga, f) Build 200 additional new houses for
Mchinji and Mwanza through Public Private people living with albinism following the
Partnership arrangements by 2028. completion of 67 out of 100 houses that
were planned for the 2020-2025 period.
b) Rehabilitate all bus terminals repossessed
from the National Bus Company Limited to g) Construct modern markets in several
improve travel experiences by 2026. strategic locations to improve vendors’ and
customers’ environment and help local
c) Construct 250,000 low and medium-cost governments generate much-needed
1-2 to 3-bedroom houses, with a minimum income targeting primarily city, town and
of 10,000 units built in the main cities to municipal councils of Lilongwe, Blantyre,
ease pressure on housing demand that Mzuzu, Zomba, Karonga, Mangochi,
will be available either for rent or sale by Kasungu, and Luchenza respectively.
2030.
h) Establish a fertilizer manufacturing plant in
d) Complete the construction of 10,000 Salima District by 2027 exploiting Salima’s
houses for the country’s security agencies, favourable weather, centrality, and robust
which includes the Malawi Police Service, transport connections to ensure efficient
Malawi Defence Forces, Malawi Prisons shipments by road, rail, and water to
and Immigration Services out of which all parts of the country thereby making
over 4,000 houses are already under fertilizer affordable and accessible to the
construction, and at various stages of majority of the farmers in the country.
completion.

National Infrastructure Fund for Local Transformation

The next MCP government is committed to establishing the National Infrastructure Fund (NIF) in
order to mobilise about $2 billion domestically over the next five (5) years because it recognises
that infrastructure development remains key to the attainment of the Malawi 2063. The funding
for the bulk of key national infrastructure (roads, rail, airport, water supply, irrigation, electricity
generation etc.) largely comes from development partners, often with a lot of conditionalities.
However, the emergence of new digital technology sectors presents an opportunity that the MCP
government intends to harness to mobilize extra revenue collection using innovative ways.

The main source of funds for the NIF will be a levy on all electronic transactions in Malawi targeting
all digital transactions in the financial and telecommunications sectors. The respective regulatory
institutions in the financial and telecommunications sectors will be fully mandated to collect the
levies into a separate escrow account domiciled at the Central Bank. It is the intention of the MCP
administration that NIF should be administered separately from the fiscal policy to avoid it being
used to finance recurrent government expenditure.

In order to accelerate infrastructure development, the Chakwera administration undertakes

to constitute a dedicated projects team to ensure timely production of designs and technical
documents for various infrastructure projects. The administration will implement a streamlined
and efficient procurement process of service providers to fast track roll out of NIF’s activities
and government will also institute an innovative oversight mechanism for usage of the Fund to
guarantee transparency, accountability and value for money.

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6.1.3
1.1.6 HUMAN CAPITAL DEVELOPMENT engineering, business, and the creative
economy.
As espoused in the Malawi 2063 Vision, the
MCP government believes that human capital b) Invest in strong community driven health
development is a fundamental catalyst for systems, reducing disease, improving
national development and wealth creation. The maternal and child health, and increasing
commitment of the MCP government is to promote life expectancy so Malawians can work,
human capital development in a broader and not build and thrive.
in a narrower sense focusing almost exclusively on
health and education. This is important because c) Launch a nationwide skills revolution with
the broader notion of human capital development training centres for youth, digital literacy
facilitates investment in a wide range of areas such programmes, and apprenticeships in high
as skills revolution, entrepreneurship and business demand sectors like construction, green
development, gender development, and water, energy, tourism and manufacturing.
sanitation and hygiene (WASH). Our conviction
is that wealth is not built by infrastructure alone; d) Create youth enterprise funds, mentorship
it is built by people who are healthy, educated, programmes, innovation hubs, and
skilled and empowered. We will change Malawi by targeted business incubation, turning
transforming Malawians because when we invest Malawi’s youth into job creators, not job
in people, we do not just fight poverty, we create seekers.
prosperity.
e) Support women with targeted investments
While we will champion broad-based strategies in girls’ education, maternal health,
directed at human capital development, the next financial inclusion and business training
MCP government will spotlight WASH as a critical because when women prosper, families
foundation for wealth creation. The MCP government and communities prosper too.
believes that water is not just a basic human right;
it is a driver of economic productivity, public health f) Improve the quality of teaching by
and human dignity. Investing in WASH therefore is providing teachers with the necessary
not just a social responsibility; it is a smart economic training and resources.
strategy. We will turn every clean water point, every
safe latrine, and every handwashing station into a g) Implement campaigns to raise awareness
building block of wealth because no country can about healthy eating, physical activity, and
prosper on sick, tired, or thirsty population. Our hygiene practices.
commitment is to invest in every Malawian from
cradle to career, and unlock the full economic h) Implement programmes to address
potential of our population. We want Malawians to malnutrition and ensure that all Malawians
compete and lead not just locally, but regionally have access to adequate food.
and globally in the efforts to create sustainable
wealth for the country. To achieve this vision, the i) Implement policies that create a
next MCP government commits to undertake the favourable environment for business to
following in relation to human capital development thrive, such as reducing bureaucratic
generally and WASH specifically: hurdles, improving access to finance and
ensuring a stable legal and regulatory
framework.

Human Capital Development j) Provide training and resources to

entrepreneurs, particularly SMEs, and
a) Progressively overhaul the education create an environment that encourages
system to align learning with economic innovation and investment.
opportunity from early childhood to
university and vocation prioritizing skills k) Implement integrated rural development
that build industries, agriculture, ICT, strategies that address the needs of rural

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communities and promote economic d) Expand rural water supply for irrigation,
growth in rural areas. livestock, and small businesses,
transforming clean water into a tool for
food security, job creation, and local
enterprise.
Water, Sanitation and Hygiene
e) Future-proof water sources and
a) Ensure that every Malawian, especially infrastructure against droughts, floods,
women and girls, has access to nearby and contamination, protecting the
portable water, freeing time for education, economy and people from the rising costs
enterprise, and income generation. of climate change.

b) Scale up access to modern, safe toilets f) Mainstream handwashing facilities and

and sanitation services in homes, schools, hygiene education in schools, markets and
workplaces, and health centres reducing public spaces, reducing illness, boosting
diseases, improving attendance, and school performance, and lowering health
enhancing productivity. costs for families and business.

c) Invest in local production of WASH g) Provide free menstrual kits to all girls in
materials, community-based water schools across the country to ensure that
system maintenance, and rural sanitation they retained in school to increase their
entrepreneurship creating thousands of completion rates.
dignified local jobs across the country.

Domestic Resource Mobilization for the Health Sector

The Chakwera administration will create a National Health Services Fund (NHSF) to preserve
the integrity of our health sector following the diminished levels of external support resulting
from the reduction in donor funding. The ongoing remake of the global international political
economy makes it imperative for us to be self-reliant using domestic resources. Any form
of external support should merely be supplementary to our collective efforts as a nation. We
envisage an NHSF that will be largely financed by locally generated resources to guarantee
long-term sustainability.

The main purpose of the NHSF will be to complement the provisions of the national budget to
finance the immediate and pressing health sector needs such as the procurement of drugs,
equipment and other consumables. The NHSF shall be capitalized through levies on alcohol,
cigarettes, phone calls, financial services and fuel. The levies will be remitted directly into the
NHSF to ensure transparency and accountability in the generation as well as utilization of the
funds in supporting the health sector. The NHSF shall provide monthly reports to the general
public and quarterly reports to the Parliamentary Committee on Health on the use of the
NHSF to ensure transparency and accountability.

TAKING OUR DEVELOPMENT FORWARD 62

7.0
GOVERNANCE
REFORM:
REBOOTING
THE SYSTEMS
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7.1
SETTING THE
CONTEXT FOR
GOVERNANCE
REFORM
We consider public sector governance reform people-centred development that leaves no-
a critical pre-requisite to the enhancement of one behind. The key policy areas shall include the
service delivery. We believe that robust public following: constitutional and electoral reforms;
sector governance systems and processes ensure judicial and legal sector reforms; enhancement
that public resources are used efficiently and of anti-corruption and governance mechanisms;
effectively, preventing waste and ensuring that public sector reforms and improvements;
they are directed towards productive investments decentralization and community development; and
catalysing fundamental structural transformation. gender equality and inclusive leadership.
Effective governance helps to remove barriers to
economic activity, streamline regulatory processes,
and ensure that resources are used efficiently, all
of which contribute to sustained economic growth. 7.2
1.1 CONSTITUTIONAL AND ELECTORAL
The MCP government redoubles its commitment REFORMS
to anchoring the country’s governance and
development processes on the capable Democratic The Chakwera administration commits to
Developmental State as initially espoused in undertake constitutional and electoral reforms to
its 2019 election manifesto and affirmed in the ensure that the country’s legal framework remains
Malawi 2063 Vision. We believe that a public sector responsive to the demands of the times and ensure
governance framework inspired by the virtues of that laws reflect the current societal realities. The
a capable Democratic Developmental State is the MCP government believes that constitutional
surest means to spearhead Malawi’s fundamental and electoral reforms are vital for deepening
structural transformation and sustainable democracy, strengthening institutions, and
development within the shortest time possible. ensuring that the will of the people is truly reflected
in governance. Electoral reforms are particularly
We see a capable Democratic Developmental important because they promote transparency,
State as the one which prioritizes economic and fairness, and credibility in the country’s electoral
social development alongside democratic values processes ensuring that every vote counts. The
characterized by strong state intervention and Chakwera administration commits to undertake the
planning, a professional and accountable public following in the realm of constitutional and electoral
service, and a commitment to national over reforms in its next tenure of office.
narrow group interests. A fully operational capable
Democratic Developmental State shall allow
us to spearhead widespread improvements in
living standards while also upholding democratic Comprehensive Constitutional Review
principles of participation and accountability.
Our promise as MCP government is to build a The Chakwera Administration commits to convening
just, transparent and prosperous Malawi where a National Constitutional Review Conference within
government works for the people in every village, the next three years. The aim of this review will be
town and city; it is a commitment to inclusive, to update Malawi’s legal frameworks to reflect its

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citizens’ aspirations and evolving needs, paving completion of any procurement process.
the way for stronger, more responsive governance
structures. Key areas of interest shall include:

a) Establishing clear transition guidelines, a 7.3 JUDICIAL AND LEGAL SECTOR

1.2
time-bound process for electoral petitions, REFORMS
and cooperation between outgoing and
incoming administrations. Our commitment will always be to build an
independent, efficient, and transparent judiciary
b) Reviewing the governance structures at that delivers timely and fair judgments without fear
all levels, focusing on the powers and or favour. The MCP government is committed to a
accountability of public officials. Malawi where justice is not a privilege for the few,
but the right for all, which is a strong foundation
c) Amending Chapter XIV of the Constitution for a more just, democratic, and stable Malawi. We
(Local Government) to mandate direct therefore believe that judicial and legal reforms are
elections for mayors in cities and municipal essential to strengthening the rule of law, protecting
councils and establish a Paramount Chiefs human rights, and ensuring equal access to
Council. justice for all Malawians. The next MCP government
undertakes to do the following in the judicial and
d) Reviewing Chapter IX of the Constitution legal sector:
(Human Rights) to ensure gender equality,
including legislation for a 50:50 gender a) Establish an independent National
ratio in public appointments. Prosecution Authority, consolidating
prosecutorial functions under a
e) Seeking public input on establishing safeguarded, competitively appointed
a National Prosecution Authority to Director General to ensure fairness,
centralize all prosecutorial functions in an efficiency, and integrity in prosecutions,
independent body. enhancing the justice system’s credibility.

b) Recruit 10,000 new police officers, 2,500 new

Prison Warders, 2,500 new Immigration
Electoral Reforms Officers and 150 new judicial officers to
improve nationwide access to justice and
a) Amend the Local Government Act in safety over the next five years.
2025/26 fiscal year to allow city and
municipal residents to elect their Mayors c) Complete the construction of 10,000
directly. security agencies houses by 2028 and the
Malawi Judiciary Headquarters by 2027
b) Hold the inaugural direct mayoral elections to facilitate the effective dispensation of
in 2027 for a 2.5-year term, followed justice.
by the next elections in 2030 alongside
Presidential, Parliamentary, and Local d) Reform outdated laws, improve court
Government Elections with a five-year infrastructure, invest on legal aid
tenure going forward. services, and promote dispute resolution
mechanisms to reduce backlogs and
widen access to justice.

Procurement Reforms e) Improve case flow management,

implementing technology to automate
a) Streamline procurement processes to court processes, and utilizing fast track
reduce the length of time for completing courts where appropriate.
government related procurement
processes to not more than 90 days for f) Develop a public-access case

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management system (CMS) to provide national cake at the constituency level.

to enable citizens to track case statuses,
access non-sensitive court documents, c) Present these reports to the National
and monitor hearing schedules via a user- Assembly for scrutiny, feedback and
friendly web and mobile interface. sanctions in cases of blatant abuse of
resources by the Councils.
g) Invest in judiciary training and capacity
building for judges, lawyers, and other d) Publicly recognize and reward the better
legal professionals for them to effectively performing Councils demonstrating
navigate complex legal issues. prudence and value for money in the
utilization of the public resources entrusted
h) Provide ongoing training and professional to them.
development for judges to stay abreast of
legal developments and best practices.

District-by-District State of the Nation Address

7.4 STRENGTHENING ACCOUNTABILITY

1.3 The President will maintain an annual address that
MECHANISMS reports on development and public service delivery
in every district, ensuring detailed measurement
We believe that accountability is the cornerstone of and open communication of each region’s progress
good governance and effective public service. Our while also addressing critical national issues.
commitment as MCP government is to prioritize a
transparent and responsible government where
officials are answerable to the public, and public
resources are managed with integrity. In addition, an 7.5 ENHANCEMENT OF ANTI-CORRUPTION
1.4
accountable public sector is essential to restoring AND GOVERNANCE MECHANISMS
trust, improving service delivery, and building a just
and prosperous Malawi. We commit to strengthen We reiterate our resolve to fight corruption and
oversight institutions, enforce anti-corruption strengthen governance systems in the country so as
measures, and promote citizen participation to to build a Malawi where integrity and accountability
ensure services are delivered efficiently, fairly, and are the foundation of national progress. The MCP
in the public interest. In the next MCP government, government is determined to build a Malawi founded
we will specifically spotlight two key issues: annual on integrity and accountability because corruption
constituency reporting; and district-by-district robs us of resources meant for development,
state of nation address. undermines public trust, and deepens poverty.
To succeed in the crusade against corruption,
we pledge to promote a culture of transparency,
ethical leadership, and results driven governance
Annual Constituency Reporting at all levels. We commit to undertake the following
in the battle against corruption in order to unlock
a) Pass legislation that will require all Councils resources for essential services and restore public
(jointly with District Commissioners confidence:
and Councillors) to deliver an annual
development report at yearly meetings a) Amend the Corrupt Practices Act to allow
with their constituents. time-bound trials and improve whistle
blower protection.
b) Require Councils to provide comprehensive
reports on the use of Constituency b) Amend the ODPOP Act (2017) to allow for
Development Fund (CDF) allocations and lifestyle audits of all public officers and
other development allocations, promoting enforcing sanctions to prevent corruption.
better resource utilisation and ensuring
that citizens appreciate their share of the c) Livestream audit hearings for public

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entities and the Anti-Corruption Bureau commits to undertake the following:

(ACB) will provide annual progress reports
to Parliament. a) Enforce performance-based management
systems across all Ministries, Departments,
d) Support the Public Accounts Committee and Agencies (MDAs) underpinned
with specialized technical and legal by mandatory annual performance
support to enhance scrutiny and oversight. appraisals, set clear service delivery
standards, and hold leaders accountable
e) Enhance the independence and capacity for results.
of oversight institutions, enforce strict
accountability measures and protect b) Cultivate a new generation of ethical,
whistle-blowers to ensure that no-one is visionary and results oriented leaders
above the law. across the public service who are
dedicated to serving people with
f) Provide opportunities for citizens to excellence through compulsory training
participate in decision-making processes with regular refresher courses at the
such as public consultations and Malawi School of Government.
community forums.
c) Set aside at least 2% of each MDA’s budget
g) Analyse data to identify patterns of for continuous professional development
corruption, track the effectiveness of anti- at the Malawi School of Government to
corruption measures, and monitor public improve their ability to manage resources,
perceptions. deliver services, and adapt to change.

h) Publicly recognize and reward individuals d) Implement succession planning to ensure

and organizations that demonstrate a smooth transition of leadership roles and
integrity and fight corruption. prepare future leaders.

e) Implement codes of conduct and anti-

corruption strategies that will help prevent
1.5 PUBLIC SECTOR REFORMS AND
7.6 misuse of power and resources including
IMPROVEMENTS holding accountable public officials for
their actions and performance of their
In tune with our commitment to establishing a agencies.
capable Democratic Developmental State as our
overarching operative development philosophy, f) Downsize and/or merge overstaffed
we believe that public sector reforms are critical to parastatals with overlapping mandates
building an efficient, responsive, and citizen-centred and close down failing State-Owned
government that delivers quality services. Through Enterprises (SOEs) and subjecting the
strategic public sector reforms inspired by the ethos remaining ones to rigorous annual reviews
of a capable Democratic Developmental State, we including ending non-performance-
commit to run a government that truly works for related bonuses for SOE staff.
Malawians, driving development, enhancing trust,
and supporting our national vision for prosperity. g) Upgrade the National Registration Bureau
We shall, through these reforms, transform the (NRB) into an Integrated Population
public sector into a professional, performance Registration System as a cornerstone
driven institution guided by merit, transparency for initiatives such as electronic Know
and accountability. By promoting a culture of Your Customer (eKYC) verification,
professionalism, innovation, and efficiency, we will enabling seamless interactions between
ensure that public institutions become engines citizens, government agencies, financial
of development, responsive to citizen needs and institutions, and other stakeholders.
capable of driving our national transformation
agenda. More specifically, the next MCP government 1.6 REFORMS IN THE EXECUTIVE BRANCH

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a) One of the most critical reforms the MCP to provide real-time direction on the
Government will facilitate in President priorities he wants to be effected.
Chakwera’s second term is the restructuring c) The OPC shall develop and establish
of the operations of the Executive Branch a digital dashboard that is accessible
to strengthen coordination across state to the President to enable him to track
agencies as a matter of practice, not as daily progress of the implementation of
a matter of emergency. This restructuring his directives by various MDAs and that
will begin with Office of the President and automatically flags issues that are stuck
Cabinet itself as the central office from in Government systems and processes in
which all Executive Branch functions need of troubleshooting.
are coordinated, beginning with a d) The OPC shall henceforth lead the process
comprehensive functional review of all of budget formulation the same way it
the parts of the state apparatus the OPC leads the process of constructing the State
touches and the development of an of the Nation Address, thus ensuring that
operational mechanism that ensures that there is alignment between the two and
the office is staffed properly, is secure, that MDAs are interrogating each other
is focused on strategic issues, and is a to justify every line item in their respective
catalyst for speedy delivery and action that budgets, which will in turn be the first
is free of red tape and unresponsiveness. instance of cutting wasteful spending on
b) The Secretary to the President will be activities, programmes, and procurements
required to provide the President a bi- that do not enhance public service delivery
annual performance appraisal of every nor give Malawians value for money.
Principal Secretary serving as a Controlling e) The President will provide each Minister
Officer of a Ministry, as well as of every a set of 10 priorities to deliver results
Parastatal Board, scoring them on a set on, aligned with the Manifesto and the
of metrics that will provide insight into aspirations of Malawians, on the basis of
each individual’s effectiveness in their which he will appraise each Minister every
role and their ability to collaborate with six months, combined with a peer review
other Senior Officials within their Ministry that each Minister will be required to do on
and in other Ministries. Similarly, the other fellow-Ministers to cultivate a spirit
Principal Secretaries of all Ministries and of collective ownership of what happens
their Ministers will conduct performance across the Government.
reviews of the SPC to enable the President

Leveraging Technology for Public Service Delivery

We commit to fully digitalize or automate all public sector systems for service delivery under
the superintendence of the Office of the President and Cabinet (OPC) by December 2025.
Citizens shall, among other things, be able to access essential services such as licences,
permits, national IDs, passports, social services, and public information including payment
for road traffic offenses quickly and conveniently through digital platforms. We will accelerate
functionality of the digital land management systems, and e-visa systems.

We are fully embracing e-Government as a game changer in transforming public service

delivery across the country. This will enhance transparency, efficiency, and accessibility; reduce
corruption and eliminate bureaucratic delays. This will not only improve accountability and
trust in public institutions, but also create new opportunities for innovation, youth employment,
and digital inclusion. The vision of the Chakwera administration is a modern, connected Malawi
where technology brings government closer to the people and delivers better services for all.

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7.7
1.7 DECENTRALIZATION AND COMMUNITY f) Ensure that decentralization efforts
EMPOWERMENT continue to contribute to poverty
reduction, improved access to services,
The Chakwera administration has made and economic growth at the local level.
historically significant strides in entrenching and
deepening decentralization policy reforms since g) Amend the Local Government Act by 2026
June 2020. Through GESD, the MCP government to establish the Malawi National Council of
has demonstrated unprecedented political will Chiefs consisting of all gazetted traditional
empowering local governments by ensuring that leaders in Malawi as a way of recognizing
development is driven by the needs and priorities traditional leaders’ institutions, status,
of the people. Consequently, under the Chakwera and role under customary law including
administration, a robust local governance and systematically coordinating their activities.
development architecture is emerging that has
ratcheted the capacity of local governments
to drive the local development agenda with
dynamic and progressive support of the centre. 7.8 GENDER EQUALITY AND INCLUSIVE
1.8
This underlies our commitment to deepening LEADERSHIP
decentralization and community empowerment as
key pillars of inclusive development and democratic The hallmark of the Chakwera administration
governance in Malawi. We pledge to continue during its first term of office is strikingly surpassing
deepening and institutionalizing decentralization all the post May 1994 regimes in fostering gender
in the next Chakwera administration to enhance equality and inclusive leadership. It has broken
accountability, improve service delivery, and unlock down and continues to break down barriers
the full potential of grassroots development thereby that limit the participation of women, youth, and
building a more equitable and self-reliant Malawi. marginalized groups in leadership and decision-
The key policy priorities shall include the following: making at all levels of society. The MCP government
has consistently maintained a 40:60 gender ratio, in
a) Launch a national CDF transparency portal line with the Gender Equality Act (2013), at Cabinet
by January 2026 to ensure transparency level, which is unequivocal demonstration of its
and oversight. commitment to breaking existing glass ceilings in
various sectors. Building on this glowing track record
b) Double the CDF allocations (to MK500 of success, the Chakwera administration commits
million per constituency per annum) to continue to implement policies that promote
over the next five years as a means of equal opportunities in education, employment
accelerating equitable rural development and enforce laws that protect all citizens against
across the country. gender-based violence and discrimination. Our
desire is to unlock the full potential of our nation
c) Ensure regular audits at the council and since gender equality and inclusive leadership are
constituency levels by the National Audit not just about fairness; they are a powerful driver of
Office with expenditure details made innovation, resilience, and sustainable development
public to guarantee transparency and for Malawi. In the next Chakwera administration, we
local empowerment. shall continue to aspire, inspire and work towards a
more inclusive and equitable society that values the
d) Strengthen local councils, improve contributions of all members of society including
transparency in resource allocation, and women, youth, people with disabilities, and people
promote active citizen participation in living with albinism through the following policy
planning and monitoring public services. measures:

e) Strengthen local institutions and a) Amend the Gender Equality Act to establish
structures such as the Area Development a 50:50 gender ratio in senior roles
Committees (ADCs) and Village within state-owned enterprises, principal
Development Committees (VDCs) that secretary positions, ambassadorial
enable communities to effectively manage appointments and other influential areas
their affairs and deliver services. to foster more representative leadership
at the highest levels.

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b) Promote the inclusion of youth, individuals f) Support women, youth and other
living with disabilities, and people living with marginalized groups’ participation in
albinism in these appointments to foster a politics through leadership training and
diverse and representative leadership that mentorship programmes.
reflects the broader configuration of the
Malawian community. g) Promote inclusive leadership by
encouraging political parties and other
c) Strengthen and enforce gender related institutions to adopt gender-sensitive
laws, such as the Gender Equality Act and practices and policies.
the Prevention of Domestic Violence Act.
h) Ensure that leaders are held accountable
d) Mainstream gender and youth for promoting gender equality and
development across all national inclusion in their teams.
development plans and budgets to ensure
inclusive policy implementation. i) Invest in women and youth leadership
development providing them with skills for
e) Introduce quotas for political and public lobbying and advocacy to empower them
positions to ensure that women, youth and to effectively advocate for gender equality
other marginalized groups are adequately and inclusion.
represented at all levels of government.

GENDER EQUALITY &

INCLUSIVE
LEADERSHIP
Every voice is heard, every talent is valued, and no
one is left behind. Together, we rise!

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8.0
PUBLIC SERVICE
DELIVERY:
THE
CHAKWERA
MASTERPLAN
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8.0
PUBLIC SERVICE DELIVERY:
THE CHAKWERA
MASTERPLAN
Ultimately, the reforms in Governance will not be pursued for their own sake, but rather for the improvement
of public service delivery to the Malawians who have entrusted us with the power to serve them. As such,
the measure of success for any governance reforms is not in the pursuit of the reforms themselves, but in
the satisfaction of Malawians with the results thereof as experienced in the quality of public service delivery
those reforms produce. Therefore, the Malawi Congress Party under President Chakwera’s second term will
drive all governance reforms to deliver The Chakwera Masterplan, a set of 72 specific public services for
making Malawi a Strong Society, a Strong Economy, and a Strong Democracy, with 8 categories of services
under each, and 3 measurable and actionable promises in each category as follows:

STRONG SOCIETY STRONG ECONOMY STRONG DEMOCRACY

Education Services Financial Services Political Services

Health Services Labour Services Security Services

Cultural Services Tax Services Citizenship Services

WASH Services Transport Services ICT Services

Family Services Land Services Emergency Services

Housing Services Trade Services Diplomatic Services

Recreation Services Energy Services Justice Services

Social Protection Services Environmental Services Human Rights Services

8.1 MALAWI: A STRONG SOCIETY

1.1

Provide student loans to 40,000 university students from low-income

households, of which 50% will be reserved for students who study ATM+M
a) Education Services 1
disciplines, and introduce a student loan scheme for technical colleges,
nursing schools and Open Distance Learning.

Eliminate all grass-thatched schools and replace them with modern

2
classrooms by 2030.

Provide hot, nutritious meals in public primary schools at an incremental

rate of 20% every fiscal year, until all primary schools are catered for by
3
2030, with the aim of boosting the attendance, performance, and health
of pupils.

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Establish the off-budget and independently funded National Health

Services Fund (NHSF) to finance and facilitate the speedy procurement of
b) Health Services 1
drugs, equipment, repairs, and other consumables to end drug shortfalls
and prevent disruptions in public health service delivery.

Introduce to Malawi the FDA-approved Lenacapavir vaccine for HIV

prevention and treatment to further reduce HIV prevalence from the
2 current 7.1% to less than 2% and to reduce new infections by 75%, and roll
out the malaria vaccine and enforce the nationwide application of indoor
residual spray against mosquitoes to eliminate deaths by malaria.

Establish a Presidential Initiative on Mother and Child Health to guarantee

3 access and quality of care for the drastic reduction of morbidity and
mortality rates.

Develop and popularize a Pledge of Malawian Identity that defines,

c) Cultural Services 1 codifies and promotes the cultural values of umunthu, ubale, ubwenzi,
ulemu, and umodzi as hallmarks of being a true Malawian.

End the disproportionate representation of Senior Chiefs by promoting

Chiefs in districts that are underrepresented, and establish a Presidential
2
Council of Paramount Chiefs to foster national cohesion, promote Malawi’s
cultural values, and provide counsel on issues of national importance.

Establish a Museum of National History in each of the 4 political regions of

Malawi and erect monuments of National Heroes in the nation’s Capital
3 to promote the cultural values and patriotism they embodied, including
the likes of Fredrick Sauka (national anthem composer) and Gabriel
Simengwa (national flag designer).

Provide every Village Headman with access to potable clean water within
d) WASH Services 1 a 1.5 kilometre radius as recommended by the World Health Organisation
(WHO).

Provide access to potable water for 1,500,000 people in Salima, Dowa and
Lilongwe by ensuring that the on-going Salima-Lilongwe Water Project
2
that the Chakwera Administration initiated is completed within 8 months
of the September Elections.

Install flushing toilets in all urban centres, all markets, all bus depots, all
community secondary schools and all health facilities across the country,
3
and fit every rural household with either a Water Closet or a WHO-
compliant ventilated improved pit latrine (VIP).

Create Malawi’s first poverty-free generation by giving each new-born a

e) Family Services 1 TSOGOLO ACCOUNT with a once-off K500,000 deposit to be invested for
growth until they are 18 years old.

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Create 3 Early Childhood Development (ECD) centres in the wards that do

2
not yet have one and add ECD centres in the wards that have less than 3.

Invest MK5 billion in establishing programs in medical schools, religious

institutions, and cultural entities to offer parents free crash courses in
3
Mental Health Management to improve the detection of mental health
issues at household level.

f) Housing Services 1 Eliminate grass-thatched roofing for 1,000,000 households by 2030.

Construct 250,000 housing units across the country that include high
rise apartments for low income urban areas to replace urban slums;
2 decent housing for low-income families, the elderly, and persons with
disabilities; and modern housing for civil servants, especially teachers
and healthcare workers.

Establish a National Real Estate Registry and conduct an audit and

3 registration of all properties in urban and trading centres by the end of
2026, and the rest by the end of 2028.

Replace Kamuzu Stadium in Blantyre and Mzuzu Stadium in Mzuzu with

g) Recreation
1 new state-of-the-art international stadia with a seating capacities of
Services
41,000 and 30,000, respectively.

Create major investor-led recreation centres in the cities of Blantyre,

2 Zomba, Lilongwe, and Mzuzu, with amenities for indoor games, fitness,
cuisine, theatres, exhibitions, movies, and shopping.

Establish tournaments in schools, and at district, regional, and national

3 levels for Malawi’s ten most promising sports disciplines, in partnership
with the Private Sector, to make Malawi globally competitive.

Introduce a Nkhokwe Tax Discount that is offered to Malawians who

grow excess maize and other food crops, allowing them to receive either
a proportional discount on their taxes or other types of incentives in
h) Social Protection
1 exchange for a donation of their excess food to District Food Silos for
Services
distribution, in partnership with local and community-based NGOs,
to vulnerable families that lose their crops and livelihoods to climate
disasters.

Triple the monthly Mtukula Pakhomo allocation for vulnerable households

in a hybrid model of the Affordable Inputs Programme (AIP) that
2 targets vulnerable households that do not qualify as productive and
commercially oriented farmers in every district to receive a monthly cash
transfer of K50,000, up from the current monthly average of K15,000.

Give Mother Groups access to child nutrition screening and provide

3 fortified foods and other nutritional supplements for any of their under-
five children found to be malnourished.

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8.2
1.2 MALAWI: A STRONG ECONOMY

Introduce comprehensive legislation that facilitates Malawians’

participation in crypto currency and crowd funding, and that establishes
1. Financial Services 1
a National Fintech Hub that expands and champions Malawi’s access to
alternative financing at lower interest rates.

Abolish the use of cash for accessing any Government services or for
conducting any Government transactions in order to end the exploitation
of citizens by corrupt public servants demanding bribes and the
2
inducement of public servants by corrupt members of the public offering
bribes, and restrict the amount of personal cash any member of the
public can carry into a Government facility.

Require every Malawian adult to have a Savings Account by the end of

3
2026 and mandate banks to remove service fees on all Savings Accounts.

Champion the Jobs4All-Jobs4Life Agenda in partnership with the Private

Sector to create 750,000 jobs every year and reach the target of 3,000,000
new jobs created by the end of 2029, and facilitate the establishment
2. Labour Services 1
of the Domestic and Manual Workers Union with a registry of Malawians
employed in homes, factories, and estates to ensure that their labour
rights are being respected and upheld.

Establish the National Service Commission through an Act of Parliament,

to coordinate the recruitment of youths who do not progress beyond
primary and secondary school, and to oversee their deployment for
2 training and skills development either to the National Youth Service that
President Chakwera already established under the National Youth Council
of Malawi (NYCOM) or to similar service programs established under the
MDF, MPS, Malawi Prison Service, NIS, TEVET, and other agencies.

Disburse MK5 billion every year to youth-led enterprises with job-creating

3 prospects under the Youth Innovation Fund (YIF) that President Chakwera
already established under NYCOM.

Abolish the direct donating of funds by foreign Governments to non-State

entities in Malawi and publish an annual report of all pledges of financial
support made to the Malawi Government by foreign Governments, as well
3. Revenue Services 1 as what percentage of each pledge was fulfilled and what it was used for,
thus ensuring that foreign Governments financially transact only with the
democratically elected and publicly accountable Government of Malawi
out of respect for Malawi’s sovereignty, democracy, and constitutionality.

Gazette a Payments Order that outlines what categories of goods, services,

and works in Malawi cannot be paid for in cash and what categories of
goods, services, and works non-resident foreign visitors cannot deposit
2
or make payments for in foreign accounts nor purchase using any other
mode of payment except cash in accepted foreign currencies or credit
card.

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Reduce ALL taxes by a minimum of 10% and enforce the fiscally responsible
3 use of taxpayers’ money by requiring all national budgets to not exceed a
deficit of 7% of the previous year’s revenues.

Establish an independent National Infrastructure Development Fund

(NIDF) to finance the construction of transport infrastructure, including
4. Transport Services 1 the completion of the railway system that President Chakwera already
begun and the development of at least ONE key and priority road in each
constituency.

Construct new and modern International Airports in Blantyre, Lilongwe, and

2 Mzuzu, equipped with tracking systems for monitoring Malawi’s airspace
to enhance security, emergency response, and revenue generation.

Construct a new and modern bus station in each District and create a
3 Njinga Lane on all high-traffic main roads in the cities of Blantyre, Zomba,
Lilongwe, and Mzuzu to be used exclusively by cyclists.

Designate underutilized public land for young people and establish a

Land4Business Portal through which they can apply for and access a
5. Land Services 1 production-based lease and contract they can leverage to access a
business loan from NEEF and that they can invest in developing an agri-
business or other entrepreneurial activities on the designated land.

Digitize all land titling processes to reduce the length of time it takes to
secure a land lease after application to 60 days, and provide title deeds
2
to all land and property owners in all cities and urban centres by 2027, and
to all land-owners in rural areas by 2030.

Designate and ring-fence strategic sections of land along Lake Malawi

and all economically strategic locations in each district as “protected
3 land” that cannot be sold, bought, or occupied, and reserve it for major
investors who will be brought in by Government invitation-only to develop
world-class infrastructure, mines, and other services.

Create Special Economic Zones (SEZs) in the four locations President

Chakwera designated in Matindi, Chigumula, Magwero and Dunduzu,
where Industrialization can be fast-tracked by developing ready-to-
6. Trade Services 1 use factory shells, complete with various incentives, basic infrastructure,
ICT services, among others, which will be available to investors who are
eager to engage in food processing, textile and garments, leather value-
addition, processing of minerals, creating handicrafts and souvenirs.

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Create a Service Trading Platform that globally markets and remotely

deploys the skills of Malawian professionals to international companies
2 that can outsource and pay for services in accounting, auditing, marketing,
customer care, data management, financial services, research, design,
art, training, and counselling.

Develop a National Creative Economy Strategy through the National Arts

and Heritage Council (NAHEC) that President Chakwera established, and
set up, within the Intellectual Property Centre that President Chakwera
signed into law, a Creative Sector Unit staffed with technical experts
3
representing the Trade, Tourism, Arts, Culture, Education, Finance, and
Justice sectors, to ensure that young people in the Creative Industry are
being fully and fairly remunerated for the creative works and services they
produce in multiple sectors of the economy.

Increase electricity generation capacity to 2,000MW through an energy-

mix strategy to ensure that the electricity access that President Chakwera
7. Energy Services 1
increased from less than 10% to 25% between 2020 and 2025 is further
increased to 70% by 2030.

Overhaul both the National Oil Company of Malawi and the Malawi Energy
Regulatory Authority to streamline the procurement and management
of petroleum products in line and compliance with the Government-to-
2
Government arrangement that President Chakwera introduced to end the
price-gouging and secret fuel dealings previously made possible by the
Open Tender System.

Create a variegated electricity tariff system that offers lower electricity

tariffs to low-income households to expand energy access and offer all
3
domestic customers a Power-on-Credit facility to keep the lights on for a
day and ensure there is no power supply disruption after the units run out.

Replace charcoal and wood-burning cook-stoves with modern energy-

efficient cook-stoves made affordable through carbon trading, and
8. Environmental
1 establish a National Carbon Registry that valuates all of Malawi’s natural
Services
resources to unlock Malawi’s potential in accessing low-interest financing
through carbon markets and Debt-for-Nature Swaps.

Launch a national lime campaign to treat the high-acidity levels of

2 Malawi’s soils to safeguard the country’s food security and agricultural
productivity for future generations.

Having successfully banned the single-use thin plastic bags, extend this
ban to plastic carrier bags and replace them with biodegradable ones
3
to be manufactured locally using local raw materials at manufacturing
plants that will also create new jobs in all regions of the country.

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8.3
1.3 MALAWI: A STRONG DEMOCRACY

Phase out city CEOs and introduce direct elections for Mayors with
1. Political Services 1
executive powers for 5-year terms.

Reserve the parliamentary seat of the central constituency in each

council for 35 MPs to be nominated by the main parties in Parliament
2 to cater for gaps in female, youth and disability representation, and
add two seats in Parliament for Members of Parliament representing
Diaspora Malawians as a unique Constituency.

Appoint at least 2 female and 2 male youths aged 21-34 to Cabinet

3
positions to give youth a voice in all Government decisions.

Over the next five years, recruit 10,000 new police officers, 2,500 new
Prison Warders, 2,500 new Immigration Officers, and the required
2. Security Services 1 number of new troops for the Malawi Defence Force, and introduce
honoraria for registered members of neighbourhood watch and
community police.

Complete the construction of 10,000 security agency houses by 2028

2 to continue making security agents an integral part of Malawian
communities.

Remove visa requirements for ALL visitors to Malawi and replace them
with a mandatory Electronic Travel Authorization (ETA) to be issued
3
online within an hour of application and enforced through the airlines
that fly into Malawi.

Empower MACRA to manage a centralised citizen database that other

agencies can securely request and access data from without troubling
3. Citizenship Services 1
citizens with the time-wasting requirement to have their data captured
each time they need a service.

Enforce a standardized system for processing citizens’ applications

for key Government documents to guarantee issuance of card-based
documents such Drivers Licences and National IDs within 60 days,
2 paper-based documents such as Birth Certificates, Death Certificates
and Passports within 30 days, and digital permits within 7 days, failing
which the responsible Department will refund affected citizens and
issue them the documents for free within 7 days.

On all websites and at all service delivery points for all public institutions,
provide a RATE-OUR-SERVICE Portal and app that allows citizens to rate
the performance of service providers, starting with Police, Road Traffic,
Immigration, Public Hospitals, District Commissioners, Administrators
3
General, Registrars, Courts, Accountant General, Customs, Roads
Authority, Ombudsman, Malawi Revenue Authority, ESCOM, Water
Boards and ADMARC, the results of which the President will use to
determine budget allocations and personnel changes.

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WWW.CHAKWERA2025.MW MCP MANIFESTO: 2025 - 2030

Introduce comprehensive legislation for the optimisation and regulation

4. ICT Services 1
of metadata and AI.

Relocate E-Government to the Office of the President and Cabinet to

2 empower its capacity to roll out and enforce the digitalisation of all
Government Services by end of 2026.

Launch Malawi’s first space satellite to improve weather monitoring,

3 improve communication, and increase internet access, from 27.7% to
55% of the population by 2030.

Establish a National Emergency Fund and an inter-agency National

Emergency Force with staff deployed in all Councils for improving
the readiness, preparedness, collaboration, and capacity of relevant
5. Emergency Services 1
agencies to conduct rescue and evacuation operations, and to manage
national disasters and accidents in a speedy, organized, systematic,
transparent, and methodical fashion.

Procure one Emergency Response Helicopter for each region for rapid
2 response, relief delivery, and search and rescue operation to be used
by the National Emergency Force during emergencies and disasters.

Procure 100 Firefighting Trucks to be equitably distributed to all District

3
and City Councils for addressing common emergencies involving fires.

Provide services for the renewal of Passports, National IDs, Driver’s

Licences, and Electoral Services in all Malawi Embassies and invest
in building the capacity of embassy staff through the School of
6. Diplomatic Services 1 Government that the Chakwera Administration established, thus
ensuring that the needs of Malawians living and working abroad are
being adequately met and the national interests of Malawi are being
achieved.

Establish new embassies in Nigeria, Namibia, Bahrain, Canada, and

2
Ukraine.

Appoint Malawians who are in strategic positions abroad or who

have strategic influence in and access to entities in foreign Capitals
3
as Ambassadors-at-Large with the mandate to transact with other
Governments as Honorary Diplomats of Malawi.

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MCP MANIFESTO: 2025 - 2030 WWW.CHAKWERA2025.MW

Allocate resources to the Judiciary specifically for the reduction of 20%

of case backlogs each year, and make any further allocation of such
7. Justice Services 1
funds in subsequent years contingent on the Judiciary’s achievement
of set targets for clearing case backlogs.

Fully automate and digitalize all court processes by 2027 to improve

case management and timely delivery of justice, including the
development of a Case Management System (CMS) that is accessible
2
to the public to enable citizens to track the status of cases, see the
allocation of judges to cases, access non-sensitive court documents,
and monitor the progress and scheduling of hearings.

Introduce Mobile Courts that enable the Judiciary to take judicial

services and education to remote parts of Malawi and inside prisons by
3 caravans staffed with trained paralegals and rotating magistrates to
improve Malawians’ understanding of their rights and access to justice
services.

Abolish the death penalty, and enforce the amendments that President
Chakwera has made to the penal code by decongesting prisons
8. Human Rights
1 through the transitioning of perpetrators of minor crimes and prisoners
Services
in poor health from a custodial to a non-custodial sentence that
includes house arrest, community service, and rehabilitation.

Streamline and synchronize the National Registration Bureau’s system

for registering citizens for National IDs with the Malawi Electoral
Commission’s system for registering citizens to vote to enable all
Malawians of voting age to be registered to vote in the next election at
2 the same time that they are issued a National ID, thus ensuring that the
Constitutional right to vote is enjoyed in practice and not restricted by
limitations imposed by phased and rotating voter registration exercises
that come once every five years, and introduce legislation and a
mechanism that enables Malawians abroad to cast absentee ballots.

Abolish the police practice of setting up temporary road blocks and

check points in random places and reduce the number of permanent
police check points on strategic main roads and in cities by 75%, to be
3 replaced by police patrols that enhance security in communities and
that monitor the movement of traffic and people without interfering
with them unless there is a cause or incident that requires investigation
or enforcement of the law.

TAKING OUR DEVELOPMENT FORWARD 80

9.0
OUR
APPEAL
AND PROMISE
MCP MANIFESTO: 2025 - 2030 WWW.CHAKWERA2025.MW

9.0
OUR
APPEAL
AND PROMISE

Under the Chakwera Administration that Malawians

ushered in in June 2020, MCP has managed to
steer Malawi through a cocktail of exogenous
threats ranging from the Covid-19 pandemics,
successive bouts of cyclones, and the devastating
effects of the Russian-Ukraine War. During this
period, President Chakwera has presided over a
remarkable infrastructure revolution, essentially
turning the entire country into a construction site;
he has honoured the constitutional obligation to
account for his actions to the Malawian people
by consistently appearing before Parliament and
the Public; he has championed gender equality to
transform women’s participation in the political and
administrative landscape of the country; he has
fostered national unity and cohesion by respecting
Former Presidents, as well as exemplifying decency
and decorum in the Presidency by never engaging
in politics of castigation or retribution, as well as
by appointing members of other parties to his
Cabinet; he has displayed noble statesmanship by
continuing and completing several development
projects started by previous regimes in line with
the underlying spirit of the Malawi 2063 Vision; and
he has expanded access to electricity from 11% to
25%, essentially doubling access within five years,
and making it available with predictable regularity,
thereby ending the incessant blackouts that were
the hallmark of the DPP Administration.

With these and many other achievements,

the stage is set for the country to experience
fundamental structural transformation and
sustainable development under a second term
Chakwera Presidency. Under his steady leadership,
we have the best chance of Making Malawi Feed
Malawi, of creating jobs for our youth, of growing
their own wealth, and of governing themselves
with integrity and a renewed sense of national
pride. Through the pillars of Food Security, Job

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WWW.CHAKWERA2025.MW MCP MANIFESTO: 2025 - 2030

Creation, Wealth Creation, Service Delivery, and Even so, we know that the success of this Manifesto
Governance Reform built on the foundation of lies in the continuation of the partnership between
the Malawi 2063 Vision, the ATM+M Strategy, the Malawians and their President, for President
SUPER Hi-5 Achievements of the 2020 Manifesto, Chakwera’s success will be every Malawian’s
and a commitment to a capable Democratic success. And there is no doubt that President
Developmental State philosophy, Malawians can Chakwera’s second term will be an even
look forward to a second-term President Chakwera greater success than his first, for he has already
that is ready to do even more for Malawians, ready demonstrated that he is the most capable person
to deliver even more for Malawians, and ready to Malawi has to do the job; he is the person with the
lead Malawians into a prosperous future, providing best character, temperament, and composure to
steady and focused leadership in implementing lead Malawi through the uncertain and turbulent
this Manifesto that expresses his resolve to serve economic, climatic, and moral terrain of our time;
Malawians with honour and diligence by delivering he is the person with the best stamina to run with
all the commitments herein. Malawi’s youthful citizens into a bold new future; he is
the person with the best work ethic for all Malawians
Our manifesto is not just a set of promises, but a to emulate and the best track record of delivering
clear roadmap to a better Malawi informed by the development for all Malawians to see, earning him
experience we have had as a Government of the the deserved title of Mashini a Chitukuko; he is the
People in the past five years and the achievements best voice to articulate the dreams and hopes of
we have registered thus far. It is a people-centred Malawians to a fragmented global community with
Manifesto, one that demands service and sacrifice an understanding, empathy, and eloquence that
from public officials in order to deliver services to produces results, inspires the world, forges alliances,
the citizens. It is a pragmatic Manifesto, one that and makes Malawians proud; and he is the visionary
contains measurable and feasible commitments, with the best Manifesto that focusses on taking our
each of which will be accompanied by a modus development forward at a time when others are
operandi to be contained in a comprehensive threatening to take Malawians backwards, which
Operational Plan that will accompany the will take Malawi nowhere.
Manifesto. It is a prosperity-creating Manifesto, one
that will produce the first poverty-free generation of Dr. Lazarus McCarthy Chakwera is Malawi’s
Malawians. Once President Chakwera is sworn into President, and we invite you to use your vote in
office for his second term, the Operational Plan for this election to stand with him as he carries on to
this manifesto will form the basis for engagements take Malawi’s development forward to the brighter
with the National Planning Commission and shores of 2030.
other stakeholders to explore various funding
streams and opportunities for the delivery of all
promises outlined in this manifesto, especially
those that will complement national treasury funds
through various models including public-private
partnerships (PPP) that unlock revenue from stocks,
real estate, equity funds, debt and grants.

83 TAKING OUR DEVELOPMENT FORWARD

TAKING OUR
DEVELOPMENT
FORWARD Building a modern Capital City - Saulos Chilima Highway
 MALAWI CONGRESS PARTY

MANIFESTO
2025 - 2030

Chakwera2025
#KupititsaChitukukoChathuPatsogolo
#TakingOurDevelopmentForward

MANIFESTO
HIGHLIGHTS

SCAN TO VIEW

The Secretary General

Malawi Congress Party (MCP)
Private Bag 388, Lilongwe, Malawi
Tel: 01 795 995 Fax: 01 795 994