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WORLD METEOROLOGICAL ORGANIZATION
REPORT OF THE STAKEHOLDER WORKSHOP TO IMPLEMENT THE WMO STRATEGY FOR SERVICE DELIVERY
LILONGWE, MALAWI, 23-27 November 2015
FINAL REPORT
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THE STAKEHOLDER WORKSHOP TO IMPLEMENT THE WMO STRATEGY FOR SERVICE DELIVERY
Introduction
At the invitation of the Government and the Department of Climate Change and Meteorological Services (DCCMS) of Malawi, the Public Weather Services (PWS) Programme of the World Meteorological Organization (WMO) organized a workshop in Lilongwe to assist the Department with a self-assessment of the current level of its service delivery and to prepare an Action Plan for progress to a higher level of service delivery. This activity was the first of its kind to be piloted in Malawi, following the publication of the WMO Strategy for Service Delivery and its Implementation Plan.
The WMO Strategy for Service Delivery, (WMO-No.1129), which is aligned with the WMO Strategic Plan, was approved by the Sixteenth Congress (Cg-XVI) (Geneva, May 2011). An Implementation Plan was subsequently prepared and approved by the WMO Executive Council. The Strategy explains the importance of service delivery; defines the four stages of a continuous, cyclic process for developing and delivering services and the elements necessary for moving towards a more service-oriented culture; and describes practices to strengthen service delivery across the entire WMO.
The Strategy reflects the desire of WMO Members for a more uniform and structured approach to service development and delivery. The goal of the Strategy is to help National Meteorological and Hydrological Services (NMHSs) raise standards of service delivery in the provision of products and services to users and customers. The Implementation Plan provides a flexible methodology to help Members evaluate their current service delivery practices, and to serve as high-level guidance for developing more detailed methods and tools that will enable Members to improve their service delivery process.
The Strategy is adaptable to the unique needs of Members from both developed and developing countries, regardless of who the users are and whether the products and services delivered are public or commercial. The WMO Secretariat and WMO constituent bodies are responsible for facilitating and coordinating the implementation of the Strategy. WMO Members who have already implemented a formal quality management system (QMS) are more likely to be focused on meeting user needs and to consider this a key aspect of service delivery. For Members who have not introduced a QMS, implementing a service delivery strategy along the lines described in the WMO Strategy for Service Delivery will be an excellent step towards improved organization-wide quality management.
For users who are sensitive to the impacts of weather and climate, the benefits of receiving high-quality services that fully meet their needs are wide-ranging. Members who provide high levels of service delivery through their public weather services (PWS) are likely to be viewed by their users and the organizations that fund them as a valuable return on the investment of public funds. This can help to ensure the sustainability of PWS.
The Strategy describes a continuous cycle of four stages, which define the framework for service delivery, and identifies six elements that detail the activities required for high-quality service delivery.
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The management of service-providing organizations must remain focused and committed to ensure that high-quality service delivery is achieved throughout their organizations.
The Implementation Plan for the Strategy has been developed to help all Members assess and improve their service delivery irrespective of their current level and capacity.
Current levels of service delivery can be assessed either by the service providers themselves or with external assistance. The assessment should be made with the help of a progress model which shows the type of activities and behaviours that are appropriate for service providers with a certain level of service delivery development. A Service Delivery Progress Model (SDPM) is included in this Implementation Plan to guide Members on the actions and activities required to progress to higher levels of service delivery over the short, medium and long term.
Milestones for the implementation of the Strategy are set for the short term (2 years), medium term (6 years) and long term (10 years).
The key deliverables resulting from the implementation of the Strategy over the short term will be: (i) an assessment of the current level of service delivery; (ii) putting in place the necessary action plan to start improving service delivery, which should include strengthening user interaction through, for example, surveys, focus groups or workshops for each user group; and (iii) an assessment of the resources required to implement the action plan. Over the medium term, the Implementation Plan aims to help a certain percentage of Members gain at least one level in their service delivery development and to document the process and share lessons learned with other Members. Over the long term, the aim of the Strategy is to develop or strengthen a service culture and facilitate the mainstreaming of service delivery in the programmes and activities of Members’ service providers, resulting in a tangible improvement in the user’s perception of their services.
In order to demonstrate in a practical manner the use and application of the Strategy, WMO decided to conduct a pilot project in one country, and following an initial discussion during Seventeenth WMO Congress (Cg-XVII) (2015) between the WMO Public Weather Service Programme, Mr Jolamu Nkhokwe, Director of the Department of Climate Change and Meteorological Services Malawi (DCCMS) and the Met Office, which had been instrumental to the development of the Strategy, it was mutually agreed to launch this project in Malawi.
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The objective of the pilot was to work with DCCMS to assess their current capabilities in service delivery. The second part of this objective was for DCCMS to determine how they could improve their capacity for moving to a higher level in the Service Delivery Progress Model, and to guide them in the preparation of an action plan on how to develop that capacity and what is needed in terms of resource and expertise.
The report of the activities of the workshop is presented below.
DAY 1
Participants
Department of Climate Change and Meteorological Services (DCCMS): Mr Jolamu Nkhokwe (Director, DCCMS), Mr Gray K. Munthali (Deputy Director), Mr Winston Chimwaza (Chief Meteorologist (Operations)), Mr Adams Shentone Chavula (Principal Agrometeorologist), Mr Clement Boyce (Chief Meteorologist), Mr Amos Mtonya (Principal Meteorologist), Ms Elina Kululanga (Principal Meteorologist (Public Weather Service).
WMO Secretariat:Ms Haleh Kootval (Chief, Public Weather services), Ms Sofie Sandstroem (WMO, Nairobi - part-time)
Met Office: Mr Tim Donovan (International Development), Ms Kathrin Hall (International Development)
Stakeholders
As a first step in the week long workshop, it had been agreed to hold a preparatory meeting between the DCCMS management and senior staff, WMO and Met Office to identify the stakeholders and to work jointly through the WMO Strategy for Service Delivery and its Implementation Plan and in particular the SDPM in order for DCCMS to assess its current service delivery level, and using the tools identified in the Strategy document to be guided on how to progress to the next level of service delivery.
A round table discussion was held to identify the key stakeholders of DCCMS in Malawi. Identified stakeholders included: Electrical Supply Commission of Malawi; Water Board Blantyre; Malawi Lake Services; Agriculture: Farm Radio, Fertilizer Producers, Seed Manufacturers; Disaster Management Affairs; Weather Index Insurance; Christian Aid; Red Cross, Civil Protection Sector; The National Smallholder Farmers' Association of Malawi (NASFAM); World Food Programme, Health; Tourism; Aviation; Fisheries; Roads Authority; Farmers Union; Agriculture Research Extension Trust.
Service Delivery – Joint Assessment of Current Status
Going through the questions and guidance for each of the stages of the SDPM, a joint assessment of the DCCMS current stage of service delivery was carried out as described below.
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Element 1: Evaluate User Needs and Decisions
Q1a) Who uses the products and services you deliver?
DCCMS have some awareness of who their users are, as evidenced through the round table discussions and list of users, noted above. However there is no formal feedback process or overarching user engagement process in place at present.
Development of user requirements has been initiated in the Agriculture sector, through the GFCS process.
The Aviation sector is currently the most advanced user group within the DCCMS; there is a good understanding of the Aviation requirements and a Memorandum of Understanding is in place.
There are also MOUs in place for certain products to be supplied under the Weather-Index based crop insurance as well as Standard Operating Procedures for issuing warnings to the water sector.
Overall assessment: Level 2
Q1b) What processes do you have in place for engaging with your users?
Currently, users are able to contact DCCMS but no formal record is made of enquiries. The majority of users contact DCCMS on an ad hoc basis, for example via email. Correspondence received is dealt with on an individual basis but not currently recorded or analysed for trends, nor fed back into long term improvements for DCCMS.
Aviation, again, is a more developed customer sector within DCCMS and some processes are in place to for staff to follow.
For the Disaster Risk Management sector, engagement takes place on an ad hoc basis but is not formalised between DCCMS and stakeholders. The Department of Disaster Management Affairs (DODMA) invites DCCMS to attend meetings when severe weather is expected. The invitation to DCCMS occurs on an ad hoc basis and the relationship is not formalised. As this meeting is called by DODMA, it is not driven by DCCMS’ forecasts.
Overall assessment: Level 2
Q1c) How do your users contact you?
Users can currently contact DCCMS through DCCMS’ own website, via email, by contacting the director’s office, through letters, phone calls as well as Social Media (Facebook, Whats App, Twitter).
DCCMS’s weather bulletin contains DCCMS’ contact details and there is some encouragement for users to get in touch with DCCMS.
Overall assessment: Level 3
Q1d) How are user requirements gathered and documented to facilitate the development of products and services?
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User requirements are not currently captured and documented. The secretary of the Director deals with most user enquiries and then filters them to relevant departments. The enquiries are responded to but replies are not documented or collated.
Presently, DCCMS IS unable to quantify the amount or the nature of the enquiries they receive, as enquiries are not analysed or reviewed as part of a standardised process.
Overall assessment: Level 2
Overall Element 1: Level 2
Element 2: Link service development and delivery to user needs
Q2a) What documentation do you maintain to define the products and services you deliver?
DCCMS product and service documentation varies depending on the sector.
For the Aviation sector, products are well defined.
A 10 day Agromet monitor exists, however the description is not routinely updated.
Early Warnings are issued for Lake Malawi. Overall only a small number of documents exist and they are not routinely updated.
DCCMS have found communication to end-users a challenge and it is important to identify the right communication channels.
Overall assessment: Level 2
Q2b) How are users kept informed when products and services are changed?
Communications in relation to product and service changes vary, depending on the sector.
In the Aviation sector, changes to products and services are highly regulated. The International Civil Aviation Organization (ICAO) releases publications when changes are made.
In the Health sector, DCCMS and stakeholders are not engaged as well as they could be. However a pilot is in place through GFCS, covering severe weather for health as well as Malaria.
For all other sectors, users are informed on an ad hoc basis. Generally the product is changed and disseminated, however users are not routinely informed about the changes.
Overall assessment: Level 2
Overall Element 2: Level 2
Element 3 - Evaluate and monitor service performance and outcomes
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Q3a) How do you verify the accuracy, quality and effectiveness of the products and services you deliver to users?
The verification of accuracy, quality and effectiveness is dependent on the sector. For Aviation, Quality Control is routine and on the whole more advanced. It is recognized that the approach taken for aviation could be used for other sectors. Generally, for all other sectors, some measures for specific products and sectors are in place, however DCCMS do not have a system for verification. Some subjective assessment of the previous’ day forecast takes place and some routine measures are in place e.g. for the seasonal forecast. The forecasting office also holds routine discussions.
Overall assessment: Level 3
Q3b) How are the results of the verification of accuracy, quality and effectiveness of service delivery used to improve the products and services you deliver to your users?
For the National Met Centre, the internal forecast process is improved on the basis of a consensus. For the Aviation sector, assessments are made and underlying issues are addressed. Generally, some routine recording takes place.
Overall assessment: Level 2
Overall Element 3: Level 2
Element 4 - Sustain improved service delivery
Q4a) Have you documented your service delivery processes?
Service delivery processes are documented for the Aviation sector and a Quality Management System (QMS) is in place. In terms of Disaster Risk Management, specifically flash floods, a service delivery process exists. No documentation exists for services to the Energy and Health sectors.
Overall, documentation is in place for many processes; however this is not regularly updated and is not in the form of a QMS.
Overall assessment: Level 2
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Q 4b) How do you use developments in science and technology to improve service delivery?
Science and Technology developments are incorporated through the national Information and Communications Technology initiative. Improvements to Social Media and the development of DCMSS’ intranet are currently taking place.
DCCMS also attend various fora, including Severe Weather Forecasting Demonstration Project (SWFDP) and Southern Africa Regional Climate Outlook Forum (SARCOF), and is a member of Flash Flood Guidance process. Developments and information is pulled through from these fora.
Overall assessment: Level 3
Q 4c) How do you communicate the changes in your service delivery process to your customers and users?
For some sectors, e.g. Aviation, there is a good process in place and changes are communicated in writing to users.
For Flash Flood Guidance evaluation, some products are developed with users and some changes are communicated.
Overall assessment: Level 2
Overall Element 4: Level 2
Element 5 - Develop skills needed to sustain service delivery
Q 5a) Who is the service delivery champion within your National Meteorological or Hydrometeorological Service (NMS)?
DCCMS does not currently have a service delivery champion. The Director sets staff tasks and job roles and holds the overall responsibility for service delivery.
Ms Elina Kululanga (Principal Meteorologist (Public Weather Service)) currently acts as an informal champion for the Public Weather Service.
DCCMS expressed that they would like to consider separately from this process who could be the service delivery champion and nominate someone accordingly.
Overall assessment: Level 1
Q 5b) What mechanisms are in place to enable your staff to be educated in the principles of service delivery?
Some formal processes exist for training on QMS, however this is not in place for all service delivery processes.
The entire department has been trained for aviation service delivery.
There is demand and a need for training in service delivery training at DCCMS. It was suggested that a delegation from DCCMS could attend service delivery training and then subsequently this group could train a wider number of people within DCCMS.
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Overall assessment: Level 2.5
Q 5c) What mechanisms are in place for documenting the roles of staff and their individual training requirements?
DCCMS have a training committee who decides who is to receive training. Staff do not have individual training or development plans.
In the Aviation sector, arrangements are more formalised.
No specific training for service delivery exists at present, however elements within the service delivery process (e.g. QMS, Observation, how to deliver certain services) are covered.
For the Public Weather Services, job descriptions and training are in place.
Overall assessment: Level 3
Q5d) How do you involve staff in improving service delivery?
Staff are encouraged to make suggestions and suggestions are taken on board.
Overall: Level 4
Overall Element 5: Level 2
DAY 2
Actions to improve service delivery levels
During Day 2, DCCMS, WMO and Met Office worked through templates contained in the Implementation Plan including the feedback log, Memorandum of Understanding and Service Level Agreement, and completed specific examples for DCCMS.
This work is contained in Annex 1 to this report.
Days 3 & 4
External stakeholders were invited to a workshop on Days 3 & 4 for an open dialogue between DCCMS and its stakeholders.
The aim was to share insights to stakeholders’ operations, their current use of weather and climate information, challenges they encounter running their day to day operations and feedback for DCCMS.
Stakeholders were asked to present on the above topics to the workshop.
Presentations made by the stakeholders could be accessed at: https://www.wmo.int/pages/prog/amp/pwsp/Stakeholders_Workshop_Malawi.htm.
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Figure 1: External Stakeholders presentations:
External Stakeholders attending Days 3 & 4
Agriculture Ministry of Agriculture Agricultural Research and Extension Trust (ARET) Farmers Union of Malawi Farm Radio Plant Genetic Resources Project
Disaster Risk Management DODMA
Energy Electricity Supply Corporation
Transport / Tourism Malawi Shipping Service Department of Tourism Department of Fisheries
Media
Full list of all registered participants is given in Annex 2.
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Figure 2. Ministry of Agriculture – Department of Crop Development, Mathias Nkhoma
Figure 3. Electricity Supply Corporation (ESCOM)
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Figure 4. Farm Radio
Figure 5. Department of Fisheries
Breakout Groups
Following the stakeholder presentations, breakout groups were formed with representatives from DCCMS and stakeholders, organised by sector (e.g. Agriculture, Disaster Risk Management, Transport). Discussions took place around specific needs, challenges and feedback in relation to each sector.
The feedback was captured in a template. Example of a completed feedback log is contained in Annex 3.
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Action Plans
WMO, DCCMS and Met Office worked together using the action plan template from the Strategy document, to define key actions for DCCMS in order to implement the Service Delivery Strategy, and areas of focus for the next 12 months.
A copy of the agreed action plan is contained in Annex 4.
DCCMS will require further support to implement the strategy fully on a sustainable, long term basis. Met Office and WMO will explore potential avenues for support through their respective channels.
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ANNEX 1
TEMPLATE & EXAMPLES
SERVICE LEVEL AGREEMENT (SLA)
EXAMPLE 1
ARTICLE I. PARTIES
Describe the parties involved in the SLA.
DCCMS and the Blantyre Water Board.
ARTICLE II. SCOPE
Section 2.01 ScopeDescribe the purpose and extent of the SLA.
To provide meteorological monitoring and forecasting services for the Blantyre catchment area.
Section 2.02 Assumptions
Define any assumptions underlying the defined scope.
In relation to MOU xx and the authority of DCCMS to provide meteorological services to Blantyre Water Board. Blantyre Water Board have the responsibility to provide fit for purpose water to public and businesses
Section 2.03 Goals and objectives
Describe what the parties are expecting to accomplish with the SLA.
To maintain sufficient water supply and quality.
ARTICLE III. ROLES AND RESPONSIBILITIES
Describe the role of each party involved in the SLA and the responsibilities they must assume to comply with the SLA and deliver the products and services defined therein.
Blantyre Water Board:o Provide / share data on reservoir levels. o Provide observations data.o Make officials available to discuss impacts.
DCCMS:o Install and maintain monitoring equipment.o Provide forecast products / services.
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ARTICLE IV. EFFECTIVE DATE AND TERM
Indicate the date the agreement becomes effective and its duration.
1.07.15 - 12 months duration
ARTICLE V. DELIVERY AND PERFORMANCE
Describe in detail what each party is responsible for delivering and the key performance indicators to ensure compliance.
Blantyre Water Board:o Provide / share data on reservoir levels. – what / when / howo Provide observations data – what / when / how.o Make officials available to discuss impacts. – what / when / how
DCCMS:o Install and maintain monitoring equipment.o Provision of forecast products / services
ARTICLE VI. REPORTING, REVIEWING AND AUDITING
Describe oversight and reporting on the agreement, when the agreement should be reviewed, and the points of contact for reporting.
Review agreement after 12 months (June 2016). Review forecast accuracy every 6 months and report.
ARTICLE VII. COST/FUNDING AND PAYMENT
Document the costs associated with the SLA, who is responsible for paying or funding and when payment should be made. The cost may be broken down by specific line items, such as labour, supplies, equipment, travel, training, etc.
Record pricing structure E.g. 2 hours of forecaster (incl salary, health, insurance) time per day = $$$ Equipment = $$$ Driver cost per day Communications / Internet Access / Phone charges Training cost
ARTICLE VIII. CHANGES AND MODIFICATIONS
Describe the process by which changes or modifications can be made to the SLA and who is responsible for making such changes.
Person xx responsible for changes at DCCMS, xx at Blantyre Water Board
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ARTICLE IX. TERMINATION
Describe the terms for termination and the procedure to follow.
By agreement through both parties.
SERVICE LEVEL AGREEMENT
EXAMPLE 2
ARTICLE I. PARTIESDescribe the parties involved in the SLA.
DCCMS and Department of Civil Aviation (DCA)
ARTICLE II. SCOPE
Section 2.01 Scope
Describe the purpose and extent of the SLA.
Meteorological services to the airport authority
Section 2.02 Assumptions
Define any assumptions underlying the defined scope.
In relation to MOU xx and the authority of DCCMS to provide meteorological services to DCA.
Section 2.03 Goals and objectivesDescribe what the parties are expecting to accomplish with the SLA.
To provide safety, regularity and efficiency for international and national aviation.
ARTICLE III. ROLES AND RESPONSIBILITIES
Describe the role of each party involved in the SLA and the responsibilities they must assume to comply with the SLA and deliver the products and services defined therein.
DCA:o To provide fit for purpose infrastructure / premises / communication and
access to the airport / offices for DCCMS to provide effective services.
DCCMS:o To maintain and host the observation station at the airport to the
International Civil Aviation Organization (ICAO) recommended standards and recommended practices.
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ARTICLE IV. EFFECTIVE DATE AND TERM
Indicate the date the agreement becomes effective and its duration.
1.12.15 - 12 months duration
ARTICLE V. DELIVERY AND PERFORMANCE
Describe in detail what each party is responsible for delivering and the key performance indicators to ensure compliance.
DCCMS:o Provide two TAFS per day at xx (describe detail of when).o Hourly METARso Special reports when the need arises, as per ICAO recommendationso Air crew briefingso Flight documentationo SIGMET and aerodrome warnings
DCA:o Provide an observing office, forecasting office, upper air office, surface
office.o Communication
ARTICLE VI. REPORTING, REVIEWING AND AUDITING
Describe oversight and reporting on the agreement, when the agreement should be reviewed, and the points of contact for reporting.
Review agreement after 12 months (November 2016). Review forecast accuracy every 6 months and report.
ARTICLE VII. COST/FUNDING AND PAYMENT
Document the costs associated with the SLA, who is responsible for paying or funding and when payment should be made. The cost may be broken down by specific line items, such as labour, supplies, equipment, travel, training, etc.
Record pricing structure
ARTICLE VIII: CHANGES AND MODIFICATIONSDescribe the process by which changes or modifications can be made to the SLA and who is responsible for making such changes.
Person xx responsible for changes at DCCMS, xx at DCA.
ARTICLE IX. TERMINATION
Describe the terms for termination and the procedure to follow.
By agreement through both parties.
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FEEDBACK LOG
Introduction
This diagram is intended to illustrate the flow of feedback from users
User Feedback ==>
Questions raised ==> Answers provided by nominated person
+
Issues raised ==> Change proposed
Record of Changes
Version Author Date Comments
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ANNEX 2:
STAKEHOLDERS WORKSHOP TO IMPLEMENT WMO STRATEGY FOR CLIMATE SERVICE DELIVERY IN MALAWI
CROSS ROADS HOTEL - LILONGWE, MALAWI
23 TO 27 NOVEMBER 2015
LIST OF PARTICIPANTS
NO NAME GENDER DESIGNATION ADDRESS CONTACTCELL/TEL
EMAIL ADDRESS
1 Tim Donovan M International Development Met Office, Fitzroy Road, Exeter, UK
+447753880260 [email protected]
2 Kathrin Hall F International Development
Met Office, Fitzroy Road, Exeter, UK
3 Halen Kootval F Chief Public Weather Service -Programme
World Meteorological Organisation, 7 bis avenue de la Paix, 1211 Geneva, Switzerland
4 Sofie Sandstrom F Project Officer WMO, Ngong Road, Dagoreti, Kenya
+254 703188565 [email protected]
5 Jolamu Nkhokwe M Director Department of Climate Change and Meteorological Services, P.O. Box 1808, Blantyre, Malawi
+265 999 911 314
[email protected]@[email protected]
6 Dr. Yanira Ntupanyama F Chief Director Ministry of Natural Resources, Energy and Mining , Private Bag 350, Lilongwe 3
+265 993 839 037
7 Gray K. Munthali M Deputy Director Department of Climate Change and Meteorological Services, P.O. Box 1808, Blantyre, Malawi
+265 999 912 643
[email protected]@metmalawi.com
8 Lucy Ng’ombe M Deputy Director Department of Climate Change +265 888 862 [email protected]
20
(Forecasting and Observation)
and Meteorological Services, P.O. Box 1808, Blantyre, Malawi
010
9 Winston Chimwaza M Chief Meteorologist (Operations)
Department of Climate Change and Meteorological Services, P.O. Box 1808, Blantyre, Malawi
+265 888 859 746
[email protected]@metmalawi.com
10 Adams Shentone Chavula
M Principal Agrometeorologist Department of Climate Change and Meteorological Services, P.O. Box 1808, Blantyre, Malawi
+265 888 877 784+265 999 877 784
11 Elina Kululanga F Principal Meteorologist (Public Weather Service)
Department of Climate Change and Meteorological Services, P.O. Box 1808, Blantyre, Malawi
+265 995 618 978
12 Mihla Phiri M Land Resources Conservation Officer
Land Resources & SoilConservation Department, P.O. Box 30291, Lilongwe, Malawi
+265 999 420 297
13 Bester Goodson Kamwaza
M Operations Supervisor Lilongwe Water Board, P.O. Box 96, Lilongwe, Malawi
+265 884 126 012
14 Essau Mwendo Phiri M Executive Member MaFAAS, P.O. Box 31464, Lilongwe, Malawi
+265 999 832 156
15 Amos Mtonya M Principal Meteorologist Department of Climate Change and Meteorological Services, P.O. Box 1808, Blantyre, Malawi
+265 1 822 014 [email protected]
16 Fixon Mkanda M Senior Tourism Officer (Planning & Development)
Ministry of Information, Tourism and Civic Education, Tourism Headquarters, Private Bag 326, Lilongwe, Malawi
+265 999 216 715
17 Patrick Kadewa M System Operations & Power Trading Manager
Electricity Supply Corporation of Malawi, P.O. Box 2047, Blantyre, Malawi
+265 999 925 997
21
18 Steven Kayira M Senior Power Station Manager (Nkula)
Electricity Supply Corporation of Malawi, P.O. Box 2047, Blantyre, Malawi
+265 993 149 236
19 Lameck Mponda M Captain/Master Malawi Shipping Company, P.O. Box 47, Monkey Bay, Malawi
+265 995 124 269
20 Innocent Semu M Executive Director Rhema Institute for DevelopmentLilongwe, Malawi
+265 999 267 323
[email protected]@yahoo.com
21 Moffat Mzama Manase M Chief Fisheries Officer-Research
Department of Fisheries, Malawi
+265 998 782 441+265 881 598 364
22 Patrick Phiri M Programme Manager Malawi Redcross Society, P.O. Box 30096, Lilongwe 3, Malawi
+265 888 777 080
23 Tchaka Kamangu Kamanga
M Disaster and Risk Reduction Specialist
Christian Aid, Private Bag B369, Lilongwe, Malawi
+265 999 567 167
24 Mathias Chaulaula M Assistant Director (Horticulture)
Ministry of Agriculture, Irrigation and Water Development, Department of Crops, P.O. Box 30145, Lilongwe 3, Malawi
+265 999 936 760
25 Moses Kaufa M Project Officer Farm Radio Trust, P.O. Box 30081, Lilongwe, Malawi
+265 999 558 052
26 Idrisa Mwale M Head of Policy & Partnership
Farmers Union of Malawi, P.O. Box 30457, Lilongwe 3, Malawi
+265 1 750 229 [email protected]@gmail.com
27 Samuel Gama M Mitigation Officer Department of Disaster Management Affairs, Private Bag 366, Lilongwe, Malawi
+265 999 673 535
28 Kondwani Msango M Research Scientist Agriculture Research Extension Trust, Private Bag 9, Lilongwe, Malawi
+265 992 196 746
29 Stanley David Chabvunguma
M Principal Meteorologist Department of Climate Change and Meteorological Services,
+265 993 010 347
22
P.O. Box 48, Lumbadzi30 M’theto Lungu M Executive Member Network of Climate Journalists,
P.O. Box 30068, Lilongwe 3, Malawi
+265 888 589 625+265 996 257 807
[email protected]@yahoo.com
31 Elizabeth Idi F Reporter Free Lancer, Lilongwe, Malawi +265 888 004 410
32 Limbani Mwase M Reporter Beyond FM Radio, Lilongwe Area 4, Malawi
+265 881 922 588
33 Shania Violet Wasili F Reporter Radio Islam, Lilongwe, Malawi +265 881 004 858 [email protected] Robert Kaluwa M Reporter Zodiak Broadcasting
Station, Private Bag 312, Lilongwe , Malawi
+265 999 737 272
35 Bonface Phiri M Reporter Nation Publications Limited, Box B419, Lilongwe, Malawi
+265 888 437 481
36 Margret Muronya F Accountant Department of Climate Change and Meteorological Services, P.O. Box 1808, Blantyre, Malawi
+265 888356569 [email protected]
37 Rose Mchere F Human Resource Management Officer
Department of Climate Change and Meteorological Services, P.O. Box 1808, Blantyre, Malawi
+265 888 355 742
38 Loncy Banda F Secretary Department of Climate Change and Meteorological Services, P.O. Box 1808, Blantyre, Malawi
+265 888 584 724+265 999 892 375
39 Ivy Chisambo F Accounts Assistant Department of Climate Change and Meteorological Services, P.O. Box 1808, Blantyre, Malawi
+265 999 617 468
47 Rachael Njilayagoma F Reporter Star Radio, P.O. Box 30084, +265 881 253
23
Lilongwe, Malawi 106
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ANNEX 3: Ministry of Natural Resources, Energy and Mining – Department of Climate Change and Meteorological ServicesThinking about the weather and climate information that you would like to receive in the future - Please complete
Person providing feedback
Weather & Climate Information need
Specific use Communication method
Time period Agreed action Responsible Officer
Farmers Union of Malawi (FUM)
Rainfall data For Agronomic Use Newsletters and Internet
7 days MoU DCCMS
Farm Radio Trust Localised Weather Forecasts
Making options for croplands and livelihoods
Radio and ICT platforms
Seasonal Collaboration DCCMS Agro-Met
Mwendo Phiri Seasonal Weather Forecast
Crop, Livestock and Fish production
Email and mobile phones
Monthly MoU DCCMS
Department of Fisheries
Wind strength by district and month
Safety of fishing vessels
Email Monthly Service level agreement
DCCMS
Department of Fisheries
Wind Direction by district and month
Safety of fishing vessels
Email Monthly Service level agreement
DCCMS
Department of Fisheries
Rainfall amounts by district
Mitigation of fish farming pods against floods
Email Monthly Service level agreement
DCCMS
Department of Fisheries
Cloud cover Impact of cloud cover on spotting fish stocks during fishing operations
Email Monthly Service level agreement
DCCMS
Department of Fisheries
Temperature profiles Planning fish farming in respect of very high or very low temp levels. Whether specific area will require artificial aerators in the fish ponds.
Email Monthly Service level agreement
DCCMS
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ANNEX 4
DCCMS Strategy for Service Delivery Action Plan
Strategy element Current level GapActions to be
taken to address gap
Lead manager
Timetable for actions to be
completeResources
1.) Evaluating user needs and decisions
2 No process for engagement; User requirements not well defined
Working group leads to transfer notes from stakeholder breakout groups into soft copy template;Send copies of all four working groups (Agriculture, DRM, Energy, Tourism/ Transport) to WMO.
Create a user database on a shared drive; Record user needs and save these to the shared drive;
Contact Roads Authority, Health, other ministries to engage them further (particularly those who did not attend workshop).
Director DCCMS to appoint lead manager
Send copies of meeting notes to WMO by December 2015
Create database:End of February 2016
Internal:Staff time for all customer leads Amos, Lucy, Adams, Clement
2.) Linking service development and delivery to user needs
2 Products not recorded in Service level agreements
Priority stakeholders identified:-ESCOM-Water Boards-Department of Water Resources (DWR)-Health-Tourism-Transport-Lake Services
Director DCCMS to appoint lead manager
Report by End of January 2016 to service delivery champion.
Complete by August 2016
Internal: Staff time for all customer leads e.g. Amos, Adams, Lucy, Clement
26
Strategy element Current level GapActions to be
taken to address gap
Lead manager
Timetable for actions to be
completeResources
Create seven Service Level Agreements with the above priority customers, using the Service Level Agreement template.
3.) Evaluating and monitoring service performance and outcomes
2 Routine documentation not in place
Engage customers and explain uncertainty to them.
DCCMS to document internal review of forecast on a daily basis.
Implement customer survey, 6-7 questions
WMO to share link to WMO PWS survey guide for DCCMS to use as a template.
Director DCCMS to appoint lead manager.
Internal record of accuracy review:By end of February 2016.
External customer survey:Carry out survey in May 2016.
Internal:Staff time – Leads for activities to be identified by Director
External:Cost for implementing survey
4.) Sustaining improved service delivery
2 Process documentation not in QMS system for all products
Incorporate processes into QMS system.
Amos End of June 2016
Internal:Amos’ time
5.) Developing skills needed to sustain service delivery
2 No service deliver champion in place
Nominate a service delivery champion.
Director to appoint lead manager
End of November 2016
Internal:Service Delivery Manager staff time
