GOVERNMENT OF MALAWI

MINISTRY OF FINANCE AND DEVELOPMENT PLANNING

TRAINING NEEDS ASSESSMENT FOR CLIMATE CHANGE MANAGEMENT STRUCTURES IN MALAWI

National Climate Change Programme

June 2011

ACKNOWLEDGEMENTS The Training Needs Assessment report is an addendum to a Capacity Needs Assessment report which presents a capacity needs analysis of the climate change management structures in Malawi. The study was undertaken in key government ministries and departments in Malawi and involved wide consultation with many stakeholders in both state and non-state organizations, and among the wider public including the University of Malawi for their contributions during the consultation and data collection process. Without their support, this report would not have been possible. A team of consultants in different fields of expertise have prepared sectoral reports, which have formed the basis of this document. The CDM specifically wishes to acknowledge the contributions made by the research and editorial teams. Mr Peter Mbiko Jere led the research team and chaired the document preparation team that synthesized all the chapters. The CDM is also greatly indebted to Dr David Mkwambisi who participated in all the review phases including report writing peerreviewing, critiquing and directing the final version of the report. In addition, the contributions of Bright Sibale who contributed to specific chapters of this document are greatly appreciated. We wish also to thank the supportive role of Abel Shaba and Jerome Chezale from the Centre for Development Management, without whose backroom support, the study would have been much more difficult The team would like to particularly thank the Climate Change Project Management Team (PMT) in the MODPC and the UNDP team comprising Jane Swira, the Programme Manager; Mutisungilire Kachulu, Programme Analyst; Anand Babu, Climate Change Programme Advisor; Dale Wilson, the AAP Consultant; Ilaria Gallo, Programme analyst – Climate change; UNDP ARR, Mr Jan Rijpma; Mr Yona Kamphale, DPC Director; Mr Jolam Banda, DPC Chief Economist and the members of the Steering and Technical Committees, valuable guidance during the course of this study. Some materials in this report have been adopted from CARLA project (in which one of the authors participated) and a report on National Capacity Self Assessment- Climate change thematic area - a draft report submitted to Environmental Affairs Department, Lilongwe. Malawi by Munthali, K.V., Utembe, W., Madhlopa, A., Botha, W. and Mlenga, B (2006). We want to acknowledge these authors in a special way for the extensive use of their material. Finally, the team would like to extend thanks to the many other stakeholders in the sector who gave us various kinds of support, suggestions and advice on issues related to climate change, in Malawi and beyond.

Centre for Development Management June 2011

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TABLE OF CONTENTS ACKNOWLEDGEMENTS .................................................... Error! Bookmark not defined. TABLE OF CONTENTS ............................................................................................. iii LIST OF ABBREVIATIONS ...................................................................................... vi EXECUTIVE SUMMARY .......................................................................................... vii Chapter 1 General introduction .............................................................................. 1 1.1 Scope of the training needs assessment ........................................................................... 1 1.2 Report organisation .............................................................................................................. 1 Chapter 2 Methods and Approaches ....................................................................... 2 2.1 Data collection ............................................................................................................................ 2 2.2 Data and information collection strategy and identification of stakeholders .................... 2 2.3 Sampling and operational strategies....................................................................................... 3 2.4 Data Analysis .............................................................................................................................. 3 2.5 Study Challenges........................................................................................................................ 3 Chapter 3 Required Competences for National Climate Change Management Structures to Address Climate Change Management Needs................................... 5 3.1 The NAPA Implementation Strategy .................................................................................. 5 3.2 The Climate Change Mitigation Implementation Strategy .............................................. 8 3.3 Climate Change Adaptation Competences Required ....................................................... 9 3.5 Conclusion ............................................................................. Error! Bookmark not defined. Chapter 4 Major Training Related Challenges Facing the Climate Change Management Structures ....................................................................................... 16 4.1 High Vacancy Rates ............................................................................................................ 16 4.2 Weak Bonding System for Public Workers on Government Scholarship...................... 18 4.3 Implementation of Training Interventions ...................................................................... 18 4.4 Relevance and Impact of Training ................................................................................... 18 4.5 Staff Movements ................................................................................................................. 19 4.6 Strategic plans responsiveness to climate change issues ............................................. 20 4.7 Information generation, management and dissemination ............................................ 20 4.8 Climate Change Management Human resources ........................................................... 21 4.9 Climate change advocacy .................................................................................................. 21 4.10 Incentives for enhanced commitment to climate change issues ... Error! Bookmark not defined. 4.11 Climate Change Mainstreaming in the National M&E System .................................. 22 4.12 Climate change mainstreaming in the MGDS and Sector Plans and Projects........ Error! Bookmark not defined. Chapter 5 Analysis of the Results of the TNA Survey ........................................... 23 5.1 Analysis of training needs related to Climate Change Adaptation ............................... 23 5.3 Climate Change Mitigation ................................................................................................. 26 5.4 Analysis of training needs related to Climate Change Mitigation................................. 27 5.5 Generic priority climate change adaptation and mitigation training needs ................ 29 5.6 Analysis of Training Needs Specific to Climate Change Lead Agencies ...................... 30 Chapter 6 General Conclusions and Recommendations ....................................... 38 6.1 Conclusion ................................................................................................................................. 38 6.2 Recommendations ................................................................................................................... 39

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REFERENCES ................................................................... Error! Bookmark not defined. Appendix I: Semi structured checklist ............................ Error! Bookmark not defined. Appendix 2: List of people and institutions consulted ..... Error! Bookmark not defined. Appendix 3: UNDP Capacity needs assessment framework notes Error! Bookmark not defined. Appendix 4: CCP and AAP Implementing Partners .......... Error! Bookmark not defined. Appendix 5: Data Collection Questionnaire ..................... Error! Bookmark not defined.

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LIST OF TABLES Table 1: Summary of Strategic Climate Change Management Areas, Functions and Skills/Knowledge Requirements related to Climate Change Adaptation ....................................... 9 Table 2: Summary of Strategic Climate Change Management Areas, Functions and Skills/Knowledge Requirements related to Climate Change Mitigation....................................... 13 Table 3: Skills in Climate change adaptation .................................................................................. 23 Table 4: Skills in Climate change mainstreaming........................................................................... 24 Table 5: Skills in Climate change data collection and analysis .................................................... 25 Table 6: Knowledge and skill in Climate change mitigation ......................................................... 27 Table 7: Skills in Clean Development Mechanisms (CDM) ............................................................ 28 Table 8: Prioritized list of training programmes in Climate Change Adaptation........................ 41 Table 9: Prioritized list of training programmes in Climate Change Mitigation Error! Bookmark not defined. Table 10: Prioritized list of Cross Cutting Training Programmes .. Error! Bookmark not defined.

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LIST OF ABBREVIATIONS ADP Agricultural Development Program CAADP Comprehensive Africa Agriculture Development Program CARLA Climate change Adaptation for Rural Livelihoods and Agriculture CDM Clean Development Mechanism DCCMS Department of Climate Change and Meteorological Services DFID Department for International Development (UK) DNA Designated National Authority DPSM Department of Public Sector Management DRR Disaster Risk Reduction EAD Environmental Affairs Department EIA Environmental Impact Assessment EMA Environmental Management Act FAO Food and Agriculture Organisation FAR Fourth Assessment Report FIDP Farm Income Diversification Programme GFDRR Global Facility for Disaster Risk Reduction GHG Green House Gas GOM Government of Malawi HDR Human Development Report IDRC International Development Research Council IIS Indexed Insurance Scheme IP Implementing Partner IPCC Intergovernmental Panel on Climate Change IRLAD Irrigation, Rural Livelihoods and Agricultural Development JI Joint implementation LDC Least Developed Countries NAPA National Adaptation Programmes of Action NCE National Council for the Environment NEMA National Environmental Management Authority NEP National Environmental Policy NFAP National Forestry Action Plan MODPC Ministry of Development Planning and Cooperation PEI Poverty and Environment Initiative SLM Sustainable Land use Management UNDP United Nations Development Programme UNEP United Nations Environment Programme UNFCCC United Nations Framework Convention on Climate Change USAID United States Agency for International Development

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EXECUTIVE SUMMARY Background The Training Needs Assessment report is an addendum to a Capacity Needs Assessment report which presents a capacity needs analysis of the climate change management structures in Malawi. The main objective of this exercise was to identify the specific knowledge and skills gaps of existing climate change management structures to complement the CNA report findings. This objective has been achieved by: (i) Reviewing the existing knowledge and skills gaps in various departments and Ministries to identify key areas that need to be addressed; (ii) Reviewing any previous training needs assessment that has been undertaken in the country including the National Capacity Self-Assessment Report. (iii) Recommend training requirements for the climate change management structures in consultation with the MODPC and the EAD Methodology Data for the TNA was collected at institutional as well as individual level. Relevant government ministries and departments were identified and key personnel selected were interviewed using key informant interviews and self assessment questionnaires. Other methods used included literature review, semi structured interviews using focus group discussions, and priority ranking of interventions. The results presented in this report are from 14 Climate Change Government Implementing partners whose staff were part of the sample. Findings Findings of the study are presented in order, starting with required competences (the ideal situation) and competency gaps. The findings are grouped in three categories, namely: Climate Change Adaptation, Climate Change Mitigation, and Cross Cutting Interventions. 1. Required competences The National Adaptation Plan of Action (NAPA - 2006) gives a basis for understanding required competences for the management of climate change in Malawi. The NAPA implementation strategy identifies 5 priority activities that were developed into project profiles, namely: 1) Improving community resilience to climate change through the development of sustainable rural livelihoods; 2) Restoring forests in the Shire River Basin to reduce siltation and the associated water flow problems; 3) Improving agricultural production under erratic rains and changing climatic conditions; 4) Improving Malawi’s preparedness to cope with droughts and floods; and, 5) Improving climate monitoring to enhance Malawi’s early warning capability and decision making and sustainable utilization of Lake Malawi and lakeshore areas resources. Based on activity areas under the profiles, the study team noted that critical ideal competency requirements related to the area of climate change adaptation include policy analysis and formulation, project design, project management, M&E, GIS, water & irrigation engineering, flood management, climate change economics, climate change mainstreaming, climate assessment & monitoring. Critical sectors include Agriculture, Environment, Fisheries, Water and Forestry.

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Since the NAPA only focuses on climate change adaptation and that Malawi does not have a Climate Change Mitigation implementation strategy, ideal competences in the area of mitigation were derived from draw from international practice. In the absence of national guidelines on climate change mitigation, the study team adapted a minimum of the following activities that constitute climate change mitigation from international experience categorised against 5 focus areas: 1) Policy and planning; 2) New technologies; 3) Research, incentives, monitoring and evaluation; 4) Payments for Environmental Services (PES) Projects; and, 5) Financing, Communication and Advocacy. Based on activity areas under these focus areas, the study team identified the following as critical ideal competency requirements related to climate change mitigation: Policy analysis and development, Project management, M&E, Climate change assessment, Climate change mainstreaming, Legal skills, Climate change risk assessment, Climate modelling and prediction, Environmental Impact Assessment, hydrometeorological statistical analysis skills, renewable energy production and management, negotiation, climate change science, carbon accounting and PES projects development. 2. Competency gaps In the area of climate change adaptation, the study team noted significant skill gaps in the following areas: Climate change adaptation awareness; Climate change adaptation projects identification and development; Climate change mainstreaming in policies, strategies and M&E systems; Environmental Impact Assessment; Geographic Information System (GIS); Climate change forecasting/projection; Adaptation cost assessment; Sustainable tourism management; Integrated soil and water management; Climate change and food safety; Climate change and environment related diseases; Climate change and urbanization; Land cover and land use diagnostics; Crop yield and crop suitability projections; Flood forecasting and Early Warning System; and Hazard mapping. In the area of climate change mitigation, the study team noted significant skill gaps in the following areas: Climate change mitigation awareness; Climate change impact assessment; Climate change scenario analysis; Integrated soil and water management; Energy management; Waste and Pollution management; Climate change modelling; Clean Development Mechanism; Atmospheric physics; Hydrology and water resources monitoring; Meteorological engineering; Climate change negotiation; Green house gas inventories management; and Carbon sequestration assessment. Overall, the study team observed that the number of government staff members with adaptation related competencies is higher than those with mitigation related competencies largely because climate change adaptation has received significantly more attention than the mitigation component over the past few years. On the other hand, climate change mitigation is rather new and complex as it is mostly based on climate change science, an area where capacity is still quite limited at national level. Additional cross cutting competency gaps include: Climate change mainstreaming in policies, strategic plans, budgets, projects and M&E systems; Policy analysis and formulation; Climate change economics; Climate change project formulation; and Climate change data collection and analysis.

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Prioritised Training Interventions The prioritized training interventions are presented in three categories: 1) Climate change adaptation; 2) Climate change mitigation; 3) Cross cutting interventions Thematic area

Target group/institu tions

Training Needs or Requirements

Climate change adaptation Climate change All climate • Identifying adaptation projects adaptation change • Adaptation project cycle awareness partners • Adaptation project design • Climate change adaptation cost assessment • M&E Environmental EAD, LRCD, • EIA & climate change Impact DCCMS • EIA process Assessment DOF, MODPC, • EIA tools Mines, Energy, Fisheries, Tourism, Parks & Wildlife Advanced DoDMA, • Climate change & disasters training in MOAFS & • Flood forecasting system disaster DCCMS • Hazard mapping management • GIS • Early warning systems Advanced MoH, MoIWD • Climate change & sanitation Environmental • Climate change and food safety Sanitation • Climate change and urbanization • Climate change and environmental related diseases e.g. cancer Geographic EAD, LRCD, • GIS technology Information Crops • Surveying System (GIS) Department • Mapping (MOA) DCCMS DOF, Surveys, Fisheries, Parks & Wildlife Sustainable Ministry of • Climate change & Tourism, Parks and tourism Tourism, Parks Wildlife management and Wildlife Integrated soil MoAFS, LRCD • Climate change & soil and water & MoIWD • Climate change & water management • Land cover and land use diagnostics

Level of priority ST - Short Term MT - Medium Term LT - Long Term

ST

MT

MT

MT

MT

LT

ST

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• Crop yield and crop suitability projections Climate Change Mitigation Climate change mitigation Outline: 1. Framework for mitigation 2. Policy issues 3. Technologies, PAM 4. Mitigation in different scenarios 5. Cross-cutting policies 6. Economic analysis 7. Greenhouse gas reporting Greenhouse Gas Inventories Outline: 1. Greenhouse gas computation 2. Greenhouse gas reporting

EAD, LRCD, • Translating GHG emission profile into DCCMS relevant mitigation options DOF, MODPC • Linking technological and other options for mitigation with CDM and sustainable development • Understanding multi-criteria assessments of mitigation options

ST

EAD, LRCD, • Methodologies available for GHG DCCMS inventories DOF • Type and sourcing of data required for GHG computations • Use of computer software for computation of GHG inventories GHG reporting requirements

ST

CDM Training Outline: 1. CDM and climate change 2. CDM and sustainable development 3. CDM projects 4. Finance and risk markets 5. Designated National Authority 6. Carbon finance and trade programme development Climate change and sustainable

EAD LRCD DCCMS DOF MODPC

• Evolution of CDM from UNFCCC objectives ST to Kyoto Protocol • Objectives, principles and provisions for CDM • The CDM concept; mitigation and development issues • Preparing CDM project proposal and CDM project cycle • CDM architecture models, governance and institutions • Funding for CDM projects • Economic analysis of CDM project • CDM and sustainable development • CDM project attraction and flows • Carbon sequestration assessment • Carbon finance and trade programme development

Energy

• Climate change & energy generation • Renewable energy development &

ST

x

energy management

management

Waste and MoLGRD Pollution Councils management

& • Climate change & waste management • Climate change & pollution management

Hydrology and MoIWD water resources monitoring

• Climate change & hydrology • Climate change & water resources monitoring

• Climate change scenario analysis • Climate change forecasting/projection • Climate change modelling • Atmospheric physics Climate change EAD, DCCMS, • UNFCC and Kyoto protocols advocacy MODPC & all • Climate change lobbying and advocacy partners • Handing climate change negotiations • Handling climate change communications Meteorological engineering

DCCMS

Cross cutting interventions Type of Target training group/institu tions

Incorporating climate change into policies, strategic plans, laws, budgets, and project planning Economics of climate change

Developing climate change M&E systems

Environmental engineering

Training Needs or Requirements

All climate • Climate change mainstreaming change • Policy analysis and formulation partners • Climate change project formulation • Climate change management Law, Policy and Governance • Gender, HIV and AIDS mainstreaming

MT-LT

ST

ST

ST-MT

Level of priority ST - Short Term MT - Medium Term LT - Long Term ST

EAD, LRCD, • Climate change & agriculture, land, ST DCCMS environment, health etc DOF, MODPC, • Economic analysis of climate change MoY • Resource evaluation • Climate change impact assessment MODPC, ST • Developing climate change indicators DCCMS, NSO • Climate change data collection and and all sectors analysis • Climate change data interpretation and report writing • Climate change Management Information System EAD, LRCD, • Environmental Law, Policy and MT DCCMS Governance DOF, Surveys, • Environmental engineering process and Fisheries tools

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Community All climate • Climate change impacts on communities ST based climate change • Community based strategies and tools for change partners management of climate change management • Climate change, Gender, HIV and AIDS mainstreaming in community planning Reporting skills Ministry of • Climate change ST on climate Information • Climate change impacts change and Civic • Climate change adaptation and mitigation adaptation and Education, • Climate change advocacy mitigation Broadcasting • Climate change programming challenges houses and • Climate change responses Newspaper Reporters

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Chapter 1 General introduction 1.1

Scope of the training needs assessment

The Training Needs Assessment report is an addendum to the Capacity Needs Assessment report which presents a capacity needs analysis of the climate change management structures in Malawi. For this reason, this report does not contain detailed introductory sections that have been covered in the CNA report. The main objective of the TNA assignment was to undertake a training needs assessment that will identify the specific knowledge and skills gaps of existing climate change management structures to complement the CNA report findings. This objective has been achieved by: (i) Reviewing the existing knowledge and skills gaps in various departments and Ministries to identify key areas that need to be addressed; (ii) Reviewing any previous training needs assessment that has been undertaken in the country including the National Capacity Self-Assessment Report. The assessment further analysed the adequacy of existing coordination mechanisms both within the government ministries/departments and with external partners. Eventually, the training needs assessment was intended to recommend training requirements for the climate change management structures in consultation with the MODPC and the EAD. In this regard, consultants are expected to prepare a detailed training needs assessment report outlining a comprehensive and prioritized list of training programmes and thematic areas. 1.2

Report organisation

The current chapter provides background to the scope and objectives of this study. An outline of methodology used, main data collection tools and limitations are presented in Chapter 2. Chapter 3 covers key findings focusing on required competences for national climate change management structures to address climate change management needs. Chapter 4 presents major training related challenges facing climate change management structures. Chapter 5 presents analysis of the results of the TNA survey. Synthesis of training needs of climate change management structures is also presented in this chapter. Conclusion and recommendations are in Chapter 6.

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Chapter 2 Methods and Approaches 2.1 Data collection Data for the TNA was collected concurrently with that of the CNA, at institutional as well as individual level. Relevant government ministries and departments were identified and key personnel selected were interviewed using key informant interviews and self assessment questionnaires. The following constituted some of the tools and techniques that were employed during the TNA: •

Literature Review of key documents like previous TNAs conducted in government, the Climate Change Programme Documents, the AAP Programme Documents, Malawi Training Policy (draft), Malawi Training Needs Analysis Guidelines (draft), Human Resources Development and Management Guidelines, the MGDS, Malawi Gender Policy, Government Training Plans, job descriptions, performance management documentation/reports, current HR policies in IPs, strategic plans of IPs, etc.

•

Semi-Structured Interviews and Focus Group Discussions (FGDs) with key staff members of Climate Change Management Structures and IPs. The tool for this process was a SemiStructured Checklist developed in line with the UNDP Capacity Needs Assessment Framework.

•

Self Administered Staff Questionnaires administered to a representative sample of members of staff of existing climate change management structures and IPs. These included Competency frameworks that were used to assess competency gaps of individual staff related to climate change management. Information collected through this tool included, qualifications, current knowledge on climate change, and thematic areas to be covered under training needs.

•

Priority ranking of the training interventions to identify thematic areas and priority interventions to guide the capacity development plan.

2.2 Data and information collection strategy and identification of stakeholders The team used priority ranking of the training interventions to identify priority interventions. In addition, the study team coordinated with the Project Management Team (PMT) at the Ministry of Development Planning and Cooperation (MODPC) and the Technical Committee on Climate change. The team also consulted with the Department for Human Resource Management and Development in the Office of the President and Cabinet for policy guidance on critical training issues. The process of identifying stakeholders was in two stages. Firstly, the consulting team and the client listed the potential organisations and individuals to be interviewed based on the involvement in climate change and human resource issues. Secondly, the stakeholders were further identified based on the sector, location and thematic areas. In this study a stakeholder was defined as a person, group, organization, or system that has an interest in the results of the study.

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2.3 Sampling and operational strategies The TNA study developed and adopted a sampling strategy similar to that of the CNA study. The field research employed both quantitative and qualitative methods of study. The main quantitative study tool was the structured questionnaire (Appendix 5) while the main qualitative methods that were used in the study included Key Informant Interviews (KIIs) and FGDs within the context of the UNDP Capacity Needs Assessment Framework (Institutional arrangements, Leadership, Knowledge and accountability). The TNA was a cross-sectional survey that was conducted using a two staged purposeful sampling technique within the Climate Change Management Structures. The sampling process was at two levels, namely: 1) The institutional level, and 2) The individual staff level. To ensure representativeness of the sample, the first level of sampling ensured that all the 15 IPs (in appendix 4) are part of the sample. These are institutions with different mandates and therefore could not be represented by other institutions. The second level of sampling targeted a maximum of at least 40 members of staff for each institution with a direct or indirect role in climate change management to be interviewed using the self administered structured questionnaire to assess their knowledge and competency gaps in climate change management. For each IP, a staff establishment (structure) was obtained to identify the relevant staff occupational categories that qualified to be assessed. The whole study therefore targeted a sample size of 15 IPs and at least 600 staff respondents. The results presented in this report are from Climate Change Government Implementing partners who translated into 14 government institutions and 130 members of staff who responded to the self administered questionnaires. The TNA also developed a simple tool to collect data on staffing levels in all the IPs to identify staff vacancy rates across the IPs. This was intended to identify non training gaps that may exist in the IPs and have the potential to affect climate change management in future. 2.4 Data Analysis All focus group meetings and semi-structured interviews were recorded on transcripts and analyzed qualitatively. Quantitative data from questionnaires was analyzed using SPSS and Excel packages. There was also triangulation of data from all quantitative and qualitative data collection tools to complement each method’s findings and build consensus on the results/findings. Stakeholders from the TC, PMT and MODPC commented on the first few drafts of the report and further improvements were effected based on the comments. 2.5 Study Challenges The research team faced some challenges particularly during the data collection period. In particular the absence of key officers to be interviewed and also the low response rate on questionnaires. The team has attempted to overcome this challenge by using alternative sources of information which included key informant interviews, focus group discussions and literature review. In some departments, data management is a challenge and required information was not readily available. For example, staff returns, strategic plans and relevant reports could not be provided from some key departments who indicated that the documents could not be traced. Lastly, the data collected had a number of non responses which reduced further the quantity of statistics to be analyzed for the TNA study. This may be attributed to newness of the subject of climate change to most staff members according to the climate change focal persons based in the departments. As such, the analysis charts have avoided doing analysis at

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departmental level (where some numbers are too few to generate meaningful analysis) but we have mostly used the tables to analyze overall trends in various aspects of the study.

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Chapter 3 Required Competences for National Climate Change Management Structures to Address Climate Change Management Needs As part of the deliverables of the assignment, the Consultants were required to determine, among other things, the necessary human resource capacity requirements and gaps that can be addressed through training at institutional and individual levels for the Climate Change Management Structures in Malawi to effectively discharge their roles in climate change management. This part, therefore, presents an outline of key skills and knowledge areas necessary for achieving the objectives of Climate Change Management Structures. 3.1

The NAPA Implementation Strategy

The National Adaptation Plan of Action (NAPA - 2006) gives a basis for understanding required competences for the National Climate Change Programme. The NAPA (2006) is a national framework that was developed to enable Malawi address her urgent and immediate adaptation needs caused by climate change and extreme weather events. Specifically, the document aims at: (i) identifying a list of priority activities, (ii) formulating priority adaptation options, (iii) building capacity for adapting to longer-term climate change and variability, and (iv) raising public awareness on the urgency to adapt to the adverse effects of extreme weather events. Though the NAPA has experienced implementation challenges over the years, it remains the only comprehensive official document that tackles national priorities on climate change adaptation. The NAPA was developed by synthesizing the vulnerabilities of eight major economic sectors in relation to several international, national and local development policies and strategies, which included Agenda 21, Multilateral Environmental Agreements (MEAs), SADC Biodiversity Strategy, National Biodiversity Strategy and Action Plan (NBSAP),Vision 2020, Malawi Poverty Reduction Strategy (MPRS), Malawi Economic Growth Strategy (MEGS) and the National Environmental Action Plan (NEAP) (UNEP, 2003; UNFCCC, 2003; SADC, 2005; MG, 1998, 2002b). Further, sectoral environmental action plans and disaster preparedness and emergency response plans were also consulted. This process involved a wide consultation with various stakeholders in the public and private sector organizations, including local leaders, religious and faith groups, academicians, non-governmental organizations (NGOs), civil society, and highly vulnerable rural communities throughout the country, (OPC, 1997; SADC, 2002; EAD, 2002a, 2002b). The identified short list of urgent and immediate needs for adaptation were ranked using multi-criteria analysis (MCA) to arrive at priority adaptation options that require urgent attention in the following sectors: agriculture, water, human health, energy, fisheries, wildlife, gender and forestry. There is need to urgently implement these priority activities so as to reduce the vulnerability of rural communities to the adverse impacts of extreme weather events caused by climate change, a situation that will enable rural communities adapt to climate change, and attain food security, reduce poverty, reduce environmental degradation and achieve sustainable rural livelihoods. The NAPA implementation strategy identifies 5 priority activities that were developed into project profiles, highlighting the rationale or justification, objectives, inputs, short-term outputs, potential long-term outcomes, institutional arrangements, risks and barriers, monitoring and evaluation, and a proposed budget. These project profiles are briefly described below.

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3.1.1 Improving community resilience to development of sustainable rural livelihoods

climate

change

through

the

Objective The main objective of this project is to develop and promote user-friendly sustainable livelihood strategies to target communities in areas that are vulnerable to climate change, such as the Shire Valley in southern Malawi. Activities • Conducting baseline and resource mapping surveys, • Using participatory approaches and joint planning activities with rural communities to identify sustainable livelihoods, • Developing and implementing strategies using a sectoral approach, • Implementation of project activities through: 1) Demonstrations and technology marketing; 2) Capacity building (Technical skills, Equipment; and Resources). • Executing the project in collaboration with rural communities, • Mounting monitoring and evaluation exercises, • Reporting; and • Applying the lessons to other areas. 3.1.2 Restoring forests in the Shire River Basin to reduce siltation and the associated water flow problems Objectives The objectives of the project are to reduce siltation and enhance water flows through the reafforestation of the Upper, Middle and Lower Shire Valleys catchments by adopting comanagement strategies at community level. In addition, this would provide the much sought after firewood. Activities • Conducting baseline surveys and mapping • Carrying out surveys to demarcate areas that will be under tree plantation • Training communities and other stakeholders in nursery establishment and management • Developing nurseries among rural communities • Re-afforesting affected areas • Imparting hands-on knowledge and skills on rural communities on how to establish and manage seedlings • Monitoring the levels of siltation and trash accumulation at the water intake point of the HEP generators on the Shire River • Bee-keeping, and • Sales of fruits and derived fruit products such as juices. 3.1.3 Improving agricultural production under erratic rains and changing climatic conditions Objective The main objective is to improve agricultural productivity in areas characterized by erratic rainfall so as to improve the living standards and sustainable livelihoods of vulnerable rural communities.

Activities

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• • • • • • •

Mapping out vulnerable areas and identifying drought tolerant crops such as cassava, millet, sweet potatoes and animals Multiplying and distributing appropriate crop and animal varieties Training farmers and field extension staff on agricultural husbandry practices Disseminating extension messages on the crops and animal varieties Irrigation Farming Training farmers on storage, utilization and value-adding to their crops and animals products, and Monitoring and evaluation of the programmes.

3.1.4

Improving Malawi’s preparedness to cope with droughts and floods

Objective The main objective of the project is to enhance the country’s preparedness in swiftly responding to emergencies caused by floods and/or droughts so as to reduce the negative impacts on vulnerable communities. Activities • Conducting rapid assessment of drought and flood risks, resulting in flood delineation and zoning maps • Establishing flood forecasting and warning systems • Developing and implementing flood mitigation measures • Establishing drought forecasting and warning systems • Developing and implementing drought mitigation measures, and • Capacity building for rapid response to extreme climate change events. 3.1.5 Improving climate monitoring to enhance Malawi’s early warning capability and decision making and sustainable utilization of Lake Malawi and lakeshore areas resources Objectives The main objective of the project is to establish a climate monitoring and early warning system on Lake Malawi and lakeshore areas for timely provision of accurate information for pre-disaster preparedness to rural fishing and farming communities and to promote short and long-term adaptation livelihood skills to riparian communities in the face of dwindling fish catches. Activities • Identifying potential sites to install early warning systems in collaboration with the local fishing communities and other stakeholders • Procuring, installing and commissioning of equipment • Training local staff in the operation and maintenance of the system • Collecting, processing, storing, updating, packaging and/or disseminating data and information to various stakeholders • Establishing a website for information dissemination and sharing • Undertaking research to assess the productivity of fish under erratic rainfall and changing climatic conditions • Undertaking mitigation measures based on the above findings • Establishing a fish gene bank to maintain genetic diversity of the freshwater fish resources, and • Establishing fish breeding and fish farming sites for restocking, food security and income generation.

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3.2

The Climate Change Mitigation Implementation Strategy

Currently, Malawi does not have a Climate Change Mitigation implementation strategy. Climate change mitigation has remained an emerging area so far. As a country, most of the national efforts have concentrated on climate change adaptation. This means that the country does not have proper guidelines and policies to guide climate change mitigation activities. The training needs assessment will however draw from the global strategy for climate change mitigation to provide a training response for Malawi so that current and future climate change management efforts around mitigation are supported. The EAD is the Focal Point under the UNFCC for climate change adaptation and mitigation. It is under this framework that the EAD is coordinating Climate Change Communications and the CDM. Two project concepts have been approved so far in the country, but this is quite low compared to neighbouring countries some of whom have projects already running. The Department of Forestry is managing the REDD mechanism in collaboration with the EAD using government resources intended to build capacity for the country to venture into the CDM arrangement. The consulting team noted from international lessons that climate change mitigation research includes the following anthropogenic sources of GHG emissions and removals: Energy; Industrial processes; Agriculture; Land use change, forestry and Waste. In general, climate change mitigation measures cover: 1) Reduction of fossil fuels consumption; 2) Energy efficiency; 3) Reduction of GHG emissions from major pollution sources (energy, industry, agriculture); 4) Rational use and conservation of forests and land resources, prevention of desertification; 5) Reinforcement of monitoring GHG emissions; 6) Reformation of national legislation and implementation of response measures. In the absence of national guidelines on climate change mitigation, the study team adapted a minimum of the following activities that constitute climate change mitigation from international experience categorised against 5 focus areas: Focus area 1 – Policy, law and planning • Development of climate change mitigation policy and strategy at local district council and national level • Climate change mitigation mainstreaming in sector plans • Developing Climate proofing plans and strategies • Evaluation of climate change mitigation capacity • Strengthening and enforcing building Regulations • Conduct assessments of national communications networks and infrastructure so that transport and communications strategies take climate change into account Focus area 2: New technologies • Promotion of new technologies for the integrated and sustainable land and water resources • Establish a geo-referencing system that includes soil and water quality monitoring • Promote biomass energy crops • Supporting bio-fuels • Utilize forestry products for renewable power generation, particularly combined heat and power. • Ensure re-organization of civic amenity sites to facilitate re-use and recycling of waste • Promote sustainable waste management practices • Investment in energy recovery from waste (methane production) • Encouraging development and use of renewable energy

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•

Improving energy efficiency performance of new and existing buildings and influencing behaviour of occupants (like use of energy saver bulbs)

Focus area 3: Research, incentives, monitoring and evaluation • Strengthen the capacity of institutions to measure and manage indicators related to the state of land and water resources • Calculate the levels of economic incentives necessary to encourage sustainable provision of desired environmental services • Financial incentives for low emission vehicles and industries • Encouraging climate change research, data collection and monitoring • Developing climate change indicators in sectors • Developing an inventory of greenhouse gas emissions Focus area 4: Payments for Environmental Services (PES) Projects • Design and implement Payments for Environmental Services (PES) projects • Evaluate effectiveness of PES projects • Development of a methodology for forestry and other projects that have the potential to apply to the Clean Development Mechanism (CDM) • Land and forestry management for carbon capture • Carbon accounting audits Focus area 5: Financing, Communication and Advocacy • Awareness raising and building partnerships • Lobbying central Government on climate change mitigation • Lobby government for more incentives to promote energy efficiency • Develop financing arrangements to support climate change mitigation projects • Undertake financial mobilization to support climate change mitigation projects The section below analyzes and summarizes the strategic activity areas of climate change management and outlines critical skills and knowledge required to realise the requirements of the activity areas and for effective execution of the various functions. It has been divided into two sections: 1) Climate Change Adaptation Competency Requirements and 2) Climate Change Mitigation Competency Requirements. 3.3

Climate Change Adaptation Competences Required

Climate change adaptation activities have been drawn from the NAPA strategy as presented in 3.1 above. Table 1 shows a picture of the ideal capacity (skills and knowledge) in climate change adaptation required at national level to implement the NAPA. The issue of how much is available or not is the subject of chapters 4 and 5 of the report where the different competency levels are analysed as guided by the NAPA. The table is in accordance to the five priority areas and the related activities.

Table 1: Summary of Strategic Climate Change Management Areas, Functions and Skills/Knowledge Requirements related to Climate Change Adaptation

9

Strategic Priority Key Functions of Activities Area • Conducting baseline and resource mapping surveys 1. Improving • Using participatory approaches and joint planning activities with rural community communities to identify sustainable livelihoods resilience to climate • Developing and implementing strategies using a sectoral approach change through the • Implementation of project activities through: 1) Demonstrations and development of technology marketing; 2) Capacity building (Technical skills, Equipment; and sustainable rural Resources). livelihoods • Executing the project in collaboration with rural communities, • Mounting monitoring and evaluation exercises, • Reporting; and • Applying the lessons learnt to other areas. Key Skills Required Knowledge Required

2. Restoring forests in the Shire River Basin to reduce siltation and the associated water flow problems

• M&E skills • Resource mapping • Participatory Learning and Action • Community resilience concept skills • Sustainable livelihoods • Project management skills • Sector-wide approach (SWAp) • Leadership and communication skills • Budgeting • Project development skills • MGDS • Community mobilization skills • Relevant sector policies and laws • Team building skills • Climate change adaptation • Gender mainstreaming skills • HIV and AIDS mainstreaming skills • Climate risk assessment skills • Conducting baseline surveys and mapping • Carrying out surveys to demarcate areas that will be under tree plantation • Training communities and other stakeholders in nursery establishment and management • Developing nurseries among rural communities • Re-afforesting affected areas • Imparting hands-on knowledge and skills on rural communities on how to establish and manage seedlings • Monitoring the levels of siltation and trash accumulation at the water intake point of the HEP generators on the Shire River • Bee-keeping, and • Sales of fruits and derived fruit products such as juices.

10

3. Improving agricultural production under erratic rains and changing climatic conditions

4. Improving Malawi’s preparedness to cope with droughts and floods

Key Skills Required Knowledge Required • M&E skills • Forestry Policy and law • Survey and mapping skills • Land Policy and law • Hydrology assessment skills • Environmental management policy and law • Training skills • Extension delivery • Forestry management guidelines • MGDS • Tree nursery management skills • Forestry management skills • Budgeting • Forestry Inventory management • Climate change adaptation and skills mitigation • GIS skills • Bee keeping skills • Fruit tree management skills • Marketing skills • Project management skills • Leadership and communication skills • Project development skills • Community mobilization skills • Team building skills • Gender mainstreaming skills • HIV and AIDS mainstreaming skills • Mapping out vulnerable areas and identifying drought tolerant crops such as cassava, millet, sweet potatoes and animals • Multiplying and distributing appropriate crop and animal varieties • Training farmers and field extension staff on agricultural husbandry practices • Disseminating extension messages on the crops and animal varieties • Irrigation Farming • Training farmers on storage, utilization and value-adding to their crops and animals products, and • Monitoring and evaluation of the programmes. Key Skills Required Knowledge Required • Crop production skills • Drought tolerant crops • Livestock production skills • Food Security Policy and Law • Extension delivery skills • Land Policy and Law • IEC skills • Agriculture extension guidelines • Irrigation engineering skills • Budgeting • M&E skills • Gender, HIV and AIDS strategy in the • Land husbandry skills agriculture sector • Climate change adaptation • Processing and marketing skills • Project development skills • Project management skills • GIS skills • Gender mainstreaming skills • HIV and AIDS mainstreaming skills • Conducting rapid assessment of drought and flood risks, resulting in flood delineation and zoning maps • Establishing flood forecasting and warning systems • Developing and implementing flood mitigation measures • Establishing drought forecasting and warning systems • Developing and implementing drought mitigation measures, and • Capacity building for rapid response to extreme climate change events. Key Skills Required Knowledge Required • Flood management skills • Environmental management policy and law • M&E skills

11

5. Improving climate monitoring to enhance Malawi’s early warning capability and decision making and sustainable utilization of Lake Malawi and lakeshore areas resources

• GIS skills • Land policy and law • Flood forecasting skills • Food security policy and law • Crop production • Disaster preparedness • Animal production • Disaster management guidelines • Land husbandry skills • Disaster management institutional mechanisms • Drought forecasting skills • Training skills • MGDS • EWS development skills • Budgeting • IEC skills • Climate change adaptation • Project development skills • Project management skills • Community mobilization skills • Gender mainstreaming skills • HIV and AIDS mainstreaming skills • Identifying potential sites to install early warning systems in collaboration with the local fishing communities and other stakeholders • Procuring, installing and commissioning of equipment • Training local staff in the operation and maintenance of the system • Collecting, processing, storing, updating, packaging and/or disseminating data and information to various stakeholders • Establishing a website for information dissemination and sharing • Undertaking research to assess the productivity of fish under erratic rainfall and changing climatic conditions • Undertaking mitigation measures based on the above findings • Establishing a fish gene bank to maintain genetic diversity of the freshwater fish resources, and • Establishing fish breeding and fish farming sites for restocking, food security and income generation. Key Skills Required Knowledge Required • GIS skills • Disaster preparedness • Mapping skills • Disaster management guidelines • IEC skills • Disaster management institutional mechanisms • Climate monitoring skills • Procurement procedures • Training skills • Fisheries policy and law • ICT and data management skills • Fisheries management guidelines • Fisheries management skills • Fish research skills • Budgeting • Climate change adaptation • Fish farming skills • Income generation skills • Project development skills • Project management skills • CC monitoring equipment maintenance skills

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3.4

Climate Change Mitigation Competences Required

Climate change mitigation activities have been drawn from the list of potential activities that are either being done in Malawi or from global strategies for addressing climate change mitigation (see Table 2). They are presented in section 3.2 above. The presentation will be in accordance to the focus areas as categorised above. Table 2: Summary of Strategic Climate Change Management Areas, Functions and Skills/Knowledge Requirements related to Climate Change Mitigation Strategic Key Functions of Activities Priority Area 1. Policy, law • Development of climate change mitigation policy and strategy at local district council and national level and planning • Climate change mitigation mainstreaming in sector plans • Developing Climate proofing plans and strategies • Evaluation of climate change mitigation capacity • Strengthening and enforcing building regulations • Conduct assessments of national communications networks and infrastructure so that transport and communications strategies take climate change into account Key Skills Required Knowledge Required • Policy analysis and development skills • Environmental management policy and law • Project development skills • Project management skills • Land policy and law • M&E skills • Forestry policy and law • Climate change mitigation • Climate change assessment skills • MGDS • Climate change mainstreaming skills • UNFCC instruments • Climate change proofing skills • Kyoto protocol • Legal skills • UNEP instruments • Gender mainstreaming skills • HIV and AIDS mainstreaming skills • Budgeting • Climate change risk assessment • CDM – carbon trading arrangements • Climate modeling and prediction skills • International climate change law and best practices • Environmental Impact Assessment skills • Hydro-meteorological statistical analysis • Other relevant cross cutting sector skills policies • Promotion of new technologies for the integrated and sustainable land and water 2. New resources technologies • Establish a geo-referencing system that includes soil and water quality monitoring • Promote biomass energy crops • Supporting bio-fuels • Utilize forestry products for renewable power generation, particularly combined heat and power. • Ensure re-organization of civic amenity sites to facilitate re-use and recycling of waste • Promote sustainable waste management practices • Investment in energy recovery from waste (methane production) • Encouraging development and use of renewable energy • Improving energy efficiency performance of new and existing buildings and influencing behaviour of occupants (like use of energy saver bulbs) • Key Skills Required Knowledge Required • Sustainable land use management skills • Environmental management policy and

13

• Sustainable water use management skills • Geo-referencing skills • Climate change assessment skills • Sustainable waste management skills • Environmental management skills • Project development skills • Project management skills • Strategic management skills • Marketing management skills • Financial management skills • Business development skills • Irrigation engineering skills • Renewable energy production skills • Gender mainstreaming skills • HIV and AIDS mainstreaming skills

law • Land policy and law • Forestry policy and law • Energy policy and law • Water resources policy and law • Climate change mitigation • MGDS • UNFCC instruments • Kyoto protocol • UNEP instruments • Budgeting • CDM – carbon trading arrangements • International climate change law and best practices • Other relevant cross cutting sector policies • Strengthen the capacity of institutions to measure and manage indicators related to 3. Research, the state of land and water resources incentives, • Calculate the levels of economic incentives necessary to encourage sustainable monitoring provision of desired environmental services and • Financial incentives for low emission vehicles and industries evaluation • Encouraging climate change research, data collection and monitoring • Developing climate change indicators in sectors • Developing an inventory of greenhouse gas emissions Key Skills Required Knowledge Required • Climate change M&E skills • Environmental management policy and law • Climate change assessment skills • Economic assessment • Land policy and law • IEC skills • Forestry policy and law • Policy analysis and formulations • Energy policy and law • Climate research and hydrology skills • Water resources policy and law • ICT and data management skills • Climate change mitigation • CO2 emissions assessment and inventory • MGDS management skills • UNFCC instruments • CC negotiation skills • Kyoto protocol • Gender mainstreaming skills • UNEP instruments • HIV and AIDS mainstreaming skills • Budgeting • CDM – carbon trading arrangements • International climate change law and best practices • Other relevant cross cutting sector policies 4. Payments for • Design and implement Payments for Environmental Services (PES) projects Environment • Evaluate effectiveness of PES projects al Services • Development of a methodology for forestry and other projects that have the potential to apply to the Clean Development Mechanism (CDM) (PES) • Land and forestry management for carbon capture projects • Carbon accounting audits Key Skills Required • PES project development skills • M&E skills • PES project management skills • Carbon accounting audit skills

Knowledge Required • Environmental management policy and law • Land policy and law • Forestry policy and law

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• Financial management skills • Strategic management skills • Marketing skills • Forestry management skills • Land husbandry skills • Climate change assessment skills • CDM coordination skills

• Energy policy and law • Water resources policy and law • Climate change mitigation • MGDS • UNFCC instruments • Kyoto protocol • UNEP instruments • Budgeting • CDM – carbon trading arrangements • International climate change law and best practices • Other relevant cross cutting sector policies • Awareness raising and building partnerships 5. Financing, Communicatio • Lobbying central Government on climate change mitigation n and • Lobby government for more incentives to promote energy efficiency • Develop financing arrangements to support climate change mitigation projects Advocacy • Undertake financial mobilization to support climate change mitigation projects Key Skills Required Knowledge Required • IEC skills • Environmental management policy and law • Advocacy and lobbying skills • Land policy and law • Project development skills • Forestry policy and law • Budget and policy analysis skills • Energy policy and law • Legal skills • Water resources policy and law • Gender mainstreaming skills • HIV and AIDS mainstreaming skills • Climate change mitigation • MGDS • UNFCC instruments • Kyoto protocol • UNEP instruments • Budgeting • CDM – carbon trading arrangements • International climate change law and best practices • Other relevant cross cutting sector policies

15

Chapter 4 Major Training Related Challenges Facing the Climate Change Management Structures It is one thing to have clearly defined climate change management structures’ mandates and functions in the governance set up of the public sector. It is also another thing to have the mandates fulfilled and functions effectively discharged. The extent to which the mandates of the climate change management structures are fulfilled and functions are effectively performed is dependent on whether there are enabling or negating factors in their organizations. While climate change management structures have tried their best to perform their functions in an attempt to fulfil their mandates, consultations have revealed that there are various human resource related challenges that impact upon the performance of the structures as elaborated below. 4.1

High Vacancy Rates

The study has found that the climate change management structures face daunting challenges of poor performance to a significant extent because of high vacancy rates in general currently existent in their establishments. Figure 1 shows statistics on vacancy rates in key Government departments and Ministries. Figure 1: Vacancy rate 90

80

70

Vacacy rate (%)

60

50

40

30

20

10

0 MODPC

EAD

DCCMC

DODMA

LRCD

MoAFS

GSD

FRI

NSO

Government Institution

The figure shows that there is an average of almost 30-40 percent vacancy rate across government establishments. In some key institutions such as FRIM, the rate is more than 80 percent and yet it is a leading organisation on forest research that plays a key role in

16

mitigation interventions. The picture shows that either some key positions that are critical to climate change management are not filled in the various departments or the few personnel who are there are combining several roles, thereby overstretching their capabilities. This level of vacancies does not appear sustainable for government institutions to perform their mandates and roles in an effective manner and especially with the emerging challenge of climate change mainstreaming. The likelihood therefore is that the Government of Malawi lacks the required personnel (numbers and expertise) to meet its objectives as proposed in the NAPA (See Section 3.1 and 3.2). A number of reasons account for this situation which includes non replacement of staff, changes that have been introduced recently in some departments like the EAD (which has since grown its establishment from 61 to 194 posts) and the DCCMS (grown its establishment from 237 to 310 posts), the impact of HIV and AIDS and attrition through other means. The situation is further complicated with non-responsive HR policies and regulations especially as far as recruitment is concerned. For example, the EAD has a Legal Services section which is responsible for coming up and drafting Environmental Acts and Policies, ratifying International Conventions for the department, harmonizing Acts and Policies for the Environmentally related sectors with those of the EAD, and handling environmental court cases for the EAD (Management Study Report of the EAD, 2009). The study revealed however that the department has failed to retain lawyers for long over the years to man the section. The reasons put forward were that the grades at which the lawyers are pegged are low resulting into low salaries as compared to their fellow lawyers in the Ministry of Justice and other private organizations. Furthermore, it has been established that the career path for the lawyers in the department is limited as they cannot compete for the headship posts from other divisions within the department and later on for the headship post of the EAD because they don’t have adequate background on environmental issues. The study has noted that the vacancy trend affects all lead climate change management structures. We have noted further that the vacancy situation is generally more pronounced in the professional cadre divisions than in administrative cadre division. The fact that the vacancies are at senior and middle levels means there are profound institutional capacity implications to competently and promptly analyse, design and monitor implementation of programmes, policies and strategies as well as provide leadership to manage and sustain change at various levels of the climate change programming efforts. A further challenge and or implication relates to how high vacancy levels affect the capacity of climate change management structures in anticipating its training interventions to be linked to a responsive recruitment strategy. For example, the HR section which is charged with the overall responsibility of managing training and recruitment process is currently a victim of high vacancy rate in most of the organizations with most of its positions vacant including positions of Training and HR Planning officers. This means that there is no capacity within the HR sections in climate change management structures to strategically guide training interventions and monitor whether or not they contribute to intended results. Therefore, given perennial difficulties the climate change management structures experience in filling the vacancies, it is difficult to effectively plan climate change related or any other training interventions for both current and prospective employees. It is clear therefore that while we may be focusing on building the capacity of staff in climate change management, there are issues of staff recruitment and retention that have to be considered if the climate change programmes are to reap optimum benefits from the training investments. Issues of staff incentives come into play even if they are such a complicated area considering that the programme is dealing with a huge civil service establishment which is hugely de-motivated and slow in responding to issues.

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4.2 Weak Bonding System for Public Workers on Government Scholarship The study team has noted a general weakness in enforcement of the bonding system for civil servants that have benefited from the scholarship scheme currently managed by the Department of Public Service Management (DPSM). The DPSM reported that there is a significant number of government sponsored or donor supported trained personnel leaving the civil service for greener pastures elsewhere while government keeps on training others thereby incurring low return on the investment. The department noted that the enforcement of the bonding system has been weak largely due to laxity in the system. The study team has however noted efforts by the department to address the apparent weakness in the administration of the fund through a tracer study which is currently underway to identify those that benefited from the scholarship fund over the years and arrange to obtain compensation from those that have left the public service while those who moved to Parastatal organizations will have their bonds transferred to their new employers. We commend these efforts and propose further strengthening of the administration mechanisms of the scholarship fund through a more institutionalised monitoring structure which will be vested with the responsibility to mobilize resources, select beneficiaries, monitor utilization of skills and enforce implementation of the bond. 4.3

Implementation of Training Interventions

The study has also noted a number of on-going capacity building interventions (some not climate change related) that are being conducted among government partners. These are intended to improve the skills and knowledge profile of individuals in order to efficiently and effectively discharge their duties in line with their mandates. However, it was difficult to establish how many staff members have been trained and in what areas of training due to scanty records within HR Sections. This then requires developing training programmes in data management at section level. It has also been difficult to establish training quality control mechanisms overall to ensure quality of training delivery. The team also noted that a great proportion of these training sessions were donor funded with little supported from departments’ core government resources even when allocations for training were made in their annual budgets. The study established that most of the training resources get diverted to other priority areas. Apart from lack of capacity for effective management of the training function and limited core government funding for training in the civil service, climate change management structures generally do not have a clearly defined strategy for training and development initiatives. Things happen more in a reactive way without clear guidance from comprehensive training needs assessments. In this context, well intended efforts may be hard to realise due to lack of mechanisms for guided planning, monitoring and evaluating intended outcomes and purpose. A well intended climate change capacity building programme will have to overcome such weaknesses to ensure that it realizes decent returns on the investment.

4.4

Relevance and Impact of Training

There are a number of issues that are a source of concern. In the first place, there is currently no arrangement to evaluate training activities in terms of quality and relevance to the officers’ work assignments. For one thing, training is intended to bring change in levels of performance

18

at individual and institutional level. By and large this is due to the lack of modalities for determining relevance and impact of training interventions. Therefore, it is extremely difficult to ascertain precisely whether current performance and productivity concerns are training related or other factors are accountable. In this connection, it is clear that no matter how many people have been trained in the past or will be trained in future, in the absence of such modalities the resources invested in terms of money and time as well as energy may not realize the individual or corporate performance dividends expected to support climate change management needs. Related to the foregoing is the fact that a number of other variables account for whether training received will make the difference or not. Such variables include the need for training objectives being clear and understood by the individual supervisors and their officers before the training itself takes place; the work environment and availability of resources, among other things, to support or reinforce the application of acquired skills and knowledge. So far it seems that the objectives for training are rarely part of the discussions when officers go for training, especially short courses and workshops. As a result, individual officers are free to choose training programmes or courses of their choice. While this may be good for individual officers to ensure successful completion, the danger is that the courses so chosen, without or with little input of supervisors, might not address the performance needs of the job holder and the demands of the job. The apparent difficulty in guiding officers as regards which training programmes they should pursue is due to the fact that currently there are no defined priority training areas for respective occupational areas in government departments. Most training activities are not need driven and lack a systematic approach. The lack of up to date job descriptions has made HR performance assessment somehow difficult. In addition, the work environment in most departments and ministries is not as conducive in promoting teamwork. Instead, the atmosphere has tended to push people to work in isolation and being overly preoccupied with meetings; majority of which seem not to be planned for.

In view of the prevailing HR practices, it would seem, by and large, that past training interventions have not been as responsive in addressing both individual and institutional performance needs. The challenge, therefore, would appear to be one of making climate change management training interventions as responsive as possible to support various change processes and outcomes that lead to effective programme implementation and delivery of services to fulfil the mandate of climate change management structures in line with the provisions of the PFMA and other relevant legislation. 4.5

Staff Movements

One of the common complaints across the climate change management structures establishments is about the frequent movements of professional and key officers from the different departments and ministries to other public service agencies including Ministries and Departments. This is particularly the case with common service staff like Economists (as well as accounting and related staff) and those who resign from their jobs. In essence such staff movements are intended to enrich the officers’ career experience as well as meet the exigencies of the service. Unfortunately, they have sometimes acted as a disservice to some officers as they are unable to establish themselves to support specialised areas like climate change. The study has noted that there is no standard policy to guide such resignation decisions to other government institutions within the Civil Service. The worrying thing is that in majority of such staff movement decisions there are no consultations with the Ministries where the

19

officers are serving. This has not only resulted into loss of institutional memory among key staff and laxity in policy implementation but also to wastage of training resources as officers who have received training within the Ministry have been redeployed elsewhere before they have applied their newly acquired skills and knowledge. This further means that whenever those trained are deployed elsewhere without an equally competent replacement, the Ministry has to initiate new training initiatives for the new staff. Unfortunately, such initiatives have not often been successful due to financial resource constraints and changing priorities whereby training often takes a periphery place. 4.6

Strategic plans responsiveness to climate change issues

The review has found that despite several government ministries having strategic plans, they are rarely addressing issues of climate change. Majority of those consulted, indicated that they are in the process of including issues of climate change in their strategic plans. They indicated that most of their strategic plans have outlived their tenures and are mostly undergoing review for a new five year tenure (2011-2015) in keeping with OPC guidelines. They are therefore taking advantage of this opportunity which has come at a time when most government ministries and departments have gained awareness on climate change which is an emerging phenomenon. Among the University departments, the study noted that strategic plans are mostly at college level with little of such plan at Faculty and Department level. Additionally, the study has noted that strategic plans in climate change management structures and partners are not generally responsive to climate change issues. The main reason for this is that most of the strategic plans are near expiry and were developed at a time when climate change was not the main agenda at Ministry level. This probably explains why not much has been done in the country concerning climate change training for government staff as well as civil society and the private sector staff. Technical skills are almost non-existent in various climate change management disciplines, like climate change modelling, climate and hydrology research etc. The new strategic plans under development should therefore be closely monitored through the Technical Committee to ensure that issues of climate change mainstreaming are addressed in the new strategic plans. This means that the MODPC should draft a senior member of the DPSM in the TC to bring the strategic planning agenda to the fore. 4.7

Information generation, management and dissemination

The study team has noted that there is a general under reporting of climate change issues in the country. This is a capacity issue that affects the media in the country but seems to go beyond the fact that climate change is an emerging issue if the trend at global level is anything to go by. The finding agrees with a study of more than 400 articles published in the international print media which found that the media in all countries in the world tended to under report climate change science during the 2009 UN Copenhagen Climate Change Summit (The Oxford University Reuters Institute for the Study of Journalism – RISJ, 2010). The report states that articles written principally about the science of climate change represented less than a tenth of all the coverage surveyed. The report suggests that the low coverage of the summit was based on low understanding of climate change science and lack of capacity on the part of journalists. Other factors that may have contributed to low coverage of climate change issues is the compromised criteria followed by their respective governments, NGO’s or the private sector on selection of the journalists leading to selection of journalists that lack experience in environmental issues by their respective governments, NGO’s or the private sector.

20

A more robust and transparent selection regime for journalists attending climate change events at national and international level would help address this capacity challenge. This should be complemented by developing a capacity development program specifically targeting journalists and the media in general. In this case, Malawi required professional experts with appropriate training in climate change data management who have the capacity to archive and update data. This must be linked to quality assurance for reliability to projections and need for extreme events mapping and high risk zone analysis 4.8

Climate Change Management Human resources

The team noted that generally, Malawi does not have specialised trained professional staff on climate change management. Specialised training programmes are not available in local universities. Primary and secondary school education curricula are still devoid of climate change issues. This is affecting programming efforts at national level as there is limited expertise to design and implement serious climate change programs which usually require high levels of technical expertise. This is largely because climate change is an emerging area. However, recent efforts in the past two years have seen some government officers going on post graduate level climate change specialised training outside Malawi with sponsorship from the CCP, the AAP and other similar donor funded projects. These are however only pioneer efforts which will need to be consolidated with wider capacity building initiatives both in and outside Malawi. The post graduate degree in Environment and Climate Change which is planned to start at Bunda College in 2011 year is one such initiative that needs support. More tailor made short courses should also complement the emerging efforts which should include integration of climate change issues in the current education curricula at secondary and primary school level. The assessment has found that there is limited competency in regional modelling, no competency in climate atlas mapping and there is no policy framework in existence specifically for climate change. Issues are embedded in other sectoral policies which are largely uncoordinated. There are no intentional training programme staff in climate change applications, climate change projection, climate change risk assessment, statistical analysis and interpretation of hydro-meteorological extreme values and competence in taking and observing data is low. There is limited support to curriculum development which have integrated climate change issues and management. The team also noted that there is need for exposure to regional models e.g Precis developed in the UK Met Office, Hadley Centre (can be used for temperature and rainfall projections), because currently they use global models which are at large scale. Further, officers need to be oriented on how the model was developed and how it can be applied to local conditions. Training of members at the DCCMS should include latest techniques of weather and climate forecasting, increase weather and climate monitoring by installing more weather stations, acquire more equipment and powerful computers to run models, communicate weather and climate information from all districts by electronic mechanism on daily basis. This will require recruitment of professional staff with appropriate training in climate change, improve capacity to archive and update data, improve quality assurance, promote extreme events mapping and high risk zone analysis through training. There is need to train staff in climate change applications, projections and risk assessment. 4.9

Climate change advocacy

The assessment has noted that advocacy efforts on climate change are generally weak at the moment largely due to limited knowledge on climate change and climate change advocacy. The team did not come across a clear national or sub-national advocacy agenda or strategy on

21

climate change that can be used to mobilise people to action. Most efforts closely related to climate change revolve around NRM. Knowledge of climate change remains very low at institutional level in the public, private and NGO sectors to support serious advocacy efforts. For example, District Environmental officers have not been empowered with issues raised in the NAPA and some district officials have never seen the NAPA document (Mkwambisi et al., 2010a). This is attributed to the fact that climate change is still an emerging issue which is only understood superficially by a few people. Additionally, the NGO sector, which tends to be well positioned to undertake advocacy efforts has not been adequately mobilized, trained in climate change and directed towards these efforts. Future capacity building efforts should certainly consider enhancing skills in climate change advocacy so as to pool adequate resources (human, financial, technical and physical) from the government and international level towards climate change adaptation and mitigation efforts. 4.10 Climate Change Mainstreaming in the National M&E System, the MGDS, Sector Plans and Projects The study noted that most M&E officers in government departments are not specialized in M&E or statistics although they are playing M&E roles. This has generally affected their effectiveness in managing the M&E function in their organizations. Additionally, most of them are not exposed to climate change management issues while in some cases, the establishments do not have the M&E positions. The team recommends specialised training in M&E for those holding M&E positions. Additionally, the team recommends a review of establishments to include M&E and Statistician positions in all government departments to oversee the M&E function thereby enhance technical accountability in programme implementation. The current sector wide approach (SWAp) to development and the mandatory MGDS reporting requirement provides an opportunity to drive government departments towards more robust M&E systems managed by qualified personnel. The assessment has also noted that climate change mainstreaming capacity is generally weak in national planning proceses. This is a result of limited access to training in climate change mainstreaming at national level, considering that climate change is an emerging area. Programs supporting improvements in energy, infrastructure, agriculture and water management are largely in response to climate related events but not necessarily due to a climate change concerted mainstreaming agenda. Natural disasters prevention, agriculture productivity and water availability for human consumption should have preference in the mainstreaming process in poverty reduction strategies. This can only happen if there is a strong training capacity development in climate change mainstreaming championed by the MODPC and other lead partners in the climate change agenda.

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Chapter 5 Analysis of the Results of the TNA Survey 5.1

Analysis of training needs related to Climate Change Adaptation

While a number of efforts are currently underway in the area of Climate Change Adaptation, the study has noted a number of issues that reflect training needs in general in-order to enhance progress at national level in the area of climate change adaptation. Firstly, the study noted limited analytical capability of local personnel in most government departments to effectively analyze the threats and potential impacts of climate change, so as to develop viable adaptation solutions. We noted that climate change is fairly a new phenomenon in Malawi according to many of the people interviewed as such there is limited awareness of climate change science (technical knowledge). If there is some climate change awareness, it is confined to the policy level evidenced by a few initiatives to mainstream climate change into sectoral plans guided by the NAPA although most of these are still in early stages. Increased awareness of climate change issues is yet to filter down to district, communities and grassroots. More effort in raising awareness on climate change adaptation approach and the project cycle is required especially through workshops and training especially at the lower level. Table 3 shows a trend that climate change adaptation knowledge is either not developed (23.0 percent) or just partially developed (48.6 percent) overall among government climate change partners. Table 3: Skills in Climate change adaptation Valid Total

Climate change adaptation skill Name of Government Department/Institution

To tal

DoDMA Land Resources Conservation Dept of Fisheries Dept of Mines Geological Survey NSO Regional Physical Planning Chancellor college -Faculty of Geography & Earth Science Surveys MoDCP Dept of Forestry Forestry Institute of Malawi DCCMS Irrigation & Water Development Environmental Affairs LEAD N % of Total

Not Not develope applicable d 0 1 0 1 0 5 0 0 0 0 1 2 0 0

Partially develope d 7 14 4 3 2 2 1

Well develo ped 0 3 2 0 1 0 0

Highl y devel oped 0 1 0 0 0 1 0

8 19 11 3 3 6 1

0

0

0

2

0

2

0 0 0 0 0

0 1 4 1 1

0 0 2 0 0

1 1 1 1 2

0 1 0 0 0

1 3 7 2 3

0

1

0

1

1

3

0 0 1 1.4

0 0 17 23.0

0 1 36 48.6

1 0 16 21.6

0 0 4 5.4

1 1 74 100.0

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The study team has further noted that climate change mainstreaming is generally weak due to limited knowledge in climate change mainstreaming. For example, the team noted that climate change issues are not adequately mainstreamed in government strategic plans, policies and laws. While climate change is mentioned in some key government policies (e.g ADP, Forestry and Water Policy), no specific strategies have been developed for climate change adaptation sector activities. Additionally, we noted that climate change issues are currently not specifically a budgeted item in the national budget. Even within ministerial budgets, there is no specific budget item for climate change activities. We consider this situation as a pointer to training capacity gap to climate change mainstreaming skills in leadership instruments like strategic plans, policies and Acts. Table 4 shows a trend that climate change mainstreaming knowledge is either not developed (32.0 percent) or just partially developed (42.7 percent) overall among government climate change partners. Table 4: Skills in Climate change mainstreaming Name of Government Department/Institution

Total

DoDMA Land Resources Conservation Department of Fisheries Department of Mines Geological Survey Dept NSO Regional Physical Planning Chancellor college-Faculty of Geography & Earth Science Department of Surveys MoDCP Energy Affairs Forestry Forestry Institute of Malawi DCCMS Irrigation & Water Development Environmental Affairs Dept LEAD N % of Total

Climate change mainstreaming skill Not Partially Well Highly developed developed developed developed 4 4 0 0 3 14 2 0 5 4 0 2 3 0 0 0 0 2 1 0 4 1 1 0 1 0 0 0

Valid Total

8 19 11 3 3 6 1

0

0

2

0

2

0 0 0 2 1 0 1 0 0 24 32.0

1 1 1 3 0 1 0 0 0 32 42.7

0 2 0 2 1 2 2 1 1 17 22.7

0 0 0 0 0 0 0 0 0 2 2.7

1 3 1 7 2 3 3 1 1 75 100.0

The study team has also established that most Scientists in Malawi do research that is academic-based not necessarily what government and other stakeholders would immediately use in the implementation of the UNFCCC (Jumbe et al 2008). This shows limited awareness of the climate change issues in the area of research. Specific training on climate change science and mainstreaming needs to be provided to help researchers scale out their research agenda. This means more civic education on the causes, implications and adaptation measures on climate change The team further noted that most government departments have weak M&E systems and sometimes no M&E departments or positions in their establishments. Where there are some, most personnel are planners and not qualified M&E specialists or statisticians. Table 5 shows a trend that climate change data collection and analysis skills are either not developed (52.6

24

percent) or just partially developed (31.6 percent) overall among government climate change partners. Table 5: Skills in Climate change data collection and analysis

Name of Government Department/Institution

Total

DoDMA Land Resources Conservation Fisheries Dept of Mines Geological Survey NSO Regional Physical Planning Chancellor college Faculty of Geography & Earth Science Dept of Surveys MODPC Energy Affairs Dept of Forestry Forestry Institute of Malawi DCCMS Irrigation & Water Development Environmental Affairs LEAD N % of Total

Climate change data collection and analysis skills very Not Not Partially Well highly applicabl develope develope develope develope e d d d d 0 7 0 1 0

Valid Total

8

0

14

5

0

0

19

3 0 0 0

3 1 1 3

4 2 2 3

1 0 0 0

0 0 0 0

11 3 3 6

0

0

1

0

0

1

0

0

1

0

1

2

0 0 0 2

0 1 1 3

0 1 0 1

1 0 0 0

0 1 0 0

1 3 1 6

0

1

0

1

0

2

0

3

2

0

0

5

0

1

1

1

0

3

0

1

0

0

0

1

0 5 6.6

0 40 52.6

1 24 31.6

0 5 6.6

0 2 2.6

1 76 100.0

The study team also noted that skills are generally lacking in technical areas of climate change namely, climate change projection (67.6 and 13.5 percent not developed and partially developed respectively), climate change assessment (54.8 and 30.1 percent developed and partially developed respectively), climate risk assessment (58.1 and 24.3 percent not developed and partially developed respectively) and hydrology assessment (56.2 and 13.7 percent not developed and partially developed respectively - see tables in appendix 5). These skills apply both to climate change adaptation and mitigation.

25

5.3

Climate Change Mitigation

As noted earlier on in the report, Malawi does not currently have a Climate Change Mitigation strategy since climate change is an emerging area so far. In the same vein, we noted that the country does not also have a Climate Change Policy. This has hampered efforts to have a comprehensive national private sector driven intervention in the area of climate change mitigation. As such, there is very limited work going on in climate change mitigation that has been documented so far. At national level, the EAD in its capacity as the Focal Point for UNFCC is providing the facilitative role in implementation of the climate change mitigation agenda. It is under this framework that the EAD is coordinating Climate Change Communications and the Clean Development Mechanism (CDM) programme. The EAD and the DCCMS also provide Principal Negotiators at global climate change negotiations that take place annually. The team noted that two CDM project concepts (one involving ETHCO and another involving SADC/PROBEC) have been approved by the Executive Board of the UNFCC so far for Malawi, but this is quite low compared to neighbouring countries like South Africa where they have full CDM projects already up and running while Malawi is still at concept level. In the forestry sector, the Department of Forestry is managing the REDD mechanism (carbon sequestration projects) in collaboration with the EAD using government resources intended to build capacity for the country to eventually venture into the CDM arrangement. The Department of Energy is promoting energy efficient technologies like energy saver bulbs (through ESCOM) and energy efficient stoves in selected communities of the country. From the civil society side, Clinton & Hunter Foundation is supporting forestry projects for carbon sequestration in Mwanza district and from the private sector side, Beryl Company Limited promotes production of jatropha for bio-fuel among small holder farmers. Overall, the study team has noted that capacity for climate change science is very low hence it has affected the success of climate change mitigation at national level. It is also noted that transaction costs for CDM projects are generally very high while conditions of participation are also not very conducive to developing countries, a situation that has affected most developing countries’ speed to embrace climate change mitigation efforts. John Christensen (2010) states that Africa accounts for just under two percent of the 2,060-plus registered clean development mechanism (CDM) projects in 63 countries worldwide. However, the continent has seen a strong growth trend in the past few years. There are now 122 CDM projects in Africa that are either registered or in the pipeline for validation or registration. This up from 116 in 2009, 75 in 2008 and just 42 in 2007 At coordination level, the EAD is quite constrained in terms of financial and human capacity to effectively coordinate and provide leadership in climate change mitigation and more especially to act as a Designated National Agency (DNA) for CDM. The number of professionally trained personnel in climate change mitigation is generally low while the establishment itself has been small for many years to manage such a huge responsibility alongside other responsibilities that fall within its mandate of environmental coordination. The transformation of the EAD into a National Environmental Management Authority (NEMA) whose staffing levels are almost three times the current level (according to the revised EMA) provides some hope that the institution may have the necessary numbers of staff to provide oversight responsibilities within its mandate in the near future. This does not however provide a clear answer to the climate change mitigation challenge as it requires specialised scientific knowledge and skills which are currently very limited at national level. The team also noted capacity limitations on the EAD’s role as a DNA for CDM due to lack of institutional support for the DNA office. The low numbers of staff allocated to this role, lack of budgetary support for performance of the DNA role and lack of professional training in CDM

26

has significantly weakened the EAD as a DNA. This has contributed to limited collaboration between the EAD as a DNA with departments that are engaged in voluntary carbon sequestration like the Department of Forestry. We propose a fully fledged DNA unit in the EAD with the necessary institutional support in terms of budget allocation and trained personnel within the EAD establishment to provide effective coordination support. South Africa provides a good example of a fully fledged DNA unit which enjoys full budgetary and personnel support in the Department of the Environment and the Malawi DNA can be modelled on this example. 5.4 Analysis of training needs related to Climate Change Mitigation From the study it can be noted that the need for climate change mitigation knowledge and skills is quite high across all climate change management structures. Knowledge of climate change science which makes up most of the climate change mitigation remains very low at national level. Courses on climate change mitigation are yet to be introduced in the university institutions and other education institutions. Table 6 shows a trend that climate change mitigation knowledge is either not developed (32.4 percent) or just partially developed (44.6 percent) overall among government climate change management partners. Specifically, technical lead agencies are the most in need of the technical knowledge and skills to enable them drive the climate change mitigation agenda effectively. Table 6: Knowledge and skill in Climate change mitigation

Name of Government Department/Institution

Tot al

DoDMA Land Resources Conservation Dept of Fisheries Dept of Mines Geological Survey NSO Regional Physical Planning Chancellor collegeFaculty of Geography & Earth Science Dept of Surveys MDCP Energy Affairs Dept of Forestry Forestry Institute of Malawi DCCMS Irrigation & Water Development Environmental Affairs LEAD N % of Total

Climate change mitigation knowledge and skill Very Not Partially Well highly develope develope develope develope d d d d 4 3 1 0

Valid Total 8

2

12

4

1

19

6 2 0 5

5 1 3 0

0 0 0 1

0 0 0 0

11 3 3 6

0

1

0

0

1

0

1

1

0

2

1 1 0 1

0 1 0 2

0 1 1 3

0 0 0 0

1 3 1 6

1

0

1

0

2

1

2

0

0

3

0

1

2

0

3

0 0

0 1

1 0

0 0

1 1

24

33

16

1

74

32.4

44.6

21.6

1.4

100.0

27

The study team also noted a significant gap in knowledge and skills in designing, implementing and evaluating CDM projects. The gap has been aggravated by an apparent weakness in institutional support towards the EAD as the DNA for CDM projects, thereby weakening their coordination and capacity building role among their partners. Table 7 shows a trend that CDM knowledge is highly underdeveloped with 53.5 percent overall indicating their knowledge and skill in CDM is not developed while 22.5 percent indicated the knowledge and skill is just partially developed. Again, technical lead agencies are the most in need of the technical knowledge and skills in CDM to enable them drive the CDM agenda which has lagged so much behind at national level. For the Forestry Department, we even noted that their lack of understanding of this technical knowledge in CDM is giving them a challenge to implement some of the strategies in the current Climate Change Programme that are mitigation related, which poses a threat to the success of the programme. Table 7: Skills in Clean Development Mechanisms (CDM)

Name of Government Department/Institution

Total

DoDMA Land Resources Conservation Dept of Fisheries Dept of Mines Geological Survey NSO Regional Physical Planning Chancellor Faculty of Geography and Earth Science Dept of Surveys MDCP Dept of Forestry Forestry Institute of Malawi DCCMS Irrigation & Water Development Environmental Affairs LEAD N % of Total

Clean Development Mechanisms (CDM) knowledge & skill Very Not Not Partially Well highly applicabl develope develope develope develope e d d d d 2 5 0 0 0

Valid Total

7

1

14

4

0

0

19

6 1

5 1

0 1

0 0

0 0

11 3

0

1

1

0

1

3

0

4

1

1

0

6

0

1

0

0

0

1

0

1

1

0

0

2

0 0 0

0 2 2

0 0 4

1 1 1

0 0 0

1 3 7

0

1

1

0

0

2

0

0

1

0

0

1

1

1

1

0

0

3

1

0

0

0

0

1

0 12 16.9

0 38 53.5

1 16 22.5

0 4 5.6

0 1 1.4

1 71 100.0

28

5.5 Generic priority climate change adaptation and mitigation training needs From the study, the team has identified the following generic climate change adaptation and mitigation related priority training needs based on analysis of training needs of climate change partners in the country: Climate change adaptation training interventions • Climate change adaptation awareness • Advanced training in disaster management • Advanced Environmental Sanitation • Environmental Impact Assessment • Geographic Information System (GIS) • Adaptation cost assessment • Climate change adaptation project formulation and management • Sustainable tourism management • Integrated soil and water management • Climate change and food safety • Climate change and environmental related diseases e.g. cancer • Climate change and urbanization • Land cover and land use diagnostics • Crop yield and crop suitability projections • Flood forecasting system • Hazard mapping, • Early warning systems Climate change mitigation training interventions • Climate change mitigation awareness • Climate change impact assessment • Climate change scenario analysis • Integrated soil and water management • Energy management • Waste and Pollution management • Climate change forecasting/projection • Climate change modelling • Clean Development Mechanism • Atmospheric physics • Hydrology and water resources monitoring • Meteorological engineering • Climate change negotiation • Green house gas inventories management • Carbon sequestration assessment • Carbon finance Cross cutting training interventions • Climate change mainstreaming in policies, strategic plans, budgets, projects and M&E systems • Policy analysis and formulation • Climate change economics • Climate change project formulation • Climate change data collection and analysis • Environmental Law, Policy and Governance • Management Information System • Environmental engineering • Resource evaluation • Community based climate change management

29

• Gender, HIV and AIDS mainstreaming 5.6

Analysis of Training Needs Specific to Climate Change Lead Agencies

5.6.1 Ministry of Development Planning and Corporation The Ministry provides professional advice and technical support to Government and the general public on economic, social, development policy as well as economic management so as to achieve faster and sustainable economic growth and development. It is the coordinating ministry for the Malawi Growth and Development Strategy, the overarching operational five year medium term strategy whose overall objective is to reduce poverty through sustained economic growth and infrastructure development. The ministry also provides oversight responsibility over the national M&E system through data collection, analysis, and reporting based on national development indicator framework. The ministry also coordinates sector planning at national level, ensuring that sector plans are developed in line with the MGDS. In the area of climate change, the MoDPC is currently coordinating two climate change programmes, namely: the Programme for Managing Climate Change (CCP) and the Africa Adaptation Programme (AAP) which are aimed to develop a strategic framework for a funded national program for managing response to climate change in Malawi and to enhance Malawi's existing climate initiatives by strengthening capacity for long term investment in, and management of climate-resilient sustainable development. Its role in the CCP involves coordination of policy and planning functions with reference to mainstreaming climate change in the MGDS, framework development and cross-sector program formulation, monitoring and evaluation. The ministry is also the coordinating ministry for the Poverty and Investment Project (PEI) whose objective is to strengthen capacities of targeted national, sector (agriculture) and local authorities to integrate poverty‐environment concerns, with a focus on water, forestry, land and energy. Training gap analysis As noted above, the concern of the MoDPC in climate change programming focuses on coordination of policy and planning functions with reference to mainstreaming climate change in the MGDS, framework development and cross-sector program formulation, monitoring and evaluation. The ministry also handles grants management, a function which involves planning, budget management, appraising climate change project proposals, financial management and reporting in collaboration with climate change partners and donor agencies. In performing its role, the ministry has demonstrated competencies in economic analysis and planning, mainstreaming, M&E, data collection and analysis, financial management and reporting. The major training capacity gap that faces the ministry includes limited understanding of technical aspects of climate change adaptation and mitigation. We recommend the following interventions to enhance the role of the MODPC in performing its role in climate change management:

Climate change adaptation training interventions • Climate change adaptation awareness • Adaptation cost assessment • Climate change adaptation project formulation and management

Climate change mitigation training interventions

Cross cutting training interventions

• Climate change mitigation awareness • Climate change impact assessment

• Climate change mainstreaming in policies, strategic plans, budgets, projects and M&E systems • Policy analysis and formulation • Climate change economic analysis • Climate change project

30

formulation • Climate change data collection and analysis • Environmental Law, Policy and Governance • Resource evaluation • Community based climate change management • Gender, HIV and AIDS mainstreaming

5.6.2 Department of Environmental Affairs (EAD) The EAD is the Focal Point for United Nations Framework on Climate Change (UNFCC) and the Designated National Authority for CDM projects. It is also the coordinating agency for implementation of the NAPA. It is further responsible for handling all UNFCC national communications and climate change negotiations. It is also responsible for climate change knowledge management, impact and risk monitoring and assessment, technical analyses of adaptation and mitigation options, climate change policy formulation in conjunction with other key stakeholders. Technically, the EAD has well trained professional officers in environmental management. The department has also had a fair amount of exposure to climate change adaptation and mitigation mostly through short courses. The major weakness affecting the EAD concerns lack of professional capacity in advanced climate change technical sciences that would enhance its coordination roles in climate change adaptation and mitigation. The other constraint facing the organization is its limited financial and human resource capacity (numbers) to perform its mandate effectively. Training competences available in the organization include environmental planning and management, M&E, EIA, climate change negotiation, policy analysis and formulation. We recommend the following interventions to enhance the role of the EAD in performing its role in climate change management: Climate change Climate change Cross cutting training adaptation training mitigation training interventions interventions interventions • Geographic • Climate change impact • Climate change mainstreaming in policies, strategic plans, budgets, Information System assessment (GIS) projects and M&E systems • Climate change scenario analysis • Policy analysis and formulation • Adaptation cost assessment • Waste and Pollution • Climate change economics • Climate change management • Climate change project adaptation project formulation • Clean Development formulation and Mechanism • Climate change data collection and management • Climate change analysis • Land cover and land negotiation • Environmental Law, Policy and Governance use diagnostics • Green house gas inventories management • Management Information System • Carbon sequestration • Environmental engineering assessment • Resource evaluation • Community based climate change management • Gender, HIV and AIDS mainstreaming

31

5.6.3 Department of Climate Change and Meteorological Services The Department of Climate Change and Meteorological Services (DCCMS) is mandated to provide efficient and responsive weather and climate services that meet national and international obligations and contribute to Malawi’s socio-economic development. Currently, the department is part of the CCP and the AAP. Its role as a lead agency is to provide climate information and manage climate change projections. It has so far received support to strengthen the climate monitoring system. The goal is to build capacity to monitor extreme events such as droughts and floods for a more effective early warning system. In this regard, the department is in the process of procuring and establishing automatic weather stations for at least seven each district, namely: Karonga, Kasungu, Salima, Zomba, Mulanje, Chikwawa and Nsanje. Planned climate change management related programmes/projects for the department include: 1) designing of district climate change centres to act as pilot centres to coordinate all issues and projects related to climate change; 2) institutional mapping of climate change partners; and, 3) taking stock of risk reduction interventions in the districts. In addition to data collection, the centres will also handle physical, social and economic data. The department is also working to strengthen the agricultural meteorological component of the department, developing strategies for reaching to more rural communities on climate change awareness campaigns, intensify research on the impact of climate change on agriculture, and formulation of solutions to the problems created by climate change. Training gap analysis The DCCMS is the centre of climate change activities in Malawi since the advent of the revised EMA which necessitated the change of name of the Department of Meteorological Services to the Department of Climate Change and Meteorological Services. In this regard, the department’s organizational staff establishment has changed to include weather, climate and climate change and research divisions. Before 2008, the division had no component of climate change and research. The Department has also changed its mandate and functions. Its new purpose is to provide efficient and responsive weather and climate services that meet national and international obligations and contribute to Malawi’s socio-economic development. Its new functions include: 1) The provision of weather and climate observations and forecasting services; 2) The provision of engineering and communication services; 3) The provision of weather, climate, climate change and research services; and 4) The provision of finance and administrative services While the DCCMS is the natural institution for analyzing the observed record and formulating future climate scenarios, it currently lacks the capacity to carry on this kind of work in a rigorous and comprehensive way. Strengthening the capacity of the DCCMS is essential for adaptation: Without climate scenarios for adaptation, Malawi cannot know what climate to adapt to. Additionally, the department will have to improve its forecasting and communication efforts to better address projected increases in climate variability. From short-term floods associated with storms and tropical cyclones to seasonal precipitation forecasts, the role of the DCCMS will necessarily have to grow as the climate continues to pose growing risks to the country. Further analysis of training needs of the department has revealed that staff numbers and competency levels in climate change science among staff is generally low, a situation which tends to affect performance of their role at national level. For example, some weather stations have since been closed due to shortage of human resources to man the stations while others closed down due to extreme events damage. Nationally, the department runs only twenty three weather stations. This shows that other districts are not covered. We also noted that the

32

stations are each manned by one person when the recommended number is at least two persons per station. In terms of competencies, the department has had some significant exposure to climate change that enables them to do prediction of weather and climate but generally lacks specific professionally trained personnel in climate change science coupled by weak technology in climate issues and climate change roles. This has affected their ability to do more advanced climate modelling and predictions. To work effectively, we recommend that the department builds capacity in application of climate change, climate change projection, climate change risk assessment and statistical analysis and interpretation of hydrometeorological extreme values. This should be complemented by study tours to international centres of climate and weather research excellence to enable staff learn new ways of managing the climate and weather predictions and therefore improve climate early warning system. the table below shows some of the training areas recommended for the DCCMS. Climate change adaptation training interventions • Environmental Impact Assessment • Geographic Information System (GIS) • Adaptation cost assessment • Flood forecasting system • Early warning systems

Climate change mitigation training interventions

Cross cutting training interventions

• Climate change impact assessment • Climate change scenario analysis • Climate change forecasting/projection • Climate change modelling • Clean Development Mechanism • Atmospheric physics • Hydrology and water resources monitoring • Meteorological engineering • Climate change negotiation • Green house gas inventories management • Carbon sequestration assessment

• Climate change mainstreaming in policies, strategic plans, budgets, projects and M&E systems • Policy analysis and formulation • Climate change economics • Climate change project formulation • Climate change data collection and analysis • Environmental Law, Policy and Governance • Management Information System • Environmental engineering • Community based climate change management • Gender, HIV and AIDS mainstreaming

5.6.4 Department of Disaster Preparedness and Management The Department of Disaster Preparedness and Management under the Office of the President and Cabinet is mandated to coordinate disaster management programmes in the country which includes mitigation, preparedness, response and recovery. This is in response to increasing incidences of disaster including disaster risk reduction. Since the enactment of the Disaster Preparedness and Relief Act of 1991, Malawi has not only sought to enhance her disaster policies, she has also ensured that reducing disaster risk is a major priority within the country. The prominence of reducing the impact of disasters is evident in the country's MGDs (2006 – 2011) as it is listed as the second theme in Malawi's Millennium Growth Development Strategies. Malawi recognizes that one of the elements in enabling wealth creation and poverty reduction is the establishment of “adequate disaster risk management measures that go beyond emergency response to preparedness, prevention and mitigation as well as rehabilitation and reconstruction” (International Monetary Fund 2007). This is a significant policy statement because it establishes comprehensive emergency management as one of Malawi's goals.

33

Training gap analysis The study team noted that the department faces a number of operational and technical challenges in exercise of its roles: 1) the department operates from the national head office in Lilongwe and does not have personnel at a district level, a situation which heightens communication and operational challenges when disasters occur in any part of the country; 2) The department lacks resources such as finances and equipment because disaster management in Malawi is generally inadequately funded. To make matters worse, when a disaster occurs, the government is slow to release the necessary funds to support response and recovery efforts; 3) the department operates without policy guidance on DRR; 4) the department has limited capacity in assessing disasters; 5) government funding towards DRR is very minimal to realise sustained impact; 6) the department does not have M&E officers in its staff establishment and therefore does not have a functional M&E system in place, thereby weakening its accountability and project monitoring systems. The department also faces the problem of lack of adequately trained personnel to carry out disaster management operations in the country especially at district and community levels. Additionally, the study team has observed that the DoDMA generally lacks professionally trained personnel in climate change adaptation and mitigation at all levels. Other areas of training intervention for the department to work effectively include disaster assessment and management, M&E, DRR mainstreaming, and GIS. The table below presents specific prioritized climate change related training for the Department of Disaster Preparedness and Management. Climate change adaptation training interventions • Climate change adaptation awareness • Advanced training in disaster assessment & management • Environmental Impact Assessment • Geographic Information System (GIS) • Adaptation cost assessment • Flood forecasting system • Hazard mapping • Early warning systems • DRR mainstreaming

Climate change mitigation training interventions

Cross cutting training interventions

• Climate change mitigation awareness • Climate change impact assessment • Climate change scenario analysis • Climate change forecasting/projection

• Climate change mainstreaming in policies, strategic plans, budgets, projects and M&E systems • Policy analysis and formulation • Climate change economics • Climate change project formulation • Environmental Law, Policy and Governance • Management Information System • Community based climate change management • Gender, HIV and AIDS mainstreaming

5.6.5 Department of Land Resources Conservation The mandate of the Department of Land Resources Conservation which is under the Ministry of Agriculture and Food Security is to coordinate land resources conservation initiatives at national level. Sustainable land and water management is key to sustained agricultural production for ensuring food security and agricultural incomes for the present and future generations (ASWAp 2009). The department is currently implementing the sustainable land management programme, a component under sustainable productivity and growth in the Agriculture Sector-Wide Programme Support Programme (ASWAp-SP); the Farm Income

34

Diversification Programme (FIDP) focusing on sustainable land management, water harvesting, soil and water conservation; the Irrigation Rural Livelihoods Agricultural Development Programme (IRLADP) with a focus on small holder irrigation support, rainwater harvesting and catchment conservation. The department is part of the CCP and AAP implementing activities in collaboration with the FAO around issues of land cover and land use diagnostics as essential inputs for producing technical and economic assessments of land use options to feed into the carbon finance, and integrated watershed management analyses. The department is also doing crop suitability projections that require climate scenario projections as an input which will contribute to the production of the assessments of land use options and the manual on adaptation options. Finally, the department is involved in development of tools to facilitate community and farm-level adaptation in collaboration with the FAO. The study team noted that challenges facing the department are common to its parent ministry, the MoAFS. Overall, the ministry has many vacant posts within its staff establishment. For example, in the Shire Valley Agricultural Development Division (ADD), out of 184 sections only 93 sections are manned. The current staff to farmer ratio is 1:1800 against the recommended 1:500 and for Blantyre ADD the current established posts stand at 1347 and of these only 1002 are filled. The vacancies cover both common service and technical cadres of the MoAFS. Most of the vacancies exist at middle and operational levels of the MoAFS structure resulting in significant shortages of operational staff such as extension workers. This has created work over-loads and tremendous strain on existing staff which compromise on the quality of delivery of programmes and services. Some of the factors that have led to staff shortages include bureaucratic bottlenecks in the application of human resource policies, guidelines and procedures coupled with less attractive remuneration packages than those available in the private sector and non-governmental organizations (ASWAp 2009). Moreover, high staff turnover and limited availability of trained personnel on the labour market have over the years significantly worsened the vacancy situation within the MoAFS and the public sector. In the meantime, information on capacity development needs is often anecdotal and incomplete and requests for capacity building actions remain largely unsystematic resulting in marked deficiencies in key skills within the public sector. Weak institutional, management and operational capacities within the agriculture sector are further reinforced by inadequate or lack of operational infrastructure and equipment and ineffective policy and technical systems and procedures. Ultimately, these constraints have contributed to weak and inadequate coordination and communication mechanisms among the various actors in the sector. Training Gap Analysis The DLRC is generally constrained with lack of professionally trained staff in climate change adaptation and mitigation. This is evident in the fact that most of the work the department is doing with FAO involves internationally procured human resources since similar resources are not available in the department and on the local market. Most agriculture extension staff members are not aware of the issues of climate change. The ADDs through their extension personnel do impart knowledge on how deforestation adversely impacts communities in terms of fuel wood unavailability, exposing river banks (which leads to flooding), but clear cut information on climate change is not made available to the communities. The main thrust of ADD’s extension personnel messages is on soil and water conservation. People generally relate climate change to the cutting of trees, which is just part of the problem. The problem of emission of GHGs is not well understood. So far, the department has only one officer trained in soil and water engineering who is also about to go on retirement. This has prompted the department to consider civil engineering

35

trained personnel for to take up positions as soil and water engineers. Skills being utilized in the department at the moment are a result of the generic training received from agriculture institutions in Malawi and elsewhere which did not include climate change. The study has revealed that department extension and technical staff members require professional training and short courses in soil and water conservation, GIS, remote sensing, NRM, EIA, rainwater harvesting, surveying, resource evaluation, and land evaluation. The table below shows climate change specific related training required for the department: Climate change adaptation training interventions • Climate change adaptation awareness • Environmental Impact Assessment • Geographic Information System (GIS) • Adaptation cost assessment • Integrated soil and water management • Climate change and Nutrition • Land cover and land use diagnostics • Crop yield and crop suitability projections • Hazard mapping

Climate change mitigation training interventions

Cross cutting training interventions

• Climate change mitigation awareness • Climate change impact assessment • Clean Development Mechanism • Hydrology and water resources monitoring • Green house gas inventories management • Carbon sequestration assessment

• Climate change mainstreaming in policies, strategic plans, budgets, projects and M&E systems • Policy analysis and formulation • Climate change economics • Climate change project formulation • Climate change data collection and analysis • Environmental Law, Policy and Governance • Management Information System • Resource evaluation • Community based climate change management • Gender, HIV and AIDS mainstreaming

5.6.6 Department of Forestry The mandate of the Department of Forestry is to promote sustainable utilisation of forest resources in the country. It does this by promoting afforestation programmes, ensuring sustainable forest harvesting, and discouraging forest mismanagement practices such as deforestation. The Forestry Department operates through a network of Forestry Extension Workers at different levels across all districts of the country. They also collaborate extensively with Ministry of Agriculture Extension Staff at EPA level in the promotion of conservation agriculture. The DoF is also implementing a Reduced Emission from Deforestation and forest Degradation (REDD) programme, a Tree Planting for Carbon Sequestration and Other Ecosystem Services Programme. The programme is locally funded and is being implemented in all the 28 districts of Malawi, with two farmers per district growing at least 1 hectare of trees and is supported directly by the Government of Malawi. Since its inception in 2007, two additional farmers per district have been added to the programme each year. Currently, Government is fully supporting and paying all the farmers but it is expected that through Government’s facilitation and efforts to establish the Malawi carbon market and in the process development partners, the civil society and the private sector will be encouraged to contribute to the resource pool for supporting farmers in planting trees and management of the programme. For example, private companies are expected to contribute towards the

36

programme, as carbon buyers, as part of their corporate social responsibility and in offsetting their own carbon emissions. It is also planned to engage established international bodies who would link the local farmers to international carbon buyers. The programme is however constrained in many ways. Firstly, the programme is driven by limited Government resources, which limits entry into the programme to two tree growers per year per district. The programme is therefore not developed enough to enable entry of tree growers into the Global Carbon Market to ensure the continuation of the programme after Government has facilitated the establishment of the carbon market. Secondly, there is also limited scope for commitment of long-term and large-scale planting and hence limited adoption of the programme by households due to its long period for realization of benefits, non-availability of good and sizeable land and non-availability of carbon buyers. Training Gap Analysis Implementation of the REDD project has experienced a number of hurdles due to combined problems of limited financial resources and unavailability of professionally trained personnel in CDM and climate change science in general. As a result, the department is facing challenges to implement some of the CCP and AAP activities due to lack of understanding of some of the technical processes that have to be conducted. The department has officers that are trained in general forestry science with limited exposure to climate change science. Priority training needs required for the department to perform its roles well especially in climate change adaptation and mitigation are listed in the table below.

Climate change adaptation training interventions • Climate change adaptation awareness • Environmental Impact Assessment • Geographic Information System (GIS) • Adaptation cost assessment • Land cover and land use diagnostics • Hazard mapping

Climate change mitigation training interventions

Cross cutting training interventions

• Climate change mitigation awareness • Climate change impact assessment • Carbon finance • Clean Development Mechanism • Green house gas inventories management • Carbon sequestration assessment

• Climate change mainstreaming in policies, strategic plans, budgets, projects and M&E systems • Policy analysis and formulation • Climate change economics • Climate change project formulation • Climate change data collection and analysis • Environmental Law, Policy and Governance • Management Information System • Environmental engineering • Resource evaluation • Community based climate change management • Gender, HIV and AIDS mainstreaming

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Chapter 6 General Conclusions and Recommendations 6.1 Conclusion In conclusion, the study team has noted that training needs in climate change adaptation and mitigation are generally quite pronounced across all climate change management structures in the country. Knowledge and skill for climate change mitigation or climate science is generally poor at national level. The major contributing factor to the prevailing capacity situation has been the fact that climate change is an emerging phenomenon, much of which is also highly technical. This has hampered efforts for the country to come up with comprehensive policy guidelines that would guide climate change interventions and is probably a contributing factor that has affected progress in the implementation of the NAPA. The study has also observed that efforts to build skill and knowledge capacity in climate change science in government have been quite minimal so far with almost all the few ongoing initiatives mostly funded by donor resources. Lack of climate change integration in strategic plans and policies has hampered leadership commitment to climate change resource mobilisation from the national budget. It is also an indicator of limited climate change mainstreaming skills at the leadership level. Most of the strategic plans have expired or are near expiry in 2011 and are undergoing review in most ministries. This is an opportunity to address climate change considerations in leadership documents like the strategic plans and policies to ensure that they are also supported from the mainstream government budget. The team also noted that there are many other non training related factors that really need to be addressed if the training interventions are to bear much fruit in contributing to improved delivery of outputs in the climate change agenda. The agenda towards improving the incentive system in the civil service is critical to all this. Areas of consideration include improvements in the performance management system as one way of enhancing overall work performance through a more responsive reward mechanism. Another area of consideration includes improving the work environment through enhanced leadership skills and provision of adequate and appropriate tools and equipment for staff use. Finally, the government scholarship scheme needs to integrate climate change management as a priority alongside efforts to improve its management. Finally, the team noted that the training intervention to address climate change training capacity gaps will need to be a comprehensive one in order to enable the country make progress in driving the climate change agenda if progress made by other neighbouring countries is anything to go by. A combined package of well funded and targeted short and long term certificate and degree courses coupled by well thought out study tours constitute the training plan intervention in the short and long term perspective. Such a strategic approach to capacity building will contribute significantly towards achievement of climate change outcomes in the MGDS.

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6.2 Recommendations The study team makes the following recommendations to address the training needs of the climate change management structures. They are divided into two broad themes: 1) systemic recommendations; 2) the training plan 6.2.1 Systemic recommendations 1. Conduct functional reviews of all key government departments critical to the climate change agenda with a view to examine the responsiveness of the existing staff structures to the climate change challenge and recommend changes accordingly. The team specifically inclusion of M&E and Statistician positions in all government departments 2. Develop more practical mechanisms for mentoring, career development and skill utilization in the civil service in order to motivate staff 3. Strengthen the staff appraisal system to ensure that it is done consistently and is linked more strongly to the performance management system 4. Integrate climate change in the education sector through capacity building for mainstreaming climate change in primary school curriculum and the teacher education curriculum 5. Facilitate development of training courses (curriculum development) in climate change management (adaptation and mitigation) at university level to increase professional staff in the civil service. This can be done through funding of short courses and workshops for management staff in the universities. 6. Departments of Geography and Earth Sciences, Mathematical, Statistical and Computer Sciences, and Physics (located at Chancellor College, Faculty of Science) need to mainstream climate change issues in their curriculum collaboratively with DCCMS because they are aware of their needs. For example, the Physics Department which provides the basic science of meteorology should incorporate physics of atmospheric science which includes issues of climate modelling and GHGs monitoring. The Faculty should also introduce a Bachelor’s and Master’s Degree in Meteorology 7. Develop the capacity of the DPSM to manage the government scholarship fund and monitor utilization of skills gained by the beneficiaries of the fund. 8. Strengthen the M&E system at MoDPC and sector level (including the District Council level) through climate change mainstreaming training, establishment of key positions in the structures and strengthening the M&E systems through improved data collection, analysis, documentation and utilization in decision making. Use the EMIS and the HMIS as models 9. Develop an awareness strategy on climate change to increase awareness of climate change at national level. This could be done with input from higher education centres and relevant stakeholders such as media and NGOs to enable people understand the complex relations between land use, natural resource use and climate change. 10. The climate change program should pay attention to Gender, HIV and AIDS mainstreaming issues in its design and training response. This will address issues like erosion of human resource capacity in the civil service as well as the community level.

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11. Facilitate mainstreaming of climate change issues in the new strategic plans and policies. This means that the MoDPC should draft a senior member of the DPSM in the TC to bring the strategic planning agenda to the fore. 12. Develop a capacity development training program specifically targeting journalists and the media in general to improve their reporting skills and therefore position them strategically in advocating the climate change agenda 13. Strengthen the OPC role as an institution that provides government wide oversight on policy implementation to monitor and enforce compliance of government initiatives like performance management, strategic planning, the bonding policy and others. Lack of compliance by government departments in most of these areas reflects inadequate leadership at policy monitoring and enforcement level. 14. The team recommends developing capacity in the area of climate change statistics at national level in order to have a team of qualified statisticians in all districts and all ministries. 15. Develop higher level refresher courses for decision makers at PS and Director levels in M&E so they can develop a culture of data based decision making. We also recommend grounding of academic courses in statistics in academic institutions. 16. Conduct urgent tailor made short courses in climate change adaptation cycle and climate change mitigation (with a focus on CDM) targeting all lead agencies driving the climate change agenda to enhance their coordination role in climate change management. Areas of focus could include scientific knowledge of climate change, climate change economic analysis and project development especially related to CDM 17. We propose a fully fledged DNA unit in the EAD with the necessary institutional support in terms of budget allocation and trained personnel within the EAD establishment to provide effective coordination support. South Africa provides a good example of a fully fledged DNA unit which enjoys full budgetary and personnel support in the Department of the Environment and the Malawi DNA can be modelled on this example. 18. Develop a comprehensive and focused training plan to address climate change knowledge and skill gaps at national level, with some little bias towards climate change mitigation which is hugely underdeveloped. The plan should be a combined package of “well” funded and targeted short and long term certificate and degree courses (national and international level) coupled by well thought out study tours to destinations that will provide specific lessons.

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6.2.2 The Prioritized Training Interventions This section is presented to recommend priority training interventions for the climate change management structures based on training gaps identified. Overall, the study team noted that the climate change management knowledge and skill gap is located at the level of the individual. These are referred to as the operational capacity level. It indicates the knowledge and skills required to operate the climate change agenda that has been established. Individual skills may be acquired through formal training: university education, as well as focused short courses. Skills are, however, also a matter of experience and supervision. Table 8 presents a comprehensive and prioritized list of training programmes and thematic areas with a list of training requirements as annex to the report. Table 8: Prioritized list of training programmes in Climate Change Adaptation, Mitigation and Cross cutting interventions Thematic area

Target group/institu tions

Training Needs or Requirements

Level of priority ST - Short Term MT - Medium Term LT - Long Term

Climate change adaptation Climate change All climate • Identifying adaptation projects ST adaptation change • Adaptation project cycle awareness partners • Adaptation project design • Climate change adaptation cost assessment • M&E Environmental EAD, LRCD, • EIA & climate change MT Impact DCCMS • EIA process Assessment DOF, MODPC, • EIA tools Mines, Energy, Fisheries, Tourism, Parks & Wildlife Advanced DoDMA, MT • Climate change & disasters training in MOAFS & • Flood forecasting system disaster DCCMS • Hazard mapping management • GIS • Early warning systems Advanced MoH, MoIWD • Climate change & sanitation MT Environmental • Climate change and food safety Sanitation • Climate change and urbanization • Climate change and environmental related diseases e.g. cancer Geographic EAD, LRCD, • GIS technology MT Information Crops • Surveying System (GIS) Department • Mapping (MOA) DCCMS DOF, Surveys, Fisheries,

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Sustainable tourism management

Parks & Wildlife Ministry of • Climate change & Tourism, Parks and LT Tourism, Parks Wildlife and Wildlife

Integrated soil MoAFS, LRCD • Climate change & soil and water & MoIWD • Climate change & water management • Land cover and land use diagnostics • Crop yield and crop suitability projections

ST

Climate Change Mitigation Climate change mitigation Outline: 1. Framework for mitigation 2. Policy issues 3. Technologies, PAM 4. Mitigation in different scenarios 5. Cross-cutting policies 6. Economic analysis 7. Greenhouse gas reporting Greenhouse Gas Inventories Outline: 1. Greenhouse gas computation 2. Greenhouse gas reporting

EAD, LRCD, • Translating GHG emission profile into DCCMS relevant mitigation options DOF, MODPC • Linking technological and other options for mitigation with CDM and sustainable development • Understanding multi-criteria assessments of mitigation options

ST

EAD, LRCD, • Methodologies available for GHG DCCMS inventories DOF • Type and sourcing of data required for GHG computations • Use of computer software for computation of GHG inventories GHG reporting requirements

ST

CDM Training Outline: 1. CDM and climate change 2. CDM and sustainable development 3. CDM projects 4. Finance and risk markets 5. Designated National Authority

EAD LRCD DCCMS DOF MODPC

• Evolution of CDM from UNFCCC objectives ST to Kyoto Protocol • Objectives, principles and provisions for CDM • The CDM concept; mitigation and development issues • Preparing CDM project proposal and CDM project cycle • CDM architecture models, governance and institutions • Funding for CDM projects • Economic analysis of CDM project • CDM and sustainable development • CDM project attraction and flows

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• Carbon sequestration assessment • Carbon finance and trade programme development

6. Carbon finance and trade programme development Climate change Energy and sustainable energy management Waste and MoLGRD Pollution Councils management

• Climate change & energy generation • Renewable energy development & management & • Climate change & waste management • Climate change & pollution management

Hydrology and MoIWD water resources monitoring

• Climate change & hydrology • Climate change & water resources monitoring

• Climate change scenario analysis • Climate change forecasting/projection • Climate change modelling • Atmospheric physics Climate change EAD, DCCMS, • UNFCC and Kyoto protocols advocacy MODPC & all • Climate change lobbying and advocacy partners • Handing climate change negotiations • Handling climate change communications Meteorological engineering

DCCMS

Cross cutting interventions Type of Target training group/institu tions

Incorporating climate change into policies, strategic plans, laws, budgets, and project planning Economics of climate change

Developing climate change M&E systems

Training Needs or Requirements

All climate • Climate change mainstreaming change • Policy analysis and formulation partners • Climate change project formulation • Climate change management Law, Policy and Governance • Gender, HIV and AIDS mainstreaming

ST

MT-LT

ST

ST

ST-MT

Level of priority ST - Short Term MT - Medium Term LT - Long Term ST

EAD, LRCD, • Climate change & agriculture, land, ST DCCMS environment, health etc DOF, MODPC, • Economic analysis of climate change MoY • Resource evaluation • Climate change impact assessment MODPC, ST • Developing climate change indicators DCCMS, NSO • Climate change data collection and and all sectors analysis • Climate change data interpretation and report writing • Climate change Management Information System

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• Environmental Law, Policy and MT Governance • Environmental engineering process and tools ST • Climate change impacts on communities • Community based strategies and tools for management of climate change • Climate change, Gender, HIV and AIDS mainstreaming in community planning Reporting skills Ministry of • Climate change ST on climate Information • Climate change impacts change and Civic • Climate change adaptation and mitigation adaptation and Education, • Climate change advocacy mitigation Broadcasting • Climate change programming challenges houses and • Climate change responses Newspaper Reporters Environmental engineering

EAD, LRCD, DCCMS DOF, Surveys, Fisheries Community All climate based climate change change partners management

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