Rwanda Meteorology Agency (Meteo Rwanda) - Strategic Plan 1 July 2016 to 30 June 2019
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REPUBLIC OF RWANDA
MINISTRY OF NATURAL RESOURCES
Rwanda Meteorology Agency (Meteo Rwanda)
Strategic Plan
1 July 2016 to 30 June 2019
Draft 31 March 2017
PAGE LEFT INTENTIONALLY BLANK
ii
FOREWORD
On behalf of the Board of Directors, Management and Staff of the Rwanda Meteorology
Agency (Meteo Rwanda), I am delighted to present to you the Medium Term Strategic Plan
for the period 2016 – 2019.
This strategic plan therefore presents us with a road map for the next four years. Its
development was necessitated the desire of Meteo Rwanda to align its strategic plan duration
with that of WMO.
The plan has been informed by experiences and lessons learnt in implementation of the
2012/13-2014/16 plans and are harmonized with the Government's Medium Term
Expenditure Framework (MTEF), which spans the period 2016 through 2020. Analysis of
strengths, weaknesses, opportunities and threats helped come up with key strategic issues that
define the strategic focus for the next four years.
Meteo Rwanda’s strategic plan for the 2016-2019 period fully embraces government’s
outcome-based approach. We present this document confident that it lays bare our plans for
the next four years, plans that outline what each of Meteo Rwanda programmes will
contribute to the outcomes.
I believe the initiatives outlined in this strategic plan, when implemented, will help ensure
that we improve the overall performance of the weather and climate services. In
administering our mandate, we need to perform our responsibilities with the highest degree of
professionalism and integrity.
We are making fundamental changes to our business processes, but dependence on our
employees, partnerships with stakeholders, science, and technology continues.
We will work closely with our existing and new partners to leverage the national
environmental infrastructure (both public and private) in weather, and climate to better meet
the public’s needs. Advances in science and technology e.g our Doppler weather radar offer
extraordinary opportunities to continue improving our services as we work together with our
partners to meet Rwanda’s needs of safety and sustainable socio-economic development.
On behalf of the Board of Directors, I wish to assure you of our commitment to full
implementation of this plan in line with the results framework put in place.
iiiI therefore call upon all our stakeholders to walk with us on this transformational path as we
break new ground and open up new opportunities and frontiers for development of the
weather and climate services in Rwanda.
I do look forward to seeing results arising from full implementation of this strategic plan.
Dr. KAGABO Desire - Chairperson of the Board of Directors – Meteo Rwanda.
ivPREFACE
Rwanda Meteorology Agency (Meteo Rwanda) is a Government Agency under the Ministry
of Natural Resources (MINIRENA) with legal personality, administrative and financial
autonomy. The purpose of Meteo Rwanda is to provide weather and climate information
services for safety of life and property and socio-economic development.
In Rwanda, observations of rainfall and temperature were established in the 1930s but the
first station was installed at Save in 1906.
The Rwanda Meteorology Agency (Meteo Rwanda) Strategic Plan is the guiding document
of an improved planning and management system and is focused on requirements for a
broader range of weather and climate services information services. Meteo Rwanda Strategic
Plan focuses on what the Meteo Rwanda needs to “execute” the mission. Meteo Rwanda’s
planning, programming, budgeting and execution cycle links program plans, annual operating
plans, and the entire Meteo Rwanda budget to the strategic plan. Ultimately, all members of
our workforce will understand their roles in meeting these agency priorities and themes. The
Meteo Rwanda weather and climate services play an important role in almost all National
goals and cross-cutting priorities.
The main of purpose of Meteo Rwanda, as laid down in the organic law establishing the
institution, is to provide accurate and timely weather and climate information to ensure
economic and social-cultural developments.
Continuous improvement of weather and climate services in Rwanda is an important
component of social and economic development in the region. This strategic Plan is
developed to achieve this need as we embark on aligning Meteo Rwanda’s strategic plan to
the international body.
vACRONYMS AND ABBREVIATIONS
Acronym Definition
AMCOMET African Ministerial Conference on Meteorology
BSC Balance Scorecard
DFID Department for International Development
EDPRS Economic Development for Poverty Reduction Strategy
GoR Government of Rwanda
IATA International Air Transport Association
KPI Key Performance Indicators
LFA Logical Framework Analysis
M&E Monitoring and Evaluation
MIDIMAR Ministry of Disaster Management and Refugee Affairs
MININFRA Ministry of Infrastructure
MINIRENA Ministry of Natural Resources
MOH Ministry of Health
MTEF Medium Tern Expenditure Framework
NMHS National Meteorological and Hydrological Services
NOAA National Oceanic and Atmospheric Administration
PESTLE Political, Economical, Socio-Cultural, Technological, Legal and Environmental
PMF Performance Measurement Framework
QMS Quality Management System
RA Regional Associations
RBB Results Based Budgeting
REMA Rwanda Environment Management Authority
RBM Result Based Management
SDG Sustainable Development Goals
SWOT Strengths, Weaknesses, Opportunities, Threats
TC Technical Commissions
TOC Theory of Change
TOR Terms of Reference
TWG Technical Working Group
WISER Weather Information Service
WMO World Meteorological Organization
viEXECUTIVE SUMMARY
In November 2011, the law no 54/2011 of 11th November 2011 established Meteo Rwanda.
The formulation of this strategic plan is to guide the activities of Meteo Rwanda in line with
its mandate and the changes that have taken place over time.
It articulates Meteo Rwanda’s vision of making Rwanda to be a Meteorological Service that
is highly efficient and effective, customer and employee focused. It underscores Meteo
Rwanda’s aspirations and determination to achieve the best in providing accurate and timely
weather and climate information to ensure economic and social-cultural developments.
This 2016 – 2019 strategic plan envisages a paradigm shift from a process based approach of
service delivery to a results-based management approach for effective and efficient delivery
of services.
This strategic plan has been prepared in the broader picture of Rwanda’s socio economic
transformation as envisaged by Vision 2020 and Economic Development and Poverty
Reduction Strategy II (EDPRS II) as well as in the narrow picture as envisaged by the
environment and natural resources sector and is fully aligned with The Medium-Term
Expenditure Framework (MTEF).
The strategic plan outlines the major programmes, outcomes, outputs and the performance
indicators that allow us to measure our progress towards the stated outcomes and outputs over
the plan period. It is an embodiment of our collective promise to our stakeholders on the
expected service delivery standards in line with our mandate. It was prepared in a
participatory, consultative and all-inclusive manner and this is therefore a product of a
rethinking of our intentions and strategic focus.
To maintain focus on the strategic issues, six outcomes were identified as follows:
1. Improved safety of life and property through better application of weather and climate
warnings and forecasts.
2. Improved socio-economic sustainable development through better use of weather and
climate products and services.
vii3. Improved availability and accessibility of quality weather and climate data and
information services.
For each of the above three outcomes have got outputs and activities, a monitoring
and evaluation framework for ensuring successful implementation of the strategic
plan has been also provided in order to allow for lessons learnt to be factored into
subsequent planning cycles.
Finally, workshops were organized with the key stakeholders to ensure a high level of
weather and climate dissemination and ownership.
The management of Meteo Rwanda with guidance and approval of the Meteo Rwanda’s
Board of Directors developed this strategic plan.
viiiTABLE OF CONTENTS
Foreword ............................................................................................................................... iii
Preface ...................................................................................................................................v
Acronyms and Abbreviations ................................................................................................... vi
Executive Summary ............................................................................................................... vii
Table of Contents ....................................................................................................................1
1. Introduction .................................................................................................................3
1.1. Purpose of Strategic Plan ............................................................................. 3
1.2. Strategic Planning Methodology ................................................................... 3
2. Background .................................................................................................................5
2.1. Organization History ................................................................................... 5
2.2. Organization Structure ................................................................................ 5
2.3. Review of Key Achievements ........................................................................ 7
3. Environmental Scan ................................................................................................... 14
3.1. SWOT ANALYSIS: Assessment and Analysis of Organization’s Strengths,
Weakness, Opportunities and Threats .................................................................... 14
3.2. PESTLE Analysis .......................................................................................17
3.3. Stakeholders Analysis ................................................................................ 18
3.4. Baseline Analysis of Institutional, Human and Infrastructure Capacity .......... 36
3.5. Emerging Issues ........................................................................................ 38
3.6. Conclusions from Environmental Scan ........................................................ 40
4. Organizational Vision, Mission and Core Values ........................................................... 40
4.1. Vision ....................................................................................................... 41
4.2. Mission ..................................................................................................... 41
4.3. Organizational Mandate ............................................................................ 42
4.4. Core Values .............................................................................................. 44
5. Strategic Framework .................................................................................................. 45
5.1. Strategic Goals, Objectives and Strategies ................................................... 45
5.2. Communicating the Strategic Plan ...............................................................52
5.3. Financing the Strategic Plan ........................................................................53
6. Monitoring and Evaluation.......................................................................................... 54
6.1. Monitoring ................................................................................................556.2. Evaluation .................................................................................................57
6.3. Reporting ................................................................................................. 58
7. Annexes ...................................................................................................................... A
Annex 1: Official Gazette ........................................................................................................ B
Annex 2: Members of the Strategic Planning Team..................................................................... I
Annex 3: List of Persons/Organizations Consulted ...................................................................... J
Annex 4: Action Plan .............................................................................................................. K
Annex 5: Performance Measurement Framework ...................................................................... L
Annex 6: References................................................................................................................ O
21. INTRODUCTION
1.1. Purpose of Strategic Plan
Strategic planning is an important aspect of governance and strategic management which seeks to:
• Ensure that stakeholders, in particular staff, are working toward common goals;
• Establish agreement around intended outcomes/results, and assess and adjust the organization's
direction in response to a changing environment and set priorities;
• Strengthen operations and focus on value for money.
Thus this Strategic Plan provides a mechanism by which Meteo Rwanda’s long term vision, outcomes
and corporate objectives can be communicated to all stakeholders, including staff of Meteo Rwanda,
whose personal and team objectives link to the corporate objectives defined in this plan.
This Strategic Plan covers the four-year period from 1 July 2016 to 30 June 2019. This period aligns
with Vision 2020 and the Economic Development and Poverty Reduction Strategy (EDPRS) of the
Government of Rwanda (GoR). It also links to the financial year which runs each year from 1 July
until 30 June of the following year.
This plan is a refresh of Meteo Rwanda’s existing 2013 – 2017 plan produced under EDPRS2.
Meteo Rwanda’s Strategic Plan will be revised as part of the next strategic planning process covering
all GoR bodies.
The refresh of this plan was led by the Planning Officer at Meteo Rwanda and both reviewed and
validated by the senior management team and members of the Board of Directors. Consultancy
support was provided by Steve Palmer and Becky Venton from the Met Office, UK. The consultancy
work was funded through the Pan African sub-programme of the UK’s Department of International
Development (DFID) Weather and Climate Services for Africa (WISER), overseen by African
Ministerial Conference on Meteorology (AMCOMET).
1.2. Strategic Planning Methodology
Meteo Rwanda already had a draft Strategic Plan but the opportunity was taken to review and refresh
it in order to:
• Reflect Meteo Rwanda’s contribution to the Ministry of Natural Resources’ (MINIRENA) plans;
• Rectify a misalignment between the period covered by the existing plan and the GoR planning cycle;
• Meet the requirements associated with the implementation of an International Standards Organisation
(ISO) 9001 Quality Management System (QMS);
• Utilise the Strategic Plan template and guidance provided by WMO through the WISER Pan-Africa
Programme; and
3• Meet requirements from potential funders of Meteo Rwanda activities e.g. WISER Regional
Programme.
The methodology adopted is consistent with a review and refresh as opposed to a full strategic
planning process, which will take place in the near future. As such, information has been gathered
from a number of sources, including the existing draft Strategic Plan. New content has been
developed where necessary, developed by the Planning Officer and consultants and reviewed by the
senior management team.
The strategic planning model used in this process is Theory of Change (TOC), because it includes a
step of Results Based Management (RBM) in order to determine the strategic Key Performance
Indicators (KPI). It is a requirement on all GoR bodies to implement RBM from 1 July 2016. Staff
objectives and performance are now managed through RBM and in line with this, budgets are
managed through Results Based Budgeting (RBB).
TOC is a causal model. It defines all of the building blocks as required to bring about a given long-
term goal. It explains how and why the desired change is expected to come about. This set of
connected building blocks shows a pathway of change or a change framework, which clearly explains
the causal link between different levels results. A logic model is a tool used to express the TOC.
In developing the logic model or framework, the ‘log frame’, for this Strategic Plan refresh, the
following steps have been taken:
1. Review of the vision and mission
2. Definition of values
3. Review of the analysis of the environment, using SWOT and PESTLE
4. Development of the logframe
5. Articulation of goals and objectives
6. Development of a plan for M&E
Normally the above steps would be followed by the development of operational/ action plans and
associated RBB. However, in this case, the refresh of this Strategic Plan is taking place after activities
were defined in the RBM. Hence in this strategic plan, the first year targets are heavily influenced by,
and include, a selection of the RBM KPI. In future years, RBM will be influenced by, and thus better
align with, this refreshed Strategic Plan.
42. BACKGROUND
2.1. Organization History
Rwanda Meteorology Agency (Meteo Rwanda) is a Government Agency under the
Ministry of Natural Resources (MINIRENA) with legal personality, administrative
and financial autonomy. The purpose of Meteo Rwanda is to provide weather,
water and climate information services for safety of life and property and socio-
economic development.
In Rwanda, observations of rainfall and temperature were established in the
1930s but the first station was installed at Save in 1906.
The Rwanda Meteorology Service was created in 1963 and in 1968 Meteo
Rwanda was established as the main coordinator of meteorological services in
the Ministry of Infrastructure (MININFRA).
Later in 2011, Rwanda Meteorological Service was transformed into Rwanda
Meteorology Agency (Meteo Rwanda) by the government law No. 54 bis/2011 of
December 2011, which was gazetted in the Official Gazette No. 54 of January
2012, and its 14 core functions are listed in section 4.3 of this Strategic Plan.
In July 2015, Meteo Rwanda was transferred from MININFRA to MINIRENA1.
2.2. Organization Structure
The following is the organizational chart approved and gazetted in April 2014. It
includes 99 staff, but Meteo Rwanda has not yet implemented the full
complement. It employed 63 full time personnel by the end of FY14/15, 78 by
the end of FY 15/16 and expects to achieve the full 96 during FY 16/17.
Note that the parent Ministry changed in 2015 from MININFRA to MINIRENA
(Official Gazette nᵒ 31 of 03/08/2015).
The Board of Directors was implemented in 2015.
1
http://www.meteorwanda.gov.rw/index.php?id=12, accessed on 9 November 2016
56
2.3. Review of Key Achievements
From the original 2013-2017 Updates and additional achievements on
Strategic Plan refresh of the plan in 2016
In 2013, Meteo Rwanda had 4 synoptic By 2016, additional 100 automatic rainfall
stations, 9 Agro meteorological stations, 42 Automatic Weather Stations
stations, 72 climatological stations and were installed, one C-band weather Radar
90 manual rainfall stations with was installed.
volunteer observers.
Meteo Rwanda had a databank system Meteo Rwanda acquired an improved data
for Meteorological data collection, management system: CLIMSOFT version3
quality control and storage using and recently updated to 4.
CLICOM database management
system.
Data transmission is rapid through GPRS,
Data transmission was using the Post
internet and Mobile phone, text messages.
Office, SSB Radios.
Meteo Rwanda acquired state of the art PUMA 2010 was upgraded to 2015 in
system for short and medium range September 2016 providing additional
forecasting (PUMA2010). functionality.
Meteo Rwanda also has access to Numerical
Weather Prediction (NWP) products from
Regional web portal.
From the WMO Severe Weather Forecast
Demonstration Project, with which we have
introduced daily Regional Teleconferencing
7Carries out Climatological analysis; Introduced daily Five Days Forecasts and a
Agro and hydro-meteorological Ten Days Bulletin for famers
observations and analysis.
In respect of international obligations Meteo Rwanda continues to exchange
in accordance with resolution 40 of weather and climate data in compliance with
WMO, Meteo Rwanda exchanges the Resolution 40 of WMO.
weather and climate data. And
participates and contributes to
National, regional and International
organisations.
Before 2013, the Institution had a law Meteo Rwanda was established as an Agency
establishing the Agency but was still in under MINIRENA and had its Structure
transition to become an Agency with approved, has a Board of Directors and is in
approved Organisational Structure. the process of implementing the
Organisational Structure.
A brand identity for Meteo Rwanda was
established and continues to be implemented
in its products and services, and a Public
Relations office to promote the image of the
Agency was established
Meteorological Operations purely Meteo Rwanda adopted the ISO 9001 QMS
referred to the WMO technical Standards and has developed processes and
regulations and guidelines. documentation, and is aiming at being
audited for certification.
8The forecasting office was working on The forecast office, which has operated a
12-hour watch and yet makes forecasts 24/7 hour watch since March 2016, and
valid for 24 hours. continues to carry out Meteorological
operations processes in line with the main
recommendations of the WMO Strategy on
Service Delivery and is a regular and active
participant in the daily regional
teleconferences that were established under
the WMO’s Severe Weather Forecasting
Demonstration Project (SWFDP),
Short term projects addressing narrow Meteo Rwanda has a number of projects 2
activities and usually co-opted by that are contributing to the development of
others. its capabilities.
Established a public weather service Increased dissemination channels using new
studio, presentation software and technology e.g. routine upload of forecasts to
training technical and presenting staff Twitter, YouTube and other social media;
to enable the development of new SMS service to farmers in PASP project areas
services for TV and radio.
Majority of existing staff were on All current staff are on permanent and
contractual basis; whose contracts pensionable terms which has improved
have to be renewed on monthly basis. institutional stability.
2
The strategic projects include:
1. GoR Environment and Climate Change Fund (FONERWA, a bucket fund from various donors)
2. United States Administration for International Development (USAID) funded Climate Services for Agriculture Rwanda that is being coordinated by the Centre Agriculture Research
(CGIAR)
3. WMO’s Global Framework for Climate Services (GFCS) implemented by the Korean Meteorology Administration (KMA)
4. World Bank’s Landscape Approach to Forest Restoration and Conservation (LAFREC)
5. International Fund for Agriculture Development (IFAD)’s Post Harvest and Agribusiness Support Project (PASP)
9Lessons learned
• It was difficult to implement the Strategic Plan due to absence of the institution’s Organisational Structure.
• The no existence of the Institutional framework limited the recruitment an optimum number of trained personnel to
execute the Strategic Plan, and their stability.
• It was realised that the Government funds alone were not adequate for executing most activities in the Strategic Plan and
that is why we found necessary to seek alternatives from external sources.
• Acquisition of modern meteorological infrastructure led to the realisation of improved weather and climate products, their
timely dissemination and access.
• Increased collaboration with other National Meteorological and Hydrological Services within the region improved skills of
our forecasters in production and verification of forecasts.
• Introduction of the Enhanced National Climate Services (ENACTS) revealed that the quality of our climate data need to be
improved though appropriate training and acquiring of necessary data management tools
The monitoring and evaluation process of the 2013-17 Strategic Plan was not adequately performed as expected. Under
the new Plan, and related to the Results Based Management (RBM) system, a monitoring and evaluation (M&E) process
must be implemented, with regular reports both to staff and to the Board of Directors and Sector Stakeholders Group, as
well as the relevant authority specified under RBM.
• Due to restructuring process we lost some skilled staff, we learned that job specifications formulation that do not fully
support already acquired knowledge and skills can lender loss of skilled personnel.
• Because the aviation meteorological services are done in RCAA, there is irregular remission from data returns and
climatological summaries at Kigali International Airport.
Service Delivery
At the heart of the Mission of Meteo Rwanda lies Service Delivery3.
To be effective, services should possess these attributes:
• Available and timely: at time and space scales that the user needs;
• Dependable and reliable: delivered on time to the required user specification;
• Usable: presented in user specific formats so that the client can fully understand;
3
A key reference for service delivery is WMO’s Service Delivery Strategy: http://www.wmo.int/pages/prog/amp/pwsp/documents/WMO_Strategy_for_Service_Delivery.pdf
10• Useful: to respond appropriately to user needs;
• Credible: for the user to confidently apply to decision-making;
• Authentic: entitled to be accepted by stakeholders in the given decision contexts;
• Responsive and flexible: to the evolving user needs;
• Sustainable: affordable and consistent over time; and,
• Expandable: to be applicable to different kinds of services.
Service delivery, then, is a continuous, cyclic process for developing and delivering user-focused services.
Services can be categorised into three broad types:
1. Multi-hazard warnings and advice during disasters
• Forecasts in advance of high-impact weather events
• Forecasts and information during the response and recovery phase
• Forecasts and information for disasters which are not initiated by the weather e.g. chemical spills, wild-fires, volcanic eruptions
2. Routine forecasts and information services
• Daily weather forecasts for the Public e.g. TV, Radio, Newspapers, SMS and social media, Meteo Rwanda Website
• Tailored forecasts for users in economic sectors, e.g. Aviation, Agriculture
Routine data services e.g. monthly summaries and annual summaries, Seasonal forecasts
3. Long-term Risk and Impacts data and analysis
• Climate data and analyses for e.g. Agriculture, Risk analysis, Flood design, infrastructure requirements and design, environmental impact assessments, hydro-
power and solar energy.
• Climate change impacts and modelling.
At the time of writing, Meteo Rwanda provides the following products and services:
1. Multi-hazard warnings and advice during disasters
• Planning forecast given 6 hourly to 4 Districts in Western Province
11o Briefing for joint services operation;
2. Routine forecasts and information services
1. Daily TV bulletins (Kinyarwanda, English and French);
2. Daily Radio bulletins on 10 Local radio stations
3. Twitter feed and Website with daily forecasts and updates.
4. 5-day, 10 day rainfall summary and Outlook;
5. Monthly and seasonal forecast
3. Long-term Risk and Impacts data and analysis
1. Data archiving, education and research.
Socio-economic benefits of weather and climate services
Increasingly, NMHS are starting to build the evidence for the socio-economic benefits that their services provide. Indeed, such a study has been
commissioned for Meteo Rwanda as part of the FONERWA project.
A user obtains value from a weather or climate service when the outcome of a decision made is improved by the use of relevant information provided by the
service. The quantity of value will depend on the circumstances of the user. It could vary from the trivial (“Shall I carry an umbrella today?”) to very large,
such as the decision to evacuate people from an area at risk. Note that the benefit of routine services is accrued over time – no weather forecast is completely
accurate, so on some occasions an event happens that has not been forecast (“The forecast said it would be dry, and I got wet!”) therefore monitoring,
evaluation and improvement of routine services is important.
Monetising these benefits is not easy. For disasters, the benefit of forecasts and warnings is in the achievable reduction in the cost of a disaster, not the total
cost of the disaster, such as the number of lives which were saved by receiving and acting on a forecast or warning. Also it is not appropriate to attribute all
the savings to the meteorological service, because there are many other actors involved in disaster risk reduction. However, the impact of disasters on citizens,
their families and societies can be huge and long-lasting. Floods destroy both public and private capital. Droughts destroy private capital. Avoidable deaths
can have an impact on families for a generation.
For routine services to the general public, one can use the usual methodology of cost-benefit studies; one can multiply the small value of individual benefit by
the number of people potentially reached, and obtain a guidance figure
12For commercial services, the user would evaluate their own willingness to pay based on their perception of value – this implies that a service which is directly
tailored to the user need and the decisions to be made will have much higher value. This is the basis for the aviation cost-recovery model agreed by IATA.
The aviation weather services are essential for commercial aviation; the services are specifically tailored to the user requirement, and a fixed percentage of the
landing and transit fees are allocated for these services.
There are many commercial enterprises which can use weather information for better decision-making. The user benefit of these services will often be only a
minor part of the decision-making chain, and aggregated for routine services, but taken together can make a useful difference to the marginal costs of doing
business. There is some evidence that such improvements in marginal costs can have a multiplier effect on GDP.
The economic benefit of consultancy services for planning and design is easier to evaluate. The design of infrastructure projects are adjusted to the climate
normals and extremes expected during the design life, thus keeping costs to a minimum, while ensuring that the structure does not fail prematurely.
133. ENVIRONMENTAL SCAN
An environmental scan was done by gathering facts and analyzing trends to give an objective picture of where Meteo Rwanda stands in the business of
providing weather and climate services. There has been an examination of the external and internal pressures and factors likely to affect its future and the
achievement of its goals and objectives; this analysis is set out in the following sections of this Strategic Plan.
3.1. SWOT ANALYSIS: Assessment and Analysis of Organization’s Strengths,
Weakness, Opportunities and Threats
A SWOT analysis was carried out by Meteo Rwanda top managers. This analysis was reviewed and enhanced in the refresh of the Strategic Plan and the
results are presented below.
14Table 1: SWOT Analysis
INTERNAL
Strengths Weaknesses
Being an autonomous Agency meaning that the agency with a legal identity, Meteo Rwanda can Newly recruited inexperienced staff who lack the
approve and defend the budget directly without a third party technical skills.
Meteo Rwanda’s core function is mandated in gazetted Rwandan law Limited mechanisms through which to motivate
and retain staff
Having in place basic infrastructure of meteorological stations
Sub optimal meteorological infrastructure and
Having in place senior experienced professionals in the management
observational network
Participation in regional and international exchange of meteorological data and products.
Inadequate maintenance and calibration of
Being with sister environmental related Agencies in the Ministry of Environment helps to work sensors and instruments due to limited staff.
directly with them
Irregular transmission of observation data from
Governance structure with the Board of Directors to provide strategic direction and support the field due to existing manual system
Having the monopoly of being the custodian of Rwanda’s national weather and climate database. Lack of modalities to implement cost recovery for
Having the qualified workforce the services provided due to delayed approval of
Meteorological data policy
Inability to package and market our products
Internal and external communication not well
structured
Small number of subject matter experts
Lack of an overview and coordination of projects
resulting in duplication and missed opportunities
to target gaps
Inadequate capacity to quickly respond to
technological changes
15Inability to keep up with the changing demands of
society
Lack of regular staff training/capacity needs
assessment, staff development strategy and
sufficient training for all staff members.
Weakness in the current online staff performance
management system
Inadequate researches to facilitate decision
making on technical matters and absence of
research unity
Lack of study tours in other countries to learn the best
practices related weather and climate services
EXTERNAL
Opportunities Threats
Political stability, security and favourable socio-economic development Weakness of enforcing law establishing Meteo
Rwanda resulting in third parties encroaching on
Political and financial support from government, international institutions and development partners
Meteo Rwanda mandate
Presence of several stakeholders and their interest in weather and climate services.
External competitors in provision of meteorological
Potential for new products and services to meet the needs of existing and new users, especially within observation and forecast
different sectors
Budgetary limitations to pay some expenditure such as
GoR understands and is seeking to mitigate the challenge presented by climate change: climate change is a the media to regularly disseminate weather and climate
cross-cutting theme in EDPRS information and products in a lead time
Opportunity to establish legal instruments that will allow Meteo Rwanda to generate funds from its Reliance on few projects to supplement core funding
products and services from the Government in order to deliver routine
services and develop capacity and capability
Being co-opted as key stakeholder among other Government institutions which provides opportunity for
collaboration Overlapping mandates between Meteo Rwanda and
other institutions cause confusion over which should
Having a mission that is cross-cutting enabling Meteo Rwanda to serve many Sectors and end users
be leading and/or responsible
Membership of WMO and other regional bodies and institutions such as East African Community (EAC)
RCAA is managing Meteorological stations and has its
and affiliation with IGAD Climate Prediction and Applications Centre (ICPAC) for benchmarking and own and independent Meteo service that offers
training purposes.
16Aeronautical information.
ICT development; fibre optic cable, mobile phone technology that could be utilised to facilitate the Government processes make it difficult to restructure
attainment of Meteo Rwanda mandate and change staff complements or job descriptions to
respond to changing needs.
Increasing demand of seasonal and sub-seasonal forecasts and downscaling.
Results Based Management System being implemented as tools which will aid future management of Increasing new ways of committing cyber crimes that
organisational and personal objectives once aligned with the Strategic Plan can disrupt the flow of data and information.
Availability of third party meteorological observation installations
3.2. PESTLE Analysis
A PESTLE analysis of the external environment was carried out in relation to the QMS manual of January 2017, so this has been re-done, with each of the
factors considered in turn, namely: political, economic, socio-cultural, technological, legal and environmental (ecological)
Table 2: Pestle Analysis
PESTLE ANALYSIS
Political Factors Economic Factors
• Meteo Rwanda is mandated by law • High inflation (7.4% as of January) leading to increased operating costs
• Meteo Rwanda is now within MINIRENA • Unemployment at… %85% population dependent on rain-fed agriculture
• Government awareness of the importance of weather and climate to sustainable • Economic growth is among others focused on tourism and private sector growth which may lead to
development, the Green Growth , with climate change identified as a cross-cutting increased demand for weather and climate services
issue in EDPRS 2 • Low income means low purchasing power and/or willingness to pay for meteorological services
• Vision 2020: to become a middle income country • Global economic issues reducing donor funding
• Rwanda is pursuing the data revolution agenda of the UN, in that regard, Meteo • Fluctuations in exchange rate impact international financial transactions and value for money
Rwanda’s Data Policy is under development
Socio-cultural Factors Technological Factors
17• Increased awareness of the impact of severe weather events • Dense mobile network provides opportunities for remote sensing observations
• Concerns over prevalence of diseases affected by weather and climate e.g. malaria • Increased use of smart phones
• Improving levels of education across the country • Increased use of social media
• Increased awareness due to introduction of climate change in the national curriculum • Increased demand for SMS (but associated costs need to be borne)
and a new course relating to climate and climate change at University of Rwanda • Sub-optimal operation of observations network
• Increased uptake of the mobile technology • Lack of skills, spares and equipment to maintain infrastructure
• Limited application of meteorological information • Need for good internet connectivity to produce and disseminate products
• Rwanda is Africa’s most densely populated country • New weather radar covering the country
• Dependency on rain-fed agriculture • New Automatic Weather Stations
• Poor understanding of Meteo Rwanda products at the grass roots level • High capacity computers with advanced softwares
Legal Factors Environmental (ecological) Factors
• WMO policies and regulations… • Vulnerability to the effects of climate change – expectation of increased temperatures and likelihood
• Low Level of corruption of associated increased rainfall
• Meteo Rwanda mandated by law • Rwanda has already experienced increasing temperatures, changes to seasonal patterns and increased
frequency and impact of severe weather events
• Inadequate laws and regulations related to weather and climate services
• Rwanda is known as the land of a thousand hills and has the same number of microclimates making
• forecasting a challenge and down-scaling important
• Risk Atlas provides national overview of environmental risks
• Rwanda is developing its capability for Integrated Water Resource Management through the Rwanda
Environment and Natural Resources Sector
• An Early Warning System is in place
3.3. Stakeholders Analysis
The Customers and Users of products and services from Meteo Rwanda come from a wide range of actors, including other Government Ministries, the
functional Agencies and Boards under these Ministries, parastatal organisations (such as TVR), NGOs and private sector organisations.
18Meteo Rwanda provides services without cost to the users but it has the plans to recover the costs for the services that it delivers and recent engagement with
stakeholders as part of the FONERWA project suggested a willingness to pay for specific services and where an improvement in quality (especially accuracy)
is delivered.
A stakeholder analysis was carried out in the 2013-2017 Strategic Plan and this was taken as a starting point for the refresh. The stakeholder analysis in Table
3 overleaf has been carried out using the sectors defined in GoR’s EDPRS II. In terms of expectations of the NMHS, in the analysis, this focuses on long term
(LT), short term (ST) and events based (Events) services.
Governance
Separate to the main stakeholder analysis, the governance of Meteo Rwanda is as follows: Ministry-Board of Directors-Director General)
Other government bodies have supervising roles (e.g. policies, standards, processes) and/ or provide services to Meteo. Where they are recipients of services,
this is captured in the main stakeholder analysis matrix.
Technical Working Group (TWG)
There is a continuing need for the TWG to provide expertise and fundraising for Meteo Rwanda’s. Effectively the Technical Working Group will act as an
“intelligent customer” of Meteo Rwanda, separately from the “Ownership” of Meteo Rwanda.
Table 3: Stakeholder Analysis Matrix
Stakeholders Interests Expectations Potential
MIDIMAR For saving lives by Early warnings of specific extreme events (floods, Partnership in the effective
RED Cross setting preventive drought, dry spells, strong winds, Lightning) sent operationalisation of the Early
and/or rescue actions in led time. Warning System.
Police
Army
MINALOC
REMA
19Air navigation
Media Public information Regular, timely and frequent daily forecasts Dissemination of information to a
related to short term wider population, provision of
forecasts feedback
All Ministries, Government Economic/Planning Provision of Short and long term weather Collaboration and mobilisation of
institutions and Private projections. resources,
sector Enforce the application of forecasts
in real time.
Academic and research Research Historical climate data for analysing climate trends Partnership in production of reports
Institutions and publications,
Partnership in capacity building and
expertise
Specific requirements
Ministry of Natural Provide Environmental LT: Planning/ design/ construction • Specialist sector knowledge that
Resources (MINRENA) Policies on natural ST: Operation/ management/ maintenance can be combined with
resources management: meteorological information to
We avail accurate Events: (Early) warnings e.g. floods (fluvial/ produce new and improved
climate information to pluvial), landslides and responses to accidents products
Government (including consultancy)
• Support Meteo Rwanda to
institutions and Climate information and advisories at different acquire capacity of delivering
stakeholders to timescales weather and climate information
improve environmental
to stakeholders, e.g. seasonal
management and
20reduce vulnerability to forecasts to farmers.
climate change Funding for meteorological
infrastructure and services,
especially through projects
Rwanda Mines, Oil and Gas Weather events that can High impact weather warnings to prepare against Contribution to cost recovery
Authority affect Mining and hazards
quarry activities
Rwanda Land Management Established an Close collaboration with other stakeholders to Possible focus sector for the
Authority additional partnership establish local networks of precipitation development of paid for commercial
with stakeholders to measurements and topographical and geological weather and climate services
issue rainfall and wind information, including hazard maps. Meteo
data Rwanda Based collaboratively issues landslide
alert information on the combined information
collected.
Rwanda Water and Forestry Want to know when to Rainfall, temperature, changes in precipitation, Partnership in Maintenance of
Management plan trees, which drought duration Weather stations
varieties
Rwanda Environment Environment protection Climate change trends Partnership in installation of
Management Authority –build resilience to Heavy rainfall and landslides which could affect equipment for needed parameters
(REMA) climate change mining/ quarrying operations, especially in terms
Floods-early warning of water pollution into watercourses (from seepage,
forecasts tailings etc.)
Air pollution-winds, Strong winds in relation to air pollution
21(direction&speed)
Climate information for
adaptation&mitigation
projects
Energy Hydropower – LT: Planning/ design/ construction Specialist sector knowledge that can
operation, capacity be combined with meteorological
• Ministry of Infrastructure ST: Operation/ management/ maintenance
(water volume and information to produce new and
(MININFRA) Events: (Early) warnings e.g. floods (fluvial/
temperature) improved products
• Power distribution pluvial), landslides and responses to accidents
Lightning-weather (including consultancy)
companies
forecasts of Funding for meteorological
thunderstorms to
infrastructure and services,
protect workers on especially through projects
pylons
Light levels/
temperature for demand Possible focus sector for the
development of paid for commercial
weather and climate services
Private sector Water availability LT: Information/ projections relating to climate Specialist sector knowledge that can
• Crop Insurance Rainfall, temperature change to inform investment decisions be combined with meteorological
information to produce new and
Companies data
improved products
ST: Forecasts and warnings to inform local
decision making relating to operations, supply Support
weather observations
infrastructure
chain management, supply/ demand
Funding for meteorological
Events: (Early) Warnings of flood, drought/
infrastructure and services,
22famine, strong winds, landslide affecting logistics, especially through projects
access to market, availability of resources
(including human resources)
Possible focus sector for the
development of paid for commercial
weather and climate services
• Government Ecosystems/
Ministries and environmental
Agencies management
• Ministry of Trade, National security
Industry and East Transport
Africa Community (international, regional,
(MINEACOM) national and local)
• MINAFFET Disease prevalence
• Ministry of East (e.g. yellow fever,
African Community malaria, cholera)
(MINEAC) Expansion plans e.g.
• Ministry of Finance Congo-Nile trail; Lake
and Economic Kivu belt
Planning Private sector
(MINICOFIN) investment
• Rwanda Development Availability/
Board (RDB) accessibility of tourism
• Construction activities, especially
those sensitive to
23companies weather and climate
• Manufacturing
companies
• Retail companies
• Cooperatives e.g. craft,
carpentry, sewing/
knitting
• Rwanda Tours and
Travel Operators
(RTTA)
• Tour operators (local,
national, regional and
international)
• Hotels and guesthouses
• Kigali Convention
Centre
• African Parks
(Akagera Park)
• National Parks
(Nyungwe, Volcanoes,
Gishwati)
• Tea/ coffee plantations
e.g. Pfunda, Sowarthe
24• Retail
• Ministry of Sports and
Culture (MINISPOC)
and related institutions
e.g. museums,
stadiums etc.
• Transport sector Roads LT: Planning/ design/ construction Specialist sector knowledge that can
be combined with meteorological
• MININFRA Aviation ST: Operation/ management/ maintenance
information to produce new and
• Ministry of Internal Local weather/ climate Events: (Early) warnings e.g. floods (fluvial/ improved products
Security (MININTER) Regional weather/ pluvial), landslides and responses to accidents
(including consultancy)
• Ministry of Foreign climate
Funding for meteorological
Affairs and International weather/ For aviation:
infrastructure and services,
Cooperation climate (for areas of Good quality (and good continuity) aviation especially through projects
(MINAFFET) operations) weather service (observations, forecast etc.)
• Rwanda Civil Aviation Disaster management/
Authority (RCCA) response Possible focus sector for the
development of paid for commercial
• Rwanda Traffic Police Logistics weather and climate services
• RwandAir and other
international carriers
(especially Brussels
Airlines, KLM, Kenya
Airways, Ethiopian
Airlines and Qatar
Airways)
25• Other aircraft operators
e.g. Akagera
• Education National curriculum – LT: Future areas of education and research in the Specialist sector knowledge that can
information and context of climate change e.g. new academic be combined with meteorological
• Ministry of Education
training resources programmes, changes to national curriculum information to produce new and
(MINEDUC)
relating to weather and ST: Forecasts and warnings to inform local improved products
• University of Rwanda climate decision making relating to safe operation of
• Private universities, Data education facilities, including access to sites
Opportunities to mainstream weather
including Institut
Assessment Events: (Early) Warnings of severe weather events and climate change through
d'Enseignement
that could affect operations and safety of staff/ education of the population
Superieur de Infrastructure –
buildings, services students
Ruhengeri (INES) and
Carnegie Mellon (including internet) Links with MIT’s Climate Change
University (CMU) Logistics – especially Observatory, Mt Mugogo
• Publically funded transport connections
schools and roads
Research opportunities
• Private schools
• British Council Opportunities to collaborate on
research./ technical/ scientific papers
• Nurseries
Professional development for Meteo
Rwanda staff
Exchange of data, information and
26knowledge
• Youth sector As for other sectors but Services designed for Youth Insights into user requirements for
for Youth Embracing new technology e.g. smart phones, youth to inform future plans
social media etc.
• Decentralization As for other sectors but As for other sectors but with a focus on the Local information about the impact
at a local level products and services being locally relevant of weather and climate
Local representatives to aid
dissemination of information
Frameworks for community
observations and management/
maintenance/ security of
observations infrastructure
• Media High Council Weather forecasts LT: Information/ projections relating to climate Specialist sector knowledge that can
(MHC) change to inform investment decisions be combined with meteorological
Warnings of severe
information to produce new and
• Rwanda Broadcasting events ST: Forecasts and warnings to inform local
improved products
Agency (RBA) decision making e.g. planting, harvesting – needs
Information about
local observations, downscaled forecast (especially
• National TV weather/ climate (e.g.
rainfall and temperature but also wind speed/
El Nino, future climate) Improved telecommunications
• Independent (private direction – the latter especially with respect to networks
sector) TV Performance of pests/ disease, appropriate communication (content,
communications quality, format, language, timeliness, frequency) – Opportunities for push/ pull services
• National radio networks (affected by (e.g. SMS for push and *number#
can be routine or reactive (and also interactive e.g.
27• Community radio moisture in the air) call in on radio, chat show on TV) for pull)
• Independent (private Communication Events: (Early) Warnings of flood, drought/
sector) radio requirements – famine, strong winds, landslide Partnerships to develop content and
language, format,
• Online media e.g. Igihe Also, expectations of Meteo Rwanda to embrace dissemination mechanisms (e.g. app
content, timeliness, improvements in technology e.g. networks, development; posting weather/
• Print media e.g. New frequency, editorial line penetration of personal devices (e.g. smartphones), climate data on websites etc.)
Times
Data applications, connectivity etc.
• Social media Assessment Funding for meteorological
• Telecomms e.g. MTN, Improvements in infrastructure and services,
Tigo, Airtel technology especially through projects
• Members of the public 3G/ 4G networks
• Agriculture sector Food security LT: Planning e.g. crops, seeds, locations, Specialist sector knowledge that can
agricultural calendar, prevalence of pests and be combined with meteorological
• Ministry of Agriculture Agricultural
disease, risk analysis, productivity analysis, information to produce new and
(MINAGRI) and its intensification
programmes insurance against losses, post harvest losses, improved products
agencies, including
infrastructure (buildings, irrigation, washing
Rwanda Agricultural Post harvest losses stations, storage) etc. and the impact of climate
Board (RAB) Funding for meteorological
Pests and diseases change/ seasonal forecast on all of this
• Farmer-promoters infrastructure and services,
Commercial agriculture ST: Local decision making e.g. planting,
(Twigire Muhinzi) especially through projects
harvesting – needs local observations, downscaled
Access to markets –
• Agricultural extension forecast (especially rainfall and temperature but
transport
workers also wind speed/ direction – the latter especially Social networks (e.g. farming
Market sensitivities/ with respect to pests/ disease, appropriate cooperatives) that can be used to
• Other national
vulnerabilities communication (content, quality, format, language, improve reach of Meteo’s services
institutions, including:
28• International Intermediaries timeliness, frequency)
organisations (and their Community Events: Early Warnings of flood, drought/ famine,
projects), including: engagement/ strong winds
• International Fund for empowerment Additional for insurance: Observations – satellite
Agricultural Insurance and terrestrial (especially rain gauges)
Development (IFAD
and the PASP Project) Communications Additional for communications: Services that reach
farmers e.g. SMS, radio
• International Centre for
Tropical Agriculture
(CIAT and the Rwanda
Climate Service for
Agriculture project)
• Insurance companies
e.g. Africa Risk
Capacity
JRLO sector See also under private See also under private sector/ ICT Specialist sector knowledge that can
sector/ ICT be combined with meteorological
(Justice, Reconciliation, Law
and Order) Local weather/ climate information to produce new and
LT: Future projections on climate to inform improved products
(including Defence/ Regional weather/ expectations with respect to defence/ security e.g.
Security) climate food/ water security issues, migration, conflict over
natural resources, hot spots Funding for meteorological
• Ministry of Defence International weather/
climate (for areas of infrastructure and services,
(MINADEF)
active operations) especially through projects
• RDF ST: Forecasts relating to areas of interest linked to
Aviation operations, especially land, air (including
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