REPUBLIC OF MALAWI

Ministry of Environment and Climate

Change Management

National Environment and Climate Change

Communication Strategy
2012 – 2016

1
August 2012
 FOREWORD

Since the United Nations Conference on Environment and Development (UNCED)

in 1992, Malawi has progressively witnessed significant developments in environment
and natural resources management. Malawi‟s approach to socio-economic
development underlines the concept of sustainability. Along with the National
Development agenda, the country is committed to the improvement of the global
environment. As a party to various Multilateral Environmental Agreements (MEAs),
the Malawi Government has undertaken various measures towards fulfillment of
specific requirements in the MEAs. This includes preparation of various reports and
plans such as the National Environmental Action Plan [NEAP] of 1994, Climate
Change National Communications, State of Environment and Outlook Reports; as
well as the National Adaptation Programmes of Action [NAPA] of 2006. The process
of preparing the reports encompasses comprehensive scientific and technical
consultations that follow broad-based participatory approaches involving multi-
stakeholder institutions in various sectors of the national economy. In the NEAP, the
need for increased public environmental awareness and participation in environmental
management was identified as a key priority to addressing environmental problems.

The Ministry of Environment and Climate Change Management, through various

initiatives and programmes, has progressively supported and continues to support
numerous efforts on environment and climate change management. While there are
efforts and growing interest to address environment and climate change issues, public
awareness still remains low and significant gaps still remain in certain sectors of the
national economy. There is, therefore, a great need to bridge the gaps and enhance the
national and global understanding on the diverse dimensions of environment and
climate change matters.

The National Environmental Education and Communication Strategy (NEECS) was

developed in 1994 to facilitate general public awareness on environment and natural
resources management. However, the emergence of climate change and other
environmental issues has necessitated review and development of a robust strategy to
enhance public awareness on environment and climate change matters. The National
Environment and Climate Change Communication Strategy (NECCCS) has,

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therefore, been prepared with the primary objective of increasing public awareness
and promoting positive behavioral change for sustainable development. It has been
designed to provide a national vision and framework for action by all stakeholders.

The success of this Strategy depends on the collaboration of all relevant stakeholders
in its implementation.

The Strategy offers insight into issues, concerns and opportunities to improve
communication on environment and climate change. It is also intended to enhance
deep understanding and knowledge on matters concerning environment and climate
change to stimulate positive response actions. I believe the NECCCS will enrich the
growing efforts by many stakeholders to address critical issues of environment and
climate change.

Hon. Catherine Gotani Hara, MP

Minister of Environment and Climate Change Management

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 PREFACE

The Government of Malawi attaches great importance to environment and climate

change issues. Recently, environment and climate change have emerged as major
development issues and are severely impacting on people‟s livelihoods. Malawi has
experienced a number of adverse climatic hazards over the last several decades. The
most serious ones have been dry spells, seasonal droughts, intense rainfall, riverine
floods and flush floods. Some of these, especially droughts and floods, have increased
in frequency, intensity and magnitude over the last two decades; and have adversely
impacted on food and water security, water quality, energy and the sustainable
livelihoods of rural communities.

These challenges, if not adequately addressed, may negatively affect the growth of the
country‟s economy, leading to the loss of socio-economic development. In this
regard, Malawi has taken a bold step to address climate change issues by signing and
ratifying the United Nations Framework Convention on Climate Change (UNFCCC)
and its Kyoto Protocol. At the national level, Malawi developed the National
Adaptation Programmes of Action (NAPA) with the overall goal of addressing urgent
needs for adaptation. This is in line with the objective of the UNFCCC, which is to
achieve “the stabilization of greenhouse gases concentrations in the atmosphere at a
level that would prevent dangerous anthropogenic interference with the climate
system”. This demonstrates the country‟s total commitment to addressing climate
change issues nationally and globally.

Government recognizes that the country is vulnerable to adverse effects of climate

change and hence the need to give special attention to environment and climate
change in its national development strategy. In view of this, the Malawi Government
has prioritized climate change, environment and natural resources management as one
of the priorities within priorities of the Malawi Growth and Development Strategy
(MGDS II). The MGDS II recognizes that natural resources form a principal source
of social well-being and economic development in Malawi. However, these resources
are under constant stress from climate change and unprecedented environmental
degradation.

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In spite of the immensity of the problems and response measures being taken, few
people in the country appreciate the causes, impacts and consequences of
environmental degradation and climate change and how this links to national
development. These may partly be attributed to low literacy levels, low public
education and awareness programmes and lack of infrastructures and effective
communication strategy on such matters.

Intrinsically, environment and climate change are complex subjects involving new
science and concepts that require special efforts for understanding. This calls for an
effective tool for communication and delivery of the requisite messages and
programmes. In this respect, the strategy contains principles, goals, objectives and
strategies for enhancing effective communication and delivery of climate change
programmes and activities in the country. It also provides guidelines on
communication approaches for advocacy and community mobilisation. The strategy
embraces the basic tenet that information and communication are vital for
behavioural change. I believe that the strategy will be used by all stakeholders
including Government agencies, Non-Governmental Organisations (NGOs), the
private sector, civil society, the academia, the media and the general public. It is
expected that this Strategy will yield positive and sustainable results in implementation
of climate change programmes for the benefit of the Malawi society in both rural and
urban areas.

Yanira M. Ntupanyama, PhD

Secretary for Environment and Climate Change Management

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 ACKNOWLEDGEMENTS

The Ministry of Environment and Climate Change Management wishes to express

deep appreciation to all individuals, Government institutions and all organizations for
their valuable time and expertise in the production of this National Environment and
Climate Change Communication Strategy.

In a special way, the Ministry is indebted to the following for their tireless efforts in
drafting and editing this document: Michael J. Makonombera, Benon B. Yassin,
Clement M. Tikiwa, Tawonga Mbale, Victoria Kachimera, and Carol Theka from the
Environmental Affairs Department, Michael Mmangisa, Mzithembi Mbekeani, and
Jane Swira, from the Department of Development Planning, John D. Mchilikizo and
Andrew Mazulu from the Ministry of Information and Civic Education, Mathiuz
Mkandawire and Dr. Martin Gulule from LUANAR, Brighton K. Kumchedwa from
the Department of National Parks and Wildlife and Rosebel Mbamba from the Food
and Agriculture Organisation.

Secretarial services were provided by Nelles Kabvala and Diana Katandika.

The Ministry would also like to thank the British Government through Department
for International Development (DfID), Royal Norwegian Government, United
Nations Development Programme (UNDP), and Food and Agriculture Organization
(FAO) for providing technical and financial support.

The strategy was produced under the National Climate Change Programme and other
related initiatives in the Government Climate Change Work programme.

A.M, Kamperewera, PhD

Acting Director of Environmental Affairs

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 TABLE OF CONTENTS

TABLE OF CONTENTS ............................................................................................................................ vi

1.1 Country Profile .............................................................................................................................. 1

1.2 Climate Change and Environmental Management .......................................................................... 1

Chapter 1:...................................................................................................................................................... 1

INTRODUCTION ............................................................................................................................................. 1

1.3 Context of the Communication Strategy......................................................................................... 2

CHAPTER 2: COMMUNICATING ENVIRNMENT, NATURAL RESOURCES AND CLIMATE

CHANGE MANAGEMENT ....................................................................................................................... 4

2.1 Guiding Principles.......................................................................................................................... 4

2.2 Vision ............................................................................................................................................ 4

2.3 Mission Statement .......................................................................................................................... 4

2.4 Scope ............................................................................................................................................. 4

2.5 Goal ............................................................................................................................................... 4

2.6 Aims .............................................................................................................................................. 5

2.7 Objectives ...................................................................................................................................... 5

CHAPTER 3.................................................................................................................................................. 7

APPROACH AND GUIDING PRINCIPLES ............................................................................................. 7

3.1 Approach ....................................................................................................................................... 7

3.2 Basic Tenets ................................................................................................................................... 7

3.3 Guiding Principles.......................................................................................................................... 7

3.3.1 Sense of urgency........................................................................................................................ 8

3.3.2 Inclusiveness and Participatory Approach .................................................................................. 8

3.3.3 Policy Driven ............................................................................................................................. 8

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 3.3.4 Simplicity ................................................................................................................................... 8

3.3.5 Economic-Environment and Climate Change Link .................................................................... 8

3.3.6 Adaptive Approaches ................................................................................................................. 8

3.3.7 Multiplicity of Communication Approaches ............................................................................... 8

3.3.8 Research Driven ......................................................................................................................... 9

3.3.9 Country Driven .......................................................................................................................... 9

3.3.10 Complementarity of Activities ................................................................................................ 9

3.3.11 Organisation........................................................................................................................... 9

3.3.12 Continuous Improvement ...................................................................................................... 9

3.3.13 Communicating Differently .................................................................................................... 9

3.3.14 Meeting people on their own terms is crucial .......................................................................... 9

3.4 Target Audiences ........................................................................................................................... 9

3.4.1 Primary audience ...................................................................................................................... 10

3.4.2 Secondary Audience ................................................................................................................. 10

3.5 Style and Targeting Principles ....................................................................................................... 11

3.6 Key Themes and Considerations to Guide Communication ......................................................... 12

3.7 Key Events and Communication Opportunities ....................................................................... 13

3.8 Effective Management and Sustenance......................................................................................... 14

CHAPTER 4................................................................................................................................................ 15

STRATEGIC CONSIDERATIONS FOR COMMUNICATION METHODOLOGIES .......................... 15

4.1 Strategic Considerations ............................................................................................................... 15

4.1.1 Targeting Audiences ................................................................................................................. 15

4.1.2 Branding and Key Messages ................................................................................................ 15

4.1.3 Public Relations ................................................................................................................... 16

4.1.4 Seasonality .......................................................................................................................... 17

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 4.2 Using Different Channels ............................................................................................................. 17

4.2.1 Print Media .............................................................................................................................. 17

4.2.2 Electronic Media ...................................................................................................................... 17

4.2.3 Help lines and Interactive Programmes .................................................................................... 18

4.2.4 Stakeholder Engagement .......................................................................................................... 18

4.2.5 Direct Engagement .................................................................................................................. 19

4.2.6 Social Marketing and Advertising ............................................................................................. 19

4.3 NECCCS Communication Methods............................................................................................. 20

4.4 Other approaches ......................................................................................................................... 23

CHAPTER 5................................................................................................................................................ 24

OBJECTIVES, STRATEGIES AND ACTIVITIES FOR THE COMMUNICATION STRATEGY ........ 24

CHAPTER 6................................................................................................................................................ 27

IMPLEMENTATION OF THE COMMUNICATION STRATEGY ........................................................ 27

6.1 Mandates...................................................................................................................................... 27

6.2 Coordination ................................................................................................................................ 27

6.2.1 Local Level Coordination ............................................................................................................. 27

6.2.2 National Level Coordination ........................................................................................................ 27

6.3 Required Resources ...................................................................................................................... 31

6.3.1 Human Resources .................................................................................................................... 31

6.3.2 Financial resources ................................................................................................................... 31

MONITORING AND EVALUATION FOR IMPLEMENTATION OF THECOMMUNICATION

STRATEGY ................................................................................................................................................ 33

APPENDIX 1: NECCCS IMPLEMENTATION PLAN ............................................................................ 35

LIST OF REFERENCES ............................................................................................................................ 55

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 LIST OF ABBREVIATIONS AND ACRONYMS

AfDB African Development Bank

CBO Community-Based Organisation
CCNRE Cabinet Committee on Natural Resources and Environment
CIDA Canadian International Development Agency
CISONECC Civil Society Network on Climate Change
CU Concern Universal
CURE Coordination Union for the Rehabilitation of the Environment
DAES Department of Agricultural Extension Services
DCCMS Department of Climate Change and Meteorological Services
DESC District Environmental Sub-Committee
DDP Department of Development Planning
DfID Department for International Development DNPW Department of
National Parks and Wildlife
DoF Department of Forestry
DoWR Department of Water Resources
EAD Environmental Affairs Department
ECCC Environment and Climate Change Communication
E&CC Environment and Climate Change
EMA Environment Management Act
ENRM Environment and Natural Resources Management
EU European Union
FAO Food and Agriculture Organisation
GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit
GoM Government of Malawi
ICEADA Icelandic International Development Agency
IEC Information, Education and Communication
JICA Japanese International Cooperation Agency
KAP Knowledge, Attitude and Practice
LUANAR Lilongwe University of Agriculture and Natural Resources
MBC Malawi Broadcasting Corporation
MDG Millennium Development Goals
MEAs Multilateral Environmental Agreements
MEDI Malawi Entrepreneurial Development Institute
MFPD Ministry of Finance and Development Planning

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MGDS Malawi Growth and Development Strategy
MIE Malawi Institute of Education
MIJ Malawi Institute of Journalism
MoAIWD Ministry of Agriculture, Irrigation and Water Development
MoEST Ministry of Education, Science and Technology
MoGCCD Ministry of Gender, Children and Community Development
MoH Ministry of Health
MICE Ministry of Information and Civic Education
MP Member of Parliament
NAPA National Adaptation Programme of Action
NATURE Natural Resource Management and Environmental Support Program
NCE National Council for the Environment
NSAs Non-State Actors
NEAP National Environmental Action Plan
NEECS National Environmental Education and Communication Strategy
NECCCS National Environment and Climate Change Communication Strategy
NEP National Environmental Policy
NGO Non-Governmental Organisation
NSO National Statistics Office
ODA Overseas Development Agency
OECD Organisation for Economic Co-operation and Development
UN United Nations
UNCED United Nations Conference on Environment and Development
PCANR Parliamentary Committee on Agriculture and Natural Resources
REDD Reducing Emissions from Deforestation and Forest Degradation
SIDA Swedish International Development Agency
TCE Technical Committee on the Environment
TEVETA Technical Entrepreneurial, Vocational, Educational and Training
Authority
UNCED United Nations Conference on Environment and Development
UNDP United Nations Development Programme
UNEP United Nations Environment Programme
UNFPA United Nations Population Fund
UNFCCC United Nations Framework Convention on Climate Change
UNFPA United Nations Population Fund

xi
VDCs Village Development Committees
WB World Bank
WESM Wildlife and Environmental Society of Malawi
WWF World Wildlife Fund

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 Chapter 1:

INTRODUCTION

1.1 Country Profile

Malawi is located in the southern part of the East African Rift Valley and has a unique
and varied natural resource base that includes fertile soils, fresh water and forest
resources. The country has a total territorial area of approximately 118,000 km2 of
which 20% is taken up by water bodies, Lake Malawi being the largest. According to
the 2008 Population and Housing Census, Malawi has a population of 13,077,160
which has tripled since 1966. This is likely to increase due to rapid population growth
which is at the rate of 2.9% (NSO, 2008). The density is 139 persons per square
kilometre up from 59 per square kilometer in 1977 making Malawi one of the most
densely populated countries in Africa.

Approximately, 85% of the population in Malawi is poor, lives in rural areas and
depend on small scale subsistence agriculture. About 60% of the rural and 65% of the
urban population live below the poverty line. Urbanization is currently proceeding at
the rate of between 6.5% and 15% per annum. Literacy levels are generally low
although they have improved from 44 percent for females and 73 percent for males in
1998 to 49 for females and 76 percent for males in 2002.

The Government of Malawi (GoM) is concerned with the degradation of the

environment and loss of natural resources in the country. High levels of poverty,
illiteracy and rapid population growth were identified as the root causes of
environmental degradation which is exacerbated by the severe impacts of climate
change (NSEOR, 2008).

1.2 Climate Change and Environmental Management

In Malawi, natural resources and the environment play a very significant role in
influencing social and economic development at both household and national levels.
Approximately, 80% of Malawians depend on renewable natural resources for their
subsistence and household income, and the foundation of the national economy is
primarily rain-fed agriculture. The success of many important sectors of the economy
relies on environment and natural resources to enhance their productivity.

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Whereas Malawi is endowed with natural resources, current trends indicate persistent
degradation of the country‟s natural resources on account of unsustainable use largely
arising from high population growth, poverty, inappropriate management practices,
incoherent policies, and low enforcement capacity of rules and regulations. This
degradation impacts negatively on livelihoods of poor communities by constraining
their ability to increase incomes and earn sustainable livelihoods. Climate change is
increasingly being recognized as the major environmental problem facing the country
and the globe at large. Evidence is building that impacts are being felt in the form of
persistent and prolonged dry spells and droughts, floods, increased variability of
temperature, rainfall and storms, among others.

Government is aware of the risks rising from climate change at household, national
and global levels, and of the need for an urgent response to deal with threats posed by
climate change. Key strategies for responding to the challenges include: promoting
effective disaster management and emergency response; providing high-quality climate
information and tools for risk management; conserving and protecting natural
resources and the environment; and promoting effective adaptation mechanisms for
vulnerable communities.

The NECCCS has been developed to provide guidance on awareness raising among
the communities and other stakeholders on climate change, environment and natural
resources management.

The overall goal of this Strategy is to have informed and knowledgeable nation that is
ready to manage the environment and climate change effects with responsibility
towards present and future generations and the wider international community.

1.3 Context of the Communication Strategy

Environmental degradation and climate change pose a major threat to Malawi because
of weak adaptive capacity, which is exacerbated by limited coping strategies and the
existing low levels of development. Climate change and variability are having
increasing adverse impacts on agriculture and food security, water resources,
ecosystems and unique biodiversity, energy, human health, the economy and physical
infrastructure as well as the survival of vulnerable populations in Malawi. Associated
increased disaster risks are an additional a burden to sustainable development

2
and impediment to achieving the Malawi Growth and Development Strategy as
well as the Millennium Development Goals. Constraints in technological options,
limited infrastructure, skills, information and links to markets further heighten
vulnerability to climate stresses.

In spite of the increase in environment and climate change challenges, there seems to
be insufficient or lack of dissemination of information on the same, hence the need
for the National Environment and Climate Change Communication Strategy.

There is need for more innovative messages and communication tools for timely
accessing, sharing and utilization of information on environment and climate change,
but also to influence behavioural changes consistent with necessary adaptation and
mitigation in the context of limited resources.

This Communi cation Strategy, therefore, s erves as an es senti al tool for focusing
national attention and efforts and in mobilizing policy, political, and financial
support as well as enhancing public/civil engagement for a comprehensive response
to environment climate change in Malawi.

The Strategy provides a platform and methodologies for enhancing access,

development, sharing and utilization of e n v i ro n me n t and climate change
information.

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 CHAPTER 2:
COMMUNICATING ENVIRNMENT, NATURAL RESOURCES
AND CLIMATE CHANGE MANAGEMENT

2.1 Guiding Principles

The Environment and Climate change Communication Strategy is meant to
fulfill a dual role of raising awareness of the necessity to mitigate and adapt to
climate change and of providing information on the environment and natural
resources management.

In the next five years, Malawi will deploy considerable efforts in mobilizing
decision makers, experts, major groups of the civil society including NGOs, media,
youth as well as partners for action and alternative behaviour consistent with
necessary mitigation and adaptation action in the country.

2.2 Vision
The Vision of the Communication Strategy is to have a Malawi that is well informed
about environment and climate change and thus able to make informed choices and
decisions.

2.3 Mission Statement

To effectively and efficiently provide information and education on environment and
climate change management to all stakeholders including the general public.

2.4 Scope
This Strategy provides a framework for delivering key messages and discusses the
actions recommended to raise awareness on environment and climate change to
specific target audiences.

2.5 Goal
To effectively and efficiently provide information, education, and communication
guide on environment and climate change issues that promote positive behavioural
change for sustainable development.

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2.6 Aims
 To raise the level of awareness on the community, on environmental issues, threats
and opportunities brought about by climate change, and to accept responsibility to
adapt to, and mitigate against its impacts.
 To provide advice on best practices of how to communicate mitigation and
adaptation to climate change.

Fundamentally, the key challenge is how to engage people in the environment and
climate change management, in order to break down some of the barriers that exist and
to connect them to the role that their attitude and lifestyle plays in causing the problem
and working towards solutions. Table 1 below, highlights the desired shifts in attitudes
that need to be achieved in environment and climate change matters.

Table 1: Shifting of attitudes

Where We Are At Where We Want to Be

People are not clear about causes People are clear about causes of
of environmental degradation and environmental degradation and
climate change and do not climate change and understand
understand what needs to be done what needs to be done to tackle
to tackle them. them.

People do not know that People understand

environment problems and climate environmental and climate
change will affect them personally. change issues and see the impact
they may have on their lives.

People do not include environment People include environment and

and climate change as important climate change when making
issues when making decisions. their decisions and embrace the
positive changes that result.

(Adapted from national climate change communication strategy) DEFRA 2006

2.7 Objectives
The main objective of the Communication Strategy is to inform, educate and
5
communicate the public and ensure popular participation in the management of
environment, natural resources and climate change.

This will be achieved through the following specific objectives:

i. Increase public awareness, knowledge, understanding and participation on

environment and climate change among various target groups, specifically rural
communities and disadvantaged groups including women and youth.
ii. Promote popular participation in the implementation of the environment and
climate change ENRM and CC
iii. Enhance institutional and individual capacity for communication in
environment and climate change.
iv. Foster collaboration, coordination and networking of NECC communication
interventions.
v. Enhance monitoring and evaluation of NECC Strategy

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 CHAPTER 3

APPROACH AND GUIDING PRINCIPLES

3.1 Approach
The Strategy seeks to successfully communicate key messages on environment and
climate change to many different groups including government agencies, NGOs, the
private sector, development partners, opinion formers, and the general public. To do so,
Government will identify and work with key partners to undertake actions that will
create a society that is well informed about environment and climate change.

3.2 Basic Tenets

Environment and climate are complex matters that require special efforts for
simplification. The complexity of some of the issues makes them difficult for the
masses to understand, and sometimes result in controversy. It is also difficult to detect
climatic changes over short time-periods as normal variability may mask important
trends. However, the messages that need to be clearly communicated should emphasize
that:

 Environment and climate change are real and the effects are long-term.
 It is possible to adapt to the impacts of environment and climate change
 There are risks to the “do-nothing” option
 It is important to recognize the potential conflicts that exist between the long-
term changes which environment and climate change bring and the short-
term priorities that individuals and organizations often pursue.
 The general public is educated on the importance of environment and climate
change and well informed of their roles

3.3 Guiding Principles

Some of the approaches in the roll out of the strategy will include the following:

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3.3.1 Sense of urgency
Issues of environmental degradation and climate change and their impacts need to
be communicated and emphasized to everyone as matters that requires immediate
attention.

3.3.2 Inclusiveness and Participatory Approach

In implementing the strategy, it is important that a wide range of stakeholders/target
audiences are included and involved in every step of communication processes.

3.3.3 Policy Driven

Communication messages on environment and climate change should be in line with
country policy relating to climate change

3.3.4 Simplicity
Messages should be communicated in manner that they are simple to understand. Efforts
should be invested in developing appropriate terminology in local languages so that
such pertinent issues can be discussed and understood locally but with a global vision
and without losing meaning.

3.3.5 Economic-Environment and Climate Change Link

Communication messages should attach environment degradation and climate change
impacts to monetary losses. Similarly, the messages should communicate the
economic gains of proper management of the environment and climate with the aim
of encouraging conservation and implementation of best practices.

3.3.6 Adaptive Approaches

Communicating environment and climate changes should be based on best practices,
indigenous knowledge and benefit from lessons learned

3.3.7 Multiplicity of Communication Approaches

In Communicating environment and climate change, all available modes of
communication will be explored and utilized.

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3.3.8 Research Driven
Development of environment and climate change messages should be based on recent
research findings

3.3.9 Country Driven

Communicating of environment and climate change should be based on identified local
needs and priorities.

3.3.10 Complementarity of Activities

Communication should enhance synergies of existing efforts on of environment and
climate change

3.3.11 Organisation
Communicating environment and climate change requires good leadership, transparency
and accountability

3.3.12 Continuous Improvement

In communicating environment and climate change, best practices and initiatives should
be reprogrammed and up scaled through regular monitoring and evaluation

3.3.13 Communicating Differently

In communicating environment and climate change, encourage behaviour that reduces
the threat of climate change. Messages need to be positive, desirable, inspirational and
provocative for people to take action

3.3.14 Meeting people on their own terms is crucial

It is difficult to create a meaningful link between the wider environment and climate
change issues and local or individual action. This does not mean that the specific action
is wasted; however, it must be linked to the wider issues. Initiatives that people regard
as relevant can then be linked to the wider climate change agenda and to raising
climate change awareness

3.4 Target Audiences

The NECCCS targets two sets of key audiences according to their different roles and
functions.

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3.4.1 Primary audience
This includes decision makers with technical and political expertise:

 Ministers -who are responsible for implementation of the international

multilateral and bilateral agreements on climate change and sustainable
development, to act as technical focal point and the link to the following;
Ministers responsible for Foreign Affairs, Energy, Finance, Development
Planning, Agriculture, Health and Transport, Integrated Rural and Urban
Development They need to be well informed to effectively make the right
decisions. They also need to integrate ready and easy to digest findings and
messages into their political agenda of the country

 Negotiators and Experts that need to get accurate scientific information to

negotiate/debate efficiently and recommend policy options and alternatives to
Ministers and other senior officials.

 Diplomatic Corps/Permanent Representatives who serve as external windows

for advocacy and integration with the regional or global community.

 Bilateral and multilateral donors who can encourage and influence an increase
in investment in environment and climate change -related programmes and
projects.

3.4.2 Secondary Audience

This group includes stakeholders and allies, who can evaluate, interpret, validate, re-
transmit information and ultimately influence changes in the society as follows:

 Parliamentarians: They usually have a good knowledge of local issues

and concerns of their communities and are strategically placed to voice and
address their needs. They are increasingly interested in environment and climate
change and particularly climate change if approached well.
 National e conomic and development institutions: they help to set
national development agenda and have played an important role in the
development of the frameworks of national environment and climate change
programmes.
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  Media and Media networks and professional organizations: they
transform, interpret information, and reach out to the wider public, mobilising
communities and interest groups to back strong i n i t i a t i v e s a n d
promote engagement in actions t h a t address the impact of
environmental degradation and climate change.
 Civil society organizations: major groups such as NGOs, CBOs and
other grass roots organizations, children and youth and women who are
active in sustainable development issues.
 Academics and researchers: they educate and carry out studies in countries
on the impacts of climate change on coping capacities. They can contribute to
innovative solutions.
 Development partners: T h i s i n c l u d e s a gencies and institutions whose
c o o p e r a t i o n a n d collaboration is needed. Such agencies and institutions
include UN agencies, multilateral and bi-lateral cooperation partners, national
and regional information and documentation centers; and
 The general public: They can learn more about environment and climate
change and participate in the solutions, adopt environmental and climate
friendly practices and sustainable consumption behaviors.

3.5 Style and Targeting Principles

a) Groups and networks are vital for awareness raising and initiatives. This
relates to social groups that may already exist, e.g. schools, communities, etc., or to
networks that may be established for specific actions/ initiatives. This relates to both
individual initiatives and to the linking or „networking‟ of initiatives.

b) Change will involve difficult emotions. One of the reasons that people back
off the subject of environment and climate change is that it is emotionally challenging
or disturbing. People need support to address these emotions. Re-enforcing a positive
message will go some way to overcoming this problem. Being „forced‟ to deal with
difficult emotions can be totally counter-productive and can lead to repressed
behaviour.

c) Involve the media. The media plays an important role in raising awareness. It
will be important to create a trusted, credible, recognized voice on climate change.
Through the strategies, there is an opportunity to continue to build new relationships
11
with the media to ensure that opportunities for delivering the desired environment and
climate change messages are utilized. .

d) Develop a leadership role. Malawians need to continue addressing

environment and climate change issues as champions at individual, institutional and
national levels as a sign of commitment and collective responsibility.

e) Feedback is vitally important. Reflection and learning must be part of the

communication process, be it for awareness raising or action. People do not trust
generalized claims, but want hard evidence from someone they trust. Feedback must
be meaningful at the individual, group, organizational and, possibly, a wider national or
even global level. In certain cases some feedback should be provided at the local level in
relation to the global picture in order to demonstrate common and shared vision and
responsibility.

3.6 Key Themes and Considerations to Guide Communication

The following specific themes will be emphasized and targeted to provide initial
guidance for communication to various audiences:

 Issues surrounding climate change and their impacts/implications for current

government policies in the country.
 Key messages of the Malawi common negotiation positions on environment and
climate change.
 Key negotiation issues/gaps/ recommended action and
messages/International negotiation positions on environment and climate
change. Factors affecting the implementation of environment and climate
change adaptation and mitigation measures in Malawi.
 Development opportunities arising from REDD + and other environmental
issues.
 Elements of Malawi‟s response to environmental issues and climate change
focusing on roles and responsibilities
 To what extent are environment and climate change issues making us
rethink our practices of consumption and mobility?
 Clean technologies /Carbon market /green economy or low carbon
development strategies.
12
  Uncovering the complexity of environmental sciences and climate change

Short specific messages will be developed for each audience as part of the targeted
approach and communication strategy for action. The messages should be:

 Solution-oriented and targeted

 Clear and practical.
 constructive to provide present best information, tools, options, without
agitating a political agenda

3.7 Key Events and Communication Opportunities

The strategy should utilise major national, regional and international, events as
platforms to propagate the efforts of stakeholders that address environmental
issues and climate change with intention of improving the domestic response
capacity.

In this context, national, regional, and international campaigns on special designated

days are good opportunities to share information and promote change. In addition, the
following opportunities could also be used as communication opportunities:

 Milestones, new initiatives, significant events and even a new

relationship with a key partner, Community-based initiatives can be used as
stages to publicise information, promote best practices and initiatives and
deliver key messages.
 Missions of high profile personalities: Every major event presents an
opportunity to communicate with the public on environment and climate
change.
 Articles: A target for articles published in the “specialized” press could be
established. For example, in relation to interesting missions in a year, experts
could write and submit documentaries, including articles to the environmental
journals and newspapers focusing on locally important specific issues.
 New media such as mobile telephone, F a c e b o o k , t w i t t e r and
YouTube can be used effectively to communicate pertinent environment and
climate change issues.

13
3.8 Effective Management and Sustenance
Awareness-raising takes time. While there is a need for a sufficiently long timescale to
allow initiatives to work, a sense of momentum is vital. All of the most successful
public awareness campaigns are sustained consistently over a number of years.
Initiatives often run out of steam through lack of positive re-enforcement and a sense
of pace. During the communication process, the positive messages need to be
constantly re-enforced.

 Generic tips for writing effective press release are provided by many
communications experts. However, they will consider the following
 Tailored according to the media to be used. E.g. Local papers tend to focus on
more on prestige and community issues.
 Building relationships with media offers the opportunity for favourable
coverage of critical issues.
 Timing is essential; journalists will not use yesterday‟s news; thus fresh
information should be provided timely

14
 CHAPTER 4

STRATEGIC CONSIDERATIONS FOR COMMUNICATION

METHODOLOGIES

4.1 Strategic Considerations

4.1.1 Targeting Audiences

Targeting the communication for the community can often be crucial to increasing
awareness. Therefore, the most appropriate media needs to be selected for each
community. There is often little statistical difference of climate change awareness
between different communities, so selecting particular groupings can be difficult.
However, the fact that there is a general low level of awareness means that some
approaches may be as useful across the whole population.

4.1.2 Branding and Key Messages

Branding messages is important in helping to develop a recognizable link to the
project. The private sector acknowledges the tremendous „brand value‟ to be gained
from an established identity. Familiarity often brings reassurance and competitive
„edge‟. It is therefore important that branding is correct and its use re-enforced

It is necessary to develop messages that:

 Utilize formats that build awareness effectively.

 Develop a single minded proposition that will be attractive to all stakeholders.
 Educate the public on the reasons for changing to illustrate key success factors.
 Encourage positive behavioral changes in the communities for environmental
conservation.

The key messages this communication strategy wants to convey are:

 Everyone has a role to play by reducing their contribution to environment and
climate change.
 Environmental degradation and Climate change will impact everyone, as such

15
 we all need to adapt.

In addition, the following should also be taken into account:

 Environment and climate change advice can add value and credibility.
 Environment and climate change policies and measures should be integrated
with other development and mainstream policies.
 Flexibility in policy-making should be maintained to deal with uncertainty.
 Flexibility in policy and regulation will also allow innovation.
 There are also a number of risks that should be considered:
 Inadequate resources reduce ability to deliver messages.
 Lack of effective partnership for communication of messages can undermine
good initiatives.
 Other immediate policy pressures limit incorporation of environment and
 Climate change in other partner‟s activities.

4.1.3 Public Relations

Maintaining good relations with the public is very important for creating an
environment in which the audience is receptive to the message. Public relations
practice looks after reputation with the aim of earning understanding and can help to
influence opinion and behaviour through:

 Building a strong and positive reputation of the institution and organization

over time.
 Engaging the reader, listener or viewer fully and consistently.
 Providing credibility through endorsement of third parties.
 Fostering prestige and reputation amongst community members.
 Attracting media attention thereby promoting the project interventions.
 Displaying commitment to stakeholders (customers, partners and target
audience) through demonstration.
 Creating and maintaining respectability in the eyes of the stakeholders.
 Maintaining resources through the goodwill of partners, politicians and
managers.

16
Public relations activities include media briefings, celebrity management, media
releases, media launches, community consultation and media coverage evaluation.

4.1.4 Seasonality
Environment and climate change issues are most likely to be raised in people‟s minds
at times of extreme weather – rain storms, floods, droughts, water shortages,
hurricanes, heat waves, etc. It is important to be in a position to exploit these times to
maximum benefit.

4.2 Using Different Channels

A key part of successful promotion requires knowing the most effective channels of
communication to reach the target audience. The advantages and disadvantages of the
available options should be considered thoroughly.

The core approach should be to target print and electronic, including social media in
order to reach households and businesses effectively. The priority of the
communication work is to convey the message that all the people need to know to
influence behavioral changes. All forms of media can be used to convey a variety of
messages and spur to action in different ways. Media usage needs to be cost effective
in their reach of the target audience and the communities as a whole as explained
below:

4.2.1 Print Media

Surveys have also shown that the public do like to receive information via printed
matter or publications such as posters, leaflets, newsletters, newspapers, etc. As such
they are heavily relied upon as a key promotional tool. They are also relatively
inexpensive to produce and provide relatively low cost advertising. Posters in
particular are suitable for placing in public places. There are however, sustainability
questions surrounding the publication of excess numbers of leaflets.

4.2.2 Electronic Media

 Television and Radio: Television and radio play an important role in
communicating messages. However, the cost of using this form of media for
advertising can be restrictive. Radio broadcasts especially on local stations are
both more affordable and can be used to target more specific audiences.

17
  Internet and Social Media: As the availability of electronic media increases,
the internet offers the ability to provide up-to- date and creative information.
Websites and social media such as facebook and twitter can have lower cost
advantages and can act as a primary focus for campaigns and a source of
contact for the target audience. Direct mail can appear “face-less”, whereas
marketing via direct-e-mail helps overcome this potential barrier. On-line
activities also enable closer contact with the audience, enabling awareness
building.

4.2.3 Help lines and Interactive Programmes

Helpline provide an excellent means of interacting directly with the target audience
and provides an opportunity to monitor customer feedback. A helpline can specifically
provide:

 Direct access to advice and support

 Monitoring of effectiveness
 Information
 Recording
 Sign posting to other initiatives.

4.2.4 Stakeholder Engagement

Stakeholder engagement is an effective way of embedding campaign messages and
achieving long-term change. Stakeholder engagement allows collaboration, creation of
active networks and alliances through establishing contacts. Specifically, stakeholders
help provide:

 Requisite contributions and expertise at all levels including multimedia

campaign planning, strategy development and implementation of multimedia
communication interventions.
 Endorsement for the campaign, extension of the campaign reach and
maintaining momentum.
 Reassurance of the target audience that the scheme is official, reputable and
trustworthy.

18
  Financial and in-kind contributions enabling cost effective use of resources (time
and money).

Although anyone can be considered a stakeholder, in this context stakeholders are

those influential individuals or groups that have a vested interest in the campaign
success. They could be financers, contributors, decision makers or influencers.

4.2.5 Direct Engagement

Direct engagement is used to communicate campaign messages directly to the target
audience through a number of channels, the most appropriate of which will be derived
by the target audience. The success of this methodology will be resource dependent.

Direct engagement can also give the opportunity to engage individuals who in turn
could act as ambassadors, supporting the campaign message, and educating in more
depth either to those who wish to become more involved or focusing on specific
target audiences.

Community groups comprise a group of people who have shared values or a common
interest, and are often highly cohesive and close-knit. The close ties between these
people mean that they are more likely to follow through their commitment to activities
and that appeal to their beliefs and values. Community based activities can be an
effective way of tapping into community spirit and pride.

To establish community based initiative it is necessary to identify the range of

community groups that are accessible, and to understand their values. This will help
target specific messages to engage the group to support your objectives. Community
groups that have the following characteristics should be targeted.

 An established community activity.

 A good communications channel
 Clear community boundaries to help monitor impact.

4.2.6 Social Marketing and Advertising

Advertising is a non-personal communication tool with principal aim of creating
awareness. Although it doesn‟t focus on a specific target audience it can have powerful
19
impact and a wide reach. Traditional awareness raising campaigns rely extensively on
advertising using any or a combination of radio, TV, newspapers, posters, leaflets and
direct marketing.

Advertising is thought to be a powerful influence on consumers especially when the

benefits are aligned with the target audience values and aspirations or the intended
action is convenient and tangible. Advertising repetition is important in maintaining
awareness. Advertising and awareness raising alone is not strong enough to achieve
sustainable behaviour change particularly for social issues. Advertising also has
inherent cost implications.

4.3 NECCCS Communication Methods

There are various communication approaches to disseminate NECCCS messages to
the public. This section outlines some of the specific approaches that will be used to
implement this strategy.

a) Traditional Media (e.g. rites, ceremonies, folklore) - Use of traditional and

indigenous media is one of the effective ways to transfer messages especially in rural
areas. Traditional activities and ceremonies often have links to environment and
climate change and take into account the history of the area, attitudes, perceptions,
practices and relationships of the people to the environment and climate change
variability. “Gule Wankulu” has been used to depict existing environmental problems
and explore possible solutions in a variety of ways.

b) Drama - for this approach, humor is often used to transmit messages. This
approach is popular, inexpensive, and easy to mount. Drama plays on the radio also
reach a wide audience.

c) Puppet Shows - These are feature puppets, which can be made from all kinds
of materials, to convey simple messages. Because puppet shows combine sound,
colour and human figures they provide entertainment and so attract large crowds,
especially in rural areas. Questions, discussions, problems and solutions about the
environment and climate change can be dramatized and production is relatively
inexpensive.

20
d) Interactive Theatre (Theatre for Development) - This approach is useful
for finding out about new issues and gaining other people's perspectives to similar
situations. It is useful for finding alternative solutions to existing problems.

e) Exhibits - A properly managed show of artifacts and pictures, with simple

explanations, will enable viewers to learn at their own pace. They allow use of realistic,
three-dimensional models that facilitate understanding through use of sight, sound
and touch. This approach when mounted can be used over a period of time and can
serve a wider population.

f) Magazines – Climate Change and Environment magazines or comics can

present various topics through a variety of methods. For example, games, cross-
word puzzles stories and cartoons, which are effective communication tools. These
magazines and comics can be placed for use in places, such as schools, libraries and
literacy centers.

g) Newsletters - This approach has the advantage of being able to provide

information about current events that have environmental implications. Newsletters
can also be used to inform readers about topical issues, ongoing studies and projects
in Malawi.

h) Worksheets - Individual activity-based worksheets for environmental

'encounters', e.g. explorations, investigations, experiments, projects on different
subjects, are useful for ensuring that individuals have productive learning experiences
in a variety of settings, such as environmental education centers, parks and reserves,
local surroundings, schools.

i) Bulletin boards - A bulletin board that is regularly updated with newsletters,

posters and leaflets can be placed in strategic areas such as public offices, schools,
colleges, and market centers. This attractive method is a good source of information
for the general population. The bulletin board is cost effective and provides access to
information for a large audience from a single copy. An exploration into digital
technology for bulletin boards on LCD Screen is recommended.

21
j) Posters - Posters are cost effective and can be used in many different ways.
They can convey messages with words and pictures but it is recommended the
product should be pre-tested before large-scale production and distribution.

k) Games - Games are always popular and can bring thought and reflection on
specific issues and ways of implementing actions. Through the production of games
related to climate change and the environment, it is possible to discuss, improve
knowledge and better understand the relationship between the use of natural
resources and sustainable development.

l) Flannel board - This technique is very effective to visualize environmental

issues. The flannel board helps the participants to build the statement of their
environment (past and present). By having it visually in front of them, they are able to
discover the inter-relationships among the problems and to find solutions by
themselves. They can usually identify opportunities and ways of improving their
activities in sustainable use of their resources. This technique is also useful as a
teaching approach in schools. It has the advantage of being easy to replicate and
update, and it is relatively inexpensive as it can be constructed with local materials.

m) Radio - A powerful medium, radio reaches a large number of people. Use of

different techniques, e.g. quizzes, competitions, talks, music, radio drama, interviews,
jingles, folk stories in different types of programs catering for different age and/or
interest groups, can be effective in raising awareness.

n) Slide Presentations - A good series of high quality slides, arranged in a

carefully planned sequence, can be an effective communication medium.
Understanding by the audience is enhanced by the combination of sound and sight
stimuli, yet production cost is relatively low compared to films. Slide presentations
afford the presenter the flexibility of adapting the presentation for different levels of
audiences by varying the number of slides and the commentary. The slides can also
easily be updated as needed.

O) Video, Film, Television programming and screening - These media

approaches combine audio (sound) and visuals (picture, sound, colour and motion)
and are thus the closest medium to reality. In a movie, a complete process can be

22
shown in a short time. Environment and climate change issues, development
processes, technologies can be captured and shown to the learners at a convenient
time and place. They also combine entertainment and education and so have wide
appeal. With proper management, they can be used extensively and thus reach larger
audience. The major constraint is that they are expensive to produce and to show as
they require expensive equipment, electricity and trained manpower.

p) Demonstrations - This approach in the formal education system can be

excellent for the integration of several subjects and activities around climate change
and environmental topics. The best projects would be those where the participants
actually engage in an activity to protect and/or rehabilitate the environment.

q) Big-walks- Big walk can be an effective participatory approach in

communicating climate change and environment issues by involving key people in
society such as chiefs, political leaders, prominent farmers, businessmen, opinion
leaders, and others. Those involved can carry placards, chant and sing songs related to
climate change and environment to communicate their cause.

r) Field Trips - This approach can be used to make participants visit

environment and climate change hotspots.. These tours will assist communities and
stakeholders to learn how others are adapting and copying to adverse environment
and climate change effects and take action on the best practices learnt in their
respective areas.

4.4 Other approaches

Other effective communication approaches include:
 Media Tours
 competitions/Promotions
 Billboards
 Meetings/workshops/focus group discussions
 Religious meetings
 Road shows

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 CHAPTER 5

OBJECTIVES, STRATEGIES AND ACTIVITIES FOR THE

COMMUNICATION STRATEGY

The specific objectives, strategies and activities for this Strategy have been designed to
ensure effective and efficient dissemination of information on environment and
climate change in relation to national priorities as follows:

OBJECTIVE STRATEGY ACTIVITIES

1. To increase 1. Utilize all 1. Conduct media campaign on environment and climate

public awareness, available change
knowledge, channels of 2. Conduct various national competitions and campaigns
understanding 3. Introduce environment and climate change awards scheme.
communication
and participation 4. Commemorate special days on environment and climate
to inform the change
on environment
and climate public about 5. Produce and broadcast environment and climate change
change among environment and theme based programmes, for TV, radio and general
various target climate change. distribution.
groups 6. Develop and distribute IEC materials on environment and
climate change.
7. Promote use of traditional media (e.g. music, bands, drama,
poetry, folklore etc)
8. Update a website for environment and climate change.
9. Conduct advocacy and social mobilization campaigns
10. Conduct training for environment and climate change
champions at the group/club and individual level to
communicate, disseminate and advocate for environment
and climate change.
2. Increase 1. Establish and train environmental conservation clubs in
community and education institutions.
individual 2. Conduct trainings in environment and climate change for
participation in local leaders and officers.
environment and 3. Conduct demonstrations on environment and climate
climate change change.
management

24
OBJECTIVE STRATEGY ACTIVITIES

2. To promote 1. Mainstream and 1. Review primary, secondary and tertiary education curricula to
popular strengthen include environment and climate change
participation environment and 2. Train educators on environment and climate change
climate change communication skills.
in the
communication 3. Produce teaching tool kits and learning materials for teacher
implementati aspect into existing training colleges and specialized teacher trainings
on of the curricula 4. Promote and support curricula and research in environment
environment and climate change programmes at the tertiary level
and climate 5. Conduct training on IEC message and materials development
change for journalists, programme producers etc

2. Increase 1. Establish environment and climate change education centers

environment and 2. Produce user friendly materials for learners
climate change 3. Establish and strengthen environment and climate change
awareness in clubs in educational institutions
educational
institutions
3. Strengthen 1. Conduct environment and climate change training to
environment and extension staff (e.g. Agriculture, Health, Forestry, Fisheries,
climate change Wildlife, Community Development, education)
into literacy 2. Provide technical assistance for production of literacy
programmes and materials that mainstreams environment and climate change.
extension services
3 To enhance 1. Support key 1. Strengthen capacities in existing environment and climate
institutional agencies/institutio change Centers (human power, equip, maintain)
and ns that provide 2. Conduct training in environment and climate change for
individual environment and communicators
capacity for climate change
communica communication
tion in services
environmen 2. Develop and 1. Conduct special workshops and/or retreats for high level
t and implement officers, private sector (e.g. industry) for planning officers,
climate relevant training in traditional leaders (chiefs, councilors), political and faith
change environment and leaders, media, city, municipal and district councils staff,
climate change for National Council on the Environment, Members of
special groups of Parliament
people in different 2. Conduct environment and climate change training workshops
strata of society for women, technicians, craftsmen, and other groups and the
youth
3. Conduct environment and climate change training of trainers
on activities using indigenous knowledge

25
OBJECTIVE STRATEGY ACTIVITIES

OBJECTIVE STRATEGY ACTIVITIES

4. To foster 1.Identify 1. Review functions of the National Steering Committee on

collaboratio mechanisms for Environment and Climate Change to include communication.
n, facilitating and 2. Establish education subcommittees on environment and
coordinatio climate change.
coordinating
n and 3. Strengthen collaboration and networking in environment and
networking environment and climate change communication among stakeholders
of the climate change 4. Strengthen capacity for existing environmental communicators
NECCCS communication at
intervention all levels
s
2. Identify and utilize 1. Strengthen District Environment Sub Committees on
existing structures environment and climate change communication
at district and 2. Strengthen structures on environment and climate change at
community level.
community levels

5. To enhance 1. Evaluate existing 1. Conduct knowledge, attitude and practice (KAP) surveys on
monitoring interventions on environment and climate change.
and environment and 2. Carry out evaluation of existing media interventions on
evaluation environment and climate change programmes
climate change
of the 3. Review and revise communication messages and materials
NECCCS 2. To provide 1. Compile semi-annual progress reports
feedback on 2. Conduct semiannual reviews
environment and 3. Conduct phone –in radio/TV interviews on environment and
climate change
climate change
4. Conduct Surveys/Inventory of published articles in the public
interventions media.

26
 CHAPTER 6

IMPLEMENTATION OF THE COMMUNICATION STRATEGY

6.1 Mandates
The Environmental Affairs Department (EAD), in the Ministry of Environment and
Climate Change Management (MoECCM) has the mandate to coordinate
Environment and Climate Change Communication (ECCC) in Malawi. To discharge
its functions effectively, MoECCM needs to have linkages with relevant line
ministries, institutions, as well as non-governmental organizations, various interest
groups and individuals at community level. As a mechanism for implementing some
of these important links, it establishes a country-wide network of environment and
climate change focal points from numerous relevant government ministries, non-
governmental organizations, district staff, private sector and development partners
(Appendix 1). MoECCM should also strengthen coordination at local and national
levels;

6.2 Coordination

6.2.1 Local Level Coordination

At local level, committees/groups should be identified, educated, empowered and
engaged to be responsible for environment and climate change management. These
committees should ensure that environment and climate change is mainstreamed in
planning and implementation of local development activities. In addition, these
committees should mobilize community resources for implementation of
interventions to curb local environmental problems. The capacity of district and
community level institutions will be strengthened by ECCC training and provision of
resources. Networking amongst various committees needs to be highly enhanced.

6.2.2 National Level Coordination

At national level, the following institutional structures should be strengthened so that
they include ECCC;

27
a. Cabinet Committee on Natural Resources and Environment (CCNRE)
This is the highest environmental policy and decision-making body. Its objective is to
advise the Cabinet on the protection, conservation and sustainable utilization of
renewable and non-renewable natural resources and the environment to ensure
equitable and enhanced socio-economic development of the people of Malawi. In
addition to the above mentioned functions, the CCNRE should also advise and
communicate with Cabinet on environment and climate change issues to enable them
to better understand climate change and how the country can adapt to its impacts.

b. Parliamentary Committee on Agriculture and Natural Resources

(PCANR)
This is a forum for discussing environmental issues at the legislative level. Its role in
decentralized environmental management is to promote the participation of local
communities especially women and youth in the management and conservation of
natural resources and the environment, based on principles of democracy and good
governance. The role of PCANR should be extended to promoting relevant
information on Environment and Climate Change issues to the local communities.

c. Ministry of Environment and Climate Change Management (MoECCM)

This Ministry has the mandate to protect and foster management, development and
sustainable utilization of natural resources and environment. This mandate is
implemented through its specialized departments of Environmental Affairs and
Climate Change and Meteorological Services, Forestry. The mandate of MoECCM
should be extended to the coordination of all institutions that are responsible for the
flow of simplified ECCC technical information from national to local levels.

Other Departments like Fisheries, Land Resources Conservation, Parks and Wildlife
etc. were placed in other Ministries but they also have a mandate to protect and
conserve the environment. The mandate of these institutions should also be extended
to communicating simplified ECCC technical information to grass-root level.

28
d. Environmental Affairs Department
The Environmental Affairs Department (EAD) is charged with the co-ordination of
environmental activities in order to promote the sustainable utilization of the
environment and natural resources. The EAD‟s long-term vision is to provide
excellent services in cross-sectoral coordination, monitoring, overseeing compliance,
and facilitating integration of environmental concerns into sectoral policies, plans and
programs to ensure sustainable development. The Department has district offices that
oversee implementation of environment and natural resources programmes at district
and sub-district levels. These offices are manned by Environmental District Officers
who are supported by the District Environment Sub-committee (DESC), which is a
sub-committee of District Executive Committee (DEC). The EAD also deals with
climate change issues and it should also focus on communication on E& CC to
members of the public to enable them to better understand climate change and to
adapt to its impacts.

The functions of EAD on ECCC are as follows:

 to promote education, training, research and communication activities in

Environment and climate change
 to provide guidance for coordination and implementation of the ECCC
Strategy;
 to ensure systematic planning, coordination and monitoring of ECCC in
Malawi;
 to monitor and assess the progress and impact of ECCC initiatives;
 to support the commemoration of special environmental days, e.g. World
Environment Day, Earth Day, and other related events;
 to facilitate the development of systematic time-phased action plans for ECCC;
 to coordinate ECCC activities and projects to raise the environmental
awareness and participation of the general public;
 to facilitate the integration of ECCC into existing extension/outreach services
of governmental and non-governmental agencies;
 to facilitate the development and use of ECCC centers for the collection,
storage and distribution of ECCC resources;

29
  to compile and disseminate information on ECCC activities;
 to promote development and review of curricula at primary, secondary, and
tertiary levels and in-service training programmes;
 to facilitate the review of existing environmental education resources (e.g.
textbooks, materials, study sites) so as to integrate issues of climate change
 to promote research on the impact and quality of ECCC activities

e. National Council for the Environment

The National Council for the Environment (NCE) membership consists of all
Principal Secretaries, private sector and NGOs. The President appoints the
chairperson on the recommendation from the Minister of Natural Resources, Energy
and Environment. Membership includes the Secretary to the President and Cabinet or
his representative and others as spelt out in the Environment Management Act
(EMA) Article 10 (1a to i). The Environmental Affairs Department is the Council's
Secretariat. The functions of the NCE are as follows;

 to advise the Minister on all matters and issues affecting the protection and
management of the environment and the conservation and sustainable
utilization of natural resources;
 to provide high-level support for environmental management and protection;
 to review environmental policies formulated by the EAD or others, and advise
the Cabinet on actions to be taken;
 to play a role in arbitration and resolving conflicting proposals from bodies and
individuals undertaking activities, which impact on the environment;
 to review all ongoing and proposed activities taking environmental concerns
into account to ensure that damaging effects on the environment can be
minimized or reversed and are consistent with sustainable development
practices; and
 to approve Environmental Impact Assessments.

f. Technical Committee on the Environment

The Technical Committee on the Environment (TCE) is the technical arm of the
NCE and consists of more than 18 members in accordance with the Environment

30
Management Act article 17 (a, b, and c). The Environmental Affairs Department is
the committee's secretariat. The functions of the TCE are as follows;
 to examine and recommend on any scientific issue that may be referred to it by
the minister, the council, the Director of Environmental Affairs or any lead
agency relating to the protection and management of the environment and
sustainable utilization of natural resources;
 to carry out investigations and conduct studies into the scientific, social and
economic aspects of any activity, occurrence, product or substance which has
effect on the environment; and
 to recommend to the council the criteria, standards and guidelines for
environmental control and regulation, including the form and content of
Environmental Impact Assessments.
 It is recommended that the TCE be strengthened to address specific
responsibilities of implementing the National ECCC Strategy. The TCE may in
turn, appoint relevant sub-committees to assist in coordination of ECCC.

6.3 Required Resources

The effective implementation of this communications strategy will require
important resources both human and financial.

6.3.1 Human Resources

The importance of the Communication Component in Government‟s work on
climate change and the urgency of issues and action required demand that a full-time
communications coordinator be appointed, with specific responsibility to ensure that
the communications strategy is disseminated, implemented, monitored and
evaluated.

6.3.2 Financial resources

Funding implications for the roll out of the strategy are important. Significant
resources must be devoted to it over a sustained period if the strategy is to be
effective. Major additional funding, dedicated specifically to communicating climate
change, must be provided. This should also be coordinated with/ and integrated into
existing campaigns and funding mechanisms, both to maximize the effectiveness of
getting the message across and to increase the cost-effectiveness spending on any
new campaign. Appropriate resources must be provided in each year of the

31
recommended lifespan of the strategy. It is difficult to be specific on amounts,
but the type of campaign and media used will have a major impact on funding
required – in particular, any intensive use of television or audiovisual products for the
campaign will require significant funding.

Partnerships would also be explored particularly in the business community

considering the link between most of their activities and greenhouse gas emissions.

32
 CHAPETER 7

MONITORING AND EVALUATION FOR IMPLEMENTATION

OF THECOMMUNICATION STRATEGY

During the course of the development of the EE&C Strategy and Work plan, it
became evident that one of the greatest limitations in the selection of future EE&C
programs and activities is that monitoring and evaluation of ongoing EE&C activities
has generally been lacking. Although many EE&C initiatives are taking place, there is
little, if any, knowledge about the impact they have made or are making on the target
groups. It is important the strategy is supported by a well formulated M&E plan with
adequate financial resources in order to assess the impact of the initiatives in the
strategy.

Without valid feedback, it is not possible to make wise decisions about how best to
allocate limited resources for EE&C, and about how best to strengthen ongoing
initiatives. It is essential, therefore, that elements of simple monitoring and evaluation
should be built into future EE&C activities at the time of their design so that the cost
element is taken into consideration. It is suggested that the five year work plan for the
implementation of the Strategy be used as a Framework for action, but that shorter
time-phased action plans be developed with clearly defined time-frames, specified
inputs, specific objectives and activities, each with measurable indicators to be used to
monitor and evaluate its progress.

Monitoring should be a continuous, regular feature of each activity, and the results
used to make needed changes and adjustments to ensure that progress towards
achievement of objectives is being made. Simple evaluations should be conducted at
appropriate stages of an initiative. If possible, evaluations should be based on impact
assessment, for it is real, lasting change that is being sought.

The implementation of the EE&C Strategy will be undertaken with different

processes taking place simultaneously and interacting with, and making inputs into
others. These processes include development of policies which will facilitate EE&C,
capacity-building at different levels for EE&C, institutional development, and
implementation of certain programmes and projects. Participatory assessment

33
procedures, involving the target groups, are most useful, and help to bring about
better understanding by all those involved in the project or initiative. For this to be
successful, clear objectives and outputs for each activity should be specified and
clearly understood by the participants and measurable indicators of progress towards
their achievement, identified and agreed upon by all concerned. In the development
of this National EE & C Strategy and Work plan, objectives, activities, outputs, and
the kinds of possible indicators of progress towards achievement were identified.
However, it is only when time-phased plans are made, that measurable objectives and
indicators can be specified.

34
 APPENDIX 1: NECCCS IMPLEMENTATION PLAN

OUTPUT 1: PUBLIC AWARENESS, KNOWLEDGE, UNDERSTANDING AND PARTICIPATION ON ENVIRONMENT AND

CLIMATE CHANGE AMONG VARIOUS TARGET GROUPS INCREASED
Strategies Activities Year Main Estimated Possible
Implementer Cost (MK) Developme
1 2 3 4 5
nt Partners
1.1Utilise all 1. Conduct media campaign on environment and X X X X X MICE, Public and 70,000,000 UNDP
available climate change Private media UNICEF
channels of 2. Conduct various national competitions and houses, WB
campaigns
communication MoECCM, UNEP
3. Introduce environment and climate change
to inform the awards scheme. DAES, DNPW, Norway
public about 4. Commemorate special days on environment and CISONEC, FAO
environment and climate change CURE, MFDP, DfID
climate change 5. Produce and broadcast environment and climate Academia, UNFPA
change theme based programmes, for TV, radio MoEST, MoH, USAID
and general distribution. DoWR, DCCMS Irish Aid,
6. Develop and distribute IEC materials on
Flanders
environment and climate change.
7. Promote use of traditional media (e.g. music, JICA
bands, drama, poetry, folklore etc) EU
8. Update a website for environment and climate AfDB
change.
9. Conduct advocacy and social mobilization
campaigns
10. Conduct training for environment and climate
change champions at the group/club and
individual level to communicate, disseminate and
advocate for environment and climate change.

35
OUTPUT 1: PUBLIC AWARENESS, KNOWLEDGE, UNDERSTANDING AND PARTICIPATION ON ENVIRONMENT AND
CLIMATE CHANGE AMONG VARIOUS TARGET GROUPS INCREASED
Strategies Activities Year Main Estimated Possible
Implementer Cost (MK) Developme
1 2 3 4 5
nt Partners
1.2Increase 1. Establish and train environmental conservation x x x x x MICE, Public and 25,000,000 UNDP
community and clubs in education institutions. Private media UNICEF
individual 2. Conduct trainings in environment and climate houses, WB
change for local leaders and officers.
participation in MoECCM, UNEP
3. Conduct demonstrations on environment and
environment and climate change. DAES, DNPW, Norway
climate change CISONEC, FAO
management CURE, MFDP, DfID
Academia, UNFPA
MoEST, MoH, USAID
DoWR, DCCMS Irish Aid,
Flanders
JICA
EU
AfDB

36
OUTPUT 2 : POPULAR PARTICIPATION IN THE IMPLEMENTATION OF THE ENVIRONMENT AND CLIMATE CHANGE
PROMOTED

Strategies Activities Year Main Estimated Possible

Implementer Cost Donors
1 2 3 4 5
2.1 Mainstre 1. Review primary, secondary and tertiary education x x x x x MIE, MoEST, 100,000,000 CIDA,
am and curricula to include environment and climate DAES, Tertiary WB, ODA,
strengthen change education, MEDI, UNDP,
environment and 2. Train educators on environment and climate MoH, MoGCCD, UNESCO,
climate change change communication skills.
communication 3. Produce teaching tool kits and learning materials DoWR, Fisheries JICA, SIDA,
aspect into for teacher training colleges and specialized and Forestry ICEADA.
existing curricula teacher trainings Departments
4. Promote and support curricula and research in
environment and climate change programmes at
the tertiary level
5. Conduct training on IEC message and materials
development for journalists, programme
producers etc
2.2 Increase 1. Establish environment and climate change x x x x x MoEST, DNPW, 30,000,000 EU
environment and education centers NGOs, MoGCCD USAID,
climate change 2. Produce user friendly materials for learners UNDP,
3. Establish and strengthen environment and
awareness in DfID, JICA,
climate change clubs in educational institutions
educational GIZ, Irish,
institutions OECD,

37
2.3 Strengthen 1. Conduct environment and climate change training x x x x MoEST, DNPW, 25,000,000 EU
environment and to extension staff (e.g. Agriculture, Health, NGOs, MoGCCD USAID,
climate change Forestry, Fisheries, Wildlife, Community UNDP,
Development, education)
into literacy DfID, JICA,
2. Provide technical assistance for production of
programmes and literacy materials that mainstreams environment GIZ, Irish,
extension and climate change. OECD,
services

38
OUTPUT 3 : CAPACITY FOR COMMUNICATION IN ENRM AND CC ENHANCED
Strategies Activities Main Estimated Possible
Year Implementer Cost Donors
1 2 3 4 5

3.1 Support key 1. Strengthen capacities in existing environment and X X X X X CURE 40,000,000 USAID
agencies/ climate change Centers (human power, equip, CISONECC, UNDP
institutions that maintain) NGOs, JICA
2. Conduct training in environment and climate
provide DNPW, MICE, Irish AID
change for communicators
environment and MoECCM
climate change
communication
services
3.2 Develop and 1. Conduct special workshops and/or retreats for X X X X X CURE, DAES, 30,000,000 ODA
implement high level officers, private sector (e.g. industry) MoEST, WB
relevant training for planning officers, traditional leaders (chiefs, CISONECCNGO UNDP
councilors), political and faith leaders, media,
in environment s, JICA
city, municipal and district councils staff, National
and climate Council on the Environment, Members of DNPW, MICE,
change for Parliament MoECCM
special groups of 2. Conduct environment and climate change training
people in workshops for women, technicians, craftsmen,
different strata and other groups and the youth
of society 3. Conduct environment and climate change training
of trainers on activities using indigenous
knowledge

39
OUTPUT 4 : Collaboration, coordination and networking of the NECCCS interventions fostered
Strategies Activities Year 1 Year 2 Year 3 Main Estimated Possible
Implementer Cost Donors

4.1 Identify 1. Review functions of the National Steering x x x x x MNREE 30,000,000 ODA
mechanisms for Committee on Environment and Climate MDPC, OPC, WB
facilitating and Change to include communication. CISONECC, UNDP
2. Establish education subcommittees on
coordinating NGOs, JICA
environment and climate change.
environment and 3. Strengthen collaboration and networking in Development
climate change environment and climate change Partners,
communication at all communication among stakeholders CURE/MIE
levels 4. Strengthen capacity for existing Line
environmental communicators Ministries
NGOs
4.2 Identify and 1. Strengthen District Environment Sub x x x x X EAD, 30,000,000 UNDP, WB
utilize existing Committees on environment and climate CISONECC,
structures at district change communication MICE,
2. Strengthen structures on environment and
and community levels DISTRICT
climate change at community level.
COUNCILS

40
OUTPUT 5 : Monitoring and evaluation of the NECCCS enhanced

Strategies Activities Year 1 Year 2 Year 3 Main Estimated Possible

Implementer Cost Donors

5.1 Evaluate existing 1. Conduct knowledge, attitude and practice x X x X X MoFDP, EAD, 20,000,000 UNDP,
interventions on (KAP) surveys on environment and climate MICE DfID, WB
environment and change.
2. Carry out evaluation of existing media
climate change
interventions on environment and climate
change programmes
3. Review and revise communication messages
and materials
5.2 To provide 1. Compile semi-annual progress reports x X x X x MoFDP, EAD, 15,000,000 UNDP,
feedback on 2. Conduct semiannual reviews MICE DfID, WB
environment and 3. Conduct phone –in radio/TV interviews on
environment and climate change
climate change
4. Conduct Surveys/Inventory of published
interventions
articles in the public media.

41
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56
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58
 Publications Available from:

Environmental Affairs Department

Lingadzi House
City Centre
Private Bag 394
Lilongwe 3
MALAWI

Tel: (265) 1 771 111

Fax: (265)55
1 773 379
URL: http://www.nccpmw.org