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APPENDIX 5: SERVICE DELIVERY EXAMPLES
A number of examples of effective service delivery are included within the Strategy. Below are some more examples of effective service delivery and some of less effective service delivery where changes were needed to improve levels of service delivery. As the implementation of the Strategy progresses, many more examples of effective practice will become apparent as will areas where problems have been identified and action plans put in place to improve service delivery. It is intended that these will be communicated through the reporting process.
Examples of Effective Service Delivery
1.)A National Meteorological Service or Hydrometeorological Service (NMS) identifies the need for and develops, a specialist advisor role, embedded within and working alongside those accountable for emergency response. The advisors interpret forecasts and warnings for these key users/customers and provide support in both scenario-based training and in real incidents. They are also able to form a clear understanding of user/customer needs through continuous dialogue, which helps the NMS assess its performance and to plan service improvements.
2.)An NMS runs a series of regional workshops for professional users of its severe weather warnings. Based on the feedback gained, it redesigns its warning service, moving away from set meteorological thresholds towards more relevant and flexible warning criteria based on impacts and thresholds for user/customer actions.
3.)A Hydro-meteorological Forecasting Service undertakes an online user/customer satisfaction survey of its products and services. The results are discussed with a user group selected from key stakeholders. This group is empowered to recommend changes to products, set targets and to influence the Service's strategic plans. As an example, a customer requirement to see web-based and near real-time evaluation of recent forecasts is quickly acted upon and the necessary changes implemented.
Examples of Less Effective Service Delivery
1.)Following a period of severe flooding, a government report highlights a lack of co-ordination of the overall flood forecasting process. According to their own measures, the NMS and the National Hydrological Service (NHS) responsible for weather warnings and flood warnings are both performing well. Yet lack of ownership and accountability for the performance of the end-to-end process means that flood forecasting is not as effective as it could be, with a potential risk to safety and a large socio-economic cost to the nation.
2.)An NMS lacks contact with its end users. Forecasts and warnings only reach officials in ministries and are not communicated further.
3.)The business division within an NMS wishes to exploit a new forecasting technique recently developed by scientists within the Service. But the product's capabilities and expected levels of performance remain largely un-documented and its design has not incorporated user's needs. It is poorly understood by business staff, who are unable to explain it and sell it to potential customers.
4.)An NMS designs a web-based suite of forecast products for the aviation sector.
The system comprises a combination of graphical output from deterministic and probabilistic models alongside charts and text created by forecasters. The data are often not internally consistent and these inconsistencies go unexplained, thus presenting a confusing and ambiguous picture to users.
5.)A service provided to a government department is produced by forecasters on a roster such that up to 8 different forecasters may produce the forecast.
The terminology used in the forecast is inconsistent, resulting in the user of the forecast being unable to understand and use the forecast effectively.
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