WORLD METEOROLOGICAL ORGANIZATION____________________

EC WORKING GROUP ON WMO STRATEGIC AND OPERATIONAL PLANNING

First Session

GENEVA, 16-19 February 2016

EC WG/SOP-I(2016)/Doc. 3.2(11.II.2016)

Item: 3

ENGLISH ONLY

STATUS REPORT AND WAY FORWARD ON BUDGET-RELATED ACTIONS

(Submitted by the Secretariat)

Summary and Purpose of Document

The purpose of this document is to report on the progress made in respect of two actions placed by Congress-17 when approving the WMO budget for the 17th financial period, in view of the need to consider re-scoping activities and Programmes to ensure that WMO resources remain aligned with the priorities identified in the Strategic Plan 2016–2019.It also solicits feedback from the SOP WG members, in order to sketch a way forward in preparation for the upcoming EC meeting.

ACTION PROPOSED:

To provide feedback on the proposed improved budget structure and on the way forward to accomplish the two actions placed by Congress-17 when approving the WMO budget for the 17th financial period. This feedback shall be used for preparing a proposal for the upcoming EC meeting.

DISCUSSION

1. Background

In approving the WMO budget for the 17th financial period Congress-17, in view of the need to consider re-scoping activities and Programmes to ensure that WMO resources are aligned with the priorities identified in the Strategic Plan 2016–2019, placed the following two actions on the Executive Council and the Secretariat respectively:

a) requested the Executive Council, in close cooperation with the Secretariat, to establish required mechanisms in order to review WMO activities and Programmes and to consider additional efficiencies and savings, re-scoping of activities and the use of programme support costs associated with voluntary contributions, as well as the associated risks and opportunities.

b) requested the Secretary-General to include information on the costs of the WMO activities and Programmes and the detail of costs by object of expenditure in the budget proposals for the second biennium (2018–2019) of the seventeenth financial period and the eighteenth financial period (2020–2023).

Since Congress, the initial thrust of the activities of the Secretariat in respect to the above actions has been focussed on the development of an improved budget structure, able to provide more useful information to decision-makers.

This was done not only because the deadline for this action is set earlier than for the other one (second biennium of this financial period against the end of the financial period), but also in the expectation that an improved budget structure provides the necessary basis to address, in a more structured and effective fashion, the action relating to the identification of budgetary reductions and efficiencies.

The purpose of this document is to report on the progress made in respect of these actions and to solicit feedback by the EC Working Group on WMO Strategic and Operational Planning (WG/SOP), in order to sketch a way forward in preparation for the upcoming session of the Executive Council.

2. An improved budget structure to provide information on the costs of the WMO activities and Programmes and the detail of costs by object of expenditure

Since the beginning of the 2008-2011 Financial Period, WMO budgets have been constructed and presented to the Member States, and in particular to the World Meteorological Congress, using the Results-Based Budget approach. Essentially, the structure used for the approval of the budget has been based on a list of Expected Results approved by the Congress.

This structure led to a practice whereby WMO financial and human resources were budgeted into very small elements (i.e. individual activity items and staff positions) which were subsequently aggregated at the level of Expected Results.

Whilst meeting the requirement of delivering a budget by Expected Result, this practice made the analysis of the budget proposals rather difficult, since the information could be presented either in a very aggregated form (the 8 ERs) or through a very detailed list of

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activities and staff positions. In addition, the very fine-grained budget structure below the level of ERs, which was often subject to numerous changes from year to year, made comparisons between different budget years rather difficult.

To remedy to this situation and satisfy the requirement laid down by the Congress, an improved and more effective budget structure needed to be devised.

It became very soon clear that the solution to the problem could be found in the introduction of an intermediate structure, organising individual activities and staff positions into less detailed and more meaningful and stable groups. These groupings could then be used for budget planning, monitoring and analytical purposes and could be easily linked to the strategic goals of the organisation and its expected results.

Furthermore, a review of the budget structure was taken as an opportunity to construct the Budget with less detail, whilst still achieving the desired result, maintaining the necessary transparency and complying with good financial management practice.

It should be noted that the objective of this exercise is to introduce an intermediate structure below the level of Expected Results which would make the explanation of the budget requests easier and more intuitive for decision makers. The purpose of the exercise is not to replace the budget structure by Expected Results, which remains the legal basis for the approval of the budget.

An obvious candidate for this intermediate structure is the one formed by the WMO Programmes, as these form an essential part of the manner in which the organization conducts its business, are well understood by the Member States, and every Programme has the official sanction of Congress. Additionally, Programmes are naturally defined with attributes such as objectives, deliverables, timelines, etc. which facilitate both their planning and the monitoring of progress.

However, before the WMO programmes could be used for planning and budgeting purposes, some additional work needed to be made.

WMO scientific and technical activity is structured as a series of “Programmes”, each with a scope limited to a particular field of interest and all fitting the common definition of “Programme” as “a set of related measures or activities with a particular long-term aim”.

The WMO Programmes are listed in Annex II of the Abridged Final Report of the Sixteenth World Meteorological Congress and are also contained in the “Programme” section of the WMO website under the heading of “WMO scientific and technical programmes”. To this list can be added a new Programme approved by Cg-17, namely: the Programme for WMO Small Island Developing States and Member Island Territories. The website also has a short list of Co-Sponsored Programmes (in which WMO is in partnership with other agencies).

There are some complications associated with the use of the term “Programme”. Within larger programmes such as the World Weather Watch, for example, there are elements which themselves are sometimes called programmes. For example, the WWWDM is a “support programme” within the WWW, while the WWW “incorporates” the IMOP and some other programmes. Other terms are also used, such as: Major Programmes, programmes (with a lower-case “p”), support programmes, subprogrammes, Projects, Activities, Services, Frameworks.

The WMO website also shows a list of “Projects and Activities” which also have an official status, approved by Congress, and which generally concern narrowly-focussed activities. The entries on this list are also much like Programmes (and some are actually styled “Programmes”) and are closely allied to Programmes on the main list.

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The full list of WMO Programmes, Co-Sponsored Programmes, Projects and Activities, is shown in Table I.

In searching for an appropriate structure for our purpose, an obvious option might be to consider whether a simple listing of all Programmes, Co-Sponsored Programmes, and Projects and Activities might suit the purpose. However, given that this amounts to a list of 38 items, it is clear that this list is too large. Another drawback of this approach is that it does not resolve the difficulty that there is some degree of overlap between items on this composite list.

A useful first step to take is to examine the list of Co-Sponsored Programmes and Projects and Activities to determine the links they have with other Programmes and to associate each of them with an appropriate “host” Programme.

The selection of “host” Programmes is, of course, a matter for debate. Some associations are straightforward, but others offer several choices.

This resulting new list of Programmes, incorporating the “Projects and Activities” and Co-Sponsored Programmes, is still too large for the current purpose and a further aggregation of the list is necessary.

Therefore, the approach proposed is to “aggregate” Programmes that have a logical connection.

It should be emphasised that it is not the purpose of this exercise to alter the content of Programmes in any way, or to change their status. These Programmes and Activities have been approved by Congress and cannot be interfered with. Similarly, it is not intended to propose any alterations in the organisational structure of WMO.

3. Guiding Principles for the Aggregation of Programmes

To assist in the task of finding an appropriate aggregation of Programmes, it is useful to set out some guiding principles for the process that will help ensure that the result not only meets the requirement but is a good fit for other WMO objectives and internal arrangements:

1. The aggregated list should form a rational combination of WMO activities.

2. The connections between the entries on the list and the Expected Results should be clear and not too complicated.

3. The core functional areas of World Meteorological Organization responsibility –Weather, Climate and Water (as in the organization’s tagline) should be clearly delineated.

4. The items on the list should be comparable in scale of costs, or at least not be widely dissimilar.

5. The list should be consistent with the WMO Priorities for 2016-2019 approved by Congress

6. Insofar as possible, the list should facilitate WMO Departments (and their staff) in identifying clearly their contributions.

Full compliance with these Principles would be virtually impossible but a reasonable degree of compliance should be sought.

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4. Aggregation based on the Categories of Major Activity

The approach considered is that of selecting Categories of Major Activity that capture the essence of WMO’s role in a different way and may (in theory, at least) involve elements distributed across several Programmes.

One justification for this idea is to identify those activities of WMO that are “Foundation” activities that have value for all or most Programmes. In this light we can see the Observations and Information Systems activities, Research activity, and Capacity Development.

Thus, a Foundation Activity Category of Major Activity is proposed consisting of those three elements.

Based on the Foundation Activities and on the knowledge, skills and techniques applicable to particular scientific and technical areas, there are many Specific Areas of Weather, Climate and Hydrology that form part of the WMO set of Programmes.

These topics taken together form the Specific Areas of Weather, Climate and Hydrology Category of Major Activity which are further broken down into Weather Forecasting, Applications of Meteorology, Climate Applications, and Hydrological Applications.

To these categories are added the Governance Category of Major Activity and the Administration Category of Major Activity.

Thus, a total of four Categories of Major Activity are proposed, as shown in Table II.

5. Assessment of the proposed structure against the Guiding PrinciplesTo gauge the usefulness of the structure proposed an assessment (or sensitivity analysis) of how well it measures up to the Guiding Principles, set out above, was carried out.

Guiding Principle 1: Rational combination of WMO activities:

The choices made for the Categories of Activity were made on the basis of a logical differentiation between WMO activities. The Foundation Activity category clearly represents a logical breakdown of fundamental meteorological activity. The “Specific Areas” category is based largely on the Programme structure of WMO and represents the logic of that structure.

Guiding Principle 2: The connections between the entries on the list and the Expected Results should be clear and not too complicated:

The Table below shows the contributions of the Categories of Activity to the achievement of Expected Results. The mapping between the Categories and the Expected Results is complicated by the different concepts behind the framing of each, but the selection of Observations and Information Systems, Research, Capacity Development and Governance as Categories makes for a good connection to the Expected Results. There is no direct connection of the Major Activity Area of Administration to Expected Result, since the related activities are re-distributed to all remaining parts of the budget.

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Guiding Principle 3: The core functional areas of World Meteorological Organization responsibility – Weather, Climate and Water - should be clearly delineated:

Within the Category of Specific Areas, Weather, Climate and Water are clearly delineated.

Guiding Principle 4: The items on the list should be comparable in scale of costs, or at least not be widely dissimilar:

The budgetary allocations for each Category are large amounts that are not disproportionately different. Within Categories, the breakdown in general shows relatively comparable amounts.

Guiding Principle 5: The list should be consistent with the WMO Priorities for 2016-2019 approved by Congress:

The World Meteorological Organization Priorities for 2016-2019, as listed in the Strategic Plan for the period, are:

1. Improve the accuracy and effectiveness of impact-based forecasts and multi-hazard early warnings of high impact meteorological, hydrological and related environmental hazards from the tropics to the poles;

2. Implement climate services under the Global Framework for Climate Services (GFCS);

3. Strengthen the global observing systems through the implementation of the WMO Integrated Global Observing System (WIGOS) and WMO Information System (WIS);

4. Improve the ability of NMHSs to provide sustainable high quality services in support to safety, efficiency and regularity of the air traffic management worldwide;

5. Improve operational meteorological and hydrological monitoring, prediction and services in polar, high mountain regions;

6. Enhance the capacity of NMHSs to deliver on their mission; and

7. Improve efficiency and effectiveness of WMO through adopting continuous improvement measures and recommendations based on a strategic review of WMO structures, operating arrangements and budgeting practices.

The Foundation Activities Category of Major Activities gives due prominence to Priority 6 (Capacity Development) and Priority 3 (WIGOS). The Specific Areas of Weather, Climate and Hydrology Category lists the themes that enable Priority 1 (High impact services for

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disaster risk reduction), Priority 2 (GFCS), Priority 5 (Polar and high alpine regions) and Priority 4 (Aviation meteorological services) to be the focus of significant attention. The Governance Category enables Priority 7 (WMO Governance) to be facilitated.

Guiding Principle 6: Insofar as possible, the list should facilitate WMO Departments in identifying clearly their contribution:

For the Categories of Major Activity, Table II shows the responsible Departments for the elements within the Categories. There is clearly a good correlation between the Category elements and Departments.

All in all, it can be considered that the Guiding Principles are followed to a significant extent and that the proposed structure stands up reasonably well to the “sensitivity analysis”.

6. Application of the Structure to the Budget ProcessUnder the new arrangement, the collection of Budget information from Departments will generally follow the usual procedure but it will be adapted to enable the collection of information that will serve the purpose of determining costs of activities in accordance with the new budget structure.

To arrive at the Budget allocation per Major Activity Area or Category of Major Activity, the relevant information will be built up through the lower level elements. The level of detail that might accompany the final breakdown, in accordance with the structure devised and presented to Member States, will be a matter of discussion between the REM Department and other Departments. In general, activities and staff positions will be detailed by Departments within Programmes. The latter in turns will be linked to the relevant Major Activity Area as well as the Expected Results to which they make the most significant contributions.

It is considered that the level of detail required in the general process will be less than before.

In practice, it is envisaged to use a tree-like programme structure made out of different levels, including (from top to bottom):

Major activity areas Themes Envelope programmes (when relevant) Level 1 Programmes Level 2 Programmes Project and Activities, financed either by the regular budget or by extrabudgetary

funds.

An example of the proposed structure is provided in Table III.

Activities will be identified and costed by Departments at the lower meaningful level of this structure and will be aggregated, thereby providing the possibility to consolidate information at an appropriate level of detail.

It is envisaged to provide information to constituent bodies – on a routinely basis – at the level of aggregation of Level 1 Programme, with the understanding that more detailed information, down to the level of individual projects or activities, could be provided for the purpose of specific analysis.

The necessary linkage to the WMO Expected Results will be provided by an allocation key defined for each Level 1 or Level 2 programme. This will be a percentage distributing the amounts budgeted under each programme among a maximum of 2 ERs. The percentage

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will be fixed once and for all (for new Programmes at the time of their approval), in order to avoid budgetary variances linked to changes of percentages.

Additionally, each Level 1 and Level 2 Programme will be linked to the Technical Commission in charge of supporting the related activities.

Finally, for each Level 1 and Level 2 Programme, a Main WMO Department responsible as Programme Manager will be identified, as the main responsible for overall programme coordination, verification of the budget inputs and provision of the related justifications.

7. An additional dimension: the Objects of ExpenditureThe Programme dimension that has been described so far will be used to provide information on the purpose for which expenditure are incurred. In other words, it should help answering the question of WHY resources are needed.In addition to this dimension, Congress also asked to have additional information on the “objects of expenditure”. In management accounting terms, this is understood as information on the nature of expenditure, in order to answer the question of WHAT is procured with the resources included in the budget.

In the Financial Accounts, which are documents prepared by accounting experts for accounting experts, this dimension is addressed with a detailed plan of accounts.

In the context of a budget document, which is prepared with the input of non-accounting specialists (the directors of departments) and is intended for a general audience, it is not possible or meaningful to use the same level of detail, although a necessary linkage must exist between this dimension in the budget and in the financial accounts.

In line with this approach, a list of 6 Objects of Expenditure has been defined for use as part of the improved budget structure by consolidating the list of accounts used for financial accounting purposes. This list represents a good compromise between analytical requirements and simplicity:

a) Staff Salaries and related expendituresb) Operating expenses (consultancy, external services and supplies)c) Capital expenditured) Travel expendituree) Meeting costsf) Sources of income other than contributions

8. Issues raised at the last WG/SOP meetingDuring the first discussion on this subject the WG/SOP members, whilst generally supporting the proposed approach, also raised some issues and proposals for further improving the new budget structure.

The points raised have been addressed as follows:

a) Allocation of expenditure to expected results.

At the time of the first meeting of the WG/SOP, an allocation key to link Programmes to the Expected Results had not yet been established. It was therefore important to demonstrate that this linkage was indeed possible. As part of the work done since then, it has been possible to establish this linkage by using one or maximum two percentage allocation keys for each Level 1 or Level 2 programme. It is therefore considered that this issue has been positively resolved.

b) Attribution of expenditure to the responsible technical commission(s)

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During the discussion, some WG/SOP members asked to verify if a linkage between Level 1 or Level 2 programmes to the responsible Technical Commission(s) could be established.As part of the work done since then, it has been possible to establish such linkage, by using one allocation keys for each Level 1 or Level 2 programme. It is therefore considered that this issue has been positively resolved.

c) Resolving allocation of activities to multiple programmes

At the time of the first discussion of this subject at the WG/SOP, the reclassification of the budget for the 17th financial period into the new structure had not yet been fully completed and some of the planned activities had not been allocated to one programme univocally. As part of the work done since then, it has been possible to resolve such multiple allocations, which are no longer existing. It is therefore considered that this issue has been positively resolved.

d) Achieve the best balance between simplicity and information needs of Members in the definition of the number of Objects of Expenditure

At the time of the first discussion of this subject at the WG/SOP, some members asked for additional granularity in order to better monitor expenditure for travel and for meetings. As a result of this demand, two specific objects of expenditure have been defined.It is therefore considered that this issue has been positively resolved.

e) Ensuring that information about strategic priorities is available as part of the budget proposal.

WG/SOP members expressed the wish to have information on how the priorities established during the preparation of the WMO strategy were reflected in the budget proposal.In this respect, whilst priorities as such could not be included as part of the codification established for the improved budget structure (in order to avoid excessive granularity), the information needed by Members will be provided through a description of how the strategic priorities would be addressed as part of the activities planned under each programme.It is therefore considered that this issue has been positively resolved.

f) In the presentation of the budget figures, achieve a good balance between Foundation Activities and applications on the one hand and Governance and Administration on the other.

When looking the tentative reclassification of the budget for the 17 th financial period into the proposed new budget structure, several members of the WG/SOP felt that the weight of Governance and Administrative activities seemed excessive in comparison to the other Major Activity Areas. Therefore this aspect needed to be corrected. Having analysed the reasons for this result, it became clear that the relative weight of these two Major Activity Areas is due to the fact that they group numerous activities and staff positions which are difficult to allocate to specific programmes, since they are in support of many or all of them.

In line with the practice followed so far, it is therefore proposed to:

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re-allocate expenditure for the Major Activity Area of Administration to all technical and scientific MAAs (i.e. Foundation activities, Applications and Governance) and

to re-allocate a percentage of the MAA of Governance to the technical and scientific MAAs, so that the amount of expenditure shown under Governance is in line with the current level of ER8.

This approach would result in a distribution of cost similar to the one of the budget approved for the 17th financial period.It is therefore considered that this issue has been positively resolved.

9. Towards the operational implementation of the improved budget structureUntil now, the improved budget structure has been implemented and validated by using it in an MS Excel environment. Whilst flexible and easy to use, this environment is not appropriate for an operational use of the new structure that allows to conduct all transactions which are necessary as part of the budget implementation process (e.g. release of allotments, placing of requisitions and purchase orders, goods/services receipting, payment of invoices, etc.) with the necessary efficiency, security and segregation of duties.

In order to achieve the operational implementation of the improved budget structure, it needs to be embedded or closely linked in the WMO Oracle ERP system.

Since this system is presently not configured to host the new structure, some customisation or adaptation work needs to be performed. It is possible that additional modules (e.g. the project module) or plug-in applications may need to be implemented.

Until now, the Secretariat has not studied this aspect in detail. Upon confirmation that the proposed new budget structure meets the requirements of Members, the necessary system modifications will be defined, together with the related cost and implementation schedule.The objective remains to achieve operational implementation of the new budget structure by the start of the second biennium of the current financial period at the latest.

10. Way forward to establish required mechanisms in order to review WMO activities and Programmes

As already indicated, the focus of the activities of the Secretariat so far has been towards developing an improved budget structure that could meet the expectation of Members and provide them with more relevant information for decision making.

During the last WG/SOP meeting, some initial ideas were exchanged on how to progress in the accomplishment of this action. However no firm conclusion could be reached yet.

Taking advantage of the newly developed budget structure, it is therefore proposed to progress in a systematic manner by reviewing the various parts of the budget proposed for the 17th financial period in accordance with the proposed new budget structure.

This would allow achieving the following objectives:

Ensure that possible duplications among similar programmes are resolved and that efforts and resources are focussed on the most value adding activities;

Verify the correspondence between the activities planned under the various programmes and the priorities established as part of the strategy preparation;

Confirm that the activities currently planned are conducted with the expected level of efficiency or take corrective measures if not.

Should this approach be supported by the WG/SOP members, the Secretariat would prepare for the upcoming meeting a set of documents, built in accordance with the improved budget

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structure, providing the necessary information for starting this analysis of one of the Major Activity Areas, with the understanding that the remaining Areas would be reviewed in subsequent meetings.

11. ConclusionIn order to positively address the action placed by Congress, considerable work has been done in the definition of an improved budget structure that meets the information requirements of Members and is sufficiently flexible and simple to be used for the budget process. The issues raised by the WG/SOP members during the first meeting during which the new structure was discussed have been positively addressed.

The Secretariat believes that the result obtained has reached now a stage that it can be presented to the EC for final review and endorsement, noting that it will be necessary to implement modifications to the WMO ERP system to enable operational use of the new structure. Costs and schedule for this exercise will be provided to the upcoming EC meeting.

Furthermore, the Secretariat is of the opinion that the new budget structure could be used to review in a rigorous and systematic manner the activities of the WMO which are planned for the current financial period, in order to consider additional efficiencies and savings, re-scoping of activities and the use of programme support costs as requested by Congress.The Members of the WG/SOP are kindly requested to review the proposals made in this document and to provide their feedback as appropriate.

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Table I: WMO Programmes, with Co-Sponsored Programmes, and Projects and Activities grouped under “Host” Programmes

“Host” Programme(not all Programmes are “Hosts”)

Co-Sponsored Programmes Projects and Activities

World Weather Watch (WWW) and its subprogrammes

Intergovernmental Panel on Climate Change (IPCC)

WMO Information Service (WIS)

WMO Integrated Observing System (WIGOS)

WMO Polar and High Mountain Activities

WMO Space Programme (WMOSP)WMO Quality Management Framework (WMOQMF)

Adopting a Quality Management approach for NMHSs

Public Weather Services Programme (PWSP) Severe Weather info Centre (SWIC)

World Weather Information Service (WWIS)

World Climate Programme (WCP) Global Framework for Climate Services (GFCS)

Global Climate Observing System (GCOS)

Global Ocean Observing System (GOOS)

ClimDev Africa

World Climate Research Programme (WCRP) IPCCWorld Weather Research Programme (WWRP)Global Atmosphere Watch (GAW)Hydrology and Water Resources Programme (HWRP)

Integrated Drought Management Programme (IDMP)

Hydrological Operational Multipurpose System (HOMS)

Associated Programme on Flood Management (APFM)

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“Host” Programme(not all Programmes are “Hosts”)

Co-Sponsored Programmes Projects and Activities

Hydrological Information Ref Service (INFOHYDRO)

World Hydrological Cycle Observing Service (WHYCOS)

Agricultural Meteorology Programme (AgMP) World AgroMeteorological Info Service (WAMIS)Marine Meteorology and Oceanography Programme (MMOP)

Data Buoy Cooperation Panel

Aeronautical Meteorology Programme (AeMP)Disaster Risk Reduction Programme (DRRP)Tropical Cyclone Programme (TCP)Voluntary Cooperation Programme (VCP)Education and Training Programme (ETRP)Regional Programme (RP)WMO Programme for the Least Developed CountriesProgramme for WMO Small Island Developing States and Member Island TerritoriesInformation and Public Affairs Programme (IPAP)

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Table II: Structure based on Categories of Major Activities

Category of Major Activity

Theme Relevant Programme Elements

Remarks Main DepartmentResponsible

1. Foundation Activities

OBSERVATIONS and INFORMATION SYSTEMS

World Weather Watch:

GOS WIGOS GDPFS GTS ERA WIS IMOP WMOSP WWWDM WMOQMFP

Other:

GCOS GOOS

Observations of all kinds are the foundation of very many activities including monitoring and forecasting (on all timescales) of weather, climate and hydrology. Observational systems, therefore, are part of the essential infrastructure for meteorology. Information systems to collect, distribute and archive observational data are also part of the essential infrastructure.

Additionally, numerical weather prediction, based on high quality observations as input, and using techniques derived from advances in research, is the foundation for many weather applications.

OBS

RESEARCH WWRPGAWWCRP

Research is an underpinning activity that benefits all applications of weather, climate and hydrology and that is necessary to bring about improvements in products and services for Member States and end-users by deepening understanding of the underlying processes and by enhancing techniques to exploit the scientific understanding.

RES

CAPACITY DEVELOPMENT

Voluntary Cooperation Programme (VCP)

Education and Training Programme (ETRP)

Regional Programme (RP)

WMO Programme for the Least Developed Countries

Programme for WMO Small Island Developing States and Member Island Territories

A vital element of WMO work is to enhance the capability of Member States to exploit the benefits of advances in meteorology and hydrology. Education and training, knowledge transfer, direct aid and other forms of practical assistance are among the tools used to accomplish this. While the less developed countries are a particular focus of these efforts, all Member States can benefit in some way from the WMO activities in this area, particularly through efforts carried out at regional level.

DRA

2. Specific Areas of Weather, Climate and Hydrology

APPLICATIONS of METEOROLOGY:

AgMP AeMP MMOP PWSP Disaster Risk

Reduction PWSP TCP

Applications in specific economic and societal sectors use expertise in that field to develop services that benefit the sector

CLWWDS

CLIMATE APPLICATIONS:

WCP WCSP Global Framework for

Climate Services IPCC

Although IPCC and GFCS are separate entity and Co-Sponsored Programmes, their inclusion here is for budgetary allocation purposes only.

CLWGFCS Office

HYDROLOGICAL APPLICATIONS: HWRP and associated

programmes

Hydrology is a major theme of WMO and its applications bring many benefits in terms of safety, economic well-being and disaster risk reduction

CLW

3. Governance

EXECUTIVE MANAGEMENT, GOVERNING BODIES,PROGRAMME SUPPORT SERVICES

Executive Management

Policy Making Organs Overall Coordination Internal Oversight External Relations IPAP Language, Conference

and Publications Services

The various elements of Governance are essential to the successful achievement of the goals of the organization. Executive

management team

Internal Oversight OfficeCERSPOLPD

4. Administration

RESOURCE MANAGEMENT

Planning, Budgeting and Financial Management

HR recruitment, staff services, training and administration

Procurement and Travel administration

Building infrastructure management

IT infrastructure management

Archives, document management and library services

Administration serves all aspects of the organization’s activities REM

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Table III: Structure based on Categories of Major Activities

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