World Meteorological OrganizationWorking together in weather, climate and water

WMO

WMO STRATEGIC PLANNING

CBS Management Group

24 June 2009

Guidance from Cg-XV, EC-LIX and -LX Evolutionary approach

Relevant societal and economic issues

Issues to be addressed in the Next SP: Climate change adaptation and mitigation strategies; Improved service delivery; Disaster risk reduction; Food and water security; WMO/private sector cooperation; Social and economic benefits of NMHSs’ services; Millennium Development Goals; Polar meteorological and climate aspects; Bridging the gap between developed and developing countries in relevant research

areas. Optimize the number of strategic planning elements

Prioritization scheme

GSN STn ERn1KOn12

KOn11

KOn13

Del

Del

Del

Act

Act

Act

Act

Budget

Budget

Budget

Budget

The next SP, OP and RBB Framework

Improved protection of life, and property (related to impacts of hazardous weather, climate, water and other environmental events and increased safety of land, sea and air transport)

Poverty alleviation, sustained livelihoods and economic growth (in connection with the Millennium Development Goals) including improved health and social well-being of citizens (related to weather, climate, water and environmental events and influence)

Sustainable use of natural resources and improved environmental quality

Global Societal Needs

Global Societal Needs (GSN)

Strategic Thrusts (ST)

Organization-wide Expected Results

(ER)

Key Outcomes (KO) of each RA and each TC

Deliverables, Activities, and Budget of the Secretariat

Departments/Offices

Strategic Plan with inputs from Members, constituent bodies (incl. RA and TC), WMO Joint Programmes and the Secretariat

Results-based WMO Operating Plan and Secretariat Budget

WMO’s framework for results-based strategic planning Results

Chain

Monitorin

g and Perform

ance

Evalu

ation

Long-term strategic level ….

Short to medium term operational level …..

I. Improving Service Quality and Service

Delivery

II. Advancing Scientific Research and Application as well as Development and

Implementation of Technology

III. Strengthening Capacity Building

IV. Building and Enhancing Partnerships and Cooperation

V. Strengthening Good Governance

Strategic Thrusts in the Next SP

Outline for elaborating each ST

Outline for elaborating each Strategic Thrust

Remarks/explanations

+ Rationale, issues and challenges Rationale of that strategy and how it links to the ERs

+ Risks, opportunities and dependencies

Reference should be made to risk assessment approaches. It is important to attempt a definition of how the organization will seize reasonable opportunities to be attuned with new and emerging events as well as needs of Members

+ Strengths, competencies and roles of WMO

The uniqueness of the role and the competencies of the Organization in the programmatic areas relating to the ST should be described

+ Strategic approaches

Which major actions the Organization is planning to take in pursuance of that strategic thrust; examples are: (i) review of programmes and their associated directions; (ii) modifying the TOR of a technical commission; (iii) redirecting financial or staff resources; (iv) giving more policy related impetus to activities of RAs (v) planning a major event, e.g. a world conference; etc.

Major Achievements of WMO– Free and unrestricted exchange of meteorological and related data and products –

WMO has facilitated the free and open unrestricted international exchange of meteorological, hydrological and related data and products globally. This has been essential for real time weather services, for climate prediction, for climate change detection and for a

broad range of global environmental programmes.International Standards for Meteorological and Related Observations – WMO has

developed and maintained a set of world standards for meteorological and related observations that have ensured that data are inter-comparable wherever they have been

collected – a vital feature for, inter alia, the detection of climate change and for the development of global weather and climate models and for the services they underpin.

Capacity Building – WMO has supported the building of capability in NMHSs, in all parts of the world thereby making an invaluable contribution to the safety of life and property on

a global scale.Promoting Science and Technology – The Organization has furthered the capabilities of NMHSs worldwide by promoting the use of science and technology, in both supporting

infrastructure and product generation and services.International Leadership – WMO has become a recognized leader amongst the UN

organizations for its capacity to promote the prediction, projection and assessment of Earth system and environmental problems.

Strategic Thrusts and ER’s

STRATEGIC THRUSTS ORGANIZATION-WIDE EXPECTED RESULTS

I. Improving Service Quality and Service Delivery

1. Enhanced capabilities of Members to deliver and improve access to high quality weather, climate and water and related environmental predictions, information and services in response to users’ needs and to enable their use in decision-making by all relevant societal sectors

2. Enhanced capabilities of Members to reduce risks and potential impacts of hazards caused by weather, climate and water and related environmental elements

II. Advancing Scientific Research and Application as

well as Development and Implementation of Technology

3. Enhanced capabilities of NMHSs to produce better weather, climate, and water and related environmental information, predictions and warnings to support in particular climate impact and adaptation strategies

4. Enhanced capabilities of Members to access, develop, implement and use integrated and inter-operable Earth- and space-based systems for weather, climate and hydrological observations, based on world standards set by WMO, as well as related environmental observations

5. Enhanced capabilities of Members to contribute to and draw benefits from the global research capacity for weather, climate, water and environment science and technology development

III. Strengthening Capacity Building

6. Enhanced capabilities of NMHSs, in particular in developing and least developed countries, to fulfill their mandates

IV. Building and Enhancing Partnerships and Cooperation

7. New and strengthened partnerships and cooperation activities to improve NMHSs’ performance in delivering services and to increase the value of the contributions of WMO within the UN System, relevant international conventions and national strategies

V. Strengthening Good Governance

8. An effective and efficient Organization

ST 1 ER 1

KOs of TC1 … TC8

Indicators, BaselinesTargets

KOs of RA I …VIIndicators, Baselines,

Targets

Secretariat DepartmentsActivities and Budget

ER 2 For every ER, eachRA and TC define specific Key Outcomes together with Indicators, Baselines and Targets; based on these plans and in close coordination with the RAs and TCs, the Secretariat develops deliverables, activities and budget proposals.

Results-based WMO Operating Plan and Budget 2012-2015

Strategic

levelOperational

level

(5) (8)

ER 1

ER 2

Performance Indicators

The parameters for measuring performance comprise:

• Indicator(s) (how the achievement will be measured)• Baseline(s) 2012 (defining the situation at the

beginning of the Financial Period)• Targets at the end of the first biennium (2013) and at

the end of the Financial Period (2015) (measurable milestone goals that specify the level of achievement to be reached)

WMO Operating Plan 2012-2015• The Key Outcomes (KO) should be defined by EC, RAs, TCs and the

Secretariat in an active coordination process;

• The KO should relate to the WMO Programmes;

• The KO should provide the basis for defining the necessary programme activities and the budget planning and resulting budget proposal;

• Cross-programme synergies (between the TCs and RAs) should underpin effective and optimized programme implementation plans;

• The roles and responsibilities of constituent bodies should be clearly identified and described in the WMO-OP;

• The Council should determine the KOs of the programmes under its direct management responsibility (e.g., Education & Training Programme through its corresponding Panel, Technical Cooperation through its WG on Capacity Building, etc.).

Actions for CBS

• Confirm societal needs (are there other?)• Review the draft Strategic Thrusts• help define Key Outcomes for the

commission and offer guidance on key programme areas

• Define performance indicators with baselines for the next FP

• Develop CBS Operating Plan

Capacity building (Adequate financial and technical resources to be found for training…Especially

for Haiti as the only LDC in RA IV)

• Hurricane activity and its impacts in the Region(Important role played by NMHSs in weather observations, data exchange and

the preparation and distribution of warnings. Support for the organization of the Hurricane Committee’s annual meetings)

• Collaboration with the various economic and technical organizations in RA IV

(For the development and implementation of meteorology programmes and projects (ACS, CARICOM, SICA, CRRH, CMO and CEPREDENAC))

• Social and economical benefits of meteorological and hydrological services

(Priority in the work of the Secretariat and for the Members of the Region)

Some Identified PRIORITIES OF THE REGION IV

RA III STRATEGIC PLAN FOR 2008-2011

Improve the RA III Telecommunication Network.

Improve the RA III Observation Network (Surface Observations automation, Altitude Observations, Data exchange among neighbour countries, NMHSs capacities).

Strengthen the NMHSs participation in the Reduction of impacts of Natural Disasters.

Improve the knowledge, know how and regional climate prediction capabilities in order to facilitate the adaptability to the climate variations and climate changes.

Questionnaire results » Questionnaire results » Priority areas identified

Programme and issues of concern to the Region 1

1. The issue of observations and data remains crucial for the Region:

– Observation systems are obsolete or not existing.2. This issue must be taken as global concern

• Requires global policy and global solutions.

For other concerns, please refer to EC-LXI/INF. 11

1. The requirements of the user community regarding the improvement of the analysis, forecasts, warnings and risk assessments of natural hazards of meteorological and hydrological origin;

2. The importance of studies to demonstrate the socio-economic benefits of meteorological, hydrological and related services to the public, decision-makers and specialized users;

3. The synergy resulting from partnerships and interactions with other sectors and disciplines including those in the social sciences, development planning and disaster preparedness communities;

4. The need to work more closely together in order to bridge gaps and achieve a better equilibrium of the level of NMHSs throughout the Region;

5. The optimization of the use of the available resources, including the services of WMO and regional organizations like EUMETSAT, ECMWF and EUMETNET;

6. The potential for collaboration with development partners like the European Commission, World Bank and others in the realization of the regional strategies.

RA-VI current Strat Plan• The requirements of the user community regarding the improvement

of the analysis, forecasts, warnings and risk assessments of natural hazards of meteorological and hydrological origin;

• The importance of studies to demonstrate the socio-economic benefits of meteorological, hydrological and related services to the public, decision-makers and specialized users;

• The synergy resulting from partnerships and interactions with other sectors and disciplines including those in the social sciences, development planning and disaster preparedness communities;

• The need to work more closely together in order to bridge gaps and achieve a better equilibrium of the level of NMHSs throughout the Region;

• The optimization of the use of the available resources, including the services of WMO and regional organizations like EUMETSAT, ECMWF and EUMETNET;

• The potential for collaboration with development partners like the European Commission, World Bank and others in the realization of the regional strategies.

PROCESS PROCESS

Strategic Planning documentsStrategic Planning documents

1. WMO Strategic Plan - High-level statement of strategic directions and priorities expressed through Strategic Thrusts and organization-wide Expected Results and Performance Indicators;

2. Results-based WMO Operating Plan– converts the organization-wide ERs into key outcomes/ programme areas, indicators and targets

3. Secretariat Budget - and links them to the planned activities and the Secretariat budget;

4. External Marketing Document – easily understood document by decision-makers and external environmentand

Pre-populated Tool/System for Monitoring & Performance Evaluation – Tracks implementation and provides for control and corrective actions for achieving the ERs.

HIGH-LEVEL PLAN FOR DELIVERY OF THE WMO STRATEGIC AND WMO OPERATING PLANS (2012-2015)

Jun-09 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10Decision of EC-

61drafting by Secretariat

consultations w ith

Management Groups

first draft circulation for

review by Management

GroupsIst input into

Operating PlansInput into

Secretariat Budget

1st Complete draft

Refinement of Draft 1 + iteration

w ith MC's

Bureau Meeting Presidents of

Technical CommissionsEC- Working

Group on SOPfinalize EC-62

draft document

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