Transcript World Meteorological Organization Working together in weather, climate and water WMO WMO STRATEGIC PLANNING CBS Management Group 24 June 2009

World Meteorological Organization
Working 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:
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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
The next SP, OP and RBB Framework
KOn11
Del
GSN
STn
ERn1
KOn12
Del
Del
KOn13
Act
Budget
Act
Budget
Act
Budget
Act
Budget
Global Societal Needs

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
WMO’s framework for results-based strategic
planning
Results
Global Societal Needs
(GSN)
Long-term
strategic level ….
Short to medium term
operational level …..
Results-based WMO
Operating Plan and
Secretariat Budget
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
Monitoring and Performance
Evaluation
Strategic Plan with
inputs from Members,
constituent bodies (incl.
RA and TC), WMO Joint
Programmes and the
Secretariat
Chain
Strategic Thrusts in the Next SP
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
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
I. Improving Service Quality
and Service Delivery
ORGANIZATION-WIDE EXPECTED RESULTS
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
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
II. Advancing Scientific
Research and Application as
well as Development and
Implementation of Technology
4. Enhanced capabilities of Members to access, develop, implement and use integrated and interoperable 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
Results-based WMO Operating Plan and Budget 2012-2015
(5)
ST 1
(8)
ER 1
KOs of RA I …VI
Indicators, Baselines,
Targets
Secretariat Departments
Activities and Budget
KOs of TC1 … TC8
Indicators, Baselines
Targets
ER 1
ER 2
ER 2
Strategic
level
For every ER, each
RA 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.
Operational
level
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
Some Identified PRIORITIES OF THE
REGION IV
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)
RA III
STRATEGIC PLAN FOR 2008-2011
Questionnaire results » Priority areas identified
 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.
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
Strategic 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 organizationwide 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 environment
and
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
Decision of EC61
draf ting by
Secretariat
consultations
w ith
Management
Groups
f irst draf t
circulation f or
review by
Management
Groups
Ist input into
Operating Plans
Input into
Secretariat
Budget
1st Complete
draf t
Ref inement of
Draf t 1 + iteration
w ith MC's
Bureau Meeting
Presidents of
Technical
Commissions
EC- Working
Group on SOP
f inalize EC-62
draf t document
Jul-09
Aug-09 Sep-09 Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10
Apr-10
Thank you