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EC WORKING GROUP ON WMO STRATEGIC AND OPERATIONAL PLANNING (WG/SOP)
Third Session
GENEVA, 11-14 February 2014 / EC WG/SOP-III(2014)/Doc. 4.1(1)
(29.I.2014)
Item: 4.1
ENGLISH ONLY
WMO STRATEGIC AND OPERATIONAL PLANNING PROCESS
WMO Strategic Plan 2016-2019
(Submitted by the Secretariat)
Summary and Purpose of DocumentThe document presents the revised draft WMO Strategic Plan 2016-2016 based on the recommendations of EC-65.
ACTION PROPOSED
The working group is invited to consider the revised draft WMO Strategic Plan 2016-2019, the proposed changes, and provide guidance for further development and make appropriate recommendation to the EC-66.
APPENDICES:
A. Background
B. Revised Draft WMO Strategic Plan (SP) 2016-2019
C. Proposed Changes to the Revised Draft WMO SP 2016-2019
REFERENCES:
1. Abridged final report with resolutions of the Sixty-first session of the Executive Council (WMO-No. 1042), Part 1, Geneva, 3-12 June 1999
http://www.wmo.int/pages/governance/ec/ec_docs_en.html
2. Abridged final report with resolutions of the Sixteenth World Meteorological Congress (WMONo.1077), Part 1, Geneva, 16 May-3 June 2011
http://www.wmo.int/pages/governance/congress/congress_reports_en.html
3. Report of the second session of the EC Working Group on WMO Strategic and Operational Planning (WG/SOP), Geneva, 21-23 January 2013
http://www.wmo.int/pages/governance/ec/tor_en.html#strategic
2
4. Abridged final report with resolutions of the Sixty-four session of the Executive Council (WMO-No. 1092), Part 1, Geneva, 25 June-3 July 2012
http://www.wmo.int/pages/governance/ec/ec_docs_en.html
5. Outcomes of World Meteorological Congress Extraordinary Session 2012 (Cg-Ext. (2012)) Geneva, 29–31 October 2012
http://library.wmo.int/pmb_ged/wmo_1102_en-p1.pdf
6. Abridged final report with resolutions of the Sixty-fifth session of the Executive Council (WMO-No. 1118), Part 1, Geneva, 15-23 May 2013
http://www.wmo.int/pages/governance/ec/ec_docs_en.html
7. WMO circular letter dated 20 December 2013 to Permanent Representatives (or Directors of Meteorological or Hydrometeorological Services) of Members of WMO (PR-6734)
https://www.wmo.int/edistrib_exped/grp_prs/_en/2013/2013_12/2013-12-20-PR-6734-SG-ASG-SPO-WMO-SP-2016-2019_en.pdf (English version)
https://www.wmo.int/edistrib_exped/grp_prs/_es/2013/2013_12/2013-12-20-PR-6734-SG-ASG-SPO-WMO-SP-2016-2019_es.pdf (Spanish version)
EC WG/SOP-III(2014)/Doc. 4.1(1), APPENDIX A
BACKGROUND
DECISIONS OF CONGRESS AND EXECUTIVE COUNCIL
1. The decisions of the Sixteenth World Meteorological Congress (Cg-16, May/June 2011) on the preparation of WMO Strategic Plan 2016-2019 are presented in paragraphs 8.5.1-8.5.5 of abridged final report with resolutions and Resolution 38 (Cg-XVI) – Preparation of the Strategic Plan for 2016–2019.
2. The Cg-16 agreed that:
a. The Global Societal Needs (GSNs) that formed the basis for the Strategic Plan for the period 2012–2015 and the Strategic Thrusts (STs) together with the Expected Results (ERs) should form the basis for the WMO Strategic Plan for the period 2016–2019;
b. The strategic and operational planning for the period 2016–2019 should follow the structure of the Strategic Plan 2012–2015 (GSNs, STs and ERs) and the overall planning process, taking into account the evolution of the societal and economic needs of the Members, relevant international initiatives, and the challenges of climate variability and change; build on experiences gained from the two phases(2008-2011 and 2012-2015); further enhance linkages between SP, OP and RBB to facilitate the implementation of RBM and to improve Key Performance Indicators.
3. The Cg-16 requested the Secretary-General to submit the first outline with possible scenarios to the sixty-fourth session of the Executive Council (2012).
4. The decisions of sixty-fourth session of the WMO Executive Council (EC-64, June/July 2012) that guided the preparation of the draft WMO SP and OP 2016-2019 are presented in paragraphs 4.8.13 - 4.8.15 of the abridged final report with resolutions. They include:
a. The SP and OP should be articulated as plans for the entire Organization;
b. The structure of the SP should be simplified to reduce the layers that are currently GSNs►STs►ERs►KOs;
c. The ERs should be proposed by the RAs in consultation with the TCs and the Programmes;
d. Five priorities were adequate but should be better integrated into the SP at an earlier stage, and their clarity should be improved;
e. The SP should be shorter, more concise and simple. A short summary for the SP should be developed;
f. Risks should be included in each section of the SP, rather than in a separate chapter;
g. The Organization should have a single Operating Plan that includes the activities of RAs and TCs;
h. The strategic planning process should be driven by the needs/priorities set by the Members (through RAs);
i. KPIs should be measurable where possible, and clear milestones and responsibilities (Members, Secretariat, task forces and/or technical commissions) should be defined;
EC WG/SOP-III(2014)/Doc. 4.1(1), APPENDIX A, p. 3
j. The GSNs should represent global needs to which WMO activities can contribute to provide solutions;
k. The current WMO SP is adequate for the next planning cycle. However, key priorities that would guide the investments in the next financial period should be identified; and
l. The EC and WG/SOP should focus on developing a “single” operating plan for the next financial period.
5. The decisions of Sixty-fifth session of the WMO Executive Council (EC-65, May 2013) that guided the revision of the draft WMO SP 2016-2019 are presented in paragraphs 4.8.1.1 - 4.8.1.4 of the abridged final report with resolutions. They included the request to the WG SOP to review the draft taking into account the recommendations of the Council, including the following:
a. (a) Review the current structure in view of the graphical representation given in Annex VIII tothe present report , taking into account the linkages among the various elements of the Plan and planning process;
b. Develop the vision statement and the core elements of the WMO in the Strategic Plan;
c. Show how the strategic priorities are interlinked and benefit from each other;
d. Enhance the emphasis on the provision of weather and water services as the current core functions of NMHSs;
e. Enhance consistency of the introduction and provide reference to source data, preferably from WMO when available;
f. Include the challenges facing NMHSs as relates to limited funding, rapidly evolving technology particularly as relates to communication and inadequate skilful human resources as affects service delivery; and
g. Adequately present key WMO partners.
6. EC-65 also requested the Secretary -General to communicate the revised draft to Members for their input not later than September 2013, and the WG SOP to use these inputs to prepare the next version of the Plan for consideration by the Council at its next session.
7. EC-65 considered the future strategic priorities and accorded high ranking to WIGOS (supported by WIS), Capacity Development, GFCS and DRR while recognizing the importance of Service Delivery (notably aviation and marine services) and Research.
WMO RESULTS-BASED STRATEGIC PLANNING
8. The schematic representation of the WMO Results-based strategic planning is presented at http://www.wmo.int/pages/about/spla_en.html. The WMO Results-based Management (RBM) has four building blocks namely the WMO Strategic Plan (SP), WMO Operating Plan (OP), WMO Results-based Budget (RBB) and WMO Monitoring and Evaluation System (M&E). The results chain GSNs ►Strategic Thrusts (STs)► Expected Results (ERs) ►Key Outcomes (KO) ►Deliverables ►Activities is used as the structure of strategic planning process.
9. The WMO Strategic Planning process starts by developing the strategic plan that provides the foundation for the preparation of the other RBM building blocks. The SP presents the strategic direction for the Organization based on identified Global Societal Needs (GSNs) that are addressed through a set of Strategic Thrusts to achieve expected results (ERs). The SP also presents the mission, vision and strategic priorities for the Organization. The SP is prepared by integrating the priorities identified by Members, regional associations and technical commissions.
10. The key outcomes, deliverables and activities to be implemented to achieve results defined in the WMO Strategic Plan, within the resources provided under WMO Results-based Budget, and activities of technical commissions and regional associations to be implemented through in-kind support, form the backbone of the OP. The OP also defines the Key Performance indicators (KPIs), baselines and Key performance Targets (KPT) that are used to monitor progress in achieving results.
11. WMO M&E System measures and reports on the progress being made to achieve expected results based on the performance metrics(KPIs, baselines and KPT) defined in the OP. The information from M&E is used for control and corrective actions to improve performance and planning process. Monitoring is a continuous process. Departments at the Secretariat will, however, report on performance progress every six months in January and July to reduce the associated workload as was recommended by the fourth session of the Working Group (February 2011). The assessment of the impacts of achieved results on Members will be at the middle and end of a financial period through the administration of a questionnaire.
Progress and Action
12. The EC WG/SOP revised the draft WMO Strategic Plan 2016-2019 as presented in Appendix B. The revised SP was shared with Members (English on 20 December 2013, other languages mid/end of January 2014) and PTCs (prior to the PTC-2014 meeting) for input, and the comments received are presented in Appendix C. The working group is invited to consider the revised draft SP and the proposed changes, and provide guidance for further development and make appropriate recommendation to the EC-66.
13. At their 2014 meeting in Geneva from 20 to 21 January 2014, the presidents of regional associations provided the following comments on the draft Plan:
a) The need to reflect achievements of WMO;
b) The strategic priorities represent the shared needs of Members;
c) The need to recognize the differences in capabilities of NMHSs and their unique needs;
d) The need for implementing inter-regional projects;
e) The challenges associated with the rapidly evolving ICAO requirements;
f) The need for more guidance on the structure of OP;
g) The need to use processes other than the RA sessions to approve the plans to ensure that the implementation periods as synchronized with WMO Financial periods;
h) The need to align regional priorities with the WMO priorities; and
i) The need to have a reasonable number of achievable deliverables.
14. The presidents of technical commissions also met in Geneva from 20 to 21 January 2014 and provided comments on the draft Plan:
a) the need for research to work with operations to facilitate the development of high quality services;
b) The changes in SP and RBB may influence their respective operating plans; and
c) The need to promote learning by involving the younger generations in the activities of technical commissions.
EC WG/SOP-III(2014)/Doc. 4.1(1), APPENDIX B
WMO STRATEGIC PLAN
2016-2019
Introduction
Societal benefits of weather, climate, water and related environmental services 4
Outline of the WMO Strategic Planning Process 7
STRATEGIC THRUSTS TO ACHIEVE EXPECTED RESULTS 12
Strategic Thrust 1: Improving Service Quality and Service Delivery 12
Strategic Thrust 2: Advancing Scientific Research. its Application, and the Development and Implementation of Technology 13
Strategic Thrust 3: Strengthening Capacity Development 16
Strategic Thrust 4: Building and Enhancing Partnerships and Cooperation 17
Strategic Thrust 5: Strengthening Good Governance 18
APPENDIX 1 19
APPENDIX 2 25
Draft 1
December 2013
Non-edited
Introduction
Context
Weather, climate, water and related environmental conditions have significant impacts on society, the environment and our prosperity. A global analysis of the statistics of disasters associated with weather-, water- and climate-related hazards indicates a significant increase in the total number of disasters, an increase in the impact on the economy, but a significant decrease in the associated total number of deaths.
Nations and their economies are becoming increasingly at risk to extremes of weather and climate due, in part, to ageing or inadequate infrastructure as well as the migration of people to higher risk areas near coastlines and floodplains. Data reveals that developing countries, in particular Least Developed Countries (LDCs) and Small Island Developing States (SIDS) suffer greater loss of life and larger economic losses as compared to their GDP from extreme events. Science informs us that due to climate change these extreme events are likely to occur with greater frequency and intensity increasing the threat to life and economic progress.
The role of WMO Members’ National Meteorological and Hydrological Services
Weather-, climate- and water-related hazards need not translate into natural disasters. Warnings issued by National Meteorological and Hydrological Services (NMHS) through their Early Warning Services and formulated from skilful daily, monthly, seasonal, decadal forecasts and projections, can contribute significantly to a reduction in losses of life and property associated with these phenomena. Statistics from high impact weather events show there were lower losses of lives from storms and floods in the period 2001-2010 compared to 1991-2000. This was partly due to improvements in early warning systems and preparedness of nations. However, tropical cyclones, floods, and droughts and, most recently heat waves, are still leading to high losses of lives and property in developing and least developed countries.
Information from NMHSs can also lead to enhanced productivity in economic sectors and more efficient management of institutions sensitive to extremes of weather, climate and water. These services, rendered by NMHSs, can be of enormous value for decision-makers to address global societal needs (GSNs). NMHS services provide early warning of high impact weather, contribute to food security strategies, improve the resilience of communities, assist in managing water resources, enable society to adapt to climate variability and change, help improve environmental quality and are integral to safe transportation systems.
The importance of sustained infrastructure
In order to deliver effective weather and climate services, NMHSs must have a strong understanding of the needs of government, the public and other key customers. To then meet these requirements, NMHSs have to implement continuous development and improvement of service delivery. The growth in value to the users hinges on essential components needed for modelling the atmospheric processes which form the basis for all weather, water and climate forecasts and projections. To maximize economic benefits, NMHSs must sustain core infrastructure including robust and coordinated global observation systems, high performance computing capacity, sophisticated technology and skilled human resources. The information and warnings provided are an essential part of efforts to enhance the safety and well-being of society, economic growth and, environmental quality to the benefit of societies world-wide.