World Meteorological Organization
EC-LXII/Doc. 7.2(1)
EXECUTIVE COUNCIL
Submitted by:
Date:
SIXTY-SECOND SESSION
Original Language:
Geneva, 8 to 18 June 2010
Agenda Item:
Secretary-General &
Chairman, EC Working
Group on WMO Strategic
and Operational Planning
31.V.2010
English
7.2
Expected Result: 11
EFFECTIVE AND EFFICIENT MANAGEMENT PERFORMANCE AND
OVERSIGHT OF THE ORGANIZATION
Strategic Thrust: Efficient Management and Good Governance
STRATEGIC PLAN AND OPERATING PLAN
SUMMARY
ISSUES TO BE DISCUSSED:
1.
2.
The draft WMO Strategic Plan and Operating Plan 2012-2015
Preliminary discussion on the preparation of the next WMO Strategic and Operating Plans 2016-2019
ADDITIONAL FINANCIAL IMPLICATION:
None
DECISIONS/ACTIONS REQUIRED:
(a)
(b)
(c)
To review the draft WMO Strategic Plan 2012-2015;
To review the draft WMO Operating Plan;
To agree on the development of the next WMO Strategic Plan 2016-2019.
REFERENCES:
1.
2.
3.
4.
5.
Abridged Final Report with Resolutions of the Fifty-eighth Session of the Executive Council
(WMO-No. 1007), general summary, paragraph 6.13
Resolution 28 (Cg-XV) – Preparation of the WMO Strategic Plan for 2012-2015
Abridged Final Report with Resolutions of the Sixty-first session of the Executive Council (WMO-No. 1042),
general summary, paragraphs 7.2.6 – 7.2.11
2010 Meeting of the Presidents of Technical Commissions (Geneva, 28-30 January 2010)
Recommendations of the EC Working Group on WMO Strategic and Operational Planning (Geneva, 2931 March 2010) - http://www.wmo.int/pages/meetings/documents/set_of_recommendations.doc
CONTENT OF DOCUMENT:
Appendices for inclusion in the final report:
A.
B.
Draft text for inclusion in the general summary of EC-LXII
Draft WMO Strategic Plan 2012-2015
Appendix for information:
EC-LXII/Rep. 7.2(1):
Progress/Activity Report
EC-LXII/Doc. 7.2(1), APPENDIX A
DRAFT TEXT FOR INCLUSION IN THE GENERAL SUMMARY OF EC-LXII
7.2
EFFECTIVE AND EFFICIENT MANAGEMENT PERFORMANCE AND OVERSIGHT OF THE
ORGANIZATION (agenda item 7.2)
………..
WMO Strategic Plan (SP) 2012-2015
7.2.x.1
The Executive Council (EC) recalled its decisions on the preparation of the WMO
Strategic Plan (SP) and WMO Operating Plan 2012-2015 (OP), in particular the recommendations
of EC-LXI (paragraphs 7.2.6-7.2.11) and Resolution 28 of the Fifteenth World Meteorological
Congress (Cg-XV). It noted with appreciation the report and recommendations of its Working
Group on WMO Strategic and Operational Planning on these issues and took these into account in
its deliberations.
7.2.x.2
The Council noted that strategic planning for the period 2012-2015 represented the
second phase of results-based management (RBM) Strategic Planning Framework for WMO and
builds upon the previous long-term planning process that had enabled the World Meteorological
Congress to respond to the changing needs of its Members and society in general.
7.2.x.3
The Council noted with appreciation the involvement of technical commissions (TCs),
regional associations (RAs), WMO Bureau, WMO joint programmes and the Secretariat in the
development of the WMO Strategic Plan 2012-2015 [see Appendix B], which ensured that the
document reflected the collective view of all WMO constituent bodies.
7.2.x.4
The Council reaffirmed the importance of the SP as a foundation for the WMO resultsbased management (RBM) framework and its influence on the planning of activities and resource
allocation for the Secretariat in the strategic planning period. It noted that the preparation of the
WMO Operating Plan and results-based budget for the period 2012-2015 was based on the
Strategic Plan.
7.2.x.5
The Council considered
decided ………………………
the
draft
WMO
Strategic
Plan
2012-2015
and
WMO Strategic Executive Summary
7.2.x.6
Concerning the WMO Strategic Executive Summary, the Council recalled its
decision (EC-LXI, paragraph 7.2.11) to have a document written in a language that would appeal to
those outside WMO, particularly those who make decisions related to the funding of NMHSs and
the Secretariat, and that it should be prepared as an additional document.
7.2.x.7
The Council noted that the draft Strategic Plan was short, succinct and concise, as per
recommendations of its Working Group on WMO Strategic and Operational Planning (WG/SOP)
and the presidents of technical commissions (PTCs) and could potentially be used as the
document targeted at decision-makers following Congress approval. The Council decided
that…….....................
WMO Operating Plan
7.2.x.8
The Council noted that the WMO-wide Operating Plan (2012-2015) provided details on
activities and deliverables, which guided resource allocation and estimates. The Council
EC-LXII/Doc. 7.2(1), APPENDIX A, p. 2
appreciated the contributions of the TCs and RAs to the development of WMO Operating Plan
2012-2015 [see EC-LXII/Doc. 7.2(1), ADD. 1].
7.2.x.9
The Council considered the draft WMO Operating Plan 2012-2015 and noted that it was
a highly detailed document that could be used for management decision-making and for monitoring
and evaluation of the Strategic Plan. The Council requested that the document be further refined
with inputs from TCs, RAs and EC panels and working groups, and encouraged those that had not
yet provided their input to do so. It further decided that given the length of the document and the
costs for translation, a sample Operating Plan be submitted to Congress for noting and a full
document be available on-line to all management groups and Executive Council members.
The next WMO Strategic Plan 2016-2019
7.2.x.10 The Council considered the recommendation of the PTCs to retain the core elements of
the current Strategic Plan, viz. GSN, the five Strategic Thrusts and eight Expected Results. It
requested its WG/SOP to consider this matter further and to propose to Congress a process for
developing the next Strategic Plan taking into account key scenarios in climate change projections,
major developments including major UN conferences, and decisions by the United Nations General
Assembly, the 5th Assessment Report of the IPCC, and key scenarios in climate change
projections, the ICSU visioning exercise, outcomes of major conferences including the WCRPOpen Science Conference on Climate Research in Service to Society, and implementation of
GFCS, among others.
EC-LXII/Doc. 7.2(1), APPENDIX B
WMO
STRATEGIC
Table
of
PLAN
2012-2015
Contents
Foreword
2
Introduction
3
-
Societal benefit of weather, climate and water services
3
-
Purpose and context of the WMO Strategic Plan
5
Strategic Thrusts linking to Expected Results, Key Outcomes and Key
Performance Indicators
•
Improving service quality and service delivery
•
Advancing scientific research and application as well as development and
implementation of technology
10
•
Strengthening capacity building
12
•
Building and enhancing partnerships and cooperation
13
•
Strengthening good governance
14
9
WMO Operating Plan
14
WMO Results-based Budget
15
Monitoring and Evaluation
15
Conclusion
15
References
16
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 2
Foreword
The vision of the World Meteorological Organization (WMO) is to provide world leadership in
expertise and international cooperation in weather, climate, hydrology and water resources, and
related environmental issues, thereby contributing to the safety and well-being of people
throughout the world and to the societal and economic benefit of all nations. The strategic
direction of WMO for the period 2012-2015 and beyond is based on five Strategic Thrusts that
address the following Global Societal Needs:
(a)
(b)
(c)
Improved protection of life and property (related to impacts of hazardous weather, climate,
water and other environmental events and increased safety of transport on land, at sea
and in the air);
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 influences); and
Sustainable use of natural resources and improved environmental quality.
The World Meteorological Congress recognizes that societies all over the world are affected by
extreme weather, climate and water events, and the increase in the intensity and frequency of
some of these extreme events due to climate variability and change is a big challenge especially
to developing and least developed countries. The choice of the three broad societal needs and
priority areas of focus take into consideration the interest of all nations to protect the lives,
livelihoods and property of their citizens, to improve their well-being through sustainable use of
natural resources and to protect environment.
The Strategic Plan for 2012-2015 builds upon a long-term planning process that has enabled the
World Meteorological Congress to respond to the changing needs of its Members and society in
general. It recognizes the need to improve service quality and service delivery by advancing
scientific research and application, strengthening capacity-building, building and enhancing
partnerships and cooperation, and strengthening good governance. It is forward looking in the
medium- and long-term, anticipating new needs as well as expected technological advances.
Based on the synthesis of all relevant factors and financial realities, the Plan outlines the
achievable expected results and outcomes focusing on the period 2012-2015 and beyond. The
five Strategic Thrusts are amplified by eight Expected Results together with a set of key outcomes
and performance indicators. Within the five Strategic Thrusts and eight Expected Results are five
priority areas of focus that have significant contributions to the achievement of the Expected
Results.
The eight Expected Results and a set of key outcomes together with the associated performance
indicators form the basis for the development of WMO Operating Plan, including the allocation of
resources through Results-based Budget (RBB), and the provision of key elements for Monitoring
and Evaluation of the implementation of the Strategic Plan.
This Strategic Plan provides a clear way forward for the Organization to address the critical global
societal needs within its mission.
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 3
INTRODUCTION
Societal benefits of weather, climate and water services
The social and economic value of weather and climate information is derived from their influence
on decisions made by users in the sectors sensitive to weather and climate conditions, and tends
to increase with the quality, accuracy, timeliness, locational specificity and the user friendliness of
the information (4). The estimated economic benefits of climate forecasts related to El Niño –
Southern Oscillation (ENSO) events for the agricultural sector alone range from US $450 to
$550 million/year (minimum) for world agriculture, of which $200 - $300 million/year is for
US agriculture (1).
Recent statistics from the Centre for Research on the Epidemiology of Disasters for the period
1980 to 2007 reveal that over 90 per cent of the disasters related to natural hazards, 71 per cent
of casualties and 78 per cent of economic losses, are caused by weather-, climate- or waterrelated hazards such as tropical cyclones and storm surges, droughts, floods or health epidemics
and insect infestations. Significant reduction in losses of life and an increase in economic losses
during the period 1956-2005 are evident from Figure 1.
Figure 1a
Figure 1b
Figure 1: Decadal trends in natural hazard impacts over the five last decades showing decreasing
loss of life (left panel) and increasing economic losses (right panel) associated with
hydrometeorological hazards (3).
The warnings formulated from skilful seasonal forecasts can contribute significantly to the
reduction in losses of life and property associated with climate related natural disasters, enhanced
productivity in sectors dependent on climate (5) and efficient management of the institutions
dependent on weather and climate (2). Significant progress in improving the quality, timeliness
and utility of weather, climate, water and related environmental services (e.g. improvements in
quality of short-term forecasts in the period 1980 to 2006) has resulted from the cooperation of all
nations in sharing observations of the Earth System from the local to the global scale, coupled
with advances in data assimilation techniques and numerical models (Figure 2).
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 4
1961
1990
1978
2009
Figure 2: Improvements in anomaly correlation of 500hPa height forecasts for the northern and
southern hemispheres linked to the increase in satellite observations and skills of numerical
models.
Despite the progress in improving services, more societies are increasingly vulnerable to natural
hazards and national economies are becoming more sensitive to climate variability and change as
evidenced by the greater frequency and intensity of climate extreme events. The losses of life,
people affected and economic losses (as a percent of GDP) associated with natural hazards are
more severe for the developing countries than for developed countries). This provides a cogent
argument for improving weather, climate, water and related environmental services as well as
communications and emergency response activities, particularly in developing and least
developed countries (LDCs), Small Island Developing States (SIDS), and other vulnerable
countries.
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 5
WMO is focusing its strategic direction for the period 2012-2015 on five Strategic Thrusts that
address Global Societal Needs. Its Strategic Plan under-scores the importance of improving
service quality and service delivery by advancing scientific research and application;
strengthening capacity-building; building and enhancing partnerships and cooperation; and
strengthening good governance. The achievements of WMO over decades demonstrate its ability
to address the challenges of weather, climate, water and related environmental conditions on the
efforts of nations to improve the well-being of society and achieve sustainable development.
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 transport on land, at sea and in the air);
• 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); and
• Sustainable use of natural resources and improved environmental quality.
Purpose and Context of WMO Strategic Plan
The Mission of the World Meteorological Organization (WMO), as presented in the Convention
establishing the Organization (6) is:
(a)
(b)
(c)
(d)
(e)
(f)
To facilitate worldwide cooperation in the establishment of networks of stations for the
making of meteorological observations as well as hydrological and other geophysical
observations related to meteorology, and to promote the establishment and maintenance
of centres charged with the provision of meteorological and related services;
To promote the establishment and maintenance of systems for the rapid exchange of
meteorological and related information;
To promote standardization of meteorological and related observations and to ensure the
uniform publication of observations and statistics;
To further the application of meteorology to aviation, shipping, water problems, agriculture
and other human activities;
To promote activities in operational hydrology and to further close cooperation between
meteorological and hydrological services; and
To encourage research and training in meteorology and, as appropriate, in related fields.
and to assist in coordinating international aspects such as research and training.
Within its mission and the decision of its 189 Members to address a set of Global Societal Needs,
WMO is committed to achieving its vision of providing world leadership in expertise and
international cooperation in weather, climate, hydrology and water resources, and related
environmental issues, and thereby to contribute to the safety and well-being of people throughout
the world and to the economic benefit of all nations. Utilizing the capabilities of the National
Meteorological and Hydrological Services (NMHSs), WMO will focus its programmes and
activities on providing the best possible services to support safety and well-being of its Members
and their efforts to address global societal needs and environmental issues.
The WMO occupies a unique “niche” within the international system, in developing an unmatched
system of global cooperation in weather, climate, hydrology and related environmental
observations, data and services. It has been most effective in facilitating the development of
NMHSs in almost all countries of the world. The achievements of WMO include:
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 6
(a)
Free and Unrestricted Exchange of Meteorological and Related Data and Products;
essential for all real time weather, climate, water and related environmental services
together with the assessment of the evolution of the climate system;
(b)
International Standards for Meteorological and Related Observations ensuring high
quality and intercomparability of data – a vital feature for detecting climate change and
developing global weather and climate models and related services;
(c)
Capacity Building - in NMHSs throughout the world;
(d)
Promoting Science and Technology – transforming leading edge research into useful
products and services;
(e)
International Leadership - recognized leader in the UN System with respect to the
monitoring and prediction of weather, climate, water, and related environmental
conditions.
WMO will continue to rely on its Members, their NMHSs and national scientific institutions; other
partners, e.g., ICSU, UNESCO and UNEP, other professionals from universities and the private
sector; and national financial support to provide the scientific, programmatic and infrastructural
support necessary to implement a cost-effective international cooperation system. With global
societal needs escalating, future weather, climate, water and related environmental products and
services will require significant targeted improvements to:
(a)
Provide user targeted timely, accurate and cost-effective products and services;
(b)
Provide and promote the use of products and services in addressing the challenges of
adaptation to climate variability and change;
(c)
Enhance the effectiveness of their services and lower costs by promoting cooperation and
partnerships nationally and internationally;
(d)
Enhance the visibility of its Members and their activities by more fully participating in
international programmes and conventions; and
(e)
Assist countries in translating commitments, agreed within the framework of global
conferences, summits and international conventions, into effective and practical measures.
The Structure of the WMO Strategic Plan 2012-2015
Starting with the three Global Societal Needs (GSNs), the WMO Strategic Plan defines five
Organization-wide strategic thrusts (STs) and eight Expected Results (ERs) to achieve its vision
(Table 1).
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 7
Table 1: Schematic representation of the structure of WMO Strategic Plan 2012-2015
The eight ERs are further delineated by Key Outcomes (KOs) and their associated key
performance indicators to measure the success in achieving the results. Within the five Strategic
Thrusts and eight Expected Results are the following five priority areas that have significant
contribution to the achievement of the expected results:
(a)
(b)
(c)
(d)
(e)
Global Framework for Climate Services;
Aviation meteorological services;
Capacity Building for the developing and least developed countries;
Implementation of the WMO Integrated Global Observing System (WIGOS) and WMO
Information System (WIS); and
Disaster Risk Reduction.
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 8
Global Framework for Climate Services (GFCS)
The Global Framework for Climate Services (GFCS) is a major initiative for WMO. The Heads of
State and Government, Ministers and Heads of Delegations at the World Climate Conference-3
(Geneva, Switzerland, 2009) decided to establish a Global Framework for Climate Services
(GFCS) “to strengthen the production, availability, delivery and application of science-based
climate prediction and services.” The Framework will benefit from and contribute to the
achievement of the outcomes of most of the eight Expected Results.
Agriculture
Health
Transport
Tourism
Sectoral Users
Energy
Water
Ecosystem
Fisharies
Climate User Interface
Programme
Climate Services Information System
Observations
Observations
Climate research,
modeling and
prediction
Capacity Building
Figure 3: Components of the Global Framework for Climate Services
In addition to the pillars of observations, and climate research, modelling and predictions, Climate
Services Information System and Climate User Interface Programme are the two new
components of the Framework (Figure 3). The progress made and systems developed over the
years under the World Climate Programme through Members and their NMHSs will form the
foundation for developing the GFCS.
A detailed description of the other priority areas is provided under the related Expected Rresults.
This Strategic Plan, while focused on the financial period 2012–2015, takes into consideration
longer term social, economic and technological issues facing the Organization. It also serves as
the foundation for the WMO Operating Plan, WMO Results-based Budget (RBB), and the
performance monitoring and evaluation activities, which together define the detailed deliverables,
performance targets and the allocation of resources to achieve the expected results.
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 9
Strategic Thrust 1: Improving Service Quality and Service Delivery
Despite improvements in understanding and the prediction of the global earth system, societies,
especially in developing and least developed countries, are still vulnerable to severe weather and
extreme climate conditions. Hence, there is much more for WMO to do to assist countries
worldwide to benefit from improvements in the quality of weather, climate, water and related
environmental services together with their delivery. This requires collaborative efforts involving the
providers and users of information to ensure that the needs of the users are integrated in the
development of the products and to enhance feedback between the providers and users of
information for further improvement.
Strategic Thrust 1 has two Expected Results (ER 1 and ER 2) that focus on the provision of
weather, climate and water related services and includes disaster risk reduction as a priority area.
The scientific and technical programmes contributing to the achievement of these ERs include the
World Weather Watch (WWW) Programme, World Climate Programme (WCP), Application of
Meteorology Programme (AMP), Disaster Risk Reduction Programme (DRR), and WMO Space
Programme (WMOSP).
ER1 addresses the rapidly changing paradigm for providing meteorological (weather and climate),
hydrological and environmental services that requires service providers to:
(a)
Understand the use of the information in order to tailor the information to the user needs,
e.g., through an effective rolling reviews of client needs for its products and services;
(b)
Integrate weather, climate, water and environmental information and products into decisionmaking.
Aviation Meteorological Services is a priority area of focus under this ER 1. The economic and
social benefits that can be derived from air transport make it one of the world’s most important
industries. Air transport, for example, is a critical factor in world trade and plays a major role in the
development of a globalized economy. As an economic catalyst for growth, air transport has a
tremendous impact on the performance of regional economies, both through its own activities and
as an enabler of other industries in catalytic or spin-off benefits. The advances in air transport have
created the need to improve the delivery of services to the sector to contribute to the safety,
regularity and efficiency of international air navigation. Such improvements require more training of
staff and upgrading of infrastructure.
The implementation of quality management system (QMS) comprising of procedures, processes
and resources necessary to facilitate quality management of the meteorological information
supplied to the users is of paramount importance, as is the demonstration of competencies for
aeronautical meteorological personnel especially in developing and least developed countries.
The ER 2 addresses the need for NMHSs to be an integral component of multi-hazard national
emergency management system and to work with relevant sectors to develop products and
information to support their specific needs for decision-making in responding to extreme climate,
water and related environmental events.
Disaster risk reduction is a priority area due to the negative impacts of natural disasters on the
achievement of the GSNs. Weather, climate and water related disasters continue to result in very
high human and economic costs, and displacement of large populations in many countries,
particularly in developing and least developed countries. By developing a set of contingency
measures based on weather, climate, water and related early warning systems, including
environmental information and services, nations can save more lives and reduce economic losses
associated with natural disasters.
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 10
Strategic Thrust 2:
Advancing scientific research and application as well as
development and implementation of technology
Past scientific and technical advances have made significant contributions to improving weather,
climate, water and related environmental information and services. Further scientific and technical
advances are needed to increase the scope, accuracy and lead time of weather, climate, water
and related environmental information and services, and to enhance the availability of
comprehensive and robust information networks for improving the quality of services to address
the many remaining challenges that have been exacerbated by population growth, greater use of
marginal land areas, and diversified human activities.
Strategic Thrust 2 has three Expected Results (ER 3, ER 4 and ER 5) (Table 1) together with
their key outcomes and performance indicators, and 3 priority areas for implementation in 20122015. The scientific and technical programmes contributing to the achievement of these ERs
include the World Weather Watch (WWW) Programme, World Climate Programme (WCP)
including the co-sponsored World Climate Research Programme (WCRP) and the Global Climate
Observing System (GCOS), Application of Meteorology Programme (AMP), Atmospheric Research
and Environment Programme (AREP), Hydrology and Water Resources Programme (HWRP), and
WMO Space Programme (WMOSP).
ER 3 addresses WMO activities to make its data, products and services more useful to society and
relevant in day-to-day decision-making. Greater emphasis on sectoral applications, such as those
in agriculture, water management and disaster risk reduction, will be essential in future products
and services from the NMHSs. The Global Framework for Climate Services (Figure 3) is a priority
area under ER 3 especially as it relates to the two new pillars of the Framework namely the
Climate Services Information System (CSIS) and the Climate User Interface Programme. An
important feature of the Framework (Figure 3), is the close interaction between users and providers
of climate information and products, (i.e., Climate User Interface Programme), with the value of the
service being judged on its ability to improve decision-making. The CSIS will develop better climate
information and prediction products from operational NMHS systems and disseminate them more
effectively to meet user needs. The progress made and systems developed over the years under
the World Climate Programme through Members and their NMHSs will form the foundation for
developing the CSIS.
The priority in generating hydrologic information and products will be on enhanced, quality,
efficiency and effectiveness. Among the initiatives will be to prepare guidance materials to be
utilized to increase the capacities of the NMHSs, particularly in developing and least developed
countries, to improve hydrological forecasting, water resources assessment and management, and
adaptation to climate variability and change. WMO also will seek to mobilize resources for the
improvement of hydrological networks in developing and least developed countries.
ER 4 addresses improvements in three systems - WIGOS, WIS and a strengthened co-sponsored
Global Climate Observing System (GCOS)1, which facilitates improvements in the quality of climate
data of the total climate system to meet the needs of international, regional and national users of
climate data and the derived products. These activities will support the observational requirements
for the GFCS, the Intergovernmental Panel on Climate Change (IPCC), and WMO Members in their
national climate services in meeting their obligations in various international conventions such as
UNFCCC, the UNCCD and the Ozone Convention.
The WMO Integrated Global Observing System (WIGOS) and WMO Information System (WIS)
are priority areas under ER 4.
1
The GCOS has the responsibility for setting the requirements of climate observations and related data and
products and working with WMO components (NMHSs), technical commissions, regional associations and its
observing system partners (e.g., GOOS, GTOS, CEOS, GEOSS of the GEO) to improve climate observations
for all observing system domains and from both ground-based and space-based systems.
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 11
Weather, climate, water and related observations, gathered by NMHSs and partners, form the
foundations for the delivery of all services provided by NMHSs and for much of the research to
improve our understanding of the Earth system together with its prediction and assessment. The
Fifteenth WMO Congress (Cg-XV, May 2007), decided to establish the WMO Integrated Global
Observing Systems (WIGOS), a coordinated, comprehensive and sustainable system, to address
observational requirements of all WMO Programmes and partners, including those of the Global
Earth Observation System of Systems (GEOSS) of the Group on Earth Observations(GEO), in the
most cost effective way. The WIGOS will enhance observing capabilities, data and product quality,
and interoperability among WMO Global Observing Systems (GOS, GAW and WHYCOS) and
other WMO co-sponsored observing systems (Figure 4). 2 The goal is to provide improved
information and products to support decision-making at all levels.
Figure 4: The WMO Global Observing System that forms the foundation for establishing the WMO
Integrated Global Observing Systems (WIGOS)
Cg-XV also decided to develop and implement WIS as a pillar of WMO strategy to efficiently
manage and move weather, climate, water and related environmental information and products
into the 21st century. The WIS provides an integrated approach suitable for all WMO Programmes
to meet the requirements for routine collection and automated dissemination of observed data and
products, as well as data discovery, access and retrieval services for all weather, climate, water
and related data produced by centres and Members in the framework of any WMO Programme.
2
The WMO co-sponsored systems include the Global Ocean Observing System (GOOS), Global Terrestrial
Observing System (GTOS) and Global Climate Observing System (GCOS).
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 12
The ER 5 addresses improvements in the prediction of weather and climate, and observations and
the assessments of atmospheric chemistry.
Future research will follow a balanced and seamless approach to weather, climate and water
services, including developing forecasts of a broader range of environmental parameters, such as
air quality, sand and dust storms, and changes in vegetation, to meet the needs of users and the
urgent demands to reduce the vulnerability of communities. Figure 5 shows the challenges of
developing ‘seamless’ products and services, and the available climate information and gaps. The
future approach to weather, climate and water research, predictions and services will:
(a)
(b)
(c)
Take a unified approach over multiple time and spatial scales, including a requirement for
the downscaling of climate information;
Invest in increasingly high-performance computing to accommodate the increasing
complexity and detail of models; and
Develop closer linkages between research, operations and users, e.g., through Forecast
Demonstration Projects (FDP) to enable Members to rapidly operationalize research
outputs for service delivery.
Decades
Outlook
Threats
Assessments
Forecasts
Anthropogenic
Forcing
Years
Forecast Lead Time
Predictio
n
Guidance
Forecast
Uncertainty
Centuries
Climate Change.
Change.
Scenarios
Climate Variability
Seasons
Months
Boundary
Conditions
2 Weeks
Weather
1 Week
Initial
Conditions
Days
Watches
Hours
Warnings & Alert
Coordination
Adapted from: NOAA
Minutes
Environment
State/Local
Planning
Commerce
Health
Energy
Ecosystem
Recreation
Water Resource
Planning
Agriculture
Hydropower
Fire Weather
Transportation
Space
Applications
Water
Management
Protection of
Life & Property
Applications
Figure 5: Schematic diagram showing the challenges of developing ‘seamless’ products and
Services, and the available climate information and gaps (Source: NOAA).
Strategic Thrust 3: Strengthening Capacity-Building
The human resource and infrastructure capacity of an NMHS has a significant influence on the
quality of services and their delivery including the ability of the users to interpret and integrate the
services into decision-making. Despite continued improvements in science and technology, many
NMHSs in developing and least developed countries often cannot take advantage of these
improvements due to inadequate infrastructure and insufficient skilled personnel. Institutional
capacity building is needed to improve ability to conduct targeted research; for management,
planning and policy development; and to develop communication skills to improve their interactions
with clients, the media, and their governments.
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 13
Strategic Thrust 3 has one Expected Result (ER 6), which addresses the need to improve
infrastructure and systems operated by NMHSs and human resources with special emphasis on
the future developments of multi-hazard warning and response systems and climate services to
support the Global Framework for Climate Services. The scientific and technical programmes
contributing to the achievement of this ER include the World Weather Watch (WWW) Programme,
World Climate Programme (WCP), Applications of Meteorology Programme (AMP), Hydrology and
Water Resources Programme (HWRP), Regional Programme (RP) including the Least Developing
Countries Programme (LDCP), Technical Cooperation Programme (TCOP), Disaster Risk
Reduction Programme (DRR) and WMO Space Programme (WMOSP).
Capacity Building for the developing and least developed countries is a priority area in ER 6
since it is critical for improving the NMHSs’ capabilities and capacities to improve the
quality and delivery of services together with the involvement with users in other
governmental organizations, civil society, private sector and intergovernmental groupings. The
main objectives of this priority area are to:
(a)
Give particular attention to the education and training needs of NMHSs in developing
countries, Least Developed Countries and Small Islands Developing States to address
specific issues such as forecaster qualifications for aviation meteorology, the GFCS and
disaster risk reduction;
(b)
Increase awareness on the socio-economic benefits of the products and services provided
by the NMHSs and regional centres, including their contribution to the achievement of the
Millennium Development Goals;
(c)
Assist NMHSs managers with tools for building effective communication with governments,
policy- and decision-makers, and development partners;
(d)
Continuously assess and address NMHS training needs, including professional training and
development, technical training, project development and management training;
(e)
Expand the number of strategic partnerships with internal and external stakeholders;
(f)
Support the above initiatives through enhanced resource mobilization.
Success in these efforts, especially by developing and least developed countries, will require
cooperative efforts with Members, and international and regional partners, to mobilize resources
from multiple extrabudgetary sources.
Strategic Thrust 4: Building and enhancing partnerships and cooperation
The complexity of the Earth system and the interconnections between weather, water, climate and
related environmental processes and hazards are increasingly challenging the scientific and
financial capacity of WMO to improve the quality and accuracy of information and products. No
single government or agency has the necessary resources to address all the challenges on its
own. Consequently, the Organization’s success depends on its ability to partner effectively with
internal stakeholders and external organizations in addressing the GSNs.
The partnership strategic thrust is important to:
(a)
Heighten understanding and use of WMO’s environmental information and service
capabilities by the United Nations system, WMO Members, and international and national
organizations, e.g., in implementing the GFCS and other initiatives;
(b)
Enhance partnerships with other major international scientific organizations due to the
increasing complexity and multi-disciplinary of the basic science issues required to provide
improved products and services;
(c)
Enhance WMO’s ability to increase the scope of its information and products and to
develop and sustain service improvements by leveraging the capabilities of partners;
(d)
Broaden partnerships between developed, developing and least developed countries
involving relevant national agencies, e.g., with emergency management agencies; and
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 14
(e)
Maintain a proactive role in ensuring a coherent, science-based approach within the
United Nations System and among other stakeholders to implement environmental
conventions, including outcomes of World Summits and follow-up to all relevant United
Nations Conventions.
Strategic Thrust 4 (Table 1) has one Expected Result (ER 7), which addresses the need to
enhance cooperation and partnerships among national and international institutions to achieve the
shared objectives. The scientific and technical programmes contributing to the achievement of this
ER include the World Weather Watch (WWW) Programme, World Climate Programme (WCP)
including the Intergovernmental Panel on Climate Change (IPCC), Applications of Meteorology
Programme (AMP), Atmospheric Research and Environment Programme (AREP), Hydrology and
Water Resources Programme (HWRP) and Technical Cooperation Programme (TCOP).
S t r a t e g i c T h r u s t 5 : Strengthening good governance
Good governance promotes open and transparent processes, and efficient and effective use of
resources and increases accountability for resource expenditure linked to achievement of
expected results.
This strategic thrust aims to improve management of WMO as a whole by:
(a)
Improving the efficiency and effectiveness of its governing and constituent bodies;
(b)
Promoting open and transparent business processes, efficient and effective use of
resources and equitable treatment of all parties;
(c)
Enhancing the efficiency of the WMO Secretariat;
(d)
Ensuring the integrity of WMO management systems,
(e)
Improving the connection between its strategic initiatives and programmes and budget,
through results-based management systems and practices;
(f)
Conducting a comprehensive review of its structure, programmes and priorities and
implementing the findings thereof.
Strategic Thrust 5 has one Expected Result (ER 8), which addresses the need to improve the
efficiency and effectiveness of the Organization.
The management priority is focused on improving the efficiency, effectiveness and transparency of
the programmatic and financial management of the Organization. This includes developing a
visionary Strategic Plan, a clear and effective WMO Operating Plan and WMO Results-based Budget
for the financial period 2012–2015 together with a monitoring and evaluation system. It will also
enhance the effectiveness and efficiency in service delivery.
WMO OPERATING PLAN
The WMO Operating Plan translates the Strategic Thrusts, Expected Results and Key Outcomes
described in the Strategic Plan into specific programme activities and projects, which are needed
to address the global societal needs and achieve the expected results. The WMO Operating Plan
is comprehensive in that it distinguishes the contribution of WMO Members, technical
commissions, regional associations and the Secretariat. Starting with the Key Outcomes, it
specifies the deliverables; programme activities and performance metrics to assess progress in
achievement of the Expected Results. It encompasses activities of the eight WMO Technical
Commissions {Commission for Basic Systems (CBS), Commission for Instruments and Methods
of Observation (CIMO), Commission for Hydrology (CHy), Commission for Atmospheric Sciences
(CAS),
Commission for Aeronautical Meteorology (CAeM), Commission for Agricultural
Meteorology (CAgM), Commission for Climatology (CCl), and Joint WMO-IOC Commission for
Oceanography and Marine Meteorology (JCOMM)}, the six regional associations {RA I (Africa),
RA II (Asia), RA III (South America), RA IV (North America, Central America and the Caribbean),
RA V (South-West Pacific) and RA VI (Europe)} and the EC working groups, panels and
committees. It forms the basis for resource allocation and monitoring and evaluation.
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 15
WMO RESULTS-BASED BUDGET
WMO Results-based Budget (RBB) identifies specific programme activities, initiatives, and the
resources that the Secretariat, working with regional associations, technical commissions and the
EC working groups, panels and committees, is required to implement to achieve the Key
Outcomes and Expected Results.
The end result is a results-based budget containing the following items:
(a)
A logical framework for informed budgetary decision-making, which provides the Expected
Results, deliverables, programme activities and performance indicators, together with the
required resources;
(b)
Resource justification by results, which is designed to optimize the use of resources and
improve the Secretariat’s responsiveness to meet Members’ needs;
(c)
Incorporation into the budgetary decision-making process of performance measures
gauging progress towards key performance targets against allocated resources.
The RBB is approved by the Congress.
MONITORING AND EVALUATION
The monitoring and evaluation (M&E) are tools to measure the performance of the Organization in
the implementation of its Strategic Plan. Monitoring and evaluation also contribute to identifying
good practices and lessons learned with respect to implementation as well as policy, strategy and
programmatic design that will inform the next phase of strategic planning. They provide information
for ensuring the continuing effectiveness and relevance of the WMO Programmes. The evaluation
results are important inputs to the strategic planning process and are used to adjust strategic
direction and priorities, if required.
Whereas monitoring is an ongoing function, annual evaluations are conducted and results are
reported to the constituent bodies of WMO, in particular the Executive Council.
The M&E procedures and practices are defined in the WMO Monitoring and Evaluation System.
Monitoring and evaluation of the implementation of the WMO strategic Plan through the WMO
Operating Plan and RBB is the joint responsibility of WMO constituent bodies, Members and the
Secretariat.
CONCLUSION
WMO is focusing its strategic direction for the period 2012-2015 on five Strategic Thrusts that
address Global Societal Needs and facilitates the achievement of eight Expected Results. Its
Strategic Plan under-scores the importance of improving service quality and service delivery by
advancing scientific research and application, strengthening capacity-building, building and
enhancing partnerships and cooperation, and strengthening good governance.
Within the Strategic Thrusts and eight Expected Results are five priority areas of focus that have
significant contribution to the achievement of Expected Results. Advancing these priorities offers
great potential for improving weather, climate, water and related environmental products and
services offered by the NMHSs, for enhancing WMO and its Members contribution to global
initiatives, and for strengthening the capacities and involvement of all Members within their
countries and in regional and global activities, especially those in developing and least developed
countries.
This Strategic Plan provides a clear way forward for the Organization to address the critical global
societal needs agreed upon by Members. More information about WMO and its strategic planning
process is available on its Website: www.wmo.int
EC-LXII/Doc. 7.2(1), APPENDIX B, p. 16
References
1
Adams, Richard M., Chi-Chung Chen, Bruce A. McCarl, and Rodney F. Weiher. “The
Economic Consequences of ENSO Events for Agriculture.” Climate Research 13: 165-172,
1999:
2
Georgakakos, K.P., and N.E. Graham, 2008: Potential Benefits of Seasonal Inflow Prediction
Uncertainty for reservoir release decisions, J. Appl. Meteor. And Climatol., 47, 1297-1321.
3
Golnaraghi, M, J. Douris, and J.B. Migraine, Saving Lives Through Early Warning Systems
and Emergency Preparedness, Risk Wise, Tudor Rose Publishing, pp 137-141, 2009.
4
Gunasekera, D. : Economic issues relating to meteorological service provision (BMRC
Research Report No. 102, Australian Bureau of Meteorology, 2002
5
Meza, F.J., J.W. Hansen and D. Osgood,: Economic Value of Seasonal Climate Forecasts for
Agriculture: Review of Ex-Ante Assessments and Recommendations for Future Research,
J. Appl. Meteorol and Climatol., 47, 1269–1286, 2008.
6
WMO-No.15, Convention of the World Meteorological Organization, Basic Documents No.1,
2007 edition.
__________
World Meteorological Organization
EC-LXII/Rep. 7.2(1)
EXECUTIVE COUNCIL
Submitted by:
Date:
SIXTY-SECOND SESSION
Original Language:
Geneva, 8 to 18 June 2010
Agenda Item:
Secretary-General &
Chairman, EC Working
Group on WMO
Strategic and
Operational Planning
31.V.2010
English
7.2
Expected Result: 11
EFFECTIVE AND EFFICIENT MANAGEMENT PERFORMANCE AND
OVERSIGHT OF THE ORGANIZATION
Strategic Thrust: Efficient Management and Good Governance
STRATEGIC PLAN AND OPERATING PLAN
PROGRESS/ACTIVITY REPORT
SUMMARY
Reference:
EC-LXII/Doc. 7.2(1)
CONTENT OF DOCUMENT:
Appendices:
A.
B.
Progress/Activity Report
Detailed description of the Structure, Strategic Thrusts, Expected Results and Key Outcomes of the WMO
Strategic Plan 2012-2015
EC-LXII/Rep. 7.2(1), APPENDIX A
PROGRESS/ACTIVITY REPORT
STRATEGIC PLAN AND OPERATING PLAN
Summary of Cg/EC guidance and directives
1.
EC-LXI, taking into consideration the guidance and directives concerning the WMO strategic
planning process from Cg-XV and EC-LX, and the recommendations of Executive Council Working
Group on Strategic and Operational Planning (EC WG/SOP, March 2009), gave guidance for the
development of WMO SP and OP 2012-2015 as follows:
Strategic Plan 2012-2015
(a)
The strategic direction of the Organization should be based on a set of Global Societal
Needs (GSN) given in Table 1 of Annex VI to paragraph 7.2.7 of the EC-LXI report;
(b)
To use the “results chain”, i.e. Strategic Thrusts (ST) -> Expected Results (ER) -> Key
Outcomes (KO) -> Deliverables -> Activities, as the structure of the strategic planning
process;
(c)
Strategic Plan and Operating Plan should be concise and easily understood by different
audiences including decision-makers;
(d)
To describe what stakeholders outside WMO expect from the Organization in the medium
and longer term;
(e)
The framework of the next SP should consist of the five Strategic Thrusts (ST) and eight
Organization-wide Expected Results (ER) given in Table 2 of Annex VI to paragraph 7.2.7
of the EC-LXI report;
(f)
The STs should be elaborated according to the outline given in Table 3 of Annex VI to
paragraph 7.2.7 of the EC-LXI report;
(g)
To develop a focused set of limited Key Performance Indicators highlighting the added
value of the services rendered by the Organization to its Members;
(h)
The Key Performance Indicators should remain stable and be measurable over the longer
term enabling the monitoring and performance evaluation process;
(i)
The framework given in Table 4 of Annex VI to paragraph 7.2.7 of the EC-LXI report should
guide the design of such a revised set of clear, measurable and result-oriented
performance metrics;
(j)
To involve regional associations and technical commissions in the development of
Expected Results and Key Performance Indicators, Key Outcomes and a manageable
number of related performance measurement parameters and to ensure that those are
based on Members’ needs and adequately reflect the programme areas of the Organization;
(k)
Include achievements of WMO (Table 5 of Annex VI to paragraph 7.2.8 of the EC-LXI
report).
EC-LXII/Rep. 7.2(1), APPENDIX A, p. 2
WMO Operating Plan
(a)
To involve technical commissions and regional associations from the outset of the strategic
planning process facilitate the development of Operating Plan on an Organization-wide
basis in line with the decisions of Cg and EC;
(b)
To develop the KOs in an active coordination process involving EC, RAs, TCs and the
Secretariat in a form that relates to the WMO Programmes and provides the basis for the
necessary programme activities, the budget planning and the resulting budget proposal;
(c)
To identify and benefit from cross-programme synergies between the technical
commissions and regional associations so as to obtain effective and optimized programme
implementation plans;
(d)
To identify and describe in the WMO Operating Plan the roles and responsibilities of
constituent bodies.
Planning Documents
(a)
WMO Strategic Plan together with WMO Strategic Executive Summary;
(b)
Secretariat Implementation Plan and Budget;
(c)
WMO Operating Plan.
2.
Progress in the development of WMO Strategic Plan and Operating Plan 2012-2015
2.1
Strategic Plan
2.1.1
The structure of the SP for the period 2012-2015 is based on the decisions of EC-LXI.
2.1.2 The presidents of TCs and RAs have been involved in the process and provided inputs that
were integrated into the draft SP.
2.1.3 Every effort was made to have a close linkage among the planning documents including
with WMO Monitoring and Evaluation (M&E) system.
2.1.4 The Key Outcomes and performance indicators are linked to the associated Expected
Results to facilitate the monitoring and evaluation in the progress in the achievement of results.
2.1.5 The draft WMO Strategic Executive Summary is aimed at communicating the strategic
direction of WMO to the Members and partners.
2.2
Secretariat Operating Plan and Budget
2.2.1 The WMO Results-based Budget and the Secretariat Implementation Plan, based on the
decisions of EC-LXI on the structure of OP, are submitted under a separate document.
2.3
WMO Operating Plan
2.3.1 The TCs and RAs were requested to develop their operating plans for the period 20122015 based on the Strategic Plan and the template used to develop the Secretariat Implementation
Plan and Budget.
EC-LXII/Rep. 7.2(1), APPENDIX A, p. 3
2.3.2 The inputs from TCs, RAs and Secretariat were used to develop WMO Operating Plan for
the period 2012-2015.
2.3.3 More guidance was needed on further development of the Operating Plan that would be
presented to the 2011 meeting of the WG on SOP, taking into consideration that the Strategic Plan
and the Results-based Budget (RBB) will be submitted to Members in October 2010, six months
before Congress, as is required.
3.
The third session of the EC WG/SOP
3.1
The third session of the working group, held in Geneva from 29 to 31 March 2010,
considered the WMO SP, the WMO Strategic Executive Summary, Secretariat Implementation
Plan and Budget, and the progress in the development of WMO-wide Operating Plan, among other
issues related to their responsibility.
3.2
The recommendations of the working group related to the WMO SP, Operating Plan, and
Secretariat Implementation Plan and Budget (see Annex to this paragraph) were integrated into the
respective documents submitted to EC-LXII.
__________
Annex: 1
EC-LXII/Rep. 7.2(1), APPENDIX A, p. 4
ANNEX
Annex to paragraph 3.2
RECOMMENDATIONS TO EXECUTIVE COUNCIL FOR ENDORSEMENT
FROM THE THIRD SESSION OF THE EC WORKING GROUP ON WMO STRATEGIC AND
OPERATIONAL PLANNING (WG/SOP)
(GENEVA, 29-31 MARCH 2010)
Recommendations concerning the draft WMO Strategic and
Operating Plan 2012-2015 (agenda item 3)
Strategic Plan
1.
The working group (WG) noted that the document showed marked improvement from the
zero-draft that had been shared in December 2009, and the short version, which did not give
details on KO and KPI, considered more appropriate for decision-making. The working group
noted, however, that more work need to be done to improve KPI based on the results from WMO
Monitoring and Evaluation.
2.
The WG suggested that the following be considered in the further development of the
Strategic Plan 2012-2015:
(a)
Improve the introduction by using materials in the conclusion of the document circulated in
December 2009 and have a shorter introduction;
(b)
Improve the presentation of economic benefits of NMHSs;
(c)
Under ER 2 – consider inclusion of a reference to a drought early warning system;
(d)
Under ER 3 – consider inclusion of a reference to drought prediction for risk management;
(e)
KO 5.5 - A reference to prediction of the Asian Monsoon/ENSO;
(f)
Focus on enabling Members to engage in research (ER5);
(g)
Make priority areas more visible and ensure consistency and alignment with the 5 Strategic
Thrusts, and the Secretariat Implementation Plan and budget document. Bullet points in
the introduction should also better align with the rest of the document;
(h)
Further improve linkages between KPI’s and outcomes;
(i)
Revisit text on Capacity Building (CB) to: (i) ensure that the priority capacity building
interventions are in LDC’s and developing countries; and (ii) and resolve how to deal with
CB as a Strategic Thrust and as an ER;
(j)
Rework ER 6 KO’s and KPI’s based on feedback from the EC Panel on Education and
Training;
(k)
Aviation be included as a priority – either in KOs or KPIs;
EC-LXII/Rep. 7.2(1), APPENDIX A, p. 5
(l)
Ensure that the document reflects tools for enabling Members to achieve ER’s and that the
articulation also captures the strategic directional issues and differentiates from the tools
(e.g. ER 5 and use of demonstration projects); and
(m)
Correct/review the definition in the Strategic Plan of the WMO Operating Plan with regard
to programme activities and their contribution to ERs. In FP15 the WMO had a Secretariat
OP in the FP 16 there will be a WMO OP. The WMO budget will need to clearly reflect
how funding of activities in FP16 relates to similar activities in FP15, taking note of the
change in nature of the OP.
3.
The WG recommended that: (i) the short document be used as the primary strategic
planning document for approval by Congress; (ii) the current long-version which includes the
‘architecture of the planning process’ be attached as an Annex; and (iii) that the reworked Strategic
Plan be submitted to the EC for its consideration
Operating Plan
4.
The WG suggested that:
(a)
Effectiveness and efficiency of TCs are separate issues that need to be analyzed
separately. In streamlining operations close attention in the WMO OP (which contains the
Secretariat Operating Plan) needs to be given to the effectiveness of the working
mechanism affected;
(b)
The Operating Plan that includes contributions by the TC’s, RA’s and the EC Working
Groups, Panels and Committees be prepared in a format that clearly identifies the links
among ER’s, KO’s and the budget;
(c)
A time-table for providing inputs into the Operating Plans be prepared to facilitate timely
submissions of inputs;
(d)
The Secretariat to facilitate the sharing of inputs between
synergies;
(e)
The EC Panels, including the EC Panel on Polar Meteorology, be requested to provide
inputs to WMO-wide Operating Plan; and
(f)
The meetings of TCs should focus on outcomes and decisions that define follow-up actions.
RAs and TCs to enhance
5.
The working group recommended that the WMO-wide Operating Plan be further developed
and submitted to EC-LXII for consideration.
Recommendations on Secretariat implementation plan and budget, including ZNG
implications for 1996-2011 (agenda item 7.2)
6.
The working group considered the consistency between the Strategic Plan and budget
presentation 2012-2015. The Chairman outlined a number of proposals on how to improve the
current format of the presentation. These included a more detailed comparison between the
budget proposal for 2012-2015 with 2008-2011, activity description by WMO Programmes and
detailed budget estimates by activity, including the implications of budget reductions under
Options 1 and 2. The Chairman made reference and presented a resource format recently used
for the ETR programme. Issues related to the selection and costing of the four budget priorities
were discussed, including the linkage between priorities and strategic thrusts. The resource
EC-LXII/Rep. 7.2(1), APPENDIX A, p. 6
allocations by Expected Results were reviewed, in particular the adequacy of resources for priority
areas.
7.
It was suggested that:
(a)
The budget presentation be reworked to ease comparisons between the financial periods
at programmatic level without detracting from the value of results-based management
approach;
(b)
It should be made clear how the WMO-wide Operating Plan that reflects the work of
TCs ,RAs, and EC subsidiary bodies influences the budgeting allocations to programmes;
(c)
The Secretariat explores additional opportunities to enhance efficiency by, among others,
reducing the number and length of meetings, streamlining administrative procedures and
reviewing the staff distribution between professional and general service category;
(d)
Priority areas in strategic plan and those in the proposed budget should be aligned so that
the resource allocation to those priorities is clearer; and
(e)
Ensure that % allocations of budget to ERs can be explained in how these allocations align
to the Strategic Plan.
8.
The working group requested that the document be submitted early to FINAC and EC for
further consideration.
9.
The working group recommended that the revised Secretariat Implementation Plan and
Budget (2012-2015) that takes into account the above suggestions be submitted to FINAC in
May 2011 and EC-62 for their further consideration
10.
The WG recommended that the Secretariat Implementation Plan be referred to as the
Secretariat Operating Plan which would be embedded within the WMO Operating Plan.
__________
EC-LXII/Rep. 7.2(1), APPENDIX B
DRAFT
Detailed Description of the Structure, Strategic Thrusts, Expected Results and Key
Outcomes of the
WMO Strategic Plan 2012-2015
Table of Contents
The Structure of the WMO Strategic Plan 2012-2015 Strategic Thrusts linking to Expected
Results, Key Outcomes and Key Performance Indicators
Page
–
Improving service quality and service delivery ...................................................5
–
Advancing scientific research and application as well as development and
implementation of technology………………………….. .........................................8
–
Strengthening capacity building ............................................. 15
–
Building and enhancing partnerships and cooperation ........................................ 18
–
Strengthening good governance...................................................................... 20
–
WMO Operating Plan ................................................................................................... 22
–
WMO Results-based Budget......................................................................................... 22
–
Monitoring and evaluation ............................. …………………………………………….22
–
Conclusion ................................................................................................................23
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 2
The Structure of the WMO Strategic Plan 2012-2015
Starting with the three Global Societal Needs (GSNs), the WMO Strategic Plan defines five
Organization-wide Strategic Thrusts (STs) and eight Expected Results (ERs) to achieve its vision
(Table 1).
Table 1: Schematic representation of the structure of WMO Strategic Plan 2012-2015
The eight ERs are further delineated by Key Outcomes (KOs) and their associated key
performance indicators to measure the success in achieving the results. Within the five Strategic
Thrusts and eight Expected Results are the following five priority areas that have significant
contribution to the achievement of the expected results:
•
•
•
Global Framework for Climate Services;
Aviation meteorological services;
Capacity Building for the developing and least developed countries;
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 3
•
•
Implementation of the WMO Integrated Global Observing System (WIGOS) and WMO
Information System (WIS); and
Disaster Risk Reduction.
Global Framework for Climate Services (GFCS)
The Global Framework for Climate Services (GFCS) is a major initiative for WMO. The Heads of
State and Government, Ministers and Heads of Delegations at the World Climate Conference-3
(Geneva, Switzerland, 2009) decided to establish a Global Framework for Climate Services
(GFCS) “to strengthen the production, availability, delivery and application of science-based
climate prediction and services.” The Framework will benefit from and contribute to the
achievement of the outcomes of most of the ERs.
Agriculture
Health
Transport
Tourism
Sectoral Users
Energy
Water
Ecosystem
Fisharies
Climate User Interface
Programme
Climate Services Information System
Observations
Observations
Climate research,
modeling and
prediction
Capacity Building
Figure 1: Components of the Global Framework for Climate Services
In addition to the pillars of observations, climate research, modelling and predictions, Climate
Services Information System and Climate User Interface Programme are the two new
components of the Framework (Figure 1). The progress made and systems developed over the
years under the World Climate Programme through Members and their NMHSs will form the
foundation for developing the GFCS.
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 4
The Key Outcomes under GFCS address the needs of its components.
Expected Result
Key Outcome
Key Performance
Indicator
Contributing
Programmes
ER 4 (primary) only
KO 1: Provision of
improved comprehensive
climate observations
ER 3 (primary result)/ER 5
(secondary)
KO 2: Improved and
sustained interaction
between the research, the
operational prediction and
product development and
the sectoral user
communities for putting
climate and applied
climate research
advances into practice
under GFCS
Number of climate data
and metadata standards
and protocols established
and adopted by Members
• Number of NMSs
participating in
regional research
projects transferring
research products to
operational products
• Number of NMSs
using and interpreting
climate change
scenarios in interaction
with users
ER 3 (primary only)
KO 3: Improved
infrastructure and
standardized technical
procedures and tools, for
development and
coordinated flow of GFCS
information and products
•
World Climate
Programme,
World Climate Research
Programme,
Global Climate Observing
System,
World Weather Watch
Programme,
Disaster Risk Reduction
Programme,
Technical Cooperation
Programme,
Hydrology and Water
Resources Programme,
Atmospheric Research
and Environment
Programme,
WMO Space Programme,
Regional Programme, and
Applications of
Meteorology Programme
KO 4: Enhanced and
expanded user interface
mechanisms, user-driven
outlook forums and
information portals
•
KO 5: Enhanced
capacities to carry out
GFCS climate functions
•
ER 3 (primary)/ ER 1
(secondary)
ER 3 (primary)/ ER 6
(secondary)
•
•
•
Number of new
standardized products,
tools and procedures
established and
operationalized
Number of RCCs
established
Number of Members
interacting with users
while providing
climate services,
Number of NCOFs
established
Number of Members
with formal National
Climate Centres,
accessing global and
regional products, and
transmitting climate
products for national
needs
Number of Members
with trained and
certified climate
professionals
A detailed description of the other priority areas is provided under the result to which they have
the highest contribution.
The involvement of the WMO Technical Commissions, Regional Associations and the Secretariat
in the strategic planning process ensures a focused and coordinated approach across the
Organization.
This Strategic Plan, while focused on the financial period 2012–2015, takes into consideration
longer term social, economic and technological issues facing the Organization. It also serves as
the foundation for the WMO Operating Plan, WMO Results-based Budget, and the performance
monitoring and evaluation activities, which together define the detailed deliverables, performance
targets and the allocation of resources to achieve the Expected Results.
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 5
Strategic Thrust 1: Improving Service Quality and Service Delivery
WMO has facilitated the development of systems and standards for gathering, processing and
sharing of weather, climate, water and related environmental observations to provide services for
protecting life and property and spur socio-economic development. Despite improvements in
understanding and the prediction of the global earth system, societies, especially in developing
and least developed countries, are still vulnerable to severe weather and extreme climate
conditions. Hence, there is much more for WMO to do to assist communities worldwide to benefit
from improvements in the quality of weather, climate, water and related environmental services
and their delivery.
Weather, climate, water and related environmental information can only
be of benefit if it reaches the users on time and in an understandable
and usable form, to support decision-making. This requires collaborative
efforts involving the providers and users of information to ensure that
the needs of the users are integrated in the development of the products
and to enhance feedback between the providers and users of
information for further improvement. Upgrades in telecommunications
and other technologies for transmitting information from providers to
users are required to increase the speed and volume of information
provided and to reduce costs.
Those who provide
the information must
better
understand
the users’ needs and
how information is
applied in decisionand new
making,
techniques will need
to be developed to
provide it
This strategic thrust is aimed at accomplishing the following tasks:
•
Enhance the delivery of services by improving the speed, volume and cost-effectiveness of
telecommunications systems to ensure timely and cost effective delivery of information and
products for use in planning, policy formulation and decision-making;
•
Enhance the ability of the NMHSs to address user needs by implementing procedures for
receiving inputs and feedbacks from users (e.g. rolling review of users’ needs and
feedbacks), making them more aware and capable of responding to the users with their
information and services;
•
Develop climate services within the NMHSs and at regional centres for multiple users,
including those in hydrology, agriculture and fisheries that are essential to sustain water
and food security;
•
Increase the provision of weather, climate, water and related environmental information to
various planners and policy makers for sustainable development practitioners;
•
Expand the provision of weather information needed to improve aviation safety and air
traffic management;
•
Improve the operational oceanographic and marine meteorological services that many
Members provide by delivering more specific and targeted marine products to users;
•
Enhance capabilities and capacities of NMHSs with respect to disaster risk reduction in the
weather, climate and water domains, with strengthened appropriate mechanisms at the
national and international levels; in partnership with other international organizations;
•
Bolster the effectiveness of multi-hazard early warning by augmenting capabilities and
capacities to produce and deliver warnings related to a broader range of environmental
hazards, including tsunamis, accidental nuclear releases, volcanic eruptions and other
environmental events.
Strategic Thrust 1 has two Expected Results (ER 1 and ER 2) together with their key outcomes
and performance indicators and one priority area. The scientific and technical programmes
contributing to the achievement of these ERs include the World Weather Watch (WWW)
Programme, World Climate Programme (WCP), Applications of Meteorology Programme (AMP),
Disaster Risk Reduction Programme (DRR), and WMO Space Programme (WMOSP).
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 6
Expected Result 1(ER 1):
Enhanced capabilities of Members to deliver and improve access to high-quality weather,
climate, 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
In the past, weather services predominated and were supply driven, largely limited by the time
constraints on what products could be sent to clients prior to decision-making in the weather
sensitive sectors. Increasingly the requirements for services have broadened to include weather,
climate, water and related environmental services and less time-critical decisions. Furthermore the
variety of information available has expanded substantially, and continues to expand, requiring the
service provider to understand the use of the information in order to tailor the information to the
needs of the user. While the requirements differ from sector to sector, the common need is for
integration of weather, climate, water and related environmental information and products within a
single (seamless) service. Noting that needs change over time and new service clients emerge, an
effective rolling review of client needs is required to plan the development, production, application
and distribution of new products.
Aviation Meteorological Services is a priority area of focus under this ER 1. The economic and
social benefits that can be derived from air transport make it one of the world’s most important
industries. Air transport, for example, is a critical factor in world trade and plays a major role in the
development of a globalized economy. As an economic catalyst for growth, air transport has a
tremendous impact on the performance of regional economies, both through its own activities and as
an enabler of other industries in catalytic or spin-off benefits. The ability to increase access to
markets by air for example is particularly relevant for most of the landlocked countries. The advances
in air transport have created the need to improve the delivery of services to the sector that contribute
to the safety, regularity and efficiency of international air navigation. Such improvements require
more training of staff and upgrading of infrastructure.
The implementation of quality management system (QMS) comprising of procedures, processes and
resources necessary to facilitate quality management of the meteorological information supplied to
the users is paramount and has, as from the 22 February 2010 been upgraded by the International
Civil Aviation Organization (ICAO) Council to a standard to be met by NMHSs by November 2012.
Most of the WMO Members, especially the LDCs and SIDS, have not yet implemented QMS in their
service provision and the time left as well as the resources needed will pose an enormous challenge
for them to meet the deadline. The demonstration of competencies for aeronautical meteorological
personnel is also part of the challenge facing NMHSs. The NMHSs in developing and least
developed countries, and Small Island Developing States will require support to meet these
challenges.
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 7
The Key Outcome under ER 1 addresses the rapidly changing paradigm for the provision of
weather, climate, water and related environmental services.
Key Outcome
KO 1.1 improved access to
seamless weather, climate,
water, and relatedenvironmental products and
services (e.g., warnings,
forecasts and supporting
information)
KO 1.2 Delivery of weather,
climate, water and related
environmental products and
services to users’ communities is
improved
Key Performance
Indicators
•
•
•
Analyses showing the
social and economic
benefits of the
improved services
Contributing Programmes
World Weather Watch
Programme
Applications of Meteorology
Programme
NMHSs with regular
access to products
provided by global and
regional centres
Disaster Risk Reduction
Programme
Increase in users with
timely access to an
increased number and
range of products
Applications of Meteorology
Programme
Overall coordination of WMO
Scientific and Technical
Programmes
Expected Result 2 (ER 2):
Enhanced capabilities of Members to reduce risks and potential impacts of hazards caused
by weather, climate and water and related environmental elements
The challenge for the NMHSs is to work with relevant sectors to develop products and information to
support their specific needs for decision-making in responding to extreme climate, water and related
environmental events.
The products and information should meet the long-term needs for planning, development and public
education and for risk reduction measures immediately prior to the onset of and during any
potentially hazardous event.
Disaster risk reduction is a priority area due to the negative influence of natural disasters on the
achievement of the GSNs. Weather, climate and water related disasters continue to result in very
high human and economic costs, and displacement of large populations in many countries,
particularly in developing and least developed countries. By developing a set of contingency
measures based on weather, climate, water and related early warning systems, including
environmental information and services, nations can save more lives and reduce economic losses
associated with natural disasters.
Increasingly countries and donor agencies are drawing a strong link between disaster risk
reduction and climate change, since they are recognizing that climate change can lead to the
increased frequency and possibly intensity of certain types of extreme events, such as storm
surges, heat waves and forest fires as well as floods, droughts, and tropical cyclones. Costeffective adaptation measures require close working relationships between the NMHSs and other
development agencies within countries, particularly in developing and least developed countries to
develop and implement disaster risk reduction strategies nationally and regionally.
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 8
The three Key Outcomes under ER 2 address the cooperation among NMHSs, national
development agencies and national disaster management agencies for the reduction of the
impacts of natural hazards.
Key Outcomes
KO 2.1: Multi-hazard
early w arning
systems are,
implemented
Key Performance Indicators
• Increase in the number of
NMHSs with multi-hazard early
warning systems
• Number of NMHSs integrated
into national emergency
management systems
Contributing Programmes
World Weather Watch
Programme
Disaster Risk Reduction
Programme
Technical Cooperation
Programme
• Developing country Members
providing disaster risk reduction
products and services
KO 2.2: National
integrated flood
management plans are
developed
• Number of Members
establishing flood management
plans
KO 2.3: Drought early
warning systems are
improved
• NMHSs and Regional Centres
issuing drought early warnings
Applications of Meteorology
Programme
• Satisfaction in drought early
warnings issued by NMHSs and
Regional Centres
World Climate Programme
Hydrology and Water
Resources Programme
• Number of regional hydrological
forecasting systems established
in transboundary basins
Strategic Thrusts 2: Advancing scientific research and application as well as
development and implementation of technology
Past advances in scientific research and applications as well as technology development and
implementation have made significant contributions to the improvements in weather, climate,
water and related environmental information and services. These improvements include better
warning lead times, more accurate predictions and new products and services, such as air quality
alerts, seasonal climate outlooks and other environmental products. However, many challenges
still remain or have been exacerbated by population growth, greater use of marginal land areas,
and human activities generally.
Advances are needed in key scientific and technological areas to increase further the scope,
accuracy and lead time of weather, climate, water and related environmental information and
services. Further actions are needed to increase the availability of data from comprehensive and
robust information networks for improving the quality of services.
This strategic thrust is designed to accomplish the following tasks:
•
Implement and maintain integrated weather, climate, water and related environmental
observing networks with improved resolution, accuracy, reliability, and timeliness to meet user
needs;
•
Implement and maintain information systems enabling timely data exchange, analysis and
management to improve the quality and timeliness of weather, climate, water and related
environmental information, products and services;
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 9
•
Develop and implement enhanced capabilities to significantly enhance the accuracy and lead
time for very short-range (one to six hours) forecasts and warnings for meteorological and
hydrological conditions;
•
Improve storm track and intensity forecasts to reduce the errors that in turn increase the
overall cost of disaster mitigation activities, and, in worst case scenarios result in communities
not being warned of hazardous weather events.
•
Provide quantitative measures of information certainty and/or uncertainty to increase the utility
of weather, hydrology and seasonal climate information in decision-making, with a specific
focus on ensemble prediction systems;
•
Improve the utility of weather, seasonal climate, marine and hydrology forecasts to allow
advance planning in social and economic sectors, such as development, disaster risk
management, transport, infrastructure, tourism, agriculture, fisheries, health and energy, which
could generate significant socio-economic benefits;
•
Develop and implement better operational air quality and air chemistry capabilities needed to
support governmental and other national initiatives aimed at enhancing the quality of life and
protecting the environment;
•
Expand the use of scientific models and techniques in producing environmental information
and services. In particular, it is planned to develop further and implement the capability to
forecast many components of the environment simultaneously;
•
Improve the operational use of climate science to support societal needs to adapt to climate
change and variability.
Strategic Thrust 1 has three Expected Results (ER 3, ER 4 and ER 5) together with their key
outcomes and performance indicators and three priority area for 2012-2015. The scientific and
technical programmes contributing to the achievement of these ERs include the World Weather
Watch (WWW) Programme, World Climate Programme (WCP) including the co-sponsored World
Climate Research Programme (WCRP) and the Global Climate Observing System (GCOS),
Applications of Meteorology Programme (AMP), Atmospheric Research and Environment
Programme (AREP) Hydrology and Water Resources Programme (HWRP), and WMO Space
Programme (WMOSP).
Expected Result 3 (ER 3):
Enhanced capabilities of Members to produce better weather, climate, water and related
environmental information, prediction and warnings to support in particular climate impact
and adaptation strategies
Global Framework for Climate Services is a priority area under ER 3 especially as it relates to
the two new pillars of the Framework namely the Climate Services Information System (CSIS) and
the Climate User Interface Programme. An important feature of the Framework (Figure 1), is the
close interaction between users and providers of climate information and products, (i.e., Climate
User Interface Programme), with the value of the service being judged on its ability to improve
decision-making. The CSIS will develop better climate information and prediction products from
operational NMHS systems and disseminate them more effectively to meet user needs. The
progress made and systems developed over the years under the World Climate Programme
through Members and their NMHSs will form the foundation for developing the CSIS.
To achieve ER 3, and make climate information, products and services more useful to society and
relevant in day-to-day decision-making for impact studies and adaptation strategies, the
mechanisms established under the World Climate Programme (e.g., Climate Information and
Prediction Services (CLIPS)) would be strengthened, expanded and operationalized based on the
existing Global Producing Centre (GPC)–Regional Climate Centre (RCC)-Regional Climate
Outlook Forums (RCOF)-NMHS framework. WMO will continue to mobilize resources to expand
the RCC capabilities in vulnerable regions. CSIS will facilitate regular and effective flow of climate
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 10
information from global to national levels. Widespread social, economic and environmental benefits
are expected through more effective climate risk management and increased capacities for
adaptation to climate variability and change. Greater emphasis on sectoral applications, such as
those in agriculture, water resource management, energy and disaster risk reduction, will be
necessary.
The priority in generating hydrologic information and products will be on enhanced, quality
efficiency and effectiveness. Among the initiatives will be to prepare guidance materials to be
utilized to increase the capacities of the NMHSs, particularly in developing and least developed
countries, to improve hydrological forecasting, water resources assessment and management, and
adaptation to climate variability and change. WMO also will seek to mobilize resources for the
improvement of hydrological networks in developing and least developed countries.
The four Key Outcomes under ER 3, together with the key performance indicators, address
improvements in long range predictions, climate information and products and hydrological
information and products.
Key Outcomes
KO 3.1: Improved Long
range forecasts and longterm projections
KO 3.2: Climate
information and prediction
products for climate
adaptation and risk
management are improved
Key Performance Indicators
•
•
•
•
•
•
KO 3.3: Hydrological
information and products,
including water resource
assessments, are improved
•
•
KO 3.4: Drought
information and prediction
for risk management is
improved
•
•
Number of standardized products (e.g.,
monthly and seasonal predictions,
climate watches) provided by Members
Number of Members providing
standardized products
Number of operational Regional Climate
Centres providing inputs for the National
Climate Centres
Number of Members with formal National
Climate Centres, accessing global and
regional products, using the guidance
materials and transmitting climate products
for national needs
Number of Members interacting with users
while providing climate services, through
formal mechanisms including National
Climate Outlook Forums, in support of
adaptation and climate risk management in
key socio-economic sectors
Members using best practices for climate
adaptation and risk management in key
socio-economic sectors
Number of Members having established a
Quality Management Frameworks for
Hydrology using current guidance materials
for hydrology and water resource
management
Number of regional hydrological data bases
developed in transboundary river basins
NMHSs and Regional Centres issuing
drought information and prediction
Satisfaction in drought information and
predictions issued by NMHSs and
Regional Centres
Contributing
Programmes
World Weather Watch
Programme
World Climate Programme
World Climate Programme
Hydrology and Water
Resources Programme
Applications of
Meteorology Programme
World Climate
Programme
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 11
Expected Result 4 (ER 4):
Enhanced capabilities of Members to access, develop, implement and use integrated and
interoperable surface-based and space-based systems for weather, climate and
hydrological observations, as well as related environmental observations, based on world
standards set by WMO
WMO Integrated Global Observing System (WIGOS) and WMO Information System (WIS) are
priority areas under ER 4.
Weather, climate, water and related observations, gathered by NMHSs and partners, form the
foundations for the delivery of all services provided by NMHSs and for much of the research to
improve our understanding of the Earth system together with its prediction. The Fifteenth WMO
Congress (Cg-XV, May 2007), decided to establish the WMO Integrated Global Observing
Systems (WIGOS), a coordinated, comprehensive and sustainable system, to address
observational requirements of all WMO Programmes and partners, including those of the Global
Earth Observation System of Systems (GEOSS) of the Group on Earth Observations(GEO), in the
most cost-effective way. The WIGOS will enhance observing capabilities, data and product quality,
and interoperability among WMO global observing systems (GOS, GAW and WHYCOS) and other
WMO co-sponsored observing systems (Figure 2).3 The goal is to provide improved information
and products to support decision-making at all levels.
Cg-XV also decided to develop and implement WIS as a pillar of WMO strategy to efficiently
manage and move weather, climate water and related environmental information and products in
the 21st century. The WIS provides an integrated approach suitable for all WMO Programmes to
meet the requirements for routine collection and automated dissemination of observed data and
products, as well as data discovery, access and retrieval services for all weather, climate, water
and related data produced by centres and Members in the framework of any WMO Programme.
The WIS will reduce the operation costs and enhance the reliability of data communications and
provide easier, more user-friendly ways to share data nationally and internationally.
Figure 2: The WMO Global Observing System that form the foundation for establishing WMO
Integrated Global Observing System (WIGOS)
Under ER 4, the three Key Outcomes and associated key performance indicators, address
improvements in three systems - WIGOS, WIS and a strengthened co-sponsorship Global
3
The WMO co-sponsored systems include the Global Ocean Observing System (GOOS), Global Terrestrial
Observing System (GTOS) and Global Climate Observing System (GCOS)
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 12
Observing System for Climate (GCOS)4, which facilitates the improvements in the quality of climate
data of the total climate system to meet the needs of international, regional and national users of
climate data and the derived products.
•
WIS will be implemented to provide an interoperable system for the collection, exchange and
management of observational data, products and information to support all WMO activities. In
particular WIS will enhance data access, retrieval, product generation, and data management
capabilities to meet WIGOS, disaster risk reduction and evolving requirements of the GFCS and
other future needs;
•
WIGOS will build on and improve coordination of the existing WMO global observing components
(GOS, GAW, and WHYCOS). It will enhance the observational data and products quality by
improving the standardization and QMF. WIGOS will respond to the evolving needs of the GFCS
by facilitating the availability of high-quality and compatible observations and data on a
sustainable manner.
The GCOS provides support for the observational needs of the GFCS, the Intergovernmental
Panel on Climate Change (IPCC), and WMO Membersin their national climate services in meeting
their obligations in various international conventions such as UNFCCC, the UN-CCD and the
Ozone Convention.
4
The GCOS has the responsibility for setting the requirements of climate observations and related data and
products and working with WMO components (NMHSs, technical commissions, regional associations) and its
observing system partners (e.g., GOOS, GTOS, CEOS, GEOSS of the GEO) to improve climate observations
for all observing system domains and from both ground-based and space-based systems.
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 13
The three Key Outcomes and their associated Key Performance Indicators under ER 4 include
WMO activities to improve the quality and availability of observations together with the efficiency of
the systems to process and exchange data, observations and products.
Key Outcomes
KO 4.1: WMO Integrated
Global Observing System is
implemented
Key Performance Indicators
• Completion of WIGOS milestones
according to WIGOS
implementation plan
• Increased availability of
observations for users
Contributing
Programmes
World Weather Watch
Programme
World Climate ProgrammeGlobal Climate Observing
System (WCP-GCOS)
Atmospheric Research and
Environment Programme
WMO Space Programme
Hydrology and Water
Resources Programme
Applications of Meteorology
Programme
WMO Space Programme
KO 4.2: WMO Information
System is developed and
implemented
KO 4.3: Accessible climate
observations and climate
data archives at the NMHSs
and global data centres are
increased
• Implementation of WIS by NMHSs
with continuous access to
observations and products to meet
the needs of the NMHSs and
national users and to enhance
capabilities of Members to access
data and products
• Enhanced capabilities for data
processing and management
• Progress in implementing the
Global Climate Observing System
• Increase in projects to rescue and
digitize climate data, to improve the
use and exchange of high quality
climate data sets and to assess the
state of the global climate system
• Number of Members developing
and implementing modern climate
monitoring systems, including
Climate Watch Systems
World Weather Watch
Programme
World Climate Programme
Expected Result 5 (ER 5):
Enhanced capabilities of Members to contribute to and draw benefits from the global
research capacity for weather, climate, water and environmental science and technology
development
The scientific community, policy makers and many sectoral users look to the World Climate
Research Programme (WCRP) to provide the most up-to-date climate research products and tools.
The improvements in climate models and prediction systems, as well as in downscaling tools for
regional applications, will provide key inputs to climate change adaptation planning, the Ozone
Convention, the IPCC and the GFCS. Advances in predictive skill for seasons and longer
timescales will have direct benefits for NMHSs and their clients.
The unifying theme of the World Weather Research Programme (WWRP) is predicting weather
events that are potentially economically disruptive or life threatening, or significantly impact the
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 14
environment or the quality of life. The WWRP aims to accelerate progress in predictive skill and in
utilizing high-impact weather forecasts, including those of severe weather, hydrological and
environmental events as well as those that can lead to significant economic or other desirable
benefits. WWRP programmes, including THORPEX, emphasize technology transfer, training and
development of new services and seek to involve and benefit WMO Members in developing and
least developing countries, particularly through regional research and training.
The Global Atmosphere Watch (GAW), a part of WIGOS, provides atmospheric constituent and air
quality measurements and information that are important for several international conventions
including the UNFCCC, the Vienna Convention on the Protection of the Stratospheric Ozone Layer,
and the Convention on Long-Range Transboundary Air Pollution. Numerical weather prediction
models are increasingly assimilating aerosols and ozone observations to improve weather
forecasts and climate products as well as deliver air quality forecasts.
Future research will follow a balanced and seamless approach to weather, climate and water
services, including developing forecasts of a broader range of environmental parameters, such as
air quality, sand and dust storms, and changes in vegetation, to meet the needs of users and the
urgent demands to reduce the vulnerability of communities. For example, improving the skill of
seasonal forecasts would contribute greatly to reducing risks and vulnerability to natural disasters
and adapting to the impacts of climate variability and change. Figure 3 shows the relationships
among current products, potentially predictable climate information and needed climate information
together with the directions for applied research are suggested by the purple overlap region.
Decades
Outlook
Threats
Assessments
Forecasts
Anthropogenic
Forcing
Years
Forecast Lead Time
Predictio
n
Guidance
Forecast
Uncertainty
Centuries
Climate Change.
Change.
Scenarios
Climate Variability
Seasons
Months
Boundary
Conditions
2 Weeks
Weather
1 Week
Initial
Conditions
Days
Watches
Hours
Warnings & Alert
Coordination
Adapted from: NOAA
Minutes
Environment
State/Local
Planning
Commerce
Health
Energy
Ecosystem
Recreation
Water Resource
Planning
Agriculture
Hydropower
Fire Weather
Transportation
Space
Applications
Water
Management
Protection of
Life & Property
Applications
Figure, 3: Schematic diagram showing the challenges of developing ‘seamless’ products and
Services, and the available climate information and gaps (Source: NOAA).
The future approach to weather, climate and water research, predictions and services will:
• Take a unified approach over multiple time and spatial scales, including a requirement for the
downscaling of climate information;
• Invest in increasingly high-performance computing to accommodate the increasing complexity
and detail of models;
• Develop closer linkages between research, operations and users, e.g., through Forecast
Demonstration Projects (FDP).
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 15
The five Key Outcomes and associated key performance indicators under ER 5 address
improvements in prediction of weather and climate, and observations and assessments of
atmospheric chemistry.
Key Outcomes
KO 5.1: Research in climate
prediction/projection to improve
the skills of seasonal, decadal,
and longer time scales is
enhanced
KO 5-2: Research in the
prediction of high-impact
weather on time scales of hours
to seasons is enhanced
KO 5-3: Atmospheric chemistry
observations and assessment
meet needs of environmental
conventions and policy
assessments
KO 5-4 Seamless forecasts of
weather, climate, water and the
environment from months to
seasons are developed
KO 5.5: Predictions/projections
of El Niño/Southern Oscillation
(ENSO) and monsoons are
improved
Key Performance Indicators
• Increase in projects to advance climate
research
• NMHS in developing and least developed
countries contributing to relevant regional
and international research initiatives
• Measures of skill and value of climate
predictions and projections to national
and regional climate services
• Increased research on operations
products and services
• NMHS in developing and least developed
countries contributing to relevant regional
and international research initiatives.
Improvements in the number of
internationally coordinated weather
research initiatives and/or forecast
demonstration projects completed
• Regular bulletins on global atmospheric
chemistry are provided to environmental
conventions and policy assessments;
• Number of technical reports, measurement
guidelines and scientific analyses linking
atmospheric chemistry to weather, climate,
water and the environment
• Increase in the implementation of WMO
Global Integrated Forecast System by
NMHSs
• Improvement in skill of monthly to
seasonal forecasting systems
• Improvements in the skills of ENSO and
monsoon forecasts
• Satisfaction in the predictions/projections
of ENSO and monsoons
Contributing
Programmes
World Climate
Research Programme
Atmospheric Research
and Environment
Programme
Atmospheric Research
and Environment
Programme
Atmospheric Research
and Environment
Programme
World Climate
Research Programme
World Climate
Programme
World Climate
Research Programme
Strategic Thrust 3: Strengthening Capacity-Building
The human resource and infrastructure capacities of an NMHS have a significant influence on the
quality of services. Equally important is the ability of the users to interpret and integrate information
from service providers, including NMHSs into decision-making. Hence, capacity building involving
the NMHSs and the users of weather, climate, water and related environmental services is
essential in addressing the GSNs. WMO has over decades supported the building of capacity in
NMHSs in all parts of the world, thereby making an invaluable contribution to the safety of life and
property globally.
The capacity-building strategic thrust is important for:
•
Fostering, as appropriate, regional and national approaches to upgrading capacity of NMHSs
in basic systems, data acquisition and dissemination technologies, communications, client
relations and service delivery;
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 16
•
Increasing the capacity of Members’ National Meteorological and Hydrological Services
especially in developing and least developed countries to align their services with the specific
development needs in their countries;
•
Strengthening the scientific and technical capacity of developing and least developed
countries to develop and apply weather-, climate-, water and environmental-related
information and products in support of socio-economic development;
•
Enhancing the capacity of developing nations to optimize their own investments and incountry donor funded activities that boost their capacity to provide user-relevant services;
•
Assisting in the broadening of governmental and public education in Member countries to
improve awareness on weather, climate, water and related environmental
services;
•
Implementing initiatives to build the capacity of societies to address the different needs and
experiences of men and women in the development of environmental products and services.
Despite continued improvements in science and technology, many NMHSs in developing and
least developed countries often cannot take advantage of these improvements due to
inadequate infrastructure and insufficient skilled human resource. Users in these countries may
also lack the capacity to interpret and integrate information into decision-making. This
generally results in inadequate generation and use of weather, climate, water and related
environmental information and services to meet the socio-economic needs in these countries.
Hence capacity building remains a high priority for addressing the GSNs.
For many NMHSs and Regional Centres, particularly in developing and least developed countries,
the needs for highly qualified personnel is outstripping the capacity of the NMHSs to attract such
personnel due to rapid changes in demand for services and the current losses to retirement of their
aging workforce and natural attrition worsened by HIV/AIDS epidemic. Institutional capacity
building is needed to improve management, planning and policy development skills and to
strengthen their national and regional coordination. Further efforts are needed in strategic planning
and the valuation of socio-economic benefits of weather, water, climate and other environmental
services – to gain a higher profile within their governments, countries and regions. This would allow
them to be better positioned to secure resources and to make stronger contributions to economic
sectors in achieving development goals at local, national and regional levels.
The media is a primary tool for communicating relevant environmental information to the public
and to decision makers. NMHSs, especially in many developing and least developed
countries, need to enhance their capacity to utilize the media effectively. Building capacity
in communications, especially through print and electronic media, is needed to improve the
effectiveness of information delivery to society.
In many countries, the public and decision-makers are not aware of the information, products and
services from NMHSs beyond the daily weather forecasts. WMO would enhance its efforts in
communicating the benefits of its services and products, through education of both those who
deliver and those who use weather, climate, water, oceanic and air quality information, especially
in developing and least developed countries. Full benefits will only be achieved through continued
capacity-building for users and providers.
The UN Millennium Development Goals (MDGs) recognize the need to promote gender equality
and empowerment of women. Women and children are the most adversely affected by natural
disasters especially in developing and least developed countries. There is a need to develop skills
to provide services tailored to the needs of women, who act as family protectors in times of
disasters, play a significant role in agriculture and food production, water resources management,
and use environmental resources.
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 17
Capacity Building for the developing and least developed countries is a priority area in ER 6
since it is critical for improving the NMHSs’ capabilities and capacities to improve the quality and
delivery services together with the involvement with users in other governmental organizations,
civil society, private sector and intergovernmental groupings. The main objectives of this priority
area are to:
•
Give particular attention to the capacity development needs of NMHSs in developing
countries, Least Developed Countries and Small Islands Developing States to address
specific issues such as forecaster qualifications for aviation meteorology, the GFCS and
disaster risk reduction;
•
Increase awareness of the socio-economic benefits of the products and services provided
by the NMHSs and regional centres, including their contribution to the achievement of the
Millennium Development Goals;
•
Assist NMHSs managers with tools for building effective communication with governments,
policy- and decision-makers, and development partners;
•
Continuously assess and address NMHS training needs, including professional training and
development, technical training, project development and management training;
•
Expand the number of strategic partnerships with internal and external stakeholders;
•
Support the above initiatives through enhanced resource mobilization.
Strategic Thrust 3 has one Expected Result (ER 6) together with the associated key outcomes
and performance indicators. The scientific and technical programmes contributing to the
achievement of this ER include the World Weather Watch (WWW) Programme, World Climate
Programme (WCP), Applications of Meteorology Programme (AMP), Hydrology and Water
Resources Programme (HWRP), Regional Programme (RP) including the Least Developing
Countries programme (LDCP), Technical Cooperation Programme (TCOP), Application of
Meteorology Programme (AMP), Disaster Risk Reduction Programme (DRR) and WMO Space
Programme (WMOSP)
Expected Result 6 (ER 6):
Enhanced capabilities of NMHSs, in particular in developing and least developed countries, to
fulfill their mandates
The NMHSs and the Regional Centres have basic systems, physical infrastructure and human
resources that are crucial for the production and delivery of improved weather, water and climate
services for their governments, public and private sectors and national decision-making. To meet
the current and future demands for these services, improvements must be made in their
infrastructure and systems with special emphasis on the future developments of multi-hazard
warning and response systems and climate services to support the Global Framework for Climate
Services. These efforts will require financing from governments and voluntary extrabudgetary
contributions and their success will depend on the ability to mobilize resources from multiple
sources. ER 6, together with the associated four key outcomes and performance indicators, will be
accomplished by WMO, through cooperative efforts with Members and international and regional
partners with particular attention to the needs of developing and least developed countries.
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 18
Key Outcomes
KO 6.1: NMHSs and Regional
Centres are improved, particularly
in developing and least developed
countries
Key Performance Indicators
•
•
KO 6.2: Infrastructure and
operational facilities of NMHSs
and Regional Centres are
improved, particularly in
developing and least developed
countries
•
•
Number of NMHSs and WMO Regional
Centres with defined roles in national
and regional socioeconomic
development activities, in cooperation
with international and regional
development agencies
Number of NMHSs with programmes
and networks for collaborating on
service delivery at regional levels
Number of NMHSs with improvement in
infrastructure and operational facilities to
address identified deficiencies
Number of NMHSs with modernized
capacities to develop and disseminate
products to their customers
Contributing Programmes
Technical Cooperation Programme
Regional Programme
World Weather Watch Programme,
World Climate Programme
Applications of Meteorology
Programme
Hydrology and Water Resources
Programme
Technical Cooperation Programme
Disaster Risk Reduction
Programme
WMO Space Programme
KO 6.3: Education and Training
Development activities at
national and regional levels are
improved, especially in developing
and least developed countries
•
•
•
KO 6.4: Capacities of NMHSs
are enhanced through
cooperation and partnerships with
other national and regional
organizations
•
The number of RTCs providing education
and training support for GFCS related
activities
The degree to which Members are
getting value for money from the WMO
Fellowship Programme
The degree to which the RTCs support
the regional training demands in
particular for students from developing
and least developed countries
Development projects and activities
funded through voluntary and
extrabudgetary resources
Education and Training Programme
(ETRP)
Technical Cooperation Programme
Least Developed Countries
Programme
Technical Cooperation Programme
Least Developed Countries
Programme
Strategic Thrust 4: Building and enhancing partnerships and cooperation
The complexity of the Earth system and the interconnections between weather, water, climate and
related environmental processes and hazards are increasingly challenging the scientific and
financial capacity of WMO to improve the quality and accuracy of information and products. No
single government or agency has the necessary resources to address all the challenges on its
own. Consequently, the Organization’s success depends on its ability to partner effectively with
internal stakeholders and external organizations in addressing the GSNs.
The partnership strategic thrust is important to:
•
Heighten understanding and use of WMO’s environmental information and service capabilities
by the United Nations system, WMO Members, and international and national organizations,
e.g., in implementing the GFCS and other initiatives;
•
Enhance partnerships with other major international scientific organizations due to the
increasing complexity and multi-disciplinary of the basic science issues required to provide
improved products and services;
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 19
•
Enhance WMO’s ability to increase the scope of its information and products and to develop
and sustain service improvements by leveraging the capabilities of partners. Further the
responsiveness of Member’s agencies to emerging requirements is expected to increase by
this cooperation;
•
Broaden partnerships between developed, developing and least developed countries involving
relevant national agencies, e.g., with emergency management agencies; and
•
Maintain a proactive role in ensuring a coherent, science-based approach within the United
Nations system and among other stakeholders to implement environmental conventions,
including outcomes of World Summits and follow-up to all relevant United Nations
Conventions.
Strategic Thrust 4 has one expected result (ER 7) together with the associated key outcomes and
performance indicators. The scientific and technical programmes contributing to the achievement
of this ER include the World Weather Watch (WWW) Programme, World Climate Programme
(WCP) including the Intergovernmental Panel on Climate Change (IPCC), Applications of
Meteorology Programme (AMP), Atmospheric Research and Environment Programme (AREP),
Hydrology and Water Resources Programme (HWRP) and Technical Cooperation Programme
(TCOP).
Expected Result 7 (ER 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 United Nations system, relevant international conventions and national strategies
Through the GFCS WMO is expected to play a leading role in UN Delivering as One on Climate
Knowledge (with UNESCO) and to have extensive collaboration with UN specialized agencies,
funds and programmes, and intergovernmental institutions including the Group on Earth
Observations (GEO). WMO will strengthen its role in the UN Chief Executives Board and
contribution to the implementation of the UN Conventions (i.e., UNFCCC, UNCCD and UNCBD),
including through their subsidiary bodies on scientific technological advice (SBSTAs). WMO will
continue to contribute to the further implementation of major international programmes of action
(e.g. Hyogo Framework for Action on Disaster Risk Reduction, Nairobi Work Plan on Adaptation,
Brussels Programme of Action (BPoA) for the LDCs).
WMO has contributed to the development of and participates in the management of several cosponsored programmes and activities (IPCC, WCRP, GCOS, GTOS and GOOS) in agreement
with relevant contributing sponsors (IOC of UNESCO, ICSU, UNEP, FAO). WMO is also a strategic
partner on the Millennium Development Goals (MDGs), in particular with FAO and WFP on food
security, ILO and WHO for social protection and health, and UNEP for the green economy.
Within most national governments, the NMHSs are the authoritative agencies on the scientific
aspects of weather and climate information and impacts and deliver the official forecasts and
warnings to the government and the public on both extreme weather and climate events, many times
in partnership with national civil protection and hazard response agencies. In many countries the
NMHSs are also responsible for services related to hydrology and water resources and their
influence on sectors such as agriculture and air and marine transportation.
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 20
The three Key Outcomes and the associated key performance indicators under ER 7 address the
need to enhance cooperation and partnerships with national and international institutions to
achieve the shared objectives. The scientific and technical programmes contributing to the
achievement of this ER include the World Weather Watch (WWW) Programme, World Climate
Programme (WCP) including the Intergovernmental Panel on Climate Change (IPCC), Applications
of Meteorology Programme (AMP), Atmospheric Research and Environment Programme (AREP),
Hydrology and Water Resources Programme (HWRP), Disaster Risk Reduction Programme (DRR)
and Technical Cooperation Programme (TCOP).
Key Outcomes
KO 7.1: WMO leadership and
contribution in relevant UN
system and other
international partners’
initiatives and programmes
is improved
Key Performance Indicators
• Reports of WMO and its cosponsored programmes to
international conventions, particularly
the UNFCCC, UNCCD, and UNCBD,
and enhanced interaction with their
SBSTAs and COP processes
• UN and other international
organizations reports quoting
WMO and co-sponsored reports,
assessments, bulletins and other
authoritative outputs
• Active strategic partnerships with
UN and other international
organizations supporting priority
activities
Contributing Programmes
World Weather Watch
Programme
World Climate Programme
Hydrology and Water Resources
Programme
Executive Management
Information and Public Affairs
Programme
Disaster Risk Reduction
Programme
Applications of Meteorology
Programme
Intergovernmental Panel on
Climate Change
Hydrology and Water
Resources Programme
KO 7.2 Participation of
NMHSs in relevant national
and regional partnerships are
enhanced
•
KO 7.3 Public, decisionmakers and other
stakeholders are
increasingly aware of key
WMO and NMHSs issues,
activities and priorities
though enhanced
communication
•
•
•
•
Number of NMHSs having active
partnerships at national and
regional levels
Financial support mobilized for
development projects, e.g., from
governments, donor partners and
regional donors
Uptake of WMO reports, bulletins
and other provisions; number of
website visitors and ranking of WMO
Website
Percentage of target audiences
indicating utilization of WMO
materials and increased awareness
NMHSs trained in communication
Regional Programme
Information and Public Affairs
Programme
Strategic Thrust 5 : Strengthening good governance
An organization’s resource limitations and sub-optimum alignment with its objectives are
fundamental constraints on the pace—and ultimately—the success of every Strategic Plan.
Internally, process and management efficiencies can help mitigate resource limitations and can
expedite progress towards strategic targets by improving alignment with organizational priorities.
Good governance promotes open and transparent processes, efficient and effective use of
resources and equitable treatment of all parties. Explicit efficiency goals are needed to accelerate
the pace of improvements within currently achievable resources.
This strategic thrust aims to improve management by:
• Promoting open and transparent business processes, efficient and effective use of resources
and equitable treatment of all parties;
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 21
•
•
•
•
Enhancing the efficiency of the WMO Secretariat;
Ensuring the integrity of WMO management systems, including information technology;
Strengthen the results-based management systems and practices and the connection of the
programmes and budget to its strategic initiatives, and
Affirming the Organization’s effectiveness by conducting a comprehensive review of its
structure, programmes and priorities and implementing the findings.
Strategic Thrust 5 has one Expected Result (ER 8) together with the three key outcomes and
associated performance indicators.
ER 8: An effective and efficient Organization
The effectiveness and efficiency of an organization has a strong influence on the achievement of
results. Given the difficult fiscal environment and the level of management and financial oversight by
the Executive Council and others, a management priority exists for improving the efficiency,
effectiveness and transparency of the programmatic and financial management of the Organization.
This will include developing a visionary Strategic Plan, a clear and effective WMO Operating Plan
and an efficient and transparent Results-based Budget for the financial period 2012–2015 together
with a monitoring and evaluation system.
The WMO support services provide valuable expertise, advice and services in the planning,
organization of meetings, conferences and other related activities. These services are a key factor in
the efficient functioning of the constituent bodies. Specific functions include, inter alia, translation,
interpretation, and organizational activities, essential in the conduct of meetings and conferences and
a range of services essential in producing attractive, readable and accurate documentation,
publications and other communication materials on all aspects of WMO’s activities.
The pProgrammes contributing to this ER include PSS, EM and Overall Coordination, and PSS
(which include LSP and CCFM).
The three Key Outcomes and the associated key performance indicators under ER 8 address the
need to improve the efficiency and effectiveness of the Organization.
Key Outcomes
KO 8.1: Effective and
efficient WMO Congress
and Executive Council
KO 8.2: Effective and
efficient WMO Secretariat
Key Performance Indicators
•
•
•
•
•
•
•
KO 8.3: Effective and
efficient constituent bodies
(RAs and TCs)
•
•
•
Member satisfaction with documentation
for Cg, EC and its working groups
Member satisfaction with supporting
services for Cg and EC (interpretation,
conferences services and facilities)
Reduction in the cost of sessions
Timely and cost effective completion of
management objectives, and oversight
recommendations for improved business
effectiveness, e.g. from External Auditor
and EC subsidiary bodies
Unqualified audits and effective internal
controls
Cost-effective fulfilment of requirements
for linguistic and publishing services
Cost-effective fulfilment of requirements
for support services including
procurement, travel, building
management and mailing
Member satisfaction with constituent
body documentation
Member satisfaction with constituent
body supporting services (interpretation,
conferences services and facilities)
Reduction in the cost of constituent body
sessions
Contributing Programmes
Policy Making Organs (PMO)
Programme Support Services (PSS)
Linguistic Services and Publishing
(LSP)
Conferences, Contracts and
Facilities Management (CCFM)
Executive Management
Overall Coordination
Executive Management
Programme Support Services
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 22
WMO OPERATING PLAN
The WMO Operating Plan translates the Strategic Thrusts, Expected Results and Key Outcomes
described in the Strategic Plan into specific programme activities and projects, which are needed
to address the global societal needs and achieve the Expected Results. The WMO Operating
Plan is comprehensive in that it distinguishes the contribution of WMO Members, technical
commissions, regional associations and the Secretariat. Starting with the Key Outcomes, it
specifies the deliverables, programme activities and performance metrics to assess progress in
achievement of the Expected Results. It encompasses activities of the eight WMO Technical
Commissions (Commission for Basic Systems (CBS), Commission for Instruments and Methods
of Observation (CIMO), Commission for Hydrology (CHy), Commission for Atmospheric Sciences
(CAS), Commission for Aeronautical Meteorology (CAeM), Commission for Agricultural
Meteorology (CAgM), Commission for Climatology (CCl), and Joint WMO-IOC Commission for
Oceanography and Marine Meteorology (JCOMM)), the six WMO Regional Associations (RA I
(Africa), RA II (Asia), RA III (South America), RA IV (North America, Central America and the
Caribbean), RA V (South-West Pacific) and RA VI (Europe)) and the EC working groups, panels
and committees. It forms the basis for resource allocation and WMO Monitoring and Evaluation.
RESULTS-BASED BUDGET (RBB)
Results-based Budget (RBB) identifies specific programme activities, initiatives, and the resources
that the Secretariat, working with regional associations, technical commissions and the EC working
groups, panels and committees, requires to implement to achieve the Key Outcomes and Expected
Results.
The end result is a results-based budget containing the following items:
•
A logical framework for informed budgetary decision-making, which provides the Expected
Results, deliverables, programme activities and performance indicators, together with the
required resources;
•
Resource justification by results, which is designed to optimize the use of resources and
improve the Secretariat’s responsiveness to meet Members’ needs;
•
Incorporation into the budgetary decision-making process of performance measures
gauging progress towards key performance targets against allocated resources.
The RBB is approved by the Congress.
MONITORING AND EVALUATION
The monitoring and evaluation (M&E) are tools to measure the performance of the Organization in
the implementation of its Strategic Plan. Monitoring and evaluation also contribute to identifying
good practices and lessons learned with respect to implementation as well as policy, strategy and
programmatic design that will inform on the next phase of strategic planning. They provide
information for ensuring the continuing effectiveness and relevance of the WMO Programmes.
The evaluation results are important inputs to the strategic planning process and are used to adjust
strategic direction and priorities, if required.
Whereas monitoring is an ongoing function, annual evaluations are conducted and results are
reported to the constituent bodies of WMO, in particular the Executive Council.
The M&E procedures and practices are defined in the WMO Monitoring and Evaluation System.
Monitoring and evaluation of the implementation of the WMO Strategic Plan through the WMO
Operating Plan and RBB is the joint responsibility of WMO constituent bodies, Members and the
Secretariat.
EC-LXII/Rep. 7.2(1), APPENDIX B, p. 23
CONCLUSION
Significant progress in improving the quality, timeliness and utility of weather, climate, water and
related environmental predictions and assessments has resulted from the cooperation of all
nations in sharing observations of the Earth system from the local to the global scale, coupled
with advances in data assimilation techniques and numerical models. This interdependence of all
Members of WMO is the principal raison d’être for the establishment of WMO, since WMO
provides an effective forum for establishing observational and data quality standards, for
promoting the exchange of data and the transfer of technology, and for sharing knowledge related
to research, products and services.
Despite these improvements, more communities are increasingly vulnerable to natural hazards,
while national economies are becoming more sensitive to the climate variability and change as
evidenced by the greater frequency and intensity of climate extreme events. The full benefit from
continuing scientific and technological progress is yet to be realized.
WMO is focusing its strategic direction for the period 2012-2015 on five Strategic Thrusts that
address the Global Societal Needs. Its Strategic Plan under-scores the importance of improving
the interaction between providers and users of weather, climate, water and related environmental
products and services. Within the Strategic Thrusts and eight Expected Results are five priority
areas:
•
•
•
•
•
Global Framework for Climate Services;
Aviation meteorological services;
Capacity Building for the developing and least developed countries;
Implementation of the WMO Integrated Global Observing System (WIGOS) and WMO
Information System (WIS); and
Disaster Risk Reduction.
Advancing these priorities offers great potential for improving the weather, climate, water and
related environmental products and services offered by the NMHSs, for enhancing WMO and its
Members contribution to global initiatives, and for strengthening the capacities and involvement of
all Members within their countries and in regional and global activities, especially those in
developing and least developed countries.
The Plan emphasizes capacity-building and partnerships as an effective way to optimize
resources to achieve internationally agreed development goals and to reduce the risks to
development from natural disasters and climate change. Finally the Organization will focus on
efficient management and good governance to achieve its objectives.
This Strategic Plan provides a clear way forward for the Organization to address the critical global
societal needs, agreed upon by Members. More information about WMO and its strategic planning
process is available on its Website: www.wmo.int
_________