WORLD METEOROLOGICAL ORGANIZATION
____________________
EC WG/SOP-I(2016)/Doc.3.1(1)
(09.II.2016)
EC WORKING GROUP ON WMO STRATEGIC
AND OPERATIONAL PLANNING (WG/SOP)
Item: 3.1
First session
GENEVA, 16-19 February 2016
ENGLISH ONLY
WMO STRATEGIC AND BUDGET PLANNING
WMO Strategic Planning 2020-2023
Strategic Planning Models
(Submitted by the Secretariat)
Summary and Purpose of Document
The document presents strategic planning models, and the evolution of
models used to present WMO Strategic Plans since 2008.
ACTION PROPOSED
The working group is invited to consider the strategic planning models and, the impacts of
changes made on the models of presenting WMO Strategic Plans since 2008 with the view of
improving the structures and outlines of WMO Strategic and Operating Plans 2020-2023.
References:
1. Abridged final report with resolutions of the Sixty-first session of the Executive Council (WMO-No.
1042), Part 1, Geneva, 3-12 June 1999
2. Abridged final report with resolutions of the Fifteenth World Meteorological Congress (WMO-No.
1026), Geneva, 7-25 May 2007
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 2
DISCUSSION
STRATEGIC PLANNING MODELS
Introduction
1. Strategic planning is a process of using systematic criteria and rigorous investigation
to formulate, implement, and control strategy, and formally document organizational
expectations and provide a feedback on performance. It brings the future into the
present so that something can be done on it. It dates back to ancient Greek
civilization, with the word "strategy" derived from the Greek word "strategos" which
means the art of "General" or army leader. Its application in the military is “to plan the
destruction of one’s enemies through effective use of resources”.
2. The use of strategy in the business industry was motivated by increased competition
due to rapid changes in the market, and advances in science and technology together
with their application after the Second World War.
3. Strategic Plans provide a foundation to Results-based Management Framework
adopted by the United Nation System in the late 1990s to improve effectiveness and
accountability of UN agencies. The first WMO Strategic Plan was for the period 20082011, which was realised by transforming the Long-term Plan into a strategic plan.
4. There is no one best way to plan and factors such as culture, leadership, the
complexity of the environment and organizational structure play a role in how a
strategic plan is actually put together and implemented.
5. Strategic planning process has three broad phases namely diagnosis, design and
implementation. Some authors divide the implantation phase into action planning and
monitoring and evaluation phases.
Diagnosis Phase
6. The diagnosis phase involves examining the current and past state of an
Organization from various perspectives to understand the current definition of its
business, the trends, and factors that may influence its future. In this phase factors
that influence performance are identified and documented. It is important to have a
common understanding on the values and mission of an Organization to enhance
convergence on what matters for Organization and its strategic direction. It provides
the information required to design a strategic plan. The models that can be used in
this phase include SWOT, 3C’s, Porter’s five forces, 7S’s and PESTLE.
The 3C’s Model
7. The 3C’s strategic model considers a strategy as a triangle with three sides namely
company, customer and competition. This model is focused on enhancing the
achievement of competitive advantage. It considers the most important strategic
issue to be competiveness and that competitive advantage can be sustained by only
integrating the three elements. A change in any of the three elements is expected to
affect the market and require a change in the strategy, which is always rather difficult.
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 3
8. It requires a company to identify what it would like to address as the first step in
developing a strategy to compete in the market, and to focus on its present and
potential customers to be successful in the long run. Examples of strategies using this
model include Company-based strategies (Are company centric and are driven by the
fact that the company knows what is right for the market), customer-based strategies
(Focus on the identified subset or segment of customers instead of trying to satisfy
the entire market) and competitive-based strategies (Focus on identified areas to
develop competitive advantage).
PESTLE Analysis
9. The PESTLE (Political, Economic, Social, Technological, Legal, and Environmental)
analysis is more suitable for identifying external factors related to Political, Economic,
Social, Technological, Legal, and Environmental situation that may have an impact on
the operations of an Organization to limit its ability to realize its vision. The model
puts the business at the center and is influenced by the forces related to the six
factors.
10. Some typical questions in PESTLE analysis include:
a)
What are the major political factors that may impact us?
b)
What are the high priority economic factors that may impact us?
c)
What are the most essential cultural issues to consider?
d)
What are the technological innovations that may affect us?
e)
What are the current and future legislations that may affect us? and
f)
What are the environmental factors essential to us?
11. The emphasis should be on identifying the issues rather than whether the
classification category is correct.
12. The rapid advances in information and technology have made significant changes on
the processes to gather and share meteorological and hydrological information and
products. Information can easily flow across the boarders through the use of internet.
The needs of users are also rapidly changing and through internet, many access
weather and climate information to address their immediate needs.
13. The political drive for the need to address climate change has elevated the stakes of
climate issues. These changes, among others, will require a paradigm shift in the
delivery of meteorological and hydrological services for NMHSs to sustain their status
as national authoritative voices on weather and climate.
Porter’s Five Forces Model
14. Porter’s five forces model is based on the relationships between following five
competitive forces that shape a strategy:
a)
b)
c)
d)
e)
Threat of new entrants;
Bargaining power of buyers;
Threat of substitute products or services;
Bargaining power of suppliers; and
Rivalry among existing competitors.
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 4
15. This model promotes developing strategies to cope with the competition based on a
good understanding of the industry. Competition should be defined broadly to include
established rivals in an industry, customers, suppliers, potential entrants and
substitute products. The rivalry that results from the five forces shapes structure and
nature of competition in an industry. The strengths of these forces are not uniform
among industries.
16. The private meteorological services providers are new entrants into the provision of
meteorological services. They are offering substitute products readily available on the
internet. They will form part of the first competition to be faced by NMHSs. If they
decide to organize themselves in a global setting, they would form the first
competition to be faced by WMO.
17. A number of institutions are trying as much as possible to show that they can
contribute to efforts to address climate change. This will lead to high competition in
accessing additional resources to implement activities.
McKinsey 7S’s Model
18. The basic assumption in McKinsey 7S’s Model is that an organization has seven
internal aspects that need to be aligned for it to be successful. The model can be
used in various situations where an alignment in an organization is needed. Some
examples include to:
a)
Improve the performance;
b)
Examine the effects of intended changes;
and
c)
Identify the best way to implement a strategic plan.
19. The seven variables are structure, strategy, systems, skills, style, staff and shared
values/superordinate goals. The Shared Values are put in the middle to emphasize
their centrality to the development of all the other critical elements. Any changes in
the shared values would lead to changes in the other variables. The code of ethics for
WMO identifies acceptable behavior and conduct in our multicultural Organization.
20. Table 1 defines the seven variables used in McKinsey 7S’s Model. Achieving a fit
among the seven variables is essential for good performance and for achieving
expectations. The seven variables are grouped into two categories namely the Hard
S’s (strategy, structure and systems), which are feasible and easy to identify, and the
soft S’s (shared values, skills, staff, and style), which are hardly feasible. The Soft
S’s have a very significant influence on the successful implementation of a strategic
plan. Most of the failures experienced by many institutions in the 1980’s were
associated with the weaknesses in shared values, skills, staff, and style.
SWOT Analysis
21. SWOT( Strength, Weaknesses, Opportunities and Threats) is a tool used by an
Organizations to create and analyze data to identify its strengths, weaknesses,
opportunities and threats that would influence the realization of its vision. To analyze
the external factors, you need to have adequate information on economic, social,
cultural, demographic, environmental, political, governmental, legal, and technological
trends. The information related to these factors can help an Organization identify its
opportunities and threats.
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 5
22. Strengths are internal factors of an Organization and represent its positive attributes.
They describe the positive factors of an Organization, which are fully under its control,
including deciding how to use them for its benefit. They can be classified based on
the area of expertise, skills and training of staff, and infrastructure to deliver mandate
among others. Anything that has the potential to give you an edge over other
Organizations engaged in the same business is your strength. Table 2 presents some
of the questions that can be used to analyse strengths.
23. The weaknesses represent areas in which an Organization does not have adequate
capability compared to other Organizations engaged in a similar business. They may
be related to finances, human resources, market conditions, technology, or other
factors relevant to the business. Table 3 presents some of the questions to analyse
weaknesses.
24. A set of questions to analyse opportunities and threats are presented in Tables 4 and
5.
Design Phase
25. The design phase involves deciding on the structure of the strategic plan. It is in this
phase that the Organization develops or revises its vision and identifies the best
strategies or approaches that can be translated into action to realize it. It is also in
this phase that the various elements of a strategic plan are developed and aligned.
The outcomes of this phase include a strategic plan which may lead to a new
structure for the Organization, and new operating procedures.
26. The elements of a strategic plan should be inter-related to provide a logical flow of the
strategic direction. The frequently used terms in strategic planning are presented in
Table xxx. The models frequently used by non-for-profit organizations to craft
strategic plans include the Basic, Issue-Based, Alignment, Scenario and Organic (or
Self-Organizing). Only a brief description of each model is provided in this document.
Basic Strategic Planning
27. This model is often used by Organizations that are small, busy and have limited
experience in strategic planning. It can be used at the initial stages of adopting
strategic planning to enable an Organization gain experience in strategic planning
processes. This approach requires top management to provide leadership. The
strategic planning process in this model includes:
a)
b)
c)
d)
e)
f)
Defining or updating your mission (the statement describing why an
Organization was established and exists).
Defining or updating your vision.
Defining or updating your values.
Assessing the external and internal factors to identify the Strengths,
Weaknesses, Opportunities and Threats (SWOT) of the Organization
together with other factors that may influence performance.
Selecting the goals (statements defining what an Organization intends
to achieve) to accomplish the mission.
Identifying specific approaches, tactics or strategies to be
implemented to achieve the goals or expected results. The strategies
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 6
g)
h)
i)
are the most frequently changed elements of a strategic plan since
they are influenced by changes in the internal and external
environments.
Documenting the mission, vision, goals or expected results, and
strategies into a Strategic Plan
Developing an operating plan or action plan to translate the strategies
into specific actions to be implemented to achieve the goals or
expected results. The strategies should be clear and talking to the
goals to make it easy to identify relevant activities; and
Developing a monitoring, evaluation and reporting system.
Issue-Based (or Goal-Based) Planning
28. It is often for Organizations that start with the basic strategic planning model
described above to evolve to using this model which is considered to be more
comprehensive and more effective. The steps presented below represent the relevant
activities associated with this model.
a)
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)
Defining or updating the mission.
Defining or updating the vision.
Defining or updating the values.
Assessing the external and internal factors to identify the Strengths,
Weaknesses, Opportunities, Threats (SWOT) of the Organization.
Conducting a strategic analysis to identify and prioritize major issues
to be addressed.
Defining your goals or expected results to be achieved in addressing
the issues to realize the vision within your mission.
Selecting appropriate strategies to address the issues to achieve the
goals or expected results.
Documenting the mission, vision, issues, goals or expected results,
and strategies into a Strategic Plan.
Developing Operating or action plans to translate strategies into
specific actions, indicating specific timelines and assigning
responsibilities.
Developing a budget.
Developing a monitoring, evaluation and reporting system.
Alignment Model
29. The motivation of this model is to align the resources with the mission to ensure
effective operations. It is relevant for fine tuning the strategies if they are not working.
It can also be appropriate for an Organization experiencing extensive internal
inefficiencies. The steps involving this model include to:
a)
b)
c)
Define or update your mission.
Define or update your vision.
Define or update your values.
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 7
d)
e)
f)
g)
h)
i)
j)
Assess the external and internal factors to identify the Strengths,
Weaknesses, Opportunities and Threats (SWOT) of the Organization;
Identify what’s working well and what needs adjustment.
Identify how these adjustments should be made.
Include the adjustments as strategies in the strategic plan.
Develop Operating Plans or Action Plans translating strategies into
specific actions, indicate specific timelines and assign responsibilities.
Develop a budget and
Developing a monitoring, evaluation and reporting system.
Scenario Planning Model
30. The scenario approach provides a process for thinking clearly about the complex
factors that influence decision-making. It provides the management with a common
language to talk about the future by answering several ‘’What if ‘’ questions. For
example:
a)
b)
c)
d)
e)
f)
g)
h)
What if the worst budget cuts were effected globally, would NMHSs
still meet their national and international obligations?
What if the global centers had the ability to provide skillful weather
forecasts for your countries, would the NMHSs still be relevant?
What if resources were not given to NMHSs over years to train and
absorb new staff, what would they do to sustain operations?
What if the private sector grows and establishes a global presence
and has a robust data collection and sharing mechanism, would you
survive the competition?
What if the use of internet revolutionizes the access to weather and
climate forecasts, would you have the ability to adapt to the change?
What if the UN Sustainable Development Goals become the key
principles to guide investment and development worldwide, would
WMO and its Members’ NMHSs be considered as major contributors
to the achievement of the goals?
What if governments worldwide commit to achieving the expectations
of Sendai Framework for Disaster Risk Reduction 2015-2030, would
the NMHSs be considered as major contributors to actions to reduce
disaster risks?
What if governments worldwide commit to mitigate climate change
and enhance the resilience of society to adapt to climate extremes,
would the NMHSs be considered as major contributors to actions to
mitigate and adapt to climate change?
31. As people answer and discuss the ‘’what if’’ questions, they develop stories, or
scenarios of the future that they need to address.
32. This model can be used together with other models to support strategic thinking. It
can be used to identify strategic issues and goals. The steps associated with this
model include to:
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 8
a)
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)
l)
Define or update the mission.
Define or update the vision.
Define or update the values ,
Select several external forces and imagine related changes which
might influence the organization, e.g. change in regulations,
demographic changes, etc. Scanning the newspaper for key headlines
often suggests potential changes that might affect the organization.
Select the most likely external changes to affect the Organization.
Discuss three different future Organizational scenarios (including best
case, worst case, and ok/reasonable case) associated with each
change. It is advisable to review the worst-case scenario to provoke
strong motivation to change to the Organization.
Suggest what the organization might do or potential strategies to
respond the three categories of scenarios.
Consider strategies that should be implemented to respond to
possible external changes.
Identify the most reasonable strategies the organization should
implement to respond to the changes.
Develop Operating Plans or Action Plans translating strategies into
specific actions, indicate specific timelines and assign responsibilities.
Develop a budget and
Monitor, evaluate and report performance progress.
Organic (Self-Organizing) Planning
33. This is a non-linear strategic planning model that uses values as the center for
dialoguing and comparable to a process of developing an organism. The
Organization reflects on its operating systems and processes to identify what needs
to be aligned with the strategic direction. The steps include:
a)
b)
c)
d)
e)
f)
g)
h)
Defining or updating the mission.
Defining or updating the vision.
Defining or updating the values
Dialoging regularly to identify the systems or processes needed to
realize the vision and what needs to be done about those processes.
Keeping in mind that this approach is a continuous process, without
an end, and that each group has to learn to conduct its own values
clarification, dialogue/reflection, and process updates.
One has to be patient, and to focus more on learning than on the
method. Each group should reflect on how the strategic plan will be
communicated to the stakeholders, develop Operating Plans or action
plans that translate strategies into specific actions, indicate specific
timelines and assign responsibilities.
Develop a budget; and
Developing a monitoring, evaluation and reporting system.
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 9
Implementation Phase
34. The implementation phase is focused on executing a strategic plan. It includes
communicating the plan, developing action plans, and monitoring and evaluating
performance progress. Proper communication ensures that the stakeholder, internal
and external, understand and share the strategic direction, and actions to realize the
vision.
35. The failure of many planning initiatives has been related to weaknesses in the
implementation process, particularly as relates to inadequate internal communication
and buy-in during the diagnosis, design and implementation phases. The planning
terminology should be simple and clear to make it easy to communicate the strategic
direction in a way that it means the same thing to all stakeholders.
36. A Balanced Scorecard (BSC) is a tool often used in implementing strategies due to its
ability to fill the gap between developing a strategic plan and realizing the expected
achievements by making it possible to clarify and translate the vision and strategy; to
communicate and link strategic objectives and measures; to plan, set and align
strategic initiatives; and to enhance strategic feedback and learning. It was designed
to measure the performance of an organization in four perspectives namely financial,
customer, internal business process and learning and growth that formed a BSC
framework. For each perspective, the objectives, measures, targets and initiatives are
defined as relates to the vision, mission and strategy to enable performance
monitoring.
37. It is used extensively in business and industry, government, and nonprofit
organizations worldwide to align business activities with the vision and strategy of the
organization; to improve internal and external communications; and to monitor
organization performance against strategic goals.
38. Every institution develops a fit-for-purpose monitoring, evaluation and reporting
process.
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 10
Evolution of Models Used to Present WMO Strategic Plans
39. Figure 1 presents the evolution of the models to present WMO Strategic Plans since
2008.The Fifteenth World Meteorological Congress (Cg-XV, 7-25 May 2007) agreed
with the fifty-eighth session of the Executive Council that the Seventh Long-term Plan
should be changed and be referred to as the WMO Strategic Plan, which would be a
statement of strategic intent for the Organization for the period 2008–2011,
corresponding with the fifteenth financial period. It further agreed that the vision and
concepts included should be permitted to extend beyond the next financial period as
appropriate, but that the end results referred to objectives of the fifteenth financial
period (Paragraphs 6.2.1-6.2.8).
40. The WMO Strategic Plan 2008-2011 was presented in a Basic Model. The Expected
results were directly related to the Top-level Objectives (TLO) and Strategic Thrusts
(STs) (Annex Tables 1a and 1b). The focus was on TLO (Table 1a) related to the
desire to improve the capabilities of WMO and its Members’ NMHSs to improve the
quality and delivery of services. The Expected Results represented the desired
improvements for WMO and NMHSs. This was about addressing our problems.
41. The Sixty-first session of WMO Executive Council (EC-61, June 2009, Paragraph
7.2.7(b))) endorsed the recommendation of its Working on Strategic and Operational
Planning to base the strategic direction of the Organization on a set of Global Societal
Needs (GSNs. This was a shift to addressing their problems (the society) by using
our abilities. This decision made the WMO Strategic Plan 2012-2015 to be presented
in an Issue-based Model. However, the strategic thrusts and Expected Results were
retained with some adjustments and strategic priorities were introduced as areas of
focus in a Strategic Thrust.
42. The challenge this period was how the actions associated with the STs and Priorities
focusing on GSNs would achieve the same expected results related to TLO.
Figure 1: The evolution of the models to present WMO Strategic Plan since 2008.
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 11
43. The WMO Strategic Plan 2016-2019 was presented in an Issue-based Model. The
Strategic Thrusts were dropped and only priorities retained as processes for
addressing the GSNs to achieve expected results. The expected results were
retained as was in the SP 2012-2015.
Review of WMO Strategic Planning Process, and Capacity
Building on Strategic Planning
44. A consultant has been engaged to review WMO strategic planning process with the
view of developing a guide for integrated strategic planning process and a template
for developing a strategic plan for use by NMHSs in developing and least developed
countries. The Consultant will also train staff on strategic planning with a focus on
monitoring and evaluation. The Consultant is expected to conclude the tasks in March
2016.
45. Two training workshops on strategic planning were conducted in November 2015 for
the Heads of NMHSs in Regional Association-I to enhance their capacities to develop
national strategic plans through the support of African Ministerial Conference on
Meteorology (AMCOMET) and WMO. The participants were trained on the various
models. They indicated the need to have follow-up training workshop in November
2016 to review national strategic plans, enhance management skills and identify
processes to implement the national plans.
Issues to consider
46. The working group is invited to consider:
a)
The impact of the changes on the elements of the strategic plan on
their logical linkage;
b)
Whether the expected results are true representation of what can be
achieved by the actions of WMO and its Members’ NMHSs on the
GSNs;
c)
Whether priorities adequately represent a strategic direction of WMO
to address the GSNs;
d)
Why the results to be achieved remain the same despite changes in
focus (from TLO to GSNs) and processes (from STs to priorities).
Results;
e)
Model or a set of models to improve the logical presentation of WMO
Strategic Plan for all stakeholders to have a common understanding of
the focus, processes to make it happen and what is to be achieved;
f)
The need to conduct a SWOT and analysis to enhance the focus of
the SP 2020-2023; and
g)
The need to enhance the capacities of NMHSs in strategic planning,
particularly from developing and least developed countries, to enable
them contribute effectively to WMO strategic planning and
implementation processes.
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 12
Table 1: The seven variables in the McKinsey 7S’s Model.
Variable
Definition
Strategy
Actions an Organization or Company plans in
response to changes in its external environment.
Structure
Basis of specialization and coordination influenced
primarily by strategy, size, and diversity of
organization.
Systems
Formal and informal procedures that support the
strategy and structure.
Style
Consists of two components: (1) Organizational
culture - the dominant values, beliefs, and norms
which develop over time and become relatively
enduring features of organizational life. (2)
Management Style - more a matter of what
managers do than what they say; how do company
managers spend their time; what are they focusing
on.
Staff
The people/human resource managementprocesses used to develop managers, socialization
processes and ways of introducing young recruits
to the company.
Skills
The distinctive competences - what the company
does best.
Shared values
Guiding concepts, fundamental ideas around which
a business is built - must be simple, usually stated
at abstract level, have great meaning inside the
organization even though the outsiders may not see
or understand them.
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 13
Table 2: A set of questions to analyze the strengths of an Organization.
Question
What makes your Organization unique?
How do the communities we serve
understand what makes us unique?
How do we add value to the communities we
serve?
In terms of our Organizational structure, how
easy is it to adapt to changes in workload so
that you can deploy staff to new initiatives
without impacting on the regular processes?
What is the most innovative idea that you and
your staff and partners have agreed upon to
date?
How do we rate your basic requirement to
fulfill your mandate?
What is our financial state?
What is the state of your skilled workforce?
What are your the strongest product brands?
What factors demonstrate our capability to be
flexible and accept changes?
What is the state of the morale of our staff?
Is our advertisement and marketing strategy
efficient and effective?
Are we making best use of information
technology?
Is our culture innovative?
Are we able to compete locally and
internationally?
How do we manage our cultural differences?
How well do our services meet users’ needs
and do users value them?
Answer
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 14
Table 3:A set of questions to analyze the weaknesses of an Organization
Question
What do we frequently mitigate as our
weaknesses or use as our strengths to
reduce our weaknesses?
What are our capability gaps?
How do we address the challenges facing our
Organization?
What do we consider as weaknesses of our
partners?
How do we work together to overcome the
identified weaknesses?
What are the weaknesses we give the
highest priority to address?
What are the areas in which our competitors
do better than us?
What are the lacking essential human
resources?
What essential basic infrastructure is lacking?
Are funds required available?
Are we able to meet the challenges from our
competitors?
What are the most frequent complaints from
our customers?
Is the working environment suitable to our
staff?
Does staff trust the management?
Answer
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 15
Table 4:A set of questions to analyse opportunities.
Question
How do you capitalize on your opportunities?
How do we identify new opportunities?
How do we define your ideal client, someone
you are confident benefits from your
services?
How do we take into consideration the
emerging global trends in the delivery of
meteorological and hydrological services?
How will we and our partners continue to
innovate new services and products?
How will you and your partners continue to
innovate new project delivery methods?
What external changes will bring us
opportunities?
Will trends in the delivery of meteorological
and hydrological services affect us in a
positive manner?
What is missing in the delivery of services
that you can take advantage of to increase
your relevance?
Answer
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 16
Table 5:A set of questions to analyze threats.
Question
How do we protect yourself from our threats?
What do we consider as the most threatening
factor to our Organization i.e. political,
economic, societal, environmental, etc.?
What is the type of business that you would
not like to associate with?
How can the advances in information and
technology affect the identity of our
Organization?
If we know your current rivals, which ones do
we consider as our future rivals?
How would we protect our Organization from
the threats that we have not foreseen?
Answer
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 17
Table 6: The terms frequently used in strategic planning.
Term
Mission
Vision
Shared Values
Goals/ Objectives/Expected Results
Strategy or Strategic Thrusts
Action/operational planning
Budgeting
Monitoring, Evaluation and Reporting
Definitions
A mission statement presents the overriding
purpose of an Organization in line with the
values and expectations of stakeholders and
should answer the questions: ‘’What
business are we in?‟ and ‘’what is our
business for?’’. It enables an Organizational
to have a uniform focus.
A vision statement presents a strategic
direction of an Organization. It should be
challenging and ambitious yet workable
enough to evoke employees’ ingenuity as far
as its realization is concerned. It is expected
to evoke powerful and compelling mental
images of the desired future state of an
organization. It involves dreaming of a future,
which is a good element for initiating actions
to improve and adapt to rapidly changing
environment for providing meteorological and
hydrological services, and the rapidly
changing users’ demands
The values represent the principles guiding
internal conduct of an Organization and its
relationships with its external stakeholders.
They are the beliefs of an Organization that
specific modes of conduct are preferable to
opposite or contrary modes of conduct
Goals, Objectives or Expected Results
represent the results an Organization aims to
achieve within a time frame and with
available resources to realize its vision. The
Objectives are considered to be more
specific and easier to measure than goals.
Broad indications of directions to achieve
goals, objectives or Expected Results. They
represent the approaches or tactics that
would be used to realize the expectations.
Translating strategies into specific actions or
projects to achieve the set objectives, goals
or expected results. It guides the
implementation of activities aimed at
achieving the set objectives. It forms the
basis for developing a budget that allocates
resources to achieve the objectives and
realize the vision.
Allocating resources to implement identified
activities.
Tracking, evaluating and reporting on
performance progress.
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 18
Annex
The Major Elements of WMO Strategic Plans 2008-2011, 2012-2015 and 2016-2019
Table 1: WMO SP 2008-2011
Table 1a:Top-Level Objectives of the World Meteorological Organization
I
II
III
To produce more accurate, timely and reliable forecasts and warnings of weather, climate,
water, and related environmental elements
To improve the delivery of weather, climate, water, and related environmental information
and services to the public, governments and other users
To provide scientific and technical expertise and advice in support of policy and decisionmaking and implementation of the agreed international development goals and multilateral
agreements
Table 1b:Strategic thrusts, Expected Results and performance indicators.
Strategic
Thrusts
Expected Results and Performance Indicators
I
Ensuring greater use of Numerical Weather Prediction products, including the output of global and
regional ensemble systems;
2.
Increasing the number of new and advanced scientific tools made available to Members;
3.
Improving the rate of implementation of new forecasting techniques into operations; and
4.
Providing training, guides, manuals, standards, operational procedures, and technical and scientific
publications that enhance Members’ ability to deliver quality, targeted and user-friendly products.
II
Science and
Technology
Development
and
Implementation
Enhanced capabilities of Members to produce better weather forecasts and warnings by:
1.
Enhanced capabilities of Members to provide better climate predictions and assessments
by:
1.
Improving the tools to gather and process data to make accurate and useful climate predictions and
assessments at the national level;
2.
Reducing uncertainties in the understanding of climate variability and change;
3.
Providing training and guidance in the application of climate information; and
4.
Providing tools for the interpretation and utilization of climate information and products.
III
Enhanced capabilities of Members to provide better hydrological forecasts and assessments
by:
1.
Increasing the use of existing and developing new scientific tools by Members; and
2.
Increasing the effectiveness of training in new hydrological techniques and technologies .
IV
Integration of WMO observing systems by:
1.
Increasing the sustainability of WMO observing systems for better efficiency;
2.
Increasing the level of standardization and interoperability of WMO observing systems;
3.
Enhancing information-sharing among Members and relevant institutions;
4.
Improving management efficiency for WMO observing systems; and
5.
Increasing the capability to provide data from WMO observing systems to external users at national
and international levels.
V
Development and implementation of the new WMO Information System (WIS) by:
1.
Increasing WMO telecommunications capabilities and capacities supporting all Members;
2.
Ensuring transmission and dissemination network interoperability and connectivity across WMO and
with appropriate external partners;
3.
Accelerating progress in WIS implementation; and
4.
Promoting the implementation of efficient and cost-effective technologies for information-gathering and
-sharing.
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 19
Strategic
Thrusts
Service
Delivery
Expected Results and Performance Indicators
VI
Enhanced capabilities of Members in multi-hazard early warning and disaster prevention and
preparedness by:
1.
Improving the capacity of Members to provide inputs and make decisions where appropriate for multihazard early warning for disaster preparedness;
2.
Increasing participation of Members’ NMHSs in national risk reduction planning and disaster
management processes and activities;
3.
Improving the capacity of Members in the delivery of weather, climate and hydrological hazard
information and advice in support of risk identification, risk transfer and development planning; and
4.
Increasing collaboration and cooperation of Members’ NMHSs with ministries, agencies, and
economic sectors involved in disaster risk management.
VII
1.
Increasing the understanding of societal and economic requirements for weather, climate, water and
air quality services;
2.
Improving relevant, timely, cost-effective and useful products and services that can be used
beneficially by end users;
3.
Expanding the use of weather, climate and hydrological outlook services provided by Members;
4.
Increasing assistance to countries in flood management; and,
5.
Increasing training and guidance material that enhance Members’ ability to deliver quality services.
VIII
Increasing the utility and uptake of assessment reports, bulletins, statements and other provisions by
policy- and other decision-makers;
2.
Increasing WMO interaction with various users through participation in relevant fora; and,
3.
Increasing cooperation between WMO Members’ institutions, including universities, national
laboratories, the private sector and NMHSs.
IX
Enhanced capabilities of Members in developing countries, particularly least developed
countries, to fulfil their mandates by:
1.
Increasing the ability of Members to plan, monitor and assess weather, climate and water phenomena
more effectively in support of national development plans and policies;
2.
Successfully implementing capacity-building activities that improve service delivery;
3.
Enhancing the capabilities of Members to support poverty alleviation programmes; and
4.
Increasing the opportunity for effective participation of candidates from developing and least
developed countries in training events and technical meetings, thereby promoting institutional
capacity-building.
X
Effective and efficient functioning of constituent bodies by:
1.
Achieving agreed targets within budget;
2.
Improving efficiency and effectiveness of constituent body meetings; and
3.
Increasing the satisfaction of the constituent body members.
XI
Efficient
Management
and Good
Governance
Broader use of weather, climate and water outputs for decision-making and implementation
by Members and partner organizations by:
1.
Partnership
Capacity
Building
Enhanced capabilities of Members to provide and use weather, climate, water and
environmental applications and services by:
Effective and efficient management performance and oversight of the Organization by:
1.
Increasing the effectiveness of the interaction of the Secretariat with Members, intergovernmental and
other multilateral agencies, the private sector and civil society;
2.
Ensuring that interaction with various governance groups occurs as needed;
3.
Completing organizational reviews, internal/external audits, performance audits and evaluations
designed to improve business effectiveness and efficiency;
4.
Ensuring that programme performance reports are relevant and are produced by the WMO Secretariat
on a timely basis;
5.
Ensuring that organizational risks are properly identified, registered and managed;
6.
Ensuring that significant financial, managerial, and operating information is accurate, reliable and
timely;
7.
Ensuring that resources are acquired economically, used efficiently and adequately protected;
8.
Ensuring that organizational programmes, plans and objectives are effectively achieved; and
9.
Ensuring that quality and continuous improvement are fostered in WMO’s control processes.
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 20
Table 2 :WMO SP 2012-2015
Global Societal Needs
Strategic Thrusts
Expected Results
Service delivery
Improving service
quality and service
delivery
Protection of life and
property and safety of
transport on land, sea
and in the air
1
Priority: DRR, GFCS
Important areas: public
weather services,
services for aviation,
marine navigation and
coastal areas
2
3
Poverty eradication,
sustained livelihoods,
health, food security,
access to water and
energy, and economic
growth
Advancing scientific
research and
application,
development and
implementation of
technology
Priority: GFCS, WIGOS
4
Important areas:
research in climate
predictions (seasonal,
sub-seasonal), polar
predictions, and
megacity services
5
Strengthening capacity
development
6
Priority: capacity
development
Sustainable use of
natural resources and
improved environmental
quality
Building and enhancing
partnerships and
cooperation
7
Important areas:
partnerships for GFCS
and DRR
Strengthening good
governance
8
Enhanced capabilities of Members to
deliver and improve access to highquality weather, climate, water and
related environmental predictions,
information, warnings and services in
response to users’ needs and to enable
their use in decision-making by
relevant societal sectors
Disaster risk reduction
Enhanced capabilities of Members to
reduce risks and potential impacts of
hazards caused by weather, climate,
water and related environmental
elements
Data processing and forecasting
Enhanced capabilities of Members to
produce better weather, climate, water
and related environmental information,
predictions and warnings to support in
particular disaster risk reduction and
climate impact and adaptation
strategies
Observations and data management
Enhanced capabilities of Members to
access, develop, implement and use
integrated and interoperable surfaceand space-based observation systems
for weather, climate and hydrological
observations, as well as related
environmental and space weather
observations, based on world
standards set by WMO
Research
Enhanced capabilities of Members to
contribute to and draw benefits from
the global research capacity for
weather, climate, water and the related
environmental science and technology
development
Capacity Development
Enhanced capabilities of NMHSs, in
particular in developing and least
developed countries, to fulfil their
mandates
Partnerships
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
strategic issues
An effective and efficient Organization
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 21
Table 3:WMO SP 2016-2019
Global Societal Needs
Priorities
Expected Results
Improved service quality and service delivery
1
Improved protection of life and
property
Enhanced capabilities of Members to deliver and
improve access to high-quality weather, climate,
water and related environmental predictions,
information, warnings and services in response to
users’ needs and to enable their use in decisionmaking by relevant societal sectors
Disaster Risk Reduction
Reduced Disaster Risk
2
Global Framework
for Climate Services
Improved
Data
Forecasting
3
End poverty, ensure
sustainable resilient
livelihoods, food security,
sustainable access to water
and energy, healthy lives,
gender equality and economic
growth, and combat climate
change
Enhanced capabilities of Members to reduce risks
and potential impacts of hazards caused by weather,
climate, water and related environmental elements
Processing,
Modelling
and
Enhanced capabilities of Members to produce better
weather, climate, water and related environmental
information, predictions and warnings to support, in
particular, reduced disaster risk and climate impact
and adaptation strategies
Improved Observations and Data Exchange
WMO Integrated
Global Observing System
4
Aviation meteorological services
Enhanced capabilities of Members to access,
develop, implement and use integrated and
interoperable Earth- and space-based observation
systems for weather, climate and hydrological
observations, as well as related environmental and
space weather observations, based on world
standards set by WMO
Advance Targeted Research
Polar and high mountain regions
monitoring, prediction and services
5
Enhanced capabilities of Members to contribute to
and draw benefits from the global research capacity
for weather, climate, water and the related
environmental science and technology development
Strengthened Capacity Development
6
Capacity development
Enhanced capabilities of Members’ NMHSs, in
particular, in developing and least developed
countries and Small Island Developing States, to fulfil
their mandates
Strengthened Partnerships
Sustainable use of natural
resources and improved
environmental quality
WMO governance
7
New and strengthened partnerships and cooperation
activities to improve NMHSs’ performance in
delivering services and to demonstrate the value of
WMO contributions within the United Nations system,
relevant
regional
organizations,
international
conventions and national strategies
Improved Efficiency and Effectiveness
8
Ensure effective functioning of policy-making and
constituent bodies and oversight of the Organization.
EC WG/SOP-I(2016)/Doc. 3.1(1), p. 22