Collaborative Strategic Planning for Weather, Climate, and Water

1. World Meteorological OrganizationWorking together in weather, climate and water WMO WMO STRATEGIC PLANNING CBS Management Group 24 June 2009

2. Guidance from Cg-XV, EC-LIX and -LX • Evolutionary approach • Relevant societal and economic issues • Issues to be addressed in the Next SP: • Climate change adaptation and mitigation strategies; • Improved service delivery; • Disaster risk reduction; • Food and water security; • WMO/private sector cooperation; • Social and economic benefits of NMHSs’ services; • Millennium Development Goals; • Polar meteorological and climate aspects; • Bridging the gap between developed anddeveloping countries in relevant research areas. • Optimize the number of strategic planning elements • Prioritization scheme

3. The next SP, OP and RBB Framework KOn11 Del Act Budget GSN STn ERn1 KOn12 Del Act Budget Act Budget Del KOn13 Act Budget

4. Global Societal Needs • Improved protection of life, and property (related to impacts of hazardous weather, climate, water and other environmental events and increased safety of land, sea and air transport) • Poverty alleviation, sustained livelihoods and economic growth (in connection with the Millennium Development Goals) including improved health and social well-being of citizens (related to weather, climate, water and environmental events and influence) • Sustainable use of natural resources and improved environmental quality

5. WMO’s framework for results-based strategic planning Results Chain Global Societal Needs (GSN) Strategic Plan with inputs from Members, constituent bodies (incl. RA and TC), WMO Joint Programmes and the Secretariat Strategic Thrusts (ST) Monitoring and Performance Evaluation Organization-wide Expected Results (ER) Long-term strategic level …. Short to medium term operational level ….. Key Outcomes (KO) of each RA and each TC Results-based WMO Operating Planand Secretariat Budget Deliverables, Activities, and Budgetof theSecretariat Departments/Offices

6. Strategic Thrusts in the NextSP

7. Outline for elaborating each ST

8. Major Achievements of WMO – Free and unrestricted exchange of meteorological and related data and products – WMO has facilitated the free and open unrestricted international exchange of meteorological, hydrological and related data and products globally. This has been essential for real time weather services, for climate prediction, for climate change detection and for a broad range of global environmental programmes. International Standards for Meteorological and Related Observations – WMO has developed and maintained a set of world standards for meteorological and related observations that have ensured that data are inter-comparable wherever they have been collected – a vital feature for, inter alia, the detection of climate change and for the development of global weather and climate models and for the services they underpin. Capacity Building – WMO has supported the building of capability in NMHSs, in all parts of the world thereby making an invaluable contribution to the safety of life and property on a global scale. Promoting Science and Technology – The Organization has furthered the capabilities of NMHSs worldwide by promoting the use of science and technology, in both supporting infrastructure and product generation and services. International Leadership– WMO has become a recognized leader amongst the UN organizations for its capacity to promote the prediction, projection and assessment of Earth system and environmental problems.

9. Strategic Thrusts and ER’s

10. Results-based WMO Operating Plan and Budget 2012-2015 (5) (8) KOs of RA I …VI Indicators, Baselines, Targets ST 1 ER 1 Secretariat Departments Activities and Budget KOs of TC1 … TC8 Indicators, Baselines Targets ER 1 ER 2 ER 2 For every ER, eachRA and TC define specific Key Outcomes together with Indicators, Baselines and Targets; based on these plans and in close coordination with the RAs and TCs, the Secretariat develops deliverables, activities and budget proposals. Strategic level Operational level

11. Performance Indicators The parameters for measuring performance comprise: • Indicator(s) (how the achievement will be measured) • Baseline(s) 2012 (defining the situation at the beginning of the Financial Period) • Targets at the end of the first biennium (2013) and at the end of the Financial Period (2015) (measurable milestone goals that specify the level of achievement to be reached)

12. WMO Operating Plan 2012-2015 • The Key Outcomes (KO) should be defined by EC, RAs, TCs and the Secretariat in an active coordination process; • The KO should relate to the WMO Programmes; • The KO should provide the basis for defining the necessary programme activities and the budget planning and resulting budget proposal; • Cross-programme synergies (between the TCs and RAs) should underpin effective and optimized programme implementation plans; • The roles and responsibilities of constituent bodies should be clearly identified and described in the WMO-OP; • The Council should determine the KOs of the programmes under its direct management responsibility (e.g., Education & Training Programme through its corresponding Panel, Technical Cooperation through its WG on Capacity Building, etc.).

13. Actions for CBS • Confirm societal needs (are there other?) • Review the draft Strategic Thrusts • help define Key Outcomes for the commission and offer guidance on key programme areas • Define performance indicators with baselines for the next FP • Develop CBS Operating Plan

14. Some Identified PRIORITIES OF THE REGION IV • Capacity building • (Adequate financial and technical resources to be found for training…Especially for Haiti as the only LDC in RA IV) • Hurricane activity and its impacts in the Region • (Important role played by NMHSs in weather observations, data exchange and the preparation and distribution of warnings. Support for the organization of the Hurricane Committee’s annual meetings) • Collaboration with the various economic and technical organizations in RA IV • (For the development and implementation of meteorology programmes and projects (ACS, CARICOM, SICA, CRRH, CMO and CEPREDENAC)) • Social and economical benefits of meteorological and hydrological services • (Priority in the work of the Secretariat and for the Members of the Region)

15. RA III STRATEGIC PLAN FOR 2008-2011 Questionnaire results » Priority areas identified • Improve the RA III Telecommunication Network. • Improve the RA III Observation Network (Surface Observations automation, Altitude Observations, Data exchange among neighbour countries, NMHSs capacities). • Strengthen the NMHSs participation in the Reduction of impacts of Natural Disasters. • Improve the knowledge, know how and regional climate prediction capabilities in order to facilitate the adaptability to the climate variations and climate changes.

16. Programme and issues of concern to the Region 1 The issue of observations and data remains crucial for the Region: Observation systems are obsolete or not existing. This issue must be taken as global concern Requires global policy and global solutions. For other concerns, please refer to EC-LXI/INF. 11

17. The requirements of the user community regarding the improvement of the analysis, forecasts, warnings and risk assessments of natural hazards of meteorological and hydrological origin; • The importance of studies to demonstrate the socio-economic benefits of meteorological, hydrological and related services to the public, decision-makers and specialized users; • The synergyresulting from partnerships and interactions with other sectors and disciplines including those in the social sciences, development planning and disaster preparedness communities; • The need to work more closely together in order to bridge gaps and achieve a better equilibrium of the level of NMHSs throughout the Region; • The optimization of the use of the available resources, including the services of WMO and regional organizations like EUMETSAT, ECMWF and EUMETNET; • The potential for collaboration with development partners like the European Commission, World Bank and others in the realization of the regional strategies.

18. RA-VI current Strat Plan • The requirements of the user community regarding the improvement of the analysis, forecasts, warnings and risk assessments of natural hazards of meteorological and hydrological origin; • The importance of studies to demonstrate the socio-economic benefits of meteorological, hydrological and related services to the public, decision-makers and specialized users; • The synergyresulting from partnerships and interactions with other sectors and disciplines including those in the social sciences, development planning and disaster preparedness communities; • The need to work more closely together in order to bridge gaps and achieve a better equilibrium of the level of NMHSs throughout the Region; • The optimization of the use of the available resources, including the services of WMO and regional organizations like EUMETSAT, ECMWF and EUMETNET; • The potential for collaboration with development partners like the European Commission, World Bank and others in the realization of the regional strategies.

19. PROCESS

20. Strategic Planning documents WMO Strategic Plan - High-level statement of strategic directions and priorities expressed through Strategic Thrusts and organization-wide Expected Results and Performance Indicators; Results-based WMO Operating Plan– converts the organization-wide ERs into key outcomes/ programme areas, indicators and targets Secretariat Budget - and links them to the planned activities and the Secretariat budget; External Marketing Document – easily understood document by decision-makers and external environmentand Pre-populated Tool/System for Monitoring & Performance Evaluation – Tracks implementation and provides for control and corrective actions for achieving the ERs.

22. Thank you