Draft Budget 2020-2023 Budget 2020-2023 Basis: Strategic Plan Operating Plan 2020-2023 Consistent with: EC-70/Doc.16.2(2) EC-70/INF. 16.2(2) Resolution 16.2/1 (EC-70) EC-70/INF.16.2(3) Decision 66 (EC-69) Guidance of EC WG on Strategic and Operational Planning
BASIS - WMO STRATEGIC PLAN AT A GLANCE Vision 2030 By 2030, a world where all nations, especially the most vulnerable, are more resilient to the socioeconomic impact of extreme weather, climate, water and other environmental events, and empowered to boost their sustainable development through the best possible services, whether over land, at sea or in the air Overarching Priorities Enhancing preparedness for, and reducing losses of life and property from hydrometeorological extremes Supporting climate-smart decision making to build resilience and adaptation to climate risk Enhancing socioeconomic value of weather, climate, hydrological and related environmental services Core Values Accountability for Results and Transparency Collaboration and Partnership Inclusiveness and Diversity Long-Term Goals 1 Better serve societal needs 2 Enhance Earth system observations & predictions 3 Advance targeted research 4 Close the capacity gap 5 Strategic realignment of structure & programmes Strategic Objectives 2020-2023 focus 1.1 National multihazard early warning systems 1.2 Climate information and services 1.3 Services for sustainable water management 1.4 Weather information and services 2.1 WMO Integrated Global Observing System 2.2 WMO Information System 2.3 WMO Global Data Processing and Forecast System 3.1 Scientific knowledge of the Earth system 3.2 Science-forservice & predictive capabilities 3.3 Policy-relevant science 4.1 Address the needs of developing countries for essential services 4.2 Develop and sustain core competencies and expertise 4.3 Scale-up effective partnerships for investment 5.1 Optimize WMO constituent body structure 5.2 Streamline WMO programmes 5.3 Advance equal and effective participation of women and men 2
BASIS - Operating Plan 2020-2023 Structures by 16 Strategic Objectives 2 PARTS ZNG & additional proposal Cascading flow of elements: Long-Term Goals and Strategic Objectives > outcomes/benefits to Members > outputs and milestones -> activities Performance indicators at the outcome level Allocation of regular and extrabudgetary resources Regional needs/ priorities (based on the M&E 2016-2017, Country Profile Database, and information from regions) Risks, programmes, implementing entities and partners 3
OP Part I: ZNG - Core Outcomes, Outputs and Activities Long-Term Goal 1: Better serve societal needs: Delivering, authoritative, accessible, user-oriented and fit-for-purpose information and services Strategic Objective 1.1: Strengthen national multi-hazard early warning systems and extend reach to better enable effective response to the associated risks Budget (in thousands of Swiss francs): Note: Regular budget (RB) and Extrabudgetary (XB) resources (staff & non-staff) Outcomes/Benefits for Members (SP Focus): Enhanced impact- and risk-based extended forecast and warning products and services to enable better preparedness and response to hydrological and meteorological events; Strengthened national capacity in multi-hazard early warnings; Enhanced access to official national meteorological and hydrological forecasts and warnings globally in support of regional and global requirements. RB (CHF) % of total RB XB (CHF) 16,116.2 6.1% 3,840.0 Performance Indicators: Baseline 2018-19 1.1.1 Number of Members participating in a global alert system 1.1.2 Number of Members with a MHEWS integrated in a national DRR management system 1.2.3 Number of Members offering tailored products within GFCS priority areas Comments (XB): USAID Trust Funds, Tropical Cyclone Trust Fund, ESCAP/WMO Typhoon Committee Trust Fund. 37 55 0 Target 2021 Target 2023 Outputs and Milestones: 2020 2021 2022 2023 Capacity development of NMHSs to service national MHEWS GMAS implementation including the needs of Members and priority users addressed, such as UN and humanitarian agencies with operational activities and the needs of users addressed Early warning services for humanitarian agencies Establishment and implementation of a coastal inundation forecasting MHEWS, taking into account all sources of inundation (e.g. ocean, river) Marine warning information integrated into GMAS (WWMIWS, MEER, coastal) National procedures/protocols for tropical cyclones and related disasters promoted and assistance to Members to develop/establish them provided Specialized skills and competencies of tropical cyclone forecasters improved Needs of Members and priority users addressed Partly implemented User requirements completed Standards developed Survey on status of national DRR protocols 60 operational forecasters trained Normative/ regulatory provisions developed Partly implemented Ongoing implementation WIS integration DRR protocols established at national level 60 operational forecasters trained Regional/subregional MH alert operational GMAS systems in six regions Mostly Implemented implemented Ongoing implementation DRR protocols established at national level 60 operational forecasters trained Ongoing implementation DRR protocols established at national level 60 operational forecasters 4 trained
Cataloguing extreme and high-impact weather, water and climate events methodology implemented Common Alerting Protocol (CAP) systems installed and operational in NMHSs to support uploading of warnings and alerts on WWIS and SWIC websites in support of GMAS By 20% of Members CAP alerts included in SWIC and WWIS By 40% of Members By 60% of Members By 70% of Members CAP implemented by 60% of Members WMO E-Learning modules for CAP standard developed Completed In use In use In use WMO Register of Alerting Authorities and the WMO Alert Hub operational E2E EWS (Floods) Assessment conducted to assist Members in analyzing and developing their capabilities Integrated Severe Weather Forecasting Demonstration Project (SWFDP) / Flash Flood Guidance System (FFGS) in all major river basins Fully developed global drought early warning system Activities: Facilitate the implementation of MHEWS/GMAS at regional and global level. Strengthen national capacity in MHEWS/GMAS through development of guidelines and practices. Strengthen regional coordination and national capability to deal with tropical cyclones. Engage multiagency representation in coordinative and cooperative procedures on tropical cyclone DRR at national level. Coordinate technical development of integrating TC products into GMAS. Organize training activities to improve/update knowledge and skills of operational tropical cyclone forecasters. Facilitate the implementation of impact- and risk-based warning products and services through trainings. Improve spatial coverage, functionality and verification/ communication of SWFDP/FFGP. Operationalize drought early warning systems with FAO/UNESCO through one single joint drought programme. Finalized Risks: Insufficient outreach activities on benefits and functions of global alert system Failure to secure services of volunteer experts Ineffective uptake of related programme activities due to lack of capability of NMHSs in LDCs and some developing countries. 75% of Members fully operational Finalized Finalized Mitigation measures: Develop outreach plan and implement it Optimize meetings and/or run in synergy with other events to reduce time away from home base. Seek XB resources for training workshops and other capacity building initiatives. Regional Aspects (priorities, gaps from M&E (to be elaborated in consultation with regions prior to Cg-18): 63% of responding Members in RA I do not have a MHEWS, followed by Region IV (33%), RA III (25%), RA II (20%) and RA V and VI (17%). Source: CPDB, based on 90 responding Members. All Regions have identified EWS and MHEWS as a key priority during RA sessions and WG / TT meetings and activities. CREWS a key mechanism to help address this. Current Programmes Working Bodies Partners Lead: WCP, GFCS Contributing: WCRP, WWRP, WIS, WIGOS, GDPFS, HWR, DRR, GAW RAs, TCs, Research Board, Secretariat UNFCCC, GFCS PAC partners, UN agencies contributing to State of Climate report, WB & ISDR (CREWS) 5
WMO Budget proposal 2020-2023 Part A: ZNG regular budget (assessed contributions) Core activities, fundamental for implementation of strategic objectives, that can not be offset Part B: Moderate growth regular budget (assessed contributions) Activities in addition to ZNG-budgeted core SOs aiming at accelerated, expanded and/or scaled up implementation in key focus areas as well as leverage investments in hydrometeorological technology and development Part C: Optional programmes Activities additional to ZNG-budgeted that would be funded by those Members that agree to do so. To be included in regular budget operational programme. 7
WMO Budget proposal Part A - ZNG Appropriation Parts Amount Regular Budget PART I. Long-Term Goals 188,223.2 PART II. Policy-Making Organs & Executive Management 39,150.4 PART III. Language Services 38,846.4 Total Regular Budget 266,220.0 FINAC recommended 5 LTG Goals to become 5 appropriation parts 8
Budget proposal Part A - ZNG Long-term Goal (LTG) / Strategic Objectives Amount % PART I. Long-Term Goals (PARTS I to V) LTG 1. Better serve societal needs 58,285.3 21.9% LTG 2. Enhance Earth system observations and predictions 47,925.0 18.0% LTG 3. Advance targeted research 26,138.5 9.8% LTG 4. Close the capacity gap 52,891.6 19.9% LTG 5 Strategic realignment of WMO structure and programmes 2,982.9 1.1% SUB-TOTAL 188,223.2 70.7% PART II. Policy-Making Organs & Executive Management Policy -Making Organs (Cg, EC, Bureau and FINAC) 5,255.1 2.0% Executive Management 27,979.7 10.5% External and Internal Oversight 5,915.6 2.2% SUB-TOTAL 39,150.4 14.7% PART III. Language Services SUB-TOTAL 38,846.4 14.6% TOTAL ZNG BUDGET 266,220.0 100.0% 9 5
Additional proposal for Part B and/or C Strategic Objective Additional initiative by Long-Term Goal (LTG) and Strategic Objective (SO) Total LTG.1 SO 1.1 MHEWS: Early warning services for international organizations 900 SO 1.2 Climate Regional Forum 3,400 SO 1.3 Water Regional Forum 3,400 SO 1.3 Hydrological Status and Outlook System 2,500 SO 1.4 Urban services: air quality, disasters, climate adaptation 2,800 LTG.2 SO 2.1 WMO Hydrological Observing System member support capacity building 3,800 SO 2.2 Leveraging the data revolution (WIGOS and WIS) 4,400 LTG.3 SO 3.3 Integrated Global Greenhouse Gas Information System (IG3IS) 5,300 LTG.4 SO 4.1 Country Profile Database 2,200 SO 4.1 Regional MHEWS advisory systems for Africa, South America, Central Asia (GMAS) 2,800 SO 4.2 Regionalizing WMO / Strengthening National Institutional Systems in NMHS for Weather Water Climate Services 2,100 SO 4.3 Private sector engagement & meeting resources 1,500 10
Example WIS: complementarity ZNG/Additional Initiatives WIS activities supported through ZNG budget: WWW data exchange, data standardization, and operational coordination Evolution of WIS to embrace new information technology Maintaining basic regulatory documents WIS activities proposed through Additional Initiatives: Implementation of WIS Part C - Information Management Addressing data management needs of non-www programmes Supporting WIS related technical training and capacity development 11
Example WIS: ZNG Budget for S.O 2.2 (WIS & DMA) Resources Baseline staff costs Non-staff costs Apportioned administrative costs Total 7,215.2 3,688.7 2,712.3 13,616.3 53.0% 27.1% 19.9% 100.0% Staff cost by grade Grade Number of post Amount Director 1 1,748.0 Professional 5 4,369.2 General Services 3 1,098.0 TOTAL 9 7,215.2
Example IG3IS emerging initiative: complementarity ZNG/Additional Initiatives GHG/IG3IS activities supported through ZNG budget: GAW GHG system operations Normative and methodological work Activities proposed through Additional Initiatives: Scale up IG3IS national to urban/local levels Detailed implementation plans, support implementation by Members, pilot projects Overall WMO RB investment in research leverages several 100s of millions thanks to convening and coordinating work 13
Savings and efficiency measures (1) Posts and staff costs Net reduction of staff costs by CHF 11 million (17 regular posts and PTA) New travel arrangements CHF 750K (partly offset by investments of CHF 213K) Simplification of administrative process Posts re-profiling, review of existing IT contracts and suppliers 14
Savings and efficiency measures (2) Conference, language and publishing services Video/web/audio conferences, paperless meetings, e- publishing, e-document management (CHF 2 million) Sessions Dynamic and pro-active planning of sessions, venue selection Reduced duration, volume & quality of documentation. Introduction of computer-assisted / machine translation tools Constituent body reform Policy-making organs (CHF 1.7 million) Technical commissions (between CHF 2.7 and 3.1 million) 15
Shifting of resources from non-programme to programme areas Resource are reduced in non-programme areas: Language Services, Administration, Executive Management Resources freed through savings and efficiency measures are allocated to key focus areas, such as: Multi-hazard early warning systems Climate services and water management Capacity development 16
Regional aspects Regionalisation of business across all strategic objectives The Operating Plan highlights regional gaps and needs Resources attributed to specific regional aspects: LTG 1 & 2 (services and information): 30 % LTG 3 (research): 10 % LTG 4 (close capacity gap): 100 % LTG 5 (structure and gender equality): Coordinated participation of experts in activities of the RAs and TCs for WGs and gender equality targeted actions. 17
Budget document covers all aspects requested by EC Objects of expenditure Regular and XB income and trends In-kind and non-cash expenditure Other aspects 18
Thank you 19
ZNG Budget by Object of Expenditure Objects of Expenditure ZNG budget 2020-2023 Comparison in Percentages (%) Budget 2020-2023 Actual expenditure 2016-2017 (a) Staff costs 187,781.3 70.5% 73.1% (b) Short-term staff (temporary assistance) 6,800.0 2.6% 2.6% (c) Consultancy services 6,700.0 2.5% 1.6% (d) Travel of WMO Secretariat staff members 6,450.0 2.4% 2.7% (e) Travel of participants 16,500.0 6.2% 5.2% (f) Fellowships and training activities 4,380.0 1.6% 1.0% (g) Grants and financial contributions 7,200.0 2.7% 2.2% (h) Contractual services 5,600.0 2.1% 2.0% (i) Operating expenses 17,299.5 6.5% 6.7% (j) Equipment and supplies 1,600.0 0.6% 0.7% (k) Repayment of the loan for WMO HQ building 5,909.2 2.2% 2.2% Total 266 220.0 100.0% 100.0% 20
Estimated income: Regular Resources Source of funding 2016-2019 2020-2023 Variances Regular budget (ZNG) 266 220.0 266 220.0 - Other Regular Resources Rental of building and parking 7 045.0 7 300.0 255.0 Rental of conference facilities 605.0 200.0 ( 405.0) Programme support cost 5 200.0 7 200.0 2 000.0 Sales of publications 40.0 40.0 - Interest earned / Miscellaneous 260.0 260.0 - Total other regular resources 13 150.0 15 000.0 1 850.0 Total 279 370.0 281 220.0 1 850.0 21
Resource Trend: Regular Budget 22
Resource Trend: Voluntary Resources 23
Non-cash expenditure In-kind contributions CHF 1.9 million per annum for the land occupied by the WMO Headquarters building and the interest-free loan provided by the Swiss Authorities (FIPOI) in 2020-2023. Depreciation expenses for the WMO Headquarters building CHF 3.7 million per annum in 2020-2023 Employees benefits Secretary-General s report on employees benefit: EC- 70/INF.17.2 Plan for funding liabilities for After-Service Health Insurance (ASHI) 24
Impact of non-cash expenditure on future cash surplus Non-cash expenditure has no impact on the future budget surplus or budget deficit. Financial Regulation 9.2 defines the cash surplus: (a) Unexpended appropriations surrendered; (b) Plus the amount resulting from contributions paid by Members in excess of the amount appropriated by EC; and (c) Less any amount retained for purposes approved by Congress. The actual amount of the cash surplus from the Seventeenth Financial Period (2016-2019) will be known in 2021 only. 25
Programme Support Cost Policy Current WMO Programme Support Cost Policy (EC-64) in force The External Auditor audit of the policy (June 2017) Recommendations accepted and on-going: 1) Review of the current policy 2) Develop a cost recovery strategy, including a full cost recovery model linked to WMO resource mobilization strategy The review will be presented to EC-18 in 2019. 26