The WMO Strategy for Service Delivery and Its Implementation Plan

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NOTE

The designations employed in WMO publications and the presentation of material in this publication do not imply the expression of any opinion whatsoever on the part of WMO concerning the legal status of any country, territory, city or area, or of its authorities, or concerning the delimitation of its frontiers or boundaries.

The mention of specific companies or products does not imply that they are endorsed or recommended by WMO in preference to others of a similar nature which are not mentioned or advertised.

The findings, interpretations and conclusions expressed in WMO publications with named authors are those of the authors alone and do not necessarily reflect those of WMO or its Members.

WMO-no. 1129

© World Meteorological Organization, 2014

The right of publication in print, electronic and any other form and in any language is reserved by WMO. Short extracts from WMO publications may be reproduced without authorization, provided that the complete source is clearly indicated. Editorial correspondence and requests to publish, reproduce or translate this publication in part or in whole should be addressed to:

Chair, Publications Board

World Meteorological Organization (WMO)

7 bis, avenue de la Paix Tel.: +41 (0) 22 730 84 03

P.O. Box 2300 Fax: +41 (0) 22 730 80 40

CH-1211 Geneva 2, Switzerland E-mail: [email protected]

The WMO STraTegy fOr

Service Delivery anD

iTS iMpleMenTaTiOn plan

CONTENTS

PREFACE 5 EXECUTIVESUMMARY�����������������������������������������6

PARTI�THEWMOSTRATEGYFORSERVICEDELIVERY�������

9 PURPOSEOFTHEDOCUMENT ������������������������������������10 CHAPTER1:INTRODUCTION������������������������������������� 11 CHAPTER2:LINKTOTHEWMOQUALITYMANAGEMENTFRAMEWORK������������12 CHAPTER3:WHATISSERVICEDELIVERY?�����������������������������14 CHAPTER4:MOVINGTOWARDSASERVICE-ORIENTEDCULTURE ����������������16 4�1Strategyelement1:Evaluateuserneedsanddecisions���������������������16 4�2Strategyelement2:Linkservicedevelopmentanddeliverytouserneeds����������20 4�3Strategyelement3:Evaluateandmonitorserviceperformanceandoutcomes�������22 4�4Strategyelement4:Sustainimprovedservicedelivery���������������������26 4�5Strategyelement5:Developskillsneededtosustainservicedelivery������������27 4�6Strategyelement6:Sharebestpracticesandknowledge �������������������27 CHAPTER5:IMPLEMENTATIONAPPROACH�����������������������������29

PARTII�THEIMPLEMENTATIONPLANFORTHESTRATEGY�����

31 1�1Background���������������������������������������������32 1�2PurposeoftheImplementationPlan�������������������������������33 CHAPTER2:IMPLEMENTATIONAPPROACH �����������������������������36 2�1Atgloballevel ��������������������������������������������36 2�2Atregionallevel ������������������������������������������36 2�3Atnationallevel�������������������������������������������37 2�4TheServiceDeliveryProgressModel������������������������������37 2�5Advancingtohigherlevelsofservicedelivery ��������������������������37 CHAPTER3:IMPLEMENTINGTHESTRATEGYATNATIONALLEVEL���������������38 3�1Stepstoimplementimprovedservicedelivery �������������������������38

CHAPTER4:ROLEOFWMOCONSTITUENTBODIESINIMPLEMENTINGTHESTRATEGY���41 4�1RoleoftheExecutiveCouncilWorkingGrouponServiceDelivery��������������41 4�3RoleoftheSecretariat���������������������������������������41 4�4Assessmentreports����������������������������������������42 4�5MilestonestomeasureprogressoftheImplementationPlan �����������������42 4�5�1Theshort-term(two-year)timeframe �����������������������������43 4�5�2Themedium-term(six-year)timeframe����������������������������43 4�5�3Thelong-term(10-year)timeframe�������������������������������44 CHAPTER5:LINKAGESWITHOTHERINITIATIVESANDACTIVITIES���������������45 5�1LinkageswithWMOinitiativesandactivities���������������������������45 5�2LinkageswiththeWMOStrategicPlan ������������������������������45 5�3LinkageswiththeGlobalFrameworkforClimateServices�������������������46 5�4Linkageswiththequalitymanagementsystem�������������������������46 5�5Linkagestotraining�����������������������������������������47 5�6Linkagestocapacitydevelopment��������������������������������47 5�7LinkageswiththeMadridActionPlan������������������������������48 CHAPTER6:CLOSINGREMARKS �����������������������������������49

PARTIII�APPENDICES��������������������������

51 APPENDIX1:SERVICEDELIVERYPROGRESSMODEL�����������������������52 APPENDIX2:ACTINGONTHESTRATEGYELEMENTS�����������������������60 APPENDIX3:GLOSSARY ���������������������������������������63 APPENDIX4:TOOLKITOFDOCUMENTSANDTEMPLATES��������������������67 APPENDIX5:SERVICEDELIVERYEXAMPLES ���������������������������� 117 APPENDIX6:ANEXAMPLEOFSHARINGBESTPRACTICESAMONGNMHSS���������� 119 APPENDIX7:ACTIONPLANOUTLINE�������������������������������� 121 APPENDIX8:BIBLIOGRAPHYANDFURTHERREADING ����������������������125

PREFACE

ThecorebusinessofNationalMeteorologicalandHydrologicalServices(NMHSs)isbuiltaround theirresponsibilitytoprovideessentialweather,climateandrelatedinformationtothecommunityat large�Intheprovisionofweather-,climate-,water-andenvironment-relatedservices,itisessential toputtheusersfirst�Itisonlybyfullyunderstandingwhytheyneedourservicesandhowtheyuse themintheirdecision-makingthatwecanprovideserviceswhichareoptimal�Bystrivingtoprovide servicesthatbestmeettheseneeds,NMHSsensurethattheyfulfiltheirstatutoryobligationsandare consequentlyheldinhighregardbythepublic,governmentsandusers� ServicedeliveryliesattheheartoftheWMOmissionanddailywork�TheWMOStrategyforService Delivery,whichisalignedwiththeWMOStrategicPlan,wasapprovedbytheSixteenthWorld MeteorologicalCongress�TheStrategyexplainstheimportanceofservicedelivery;definesthe fourstagesofacontinuous,cyclicprocessfordevelopinganddeliveringservicesandtheelements necessaryformovingtowardsamoreservice-orientedculture;anddescribespracticestostrengthen servicedeliveryacrosstheentireWMO�TheStrategy,describedinPartI,isconsideredanessential complementtotheImplementationPlan,presentedinPartII� TheImplementationPlanhasbeendevelopedtoguideNMHSsinassessingandimprovingtheir currentservicedeliveryinlinewiththeirstrategicobjectives�Improvinglevelsofservicedeliverywill directlybenefitserviceusersand,asaresult,leadtostrongercommunitysupportfortheNMHSs� WMOiscommittedtodevelopingmechanismsthatwillassistNMHSsinimplementingtheWMO StrategyforServiceDelivery�TheImplementationPlanwillbepublishedasarecommendedpractice andwillbereferenced,asappropriate,intheTechnical Regulations (WMO-No�49)�

AllMembersareencouragedtousetheImplementationPlanfortheWMOStrategyforService Deliverytoassesswheretheystandintermsofservicedeliveryandcontinuetheireffortstoachieve everhigherstandards�

MichelJarraud (Secretary-General)

EXECUTIVE SUMMARY

WMOMembersrecognizetheimportanceofprovidinghigh-qualitydeliveryofweather-,climate-, water-andenvironment-relatedservices�WMOfacilitatesinternationalcoordination,setsstandardsfor meteorologicalandhydrologicalproductsandprovidesguidanceonservicedelivery�Whilesomegreat successhasbeenachievedinthisregard,Membershaveagreedthatamoreuniformandstructured approachtoservicedevelopmentanddeliveryisrequired�Asaresult,theWMOStrategyforService Delivery(theStrategy)wasapprovedatthesixteenthsessionoftheWorldMeteorologicalCongress (May–June2011),andtheSecretary-Generalwasrequestedtoarrangeforthepreparationofan implementationplan�TheImplementationPlanwassubsequentlypreparedundertheguidanceofthe WMOExecutiveCouncilWorkingGrouponServiceDelivery(ECWG-SD)andwasapprovedbythe ExecutiveCouncilatitssixty-fifthsession(May2013)� ThegoaloftheStrategyistohelpNationalMeteorologicalandHydrologicalServices(NMHSs)raise standardsofservicedeliveryintheprovisionofproducts1_{andservices}1_tousers1_{andcustomers�}1_

TheImplementationPlanprovidesaflexiblemethodologytohelpMembersevaluatetheircurrentservice deliverypracticesandtoserveashigh-levelguidancefordevelopingmoredetailedmethodsandtoolsthat willenableMemberstoimprovetheirservicedeliveryprocess� TheStrategyisadaptabletotheuniqueneedsofMembersfrombothdevelopedanddevelopingcountries, regardlessofwhotheusersareandwhethertheproductsandservicesdeliveredarepublicorcommercial� TheWMOSecretariatandWMOconstituentbodiesareresponsibleforfacilitatingandcoordinatingthe implementationoftheStrategy� Meetingtheneedsofuserswithfit-for-purpose1_{productsandservicesisvitalforthesuccessof} Membersasserviceproviders�Astheneedsofusersevolve,thecapabilitiesofserviceproviders shouldalsoadaptovertime�Methodsofdistributingproductsandservicesaresubjecttochange, especiallyinthemoderneraofinformationtechnology,anditisimportantthatMembersremain agileandcapableofrespondingtothesechanges� WMOMemberswhohavealreadyimplementedaformalqualitymanagementsystem(QMS)are morelikelytobefocusedonmeetinguserneedsandtoconsiderthisakeyaspectofservicedelivery� ForMemberswhohavenotintroducedaQMS,implementingaservicedeliverystrategyalongthelines describedhereinwillbeanexcellentsteptowardsimprovedorganization-widequalitymanagement� Memberswhoprovidecommercialservices,whichinvolvecontractualobligations,arenodoubtacutely awareoftheneedforhighstandardsinservicedelivery,buthigh-qualitydeliveryshouldalsoapply toweather-,climate-,water-andenvironment-relatedservicesthatareprovidedtothepublicandto governmentagenciesanddepartments� Foruserswhoaresensitivetotheimpactsofweatherandclimate,thebenefitsofreceivinghigh-quality servicesthatfullymeettheirneedsarewide-ranging�Memberswhoprovidehighlevelsofservicedelivery throughtheirpublicweatherservices(PWS)arelikelytobeviewedbytheirusersandtheorganizations thatfundthemasavaluablereturnontheinvestmentofpublicfunds�Thiscanhelptoensurethe sustainabilityofPWS� TheStrategydescribesacontinuouscycleoffourstages,whichdefinetheframeworkforservicedelivery, andidentifiessixelementsthatdetailtheactivitiesrequiredforhigh-qualityservicedelivery� 1_{ Seeglossaryfordefinition(Appendix3)}

Thefourstagesofacontinuous,cyclicprocessfordevelopinganddeliveringservicesare: Thesixelementsnecessaryformovingtowardsamoreservice-orientedcultureare: Themanagementofservice-providingorganizationsmustremainfocusedandcommittedtoensurethat high-qualityservicedeliveryisachievedthroughouttheirorganizations� TheImplementationPlanfortheStrategyhasbeendevelopedtohelpallMembersassessandimprove theirservicedeliveryirrespectiveoftheircurrentlevelandcapacity� Currentlevelsofservicedeliverycanbeassessedeitherbytheserviceprovidersthemselvesorwith externalassistance�Theassessmentshouldbemadewiththehelpofaprogressmodelwhichshowsthe typeofactivitiesandbehavioursthatareappropriateforserviceproviderswithacertainlevelofservice deliverydevelopment�AServiceDeliveryProgressModelisincludedinthisImplementationPlantoguide Membersontheactionsandactivitiesrequiredtoprogresstohigherlevelsofservicedeliveryoverthe short,mediumandlongterm� MilestonesfortheimplementationoftheStrategyaresetfortheshortterm(2years),mediumterm(6 years)andlongterm(10years)� ThekeydeliverablesresultingfromtheimplementationoftheStrategyovertheshorttermwillbe:(i)an assessmentofthecurrentlevelofservicedelivery;(ii)puttinginplacethenecessaryactionplantostart improvingservicedelivery,whichshouldincludestrengtheninguserinteractionthrough,forexample, surveys,focusgroupsorworkshopsforeachusergroup;and(iii)anassessmentoftheresourcesrequired toimplementtheactionplan�Overthemediumterm,theImplementationPlanaimstohelpacertain percentageofMembersgainatleastonelevelintheirservicedeliverydevelopmentandtodocument

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Evaluate user needs and decisions

Link service development and delivery to user needs

Evaluate and monitor service performance and outcomes

Sustain improved service delivery

Develop skills needed to sustain service delivery

Share best practices and knowledge

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(1) User engagement and

developing partnerships (2) Service design and development

(4) Evaluation and

improvement 4 3 (3) Delivery

PART I. THE WMO STRATEGY

FOR SERVICE DELIVERY

PURPOSE OF THE DOCUMENT

ThepurposeofthisdocumentistoproposeaWorldMeteorologicalOrganization(WMO) StrategyforServiceDelivery(theStrategy)thatwillassistNationalMeteorologicaland HydrologicalServices(NMHSs)intheprovisionofweather-,climate-,water-andenvironment-relatedservicestothepublicanddecision-makers�TheStrategyincorporatesassessmentof userneedsandtheapplicationofperformancemetrics� Whilethereisnodefinitivewaytoprovideservices,theStrategylaysthegroundworkfor Memberstoimproveservicedeliverybysharingbestpractices,supportingmutuallyagreed uponguidelinesandincreasinguserengagementthroughoutthedeliveryprocess�Atthesame time,itrecognizesthemanydifferencesinculture,structure,operationalpracticesandresource anddevelopmentlevelsofNMHSs� ThisStrategy,whichisbothbroadandflexible,seekstodotwothings:(i)toserveasatool forevaluatingcurrentservicedeliverypractices,and(ii)toprovidehigh-levelguidancefor developingmoredetailedmethodsandtoolstobetterintegrateusersintotheservicedelivery process�Itisadaptabletotheuniqueneedsofprovidersinbothdevelopedanddeveloping countries,regardlessofwhotheusersareandwhethertheproductsandservicesdeliveredare publicorcommercial�TheroleoftheWMOSecretariatwillbetofacilitateandcoordinatethe implementationoftheStrategy� DefinitionsofkeytermsusedintheStrategyandtheImplementationPlanareprovidedinaglossary (seeAppendix3)�

CHAPTER 1: INTRODUCTION

Theprimarygoalofmostgovernmentorganizationsistofulfiltheirmission�Toachievethisgoal, organizationsneedresources,butresourcesareofteninshortsupplyandmustbesharedamong competingorganizations�ThiscompetitionforscarceresourcesrequiresNMHSstodemonstratetheir valuebyrealizingcostefficiencieswhiledeliveringhigh-qualityandusefulproductsandservices� PolicymakersandthepubliccontinuallyassesstheeffectivenessofNMHSsbasedontheirability tomeettheservicedeliverystandardsofthenationstheyserve�Customersandusersaremore likelytoreceiveservicesthatmeettheirneedswhenNMHSsincorporatetheroleoftheseusersand customersintotheirday-to-dayoperations� TheabilityofNMHSstomeetnationalserviceneedsisputtothemostcriticaltestwhenanextreme hydrometeorologicaleventoccurs�Eventhebestforecast,issuedontime,willhavelittleimpactif itdidnotgeneratethedesiredresponsefromthoseatrisk�Mostoftheutilityofweather-,climate-, water-andenvironment-relatedinformationstemsfromthecommunicationofthisinformationto users,andtheresponseofthoseusersbasedonsuchinformation�Ultimately,theutilityofweather-, climate-,water-andenvironment-relatedinformationdependsonthedegreetowhichithasa beneficialimpactonsocietalandeconomicoutcomes�Whenavailableinformationisunderutilized, valuecanbeincreasedbyimprovingtheforecast,enhancingcommunicationandrefiningthe decision-makingprocess�Effectiveservicedelivery,then,isaboutprovidingproductsandservices thatbringutilitytousersandcustomers� MuchhasbeendonebyWMOtoimproveservicedeliverythroughvariousinternationalandregional institutionsandthroughprogrammesandstructuressuchasWorldMeteorologicalCentresand RegionalSpecializedMeteorologicalCentres,withaviewtopreparingandprovidingproductsthat serveasabasisforNMHSstouseintheprovisionofservices�Similarly,atthenationallevel,many NMHSshavemadeasignificantefforttoimproveservicedeliverybybuildingrelationshipswith varioususercommunitiestobetterunderstandandrespondtotheirneeds� ThisStrategyseekstobuilduponandinstitutionalizesuchpracticestostrengthenservicedelivery acrosstheentireWMObydescribingkeystrategyelementsandactivitiesrelatedtoaservice-orientedculture�TheStrategyfocusesonunderstandingtheusers’valuechaininordertogain knowledgeaboutusers,thedecisionstheymustmakeandhowweather-,climate-,water-and environment-relatedinformationisappliedtominimizeriskandprovidebenefitsnotonlyforspecific usergroupsbutalsoforsocietyasawhole�Withthisknowledge,serviceprovidersareableto develop,produceanddeliverservicesthatareuseful,relevantandresponsive�NMHSsareable tomeasurethevalueoftheirinformationtosocietyandcontinuallyevaluateandimprovethese services�Adoptingamorecollaborativeapproachprovideseveryoneintheservicedeliveryprocess– providers,usersandpartners–withaclearunderstandingofserviceneeds�

CHAPTER 2: LINK TO THE WMO QUALITY

MANAGEMENT FRAMEWORK

WMOencouragesNMHSstoimplementqualitymanagementsystems(QMSs)andhasdefineda QualityManagementFramework(QMF)toprovideadviceonthedevelopmentanduseofQMSs relevanttometeorologicalandhydrologicalorganizations�TheultimategoalofaQMSisto encourageandsupportthecontinualenhancementofproductsandservices,focusingonquality control,qualityassuranceandqualityimprovement� Qualitymanagementassessesnotonlythefinalproductorservicebutalsotheseriesofstepsor operationstakentoproduceanddeliverthefinalproductorserviceinamannerthatsatisfiesthe customer�TheinsightgainedthroughqualitymanagementallowsNMHSstofind,fixandprevent problemsthatmightleadtoafaultyproductorservice�Inthecontextofweatherservices,for example,theprocessesthatmakeupaweatherforecastandservicedeliveryare: Toimprovethequalityofweatherproductsandservices,NMHSsmustassessandanalyseeachstep andsubstepoftheforecastprocesstodeterminewhererootproblemsmayexistandhowtocorrect theminamoreeffectivemanner�Forexample,QMSprocessesmayfindthatahigh-qualityproduct isofmarginalusebecauseitisnotreceivedbytheuserintimefordecision-making� Improvementsinservicedelivery,then,areanaturalconsequenceofusingQMSs�TheWMO StrategyforServiceDeliverymaybeviewedasasupplementtotheWMOQMF�EvenifNMHSs arenotrequiredtoapplyQMSs,thisapproachstandsoutasausefultooltoimprovetheoverall effectivenessofproductsandservicesandcustomer/usersatisfaction� Modelling for prediction Dissemination of products and services to users Model interpretation and forecast production Data collection and analysis Understanding and use of forecasts

AN EXAMPLE OF A BASIC APPROACH TO QMS TheMalaysianMeteorologicalService(MMS)implementedaprocess-basedQMSattheKuala LumpurInternationalAirportForecastCentreasameansofinstitutionalizingeffectiveservice delivery�Thiswasdonetoimprovetheprovisionofconsistentproductsandservicesthatmeet customerrequirements,toraisecustomersatisfactionthroughcontinuousprocessimprovement andtoestablishqualitymetricsthatmeasure,reviewandcontroltheforecastingprocesses� ThetopmanagementoftheMMSisresponsiblefortheQMSprocessandisconstantlyupgrading itseffectivenessby: • Identifyingcustomerneedsandensuringcustomer/clientsatisfactionthrough questionnaires,feedbackandreviews; • Communicatingregularlywithregionalforecastofficestoensureandmeetcustomer satisfactionthroughvariousavenuesincludingmeetings,staffdiscussionsandtraining; • Determiningthequalitypolicyandobjectives; • Conductingmanagementreviews; • Identifyingandensuringtheavailabilityofresourcesincludingskilledpersonnel, infrastructure,finances,trainingandinternalauditteams�

CHAPTER 3: WHAT IS SERVICE DELIVERY?

Tounderstand“servicedelivery”,onemustfirstunderstandwhatiscommonlymeantby“service”, whichthisStrategydefinesasaproductoractivitythatmeetstheneedsofauserorcanbeapplied byauser�Tobeeffective,servicesshouldbe: Servicedelivery,then,isacontinuous,cyclicprocessfordevelopinganddeliveringuser-focused services�Itisfurtherdefinedinfourstages: Service delivery

Delivered on time and according to the required user specification

On the time and space scales required by the user

Applicable to different kinds of services Affordable and

consistent over time

Able to respond appropriately to user needs

For the user to confidently apply to decision-making

Guaranteed to be accepted by stakeholders in a given decision context

Adaptable to the evolving user needs

Presented in user-specific formats so that the client can fully understand

Dependable and reliable Available and timely Expandable Credible Authentic Responsive and flexible Sustainable Usable Useful

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Stage 1: User engagement and developing partnerships –

identifying users and understanding their needs, as well as understanding the role of weather-, climate-, water- and environment-related information in different sectors.

Stage 2: Service design and

development – the process, involving users, providers, suppliers and partners, of creating, designing and developing services and ensuring that user needs are met.

Stage 3: Delivery – producing, disseminating and communicating data, products and information (i.e., services) that are fit for purpose and relevant to user needs.

Stage 4: Evaluation and improvement – collecting user feedback and performance metrics to continuously evaluate and improve products and services.

Thefollowingfourprinciplesembodyaneffectivedeliveryofweather-,climate-,water-and environment-relatedservices: • Userengagementandfeedbackareessentialfordesigninganddeliveringeffectiveservices; • Sharingbestpracticesleadstoeffectiveandefficientservicedesignandimplementation; • Partnershipswithotherinternationalandregionalorganizationsalsoengagedindelivering servicesareessentialformaximizingtheuseofweather-,climate-,water-andenvironment-relatedinformationinthedecision-makingprocess; • TheconceptsandbestpracticesofservicedeliveryareappliedtoallWMOactivitiesand acceptedbytheentireWMO�

AN EXAMPLE OF COLLABORATION AMONG DIFFERENT AGENCIES

TheNationalOceanicandAtmosphericAdministrationandtheNationalScienceFoundationinthe UnitedStatesofAmericadevelopedtheCommunicatingHurricaneInformationProgram,which focusesonadvancingtheunderstandingofdecision-makers(suchasemergencymanagersor electedofficials)andthegeneralpubliconhurricaneoutlooks,forecasts,watchesandwarnings� Theprogrammedemonstrateshownationalagenciescanpartnertogethertosupportintegrated weather-societyworkthatadvancespeople’sfundamentalunderstandingofweather-related issuesandaddressestheagencies’needtofulfiltheirmissions�

CHAPTER 4: MOVING TOWARDS A

SERVICE-ORIENTED CULTURE

ThisStrategyidentifiessixelements 1 2 3 4 5 6 andassociatedhigh-levelactivitiesthatare necessaryformovingtowardsamoreservice-orientedculture�Theelementsshouldassistservice providersinidentifyingcurrentareasofsuccess,whichmaybesharedasbestpracticesacross WMO,andareaswhereimprovementsareneeded�Theelementsandsuggestedactivitiesdescribed belowserveasaframeworktoguidethedevelopmentofimplementationplansthatwillincludemore detailedprocesses,methodologiesandtools�

4.1 Strategy element 1: Evaluate user needs and decisions

Theuserofweather-,climate-,water-andenvironment-relatedinformationisatthecentreofeffective servicedelivery�Userstakemanyforms–fromthegeneralpublictogovernmentministries,the militaryorprivateindustries�ManyNMHSsservecustomersandusersworkingforthegovernment, includingintheareasofdisastermanagement,agriculture,transportation,healthandtourism�NMHSs mayalsoengagewithintermediaries,suchasthemedia,whorepresentausergrouporwhofurther developproductsandservicesforend-users�Theroleoftheprovideristoidentifytheseusers, includingintermediaries,tounderstandtheirneedsanddeterminehowNMHSscanmeetthoseneeds, eitherindividuallyorinpartnershipwithotherprovidersandpartners�Theevaluationofuserneedsis notaone-timerequirementbutacontinuousandcollaborativepartoftheservicedeliveryprocess�

WORKING WITH USERS IN DESIGNING AND DEVELOPING PRODUCTS – CHILE’S LEARNING THROUGH DOING PROJECT

Since2008,theMeteorologicalServiceofChile(DMC)hasbeenworkingwiththeWMOPublic WeatherServicesProgrammetoimplementtheLearningThroughDoingprojectwiththe objectiveofenhancingservicedeliverytothefisheries,agriculturalandtransportsectors�The projectfocusesonengagingusersfromthesesectorsinordertodeterminetheirneedsand requirementsandtodesignandproduceimprovedproductsthatmeetthoseneeds�Italso focusesonimprovingdisseminationandcommunicationchannelstoensureeasyaccessto products�MultidisciplinaryteamshavebeenformedbetweentheDMCandusersfromthesectors tosteertheimplementationoftheproject� Forexample,inthetransportsectorthereareanumberofservicestargetingtheLosLibertadores bordercomplex,whichservesthedailyflowoftrafficbetweenArgentina,Brazil,Paraguay, UruguayandChile�Usersofmeteorologicalproductsandservicesincludepublictransport services,tourists,freighttransportationcompaniesandpassengers�Eachoftheseusershas differentneedsrequiringdifferentproductsandservices� Thenewlydesignedlineofproductsconsistsofdailyweatherforecastsandweatherwarnings� Thefullreportincludingallofthesectorsisavailableat:http://www�wmo�int/pages/prog/amp/ pwsp/Activities_and_Reports_en�html� By2010,theprojecthaddeveloped22newmeteorologicalproductsandservices,improved professionalandtechnicalskillsindesigningandimplementingupgradesinproductsand servicesandenhanceddialogueandcooperationbetweenusersandtheDMC,resultinginan increaseduptakeofmeteorologicalproductsandservices�

Key activities Dependingontheusergroup,theprovidershouldregularlyengagewithuserstodiscussneeds andperformance�Theserepresentopportunitiesfortheprovidertobetterunderstandtheusers’ business,theirmissionandgoals,thetypesofdecisionstheymakeonaregularbasis,howriskis managedandhowtheprovider’sservicesmaycontribute� Thefollowingaretypicalquestionstoaskanyuserorcustomer: Whatisyourmission? Howdoyouaccomplishyourmission? Whatareyourgoalsandhowcanwecontribute? Howdoyouuseourservices? Howcanweimprovethem? Whattypesofdecisionsdoyouhavetomake? Whatwouldhelpyoumakebetterdecisions? Howdoyoumeasuresuccess? Providersshouldfacilitatecommunicationanduseofweather-,climate-,water-andenvironment-relatedinformation,andinsomecases,providetrainingonspecificproductsandservices�User engagementisalsoagoodopportunitytodiscuss,promoteandfacilitateinterdisciplinaryresearch anddevelopmentofuser-specificproductsandservices� Howtoengageuserswillvarybyusergroupandcountry�Interactionsmaybeformalorinformal,in personorvirtual,andmayoccurthroughforums,focusgroups,workshops,meetings,conferences, surveys,correspondenceorface-to-facewithindividualusers�Thefrequencyoftheseinteractions willvary,butmustbeongoingandshouldtakeplacemorethanonceayear�Theyshouldnotonly involveusers,butalsopartners,suchasprivatesectororganizationsandthemedia,andother governmentorganizations,asnecessary�  NMHSsshouldleverageexistingWMOguidanceandtoolkits(seeAppendix4),aswellasnewguidance andbestpracticescoordinatedbytheWMOSecretariattobuildacoresetofservicedeliverycriteria� NMHSsshoulddevelopmethodsandtoolstodocumentandvalidateuserneedsandexpectationsand tocommunicatethemwithintheorganizationandtootherpartnersasnecessary�Userneedsshould thenbeconvertedintorequirementstobemetbyexistingornewproductsandservices�

thatanagreementhasbeenreached,eitherimplicitlyorexplicitly,amongallinvolvedwhichtakes intoaccountsomeorallofthefollowing: • Currentandevolvinguserneeds; • Providercapabilities,includingstrengthsandlimitations; • Whatserviceswillbeprovidedandhowtheywillbeprovided; • Howserviceswillbeused; • Expectationsofacceptableoutcomesandproviderperformance; • Acceptablecostsorlevelsofeffort; • Risksinherentinapplyinginformationtodecision-making� NMHSshavelimitedresourcesandcapacity,andthereforecannotbeexpectedtoprovideeverything toeveryone�Aclearfit-for-purposeagreementunderstoodbyallpartiessetsclearexpectationsand minimizesriskforNMHSswhileachievingthebestpossiblesolutionforusers�Ifappropriate,NMHSs maywanttoexplicitlyoutlinetheagreementreachedwiththeuserinaservice-levelagreement(SLA)� Agreementswithothersuppliersorpartnersmaybedocumentedinoperating-levelagreements�

AERONAUTICAL METEOROLOGICAL SERVICES

Focusingonthecustomerisconsideredthemostimportantqualitymanagementprincipleby aeronauticalmeteorologicalserviceproviders�Customerrequirementsaredocumentedthrough relevantbodiesoftheInternationalCivilAviationOrganization(ICAO)andnationalregulatory agencies,andthequalityofservicesasperceivedbythecustomerismonitored�Thisisachieved throughverificationandevaluationprocesses,regularcustomersatisfactionsurveys,liaisongroup meetingswithcustomerrepresentatives(suchaspilots,dispatchers,airtrafficpersonnelandcivil aviationregulators)andvisitstotheoperationfacilitiesofairlinesandtometeorologicaloffices� Usersuggestionsandfeedbackareformallyrecordedandfollowedup�Aformalresponseisgiven totheuserbeforeasuggestionorfeedbackisconsideredclosed�Theliaisongroupmeetings alsoprovideaforumforconsideringanddocumentingagreementsonlocalarrangementsforthe provisionofaeronauticalmeteorologicalservicesasstipulatedinICAO:Annex3–Meteorological ServiceforInternationalAirNavigation/WMO:TechnicalRegulations(WMO-No�49),VolumeII- MeteorologicalServiceforInternationalAirNavigation,C�3�1�Thisuserengagementprocessalso helpstomeetmanyoftheauditrequirementssetbytheQMSandaviationsafetyoversight� Servicesforairportscouldbeconsideredasanareaforimprovement�Withtheexceptionof TerminalAreaForecasts(TAFs)andbasicwarnings,servicesforairportsarenotcoveredbyICAO regulationsandhavetobeagreeduponbybothairportoperatorsandserviceproviders�Thiscan leadtodifficultsituationswhenairportsexperiencingseriousweatherdisruptionsareeithernot relyingonmeteorologicalinformationatallorarereceivinginformationfromindependentservice providersthatarenotcoordinatedwiththeservicesforairlinesandairtrafficmanagement�

SERVICE-LEVEL AGREEMENT TEMPLATE ARTICLE I. PARTIES

DescribethepartiesinvolvedintheSLA� ARTICLE II. SCOPE

SECTION 2.01 SCOPE

DescribethepurposeandextentoftheSLA� SECTION 2.02 ASSUMPTIONS

Describeanyassumptionsunderlyingthedefinedscope� SECTION 2.03 GOALS AND OBJECTIVES

DescribewhatthepartiesareexpectingtoaccomplishwiththeSLA� ARTICLE III. ROLES AND RESPONSIBILITIES

DescribetheroleofeachpartyinvolvedintheSLAandtheresponsibilitiestheymustassumeto complywiththeSLAanddelivertheproductsandservicesdefinedtherein�

ARTICLE IV. EFFECTIVE DATE AND TERM

Indicatethedatetheagreementbecomeseffectiveanditsduration� ARTICLE V. DELIVERY AND PERFORMANCE

Describeindetailwhateachpartyisresponsiblefordeliveringandthekeyperformance indicatorstoensurecompliance�

ARTICLE VI. REPORTING, REVIEWING AND AUDITING

Describeoversightandreportingontheagreement,whentheagreementshouldbereviewedand thepointsofcontactforreporting�

ARTICLE VII. COST/FUNDING AND PAYMENT

DocumentthecostsassociatedwiththeSLA,whoisresponsibleforpayingorfundingandwhen paymentsshouldbemade�Thecostmaybebrokendownbyspecificlineitems,suchaslabour, supplies,equipment,travel,training,etc�

ARTICLE VIII. CHANGES AND MODIFICATIONS

DescribetheprocessbywhichchangesormodificationscanbemadetotheSLAandwhois responsibleformakingsuchchanges�

ARTICLE IX. TERMINATION

Suchagreementsshouldbepreparedsoastoreflectthecurrentscientificuncertaintiesassociated withforecastingweather,climate,hydrologicalandenvironmentalevents� Effectiveuserengagementthroughouttheservicedeliveryprocesshelpstoincreaseknowledgeof userneeds�Italsohelpstogainanunderstandingoftheimpactofweather-,climate-,water-and environment-relatedinformationonprotectinglifeandproperty,preservingtheenvironmentand promotingeconomicdevelopmentandprosperity�Thisknowledgeleadstomoreeffectiveproducts andservicesthatarebetteralignedwithexternaldemandsandarefitforpurpose�

4.2 Strategy element 2: Link service development and delivery to user needs

Gainingknowledgeofusersisofmarginaluseifsuchknowledgeisnotintegratedintothedesign, developmentanddeliveryofservices�NMHSswithservice-orientedculturesproduceproducts andserviceswiththeuseratthecentreofthedevelopmentprocess�ThismeansthatNMHSsneed processesandtoolsfortranslatingrequirementsintotangibleproductsandservicesandverifying thatuserneedsandexpectationsarebeingmet� Linkingservicedevelopmentanddeliverytouserneedsnecessitatesanoperatingmodelthat deliversforecastsandinformationatthetimeandinthemannerspecifiedbytheuser,andwhich providesuserswiththenecessarysupport�Userswillhavedifferentrequirements,sothekeyis todevelopanoperatingmodelthatisflexibleandadaptabletowide-rangingandevolvinguser demands�Thisincludesadaptingtheworkforce,systems,andtechnicalandphysicalinfrastructures�

WORKING WITH THE CUSTOMER TO OPTIMIZE FLOOD WARNINGS

Afloodforecastingmethodology,developedbySchröteretal,1_{wasappliedtotwosmallriver} basinsinAustriaandSpain�Themethodologywasbasedonanassessmentoftheeffectiveness andefficiencyofearlywarningsystemsforflashfloods�Itfocusedonthedevelopmentof optimalalertsbyanalyzingthetrade-offsbetweenthebenefitsofanincreasedleadtimeandthe simultaneousdecreaseofwarningreliabilityduetothelongerleadtime�Theabilitytoreduce flooddamagewasdeterminedbasedonasurveyofusers�Thestudyconsideredthattheincrease inleadtimewouldprovidevaluableopportunitiesforpreparednessandprevention,whereas thedecreaseofwarningreliabilitywouldcauseeconomiclossinthecaseoffalsealarms�The assessmentconcludedthatincreasingtheleadtimeforflashfloodeventsdoesnotproducethe maximumsocietalbenefitsduetothedecreaseinreliability(i�e�,higherfalsealarmrates)�In fact,theoptimalleadtimeformaximizingdamageavoidanceandminimizingproductionloss duetofalsealarmsisnotthelongestleadtime�IntheBesòsbasininSpain,forexample,the optimalwarningleadtimewastwohours�Inpractice,thisisthetimewherea“watch”becomes a“warning”� 1_{ Schröter,K�,M�Otrowski,C�Velasco,H�P�Nachtnebel,B�Kahl,M�Beyene,C�Rubin,M�Gocht,2008:} Effectiveness and Efficiency of Early Warning Systems for Flash-Floods (EWASE)�FirstCRUEERA-NetCommon Call–EffectivenessandEfficiencyofNon-structuralFloodRiskManagementMeasures�Availableat:http://www� crue-eranet�net/partner_area/documents/EWASE_final_report�pdf�

Oneapproachistoestablisharealorvirtualco-locationofmeteorologistsandusersofweather-, climate-,water-andenvironment-relatedinformationwhoworktogethertodeliverproducts andservices�Thisapproachcombineshydrometeorologicalinformationwithuser-specificdata todetermineimpactsonthepublicandindustryinareassuchasenergygridmanagement; construction;floodcontrolandurbaninundation;hospitalsandhealthpractitioners,emergency preparednessandresponse;transportationandsoforth�Meteorologistsmayhaveatemporary orpermanentassignmentthatenablesthemtoworkside-by-sidewithroadmanagementand maintenancespecialists,publichealthexperts,emergencyrespondersandothers�Userswill benefitfromanoperationalnetworkthatevolvestomeetspecificuserneeds,fromforecastsystems targetedtouserdecisionsandfromanintegratedsystemthatalignsweather-,climate-,water-and environment-relatedinformationwithsocietalandeconomicimpactsanduser-specificinformation� Key activities NMHSsshoulddevelopandimproveprocessesandtoolsthatdocumentandcommunicateuser requirementstoallpartiesinvolved,includingtheresearchcommunity,developers,partners, budgetandfinanceofficialsandothers�Usersshouldbebroughtinatvariousstagesofthedesign anddevelopmentprocesstoevaluateandtestproductsandservicestoensurethattheymeet requirementsandallowforoptimaldecision-making� Processesshouldbemonitoredandevaluated�(Seestrategyelement3formoredetailsonevaluation andmonitoring�) Inordertoimplementthisstrategyelement,WMOshouldconsiderleveragingexistingguidanceand PUBLIC WEATHER SERVICE PLATFORM – METEOROLOGICAL SERVICE DELIVERY IN THE MEGA CITY OF SHANGHAI TheShanghaiMeteorologicalService(SMS)oftheChineseMeteorologicalAdministration (CMA)establishedanintegratedpublicweatherservices(PWS)operationsplatformin2009to strengthenintegrationbetweentheSMS,otheragenciesandspecializedusers�Theplatformaims totransformPWSdeliveryintoroutineworkbyspecializeddutyofficersandtoprovidehighly targetedandtailoredservicestoavarietyofinstitutional,governmentalandspecializedusersand thepublic� UnderthedirectionoftheChiefServiceOfficer,theplatformdevelopsproductstoassist decision-makingin26sectorsincludinggovernmentdepartments,emergencyresponseagencies, thepublicandweather-sensitiveusers�ThedailyforecastsandwarningsforthePWSplatform aredisseminatedviaSMS(shortmessageservice),television,radio,newspapers,magazines,the Web,theBasicGridUnitmanagementsystem,electronicscreens,telephoneandfax�

andWMOstandards�NMHSsshouldusestructuredproblemsolvingandprocessimprovement methodstodevelopandimplementplansforclosingthesegaps�WMOMembersarestrongly encouragedtoshareresultsandexperiencesobtainedfromtheseactivities�

4.3 Strategy element 3: Evaluate and monitor service performance and outcomes

Servicedeliverydoesnotstoponcetheproductorservicehasbeendelivered�Useroutreachand engagementmustcontinuetoensurethatservicesarereceivedandacteduponandthatfullbenefit isachievedbytheuser�NMHSsshouldhaveacoresetofmetricstomeasuretheend-to-end-to-end servicedeliveryprocessanditsoutputs�Eachmetricshouldonlymeasureaspecificaspectofthe processbutcollectively,themetricsshouldenableanorganizationtodemonstrateitsstrengthsand identifyareasforimprovementintermsofeffectiveness,efficiency,impact,satisfactionandvalueto itsstakeholders,customers,users,partnersandemployees�Morespecifically,metricsshouldbe: • Specific:preciselytargetedtotheareabeingmeasured�Forexample,agoodmetricfor customersatisfactionwouldbedirectfeedbackfromcustomersonhowtheyfeelabouta serviceorproduct�Apoorermetricwouldbethenumberofcustomercomplaintsbecause itisnotspecificnordirectlycorrelatedwithcustomersatisfactionandcantherefore bemisleading; • Measurable:abletocollectdatathatareaccurateandcomplete; • Actionable: easytounderstand,interpretandactupon; • Relevant:measuresonlythingsthatareimportantandrelevanttoanorganization’sgoals andobjectives�Acommonmistakeistomeasureeverything,whichistimeconsumingand producesmeaninglessresults; • Timely:metricdatacanbecollectedwhenitisneeded; • Agreed upon:externally-basedmetricsshouldbeagreeduponbytheNMHSsand customers,usersorpartners�Asdiscussedunderstrategyelement1,agreeingon acceptablelevelsofperformanceispartoftheevaluationofuserneedsorthefit-for-purposeassessment; • Owned:shouldhaveclearlyidentifiedowners�Ideally,theseownersshouldhavetheability, influenceandresourcestotakeactiontoensurethattargetsaremet; • Consistent:anytwogivenmetricsshouldnotpromoteconflictingbehaviours�

Thefollowingareexamplesofthetypesofmetricsthatareimportantforevaluatingandmonitoring serviceperformance� Forecast accuracy Aservice-orientedculturerequirestheuseofaccuracymeasuresfromtheuser’sperspective,which differfromsomeoftheaccuracymeasureswidelyappliedwithintheNumericalWeatherPrediction (NWP)community�Aservice-orientedorganizationshoulduseforecastparametersthathaveadirect impactontheusers’activitiesandoperations�Accuracymeasuresofwarningsandtemperature predictionsaregoodexamplesofservice-orientedaccuracymetrics�Specificexamplescurrentlyin useinclude: • Therollingaverageofthepercentageofmaximumandminimumtemperatureforecastsfor todayandtomorrowlyingwithin2°Cofactualvalues; • Thestorm-basedtornadofalsealarmrate� Customer satisfaction Userengagementisattheheartofaservicedeliveryculture,andmeasuringcustomeror usersatisfactionisbothnecessaryandhugelyusefulinassessingperformanceandareasfor futuredevelopment� UsersurveysarealreadyinwidespreadandregularusewithinWMO�Surveysmayhaveseveral levelsofformality,scopeandstandardization,rangingfromfrequentcustomerliaisonvisitsoruser workshopstobulkinformationgatheringexercisesusingstandardizedsurveysviae-mail,theWeb orbytelephone�Bothformalandinformalmethodsforgatheringuserfeedbackareappropriate anduseful�Surveysmaybeconductedatroutineintervalsorfollowingasignificantweatherevent� Satisfactionisoftensituational(environmentaloreconomic)orinfluencedbypublicormedia perceptions�Theseexternalfactorscanbeminimizedbyusinglargeandrepresentativesamples, longerperiodsofinvestigationormultipleevents�Small-scaleandhighly-specificcustomersurvey resultsarebestusedalongsidelargersurveyresultsfromwhichstatisticallyvalidconclusionscan bemoreeasilydrawn�Further,customersatisfactionresultscanproveimportantwhenviewed alongsideaccuracymetrics,highlightingdifferencesbetweencustomerperceptionandtechnical performance�Specificexamplescurrentlyinuseinclude: • Telephonecustomersatisfactionsurveysconductedimmediatelyafterasevereweather eventhasoccurredorhasbeenforecast; • Yearlyassessmentofcustomersatisfaction,measuredonanexternalbenchmarking schemebyanexternalassessorofpublic-sectororganizations; • Annualmailsurveysonthequalityofwebservices,senttoexternalusers�

Customer service Customerservicemetricsarerelatedtocustomersatisfaction,butgenerallydealwithmonitoringthe effectivenessoftheprocessesdesignedtoallowcontinuousfeedback,ratherthanthecontentofthe feedbackitself�TheycanalsobeusedtomeasurevariousaspectsofthecontractbetweenNMHSs andtheircustomers�Customerservicemetricsofthesetypestendtobewelldefinedandcanbe simpletoformulate,atleastinitially�However,regularchecksforrelevanceshouldbemadeandthe targetsmayneedtobefinelytunedtoensurethattheyarerealistic�Specificexamplescurrentlyin useinclude: • Respondtoallcorrespondencewithinamaximumoffiveworkingdays,andpolitelyanswer alltelephonecallswithinamaximumoftwominutes; • Answer95percentormoreoftheannualaverageofcomplaintswithin28days; • Answer85percentormoreoftheannualaverageofcallswithin20seconds� Compliance, timeliness and resilience

Metricsofthiskindaredesignedtomeasurethedetailsofservicequalitythatarenotdealtwithin conventionalmeasuressuchasaccuracy�Thesemetricsmaymeasureuserrequirements,mandates orinternalrequirementsforproducinganddisseminatingdataandinformation�Specificexamples currentlyinuseinclude: • AllofAustralia’snationaltsunamibulletinsissuedfromtheJointAustralianTsunami WarningCentreareavailabletoemergencyservicesandthepublicwithin40minutesofa significanteventinthePacificorIndianOcean; • MonthlymeasurementsofthepercentageofMETARandTAFbulletinsissuedontime� Reach Effectiveservicesmustbeavailable,timelyanduseful�Measuringthereachoftheseserviceswill indicatehowwellNMHSsdeliverproductsandservicesthatusersareawareofandcanaccess� PWSprogrammes,forinstance,havetraditionallyreliedonspreadinginformationtothewiderpublic viathemedia–usuallytelevisionandradio�Itisnecessarytomeasuretheeffectiveness,orreach,of thismethodofcommunication,butitisjustasimportanttoexaminethegrowingimportanceofother media,suchastheWeb,mobileapplicationsandsocialnetworks�Specificexamplescurrentlyinuse include: • Thepercentageoftelephonesurveyresponderswhoconfirmedhavingseenorhearda warningforaspecificsevereweatherevent; • Thenumberofreferralstothewebsitefromexternalsites; • Theabilitytomaintainfullfunctionalityofthepublicwebsiteover99�5percentofthetime (three-monthrollingaverage)�

Impact Measuringforecastaccuracy,timelinessandreachdonottellthecompletestoryofservicedelivery effectiveness�Examiningtheimpactofaproductorservice,oftenmeasuredintermsofsocietalor economicimpact,indicateswhatkindofvalueorbenefithasbeenreceived�IttellsNMHSswhether ornottheirproductsandservicesareusefulandrelevant�Measuringimpactmayrequireasignificant culturalshiftwithinanorganizationbecauseittypicallyusesmoresubjectivemethodsbasedon socialscience�Effectiveimpactmetricsshouldbebasedoninputandcollaborationfromusersand partners,includingsocialscientistssuchaseconomistsandsociologists,whohaveexpertisein measuringsocialandeconomicimpactsandhumanbehaviour�Specificexamplescurrentlyinuse include: • Thedecreaseinweather-relatedaviationdelays; • Thecostavoidancefromunnecessaryevacuations� Internal processes Goodservicedeliveryisreliantoninsightintotheorganization’sinternalprocesses�Effectiveand efficientinternalprocessesdirectlyimpactthequalityofservicedelivery,thevalueofproductsand servicesandthecosteffectivenessofanorganization’sday-to-dayoperations�Themeasurementof

WORKING WITH USERS – KENYA METEOROLOGICAL DEPARTMENT

ThroughitsPWSdivision,theKenyaMeteorologicalDepartment(KMD)servesthegeneral publicandacross-sectionofspecializedusersincludingthemedia,thedisastercommunity andtheagricultural,energyandhealthsector�Inordertoservetheseuserseffectively,ithas takenstepstounderstandtheirspecificneedsandorganizeitsservicedeliveryoperationsto respondoptimallytosuchneeds�Ithasaccomplishedthisbyconductingusersurveys,increasing interactionwithusersintrainingworkshopsandbyorganizingmeetingsofmultidisciplinary teamscreatedtoimproveservicedelivery� Overtheyears,thescopeofusergroupshasexpandedandthedemandfornewproductshas increased�AgoodexampleisarecentrequestbytheKenyaNationalExaminationCouncilfor monthlyweatherforecastsandweeklyupdatestohelpthemwiththelogisticsoftransporting examinationpaperstoremoteplacesusingroadsthatcouldquicklyberenderedimpassable byheavyrains�Newmethodsofweatherdisseminationhaveevolvedtoo,suchastheRAdio InterNET(RANET)communityradiostations,servingareasthatarehighlypronetoextreme weathersuchasfloodinganddrought�Communityradioshavebeenveryeffectiveinissuing warningsandforecastsinlocallanguages�

anorganization’sinternalprocessesshouldbedrivenlargelybytheQMSusedandthekeyprocesses definedtherein�Specificexamplescurrentlyinuseinclude: • InternalandexternalauditstoreviewtheISO9000seriesofQMSstandards; • Periodicreviewsofresearchactivitiesbyanexternalcommitteefromtheresearchcommunity� Milestones Milestonesarealsoaninternalmetricoftenassociatedwithprojectandprogrammemanagement� Milestonesmeasurethedeliveryofaproduct,serviceorsystem,orthecompletionofaphaseorstep inthedeliveryofaproduct,serviceorsystem�Theyshouldrefertospecificactivitiesoccurringwithin theyear,withnewmilestonesdefinedandagreedforthenewreviewperiod�Examplesinclude: • Providelocation-specificobservations,weatherhazardsandforecastsinlocallanguagesby endofthefiscalyear; • BegindeploymentofnextgenerationradarcapabilityinquarterXXoffiscalyearYY� Key activities Oncemeasuresarecollectivelyidentifiedandamethodologydefinedforhowdatawillbegathered, NMHSsshouldcollectbaselineperformancedata�Baselinedatainformbothprovidersandusersof currentabilityandcapacityandserveasinputwhendeterminingreasonablebutchallengingtargets forfutureperformance�Performancemeasurementdatashouldbecollectedandreviewedatregular intervalsbyeveryoneinthevaluechain�NMHSsshouldusethesedatatorewardandpromote success,aswellastomodifytheservicedeliveryprocessifperformanceisnotmeetingtargets� Anyperformancemonitoringsystemmustbecarefullydesignedinordertominimizethenumber ofmetricsasmuchaspossibleandtoselectmetricsthatprovidethebestmeasurementofservice-relatedoutcomes�Thisisrarelyasimpleprocessandwillyieldbetterresultsifthemetricsarestable overareasonablylongperiod�Beforeimplementingasystemofperformancemetrics,Membersare encouragedtoreviewtheexperiencesofMemberswhohavealreadycarriedoutsuchmonitoring� 4.4 Strategy element 4: Sustain improved service delivery

Servicedeliveryshouldcontinuouslyadapttochangingusers,userdemands,usercapacityand externaldriverssuchasnewtechnologiesoradvancesinscience�Forexample,iftheaviationsector improvesitsabilitytoavoidweathersystems,thusbecomingmoreweatherresilient,theoriginal servicestotheaviationsectormustevolveaccordingly�Likewise,ifasectorbecomesmoreweather sensitive,suchastheenergysector,thentheservicesshouldalsoreflectthatevolution�Evolutionof servicesmayalsomeanthataspecificproductorserviceshouldberetiredbecauseitisnolonger requiredbytheuser,orcanbeprovidedmoreefficientlyandeffectivelybyanotherprovider�

Key activities TheroleofNMHSsistoensurethatusersareabletofullybenefitfromtheservicesbypromoting, facilitatingandcoordinatingimprovementsininterdisciplinaryresearch,observingnetworks, modellingandtechnology�NMHSsshouldkeepusersinformedofnewopportunitiesand advancements–firsttovalidatethatuserneedscontinuetobemet,butalsotoincreaseuser knowledge�Thiscanbeachievedthroughvariouseducation,outreachandcommunicationactivities andshouldbepartoftheongoinguserengagementdescribedinstrategyelement1�NMHSs alsohavearoleininstitutionalizingservicedeliveryprocessesinternallyandamongpartners toachieveandmaintainserviceexcellence�TheapplicationofaQMSisaneffectivetoolfor institutionalizingprocesses�

4.5 Strategy element 5: Develop skills needed to sustain service delivery

Toachievetheelementsaboveandsucceedinuser-focusedservicedelivery,NMHSsmustidentify anddeveloptherequiredcapacity�TheWMOSecretariatshouldalsoidentifyanddevelopthe abilitytofacilitateandsupportservicedelivery�Capacityincludesdevelopingthenecessaryskills, processesandtechnologiesthatenable,supportandsustainaservice-orientedculture�Muchof thisStrategyhasalreadydescribedneededprocessesandtoolsthatwillleadtobetterservice delivery�Cross-cuttingacrosstheentireStrategyandcriticaltoitssuccessisthedevelopmentand enhancementofworkforceskills� Key activities Effortsshouldbemadetoidentifythenecessaryskillsrelevanttoanorganization’soperatingmodel andobjectives,andtoconductagapanalysistodiscoverwhatskillsarelackingandhowthose gapscanbebridgedthroughacombinationoftraining,employeedevelopmentandrecruiting�The WMOSecretariat,incollaborationwiththerelevanttechnicalcommissions,isengagedinidentifying requirementsforspecificcompetencieswithinNMHSsandtheassociatededucationandtraining needsforservicedeliverytasks�NMHSsmustensurethattheirworkforcehasthenecessarymixof technicalskillstomeetsocietaldemandsanduserneeds�Additionally,NMHSsneedskillsthatlead toeffectiveservicedelivery�Suchskillsinclude,butarenotlimitedto,communication,customer service,management,problemsolvingandperformancemanagement�

4.6 Strategy element 6: Share best practices and knowledge

Asecondcross-cuttingstrategythatwillleadtoaservice-orientedcultureisthesharingand

applyingofbestpracticesandknowledgeacrossWMO–astrategyalreadyhighlightedearlierinthis document�TheWMOSecretariatshouldfacilitatethesharingofpractices,approachesandtools� Whatworksinonecountrymaynotmeetuserneedsinanother,butservicedeliveryisacollaborative processwhereproviders,partners,suppliersanduserscanalllearnfromoneanother�

APPROACH TO SERVICE DELIVERY IMPLEMENTATION IN THE TAJIK HYDROMETEOROLOGICAL SERVICE AspartofthemodernizationoftheTajikHydrometeorologicalService,specificinvestmentsarebeing madetoenhanceservicedelivery�TajikHydrometrecognizestheimportanceofservicedeliveryas anelementofmodernmeteorologicalservice�Thenascentsectorshavenewandemergingneedsfor meteorologicalservicesandinmanycases,itisimportantforthestaffofNMHSstohavesufficient trainingintheusersectortobeabletocommunicateeffectivelywiththoseclients,resultinginamore collaborativeapproachtoservicedelivery�TheapproachtakenbyTajikHydrometistoinvestintraining forboththeTajikHydrometstaffandthetechnicalpersonnelfromtheweather-sensitivesectorsinline withthefourstagesoftheservicedeliverysystem� InTajikistan,themostimportantusersaretheenergysector,agriculturalsectoranddisaster reductionservices�Underthisapproach,forexample,staffoftheEmergencyManagement Committee(EMERCOM)localdivisionswillreceivemeteorologicaltrainingonhowtoraise awarenessofweatherhazardsandmakebetteruseofhydrometeorologicalinformationin EMERCOMoperationalactivities�ThetrainingwillenhancethecapacityofEMERCOMto disseminatehydrometeorologicalinformationonsevereweatherconditionstotheregionaland localbranchesoftheCommitteeandtozonethecountrybasedontheprobabilityofoccurrence ofhazardoushydrometeorologicalevents�

NEW TECHNOLOGIES IN THE SERVICE OF USERS

TheHongKongObservatory(HKO)upgradeditsservicedeliverybyimplementingmobile platformandsocialnetworkingservicesin2010�TheHKOdevelopedasmartphoneapplication namedMyObservatorytotakeadvantageofthesmartphone’scommunicationcapability anditsgeo-positioningfunction�Inadditiontoprovidingweatherforecastsandwarnings, MyObservatoryautomaticallyprovidesthelatestlocation-specificweatherconditions,such astemperatureandwind,andweatherphotosfromtheweatherstationsclosesttotheuser� MyObservatoryprovedhugelypopularandwasatthetopoffreedownloadlistsformonths�HKO alsobeganexperimentingwithsocialnetworkingservicesin2010bylaunchingaTwitterservice (http://twitter�com/hkobservatory)toissueweatherwarningsanddisseminateinformation�The numberofHKOTwitter“followers”grewfromafewhundredtothousandsinacoupleofmonths andcontinuestoincrease�Byevolvingtheirservicedeliverymethodstomeetchanginguser demandsandexpectations,HKOfoundnew,cost-effectivewaystoreachagreaternumberofpeople� DEVELOPING SKILLS TO SUSTAIN SERVICE DELIVERY

TheChinaMeteorologicalAdministration(CMA)hasmadeeveryefforttocultivateacultureof servicedeliverybytransforminganoperationallybasedsystemintoaserviceorientedone�It hasfocusedonteambuilding,interdisciplinaryresearch,outreach,applyingnewtechnologies andusingsocialresourcesinservicedelivery,andtakenspecialmeasurestoencourage employeestocommunicatemoreeffectivelywithusers�TheCMAwasauthorizedbythecentral governmenttohostanumberofyearlytrainingcoursesondisasterpreventionandmitigation withtheparticipationofcitymayorsfromallaroundthecountry�Italsoregularlytrainsvoluntary deliverersofweatherinformationatgrassrootslevel�Aspecificexampleisthetownshipleader trainingprogramme,whichwasinitiatedasapilotprojectin2010�

CHAPTER 5: IMPLEMENTATION

APPROACH

ImplementingthisStrategyrequiresmoredetailedactionplansfordevelopingtheprocesses, methodologiesandtoolsneededtocarryouteachofthestrategyelementsmentionedabove� ThedegreeofmaturityandformalityofservicedeliveryamongNMHSsvariessignificantly�Further, NMHSsoperatedifferentlyduetoacombinationofinternalandenvironmentalfactors�Forexample: • SomeNMHSsarecompletelygovernmentownedandofferservicesonlytoother governmentareasandthepublic�Somearefullyprivatizedandoffercommercialservices� Manyliesomewhereinbetween; • SomeNMHSsactasdatasupplierstoprivateforecastproviders,whilesomeundertakefully commercialoperationsindirectcompetitionwiththeseprivateorganizations�Someplay bothroles; • SomeNMHSsusetheirownNWPmodelsandforecastingandproductionsystems�Others usethosesuppliedbyexternalorganizations; • MostNMHSsonlyprovideservicestotheirowncountry,butsomemayoffertheirservices outsideofnationalboundaries� Thebottomlineisthataone-size-fits-allimplementationapproachwillnotbeeffective�Members needflexibilitytodeveloptheirownuniqueapproaches�HowtoimplementthisStrategywithin NMHSswilldependonserviceprioritiesaswellascurrentservicedeliverycapacity� Onepossibleapproachistodevelopimplementationplansthatfocusoncreating,growingor sustainingaservicedeliveryculturebasedonthecurrentcapacitylevelofNMHSs�Theideaof creatingaservicedeliveryculturemayatfirstseemoverwhelmingtosomeNMHSsandsothey maywishtostartincrementallybyfocusingonaparticularserviceareathatisanorganizational orgovernmentalpriority�NMHSsmaywanttoworkwiththeWMOSecretariattoidentifyand implementservicedeliverypilotprojectsthatcaneasilydemonstratevalueandbereplicatedacross otherserviceareas,orevenbyotherNMHSs� Additionally,WMOMembersshouldseekopportunitiestotransferknowledgethroughadvanced capacity-buildingapproaches,suchasengaginginregionalpartnershipsanddocumentingbest practices�AllimplementationapproachesandplansshouldfactorinQMSpracticesandprocesses�

PART II. THE IMPLEMENTATION

PLAN FOR THE STRATEGY

CHAPTER 1: INTRODUCTION

1.1 Background WMOMembersrecognizetheimportanceofprovidinghigh-qualitydeliveryforallproductsand servicesandtheneedforguidanceonhowtoimprovethistask�WMOfacilitatesinternational coordination,setsstandardsformeteorologicalandhydrologicalproductsandprovidesguidanceon servicedelivery�Whilesomegreatsuccesshasbeenachievedinthisregard,Membershaveagreed thatamoreuniformandstructuredapproachtoservicedevelopmentanddeliveryisrequired�Asa result,theWMOStrategyforServiceDelivery(theStrategy)wasapprovedatthesixteenthsession oftheWorldMeteorologicalCongress(May–June2011)andtheSecretary-Generalwasrequestedto arrangeforthepreparationofanimplementationplantoassistMembersinadaptingandapplying theStrategytotheirownservicedeliverystrategiesandplans�1_{TheImplementationPlanforthe} StrategywassubsequentlypreparedundertheguidanceoftheExecutiveCouncilWorkingGroup onServiceDelivery(ECWG-SD)andwasapprovedbytheExecutiveCouncilatitssixty-fifthsession (May2013)� TheStrategylaysthegroundworkforMemberstoimproveservicedeliverybysharingbest practices,supportingmutuallyagreeduponguidelinesandincreasinguserengagementthroughout thedeliveryprocess�Atthesametime,itrecognizesthemanydifferencesinthecultures, structures,operationalpracticesandresourceanddevelopmentlevelsofWMOMembersandtheir serviceproviders� TheobjectiveoftheImplementationPlanistoguideWMOconstituentbodiesandMembersin realizingthegoaloftheStrategy,therebyimprovingservicedeliverytousers�Thisisexpectedto resultinanincreaseduptakeanduseofproductsandservices,leadingtogreaterusersatisfaction, growthintheproductsandservicesprovidedandincreasedsocio-economicbenefits� TheWMOECWG-SDisultimatelyresponsibleforoverseeingtheStrategyandhasbeentaskedwith monitoringitsimplementation�2 TheStrategydescribesfourstagesthatdefinethecontinuous,cyclicprocessforservicedelivery,and identifiessixelementsthatdetailtheactivitiesrequiredforhigh-qualityservicedelivery� Thefourstagesofacontinuous,cyclicprocessfordevelopinganddeliveringservicesare:

1_{ WorldMeteorologicalOrganization,2011:Abridged Final Report with Resolutions of the Sixteenth World}

Meteorological Congress(WMO-No�1077),Geneva�(https://googledrive�com/host/0BwdvoC9AeWjUazhkNTdXRXUz OEU/wmo_1077_en�pdf)

2_{WorldMeteorologicalOrganization,2012:Abridged Final Report with Resolutions of the Sixty-fourth Session of the} Executive Council (WMO-No�1092),Geneva�(http://library�wmo�int/pmb_ged/wmo_1092_en-p1�pdf)

2

(1) User engagement and

developing partnerships (2) Service design and _development

(4) Evaluation and

improvement 4 3 (3) Delivery

Thesixelementsnecessaryformovingtowardsamoreservice-orientedcultureare:

EachstageandelementisdescribedindetailintheStrategy,whichisconsideredasessentialreading inordertounderstandtheImplementationPlan�

1.2 Purpose of the Implementation Plan

Itiswidelyrecognizedthatgreatadvanceshavebeenmadeinmeteorology,climatologyand hydrologyduetothegreaterqualityandvolumeofobservationaldataandimprovementsin numericalprediction�However,itislessapparenthowthebenefitsfromtheseadvanceshaveledto improvedproductsandservicesforusers� AmainpurposeoftheStrategyistoensurethatusersinvarioussectorsmakefulluseofthe servicesprovidedbyMembers�TheImplementationPlanfortheStrategywasconsequently developedtoassistserviceprovidersinenhancingthequalityandusefulnessofmeteorological andhydrologicalservices,sothatusersmayfullybenefitfromtheseadvances� Toreachthisgoal,theImplementationPlanoutlinesanapproachthatadvisesNational MeteorologicalandHydrologicalServices(NMHSs)onhowtoconvertthegrowingawarenessof theimportanceofhigh-qualityservicedeliveryintoaction�TheServiceDeliveryProgressModel (SDPM),presentedinAppendix1,isthereforeakeycomponentofthePlan,asitservesasatool toassessthecurrentlevelofservicedeliveryandtofindwaysofimprovingitinacost-effective manner�Bycomparingtheircurrentservicedeliverylevelagainstthosedescribedinthemodel, NMHSswillbeabletoidentifytheactionsandactivitiesrequiredtomovefromtheircurrentlevel tothenext� TheImplementationPlanalsogivesWMOconstituentbodiestheresponsibilityofinitiating, supportingandmonitoringtheprogressofMembersinimprovingthequalityoftheir servicedelivery�

2

1

3

4

5

6

Evaluate user needs and decisions

Link service development and delivery to user needs

Evaluate and monitor service performance and outcomes

Sustain improved service delivery

Develop skills needed to sustain service delivery

Share best practices and knowledge