World Meteorological Organization
EXECUTIVE COUNCIL
Sixty-Ninth Session
Geneva, 10 to 17 May 2017
EC-69/INF. 16.2(2)
Submitted by:
Secretary-General
2.V.2017
STRATEGIC AND OPERATIONAL PLANNING AND BUDGET
Status report and way forward on budget-related actions
Summary and Purpose of Document
The purpose of this document is to report on the progress made in respect
of two actions placed by Cg-17 when approving the WMO budget for the
seventeenth financial period, in view of the need to consider re-scoping
activities and Programmes to ensure that WMO resources remain aligned
with the priorities identified in the Strategic Plan 2016–2019.
ACTION PROPOSED
The Executive Council is kindly required to take note and to comment as appropriate.
1.
Background
When approving the WMO budget for the seventeenth financial period, Cg-17, in view of the
need to consider re-scoping activities and Programmes to ensure that WMO resources are
aligned with the priorities identified in the Strategic Plan 2016–2019, placed the following two
actions on the Executive Council and the Secretariat respectively:
(a)
(b)
Requested the Executive Council, in close cooperation with the Secretariat, to
establish required mechanisms in order to review WMO activities and Programmes and
to consider additional efficiencies and savings, re-scoping of activities and the use of
programme support costs associated with voluntary contributions, as well as the
associated risks and opportunities;
Requested the Secretary-General to include information on the costs of the WMO
activities and Programmes and the detail of costs by object of expenditure in the
budget proposals for the second biennium (2018–2019) of the seventeenth financial
period and the eighteenth financial period (2020–2023).
The purpose of this document is to report on the progress made in respect of these actions.
2.
Progress in the implementation of an improved budget structure to provide
information on the costs of the WMO activities and Programmes and the
detail of costs by object of expenditure
In order to positively address the action placed by Congress, considerable work has been done
to define an improved budget structure that meets the information requirements of Members
and is sufficiently flexible and simple to be used for the budget process.
This improved budget structure was presented and endorsed at EC-68. A table summarizing
the main elements of this structure is provided in the Annex for information.
EC-69/INF. 16.2(2), p. 2
Since EC-68, work in respect to this action has focussed on two main areas:
(a)
The preparation of the budget proposal for second biennium of the seventeenth
financial period (2018-2019) in accordance with the improved budget structure. This
work is presently progressing on schedule. A corresponding EC-69/Doc. 16.2(4) and
EC-69/INF. 16.2(4) documents are submitted to the Council;
(b)
The definition of requirements and the implementation of the necessary changes to
the Oracle ERP system, in order to be able to use the improved budget structure
operationally during the execution of the biennial budget 2018-2019.
The first part of the action has progressed according to plans and is now completed:
requirements have been defined and documented. The implementation of the changes shall
start in April 2017, in order to ensure availability of the modified Oracle system by year-end.
3.
Progress in the review of WMO activities and Programmes and to consider
additional efficiencies and savings, re-scoping of activities and the use of
programme support costs associated with voluntary contributions, as well as
the associated risks and opportunities
Since the last EC, the WMO Secretariat has progressed in the identification and exploitation of
efficiency and saving opportunities, with a particular focus on the broad administrative area as
well as on the organization of constituent body meetings. The following sections provide a brief
overview of opportunities already realized as well as a list of those being currently studied or
implemented.
3.1
WMO Scientific and Technical Programmes
The following efficiency and savings measures will be introduced in the 2018-2019 budget:
Research
(a)
Programme implementation will extensively rely on electronic means of information
and communication technologies, e.g.: (i) extensive use of ICT tools for management
of ongoing activities for Task Team; (ii) the use of teleconferences and webinars to
optimize or reduce the need of face-to-face meetings and workshops;
(iii) implementation of machine-to-machine interface between national databases and
OSCAR for the collection of WIGOS metadata; (iv) the development of e-learning
material; and (v) further increased use of remote working based on collaborative tools
provided by the extranet;
(b)
Better collaborative working methods will be developed within the Secretariat with a
view to sharing resources for promoting activities at the regional level, and also to
making use of the making use of regional training centres;
(c)
Activities will be reprogrammed and combined to achieve savings: (i) the merging of
DBCP and SOT activities will be considered; (ii) the GCW working structure will be
adapted to ensure an increased focus on high priority deliverables; (iii) full
consideration will be given to the increased efficiencies by developing joint workplans
with other TCs, e.g. ET Sea Ice of JCOMM; (iv) better collaboration with partners will
be realized to build on their expertise and current projects and products; and (v) more
early career scientists will be engaged for specific tasks;
(d)
Global coordination of the SDS-WAS activities between regional SDS-WAS nodes with
self-funding of regional nodes will be considered;
(e)
The management structure for the research programmes will be streamlined. The
CAS-17 session in October 2017 is planned to be 2-days long. Further significant
savings could be achieved in 2020-2023 if CAS is replaced by a WMO Science Advisory
EC-69/INF. 16.2(2), p. 3
Board (forward looking at next 10 to 20 years on broad scientific and technical
matters) and a Research and Development Management Committee;
(f)
Better integration between data management and modelling activities is to be
considered (e.g. on the side of formulating requirements);
(g)
More cross-cutting activities will be established to mobilize the expertise of individual
focal groups in GAW toward more holistic products and services;
(h)
Most of the meetings will combine either several topics or be organized back-to-back
with other international gatherings;
(i)
Activities will be reprogrammed and combined to achieve savings: (i) activities will be
combined to achieve savings for the organization of quadrennial International
Workshops on Tropical Cyclones, biennial technical workshop on tropical cyclones
(with the Education and Training Programme and the Tropical Cyclone Programme)
and 2018 Meeting of the Tropical Meteorology Research Working Group; (ii) the 2019
Workshop on Operational Monsoon Research will be merged with a key activity of the
SCMREX Research and Development Project; (iii) the High Impact Weather project
workshop (Multi-scale prediction, uncertainty and decision-making) will be combined
with the biennial Joint SERA/IRDR Workshop, and SERA Working Group annual
meeting 2019 (in collaboration with GURME).
Capacity Development and Partnership
(a)
Secretariat activities will be streamlined and rationalized: (i) Education and Training
Programme database will be synchronized with the WMO Country Profile database,
hence minimizing duplication and enhancing better access to programme related
information; (ii) more efficient reporting and outreach activities will be programmed;
(iii) requirements for Secretariat staff missions will be carefully scrutinized with a view
to making savings, including scrutiny of the duration of missions and minimizing
multiple Secretariat representation at meetings organized outside Geneva; and
(iv) meetings of Directors of Regional Training Centres to be combined with the
quadrennial Symposium on Education and Training;
(b)
Collaboration with WMO partners will continue to achieve savings: (i) negotiation with
partners in China resulted in their acceptance to meet the entire cost of stipend for
WMO fellows, for which WMO was hitherto responsible. This arrangement will continue
in 2018-2019; (ii) the 2019 WMO Training Development Workshop will be organized in
collaboration with CALMet to reduce the number of experts requiring travel support to
act as facilitators;
(c)
In the area of the Regional Progamme, savings measures will be taken, including:
(i) increased in-kind contribution and hosting of meetings and activities by Members;
(ii) reduction in the number of regional associations working groups and task forces;
and (iii) reduction in the duration of the regional associations sessions.
Meteorological Applications
(a)
The following savings measures will be taken: (i) voluntary services to provide
expertise will be continuously used, where possible; (ii) the number of meeting days
will be optimized; (iii) video conferencing will be extensively used in conjunction with
face-to-face meetings, where possible; (iv) as in previous years, opportunities will be
identified to convene the following meetings/events back-to-back in 2018 and 2019:
CAeM-16/TECO, CAeM MG, ET meetings, VASAG meeting, and VAAC BP workshop;
(v) as in previous years, opportunities will be identified to align and streamline the
WMO and ICAO programmatic activities in the AeM domain, including the nature and
scope of the various expert teams/working groups involved; (vi) the CAeM-16 session
will serve as an opportunity to review the nature and composition of the CAeM expert
teams with a view to ensuring continued alignment with the programmatic needs and
EC-69/INF. 16.2(2), p. 4
priorities of WMO and the aviation stakeholder; (vii) tropical cyclone regional body
sessions can be organized back to back with project management team meeting, and
UNESCO-IOC training activities to expand the scope of warning services to the
Members; (viii) opportunities will be identified to convene JCOMM – MAN and ET
meetings back-to-back in 2018 and 2019; and (ix) opportunities will be identified to
align and streamline the WMO and IMO, IHO and UNESCO-IOC programmatic activities
in the MMO domain, including the nature and scope of the various expert teams/
working groups involved;
(b)
Activities will be reprogrammed and streamlined, e.g.: (i) the EC WG-DRR meetings
will be discontinued. Main guidance for DRR will be provided by DRR FP RA-TC-TP;
(ii) UIP WG-HUM will be officially discontinued and the same role will be assumed by
the CBS Humanitarian Task Team; and (iii) UIP WG-DRF will be officially discontinued
and the same role will be assumed by WG-HRA;
(c)
The seventh session of JCOMM will serve as an opportunity to review the nature and
composition of the JCOMM expert teams with a view to ensuring continued alignment
with the programmatic needs and priorities of WMO and the marine stakeholders.
Climate Applications
(a)
Stakeholder workshop (virtual or otherwise) will be downsized with LC-LRFMME and
key stakeholders;
(b)
Pilot RCOF sessions will be organized with new operational practices (e.g., for MOS
downscaling of global forecasts with empirical tools such as CPT, tailored forecast
products).
IPCC is also implementing efficiency measures
(a)
The IPCC Panel decided (IPCC-44) to hold Bureau Meetings back-to-back with Plenary
Sessions for cost savings;
(b)
Executive Committee meetings are held monthly via WebEx to reduce costs of
meetings;
(c)
Travel will be organized well in advance (e.g. two-three months ahead of the
scheduled meetings) to ensure cheaper tickets.
3.2
Executive management, legal services and oversight
(a)
The agreements with Spain and Russia for producing Bulletin have been renegotiated
for reduced translation costs for WMO documents and publications. The annual report
could be issued less frequently, e.g. every two years;
(b)
Travel requirements will be better assessed and optimized;
(c)
ELIOS, the new WMO Document Management System, is expected to lead to more
efficiency and transparency in the processing of correspondence and handling of
internal documentation processes;
(d)
WMO contribution to the United Nations Development Group (UNDG) is under review,
taking into account the position of other United Nations system organizations with
regard to their contribution to UNDG;
(e)
The use of resources for legal affairs will be streamlined through outsourcing to
external law firm during peak periods;
(f)
Cost-effectiveness can be raised by reducing the length of meetings, reducing the
number and length of documents, agreeing on a limited number of languages for
EC-69/INF. 16.2(2), p. 5
translation/interpretation where specific language are not mandated, organizing
meetings via teleconference, non-organizing or postponing meetings;
(g)
Co-sourcing of engagements with other departments and re-scoping of the plan of
work for internal audit will be considered and carried out to ensure a better use of
resources;
(h)
Reform of constituent body structures has the potential to redirect some resources to
more productive meetings and activities. Whilst cost savings are not the main
objective of this reform, it can be expected that moderate savings in the order of up to
CHF 1 million per financial period could be achieved thanks to the proposed measures.
In addition, it may be worth looking at the practices for the organization of thematic
conferences and subsidiary body meetings which in total absorb resources in excess of
CHF 8 million in the current financial period.
3.3
Language, conference, and corporate publication services
(a)
The outsourcing of most of the print shop activities to external suppliers will allow the
department to make considerable savings in the rental of the equipment;
(b)
The organization of the LCP department is adjusted in order to provide the services at
a lower cost for the Organization.
3.4
Resource Management
3.4.1
Savings achieved
Out-planting of Travel Agency:
Since February 2016, the WMO changed arrangements for the provision of travel services from
an external Travel Agency by moving to an out-planted arrangement. As a result, support to
WMO travellers and travel organizers is provided by a service centre located in Poland, with a
corresponding considerable reduction of applicable booking/service fees. The resulting total
annual savings achieved in the period 1 February 2016–31 January 2017 are equal to
CHF 350,647. It is expected that a similar level of savings will be achieved in 2017 and in
future years.
Closure of the physical Library:
In December 2016, the WMO closed its physical library. Whilst library services continue to be
provided with respect to electronic publications as well as subscriptions, the closure of the
physical library allowed to free up ca. 280 sqm of office space that will be re-used as a multipurpose meeting area. In addition, this decision also allowed to free up of some of the
librarian’s time, which has been re-allocated (p.t.) to support information management
activities (registry and document management).
IT Helpdesk:
Starting from 2015, WMO has progressively outsourced the IT helpdesk function to an off-site
operator. This change resulted in improved service levels (e.g. availability of a 24/7 continued
support in English and French) and in a reduction of one staff and two consultant positions,
with a net saving of CHF 163,000 per year (staff CHF 140,000, consultants CHF 260,000,
helpdesk contract CHF 237,000).
WMO Registry:
Taking the opportunity of the closure of the physical Library and the partial re-allocation of an
existing staff member, the staff in the Registry unit could be reduced by one position on the
occasion of the retirement of one staff member. The resulting cost savings are quantified at
CHF 116,000 per year.
EC-69/INF. 16.2(2), p. 6
Social counselling and Ethics Officer services:
On the occasion of the retirement of the WMO staff member providing social counselling
services, the corresponding position has been closed. Social counselling services to staff will be
provided through a shared resource with ITU. With the savings achieved, it was also possible
to finance the Ethics Officer’s services, which are also provided through a resource shared with
ITU. The net result is a saving of CHF 120,000 per year. Part of these savings will be allocated
to finance ombudsman services, for which a similar cost-sharing agreement is being defined.
3.4.2
Savings expected
On-line booking tool for travel
The adoption of an on-line booking tool (i.e. an application allowing travellers or their
secretaries to select and book - through the WMO travel agency - flights that meet the criteria
established by the WMO travel policy) would allow a further reduction of booking/service fees
from CHF 65 per booking to approximately CHF 22 per booking. Implementation of this tool
could deliver annual savings which are comparable in size with those already obtained with the
out-planting of travel services.
However, in order to achieve these savings, it is necessary to invest in the implementation of
this application, which also needs to be linked to the Oracle ERP system. As part of the same
project, WMO would like to develop a travel claim management tool, enabling travellers to
input their travel claims and upload scanned copies of the supporting documentation for
further processing by the WMO travel unit.
A feasibility study is currently on-going to identify a suitable technical solution and to confirm
the business case for this investment.
Reorganization of IT and Common Services divisions
Following the merging of the IT and the Common Services divisions, an integrated hub for the
provision of services to WMO staff and tenants has been put in place. The synergies obtained,
together with the increased recourse to outsourced services, can make it possible to achieve a
reduction of staffing levels, without impact on the quality of the service, that are quantified at
ca. CHF 530,000 per annum.
Achievement of this reduction has been already included among the assumptions made in the
budget for the biennium 2018-2019, although it is intention of the Secretariat to achieve these
savings by limiting to the maximum social hardship.
Replacement of the Google Infrastructure
Since 2010, WMO relies upon the Google infrastructure to provide services such as e-mail
messaging, calendar and contacts management, cloud-based storage space (G-drives) as well
as mini-sites for collaboration (G-sites).
At the time when the above-decision was made, Google was in an unique position to offer such
a bundle of integrated services in a cost-effective manner. Since then, the situation has
evolved and nowadays a similar bundle of services is also provided by Microsoft as part of the
license arrangements for the normal Office 365 bundle. Additionally, the use of the Google
infrastructure has resulted in some practical inconveniences for WMO, due to the fact that this
infrastructure encounters limitations in certain countries and that it targets the end-user
community rather than the enterprises’ market. WMO could therefore replace the Google
infrastructure with the corresponding services provided by Microsoft at no additional running
cost, and achieve a saving corresponding to the annual service fees paid to Google (approx.
CHF 60,000 per annum).
This possibility is currently being studied, in view of the possible implementation of this change
in 2017.
EC-69/INF. 16.2(2), p. 7
Consolidation of the servers’ infrastructure at UNICC
WMO hosts a significant proportion of its ICT applications at the UNICC (shared IT service
centre for the UN system), including ERP (Oracle), multiple websites and specialized
applications, telephone systems etc. Most of these were implemented as “point” hosting
solutions that did not leverage the scale economies of hosting consolidation. A study is in
progress to review the overall system hosting requirements of the Organization with a view to
optimization of system availability, reliability and costs. This will most likely result in a mix of
applications hosted both in the public “cloud” and in an optimized and dedicated infrastructure
at the UNICC. We estimate this will result in significant savings in excess of CHF 200,000 per
annum.
Energy efficiency improvements
As part of the maintenance programme of its premises, WMO is conducting an energy
efficiency audit, in order to identify measures to reduce its energy needs and related costs. In
this perspective WMO is considering the replacement of the glass façade on the south side of
its building with photovoltaic glass and, in addition, the replacement of the current gaspowered combined heat and power plant (CCF – couplace chaleur-force) with a more efficient
technology, e.g. heath pump or the utilization of the thermal energy of Lake Geneva through
the Genève Lac Nation (GLN) project, which supplies heat and cooling facilities.
In addition to make economic benefits, both measures would greatly contribute to the
reduction of WMO CO2 emissions, thereby moving WMO towards the goal of becoming a
carbon-neutral organization without the need for purchasing offset certificates.
A feasibility study is currently on-going in cooperation with responsible local and federal Swiss
authorities to determine technical solutions, economic viability and financing mechanisms.
It is estimated presently that the implementation of these measures could lead to costs
savings in the order of CHF 160,000 per annum.
4.
Use of programme support costs
Part of the action considered in section 3 of this document addressed the need to put in place
a more transparent and effective mechanism for using revenues levied as programme support
costs.
In respect to this part of the action, the Secretariat, following positive decision by Cg-17, has
put in place a special account that has the purpose of collecting programme support costs
levied on extrabudgetary income, and to enable their allotment to activities linked to the
support of extrabudgetary programmes, allowing a more transparent accounting of the source
and utilization of these sums. In 2016, the income from PSC has been CHF 1.8 million. Out of
this total, activities aimed at supporting Green Climate Fund processes have been financed,
such as participation in Green Climate Fund meetings, advisory services at country level, and
short-term staff supporting project coordination and management. The expenditure incurred in
2016 amounts to CHF 67,406.
5.
Unfunded activities for the 2018-2019 biennium
Seventeenth Congress approved the maximum expenditure for the seventeenth financial
period (2016-2019) representing the budget growth of 2 per cent in nominal terms, while the
Secretary-General proposed the budget increase of 7.4 per cent. Consequently, a great
number of activities were excluded from the regular budget in 2016-2019. However, fully
taking into account the requirements of the WMO Members, the Secretary-General has been
introducing in the 2016-2017 biennium, and will introduce in the forthcoming 2018-2019
biennium, further savings and efficiency measures to accommodate the maximum number of
activities within the approved regular budget funding. These measures include re-scoping of
EC-69/INF. 16.2(2), p. 8
certain activities, combination of activities, streamlining of implementation arrangements, and
further efficient use of ICT, as explained in detail in the present document.
In addition, in order to optimize the regular budget, funding financed from assessed
contributions, activities pertaining to extraordinary maintenance of the WMO headquarters
building and the conference facilities, as well as to support services for extrabudgetary project
backstopping, are excluded from the regular budget, given that these activities are funded
from the income of rental of WMO headquarters building office and parking space and
conference facilities, and from programme support cost income generated from the
implementation of extrabudgetary project activities.
In spite of the above measures, the Secretariat will not be able to fully mitigate the negative
impact of the reduction in the budget growth from the proposed 7.4 per cent budget growth to
the approved 2 per cent. In absolute terms, the budget growth reduction corresponds to the
reduction of CHF 14.1 million for the seventeenth financial period (2016-2019), out of which a
reduction of CHF 9.4 million is imposed in the 2018-2019 biennium budget. Such a large
budget reduction for the seventeenth financial period, in particular in the 2018-2019 biennium,
is too large to be absorbed simply through savings and efficiency measures. The WMO budget
allocation in some priority programme areas has been causing concern since 2016. While the
Secretariat has been focussing on the optimization of existing budgetary resources, the
resource level of the proposed budget will put priority activities in a critical situation in 20182019, resulting simply in postponement or discontinuation of priority activities, if other sources
of funding is not found for them.
As stated above, the budgetary implications of the unfunded activities for the 2018-2019
biennium amount to CHF 9.4 million. The present Section highlights priority unfunded activities
and downsized activities that will require the additional extrabudgetary resources in the 20182019 biennium due to the insufficient of the proposed regular budget resources.
The following 2018-2019 activities will require extrabudgetary funding:
WIGOS and WIS:
WIS:

Support CBS-led review (Resolution 65, Cg-17);

Support development of XML and SWIM in support of ICAO (Res 3, Cg-17);

No funding to support increased capacity development on Table Driven Code Forms
(that were due to be implemented by Members before 2010).
WIGOS:

The acceleration of the development of GCW as an operational programme is
significantly dependent on the availability of expert resources, which relates directly to
funding, and this is the most significant risk to achieving the set goals;

Impact in the management of OSCAR/Surface, including QC and WRC, education and
training and future sustainability of WIGOS system (plus 2020).
WMO Space Programme:

Development and implementation of OSCAR/Space;

Optimization and implementation of new data dissemination strategy. Support to
regional areas for data access taking into account requirements and capacities of
country members.
EC-69/INF. 16.2(2), p. 9
Research Programmes:

Involvement of CAS experts in key cross-cutting activities such as S/GDPFS;

Research participation in cross-cutting activities related to integrated urban services
and in contributing to preparing relevant documentation for Cg-18 to guide Members
on best practices for urban services.
WWRP:
WWRP, in partnership with other international initiatives, ensures the implementation of key
activities towards the seamless prediction of the Earth system from minutes to months. The
activities proposed represent important contributions to WMO Members, as detailed below:

The Roving Seminar & Tutorial on Verification (Training Manual on Forecast
Verification) is a useful contribution to spread advanced verification methods among
Members. Verification is a crucial activity in quantifying and continuously enhancing
predictive skill;

Support to Sand & Dust Storm activities make WMO much more visible in the context
of the UN system. WMO is the only agency in the United Nations that has the technical
capability to monitor, model and predict this phenomenon which is of growing
importance to the arid and semi-arid regions of the world;

Adequate support to the office of the Young Earth System Scientists community which
has been recently established by the Argentinian Met Service, by providing assistance
for travel and resources for online activities (e.g. online conference tools), to enable
worldwide outreach and engagement of early career scientists and will certainly
improve Member participation in WMO research activities.
GAW:
GAW, in partnership with other international initiatives, ensures the implementation of key
activities towards the atmospheric composition observations, analysis and development of
integrated products and services. The activities proposed represent important contributions to
WMO Members, as detailed below:

The International Global Atmospheric Chemistry (IGAC) Project facilitates atmospheric
chemistry research through fostering community, building capacity, and providing
leadership. GAW has long-term partnership with IGAC, in particular through support of
young scientist at the biennial IGAC Open Science Conferences. GAW has a liaison
status with the IGAC Steering committee. Many IGAC activities and events are held
jointly with liaison organizations. Next IGAC Open Science conference takes pace in
208 and IGAC Steering Committee meetings in 2018 and 2019;

Training related to atmospheric composition measurements is conducted by the only
training centre: GAW Training and Education Centre (GAWTEC) in Germany. WMO,
through exchange of letters, committed to continued travel support of two sessions a
year while German partners cover all the other expenses related to training. As
training is not part of research, the activity is marked in yellow;

Currently no resources are allocated for the activities related to the Integrated Global
Greenhouse Gas Information System (requested by Cg-17, Resolution 46 and EC-68,
Resolution 1 and Decision 19). Implementation of IG3IS requires development of
detailed implementation plans for each objective, coordination of demonstration and
pilot projects and scientific meetings to foster carbon cycle science and atmospheric
modelling to develop the best services;
EC-69/INF. 16.2(2), p. 10

There is a need expressed by Member countries to consider low cost sensors
technology for air quality measurements. Low cost sensors are promoted by UNEP but
their testing by different research group in GAW shows multiple limitations. The
assessment and review should be done on more systematic basis and corresponding
recommendations should be provided to Members in collaboration with UNEP
(Decision 20 (EC-68));

There is a need to keep WMO involved in the development of WHO global platform to
ensure that the best available science provided on air quality forecasting by Member
countries is integrated in the assessment products.
WCRP:
Due to the limited funding, WCRP will focus on CMIP6, on keeping the core projects active with
very small allocations, on those activities – particularly in grand challenges – that can happen
without face-to-face meetings, on the sea level meeting in NYC and on developing and
supporting the communities that will produce global sea level and global energy budgets.
WCRP will also sharply curtail nearly all of its model development activities outside of CMIP,
cut core project activities at least by half, put regional activities basically on hold for the year,
eliminate most grand challenge meetings, and reject all support requests from partner
programmes.
Education and Training:

Additional funding is required to fully finance the requirement for fellowship, training
and human resources development activities. A recently concluded survey on
fellowships and training needs, to which more than 80 per cent of WMO Members
responded, reveals that WMO is not able to meet even up to one third of the requests
from WMO Members.
Climate Applications:

Climate risk management/National Climate outlook capabilities: It was planned to
have regional training workshops to strengthen national capabilities in climate risk
management, especially with a seasonal perspective. This support would have
targeted Africa primarily but would also have been available upon request by other
NMHSs. The activity is postponed sine die;

Guidance material on climate data: Several foreseen activities with regard to climate
change detection indices, data homogenization, data rescue will not be supported
under the current budget;

Regional climate outlook activities: Support to regional climate outlook needs to be
reduced, especially in Asia. The Polar climate outlook that had been planned as well as
the launch of the Arctic Polar Regional Climate Center will not be funded from the
WMO regular budget. Guidance on RCOF practice is called off, regional training
activities on indices, downscaling and indicators needs to be postponed;

Global Seasonal Climate Outlook & Climate coordination: Operationalization of the
Global Seasonal Climate Outlook needs to be rethought. Contributions to NAP related
activities in cooperation with UNDP, UNEP and others are postponed;

Water management and hydrological data: Most country NHSs focused training
activities that were planned to be held with RB have been delayed indefinitely or called
off. Amongst the objectives were: improvement of ADCP measurements, stream
gaging course in Russian, training on low flow tools, training on MCH. WMO lacks a
professional staff to support water management related developments;
EC-69/INF. 16.2(2), p. 11

Review of GCOS ECV inventories: It was planned to assess the status of ECV
inventories;

GFCS implementation: Increased capability to develop practical implementation
arrangements through the PAC and through projects. Funds were planned to speed up
twinning between NMHSs & RCCs, develop bankable project proposals etc.
6.
Conclusions and way forward
As indicated in this document, the WMO Secretariat has progressed well in the fulfilment of the
budget-actions decided by Cg-17.
Concerning identification of savings and efficiency opportunities, since the last EC meeting the
focus of attention has been mainly on optimization of costs in the broad administrative domain.
Whilst these efforts will continue, it is expected that - with the expected availability of a budget
for the biennium 2018-2019 in the new programme-based structure - the focus of this analysis
will also include programme-related expenditure, with a view to better align expenditure with
strategic priorities.
_____________
Annex: 1
EC-69/INF. 16.2(2), p. 12
ANNEX
Main elements of the programme-based budget structure
Major
Activity Area
Theme
Envelope
Programme
World Weather Watch Programme
Observations
/ Information
Systems
Level 1 Programmes
WMO Integrated Observing System
(WIGOS) / Global Observing
System (GOS)
WMO Information System (WIS) /
Global Telecommunication System
(GTS)
Related Level 2
Programmes
Main WIGOS/GOS Activity
Data Buoy Cooperation
Programme (DBCP)
Instruments and Methods of
Observation Programme (IMOP)
World Weather Watch Data
Management (WWWDM)
WWW System Support Activity
(WWWSSA)
WMO Antarctic Activities (WMOAA)
WMO Polar and High Mountain
Activities
WCP/Global Climate Observing
System (GCOS)
Main GCOS Activity
ClimDev Africa
Global Ocean Observing
System (GOOS)
WMO Space Programme (WMOSP)
Foundation
Activities
WMO Quality Management
Framework (WMOQMF) (including
the activity "Adopting a Quality
Management approach for National
Meteorological and Hydrological
Services")
Hydrology and Water Resources
Programme (HWRP)
World Weather Research
Programme (WWRP)
Research
Global Atmosphere Watch (GAW)
WCP/World Climate Research
Programme (WCRP)
Forecasting
and Analysis
Global Data-processing and
Forecasting System (GDPFS) /
Emergency Response Activities
(ERA)
World Hydrological Cycle
Observing System
(WHYCOS)
Hydrological Information Ref.
Service (INFOHYDRO)
WMO Hydrological Observing
System (WHOS)
EC-69/INF. 16.2(2), p. 13
Voluntary Cooperation Programme
(VCP)
Capacity
Development
and
Partnerships
Capacity
Development
and
Partnerships
Capacity
Development
and
Partnerships
Education and Training Programme
(ETRP)
Education and Training
Fellowship Programme
Other ETRP Activity
Regional Programme (RP)
WMO Programme for the Least
Developed Countries
Programme for WMO Small Island
Developing States and Member
Island Territories
Aeronautical Meteorological
Programme (AeMP)
Agricultural Meteorological
Programme (AgMP)
Meteorological
Applications
Main AgMP Activity
Integrated Drought
Management Programme
(IDMP)
World AgroMeteorological
Information Service (WAMIS)
Marine Meteorology and
Oceanography Programme (MMOP)
Disaster Risk Reduction
Programme (DRRP)
Tropical Cyclone Programme (TCP)
Public Weather Services
Programme (PWSP)
(including the activities: World
Weather Information Service
(WWIS) and Severe Weather
Information Center (SWIC))
Applications in
specific areas
of Weather,
Climate and
Hydrology
Climate
Applications
World Climate Programme (WCP)
WCP Coordination Activity
WCP/World Climate Services
Programme (WCSP)
World Climate Applications
Programme
World Climate Data
management Programme
Global Framework for Climate
Services (GFCS)
Intergovernmental Panel on
Climate Change (IPCC)
Hydrological
Applications
Hydrology and Water Resources
Programme (HWRP)
Main HWRP Activity
Hydrological Operations
Multipurpose System
(HOMS)
Associated Programme on
Flood Management (APFM)
Hydrological Forecasting and
Warning Services
Water Resource Activities
EC-69/INF. 16.2(2), p. 14
Governance
Governance
Governance
Information and Public
Affairs Programme
Executive Management of
the WMO Secretariat
Cabinet and External
Relations
Strategic Planning Office
Internal Oversight Office
Legal Office
Constituent body meetings,
excluding languages services
Corporate publications,
excluding language services
Conference Services
Language Services
Resource Mobilization
Administration
Administration
Administration
Planning, Budgeting and
Financial Management
UN System Joint Cost
HR recruitment, staff
services, training and
administration
Procurement and Travel
administration
Building infrastructure
management
IT infrastructure
management
Archives, document
management and library
services
A list of seven Objects of Expenditure has been defined for use as part of the improved budget
structure by consolidating the list of accounts used for financial accounting purposes. This list
represents a good compromise between analytical requirements and simplicity:
(a)
Staff salaries and related expenditure, including staff salary costs and costs of staff
entitlements (common staff costs);
(b)
Fellowships and training activities;
(c)
Operating expenses, including consultancy, external services and suppliers;
(d)
Meeting costs, including costs of participants’ travel;
(e)
Travel expenditure, capturing costs of individual mission of WMO staff;
(f)
Capital expenditure;
(g)
Sources of income other than contributions.
_________