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Supporting Research and Development
Environment-related activities
A range of cross-cutting and corporate activities is undertaken aimed at providing efficient, responsive internal management services and overall internal and external program coordination and communication to support the good management and effective operation of the various output-oriented activities of the Bureau.
Cross-cutting and corporate activities includes five components. The largest is Management Services, which provides Bureau-specific management services (personnel, finance, supply, property and works, industrial, legal, health and safety) via units located in the Head Office and each Regional Office. Executive Management includes the activities of the Bureau Executive and Regional Directors and their immediate support staff along with the Bureau's corporate planning and coordination functions. A small Public Education program supports the various output activities through development of public information and educational material on the role of the Bureau and on the effective application of meteorological services. The Bureau of Meteorology Training Centre (BMTC), which includes the National Meteorological Library, is responsible for the Bureau's internal training activities. It meets the specialist in-house training and staff development needs of the Bureau in collaboration with relevant tertiary education institutions and provides operational meteorological training to Defence, aviation and other external personnel, including approved overseas students under the auspices of relevant international programs. Supporting research and development includes that component of the Bureau's overall research and development effort carried out in conjunction with ongoing operations as a direct support for their continuing scientific development.
The Public Education, Training and Executive Management activities are coordinated by the Bureau's Executive and International Affairs Branch, and Management Services are coordinated by the Management Branch. Supporting research and development is carried out as an integral part of most of the scientific and technical activities of the Bureau in both the Head Office and the Regions.
The supporting research and development activities of the Bureau fall into two groups: those initiated, managed and carried out within the various operational Branches and Regions; and those carried out as part of a special schedule of high priority techniques development projects. This latter group gives special emphasis to a small number of projects of limited duration which are expected to have particular impact on improved service delivery.
Research and development activities conducted by Regional staff, sometimes in collaboration with the Bureau of Meteorology Research Centre or with local universities or State agencies, often focus on specific regional forecasting issues. A selection of the activities conducted during 2000-01 include:
· major involvement in the Queensland Climate Change and Community Vulnerability to Tropical Cyclones Project. This project focuses on inundation effects in coastal areas from tropical cyclones and the first stage was completed in March;
· further progress on a study of the behaviour of rapidly intensifying tropical cyclones;
· investigation of the use of radar in tracking clear-air summertime wind changes relevant to fire-weather forecasting;
· investigation of the windward extent of low-level blocking of onshore airflow by the Mount Lofty Ranges of South Australia, utilising non-routine buoy data;
· a joint VAAC (Volcanic Ash Advisory Centre)/BMRC/CSIRO project to develop techniques to detect and monitor volcanic ash using satellite data and sophisticated statistical analyses;
· collaborative studies, with the University of Munich, on the Australian heat low and cloud lines;
· investigations into the environmental conditions favourable for Australian cool season tornadoes and warm season supercells; and
· a review of international research into the extra-tropical transition of tropical cyclones.
During 2000-01, techniques development projects included development of new techniques for quantitative precipitation forecasting and for forecasting fog and low cloud.
Quantitative precipitation forecasts (QPFs) from the Bureau's global and regional numerical weather prediction models, as well as from operational centres in the US, UK and Japan, were combined into a "poor man's" ensemble forecasting tool that predicts the probability of precipitation with useful skill out to 48 hours. Deterministic (ensemble mean) forecasts from this poor man's ensemble were demonstrated to outperform all of the individual model QPFs. This system runs daily in BMRC and will be put into operations in early 2002. An improved and more efficient daily rainfall analysis was developed that combines satellite and rain gauge observations to first delineate raining and non-raining areas, then analyse the rain gauge data in the raining regions only. Verification against independent data showed that the new scheme was more accurate than the existing operational daily rainfall analysis.
Recently initiated studies aimed at improving the forecasting of fog and low cloud for the aviation industry have been encouraging. Products that identify areas of fog and low cloud using satellite based remote sensing techniques have proven valuable in the preparation of forecasts, particularly overnight and in regional areas where there is often a lack of suitable ground observations to indicate the presence of fog and its areal extent. Trials conducted using high resolution numerical weather prediction models have demonstrated skill in directly forecasting the development of fog. While the skill levels are not yet sufficient to meet operational requirements, the model should provide useful guidance on conditions where fog is likely or unlikely and help identify important physical processes in case studies of particular fog events.
Public Education activities aim to:
· foster an increased public understanding of the processes of weather and climate and to assist the community in using that understanding in their own and the national interest;
· inform the public and specific user groups about the Bureau's role and services to assist in more effective use of these services; and
· contribute to the morale and overall operation of the Bureau through internal communication and dissemination of information of interest to staff and their families.
The effectiveness of Public Education activities was assessed in terms of formal visit requests and attendances at the Bureau's Head Office exhibition centre, attendance at external exhibitions and displays, the demand, availability and distribution of a wide range of publications, and from public feed-back via telephone, e-mail, mail, Internet access, media direct responses and visitor comments.
While staff throughout the Bureau contribute to the advancement of public education objectives, overall coordination is provided by the Public Affairs Unit, which is located within the Bureau's Head Office.
During 2000-01, community awareness of weather and climate issues, and of the role of the Bureau, was raised via a wide range of initiatives, including the provision of printed information, images and advice to the mass media (radio, television and print), publishers, government agencies, commercial organisations, the general public and Bureau staff. Direct media inquiries to the Public Affairs Unit generally numbered three to four a week, but the media were also able to contact all Regional Offices and Field Offices directly, thus enabling an extensive national media coverage of meteorological issues.
About 135 Bureau media releases were placed on the Bureau web site, addressing issues such as the Bureau's role in the Olympic Torch Relay and the Sydney 2000 Olympic Games, the availability of weather radar imagery on the Bureau web site, the monthly climate summaries for most states and the monthly climate outlooks from the National Climate Centre. Satellite images of significant weather events, such as tropical cyclones, were also provided to the media via e-mail.
The Sydney Olympics provided a focus for raising community awareness and Bureau Head Office staff directly assisted the New South Wales Regional Office with public affairs activities both in the lead up to and during the Olympic Games.
The Bureau's main media event, World Meteorological Day, was held on 22 March. A media release, poster, booklets and display panels were developed for Head Office and all Regional Offices on the theme, Volunteers for Weather, Climate and Water. The World Meteorological Day address was given by the Parliamentary Secretary with responsibility for the Bureau of Meteorology, the Hon. Dr Sharman Stone MP, and focussed on the significant role in Bureau activities played by the 10,000 or so volunteer rainfall and river height observers, ships of opportunity observers and the more recent category of storm spotters. The event attracted many stories in the national media. Most focussed on long serving volunteer weather observers in rural and regional areas where the media outlets operated.
Photo - The Hon. Dr Sharman Stone MP, Parliamentary Secretary with responsibility for the Bureau, presented an achievement award to volunteer rainfall observer, Mrs June Hill, in recognition of 100 years of rainfall recording at her family farm near Colbinabbin (Victoria). In her World Meteorological Day Address, Dr Stone highlighted the essential role of volunteers in the operation of the Bureau.
Community awareness was also raised through the preparation and distribution of printed material for World Meteorological Day as well as through inclusion of relevant material in a number of books, brochures and leaflets. The 2001 Australian Weather Calendar was again well-received by the community and about 30,000 copies of the calendar were distributed and sold.
In addition, during the year, some 500 images were distributed from the Bureau's photographic collection. Copies were provided to the media, staff, publishers, other government agencies, commercial organisations and the general public. The digital library of images was further developed and catalogued on the National Meteorological Library web site.
The Head Office exhibition area hosted tours by school and community groups. During 2000-01, about 5000 individuals attended, with interests covering a wide range and spanning all levels from primary schools to senior citizens' clubs. The exhibition area was also used by Bureau staff to host Council of Adult Education classes, Rotary Club-sponsored students, work experience students and rural/agricultural groups.
Work was completed on seven touch-screen kiosks running an interactive CD-ROM on weather, climate and the role of the Bureau. The units were distributed to each Regional Office and the Head Office exhibition area. The units are suitable for transport to field days and exhibitions. The Public Affairs Unit is investigating how to adapt the software for use on the Bureau web site.
Staff continued to assist the Bureau of Meteorology Training Centre and the Victorian Department of Education, Employment and Training (DEET) in developing a Weather Kit for Victorian primary and secondary schools. The kit contains meteorological instruments and literature on their use, to assist in achieving learning outcomes as specified in the Victorian Curriculum Standards Framework II. During the year, further funding was provided by DEET to assemble another five kits, making a total of nine kits - one for each DEET region. Another kit was put together to be held in the Public Affairs Unit for use by Bureau staff.
As in previous years, Bureau staff played a significant role in the organisation of the Australian Science Festival in Canberra, the Amazing World of Science, and presented an interactive display over four days.
Staff awareness of the importance of communicating weather and climate issues effectively was advanced by a range of initiatives. The Public Affairs Unit provided advice on communication techniques at Bureau of Meteorology Training Centre workshops and training sessions, and supplied feedback, on request, on media releases issued by other Branches of the Bureau.
Relevant press clippings from seven major newspapers and items from the World Wide Web, transcripts and media alerts directly relevant to Bureau interests were collected. About 3000 pages of press clippings were collated and distributed.
The Bureau's in-house staff journal Weather News continued to contribute to internal communication amongst Bureau staff, including those in the most remote areas, with information on Bureau people and events, services issues and developments across Australia. Three issues (800 copies each) of Weather News were produced and distributed during the year.
Photo Three issues of the Bureau's in-house journal, Weather News were published during the year.
The Bureau of Meteorology Training Centre (BMTC) provides the focus for most internal training and staff development within the Bureau and ensures that training activities are efficient, well planned, appropriately and effectively delivered, and continually evaluated. The BMTC contributed directly or indirectly to the activities of each of the Bureau's major outputs, through the initial training programs and in-service training of staff involved in the associated output activities. The BMTC also contributed directly to Bureau international activities through the training of personnel from overseas National Meteorological and Hydrological Services (NMHSs) and participation in WMO and other international committees.
The primary objective of the training program is to meet the current and emerging needs of the Bureau for staff with appropriate management skills and specialised technical and professional skills. A secondary, but importantly complementary, objective is to provide specialised meteorological training to Defence Forces personnel and to the staff of overseas NMHSs.
To meet these objectives, the BMTC provided:
· specialised postgraduate meteorological training for staff of the Bureau, the Royal Australian Navy (RAN) and overseas NMHSs;
· technical and general training in meteorological support duties and systems for Bureau technical staff, trainees from overseas, Defence Forces personnel and approved external participants;
· management and development training for all categories of Bureau staff;
· curriculum developments and ongoing education programs, encompassing Computer Aided Learning (CAL) modules and the development and delivery of new courses for personnel of both the Bureau and of overseas NMHSs;
· input and advice on the education and training aspects of major new Bureau projects; and
· operation of the National Meteorological Library.
Training continued to be a high priority function for the Bureau during 2000-01. Large initial training courses were conducted for both Professional Officers (Meteorologist) and Technical Officers (Observer) to compensate for the expected increase in separation rate within the Bureau. The Training and Staff Development Committee continued to determine the in-service training priorities for Bureau staff.
Specific training needs were determined by ongoing liaison with other Bureau sections and stakeholders. Course Advisory Committee meetings were held, twice yearly, for all initial courses. Feedback from staff and participating students indicated that the courses were considered highly successful. Courses were presented in modular format to allow for Recognition of Prior Learning (RPL), flexibility of entry and exit points and the tailoring of courses for the benefit of all Bureau staff as well as special needs groups.
A BMTC Educational Outcomes working group continued to develop and maintain policies, procedures and practices in areas such as the evaluation and development of courses and the assessment of students. Contemporary educational approaches included competency-based training, student centred learning and RPL or RCL (Recognition of Current Learning). These activities have allowed increased flexibility and efficiency in the use of training resources.
Training programs
Initial training courses are conducted in each calendar year. During 2000, 64 trainees undertook initial training and in 2001 the intake totalled 59 trainees. Of these, 71 were studying the 40-week Graduate Diploma in Meteorology course (including seven from the Navy and ten from overseas) and 52 were undertaking either the 35-week Technical Officer (Observer) or the Technical Officer (Engineering) course. In 2000, three of the 64 initial trainees failed to complete their courses, as a result of ill health, family trauma or academic difficulty.
More than 1070 Bureau staff undertook short, in-service training courses, ranging in length from one day to four weeks. The majority of these courses covered aspects of management development such as project management, accrual accounting or the APS Code of Conduct. Some 460 staff received specialised technical or professional in-service training. This included the initial so-called First-in Inspections course, and the second First-in Maintenance course, both for Technical Officers (Observer), which have been outcomes from recent Bureau Certified Agreements, as well as radar and general AIFS (Australian Integrated Forecast System) training for more than 250 forecasters. Forecaster competencies were developed for severe thunderstorms, tropical cyclones and fire weather, and in-service training commenced in forecasting for severe thunderstorms and fire weather.
A Bureau-specific Management Education Program (MEP) was conducted in conjunction with the Association of Professional Engineers, Scientists and Managers, Australia (APESMA). The MEP provides formal qualifications at the Certificate and Graduate Certificate levels. In 2001, 21 staff were enrolled in the MEP. During the tenth year of the Bureau's Study Bank scheme, 103 staff enrolled as part-time students. Two staff were awarded scholarships to further their tertiary studies on a full-time basis, and two staff were enrolled in the CSIRO Project Leaders Program.
Bureau staff at Pearce (Western Australia) and East Sale (Victoria) RAAF training bases provided meteorological training for the RAAF. More than 180 RAAF pilots, air traffic controllers, navigators and flying instructors received meteorological training during 2000-01.
In support of the Bureau's corporate strategic objective of commitment to university education in meteorology and related fields, the BMTC maintained strong links with several tertiary education institutions, including, in particular, Monash University and the Royal Melbourne Institute of Technology (RMIT). Regular interactions also occurred with LaTrobe University and the University of Melbourne. The BMTC continued to provide reciprocal lecturing arrangements on specialised graduate level meteorology courses with Monash University. Sixty undergraduate science students from LaTrobe University received some basic training in operational meteorology.
Photo Students on the Technical Officer (Observer) Training Course practice their balloon tracking skills.
Photo Students on the Technical Officer (Observer) Training Course engaged in radar tracking.
International training activities
In support of the Bureau's international activities, several short, WMO-sponsored courses were organised or conducted by the BMTC. These included the fourth biennial two-week Southern Hemisphere Tropical Cyclone Workshop, and the third one-week Public Weather Workshop, both with 12 international participants, chiefly from the southwest Pacific and countries bordering the Indian Ocean, as well as a two-week World Weather Research Programme Sydney Olympics Forecast Demonstration Project Training Workshop, which included 12 overseas participants.
During the year, BMTC staff members participated in WMO training activities, including:
· the WMO-sponsored Coordinating Committee of the Standing Conference of Heads of Training Institutions;
· the Commission for Basic Systems (CBS) Expert Team on Improving Satellite Systems Utilisation and Products (the same BMTC staff member was also the founding co-chair of the Virtual Laboratory for satellite meteorology); and
· as an invited specialist lecturer at a WMO Training Seminar for Instructors.
A joint pilot project commenced with the Cooperative Program for Meteorological Education and Training (COMET), centred in Boulder, Colorado, aimed at development of computer based interactive training modules for competency-based southern hemisphere severe thunderstorm forecasting.
Library
The National Meteorological Library is the national archive for all meteorological books and reports published in Australia, and maintains a pre-eminent collection of key meteorological books and journals published in the English language. As well as purchasing books in accordance with the collection development policy, the Library continued to receive reports and journals from other National Meteorological Services and related organisations. More than 1,300 books and reports were added to the collection and 270 current journal titles were received.
Professional Library staff provided high quality information services to staff in Head Office and in Regional and Field Offices, by assisting with research enquiries and by offering easy access to library resources. The Library Home Page was available to all Bureau staff and the wider community, and provided access to the library catalogue, other library databases and meteorological resources. Staff also had access to more than 200 electronic journals, which was of particular value to those in remote locations without physical access to the collections.
An electronic alerting service was introduced to inform interested staff of the contents of a range of core journals. Other initiatives included the full index from 1952 to the present of the Australian Meteorological Magazine and support for the web-based "Federation and Meteorology" project in cooperation with the Australian Science and Technology Heritage Centre. The Library was involved in the development of the Bureau's Intranet to improve accessibility and functionality, and in developing the metadata for the Bureau's web pages as part of the Government Online initiative. The Library continued to collect important historical documents, such as the W J Gibbs Collection, to archive in the Preservation Room.
Cataloguing of all library acquisitions was done on Australia's national database, through the Kinetica service, ensuring that the Australian library community was kept informed of the National Meteorological Library's holdings, particularly meteorological books and reports published in Australia. Borrowing arrangements with Australian libraries were maintained.
Executive Management embraces those activities aimed specifically at providing efficient and effective overall corporate planning and management of the Bureau in support of the discharge of its responsibilities under the Meteorology Act. It is concerned with the corporate philosophy, policy, strategy and planning for the Bureau as a whole as well as its internal organisation and coordination, staffing and resource allocations to Bureau outputs. It includes the activities of the Bureau Executive (the Director and the two Deputy Directors), the seven Regional Directors and two of the four sections of the Executive and International Affairs Branch within the Bureau Head Office. Routine outputs from the Executive Management function include the Bureau's five-year rolling Forward Program; its annual Budget and Program document; input to the Portfolio Budget Statements that accompany the Budget Papers and the Bureau's Annual Report.
The performance of the Executive Management function is measured in terms of the level of awareness of Bureau plans by staff and major user groups; increases in efficiency and effectiveness achieved through regular reviews of different output elements; the timeliness and accuracy of management information; and the extent of cooperative arrangements in meteorology with Australian universities.
In addition to the routine internal and external policy and management issues which consume the bulk of Executive Management resources, there was a special focus during 2000-01 on seven major areas:
· Evaluations and Reviews;
· Management Information System;
· Planning;
· Resources Strategy;
· Environment-Related Activities;
· Climate Policy Activities; and
· Special Services Unit.
Evaluations and reviews
A minor evaluation of the Bureau's International Activities Program commenced in June 2000 under the program evaluation plan for the Environment Portfolio.
The terms of reference for the evaluation were to:
· review the role and objectives of the Bureau's International Activities Program;
· assess the overall cost-effectiveness of the Bureau's international activities compared with similar activities of National Meteorological Services of other developed countries;
· assess the capability of the Program to respond to future requirements identified by the key stakeholders inside and outside the Bureau;
· assess the adequacy of support for the Permanent Representative of Australia with WMO in his capacity as a member of the WMO Executive Council (and currently as President of WMO);
· assess the appropriateness of the current organisational structure which supports the Bureau's international activities and service delivery; and
· make recommendations on the future role and operation of the Program.
The evaluation was guided by a steering committee chaired by Professor Bruce Morton, Emeritus Professor, Applied Mathematics, Monash University and including the Bureau's Assistant Director (Observations and Engineering), Assistant Director (Executive and International Affairs) and a member of the Program Evaluation and Audit Unit of the Department of the Environment and Heritage. The evaluation methodology included desk reviews, questionnaires and written submissions, and an independent view was provided by Mr Stan Cornford, former Head of the UK Meteorological Office's International Activities Branch. The review was completed in February 2001 and included a total of 13 recommendations. Preliminary responses were formulated and circulated to Branch Heads and Regional Directors on 11 May for coordination comment.
Some of the draft recommendations related to:
· minor revision to the objectives of the International Activities Program;
· continued liaison with developed countries for the purposes of inter-comparison, information exchange and technology transfer;
· reaffirmation of the policy governing SSU commercial activities outside Australia;
· maintenance of an international strategy;
· procedures for the preparation of Australian briefs when attending intergovernmental meetings;
· provision of training in negotiating skills and WMO procedures;
· exploration of high priority new initiative with the Department of Foreign Affairs and Trade (DFAT)/AusAID to assist with training of staff of NMHSs of developing countries in the Pacific region; and
· consideration of the establishment of a Tropical Desk within the Queensland Regional Office for on-the-job training of tropical cyclone forecasters.
Final Bureau responses to all recommendations will be available early in 2001-02.
The Management Information System (MIS) supports Bureau management by providing financial and human resource information drawn from a range of systems. The MIS has reached a critical stage where redesign is required for it to meet all of the Bureau's management information needs in an accrual-based outputs and outcomes framework and a performance-based management environment. The implementation of the new integrated financial management system (FMS) in July 2001 will have a significant impact on the redevelopment of the MIS.
During 2000-01, the MIS maintained its established support role as a provider of financial and human resource reports and advice as required, as well as responding to growing demands for more complex external reporting. Along with the introduction of the Goods and Services Tax (GST), there were requirements for detailed reports to help in calculating the Bureau's Fringe Benefits Tax liability and to support aspects of the Output Pricing Review for the Bureau. Salaries costing procedures for externally funded staff were refined to enable more detailed data capture and reporting.
In line with the Bureau's annual planning framework, preliminary 2000-01 regional and program plans were presented at a Regional Directors' Conference held on 2-4 February 2000. These were later reviewed and revised at a Budget and Program Workshop held on 27-28 April 2000 and fine-tuned in the light of the 9 May 2000 Budget outcome. Further revision of plans was required following the outcome of the November 2000 Additional Estimates process through which the Bureau was appropriated an additional $10.613m. While the essential internal strategy and resource allocations were in place early in the financial year, pressures associated with other matters including implementation of the GST, planning for the introduction of a new integrated accrual-based financial management system, conduct of the joint Department of Finance and Administration-Bureau Output Pricing Review and support for the internal Strategic Assessment of the Bureau, together with the need to respond effectively to the Additional Estimates outcome, delayed preparation of several key internal planning and management documents. The Bureau's Budget and Program 2000-01 document containing the Corporate Strategy 2000-05, the Bureau's management strategy and corporate priorities for the year, internal resource allocations and detailed regional and program plans, was finally published in March 2001.
Through the 2000-01 Budget, the Government re-affirmed its commitment to partial funding of the key recommendations arising from the Slatyer I report and continued under the 1999-2000 Budget initiative on Providing World Class Weather Forecasting. An additional $4.926m was appropriated to the Bureau under this initiative in 2000-01 and was used to:
· fully offset the two per cent across the board cut to running costs imposed through the 1996-97 Budget to prevent further closures in the observing network;
· continue full funding of those initiatives commenced under the 1995-96 Climate Monitoring and Prediction Upgrade;
· contribute to the restoration of basic networks; and
· contribute to enhanced operations and services.
Under the accrual budget framework, the Bureau received approval to register a $4.5m loss in 2000-01 as a result of two factors. The first recognised that the Slatyer initiatives were in part funded by the sale of Bureau assets and required that $2m in proceeds from asset sales be expensed on the Operating Statement. The second was a consequence of the introduction of A New Tax System (ANTS) and the associated removal of Wholesale Sales Tax (WST). The Department of Finance and Administration assessed that the Bureau's expenses would decrease progressively by $2.931m over three years with the removal of the WST and government decided to extract the full amount of savings from operating funds in the first year across all agencies. As most of the Bureau's projected savings were expected in reduced asset replacement costs, approval was given for the Bureau to incur a $2.5m loss by expensing asset replacement funding to replicate the expected pattern of savings, pending an asset revaluation.
The Bureau's operating funds further declined through the extraction of an additional $1.253m in 2000-01 to meet the government's efficiency dividend and the removal of $0.917m as the presumed savings under the Whole-of-Government IT outsourcing initiative. The impact of unresolved resource issues arising from the transition to the accrual framework also became an increasing concern. In particular, because the Bureau was significantly underfunded for accrued staff entitlements, unfunded separation payments in 2000-01 were met from the Bureau's limited cash reserves. Unless this situation is resolved in the near future, it will lead to a significant liquidity problem since the Bureau does not have the scope to make savings of that order without compromising the achievement of its approved outputs and outcomes. With the introduction of accrual budgeting in 1999-2000, the Bureau's budget was modified, among other things, by the extraction of those cash items used for asset purchases and the introduction of depreciation expense as the basis for funding asset replacement. Unfortunately, the funds removed extended beyond those used for asset purchases, resulting in an effective cut of approximately $2m pa in the Bureau's operating funds. These issues were not resolved through the Additional Estimates or Output Pricing Review processes and their impact was masked in 2000-01 by the additional appropriation of $10.613m through Additional Estimates, primarily to correct for the under-funding of depreciation expense flowing from the impact of an asset revaluation late in 1998-99. Notwithstanding that respite, the underlying trend is a continuing decrease in the Bureau's operating funds with the level now substantially below that in the mid 1990s that triggered the 1996 Slatyer I review (Figure 11).
The staffing strategy for 2000-01 was aimed at ensuring the best possible use of available staff numbers in the face of reducing overall Employee Expense funding, the lack of a replacement capability for many key retiring staff as a result of the low level of recruitment over the past fifteen or so years, the shortage of staff in key employment categories and the relative absence of lower level staff in most categories. In particular, and to ensure that the Bureau's primary service operations were maintained, the size of the annual recruitment intakes of key specialist groups (Meteorologists, Observers and Technical Officers (Engineering)) was increased to the extent possible whilst allowing limited recruitment of staff in other categories.
During the year, the Bureau contributed to a range of environmental activities, in collaboration with divisions and agencies of the Environment and Heritage Portfolio. These activities included:
· provision of briefing material and scientific advice, particularly on climate research and monitoring issues relevant to a number of international environment-related meetings (for example, the 9th Session of the Commission for Sustainable Development, and the 21st session of the Governing Council of the United Nations Environment Programme (UNEP));
· contribution to ongoing activities under the Australian Oceans Policy;
· provision of advice on issues pertaining to the Air-National Environment Protection Measure (NEPM), on air quality and stratospheric ozone;
· participation with CSIRO and relevant state Environment Protection Authorities, in a demonstration project funded by the Air Pollution in Major Cities Program, which gave detailed hourly information on the development of pollution build-ups. The success of this project allowed the implementation of twice-daily forecasting of the distribution of 25 air pollutants in Melbourne and Sydney; and
· coordination of departmental input to the Prime Minister's Science, Engineering and Innovation Council meetings and the Coordinating Committee on Science and Technology.
A Baseline Air Pollution Station at Cape Grim, Tasmania (jointly managed with CSIRO) and an ozone monitoring network across Australia and its Territories are vital components of Australia's contribution to the WMO Global Atmosphere Watch (GAW). The GAW serves as an early warning system to detect changes in greenhouse gases, gases that affect the ozone layer and other constituents that influence climate, as well as monitoring the long-range transport of pollutants. During 2000-01, the Bureau extended the four-year Macquarie Island ozonesonde project a further year with a view to incorporating this strategic location into its Basic Observing System. The Bureau also provided expert advice to Malaysia, Korea and Singapore on GAW matters.
During 2000-01, the Bureau continued working closely with the National Land and Water Resources Audit and, in June 2001, conducted a two-day Australian Water Resources Assessment 2000 workshop for key stakeholders under the Water Availability theme. The workshop was aimed at identifying future strategic directions for ongoing water resources
assessment.
Advice and data were also provided for State of the Environment reporting by the Commonwealth and various state agencies and the Bureau contributed to environmental education in schools through its participation in the Australian component of the Global Learning Observations to Benefit the Environment (GLOBE) project. GLOBE, funded jointly by the Department of the Environment and Heritage and the Department of Education, Training and Youth Affairs and coordinated in Australia by CSIRO, aims to increase awareness of ecologically sustainable development among high school and upper primary school students. The Bureau provided advice on the atmosphere component of the project and served on the Management Committee.
As part of the overall Bureau contribution to environmental research and education in Australian universities, the Director of Meteorology chaired the Community and Industry Advisory Board of the Office of Environmental Programs of the University of Melbourne, which has recently developed a new integrated graduate Environment Program for introduction in 2002.
The Bureau contributed to effective Australian participation in the Intergovernmental Panel on Climate Change (IPCC) through coordination of Australian activities in respect of Working Group I (Science), input to reviews of IPCC documents and to briefing material, and representation at sessions of the IPCC, its Working Groups and its Bureau. The IPCC's Third Assessment Report (TAR) was substantially completed during the year, with only the Synthesis Report component still to be finalised. The Bureau coordinated final government review comments on the Working Group I (Science) component of the TAR and the Director of Meteorology, who is Australia's Principal Delegate to the IPCC as well as the Working Group I Vice-chairman representing the WMO Region V (South-West Pacific) on the IPCC Bureau, led the delegation to the eighth session of Working Group I in Shanghai (15 to 23 January), at which the Working Group I report was adopted. Bureau officers participated on the Australian Delegations to the sixth session of Working Group II in Geneva (13 to 16 February) and the sixth session of Working Group III in Accra, Ghana (28 February to 3 March), at which the Working Groups II and III components of the TAR were finalised. The Director of Meteorology led the Australian Delegation to the Eighteenth Session of the IPCC in Nairobi at which the three Working Group reports were accepted by the Panel and where discussion on the future activities of the IPCC commenced. The Bureau cooperated with the Australian Greenhouse Office (AGO) on preparation of Australian Government comments on the draft Synthesis Report.
Photo The Co-Chair of the IPCC Working Group I, Sir John Houghton (centre) stands to accept the applause of his Co-Chair Professor Ding Hui of China (third from right), the Chair of the IPCC Dr Bob Watson (second from right) and the IPCC Secretary, Dr N Sundararamin (right) following the final approval and acceptance by delegates of the Working Group I component of the IPCC Third Assessment Report, in Shanghai in January.
The Bureau and the AGO jointly organised an IPCC Climate Change Science Forum in Melbourne in February, aimed at informing industry, government and the media on the findings of the IPCC's TAR. The Forum, hosted by the Director of Meteorology, focused on the Working Group I and II components of the TAR, with Australian lead authors presenting the key findings. The forum attracted more than 90 participants and a lively discussion on the issue was facilitated by Mr Oleg Morozow of Santos. Other opportunities were taken to raise awareness about climate science and the findings of the IPCC TAR, including a joint presentation to the National Press Club on 13 September by the Director of Meteorology, the Chief of CSIRO Atmospheric Research (Dr Graeme Pearman) and Dr John Church of CSIRO Marine Research, who served as a coordinating Lead Author of the Working Group I chapter on sea level rise.
Timely and comprehensive Executive briefs were prepared on the IPCC TAR, both in terms of findings and process, and other topical climate change issues, including the US National Academy of Science report on climate science. The Bureau prepared a submission to, and gave evidence before, the Joint Standing Committee on Treaties Inquiry into the Kyoto Protocol. Other opportunities were taken to raise community and industry awareness of climate science issues through presentations to various groups and work commenced on an information package on the TAR.
The Bureau contributed scientific input on climate change issues relevant to Australia's negotiations under the UN Framework Convention on Climate Change (FCCC), particularly with respect to research and systematic observations of the climate system, and participated in Australian delegations to sessions of the Convention's subsidiary bodies and to the sixth Session of the Conference of the Parties (COP6) to the FCCC in The Hague in November. The Bureau contributed to implementation of the COP4 and COP5 decisions on research and systematic observations through:
· hosting successfully the first informal meeting of an international network of National GCOS (Global Climate Observing System) Coordinators in Melbourne in August, involving participants from seven countries as well as the Director of GCOS. The group developed a standard format for enhanced reporting on climate monitoring systems within the context of national communications to the UNFCCC;
· participation in the planning, content and conduct of the first GCOS regional implementation workshop, held in Samoa in August, a consequence of the COP5 decision aimed at assisting developing countries in improving their climate monitoring systems; and
· coordination of the research and monitoring component of Australia's Third National Communication to the UNFCCC.
The Bureau continued its role in the overall coordination of GCOS and Global Ocean Observing System (GOOS), with Special Adviser Oceanography, Dr Angus McEwan FAA FTSE, serving as the chairman of the Intergovernmental Oceanographic Commission (IOC) Committee for GOOS. Secretariat support for the Australian Joint Working Group for GCOS and GOOS was provided by the Executive and International Affairs Branch. Funds were allocated to projects within the National Climate Centre (NCC) aimed at further developing the digital archive of data from the Bureau's GCOS Surface Network (GSN) stations and supporting Bureau participation in the Samoa GCOS workshop.
The Special Services Unit (SSU) has operated since 1990 providing specialised meteorological and related services on a commercial basis. The SSU has offices in Melbourne, Perth, Sydney, Brisbane and Darwin and a staff of 36. The Darwin office was established in April to service a new contract with the US Department of Energy for maintenance of its Western Pacific Atmospheric Radiation Monitoring (ARM) network.
Since July 1995, as a matter of firm Bureau policy, the SSU has operated strictly within the framework of Resolution 40 of the Twelfth World Meteorological Congress in respect of its commercial activities outside Australia, which requires that all international activities be undertaken with the knowledge and concurrence of the National Meteorological Services of the countries concerned. In line with national competition policy, the SSU applies the principles of competitive neutrality rigorously in all aspects of its domestic operations.
The international activities of the SSU consist of a small number of major projects. During 2000-01, these projects contributed significantly to SSU revenue, but not to the same degree as 1999-2000, owing to a decrease in the number of Japanese aid-funded projects. By contrast, domestic activities increased in revenue terms during 2000-01 and there was a significant increase in the proportion of overall SSU revenue that derived from domestic activities, from 34 per cent in 1999-2000 to 50 per cent in 2000-01. Total revenue declined 33 per cent from the high achieved last year and an operating loss of $0.296m was recorded (Figure 57).
Figure 57. The operating performance of the Special Services Unit.
To the extent that SSU activities contribute directly to relevant Bureau outputs, the performance of those activities are reported, against the relevant performance indicators and measures, in the Weather Services (Special Weather Services) and Consultative Services (Special Investigations) sections of this annual report.
Management Services contribute to the effective and efficient operation of the Bureau through provision of efficient, timely, Bureau-focussed human resource management, finance and supply, industrial relations, legal, building and property management, and general office and administrative computing support services to assist Executive, Branch and Regional management throughout the Bureau.
Delivery of the Management Services function is the responsibility of Management Branch in the Bureau's Head Office in Melbourne in conjunction with the Regional Administrative Units in each of the State capital cities and Darwin.
The effectiveness with which Management Services are delivered is evaluated by periodic and ongoing evaluation of service elements. This includes consideration of the quality and effectiveness of human resource and financial management, the level of awareness and treatment of social justice issues (such as workplace diversity, disability or access matters, and equal employment opportunity) and occupational health and safety, and the extent of industrial democracy and disputation. Assessment also addresses the efficiency and effectiveness of administrative computing and the wide range of general office services, the quality and effectiveness of legal advice, and the overall management of the substantial housing and workplace facilities utilised throughout the organisation.
During 2000-01, continuing progress was made towards the achievement of all functional objectives. Achievements are summarised below.
Human resource management issues
The ongoing implementation of the APS reforms, within the general environment of resources constraint, continued to be a focus of human resources management in the Bureau. Strong emphasis was placed on workforce planning and recruitment of specialist and general staff proceeded in line with the 2000-01 staffing strategy, which aimed to achieve an average staffing level (ASL) for the year of 1340 ongoing staff. Attention was given to base-grade recruitment into specialist and core function categories, restructuring within the resource envelope to increase the proportion of staff at operational levels, increased exposure of more junior staff to senior management tasks, and training and development generally.
The major industrial relations action this year focussed on the implementation of productivity and efficiency initiatives identified in the Bureau's current Certified Agreement 2000-01, which was ratified by the Australian Industrial Relations Commission in April 2000. The main issues addressed were:
· managing changes in the Bureau's weather services function;
· introduction of new technologies and efficiencies into the observations area;
· changes in the provision of the Bureau's computing and communications services;
· streamlining human resource management practices and procedures;
· conversion of 38 hour week employees to 36¾ hour week employees; and
· examination of the case for salary rationalisation across all Bureau staffing categories.
Development of contracts and subsequent negotiations of Australian Workplace Agreements for a select group of key Executive Level 2 managers were completed. These second round workplace agreements build on the principles established earlier and go towards matching individuals' rewards to their assessed contribution to achieving corporate objectives.
During the year, considerable progress was made on reviews of the Bureau's Human Resources Development Policy and the Experiential Learning Program for Meteorologists Class 1 and 2.
The Bureau's National Occupational Health and Safety Committee met regularly throughout the year and discussed a wide range of issues including equipment safety, health promotion, fire safety and awareness, building works and OH&S training for staff. A significant achievement during the year involved the extensive testing and trialing of new equipment for generating hydrogen, to assess its suitability for Bureau applications. The equipment proved to be a cleaner, safer method of generating hydrogen with the added benefit of not impacting adversely on the environment. Subject to the successful completion of trials, this equipment will replace existing generating equipment. Numerous ergonomic, workplace and safety inspections were undertaken at a range of Bureau sites throughout Australia. Various policies and guidelines were also developed including Occupational Health and Safety Checklist for Home Based Work Applications, Occupational Health and Safety Guidelines for Agency Purchasing, Occupational Health and Safety Guide - First Aid in the Workplace and a Sun Protection Policy for outdoor staff.
A number of workplace diversity initiatives was taken during 2000-01, including active participation in the National Indigenous Cadetship and Structured Workplace Learning for Indigenous Students Programs. The initial signs are that both initiatives are proving successful.
Legal issues
During the year, there was an unusually large amount of significant new legislation, with the potential to impact on Bureau operations. These developments included legislation applicable to A New Tax System (ANTS), new State and Commonwealth Privacy legislation, the new Copyright legislation and a series of On-line related legislation such as the Electronic Transactions Act and the Digital Agenda Act. Particular Court decisions also resulted in an examination of the Bureau's processes to ensure there is no breach of the requirement that Commonwealth officers do not exercise legally State-based punitive responsibilities unless there is a proper jurisdictional basis for it. All of these developments were examined in detail and the mechanisms for implementing required procedural changes commenced.
Other significant matters having legal implications included the tenders and contracts associated with Telephone Weather Services, HF Maritime Communications and Telstra Premium Weather, property leases in all regions, Informatel Weather By Fax and the joint Bureau-CSIRO- Royal Australian Navy Ocean Modelling System project.
Operational areas required comprehensive advice regarding the legal requirements applicable to the on-line environment, necessitating an increased awareness of `e.law' issues. A range of legal advice was provided on web site privacy and standards, copyright and contractual requirements in the on-line environment, the Bureau's e-mail and Internet policy, and the appropriate use of electronic signatures.
The Bureau was represented at coronial inquests for the 1998 Sydney to Hobart Yacht Race and 1999 Linton Fire, with the Bureau's Legal Section assisting with reviewing reports, witness statements and transcripts as well as commenting on final submissions. The Coroner's findings in the Sydney to Hobart inquiry were mainly positive for the Bureau and the Coroner for the Linton inquiry is expected to hand down his findings during the second half of 2001.
The legal implications of a number of different models for the provision of aviation meteorological services were examined in association with the Australian Government Solicitor's Office. This work will provide the basis for the follow-up to aviation aspects of the Strategic Assessment of the Bureau and consideration of the new Civil Aviation Regulations dealing with meteorological services, being canvassed by the Civil Aviation Safety Authority.
Ongoing legal services were required to all branches and regions in areas of commercial and administrative law, real and intellectual property, and litigation. In addition, attention continued to be focused on identifying and addressing legal compliance issues arising out of procedures and documentation followed and used by the Bureau. This resulted in the identification of contractual relationships that need to be more carefully documented and agreed upon, and a review of the standard purchasing tender and consultancy contracts.
The major financial management focus during the year was on improving the Bureau's policy and system framework supporting the requirements of the Financial Management Accountability Act, the Chief Executive Instructions (CEIs) and accrual reporting. Initiatives included preliminary work towards a comprehensive Bureau-wide Risk Management Plan, refinement of information for, and interfaces with, COMCOVER (the Commonwealth's Insurable Risk Managed Fund) and ongoing review of the procedural rules supporting the CEIs. Training in anticipation of the Bureau's new SAP-based Financial Management System (FMS) was conducted for Regional and Head Office users, in conjunction with additional training on accrual accounting. Options for a revised organisational structure in the Finance and Supply area of Management Services, looking to ensure a capability more suitable to meeting the demands of the new financial reporting regime, were examined and will be progressed further next year.
Goods and Services Tax (GST)
The Bureau implemented the GST within its systems and processes as required prior to 1 July 2000. Minor modifications were subsequently required to some systems to ensure that the funding module correctly accounted for the GST. Nevertheless, the Bureau met its Business Activity Statement obligations by the 21st of each calender month. The dedicated Project Team for implementation of the GST was disbanded on 31 July 2000 and responsibility for GST related activities, including the monthly Business Activity Statement, was passed to the Bureau's Finance and Supply Section.
The Bureau of Meteorology's Australian Business Number (ABN) is 92 637 533 532 and the Bureau is registered for the GST. The GST is included in the Bureau's cost recovery and commercial services, and the Bureau's Basic Services are classified as GST free under the Appropriations Ruling.
The Bureau continued to examine different aspects of the application of the GST and develop appropriate procedures. With respect to in-kind arrangements, for example, the final procedure will depend on the yet to be released GST Ruling on bartering.
New Financial Management System (FMS)
During 2000-01, the Bureau prepared for implementation on 1 July 2001 of a new financial management system to support the government's focus on increasing efficiency and accountability in an accrual based outputs and outcomes management framework.
Concentrated activity during the year by the dedicated project team resulted in a high level of confidence in the prospect of successful operations after 30 June 2001 and readiness for the new financial year. Key steps in the process leading up to implementation were:
· the selection of SAP as the preferred vendor;
· the preparation of detailed specification documents for the configuration of the new system;
· the configuration and testing of the new system; and
· the training of several hundred staff in the operation of the system.
Important characteristics of the new system are:
· integration of all financial functions in a single system, in particular the management of Bureau assets;
· improved budgeting capability;
· ability to provide accrual financial statements as well as management information reporting; and
· improved handling of Goods and Services and Fringe Benefits Taxes.
The development of the new system had significant impacts on the routine financial operations in 2000-01, with the project team diverting key staff from day to day operations. Nevertheless, normal operations were successfully maintained and operational staff took an active part in testing the new system prior to its acceptance, an important element in its successful introduction. While the successful introduction of new financial systems can often prove difficult, early feedback immediately prior to the commencement of live operations indicated a positive response to the new system.
Asset management issues
The Bureau's asset management systems capture data related to acquisitions and disposals and use these data to calculate depreciation and attribution to outputs. These systems will be further refined with the introduction of the new SAP financial management system (FMS). Systems such as SitesDB also provide important information on operation and maintenance of equipment.
Over the year, the quality of the data held in the asset system was gradually improved and, with the increased emphasis on costing of services, managers were asked to take greater responsibility for the financial management of assets under their control, to ensure assets were appropriately attributed to outputs, correctly valued and assigned an appropriate useful life. Asset register reports were made widely available to assist in this process. Work continued to ensure that the capitalisation of costs related to bringing assets into service was captured in a more structured way. The new FMS will further facilitate this process.
Examination of intangible assets or intellectual property (IP) items that contribute to the Bureau's outputs continued, to ensure these are correctly accounted for in the Bureau's asset register and financial statements.
Major work continued in respect of property resource and leasehold management issues, such as the civil works and fit-out programs required to provide adequate and energy-efficient operational environments, improvements to staff accommodation and security, ongoing rationalisation of national property assets and the continued refinement of property asset management and reporting systems. Achievements during the year included:
· sale of a further six staff houses. This activity is in line with the Bureau's Housing Working Party (HWP) recommendations in relation to the 1996-97 Budgetary requirement for disposal of 115 of the Bureau's staff housing stock in areas where adequate purchase/rental markets exist;
· finalisation of purpose-designed replacement observing/radar facilities at Brisbane and Weipa Airports (Queensland), near completion of the facilities at Darwin Airport (Northern Territory), and completion of a meteorological radar facility at Wyndham (Western Australia). Final works for the replacement of the water supply infrastructure at Giles was delayed subject to successful lease negotiations with the local community;
· progress to tender evaluation stage for observing/radar facilities at Adelaide Airport (South Australia) and Norfolk Island, and co-location of the Forecasting Office with the Observing Office at Alice Springs Airport (Northern Territory);
· progress on site negotiations and design work for future replacement of observing/radar facilities at Williamtown and Cobar (New South Wales), Charleville and Mackay (Queensland) and for new weather watch radar facilities at Yarrawonga Airport (Victoria) and Bowen (Queensland);
· preliminary work for the assessment of options for Head Office/Victorian Regional Office accommodation following expiry of the lease at 150 Lonsdale Street (March 2004);
· an effective partnering arrangement with Gutteridge Haskins & Davey (Adelaide) (GHD) for the national and international provision of professional architectural, engineering and contract management services, with GHD adding value to the arrangement, particularly for environmental and energy management issues;
· site sharing arrangements for multiple communications service users at Saddle Mountain outside of Cairns (Queensland); and
· continuing efforts to coordinate input into the Commonwealth's responses to native title issues where the Bureau manages interests in land or has operational facilities which may be affected.
Photo The new purpose-designed replacement observing and radar facility at Darwin Airport neared completion during the year.
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