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CROSS-CUTTING AND CORPORATE 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 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 the 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.
Top of PageThe 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 into severe weather forecasting techniques, often in collaboration with the Bureau of Meteorology Research Centre, was undertaken in the Regions throughout 1999-2000. Research on tropical cyclone forecasting concentrated on cyclone track forecasting and the identification of rapidly developing cyclones. Techniques for the latter were very useful in forecasting the rapid intensification of tropical cyclones Steve and Tessi during the year. Diagnostic graphical displays of cool season tornadoes, based on output from the high resolution numerical weather prediction model and developed especially for Western Australia, also were applied successfully to southeastern Australian winter tornadic events. As part of continuing research on severe thunderstorms, a project was commenced to identify the atmospheric environments which spawn Australian warm season supercell severe thunderstorms and the radar characteristics of those storms. Considerable progress was made also on climatologies of cold fronts over Victoria and low cloud at Melbourne Airport. The latter is a significant safety issue for airport operations.
During 1999-2000, techniques development projects included development of new techniques for quantitative precipitation forecasting, and enhancing and extending the atmospheric transport modelling capability within the National Meteorological Operations Centre and the Regional Specialised Meteorological Centre for Environmental Emergency Response, Melbourne.
Quantitative precipitation forecasts are produced by the Bureau's global and regional numerical weather prediction models, and are also received from international meteorologicalcentres in the US, the UK, Germany and Japan as well as the European Centre for Medium-range Weather Forecasts on a daily basis. Research conducted during the year investigated the skill of an ensemble forecast constructed from the 24- and 48-hour forecasts of these seven models. The results, which were extremely encouraging, revealed that the ensemble produced skilful forecasts of the probability of precipitation, and that this multi-model ensemble may have more skill in this regard than a single-model ensemble prediction system, at least in the first 24-hour period.
Atmospheric transport modelling capability was enhanced with a model upgrade that included: the introduction of area sources as well as point and line sources of atmospheric particles, which should prove useful for large fire simulations; an option for short-range (less than 100 km) transport in which the dispersion and mixing algorithms have been adjusted to reflect the more three-dimensional nature of the processes on these scales; and the capability to perform multi-day simulations. This latter enhancement is also the first step in developing model initialisation based on remotely sensed aerosol/smoke concentrations. The model was also adapted to run on both workstations and the Bureau's supercomputer.
Top of PageThe 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 and to assist in more effective use of these services; and
· contribute to the morale and overall operation of the Bureau through internal communications and dissemination of information of interest to staff and their families.
The Bureau disseminates relevant information through the media, the internet, displays and exhibitions, presentations by staff, production of videos, books, leaflets, the AustralianWeather Calendar and other publications, and through contributing articles to external publications.
The effectiveness of the Public Education activities was assessed in terms of monitoring of Bureau-initiated public education material; the availability and distribution of relevant publications; attendance at external exhibitions and displays, and at the Exhibition in the Bureau's Head Office; and from public feedback (telephone, email, mail, Internet access, electronic media talkback and visitor comments).
Raising community awareness
Awareness of weather and climate issues and of the role of the Bureau was advanced by a wide range of initiatives.
In order to fulfil external requests and to respond to the requirements of other parts of the Bureau, the Public Affairs Unit supplied printed information and advice to the mass media (radio, television and print), publishers, government agencies, commercial organisations, the general public and Bureau staff. In addition to the extensive daily media contact that Bureau offices maintain around Australia, the number of significant media/publisher inquiries to the Head Office Public Affairs Unit averaged three to four a week.
Media releases were issued through the Public Affairs Unit on topics including trials of the Aerosonde robotic aircraft in Victoria, the new SX-5 supercomputer at Head Office, the signing of the Sydney 2000 Olympic Games agreement between the Bureau and SOCOG, and the launch of the publication Climate of Sydney, the Olympic City. In addition, assistance was provided to the Department of the Prime Minister and Cabinet in preparing media stories on the Bureau's role at the Olympics. The Bureau's Web site was used to provide more effective distribution of media releases, including those issued by the National Climate Centre and Regional Offices, and an improved archive system for media releases was implemented.
The Bureau's main media effort for the year was for World Meteorological Day, which wascelebrated on March 21. A media release, poster, booklets and display panels were developed for Head Office and all Regional Offices on the theme for the day, The World Meteorological Organization, 50 years of Service. The World Meteorological Day Address was given by Dr Roman Kintanar, former President of the WMO and retired Head of the Philippine Atmospheric, Geophysical and Astronomical Services Administration. The event attracted some media attention but not as much as on previous occasions.
The distribution of images from the Bureau's photographic collection continued, with over 600 images supplied to staff, the media, publishers, government agencies such as the CSIRO, commercial organisations such as advertising agencies, and the general public. Work commenced on the development of a digital library of Bureau images, with listing through the National Meteorological Library catalogue. When the collection is complete, images will be loaned in electronic form.
About 27,000 copies of the 2000 Australian Weather Calendar, which focussed on the World Meteorological Day theme, The World Meteorological Organization, 50 years of Service, were produced for complimentary distribution (especially to the Bureau's volunteer rainfall observers) and for sale.
As part of the World Meteorological Day celebrations, Dr Roman Kintanar joined Bureau staff who received Long Service Awards for 30 years of service. Dr Kintanar (third from right) is pictured here with award recipients from the Victorian Regional Office, together with the Director of Meteorology Dr John Zillman (third from left) and Regional Director (Victoria), Kevin O'Loughlin (right). The ward recipients (left to right) are Marke Williams, Brice Williams, Peter Smith and Graham Duff.
Visits and displays
The Head Office exhibition area hosted tours by school and community groups. In 1999-2000, 4,700 individuals attended, including groups from primary schools and senior citizens' clubs. The exhibition area was also used by Bureau staff to host Council of Adult Educationclasses, Rotary Club-sponsored students and rural/agricultural groups.
Work progressed on an interactive CD-ROM on weather, climate and the role of the Bureau for touch-screen kiosks at the Head Office exhibition area and at all Regional Offices. The kiosks are designed to be readily transportable to field days and exhibitions.
The Bureau worked with the Victorian Department of Education to develop a `location kit' for schools. The kit contained meteorological instruments and literature on using the equipment in a segment of the school curriculum. Four kits were assembled to be lent for a week to upper primary and secondary teachers in Victoria.
During National Science Week, the Bureau presented an interactive display at The Amazing World of Science, part of the Australian Science Festival in Canberra. The Bureau is a regular presenter at the Festival and its display continued to attract a high level of attention.
The Bureau was once again a popular attraction at the Australian Science Festival, held in Canberra in May 2000.
Internal communication
Staff awareness of the importance of communicating weather and climate information effectively was advanced by a range of Bureau initiatives.
The Public Affairs Unit provided advice on communication techniques at Bureau of Meteorology Training Centre workshops and training sessions, and supplied feedback on media releases issued by various branches. Ongoing advice on the presentation of the National Climate Centre's Seasonal Climate Outlook was provided.
Press clippings from major newspapers and the World Wide Web, and transcripts and media alerts concerning the Bureau were collected. About 3000 pages of press clippings from six major newspapers were distributed widely.
Three issues (800 copies each) of the Bureau's staff journal, Weather News, were produced and distributed, and staff demand for the publication grew. Weather News continued to make an important contribution to internal staff commitment and morale.
Top of PageThe Bureau of Meteorology Training Centre (BMTC) provides the focus for most training within the Bureau and ensures that training activities are well planned, appropriately delivered and continually evaluated. The BMTC contributed directly or indirectly to the activities of each of the Bureau's major outputs, through initial and in-service training of staff involved in the associated output activities. The BMTC also contributed directly to the Bureau's international activities through the training of personnel from overseas NMHSs and participation in WMO and other international committees.
Training continued to be a high priority corporate function during 1999-2000. An increased number of new recruits to the professional and technical categories meant that large initial training courses were conducted for both Professional Officers (Meteorologist) and Technical Officers (Observer). The Training and Staff Development Committee determined in-service training priorities of other Bureau staff. Significant new initiatives were commenced on the development of forecaster competencies, and the training aspects of the Forecast Streamlining and Enhancement Project.
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 objective is to provide specialised meteorological training to Defence Forces personnel and to the staff of overseas National Meteorological and Hydrological Services (NHMSs).
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 Force personnel and approved external participants;
· staff development and management training for all categories of Bureau staff;
· curriculum development and on-going education programs, encompassing the provision of Computer Aided Learning (CAL) modules and the development and delivery of new courses for personnel of both the Bureau and the NMHSs of the island nations of the South-West Pacific; and
· operation of the National Meteorological Library.
Specific training needs were determined by ongoing liaison with other Bureau sections and stakeholders. 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. An internal working group continued to develop and maintain policies, procedures and practices such as evaluation, assessment, recognition of prior learning, and educational approaches such as competency. These activities have allowed increased flexibility and efficiency in the use of training resources.
Training activities
In 1999 and 2000, 31 and 64 trainees respectively undertook initial training (initial training courses are conducted in each calendar year). Of these, 51 were studying the 40-week Graduate Diploma in Meteorology course (including five from the Navy and eight from overseas), and 44 were undertaking either the 35-week Technical Officer (Observer) or the Technical Officer (Engineering) courses.
The 2000 Meteorologist Course of 36 students represented a record course size, with 29 Bureau recruits as well as three Navy trainee meteorologists and five overseas students.
Over 1075 staff undertook short in-service training courses, ranging in length from one day to four weeks. Of these, 165 received specialised technical or professional in-service training. This included the initial First-in-Maintenance course for Technical Officers (Observer),which was an outcome of the recent Bureau Certified Agreement, and training for forecasting support in Sydney for Olympic trial events. The remainder comprised some 270 Regional staff and over 640 Head Office staff who undertook management training opportunities on many topics, including APS Values and Code of Conduct, Accrual Based Budgeting and Cross Cultural training.
A Bureau-specific Management Education Program (MEP) was conducted in conjunction with the Association of Professional Engineers, Scientists and Managers, Australia (APESMA), and provided tailored management training for senior and middle managers. The MEP uses flexible delivery formats including short courses, distance education, and in-house training. The MEP provides formal qualifications at the Certificate and Graduate Certificate levels. In 2000, 41 Head Office staff and 43 Regional staff were enrolled in the MEP.
During the ninth year of the Bureau's Study Bank scheme, 94 staff enrolled as part-time students. Three staff were awarded scholarships to further their tertiary studies on a full-time basis and one staff member was enrolled in the CSIRO Management Training Program.
Meteorological training for the RAAF was provided by Bureau staff at Pearce (Western Australia) and East Sale (Victoria) RAAF training bases. More than 240 RAAF pilots, air traffic controllers, navigators and flying instructors received meteorological training in 1999-2000.
International training activities
In support of the Bureau's international activities the BMTC hosted visits from staff from overseas National Meteorological and Hydrological Services on training-related issues. The visits included: a one-week visit by an officer from the Japan Meteorological Agency (JMA) to discuss Computer Aided Learning and commence preparation for the Asia Pacific Satellite Applications Training Seminar to be held in Melbourne in 2001; and a three-week visit by an officer from the South African Weather Bureau to compare the Bureau training programs for meteorologists, observers and technicians with those run in South Africa.
The Principal of the BMTC was elected to the Co-ordinating Committee of the WMO Standing Conference of Heads of Training Institutions which promulgates and encourages the use of appropriate accessible meteorological training methods and materials amongst Meteorological Training Institutions.
BMTC hosted a meeting of the WMO Commission for Basic Systems (CBS) Open Program Area Group (OPAG) Integrated Observing Systems Expert Team on Improving Satellite Systems Utilisation and Products. The primary focus for the meeting was on defining the role and scope of an Internet-based Virtual Laboratory for Satellite Meteorology training. The Virtual Laboratory is a key activity in the Group's strategy for increasing the worldwide use of data from meteorological satellites.
During 1999-2000, WMO designated BMTC as one of six Centres of Excellence in Satellite Meteorology Training. Other Centres are located in China, Costa Rica, Barbados, Nairobi and Niamey. Each Centre has a special relationship with the geostationary meteorological satellite operator for that region of the globe (for Australia this is the JMA). The Centres cover the major languages used in the WMO.
School and university education
In support of the Bureau's corporate strategic objective of commitment to school and university education in meteorology and related fields, as well its active participation in the Monash CRC, BMTC maintained strong links with several tertiary education institutions, in particular Monash University, the Australian Defence Forces Academy (ADFA) and the Royal Melbourne Institute of Technology (RMIT). The BMTC continued to provide reciprocal lecturing arrangements on specialised graduate level meteorology courses with Monash University. Fifty undergraduate science students from Latrobe University received basic training in satellite data interpretation, and eleven Melbourne and Monash University students participated in a five-day Synoptic Laboratory.
Eighteen science and geography teachers attended Project Atmosphere Australia (PAA), aone-week in-service workshop. PAA is presented by the BMTC in association with the Australian Meteorological and Oceanographic Society (AMOS) and Monash University. BMTC staff played an active role on the Organizing Committee of The Fifth International Conference on School and Popular Meteorological and Oceanographic Education, conducted in Melbourne and Ballarat in July 1999.
Library
The National Meteorological Library maintains a pre-eminent collection of key meteorological books and journals published in the English language. This year, approximately 1,700 books and reports were added to the collection and 340 current journal titles were received. 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. This year approximately 225 books were purchased, while 1,475 were received by donation.
The National Meteorological Library provided high standard information services to staff in Head Office and in Regional and Field Offices, by assisting with research enquiries and by providing easy access to library resources. The Library Home Page is available to all Bureau staff and provides access to the library catalogue, other library databases, meteorological resources and electronic journals. The National Meteorological Library maintained subscriptions to specific meteorological sites including MGA (Meteorological and Geoastrophysical Abstracts) and AMS (American Meteorological Society). Access to these sites allowed scientists to undertake literature searching or browse current journal contents on the web.
Cataloguing of all library acquisitions was done on Australia's national database, through the Kinetica service. This ensured that the Australian library community was kept informed of the National Meteorological Library's holdings, particularly meteorological books and reports published in Australia. Also through the Kinetica service, borrowing arrangements with Australian libraries were maintained.
Library staff continued to enhance their expertise and experience through participation in professional library activities, including the Australian Library and Information Association, the National Library's Kinetica service and the Atmospheric Sciences Librarians International Group.
Top of PageExecutive Management embraces those activities specifically aimed at providing effective overall corporate planning and management for the Bureau in the performance 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 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 1999-2000 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
During 1999-2000, an evaluation of the Analysis and Prediction Program was completed, an independent review of the Bureau of Meteorology Research Centre (BMRC) was conducted and an evaluation of the International Activities Program was commenced.
Evaluation of the Analysis and Prediction Program
A major evaluation of the Analysis and Prediction Program, which comprises the analysis and prediction activities conducted by the National Meteorological Operations Centre (NMOC) as part of the Processed Data and Products Output, commenced in 1998-99 under the Environment Portfolio's rolling three-year program evaluation plan.
The terms of reference for the evaluation were:
· to review the overall effectiveness of the Program including, in particular, the effectiveness of its support for other Bureau Programs;
· to assess the cost-effectiveness of the Program compared with practice and performance at comparable overseas centres;
· to review the technical support infrastructure used to operate the Program and the efficiency with which these systems are utilised;
· to assess the capability of the Program to respond to future requirements identified by key stakeholders;
· to assess the appropriateness of the current organisational structure which supports the Program's activities and service delivery; and
· to make recommendations on the future scope of the Program, particularly in weather and oceanographic forecasting activities and its relation to service delivery programs.
The evaluation proceeded under the guidance of a Steering Committee comprising the Bureau's Deputy Director (Research and Systems), Assistant Director (Central Operations and Systems), Regional Director Northern Territory and Superintendent National Meteorological Operations Centre together with a member of the Program Evaluation and Audit Unit of the Department of the Environment and Heritage. External advice was provided by Mr Hubert Allard, former Head of the Canadian Meteorological Centre.
The evaluation report:
· endorsed the performance and management of the program, noting that it was well regarded and that the quality of its output had improved significantly over the previous five years;
· found that the program was meeting its responsibilities in the roles for which it had been designated by the World Meteorological Organization (WMO);
· identified a number of areas for attention including the requirement for improved overall management of meteorological data, scope for improved consultative processes involving the Regions and the National Meteorological Operations Centre (NMOC) and the need for additional resources to support the development and implementation of new systems in order that full advantage be taken of scientific and technical advances;
· noted the scope for modernising the procedures employed by operational meteorologists, including a move from hand-drawn to on-screen analyses and greater use of numerical guidance in the preparation of manual analyses and prognoses;
· identified several requirements for new products and services to support other Bureau programs and improve services to end users;
· identified the potential for new technology to improve graphical output products; and
· raised some existing difficulties in the operation of the NMOC Help Desk and uncertainty as to its future role.
The report included 18 recommendations covering the above matters in addition to a proposal that responsibility for implementation of satellite applications and the corresponding staffresources be relocated to NMOC.
The evaluation report was considered by the Bureau Executive which accepted, either fully or in principle, 17 of the 18 recommendations. The recommendation relating to the role of the NMOC Help Desk was referred to senior management within the Systems and Services areas for further consideration of the separate requirements for a Systems Help Desk and a Services Help Desk in the context of broader Bureau needs. The report, including the Bureau Executive's decisions on its recommendations, was published in October 1999.
Review of the Bureau of Meteorology Research Centre
The Bureau of Meteorology Research Centre (BMRC) was established in 1985, and in summary form, its aims are to:
· advance the science of meteorology with a focus on the Southern Hemisphere and the Australian region;
· develop advanced systems and techniques that support the Bureau's operations and services; and
· conduct meteorological and related oceanographic research in the national interest.
In keeping with a strategy for ensuring the ongoing quality, effectiveness and international standing of the BMRC research effort, the Bureau Executive has adopted a policy of arranging for an independent external review by an internationally respected review panel on the time-scale of every five to seven years. The last such review was conducted in 1992.
The terms of reference for the 1999 review were to provide advice and recommendations to the Director of Meteorology on:
· the extent to which the present objectives of the BMRC are being achieved bearing in mind its formal responsibilities and the resources provided to it;
· the quality and scope of the research in BMRC;
· the extent and value of the application of BMRC products;
· the overall impact of BMRC on the Bureau and the broader scientific community; and
· the management and organisation of BMRC.
The Review Committee comprised:
· Dr R E Hallgren (Committee Chair), former Director of the US National Weather Service;
· Dr D M Burridge, Director of the European Centre for Medium-range Weather Forecasts;
· Dr C J Grant, Deputy Chief Executive, Australian Greenhouse Office;
· Professor P J Mason FRS, Chief Scientist, UK Meteorological Office; and
· Dr D J Gauntlett, Deputy Director (Research and Systems), Bureau of Meteorology.
The Review Committee met in Melbourne from 17-20 August and deliberated on the basis of written and oral submissions and presentations. Twenty-five written submissions were received, including eight from external bodies (two national, six international).
The Committee found that:
· the BMRC is held in universally high regard in respect of both the quality and impact of its science. World-class research in BMRC extends across the areas required to support a National Meteorological Service and, within the Bureau, service managers readily acknowledge the improvements in forecast accuracy and reliability that have occurred as a result of the development by BMRC of more advanced numerical weather and climate prediction models. Furthermore, many external respondents pointed to the continuing substantial impact of BMRC research in major contractual studies and international science programs and the particular value of BMRC's capacity to pursue a genuine national perspective in the development of new operational systems;
· a major emerging issue in an environment of ageing staff profiles and general pressure on resources will be the maintenance of an appropriate breadth of the skills base coverage commensurate with the many demands placed on the BMRC research program;
· BMRC has strengthened its collaborative research links with CSIRO, Australian Universities and a number of overseas research institutions in recognition of theincreasing emphasis on multidisciplinary approaches to atmospheric research but there remained scope to further extend these collaborative working relationships;
· there remains room for improvement in the research/operations interfaces across which BMRC research advances are transferred to operations; and
· BMRC should strengthen its contribution to the Bureau's overall capacity to exploit the use of meteorological and related data from current and future satellites, and especially in the data assimilation systems supporting the operational suite of numerical weather prediction models.
Against this background, the Committee developed 12 recommendations, all of which were agreed by the Bureau Executive. The Committee's report, together with the Bureau Executive's decisions on its recommendations, was published in March 2000.
Evaluation of the International Activities Program
A minor evaluation of the Bureau's International Activities Program commenced in June under the program evaluation plan for the Environment portfolio.
The terms of reference for the evaluation are:
· to review the role and objectives of the Bureau's International Activities Program;
· to assess the overall cost-effectiveness of the Bureau's international activities compared with similar activities of National Meteorological Services of other developed countries;
· to assess the capability of the Program to respond to future requirements identified by the key stakeholders inside and outside the Bureau;
· to 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);
· to assess the appropriateness of the current organisational structure which supports the Bureau's international activities and international service delivery; and
· to make recommendations on the future role and operation of the Program.
The evaluation will be 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) and Assistant Director (Executive and International Affairs) together with a member of the Program Evaluation and Audit Unit of the Department of the Environment and Heritage. An independent external view will be provided by Mr Stan Cornford, former Head of the UK Meteorological Office's International Activities Branch and current Hon General Secretary of the Royal Meteorological Society and Vice-President of the European Meteorological Society. The evaluation report is scheduled for completion in the first half of the 2000-01 financial year.
Management Information System
The Bureau's Management Information System (MIS), which supports management operations and the analysis of resources across Bureau outputs, draws its data from a range of financial and administrative systems. Its operations and future design are therefore closely linked to the configuration and implementation of the Bureau's new Financial Management System (FMS), which commenced development in 1999-2000 and is expected to be completed the following financial year. The new FMS has been specified to meet the Bureau's internal and external reporting requirements and to support the Bureau's corporate management structures. Its outputs are designed to support a very wide range of Bureau information requirements and as such will become the primary source of data for the MIS. In the interim, the MIS continues to rely on existing systems.
In 1999-2000, the emphasis in operating and developing the MIS was on maintaining operations, in an environment where financial systems and reporting requirements were changing rapidly, while at the same time developing new reporting formats that better meet the Bureau's requirements in an accrual and output/outcome framework, in conjunction with the implementation of a new FMS. New reporting facilities were provided to accommodate introduction of the GST and a more comprehensive program and outputs based analysis of non-government funded staff costs was introduced.
Planning
Consistent with the Bureau's annual planning cycle, preliminary 1999-2000 Regional and program plans were first presented and considered at a Regional Directors' Conference held on 23-24 February 1999. They were later reviewed and refined through the Budget and Program Workshop held on 23 April 1999 and then fine-tuned in the light of the 11 May 1999 Budget outcome. Detailed Regional and program objectives for 1999-2000 were published in the Bureau's Budget and Program 1999-2000 document issued in October, together with the Corporate Strategy 1999-2004, the management strategy and corporate priorities for the year and the resource allocations to Regions, Branches and programs. The Budget and Program 1999-2000 also included, as an update and supplement to the Bureau's Long-term Plan 1995-2010, an integrated modernisation plan titled Bureau of Meteorology Operations Beyond 2000 prepared in response to Recommendation 16 of the Slatyer I report. Preparation of the plan had been deferred pending finalisation of the Government response to the Slatyer II report and clarification of the Bureau's resource outlook through the 1999-2000 Budget process.
Resources strategy
The recommendations of the 1996 Slatyer I report were addressed by government through the 1996-97 Budget process and the Bureau was appropriated an additional $4.6m pa for the three years ending 1998-99 to contribute to:
· restoring basic networks to accepted 1991-92 benchmark levels (R17);
· enhancing climate networks and services to the level approved in the 1995-96 Climate Upgrade (R18); and
· selectively enhancing operations and services above currently approved levels to better keep pace with user demand (R19).
This was to be supplemented by some $2m pa from the sale of Bureau staff housing in locations where a rental market exists.
Continuation of this lapsing funding beyond 1998-99 was considered through the 1999-2000 Budget process and government agreed to funding for a further four years, at this stage, under the Providing World Class Weather Forecasting policy initiative announced prior to the 1998 Federal election. The decision maintained the additional Slatyer I funding in real terms, with price adjustments from 1996-97 resulting in an additional 1999-2000 appropriation of $4.834m. Importantly, in recognition of the fact that there would be no further revenue available from house sales after 2000-01 when the housing stock will be exhausted, the Forward Estimates were increased by a further $2m pa (price adjusted), commencing 2001-02, to offset that shortfall.
In response to the Government's continuing commitment to support the partial funding of the key Slatyer I recommendations, and in line with the strategy adopted since 1996-97, the additional $4.834m provided in 1999-2000 was used to:
· fully offset the two per cent across-the-board cut to Running Costs imposed through the 1996-97 Budget;
· 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.
From 1991-92 until 1998-99, the Bureau's capital re-equipment program operated under an agreement with the Department of Finance and Administration whereby the Bureau was appropriated an average of $12.75m pa (1991-92 prices) to maintain its stock of assets. This arrangement was superseded with the introduction of accrual accounting in 1999-2000 and the Bureau is now appropriated funding linked directly to the depreciation expense incurred. This resulted in an approximate $12m pa increase in the Bureau's appropriation in 1999-2000 and for the first time matched the available funds to the funding required to support the replacement and modernisation of the Bureau's technical and operational infrastructure. It did not, however, address the substantial backlog of obsolete equipment which the Bureau has had to maintain in service as a result of the historical shortfall in funding for asset replacement.
While the introduction of depreciation expense funding has placed the Bureau on a much sounder footing in terms of its capacity to preserve the national meteorological infrastructure, its capacity to operate and maintain that infrastructure continues to be eroded through the impact of the efficiency dividend which extracted a further $1.277m in 1999-2000. Overall, the level of funds available to the Bureau to maintain its operations in 1999-2000 remained significantly below the level appropriated to it in 1995-96, which precipitated the Slatyer I review (Figure 13).
Environment-related activities
Throughout the year, the Bureau contributed at a practical level to a range of environmental matters, particularly in collaboration with the Environment Australia Groups of the Department, including:
· the provision of briefing material and scientific advice on issues relevant to a number of international environment-related meetings (for example, the Eighth Session of the Commission for Sustainable Development, the Desertification Convention and the Governing Council of the United Nations Environment Programme (UNEP));
· input to the implementation of Australia's Oceans Policy and the Marine Science and Technology Plan;
· the maintenance, in conjunction with the Department's Environment Resources Information Network (ERIN), of a node of the Australian Spatial Data Directory containing metadata for the Australian Data Archive for Meteorology (ADAM) on the Bureau's external web server;
· liaison and cooperation on water resources issues with the National Land and Water Audit;
· the provision and advice on issues pertaining to the National Pollutant Inventory, the Air-National Environment Protection Measure (NEPM), air quality and stratospheric ozone; and
· coordination of departmental input to the Prime Minister's Science, Engineering and Innovation Council meetings and the Coordinating Committee on Science and Technology, following the disbanding of the Department's Science Group.
The Bureau provided advice and data for the 2001 ACT Region State of Environment Report being prepared by the Office of the ACT Commissioner for the Environment and was represented on its Atmosphere Reference Group.
The Bureau participated in interdepartmental activities related to the Valdivia Group, a coalition of temperate latitude southern hemisphere countries (Australia, Argentina, Chile, New Zealand, South Africa, Uruguay and Brazil) which aims to enhance cooperation on environment and associated scientific issues of common concern and to promote shared southern hemisphere interests in international environment forums. The Bureau represents Australia on the Valdivia Climate Change Working Group which is led by Argentina.
The Bureau contributed to improved environmental education through its participation in the Australian component of the US-based project Global Learning Observations to Benefit the Environment (GLOBE). GLOBE, which aims to increase awareness of ecologically sustainable development among high school and upper primary school students, is coordinated in Australia by the CSIRO Double Helix Science Club and is funded jointly by the Department of Environment and Heritage and the Department of Education, Training and Youth Affairs. The Bureau provided advice on the atmosphere component of the project and continued to serve on the Management Committee.
Climate policy activities
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 Fifth Session of the Conference of the Parties (COP5) to the FCCC in Bonn (November 1999). The Bureau representative on the delegation (Dr S L Barrell) co-chaired informal consultations on research and systematic observations that resulted in adoption of two important decisions relating to improving global climate observing systems. The keyelements of the decisions are an invitation to the Global Climate Observing System (GCOS) to conduct regional implementation workshops, to assist developing countries in improving their climate monitoring systems, and agreement on guidelines for reporting by developed countries on the status of their monitoring systems. The Bureau contributed substantially during 1999-2000 to the planning and content of the first regional workshop, held in Samoa in August 2000.
The Bureau played a key role in establishing an international network of National GCOS Coordinators. The initial focus of the group is on developing a standard format for reporting on climate monitoring systems. The Bureau also continued its role in the overall coordination of GCOS and Global Ocean Observing System (GOOS), with Special Oceanographic Adviser, 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.
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 Bureau hosted a one-day workshop in May to coordinate the Australian Government review of the Working Group I component of the IPCC Third Assessment Report. A Bureau officer (Dr S L Barrell) led the Australian Delegation to the fifth session of Working Group III in Kathmandu (8 to 15 March 2000) 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 Seventeenth Session of the IPCC in Montreal (1 to 8 May 2000).
Cooperation with the Environment Australia Groups of the Department and the Australian Greenhouse Office in providing a meteorological perspective to a range of significant climatepolicy issues was a high priority during the year. Cooperation with the Australian Greenhouse Office included: development of strategies to implement elements of the National Greenhouse Strategy (NGS), which was launched in November 1998, particularly those elements that are relevant to Bureau activities; taking specific lead responsibility for coordinating measures relating to improving climate models; detecting regional climate change; and improving use of climate forecasts and climate change scenarios in agriculture.
Special Services Unit
The Special Services Unit (SSU) has operated since 1990 providing specialised meteorological and related services on a commercial basis. Since July 1995, as a matter of firm Bureau corporate policy, it 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.
The SSU continued to build on its success in 1999-2000 with further growth of 16 per cent in revenue to $7.1 million and a trading surplus of approximately $0.5m (Figure 53). The SSU has offices in Melbourne, Perth, Sydney and Brisbane and a staff of 32. A full-time Finance Manager was appointed in June 2000 to cope with the increasing financial load associated with the expanding range of activities. An important task of that position is to deal with financial reporting and the transition to a post Goods and Services Tax environment in the new financial year.
To the extent that SSU activities contribute 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.
Figure 53. The operating performance of the Special Services Unit.
The international activities of the SSU during 1999-2000 were the most significant contribution to its revenue. These were usually undertaken in collaboration with firms from the Australian private sector and represented a significant growth in export income. In line with national competition policy, the SSU applies the principles of competitive neutrality rigorously in all aspects of its operations. The continued growth in the SSU's revenue has exceeded projections and demonstrates its success as a quality provider of specialised meteorological and related services.
Top of PageManagement Services activities contribute to the effective and efficient operation of the Bureau by providing high quality, timely and Bureau-focussed human resource management, finance and supply, industrial relations, legal, building and property management, general office and administrative computing services.
Delivery of the Management Services function is the responsibility of Management Branch in the Bureau's Head Office in Melbourne in conjunction with 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 substantialhousing and workplace facilities utilised throughout the organisation.
Major achievements during 1999-2000 are summarised below.
Human resources management issues
The most significant event handled in respect of Human Resources during 1999-2000 was the negotiation, finalisation and certification by the Australian Industrial Relations Commission on 12 April 2000, of the Bureau's Certified Agreement 2000-2001 and the formal termination of two previously expired Bureau Agreements. The new Agreement covers all Bureau employees other than Senior Executive Service (SES) employees and those on Australian Workplace Agreements (AWAs), and delivers pay rises totalling seven per cent over a two year period in return for a number of productivity improvements and general efficiency gains. The key features of the productivity and efficiency initiatives are:
· changes in the operation and delivery of the Weather Services output;
· introduction of new technologies and efficiencies into the operation of the Observations output;
· changes in the provision of the Bureau's computing and communications services; and
· continuing the streamlining of Human Resources Management (HRM) practices and procedures.
In respect of SES staff, AWAs were negotiated as part of agreements offered to all SES officers in the Department of Environment and Heritage. The arrangements include a requirement for formal performance agreements supporting the Bureau's outputs/outcome, and provisions for performance pay under certain circumstances. Using a similar framework, AWAs are in place for a small number of non-SES staff who have major regional or national responsibilities. Remuneration rates in all cases reflect the outcome of negotiations in respect of the recognised contributions of staff, the Bureau's capacity to pay and market forces forsenior personnel.
The introduction of the new Public Service Act and subordinate legislation in December 1999 precipitated a number of changes in HRM practices. The new Act allows for more streamlined and agency-specific approaches to a range of staff management matters and the Bureau will continue to introduce these changes into its operations.
During the year, there was a continuing emphasis on the provision of timely, efficient and equitable personnel and associated services. Achievements included:
· further improvements in services delivery associated with streamlining of personnel and recruitment processing activities;
· successful recruitment of significantly more Trainee Technical Officers (Observer), Trainee Technical Officers (Engineering) and Meteorologists than in previous years;
· the successful out-posting of a personnel services group to meet the discrete needs of the trainees and Training Centre staff;
· improved availability of personnel documentation through the Bureau's internal web page;
· introduction of a flexible remuneration package option for staff;
· reviews of Delegations, the Bureau's Antarctic Posting Policy, Isolated Establishment Allowance and Flextime; and
· completion of a number of establishments projects and classification reviews.
In the occupational health and safety area, Bureau-specific guidelines were issued on a number of matters, including indoor and outdoor work safety, safe driving of Bureau vehicles, safety hazards identification and management and design of office layouts and furniture. Following a 19 per cent decrease in work-related accidents in 1998-99, the number reported in 1999-2000 remained constant. Manual handling incidents caused some concern and further work will be done to address this problem.
The Safety and Health Officer has continued to be involved in training, accident investigations and safety inspection including those in relation to new buildings such as the Meteorological Offices at Tullamarine and Brisbane. Workers' compensation claims in 1999-2000 fell by 20 per cent compared with the previous year, probably as a result of increased awareness of safety and health issues and greater use of the staff counselling service.
During 1999-2000, several aspects of the Portfolio Workplace Diversity Program were implemented. A Workplace Diversity Questionnaire was issued to staff to obtain EEO and other diversity data. Over 80 percent of Bureau staff responded and the data were input to the Bureau's computerised personnel recording system, with appropriate controls in terms of confidentiality.
Several staff participated in innovative cross-cultural training which focused specifically on indigenous issues and the impact of various cultures in the workplace, particularly with regard to interactions during meetings, and the resolution of workplace issues such as grievances.
In respect of broader workplace relations and consultation with staff, new provisions were included in the Bureau's Certified Agreement 2000-2001. Amongst other mechanisms, there is a requirement for branch/regional managers to meet with all staff on a regular basis (2-4 times per year). In addition, the Assistant Director (Management) (ADM) may meet with union and Melbourne based staff representatives once during the year if required, and ADM and a member of the Bureau's Executive will meet formally with union and staff representatives annually. The first of the new meetings under the new arrangements, the first of those referred to above, was held on 29 June 2000, and it is expected that the follow-on annual meeting will be held in November/December 2000.
Legal issues
Considerable resources were devoted to education in respect of the Trade Practices Act, with an extensive series of talks and additional training material provided to a large number of staff. Having firmly established a legal framework for Trade Practices compliance, the Bureauwas able to respond to concerns about the length of the Access Agreement (which enables access to Bureau services) and, in association with The Australian Government Solicitor's Office, produced a version half the length of the former document.
Legal aspects of the Bureau's Y2K compliance program were successfully addressed, including:
· issue of precedent letters of inquiry as to the Y2K status of external providers and letters in response to Bureau status; and
· a thorough due diligence-based final overview, undertaken in October 1999, to ensure that all staff involved with Y2K compliance were aware of the Bureau's legal responsibilities and that final Bureau Y2K documentation met all legal requirements.
The legal implications for the Aviation Weather Service of the decision handed down by the full bench of the High Court in the Airservices Australia versus Monarch Airlines case, upholding the validity of the previous charging arrangements for the provision of services to civil aviation, were reviewed. The successful resolution of the long-standing legal challenge removed a number of uncertainties in the future charging regime, but the introduction of the Government outcomes and outputs budgeting framework and accrual budgeting had a major impact on the calculation and presentation of the future charge. The extent and effect of the arrangements on the Bureau are as yet undetermined.
Financial management issues
Initiatives designed to improve the efficiency of Bureau operations in support of all four Outputs Groups and compliance with the Financial Management and Accountability (FMA) Act and accrual reporting requirements continued throughout 1999-2000. These included addressing all relevant Y2K compliance commitments, with successful management of the progression from 1999 to 2000 for all finance and supply systems and supplier interfaces. Considerable effort was directed at meeting the demands of full conversion to the Accrual-Based Outcomes and Outputs Framework and production of regular automated and manual (where necessary) accrual reports to meet budget requirements and external reporting. Anintensive Australia-wide awareness training program on the Accrual-Based Outcomes and Outputs Framework was commenced.
Goods and Services Tax
During the year, all necessary steps were taken to ensure that the Bureau was fully positioned for the introduction of A New Tax System (ANTS), with effect from 1 July 2000. A Project Team led by the Superintendent of Hydrology, Mr B J Stewart, was established in the Management Branch to ensure that preparations for implementation in the Bureau were appropriate and satisfactory, and that all legal obligations were met.
Major changes that needed to be prepared for by 1 July 2000 were:
· the introduction of a Goods and Services Tax (GST) to replace Wholesale Sales Tax and certain other indirect taxes and duties; and
· a new tax collection system, known as Pay As You Go (PAYG); and
· registration of the Bureau, including its commercial arm, for an Australian Business Number (ABN) - 92 637 533 532.
The Bureau followed the guidelines of the Australian Tax Office and the Australian Competition and Consumer Commission, and reviewed and revised the prices it proposed to charge for services after 1 July 2000. The manner in which the Bureau deals with the Cooperative Observers was reviewed and new arrangements were put in place to accommodate the implementation of the GST.
Current financial management systems were adjusted to incorporate the GST from 1 July 2000, including reporting requirements such as the Business Activity Statement (BAS). These requirements will be incorporated in the new Financial Management System, currently under development. A GST support unit was established in the Finance Supply Section and will operate for the first 3-4 months of the financial year to ensure the various post-implementation issues are addressed.
Financial Management System
The Bureau's current financial systems were developed largely in an environment of cash accounting and reporting, and one in which there was less emphasis on cost recovery and commercial activity. Over recent years, successive governments have required changes to this environment, with the objective of increasing efficiency and accountability in public sector management with the focus having now moved to reporting on outputs and outcomes on an accrual basis.
During 1999-2000, the Bureau finalised the requirements of a new Financial Management System (FMS) and developed blueprint documents for the major components of the system. Significant progress was achieved towards the selection and overall design of the new system, and a fixed price contract for implementation of the new system will be finalised during 2000-2001.
Important characteristics of the new FMS are the capacity to ensure the Bureau is able to fully satisfy government reporting requirements, to facilitate the development of a more comprehensive costing system, to improve support to management decisions relating to the delivery of outputs, and to accommodate changes in respect of GST and Fringe Benefits Tax (FBT).
While staffing the FMS Project Team impacted heavily on day to day financial and executive support operations during 1999-2000, the Project Team will continue into next year, supplemented by other Bureau staff and external partners, with the objective of implementation in the first quarter of 2001.
Asset management issues
During 1999-2000, the quality of the data held in the Bureau asset management systems, which capture and manage data related to acquisition and disposal of assets, was gradually improved. Emphasis was placed on ensuring that assets were attributed appropriately to outputs, valued correctly and assigned an appropriate useful life. Asset register reports weremade widely available to assist in this process. Work also continued to ensure that the capitalisation of costs related to bringing assets into service is captured in a more structured way, pending the further refinements that will be achievable with the implementation of the FMS.
Examination of approaches to managing intangible assets or intellectual property items (IP) which contribute to the Bureau's outputs continued, to ensure these are accounted for appropriately 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:
· a further 28 staff houses sold and seven transferred to Dept of Defence (leaving 10 remaining to be sold). This activity is in line with the Bureau's Housing Working Party recommendations in response to the 1996-1997 Budgetary requirement for disposal of 115 of the Bureau's staff housing stock in areas where adequate purchase/rental markets exist;
· construction of a purpose-designed replacement observing/radar facility at Brisbane Airport and progression to tender evaluation stage for similar facilities at Darwin and Weipa (Queensland) Airports. Site negotiations and design work were also progressed for future replacement of observing/radar facilities at Norfolk Island, Williamtown (New South Wales) and Adelaide and for new weather watch radar facilities at Wyndham (Western Australia) and Captains Flat (New South Wales, near Canberra);
· modifications and associated refurbishment at the Bureau's office at Halls Creek (Western Australia) and development of design proposals for replacement of the water supply infrastructure at Giles (Western Australia, but operationally within the SouthAustralian region);
· awarding of a three-year contract to Gutteridge Haskins & Davey (Adelaide) for the national and international provision of `Professional Architectural, Engineering and Contract Management Services' in respect of the programming and individual project management of the Bureau's building and works and observational equipment replacement/ new policy programs; 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.
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