Introductory statement

I, Andrew Johnson, as the accountable authority of the Bureau of Meteorology present the
Bureau’s 2018–19 Annual Performance Statement as required under paragraph 39(1)(a) of the
Public Governance, Performance and Accountability Act 2013. In my opinion, the Bureau’s Annual Performance Statement accurately reflects the Bureau’s performance in achieving its purpose for the year ended 30 June 2019, and complies with subsection 39(2) of the PGPA Act.

Dr Andrew Johnson
CEO and Director of Meteorology
9 September 2019

Performance framework

The Bureau operates within the enhanced Commonwealth performance framework in accordance with the Public Governance, Performance and Accountability Act 2013 (PGPA Act).

The Act requires each Commonwealth agency to produce a corporate plan at the beginning of the cycle that sets out its purpose, strategies for achieving its purpose and how success will be measured. The Bureau’s purpose, as defined by its mission, is to provide trusted, reliable and responsive weather, water, climate and ocean services for Australia—all day, every day. The Bureau’s Corporate Plan 2018–19 is available online at http://www.bom.gov.au/inside/Corporate_Plan_2018-19.pdf.

At the end of the reporting cycle, agencies are required to produce an annual performance statement and provide an assessment of the extent to they have succeeded in achieving their purpose. The Bureau’s performance is measured using the 19 success measures outlined in its Corporate Plan 2018–19.

This section reports on the Bureau’s results for 2018–19 against the purpose and performance criteria published in the Bureau of Meteorology Corporate Plan 2018–19 and the Portfolio Budget Statements 2018–19 for the Environment and Energy Portfolio.

Performance Framework

Analysis of performance against agency purpose

For 2018–19, the Bureau performed strongly against the performance indicators identified in its corporate plan, as detailed in the performance results. The Bureau’s performance met expectations against 12 measures, partially met expectations against six measures, and did not meet expectations for one measure, indicating that the Bureau has been largely successful in delivering its priorities and planned achievements for the year, in line with its purpose.

The Bureau’s performance results were achieved in the context of an intensely dynamic operating environment, which is likely to continue for 2019–20 and the outlook period (2020–21 to 2022–23) as the Bureau drives a profound positive shift in the impact and value it has for Australia. Important factors affecting the Bureau’s performance include:

• its customers’ increasing desire for personalised and customised delivery of weather, water, climate and ocean information to support their planning and decision-making;
• the increasing volume and sophistication of cybersecurity threats;
• exponential increases in data volumes and opportunities created by advances in science and technology—including through partner agencies in other countries;
• increasing customer expectations for highly visual services provided via mobile devices;
• changes in Australia’s climate, including more frequent and more intense weather extremes that place greater pressure on the environment and those that work on the land;
• increased community risk from extreme weather as the population increases, urban settlement patterns continue to concentrate in coastal areas, and public and private infrastructure expands;
• a challenging budget position requiring greater operational efficiency, and growth and diversification in external revenue sources; and
• greater scrutiny of the Bureau’s processes and data streams.

Significant change initiatives that affected the Bureau’s performance in 2018–19 included:

• continuing delivery of the Strategy 2017–2022;
• commencing the design of a new climatological, hydrological and meteorological service, to be delivered through the Public Services Transformation Program by 2022;
• restructuring aviation operations to deliver a more flexible, responsive and cost-effective aviation weather service that meets the growing needs of the aviation industry within national and international frameworks;
• enhancing many of our products and services such as the BOM Weather app; and
• improving the Bureau’s information and communication technology (ICT) systems and observations systems by raising the security, stability and resilience of the operational network infrastructure.

Performance results

IMPACT AND VALUE—Products and services that benefit the Australian community and drive competitive advantage for businesses and industries.

SSM1: The financial and social value we deliver to government, industry and the Australian community.√

An econometric study conducted in 2016 found that, for every dollar spent on delivering Bureau services, a benefit of $11.60 was returned to the Australian economy. The study also estimated that the Bureau’s services would deliver net economic benefits to Australia of $28.6 billion over 10 years from 2016–17 to 2025–26. Of this:

• 39 per cent of the benefits—around $12.2 billion over 10 years—accrue to the agriculture sector;
• 27 per cent of the benefits—around $8.3 billion over 10 years—are delivered to the public; and
• 14 per cent of the benefits—around $4.5 billion over 10 years—is from mitigating damage associated with natural disasters.

SSM2: The levels of satisfaction and trust our customers and partners have in us and the way we interact with them. √

The Bureau’s general community survey conducted in 2019 found that:

• 75 per cent of customers rated the Bureau’s weather forecast services as exceeding their needs; and
• 77 per cent of customers felt the information they received from the Bureau was relevant to their location of interest.

The Bureau’s emergency services sector survey found that 76 per cent of customers were satisfied with the Bureau’s services.

Regular positive feedback was received through the Hazard Services Forum, the Bureau’s key consultative mechanism with its emergency services partners.

85.5 per cent of aviation industry customers surveyed were satisfied or very satisfied with the Bureau’s aviation meteorological services.

42 per cent of the aviation customers surveyed were willing to promote the Bureau’s aviation products and services, resulting in a net promoter score of +19.

The Australian Energy Market Operator (AEMO) advised that the Bureau’s meteorological forecast services provided significant value, particularly during the summer heatwaves.

Positive qualitative feedback was received from intergovernmental, multilateral and bilateral partners indicating Australia, as represented by the Bureau, is deeply valued for contributions to the development of global standards and initiatives and intergovernmental cooperative mechanisms.

470 customers, representing more than 90 organisations attended water services webinars, with over 90 per cent customer satisfaction.

SSM3: Our reputation among our customers and partners, and within the Australian community. √

Net promoter scores recorded in the Bureau’s 2019 customers surveys were:

• +51 for public customers; and
• +70 for emergency management customers and partners.

The net promoter score from the climate services customer survey was +71, exceeding the target of +60.

National and jurisdictional media teams responded to more than 16 500 enquiries, facilitated more than 150 live TV crosses, developed and issued 84 video news releases and 181 audio news releases, and supported more than 230 media conferences.

The announcement of the Annual Climate Statement in January generated 55 media items, which reached an audience of more than 3.4 million Australians.

The Agriculture Program acted as a trusted adviser to the Australian Government’s Drought Task Force, the Department of Agriculture and Water Resources and the Grains Research and Development Corporation to inform their long-term weather and climate investment strategy.

SSM4: The level of uptake of our services by new customers and the return rate from existing customers. √

Downloads from Climate Data Online grew by 21 per cent in 2018–19, compared to 2017–18.

Unique page views of Storm Confirmation Pro grew by 63 per cent in 2018–19, compared to 2017–18.

Over 85 per cent of the Bureau’s website sessions were from returning customers, compared to the target of 80 per cent.

More than 50 per cent of the Bureau’s science and research customer portfolio was for returning customers.

The number of customers using the Bureau’s BOM Weather app grew by 42.3 per cent in 2018–19, compared to 2017–18.

BOM Weather app customer sessions grew by 61.6 per cent from 215.6 million in 2017–18 to 348.4 million in 2018–19. Total website sessions grew by 5.5 per cent over the same period.

SSM5: The conversion rate from ideas to opportunities to customer outcomes. ∼

Eight research projects were successfully delivered to Bureau customers and five follow-on research projects were negotiated with existing customers.

OPERATIONAL EXCELLENCE–Outstanding people, science, systems, infrastructure and partnerships working together for maximum simplicity, productivity and agility.

SSM6: Our delivery to customer requirements. √

The Bureau's routine weather forecast products were issued at their stipulated times on 92.8 per cent of occasions.

1468 flood watches and warnings were issued in 2018–19, with 90 per cent issued on time, which was below the target of 97 per cent.

Tropical cyclone services were delivered as required to meet service standards to emergency services partners for 11 tropical cyclone events, four of which made landfall on the Australian mainland coastline.

Fire weather services were delivered and met service standards for emergency services.

98 per cent of marine gale warnings issued for capital city local waters met accuracy standards.

The Joint Australian Tsunami Warning Centre (JATWC) responded to 95 earthquake events, all of which provided no tsunami threat to Australia. Of the 35 events which had a magnitude of 6.5 or greater, the average response time was 15 minutes, with 97 per cent of bulletins meeting the target of under 30 minutes.

Warnings in all 14 large wave events met target accuracy standards.

Severe frost warnings exceeded target accuracy standards.

Positive feedback was received from emergency services partners through the Hazard Services Forum, Flood Warning Consultative Committees in all jurisdictions and the Queensland Tropical Cyclone Consultative Committee.

Critical event briefings and advice provided before and during major severe weather events satisfied the needs of emergency services agencies and the Australian Government Crisis Coordination Centre.

The Weather Connect Customer Service Centre received 16 314 incoming calls, answered 13 061 requests for information by phone and resolved 2749 email enquiries from the public. During operational hours the abandoned call rate was 6.7 per cent, which met the target of under 10 per cent.

The Bureau provided the Department of Defence with all products and services required under its annual service charge agreement.

All aviation meteorological services were delivered as required to meet International Civil Aviation Organization obligations for Australia's area of responsibility, including extended regional responsibilities for volcanic ash and tropical cyclone advisory services. The Bureau met or exceeded 23 out of 24 aviation industry key performance indicators.

The catchment dataset for the Great Barrier Reef report card was delivered to specification, including simulations of streamflow and water quality suitable for use in the hydrodynamic modelling system.

SSM7: Internationally benchmarked levels of capacity utilisation, product and service performance, system reliability, resilience and speed to market. ∼

Average system uptime on the Bureau’s Australis supercomputer was 99.91 per cent, compared to 99.94 per cent in 2017–18.

Average capacity utilisation for the Bureau’s Australis supercomputer was 33 per cent, compared to 13 per cent in 2017–18.

The level of compliance for all observational networks and instruments was satisfactory except for the upper air network, which did not comply with frequency, height and spatial resolution requirements set by the World Meteorological Organization.

Real-time radar uptime was 97.2 per cent, exceeding the target of 95 per cent.

Automatic weather station uptime was 98.7 per cent, exceeding the target of 95 per cent.

Wind profiler uptime was 97.3 per cent, exceeding the target of 95 per cent.

Sea level network availability was 94.2 per cent, below the target of 95 per cent. Network availability was reduced due to multiple wharf infrastructure issues that were outside the Bureau's control.

Tsunami network uptime was 100 per cent, exceeding the target of 95 per cent.

Satellite availability was 92.8 per cent, below the target of 95 per cent.

Ionosonde uptime was 80.6 per cent, below the target of 95 per cent. Network capability will be upgraded in 2019–20.

The Bureau’s website uptime was 100 per cent, exceeding the target of 99.8 per cent.

Incident recovery times were generally within service level agreements. Mean-time to recovery was outside the target of 240 minutes for priority 1 and 480 minutes for priority 2 incidents during four months of the year.

Closure reports for the ROBUST Program's Tranche 1 projects including end-user compute, capacity management capability and policy, process and governance were approved.

The Bureau retained its level of ISO quality management certification for all existing quality management systems and is progressing new functions as scheduled.

ISO17025 accreditation for pressure was completed. The National Association of Testing Authorities, Australia (NATA) audit for ISO 17025 accreditation of temperature is underway.

There were 14 compliances, 21 partial compliances and one non-compliance with the Protective Security Policy Framework (PSPF). Current PSPF non-compliances and partial compliances are being addressed.

Activations of incident and crisis management teams were successfully managed, with debriefing and post-event review management activities identifying improvements for implementation in 2019–20.

External accessibility of the new weather webservice (beta.weather.bom.gov.au) was completed with the service meeting Web Content Accessibility Guidelines 2.0 AA standards.

SSM8: Our delivery to budget. √

The Bureau met its budget target. The underlying surplus before depreciation and after section 74 capital spending was $0.257 million, against the budgeted underlying result of $0.

SSM9: Independent verification of the quality of our services. √

Average reliability of one-day maximum temperature forecasts was 89.2 per cent in 2018–19, compared to 89.5 per cent in 2017–18.

Quantitative and qualitative flood forecasts were provided at approximately 200 locations, with:

• 69 per cent of peak height predictions meeting service level specification targets, which was below the target of 70 per cent; and
• 52 per cent of forecast lead times meeting service level specification targets, which was below the target of 70 per cent.

Upper rainfall levels observed were not significantly over or under forecast. Lower rainfall levels observed were, on average, under forecast.

Seasonal streamflow forecasts were equal to, or better than historical references on 82.7 per cent of occasions based on continuous ranked probability scores.

7-day streamflow forecasts were equal to or better than historical references on more than 90 per cent of occasions, based on statistical performance metrics.

Seasonal climate outlooks achieved better forecast skill results than climatology, as demonstrated through skill score, reliability diagrams, improved precision and reduced uncertainty. The average hit rate of aggregate seasonal forecast skill, for rainfall, maximum and minimum temperatures, was 73.4 per cent, which exceeded the target of 55 per cent.

SSM10: The levels of workforce skill and competency benchmarked with our peers and against accepted international standards. ∼

Of the Bureau’s 247 meteorological operations forecasters, 236 had meteorological qualifications that met or exceeded the international standard, as defined by the World Meteorological Organization, and 15 were working in management roles. The following qualifications were held:

• 172 aeronautical meteorological forecasting;
• 126 fire weather forecasting;
• 98 severe thunderstorm warning; and
• 69 tropical cyclone services with 19 as lead forecasters.

The independent review of the Science to Services Program in March found that the Program provides high quality, critical in-house capability, especially in modelling and translating model output through applications and products.

A total of 10 541 days of training were delivered to Bureau staff, including professional competencies, and Australian Public Service e-learning courses, which was 33 per cent below the target of 15 744 training days.

INSIGHT AND INNOVATION–Deep understanding and creative thinking that generates novel solutions for our customers and our organisation.

SSM11: The depth, breadth and quality of our external partnerships and collaborations. √

The Bureau has partnerships with:

• four intergovernmental organisations;
• 19 National Meteorological and Hydrological Services (NMHS) including in the Pacific Islands;
• 12 academic and research organisations;
• 18 Australian Government agencies;
• 16 peak industry groups; and
• seven funding bodies.

The Bureau also has seven multilateral agreements.

The Bureau and CSIRO have executed a collaborative relationship understanding to enable a swift and coordinated approach to generating new collaborative projects for customers. Partnership agreements have also been established with AEMO, the Queensland Department of Transport and Main Roads and Hydro Tasmania.

Australia, in conjunction with its consortium partners Canada, France and Japan, was designated by the International Civil Aviation Organization as a Global Space Weather Center provider.

SSM12: Our innovation maturity is reflected in our strategy, culture, processes and systems. χ

The Bureau's innovation maturity was not measured in 2018–19. An innovation framework will be implemented in 2019–20.

SSM13: The quality of our scientific publications, benchmarked internationally. √

The Bureau issued 11 research reports and 139 peer-reviewed publications, compared to its targets of 12 research reports and 120 peer-reviewed publications.

The Bureau accepted 17 invitations to present research papers at international forums.

SSM14: The speed of delivery from concept to prototype and from prototype to customer acceptance. ∼

77 per cent of Bureau projects delivered outcomes on schedule, compared to 54 per cent in 2017–18.

SSM15: Feedback from staff, customers and partners on our capacity to innovate. √

The Bureau achieved an agency innovation index score of 64 per cent in the 2019 Australian Public Service (APS) employee census, compared to 66 per cent of APS-wide respondents and 62 per cent recorded by the Bureau in 2018.

THE BUREAU WAY–One enterprise, that is safe and diverse, where our people grow and are empowered to excel, and where our customers come first, trust us and consider that we are a pleasure to work with.

SSM16: Our performance benchmarked internationally against work health, safety and environment best practice. ∼

The 2019 APS employee census found that 83 per cent of Bureau staff felt confident to intervene if they saw someone working unsafely.

Implementation milestones were met for the workplace health, safety and wellbeing framework, including deployment of a new online and mobile-enabled incident reporting system.

Implementation milestones were met for the environmental sustainability framework, including lodgement of marine park permit applications in response to changed management conditions, and working with suppliers to reduce adverse environmental impacts from weather balloons.

Average time taken by staff to register work health and safety incidents was 5.7 days, which did not meet the target of less than three days.

The Bureau's lost time injury frequency rate was 9.09, compared to 6.48 in 2017–18.

The Bureau's medically treated injury frequency rate was 1.24, compared to 6.07 in 2017–18.

Hazard reports as a percentage of work health and safety incidents reported was 43 per cent, compared to 38 per cent in 2017–18.

SSM17: Feedback from staff and customers on the alignment of our stated intent with our actual behaviours and actions, especially those of our senior leaders. √

The Bureau achieved an employee engagement score of 73 per cent in the 2019 APS employee census, compared to 72 per cent of APS-wide respondents and 71 per cent recorded by the Bureau in 2018.

SSM18: A diverse and inclusive workforce, benchmarked against the community. ∼

The 2019 APS employee census found that:

• 91 per cent of Bureau employees believe their colleagues create an inclusive workplace; and
• 83 per cent of employees believe that the Bureau is committed to creating a diverse workforce.

Female staff comprised 32.7 per cent of the Bureau's workforce, compared with 33.6 per cent in 2017–18, and below the target of 50 per cent by 2022.

Female staff comprised 32.3 per cent of the Bureau's Senior Executive Service and Executive Level 2 Upper positions, compared with 32.4 per cent in 2017–18, and below the target of 40 per cent by 2022.

Female staff held 24.8 per cent of the Bureau's Science, Technology, Engineering and Mathematics (STEM) job roles, compared to 26.5 per cent in 2017–18, and below the target of 30 per cent.

A reclassification of STEM job families contributed to the decrease.

Indigenous staff comprised 1.4 per cent of the Bureau's workforce, unchanged from 2017–18, and below the target of 2.7 per cent.

Staff with a language other than English comprised 25 per cent, meeting the target of 25 per cent.

People identifying with a disability remained unchanged at 2.6 per cent of the Bureau's workforce.

SSM19: The number and outcomes of collaborative and whole-of-enterprise activities. √

63 per cent of Bureau projects involved cross-enterprise teams, compared to 48 per cent in 2017–18.

Upholding capability

Upholding capability

As described in its Corporate Plan 2018–19, the Bureau has a responsibility to maintain a complex and wide-ranging field of capabilities to ensure it meets its purpose. To this end, the Bureau has been implementing the strategic actions identified in its Strategy 2017–2022 and progressing capability developments across five broad themes: strategy, people, relationships and geographical footprint, infrastructure, and asset management and financial sustainability.

As indicated in the table below, progress has been made across most strategic actions with significant planning and positioning being undertaken across many areas where capability is new or being significantly advanced. Some strategic actions, such as the creation of an enterprise innovation framework under action 3.1 achieved less progress than others in 2018–19, and will be given increased attention in 2019–20 to ensure they support the success of the Bureau’s Strategy.

The table below identifies the Bureau’s achievements in capability development across the five themes identified in the Strategy and Corporate Plan.

The table below identifies the Bureau’s achievements in capability development across the five
themes identified in the Strategy and Corporate Plan.

Strategy

Capability aim: To develop an enterprise-wide strategic foresight capability and deliver a step-change in planning, change management, performance management and risk, resilience and business continuity across the Bureau.

To enhance its strategic capability, the Bureau has:

• established a strategic foresight or ‘futures strategy’ capability to support the organisation in navigating changes in its operating environment;
• developed and implemented a standard approach to enterprise transformation using a recognised change methodology program as a foundation;
• documented key business risks in its enterprise risk management system and provided regular risk reports to the Security, Risk and Business Continuity Committee and Executive Team; and
• implemented phases one and two of its resilience framework to provide an enterprise approach to managing incidents and crises and supporting business continuity.

Relationships and geographical footprint

Capability aim: To strengthen its customer engagement and understanding about the decisions our customers make that depend upon weather, climate, ocean and water insights. This will enable the Bureau to deliver improved and differentiated offerings, with the aim that government and industry customers increasingly value the Bureau as a trusted partner, delivering measurable impact and value every day.

To enhance its relationships and geographical footprint, the Bureau has:

• continued to embed staff in and undertake reverse placements with partner and customer organisations;
• developed comprehensive discovery plans for the agriculture, energy and resources and aviation sectors;
• strengthened relationships with key partners, including the UK Met Office, CSIRO, Australian Antarctic Division, the Australian Energy Market Operator (AEMO), the Queensland Department of Transport and Main Roads, Hydro Tasmania, and Sydney Water;
• strengthened its Antarctic weather and ocean services through the integration of a new sea-ice advisory service into its service suite and the addition of an ice research expert to its Hobart-based operations;
• continued to support international initiatives through participation in bodies such as the World Meteorological Organization (WMO) and the Intergovernmental Panel on Climate Change, ongoing contributions to WMO data-sharing, and the commencement of the second phase of the Climate and Oceans Support Program for the Pacific (COSPPac2).

People

Capability aim: To ensure its teams have the skills and knowledge required to meet customer needs by delivering outcomes on enterprise culture, leadership and team development, workforce planning, staff attraction and retention, training and organisational learning. The Bureau will also continue to develop and implement a comprehensive approach to diversity and inclusion, and to enhance the pipeline for STEM graduates.

To maintain and enhance its people capability, the Bureau has:

• uplifted its customer engagement, and product development and management capability through staff training programs;
• supported the development of a leadership and cultural transformation through a series of Strategy in Action workshops and a 360-degree leadership assessment program of its leaders;
• implemented a Business Partnership Model to support the delivery of all corporate services and delivered an overarching enterprise workforce plan and capability development plan; and
• strengthened its workforce and culture through diversity, inclusion and STEM initiatives, including participation in the Jawun Secondment Program and the Australian Network on Disability’s ‘Stepping Into’ Internship Program, implementation of its 2018–2019 STEM Action Plan, and enhancement of its STEM Ambassador Program.

Infrastructure

Capability aim: To provide effective end-to-end management of data and systems, and to develop core skills and capabilities, critical for ensuring customer needs are met effectively and securely through seamless delivery, from collection to provision.

To maintain and enhance its infrastructure capability, the Bureau has:

• upgraded key field station and radar sites with new, more secure, networking equipment to ensure the resilience of its observing network;
• enhanced its observing facilities, including through the installation of a solar energy array at the Laverton radar site, completion of substantial remediation works on its Willis Island observing office building, and the of addition new instruments to the Cape Grim Baseline Air Pollution Station;
• introduced a new service-based operating model to provide a single point of technology services focus and enhance its plan, build, run model capabilities; and
• ensured its modelling capability will meet future service needs by implementing several enhancements to its Numerical Weather Prediction (NWP) modelling capabilities throughout the year.

Asset management and financial sustainability

Capability aim: To ensure the Bureau meets its fiduciary responsibilities and that its teams are supported with business insight and analysis to achieve financial sustainability. It also aims to deliver efficient whole-of-enterprise procurement services and effective management of the Bureau’s property footprint.

To enhance its asset management and financial sustainability capability, the Bureau has:

• strengthened its governance, and improved management of contracts and the use of operational asset and sustainment agreements to provide greater stability in the cost and availability of critical supplies;
• strengthened its enterprise financial management reporting to include broader program outcomes, issue identification and financial tracking against the Bureau’s 10-year financial plan; and
• established a Charging Unit to support various costing and pricing activities and released a revised charging and costing procedure.