^ = Implementation

o = Continuous improvement

1.1 Focus on key customers in priority sectors, understand their needs and expectations and deepen and broaden our relationships with them.

Implementation is continuing

1.2 Establish our market positioning, business models, and product and service offerings in priority sectors.

Implementation is continuing

1.3 Amplify our outreach to the Parliament, public sector, industry and the community as Australia’s most authoritative and trusted source of weather, water, climate and ocean information.

Continuous improvement of implemented actions

1.4 Build skills, systems and culture across the enterprise to operate in a business-like way, delivering an outstanding customer experience.

Implementation is continuing

1.5 Measure and monitor the quality, impact and value of our products and services, and drive a culture of continuous improvement.

Implementation is continuing

2.1 Enable empowered and high-performing teams with skills and knowledge to meet customers’ needs.

Implementation is continuing

2.2 Use standardised enterprise systems and processes that allow us to more rapidly respond to customer requirements and deliver value for money.

Implementation is continuing

2.3 Adopt a single set of enterprise information and technology standards and platforms that ensure scalability and which enable end-to-end product and service lifecycle management.

Implementation is continuing

2.4 Have governance arrangements that ensure teams and individuals are accountable, open, collaborative and responsive.

Continuous improvement of implemented actions

2.5 Develop resilient systems and processes that support sustained delivery of products and services to our customers.

Implementation is continuing

3.1 Create and action a whole-of- enterprise innovation framework to guide future investment, culture and practice.

Planning is continuing

3.2 Continuously scan and evaluate our external environment, building and applying knowledge on emerging trends, competitor activity and market disruptions.

Continuous improvement of implemented actions

3.3 Grow the organisation’s capabilities in co-design and agile methodologies.

Implementation is continuing

3.4 Ensure a whole-of-enterprise approach for national and international partnerships and collaborations.

Implementation is continuing

3.5 Enhance the pipeline of STEM talent into the Bureau.

Continuous improvement of implemented actions

3.6 Invest in a portfolio of high-risk/high-reward initiatives that deliver transformative impact and value for our customers.

Implementation is continuing

4.1 Actively pursue a high level of safety and environmental sustainability performance, with a special focus on mental health and physical well-being.

Implementation is continuing

4.2 Transparently manage the organisation, aligning strategy, structure, capability, culture and investment for customer impact and value.

Implementation is continuing

4.3 Systematically manage performance to ensure all staff can see how their individual role contributes to the collective delivery of our Strategy.

Continuous improvement of implemented actions

4.4 Build a workforce for the future with skills in leadership, collaboration and personal resilience. Affirm behaviours that are consistent with our values.

Implementation is continuing

4.5 Implement a whole-of- enterprise diversity and inclusion plan that enables gender equity and diversity at all levels in the organisation.

Implementation is continuing

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:

· matured a strategic foresight or ‘futures strategy’ capability to support the organisation in navigating changes in its operating environment;

· released a new 10-year Research and Development Plan 2020–2030, outlining its vision for research and development that reflects customer needs and ways to meet them;

· continued to implement 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

· matured its resilience framework to provide an enterprise approach to managing incidents and crises and supporting business continuity.

Capability aim: To strengthen our 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;

· strengthened relationships with key partners, including the UK Met Office, the Murray-Darling Basin Authority and deepened relationships with a number of industry customers, including leading agricultural and energy organisations;

· deepened engagement with the National Security sector, including through the establishment of the National Security Meteorology Five Eyes Community of Practice to exchange information regarding national security issues securely at an international level;

· served as a delivery partner for the Australian Antarctic Division’s Davis Aerodrome Project;

· continued to support international initiatives through participation in bodies such as the WMO and the Intergovernmental Panel on Climate Change, ongoing contributions to WMO data-sharing, and the continuation of the second phase of the Climate and Oceans Support Program for the Pacific (COSPPac2).

Capability aim: To ensure our 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:

· continued to uplift its customer engagement, and product development and management capability through staff training programs;

· continued to support 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;

· matured its 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 Australian Network on Disability Access and Inclusion Index, launching the Multicultural Access and Equity Action Plan 2019–2022 and the Accessibility Action Plan 2019–2022, and the continuation of its STEM Ambassador Program.

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:

· delivered a new radar at Rainbow in Victoria’s Wimmera Southern Mallee region, upgraded the existing Esperance radar in Western Australia, installed new automatic meteorological balloon launching systems at Woodstock (Townsville), Charleville, Geraldton, Esperance and Moree, and upgraded other observing systems to increase the resilience, reliability and sustainability of its observing network;

· completed the second phase of its Willis Island Remediation Project to undertake station works to ensure staff safety and enable more resilient and efficient observations collection;

· relocated Brisbane-based Observing Operations staff to a new purpose-built facility with improved infrastructure and capability to perform remote monitoring;

· uplifted its data capability, including through the establishment of a Data Governance Office and the launch of Data 2022 and Beyond, the Bureau’s vision, priorities and implementation roadmap to respond effectively to the rapidly evolving data landscape.

· continued to uplift its cyber security maturity, including through the release of its Cyber Security Roadmap 2025 and Cyber Security Delivery Plan 2023, strengthening cyber security governance processes and improving cyber security awareness;

· upgraded the Bureau’s Australis supercomputer to provide a more secure platform for its operations and future service delivery;

· decommissioned its oldest data centre, the Central Computing Facility, and completed over 50 infrastructure, system and server upgrades to enable the Bureau’s critical systems to continue providing resilient and stable support for forecast systems and applications;

· uplifted its service management capability to assist in enhancing technology incident and change management processes; 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.

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:

· developed a strategic asset management plan and financial model and prepared supporting detailed asset management plans for each of its observing networks;

· continued to mature 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;

· continued to mature its enterprise financial management reporting to include broader program outcomes, issue identification and financial tracking against the Bureau’s 10-year financial plan; and

· continued to mature its charging unit to support various costing and pricing activities and released a revised charging and costing procedure.