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Enterprise Services

Goal: Trusted strategic partners enabling the Bureau to deliver for Australia all day, every day.

The Enterprise Services Group is responsible for designing and delivering integrated enterprise-wide solutions to support the delivery of the Strategy 2017–2022. As trusted strategic partners, the Group provides specialist analysis and authoritative advice, and ensures effective controls by delivering the appropriate plans, people, culture, systems, processes, and infrastructure to enable organisational safety, resilience, leadership, and productivity. It enables the Bureau to deliver to its customers by ensuring corporate systems and processes are fit-for-purpose, user-friendly and compliant.

For 2020–21, the Group consisted of seven programs with the following responsibilities: This structure differs from that indicated in the Bureau’s 2020–21 Corporate Plan as the Risk and Resilience Program merged into the General Counsel Program during January.

Program

Responsibilities

Strategy, Planning and Performance

Strategy and strategic foresight

Change management and business transformation

Planning and performance measurement

Program and project management

General Counsel

Legal services

Meteorological Authority Office

Privacy and freedom of information

Risk management and organisational resilience

Quality assurance

Communications

Parliamentary and government relations

Media relations and public affairs

Internal engagement

Organisational Development

People strategy and workforce planning

Culture, diversity and inclusion

Talent management leadership and team development

Bureau of Meteorology Training Centre

Employee relations and payroll

Recruitment

Customer Relationships

Customer skills and engagement capabilities

Customer relationship management system

Product management capability

Health, Safety and Environment

Safe work practices

Staff mental and physical well-being

Compensation, rehabilitation and return to work

Environmental sustainability

Finance

Finance policy and management

Financial services

Procurement

Infrastructure and facilities management

Throughout 2020–21, the Enterprise Services Group focused on the delivery of three outcomes that support the delivery of the Bureau’s Strategy and purpose. The Group’s achievement in delivering each of these outcomes is discussed below.

Outcome 1: Enhanced culture, systems, tools and processes to deliver an outstanding customer experience.

Achieving the outcome

Enhancing the benefits of the Bureau’s work

In July, the Bureau’s Benefits Management Framework was implemented to provide a standardised approach for defining and measuring project, program and enterprise-level benefits. The Framework complements the Bureau’s delivery and investment models and includes a pre-defined customer benefit set derived from the Strategy 2017–2022. The Framework will help to promote transparency and accountability for the achievement of benefits, with quarterly reporting to the Bureau’s Executive facilitating the monitoring of benefits realisation and the associated customer satisfaction of our performance.

The flow of benefits from strategic objectives to customer delivery.
The flow of benefits from strategic objectives to customer delivery.

Improving our delivery to customers

The Bureau implemented a range of systems and processes to improve the way it engages with and delivers services to customers. In August, the Bureau commenced the implementation of a new customer relationship management (CRM) system for its customer-facing teams. This new capability enables better, more consistent engagements with customers and improved collaboration across the Bureau, helping to ensure customers receive an outstanding and seamless experience. Implementation of the system will be completed in 2021–22.

The Bureau’s new Customer Engagement Foundation Training was launched in December to provide staff with the skills, processes, templates and guidelines to engage professionally and consistently with its customers. By the end of June, 98 per cent of Bureau staff had completed the training. In June, the Customer Engagement Intermediate course was launched to extend skills developed during the foundation training.

The Bureau’s approach to Product Management Framework was uplifted during the year to provide an enduring way of collecting and acting on customer insights, understanding customer needs and involving customers and partners directly in maintaining a sustainable, viable set of products.

Supporting effective, proactive and ongoing communications

Effective, proactive and ongoing communication and stakeholder engagement are essential in positioning the Bureau as Australia’s most trusted source of weather, climate, water and oceans knowledge, every day and everywhere. In April, the Bureau’s new Communications Plan was endorsed and focuses on building trust through action across four key pillars:

  • instilling confidence among our customers, stakeholders and partners
  • building understanding of the breadth and depth of the work the Bureau does, the complexity of our network, the impact and value we contribute
  • building literacy that inspires informed decision-making and action, particularly during times of severe weather
  • setting the conditions to enable the Bureau to address risk and manage issues effectively and proactively, and with least harm to reputation.

Formalising the way the Bureau works

The Bureau commenced its multi-year ‘Projectisation’ initiative to define and bring a formal management discipline to the way it governs and implements initiatives, as per its rigorous project management controls. Projectisation will increase the visibility and transparency of the Bureau’s activities, and tighten the linkages between strategic priorities, performance plans, investment decisions, and strategic outcomes, to enable it to be more responsive and ensure the best return on its investments. Preliminary work has identified and categorised the full range of activities performed at the Bureau, and assessed the estimated effort required to deliver these activities for the year ahead.

Infographic showing the number of Bureau projects delivered on schedule. In 2020-21 over 71% of project outcomes were delivered on schedule.

Uplifting the Bureau’s finance systems and processes

The Bureau implemented revised purchasing card and travel procedures in July, with requests and approvals managed via Concur, streamlining and strengthening governance around travel expense management. Future improvements will focus on the automation of e-invoicing and project accounting to better align with the Bureau’s ‘Projectisation’ initiative. The Bureau also used an activity-based costing approach to inform its costing of products and services, and fully costed its Product Catalogue and continues to refine its value chain.

Enhancing the Bureau delivery model

The Bureau’s project delivery model was enhanced by introducing an enterprise-wide triage function for new initiatives to ensure early engagement of key Bureau functions. Work to improve integration with other Bureau frameworks, including product management, innovation and the opportunity pipeline, also progressed to improve delivery efficiency.

Transforming our business systems

Implementation of the Business Systems Transformation Program continued to stabilise and modernise the Bureau’s core corporate systems, streamline service delivery and reduce red tape. The program’s main focus has been on delivering a modern enterprise rostering solution to support effective scheduling of critical operational staff to ensure the right staff are in the right place at the right time. Implementation of a new system occurred during the year with end-to-end process testing in June. The system is expected to go live during the first quarter 2021–22.

In addition, critical systems were uplifted to maintain alignment with vendor support arrangements and ensure these can continue to be leveraged to optimise business processes. In June, the Bureau became PEPPOL-enabled, providing increased channels for trading partners to work with us, and streamlining the payment of invoices through improved payment terms.

Ensuring property decisions support the Bureau’s customer delivery

A Strategic Property Management Plan was developed to ensure the Bureau can effectively manage its current and future property investments. The Bureau has wide-ranging and complex property requirements to support its operational functions and maintains a national property portfolio including a large and geographically dispersed network of observing assets and Information Communications and Technology (ICT) infrastructure.

The plan articulates the principles and processes that will inform the Bureau’s future property decisions and ensure that its property portfolio is strongly aligned to its strategic direction and future requirements, and provide best value for money. The plan reflects a considered and innovative approach to property management, including provision of fit-for-purpose, safe and legislatively compliant properties, to enable the efficient and effective delivery of the Bureau’s products and services to its customers.

Highlights and significant events

Uplifting the Bureau’s product management capability

Since the establishment of the Bureau over 100 years ago, the number of products we offer has grown enormously, and now span weather, climate, oceans, water, and other domains, and include weather warnings, rain radar imagery, space weather forecasts, climate summaries, and the Australian Weather Calendar.

In response, the Bureau is becoming more active in the way it curates its products, and in 2020–21:

  • developed formal product management principles that will provide the foundation for our work
  • created an enterprise-wide Bureau Product Catalogue for our staff members with core information about every product offered to customers
  • began defining formal Product Manager and Product Owner roles for ‘families’ of products
  • commenced a Strategic Product Review to check if products are in good ‘health’ and align to the Bureau’s objectives.

The uplift of product management at the Bureau will help us maintain a sustainable set of products that meet our customers’ needs with maximum impact and value.

Next steps

Key activities to be delivered in 2021–22 to help achieve Outcome 1 include:

  • delivering the Bureau’s People Framework, including activities related to Integrated Leadership Capability Framework, Talent Development Framework, Enterprise Workforce Plan, and Enterprise Health and Well-being Plan
  • ensuring Bureau products are streamlined, driven by customer insight, and can be measured for impact and value
  • implementing phase 3 of the Business Systems Transformation and decommissioning legacy systems and processes.

Outcome 2: Build capability and enable innovation, supporting the Bureau to build impact, increase value and deliver its transformation agenda.

Achieving the outcome

Supporting the Bureau’s transformation agenda

The Bureau continued to uplift its transformation capability in 2020–21 through tailored engagement, education and coaching to support its workforce through the scale of change underway. The Bureau applied adaptive and responsive change management approaches to assist the Bureau workforce in navigating the COVID-19 pandemic environment. The Change Maturity Assessment undertaken in December reported an overall rating of 3.9 out of 5 across focus areas of Leadership, Application, Competencies, Standardisation and Socialisation, demonstrating an integrated enterprise-level of change maturity and an improvement from an overall rating of 3.5 in 2019–20. The Bureau will continue to build its transformation capability in 2021–22.

Monitoring developments in the Bureau’s operating environment

The Bureau’s strategic foresight or ‘futures strategy’ capability was further embedded to support the organisation in navigating changes to its operating environment. Regular environmental scans and inquiries were undertaken to identify trends, risks, and opportunities in the external operating environment, analyse what these changes mean, and explore how the Bureau can best respond to these changes. Topics explored included machine learning and artificial intelligence, and the use of technology to enable hyper-personalisation of services.

Developing our workforce

The Graduate Diploma in Meteorology course – the initial training program for meteorologists – saw 18 students graduate in October (14 from the Bureau and four from the Royal Australian Navy). The Graduate Diploma is delivered through the Bureau of Meteorology Training Centre and is a nationally accredited qualification which takes eight months to complete.

The Bureau’s Management Fundamentals workshop sessions continued to build the capabilities of leaders with over 600 staff attending the workshops – a 50 per cent increase attendance from 2020–21. Over 730 staff were active users of the Bureau’s ‘Just in Time’ self-driven learning resources, to enhance their skills in customer service, communication and change management.

Strengthening accountability through improved planning and reporting

Group and program plans were updated, outlining the activities and initiatives the enterprise will deliver to achieve the Bureau’s Strategy 2017–2022. These plans support budget and investment decisions as well as providing visibility of activities across the organisation which in turn promotes collaboration.

The Bureau undertook biannual assessments of its delivery against the Strategy and its 19 Strategic Success Measures and continued to refine its suite of regular performance reports to the Executive Team, including on the performance of forecasts and warnings. The Annual Report 2019–20 met the requirements of the Public Governance, Performance and Accountability Act 2013 and received a gold award at the Australasian Reporting Awards.

An internal audit of the Bureau’s Planning, Performance and Reporting Framework and associated processes was completed in March. The audit acknowledged that the Bureau has established foundational controls to support performance reporting and found processes and controls that require improvement, which have been incorporated into the Bureau’s planning and reporting activities, including for this Annual Report.

An independent view on the Bureau’s enterprise services

In November, an independent panel of three experts undertook a review of the Enterprise Services Group to assess whether the Group and its programs have the sufficient maturity and capability to deliver on its planned outcomes and support the Bureau’s transformation agenda. A series of actions are being implemented in response to the review’s 14 recommendations, including to restructure the Group’s functions and implement a new operating model. Following a period of staff consultation, the new Group structure will be in place from August 2021 and the new operating model by the end of December 2021. Implementation of the review recommendations and actions
will continue to be tracked and reported on every six months.

Highlights and significant events

Building leaders with the right qualities and behaviours for success

The Organisational Development Program worked with Bureau staff to co-design a new Integrated Leadership Capability Framework to articulate expected leadership behaviours.

The Framework will enable the Bureau to better support key workforce strategies and is structured into five core leadership dimensions:

  • Strategic Focus / Purposeful Visionary
  • Systems Awareness
  • Mentoring and Developing
  • Achieves Results / Decisiveness
  • Self-Awareness and Communication

Graphic showing the five dimensions of the Integrated Leadership Capability Framework.
The five dimensions of the Integrated Leadership Capability Framework.
A Talent Development Framework was developed to provide a guided approach to identifying and discussing leadership development and growth trajectories. The framework will support succession planning and talent management by understanding a leader’s current performance and future trajectory, providing clarity of role and behavioural expectations, and setting a clear path for development through the action plan.

The Bureau also launched a pilot leadership development program through the Melbourne Business School to build leadership qualities and behaviours to influence enterprise-level strategy and direction. The pilot program was delivered virtually to 20 Bureau leaders between June 2020 and November, with modules focused on leading self, leading others and leading the enterprise.

Next steps

Key activities to be delivered in 2021–22 to help achieve Outcome 2 include:

  • maintaining momentum for Bureau transformation, and the development and delivery of the new Bureau Strategy for 2022–2027
  • implementing the Bureau Way Management Program to support managers who are new to People Leader roles and serve as a passport for entry into the Senior Leadership Program
  • implementing the Bureau of Meteorology Training Centre review recommendations in line with the maturity roadmap that will enable the development of an enterprise-wide learning framework.

Outcome 3: A culture that motivates staff to deliver exceptional outcomes with professionalism and integrity, focused on our customers and consistent with the Bureau Way.

Achieving the outcome

Strengthening culture through collaborative workshops

In March the Bureau undertook its third Organisational Culture Survey to gain key insights into the motivation and engagement of its staff. The survey is run every 18 months, with the enterprise results showing a positive upward trend across the four key indicators: Team Climate, Work Practice Attitudes and Outcomes (Team Focus), Work Practice Attitudes and Outcomes (Organisational Focus), and Leadership.

More than 30 debrief workshops were held with leadership teams to analyse Group, program and team results, and explore ways to address specific areas for focus and support teams to shift to the new or different behaviours needed to embed cultural change and drive organisational improvement.

Infographic showing the Bureau's culture survey aggregate indicators. In 2020-21 there was an increase of 5% in the assessment of leadership within the Bureau.

Diversity and inclusion in action

The Bureau undertook a wide range of initiatives to help build an inclusive and empowering workplace. Events held throughout the year to raise awareness, recognise and celebrate diversity included:

  • Wear It Purple Day in August
  • NAIDOC Week in November
  • International Day of People with Disabilities in December
  • International Day of Women and Girls in Science in February
  • International Women’s Day in March
  • Harmony Day in March, which include launching the One-Bureau Cookbook
  • International Day Against Homophobia, Biphobia, Intersexism and Transphobia in May.

The Bureau continued consultation with several Aboriginal and Torres Strait Islander communities in Queensland, Victoria and the ACT on the development of new Indigenous Weather Knowledge calendars.

The Bureau Connect campaign, an initiative designed to bring staff together, continued with activities to help Bureau staff to focus on their health and well-being and to feel a greater sense of connection and inclusion, something particularly important as we respond to COVID-19. Bureau Connect is a way for Bureau staff across Australia – working at home remotely, in the office, out in the field, or working reduced hours to care for children or an ageing relative – to come together online, learn something and connect in an inclusive way.

Graphic showing the elements of the Bureau Connect campaign - take a breather, take a mind break, take a snap and take time out.

The Bureau’s STEM Ambassadors Network continued to engage with primary school, high school and university students and promote STEM as an area of study and the Bureau as an employer of choice. In February, Bureau Aviation Meteorologist Nick Neynens presented to the 2021 Aerospace Teacher Conference in Queensland.

Engaging and consulting with employees for new pay outcomes

The Bureau has been working with staff regarding their future pay and conditions ahead of the nominal expiry date of the organisation’s existing Enterprise Agreement on 21 September 2021.

The Bureau could either commence bargaining for a new enterprise agreement or agree to make a Determination under subsection 24(1) of the Public Service Act 1999 to provide pay adjustments over the next three years on top of what was in the Enterprise Agreement 2018.

To ensure employees could make an informed choice, the Bureau consulted and engaged extensively with face-to-face information sessions held in each State and Territory in May and June, as well as online sessions for regional and remotely located staff, and those working from home. In June, 86.5 per cent of staff expressed their support for a Determination through a survey, with 72.6 per cent of eligible employees participating.

The first pay adjustment under the Determination will come into effect from 22 March 2022. Having a determination in place provides the Bureau’s employees with certainty about their pay, while still maintaining their existing workplace conditions under the Enterprise Agreement 2018.

Highlights and significant events

Setting a new course to uplift people capability and culture

A significant part of the Bureau’s efforts to build its capability was focused on the development of the new People Framework 2021–2024. The Framework will ensure the Bureau has the right culture, leadership qualities and workforce skills to meet the needs of customers within an increasingly complex environment, and to deliver on the Bureau’s strategic objectives.

The framework was co-designed with staff and articulates a comprehensive set of actions and outcomes that support the delivery of current and future workforce needs. The framework features a multi-tiered approach to people and culture, as it links to the Bureau’s Strategy 2017–2022, and is grouped into three key themes:

  • Workforce Design
  • Talent and Leadership
  • Employee Experience.

The framework was released in April and will function as a working document, with the flexibility to reflect the priorities and needs of the Bureau, particularly as it pertains to customers, stakeholders and partners, to evolve and reflect the integral connection between the employee and customer experience.

The framework reflects the Bureau’s Statement of Commitment to diversity, recognising the importance of an inclusive culture in the design and development of activities and initiatives that encompasses the principles of accessibility for all.

Summary of approach for the Bureau’s People Framework 2021–2024.
Summary of approach for the Bureau’s People Framework 2021–2024.

Next steps

Key activities to be delivered in 2021–22 to help achieve Outcome 3 include:

  • further positioning the Enterprise Services Group as a strategic partner to support the Bureau’s delivery of outcomes to customers and stakeholders, ensuring it is appropriately governed and well managed
  • supporting the Bureau to manage risk and lead its people with a focus on well-being and ensuring they work in a secure, safe, and productive environment
  • next step on developing and delivering the Projectisation initiative.