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Upholding capability

As described in its Corporate Plan 2020–21, 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 21 strategic actions identified in its Strategy 2017–2022 and progressing capability developments across five broad themes: strategy, people, relationships and geographical footprint, infrastructure and technology, and asset management and financial sustainability.

Delivery of strategic actions

The Bureau’s Executive reviews the progress of the Strategy 2017–2022 twice a year. This review assesses the overall delivery of the Strategy, including the strategic actions and success measures. As at 30 June 2021, delivery of the Strategy overall is largely on track, although some of the 21 strategic actions remain ‘on-watch’ due to delivery delays and resourcing impacts.

While the Bureau continued to successfully deliver impact and value to its customers despite the challenges associated with COVID-19, further work is required to consistently measure the economic
value the Bureau delivers. The Bureau’s innovation framework was implemented, however, investing in a portfolio of high-risk/high-reward initiatives that deliver transformative impact and value for our customers requires further action. Progress continued on implementing the Bureau’s diversity and inclusion plan to enable gender equity and diversity at all levels in the organisation, as female leadership and Aboriginal and Torres Strait Islander diversity levels remain below target.

Achievements in capability development

The sections below identify the Bureau’s achievements in capability development across the five themes identified in the Strategy 2017–2022 and the 2020–21 Corporate Plan.

Strategy
Capability aim: To embed its enterprise-wide strategic foresight capability and deliver a step-change in planning, change management, performance management, and risk, resilience and business continuity.

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
  • updated Group and Program plans to support budget and investment decisions, and responded to an internal audit of its Planning, Performance and Reporting Framework and associated processes
  • 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.

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
  • strengthened relationships with key partners and deepened relationships with government, industry and emergency management customers
  • 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.

People
Capability aim: To ensure its teams have the skills and knowledge required to meet customer needs by delivering outcomes across enterprise culture, leadership and team development, workforce planning, staff attraction and retention, training and organisational learning.

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
  • strengthened its workforce and culture through diversity, inclusion and STEM initiatives, including the Multicultural Access and Equity Action Plan 2019–2022 and the Accessibility Action Plan 2019–2022.

Infrastructure and technology
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 new radars at Dampier (Western Australia), Brewarrina (New South Wales) and Cullulleraine (near Mildura, Victoria) and upgraded other observing systems to increase the resilience, reliability and sustainability of its observing network
  • continued to uplift its cyber security maturity, including through delivery of the Cyber Security Roadmap 2025, strengthening cyber security governance processes and improving cyber security awareness
  • continued implementing the upgrade of the Australis supercomputer to double the computing power and storage of the Bureau’s high-performance computing capability.

Asset management and financial sustainability
Capability aim: To ensure the Bureau meets its fiduciary responsibilities by providing its teams with business insight and analysis to support financial sustainability, and delivers 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:

  • piloted its new enterprise asset management system to enable improved reporting on asset performance and facilitate data-driven asset management and funding decision-making
  • developed a strategic property management plan to ensure it can effectively manage its wide-ranging and complex property requirements to support its operational functions
  • implemented revised purchasing card and travel procedures to streamline and strengthen governance around travel expense management.