1. Using a Business Case approach and Capabilities as a basis for evaluating a Training Program Roger Deslandes Bureau of Meteorology Training Centre EumetCAL workshop Nov 2009

2. Session Objective To identify tools / methodologies that are foundational in evaluating the relevance and effectiveness of training activities. - At the end of this session you will be able to define the basic elements of a business case for your training activity / project.

3. “Would you tell me please which way I ought to go from here?” “That depends a good deal on where you want to get to, said the cat” “I don’t much care where…” “Then it doesn’t matter which way you go,” said the Cat. What are you doing? Why are you doing It? Dr Greg Ayers - Director, Bureau of Meteorology

4. Business Case A business case captures the reasons for initiating a project, task or program. The logic of the business case is that, whenever resources such as money or effort are consumed, they should be in support of the business.

5. Business case structure –Introduction –Reasons Strategic directions of the organisation Corporate Risks (impact of not proceeding with investments) Current resources and priorities Rationale for funding increase –Approach –Benefits (tangible, measurable) –Deliverables

6. Exercise 1: Five minutes Can you identify the basic strategic directions of your training institution? Business Case – Corporate awareness

7. Exercise 1:For your training institution answer the following. Business Case – Corporate awareness What are the (basic) objectives of your training institution? What is the “mission statement” of your training institution?

8. Business Case – training activity Exercise 2:For a current training activity identify the following What (corporate) risk is being addressed? The benefit (measurable & tangible) The “deliverable”

9. Business Case – training activity What evaluation methodology will you deliver to ensure the benefit and effectiveness of your training? Kirkpatrick's four levels of evaluation model Student reaction - what they thought and felt about the training Learning - the resulting increase in knowledge or capability Behaviour - extent of behaviour and capability improvement and implementation/application Results - the effects on the business or environment resulting from the trainee's performance

10. Bureau example: Training Program Objective: –The primary objective of the Bureau’s training program is to meet current and emerging needs for a workforce with appropriate professional, specialised technical and management skills. Mission statement: – “Developing people to achieve the best outcomes”

11. Bureau example: Corporate Risk Warnings and Weather Forecast Program Warning / Forecast Failure lack of certified forecaster competency training and assessment Failure to trigger appropriate emergency service or community response due to misleading, incomplete or ineffective communication. lack of forecaster training in new systems, products and observing technologies.

12. Bureau example: Benefits Reduced forecast risk through: Familiarity and confidence in the use of forecasting systems in high pressure situations that may be experienced only rarely. Improved ability to focus more closely on the meteorology rather than grappling with tools and procedures.

13. Bureau example: Benefits Reduced forecast risk through: Improved decision making under pressure if routines and tool use are clear and well practised. Ability to train a wider range of staff to strengthen "surge capacity" to support severe weather operations during protracted extreme weather events.

14. Deliverables: example IDDeliverableProgramMilestone date Measure TC1Tropical Cyclone competencies fully formulated Training, WWF Q4 2009-10 Acceptance from management TC2Tropical Cyclone training/assessment resource development completed TrainingQ1 2010- 2011 All involved regional stakeholders satisfied TC3Competency assessments and personalised needs analysis follow-up training completed in first cyclone-prone Training, WWF Q2 2010-11Signoff by STTR and STSW of all involved forecasters as competent

15. Workforce Capabilities A changing organisational culture within the Bureau recognises that scientific, technical and leadership skills are essential to achieving organisational outcomes.

17. Capabilities Senior Forecaster FunctionalLeadership capability Shapes strategic thinking Achieves results Productive working relationships Personal drive & Integrity Communicates with influence Scientific Technical Contextual (Business)

18. Functional Scientific Technical Contextual (Business) Analysis Diagnosis Prognosis Forecast preparation Weather watch Prepare data Specific weather phenomena Prepare forecasts Quality control Generic IT skillsSystem skills Situational awareness skills Procedures

19. Session Objective To identify tools / methodologies that are foundational in evaluating the relevance and effectiveness of training activities. - At the end of this session you will be able to define the basic elements of a business case for your training activity / project.