Focus Areas

OOE assists NWS leadership with strategy, ensures NWS is aware of the interconnectivity of various tactical and strategic decisions, and identifies long-term strategic opportunities and threats to the organization. As authors of the agency’s Strategic Plan, OOE facilitates projects and engagements to encourage strategic thinking across the organization.

5-YEAR GOALS

• NWS drives its mission execution through a clearly articulated and deliberate strategy
• NWS is aware of itself, its environment, and the interconnectivity of strategic decisions

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NWS recognizes that organizational health and culture are important to performance and improvement. Beginning in 2015, NWS conducted various surveys to assess NWS’s organizational health and culture. OOE conducts and analyzes survey findings, and also collaboratively identifies initiatives with NWS leadership and employees to improve organizational health and culture at the NWS.

5-YEAR GOALS

• NWS recognizes culture’s impact on NWS performance and strategic goals
• NWS consciously includes organizational health and culture in its decision-making
• NWS is capable of proactively improving organizational health and culture to enable change and improve performance

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To achieve its strategic goal of a Weather-Ready Nation, NWS must understand the current and future landscape of the broader weather, water, and climate enterprise in the United States. NWS can conduct regular analysis of market trends and facilitate partnerships with stakeholders across the Enterprise to further the mission of protecting lives and property and enhancing the national economy.

5-YEAR GOALS

• NWS has robust and meaningful engagement with the Enterprise
• NWS has a better understanding of the Enterprise and NWS’s role
• NWS is able to better harness Enterprise capabilities to meet its mission
• NWS partnerships are coordinated, prioritized and expanded across the organization to produce a more robust network

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The Governance defines the roles, responsibilities, authorities, and business processes of the NWS. NWS developed the Governance Document to guide the organization following the 2015 budget restructuring and Headquarters reorganization. To ensure the relevance and effectiveness of Governance processes, OOE monitors performance metrics and updates the document on an annual basis.

5-YEAR GOALS

• The NWS workforce understands, uses, and adopts Governance throughout the agency
• OOE and NWS process owners monitor Governance through metrics and provide annual updates to the document
• Governance supports transformational change in the NWS

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NWS recognizes the importance of DEIA  to the organization and the importance of cultivating a diverse workforce that mirrors the communities served by the NWS. OOE supports the NWS in coordinating, prioritizing, and interweaving DEIA practices across the organization to benefit its organizational health and culture.

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