CEOS Ad-Hoc Teams & SDGs - A Path Towards Sustainability

1. Sustainability Discussion Part II Committee on Earth Observation Satellites • Steve Volz, CEOS SIT Chair • National Oceanic and Atmospheric Administration (NOAA) • CEOS SIT-34 • Session 7, Agenda Item 7.3 • Miami, FL, USA • 3 – 4 April 2019

2. Address 32-12, 32-15, 32-11, 32-13, in that order. • Actions

3. CEOS-32-12 VC Leadership Rotation

4. Address 32-12, 32-15, 32-11, 32-13, in that order. • Actions

5. Ad Hoc Teams A Proposal Propose a two-year initiation cycle for standing up new AHTs. The two-year initial cycle will allow for defining the objective, evaluating the merit and value of the objectives, and determining the appropriate path forward for continued support within CEOS. All other aspects of the AHT reporting process will remain, including annual reporting at Plenary. History and Context: The CEOS Ad Hoc Team process has been successful and productive. CEOS has used the AHT process, or variations of it, to consider how best to support emerging needs and apply new capabilities where a permanent CEOS mechanism does not exist. To date, CEOS has initiated as many as nine activities since 2008 to consider emerging needs. Of these, at least four have been dispositioned, three into existing CEOS Working Groups, and twice with the creation of new groups, WGClimate (2010) and WGDisasters (2013).

6. Address 32-12, 32-15, 32-11, 32-13, in that order. • Actions

7. FOR DISCUSSION Option 1: Continue as an AHT, requesting renewal for another year at Plenary, and continue to use Agencies’ best efforts to support UN and GEO mainstreaming EO in the SDG processes (new co-leads?); Option 2: Continue as an AHT to ONLY act as a CEOS point of contact for external users, without undertaking new activities, and forward all specific requests to VC/WGs; Option 3: ‘Graduate’ and become a CEOS Working Group with a new work plan, governance system and reporting mechanisms, and therefore more sustained efforts and support (= commitment) from CEOS and WG/VC members to implement it Option 4: Consider what the AHT SDG achieved, and still needs to be done from a CEOS perspective, and phase out the AHT with transfer of all AHT activities to GEO EO4SDG (including CEOS Agencies support) Option 5: Create an “SDG Strategy” (given its cross-cutting essence, following the “Carbon Strategy” path), with a solid work plan and coordination body to map SDG activities to existing CEOS resources (VCs, WGs, etc.) and continue being the “SDG space arm” focal point for GEO Future outlook of the CEOS activities on SDGs

8. 2 VIABLE OPTIONS, 1 DECISION • Create a cross-cutting “SDG Sub group” within the new proposed Working Group on Information Provision, to coordinate all CEOS activities related to SDG, while remaining the CEOS point of contact for external stakeholders. ROAD MAP TO PLENARY • Ensure a common vision with CEOS SIT. • Engage CEOS Bodies (VCs, WGs and SEO) in the new CEOS plan of work on SDGs, according to the new SDG engagement streamlining. • Mobilise a critical mass of agencies’ participation and secure resources commitment. • Select the most adequate option for the AHT SDG evolution and review the team’s governance & leadership accordingly. • Comply with CEOS processes, and work with CEOS SIT to fulfil the requirements before SIT TW (to be ready for decision at Plenary) ‘Graduate’ and become a CEOS Working Groupwith a new work plan, governance system and reporting mechanisms, and therefore more sustained efforts and support (= commitment) from CEOS and WG/VC members to implement it Future outlook of the CEOS activities on SDGs

9. Transition GEOGLAM Ad-Hoc Working Group activities to LSI-VC • VC not structured to address robust user interactions - ToR in Review • LSI-VC reporting different from GEOGLAM AHWG - ToR in Review • LSI-VC coordination and co-meetings provide efficiencies • LSI-VC observations currently cover a majority of GEOGLAM needs • Transition GEOGLAM Ad-Hoc Working Group to another existing or new Working Group • No current WG that could absorb GEOGLAM activities without significant reorganization • Recently proposed WG structure still in review • Transition GEOGLAM Ad-Hoc Working Group to stand-alone GEOGLAM Working Group • Significant effort needed by space agencies to support a new WG • Significant current and potential redundancies with other thematic activities • GEOGLAM has growing interactions with SDG’s, Sendai, Paris Ad Hoc Lifecycle Potential Options with preliminary review

10. New Working Group A Proposal Establish a new Working Group focused on Information Provision, to coordinate all activities related to user outreach and applications (e.g., forests, agriculture, freshwater, land degradation, urban, biodiversity, and more in the future). Context: All three existing AHTs focus on external user information and service delivery, in a class with the existing Working Groups on Disasters and Climate. Expansion of such focused groups reflects the growing demand by the global community for specific, refined information products from CEOS and CEOS Agencies for operational decision-making. The SDCG for GFOI and GEOGLAM activities are mature, externally focused activities relying on sustained delivery of CEOS data and information to meet user needs.

11. (Slightly) Revised Concept Working Group on Information Provision (TBC) Chair and Vice Chair – 2 yrs Secretariat Forests (GFOI) Lead(s) – no term Agriculture (GEOGLAM) Lead(s) – no term GEOS4M Lead(s) – no term GEO Wetlands Lead(s) – no term Biodiversity Lead(s) – no term SDG Indicator 1 Lead(s) – no term SDG Indicator 3 Lead(s) – no term SDG Indicator 2 Lead(s) – no term … “Mature Activities,” enjoying continuing support from CEOS through established data partnerships

12. A New Concept for VCs and WGs Working Group on Information Provision to cover these and future efforts WGISS WGCalVal WGCapD

13. VC Merger

14. Possible Merged Structure for CEOS VCs Current Measurement VCs Observing System VCs WGISS WGCalVal

15. Propose for discussion and consideration a restructure of the CEOS Virtual Constellations: • Merge the four current ocean-related VCs into a single Ocean VC focused on creating an integrated and coordinated multi-variable picture of oceans. • Merge AC-VC and P-VC into an Atmosphere VC. • LSI-VC already follows this model, looking at a “family” of variables for integrated picture of the land, and is popised to become the Land VC. Context: • This approach could better enable CEOS to support the community and user needs that draw on products and information from across different existing VCs. • The global satellite observing system has expanded significantly over the past 10+ years, and the selection of satellites has been informed in part by CEOS VC reports and assessments. • Proliferation of satellite systems have significantly lowered the risk of gaps in major satellite measurements, and increases the resiliency of the integrated global observing system to address measurement continuity risks. • VCs will continue to coordinate closely with thematic international science teams. • Demands by users for ready-to-use information drawing on multiple measurements and observations continues to increase. • Virtual Constellations: • A Proposal for Consideration

16. Opportunities: New construct will encourage satellite data coordination at the observing system level, done by satellite agencies and across agencies before developing tailored system information deliveries for individual user groups, making the integrated observations more user ready. Cross VC consistency and interoperability of datasets brings the concept of CARD4L in0tegration to oceans data sets. Reduces the number of stand-alone CEOS structures, allowing Agencies to focus resources and personnel to higher value CEOS working organizations, relieving some administrative burdens. Allows Constellation focus on data and information continuity across different platforms and different measurement technologies Issues: Need to ensure smaller subset of three VCs do not lose sight of a primary driver of the VCs – focused attention on continuity of critical satellite measurements through generations of satellites. Need to continue to assess potential gaps and address several different measurement technologies and orbits that may not exist today. Issues and Opportunities

17. Proposals to SIT-34 • Create a WGX Study Group to prepare draft ToRs and identify potential candidates for Chair and Vice Chair • Tasked with exploring the possibility of the creation of an Information Provision for the range of activities that CEOS undertakes and may undertake in the future • Develop recommendations for consideration at the CEOS Plenary

18. And Discuss…

19. Backup slides

20. SST- VC (copied from SST-VC Presentation) The SST-VC Terms of Reference indicate: • The Co-Chairs shall be responsible for the overall management of the CEOS SST-VC, supported by the Secretary and SST-VC members. • Co-chairs and Secretary shall be elected by the SST-VC members on a 3 year renewable term following candidate proposal by a CEOS Agency Member. Election shall be by majority vote. • In order to maintain continuity, only one co-chair shall be replaced on a single occasion with at least 1 year between successive replacements where feasible. • As a principle, Co-Chairs shall rotate throughout CEOS Agencies with SST capability. • SST-VC members shall be proposed by CEOS principals. • The current membership list is identified and updated annually in the separate SST-VC Implementation Plan document

21. Co-Leads Steve Neeck/NASA and Riko Oki/JAXA were the original co-leads from 2007. Gail Skofronick-Jackson/NASA replaced Steve Neeck in 2019. • Discussions are underway to include a third co-lead from EUMETSAT • Our leads had a brief discussion on leadership rotation, thoughts include: • Co-leads from precipitation satellite agencies • Extended terms (in line with satellite mission lifetimes) • Documented approach to be determined P-VC (copied from P-VC Presentation)

22. All space agencies currently engaged in AC-VC focus topics are active, participating in the annual AC-VC meeting and during other meetings of opportunity (e.g., AGU/EGU, mission team meetings) • AC-VC#14 included over 20 agencies and multiple universities • Korea’s NIER is a notable new partner – joined CEOS 2018 • China participation is becoming more regular and we continue to encourage broader participation • Commitments of participating agencies appear viable at this time • AC-VC Proposal for leadership cycle • No set term limits, but include a dedicated discussion of leadership rotation during annual AC-VC meeting • Allows flexibility to adapt to new focus activities being undertaken • Encourage a vice-chair period (6-12 months) to aid succession • Consider expanding to 3 co-chairs, given geostationary perspective • Nominally Europe, USA, and East Asia but extensible in future AC-VC (copied from AC-VC Presentation)

23. LSI-VC (copied from LSI-VC Presentation) • LSI-VC revised Terms of Reference includes a Leadership Rotation Cycle. The leadership of the LSI-VC: • Will continue to consist of co-chairs endorsed by their agencies • Will nominally rotate, through an annual call for expressions of interest in joining the Chair team. However it will not be a strict requirement that the Chair rotate. In the event of a lack of nominations, for example. • These proposals build on past success to: • Provide broad representation in the leadership • Ensure sustainability of group, with co-chairs able to jointly provide the level of effort needed to continue the functions of the LSI-VC • Increase procedural clarity and transparency and around leadership appointments

24. OCR-VC (copied from OCR-VC Presentation) All IOCCG/OCR-VC agencies are actively engaged, including NOAA, CSA, JAXA, KIOST, SIO, ESA, NASA, EC CMEMS, EUMETSAT etc. Agencies/members meet 2-3 times per year, including at the annual IOCCG meetings and 1-2 Executive Committee meetings (in conjunction with other meetings IOCS, Ocean Sciences, Ocean Optics, and through telecons) Strong synergies with WGCV, WGClimate, COVERAGE initiative, and other aquatic VCs VC-09 deliverable realized in modular and coordinated manner across the OCR-VC agencies No obstacles to the future viability –activities supported under IOCCG

25. OSVW-VC (copied from OSVW-VC Presentation) • Identify the active agencies in your team and whether this implies a viable team for your objectives • EUMETSAT, ISRO, NOAA, NASA, KNMI, CSIC, JAXA, CAS • Increased participation by Chinese agencies needed • How frequently does your team physically meet? • Nominally onceper year coinciding with the IOVWST meeting • Are their any obstacles to the future viability of your team meeting its objectives? • Resources – schedule, funding, people • A full and frank understanding of the status and outlook for each group will help CEOS understanding of their potential contribution to the observing strategy • OSVW-VC focused on promoting cross-calibration, understanding the extremes, and impacts of spatial and temporal resolution on observing phenomena to guide development of next generation systems • Important to maintain a conduit between the IOVWST and satellite agencies • Continued outreach and training critical (operational and research users) • Proposal for document approach to VC leadership that includes leadership rotation cycle • Currently three co-leads with no term limit • Open to the concept of term limits and regular review. Multiple co-leads help spread work load