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World Meteorological OrganizationEXECUTIVE COUNCILSeventieth SessionGeneva, 20 to 29 June 2018

EC-70/INF. 5.3(2)Submitted by:

Secretary-General29.V.2018

METEOROLOGICAL SERVICES FOR MARINE AND COASTAL OPERATIONS

MARINE SERVICES ASSESSMENT REPORT (2016)

Background

With over 90% of world trade carried by the international shipping industry, it is easy to see why disruptions to this global supply chain from the effects of marine weather are a key agenda item for Governments and International agencies. The value of trade passing through seaports is US$4 trillion every year. Marine weather services provide safety and efficiency information to aid decision-making on vessels and within operation centres.

Marine services do not just contribute to shipping, they also provide essential information to coastal communities for transport, safety and environmental management. Population trends and changing climate conditions have increased the vulnerability of coastal populations and infrastructure to the effects of weather and ocean.

An assessment of the services aspect of WMO Marine Meteorological and Oceanography Programme (MMOP) was undertaken during 2016, and finalized with submission to WMO Executive Management in early 2017. The assessment team reviewed the resource allocations for the services aspect of the MMOP. The report provides recommendations on how WMO could improve delivery and management of marine services programmes and projects; the relevance of marine services nationally and internationally; and how it benefits Members. The full report is below.

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REPORT MARINE SERVICES ASSESSMENT

Conducted between February to December 2016 by Nick Ashton (UK), Neal Moodie (Australia), John Parker (Canada), Johan Stander (South Africa)

WMO Secretariat support by: Xu Tang (D/WDS), Edgard Cabrera (C/MMO), Sarah Grimes (SO/MMO), Adriana Oskarsson (AO/MMO)

With acknowledgements to Peter Dexter(retired WMO and JCOMM former Co-President)

Val Swail (Canada), Alain Rofes-Gonzales and Stefano Belfiore (WMO)for their advice in aspects of the assessment.

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EXECUTIVE SUMMARY

With over 90% of world trade carried by the international shipping industry, it is easy to see why disruptions to this global supply chain from the effects of marine weather are a key agenda item for Governments and International agencies. The value of trade passing through sea ports is $4 Trillion USD every year. Marine weather services provide safety and efficiency information to aid decision making on the bridge and within operations centres.

Marine services don’t just contribute to shipping, they also provide essential information to coastal communities for transport, safety and environmental management. Population trends and changing climate conditions have increased the vulnerability of coastal populations and infrastructure to the effects of weather and ocean.

An assessment of the services aspect of WMO’s Marine Meteorological and Oceanography Program (MMOP) was undertaken during 2016. The assessment team have reviewed the resource allocations since 1980 in the Marine Meteorology and Ocean Affairs Division (MMOA) - responsible for the services aspect of the MMOP - and compared this against the responsibilities and activities of the Division. The assessment report provides recommendations on how WMO MMOA Division could improve management of marine services programmes and projects; the relevance of marine services nationally and internationally; and how it benefits Members.

The assessment report proposes the following high level recommendations:

1. That WMO incorporates a marine priority into the next Strategic Plan. [See Section 7]

2. That WMO increases the resources in MMOA Division commensurate with its responsibilities and activities. [See Scenario 3 in Section 6]

These high level recommendations are in recognition of the assessment team’s findings that MMOA Division has taken on additional responsibilities since 2008 in addition to its core responsibilities for regulation of Maritime Safety Services. Evidence from maritime safety regulatory partners (IMO and IHO) has highlighted that WMO has not been seen to be engaging and improving the Worldwide Met-Ocean Information and Warning Service (WWMIWS), or other Safety of Life at Sea (SOLAS) matters. Member States have also expressed a requirement for more support from WMO for developing and strengthening national marine services (including coastal).

The Assessment Report proposes that:

● WMO approves the instigation of a second phase task to develop a marine services strategy and implementation plan.

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1. INTRODUCTION

At Congress-17 (2015), Members were urged to strengthen their marine meteorological and oceanographic services in support of safety of life and property at sea as required under the International Convention for the Safety of Life at Sea (SOLAS). Congress also noted that operational, sustained funding for the national ocean observing systems was critical to the provision of these services. The important responsibilities of MetArea coordinators were acknowledged and Members were encouraged to provide them with appropriate training and support.

In addition, Congress requested the Marine Meteorology and Oceanography Program (MMOP), working with the technical guidance of JCOMM, to develop a marine services implementation plan that is coherent with the implementation plan for the WMO Strategy for Service Delivery and considers learnings from the Global Data-Processing and Forecasting System (GDPFS)

As well, the President of WMO highlighted that marine activities must be recognized in the WMO Strategic Plan in future.

Given this advice, a Marine Service Ad Hoc Working Group was established by the WMO Secretariat to conduct a technical assessment of the marine services aspect to the MMOP in WMO. The Terms of Reference are in Annex 1 and the Statement of Intent (approved at EC-68) in Annex 2. Annex 3 contains the full List of Acronyms used in the Report.

This Assessment Report shows where the marine services support in MMOP - through the Marine Meteorology and Ocean Affairs Division (MMOA) - has come from; where it is at present; the strengths and gaps; with recommendations for marine services-related activities at WMO in the future, to achieve an ultimate high level outcome:

For WMO to support the National Hydrological and Meteorological Services (NHMS) role as the authoritative agency for marine meteorological safety information and services in order to improve; safety and health, environmental benefits, security and socio-economic benefits in the marine environment to support; mariners, safety/security agencies, and economic sectors in making informed decisions related to marine meteorological information.

Driving goals of the Assessment included establishing and/or demonstrating:

The evolution of marine services support in MMOP from 1995 to 2015, noting major milestones, successes, gaps and challenges;

The current status of marine services support in MMOP, including an assessment of the strengths and gaps;

The external stakeholders using the marine services supported by the MMOP (especially linked to partnerships and use of GDPFS); and

Recommendations to improve marine services support provided by WMO to Members, through to 2027.

2. MARINE SERVICES SUPPORT IN WMO

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The Marine Meteorology and Ocean Affairs Division (MMOA), sitting within the Department of Weather and Disaster Risk Reduction Services (WDS), coordinates the WMO support for marine and coastal safety services. It is also the entry point for the Program within WMO called ‘Marine Meteorology and Oceanography’ (MMOP). This Program, endorsed by Congress-151 (2007), provides assistance to Members in the sustained provision of global and regional coverage of marine observational data, products and services to address continued and expanding requirements of the maritime and coastal user communities for met-ocean services and information, focusing on safety of life at sea, integrated coastal management and societal impacts. This includes work from the MMOA Division within the Weather and Disaster Risk Reduction Services Department, and the Marine Observations Unit within the Observing Systems Division of the Observations Department. The operational support centre in Brest (JCOMMOPS) is a recent addition (since 2012) to the MMOP (see Figures 1 and 2 below, demonstrating the MMOP and linkages between marine in general at WMO and to external stakeholders).

Figure 1: The WMO Marine Meteorology and Oceanography Programme (MMOP) is split across 2 Departments within WMO, and one Operational Centre in France (JCOMMOPS).

1 Prior to 2007 Congress, the Marine Meteorology and Associated Oceanographic Activities Programme (MMAOAP) was the focal point for marine affairs in WMO.

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Figure 2: Diagram illustrating the broad context of marine affairs at WMO, and its links to several Departments, Technical Commissions (especially JCOMM) and external partners such as UNESCO’s Intergovernmental Oceanographic Commission.

Marine Services have been an important aspect of the global meteorological community since the inception of the concept of meteorological services in the mid-1800s. The former International Meteorological Organisation was established as a direct result of the international maritime conference in Brussels in 1853, albeit some decades later, and engaged in supporting the provision of weather safety information to shipping.

The requirement for this support became even more acute following the Titanic disaster, and the preparation of the first draft in 1914 of what was to become the International Convention for Safety of Life at Sea (SOLAS)2. As the non-governmental International Meteorological Organisation formally transitioned to the WMO (a UN specialized Agency) in 1950, this responsibility to support marine services continued and expanded over the decades. Ongoing amendments to SOLAS further enhanced this requirement.

Notwithstanding WMOs mandate to provide information to Members under SOLAS, it is clear that WMO also needs to help Members to assist the ever growing number of non SOLAS vessels. As well, the rapidly increasing global coastal populations at risk to marine hazards are an emerging priority under the marine services of WMO.

History of Marine Services Support at WMO since 1950 2 Adopted in 1974 by the International Maritime Organisation, and subsequently ratified by the appropriate number of Member States.

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The present day Marine Meteorology and Ocean Affairs Division - responsible for marine and coastal services support at WMO - has evolved over several decades, with substantial changes.

1950s to 1970s - from inception to the Commission of Marine Meteorology:

Since World War 2, there was increasing recognition that approximately 70% of maritime safety incidents were weather related. In addition, communication technologies were improving. As well, there was a strong appreciation amongst the global meteorological community for the role of the ocean in atmospheric processes. In 1951, at the first WMO Congress (Cg-1), the Commission for Maritime Meteorology (CMM) was re-established to carry out the support that had already been provided by the former International Meteorological Organization3. The name was later changed to the Commission for Marine Meteorology by Cg-6 in 1971.

During the 1960s, WMO and National Meteorological Services were rapidly expanding beyond traditional sea surface winds and waves to more fundamental ocean variables. At the same time, the global oceanographic community (led by UNESCO’s Intergovernmental Oceanographic Commission (IOC)) was recognizing the need to systematically sample and analyze ocean processes, for delivering ocean data, products and services to various marine users. This led to the establishment of the Joint Panel of Experts in 1967, recommending both the WMO and UNESCO-IOC set up an integrated global ocean data system serving both meteorology and oceanography, ensuring all countries can obtain the global ocean data they require, which eventuated in the Integrated Global Ocean Station System (IGOSS). The name was later changed to the Integrated Global Ocean Services System. IGOSS was to be responsive to operational and research requirements, with an overall priority to develop international products and services within a standardized and uniform system.

1980s and 1990s - from IGOSS to JCOMM:

Whilst there was no WMO marine program as such in the early 1980s, there was an Ocean Affairs Division (OCA) within the World Weather Watch Department of WMO. The OCA supported the CMM and the IGOSS (joint with IOC), and external relations with IOC, IHO and IMO, and UN (eg UNCLOS). One WMO staff member from this Division was posted to the IOC under the Inter-Secretariat Committee on Scientific Programmes related to Oceanography (ICSPRO), which had recommended that IOC be used by all UN systems agencies involved in oceanography as a joint mechanism to implement overlapping programme interests4.

The CMM Working Groups focused on marine meteorological services, sea ice and marine climatology. An advisory group was also set up to provide advice to the WMO President on all matters impacting the Commission.

After the first Sustainable Development Summit in Rio (1991), unanimous global recognition for sustained observing systems to monitor environmental change led to the establishment of the Global Climate Observing System (GCOS) and the Global Ocean Observing System (GOOS). The GOOS Project Office was set up in IOC, with WMO a co-sponsor. Likewise, the GCOS Project Office was set up in WMO, with IOC as a co-sponsor.

With acknowledgment from both meteorological and oceanographic communities that enhanced collaboration and coordination was necessary, to support in particular the rapidly expanding global climate research programmes and projects such as the Tropical Ocean Global

3 A Commission for Maritime Meteorology was established in 1907 by the former International Meteorological Organization. 4 Other agencies like UNEP and FAO also seconded staff to the IOC in the 1970s, but these were gradually removed as budgets were restricted. WMO ceased it’s secondment in 2004.

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Atmosphere (TOGA) Programme and World Ocean Circulation Experiment (WOCE), and that even operational meteorology had requirements for real-time ocean data, the process began to integrate all existing marine/ocean activities of joint interest to WMO and IOC in a single body, which became the WMO and IOC Joint Technical Commission for Oceanography and Marine Meteorology (JCOMM). JCOMM was finally approved by both UNESCO-IOC Assembly and WMO Congress, in 19995. This is a rare (unique) constituent body of two different UN organizations.

Parallel to JCOMM being set up, there were other developments in WMO marine services support under the Ocean Affairs Division. These included the establishment and implementation of the WMO broadcast system for the GMDSS (Global Maritime Distress and Safety System). The GMDSS was adopted and ratified by the International Maritime Organisation (IMO) in the 1980s as substantial amendment to SOLAS. Details of the new WMO broadcast system were adopted by CMM-11 in 1993. The system largely replaced the old HF broadcast network, in place since the early 1900s. During the mid-1990s, there was an amendment to SOLAS, specifically noting that Administrations providing meteorological forecasts and warnings for maritime safety needed to abide by the rules and regulations of WMO to deliver these services to shipping, under SOLAS. This placed an obligation on WMO to ensure the rules and regulations were up to date and legally relevant. It also strengthened WMO’s liaison with the International Maritime Organisation (IMO).

Additional to these milestones, the Chernobyl disaster (1986) led to an idea in the early 1990s that a global system for modelling and prediction of hazardous material (eg. oil and chemical spills, and possibly nuclear fallout) in ocean areas outside of national jurisdiction should be set up. This progressed to the Marine Pollution Emergency Response Support System (MPERSS) being adopted by CMM, and then approved by WMO EC. The system continues today6 within the JCOMM Services Forecasting Programme Area.

CMM initiated and supported the development and publication of a formal WMO Guide to Wave Analysis and Forecasting in the 1980s, with a revision in the late 1990s. As well, CMM agreed to a new Guide to the Applications of Marine Climatology. The Data Buoy Cooperation Panel (DBCP) (always joint WMO/IOC) was established in 1985 and has held regular annual meetings and workshops since then. The VOS (Voluntary Observing Ships) and SOOP (Ship of Opportunity Programme), originally under CMM and IGOSS respectively, were merged in JCOMM into the Ship Observations Team (SOT). Concerns expressed that the coming into force of the United Nations Convention on the Law of the Sea (UNCLOS) in 1995, including its Article 247 on Marine Scientific Research, might negatively impact both the VOS and SOOP, were largely allayed through an analysis and distribution of relevant material from the work of the UNCLOS drafting Committees.

5 With JCOMM approved, the WMO Commission for Marine Meteorology was dissolved. 6 Now known as the JCOMM Task Team for Coordination of Marine Environmental Emergency Response Systems (TT-MEERS)

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1999 to now – a snapshot:

Once established, JCOMM was directed by Co-Presidents (one from IOC, one from WMO), supported by a Management Committee. JCOMM is essentially divided into 3 Programme Areas:

Services and Forecasting Systems (supported by WMO Marine Meteorology and Ocean Affairs Division7)

Data Management (supported jointly between WMO Observations and IOC)

Observations (supported by WMO Observations, with assistance from IOC and GCOS)

Each Programme Area has various Expert and Task Teams on specific technical issues. Several Cross-Cutting Working Groups also progress activities that fall between all of the Program Areas (eg marine integration into the WMO Information System (WIS) and satellites – both of which are supported by the MMOA Division).

Although the original JCOMM concept was for it eventually to be supported equally by WMO and IOC, traditionally JCOMM has received approximately 70% funding and support from WMO, 30% from IOC. However, since 2012, UNESCO-IOC support has diminished due to the UNESCO budget crisis, which had implications for the MMOA Division, through accepting management of external funds (US) to support staff in the JCOMMOPS (operational data centre located in France). This came about from the US withdrawal of any form of funding support to UNESCO, which had previously employed the JCOMMOPS staff with largely US extra-budgetary funds.

Additional to the JCOMM marine service activities on safety of life at sea, there has also been a focus on facilitating services to reducing vulnerability and risk to global coastal populations, traditionally through forecasting for storm surges and waves. Recently, in recognition of multi-hazard early warning systems, the coastal focus was expanded to cover all forms of coastal inundation from different sources (including river flooding). This led to the establishment in 2009 of the Coastal Inundation Forecasting Demonstration Projects (CIFDP) initiated by JCOMM and the WMO Commission for Hydrology (CHy). As a result, WMO marine services expanded its ambit beyond the traditional storm surge and wave hazards focus, to include other coastal activities. In particular, this has been through the Secretariat support for these CIFDP projects (presently 4: Bangladesh, Dominican Republic, Fiji and Indonesia; with 3 further potential projects) plus the overall Project Steering Group is being provided by the MMOA Division.

Leading up to the mid-2000’s the international community turned their glance northward and with the lengthening of the shipping season expected in traditionally ice-infested water, put in place a plan to expand the GMDSS to cover 5 new Arctic METAREAs. In 2011 those new Arctic METAREAs were declared operational completing the global coverage of GMDSS. Following this expansion, the WMO MMOP formalized the roles of the METAREA Coordinators and established with IMO the World-Wide Met-Ocean Marine Information and Warning Service (WWMIWS). The first joint meeting was held with the NAVAREA counterparts, coordinated by the IHO/IMO, the World-Wide Navigational Warning Service (WWNWS) in 2014.

Present Responsibilities of the Marine Meteorology and Ocean Affairs Division

7 The Ocean Affairs Division became the Marine Meteorology and Ocean Affairs (MMOA) Division in 2008, during a restructure in WMO.

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The MMOA Division - through its Chief, Scientific Officer and Administration Officer - provides secretariat support to JCOMM. In particular, this support is for the:

● JCOMM Co-President (WMO representative); ● JCOMM Management Committee; ● the Services and Forecasting Systems Program Area (SFSPA) (including the Chair and all

the Expert and Task Teams within); ● 3 JCOMM Cross-Cutting Expert Teams; ● the joint CHy and JCOMM Coastal Inundation Forecasting Demonstration Projects

(CIFDP);● plus other ad-hoc or emerging JCOMM activities.

In total the MMOA Division provides secretariat support to 24 JCOMM activities/groups. In addition to specific JCOMM Secretariat support, the MMOA regularly liaises with the other two JCOMM Programme Areas (Observations and Data Management), the IOC Secretariat, and the IMO and IHO Secretariats to ensure that activities for JCOMM (overall) and specific marine and coastal safety services are advanced.

The MMOA also has responsibility to support non JCOMM groups that advance marine and coastal safety activities. As well, the Division is responding to emerging activities such as coastal multi hazard early warning forecasting and e-navigation. The Tables 1 to 3 below outline the breadth of activities, the type of support and whether the activities receive regular program or extra-budgetary funding. The Assessment Team notes that it is unsustainable for the present number of 3 staff (2 professional, 1 administrative), to effectively manage this many activities in the MMOA Division.

Table 1 : Support of JCOMM through the following activities and budget sources. (Marine Meteorology and Ocean Affairs Division)

Activity CommentSpecific Secretariat Support by MMOA

Regular Program Budget from MMOA

Extra-Budgetary

JCOMM Session every 4 years, but WMO responsibility every 8 years

Yes, shared with the IOC.

Yes.Full session is covered by WMO every 8 years.For the years that IOC covers the session, WMO supports staff to attend.

In kind and extra-budgetary support is often provided on an ad-hoc basis. For example, the Indonesian Government is providing in-kind support for JCOMM V in 2017.

JCOMM Management

Annually. WMO is responsible every 2nd year for the hosting, co-ordination and reporting.

Yes, shared with the IOC.

Yes. MMOA is responsible annually for paying JCOMM MAN members affiliated with WMO activities, to attend. Likewise, IOC is responsible for supporting their affiliates to attend.

On an ad-hoc basis, this can be provided by a Member, if they wish to host the meeting in their country.

JCOMM Co-President (representing

Attendance and participation of the Co-President at key

Yes. MMOA provides direct secretariat

Yes On an ad-hoc basis when the Co-

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Extra-Budgetary

WMO) eg. currently Johan Stander

meetings (eg. President of the Technical Commission Meeting (annually); EC; Congress, JCOMM Session)

support to the JCOMM Co-President representing WMO. Likewise, IOC provides direct support to the Co-President representing IOC.

President’s country pays for any expenses incurred.

Services & Forecasting Systems PA Chair and Co-ordination Group

Attendance and participation at key meetings (eg. SFSPA Coordination Group, Task Teams within SFSPA; JCOMM MAN).

Yes. Directly provided to the Chair and the Co-ordination Group.

Yes. On an ad-hoc basis, some Members will offer payment for their Expert to attend the relevant meeting.

4 Expert Teams under the Services and Forecasting Systems PA (Marine Safety Services; Sea Ice; Waves and Coastal Hazards; Ocean Forecasting)

Attendance and participation at key meetings (e.g. Expert Team Meetings, payment of Chairs to attend the SFSPA Coordination Group Meeting.

Yes. Yes. On an ad-hoc basis, some Members will offer payment for their JCOMM Expert to attend the relevant meeting.

Task Team on Marine Environmental Emergency Response

Attendance and participation at key meetings (bi-annually)


Cross Cutting Task Team for Marine Meteorology integration in WIS

2016 and 2017MMOA supports the attendance and participation at key meetings (one face to face held in 2016), and co-ordinates/hosts the meetings.


Cross-Cutting Task Team on Satellites

MMOA supports the attendance and participation at key meetings (bi-annually).


COWCLIP (Coordinated Ocean Wave Climate Project)

Annual meetings. MMOA provides secretariat support.

Yes No associated budget

Joint JCOMM & CAgM TT on Climate, Weather & Fisheries

Ad-hoc meetings. MMOA provides secretariat support, shared alternately with WMO’s Agricultural Meteorology Division.

Yes Yes. Contributions also from WMO AgM.

CIFPD Co-Chair (JCOMM)

Ongoing secretariat support is provided.

Yes Yes

CIFDP Project Meets Annually Yes Yes

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Extra-Budgetary

Steering Group

CIFDP projects (Caribbean, Bangladesh, Fiji, Indonesia)

MMOA secretariat support to each project.

Yes Yes (for Indonesia only)

Yes: extra-budgetary funds for Fiji (KMA), Bangladesh (USAID), Caribbean (USAID).

Liasion other JCOMM Programme Areas Secretariat (Data Management and Observations)

Attendance & participation at any relevant meetings.

Yes Yes

Liaison with JCOMM Capacity Building

Secretariat support is provided to the JCOMM Capacity Development Co-ordinator.

Yes Yes.

Liaison with IOC Secretariat

Attendance/participation at any relevant meetings. (eg. JCOMM IOC Secretariat, Tsunami Warning working group)

Yes Yes

JCOMMOPS (Brest)

responsibility assigned to Ocean Affairs Div. in 2012 for oversight of the budget for staff

Yes Yes (US funds)

Liaison with IMO and IHO Secretariats

Attendance/participation at relevant meetings (eg. IMO/IHO/WMO Annual Secretariat Meeting, NCSR, WWNWS)

Yes Yes

Table 2 : Support of other activities: non JCOMM (Marine Meteorology and Ocean Affairs Division)

Activity CommentSpecific Secretariat Support

Regular Program Budget

Extra-Budgetary

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Response to UN requests (e.g UNCLOS, UN-Oceans)

Attendance/participation at relevant meetings (e.g. UNCLOS annual meeting in New York)

Yes Yes

WWMIWS MetArea Coordinators (WMO lead on this)

MMO provides the secretariat support for regular quarterly virtual meetings and organisation of Workshops (every 4 years)

Yes Yes

Liaison with IOC, IMO and IHO

Attendance/participation at relevant meetings (e.g. IMO/IHO/WMO Annual Secretariat Meeting, NCSR, WWNWS)

Yes Yes

Quality Management Framework and Marine Competencies

MMO provides the support to the JCOMM Task Team in developing and implementing both activities.

Yes Yes

Storm Surge Training Workshops (joint with Tropical Cyclone Div.)

MMO provides the secretariat support to the annual Storm Surge Training Workshop in alternate years

Yes (shared between MMO and TCP)

Yes (shared between MMO and TCP)

Yes (USAID)

Other WMO activities including support to: -Executive Council (annually); Congress (every 4 years); WMO colleagues including observations, GOOS, GCOS, DRR, SWFDP, Tropical Cyclone Div, GDPFS, GFCS, WCRP, WIGOS, WIS, Research)

MMO provides the necessary support to these events or programs, when relevant.

Yes Yes

Response to WMO Regional Associations and Members including projects (Mexico, Peru, Panama, Qatar, Mauritania, Cape Verde, The Gambia, Senegal)

MMO provides the necessary support to these events or programs, when relevant.

Yes Yes Yes

Table 3: Support of Emerging Activities. (Marine Meteorology and Ocean Affairs Division)

Activity Comment Specific Secretariat Support

Regular Program Budget

Extra-Budgetary

E-navigation Support of ETMSS for Potential Potential Potential

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servicesspecification of standards, and consultation with IHO, IALA, IMO.

Cost RecoveryNot yet. Potential Potential

Strengthening marine services in SIDS, least developed countries (LDCs) and Africa.

Cross-cutting Minor at this stage Elsewhere in WMO, not in MMOA Division.

Yes

DRR and Multi hazard early warning systems (excluding current CIFDP)

Cross-cutting – e.g Tsunami warning, emerging CIFDP.

Yes Yes Yes

Budget for Marine Services – Since 2008

As WMO priorities are set, this translates into adjustments to the operating budgets of the Divisions in order to deliver on those priorities. Over the last three intersessional periods the overall budget for the Marine Meteorology and Oceans Affairs Division has not changed significantly, however the non-staff budget has been reduced by approximately 400,000 CHF or almost 1/3 since 2008.

With an increased expectation from Members on activities, projects and coordination over the last 12 years (as you will read through this assessment), this has resulted in a strain on the Division’s ability to support the increased activities. Additionally, in 2008, one Scientific Officer was transferred from the MMOA to the Observation Division in a separate Department, even though this individual had been contributing to both the observations programme and met/ocean services programme. This is depicted along the x-axis of Figure 3.

Figure 3 : Diagram depicting the imbalance between decreased resources (financial and human) and increased activities for the WMO Marine Meteorology and Ocean Affairs (MMOA) Division, since 2000. Note that the priority of developing national marine services was dropped as a result of increased focus on new projects.

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In summary, there are now less resources for activities, and a lower staffing level for current and regulatory activities, which doesn’t provide capacity to respond to emerging issues such as the increased interest in CIFDP and e-navigation. The proposed budget for 2019 would suggest that a number of key activities for the MMOP may need to be delayed, slowed or curtailed, potentially impeding the programme’s success in sustaining the obligations for Maritime Safety Services. Even if extra budgetary funding for the emerging projects were secured, this review group identifies there would be a capacity challenge within the Division in order to coordinate this scope of activities.

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3. DRIVERS FOR CHANGE

Technology changes:

Since the inception of the MMOP, technology has been changing rapidly with acceleration in the past decade outpacing the service being provided. Effective access, dissemination and alerting systems are one of the backbone of any national meteorological and hydrological service. No matter how precise or accurate the products are, they have no intrinsic value unless they are used wisely in a decision-making process. The ability to facilitate reliable, timely access and dissemination is critical to ensuring relevance of products and services.

There is a globalization of meteorological data and significant advances in technology in National Meteorological Services. Users are finding ways to gather information and display that information in a way that meets their own needs, regardless of how the service intended it. The manner in which products and services are delivered must change to accommodate risk-based products tied to the user’s capacity to interpret information. Mariners have rapidly embraced new information-sharing technologies in the near-shore and in high seas (i.e. social media and technological inter-connectivity) and have done so in a manner unforeseen just a decade ago. At the same time, NMHS’s have to recognize that the pace of technological change is varied. In the north and at sea, for example, where high-bandwidth telecommunication is not yet routinely available, new products and services will have to be commensurate with the realities of the communications systems over which they are delivered, while taking advantage of new systems capable of broadcasting graphical information.

Citizen-focused:

The revolutionary forces of increased technological capacity, interconnectivity and data availability have raised the levels of sophistication and expectations of mariners and maritime operators for maritime safety services. Users are progressively more interested not only in better forecast precision and accuracy, but also in geo-referenced information, graphical representation, proactive engagement, expert interpretation and impact/risk-based offerings enhancing value for mariners. Inter-agency implementation of multi hazards alert technologies (eg with e-navigation, integrated marine transportation) will be an important transition for weather services to be engaged with. In addition, increasing coastal populations and infrastructure, and associated vulnerability are resulting in increased demands for more specific information in the coastal zones supporting marine operations in high risk, high traffic regions.

Emerging issues:

Through the Arctic Council discussions, governments are making major investments in the Arctic, such as ships, infrastructure, airports, research efforts, and an expanded presence. Increased demand for marine and ice services with this shifting focus to the polar regions for the transport, tourism and commercial fishing industries has already been anticipated by the international community. This will also result in increased requirements to support those agencies addressing environmental emergencies and search and rescue. To understand the changes expected in these regions and other regions of the global oceans there are growing expectations for supporting heightened activities related to climate change and climate variability impacts.

There is a disturbing trend for heightened piracy and ocean observation equipment vandalism. The 1982 United Nations Convention on the Law of the Sea (UNCLOS) provides the

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framework for the repression of piracy under international law, in particular in its articles 100 to 107 and 110. In this context, and with increased damage to ocean observation equipment, National Meteorological Services will need to work with coastal agencies to support enhanced operations in these threatened areas of the world. This may require capacity building efforts to raise the awareness of the importance of ocean observation equipment.

While the move toward sharing data offers benefits and opportunities to global marine weather services, it also creates risks to Members by increasing resource expectations of open data access and becoming producers and users of Big Data. This may reduce Member’s control over new knowledge products, limit Member’s ability to be recognized as the source of information and potentially raise information technology security issues.

Present realities:

Most of our Members’ meteorological services are primarily dependent upon direct funding from parliamentary appropriations, though in some cases a portion is generated from other sources such as cost-sharing agreements, other government department service agreements and/or industry contracts. Given the global fiscal realities many services are facing financial review exercises to find further efficiency in their organizations while there are high expectations to remain relevant and modernize their operations and service offerings.

With the expansion of regional and global commercial enterprises, the lines are beginning to blur in the area of meteorological maritime safety services. In order for our Members’ to remain relevant in light of other competing providers, it will be important to remain progressive in service capability, to advance and expand necessary maritime services.

Finally, with the increased interest in the polar waters, increased shipping of fossil fuels in high risk, high traffic regions and increased tourism in vulnerable ocean areas, there is undoubtable increase in industry risk exposure in our global ocean and coastal areas.

The Assessment Team conducted a Strength, Weakness, Opportunities and Threats (SWOT) analysis of the MMOA, shown below in Table 4. It is clear that the workload is broad, with many activities, and that there is opportunity for the improvement of marine services facilitated by WMO.

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Table 4: WMO’s capability to coordinate the provision of Marine Services

Strengths Weaknesses

● JCOMM ETMSS group coordinates WWMIWS and liaise with IHO on Joint MSI provision;● High compliance with SOLAS regulations within WWMIWS NMHS;● Successful implementation of projects related to WWMIWS, such as Arctic MetArea’s;● New relationships developed with NAVAREA issuing authorities as well as national authorities for the promulgation of MSI;● JCOMM ETSI group providing leadership on ice information service provision and development of new standards;● Establishment of pilot projects to improve capability in coastal hazard warnings;● Availability of global, regional and sub-regional centres to help enhance product quality;● NMHSs own and operate the basic observing systems according to international standards, which when exchanged, yield the information required for global, regional and national understanding of weather;● Well-established governance structures, and information sharing networks and protocols exist;● Key partnerships in place.

● A ‘marine priority’ is not part of WMO Strategic Plan;● No Marine National Focal Points exist to interact with capable countries and develop marine services beyond the WWMIWS MetArea NMHS;● Static resourcing levels in WMO to support the increasing requirements from partners and stakeholders, and the activities of JCOMM;● Not all NMHS have mandate or capability to provide marine activities for their coastline and citizens;● Low funding of NMHSs from government and the development partners for development and maintenance of infrastructure, observing systems, forecasting tools, staff competencies, and service delivery mechanisms;● Low capacity of NMHSs to undertake the continuous modernization resulting from rapid advances in the science and technology;● Limited recognition of the socio-economic value of NMHSs and their services by national governments● Limited capacity of WMO to focus on facilitating and leveraging key partnerships;● Low visibility of WMO in providing authoritative voice on marine service matters and in supporting all marine NMHS members.

Opportunities Threats

● Increased need by industry for tailored services to address increasing vulnerability to marine and coastal hazard risks;● Increased capabilities of weather and wave computer model guidance;● Additional satellite provider on GMDSS may enable better coverage in polar areas, and potentially improve monitoring compliance for Issuing Services● New ice information standards (now part of WMO No 558 and No 471) have been developed;● Implementation of the WMO Quality Management Framework and Marine Forecaster Competencies in marine NMHS;● UN focus on LDC, SIDS;● Greater involvement of METAREA Coordinators and establishment of Marine National Focal Points in activities of the Experts Teams (ETSI and ETMSS);● Defining a Marine GDPFS to coordinate service provision across marine service frameworks;● Existence of development partners and funding agencies as a potential source of resources;● Growing awareness of the public and the decision makers on the value added of and growing demand for marine and coastal hazard services;● Climate change is a high level political and developmental issue at national, regional and

● Additional satellite provider on GMDSS may present additional costs to Issuing Services;● Expectation of IMO to commence routine provision of E-navigation services within WWMIWS resulting in significant system changes;● Continued lack of visibility and inadequate financial support from governments;● Globalisation of meteorological data● Increasing commoditization of marine weather services;● Poor service delivery by some NMHS, and increasing service provision capability by commercial meteorological companies;● Globalization of weather issues through international media and research institutions without proper attention to national or local requirements;● Partners are increasingly unhappy with the quality of support provided by WMO.

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international levels;● Existence of regional and sub-regional institutions to strengthen partnerships and coordination.

Existing WMO Strategies and International Regulatory and Non-Regulatory Frameworks:

Marine service activities at WMO are considered within the architecture of key WMO documents, and as well, relevant international regulations and strategies - either directly (being marine specific) or more generally via the WMO strategic documents and their links to international frameworks.

Relevant WMO documents include:

● WMO Strategy 2016 to 2019o Within WMO, marine services are not a Priority in the WMO Strategy 2016 to

2019. However, marine services correspond directly with the 5 strategic priorities:▪ Disaster Risk Reduction▪ Service Delivery, Competency and Quality Management▪ Global Framework for Climate Services (specifically to DRR and Water)▪ WMO Integrated Global Observing System (WIGOS) (specifically to marine

observations for operational use), and ▪ Capacity Development

● WMO Strategy for Service Delivery (2014)o This provides the overall direction for WMO Service Delivery to Members, within

which, marine services are an important aspect. However, marine services do not receive much emphasis in the context of the strategy (and could be improved).

● WMO Multi Hazard Impact Forecasting and Warning Service Guidelines (2015)o These are relevant in the context of the multi-hazard coastal inundation

forecasting activities of the marine services area, however there is no specific section on the coastal aspects.

● Global Data Processing Forecasting System Guidelines o These provide overall guidance to WMO Members on data processing and

forecasting systems. Within this, there is a number of capabilities to support marine services such as: Centres for marine meteorological services and marine environmental emergencies, whilst gaps in the designation of wave and ocean centres are anticipated to be filled by 2017.

● WMO Manual 558 and Guideline 471 for Marine Meteorological Services (2012)o These are the only WMO publications that specifically advise WMO Members

regarding marine meteorological services, and their responsibilities to SOLAS. Both are being revised with anticipated completion in 2017.

● WMO 9, Volume D - Information for Shippingo This document specifies the products and dissemination schedules that are

available from marine services to shipping.

In addition to the WMO Documents, marine services (including coastal) are carried out in adherence with the following relevant International Conventions:

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● International Convention for the Safety of Life at Sea (SOLAS) 1974 (shared responsibility between IMO and WMO)

● International Convention for the Prevention of Pollution from Ships (MARPOL) 1973 (administered by IMO and relevant to the work of the marine environmental emergency service activities at WMO)

● International Convention on Maritime Search and Rescue (SAR) 1979 (administered by IMO, and relevant to the work of the marine emergency service activities at WMO)

● Convention on the International Maritime Satellite Organisation (INMARSAT) 1976 (administered by IMO, and relevant to the marine services at WMO)

● United Nations Convention on the Law of the Sea (UNCLOS) 1994 (came into force by the UN and relevant to regulation of matters in international waters)

● International Code for Ships Operating in Polar Waters and amendments (mandatory under SOLAS and MARPOL, administered by IMO, and directly relevant to safety of life and property at sea in polar regions) - 2017.

In the current era of climate change and sustainable development, marine services also fits within several International Strategies and Frameworks (as well, directly linked to WMO priorities), including:

● Rio+20 ‘The Future We Want’ Sustainable Development Goals (SDGs)’o SDG 14 relates to ocean and environment

● World Ocean Assessment (UN Regular Program)● COP Paris Agreement 2016

o specifically addressing how to mitigate global climate change impacts, and inclusive of addressing climate change impacts on the ocean and associated impacts on humans.

● Sendai Disaster Framework 2015-2030 ● SIDS (Small Island Developing States) Samoa Document (2014) Small Island

Developing States Accelerated Modalities of Action (Samoa Pathway) 2014o An outcome of the 3rd International Conference on SIDS, which is a regional

driver for sustainable development in SIDS (otherwise referred to as Large Ocean Developing States), and in some cases also for islands that are Least Developed Countries (LDCs)

● Global Framework for Climate Services (GFCS) o There is no specific marine priority area, and this has led to a lack of

engagement for marine activities. However there is scope for marine and coastal issues to be addressed in 3 of the 5 priority areas: DRR, Water, and Agriculture (Food Security).

● UN Agenda on marine transportation,This is led by the United Nations Conference on Trade and Development (UNCTAD) and includes a chapter on marine transport, and how climate impacts vessels and ports.

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4. ACTIVITIES TO ADDRESS THE DRIVERS:

Responding to all the above-mentioned Drivers in Section 3, MMOA Division is involved in a broad range of activities and the provision of support for both regulatory and non-regulatory functions. These address both existing and emerging service needs, particularly to assist and coordinate marine and coastal services with Members and within WMO, as well as with key partners such as IOC (especially via JCOMM), IMO and IHO. Figure 4 below depicts this breadth of activities and support:

Figure 4: Diagram depicting the breadth of activities that the WMO Marine Meteorology and Ocean Affairs (MMOA) Division is involved in, supporting mandatory and regulatory users, and non-regulatory and coastal interests.

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5. MOBILISING THE INITIATIVES

To improve WMO’s capability and capacity to achieve its strategic outcomes related to marine services, the Assessment team has analyzed the following aspects:

1. Partnerships2. Staff3. Observations and research

● PartnershipsPartnership activity may fall into two distinct areas:

1) regulatory, where WMO and its Members form an integral part of the decision-making process as is the case in maritime safety; and

2) non-regulatory where partnerships may be formed with agencies that don’t play a formal regulatory role, and/or the private sector in order, for example, to secure extra-budgetary funding for both specific projects and more wide-ranging, sector-based, global initiatives.

Regulatory: In the regulatory area, and specifically for maritime safety issues, the key players are the International Maritime Organization (IMO) and International Hydrographic Organisation (IHO) with whom WMO already has close partnerships. It should be noted, however, that these relationships require nurturing; there have already been concerns expressed by these bodies in relation to WMO’s ability and commitment in the area of binding regulation. These concerns are based largely on the premise that WMO are seen as essentially an advisory, scientific organization, whilst IMO & IHO are formal regulatory bodies.

In terms of IHO and the provision of the WWNWS through Member States, the IHO strategy has a clear goal of developing capability of Member States and maintaining an authoritative voice on hydrographic matters. IHO has a well-developed training and capacity development for their NavArea Coordinator cohort, and for educating seafarers on hydrographic services. To undertake these activities, the IHO utilizes funding grants available through the Japan Fund. The level of WMO effort on developing capability of MetArea Coordinators may be perceived by IMO to be limited when compared to IHO, even though it may not be the case.

Other bodies in the regulatory area include the International Atomic Energy Agency (IAEA): in terrestrial terms, WMO already works very closely with IAEA, but in the marine area the relationship is only just starting to develop, with regard to marine environmental emergencies.

WMO is also a member of UN-Oceans, an inter-agency coordination mechanism of the UN, set up to enhance cooperation and coordination of activities concerned with the world’s ocean and coasts. UN-Oceans seeks to enhance the coordination, coherence and effectiveness of competent organizations of the United Nations system and the International Seabed Authority, within existing resources, in conformity with the United Nations Convention on the Law of the Sea (UNCLOS), the respective competences of each of its participating organizations and the mandates and priorities approved by their respective governing bodies.

Whilst it may be tempting to assume that other international bodies, such as those above, may be simple for WMO to collaborate with, the amount of resource (both human and, by implication, financial) needed should not be underestimated, especially in the context of, for

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example, maritime safety, where WMO are not the lead agency, but legally obligated to contribute.

Non-regulatory:

Existing Partnerships: The UNESCO International Oceanographic Commission (IOC) is the principal non-regulatory partner with the WMO. WMO MMOP utiliszes a strong partnership with the IOC for the development and delivery of its marine services. This is enacted through the Joint WMO/IOC Technical Commission on Oceanography & Marine Meteorology (JCOMM), which manages a number of Programme Areas to meet its objectives; these cover Observations, Data Management and Services & Forecast Systems. MMOA has the lead responsibility to support the Services and Forecast Systems Programme Area, the Co-President (for WMO) and shared with the IOC, MMOA leads support to the overall JCOMM Management Committee.

A number of Expert Teams operate within these Programme Areas and in some cases, for example the Expert Team on Maritime Safety Services (ETMSS), are cited in international documentation as being the authority to provide advice on changes and updates to the services provided to meet the obligations of the SOLAS Convention.

Potential Partnerships: Aside from the IOC, other partnerships with non-regulatory bodies are not as strong as hoped. There are many potential partnerships, especially with the private sector, that may prove to be valuable in both providing some extra-budgetary funding and also in raising the profile of WMO within the marine private sector. In considering potential partners in the non-regulatory area, from the WMO perspective such partners should operate on a global scale rather than at a regional or local level. As such, and bearing in mind the comments about resource above, the best approach may be to consider partnering with global representative bodies in specific market sectors. This should avoid any excessive call on resource which could result from trying to build a number of partnerships in different regions.

Given the history of the marine industry, the first sector to consider may be Shipping; in this case, the International Chamber of Shipping (ICS) - http://www.ics-shipping.org/ - may be appropriate, particularly since their Statement of Purpose includes co-operating with other organizations, both intergovernmental and non-governmental, in the pursuit of their objectives which include promoting the interests of ship owners and operators in all matters of shipping policy and ship operations. Previous discussions with ICS have indicated that they are positive about working with WMO.

Classification Societies may also be an area of useful partnering. Their overarching body, the International Association of Classification Societies (IACS) - http://www.iacs.org.uk/ - contributes to maritime safety and regulation through technical support, compliance verification and research and development. More than 90% of the world's cargo carrying tonnage is covered by the classification design, construction and through-life compliance Rules and Standards set by the twelve Member Societies of IACS.

Partnering in this respect may enable WMO to engage at a much earlier stage on projects such as fitting of instrumentation on vessels. There has already been some contact between WMO & IACS on this subject, and further collaboration and partnership should be investigated.

There may be a number of other associations, such as the Baltic and International Maritime Council (BIMCO) - https://www.bimco.org/ - whose core objective is to facilitate the commercial operations of IMO Member States by developing standard contracts and clauses, and providing quality information, advice and education. This body may be worth considering as a potential

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partner to limit the bureaucracy involved in setting up any partnerships. This would be a “light touch” partnership.

Another sector may be Oil and Gas. The International Association of Oil and Gas Producers (IOGP) - http://www.iogp.org/IOGP - represents the upstream industry on a global basis. Their vision is to work on behalf of the world's oil and gas exploration and production (E&P) companies to promote safe, responsible, and sustainable operations. At this stage, previous contact with IOGP (if any) appears to have been low key. WMO already has a relationship with IOGP who receive briefings twice a year from JCOMM on issues of interest; they also worked with WMO on the development of the “Handbook of Offshore Forecasting Services” (WMO/TD-No. 850 (1997) and a 2008 Workshop on Climate Change & the Offshore Industry. Given the previous and existing links, this partnership could benefit from being reviewed (the “briefings” are currently provided by the former Chair of one of the Expert Teams) to ensure that WMO continues to benefit from the partnership.

It may be worth considering links with the Organization of the Petroleum Exporting Countries (OPEC) - http://www.opec.org/opec_web/en/index.htm . Whilst this is an intergovernmental organization, its influence in the world of oil and gas cannot be underestimated.

A further sector may be Ports and Harbours. A starting point, on the global scale, in this sector may be the International Association of Ports & Harbours (IAPH) - http://www.iaphworldports.org/ . IAPH is recognized (and has Consultative status as an NGO from five UN Agencies) as the only international organization representing the voice of the world port industry. Its mission is to promote the interest of ports worldwide through strong member relationships, collaboration and information-sharing that help resolve common issues, advance sustainable practices and continually improve how ports serve the maritime industries. Their objectives for this include promoting and demonstrating IAPH members’ leadership and commitment to a cleaner, safer and more environmentally sustainable industry for the benefit of the global community.

All of these points are concurrent with WMO aims, but the area of ports and harbours is one in which WMO’s marine area is still developing. For example, historically, forecasts have been based on models which essentially are developed and designed for deeper water. Work on sheltered areas is still evolving. This “evolution” is also reflected in the current review of WMO No. 558 which includes revision of the content regarding ports and harbours.

In general, the Coastal area, rather than open ocean, has fewer opportunities for partnership on a global scale; largely due to the fact that the coastal hazards are very location specific (storm surge is not generally an issue for the fjords of Norway, for example), and it may, in this area, be necessary to consider national or regional partners rather than purely global ones. These may be at a governmental, or pseudo-governmental level; the US Army Corps of Engineers, for example, handles coastal protection matters for the USA. A further piece of work may need to be undertaken to consider potential partners at this level (which may also apply to all of the groups highlighted above) on a global basis, but it is noted that this may be a resource-hungry activity, and therefore it may be more appropriate to consider partnerships in this area on an “opportunistic” basis as projects or issues emerge.

Table 5 below summarizes the current and planned engagement with partners relevant to strengthening WMO marine safety services, provided resources (human and financial) are available:

Table 5: Broad Summary of Current and Planned Engagements with Partners.

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Partner Purpose of engagement Frequency

Importance for supporting WMO strategy (1= weak,5 = strong)

Adequacy of current engagement(1= weak,5 = strong)

Outcomes

IOC JCOMM Regularly5 5

Observations - data Management - services for MetOcean purposes

IOC Non JCOMM (eg Tsunami warning, IODE, capacity development, SIDS activities)

Regularly

5 4

Tsunami watch mechanism & ICG TOWS coordination - ICAM Guides - Interagency coordination on common areas of interest (Air-Sea-Land interaction)

IHO Regulatory A few times a yearYearly Secretariat meeting

5 3

Joint Manual on MSISafetyNet and Navtex Manuals

IMO Regulatory A few times a yearYearly Secretariat meeting

5 3

WWMIWS Resolution- MSI dissemination - MEPC involvement

UN-Oceans

UNCLOS8, World Ocean Assessment, Ad-hoc requests (eg UN Ocean Conference)

Regularly

5 4

Interagency coordination - Inventory of Mandates - synergies among UN Institutions - joint statements on UN conferences and meetings

IAEA Regulatory Recently commenced 4 2

Progress towards establishing an emergency environmental response system

ICS Non-regulatory

Ad hoc 2 3 Support to VOS

IOGP Non-regulatory

Every few years 3 2

WMO 850 (1997)Workshop on climate change (2008)

IUMI Non-regulatory

Yet to commence 4 1

8 UNCLOS is regulatory, but UN-Oceans is a non-regulatory co-ordinating mechanism for all UN Agencies.

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Partner Purpose of engagement Frequency

Importance for supporting WMO strategy (1= weak,5 = strong)

Adequacy of current engagement(1= weak,5 = strong)

Outcomes

IAPH Non-regulatory

Yet to commence 4 1

BIMCO Non-regulatory

Yet to commence 2 1

IACS Non-regulatory

Yet to commence 2 1

Overall considerations for Partnerships

WMO, as a UN Agency, has a statutory role in the provision of regulated marine services, however, it is becoming apparent that the private sector do not share this view. It has already been seen that private sector meteorological organizations are gaining credibility as they are becoming increasingly active in looking to provide regulated services.

Whilst work is still needed to “cement” the relationships with other UN agencies, there is much more work which needs to be undertaken to forge relationships with the private sector where, at a global scale, there seems to have been little interaction as yet. At local and regional levels there may be relationships with national, or even regional, bodies, which may have been created through operational links with NMHS. However, there appear to be few meaningful relationships on a global scale.

For WMO to continue to lead, and ensure consistency of services in the marine area, it must ensure that resource is available to both create and foster new relationships and also to nurture existing relationships, to ensure that WMO is always at the forefront of consideration of met services in the sector. The counter to this is that if WMO steps back from forming collaborations and partnerships in this area, other providers will step in – this has already been seen, to a degree, in the Observations area, where, for example, the World Ocean Council (WOC), through its “alliance” with ocean business companies such as DHI, Maersk, Liquid Robotics and many others, has pushed to be a leading voice in the area of what might be termed “operational observing”.

● Staff

The current staff situation was briefly explained in Section 2 (Present responsibilities of MMOA Division). Table 6 below shows the staffing in MMOA Division at present. Details of staff for the MMOP and the wider aspect of all marine activities at WMO are at Annex 4. Table 6: MMOA Division (WDS)

Staff Position Staff Name Position held since

Supporting

Chief E. Cabrera 2005 Supporting all the activities outlined in Tables 1-3Scientific Officer (SO) S.Grimes January 2016

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Senior Secretary A. Oskarsson September 2015

Argo Technical Co-ordinator, JCOMMOPS (Brest)

M. Belbeoch 2012 The JCOMMOPS Data Management Program Area in collaboration with the IOC.

Administrative oversight provided by MMOA.

Programmatic oversight provided by the respective panels and IOC.

DBCP Technical Co-ordinator, JCOMMOPS (Brest)

vacant since August 2016

SOT Technical Co-ordinator, JCOMMOPS (Brest)

Martin Kramp 2014

The core MMOA staff situation since the 1980s has decreased as follows:

● 1980s 1 Chief, 1 Scientific Officer in Geneva, 1 secretary; 1 outposted Scientific Officer to IOC, Paris plus half time assistant (secretary cost sharing); and

● 1990s 1 Chief, 2 Scientific Officers in Geneva, 1 secretary; and 1 outposted SO in IOC, Paris.

The restructuring of the WMO Secretariat (2007) entailed the redistribution of JCOMM-related work between two Departments (Weather and Disaster, Risk Reduction Services; and Observations). The MMOA Division remained the overall responsible Division for JCOMM coordination, given its role as WMO focal point on ocean matters and ‘entry point’ for the MMOP. Duties and support provided by the MMOA Division were described in Section 2 of this Report (and outlined in Tables 1 to 3).

The nature of the MMO programme across two different Departments, and the end to end concept of JCOMM creates a complex scenario where it is difficult to determine a precise boundary on the responsibilities of the MMOA Division.

To avoid duplication and overlaps, and to clearly follow the organization's mandates, better coordination and communication is required:

● within the WMO Secretariat for MMO across two Departments;● from MMO to the other WMO Departments with some involvement in marine

affairs; and ● between the two Secretariats (WMO-IOC) and the JCOMM co-presidents

To monitor and evaluate the implementation of JCOMM Regular meetings, better co-ordination and communication activities are also needed between the Secretariats’ officers in charge of JCOMM activities (in addition to the WMO-IOC Joint Officers high-level meeting) and between these officers and the JCOMM Co-Presidents.

The previous experience where marine affairs were consolidated in a single division (prior 2007) may be a solution for an effective coordination and distribution of the marine services activities among the available staff. The emerging needs of WMO Members in marine related matters (eg. CIFDP expansion, e-navigation and marine environmental emergency response) and international – interagency responsibilities (eg Sendai Framework – SDGs – UN-Oceans), require additional resources both human and financial to achieve the WMO's strategic objectives.

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● Capitalizing on observations and research into improved

servicesTo improve service delivery to marine meteorological and climate information users, observations and research must precede the rollout of new or improved operational products. Rigorous testing of, for example, predictive ocean models once their configurations have been changed (improved) must occur prior to the use of the product in an operational setting. A case in point is the fact that improving model resolution does not necessarily always result in improved simulations at certain scales. As such, ongoing research should be seen as part-and-parcel of the service delivery (and improvement) process.Ocean applications rely to a large extent on the output products from Global and High Resolution Numerical Weather Prediction (NWP). However, additional ocean observations efforts are being made in the WMO Rolling Review of Requirements (RRR) framework to address gaps where ocean applications directly rely on observations that are not being made otherwise. Such observational gaps are detailed in the Statement of Guidance for Ocean Application, which is available from the WMO website (http://www.wmo.int/pages/prog/www/OSY/GOS-RRR.html#SOG).WMO in partnership with the IOC – through JCOMM – are already bringing together the end-to-end process from marine observations, to data management, to marine safety and forecasting services. Such collaboration has been and continues to be effective. Ongoing efforts are needed to ensure:

● sustainability of the research component, and● stronger commitment of the national meteorological services towards

addressing the ocean application requirements. When considering WMO research, their implementation plan clearly articulates that through targeted research, the following marine outcomes should be achieved:

● increased abilities to observe, understand, and predict wave and weather variability;

● enhanced understanding of changes to the coupled air-ocean-ice-land system;

● advancement of polar region forecasts and services for high-impact variables such as sea ice from hourly to seasonal time scales;

● improvement of the representation of fluxes of heat, moisture, momentum and constituents through the land – sea – ice -atmosphere interfaces, at all time & space scales, so as to reduce or remove the need for corrections at coupled model component interfaces; AND

● development of cross-domain coupled modelling systems, in partnership with scientists and users from other disciplines, which integrate weather and other data to meet user needs, and evaluate their effectiveness according to user-relevant metrics.

With all of this in mind, the Assessment Team recommends to WMO to consider strengthening the links from observations through to services, to benefit users including shipping, fisheries, tourism and safety of life and property at sea, in the pursuit of improved decision-making and efficiency.

http://www.wmo.int/pages/prog/www/OSY/GOS-RRR.html#SOG

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6. RESOURCE ALLOCATION SCENARIOS

During the past ten years, additional initiatives and priorities have been added to the MMOA Division’s responsibilities without an additional increase to resources (both funds and staff) to assist with capacity. This is especially the case with the extended focus on non-regulatory coastal resilience activities. In some cases, as with the CIFDP, extra-budgetary funding has been available for activities only, without funding for staff, which has overloaded staff capacity to carry out all the work expected in the Division. Consequently, key responsibilities related to maintaining effective coordination of regulatory service provision and assisting development of Members’ marine services capability have suffered from an inability to provide the required focus.

The IMO and IHO, key partners in the provision of regulatory services to shipping, have commented that WMO is not as engaged to an expected level, specifically in relation to the collaboration needed between WWNWS and WWMIWS among other issues. Whilst it is not documented, over recent years this perceived lack of engagement has led to increasing strains between the partners; in particular, the stretched resource of the WMO Secretariat has meant that at many of the joint IMO/IHO/WMO meetings, such as the annual Document Review Group meeting, WMO has been represented by an appropriate expert from a WMO Member and not Secretariat staff. In order to ensure the continued effectiveness of this partnership, WMO needs to ensure that sufficient resources (human and financial) are available to attend and engage with these mandates and initiatives as appropriate. To ensure that WMO’s reputation is enhanced and/or properly recognized, a re-assessment of priorities and activities is required, or a revision to MMOA Division’s resource capacity.

Based on analysis of the SWOT and the broader assessment that forms this Report, the Assessment Team outlines three options for how the MMOA Division should prioritise its activities to manage WMO’s risks - in relation to its reputation, and ability to achieve its strategic objectives, in Figure 5 below.

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Figure 5: Three proposed scenarios for the future of the MMOA Division at WMO, considering activities and budgets.

Scenario 1 - If the budget decreases or is maintained at current levels, the assessment is that this provisioning is unsustainable and the recommendation is for MMO Division to curtail the range of activities that it undertakes to match its budget and staff capacity. WMO may fall behind the emerging needs of its Members (eg CIFDP expansion, e-navigation and marine environmental emergency response) and fail to deliver on its international responsibilities (eg Sendai Framework and SOLAS Convention). This would result in the Division's capacity being limited to focus purely on its regulatory responsibilities, and raise the risk significantly of not achieving WMO's strategic objectives relating to emerging priorities (eg polar) and coastal hazards. With no new resources, it is expected that there will be a reduction in the ability to maintain existing partnerships, let alone develop new ones.

Scenario 2 - If the budget is increased modestly, this would enable MMOA Division to keep pace with stakeholder expectations and WMO’s strategic priorities. As a result, MMOA Division would be able to strengthen its activities and focus on its regulatory responsibilities and the relationship with IHO and IMO. This would increase the capacity for increased collaboration on the joint management of WWMIWS and WWNWS. As well, the relationship with the IOC - critical to the successes of marine programmes and JCOMM - could be strengthened. However, over time, the risk will slowly grow, of not achieving WMO’s strategic objectives and responsibilities related to developing Member capabilities and emerging issues. This Scenario will only enable WMO to support existing partnerships.

Scenario 3 - In recognition of the need to mitigate WMO’s strategic risk levels, the optimal outcome would be a re-basing of the budget for more activities and adding extra staff to increase the MMOA Division’s capacity to meet its regulatory responsibilities

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and undertake the new strategic priorities. As a result, the MMOA Division would be positioned to strategically build on Scenario 2 through strengthening the current marine safety services and looking ahead at the emerging matters, especially the rapidly evolving international marine transportation and coastal services, in order to provide leadership and coordination on marine service matters. This would enable WMO to maintain and foster existing partnerships, and explore and develop new partnerships. With additional resources, the WMO Secretariat for marine services would also benefit from undergoing QM Certification (ISO9001) of their own activities/affairs.

7. RECOMMENDATIONS

In the context of the high level programme outcome, stated in the Introduction:

For WMO to support the National Hydrological and Meteorological Services (NHMS) role as the authoritative agency for marine meteorological safety information and services in order to improve; safety and health, environmental benefits, security and socio-economic benefits in the marine environment to support; mariners, safety/security agencies, and economic sectors in making informed decisions related to marine meteorological information.

and having assessed the current activities and resources of the marine safety services at WMO, the Ad-Hoc Working Group recommends the following high level recommendations:

1. Request Marine Services as a Priority at WMO (particularly addressing the needs of Regional Associations/regional needs)

2. Acknowledge that Marine services have a responsibility to deliver on both regulatory and non-regulatory activities;

3. WMO accepts the analysis of the Marine Assessment Team on the current activities and emerging priorities, and further accepts the Assessment Team’s recommendation for Scenario 3.

4. On the assumption that Scenario 3 is accepted, WMO should develop a Marine Services Implementation Plan to guide the future development of the marine services activities at WMO.

In relation to the request for a marine priority, the Marine Assessment Team present the Request below.

“The Marine Assessment Team (established at Cg-17, and their workplan endorsed at EC-68) request a marine services priority in the next Session, given:

The request at Cg-17 by the President and Members for a renewed focus on marine services;

An increasing global population (especially urban and coastal, with 40% of the global population currently living within 100km of the coast);

An increasing use of the coastal and marine area through increased transportation (industry and leisure);

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Increased risk exposure in the marine environment (eg. new shipping in the Arctic area with melting sea-ice, increasing trend in the proportion of shipping losses related to weather);

The emerging blue economy (fourfold increase in last 40 years);

Dependency on maritime transport to contribute to the global supply chain (more than 90% of world trade is delivered by sea);

Increased storminess in a changing climate and subsequent impacts on people, infrastructure and maritime operations at sea and on the coast;

Increased focus on SIDS and Polar regions, both of which rely on marine services for safety and sustainability;

Global interest in environmental health and food security; and

The existing international global frameworks that are driving global priorities, and which marine is inherent in (eg Sendai, SDGs, SAMOA Pathway for SIDS etc).

The Marine Services Task Team proposes the Marine Services Priority to:● Enhance the ability of NMHSs to provide meteorological service in

support of protecting lives and property at sea and on the coast, and to ensure efficient and environmentally responsible maritime operations, through:

o Acknowledging WMOs obligation to meet the UN Convention for Safety of Life at Sea (SOLAS), and supporting the operations of the WWMIWS (as per IMO Assembly resolution 1051/A29);

o Turning scientific research and development into marine services (based on international obligation and client needs) , maximizing opportunities and overcoming challenges, for example associated with the GMDSS Review, and introduction of potential e-navigation services;

o Ensuring continual quality of service through full and proper implementation of quality management systems, marine meteorological personnel competency and qualifications requirements;

o Enhancing capabilities of Members, through consultation with partners, to support and strengthen the sustainability of maritime and coastal safety services for SIDS and LDCs; services in support of DRR (eg early warning of coastal inundation), and reduction of SAR (Search and Rescue) and environmental emergencies (eg. Oil spills), and investigation of cost recovery mechanisms (as referenced in Cg-17)

o Promoting the sharing, integration and interoperability of observations and marine meteorological data in order to improve seamless use of this data for marine forecasts, warning and other products.

● Reaffirm to the National Hydro and Met Services (NHMS) their role as the authoritative agency in Members for marine safety services.

● To achieve the first two points, enhancing the relationship with partners (eg. governmental, intergovernmental and private), Regional Associations, JCOMM and other Technical Commissions. “

More specific recommendations from the Marine Assessment Team include:● To move forward, WMO needs to position itself as the authoritative voice

for marine safety information service and assist members in this regard. In relation to

EC-70/INF. 5.3(2), p. 33

this, WMO also needs to encourage partners to be more inclusive of WMO’s role in the regulatory framework;

● WMO needs to consider a framework for GDPFS and MEER, in the context of the marine services;

● WMO to encourage Members to establish marine focal points for their marine activities for better coordination of marine safety services;

● WMO to encourage IMO to establish a marine meteorology panel (similar to the Panel coordinated by ICAO for aviation meteorological services) that acts as an advisory board of industry leaders and other international marine stakeholder for user requirements and marine services;

● WMO Marine Services to have a more focussed engagement with internal WMO colleagues and other Technical Commissions (beyond JCOMM), to ensure that marine issues are elevated, recognised and included within the broad range WMO activities (eg MHEWS, DRR, GFCS, Hydrology);

● In line with Scenario 3 and an assumption of appropriate resources, WMO Marine Services should have a more focussed engagement strategy with external partners, for annual review, including working closely with

○ IMO/IHO;○ IOC; and○ Regional Associations

● WMO should develop more visible plans for capability development of Member States; implementation of Quality Management; and the Marine Forecaster Competency Framework.

● WMO, IOC and other relevant agencies (e.g IMO-FAO-DOALOS) to consider ways in which data buoy vandalism can be reduced, particularly through capacity development initiatives that raise awareness of the importance and value of marine observations, data management and services for societal and economic benefit;

● WMO Secretariat to work with JCOMM Management prior to each JCOMM Session to consider rationalising the Expert Teams related to marine safety services, thereby keeping up with progress and emerging issues;

● With respect to JCOMM, the JCOMM Management Committee, WMO and IOC should ensure that their Secretariat support is optimally provided, and well-coordinated with a clear structure whilst avoiding duplication of efforts;

● A more permanent solution for management of and a long term plan to sustain JCOMMOPS be developed as soon as possible;

● A next step that the same process of assessment also happens for marine observations in MMOP, and an assessment of the overall marine activities (outside of MMOP) for WMO;

● From this recommended subsequent assessment, WMO needs to consider how to better coordinate all the disparate marine activities in WMO (for example, a ‘marine platform’ that might cover all marine activities in WMO);

● Encourage WMO to be consistent with their terms to cover ‘marine’ – including clarification of the terms ‘water’, ‘hydrology’ and ‘hydrometeorology’, within which the term ‘marine’ is usually included. Consider the word ‘marine’ being used in its own right.

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EC-70/INF. 5.3(2), p. 34

Annexes: 4

EC-70/INF. 5.3(2), p. 35

ANNEX 1

Terms of Reference: Marine Services Ad Hoc Working Group

WORLD METEOROLOGICAL ORGANIZATION

=======================================================

TERMS OF REFERENCE OF AD HOC WORKING GROUP

FOR IMPROVED MARINE SERVICES

1. Period of Consideration: Jan 1995 - Dec 2015

2. Assess previous and existing programmes and projects in marine services of the MMO division, including activities, achievements, challenges, lessons learned, management and governance

3. Assess if and how the various marine services programmes and projects are aligned with the WMO strategies and priorities as well as with the sustained and emerging requirements of the ocean and coasts community

4. Analyse key partners in marine services development and delivery, and consider coordinated marine services in areas of common interests

5. Consider any other aspects that can improve marine services development and delivery of WMO, and/or with partners, as well as relevance to and impact on Members

6. Provide a report to further consult internally and externally, including recommendations on how to improve marine services programmes and projects and how to benefit WMO members

Members of the Ad Hoc Working Group for Improved Marine Services

● Australia: Mr Neal Moodie

● Canada: Mr John Parker

● South Africa: Mr Johan Stander

● UK: Mr Nick Ashton

EC-70/INF. 5.3(2), p. 36

ANNEX 2

Statement of Intent for the Marine Program Assessment(1995 to 2015, 2017 to 2027)

Context

At Congress-17 (2015), Members were urged to strengthen their marine meteorological and oceanographic services in support of safety of life and property at sea as required under the International Convention for the Safety of Life at Sea (SOLAS). Congress also noted that operational, sustained funding for the national ocean observing systems was critical to the provision of these services. The important responsibilities of MetArea coordinators were acknowledged and Members were encouraged to provide them with appropriate training and support.

In addition, Congress requested the MMOP, working with JCOMM, to develop a marine services implementation plan that is coherent with the implementation plan for the WMO Strategy for Service Delivery and considers learnings from the Global Data-processing and Forecasting System (GDPFS.)

As well, the President of WMO highlighted that marine activities must be recognized in the WMO Strategic Plan in future.

Given this advice a Marine Service Ad Hoc Working Group was established to conduct a technical assessment of the Marine Meteorology and Oceanography Program (MMOP) in WMO. The Terms of Reference are attached. The final output of the Working Group is to provide a Concept Report to further consult internally and externally, including recommendations on how to improve marine services programmes and projects, its relevance and how it benefits WMO Members.

The first meeting of the Marine Service Ad Hoc Working Group was held at the WMO (February 24-26, 2016) with the aim to draft a Statement of Intent and Roadmap for completing the Concept Report.

Goals

The intent for the Concept Report is to show where the MMOP has come from, where it is at present, the strengths and gaps, with recommendations for MMOP in the future. Driving goals include establishing and demonstrating:

· The evolution of the MMOP since 1995 to 2015, noting major milestones, successes, gaps and challenges;

· The current status of MMOP, including an assessment of the strengths and gaps;

· The users of the MMOP services (especially linked to partnerships and use of GDPFS); and

· Recommendations to improve marine services to WMO Members, through to 2027.

EC-70/INF. 5.3(2), p. 37

ANNEX 3

List of Acronyms

BIMCO Baltic and International Maritime Council

Cg-1 first WMO Congress

CHy WMO Commission for Hydrology

CIFPD Coastal Inundation Forecasting Demonstration Projects

CMM Commission for Marine Meteorology

Congress-17 17th WMO Congress

COP Conference of the Parties

DBCP JCOMM Data Buoy Cooperation Panel

DRR Disaster Risk Reduction

E&P oil & gas exploration and production

EEZ Exclusive Economic Zone

e-navigation electronic information to enhance navigation services

GCOS Global Climate Observing System

GDPFS WMO Global Data-processing and Forecasting Systems

GFCS Global Framework for Climate Services

GLOSS JCOMM Global Sea Level Observing System

GLOSS-GEJCOMM Global Sea Level Observing System (GLOSS) Group of Experts

GMDSS Global Maritime Distress and Safety System

GOOS Global Ocean Observing System

HF High Frequency

IACS International Association of Classification Societies

IAEA International Atomic Energy Agency

IAPH International Association of Ports & Harbours

ICAO International Civil Aviation Organisation

ICS International Chamber of Shipping

ICSPROInter-Secretariat Committee on Scientific Programmes related to Oceanography

ICSU International Council for Science

EC-70/INF. 5.3(2), p. 38

IGOSS Integrated Global Ocean Services System

IHO International Hydrographic Organisation

IICWG International Ice Charting Working Group

IMO International Maritime Organisation

INMARSATConvention on the International Maritime Satellite Organisation 1976

IOC/UNESCO Intergovernmental Oceanographic Commission of UNESCO

IOGP International Association of Oil & Gas Producers

ISA International Seabed Authority

JCOMMJoint WMO-IOC Technical Commission for Oceanography and Marine Meteorology

JCOMMOPS JCOMM Operational Data Centre

LDC Least Developed Country

MARPOLInternational Convention for the Prevention of Pollution from Ships

MEER Marine Environmental Emergency Response

METAREAs

geographical sea regions for the purpose of coordinating the transmission of meteorological information to mariners on international voyages

MHEWS Multi Hazard Early Warning System

MMOA Division Marine Meteorology and Ocean Affairs Division

MMOP WMO Marine Meteorology and Oceanography Program

MPERSS Marine Pollution Emergency Response Support System

MSS Maritime Safety Services

NAVAREAsgeographic sea regions in which various governments are responsible for navigation warnings

NGO Non Government Organisation

NMHS National Meteorological and Hydrological Services

NWP Numerical Weather Prediction models

OCA Ocean Affairs Division (OCA)

OCG JCOMM Observations Coordination Group

OOPC GOOS-GCOS Ocean Observations Panel for Climate

OPEC Organization of the Petroleum Exporting Countries

EC-70/INF. 5.3(2), p. 39

QMS Quality Management System

RRR WMO Rolling Review of Requirements

RSMCs Regional Specialized Meteorological Centres

SAR Search And Rescue

SAR Convention

International Convention on Maritime Search and Rescue SAR 1979

SDG Sustainable Development Goals

SIDS Small Island Developing States

SOLAS International Convention for the Safety of Life at Sea

SOOP Ship of Opportunity Programme

TOGA Tropical Ocean Global Atmosphere Programme

UNCLOS United Nations Convention on the Law of the Sea

UNCTAD UNCTAD (Trade and Development)

UNEP United Nations Environmental Programme

UNESCO United Nations Educational Scientific and Cultural Organisation

UN-OceansAn inter-agency coordination mechanism of the UN, focussed on the ocean

VOS Voluntary Observing Ships

WIS WMO Information System

WMO World Meteorological Organisation

WOC World Ocean Council

WOCE World Ocean Circulation Experiment

WWMIWS World-Wide Met-Ocean Information and Warning Service

WWNWS World-Wide Navigational Warning Service

EC-70/INF. 5.3(2), p. 40

Annex 4

Marine-related activities within the WMO Secretariat

Department Staff Position Involvement

Director, WDS Oversight of all marine related matters in WDS. WMO Focal Point for JCOMM, UNESCO-IOC, IMO, IHO, UN-Oceans, UNCLOS, ISDR, ICES (International Council on Exploration of the Seas), IOI (International Ocean Institute), PICES (North Pacific Marine Scientific Organisation), POGO (Partnership for Observations of Global Oceans), International Association of Oil and Gas Producers Met-Ocean Committee, ICSPRO Inter-Secretariat Committee on Scientific Programmes Relating to Oceanography)

Chief, and SO, Marine Meteorology and Ocean Affairs (MMOA) Division

MARINE METEOROLOGY AND OCEANOGRAPHY PROGRAMME (MMOP)

Marine and Coastal Services (especially Safety of Life at Sea –SOLAS), Reducing risk of coastal and marine hazards (including CIFDP, storm surge early warning, forecasting and training, environmental emergency response (EER).

Lead co-ordination of JCOMM Services and Forecasting Systems Programme Area and JCOMM Cross-Cutting Groups: capacity development, satellites, ocean data to WIS, and fisheries.

WMO Lead co-ordination of JCOMM Session, JCOMM Management Committee and JCOMMOPS in collaboration with the IOC.

Under direction of D/WDS, lead liaison with JCOMM, UNESCO-IOC, IMO, IHO, UN-Oceans, UNCLOS, ICES (International Council on Exploration of the Seas), IOI (International Ocean Institute), PICES (North Pacific Marine Scientific Organisation), POGO (Partnership for Observations of Global Oceans), International Association of Oil and Gas Producers Met-Ocean Committee, ICSPRO Inter-Secretariat Committee on Scientific Programmes Relating to Oceanography)

See Tables 1-3 of Assessment Report for full description.

WDS Chief, Disaster Risk Reduction Div.

Reducing risk of coastal and marine hazards in collaboration with MMO

Chief and SO, Tropical Cyclone Division

Tropical storm surge forecasting and support to training in collaboration with MMO

Chief and SO, Global Data Processing and Forecasting Div.

SWFDP and GDPFS, and environmental emergency response (EER) in collaboration with MMO

Chief and SO, Service Delivery Div.

Marine and coastal service delivery in collaboration with MMO

EC-70/INF. 5.3(2), p. 41


OBS Director, OBS Oversight of all marine related matters in OBS. WMO Focal Point for GOOS, GEO, CEOS, CGMS, International Environmental Data Rescue Organization (IEDRO)).

Chief, and SO (Marine), Observations

MARINE METEOROLOGY AND OCEANOGRAPHY PROGRAMME (MMOP)

Lead Co-ordination of JCOMM Data Management Programme Area. Support to JCOMM Observations Programme Area and JCOMMOPS in collaboration with the IOC.

SO, (Cryosphere) Observations Div.

Global Cryosphere Watch

Director, WIS WMO Focal Point for International Mobile Satellite Organization (INMARSAT)

Chief and SO, Information and Telecommunications Systems Division

Supporting Marine products for input to WIS

Chief is WMO Focal Point for the International Radio Maritime Committee

SO, Satellite Div. Marine aspect to satellites in the CBS and liaison with JCOMM

CLW Director, GCOS; and Scientific Officer for OOPC

GCOS, OOPC, Support to JCOMM Observations and GOOS in collaboration with the IOC

D/GCOS is WMO Focal Point for GCOS.

Chief and SO, Hydrology CIFDP in collaboration with MMO

D/Climate Prediction and Adaptation (CLPA) and Chief, World Climate Application Services

Marine aspects to El Nino, GFCS, Observations for climate predictions in collaboration with WDS

Chief and SO, Agriculture Fisheries in collaboration with MMO

Chief and SO, Data Management and Application

Marine aspects in the Global State of the Environment, the High Quality Global Data Management For Climate (HQ-GDMFC) and collaboration with MMO, JCOMM and IOC.

Director, GFCS Office Marine activities in GFCS

RES Director, WCRP and Senior SOs Oceans and climate, regional sea level rise and coastal impacts, marine polar activities

EC-70/INF. 5.3(2), p. 42


ARE, Chief, World Weather Research Div

Marine polar activities

ARE, Chief and SO, Global Atmosphere Watch Program

Ocean acidification, GESAMP

DRA Director SIDS and Island Territories

ETR, Chief, Training and Activities Division

Training in marine forecasting, competencies and all marine/coastal capacity development (eg. COMET), as well collaboration with IOC (IODE and Ocean Teacher)

CER Exec Assistant to Secretary General

Support to D/WDS in UN-Oceans (especially UNCLOS) and other ocean issues involving external partners

WMO Representative to The United Nations and other International Organizations in North America (UN HQ in New York)

Support in UN headquarters in New York

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