Annex III: Results of Working Groups Sessions

Approaches and priorities

Non-climatic variables where considered as thematic groups with allowance made for the fact that the same basic observations can be required by several groups. The groups are: changes in land quality; availability of freshwater; loss of biodiversity; pollution and toxicity; socio-economic drivers for terrestrial ecosystem change; land - coastal zone interactions. For each thematic group preliminary attempts were made to identify the major issues and the key variables required to address them. Selection criteria included: global importance (in scale or in scope); good probability of early GTOS product delivery ; the ability to build on existing activities and structures; the entry capability of developing countries.

Two operational models were considered. First, the TOPC model of a dozen or so permanent members plus co-opted experts that meet annually to reach consensus on variables and operational procedures. It has been an effective but relatively expensive model (c.US$50k/yr). The sub-group considered it essential for GTOS to start work on the other global change themes in its mandate, but accepted that in the current financial situation it was not feasible to follow only the TOPC model. It therefore proposed a second model based at least initially on virtual panels operating via fax and email to establish terms of reference, and make an initial assessment of user needs and of existing sites or on-going activities that could contribute to meeting these needs.

The virtual panels would have many activities to build on. A land panel may be able to focus on quality aspects per se in that the TOPC and the GOS space panel should be considering most land cover and land use aspects as well as a number of in situ variables. Pollution and toxicity poses a major challenge because of the very wide range of issues involved. Initially the theme could be taken as part of other themes e.g. with acid precipitation, pesticide accumulation in the environment being covered under land quality or biodiversity.

Recommendations

1. In the light of the on-going GOOS action re the coastal zone and the major role that water and air borne terrestrial inputs of sediments, nutrients, pesticides and other chemicals play in the health and productivity of the coastal zone, a joint TOPC type coastal zone panel should be established by GOOS and GTOS.

2. Virtual panels should be established for land quality; loss of biodiversity; and socio-economic-drivers. The first tasks would be to prepare draft terms of reference and lists of potential members. The land panel should focus on land quality and geoindicators. The biodiversity panel should focus on habitat loss (including wetlands) and its implications for threatened species. The socio-economic panel could start with a review of the lessons to be learnt from on-going LUCC, CIAT, and stakeholder analysis projects that require or generate geo-referenced data on socio-economic variables.

3. There are a number of major international initiatives dealing with water resources. These should be reviewed before the next SC meeting and the needs for a virtual panel reassessed.

Introduction

The break-out session on funding at the meeting of the GTOS Steering Committee considered the strategy and implementation plans for funding of GTOS. It suggests a close relationship must be achieved between program, implementation, and funding plans. Some elements of these deliberations might be included in chapter VI-B - Funding Strategy of the GTOS Implementation Plan. The break out group first considered the operational aspects of GTOS and then placed funding needs of the secretariat in the context of the total function of the system.

Funding Strategy

The funding strategy should be outcome oriented and linked to the major elements of the programmatic strategy and implementation plan of GTOS. To conceptualize this, the five major areas of emphasis could be one dimension of a matrix, where the other dimension portrays the perceived donor "hot buttons".

The funding strategy should provide a broad framework that links modular elements defined by donor interests into an overall plan that deals with all critical elements of GTOS. Flexibility and adaptability should be characteristics of the strategy and its use.

Major new emphasis should be placed on ascertaining user needs and developing user/donor ownership to the GTOS strategy through participation in its development.

Definition of how GTOS products will be used by developing and developed countries to improve information quality and decision making must receive further serious consideration. GTOS should be prepared to modify, where necessary, its current strategy to more effectively meet user and donor needs (without compromising the scientific intent).

GTOS' funding strategy makes the general assumption that participating networks will be self funded; it is not part of the GTOS funding strategy to develop funds for participating networks, although there may be some exceptions, especially in start up of programs in developing countries. Considerable uncertainty remains on responsibilities of GTOS versus its participating networks in securing funds for areas of endeavor at the interface; these should be sorted out and definite plans made as part of the funding strategy.

The principle functions of GTOS for which a funding strategy must be developed and used include:

• developing and maintaining a strategy and operational plan for GTOS;

• facilitating the communication between various elements of the "network of networks" to ensure overall function and utility of GTOS;

• facilitating the linkage of data and analysis from individual networks;

• providing a forum for identification of user and donor needs for terrestrial information and data systems;

• developing methods for relating and using data across the several spatial tiers by policy and decision makers in developing and developed countries;

• ensuring that methods are available and used for effectively and efficiently using data and information in the GTOS "network of networks" by policy and decision makers.

Funding Plan

In addition to developing an overall strategic framework for GTOS funding, there is need for a shorter term plan for developing funding. The plan should identify:

• critical elements of GTOS that must be supported;

• definition of user-donor-outcome oriented modules for funding;

• potential donors and their specific mandates and interests.

The short term funding plan, covering about three years, should be developed and implemented by the GTOS Steering Committee and Secretariat.

With respect to the principle functions of GTOS (see above) - donors might be categorized in terms of their interest in:

• ownership by co-sponsors and their institutional interests;

• funding network development and utilization at the global level;

• maintaining and archiving data, information, and methodologies;

• utilization of GTOS products by developing countries in decision making.

Systematic and ongoing approaches for donor and user engagement should be developed:

• one-on-one contacts with key donors;

• donors participation in GTOS or GTOS Executive Committee meetings;

• one-on-one contacts with key users;

• user "advisory committee" to GTOS;

• broad engagement of donors in workshops to identify needs and showcase opportunities for GTOS.

Start-Up Funding

Given the early status of GTOS, there is need for increased but interim funding to support the development of several demonstration projects and to market the overall strategy with donors with the view towards sustaining funding through specific modular projects as described above. This should be regarded as a responsibility of the co-sponsors who should either provide funds or intervene with donors on behalf of GTOS for start up funding. There is need for sufficient funding to ensure limited flexibility to exploit targets of opportunity in program development over the early years of GTOS.

The GTOS Secretariat

The general philosophy is that the secretariat should be kept relatively small and that the operational aspects of GTOS will be vested in the networks. However, certain elements of the total system, as described above, will require sustaining leadership, management, and administration.

As noted above, the principle functions of the secretariat will be to:

• facilitate the engagement of networks and other participants in GTOS;

• ensure the effective utilization of GTOS products by users in developing and developed countries;

• market the GTOS agenda with donors and users;

• ensure appropriate planning, reporting, and communication;

• support the Steering Committee and other elements of GTOS;

• coordinate with other observing systems;

• maintain effective engagement with co-sponsors;

• develop and maintain methods to ensure effective communication with and among collaborators, donors, users, and others (website, inter alia).

Funding for the Secretariat:

• The start up funding would be used mainly by the secretariat to develop and implement a marketing plan for GTOS and to support initial demonstration efforts.

• With modules of the GTOS strategy funded by multiple donors, the secretariat would budget for and receive funds from individual projects to support administrative and management costs.

• Ongoing core support from the co-sponsors for the secretariat will be required to stabilize ongoing activities and staffing and to bridge gaps in project funding which will occur from time to time.

• The short term objective for the secretariat should be to acquire funding to support at least three professional staff.

Immediate Actions:

• Incorporate the elements of this paper into the revised Operational Plan for GTOS, as part of the results of this meeting of the GTOS Steering Committee.

• Carefully ensure that the programme, implementation, and funding plans are fully harmonized.

• Engage co-sponsors at an early time to secure start up funds, seeking their support in acquiring funds from donors.

• Develop a list of potential donors and their interests and mandates and a plan of engagement for donors of highest priority - relate outcomes to areas of donor interest - an action plan for donor engagement.

• Develop invitations to donors and users for participating in the next meeting of the GTOS Steering Committee or its Executive Committee.

• Develop a clear, precise, brief prospectus on GTOS that can be used for initial contacts with potential donors and users - identifying fundable modules in the context of the total strategy.

• Develop a plan of engagement for foundations, understanding their mandates and interests and tailoring meetings to gain their interest and support. Specifically develop foundation approaches to seek one-time (start-up) support for GTOS.

The GTOS structure was revised by the breakout group on GTOS Governance as follows. The changes will be incorporated in the chapter IV of the implementation plan.

GTOS Elements

The GTOS system consists of three elements:

GTOS Networks: The networks of national stations, sites, and areas are where observations are made and data and information are collected. Included in GTOS Networks are all the centres, designated and un-designated where GTOS data are stored, managed or analyzed, and where assessments and other forms of evaluation are made. A number of different types of networks are involved based on environment types (e.g., Coastal, Glacier) and organizational efforts (e.g., national networks). A GTOS Network Panel (GT-Net Panel) will provide an organizational link between the various networks and the other elements of GTOS.

GTOS Programme: The work programme of GTOS, the reason for gathering and analyzing the data and information.

GTOS Management: GTOS Management provides the means for bringing together the various independent national networks, habitat networks that comprise GTOS and in making their liaison and co-operating easier, more cost effective, and more productive.

Steering Committee

The Steering committee (SC) comprises the Main Steering Committee and its subsidiary bodies (such as working groups and panels).

Main GTOS Steering Committee

• Role: The Co-sponsors provide the GTOS Steering Committee with Terms of Reference governing its composition, general responsibilities, and powers, by which it provides scientific, technical and general directional guidance to GTOS. The Chair of the GTOS Steering Committee reports directly to the Co-sponsors. The Steering Committee meets on a time-to-time basis, at least annually, depending on the status of the program and available funds. The GTOS Steering Committee can create limited-life GTOS subsidiary bodies, such as Working Groups and Panels, for specific purposes as required and funds permitting.

• Membership: The initial Steering Committee is a group of 15-20 experts invited by the Co-sponsors to participate in their personal capacities and on a voluntary basis, augmented by one representative of each of the Co-sponsoring organizations. Co-sponsor representatives serve as members for an indefinite number of years and each Co-sponsor can change its representative at its own discretion. Each term of membership for an independent member is three years and members may not serve for more than two consecutive membership terms. A rotational plan will be implemented after the initial 3 years whereby 4-5 members will be replaced each year thereafter. The Steering Committee will be reduced in size to 12 - 15 independent members after the initial 3 years. New members are identified by both the current Steering Committee and Co-sponsors and following Co-sponsor approval, will be invited by the Chairman of the Steering Committee on behalf of the Co-sponsors. Identification of new Steering Committee members will be based on expertise needed to provide a balance across GTOS programs, geographical representation, underrepresented groups, and user needs. The Steering Committee can co-opt additional persons from time to time to attend particular Steering Committee meetings when the Chair considers that discussion on a specific agenda topic needs expert opinion beyond that within the expertise of the Steering Committee.

• Executive Steering Committee: On certain matters - and when necessary for budgetary and time constraints - the Chair shall convene an Executive Session of the SC composed of a subset of SC members to act on behalf of the full Steering Committee. The full SC will be provided with recommendations and minutes from the Executive SC discussion sessions.

GTOS Network Panel (GT-Net Panel)

Background

The heart of GTOS is a world-wide network of representative sites and observational facilities at which terrestrial observations are made. These sites are mainly those already within existing national and international networks; however, new national networks and international networking activities are expected that would become involved in GTOS, eventually reaching over 100. GTOS will continuously attempt to involve these current and future activities, especially as gaps in coverage are revealed. To ensure that GTOS develops along sound scientific lines and in ways that do not contradict the already operational aims and goals of each participating network, it is essential that each participating network is represented within GTOS. The many national sites and networks are organized into different international networks (e.g., National, Glacier, Permafrost). Each of these international networks will have a person designated by that network that will serve on a GTOS Network Panel (GT-Net Panel). Each individual site or national network (e.g., Environmental Change Network of the U.K., Hungarian LTER Network) will have a say in the international network to which it belongs and be able to pass information and directives using the designated person for that network. In this way, each type of network will have a voice in determining how GTOS will operate and the directions in which it will move. This two-level hierarchy of sites/national networks and international networks will provide the guidance GTOS needs, provide a voice for all sites and networks and be economical. The various international networks will host their own meetings and determine their own governance rules.

The GT-Net Panel will be, therefore, in effect the GTOS Scientific and Technical Committee that was proposed, along with a GTOS Steering Committee, at the Fontainebleau meeting in 1992. Such a body is very important if GTOS is to succeed because it is vital that active terrestrial/aquatic scientists at the forefront of their fields should keep GTOS abreast of current scientific findings and applications. The reports of the GT-Net Panel will come before the GTOS Steering Committee which will consider them in light of current political, economic, social and development needs thus giving GTOS the requisite geopolitical and scientific balance.

• Role: The GT-Net Panel has no operational mandate and exists to provide the GTOS Steering Committee with sound scientific and technical guidance on all matters relating to the implementation and operation of GTOS terrestrial observation programmes including practical advice on means to facilitate their on-going operation. This guidance includes advising on the future expansion of GTOS networks, observational and analytical aspects of GTOS, identification of important gaps in geographical, ecosystem and observation coverage with suggestions on how the gaps might be closed, necessary metadata, harmonization approaches including quality assurance and quality control procedures, evaluation of methods for use within GTOS, and national scientific and technical capacity building and training. Individual Panel members and their respective organizations may be asked to assist from time-to-time in some operational tasks such as transforming scientific data into other forms for use by national policy makers.

• Membership: The GT-Net Panel would be composed mainly (about 75%) of scientists designated by the international networks participating in GTOS and members of the GTOS Steering Committee (about 20%) plus a few (about 5%) independent scientists of distinction who ma have no direct role in GTOS and its networks. Each of the international networks (e.g., National, Glacier, Permafrost) would develop its own membership rules and procedures for designating the representative to the GT-Net Panel. The Chair of the GT-Net Panel would be elected from the Panel members and will report to the Chair of the Steering Committee. The GTOS Secretariat would serve as the focal point for the Panel and act as its Secretariat.

GTOS Working Groups

• Role: Working Groups are informal subsidiary bodies of the GTOS Steering Committee and are created by its Chair on the recommendation of Steering Committee members. Each Working Group is led by a designated member of the Steering Committee. Working Groups are created to consider, develop or evaluate specific topics and issues thought relevant to the GTOS programme and its operations. Working Groups have no fixed length of life but are generally short-term. Each is disbanded on completion of its work. Working Groups normally do not meet but communicate and interact by electronic and other means. Very occasionally, however, a topic may be of such complexity or importance that electronic communication is not sufficient and an actual meeting is required. If the Chair of the Steering Committee approves, and available funds permit, the GTOS Secretariat will support such a meeting.

• Membership: Each Working Group is comprised of those Steering Committee members who volunteer to join because they are interested and knowledgeable in the discussion subject. Working Groups may seek advice (or co-opt) where necessary) from those on the GTOS Roster of Experts and from others not members of the Steering Committee or Roster.

Introduction

The Working Group was directed to consider two specific issues - development and management of GTOS products, and the role and development of GTOS data and Analysis Centres (DACs). Both terms are introduced in the GTOS Implementation Plan and are expanded upon in the draft Data and Information Plan (GTOS DIMP).

The draft GTOS DIMP includes discussion of the distinction between data and information. In the same way, a distinction may be made between data and products. At the base (see figure 1) are primary datasets which may be used in used in a variety of ways - analysed, summarised, integrated, compared - to produce a product. The product may itself be a dataset which can be used in turn to generate higher level products. In general, a primary dataset itself may be considered a product.

GTOS Products

Derived datasets and any further products developed from them may certainly be GTOS products. The question of whether or not any primary datasets would be termed "GTOS products" gave rise to considerable discussion. GTOS is envisaged as a facilitator, not a collector or owner of data. A mechanism is needed to ensure that a GTOS designation is made (where appropriate) without usurping ownership in any way. The following scenarios are foreseen.

1. Existing datasets, primary or derived, will be used to develop GTOS products where they are identified as required to meet a priority need (datasets currently identified by TOPC are examples of this). A formal approach should be made to the dataset owners asking that the dataset be made accessible to GTOS, and the description included in a GTOS metadatabase. The suggestion was made that the datasets be flagged as "a contribution to GTOS".

2. Any derived data product resulting from activities facilitated by GTOS will be a GTOS product (such as the estimates of Net Primary Productivity from the GT-Net demonstration project). A basic tenet of any GTOS Network should be that any such outputs are designated as GTOS products but ownership will remain with the Network members and will be acknowledged.

3. New primary datasets to be compiled through GTOS Network activities (such as those to be generated in the GT-Net demonstration project) are to be GTOS products. This should work in the same way as in the preceding case i.e. "ownership" will remain with the dataset generators and will be acknowledged. (Note that, as mentioned above, the designation of primary datasets as GTOS products was questioned. Using the designation "contribution to GTOS" rather than GTOS product may be preferable. This point should be clarified during the course of the planned demonstration projects.)

Data Centres

The development of GTOS products as described above will require a variety of functions which differ with the level of the product (see figure 1). At the lower (dataset) level, these will include verification, quality control, first level processing, local archiving and provision of metadata. As the products become more derivative then functions also include integration of datasets, long-term archiving of datasets and other products, provision of metadata, coordination of various aspects of data management and establishment of policies for product development. Thus several different types of Centre will be needed:

• local, national and regional centres to manage datasets

• centres with particular analysis expertise and capabilities

• archive facilities

• a central coordination point.

(Since analysis is only one of the functions required, the term GTOS Data and Analysis Centres was dropped in favour of simply GTOS Data Centres.)

These Centres would be primarily existing institutions with which formal agreements had been made to undertake one or more of the above functions on behalf of GTOS. This would be done either from their existing resources, or with additional resources supplied through GTOS. There may be cases when a requirement cannot be met by any existing organisation and GTOS would then need to clearly identify the need and plan to establish a suitable facility.

The existing Data Centres in the prototype networks are candidates to become the initial GTOS Data Centres to provide at least dataset management and analysis facilities but not necessarily long-term archiving. The Secretariat, with the GOS Information Centre, should undertake the coordination role.

Towards Implementation

The activities currently underway and planned by TOPC and GT-Net participants should provide excellent opportunities to refine any recommended criteria and procedures through practical application.

A number of actions were recommended.