GLOBAL FRAMEWORK FOR CLIMATE SERVICES

REPORT OF THE FIRST MEETING OF THE AD HOC TASK TEAM FOR THE GFCS 2015 – 2018 OPERATIONAL AND RESOURCES PLAN

GENEVA, 27 to 28 April 2015

FINAL

8 July 2015

TT-ORP First Meeting Report

INTRODUCTION

The first meeting of the Task Team on the Operational and Resource Plan for the Global Framework for Climate Services (GFCS) for the period 2015 – 2018, was opened at 09:00 on Monday, 27 April, at the headquarters of the World Meteorological Organization (WMO), 7 bis, avenue de la Paix, 1211 Geneva, Switzerland. Members of the Task Team were nominated by the principal members of the Intergovernmental Board on Climate Services (IBCS), WMO technical commissions, WMO Regional Centers, and GFCS Partners. The Task Team meeting was attended by a total of 30 participants, including 6 WMO Member States, 6 partner organizations, 4 representatives of WMO Technical Commissions, and 4 representatives of WMO Regional Climate Centers (Annex 1).

1. OPENING OF THE SESSION1.1 The Chair of the Intergovernmental Board on Climate Services (IBCS) Mr. Jens Sunde, and the WMO Deputy Secretary- General (DSG), Mr. Jeremiah Lengoasa, opened the meeting with statements to the Task Team.

1.2 Mr. Sunde welcomed participants and reminded members that the mandate of the Task Team came from the Second Session of the IBCS Management Committee in 2014. The objective of the Task Team on the Operational and Resource Plan is to work with partners to finalize the GFCS work plan and extra-budgetary resource plan for the period of 2015-2018 for consideration by the third IBCS Management Committee meeting in October 2015. The Task Team will therefore be required to undertake a number of tasks in the coming months.

1.3 Mr. Sunde emphasized that finalization of the Operational and Resource Plan is a new opportunity to further define the work plan and priorities for GFCS, while being realistic about implementation. Partner involvement is critical for GFCS implementation and the priority areas. Partners are encouraged to be involved in the development of the plan, as well as the beneficiary communities.

1.4 The proposal to include the energy sector as a 5th GFCS priority area is under consideration, and will be decided upon at the 17th Session of the World Meteorological Congress. If agreed upon in May 2015, this decision will have bearing on the work of the ORP-TT.

1.5 Mr. Lengoasa welcomed the Members, partners, representatives of WMO Technical Commissions and WMO Regional Climate Centres. He noted the expanding commitment to the implementation of the Framework obvious from the Task Team participants, representing WMO members, WMO Technical Commissions, WMO Regional Climate Centres as well as a range of GFCS partners. He reminded members, that when the WMO Extraordinary Congress approved the GFCS Implementation Plan (IP) and project compendium in 2012, GFCS entered into an implementation phase. In its first two years, much of the focus has been on establishing the governing bodies and structures. The GFCS is now entering the 6 year implementation phase where tangible results at country level are expected to be achieved. The work delivered by this multi-faceted Task Team will drive the success of the GFCS implementation. GFCS, in its goals, aims to enhance support, particularly in 70 vulnerable countries, noting the difficulty of implementing activities in some countries due to conflict or periods of reconstruction.

1.6 Mr. Lengoasa emphasized that in the next 6 years GFCS should be focused on clear translation of Pillars and Exemplars of the Implementation Plan (IP) into actionable and fundable plans, whereby at the end of the 6 year period the GFCS can show significant progress.

1.7 The GFCS flagship projects already taking place, such as those in Malawi and Tanzania, are demonstrating proof of concept in how partners can come together and jointly support nationally prioritized activities. Through these projects the GFCS has already learned a certain number of valuable lessons about governance needs, and the required process to transition research products into operations. For example, the GFCS has learned that capacity levels are low

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in many places and that it is critical to follow national consultations with plans and support mechanisms ready to allow activities to be implemented to address priorities and gaps.

1.8 These projects are important test-beds. The GFCS must set up the infrastructure to fully transition products available in research mode into operations, through the WMO-led CSIS. WMO is prepared to commit other resources such as the Global Data Producing and Forecasting System (GDPFS) to enable this transition until the WMO CSIS or other CSIS efforts are ready. The decadal forecast is one of these products that could be ready for transitioning at full scale to a decision-making tool in applicable sectors. This would be an immense gain if it can be effectively transitioned.

1.9 Another important achievement for GFCS has been the strengthening of partnerships and creation of Joint Offices to allow closer collaboration with partners and user-communities. For example, the WHO/WMO Joint Office for Climate and Health; the Joint Office with the Global Water Partnership and the WFP Climate Service Advisor for food security co-located within WMO. These mechanisms for implementation and the resource needs of these mechanisms should also be considered during the deliberations of the Task Team.

2. ORGANIZATION OF THE MEETING

2.1 Adoption of the agendaPrior to adopting the agenda, two additional agenda items were proposed. First, the communication needs for presenting and promoting the work plan to partners and donors, under agenda item 5 - Next Steps. Secondly, to consider the project compendium, and make it available with the meeting documents for consideration under agenda item 4.

2.2 Working arrangementsThe meeting worked from 9:00 to 12:30 and from 14:00 to 17:00. Thirty minute breaks were held in the mornings and afternoons.

3. BACKGROUND TO THE ESTABLISHMENT AND OBJECTIVES OF THE TASK TEAM

3.1 Background to the establishment of the Task Team 3.1.1 Mr Filipe Lúcio, Director of the GFCS Office, provided the Task Team members a background to the establishment of the Task Team on Operational and Resource Plan for the GFCS for the period 2015 – 2018 to set the context for their work.

3.1.2 Discussion arose around the compendium of projects, with members noting it as a valuable but underutilized document that remains somewhat separate from the Implementation Plan. Consideration of the compendium was noted as key to the finalization of the Operational and Resource Plan. Members agreed a review is warranted as compendium activities may be outdated since its development in 2012. Clarifications noted that the GFCS Office plans to update the compendium for the Third Meeting of the Intergovernmental Board on Climate Services in 2018 and that this Task Team could provide recommendations towards this update to ensure consistency with the Operational and Resource Plan.

3.2 Purpose and Terms of References (ToR) of the Task Team 3.2.1 The meeting discussed the purpose of the Task Team and refined the Terms of Reference (Annex 1) introducing several amendments seen necessary to effectively address the objectives for the establishment of the Task Team. The agreed ToRs are as follows:

3.2.2 The current mandate of the ORP-TT (TT-ORP/INF.2) is to prepare and present a finalized Operational and Resource Plan to the 3rd meeting of the IBCS Management Committee by October 2015. In revisiting the ORP-TT Terms of Reference, members raised a range of longer-term operational and resource related needs that highlighted the potential relevance and value to consider an extension of the mandate of this TT beyond its originally envisioned mandate.

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3.2.3 A collective decision was made to amend the ToR to include the following item (g) rather than appropriate new responsibilities that extend beyond the current time-mandate of the group. This would allow the Task Team to make recommendations to the IBCS Management Committee on the long-term role of this Task Team as follows:

Make recommendations to revise and amend the compendium of GFCS-related projects and activities at global, regional and national levels.

Link the Operational and Resource Plan with the Sendai Framework, UNFCCC Adaptation Agenda, the post-2015 development agenda, and other climate sensitive policy processes which could benefit from climate services.

“Provide recommendations on emerging priorities and gaps to inform annual revisions in the operational work plan as needed.”

“Provide recommendations on technical capacity needs for the implementation of the operational and resource plan

Provide recommendations on the communication and outreach of the Operational and Resource Plan”

3.3 Work done on the 2015-2018 Operational and Resource Plan of the GFCS for the period 2015-20183.3.1 Mr Filipe Lúcio provided a historical account of work done to develop the GFCS Implementation Plan, including the inter-linkages of the five annexes and four sectoral exemplars. He explained that the current compendium of projects summarizes key activities of the nine IP documents into 40 projects and proposals for a total cost of 140 million CHF over 10 years. Each project ranges in cost from 100,000 to 40 million CHF.

3.3.2 The draft Operational and Resource Plan for the GFCS for the period 2015 – 2018 (Doc. 7/IBCS-2) identifies 43 priority projects structured in accordance with the five Pillars, and draws from activities described in the Compendium. Members noted that the mechanisms for coordination and resources required to coordinate were inadequately reflected in the draft Operational and Resource Plan considered by IBCS-2. Task Team members also debated on the most appropriate approach for presenting the work plan (around the priorities areas or pillars).

3.3.3 Reference was made to a decision made at the Second Meeting of the Partners Advisory Committee (PAC-2) in March 2014 to focus on demonstrating the value of partner’s collaboration in six countries (Dominica, Bhutan, Papua New Guinea, Burkina Faso, United Republic of Tanzania, Moldova). In these countries partners would work together to expand the proof of concept of GFCS implementation. However, these focus countries do not limit GFCS implementation elsewhere.

Coordination at Global, Regional and National Levels: Status and Needs3.3.4 It was noted that the coordination function of GFCS is highly valuable to show partners the added value and what the Framework can do for them [the UIP] as a mobilizing platform at global and regional levels.

3.3.5 Mr Filipe Lúcio summarized how the GFCS Office is addressing activities related to coordination needs. A first step was taken at the Partners Coordination meeting in October 2014 which collected information on the type and scale of climate services activities occurring in 16 countries. Secondly, the recently formed and expanding PAC has agreed to assume increased coordination function for GFCS. Thirdly, with World Bank PAC membership, GFCS is working to link the World Bank information platform to the GFCS project database, which will provide enhanced information on current climate service investments.

3.3.6 GFCS has the potential to play a coordinating role between recipients and donors of climate service investments. It was noted that the volume of resources being invested in Disaster Risk Reduction, Climate Resilience, Climate Risk Management and other agendas that share common goals with GFCS is high and increasing. However, it should be recognized that only a small portion would be directly coordinated through GFCS and its existing structures. Existing GFCS activities generally fall into three tiers – direct GFCS coordination, indirect GFCS coordination, and no coordination. There was consensus that the types of activities that should be

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prominent in the Operational and Resource Plan are coordination and action plans at country level, which can help bring coherence to the volume of resources being made by various actors. Strategic level thinking is required in the Operational and Resource Plan to allow GFCS to guide and influence the other investment decisions.

GFCS Operational and Management Capacity: Status and Needs3.3.7 In relation to the 2015-2018 Draft Operational and Resource Plan, Mr. Mizutani’s of WMO Finance provided a presentation on the existing and proposed budget. Subsequent discussion highlighted the insufficient management and operational capability of the Secretariat to manage the estimated volume of funds required for implementation of GFCS activities, the Compendium of activities and other related efforts.

3.3.8 The Task Team discussed the Administrative and Financial Management capacity of the GFCS Office. This discussion focused on the needs for reinforced operational capabilities of the WMO Secretariat including the GFCS Office, if the Operational and Resource Plan is to be implemented successfully. Mr. Muzutani pointed out to the large scale of the 2016 funding gap and emphasized the importance for resource mobilization if implementation is to advance as planned. He noted that the proposed GFCS implementation of projects valued at over 50 million CHF is ambitious and will require specific capacity to be built up to implement at this scale. For example, staff costs to develop detailed project documents of the planned activities are not available today. WMO Regular budget is limited and, within the current resources, WMO will not have resources to provide staff and services required to develop and supervise GFCS related projects at the scale of 50 million CHF per annum. He emphasized that both extra-budgetary resources and general purpose contributions would be required to develop the infrastructure to develop and supervise the projects.

3.3.9 Additionally, at present the GFCS is heavily dependent on the WMO infrastructure to implement GFCS activities. A concern was raised that to-date the GFCS has been notably drawing upon WMO Secretariat capacity for project management, and potentially deviating human resources from WMO core programming. Since 2013, the WMO DRA department has taken on the burden of managing two important projects (NOR2 and CAD) so that the activities are coordinated under the GFCS.

3.3.10 Mr. Lúcio clarified that GFCS related resources should be registered under the GFCS budget. Resources would subsequently be redistributed to the appropriate WMO programs who would implement specific activities for which they would provide the appropriate accounting and reporting. This would allow a better capture of resources being channelled to support the GFCS.

3.3.11 This situation points to the need for dedicated GFCS resources for project management and coordination, and warrants exploration of other potential coordination and management support mechanisms.

3.3.12 Mr. Mizutani raised the additional point that most funds in the GFCS Trust Fund are earmarked for specific activities, and have subsequently restricted GFCS Office growth and other foundational capacity development.

Resource Needs and Mobilization: Status and Needs3.3.13 Resource requirements exist for both in-kind contributions (including human resource secondments), as well as general purpose voluntary contributions that are more flexible and can address gaps. Although there have been some general resources contributed by Members, most interest has emerged around the priority areas. There is a need to also invest in pillars. Additionally, the impact of reduced extra budgetary contributions on the GFCS Office’s capacity and activities were mentioned.

3.3.14 Human resource requirements for successful GFCS implementation were considered in relation to the draft Operational and Resource Plan. Priority needs recognized include a dedicated budget officer to support accounting needs in the event that resources increase, adequate

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administrative support for travel and operations, and project officers to support project development and implementation. A suggestion made was for GFCS to consider the UNDP project development model, whereby funds from the project are used to cover a project development phase, planning, monitoring and evaluation, which require intensive documentation.

3.3.15 Mr. Lúcio highlighted that a minimum of 2.5 million USD is required to maintain the GFCS Office and step up resource mobilization. He referred to the fact the HLT originally estimated the GFCS would need resources in the order of 250 million USD per year to be effective.

3.3.16 In light of the GFCS requirements and funding gaps, modalities for resource mobilization became a key point of discussion. The role of the PAC members and other donor agencies were recognized as critical to advocating and raising necessary resources for the implementation of GFCS activities. To achieve partner support in resource mobilization efforts, Members noted it would be important for GFCS to articulate the added value and benefits of GFCS for the major donors and partners. Examples of ongoing efforts by the GFCS Office were provided, such as discussing a Memorandum of Understanding with the World Bank to leverage increased investment for National Meteorological and Hydrological Services and resilience building actions.

3.3.17 Members pointed out that a large proportion of bilateral and multilateral funds are allocated directly to countries and regions. Therefore, the regional and national scale GFCS infrastructure would also need to help to access regional funding opportunities.

Considerations for Informing the ORP Development3.3.18 The Task Team´s work to finalize the Operational and Resource Plan must make the appropriate provisions to enable the operational management and GFCS activities to be undertaken. The Task Team suggested a series of steps to be taken in finalizing the Operational and Resource Plan to: a) fully account for management and coordination costs where required; b) prioritize Operational and Resource Plan included activities through the application of clear criteria; and c) explore acceptable implementation modalities (burden sharing) across GFCS partners, including WMO members and entities, and partners.

3.3.19 A few proposed implementation modalities were discussed. At the regional level, entities exist in some areas that can be built on, and we must accommodate the various structures and levels of capacity. At the national level, Partners would be encouraged to take on management responsibilities. In Malawi and Tanzania lessons are being learned on how to develop national frameworks to reduce redundancies, mostly through coordination happening at global level. This coordination needs to be happening at national level. The Frameworks for Coordination at National Level is the vision of how to bring partners and donors together, ideally building on existing coordination mechanisms rather than creating new and competing entities.

3.3.20 The meeting was informed that to support regional and national level activities the GFCS Office has established a partnership with the Norwegian Refugee Council that allow the deployment of experts at regional and national levels to support implementation of GFCS-related activities. The first deployment – GFCS Regional Coordinator for the Sahel - took place in August 2014 at the FAO office in Dakar, Senegal.

4. WORK PROGRAMME OF THE TASK TEAM

4.1 Selection of the Chair of the Task TeamThe ORP Task Team selected as Chair, Ms. Meredith Muth of the United States National Oceanographic and Atmospheric Agency (NOAA); and as co-chair, Ms. Joy Shumake-Guillemot of the WHO-WHO Joint office for Climate and Health, to lead the work of the Task Team.

4.2 Approval of the Structure of the Task Team4.2.1 The meeting discussed and agreed on the structure the Task Team needed to conduct its work, including the expertise required for the conduct of the work of the Task Team according to its

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mandate and objectives. Mr Filipe Lúcio highlighted some history of the Operational and Resource Plan document and items for consideration in structuring the Task Team.

4.2.2 Mr. Sunde reminded the Task Team that there are many audiences for this document beyond the IBCS Management Committee and WMO, and that the Operational and Resource Plan is an instrument to help convey the vision of GFCS and help partners and countries and constituent bodies to fit themselves into GFCS – and see better how the GFCS can improve their own work.

4.2.3 Reference was made that we should refer back to the Implementation Plan, its Annexes and Exemplars, to recognize, for example, the criteria of GFCS projects to be considered and other expected outcomes such as the need to deliver on the four User Interface Platform functions of feedback, dialog, outreach, and evaluation.

4.2.4 Members agreed to revisit the structure of the Task Teams following consensus on the Operational and Resource Plan Draft Outline.

4.3 Approval of the approach to develop the work plan4.3.1 The Task Team discussed how the Operational and Resource Plan should be reframed in order to orient the GFCS toward maximized impacts in the coming 6 years. Members strongly agreed that the Task Team should be pragmatic in approaching the Operational and Resource Plan, and keep in mind the ‘last mile’ where climate information is applied by users, particularly vulnerable contexts where climate services matter most. Therefore the User Interface Platform should be a central driving force for GFCS implementation, in reaching and responding to user communities.

4.3.2 To inform the balance of meeting both high level global needs and national level priorities, it is important that the ultimate actions of this Task Team are translatable at the local level.

4.3.3 Based on discussions, the Task Team agreed that the Operational and Resource Plan should include a brief ‘Justification and Relevance’ section, in order to improve the accessibility of the Operational and Resource Plan to a range of readers. This section would include elements such as:

Scope and Purpose of Operational and Resource Plan - to emphasize the role of the Operational and Resource Plan as a guide towards greatest impact of GFCS investment. It would also make reference to the process for identification of projects in Implementation Plan, and the existing Annexes and Exemplars.

Relevance - . to describe what are climate services, why they are needed and what impact they can have on communities and economies

Linkage to other efforts – to describe how GFCS can enhance and support the effective implementation of global and national emerging priorities such as Sendai, Sustainable Development Goals, UNFCCC, National Adaptation Planning, etc., and note the rapid expansion of key GFCS related activities to support specific activities within these agendas (e.g. Multi-hazard Early Warning Systems).

GFCS value - to describe the added value of GFCS, reference to what would happen without GFCS, and provide examples of successful GFCS efforts and lessons learned to inform efforts over the next four years.

GFCS as an enabler - to describe how GFCS helps support implementation of others (national met services, partners, etc.) and recognizes the role of many actors.

Leveraging - GFCS will seek opportunities to leverage existing and new financing streams (i.e. Adaptation funds, Green Climate Fund)

Capacity building - to address the disproportional capacity for providing climate service at national levels (emphasis on Least Developed Countries)

4.3.4 The Task Team agreed to organize the Operational and Resource Plan in response to the following issues and needs raised:

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To link all proposed activities to expected and measurable outcomes To structure the Operational and Resource Plan in a way that makes GFCS activities

accessible and welcoming to engagement of the priority sectors and actors. To elevate the user requirements as a starting point for building end to end service

capabilities, and for establishing the supporting mechanisms to link and facilitate climate service delivery at National, Regional, and Global Levels.

To put national priorities first, supported by technical, regional, and global efforts To articulate the added value and linkages of the GFCS to climate sensitive policy

agendas

4.3.5 Several partners highlighted the need for multi-sectoral coordination.

4.3.6 Discussion reflected on how to improve GFCSs ability to help position and anchor climate information within programming in other sectors. Climate information is not seen as a main driver in these processes. Reference was made to the Exemplars, where some user needs and required support have already been expressed. In response to this concern, it was agreed to focus on activities that facilitate the creation of platforms that strengthens the provision and increased use of climate information within priority areas.

4.3.7 The Task Team brainstormed to identify other high impact activities and roles which allow the GFCS to add-value to the climate service space. These include the following: build awareness; identify climate service demands; create policy space within national structures; foster mechanisms to collectively provide feedback to investors, providers, and the WMO climate service community; play a harmonizing role for climate service programming and investments. Members agreed these functions are reflected in the expected role of effective platforms, and therefore the User Interface Platforms should be further developed and empowered via the Operational and Resource Plan.

4.3.8 In conclusion, participants strongly agreed that the Operational and Resource Plan should orient GFCS over the next 6 years to maximize it coordination and value-adding activities that are unique GFCS, rather than summarize an agglomeration of relevant small projects or activities that are more appropriate to be led by other entities.

Approach to develop the work plan, including deliverables with milestones4.3.9 Revised Operational and Resource Plan Outline. The Task Team, following an active discussion, agreed upon a new Operational and Resource Plan outline that includes seven sections (Full outline included in Annex 2). Specific deliverables by drafting teams in accordance with the outline below:

Section 1: Relevance and Justification for GFCS Operational and Resource PlanSection 2: Expected Outcomes and Guidance to Implementation Section 3: Investing in the architecture for user engagement and service delivery (Mechanisms)Section 4: Applying climate services to decision making in the four priority areas (Exemplars)Section 5: Enhancing Core Technical Capabilities for User-Driven Climate Services (Pillars)Section 6: Emerging needs/opportunitiesSection 7: Resource requirements

Task Team Approach to finalize the Operational and Resource Plan for consideration by the Management Committee4.3.10 The Task Team agreed on the following approach: Five drafting teams were formed to provide inputs to each section of the Operational and Resource Plan, addressing diverse components of the GFCS (Annex 3). The Chair and Co-Chair are responsible for consolidating and sharing the document with the Secretariat and appropriate parties. Drafting teams responsible for activities related to the Pillars and Exemplars, will likely require additional consultation with their

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constituents to agree upon priorities, and will be independently responsible for seeking appropriate input. If the topic of ‘Energy’ is approved by the 17th Session of the World Meteorological Congress as a 5th priority sector, the Task Team will also be responsible to take appropriate steps to ensure new activities and needs are reflected in the Operational and Resource Plan.

4.3.11 The Task Team agreed that the drafting groups will be required to revisit and reprioritize the compendium of GFCS projects and activities. Guidance was provided to teams that they should review activities in existing documents, such as the annexes, exemplars, and Compendium; identify key gaps to achieving the GFCS outcomes and objectives. Propose existing, new, or consolidated activities and appropriately update the short activity descriptions for each project; Identify implementation mechanism (existing or proposed); identify ongoing and funded activities versus potential projects which require resource mobilization; note estimated costs if available.

4.3.12 The Task Team identified specific steps required, and agreed to the following schedule and responsibilities leading up to the Third Meeting of the IBCS Management Committee in October 2015.

Deadline Deliverable

June 30, 2015 Drafting teams complete sections and share with ORP TT-Chairs and GFCS Office

July 30, 2015 ORP TT- Chairs share consolidated draft document with ORP-TT, M&E TT, WMO bodies and PAC for input, including request for WMO Resources Mobilization office and GFCS Office to develop Resource Requirement section.

August 7, 2015 Input received from TT, PAC, WMO bodies

August 14 , 2015 ORP TT- Chairs consolidate and finalize inputs, with further discussion with WMO Resources and M&E TT, as required

September 18, 2015 ORP Work Plan Draft completed for translation

October 19-23, 2015 ORP Work Plan presented to IBCS Management Committee

5. Additional Steps and Considerations

5.1 Identification of the steps in the work of the Task Team prior to the 3rd meeting of the Management Committee

Communication of the Work Plan 5.1.1 The need to communicate the Operational and Resource Plan and GFCS to diverse audiences was widely acknowledged by the Task Team. The Operational and Resource Plan is an important instrument for communicating GFCS expected impacts and engagement needs, and could also be used to provide guidance to donors on what the priorities should be in order to ensure that gaps in implementation do not result. It should therefore be accessible and understandable to IBCS members, partners, stakeholders, and donors. Proposed communication products included:

1-2 page Executive Summary of the Operational and Resource Plan as a gateway for policy makers and donors, accompanied with a more detailed but easy to read full Operational and Resource Plan

Active outreach and sharing of the Operational and Resource Plan through various means, including through WMO regional infrastructure, to support communication to existing and potential donors

5.1.2 The Task Team also considered additional mechanisms for enhancing work plan communication as follows:

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Advocacy by the WMO Communications and Public Affairs Office Request the IBCS Management Committee members and WMO Permanent

Representatives to represent GFCS Increase visibility and accessibility of compendium on GFCS website Recruit a dedicated communication and outreach officer under the GFCS Office

5.1.3 The Task Team, under section 3.3 for GFCS Office Support, specifically recommended the Operational and Resource Plan to detail the required resources to cover the refinement of the GFCS Communication Plan and staffing costs for a dedicated Communications Officer in the GFCS Office, so that the GFCS Office has the capacity to effectively communicate the achievements and needs of GFCS.

Alignment with plans of other GFCS entities and Task Teams 5.1.4 The Task Team highlighted the need to align the Operational and Resource Plan with the work plans of other GFCS entities, such as the PAC and the Task Team for Monitoring and Evaluation. Lessons learned during the few years of implementation of the GFCS should be considered in the development of the Operational and Resource Plan.

5.1.5 Members noted that some reflection is needed on how to align the Operational and Resource Plan with the PAC work plan and the 6 country focus it identified. Criteria for selecting the countries include: Commitment of the country to successful GFCS implementation; where many partners have the opportunity to work together; existing capacity gaps; broad categorical representation of needs in LDCs, SIDS, Landlocked, Arid, Mountainous regions, etc.

5.1.6 In ensuring connectivity with the Monitoring and Evaluation Task Team, close coordination will be required between the two GFCS Task Teams. The resource requirements for GFCS Monitoring and Evaluation should be fully accounted for in the Operational and Resource Plan; and the Monitoring and Evaluation of Operational and Resource Plan outcomes should be informed by the Monitoring and Evaluation Task Team.

5.1.7 Members agreed that lessons learned during the first two years of GFCS implementation could be valuable to inform the Operational and Resource Plan programming for phase two (2015-2018) and to advocate for future programming opportunities to address needs. The GFCS Office noted they are considering developing a paper to capture GFCS and climate service contributions to Sustainable Development and Adaptation, which may address some of these needs for sharing lessons.

6. CLOSURE OF THE MEETINGThe meeting closed on Tuesday, 28 April 2015 at 16:15. The following day, the Chair presented the Operational and Resource Plan Task Team outcomes to the Monitoring and Evaluation Task Team which met 29-30 April 2015.

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Global Framework for Climate Services (GFCS)

TT-ORP/INF.2

AD-HOC TASK TEAM ON OPERATIONAL AND RESOURCE PLAN FOR THE GFCS FOR THE PERIOD 2015 - 2018

Submitted by: Secretariat

Date: 9.IV.2015

FIRST SESSIONGENEVA, 27 – 28 April 2015

Original Language: English

Status:

Terms of reference for an ad-hoc working group on budget and operational and resources plan for the GFCS for the period 2015 – 2018

IntroductionWith the view to effectively implement the Global Framework for Climate Services (GFCS), and Pursuant to Resolution 47 (Cg-XVI) – Response to the Report of the High-level Taskforce for the Global Framework for Climate Services, Resolution 48 (Cg- XVI) – Implementation of the Global Framework for Climate Services, Resolution 1 (Cg-Ext.(2012)) – Implementation of the Global Framework for Climate Services, Resolution 2 (IBCS-1) - Implementation Plan of the GFCS, and Resolution 8 (IBCS-1) – Resources Mobilization, Resolution 5 (IBCS-1) – Compendium of projects under the Global Framework for Climate Services and Resolution 7/1 (IBCS-2) – GFCS Budget for 2015 and Operational and Resource Plan for the period 2016-2018, the Management Committee has been requested to further refine and prioritize, in consultation with the Partner Advisory Committee (PAC), the GFCS Operational and Resource Plan at the first meeting of the Management Committee in 2015.

At its second meeting, the Management Committee requested the establishment of an Ad-Hoc Working Group to finalize the budget and operational plan for the GFCS for the period 2015-2018.

Scope of the workThe Ad-Hoc Working Group on budget and operational plan for the GFCS for the period 2015-2018 will support the Management Committee in implementing Resolution 7/1 (IBCS-2). It will be responsible for further refining, prioritizing and finalizing the budget and operational plan for the GFCS for the period 2015-2018. The Ad-Hoc Working Group shall:

(a) Analyse and provide guidance on GFCS priorities for 2015-2018 to enable successful implementation of GFCS Implementation Plan, Annexes and Compendium of Projects as approved at the First Session of the IBCS (IBCS-1);

(b) Review and refine the GFCS budget 2015 and operational and resource plan 2016-2018 as contained in Doc. 7 (IBCS-2);

(c) Prepare a revised GFCS budget and operational and resource plan 2015-2018 document for consideration by the next session of the Management Committee of IBCS (2015);

(d) Provide advice on possible funding streams and mechanisms for accessing funds to support the implementation of GFCS operational plan 2015-2018;

(e) Consult with the Partner Advisory Committee in this process;

(f) Take into consideration the outcomes of the World Meteorological Congress (Cg-17) in this process.

The Ad-Hoc Working Group will define its working modalities immediately after it is constituted.

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GFCS TASK TEAM ON OPERATIONAL AND RESOURCE PLAN 2015-2018FIRST MEETING

(Geneva, Switzerland, 27-28 April 2015) LIST OF PARTICIPANTS

Member countries

China

Ms Mingmei LIDeputy Director-GeneralInternational Cooperation DepartmentChina Meteorological Administration46 Zhongguancun NandajieHaidian DistrictBeijing 10008China Tel: +86 10 684 061 46Cell.: +86 13 681 15 8369Email: lmm@cma.gov.cn

Norway

Dr Jens SUNDEChairIntergovernmental Board on Climate ServicesNorwegian Meteorological InstituteP.O. Box 43, Blindern OsloNorwayTel.: +47 22 96 31 55Cell: +47 900 76 307Email: jenss@met.no

Russian Federation

Dr Alexander ZAYTSEVChief ExpertMain Geophysical ObservatoryKarbyshev Street 7194021 St PetersburgRussian FederationTel.: +7 812 297 43 90Email: a.zaitsev@main.mgo.rssi.ru

Switzerland

Mr Stefan SIGRISTScientific OfficerInternational Affairs DivisionMeteoSwiss, Operation Center 1P.O. Box 2578058 Zürich-AirportSwitzerlandTel.: +41 58 460 97 45Cell: +41 79 702 76 25

Email: Stefan.Sigrist@meteoswiss.chUnited Kingdom

Ms Jane WARDLEInternational RelationsMet OfficeFitzRoy Road, ExeterDevon, EX1 3PBUnited KingdomTel: +44 1392 886807Email: jane.wardle@metoffice.gov.uk

United States of America

Dr Meredith MUTHInternational Program ManagerClimate Programme OfficeNational Oceanic and Atmospheric Administration (NOAA)1305 East-West HighwaySilver Spring, MD 18130United States of AmericaTel.: +434 825 41 69Email: meredith.f.muth@noaa.gov

Organizations

The Food and Agriculture Organization of the United Nations (FAO)

Mr André ALVES DOS REISInternFAOCh Edouard-Tavan 51206 GenevaSwitzerlandTel.: +41 78 879 82 19Email: aalvesdosreis@unog.ch

United Nations Development Programme (UNDP)

Mr Patrick GREMILLETPartnership AdvisorUNDPClimate Change and Disaster Risk ReductionBureau for Policy and Programme Support11-13 Chemin des Anémones1219 Châtelaine, GenevaSwitzerlandTel.: +41 22 917 88 32Cell: +41 79 137 44 99

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TT-ORP First Meeting Report

Email: patrick.gremillet@undp.org

Mr Matthew McKINNONSpecialist Climate ChangeUNDPPalais des Nations1211 GenevaSwitzerlandTel. : +41 22 917 85 40Email: matthew.mckinnon@undp.org

United Nations Environment Programme (UNEP)

Dr Hartwig KREMERChief Scientific Assessment BranchDivision of Early Warning and AssessmentUNEPP.O. Box 30552 – 00100NairobiKenyaTel.: +254 715 823 920Email: hartwig.kremer@unep.org 

World Health Organization (WHO)

Dr Joy SHUMAKE-GUILLEMOTOfficer-in-ChargeWMO/WHO Climate and Health OfficeWorld Meteorological Organization7 bis Avenue de la PaixP.O. Box 23001211 Geneva 2SwitzerlandTel.: + 41 22 730 81 70Email: jshumake-guillemot@wmo.int

United Nations International Strategy for Disaster Reduction   (UNISDR)

Mr John HARDINGUNISDRPalais des Nations 101211 GenevaSwitzerlandEmail: harding@un.org

World Food Programme (WFP)

Dr Katiuscia FARA Climate Services AdvisorWFP World Meteorological Organization (WMO)7 bis, avenue de la PaixCase postale 2300CH-1211 Genève 2

SwitzerlandCell.:+41 79 122 97 42Email: katiuscia.fara@wfp.org

Regional Climate Centers

The   African Centre of Meteorological Application for Development (ACMAD)

Mr Alhassane Adama DIALLODirector GeneralACMAD55, Avenue des Ministères PL 6BP 13184 NiameyNigerTel : +227 2073 4992Cell: +227 94 11 98 10Email: dgacmad@acmad.org, a2diyalo04@yahoo.fr

Centro International para la Investigación del Fenómeno de El Niño (CIIFEN)

Mr Rodney MARTINEZScientific CoordinatorCIIFENEscobedo 1204 y 9 de OtubreP.O. Box 09014237GuayaquilEcuadorTel.: +593 425 147 70Cell: +593 994 721 232Email: r.martinez@ciifen.org

IGAD Climate Prediction and Applications Centre (ICPAC)

Professor Laban OGALLODirector RepresentativeICPACP.O. BOX 10304 Nairobi 00100KenyaTel.: +254 203 514 426Cell: +254 722 526 809Email: logallo@icpac.net

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WMO Technical Commissions

Mr Stuart GOLDSTRAWCommission for Basic SystemsHead Operational Meteorology UK Met OfficeFitzRoy RoadExeterDevon EX1 3PBUnited Kingdom Tel.: +44 1392 885 603Cell: +44 7785 372 591Email: stuart.goldstraw@metoffice.gov.uk

Mr Roger PULWARTYCommission for ClimatologyDirectorNational Integrated Drought Information SystemNOAA Climate Program Office325 BroadwayBoulder, CO 80305-3328United States of AmericaTel: +1 303 497 4425Cell.:+1 301 466 21 85Email: roger.pulwarty@noaa.gov

Dr Jan DANHELKACommission for HydrologyDeputy-DirectorCzech Hydrometeorological Institute (CHMI)Na Sabatce 2050/1714306 PrahaCzech Republic Tel: +420 244 03 23 00Cell: +420 724 108 009Email: Danhelka@chmi.cz

Dr Vasily SMOLYANITSKY WMO-IOC Joint Technical Commission for Oceanography and Marine MeteorologyHead of LaboratoryRoshydromet Arctic and Antarctic Research Institute (AARI)Bering str., 38St Petersburg

Russian FederationTel: +7 812 337 31 49Cell: +7 951 6544196Email: vms@aari.ru

WMO Secretariat Staff7 bis Avenue de la Paix, 1211 Geneva 2

Mr Jerry LENGOASATel: +41 22 730 82 30Email: jlengoasa@wmo.int

Mr Filipe LÚCIOTel: +41 22 730 8579Email: flucio@wmo.int

Mr Peiliang SHITel. : +41 22 730 82 19Email: pshi@wmo.int

Mr Lars Peter RIISHOJGAARDTel.: +41 22 730 81 93Email: lriishojgaard@wmo.int

Mr. Tomiji MIZUTANITel.: +41 22 730 84 63Email: tmizutani@wmo.int

Dr Maxx DILLEYTel: +41 22 730 83 69Email: mdilley@wmo.int

Dr Veronica GRASSOTel: +41 22 730 83 00Email: vgrasso@wmo.int

Mr Zhiqiang GONGTel: +41 22 730 81 09Email: zgong@wmo.int

Ms Ji-Eun SEOTel: +41 22 730 83 74Email: jseo@wmo.int

Mr João RAPOSOTel: +41 22 730 81 39Email: jraposo@wmo.int

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Annex 2 – TT Proposed Outline of GFCS ORP

Section 1: Relevance and Justification for GFCS ORP

Section 2: Expected Outcomes and Guidance to Implementation 2.1 GFCS Goals (as per Implementation Plan)2.2 ORP Objectives and Outcomes 2.3 Criteria: for GFCS project criteria, ORP inclusion criteria, contributing activity criteria2.4 Implementation Mechanisms

Section 3: Investing in the architecture for user engagement and service delivery These activities serve to strengthen and help build sustainable foundation/architecture for effective user-driven climate service development and delivery at the regional and national level (intro paragraph on importance of user interface platform/two way user engagement). These activities should refer to the functions of a UIP (provision of feedback, dialogue, outreach, evaluation) and serve to promote multi-sectoral integration at global, regional, and national levels

3.1 Strengthening national and local mechanisms Developing national frameworks, NCOFs, national consultations, country level projects, coordination structures, building awareness and demand, policy, ensuring technical guidance and expertise being channeled to national level.3.2 Strengthening regional mechanisms RCOFs, regional consultations, RCCs, technical

networks, RA activities, etc. 3.3 Strengthening global mechanisms Secretariat functions and activities for coordination, dialog, outreach, monitoring) e.g., MOUs with World Bank) Coordination of global centers and structures

Section 4: Applying climate services to decision making in the four priority areas This set of proposed activities support the four priority areas to ensure coordination and technical advisory services support the sector to access and use climate services effectively through integration of sector needs and GFCS pillars.

4.1 Agriculture and Food Security 4.2 Health 4.3 Water 4.4 DRR 4.5 Energy – pending Cg-XVII approval

Section 5: Enhancing Core Technical Capabilities for User-Driven Climate Services This set of proposed activities focus on the coordination, guidance, and technical advisory services for each pillar, emphasizing the unique role of these activities that are not being met through other mechanisms or institutions, but are necessary for the achievement of national level user-focused goals.

5.1 CAP – noting cross-cutting capacity needs 5.2 OBS 5.3 RES 5.4 CSIS

Section 6: Emerging needs/opportunities This section captures emerging issues and recommendations to the Management Committee to take future action.

Section 7: Resource requirements7.1 Linkages with the current stream of resources and funding mechanisms7.2 Activities Summary7.3 Secretariat Support Summary 7.4 Governance Summary

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Annex 3 - TT-ORP DRAFTING TEAMS

Section 1 – JustificationFilipe LUCIO*Maxx DILLEY*Stefan SIGRIST Roger PULWARTYJi-Eun SEO

Section 2 – Outcomes and GuidanceTamara AVELLAN*Hartwig KREMERJohn HARDINGT. Mizutani

Section 3 – Architecture Jane WARDLE*Rodney MARTINEZLaban OGALLOAlhassane DIALLOMingmei LI

Section 4 – User-Applications - ExemplarsJoy SHUMAKE* John HARDINGKatiuscia FARAMaxx DILLEYAndre ALVES DOS RIOSJan DANHELKA

Section 5 – Core Capabilities – Pillars *Maxx DILLEY Rodney MARTINEZ Vasily SMOLZANITSKYCommission Representatives Alexander ZAYTSEVRoger PULWARTYStuart GOLDSTRAWMingmei LI

Section 7 – Tomiji MIZUTANITamara AVELLAN

__________

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