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INTERGOVERNMENTAL OCEANOGRAPHIC COMMISSION
(of UNESCO)
Tenth Intergovernmental Session of the IOC Sub-Commission for the Western Pacific
(WESTPAC-X)
Phuket, Thailand, 12-15 May 2015
PROGRAMME AND BUDGET FOR 2014-2017 AND WORKPLAN 2014-2015
IOC/EC-XLVII/2 Annex 3 Rev.
Restricted Distribution
Paris, 2 July 2014
Original: English
INTERGOVERNMENTAL OCEANOGRAPHIC COMMISSION
(of UNESCO)
Forty-seventh Session of the Executive Council
UNESCO, Paris, 1-4 July 2014
Items 3.1 and 7.1 of the Agenda
PROGRAMME AND BUDGET FOR 2014–2017 & WORKPLANS 2014–2015
Summary
This document contains the summary of the IOC Programme and Budget
for 2014–2017 and Workplans 2014–2015 prepared by the Secretariat,
based on the guiding principles adopted by the IOC Assembly at its 27th
session, 26 June–5 July 2013, and the budgetary envelope approved by
the General Conference of UNESCO at its 37th session. It also contains
the Complementary Additional Programme (CAP) proposals for
extrabudgetary resources mobilization as an addendum to this document.
Decision: Following the discussion in the plenary as part of the Executive
Secretary’s report, this document will be examined by the statutory openended Financial Committee and the decision reflected in the Resolution
that the Financial Committee will be submitted for adoption by the
Executive Council in accordance with paragraph 15 of the draft revised
guidelines for the preparation and consideration of draft resolutions.
IOC/EC-XLVII/2 Annex 3 Rev.
1.
The Programme and Budget for 2014–2017 and workplans 2014-2015 translate the strategic
objectives defined in the Medium-Term Strategy (IOC/INF-1314) adopted by the IOC Assembly at
its 27th session (26 June–5 July 2013) into programme focus areas with clear results expected at
the end of the two- and four-year periods. While the programmes are defined for the quadrennial
period 2014–2017, the budget allocation to the programmes is proposed for the biennial period
2014–2015, in line with the General Conference resolutions to maintain the biennial cycle for the
appropriation of the budget and to move towards a results-based budgeting approach.
2.
The main challenge in the next quadrennial period will be in striking a balance between
maintaining on-going operational programmes, ensuring the implementation of the IOC core
mandate in ocean research, services and capacity building, and still allowing IOC to address some
emerging issues. Continued emphasis on coordination, exchange, initiation of activities and
strengthening of key functions is required, while implementation to a large degree has to be done
with extrabudgetary resources and in collaboration with partners.
IOC PROGRAMME 2014–2017
Promoting knowledge and capacity for protecting
and sustainably managing the ocean and coasts
(UNESCO 37 C/5, Major Programme II, Main Line of Action 3)
3.
In accordance with the IOC Medium-Term Strategy 2014-2021, the IOC programme
implementation strategy is organized in a conceptual framework of functions:
A. Foster research to strengthen knowledge of ocean and coastal processes and human
impacts upon them [Ocean research]
B. Maintain, strengthen and integrate global ocean observing, data and information
systems [Observing system / data management]
C. Develop early warning systems and preparedness to mitigate the risks of tsunamis and
ocean-related hazards [Early warning and services]
D. Support assessment and information to improve the science-policy interface
[Assessment and Information for policy]
E. Enhance ocean governance through a shared knowledge base and improved regional
cooperation [Sustainable management and governance]
F. Develop the institutional capacity in all of the functions above, as a cross-cutting function
[Capacity Development]
4.
The above six functions support the achievement of the following Expected Results identified
in 37 C/5:
Expected Result 4: Scientific understanding of ocean and coastal processes bolstered and
used by Member States to improve the management of the human relationship with the
ocean
Addressed mainly through IOC Functions A and B
5.
A changing climate and growing human impact on the marine environment puts the
sustainability of ocean ecosystem services in doubt. The human population on the coast is growing,
thus increasing vulnerability to ocean-related hazards, and emphasizing the importance of marine
resources to livelihoods and food security. The risks posed to ocean ecosystems by global
environmental change should be assessed at multiple scales, which requires careful coordination
of multidisciplinary studies, and synthesis of these results into forms suitable for communication
and use by decision- and policy-makers.
IOC/XLVII/2 Annex 3 Rev.
page 2
6.
Improving the scientific knowledge base of ocean and coastal processes is therefore a key
factor in managing the human relationship with the ocean. Marine science has made substantial
progress, but many areas of active research remain, requiring global coordination to develop a
comprehensive view.
7.
Sustained ocean observations over an extended period of time are required to address these
societal and scientific issues, by improving the knowledge base and serving as a basis to apply
this knowledge. These observations should be coordinated to common standards, and integrated
for multiple purposes. New observing techniques and variables should be included when ready,
and global capacity to make these observations nurtured. The data collected need to be managed
and shared at the global level. Similarly, scientific knowledge, technology, reports and research
papers must be globally and openly disseminated.
8.
The WMO-IOC-ICSU World Climate Research Programme (WCRP) organizes large-scale
observational and modelling projects in climate science, and provides the international forum to
align efforts of thousands of climate scientists to ensure the availability of the best possible climate
information.
9.
Understanding and quantifying the role of the ocean as a natural sink for CO2 is crucial for
establishing international emissions-stabilization scenarios, and for understanding the ocean's role
in the future under changing climate conditions. Developing a global picture requires significant
international cooperation and coordination. A focused activity on ocean carbon sources and sinks,
implemented through the International Ocean Carbon Coordination Project (IOCCP), provides
scientific and technical advice to IOC-UNESCO and the Member States on matters related to
ocean carbon, ocean acidification, blue carbon and climate change mitigation by managing marine
ecosystems.
10. The development of the sustained Global Ocean Observing System (GOOS) rests on the
common definition of observing requirements to address scientific and societal issues, and the
intergovernmental coordination of national observing efforts from space and in situ into a global
system based on standards and shared effort. GOOS provides a platform for this collaboration and
the building of national capacity. It seeks within a Framework for Ocean Observing to sustain
present observations, expand to new variables serving new societal imperatives, and to build
readiness and capacity to observe the ocean. The Joint WMO-IOC Technical Commission for
Oceanography and Marine Meteorology (JCOMM) is an important implementing body for GOOS.
Both WCRP and JCOMM contribute to the WMO-IOC-UNEP-ICSU Global Climate Observing
System (GCOS). Data and information management activities are coordinated by the IOC’s
International Oceanographic Data and Information Exchange (IODE) through projects such as the
IODE Ocean Data Portal (ODP), Ocean Biogeographic Information System (OBIS), the
OceanDocs e-repository, the OceanKnowledge portal and others.
11. The Global Environment Facility (GEF)-funded programmes such as the Large Marine
Ecosystem (LME) network and the Transboundary Waters Assessment Programme (TWAP) are
suitable platforms to provide quantitative information and indices of change on environmental
aspects, as well as the tools for scientific comparisons at the appropriate scales.
Performance
Indicator
Number of
international
initiatives reinforcing
the links between
WCRP and IOC
scientific priorities
and programmes in
activities of the
WCRP projects and
programmes
Baseline
1 Working Group in
2009-2012
Quantitative and/or Qualitative Target/Benchmark
2014–2015
2014–2017
CAP 2014-2015
Enhance IOC
observation activities
in Polar regions by
supporting WCRP
involvement in the
International Polar
Partnership Initiative
– subject to the
th
decision of the 47
session of the IOC
Creation of at least
two working groups/
workshops of
common interest to
IOC and WCRP to
widen the climate and
oceanographic
research
Implementation of
regional climate
downscaling methods
to enhance
preparedness of
SIDS and low lying
coastal areas to
adapt to climate
change impacts
IOC/EC-XLVII/2 Annex 3 Rev.
page 3
Performance
Indicator
Baseline
Quantitative and/or Qualitative Target/Benchmark
2014–2015
2014–2017
CAP 2014-2015
Executive Council.
Number of
international
agreements on
standards and
methodologies
established and
implemented
No existing baseline
Publication of best
practices guides and
implementation of
methodologies by at
least 10 national
research institutions
Implementation of
best practices guides
and methodologies
by at least 15
national research
institutions
Ocean Acidification
Observing System
established and work
plan to cover the
existing gaps
implemented
Increase in data
sharing among the
international carbon
programmes and
institutions
6.3 million surface
water CO2 data in
2012
Increase in ocean
carbon data in the
Surface Ocean CO2
database (SOCAT)
by 15% at the end of
2015
Increase in ocean
carbon data in the
Surface Ocean CO2
database (SOCAT)
by 25% at the end of
2017
Time series
community of
practice established
and the first global
report ‘What are the
time series telling us’
printed
Continued and
diversified Member
State investment
sustaining
implementation levels
for in situ and space
observations of the
ocean for climate and
weather
62% of
implementation
against GCOS/GOOS
goals in 2013
Status of ocean
observation
implementation goals
sustained or
improved from 62%
Status of ocean
observation
implementation goals
sustained or
improved from 20142015 level, and in
response to evolving
goals as appropriate
Strategic planning
and defined
requirements for an
ocean observing
system responding to
stakeholder needs
Six Member States
made financial
contributions to
observing network
technical coordination
for JCOMMOPS
through IOC in 2012
Number of Member
States contributing to
sustained basin-scale
ocean observing
networks and
technical
coordination
increased by 15%
Requirements for five
new EOVs defined
where feasibility and
importance of the
variable are high
Number of Member
States contributing to
sustained basin-scale
ocean observing
networks and
technical coordination
increased by 25%
Scientific research
enabled and ocean
forecast systems
initialized and
validated
Evaluations of
readiness for
implementation of
these new EOVs
achieved
One new observing
network for nonphysical EOVs
coordinated through
GOOS and the
JCOMM
Observations
Coordination Group
Two new observing
networks for nonphysical EOVs
coordinated through
GOOS and JCOMM
Observations
Coordination Group
Enhanced Member
States capability to
make sciencesupported decisions
about a series of
societal challenges
(climate variability
and change, marine
and coastal hazards,
ocean acidification,
ecosystem services),
through a platform
creating a
coordinated and
enhanced ocean
observing system
and data exchange
standards
Increased number of
sustained observing
requirements for
Essential Ocean
Variables (EOVs)
defined and
readiness
assessments
performed, including
for geochemical,
biological and
ecosystem variables,
and new observing
networks for
sustained
observations of these
variables integrated
into GOOS and
JCOMM
All present
geochemical EOVs
are defined for ocean
carbon but not for
ocean acidification,
and none for
biodiversity/ecosystem
EOVs
OceanSITES time
series and global GOSHIP repeat
hydrography networks
presently address
non-physical EOVs
IOC/XLVII/2 Annex 3 Rev.
page 4
Performance
Indicator
Baseline
Quantitative and/or Qualitative Target/Benchmark
2014–2015
Number of projects
initiated to reinforce
developing country
GOOS Regional
Alliances with
common observing
and modelling tools
to provide local
services from ocean
observations
Modelling projects
exist in SEAGOOS,
MONGOOS and are
emerging in IOGOOS
Projects in one
additional GOOS
Regional Alliance
initiated
2014–2017
Project in two
additional GOOS
Regional Alliances
initiated
CAP 2014-2015
Improving local
outreach with
decision-makers on
the importance of
ocean observations
to address societal
challenges
Assessing and using
regionally available
ocean forecast
products for local
priorities
Number of
institutions sharing
data and information
through the IODE
network of data
centres and marine
libraries
80 institutions in IODE
network
90 institutions
participating in the
IODE network and
related portals
120 institutions
participating in the
IODE network and
related portals
Number of data
records available
through OBIS and
ODP portals, erepository and
OceanDocs
37M records in OBIS
data sets in ODP,
4000 records in
OceanDocs
Number of
publications
mentioning OBIS
80 in 2012
Information (indices
and trends in global
to local species
diversity, and
community
composition as well
as shifts in species
distribution ranges)
suitable for end users
and decision-makers,
made available
Twice per year
Records in the OBIS
database increased
to 38.5M, number of
datasets in the
OceanDataPortal
increased to 200,
number of
bibliographic records
in OceanDocs erepository increased
to 6000
200 citations by the
end of 2014
Global species
diversity maps
(number of species,
Hulbert and Shannon
index) updated 4
times per year
Records in the OBIS
database increased
to 40M, number of
datasets in the
OceanDataPortal
increased to 300,
number of
bibliographic records
in the OceanDocs erepository increased
to 8000
320 citations by the
end of 2017
Global species
diversity maps
(number of species,
Hulbert and Shannon
index) updated 6
times per year
Number of
international scientific
initiatives focusing on
marine ecosystem
functioning, and
impacts of change
and variability on
ecosystem services,
where national
research institutions
are participating
10 in 2012
At least 15 intercomparable marine
ecosystem
assessments
produced
At least 20 intercomparable marine
ecosystem
assessments
produced
Coastal ocean
observing techniques
adapted to local
technical capacity, in
the framework of an
ocean information
system
The network of
participating
institutions increased
as well as the
number of data
records provided to
IODE’s databases,
and the number of
times they have been
cited (such as OBIS)
An increase in our
understanding of the
dynamics of marine
species diversity and
distribution through
time and space to
support global
assessments of the
state of the marine
environment and
Member States’
reporting obligations
Provide at least 3
regional scenarios or
climate change
effects on marine
ecosystem functions
and services
IOC/EC-XLVII/2 Annex 3 Rev.
page 5
Expected Result 5: Risks and impacts of tsunamis and other ocean-related hazards
reduced, climate change adaptation and mitigation measures taken, and policies for healthy
ocean ecosystems developed and implemented by Member States
Addressed mainly through IOC Functions C and D
12. Human well-being related to the ocean is dependent on applying the scientific knowledge
base through early warning and sustained services to protect life, health and property on the coast
and at sea, education on the risks, and scientific assessments to inform environmental and climate
policy and action.
13. Reducing the loss of lives and livelihoods resulting from tsunamis requires assessing
tsunami risk, implementing Tsunami Early Warning Systems (TWS), and educating communities at
risk about preparedness measures. The provision of early warning services for sea ice, waves,
storm surges, and harmful algal blooms requires intergovernmental coordination and promotion of
common standards and best practices. Many of these services are underpinned by the
development of operational ocean forecast systems.
14. Ensuring that decision-making and policy cycles are fully informed by scientific knowledge
related to the ocean requires the development of specific science-policy interfaces. This includes
scientific assessments and assembly of the best available policy-relevant scientific knowledge to
allow informed decisions and actions. These are complemented by information tools for decision
support, along with trials and sharing of best management practices related to the climate and
ocean environment.
15. The IOC Tsunami Programme, through the coordination of regional meetings, capacitydevelopment activities and the support of national and regional projects, is a key stakeholder for
tsunami risk reduction at global level.
16. Services related to sea ice, waves, and storm surges, as well as operational ocean forecast
systems, are intergovernmentally coordinated through JCOMM in concert with ocean agencies and
meteorological services around the globe.
17. One of the core activities of the IOC Tsunami Programme is stakeholder training and
education.
18. Through the IODE OceanTeacher programme, the long-term impact and re-usability of
training content can be better assured. In addition, use can be made of the planned regional
training centres established through the OceanTeacher Global Classroom programme.
19. Several global assessments will be published in the coming years (1st World Ocean
Assessment in 2014, 4th Global Biodiversity Outlook in 2014, and 1st IPBES assessment in 2018).
A fundamental indicator of biodiversity is species composition. High species diversity is essential
for maintaining ecosystem functioning and can be regarded as an essential indicator of ocean
health. IOC's Ocean Biogeographic Information System (OBIS), the world's largest online openaccess database on the diversity, distribution and abundance of all marine life, is an important
global source of information on marine biodiversity. It provides an important baseline, against
which future change can be measured, and is used for identifying hotspots and species distribution
patterns. OBIS will provide data and information such as diversity indices and trend graphs for use
in global and regional biodiversity assessments.
20. Increases in nutrient loading have been linked with the development of large blooms of
harmful algae, leading to anoxia and even toxic or detrimental impacts on fisheries resources,
ecosystems, and human health or recreation. Proliferations of microalgae in marine or brackish
waters can cause massive fish kills, contaminate seafood with toxins, and alter ecosystems in
ways that humans perceive as harmful. Many sources of nutrients can stimulate such harmful algal
blooms (HAB). The export of Phosphorus to the ocean has increased 3-fold compared to preindustrial levels, and Nitrogen has increased even more dramatically, especially over the last 40
IOC/XLVII/2 Annex 3 Rev.
page 6
years. The IOC Harmful Algal Bloom Programme (I-HABP) and the GEF-funded IOC project NCIRP (Nutrients and Coastal Impacts Research Programme) are adequate platforms for
observation, modelling and management of nutrient loading and harmful algal episodes at local
and regional scales.
21. The UN World Ocean Assessment (WOA) report —approved by the UN General Assembly
(UNGA)— will analyse on a regular basis the most recent results on observations, impacts, trends,
and projections to advise decision makers, specialists and the general public on the conditions of
marine ecosystems reflecting the current status, recent trends, influences on ocean health, as well
as socio-economic aspects. The WOA will be a check-up for the ocean and is expected to be
delivered in late 2014 or early 2015, with technical and scientific support from the IOC.
Performance
Indicator
Baseline
Quantitative and/or Qualitative Target/Benchmark
2014-2015
2014-2017
CAP 2014-2015
Sea level and seismic
detection
components
harmonized across all
regional tsunami
warning systems
At least 2 workshops
on coastal hazards
assessments within
an overall risk
assessment,
management and
mitigation framework
implemented
Tsunami warning
systems in four
regions in process of
harmonization and
becoming
interoperable
At least 4 workshops
on coastal hazards
assessments within
an overall risk
assessment,
management and
mitigation framework
implemented
At least one tsunami
wave exercise
coordinated and
implemented for the
NEAM region
Harmonized and
standardized
monitoring and
warning systems for
coastal hazards in all
four regions
Only sea level
detection component
is harmonized across
all regional tsunami
warning systems by
end of 2013
Harmonized
mitigation and
adaptation plans in
most vulnerable
countries impacted by
coastal hazards
1 workshop held by
end of 2013
Number of
international scientific
and capacity
enhancing initiatives
on improved
monitoring and
management of (i)
harmful algal bloom
events and their
impacts, (ii) nutrient
loading, and where
national institutions
are participating
10 Capacity
enhancing initiatives
implemented in 20102013
At least 6 capacity
enhancing initiatives
implemented
At least 6 capacity
enhancing initiatives
implemented
At least 6 capacity
enhancing activities
targeted at enhanced
HAB management in
LDC and African
implemented per
biennium.
25 National research
institutions
participating in the
implementation of
IOC science projects
in 2010-2013
At least 35 national
research institutions
participating in the
implementation of
IOC science projects
At least 40 national
research institutions
participating in the
implementation of
IOC science projects
An IOC/UNESCO
Global HAB Status
Report published
Training module on
nutrient management
developed in Ocean
Teacher and
implemented in at
least 4 regions
7 expert/science
workshops advancing
international
cooperative research
organized in 20102013
At least 4
expert/science
workshops advancing
international
cooperative research
organized
At least 6
expert/science
workshops advancing
international
cooperative research
organized
Member States
participate in the
JCOMM-ETOOFS
team on an active
basis in 2013
One additional
Member State
actively participating
in operational ocean
forecast system
coordination through
JCOMM
Two additional
member States
actively participating
in operational ocean
forecast system
coordination through
JCOMM
Guidance to decision
making on policy and
technological options
for reduction of
nutrient loading to the
marine environment
published and at least
4 regional training
workshops held
Capacity of Member
States to address
local ocean-related
hazards and
management
problems improved
through the use of
globally available
information and
Number of Member
States benefiting from
improved capacity for
operational ocean
forecast systems
Tsunami awareness
and preparedness
improved in at least
one region
IOC/EC-XLVII/2 Annex 3 Rev.
page 7
Performance
Indicator
Baseline
Quantitative and/or Qualitative Target/Benchmark
2014-2015
2014-2017
CAP 2014-2015
ocean forecast
products.
Improved local
understanding of the
role of the ocean in
human well-being
Course (training)
materials used in
capacity enhancing
activities related to
early warning
systems, mitigation
and adaptation made
available to Member
States through Ocean
Teacher
1 course available in
the Ocean Teacher
training platform
5 courses entered in
Ocean Teacher for
use in training
courses
10 courses entered in
Ocean Teacher for
use in training
courses
An increase in
training material
available to Member
States to enhance the
capacity to contribute
to IOC’s programs in
ocean related risk
mitigation measures
Number of World
Ocean Assessment
(WOA) regional
workshops and
training courses
organized with the
assistance of the IOC
3 in 2011-2013
At least 3 WOA
regional workshops/
training courses
organized with the
assistance of IOC
A new cycle of the
WOA is launched
under UNGA with
IOC’s scientific and
technical support
One training module
on the WOA
developed and
available through
Ocean Teacher
First report of the
WOA delivered with
IOC’s technical and
scientific support
N/A
The first edition of
WOA report delivered
by the beginning of
2015
A follow-up proposal
to the TWAP
assessment is
formulated and
submitted to donors
At least 5 regional
training courses
organized for all
major ocean basins
Number of regional
marine ecosystem
assessments
conducted and
contributing to the
WOA
10 in 2012
At least 64 intercomparable marine
ecosystem
assessments
produced at
regional/LME level
Expected Result 6: Member States’ institutional capacities reinforced
to protect and sustainably manage ocean and coastal resources
Addressed mainly through IOC Functions E and F
22. Because the ocean knows no political or geographical barrier, and activities in the waters of
one country may impact on the ocean globally, it is essential for all countries to coordinate actions
and activities and to have the necessary capacity for managing the waters under their legal
jurisdiction.
23. In order to meet its global agenda, IOC will elaborate and adopt the new Capacity
Development Strategic Plan, which will give a major thrust to the improvement of formal tertiary
qualifications in ocean science of the nationals of its Member States, including through training
provided through IOC’s Ocean Teacher Academy. The aim of this Capacity Development Strategic
Plan is to ensure that Member States have a core group of highly qualified marine scientists who
can advise their governments on the management of their ocean and coasts and at the same time
extend the expertise of this core group more broadly through national training initiatives. A pool of
trained ocean scientists in least developed and developing Member States will ensure that local
capacity is available for receiving the ocean technology which is transferred from more developed
IOC/XLVII/2 Annex 3 Rev.
page 8
Member States. This new Capacity Development Strategic Plan will, in fact, build the foundations
in order for the IOC to meet its UN mandate in relation to the transfer of marine technology.
24. As regards the OceanTeacher Academy, trainees will be monitored throughout their career
and interviewed regarding the use of the acquired expertise.
25. Technical support will be provided to assist Member States in the application of ecosystembased management tools within their national waters. Building on the new Marine Spatial Planning
(MSP) Guidelines on Monitoring and Evaluation (2014), training will be conducted in a least two
regions and cooperation with UNESCO World Heritage marine sites will be pursued. Through the
Large Marine Ecosystem (LME) programme funded by the Global Environment Facility (GEF), IOC
will lead the establishment of a global network of LME practitioners through enhanced sharing and
application of knowledge and information tools. The new ICAM guidelines on coastal risk reduction
will be disseminated and a new website collecting best practices and guidance will be established
to provide resources to coastal management authorities in charge of coastal adaptation and
hazard mitigation.
26. One of the core objectives of the IOC, as it is embedded in its statutes and recognized by
UNGA, is to build national capacities in marine scientific research and ocean observation so that
all coastal nations of the world are able to benefit from the conservation and sustainable use of the
ocean and its resources. However, in order to direct international support effectively, appropriate
tools are needed to identify gaps in, and document on a regular basis, Member States’ needs and
investments in ocean science, including institutional and human technical capacities. It is in this
context that the IOC Assembly at its 27th session (26 June–5 July 2013) considered the proposal
by the Secretariat to establish a Global Ocean Science Report and decided to establish an openended intersessional working group funded by extrabudgetary sources in order to allow Member
States to review and improve the proposal. As a reporting mechanism, the IOC Global Ocean
Science Report could provide a tool for mapping and evaluation of the human and institutional
capacity of Member States in terms of marine research, observations and data/information
management, as well as a global overview of the main developments and trends in marine
technology, innovation and higher education.
27. In line with UNESCO’s and IOC’s priority for Africa and considering the rapid development
taking place in that part of the world, special attention will be given to Africa. Following its launch in
2012, the IOC Sub-Commission for Africa and Adjacent Islands (IOCAFRICA) has held two
sessions and developed a Strategic Plan. A donors’ meeting will be organized in order to identify
funds and funders for the priority projects of the Sub-Commission.
28. Overall guidance on general policy and the main lines of work of the Commission will be
provided by the IOC Governing Bodies (Assembly and Executive Council), and for regional
implementation by regional subsidiary bodies: IOC Sub-Commission for Africa and Adjacent
Islands (IOCAFRICA), IOC Sub-Commission for the Caribbean and Adjacent Regions (IOCARIBE)
and IOC Sub-Commission for the Western Pacific (WESTPAC).
Performance
Indicator
Baseline
Quantitative and/or Qualitative Target/Benchmark
2014–2015
2014–2017
Percentage of marine
scientists to total
scientific
professionals in a
country
Existing national data
2% increase
5% increase
Number of scientists
using expertise
acquired through
Ocean Teacher in
their work
No data available
10% of experts
trained through
Ocean Teacher will
report that they use
the expertise
acquired in their daily
work
At least 25% of
experts trained
through Ocean
Teacher will report
that they use the
expertise acquired in
their daily work
CAP 2014–2015
7% increase in the
number of qualified
marine scientists
especially in
developing and least
developed countries
At increase in the
number of scientists
using the skills
acquired through
Ocean Teacher
training for improved
curation of data and
information for ocean
IOC/EC-XLVII/2 Annex 3 Rev.
page 9
Performance
Indicator
Baseline
Quantitative and/or Qualitative Target/Benchmark
2014–2015
2014–2017
CAP 2014–2015
management
Number of countries
participating in and
contributing to the
review of the Global
Ocean Science
Report proposal
N/A
At least 30 countries
providing input to the
review
Number of countries
reporting use of
IOC’s ecosystem
based management
guidelines and
coastal
hazard/climate
change adaptation
tools in the
development,
management and
evaluation of their
national programmes
12 countries reported
and 15 countries
involved in regional
projects
Amount of additional
extrabudgetary
funding raised and
number of additional
projects implemented
from these funds by
IOCAFRICA
$ 150K in 2012
At least $ 1M of
extrabudgetary
funding raised
At least $ 2M of
extrabudgetary
funding raised
No new project in
2012
At least 2 new
projects initiated by
IOCAFRICA
At least 5 new
projects initiated by
IOCAFRICA
Number of UN interagency collaborative
activities with IOC
participation in
support of
Sustainable
Development, SIDS,
Ocean knowledge
and capacity
development
N/A
At least 5 events/joint
publications produced
contributing to UN
major events
At least 2 funded
inter-agency
initiatives
Results of the review
presented to the IOC
Executive Council at
its forty-seventh
session (1-4 July
2014)
At least 20 countries
reported to implement
IOC guidelines and
20 countries involved
in regional projects
Future action
depends on the
results of the review
and the subsequent
decision of the IOC
Executive Council
CAP goal will be
determined based on
the decision of the
IOC Executive
Council
Additional 20
countries reported to
implement IOC
guidelines by end of
2017.
A dedicated Marine
Spatial Planning
course developed
and implemented in 5
regions (5 training
courses).
One international
conference on the
state-of-the-art in
Marine Spatial
Planning
An international
conference on MSP
organized
2 regional projects on
coastal hazards
mitigation/marine
assessment initiated
Additional new
projects initiated by
IOCAFRICA following
the priorities defined
by the SubCommission in its
strategic plan
At least 5 side
events/meetings
organized to promote
SIDS participation in
IOC programmes and
2 outreach
publications
published
One or two interagency initiative(s)
(side event, technical
meeting) organized to
promote oceans in
SDG process
29. IOC programmes will also contribute to the achievement of UNESCO’s Global Priorities:
Africa and Gender.
IOC/XLVII/2 Annex 3 Rev.
page 10
UNESCO Global Priority Africa
30. Africa is an overarching priority and IOC will ensure that it is mainstreamed in all its
programmes and that it is reflected in the performance indicators. The importance given to Africa is
reflected in the recent creation of the IOC Sub-Commission for Africa and Adjacent Island States
(IOCAFRICA) and the appointment of a full-time Secretary to the Sub-Commission. Since its
launch in 2012, the Sub-Commission has held two sessions and developed a strategic plan.
IOCAFRICA has received both cash and in-kind support from Member States, which will be further
mobilised to ensure the success of IOCAFRICA. In addition, programmes will be further
decentralised to ensure proximity with Member States.
31.
IOC will contribute to:
Flagship 4, ER 1: African Member States’ needs for scientific knowledge and capacity
development in ocean science, ocean observation, ocean hazard mitigation and data management
addressed (through the contribution of MPII)
Performance
Indicator
Baseline
Quantitative and/or Qualitative Target/Benchmark
2014–2015
2014–2017
Number of countries
participating in and
contributing to the
review of the Global
Ocean Science
Report proposal
N/A
At least four African
countries participating
in the review
To be determined based on the results of the
review and the subsequent Executive Council
decision
Percentage of marine
scientists of total
scientific
professionals in a
country
Existing data
2% increase
Additional 3% increase
Number of scientists
using expertise
acquired through
Ocean Teacher in
their work
No data available
10% of experts from
Africa trained through
Ocean Teacher will
report that they use
the expertise
acquired in their daily
work
25% of experts from Africa trained through
Ocean Teacher will report that they use the
expertise acquired in their daily work
Flagship 4, ER 5: African Member States provided with enhanced capacity in assessing risk and
providing early warning of natural hazards and integrating Disaster Risk Reduction into national
plans, in particular into educational plans and programmes (through the contribution of MP II)
Performance Indicator
Baseline
Quantitative and/or Qualitative Target/Benchmark
2014–2015
2014–2017
Harmonized and
standardized tsunami
monitoring systems cover
North West African
coasts
None for the East
Atlantic
One
One additional
Number of supported
countries with enhanced
capacity in disaster risk
reduction through
knowledge
generation/dissemination,
training, tools and
advocacy
Three at the end of
2013
At least four
At least nine
IOC/EC-XLVII/2 Annex 3 Rev.
page 11
UNESCO Global Priority Gender
32. UNESCO approach for Global Priority Gender Equality is built on two main axes: genderspecific programming, focusing on women’s and men’s social, political, and economic
empowerment, and mainstreaming gender equality considerations in policies, programmes and
initiatives.
33. The IOC contribution to Global Priority Gender Equality will focus in particular on one of the
foreseen actions, which is to ensure that (i) international science cooperation for peace and
sustainability allows for representation and voices for women and men and (ii) conditions are
provided for both women and men to be agents of mitigation, adaptation, resilience and
sustainability.
34. IOC is committed to promoting the equal presence of men and women in the marine
sciences community, activities that include women in marine sciences through effective measures
and policies, and role models for young women scientists.
35.
Moreover, gender equality will be mainstreamed into IOC high level objectives:

Early warning systems and preparedness for tsunamis and ocean-related hazards:
Women, who are more socially, economically and politically vulnerable in most societies,
are more severely affected by natural disasters than men. Therefore, gender-sensitive
preparedness and awareness shall be developed by mainstreaming gender into early
warning governance and institutional arrangements as a cross-cutting issue.

Improved capacity for sustainable management of the ocean and coastal zone:
Coastal and ocean management addresses the use, access and control of coastal and
marine resources, which are affected by the gender system prevailing in a given community.
Organizational processes to facilitate knowledge and experiences of women in interacting
with the marine ecosystem should therefore be provided.
IOC BUDGET 2014–2015 (UNESCO 37 C/5)
36. In accordance with the decisions by the UNESCO Governing Bodies to move towards a
results-based budgeting approach, the IOC programme and budget for 2014–2015 are structured
by expected result.
37. In the Zero Nominal Growth budget of $ 653 M presented by the Director-General to
UNESCO Member States, the IOC was attributed a net allocation of $ 11,855,000. The amount of
$ 12,028,000 in the published Draft 37 C/5 includes the IOC proportional share of centrally
managed common costs.
38. Compared to the previous biennium (36 C/5 approved), the proposed budgetary allocation
for the IOC in the Draft 37 C/5 ($ 653 M scenario) implied a nominal increase of approximately
$ 0.5 M.
IOC/XLVII/2 Annex 3 Rev.
page 12
COMPARISON OF ALLOCATIONS
36 C/5 with staff at 37 C/5 full costs vs Draft 37 C/5 ($ 653 M)
36 C/5 approved
Programme
Staff
TOTAL
1
Draft 37 C/5 ($ 653 M)
Difference
3 439 400
3 684 000
244 600
7 889 000
8 171 000
282 000
11 328 400
11 855 000
526 600
39. On this basis, the IOC Secretariat developed a budgetary proposal for consideration by the
IOC Assembly at its 27th session (Paris, 26 June–5 July 2013). The proposal was guided by a
series of underlying principles and the analysis of the budgetary trends of the past years, with a
view of ensuring programme continuity, while also proposing some new initiatives. The proposal
provided clear and transparent information on the intergovernmental component of the
programmes and its related costs, as well as on the legal commitments of the Commission, in
order to allow the Governing Bodies to make informed decisions. Following the lessons learned in
dealing with the financial constraints of the 2012–2013 biennium related to the suspension of the
USA contributions, all efforts were made to reduce the costs of statutory meetings and
operating/running costs though a number of cost-efficiency measures.
40. In the context of the current financial difficulties, the most important concern was considered
to be the vulnerability of the IOC staffing situation. While the freeze of two regular budget-funded
professional positions (JCOMM and Executive Officer) had its impact on IOC’s delivery capacity, in
particular as regards JCOMM activities and the North-Eastern Atlantic and the Mediterranean
Tsunami Warning System (NEAMTWS), the most important impact in terms of staff was caused by
the suspension of USA voluntary contributions. This led to the loss of five positions [two JCOMM
Observing Platform Support Centre posts and one Ocean Observation Panel for Climate (OOPC)
coordinator post to WMO; one International Ocean Carbon Coordination Project (IOCCP) officer
and one assistant project officer to ICSU's Scientific Committee on Oceanic Research (SCOR)].
While IOC managed to maintain its involvement in the programmes through partnerships with
WMO and SCOR, its leadership and impact were clearly reduced, and the delivery as a platform
for coordination of the ocean observing system through GOOS and JCOMM dispersed
geographically.
41. The staff establishment proposed under the Draft 37 C/5 $ 653 M scenario reflected a
number of staffing choices, based on priorities. Compared to the 36 C/5 approved staff
establishment re-costed at full 37 C/5 costs, the total proposed increase was of $ 282,000, which
represents the difference between:
-
the cost of new proposed posts:
At HQ:
In the Field:
-
1
1 part-time junior professional web-editor (shared with SC)
1 full-time professional post for OBIS and GOOS (Ostend)
1 full-time professional post for IOCARIBE (Cartagena)
Contribution towards an SC post in the New York Office
savings from:
At HQ:
suspension of the Executive Officer post (function to be assumed by
AO/IOC)
Abolition of one G staff position and downgrading of another
Abolition of the IOC contribution towards the SC post in Kingston (currently
20% IOCARIBE)
For the sake of simplicity, comparison is based on the figure of $ 3,439,400 for the 36 C/5 programme
allocation, given that contributions to common costs and additional allocation under the Intersectoral
Platform on Climate Change more or less cancel each other out.
IOC/EC-XLVII/2 Annex 3 Rev.
page 13
RESTORING A FROZEN POST FOR JCOMM WITH A REVISED SCOPE TO INCLUDE
NEAMTWS:
42. The P3 ‘JCOMM’ post that was suspended in 2012–2013 would be opened for recruitment
under the Draft 37 C/5 $ 653 M scenario and would cover JCOMM and ICG/NEAMTWS
Secretariat. For JCOMM, the post would focus on the Services and Forecast Systems Programme
Area, where IOC has led in the development, standardization, intercomparison and capacitybuilding related to Operational Ocean Forecast Systems. The Programme Specialist would also
contribute to JCOMM work in standardizing and developing operational services for sea ice, storm
surges, waves, and maritime safety services. Overall IOC's support to JCOMM would be
maintained through a reassignment of work for the Observations Programme Area to a GOOS
programme specialist; GOOS in turn would receive reinforced support from the biodiversity
programme specialist (see below). The other 50% of the position would support the
intergovernmental coordination of the development of NEAMTWS. NEAMTWS is in a critical startup phase and there is a need for steady coordination to the further development of NEAMTWS.
Three Candidate Tsunami Watch providers started their operational service in July/August 2012
and two additional ones are expected in 2014. The coordination work centres around: (i)
standardization and harmonization of the operation of the work of the NEAMTWS Candidate
Tsunami Watch Providers; (ii) enhancement of the tsunami detection system in North Africa; and
(iii) enhancing preparedness and awareness in many NEAMTWS Member States through the
NEAM Tsunami Information Centre. Without support IOC will not have staff and funding to carry
out the NEAMTWS coordination work and the NEAM Tsunami Information Centre activities after
31 December 2013.
BIODIVERSITY AND ECOSYSTEMS: OBIS & GOOS:
43. The UN General Assembly (A/RES/63/111) expressed its serious concern over the current
and projected adverse effects of climate change on the marine environment and marine
biodiversity. However, without accurate, repeatable and timely biological data it is impossible to
adequately address the global ocean environmental issues of pollution, climate impact and
mitigation, ocean acidification, ecosystem management, biodiversity loss, and habitat destruction.
IOC Member States have repeatedly stressed the need to monitor and manage ocean
biogeographic data as a key element for national ocean and coastal resource management. This
position would support IOC's role in biodiversity and ecosystems monitoring, data management,
and information generation through OBIS and GOOS.
44. The Ocean Biogeographic Information System (OBIS), the data legacy of the decade-long
Census of Marine Life, a $ 650 M foundation-led project that gathered data from 2,700 scientists
and 540 expeditions, provided the opportunity to adopt an existing global network for
biogeographic data and to attract its associated research community. As a consequence, the IOC
Assembly at its 25th Session (IOC Resolution XXV-4, June 2009), adopted OBIS as part of its
IODE programme. OBIS has continued to grow and has established a network of hundreds of data
providers around the globe. It now provides the world's largest and unique global online openaccess database on the diversity, distribution and abundance of all marine life. It provides an
important baseline, against which future change can be measured, and is used around the globe
for planning ocean conservation policies, identifying biodiversity hotspots and global trends in
species distributions. At the 10th Conference of the Parties (Decision COP10/29 para. 10 and 35;
October 2010), the 193 Member States of the Convention on Biological Diversity (CBD) were
requested to further enhance globally networked scientific efforts such as OBIS, to continue to
update a comprehensive and accessible global database of all forms of life in the sea, and to
further assess and map the distribution and abundance of species in the sea. They also explicitly
called upon IOC-UNESCO to further facilitate availability and inter-operability of the best available
marine and coastal biodiversity data sets and information across global, regional and national
scales. In this context, OBIS data is used for the identification of the biologically most significant
marine areas, a process convened by the CBD. OBIS data is also used for the identification of
Vulnerable Marine Ecosystems, a process led by the UN Food and Agriculture Organization (FAO).
IOC/XLVII/2 Annex 3 Rev.
page 14
Moreover, OBIS will provide information for global assessments on the status of marine
biodiversity, which will be reported for example in the 1st UN World Ocean Assessment. OBIS will
support the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services
(IPBES), and may contribute to other UNESCO programmes such as Man and Biosphere and the
marine World Heritage Programme. In order to continue and further develop this important and
unique marine biodiversity programme within the UN system, and ensure that IOC-UNESCO can
keep its world leading position in coordinating the global marine biodiversity knowledge base,
stable adequate staffing is required.
45. The Global Ocean Observing System (GOOS) is expanding to biology and ecosystems
variables, while sustaining present observations. IOC Resolution XXVI-8 recommitted to GOOS,
aligned to a Framework for Ocean Observing and an Essential Ocean Variable approach, with an
expanding set of variables in order to address an expanding set of societal requirements. These
include the monitoring of human impact on ocean ecosystems, in order to help in their sustainable
management and to ensure that benefits valuable ocean ecosystem goods and services continue.
The resolution emphasizes GOOS's essential role in providing observations and products to inform
actions taken under global conventions including the CBD. In order to properly support the new
GOOS Biology and Ecosystems panel, expert staffing is required.
IOCARIBE:
46. Upon request of the IOC Secretariat, the Internal Oversight Service (IOS) of UNESCO
carried out a review of the regional structure of the Secretariat of the IOC Sub-Commission for the
Caribbean (IOCARIBE). The purpose of the review was to identify operational constraints and offer
recommendations for the future. One of the findings of the review is that the current situation of the
IOCARIBE Secretariat is unsustainable, with the main recommendation being that the IOCARIBE
Secretariat needs to be reinforced to demonstrate enhanced performance and effectiveness, and
that it should develop a strong basis for financial sustainability of the Secretariat’s operations in the
future. The report concludes by recommending that the Secretariat in Cartagena should be
reinforced and should operate with a full‐time IOCARIBE Secretary and not through 20% use of a
professional jointly with the Science sector stationed in the UNESCO Office in Kingston
(Jamaica).The review called for Member States of the region to provide extrabudgetary funding to
ensure a sustainable staffing situation.
SPENDING PRIORITIES BASE D
ON THE EXPECTED CASH FLOW FOR 2014–2015
47. Following the discussion of the UNESCO Draft Programme and Budget for 2014-2017 (Draft
37 C/5) at the 191st session of the Executive Board (10–26 April 2013), the decision was made to
request the Director-General, taking into account the debates at the 191 st session as well as at the
special session to be held on 4 July 2013, to present to it at its 192 nd session a full income and
expenditure plan (191 Decision 15(II)):
•
based on the expected cash flow for 2014–2015 of $ 507 million;
•
with an increased share of the baseline envelope allocated to Part II.A (Programmes) and a
reduced share allocated to the other parts of the budget
48. The Executive Board also set up an open-ended working group, composed of three Board
Members from each electoral group, chaired by the Chairs of the Programme and External
Relations (PX) and Finance and Administrative (FA) Commissions, tasked to work with the
Director-General in order to identify programmatic priorities for application and selection to be
pursued in the event of a significant cash flow shortfall.
IOC/EC-XLVII/2 Annex 3 Rev.
page 15
49. The Working Group met on 23–24 May and 13–14 June 2013 and conducted the scoring
exercise aimed at ranking the 48 expected results (ERs) identified by the five Major
Programmes/Sectors. The aim of the scoring was to provide a basis for resource allocation in
accordance with the result-based budgeting approach.
50. The first meeting of the Working Group ranked each of the three IOC expected results
individually, despite caution from several Member States that the prerogative for programme
priority setting belongs to the IOC Assembly. However, at the second meeting, following the
clarification from the Secretariat, it was acknowledged that the IOC expected results should be
considered as one entity so as to determine the budgetary allocation, while recognizing the IOC
Assembly’s authority to define priorities.
51. The results of the scoring exercise resulted in four budget allocation scenarios: two scenarios
for sectoral priority ranking and two scenarios for global priority ranking. In both approaches —at
sector or at global level— the IOC expected results were rated very highly (as second priority after
three Education ERs at global level and as second priority after two Water ERs at the sector level).
52. As the result of the scoring currently stands, the IOC expected results 6 and 7 were ranked
as high priority in all scenarios, while expected result 8 was ranked as medium priority (the IOC
expected results were renumbered to 4, 5 and 6 in the final version of the C/5).
53. Scenarios 1A (sectoral) and 2A (global) allocate budgets to the top priority at the level
proposed in Draft 37 C/5 $ 653 M scenario until the funds run out and all lower priorities get zero
funding. This approach was rejected by the majority of Member States.
54. Scenarios 1B (sectoral) and 2B (global) divide the expected results into three categories:
high, medium and low priority and allocate budgets by %: 100% to high priorities; 60-65% to
medium priorities and 27-33% to low priority.
55. The Working Group expressed preference for Scenario 1B, under which the IOC expected
results 7 and 6 are funded at the Draft 37 C/5 $ 653 M level and the expected result 8 at 65%.
ER 6
ER 7
ER 8
TOTAL
Total –37 C/5– $ 653 M
Operational
Staff
Total
1 280 400
2 303 900
3 584 300
979 300
2 638 300
3 617 600
1 595 500
3 228 800
4 824 300
3 855 200
8 171 000
12 026 200
Scenario 1B
$
%
3 584 300
100
3 617 600
100
3 135 800
65
10 337 700
86
56. In this context, the IOC Secretariat sought the Assembly’s guidance on the approach to
adopt in case of a severe cash shortfall. The Assembly examined documents IOC-XXVII/2 Annex 4
and Addendum and, while noting with great concern that the financial difficulties are expected to
continue into 2014–2015 biennium, took positive note of the high priority given to the IOC in the
priority ranking exercise conducted by the UNESCO Executive Board Working Group (June 2013)
in line with the Commission’s status as a body with functional autonomy within UNESCO.
57. It expressed its appreciation to the IOC Executive Secretary for the comprehensive
document on the proposed Draft Programme and Budget for 2014–2017, including clear links to:
the Draft Medium-Term Strategy and its high level objectives; the implementation strategy through
a conceptual framework of functions; the well-defined expected results and draft Complementary
Additional Programme for Extrabudgetary Resources. The Assembly adopted Resolution XXVII-2
which includes in Annex 2 the following guiding principles to be used by the Secretariat in further
improving the proposed framework of expected results, performance indicators and benchmarks,
and in defining the spending priorities for 2014–2015 in case of a budgetary reduction due to a
cash flow shortfall:
IOC/XLVII/2 Annex 3 Rev.
page 16

Provide focused leadership on those themes where IOC has clear leadership/ownership in
the programme theme;

Fulfill IOC’s intergovernmental mandate: incompressible costs related to governing and
subsidiary bodies’ meetings, statutory requirements and commitments vis-à-vis partners
and other UN agencies, including their implications in terms of staff time;

Support governments in national activities and strengthen Regional Subsidiary Bodies of
the Commission;

Incorporate the scope of Member States participation (inclusiveness);

Maximize synergies with other IOC programmes and interlinked functions: e.g. Ocean
observations-based early warning systems;

Preserve/sustain core programmes, while raising extrabudgetary funds for capacity
development actions;

Provide some seed money for new high potential impact programmes and emerging issues
(likely to attract extrabudgetary funding);

Balance IOC’s strong engagement with the ocean science community and its strong focus
on applications and services;

Reduce funding for programmes, if necessary, with strong partners that could carry them
(also reducing IOC’s stake), if they concur;

Identify ‘Member States willing to establish funded and staffed offices to take on an entire
IOC programme based on existing good practices;

Identify activities that can be sustained with extrabudgetary funding;

Allow some seed money for new high potential impact programmes and emerging ocean
science issues (likely to attract extrabudgetary funding); and

Ensure that at least 25% of resources are allocated to operations under each ER.
58. As regards the %age of funds to be allocated to each Expected Result, the Assembly
adopted the following approach:
Regular Programme (RP)
Total –37 C/5– $ 653 M
Operational
XB secured*
– XB –
Complementary
Additional
Programme
(XB-CAP)
– RP –
IOC Assembly Priority
Ranking Scenario
Staff
Total
$
$
$
%
ER 6
1 280 400
2 303 900
3 584 300
885 500
5 200 000
3 225 870
90
ER 7
979 300
2 638 300
3 617 600
1 437 200
15 200 000
3 255 840
90
ER 8
1 595 500
3 228 800
4 824 300
1 277 500
6 500 000
3 859 440
80
TOTAL
3 855 200
8 171 000
12 026 200
3 600 200
26 900 000
10 341 150
86
* Extrabudgetary funds in hand or committed in writing as at 31 May 2013
59. The rightmost column illustrates the preferred distribution of the regular budget to Expected
Results (ERs) in a scenario with an allocation of 86% of the total budgetary allocation to the IOC
proposed in the fully-funded Draft 37 C/5 ($ 653 M scenario). This preferred distribution among
ERs is based upon consideration of the functions and activities contributing to each ER, their
interrelation as well as the need to fulfil statutory requirements and agreements.
60. The final budgetary allocation approved by the UNESCO General Conference at its 37 th
session was of $ 8,643,600 or 72% of the fully funded 37 C/5. The application by the IOC
IOC/EC-XLVII/2 Annex 3 Rev.
page 17
Secretariat of the Assembly’s instructions regarding percentages to be attributed to each expected
result, led to the following allocation:
37 C/5 fully funded
$
ER 6
ER 7
ER 8
TOTAL
Executive
Board
instructions re.
allocation
Interim proposal
(1B) studied by
IOC Assembly
IOC
Assembly's
instructions
re allocation
% of fullyfunded
% of fully funded
% of fully
funded
%
3 584 300
3 617 600
4 824 300
12 026 200
30
30
40
100
100-80
100-80
80-40
100
100
65
86
Allocation proposed in
192 EX/16
% of fullyfunded
$
90
90
80
86
2 733 300
2 697 500
3 212 800
8 643 600
76
75
67
72
61. In this context, the Secretariat did its best to follow the Assembly’s guidelines in allocating
the funds to the functions and activities under each Expected Result.
Programme structure and budgetary allocations 2014–2015 - 37 C/5 - $ 507 M
Total
Allocation
Funds earmarked for
Global Priorities within
Total Allocation
Africa
Gender
$
%
$
ER 4 - Scientific understanding of ocean and coastal processes bolstered and used by Member States to improve
the management of the human relationship with the ocean
FUNCTION A: Foster ocean research to strengthen knowledge of ocean and coastal processes and human impacts upon
them
WCRP and ocean-related climate research in service to society
Ocean Carbon Sources & Sinks
Impact of Climate change on ocean & coastal ecosystems
60 000
55 250
47 250
10 000
FUNCTION B: Maintain, strengthen and integrate global ocean observing, data and information systems
GOOS Work Plan
GOOS Projects through IOCAFRICA
GOOS Pacific & Indian Ocean Projects through Perth Programme Office
200 632
30 000
40 000
30 000
JCOMM Observations
60 000
20 000
IODE & OBIS core systems
65 000
IOC contribution to common UNESCO costs
63 045
IOC operating costs
Total ER 4
11 433
632 610
20 000
80 000
14%
0
ER 5 - Rises and impacts of ocean-related hazards reduced, climate change adaptation and mitigation measures taken,
and policies for healthy ocean ecosystems developed and implemented by Member States
FUNCTION C: Develop early warning systems and preparedness to mitigate the risks of tsunamis and ocean-related hazards
Promote integrated and sustained monitoring and warning systems
Educating communities at risk with respect to ocean-related hazards prevention
Contribute to develop Member States capacities for coastal hazards assessment
Research & monitoring on algal events for the protection of human health, ecosystem services
and food security
JCOMM Services
IODE & OBIS products and services
94 000
75 700
75 700
7 000
7 000
30 000
50 000
30 000
3 500
7 000
10 000
IOC/XLVII/2 Annex 3 Rev.
page 18
Programme structure and budgetary allocations 2014–2015 - 37 C/5 - $ 507 M
Total
Allocation
Funds earmarked for
Global Priorities within
Total Allocation
Africa
$
FUNCTION D: Support assessment and information to improve the science-policy interface
Contribution to the World Ocean Assessment
Science for reducing nutrient enrichment and its impacts on ocean & coastal resources
Climate change adaptation in coastal zones
IOC contribution to common UNESCO costs
IOC operating costs
Total ER 5
40 000
45 000
50 000
49 932
9 055
549 387
Gender
%
$
12%
10 000
5 000
30 000
59 500
ER 6 - Member States' institutional capacities reinforced to protect and sustainably manage ocean and coastal resources
FUNCTION E: Enhance ocean governance through a shared knowledge base and improved regional cooperation
IOC Governing bodies
IOC Sub-commission for Caribbean and Adjacent Regions (IOCARIBE)
IOC Sub-commission for Africa and Adjacent Island States (IOCAFRICA)
IOC Sub-Commission for the Western Pacific (WESTPAC)
UN partnerships, policy and outreach
237 000
30 000
30 000
30 000
0
30000
FUNCTION F: Develop the institutional capacity in all of the functions above, as a cross-cutting function
Coordination of capacity development and transfer of marine technology
Regional capacity development and transfer of marine technology
IODE and OBIS training and education
Decision support tools for Coastal Management and Marine Spatial Planning
UNDAF 2% (of which 1% IOC)
IOC contribution to common UNESCO costs
IOC operating costs
Total ER 6
20 000
75 000
65 068
56 000
31 500
80 023
14 512
20 000
25 000
30 000
20 000
10 000
669 103
125 000
23%
10 000
TOTAL IOC PROGRAMME
1 851 100
264 500
17%
20 000
TOTAL STAFF
6 792 500
TOTAL
8 643 600
62. Needless to say that the reduction of $ 3.4 M compared to the fully funded scenario and of
$ 1.7 M compared to the anticipated allocation of 86% ($ 10.3 M), has a serious impact on the
IOC’s ability to deliver. A detailed forecast of programme implementation by function within the
limits of the $ 8.6 M allocation is provided in Appendix to this document.
63. As shown in the table below, it was not possible to comply with the Assembly’s
recommendation to allocate 25% of regular budget to operations, without serious damage to the
staffing. In order to achieve the allocation of 21% to operations, all vacant posts were frozen.
IOC/EC-XLVII/2 Annex 3 Rev.
page 19
Operations
Staff
Total
BUDGETARY ALLOCATIONS COMPARISON BY ER AND BY OPERATIONS/STAFF
Budgetary
Assembly
allocation within
Difference
Fully funded
scenario
$507M UNESCO
with fully
scenario ($653M) (86% of fully
Scenario (72% of
funded
funded)
fully funded)
$
%
$
%
$
ER 6
ER 4
1 280 400 36%
632 610
23%
-647 790
2 303 900 64%
2 106 375
77%
-197 525
3 584 300
3 225 870
2 738 985
-845 315
Operations
Staff
Total
ER 7
979 300
2 638 300
3 617 600
27%
73%
Operations
Staff
Total
ER 8
1 595 500
3 228 800
4 824 300
33%
67%
TOTAL OPERATIONS
TOTAL STAFF
TOTAL
3 855 200
8 171 000
12 026 200
20%
80%
3 255 840
ER 5
549 387
2 133 000
2 682 387
21%
79%
3 859 440
ER 6
669 103
2 553 125
3 222 228
32%
68%
10 341 150
1 851 100
6 792 500
8 643 600
21%
79%
Difference
with
Assembly
scenario
$
-486 885
-429 913
-505 300
-935 213
-573 453
-926 397
-675 675
-1 602 072
-637 212
-2 004 100
-1 378 500
-3 382 600
-1 697 550
64. As was pointed out on numerous occasions by Member States at UNESCO and IOC
governing bodies sessions, the IOC was particularly affected by the financial crisis, giving rise to a
concern about our ability to deliver the programme and to keep UNESCO’s and IOC’s leadership
role in key areas.
65. In order to address this concern, the restructuring of the Secretariat was proposed by the
Executive Secretary of IOC and approved by the Director-General of UNESCO. The Secretariat
will be comprised of the Office of the Executive Secretary, the Section for Ocean
Observations and Services (IOC/OOS), the Ocean Science Section (IOC/OSS), the Tsunami
Unit (IOC/TSU), the Marine Policy and Regional Coordination Section (IOC/MPR), the
Operational Support Unit (IOC/EO/AO) and various IOC structures in the Field.
66. The newly created Marine Policy and Regional Coordination Section (IOC/MPR) will allow
IOC to fully engage in the multi-agency consultation processes. This section, headed by the
current Programme Specialist in Integrated Coastal Management, will be responsible for the
coordination of IOC’s external policy and communication with the aim of fostering multi-agency
partnerships related to ocean and coastal matters and related science-policy interface, the
development and dissemination of coastal and marine management tools. In this context, the
regional coordination function will find its logical and reinforced place in this new section.
67. The IOC/EO/AO will take on the task of organizing and running the IOC governing body
meetings, while continuing to serve as Programme and Resource Coordinator, providing support to
programme delivery and fundraising, as well as IOC and UNESCO Governing Bodies liaison.
68. Capacity-development (CD), being a cross-cutting function integrated within each of the IOC
core programmes, remains one of the high-level objectives of the IOC and will be implemented
transversally as outlined in the IOC Medium-Term Strategy approved by the IOC Assembly at its
session in July 2013. The Capacity-development coordination function will be assumed by the
Head of the UNESCO/IOC Project Office in Ostend, which already serves as a training hub.
IOC/XLVII/2 Annex 3 Rev.
page 20
69. The mandates and activities of the remaining parts of the Commission’s Secretariat (Ocean
Observations and Services, Ocean Science, International Oceanographic Data and Information
Exchange and Tsunami) will remain unchanged:
a. The Ocean Science Section (IOC/OSS) will continue to support Member States scientific
priorities and needs by catalyzing, coordinating, and promoting science innovation to improve
the inclusivity of global ocean science and to build a truly global scientific community in Ocean
Science. The IOC/OSS will foster research to strengthen knowledge of ocean and coastal
processes and human impacts upon them; it will support global and regional initiatives
addressing scientific challenges by creating and nurturing the networks and communities of
practice to develop key global scientific projects and programmes and it will sustain and further
develop the interdisciplinary nature of marine research to enhance the capacity of IOC in
providing leadership in global ocean science and to provide advice based on proven science.
b. The Ocean Observations and Services Section (IOC/OOS) will continue to support IOC
Member State-driven programmes in maintaining, strengthening, and integrating a Global
Ocean Observing System (GOOS), and developing early warning systems and services to
mitigate the risk of ocean-related hazards on multiple timescales. It will support the workplans
and panels of GOOS including global and collective regional activities, the observing and
services work plans and teams of the Joint IOC-WMO Technical Commission for
Oceanography and Marine Meteorology (JCOMM), implement projects related to the
development and exploitation of ocean information, and engage scientific communities and
partner organizations to achieve IOC objectives.
c. The IOC Tsunami Unit (IOC/TSU) will continue to provide intergovernmental coordination for
the four regional end-to-end tsunami warning and mitigation systems. This will include
identification of commonalities and areas for harmonization and linking with relevant
institutions and organizations. The unit will support and implement projects that (i) enhance
preparedness and awareness, (ii) provide for scientific and technical assistance to strengthen
national tsunami warning capacity in a multi-hazard framework, and (iii) enable research and
policy developments that can lead to improved tsunami warning systems and preparedness.
d. The IOC/UNESCO Project Office in Ostend (Belgium) (IOC/OST) will continue to coordinate
and implement the International Oceanographic Data and Information Exchange (IODE)
programme, including the Ocean Biogeographic Information System (OBIS), in addition to
serving as the global IOC training hub and coordinating the aforementioned IOC Capacity
Development efforts at the overall policy level..
IOC/EC-XLVII/2 Annex 3 Rev.
page 21
EXTRABUDGETARY RESOURCES
70. The effectiveness of the IOC programme delivery is strongly related to the level of
extrabudgetary funding, especially in periods of financial constraints.
71. To ensure the sustainability of effort, it is essential that all extrabudgetary funds complement
regular programme priorities. To that end, the Complementary Additional Programme (CAP)
proposals were developed and are available as an addendum to this document (IOC/ECXLVII/2 Annex 3 Addendum).
72. The current financial situation is difficult for UNESCO and its IOC. When designing this
quadrennial programme, it is crucially important to have a realistic appreciation of the possibilities
and limitations within available budgets. Member States’ voluntary contributions to the collective
work of the IOC will be of even higher importance than in the past.
73. The chart below shows the total budgetary requirements for the IOC, composed of allocated
regular budget funding and CAP proposals, by Expected Result.
IOC/XLVII/2 Annex 3 Rev.
page 22
APPENDIX
FORECAST OF PROGRAMME IMPLEMENTATION UNDER $ 507 M SCENARIO
37 C/5 WORKPLANS
EXPECTED RESULT 4 - Scientific understanding of ocean and coastal processes bolstered
and used by Member States to improve the management of the human relationship with the
ocean
Function A: Foster ocean research to strengthen knowledge of ocean and coastal
processes and human impacts upon them
What we can implement
We will be able to support some meetings to maintain the IOC activities on Ocean acidification and
biogeochemical time series. This will be done combining regular budget and extrabudgetary funds.
We will be able to support some activities on research on ecological and environmental indices
and to disseminate the results using UNESCO publications. This will be done combining regular
budget and extrabudgetary funds.
What we cannot implement
-
The contribution to WCRP will be limited to $ 60,000.
-
The SCOR-IOC International Ocean Carbon Coordination Project (IOCCP) will not be
supported by two staff, but rather one. The International Project Office is now hosted–in
agreement with SCOR–at the Polish Academy of Sciences. No RP funds are earmarked
for its core activities.
-
It will not be possible to provide any financial support using Regular Budget to the Blue
Carbon Science Working Group (in collaboration with Conservation International (CI),
International Union for the Conservation of Nature (IUCN) and UNEP).
-
Sponsorship of scientific events with UNESCO Field Offices in Asia, the Caribbean, and
the Mediterranean will not be possible.
Strategies
The Secretariat is engaged in seeking extrabudgetary support (as has always been the case) and
seeking to continue existing extrabudgetary projects.
Function B: Maintain, strengthen and integrate global ocean observing, data and
information systems
What we can implement
Global Ocean Observing System (GOOS): The budget available will support priority
communication and outreach on GOOS activities to engage the broader community of scientists
and technicians engaged in developing GOOS, as well as annual Steering Committee meetings to
guide GOOS activities. The major portion of the activities and work plan of the GOOS physics
panel (the Ocean Observations Panel for Climate, now hosted by GCOS/WMO in Geneva,
Switzerland) will be supported in order to sustain the present system. Available funds will provide a
minimal level of support for activities of the GOOS biogeochemistry (led by IOCCP) and GOOS
biology panels, both focused on expanding the capabilities of GOOS and promoting an integrated
system. Available funds will also provide for a minimal level of focused support for developingcountry GOOS work plans through IOCAFRICA and in the Indian and Pacific oceans.
JCOMM observations: Available funds will provide a basic level of support to the JCOMM
Observations Coordination Group and observing network teams (Data Buoy Cooperation Panel,
IOC/EC-XLVII/2 Annex 3 Rev.
page 23
JCOMM Ship Observations Team, Global Sea-Level Observing System) and their activities
sustaining the in situ observing networks, promoting best practices and developing common
standards. A review of architecture of data management systems will be performed.
PPO: A minimal level of IOC support will be provided to the Perth Programme Office, in line with
support to other IOC regional offices.
IODE & OBIS will continue the expansion and strengthening of the global network of data centres
as well as the technological frameworks for the sharing of data and information. Available funds
will allow the organization of some of the IODE Groups of Experts meetings, OBIS scientific
advisory team, IODE Steering Group for ODP, contribution to further development of Global
Oceanographic Data Archaeology and Rescue Project (GODAR)/World Ocean Database. The
core activities of IODE will be kept alive.
What we cannot implement
-
GOOS: GOOS will not fully engage with other global activities (relevant global research
programmes and coordination activities such as GEO—Group on Earth Observations—
requiring sustained ocean observations), including any sponsorship of joint workshops.
This lack of visibility may lead to loss of leadership in sustained ocean observation
activities. GOOS will not be able to provide seed money to spin up self-supporting GOOS
Projects building readiness and capacity of the observing system, including promoting new
observing techniques and developing locally-relevant information products. The GOOS
Project Office (at present with only two full-time IOC professional staff supporting both
GOOS and JCOMM) will not be able to provide substantial staff time or activity financing to
developing biogeochemical and biology/ecosystems aspects to GOOS. These activities will
stop as per IOC-XXVII/Dec.5.3.2 (2013) unless the proper resourcing is identified. IOC
secretariat will not be able to financially support a GOOS Regional Forum meeting this
biennium, and will not be able to provide seed money for regional projects including
substantial capacity development efforts through the IOC Sub-Commissions.
-
JCOMM: Staff time for proper support to JCOMM observation teams work plans is an issue
with a frozen JCOMM regular programme professional staff position, for at least the first
half of the biennium. No support is available to include new communities of practice and
observing networks (for example, gliders). Engagement with the satellite observing
community will be limited, as will be substantive steps to integrate observing network data
systems with IODE and WMO's WIS. IOC will not be able to provide any support to
observing-network-based capacity development efforts.
-
Perth Programme Office: IOC's contribution is very limited, not allowing the PPO to fully
support the GOOS Regional Alliances and other ocean observing-related regional activities
in the region.
-
IODE: The development of the IODE OceanDataPortal will be much slower than expected.
Progress on ocean data standards development, clearing house service and
Oceanknowledge & Oceandocs projects will be minimal (except if extrabudgetary funds
become available). No funding will be allocated for JCOMM DMPA activities (except from
extrabudgetary sources). The core activities of IODE will be kept alive but the limited
budget will not allow strategic developments and will not support building or maintaining
alliances/partnerships with other organizations.
-
Ocean Biogeographic Information System (OBIS): the 2014 OBIS Steering Group meeting
had to be cancelled, resulting in delays in workplan implementation and further project
developments. Progress in further building up the OBIS database and improving
functionalities of the OBIS data portal and services will be slower because core staff are
taken away to perform extrabudgetary projects-related tasks. This will result in lack of
performance and efficiency to respond to new requirements. While in 2012–2013 the
UNESCO Emergency Fund provided resources for participation in the international
IOC/XLVII/2 Annex 3 Rev.
page 24
activities of the Convention on Biological Diversity and the UN Working Group on
Biodiversity in Areas Beyond National Jurisdiction (ABNJ), this will no longer be the case in
2014–2015, and the lack of travel budget will result in the loss of visibility and international
leadership.
Strategies
The Secretariat continues to be engaged in seeking extrabudgetary support and seeking to
continue existing extrabudgetary projects. More specifically:
-
US funding supporting the GOOS physics panel secretariat position is now with WMO,
where the position is hosted by the IOC-WMO-UNEP-ICSU Global Climate Observing
System secretariat. This has led to increased co-investment of GCOS into OOPC activities,
providing support but also creating new responsibilities.
-
Two Australian research institutions (AIMS and UWA) have pooled resources to hire a
technical secretariat for the GOOS Biology and Ecosystems Panel, for two or three years.
This is a substantial in kind contribution to the work of expanding GOOS for biological and
ecosystems variables.
-
GOOS is relying on the IOC-SCOR IOCCP to lead activities in developing biogeochemical
Essential Ocean Variables, as there are synergies with IOCCP ocean carbon observation
network and synthesis coordination activities, but new resources are required to fully
implement the GOOS-related work plan.
-
The European Commission research project GEOWOW (2011–2014) has provided
substantial support for staff and workshops on biogeochemical and biological/ecosystems
sustained ocean observations but ends in August 2014. The IOC has submitted proposals
as part of consortia for two other EC Horizon 2020 projects that will contribute some
support to GOOS, IOCCP, and JCOMMOPS. These projects are important contributions to
GOOS and JCOMM where EC priorities can be aligned with IOC priorities. They require
however substantive co-investment of time and administration, and have their own specific
deliverables.
-
JCOMMOPS which provides support to many key ocean observing networks, is completely
extrabudgetarily supported, and this support is being increased through local funding
sources associated with a move from Toulouse to Brest, France.
-
The GOOS Steering Committee is developing the concept of self-supported GOOS
Projects that are associated with GOOS, injecting energy and momentum into particular
aspects or geographic areas, improving our readiness to take observations and transform
them into usable information.
EXPECTED RESULT 5 - Risks and impacts of ocean-related hazards reduced, climate
change adaptation and mitigation measures taken, and policies for healthy ocean
ecosystems developed and implemented by Member States
Function C: Develop early warning systems and preparedness to mitigate the risks of
tsunamis and ocean-related hazards
What we can implement
TSU: The planned sessions of the Intergovernmental Coordination Groups (ICGs) for the tsunami
warning systems of the Indian Ocean (ICG/IOTWS), the Caribbean (ICG/CARIBE-EWS), the
Pacific (ICG/PTWS) and the Working Group on Tsunami and other Hazards related to Sea-Level
Warning and Mitigation Systems (TOWS-WG).
TSU is able to convene the intergovernmental coordination group meetings for the four regional
tsunami warning systems but the 7% cap on staff travel paid by RP funds limits staff participation.
IOC/EC-XLVII/2 Annex 3 Rev.
page 25
Thanks to ExB support, the TOWS-WG Inter-ICG Task Team on Hazard Assessment Related to
Highest Potential Tsunami Source Areas established by the Assembly at its 26th session (2011)
met for the first time in September 2013. Present ExB support will allow it to meet again in October
2014.
JCOMM Services: Available funds will provide basic support to the JCOMM Expert Team on
Operational Ocean Forecast Systems (ETOOFS), including the development of a Guide to such
systems for capacity development purposes, developing performance monitoring, and contributing
to development of emergency response capabilities.
HAB: One session of the IOC Intergovernmental Panel on HAB (IPHAB) will be organized. The
Secretariat will be able to attend joint groups on HAB with SCOR and ICES and to provide seed
funds for training and science meetings on HAB.
IODE: The available budget will allow support for some core activities of the Integrated Coastal
Atlas network (ICAN). The development of the Caribbean Marine Atlas phase 2 will be fully
dependent on extrabudgetary funding.
OBIS: The development of a HAB thematic OBIS portal can be implemented through
extrabudgetary funding.
What we cannot implement
-
TSU: There will be reduced secretariat support for intergovernmental coordination of the
four regional tsunami warning systems, notably for the standing working groups and task
teams, technical advice and the training, coordination of tsunami exercises, preparedness
and awareness raising, preparation, publication and translation of manuals and guides.
For all ICG, TOWS and technical working group meetings participants have to cover their
own travel and per diems.
If no regular or extrabudgetary support is found for NEAMTWS, TSU will not have staff to
support ongoing day-to-day technical coordination of the development of NEAMTWS
(maintenance of databases, organization preparation and evaluation of Tsunami wave
exercises, advocacy and outreach with NEAMTWS members.
The budget limitation does not allow for support of any activities of the Tsunami Information
Center for the North-eastern Atlantic and Mediterranean. It will also affect our level of
support to the Caribbean Tsunami Information Center (CTIC) in 2015.
The TSU is not able to meet the high number of requests by Pacific Island Countries for incountry support including training for strengthening National Tsunami Warning Centre
(NTWC) capabilities to be able to take sound warning decisions and provide national/local
services on a 24/7 basis. Most PICs currently do not have a 24/7 fully-fledged NTWC, with
poor warning preparation and dissemination systems (as they were relying on PTWC
warnings) and Tsunami Plans/Standard Operating Practices (SOPs) that require updating.
Five Pacific SIDSs have joined IOC over the last 2-3 years, with remaining three (Nauru,
Federated Stated of Micronesia and Marshall Islands) to join soon.
No support will be available for participation or a side event in major conferences e.g. 3 rd
World Conference on Disaster Risk Reduction (WCDRR) (Sendai [Japan] 14-18 March
2015).
-
JCOMM Services: Regular programme support to capacity development activities,
particularly to the development of locally-relevant services from global datasets, will be
severely limited.
-
HAB: There will be no funding for capacity-development activities on HAB nor to maintain
and upgrade IODE/HAEDAT. We will be unable to independently initiate work on a Global
IOC/XLVII/2 Annex 3 Rev.
page 26
HAB Status Report and to co-fund with SCOR a Scientific Steering Committee for
GlobalHAB;
-
IODE: There will be incomplete implementation of the International Coastal Atlas Network
Project work plan, and we will be unable to develop data and information contribution to
tsunami and ocean-related hazard activities.
-
OBIS: It will not be possible to expand linking biodiversity data to other data e.g.
environmental and economic data supporting the assessment of the impact of stressors
(e.g. warming, ocean acidification, etc.) on species distributions.
Strategies
-
The Secretariat is engaged in seeking extrabudgetary support and seeking to continue
existing extrabudgetary projects.
-
The Secretariat is seeking secondments from new donor countries. The secondment of a
professional officer by China for JCOMM Services and TSU through April 2015 is gratefully
acknowledged.
-
Substantial funds from Belgium (Flanders) are permitting an African Summer School on the
Application of Ocean and Coastal Data and Modeling products to locally-relevant services,
organized through IOCAFRICA. Drawing on human capacity in academic and operational
institutions, students will receive training in June 2014 (Ghana), work on individual projects
and reconvene in August 2014 (Kenya) to share experiences and the results of their work.
Additional project proposals will be adapted from the lessons learned from this experience,
to provide additional students and additional regions the opportunity to engage in GOOS
and JCOMM with local relevance.
-
Two ICGs have moved to a two-year meeting cycle though it remains to be seen if some
meetings are replaced by newly formed steering groups.
-
Staff travel for ICG meetings (including task teams and working groups) have to be directly
covered by hosting countries.
-
Exploration of programme and project collaboration through UNESCO field offices. For the
Caribbean and the Eastern Pacific, reliance on the UNESCO Field Offices in Kingston, Port
au Prince, San José, and Santiago has proven very successful for launching and
implementing projects. A similar approach is used with Apia office for South West Pacific
and with the Jakarta office for the Indian Ocean. TSU is exploring collaboration possibilities
with the Rabat office for the North East Atlantic and Mediterranean region.
-
HAB: New partnerships are sought even if this may imply weaker IOC ownership and less
control on output. For the HAB program, sponsoring partners are, in particular, sought for
larger parts of key activities such as the Global HAB Status report and the initiatives on
Ciguatera and the Global HAB Research programme (with SCOR). CD activities will to a
higher degree require user self-financing.
Function D: Support assessment and information to improve the science-policy interface
What we can implement
World Ocean Assessment: IOC will continue to participate in the Global Meetings of the UN
Regular Process (WOA) and will contribute to the development of the web-based clearing house
mechanism of the Regular Process, thanks to extrabudgetary funding from France. The results of
the GEF-funded Transboundary Water Assessment Programme led by IOC for the marine
components (Open Ocean and Large Marine Ecosystems) will be shared with the World Ocean
Assessment Group of Experts.
Climate Change adaptation: Climate change scenarios and adaptation strategies will be developed
for each of the African LME regions. Products necessary for the management of coastal zones and
IOC/EC-XLVII/2 Annex 3 Rev.
page 27
mitigation/adaptation to climate change will be developed and validated (e.g. models, inundation
maps, atlases, marine species registers etc.) The IOC Guide on Coastal Risk Reduction and
Adaptation for Local Authorities will be published in 2014. Core seed funding for a joint IOC/SHS
workshop on climate science and adaptation to be held in 2015 in the Caribbean region.
Nutrients: One year of commitment will be fulfilled to UNEP and the GEF for co-financing of the
UNEP-IOC/GEF Global foundations for reducing nutrient enrichment and oxygen depletion from
land based pollution, in support of Global Nutrient Cycle Project.
What we cannot implement
-
World Ocean Assessment: IOC will not be able to develop a training module on marine
assessment, in order to facilitate the participation of developing nations in the Regular
Process. No resources were provided to support meetings of the WOA Group of Experts.
IOC will be able to provide only minimal resources to support the editorial processes of the
WOA report to be published beginning of 2015.
-
Climate Change adaptation: Planned activities to develop adaptation intervention in SIDS,
particularly in the Caribbean, Indian Ocean and Pacific regions will not take place. Further
consultation with West African countries for the second phase of the ACCC coastal
adaptation project will not happen in the absence of ExB resources.
-
Nutrients: We will be unable to fulfil a second year of commitment to UNEP and the GEF
for cofinancing of the UNEP-IOC/GEF Global foundations for reducing nutrient enrichment
and oxygen depletion from land based pollution, in support of Global Nutrient Cycle
Project.
-
OBIS: Building scientific sound information products and services based on OBIS to
support global assessments (UN Regular Process and IPBES) can be done through extrabudgetary funding, but progress will be slower because staff will be taken away for
executing core OBIS tasks.
Strategies
-
The Secretariat continues to be engaged in seeking extrabudgetary support and in seeking
to continue existing extrabudgetary projects.
-
For coastal adaptation activities, the focus will be on Global Environment Facility (GEF)
and European Commission.
-
IOC is working with UNEP on a fundraising strategy to support the development of a new
training programme for WOA for developing nations.
-
Nutrients: We will seek alternative donors for one year of co-financing and will work with
the project Steering Committee and the GEF to revise the work plan and budget.
EXPECTED RESULT 6 - Member States' institutional capacities reinforced to protect and
sustainably manage ocean and coastal resources
Function E: Enhance ocean governance through a shared knowledge base and improved
regional cooperation
What we can implement
UN & Partnerships: IOC will continue to engage in inter-agency activities such as UN-Oceans, but
will have limited engagement in the UN SIDS Samoa conference. IOC will continue provide
support to Member States in the context of international negotiations towards the formulation of
IOC/XLVII/2 Annex 3 Rev.
page 28
Sustainable Development Goals by developing policy briefs and identifying potential global targets
and indicators for the ocean as a co-lead of the UN Task Support Team.
Regions: A short term action plan will be developed for implementation of the IOCAFRICA
strategic plan. We will maintain a shared (with SC) staff person at IOCARIBE and maintain existing
programmes of WESTPAC.
Governing Bodies meetings: Both the Executive Council in 2014 and the Assembly in 2015 will
need to follow the same cost-efficient mode as in the previous biennium.
What we cannot implement
-
UN & Partnerships: Communication materials for showcasing ocean/IOC in the SIDS, SDG
and biodiversity beyond national jurisdiction (ABJN) processes will not be produced. There
will be limited participation in international meetings (ex. UN ABNJ processes), and few if
any side events at SDG/SIDS/ABNJ negotiation meetings at UN HQ. Engaging with other
UN agencies as an equal partner will not be possible due to lack of financial resources.
-
Regions: Medium to long term actions in Africa will not take place. It will not be possible to
appoint a full time IOCARIBE Secretary in Cartagena nor to increase in activities in
WESTPAC. Anticipated meetings of IOCINDIO and a plan for its development into a subcommission will not be possible.
-
Governing Bodies meetings: The 2015 session of the Assembly will need to be shorter
than the one in 2013, due to funding restrictions.
Strategies
The Secretariat continues to be engaged in seeking extrabudgetary support and in seeking to
continue existing extrabudgetary projects.
Function F: Develop the institutional capacity in all of the functions above, as a crosscutting function
What we can implement
Integrated Coastal Area Management (ICAM) and Marine Spatial Planning (MSP): Development of
Marine Spatial Planning Guidelines on Monitoring and Evaluation will be possible through a Grant
from the Moore Foundation. We will prepare the basis for an international conference on MSP to
review the state of the art (10 years after the 1st IOC conference on the topic). The second phase
of the SPINCAM Project (South Pacific Information Network for Integrated Coastal Area
Management) supported by Belgium (Flanders) will be implemented, as $ 880 000 was made
available to assist five countries of Latin America (Chile, Colombia, Ecuador, Panama and Peru) to
develop national and regional coastal atlas’ that provide essential ecological and socio-economic
indicators to national authorities in charge of coastal management. The preparation of a new GEF
Community of Practice Project for Large Marine Ecosystems will move forward, which will be
implemented by IOC in partnership with NOAA, ICES, UNDP and IUCN.
CD, (including TMT and GEBCO): IOC will be able to support a donors’ meeting in October 2014
for funding the CD Strategic Plan.
IODE: Partial implementation of ODIN workplans in Latin America, Eastern Europe and small
islands in the Pacific will be possible. A limited number of training materials on marine biodiversity
data management will be posted online. Training and education activities will be implemented but
will be totally dependent on extrabudgetary projects such as OceanTeacher Global Academy and
Caribbean Marine Atlas phase 2.
IOC/EC-XLVII/2 Annex 3 Rev.
page 29
What we cannot implement
-
ICAM & MSP: Marine Spatial Planning training courses in regions will not take place. We
will be unable to provide support for travel and logistics of the 2015 MSP Conference, nor
to organise a technical workshop on science and observation requirements for MSP. An
anticipated global survey on national MSP and Coastal Management implementation will
not take place.
-
CD (including TMT and GEBCO): A planned series of joint training courses with DOALOS
in marine scientific research in relation to UNCLOS will have to be funded from extra
budgetary resources. Likewise, support to GEBCO activities can take place only if
extrabudgetary funds are forthcoming.
-
IODE: No activities will be possible in African and WESTPAC region (unless funded by
extrabudgetary). Due to the lack of ‘critical mass’ funding for regional ODIN projects, the
development of ocean data and information management capability and cooperation of
member states in these regions in global programmes will remain limited. The ending of
ODINAFRICA and the lack of follow-up activity may result in the degradation of capacities
built.
-
OBIS: We will be unable to adequately respond to capacity building needs of Member
States to manage marine biodiversity data for resource management, marine spatial
planning, environmental impact assessments, (inter)national reporting requirements and
scientific research.
Strategies
The Secretariat continues to be engaged in seeking extrabudgetary support to fill the gap and in
seeking to continue existing extrabudgetary projects.