ࡱ> W 6lbjbjqq kaa$b)&&F4F4444$444P.55T4_F6\6(666$;$;$;ޑ$c4$;::@$;$;F4F466J===$;fF46F4R6ޑ=$;ޑ==4"6 }ϵ<jڂ>ʑ/0_+<+|X+4Vt $;$;=$;$;$;$;$;=$;$;$;_$;$;$;$;+$;$;$;$;$;$;$;$;$;&N 3: Summary This document contains the Secretariats proposed approach to the preparation of the Draft 39C/5, building on the analysis contained in the Strategic Results Report provided to the UNESCO Executive Board at its 199th session (April 2016), on the main guiding principles emerging from the discussions of the IOC Governing Bodies on the financial situation of the Commission, as well as on the Future of IOC, and in the context of the international development agenda. Decision: Following an introduction by the Executive Secretary, this document will be examined by the sessional statutory open-ended Financial Committee and the decision reflected in the Draft Resolution that the Financial Committee will be submitting to the Executive Council for adoption under item 6.1 in accordance with paragraph 15 of the  HYPERLINK "http://www.ioc-unesco.org/index.php?option=com_oe&task=viewDocumentRecord&docID=9281" Draft Revised Guidelines for the Preparation and Consideration of Draft Resolutions (IOC/INF-1315). Introduction At the time when the IOCs work and competences are in high demand for Member States, the Commission needs your strong support, which, in turn, requires commonly agreed strategic vision, determination, and unity between the IOC Member States and its Secretariat. Our longer- and shorter-term plans, strategy, and funding priorities should be coherent with our vision of the future of IOC. The international agenda of sustainable development has a strong bearing on the oceans and may provide a platform for our strategic planning and consolidation of activities. It also opens perspectives for increased funding support of our activities. In this context, the proposed Draft Programme and Budget for 2018-2021 need to translate the strategic objectives defined in the Medium-Term Strategy, 2014-2021 (IOC/INF-1314) into programme focus areas with clearly formulated results expected at the end of the four-year period. The goal is to continue funding of the high priority activities in accordance with the IOC Medium-term Strategy to restore, to the extent possible, our capacity-development activities implemented through regional subsidiary bodies, and to realign IOC activities towards a common vision of how IOC should respond to the evolving challenges that the world faces. The main challenge in this quadrennial period continues to 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, while still allowing IOC to address some emerging issues and efficiently assists its Member States in the implementation of the Sustainable Development Goals (2015-2030). 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. You will recall that while the programmes are defined for the quadrennial period 2018-2021, the General Conference of UNESCO decided to maintain the biennial cycle for the appropriation of the budget in a results-based budgeting approach. The document proposed for your consideration has two parts. The first part contains the IOC Strategic Results Report (SRR) prepared by the Secretariat in accordance with the new reporting format adopted by UNESCO Member States at the last General Conference (38C/Resolution 99). Its principle is to establish a clear distinction [] between reporting on activities and output delivery, and reporting on expected results and outcomes [195EX/Decision4(V)]. The SRR is designed to provide an analysis of the programme outcomes and allow Member States to review and reassess the programmatic objectives, including possible reorientation, reinforcement or termination. In accordance with the IOC status as a body with functional autonomy, in future the drafts of the SRR will be first presented to the IOC Assembly during its session in the second year of each quadrennium. The second part of the document contains the proposal for one IOC Expected Result for the 39C/5, in accordance with Assembly Resolution XXVIII-3, as well as the proposed guiding principles to be followed by the Secretariat in elaborating further proposals in the course of the UNESCO C/5 preparation process and for the final review and endorsement by the IOC Assembly at its 29th session in 2017. ioc strategic result report (199 EX/4 Part I (B)) Overall Strategic Assessment 8. The years 2014-2015 were marked by significant developments in the global environmental governance, in which ocean issues have been highly visible and sensitive. To a certain extent, these years offered for the IOC of UNESCO a test on its relevance, impact and stability. Evidence of IOCs strong contribution to the adoption of the SDGs (Agenda 2030) by the United Nations General Assembly, and in particular of the stand-alone Goal 14 on the Ocean (Conserve and sustainably use the oceans, seas and marine resources for sustainable development), the recognition of the role of the Ocean in the UNFCCC Paris Climate Agreement 2015, the Sendai Disaster Risk Reduction Framework and the SAMOA Pathway convincingly show that IOC has been on the right path to contributing ocean-related solutions to major challenges of our time. However, there are significant issues of shortage of resources, visibility, and risks to sustainability, and capacity for successful delivering on all directions of IOC actions. 9. All IOC activities in 2014-2015 pursued the high-level objectives of its Medium-Term Strategy, defined by its Member States. Achieving these objectives required contribution from all stakeholders in ocean affairs. In this regard, the Governing bodies of the IOC, further supported by the underlying diverse network of technical and regional subsidiary bodies and expert groups, ensured strong ownership of IOC programmes by the beneficiary communities. This is what ultimately led to the prominent recognition of the Ocean in the major international framework agreements. 10. As the stand-alone Ocean Goal, SDG 14 is a clear point of reference and institutional mobilization for IOC in the context of the 2030 Agenda. The SDG 14 specific reference to IOC Guidelines and Criteria on the transfer of marine technology (IOC/INF-1203, 2005) is a culmination of a multi-year effort. IOC is actively working with UN-Oceans to guide the development of performance indicators for the SDG targets. It is deeply engaged in informing the United Nations process of creating a new legal regime under UNCLOS on protection of marine biodiversity beyond areas of national jurisdiction. 11. Beyond SDG 14, approximately 11 out of the remaining 16 Goals have direct or indirect relevance to the ocean. These include, inter alia, SDG 2 on food security and improved nutrition, SDG 13 on climate change, SDG4 on lifelong learning opportunities, SDG8 on economic growth and productive employment, SDG11 on resilient and sustainable cities. For the first time, the Paris Climate Agreement refers to the need to protect ocean ecosystems. IOCs decision to place much programmatic and outreach focus around climate change and COP 21, building on its contribution to Rio+20 and the success of its programme for the 8 June 2015 World Oceans Day and engaging in a heavy mobilization of scientific and civil society institutions around ocean and climate science and awareness-building, undoubtedly contributed to this reference to the ocean ecosystems. 12. Systematic observations being explicitly recognized as crucial to strengthening scientific knowledge on climate and supporting decision-making, IOCs main entry points into the climate change regime have been through ocean observation contributions to the Global Climate Observing System (GCOS) through the Global Ocean Observing System (GOOS) and scientific contributions to the Intergovernmental Panel on Climate Change (IPCC) through the World Climate Research Programme (WCRP). 13. IOC has been instrumental in supporting sustainability of GOOS. Together with WMO, measures were taken to help the recovery of the Tropical Pacific Observing System, which is central for detecting and predicting ElNio and regional variations of sea-level rise. The WMO/IOC Joint Technical Commission for Oceanography and Marine Meteorology (JCOMM) is a unique joint commission of two United Nations agencies and is a key element in implementation and services. A notable recent contribution to the system is the opening of the JCOMMOPS Office in Brest (France) in March 2015, with significant contribution by French partner-organizations. 14. At present the IOC coordinates four regional tsunami warning systems in all tsunami-prone areas of the ocean. Tsunami warning exercises are regularly organized in all basins. This IOC work is a very strong contribution to the United Nations disaster risk reduction framework adopted in March 2015 by the Third United Nations World Conference on Disaster Risk Reduction (Sendai Conference). With a very modest budget the IOC coordinates a global tsunami warning system worth of hundreds of millions of dollars. 15. The IOC has refocused its programme in ocean science to assist its Member States in addressing the emerging science issues on deoxygenation, marine ecological time series, climate change and global trends of phytoplankton and Blue Carbon. The work was guided by the findings of the second International Ocean Research Conference (17-21 November 2014, Barcelona) which analysed how ocean sciences had progressed in the last 20 years and discussed the coming decade of international collaboration in marine sciences and technology with a view to improve ocean governance. At the same time, IOC has continued its leadership on the research on ocean acidification, marine pollution (including plastics and microplastics), and harmful algal blooms. 16. IOCs International Oceanographic Data and Information Exchange (IODE) is the only organizational framework that deals exclusively with international oceanographic data exchange. The IOC Ocean Biogeographic Information System (OBIS) is the worlds leading database on ocean biodiversity. It contributes to at least two of the 20 United Nations biodiversity targets. As called upon by the 193 Parties of the CBD, OBIS data is used for the identification of Ecologically or Biologically Significant Marine Areas and is also used by FAO for the identification of Vulnerable Marine Ecosystems. OBIS also provides key information on biological diversity to the United Nations first World Ocean Assessment (WOA). The IOC-led Transboundary Water Assessment Programme contributed to WOA 66 coastal assessments covering all coasts of the world. As regards global assessments and science-based information for policy, IOCs comparative advantage lies in its unique position as an intergovernmental framework to advance research and identify new scientific issues through collaborative action. IOC is also recognized as the lead United Nations organization in the development of marine spatial planning, as demonstrated by the uptake of the IOC guidelines (IOC Manuals and Guides, 53, 2009; IOC/2009/MG/53) by more than 40 countries engaged in ocean management. 17. The IOC Capacity Development strategy was renewed in June 2015 (IOC/INF-1332) by the IOC Assembly at its 28th session and will be key in ensuring the Commissions continued relevance as a global intergovernmental platform to assist and develop the capacities of its Member States, and in particular small island developing States (SIDS) and least developed countries (LDCs). 18. These examples of achievements show that IOC is fulfilling well its role as an intergovernmental United Nations body, capable of providing an operational, logistical and legal framework for oceanographic activities and of coordinating, with authority, the implementation of major international ocean research efforts of high significance for sustainable development. In order to ensure its continued relevance to its Member States, the IOC has undertaken an extensive mapping exercise linking key aspects of its mandate and core functions to the international strategic frameworks. All the main outcomes of its work during 2014-2015 and workplans for 2016-2017 can also be viewed in the light of this analysis, which will be presented to the IOC Executive Council. Risks and opportunities, challenges and lessons learned 19. The IOC is the only United Nations body specialized in ocean science and services. It provides a focus for other United Nations organizations and agencies with regard to ocean science, observations and data exchange, and services. Today the Commission has 148 Member States and since 2005 there has been a 15% increase in the number of Member States. 20. There are high expectations of IOC and the Commission has to deliver on a large number of areas and provide a platform for coordination of research, observations and services, capacity development in Member States that is worth more than a billion dollars. In the Programme and Budget 2016-2017 (38C/5) IOC has 12.5 Professional and five General Service staff in Headquarters and 7.5 Professional staff in field offices. This very small secretariat is expected to oversee programme implementation, provide secretariat support to expert groups and IOC governing bodies, and must also respond to the UNESCO programme oversight, governance, and reporting requirements. The incompatibility of the current size of the secretariat and the scope of IOC activities is the main risk for proper programme delivery. 21. Funding for oceanographic observations mostly comes from research funding agencies. Support to tsunami warning systems requires a high level of constant responsibility by governments. Capacity of Member States in ocean sciences, observations and their use is highly variable. Because of these factors, sustainability of ocean research and observations requires significant effort aimed at raising visibility of these activities across national agencies. While IOC aims to develop core systems in oceanography, which is challenging and requires a sustained and focused effort, there are now many other organizations in the world that use ocean data and observations to generate products that raise their own visibility. Because of that, the upstream role of IOC in the information delivery process is rather difficult to explain to main stakeholders and funders, and as such IOC is exposed to fierce competition for funding. In JCOMM the difference in cultures between meteorology and oceanography is a constant challenge, with rewards when overcome. 22. Responding to the evolving needs of climate mitigation and adaptation, operational services and protection of ocean health, the ocean observing networks undergo rapid technical advancements and are starting to measure more and more chemical and biological variables. Benefits of this increasingly capable system need to be shared with all Member States. However, potential legal ramifications of such observing system expansion still need to be explored to ensure the sustainability of GOOS and its access to the global ocean. 23. To ensure sufficient resources for its core activities, IOC needs to engage more strategically in the management and coordination of extrabudgetary projects or provision of services. Given the limited staff resources and the time-consuming nature of the exercise, very hard prioritization is thus needed as well as careful assessment of the likelihood of successful outcome in order to determine what efforts to pursue. 24. Future opportunities stem from the fact that there is now a considerably higher societal awareness of the role of the ocean and economic opportunities associated with it. There is also a much better understanding that in order to produce any meaningful assessment of conditions in the ocean and to conduct any activity there with efficiency and safety, there is a need for reliable systematic observations. The role of IOC-supported ocean services is highly visible through the warnings on tsunamis. There is now a much better understanding that such IOCs or IOC-led programmes as GOOS, Integrated Coastal Area Management, Marine Spatial Planning, Harmful Algal Bloom research, and some others provide the scientific foundation for so called Blue Economy (Blue Growth). The role of SIDS on the United Nations arena is increasing and their dependence on the ocean helps to move ocean research and observations agenda forward. The Paris Agreement sets up the Paris Committee on Capacity-Building, and bolsters the role of the UNFCCCs Technology Mechanism. While marine technology has been notably absent from the climate change debate and UNFCCC technology transfer framework, but given the wide recognition around the IOC Criteria and Guidelines on Transfer of Marine Technology by UNCLOS and most recently SDG14, there could be an opportunity for sharing know-how and integrating an ocean perspective into both existing and new mechanisms. The UNFCCCs Financial Mechanism is assured by the GEF and the Green Climate Fund. IOC has been able to mobilize considerable resources through GEF, and will pursue all opportunities potentially available through the Green Climate Fund. The recently concluded agreement with UNDP on project implementation in the context of the GEF-funded International Waters focal area is also seen as an important achievement. 25. In summary, there has probably been no better time for IOC to strengthen its contribution to sustainable development by fostering ocean science, observations, services, and transfer of marine technology. A challenge for the IOC is to maintain the highest scientific level of its activities while organizing them through an intergovernmental mechanism. IOC needs to involve in its work leading scientists and attract the young ones. It is also important to maintain strong links to national science managers. Another challenge is to continue the integrative planning and implementation of IOC activities based on the principle of co-design, achieving a high degree of coherence between global programmes and regional activities, especially activities of the IOC regional sub-commissions: WESTPAC, IOCARIBE and IOCAFRICA. The way forward 26. The four recently emerged international frameworks set the direction of IOC development, in the short- and long-term perspective. In order to continue serving the United Nations system as the main specialized body on ocean science, observations and services, IOC will have to strengthen cohesion of all its programmes and exchange of information between them whereby ocean observations would support ocean research and services, and services would strengthen the awareness about the importance of ocean education and observations. In order to do this, IOC will need to develop and implement an efficient, tailored and productive communication strategy in order to achieve its overall organizational objectives, engage effectively with relevant stakeholders, and demonstrate the impact of its work. Taking into account that the ocean and marine affairs drive many socio-economic activities, IOC intends to engage with Member States and international economic institutions to seek their support in highlighting to the relevant stakeholders the importance of the ocean activities for national economy and growth. An early example of this development was the Second Blue Economy Summit organized by the Governments of Seychelles and the United Arab Emirates in partnership with the IOC in January 2016. 27. The immediate effort should go into operationalization of the new IOC Capacity Development strategy, 2015-2021 and this requires understanding of the current state of affairs. For this reason IOC needs to ensure the completion of the first IOC Global Ocean Science Report (GOSR) that intends to provide a global picture of existing scientific capacities at national and regional level. This snapshot of existing infrastructure and equipment, human resources (with a first detailed analysis of gender balance in the workforce related to ocean science), priorities, funding, etc. will help future planning of capacity development. 28. To overcome the problem of its limited infrastructure and resources, IOC needs to further strengthen the involvement of Member States and to seek their increased support to its activities. To that end, IOC will need to further strengthen its governing bodies and to continue to elaborate, together with Member States, a strategy for the future IOC development with the full buy-in by its constituencies. A strong factor of IOC success is association with and support by the Major Programmes, offering the comparative advantage of UNESCOs interdisciplinary comprehensive approach to key societal issues. A comprehensive proposal along these lines is presented for in-depth discussion by the IOC governing bodies, with a view of obtaining guidance on the Draft 39C/5 preparation. ioc in unescos draft 39 C/5 Promoting knowledge and capacity for protecting and sustainably managing the ocean and coasts 29. Resolution XXVIII-3 of the IOC Assembly requested the IOC Executive Secretary to prepare for the review by the IOC Executive Council at its 49th session in June 2016, a preliminary proposal for a Draft Programme and Budget for 2018-2019 built around one expected result and consistent with the high level objectives and functions defined in the IOC Medium-Term Strategy, 20152021. 30. The General Conference of UNESCO at its 38th session in November 2015, requested the Director-General, through 38C/Resolution104, when preparing draft document 39C/5, to review all documents and related references in accordance with the Statutes of the Intergovernmental Oceanographic Commission (IOC) so that they conform with those Statutes, particularly taking into account the intergovernmental nature and functional autonomy which the Commission enjoys in UNESCO. 31. In this context, the following formulation of the Draft Expected Result for IOC in the draft 39C/5 is proposed for Member States consideration: Science-informed policies for healthy ocean ecosystems and sustainable management of risks and opportunities from the ocean developed and implemented by Member States proposed principles to guide the preparation of the draft 39 C/5 32. In accordance with Resolution XXVIII-3 of the IOC Assembly (2015), the Secretariat shall make every effort, in the draft programme and budget proposal for 20182019, to reflect the IOC priorities confirmed by Member States discussions on the Future of the IOC on long-term sustained observations and data and information management, as well as regional activities, which are fundamental to inter alia: increased resiliency and adaptability to climate change and variability; early warning for ocean hazards, including tsunami; healthy ocean ecosystems; and enhanced knowledge of emerging issues; 33. Additionally, the following set of Guiding Principles, adopted by the IOC Assembly in 2013 as part of Resolution XXVII-2, shall continue to guide the Secretariat: Provide focused leadership on those themes where IOC has clear leadership/ownership in the programme theme; Fulfill IOCs intergovernmental mandate: incompressible costs related to governing and subsidiary bodies meetings, statutory requirements and commitments vis--vis partners and other United Nations 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 IOCs 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 IOCs 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 Expected Result. 34. In allocating the funds, the Executive Secretary shall ensure that the decisions made and resolutions adopted by the Assembly are reflected in the budget allocations within the resources available.      Restricted Distribution IOC/EC-XLIX/2 Annex 3 Paris, 3 May 2015 Original: English INTERGOVERNMENTAL OCEANOGRAPHIC COMMISSION (of UNESCO) Forty-ninth Session of the Executive Council UNESCO, Paris, 7-10 June 2016 Items 3.2 and 6.1 of the Provisional Agenda DRAFT PROGRAMME AND BUDGET FOR 20182021 (draft 39 C/5) IOC/EC-XLIX/2 Annex 3 page PAGE \* MERGEFORMAT6 IOC/EC-XLIX/2 Annex 3 page PAGE \* MERGEFORMAT5 IOC/EC-XLIX/2 Annex 3 IOC Page  PAGE \* MERGEFORMAT 7 7:Ff4 B L 4 5 ߾߸߬pehhch^J_H jhhchU^J_H hchh^J_H h^J_H hh^J_H mH sH hchhch^J_H hchhch>*^J_H  h'^J h7^JhuMh ^J h ^J h^J hB^Jhchhch^Jhj.hp/^JaJhj.hp/>*^JaJ! 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