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World Meteorological Organization & Intergovernmental Oceanographic Commission (of UNESCO) JCOMM JOINT WMO/IOC TECHNICAL COMMISSION FOR -5/INF. 2.3 OCEANOGRAPHY AND MARINE METEOROLOGY Submitted by: Fifth Session WMO and IOC Secretariats Denpasar, Indonesia, 25 to 29 October 2017 General 4.IX.2017

JCOMM PERFORMANCE ASSESSMENT: STAKEHOLDER SURVEY

Summary

Recalling JCOMM-4 agenda item 12.2 on JCOMM Programme and Planning; the Commission noted that a full external review of JCOMM had not been undertaken within the previous intersessional period, nevertheless saw value in providing the opportunity for Member States to provide feedback on the past performance and its future. The Commission noted that analysis of information from its past performance would assist in the preparation for meetings of JCOMM’s governing bodies. The Commission requested the Management Committee and the Secretariats to establish a mechanism for undertaking this task. At JCOMM MAN 12, action 3.2.1 was tabled in order to carry out a JCOMM Self Evaluation and Review. The aim is to use the survey results for inclusion in the revision of the JCOMM strategy. A JCOMM Performance Assessment: Stakeholder Survey was carried out for a period of five weeks from April-May 2016, and a report was prepared and reviewed by several JCOMM experts.

The JCOMM Performance Assessment survey received 84 responses from a sample size of 1518 JCOMM listed stakeholders on the Mail Chimp platform (based on actual successful delivery). However, a total of 270 clicks have been recorded for both campaigns. We assume the representativeness of the survey should be based on 270 clicks (active JCOMM stakeholders). The JCOMM subscribed stakeholders list is seemingly outdated. Based on the 270 click rate, we find that the survey is representative of the active JCOMM stakeholders.

The top country locations of the campaign were mainly from the traditional western countries (USA, Canada, Japan, Australia, etc.,); however other participating countries are from South America, Asia and Africa. One small island developing State also participated in the survey. Annex I provides a full list of participants surveyed. There were 49 responses from the Northern countries1 and 20 from the Southern countries2.

The JCOMM stakeholder survey shows that most people (85.8%) have been involved for more than five years with JCOMM; However, only 41.7% reported that they are very familiar with JCOMMs activities and its five major objectives. Consequently, only 35.7% of stakeholders perceived that JCOMM has positive impact – as a key driver for the ongoing development of their marine weather and oceans services. Similarly, only 36.9% of the stakeholders perceived that JCOMM has positive influence on the meteorological offices and oceanographic institutions. Stakeholders mentioned a range of impacts from JCOMM activities on their own organization and activities, including data observations, modeling, operational forecasting and services, as well as capacity development (see Table 1.).

1 Northern Countries: United States, Canada, Western Europe, and developed parts of Asia, as well as Australia and New Zealand

2 Southern Countries: Africa, Latin America, and developing Asia including the Middle East & SIDS. Possible ways to improve the situation concerning JCOMM includes strengthening JCOMM roles and approaches; effective consultation and improved governance characterized with less top down approach. Other suggestions include improving public relations particularly within IOC, and to establish an improved communication strategy and coordination mechanism with institutions and stakeholders. Additionally, there should be further opportunities for capacity development (75% of responses from Northern countries, 95% of responses from Southern countries) and networking.

Stakeholders suggested that JCOMM needed to continue with its emphasis on access to data services; the facilitation of observation and data management; services and forecasting. However, up to 16.1% ranked the development and reviewing of regulatory material as a low priority.

More than half of the stakeholders perceived that JCOMM is not very effective in documentation updates and ongoing amendment program. Various documents need to be reviewed and amended, for examples, the IMO Resolution and all other MSI documentation to address new service providers and the GMDSS Modernization, Guide to Wave Analysis and Forecasting, Marine Climatology and related Risk Assessment, Marine Services Requirements. Other suggestions include developing rules and policies for sharing data and products, and the need to maintain and update a list of contacts and web addresses.

An important observation is that only 45.7% of stakeholders perceived that JCOMM is effective in uniquely coordinating the development of an ocean/marine observation system. Stakeholders suggested that over the next five years JCOMM should continue to emphasize existing areas, for example observations, data management, instrumentation, services and forecasting systems, sea-ice observations and climate change. However, there is a need to have a broader participation of countries and organizations worldwide in JCOMM activities; develop new partnerships with the private sector, particularly in the case of instrumentation; enhance coordination and communication mechanisms; as well as strengthen training and capacity building mainly in undeveloped and developing countries. It should be noted that 50.9% of JCOMM stakeholders perceived that the provision of relevant training is of moderate and high benefit to them. (22% of responses from Northern countries, 80% of responses from Southern countries)

Up to 20.2% of stakeholders perceived a low or non-applicable benefit to them from JCOMM sharing of met-ocean products and services. 28.1% and 21% of stakeholders said it was low to not applicable benefit to them to access i) metadata, data and ii) documents and publications respectively from JCOMM (44% of responses from Northern countries, 95% of responses from Southern countries). It is also interesting to note that as much as 48.2% of JCOMM stakeholders said that historical data was of low benefit or applicable to them. Most stakeholders (83.1%) affirmed they benefit from participating in the JCOMM workshops. An interesting observation to highlight is that up to 80.7% of stakeholders perceived the need for promoting the development of local use of ocean analysis and forecast to support local economies (77% of responses from Northern countries, 100% of responses from Southern countries).

Stakeholders perceived that JCOMM should organize meetings to map out strategies; deliver more information in order to increase the awareness and visibility of JCOMM at different levels, including the lower hierarchy of the institutions involved with JCOMM. Other suggestions JCOMM-5/INF. 2.3, p. 3 include increasing observations, research and forecasting (promotion of the voluntary ship recruitment by highlighting their special reports (storm surfing, whale observing, ice crossing, buoy deployments); linkage, dialogue and cooperation of relationships between developing nations affected by natural disasters, funding organizations and service providers as well as encouraging standards and quality control (for example the Implementation of forecasters competence and QMS for marine services). Only 25.9% perceived that JCOMM was effective in facilitating and sharing new technology. The majority of stakeholders (84%) are willing to invest in JCOMM activities, however such investment needs to target specific events and projects. 15% said they were willing to provide support to the JCOMM Secretariat.

Stakeholders suggested a range of changes to consider for the JCOMM-5 meeting in late 2017 and these include engaging with many countries and Members as possible; developing a longer-term programme of activities to help in better decision taking; focusing on value-added products and services from a user’s perspective; involve downstream users and wider dissemination of activities; timely and regular communication updates of information and documentation ahead of the meeting; development of national JCOMM groups and foster closer links to the GOOS GRA; identifying contact points (up to 30% claim they are not receiving emails from JCOMM) to specific marine or ocean areas in Member States.

Finally, at least 20 people gave their email contacts and expressed interest in being contacted by JCOMM Management Committee for follow-up actions.

Background and Methods

The JCOMM Performance Assessment survey form (see Annex II) was sent out to 1650 subscribed JCOMM stakeholders to assess the level of satisfaction pertaining to JCOMM activities using the google survey forms operated from the JCOMM mail chimp platform. A copy of the survey could also be downloaded from a link provided. Stakeholders were informed that their responses were important to the JCOMM Management Committee. It will be used to identify areas for improvement and where it needs to focus its resources to maximize the benefits to Members/ Member States in the future.

The survey campaign was sent out on 14 April 2016. However, only 61 responses were received by 6 May 2016. A second campaign was launched on 9 May 2016 for a period of two more weeks. A total of 84 responses were received from a total of 1518 successful deliveries. There were 172 (11.3%) clicks and 558 (36.8%) open in the first campaign and 98 (6.4%) clicks and 484 (31.8%) open in the second campaign.

The open rate is a percentage that tells you how many successfully delivered campaigns were opened by subscribers. To find this out, Mail Chimp loads a tiny, transparent image into each campaign, and counts how often the image is loaded among the delivered campaigns. The image is invisible to your subscribers. The click rate is a percentage that tells you how many successfully delivered campaigns registered at least one click. Your click rate reveals general trends, but isn't particularly detailed.

Considering the best-case scenario (assuming there were no cases of double clicking etc.), a total of 270 clicks have been recorded for both campaigns. We assume the representativeness of the survey should be based on an average of 270 active stakeholders. This implies the JCOMM stakeholders group is not 1518, but actually 270 (active members). The JCOMM 1650 subscribed stakeholders list is very likely to be outdated or they are simply inactive. Based on the 270 click rate, we find that the survey is representative with 84 responses.

The table below provides statistical details of the two survey campaigns. JCOMM-5/INF. 2.3, p. 5

First Campaign Second Campaign (14 April-5 May 2016) (9-23 May 2016 ) Opened 558 (36.8%) 484 (31.8%) Clicks 172 (11.3%) 98 (6.4%) Bounced 180 (10.1%) 108 (6.5%) Successful delivery 1518 (89.4%) 1522 (93.4%) Total opens 1368 (82.9%) 880 (53.3%) The top locations for the first campaign by open are USA (17.7%), Canada (9.7%), Japan (6.5%) and Australia (6.5%). On the other hand, the top locations for the second campaign by open are USA (15.4%), Japan (15.4%), France (9.6%), Germany (7.7%) and China (5.8%). The second campaign attracted responses from France, Germany and China. Other participating countries include Cyprus, Turkey, Greece, Croatia, Norway, Bulgaria, Poland, Argentina, Brazil, Chili, New Zealand, Madagascar, Gambia, Tanzania, Kenya, Mauritius, Nigeria, Pakistan, and India. Survey participants varied from scientist, researchers, coordinators, managers, directors and advisors related to JCOMM activities etc. Annex I provides a full list of survey participants.

Analysis

The JCOMM stakeholder survey shows that 85.8% of the organizations who participated in the survey have been involved for more than 5 years with JCOMM, 13.1% said they have been involved for a period of 1-5 years and only 1.2% said they have been involved for less than a year. However, only 41.7% of the organizations reported that they are very familiar with JCOMM activities and its five major objectives, while 56% said they were somewhat familiar, 2.3% reported not familiar (Fig 1). When asked how regularly they access the JCOMM website, 18.1% reported accessing the site daily to weekly, most people (up to 79.6%) said they access the site on a monthly to less than a monthly basis, while 2.4% reported that they never visit the JCOMM website.

Fig 1: Familiarity with JCOMM activities

When asked what impact JCOMM activities have on their organization and activities, only 35.7% believed there was positive impact – as a key driver for the ongoing development of their marine weather and oceans services - while 46.4% said it varies from activity to activity. On the other hand, 17.9% perceived that JCOMM activities have limited to no impact on their organization and its activities (Fig 2.). JCOMM-5/INF. 2.3, p. 7

Fig 2: Impact of JCOMM activities on organization and activities Nonetheless, stakeholders mentioned the following impacts of JCOMM activities on their organization and activities:

Table 1: Stakeholders feedback on the impacts of JCOMM activities on their own organization and activities

Involved with VOS, Argo floats, DBCP, RMIC Data Data exchange Observations Part of the organizing fabric for global ocean observing Involved in SOT meetings, VOS activities and deployments of drifting buoys Through the JCOMM workshops, the participants are encouraged to be involved in different programmes ,for example participate in the VOS programme JCOMM directly supports and assists NOAA's Voluntary Observing Ship program through its coordination with WMO and providing the international coordination necessary to collect ship observations globally. As a manufacturer, our technology development is driven by the needs of the government agencies who are active in JCOMM. Our focus is to assist the mandates of these organizations to improve marine meteorological and oceanographic measurements. Long-term involvement in CMM and JCOMM observations area (SOT / VOS), as well as in services area (ETMSS) Serve as GDAC for oceanSITES, serve as JCOMM rep on WIGOS Metadata Task Team Storm surge forecasting and warning, ocean wave forecasting, marine Modeling, weather forecasting etc. Operational The numerical model requires many different types of data maritime Forecasting forecast and monitoring. & Services We are making efforts to take responsibility for the METAREA XVI: Weather forecast I am a member of PSG of CIFDP of WMO. I do coastal inundation modeling using JCOMM facilitated database. In addition to providing guidelines and disseminate new technologies related to our activities, JCOMM gives us the interaction with other Marine Meteorological Services (MMS). Our organization provides operational forecasts to various stakeholders of maritime environment. Interaction with JCOMM activities helped us to update our knowledge about international standards followed in various operational centres. We enhanced our knowledge about forecast verification; observational platforms used for Data assimilation and forecast validation. Allows for cooperation and collaboration between NWS and other ocean/marine operational centres across the world. JCOMM-5/INF. 2.3, p. 9 Concerning the meteorological branch, JCOMM provides links with other meteorological services. In addition, our service uses GTS data on a daily basis for weather and wave forecast. Further DHN coordinates at national level activities concerned with JCOMM such as GOOS, GLOSS, DBCP/ISABP. The Bureau is involved across the whole JCOMM programme. However, the greatest impact is in areas such as maritime safety services, ocean services, climate, and coastal hazards. Improvement in routine work of "Tropical Cyclone Warning Centre" of PMD Developing Ocean OBS standards; capacity building as a RMIC Capacity Participate in seminars Development Participate in all training activities offered by JCOMM Draw data from data buoys and obtained training on data management Membership in ETWCH, participation in Wave Model Comparison Project Playing key role in capacity development, ocean modelling and improving ocean observation and generation of customer tailored products Attended the 8th Workshop on Storm Surge and Wave Forecasting, which improved marine weather services in our region. As a member of an Ad hoc Task Team on Marine Competency Requirements, I participated in preparation of WMO Marine Weather Forecaster Competence Framework Development of our MarineMet Services by enabling us to install a MarineMet Station at the Port of Banjul. Training of Technicians to maintain the Station. Training of Forecasters to utilize Data and information obtained from the Station including other Marine data and NWP Products for the provision and issuance of Marine Forecasts and Warnings. However, inability to recruit Ocean going Vessels as an autonomous VOS to enhance our observational capability and data collection. The current second Indian Ocean Expedition, JCOMM partners in collaboration with KMD are carrying out joint deployment of drifting buoys in the Western Indian Ocean; Capacity development programmes between JCOMM and WMO-RMTC Nairobi. Metadata guidelines Guidelines Guides international engagement Quality Management pilot in Australia. Marine observation programme. High Seas survey results. As part of JCOMM SOT, our VOS programme adheres to WMO and the JCOMM Ship Observation Team on global standardization efforts in the collection of quality environmental data. As responsible for METAREA XIX and a long tradition of marine forecasting, the JCOMM activities give guidelines and ideas for further development. Development of S-100 base Product Specifications, engagement with Others WWNWS-SC and ETMSS and ETSI activities, joint work with NAV and MET AREA Coordinators, GMDSS issues

It depends on the topic - we are mostly interested in the closed small sea problems The largest influence is coming from federal and EU-Regulations. In the international context, some activities are more IHO or IMO related

When they were further asked, to what degree they believed JCOMM has influenced the relationship between meteorological offices and oceanographic institutions, there was a similar JCOMM-5/INF. 2.3, p. 11 response with 36.9% perceiving positive influence, 50% responding varies from activity to activity, and 13.1% limited to no influence (Fig 3.). Fig 3: JCOMM influence on Met and Oceanographic institutions

When asked how the situation can be improved, stakeholders mentioned the following:

Strengthened Roles, Approaches, Consultation and Governance

 A more active role by JCOMM members in WMO sponsored events/meetings and sharing of services and products;  Exchange and sharing of data between marine meteorologist and oceanographers for better understanding of the coupled system. For instance, in India there is an effort towards achieving accuracy in coupled modelling. It has reached a stage where scientists from both the streams exchange their simulated data for better understanding of the coupled system;  Develop a systematic approach to delivery of good services by joint efforts;  JCOMM may need to develop multi-links and channel to connect to oceanographic institutions;  Support of hydrological data exchange between organizations;  JCOMM needs to further empower NMHSs e.g. provide a key role that NMHSs can play in ocean modelling, forecasting and services;  More effective organization and governance “No top down management” ;  More consultation of WMO with ocean institutions and actors;  Strengthened interest in meteorology on biogeochemical environmental changes.

Meetings, Public Relations, Communication and Coordination

 More frequent and structured cycle of meetings to maintain meaningful engagement with progress and developments of externally driven issues and projects (GMDSS Modernization, e-Navigation, S-100 PS development); JCOMM-5/INF. 2.3, p. 13  Improved public relations particularly in the case of IOC. WMO is well known whereas IOC is less known;

 Continuous communication with stakeholders in the countries and establish a national coordination mechanism;

 Establish a national coordination and continuous communication link with institutions and stakeholders. For example, there is a need for a platform such as a workshop where stakeholders would be sensitized on the data and information which could be available to them for proper planning and decision making before engaging in their respective marine activities;

 Ensuring information reaches the proper channel, level e.g. within the shipping/management/charter companies in the commercial shipping industry;

 Ensure all types of data and metadata are visible in order to improve the importance and influence of Marine meteorological data for Climate research and weather predictions. Capacity Development, Networking and Synergistic Activities

 Underdeveloped/developing countries to be given more priorities, facilities and opportunities of training and capacity building in different places rather than at the same place;

 Need for training equipment;

 Include more topics on marine meteorology;

 JCOMM should organize/schedule more activities/initiatives at national/local level e.g. swell and flooding forecasts, Antarctic ice drift or melting, global warming monitoring stations;

 Joint capacity development activities between staff from the two institutions could enhance stronger networks and synergistic activities.

When asked about what level of importance they placed on the access to data services 86.9% said it was medium to high priority while 13.1% said it was low to not applicable priority (Fig 4.). In regards to the development and reviewing of regulatory material 78.6% reported it was of moderate to high priority while 16.1% said it was of low to not applicable priority. Concerning standards and best practices 91.7% said it was of moderate to high priority while only 7% perceived it was low priority.

Fig 4: Level of importance on access to data, reviewing regulatory materials. Standards and best practices, capacity development and marine competency

In regard to capacity development, 75% of the stakeholders perceived it was moderate to high priority and 25% said it was low or not an applicable priority. Furthermore, 81% of the stakeholders believed that there is moderate to high priority and importance to marine competence, while 19.1% thought it was of low or not applicable priority. A majority (91.7% JCOMM-5/INF. 2.3, p. 15 and 91.6%) said it was moderate to high priority for JCOMM to facilitate observations and data management. In terms of JCOMM facilitating services and forecasting systems, 75% perceived it was of moderate to high priority while the rest perceived it was not a priority nor applicable to them.

When asked how effective they believed JCOMM manages the documentation it provides to stakeholders in terms of updates and ongoing amendment programmes, 46.3% said it was effective, 45.1% thought it was partly effective while 8.5% believed it was not effective. When they were asked further what documents they believed require review and amendments the response indicated the following: Manual, Guides, Regulatory Materials, Standards and Requirements

 IMO Resolution1051(27) and all other MSI documentation to address new service providers and the GMDSS Modernization;

 JCOMM Technical Report;

 Guide to Wave Analysis and Forecasting;

 WMO-No. 471 and WMO-No. 702;

 VOSClim;

 Marine climatology and related risk assessment;

 Guide to Meteorological Instruments and Methods of Observation Chapter (WMO-No. 84), Chapter 4 (Marine Observations), Part II, (code 41 is to be replaced by other codes (countries choosing their own code) and ship's email);

 Marine Services Requirements. The only available documents relate to two best-equipped worldwide NHMSs. JCOMM-5/INF. 2.3, p. 17 Data Management, sharing data, Products

 Rules and material for data management due to evolving technological changes;

 Rules on sharing data and products.

Communication

 Up to date contacts points, web addresses and marine products contents.

When asked how effectively they believed JCOMM uniquely coordinates the development of an integrated ocean/marine observation system, 45.7% perceived JCOMM was effective, 46.9% thought JCOMM was partly effective and 7.4% not effective (Fig 5.). 30.9% also believed JCOMM was effective in uniquely coordinating the development of data management activities for provision of data and information addressing the needs of its stakeholder, while 60.5% thought it was only partly effective and 8.6% perceived it was not effective. Fig 5: JCOMM coordination of the development of an integrated ocean/marine observation system

When they were asked, further, what capacity development should JCOMM focus on facilitating over the next 5 years, the stakeholders’ response was as follows:

Priority Areas to facilitate

 Observations, Data Management, Instrumentation, Services and Forecasting Systems;

 Ocean modelling, Forecast verification;

 Support for the development of marine competency;

 Ocean, wave and storm surge forecasting;

 Marine Eco-forecasting, Sea-Ice observations;

 Climate change;

 Development of portals and sharing information;

 Storm warnings in mid-latitudes (including short to long-term forecast). Training

 Assist underdeveloped and developing states in equipment, training and establishment of marine network observing system;

 Individual countries programmes need to expand these capacity development activities with the individuals within the programmes for a more complete understanding; JCOMM-5/INF. 2.3, p. 19  Implement WMO Marine Weather Forecaster Competence Framework;

 Training on wave surge forecasting;

 Training on wave and storm surge forecasting application of satellite Information;

 Enhanced METAREA-NAVAREA coordination;

 MetArea Coordinator training, Quality Management, WMO roles, User applications of marine information, Sea ice;

 Basic training and best practices (updated at least every 10 years) as E-learning for larger and broader access in several languages;

 Training (Data Management, Forecasting) and the installation of more Marine-Met instruments and facilities such as moored buoys, AWS and remote tide gauges along the African coast;

 Use of Operational Ocean Data Products and Services; and Training on wave and storm surge forecasting;

 Facilitate cross network capacity building activities;

 Roll out of CIFDP; marine and oceanographic competencies. Participation

 Donor Programmes should be set up to enhance the participating of countries in ocean observations (JCOMMOPS could act efficiently with less than US$ 50 000 per year);

 Improve involvement worldwide. Communication and Coordination

 Send an alert whenever the site is updated;

 Better coordination with the JCOMM panel areas to foster capacity building in the priority areas;

 Strengthening liaison and contacts with wider WMO-IOC capacity development programme.

Collaboration

 Working more with instrument companies to make automated weather systems more affordable to the commercial shipping industry and working with WMO to introduce new requirements for AIS to include a barometer, or pressure sensor. This change would yield a drastic increase in the amount of pressure data over data sparse ocean areas. Providing more oversight on the accuracy and proper use of weather forecast products from private weather companies and routing companies to the commercial shipping industry. Other views

 Facilitate and focus on the present rather than adding new ones.

When asked what benefits they get from JCOMM in terms of information on relevant meteorological and oceanographic products and services, 79.7% said it was of medium and high benefit while 20.2% reported it was of low benefit or not applicable benefit to them. With regard to information on the status of marine meteorological and oceanographic observations, networks 82.1% thought it was moderate to high benefit and 13.4% perceived it was of low benefit. With regard to information on the status of marine meteorological and oceanographic observations networks, 86.8% thought it was of moderate to high benefit while 13.2% said it was low or not applicable benefit to them.

In relation to access to metadata and data from JCOMM, 71.9% said it was of moderate and high benefit while 28.1% believed it was of low or not applicable benefit to them. 84.7% JCOMM-5/INF. 2.3, p. 21 perceived moderate to high benefits from JCOMM sharing of information between international colleagues, in contrast to 15.5% who believed it was of low or not applicable benefit to them. In terms of access to documents and publication, 78.9% said it was of medium to high benefit while 21% said it was of low benefit or not applicable to them. With reference to access to historical data, there was a rather balanced view of the benefits, for example 51.9% thought it was of medium to high benefit to them while as much as 48.2% said it was of low benefit or applicable to them (13% of the total 48.2%). Similar observations can be made with regard to the benefits received by the provision of relevant training. 50.9% thought it was of medium to high benefit while as much as 49.1% said it was of low benefit or not applicable to them (12.7% of the total 49.1%). On the other hand, up to 83.1% said that there was moderate to high benefit received from their participation in JCOMM relevant workshops. When they were asked what is the need for promoting the development and local use of ocean analysis and forecast support local economic activities, 59% reported that there was a high need, 21.7% said it was somehow needed, 12% said there was low need and 7.2% perceived there was no need (Fig 6.).

Fig 6: Development and local use of ocean analysis and forecast support local economic activities

When asked what new activities they believed JCOMM should be undertaking to assist in the delivery of met-ocean services and what benefits they perceive would be provided for these activities, the following responses were given:

Meetings

 Organize workshops to map out strategies;

 Organize more training and seminars.

Information

 Focus on delivering hazard information for the surf zone because the surf zone is an important interface between the land (coast) and the ocean and there are millions of people across the world who routinely participate in activities in the surf zone;

 Forecasting and services products on surge, wave and marine weather;

 Increase the awareness of JCOMM at different levels including the lower hierarchy of the institutions involved with JCOMM. Observations, Research and Forecasting JCOMM-5/INF. 2.3, p. 23  Ship Observation Reporting; By changing current regulations and requiring vessels to report their weather at noon and/or midnight each day while underway to a WMO agency. In many cases, this valuable weather information is already being provided to the ship's operations department at least once a day, and is only available to their weather/routing company and not to WMO agency forecasters. Basically, under the current practices, an enormous amount of valuable weather data is being collected, but greatly under-utilized;

 Need to focus sustainable observation of and impact from air-sea interactions;

 Wave surge forecasting is the area in which we need more training;

 Ocean modelling;

 Promotion of the voluntary ship recruitment by highlighting their special reports (storm surfing, whale observing, ice crossing, buoy deployments);

 Encourage "Research Activities" in the underdeveloped/developing countries. Data Management

 A common repository of all operationally available products and data would benefit users across the world.

Linkage, Dialogue and Cooperation

 A facilitation of relationships and dialogue between developing nations affected by natural disasters, funding organizations and service providers who can help these developing nations implement a programme to enhance monitoring networks;

 JCOMM to establish a close working relationship with IMO, FAO, IHO, etc., so as to develop a charging policy and legal framework for marine meteorological services. This will facilitate the provision of guidance material for cost recovery in marine meteorological services which will cater for sustainability;

 Bridging the gap between meteorological and hydrological institutions.

New Places and Technology

 Focus on ports and GMDSS changes. Benefits would be new partner opportunities and cost recovery potential.

Standards and Quality Control

 Implementation of forecasters competence and QMS for marine services;

 Quality control methods for the verification of the data obtained from buoy systems located in shallow coastal waters; further support for Data Rescue of marine observations;

 Complete the development of S-412, along with S-411, S-124, S-104, S-111 and S-112. These are the most desired S-100 base PS by the maritime community and will drive the desire for S-101 ENCs to replace S-57 ENCs.

Other Views

 Encourage JCOMM not to undertake any new activities until the existing ones reach excellence in performance;

 Manage without JCOMM. JCOMM-5/INF. 2.3, p. 25

When asked how effective they believed JCOMM facilitates the sharing of new technology and research outcomes, only 25.9% thought it was effective, 63% said it was partially effective while 11.1% thought it was not effective (Fig 7).

Fig 7: Facilitation in sharing of new technology and research When further asked, where not effective, to provide examples of effective sharing, the response suggested to include an open forum or booth in AGU, push information directly to members and to include wave forecasting and hindcasting workshop and/or through regular scientific conferences. Other suggestions encompass regular updating of information on the JCOMM website, preparing news bulletins/subscriptions which will allow frequent update of new technology and research outcomes and sharing of information similar to the OPA-Networks and the GOOS-GRA. Another particular view pointed out that sharing technology and research outcomes takes place at the programme level and that JCOMM should not be involved with either of these because they generally lack sufficient expertise at the levels required. On the other hand, there were comments that it was difficult to find information from the meta data. For example, it is particularly hard to find sea-ice information as there is no hierarchy, and data is in different places.

When asked to what degree they believed their organization was willing to invest in JCOMM activities - such as participate in JCOMM meetings, support of JCOMM staff and support participation in JCOMM workshops - 0.7% answered they are very willing, 64% said they are willing depending on the activity and its fit with the organization, while 14.6% were unwilling. When further asked, if being willing to invest in JCOMM activities what form would they prefer this to take, 58.3% indicated support for specific events, 33.3% indicated funding for specific projects, 15% indicated support to the Secretariat, 13% any others, while 3.3% indicated unallocated funding of JCOMM activities.

When asked what changes should JCOMM consider for JCOMM-5 in late 2017, JCOMM stakeholders pointed out the following:

 Ensure that the core JCOMM activities are seen as the priority of the technical commission and are well supported;

 Encourage participation in research institute activities;

 Focus on value-added products and services from a user’s perspective. Involve downstream users and wider dissemination of activities;

 Timely communication of information, agenda, working materials and more visible information. A full calendar of events should be published at an early date such that planning is more effective;

 Simple communication on a regular basis with less “politics”, and standardization issues;

 Encourage the development of national JCOMM groups and foster closer link to GOOS GRAs. Identify contact points to specific marine or ocean areas in Member States. Communicate regularly with this group to develop improved understanding and expertise in JCOMM activities and goals;

 Engage with as many countries and Members as possible. JCOMM should encourage and engage more with African states to participate effectively in its activities. Streamline benefits to developing countries through existing organizations; JCOMM-5/INF. 2.3, p. 27  Develop a long-term programme of regular meetings to help in better decision making within organizations in light of their own meetings cycles and projects development progress.

When asked how beneficial it was to stakeholders for JCOMM to send out emails informing Members and Member States on specific issues, 69.9% replied that they thought it was valuable to very valuable, depending on the issue. It is important to note that up to 30% claim they do not receive any emails from JCOMM. At least 20 people gave their email contact wishing to be contacted by the JCOMM Management Committee. Recommendations

 Update and maintain an interactive JCOMM contact list;

 Raise awareness regarding JCOMM major objectives/activities to demonstrate the importance and benefits of JCOMM to Member States and stakeholders;  Strengthen capacity development in Member States, especially in Southern countries;

 Promote the development of local use of ocean analysis and forecast to support local economies.

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Annexes: 2 JCOMM-5/INF. 2.3, p. 29

ANNEX I

Organization role, job title, name and address (as provided in the survey without change)

Organizational role and job title Organization name and address Physical Scientist NDBC Stennis Space Center USA Mission Control Center Branch Chief National Data Buoy Center BLDG 3205 Stennis Space Center MS, USA 39529 Software Engineer MBARI Tropical Cyclone Program Assistant NOAA/National Weather Service, Manager SSMC2 Room 14372, 1325 East West Highway, Silver Spring, MD, USA 20910 Maintain ocean time series site, Woods Hole Oceanographic Institution, Senior Scientist Woods Hole, MA, USA 02543 Data Management for Tropical Ocean NOAA/National Data Buoy Center, Bldg. 3205 Array and Tsunami Detection Stennis Space Center, MS, USA 39529 Platforms, Sr. Software Engineer Jefe del Servicio Meteorológico de la Servicio Meteorológico de la Armada, subida Aramada de Chile Cementerio N° 300, Playa Ancha, Valparaíso, Chile Meteorologist Pakistan Meteorological Department (IMG) DIRECTOR Regional Met Centre Gilgit-Baltistan Pakistan Meteorological Department Lead, Ocean Modeling, Physical NOAA/NWS/NCEP/EMC 5830 University Scientist Research Court , College Park, MD, USA 20740 SST reconstruction. Oceanographer National Centers for Environmental Information Program Manager, Oceanographer NOAA/OAR/CPO/COD Project Manager, senior researcher Oceanography Center, University of Cyprus, in oceanography P.O. Box 20537, 1678 Nicosia, Cyprus Especialista en Oceanografía Ministerio de Medio Ambiente y Recursos Naturales. Calle y Colonia Las Mercedes, San Salvador, El Salvador, America Central. Associate Professor Kyoko University Coastal risk assessment and Tonkin+Taylor International, New Zealand modeling Chief of a Division World Meteorological Organization Repeat hydrography, High-quality JAMSTEC, Yokosuka Japan measurement Research, senior scientist JAMSTEC, Japan Head of the department of the Republican State-owned Enterprise Caspian Sea Hydrometeorological “KazHydromet”, 32, Абаy Ave., Almaty city, Research 050022 Republic of Kazakhstan Head of Marine Meteorological Turkish State Meteorological Service (TSMS) Division Ankara/TURKEY Leading scientist Oceanography OceanWaves Centre National de Recherche sur CNRE BP 1739 Antananarivo Madagascar l'environnement Vlasta Tutis, Assistant Director Meteorological and Hydrological Service, Gric 3, 10000 Zagreb, Croatia Regional Director Norwegian Meteorological Institute, P.O. Box 9293 Langnes, NO-9293 Tromso, Norway Director, National Data Buoy Center NDBC, Building 3205, Stennis Space Center, MS 39529-6000 Operations manager Sales Director AXYS Technologies Inc., 2045 Mills Road, Sidney, B.C., Canada National VOS Focal Point Chile Navy Weather Service, Subida Cementerio 300 Playa Ancha, Valparaiso Head of Project, DHI Germany DHI-WASY GmbH, Max-Planck Str 6, 28857 (Solutions) Syke Research Scientist CSIRO, Hobart General Manager Turo Technology Pty Ltd Head of Observation Service. I am in Spanish "Agencia Estatal de Meteorología" - c/ charge of the surface and upper-air Leonardo Prieto Castro, 8, 28040 Madrid networks including operations and (Spain) instrumentation selection. Assistant Director, Survey and IHB, 4 quai Antoine 1er, BP445, MC98011 Operations MONACO Cedex, Principauté de Monaco Head, Technical Coordinator JCOMMOPS (IOC-WMO) ie bias in feedback Chairperson EuroGOOS AISBL SMHI Swedish Meteorological and Hydrological Institute National Marine Services Manager Bureau of Meteorology, Australia Head of Group, Oceanographic Finnish meteorological institute. Services Sachgebietsleiter M12, Head of Bundesamt für Seeschifffahrt und Hydrographie, German ice service and Baltic sea Neptunallee 5 18069 Rostock, germany level service Head of Weather and Climate KNMI, PO Box 201, De Bilt, The Netherlands Services NaMeteorological service - marine Hellenic National Meteorological Service - section officer El.Venizelou 14, 16777, Athens, Greece Meteorological Service / Head Hellenic National Meteorological Service, El. Marine section Venizelou 14, 16777, Athens, GREECE Forecaster and chief of Forecast Servicio Meteorológico Nacional, 25 de Mayo office 658 C.A.BA. Buenos Aires, Argentina I'M CHARGE TECHNICAL CENDO - Name organisation: DIRECCION DE PERU HIDROGRAFIA Y NAVEGACION, Address: CALLE ROCA 118 CHUCUITO-CALLAO-PERÚ James Lunny, WMO Manager Meteorological Service of New Zealand Ltd, Wellington Provision of weather seriveces. Job Tanzania Meteorological Agency, P.O.Box 3056, title: Principal Meteorologist Dar es Salaam, TANZANIA Academic Consultant, conduct of Kerala University of Fisheries and Ocean Studies courses Superintendent of Meteorology and Rua Barão de Jaceguai s/n. Ponta da Armação Oceanography at the Navy -Niterói - Rio de Janeiro- Brazil ZIP 24.048-900 Hydrographic Center, which is the JCOMM-5/INF. 2.3, p. 31 Organization officially responsible for the operation of the Marine Meteorological Service in Brazil. National Meteorological Service National Meteorological Service of Belize Scientist DLR Henrich Focke Str 4 28199 Bremen Oceanographic data management; NOAA; 1315 East-West Highway, Silver Spring, Oceanographer MD 20910 Ocean Research and Development National Aquatic Resources Research and Development Agency Head of Marine Forecast division, National Institute of Meteorology and Forecast Department Hydrology, Bulgarian Academy of Sciences, 66 Tzarigradsko shosse, Sofia, Bulgaria Adviser to PR of Poland with WMO Institute of Meteorology and Water Management National Research Institute; Podlesna St. 61; 01-673 Warszawa; Poland Principal Meteorologist; Kenya Meteorological Department Responsibilities include issuing ocean Box 30259-00100, Nairobi, Kenya state forecast, warning and advisories, tidal, storm surge forecasts. Climatology of the Indian Ocean, ocean observation and data management. Deputy Program Manager U.S. VOS Paula Rychtar NOAA NWS National Data Buoy Center Program Manager National Data Buoy Center (NDBC) Port Meteorological Officer NOAA/NWS New Orleans/Baton Rouge, LA Head of Division Norwegian Meteorological Institute JEFE DEL SERVICIO SERVICIO METEOROLOGICO MARINO DE LA METEOROLÓGICO MARINO DE LA ARMADA DE CHILE, SUBIDA CEMENTERIO N° ARMADA DE CHILE 300, PLAYA ANCHA, VALPARAISO, CHILE Port Meteorological Officer NWS WFO, Houston Port Meteorological Officer KNMI, Utrechtseweg 297 De Bilt, The Netherlands Institutional Advisor on IOC Affairs Frederico Antonio Saraiva Nogueira - Diretoria de Hidrografia e Navegação (DHN) (Brazilian Navy Hydrographic Service). Address: Rua Barao de Jaceguai S/N, Ponta da Armacao Niteroi, RJ, Brazil, CEP 24048-900 Principal Research Scientist Bureau of Meteorology, Melbourne, Australia Weather and CLimate monitoring Kenya Meteorological Department and forecasting for Public Good Now retired. Formerly Head Ocean Formerly Australian Bureau of Meteorology Services Section Prof. Emeritus, Ehime University Ehime University Bunkyocho 3 Matsuyama 790-8577, Japan PMO KNMI De Bilt, The Netherlands Maritime Forecaster BMKG, Jakarta, Indonesia Divisional Meteorologist Mauritius Meteorological Services St Paul Road, Vacoas, Mauritius Head of Group Finnish Meteorological Institute Head of the department of the Republican State-owned Enterprise Caspian Sea Hydrometeorological “KazHydromet” Research RSE "Kazhydromet", The expert of technical commission WMO on oceanography and marine meteorology (JCOMM WMO) JCOMM-5/INF. 2.3, p. 33 Marine weather forecast/ Principal Nigerian Meteorological Agency, Meteorologist Nnamdi Azikiwe Int'l Airport, Bill Clinton Drive, Abuja, FCT. Head of Marine-meteorological Deutscher Wetterdienst (DWD), Bernhard- Services Nocht-Str.76, 20359 Hamburg, Germany Senior Scientist working on Ocean Indian National Centre for Ocean Information model HYCOM to meet operational Services (INCOIS) Post Box No.21, IDA needs of the country Jeedimetla P.O. Hyderabad, India Project Manager Ifremer Plouzané France ______ANNEX II

Survey Questions JCOMM-5/INF. 2.3, p. 35 ______