CSSII Topical Team on Decision making process Steven Hosford, Topical Team Chair on behalf of CSSII...

CSSII Topical Team on Decision making process

Steven Hosford,Topical Team Chair on behalf of CSSII Topical Team on Decision making processesCEOS SIT-28 MeetingHampton , Virginia, USADate

SIT-28 MeetingHampton, Virginia, USA11-15 March 2013

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Summary

• Background and Membership

• Context and assumptions

• Generic decision making process

• Options• What decisions• Who takes decisions• When are decisions taken • How are decisions taken

• Next Steps


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Background

• Presentation of early/initial ideas and confirmation of next steps (Bangalore Plenary, Oct 2012)

• Dissemination of follow-up material to Team members outlining ideas (Nov-Dec 2012)

• Review/refinement of ideas into recommendations (Jan – Feb 2013)

• Presentation and discussion of recommendations (SIT-28, Mar 2013)

• Provision of final draft recommendations to CEOS SIT Writing Team on Principles, Priorities, and Governance (Apr 2013)

• Further Development/Coordination of SIT Writing Team’s paper across the CEOS community (May-Sept 2013)

• Submit final SIT recommendations for CEOS Plenary approval (Oct 2013)• Principles and Priorities• Governance (including decision-making processes


Team Membership


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Context and assumptions

Objective• Define a mechanism for CEOS to properly manage resources attributed

in order to meet commitments made, while maintaining the capacity to initiate new activities

Assumptions • Three broad categories of CEOS activiity

• “High level transverse” activities with external “customers”• Internal activities dealing with how the organisation functions

“Substantive space-based coordination”• Working group/VC specific activities

• Parallel CSSII groups working independently – harmonisation to follow


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Generic decision making process

• DEFINE DECISION CRITERIA• Set of criteria established independently of any proposal• Based on CEOS guiding documents (Strategic Guidance Document,

Work Plans, etc.)

• PROVIDE WRITTEN DESCRIPTION of the proposed activity• The entity proposing the new activity should provide a written

description of the activity following a template provided by CEOS• Sent to decision makers at least 14 days prior to the appropriate

decision meeting• Identification of CEOS Sherpa by CEOS SEC

• PROVIDE PRESENTATION• Presentations scheduled, prepared and presented by the previously

identified CEOS Sherpa


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Generic decision making process

• DISCUSSION• Discussion animated by the Chair of the decision meeting and both

the CEOS Sherpa and external applicant (if applicable) to facilitate discussion

• Better organisation of the Plenary agenda – decision making session? or simply highlighting agenda items “For decision”

• TAKE DECISION


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Options – What decisions?

What decisionsOptions

1. Decisions on new activities• Establish a process for no / no-go on new activities

2. Decisions on new activities and ongoing activities• This option includes also evaluation and monitoring of on-going

activities• Evaluation and monitoring requires a specific process and has not

been discussed here


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Options – Who takes decisions?

Who takes decisionsOptions

1. Different levels of decision making according to the type of new activity proposed (eg. CEOS Principals, CEOS WG and VC leadership)• “High level transverse” activities with external “customers” (ex.

CEOS response to GCOS) – CEOS Principals as Plenary.• Internal activities dealing with how the organisation functions

-“Substantive space-based coordination”• Working group/VC specific activities

2. CEOS Principals. This option proposes CEOS principals as the decision makers on all new activities within CEOS.• Potentially increased role for CEOS POCs


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Options – When are decisions taken?

When are decisions taken?Options

1. Appropriate meetings according to the decision makers and the activity• meetings associated both with the various decision making group

and the nature of the activity proposed

2. Appropriate meetings according to the decision makers and the activity, plus additional meetings (perhaps telecons) to be arranged• Introduction of additional flexibility


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Options – How are decisions taken?

How are decisions taken?Options on decision criteria

1. Key decision criteria are established for each CEOS entity (Plenary, SIT, each VC, each WG)• These criteria are based on the various work plans and strategic

documents which guide the activities of entities

2. A single generic set of key decision criteria

3. A combination of generic decision criteria and specific criteria established for each CEOS entity


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Options – How are decisions taken?

How are decisions taken?Options on decision mechanism

1. Consensus decision making• international, culturally diverse organisation, based on a best-effort

principle• optimises agreement and “buy-in” of most actors, maximising their

commitment

2. Majority decision making

3. Mixing decision mechanisms. • tailor the decision taking mechanism used in a given instance with

the type of decision to be taken


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Next steps

• Following the discussion today, much work remains to define guidance and criteria for the practical implementation of a decision making process

• Taking into account the discussions today, this work is scheduled over the next few months within the scope of the ongoing CSSII

CSSII Topical Team on Decision making process Steven Hosford, Topical Team Chair on behalf of CSSII...

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