1. In LSI-VC-1 Steven Ward challenged the LSI-VC to create a vision for itself.
How do we get out of ‘reactive’ mode? What does LSI-VC look like in 5 years?
Key elements of the LSI-VC Mission are:
to maximise the value derived from CEOS Agency and surface imaging assets and activities by providing an overarching coordination role
to facilitate coordinated and optimised and surface imaging contributions from CEOS agencies to enable access to fundamental measurement products in support of requirements linked to CEOS priorities. These priorities are typically derived from key stakeholders, such as UN programs and GEO.

2. In LSI-VC-1 Steven Ward challenged the LSIVC to create a vision for itself.
How do we get out of ‘reactive’ mode? What does LSI-VC look like in 5 years?
Activities to achieve the mission are expected in the areas of:
Synthesis of requirements - what’s needed / what are the gaps?
Coordination of missions - mission development; periodic acquisition planning; promoting resiliency and redundancy; reconcile sets of requirements
Consistency of products: consistent calibration and pre-processing approaches … fundamental measurement products
Promotion of use: historical products; data processing, distribution and analysis - enable the broadest user access to fundamental measurement products

3. Challenges and Opportunities to progress the mission:
Synthesis of requirements –
Special working groups have expertise but there is no recognised commonality of approach and there is no mechanism to ‘sum up the demands and relate them to the capabilities’, however,
The work of GEOGLAM provides key concepts
observation requirements matrix
The work of SEO provides key tools
COVE
Are these common concepts that we can promote / communicate more generally, e.g., as emerging ‘disciplines’?
Our ‘friends’ on this are GEOCGLAM, GFOI, etc.
We lack a spatial / temporal mapping of requirements toolkit
The Water task is an opportunity to explore these ideas
Capabilities (COVE)
Spatial/temporal mapping of requirements
ORM

4. Challenges and Opportunities to progress the mission:
Coordination of missions - mission development; periodic acquisition planning; promoting resiliency and redundancy; reconcile sets of requirements
Could this be coordinated across CEOS missions, at a general level rather than case by case? Is that a ‘good idea’? How close are we to be able to inform that process if it was a good idea? What would the tools look like? How would mission planners communicate?
We have the key people from the major space agencies on LSI-VC

5. Challenges and Opportunities to progress the mission:
Consistency of products: consistent calibration and pre-processing approaches … fundamental measurement products &
Promotion of use: historical products; data processing, distribution and analysis - enable the broadest user access to fundamental measurement products
Analysis Ready Data concepts are the key opportunity here
Point of leadership for LSI-VC
Emerging sense of the value of ‘pre-processing’ to a basic standard (ARD)
Point of engagement with virtual constellations / ad-hoc groups / working groups
Strategy will be progressed under the US CEOS chair special initiative
Data Cubes can be promoted, and coordinated, and can be used to maximise the impact of CEOS data
SPOT Heritage may be an opportunity here

6. How do we get out of ‘reactive’ mode
How do we get out of ‘reactive’ mode? What does LSI-VC look like in 5 years?
CEOS end state with a fully functional LSI-VC ‘process’
We have a process for determining if a new thematic area (water, whatever) has sufficient mandate that CEOS should consider it, e.g., as a strategic need
There is a discipline for establishing the requirements for observation from space:
Observational requirements matrix
That guides and maps to ARD specifications of agencies .
Spatial / temporal requirements mapping framework
Analytical process to cross reference requirements with capabilities
Producing guidance such as : ‘more optical data won’t help’
etc.
CEOS agencies can assess and report on of their current, and future, capacity to meet needs for strategic initiatives under GEO
CEOS agencies forward planning is informed by a broad understanding of capability gaps