Description: The Association of Polar Early Career Scientists (APECS) is an important legacy of the International Polar Year (IPY). APECS continues to foster engagement in education, outreach and communication (EOC) activities relating to the polar regions and provide training for early career researchers (ECRs). We highlight opportunities for training, leadership and skills development, such as the annual Polar Weeks and Antarctica Day celebrations. Participation and engagement in EOC activities actively contributes to career development by enabling ECRs to develop valuable soft skills such as networking, communication and interdisciplinary knowledge. A pilot survey on EOC engagement highlighted that those who organise events also gain leadership skills such as team management. We discuss several factors contributing to the success of APECS in training the next generation of polar leaders. These include the geographical rather than discipline-specific focus of the organisation, utilisation of online resources, including social media, and the strong links with partner organisations. These examples demonstrate how the EOC legacy of IPY has continued due to APECS’ targeted efforts to create EOC opportunities and provide skills and leadership training for ECRs.

Description: Because geoscientific research often occurs via community-instigated bursts of activity with multi-investigator collaborations variously labelled as e.g., years (The International Polar Year IPY), experiments (World Ocean Circulation Experiment WOCE), programs (International Ocean Discovery Program), missions (CRYOSAT spacecraft), or decades (The International Decade of Ocean Exploration IDOE), successful attainment of research goals generally requires skilful scientific project management. In addition to the usual challenges of matching scientific ambitions to limited resources, on-going coordination and specifically project management, planning and implementation of polar science projects often involve many uncertainties caused by, for example, unpredictable weather or ocean and sea ice conditions, large-scale logistical juggling; and often these collaborations are spatially distributed and take place virtually. Large amounts of funding are needed to procure the considerable infrastructure and technical equipment required for polar expeditions; permissions to enter certain regions must be requested; and potential risks for expedition members as well as technical issues in extreme environments need to be considered. All these aspects are challenging for polar science projects, which therefore need a well thought-through program including a realistic alternative “plan B” and possibly also a “plan C” and “plan D”. The four most challenging overarching themes in polar science project management have been identified: international cooperation, interdisciplinarity, infrastructure, and community management. In this paper, we address ongoing challenges and opportunities in polar science project management based on a survey among 199 project and community managers and an additional of 85 project team members active in the field of polar sciences. Case studies and survey results are discussed with the conclusive goal to provide recommendations on how to fully reach the potential of polar sciences project and community management.

Description: About 50 locations ('cold spots') where permafrost (Arctic and Antarctic) in situ monitoring has been taking place for many years or where field stations are currently established (through, for example the Canadian ADAPT program) have been identified. These sites have been proposed to WMO Polar Space Task Group as focus areas for future monitoring by satellite data. Seven monitoring transects spanning different permafrost types have been proposed in addition.