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The following recommendations are based on the findings and conclusions of the evaluation. The evaluation recommendations are directed to the ADM-MSC, in light of the ADM’s responsibility for the overall management of weather prediction activities.
Recommendation 1:
In order to support effective transfer of the MSC’s weather prediction science knowledge to end users, the following should be carried out:
In the context of available resources, a weather prediction client Service Strategy should be prepared that outlines a roadmap for the MSC’s future and ongoing weather prediction products and services.
The Strategy should be prepared in consultation with all functions involved in the weather prediction chain, including R&D, monitoring, production and IM/IT.
The Strategy should be communicated widely across all functions involved in the weather prediction chain.
A process should be put in place to ensure that the Strategy is reviewed and revised on a regular basis.
The evaluation found that the absence of a clear articulation of priorities for client products and services hinders effective priority setting and decision making along the weather prediction innovation chain. Also, there is a need to strengthen the interaction between the science and service functions in order to ensure that both the external client perspective and the possibilities offered by science are commonly understood and appropriately considered in priority setting.
Recommendation 2:
Identify clear roles and responsibilities to support the transfer, into operations, of knowledge developed in the national research laboratories.
The establishment of five national research laboratories was an important aspect of the MSC Transition initiative introduced in 2003. The scientific research of the laboratories was intended to benefit not only forecasters across the MSC, but also research organizations within and outside of Canada. However, evidence from this evaluation has identified a gap in terms of ensuring that research that is developed in these laboratories can be used by stakeholders. The gap points to lack of clarity on how, and by whom, this knowledge transfer function would be performed.