ment with full participation from the national interagency and international climate science community.
This chapter addresses the role of interagency and academic teams and partnerships, the role of international partnerships and programs, and the potential need for a change in the present NOAA structure to engage the broader research community and increase the extramural research necessary to achieve success in the long-term CDR process and acceptance of CDRs by the community.
Because a number of government agencies share climate-related missions, the CDR process requires strong interagency partnerships. CDRs involving multi-agency participation are strengthened by a diverse funding basis and oversight, and leveraged by human resources provided through those partnerships. Several existing mechanisms can be used to strengthen the multi-agency interactions required in the development of the CDR process; organizations such as the following have some existing leadership roles and responsibilities that should prove useful: U.S. Climate Change Science Program (CCSP1), Office of the Federal Coordinator for Meteorological Services and Supporting Research (OFCM), and the National Polar-orbiting Operational Satellite System (NPOESS) Integrated Program Office (IPO).
For the United States, the CCSP has a mission with goals, objectives, and management infrastructure that addresses CDRs with involvement of both Climate Data Science Teams (CDSTs) and Climate Data Science Councils (CDSCs). The CDST teams “are composed of a group of scientists and engineers whose purpose is to convert raw instrument data into CDRs, including calibration, algorithm development, validation, error analysis, quality control, and data product design” (CCSP, 2003), which corresponds closely to the role and responsibilities of the Fundamental Climate Data Record (FCDR) teams. The CDSCs are responsible for climate observations in support of CCSP research themes, similar in scope and responsibility to the Thematic Climate Data Record (TCDR) teams.