1. Making the future happen Some remarks from the perspective of the Reykjavik-Group Chair full report: www.terena.org/about/ga/ga38/GA(12)020-Reykjavik.pdf ‎ www.terena.org/about/ga/ga38/GA(12)020-Reykjavik.pdf ‎ TNC 2013, Maastricht Dr. Andreas Dudler, SWITCH Chair Reykjavik Group andreas.dudler@switch.ch www.terena.org

2. Mandate of the Reykjavik-Group ›The task of the committee is to formulate a response from the European research networking community to the report of the GEANT Expert Group. ›In October 2012 the mandate of the Reykjavik Group was extended to provide guidance to TERENA and DANTE in their joint task of proposing a solution for the governance of R&E networking in Europe. ›The committee is expected to cease to exist immediately after all relevant parties have approved the joint proposal. Slide 2

3. Common challenges for the NRENS 1.Involve the users, user have a choice, deliver value 2.Stay innovative, stay focused on the value proposition 3.Addressing the Digital Divide 4.Sustainability 5.Organisation and governance for the European R&E networking community Slide 3

4. Keep the users, user have a choice, deliver value ›The network infrastructure and the services provided by GÉANT an the NREN’s must be the infrastructure and services of choice by the research communities. Users should be the biggest advocates. ›In order to keep their users GÉANT and the NREN’s needs to leverage on its unique value proposition, the interaction with the users and the ability to provide services that address the specific needs of the research communities. These characteristics are more important, and unique, than a simple competition with the industry on price/performance Slide 4

5. Stay innovative, stay focused on the value proposition ›Europe faces increasing global competition and this is a key challenge also for R&E networking. In Europe we have to collaborate and compete with China and the US. ›Innovation, appropriately funded, is an essential component of competitiveness. NRENs and GÉANT need to do what the commercial sector does not do. ›The community focus is an essential element of the value proposition of NRENs. This requires a clear strategy based on understanding the market place and its different types of users. Users should drive innovation. Slide 5

6. Addressing the Digital Divide Slide 6 ›NRENs across Europe connect to the GÉANT network at different speeds, operate different services based on different infrastructures, and are also bound by different policies and funding models. ›The Reykjavik Group finds that enabling innovation will not increase the divide, provided knowledge is shared and it argues that the community must accept the existence of the digital divide and leverage the individual strengths and the resources of all NRENs, for the benefit of all of Europe in the global competition

7. Sustainability ›NRENs need a proper and sustainable business- model. Two main aspects must be considered: ›the current local regulatory, legal and political framework ›the financial and funding possibilities on the other side. ›Specific business models for an NREN may be very different from country to country. Nevertheless, elaboration of a general NREN business model is recommended, where the above constraints are parameters. ›Find a balance between funding of services by users and central funding for e-infrastructures ›Special EC-funding for innovation, digital divide and new projects ›Increased financial autonomy for the NREN community Slide 7

8. Organisation and governance for the European R&E networking community Make it as simple as possible ›There is a need for a single umbrella organisation responsible for community building, strategy formulation and policy making. This includes responding to users needs and requirements as well as ensuring collaboration with other e-infrastructure such as PRACE, EGI etc. ›This umbrella organisation must have an “all- inclusive” form, so that every NREN has the possibility to join. It should be capable of including other e-infrastructures › Slide 8

9. Organisation and governance for the European R&E networking community Need a clear responsibility for strategy an policy ›The umbrella organisation shall have the responsibility for setting policies and decide and enforce the split of work between the different players in the community. ›We must clearly distinguish between the governance of the umbrella organisation, the governance of individual projects, including the GÉANT project and the governance of running services, by using appropriate bodies for each Slide 9

10. Main Proposal of the Reykjavik- Group ›The General Assembly of TERENA should reconsider organisation and governance of R&E Networking in Europe. ›The Reykjavik Group proposes that TERENA and DANTE come together with a joint proposition for an umbrella organisation with the input of NRENs through advice from the Reykjavik Group or another similar body as decided by the General Assembly. ›The first report should be prepared by the boards of TERENA and DANTE by end of December 2012. The report should define the overall process and the timeline, including consultation and decision making, with the aim of starting implementation by the end of 2013 Slide 10