Roles

4.1.1.1 The University of Queensland The University of Queensland will:

 provide a high level of responsiveness to the Department in relation to the Project;

 provide such reports as are defined in this agreement in a timely manner;

 appoint the Project Director, with the written approval of the Department and seek the Department’s prior written approval to any replacement of, or alternative arrangements for, the Project Director;

 establish the Project governance and Project management mechanisms specified in this agreement in a timely manner, including Terms of Reference and Operating Procedures for the RDSI Project Board to be agreed with the Department;

 seek the Department’s prior written approval of the appointment of Independent Chair and members of the RDSI Project Board and to the Infrastructure Advisory Panel and Resource Allocation Panel;

 seek the Department’s written approval to Nodes to be established, as recommended by the RDSI Project Board;

 ensure the governance and management functions are diligent and effective;

 support the Project Director, including through the provision of the Project Office;

 engage and work with stakeholders in a transparent manner;

 comply with the requirements of this Agreement and use its best endeavours to carry out its role, to a high standard, with all due care, skill and judgment and in a manner that promotes the Objectives; and

 support the principle of the use of EIF funds for the creation and development of

4.1.1.2 Project Board

The Project Board will comprise of an Independent Chair, the Deputy Vice Chancellor (Research) at the University of Queensland or nominee, and up to seven other members. The Terms of Reference and Operations are described in Appendix B.

4.1.1.3 Infrastructure Advisory Panel

The Infrastructure Advisory Panel will be a sub-committee of the RDSI Project Board chaired by a member of the RDSI Project Board, not otherwise holding an office related to the Project.

The Infrastructure Advisory Panel will comprise up to six members, appointed by the RDSI Project Board, with the Project Director in attendance and providing the secretariat for the Panel.

The Infrastructure Advisory Panel will:

 approve and recommend to the RDSI Project board the service and performance characteristics required for an RDSI Node;

 approve and recommend to the RDSI Project Board the principles and processes required in order for the Project to call for, and evaluate, proposals for Node Providers;

 receive from the RDSI Project Board responses to calls for Node Providers;

 review those proposals and recommend to the RDSI Project Board the Nodes to be created and the arrangements that should be put in place for those Nodes; and

 assist the Director on technical matters relating to the RDSI.

4.1.1.4 Resource Allocation Panel

The Resource Allocation Panel will be a sub-committee of the RDSI Project Board chaired by a member of the RDSI Project Board, not otherwise holding an office related to the Project.

The Resource Allocation Panel will comprise up to six members, appointed by the RDSI Project Board, with the Project Director in attendance and providing the secretariat for the Panel.

The Resource Allocation Panel will advise the Board on ReDS and its role will be defined as part of the ReDS Programme.

4.1.1.5 Project Office

The University of Queensland has established a Project Office, led by the Project Director. The Office comprises of a small team employed by, seconded to, or contracted to, the University of Queensland and is provided with office, administrative and IT support by the University of Queensland.

This Annual Business Plans proposes slight variations to the arrangements described in the Project Plan to better support the RDSI project objectives.

In addition to the Project Director, the Project Office will provide the following functions:

 executive support;

Project Director

The Project Director will:

 report to the University of Queensland delegate nominated in Schedule 1, Item I, of RDSI project agreement;

 support the RDSI Project Board in its role;

 undertake activities as required for the proper performance of the Project;

 receive advice from the RDSI Project Board with regard to the overall strategic directions of the Project and management and performance of the infrastructure in accordance with this Funding Agreement and the longer-term national strategic goals outlined in this plan;

 develop, propose and oversee activities that implement the objectives of the Project; and

 manage such other staff as may be appointed for purposes of the Project by the University of Queensland.

Project Manager

The role of the Project Manager is to develop, manage, monitor and report against the detailed RDSI Project Plan and the RDSI project budget. The detailed plan includes activities, resources and their allocation, risks and plans of sub-contracted organisations where this is necessary to support the overall plan. The role develops and manages reporting mechanisms for reporting to the RDSI board, the Australian Government and interested parties. This role also provides significant programme management to support the development of the vendor panel, support the IAP in evaluating Node proposals, and support the DaSh programme.

Executive Officer

The role of the Executive Officer is to provide administrative support to the Project Director, to staff within the RDSI project and to the RDSI project board and committees. This role manages the administrative functions of the RDSI office including the co-ordination of travel and events.

University Legal Resource (up to 0.5 FTE)

Legal resources will be required to develop sub-contracts and potential vendor contracts as well as providing legal advice to the RDSI project.

It is envisaged that the Project Director, Project Manager, Executive Officer and the University Legal Resource would all be based at UQ in or near the RDSI project offices but that the Research Data Manager could be based elsewhere.

Roles funded entirely from co-investment Communications Resource (up to 1 FTE)

Communications resources are required to support RDSI’s consistent outreach approach by providing a coordinated strategic and community focused engagement to divulge information and promote RDSI internally, externally across the sector and internationally. This role works closely with the Project Director and Project Manager. The expenses related to this resource are covered by the Primary Nodes co-investment contribution.

Operations Resource (up to 0.5 FTE)

Operations resources are required to support RDSI’s consistent Node monitoring methodology. This resource will provide a coordinated approach to update the RDSI portal information and support Node performance transparency across the Nodes. In addition it will assist with the data collection performance publication. This role works closely with the Project Director and Project Manager. The expenses related to this resource are covered by the Primary Nodes co-investment contribution.

4.1.1.6 Committees

Node Steering Committee

The Node Steering Committee is comprised of the Node Proprietors, RDSI Director, RDSI Project Manager and other RDSI project members and Node members as needed. This group meets regularly to discuss strategic matters related to DaSh and ReDS programs, Node deployment, sustainability, reporting and any other matters needing attention.

Technical Advisory Committee

The Node Technical Advisory Committee is comprised of Node’s technical staff appointed by the Node Proprietors, RDSI Director, RDSI Project Manager and other RDSI project members and Node members as needed. This group meets regularly to discuss technical matters related to DaSh and ReDS programs, Node deployment, sustainability, reporting and any other matters needing attention.

Engagement Workgroup

The Engagement Workgroup have a focus on establishing relationships and identifying storage and access requirements from disciplines and domains, in addition to a focus on providing technical solutions to the identified discipline and domain specific requirements. It is envisaged that it will consist of a joint RDSI and Node Engagement workgroup, through which the coordination of research sector engagement efforts and the coordination of Node staff activities can occur.