D3.4 WACREN roadmap recommendations

Transcription

1 TANDEM Project H2020 Grant Agreement # Call: H2020-INFRASUPP Topic: INFRASUPP Funded by the European Union s H2020 Programme D3.4 WACREN roadmap recommendations 1

2 PROJECT DOCUMENTATION SHEET Project Acronym Project Full Title : TANDEM : TransAfrican Network Development Grant Agreement : GA # Call Identifier Topic Funding Scheme : H2020-INFRASUPP : INFRASUPP : Coordination and Support Action (CSA) Project Duration : 24 months (May April 2017) Project Officer Coordinator Consortium partners Website : Enrique Gomez, Unit C.1, DG CONNECT : European Commission : Damien Alline, Institut de Recherche pour le Développement (France) - IRD : Institut de Recherche pour le Développement (France) - IRD : The UbuntuNet Alliance for Research and Education Networking (Malawi) - UBUNTUNET : The West and Central African Research and Education Network (Ghana) - WACREN : GÉANT Limited (UK) - GÉANT Ltd : Groupement d Intérêt Public pour le Réseau National de Communications pour la Technologie, l Enseignement et la Recherche (France) - RENATER : Centre de Coopération International en Recherche Agronomique pour le Développement (France) - CIRAD : Brunel University London (UK) - BRUNEL : Cooperacion LatinoAmericana de Redes Avanzadas (Uruguay) - RedCLARA : 2

3 Number : Deliverable D3.4 DELIVERABLE DOCUMENTATION SHEET Title Related WP : WACREN Roadmap recommendation : WP3 (Services) Related Task : Task 3.4 Lead Beneficiary Author(s) Contributor(s) Reviewer(s) : RENATER Damien Alline Damien.alline@ird.fr Philippe Granier, philippe.granier@cirad.fr Jean-François. Guezou, jean-francois.guezou@renater.fr Sabine Jaume Rajaonia, sabine.jaume@renater.fr François-Xavier Andreu (RENATER) - françois-xavier.andreu@renater Michel Bangil (CIRAD) michel.bangil@cirad.fr Roberto Barbera (INFN) - roberto.barbera@ct.infn.it. Sylvain Guillemenot, (RENATER) sylvain.guillemenot@renater.fr Ousmane Moussa Tessa (WACREN) - Ousmane.Tessa@wacren.net Boubakar Barry, WACREN Omo Oaiya, WACREN Nature Dissemination level : R (Report) : PU (Public) Due Date : 31/03/2017 Submission date : 20/04/2017 Status : Final 3

4 QUALITY CONTROL ASSESSMENT SHEET Issue Date Comment Author V0.1 26/01/2017 First draft V0.2 14/02/2017 Second draft V0.3 03/03/2017 Third draft V0.4 13/03/2017 Contribution to Sections 1 & 2 Sabine JAUME (RENATER) Task Leader Sabine JAUME (RENATER) Task Leader Jean-François Guezou (RENATER) Task Leader Damien Alline (IRD) Sabine Jaume (RENATER) Agnès Carbon (IRD) V0.5 13/03/2017 Contribution to Section 6 Roberto Barbera (INFN) V0.6 17/03/2017 Contribution to Section 6 Michel Bangil (CIRAD) Philippe Granier (CIRAD) Jean-François Guezou (RENATER) V0.7 13/03/2017 Contribution to Section 6 Roberto Barbera (INFN) V0.8 23/03/2017 Contribution to all Sections V0.9 24/03/2017 Contribution to Section 6 V /04/2017 Fourth draft Damien Alline (IRD) Philippe Granier (CIRAD) Jean-François Guezou (RENATER) Sabine Jaume (RENATER) François-Xavier Andreu (RENATER) Sylvain Guillemenot (RENATER Philippe Granier (CIRAD) Jean-François Guezou (RENATER) V /04/2017 Peer review Work-Package-3 partners V /04/2017 Contribution to all Sections Damien Alline (IRD) Jean-François Guezou (RENATER) Sabine Jaume (RENATER) V /04/2017 Last draft Jean-François Guezou (RENATER) V /04/2017 Quality check V1.0 20/04/2017 Submission to the EC Damien Alline (IRD) Agnès Carbon (IRD) Damien Alline (IRD) Coordinator 4

5 DISCLAIMER The opinion stated in this report reflects the opinion of the authors and not the opinion of the European Commission. All intellectual property rights are owned by the TANDEM consortium members and are protected by the applicable laws. Except where otherwise specified, all document contents are: TANDEM Project - All rights reserved. Reproduction is not authorised without prior written agreement. The commercial use of any information contained in this document may require a license from the owner of that information. All TANDEM consortium members are also committed to publish accurate and up to date information and take the greatest care to do so. However, the TANDEM consortium members cannot accept liability for any inaccuracies or omissions nor do they accept liability for any direct, indirect, special, consequential or other losses or damages of any kind arising out of the use of this information. ACKNOWLEDGEMENT This document is a deliverable of the TANDEM project, which has received funding from the European Union s Horizon 2020 Programme for Research, Technological Development and Demonstration under Grant Agreement (GA) Nb #

6 EXECUTIVE SUMMARY This document is a deliverable of the TANDEM project, which is funded by the European Union s Horizon 2020 Programme under Grant Agreement # The TANDEM project aims to help WACREN to achieve its goals to maximize the outcomes of the AfricaConnect2 project. In turn this will help WACREN to lead the development of strong NRENs in countries across the region. This will make it possible for African researchers and educators to work with their peers around the world and collaborate on international projects towards socio-economic development in West and Central Africa. This D3.4 Deliverable, issued from Task 3.4, is the final step towards identifying and describing some key services that NRENs and WACREN can support to meet their End Users needs. This document is a WACREN roadmap for future implementation of key services selected after the analysis of the recommendations provided by the deliverables D2.3 and D2.4 on policy, financial and regulatory issues and by the deliverable D3.3 on the recommended list of services to implement. The issues raised by the Focal Points in WP4 Work Package activities have also been taken into account. Before establishing the roadmap, the authors enlighten how Africaconnect2 boost the development of the network infrastructure of WACREN and its NREN constituency. The action plan provided in the roadmap is a short-term plan for the implementation of core services which are essential to future deployment of additional services. The WACREN roadmap is set up at Regional level with the goal of offering a set of core services easy to implement by the NREN and ready to be enhance by additional local services. The short-term roadmap is completed by longer term recommendations about services expected by End-Users but too expensive - in terms of cost, skills or bandwidth - to be deployed in an early step. 6

7 TABLE OF CONTENT Executive summary... 6 Table of content... 7 Glossary / List of acronyms Context in WACREN region Europe-Africa partnership WACREN a booster for NREN development input from podwag: impact on roadmap Political and regulatory context and PODWAG recommendations Financial issues and PODWAG recommendations Network Infrastructures Current status National Regional Infrastructure roadmap Services Analysis of suggested services issued from TANDEM D Core Services IaaS datacentre Network Operation Centre as a Service (NOCaaS) CSIRT (Computer Security Incident Response Team) Authentication and Authorisation Infrastructure (AAI) service Science Gateways Open Access Data Repository (OADR) Software licence distribution service Services Roadmap H2020 roadmap Longer term roadmap Conclusion APPENDIXES APPENDIX 1 Focal Points APPENDIX 2 Internet access in Africa APPENDIX 3 Details on Services NOCaaS...46 CSIRT (Computer Security Incident Response Team)...50 Authentication and Authorisation Infrastructure (AAI) service...56 Science Gateways...61 Open Access Data Repository (OADR)...66 Software licence distribution service...69 APPENDIX 4 Tandem and AfricaConnect2 objectives

8 GLOSSARY / LIST OF ACRONYMS ACRONYM TANDEM WACREN NREN RREN MOOC CSIRT SaaS LAN SP IdP Sci-GaIA LAN SaaS PM AAU PODWAG TogoRER MaliREN RITER ECOWAS IRU TENET SWOT IaaS AAI NOC NOCaaS CERT CSGF OADR nfp ifp DEFINITION TransAfrican Network Development project West and Central African Research and Education Network National Research and Education Network Regional Research and Education Network Massive Open Online Courses Computer Security Incident Response Team Software as a Service Local Area Network Software as a Service Identity Provider Energising Scientific Endeavour through Science Gateways and e-infrastructures in Africa Local Area Network Software as a Service Person-month Association of African Universities Policy and Donors working group in West and Central Africa Réseau d Education et de Recherche du Togo Réseau National d Education et de Recherche du Mali Réseau Ivoirien de Télécommunication pour l Enseignement et la Recherche Economic Community of West African States Indefeasible Rights of Use Tertiary Education and Research Network of South Africa Strengths, weaknesses, opportunities and threats Infrastructure as a service Authentication and Authorisation Infrastructure Network Operation Centre Network Operation Centre as a Service Computer Emergency Response Team Catania Science Gateway Framework Open Access Data Repository National Focal Points Institutional Focal Points 8

9 Introduction This document, D3.4 WACREN Roadmap recommendation is a deliverable of the TANDEM project, which is funded by the European Union s Horizon 2020 Programme under Grant Agreement # TANDEM aims at supporting dialogue between the EU and African Research and Education Networks, with special attention to Western and Central Africa, which at e-infrastructure level is coordinated by the Western and Central African Research and Education Network (WACREN). The scope of the project is to promote cooperation by exploiting the interconnection between the European research and education network (GEANT) and the established African regional networks. This document represents the final report of WP3 to set up a WACREN roadmap for future implementation of key NREN services in the region, taking into account the recommendations provided by the deliverables D2.3 and D2.4 on policy, financial and regulatory issues and by the deliverable D3.3 for the services. This roadmap provides an action plan at both H2020 horizon and longer term for network infrastructures and services at Regional level. The aim is to facilitate the implementation of the services by the NREN. The D3.3 conclusion is copied hereunder: 9

10 This D3.4 deliverable is structured in 4 parts: - recalling the context - enhancing recommendations from PODWAG which need to be taken into account when looking at planning and developing a network services strategy for WACREN and its NRENs constituency - explaining how Africaconnect2 will impact on the Network part of WACREN roadmap - establishing priorities in terms of services to deploy, giving that WACREN core services must be those ensuring sustainable foundation to deploy additional ones for their NREN constituency if there need be. 10

11 1. CONTEXT IN WACREN REGION 1.1 Europe-Africa partnership In the frame of a high demand for a good bandwidth in the West and Central Africa, where the scientific and digital divides are currently the widest, the TANDEM project aims to help developing a strong RREN together with NREN in each country. A NREN can have a major impact on the social and economic development in a country, considering that Information and Communication Technologies are key enablers for boosting growth 1. This will in turn make it possible for African researchers and educators to work with their peers around the world and collaborate on international projects towards the socio-economic development in West and Central Africa. It is key to provide a high bandwidth, secure and reliable network infrastructure and portfolio of service to academics, researchers and students in order to reduce the digital divide. It is also important looking at internet penetration rates in Africa to note that except for Nigeria who is at +40%, a couple of West and central African countries are around 25%, the rest being below 2. In terms of comparison, France and Germany internet penetration rate is around 85% according to Researchers, Academics and students do need to access to internet in the current digital transformation trend. Moreover, this internet access needs to be secured, dedicated and therefore it needs to be provided by NREN which will be, on the one side, hosting research and education content and on the other side, providing access to any online resource needed by this community of users. In this context, TANDEM project has developed a comprehensive strategy to enhance the potential of WACREN in the deployment of e-infrastructures: - answering End User s needs and taking into account policy, financial, regulatory and technical constraints; - taking advantage of the AfricaConnect2 project which will boost development in WACREN region. 1.2 WACREN a booster for NREN development Whereas in some regions (Europe, Latina America, Middle Est ), NRENs have themselves constituted a Regional network (RREN) to interconnect their national infrastructures, WACREN itself took the lead in the region in order to boost the creation of NRENs. 1 8th Africa-EU partnership on Science, Information Society and Space ( ) Livrable

12 Incubation of the regional network (WACREN) started at a regional workshop organised by the Association of African Universities (AAU) in November 2006 in Accra. This was driven by the need to build organisational and technical capacity within constituent NREN countries, identified as a requirement for a viable network. The first Board of Directors of WACREN was established in 2011, composed of nine members to begin with. The WACREN vision is a world-class infrastructure and services for the West and Central African Research and Education community for development and intend as a RREN to play a significant role in liaising between the region and the wider networking community. To understand the challenge of WACREN, it is interesting to refer to the GÉANT Compendium dated from , where it is mentioned that there were no NREN known to be operational in the WACREN area (West and Central Africa) at this time. FIGURE 1 GÉANT COMPENDIUM NRENS KNOWN TO BE OPERATING IN OTHER COUNTRIES Some complementary information can be found in the recently published The Role and Status of National Research an education Networks (NRENs) in Africa 4 by World Bank M Foley. 3 Cf. 4 Foley, M The Role and Status of National Research and Education Networks (NRENs) in Africa. World Bank Education, Technology & Innovation: SABER-ICT Technical Paper Series (#05). Washington, DC: The World Bank.Available at: 12

13 Considering the as-is situation, it is important to keep in mind that it will take a long time to get to certain point of evolution, and that this time is certainly longer than the duration of the 2-year TANDEM project. To face this challenge and be able to interconnect NRENs in the region, it is obvious that WACREN needs, at regional level, resources for a strong governance and to strengthen its relationships with the End Users. For this purpose, TANDEM addressed specific objectives on governance and political and financial support, and on the relationships with End Users. Following outcomes are worth mentioning: 1) Political and financial support to WACREN for the network implementation in view of the AfricaConnect2 project A working group called PODWAG (Policy and Donors working group in West and Central Africa) of high-level personalities has been established and animated with following results: o A guide of recommendations at policy, regulation and funding level has been produced (refer chapter 2) o 1/08/2016: WACREN and TogoRER signed AfricaConnect2 agreement o 11/08/2016: WACREN and MaliREN signed AfricaConnect2 agreement o 30/03/2017: WACREN and RITER Ivory Coast signed AfricaConnect2 agreement o expected in Q2 2017: signature with FasoREN (Burkina Faso) Moreover, during TANDEM final event, it was stressed by minister of Research of Togo and commissioner of ECOWAS how key the financial participation of countries to Africaconnect2 (80/20 model) was for the future development of an infrastructure over the continent: it is also a matter of credibility towards telecommunication operators who are asked to make offers and to adopt reasonable pricing rates. 2) Relationship with the End Users: A human network of motivated and convinced users is key to trigger initiatives. Therefore, at the beginning of the project, TANDEM took the initiative to set up a national Focal Point network from scratch. The role of Focal Points is to raise awareness for the NREN activities and services among the research community in each country. The Focal Point network has a constructive impact and a helpful involvement to liaise with WACREN actions. The list of Focal Point members is available in Annex 1, and this community is managed by WACREN. 13

14 A bit later, convinced that information had to be conveyed not only at national level but also at the institution level, it was decided during Abuja workshop (November 2016), to complete the national Focal Point network (nfp) with institutional Focal Point (ifp). Indeed, the aim is, into each institution (university, research center...) of each country, to identify people able to drive discussions regarding the need for a NREN and to create a team of people with different expertise in the country. The objective is also to raise the needs of these users. In terms of sustainability, these TANDEM outcomes ensure WACREN implication in AC2, with the implication of the Focal Point network. AfricaConnect2 is expected to support Focal Points for a transition period. Indeed, as soon as WACREN is able to run on its own and to provide services, liaising with Focal Points will be part of WACREN activities, in order to pursue the action towards the community of users. In the WACREN region, TANDEM collected the needs of End Users of e-infrastructures services through a regional survey. Analytical results on 561 end User s requirements of 11 countries of this region was produced, as well as a set of 15 recommendations, allowing WACREN to tailor services to the End Users. Burkina Faso 2% Cameroon 4% Senegal 8% Mali 4% Ghana 2% Benin 1% Togo 30% Gabon <1% Niger 10% Ivory Coast 11% Nigeria 28% FIGURE 2 BREAKDOWN OF PARTICIPATING COUNTRIES BY PERCENTAGE (SEE D3.2) The analysis of the survey, done within the task T3.2 Gathering the End User requirements, allowed to identify fifteen services expected by the End Users, hereunder. S1: Provision of online education materials (e.g. lecture notes and supporting documents/tutorial materials [video/audio/text, etc.]). S2: Online access to software used in education and research S3: National negotiation and procurement of software licenses for use in educational and research institutions S4: Video-/Web-conferencing services 14

15 S5: Open access data repository services S6: Services that enable users to login to different educational and research institutions using their local credentials S7: International collaborative projects support (e.g. websites, wikis, etc.) S8: Online educational environments services (e.g. Moodle) S9: Massive Open Online Courses (MOOCs) services S10: Remote Application Services (RAS) that allows users to remotely login to Institutional services S11: Online software publishing services S12: Service to access remote sensors (e.g. environmental weather sensors) S13: Services to access remote (non-local) computing facilities S14: Services to access high performance computing facilities S15: Data storage services (e.g. data centers) TABLE 1 FIFTEEN SERVICES REQUESTED BY THE END USERS IN D3.2 According to the results of the questionnaire analysis, TANDEM project produced uses cases and solutions (Service Portfolio) for the implementation of services requested by the End Users in the WACREN region. This service Portfolio is detailed in TANDEM Deliverable D3.3, and is key input to this document D3.4. Beyond the results of the survey 5, engaging with the community and asking for feedback was a way to raise awareness and stress the importance of building NRENs in a country to facilitate research and education (teaching and learning). A positive effect of TANDEM awareness campaign has been noted on registrations of WACREN community members to the WACREN annual conference and General Assembly (about 53 participants in the 2017 AGM compared to about 40 participants in 2016). 5 See TANDEM Deliverable D3.2 15

16 2. INPUT FROM PODWAG: IMPACT ON ROADMAP Defining a roadmap for WACREN means taking into account political, regulatory, and financial contexts. 2.1 Political and regulatory context and PODWAG recommendations Political support is key for NRENs: it s key for NREN to explain their specificities and lobby and convince their governments and key stakeholders. When legal framework is established and the NREN incorporated as an association, or any non for profit body, then the NREN should operate in accordance to its missions and with a dedicated budget and team. It is key that users are represented in the governance model of the NREN legal entity. In order to clarify the specificity of a NREN and its non-competition with telecommunications operators (NRENs can boost the telecommunication market as will buy from them more capacities than individual NREN users would separately), it is mandatory for a NREN to have an Acceptable Use Policy (AUP). It is also important to refer to the hierarchical model of research network and explain that NRENs do have a national activity which fits in a regional model developed by the regional network, here WACREN. A: ON POLICY To governments: TANDEM PROJECT 6 PODWAG RECOMMENDATIONS i) Provide a legal environment conducive for the formation of NRENs with adequate autonomy for efficient operation. To regional and continental bodies: ii) Recognise the NRENs as instruments for development and engage in a strategic partnership with them through the regional REN. To the leadership of higher education and research institutions: iii) Engage actively with government to make the case for NRENs and get both political and financial support. To development partners: iv) Provide adequate advisory support to government through sharing of best practices and success stories around the world. v) Encourage and support development and adoption of adequate policy reforms that ease formation and development of NRENs. 6 extract from Deliverable

17 When in operations, the NREN will follow the Regulation in place. This mainly impacts connectivity services. Therefore, any international connectivity initiative will mean that WACREN will face different situations in different countries. Results of tendering process will illustrate the telecommunications market situation: where is fiber available? At what IRU 7 tariffs? What about cross boarder fibers? etc It is clear that the more competition there is the cheapest tariffs are: in case of monopolistic situations it might be budgetary speaking quite difficult to access to the same level of bandwidth than in a country where there are multi infrastructure suppliers. Other services will be acquired under appropriate legal framework either at national or WACREN level. TANDEM PROJECT 8 PODWAG RECOMMENDATIONS B: ON REGULATION To governments: i) Recognise the strategic role of NRENs for socio-economic development and adopt in their national telecommunications acts or equivalent a special status for NRENs in order to lower or remove telecommunications regulation barriers that may hinder their establishment and development. To regional and continental bodies: ii) Develop and adopt directives that ease operation of NRENs and the regional REN, especially free or easy access to licenses where needed, free or affordable access to frequency spectrum, as well as seamless crossborder connectivity. To telecommunications regulatory authorities: iii) Recognise as NRENs as a public good for socio-economic development and accompany them in their development by removing any regulatory barriers that may hinder such development. To development partners: iv) Share with governments best practices on telecommunications regulation that have catalysed the development of NRENs in other parts of the world and encourage their adoption. 7 IRU Indefeasible rights of use 8 extract from Deliverable

18 2.2 Financial issues and PODWAG recommendations Today WACREN resources are based on membership fees paid by their NREN constituency. When WACREN will move towards delivering services it will need appropriate budget. It will be necessary to at least build a 3 years plan in order to be sustainable, with annual operational budget plans. TANDEM PROJECT 9 PODWAG RECOMMENDATIONS C: ON FINANCIAL ISSUES To governments: i) Support NREN financially for adequate staffing and operation. ii) Enable through appropriate instruments (directives, decrees, bills, etc.) the use of resources from Telecommunications Universal Access Fund or equivalent to fund NRENs. To regional and continental bodies: iii) Raise awareness of governments on the importance of NRENs for socio-economic development and recommend adequate investment. To the leadership of higher education and research institutions: iv) Provide adequate budget for campus network operation and active participation in NREN activities. To development partners: v) Encourage and accompany governments in investments on NRENs through grants and soft loans. 9 extract from Deliverable

19 3. NETWORK INFRASTRUCTURES 3.1 Current status National At national level, referring to the document stages of development of NRENs based on the capability maturity model (D. Greaves, TENET CEO) 10, it is possible to differentiate the countries by a certain level of development of their NREN: Level 0: No NREN and no awareness of the need Level 1: No NREN but a diffused consciousness of the benefits of establishing one Level 2: No NREN but a more structured conversation regarding one Level 3: No actual NREN but a formal commitment to proceed is achieved Level 4: A formal NREN organization with services is established Level 5: First REN to REN international links are established Level 6: The NREN begins to offer REN specific advanced services FIGURE 3 LEVELS OF DEVELOPMENT OF NRENS IN WEST AND CENTRAL AFRICA As illustrated, seventeen countries (level<3) need first strong advocacy in order to go one stage up. Only 4 countries (level>3) are ready to develop international connectivity (link with AfricaConnect2) and to engage conversation with End Users on value-added services. 10 Tertiary Education Network, An NREN Capability Maturity Model, Duncan Greaves 19

20 It s key to state that together with the deployment of a National infrastructure, it is important that adequate LANs (Local Area Networks) are deployed on university and research centres campuses. NRENs can trigger here this important step to lower the digital divide in countries: NRENs are a good incentive for developing or upgrading LANs in campuses in order to access capacity and services. It s the only way towards end-to-end service. It might be indeed useful to recall that there is a hierarchical model established across most world regions (NRENs connect to a regional network, which then interconnects with other regional networks around the globe). IN THE FOLLOWING FIGURE 4, COLOURS MEAN: The following FIGURE 4 aims at clarifying that the aim of this deliverable is to focus on services delivered at the RREN level, ie regional level, ie at wacren s stage: see in green. FIGURE 4 HIERARCHICAL MODEL FOR A REN The benefits of this model are costs reductions achieved through economies of scale, i.e. NRENs do not require their own direct links to each country they wish to connect. It also 20

21 enables to reduce network management costs; services can be provided/coordinated, where appropriate at a regional scale. This also entitles to better network resilience. A more technical issue, is related to IP addressing and routing, which are key features in terms of networking. It is worth clarifying that to be recognised as such, a NREN needs to have its own ASN and IP ranges of public IP addresses 11. This will bring the NREN autonomy towards transit providers and will enhance network management possibilities Regional WACREN currently has a Point-of-Presence in London at the same location as GÉANT PoP. As soon as regional connectivity is established from the WACREN region to Europe, WACREN will be connected to GÉANT, and via GÉANT infrastructure will be able to access other global partner networks with which it is not able to establish a direct interconnection (e.g. Internet2, CANARIE, ESnet, RedCLARA, CAREN, TEIN). WACREN is benefitting from the global connectivity which is in place and continuously evolving thanks to multiple initiatives. FIGURE 5 GÉANT AND PARTNER NETWORKS ENABLING USER COLLABORATION ACROSS THE GLOBE OCT Infrastructure roadmap 11 See TANDEM Deliverable D3.3 21

22 The WACREN network infrastructure will be composed of a backbone that will have a capacity of multiple of 10 Gbps and access links to connect the NRENs. This backbone will be built using existing submarine cables on the West-African coast. Access to the backbone for connected NRENs will be at multiple of 1 Gbps. There will be 3 to 4 main hubs in locations to be determined to connect the NRENs of these countries as well as countries that don t act as hubs. The WACREN hubs are likely to be located in some of the following locations: Abidjan, Accra, Dakar, Douala, Lagos and Libreville. The choice of the hubs will be determined by the readiness of the NRENs in these countries, availability of adequate infrastructure in these countries as well as affordability of connectivity to connect non-hub countries/nrens. Connectivity for countries that don t have access to submarine cables such as Burkina Faso, Mali, Niger, Tchad, etc. generally designated as land-locked countries will be done through available terrestrial fibre infrastructure from Cameroon, Côte d Ivoire, Ghana, Senegal and Togo, to name a few options. It is planned that at least two connections will originate from these hubs to GEANT POPs in the UK (London) and France (Paris or Marseille). It should be noted that WACREN has already a presence in a datacentre in London and can peer with GEANT as soon as one of its POPs in West/Central Africa gets operational. Peering with other relevant networks is planned at adequate open exchange points. In terms of infrastructure, AfricaConnect2 will support WACREN in securing the bandwidth, with following WP: WP1: Sustainability & NREN Development WP2: Network Development, Procurement and Operations WP3: Network Services and User Support WP4: Capacity-building and Knowledge Transfer WP5: Promotion For each of these WPs, TANDEM completed tasks contributing to reaching AC2 objectives 12. Especially with outreach to PODWAG including telecommunication operators and regulators, setting up community.wacren.net. A detailed table is available in Appendix See TANDEM Deliverable D1.1 22

23 TANDEM Project H2020 Grant Agreement # Call: H2020-INFRASUPP Topic: INFRASUPP SERVICES Before starting the elaboration of this roadmap, T3.4 team took the list of suggested services in D3.3 and assessed them in terms of strengths, weaknesses, opportunities and threats (SWOT). The results of this analysis are presented in chapter 4.1. From this analysis, T3.4 was able to identify a list of core services which WACREN absolutely needs to implement before any other, to ensure a sustainable foundation for future developments and an enlargement of its portfolio of services. The list of these core services is detailed in chapter Analysis of suggested services issued from TANDEM D3.3 This SWOT analysis then permitted to group services for a short-term roadmap and those preferably addressed in a long-term roadmap. IaaS STRENGHTS Pooling resources leading to decrease in costs WACREN team Technical skills Offer currently being deployed within WACREN region OPPORTUNITIES WEAKNESSES If institutions network is not sufficient, how can user access this service? Service could be unknown to users Need to quantify user needs and to elaborate a business model for this service THREATS Many NRENs and institutions do not have the capacity to offer this type of service at their level. Then WACREN could offer it at the regional level. Lack of continuous investment on this service leading to a possible stop of its procurement to users Wrong business model Wrong choices in terms of proposed cloud service catalogue Wrong description of the service Regulation or Political risks Deploying a datacentre is not listed in D3.3 recommendations. However, hardware is necessary to implement services. It is the reason why offering infrastructure as a service at regional level comes into the first place in the roadmap. 23

24 AAI STRENGHTS strengthen security Promote collaboration facilitate access to resources Facilitate sharing of resources and services OPPORTUNITIES No existing federation so no needed harmonization Possibility to join edugain Early adoption for online services Possibility to secure and restrict access to WiFi WEAKNESSES Complexity of the technology Dependency on local provisioning of identity registries trust depends on local provisioning od identity registry THREATS Scarcity of the needed skills Unknown quality of the identity registries Online services require authentication to limit access to the academic users but enabling the use of local credentials to authenticate is one of the recommendations in D3.3. eduroam to protect WiFi connectivity and identity federation to protect web applications access consequently appear in the short-term roadmap. Mail STRENGHTS Possibility of pooling resources Service which can bring WACREN and NRENs visibility to institutions and politicians Institutions gaining in visibility of internet OPPORTUNITIES WEAKNESSES Potential users knowledge of this service How to correctly manage mail account life cycle? Service operational costs compare to free service available online. THREATS African institutions need for a service independent from big providers Many institutions and NRENs failing in delivering this type of service Need for account reflecting countries and institutions Ability to guaranty security and confidentiality of information contained in s if the service is operated by WACREN Gmail like services are widespread. Will an institution or a country impose the use of a new service? Lack of long term investments leading to a stop of the service Users support quality Wrong business model (uneasy to define) Wrong description of the service Providing an official account to each end-user, bound to his institution, is recommended in D3.3. Fostering the implementation of dedicated service figures in the short-term roadmap. 24

25 MOOC Online courses STRENGHTS Provide value to local skills Pooling resources leading to economies of scale and to a wider e-learning catalogue OPPORTUNITIES Specific training needs to cover Possible collaboration with FUN (France Université Numérique) Use of WACREN cloud platform WEAKNESSES Technical resources and skills to commit to this service A specific know-how needed to prepare a MOOC Need for appropriate bandwidth Need to commit teachers and people with the knowledge in order to set up online courses (recognition/political or financial incentives) THREATS Need for long term budgeting Difficulty to access to MOOC realization tools and support for teachers Potential users lack of knowledge about this service Open Education Resources STRENGHTS Pooling resources leading to added value Standard and tools not requesting high technical skills Resources needs increasing progressively Strong user needs from TANDEM study D3.2 OPPORTUNITIES Current resources to highlight Use of WACREN IaaS platform Possible use of Sci-Gaia platform to deliver this service WEAKNESSES Classification to be defined Validation process to organize no business model for this service THREATS Risk of increasing budget if the service is successful Lack of visibility for this type of service The need for online teaching resources is emphasized in D3.3 and covers a set of tools. Some tools like MOOC, interactive resources or online teaching environments are not reachable in the scope of the short-term roadmap, but the accessibility to open document platforms can be performed quickly. 25

26 gtld Domaine name registration STRENGHTS Pooling resources leading to decrease in costs (if lots of gtlds to register) Simplification of the process, institutions not having to select among several registrars WEAKNESSES Possible difficulty to define the process and registrations delegations to each institution and to maintain them OPPORTUNITIES Development of African domain names Outreach about the possibility to register domain names in the scientific (and academic) communities THREATS Difficulty to obtain and maintain the budget collectively funded to deliver this domain names registration service Quality level of the user s support Risk of weakening cctlds A shared and centralized domain name registration service is listed in D3.3 recommendations. It is not developed in WACREN roadmap since it is rather a national than a regional service. Software licence distribution STRENGHTS Pooling resources leading to added value Limited budget needed to deploy the service WEAKNESSES License distribution process to organize business model to find for this service OPPORTUNITIES A potential market for editors real expectation by academic librarians THREATS Difficulties in controlling licenses distribution process and efficiency Lack of information about this service to potential users Software license negotiation does not get through big commitments and can be performed immediately with quick benefits. 26

27 VIDEOCONFERENCE STRENGHTS Reinforce collaboration Reduce travelling Ubiquity WEAKNESSES Complexity of the technology Cost of the equipment OPPORTUNITIES Large areas and poor travel infrastructures Maturity and interoperability of the solutions THREATS Low bandwidth Lack of devices Popularity of free services like Skype The deployment of a videoconference infrastructure is also recommended in D3.3 but it is not yet relevant. It should be considered in a longer term in the context of a large and good network infrastructure. 4.2 Core Services As explained just before those core services represent those that WACREN needs to deploy before any other. It might be useful to recall that this deliverable focuses on a roadmap for WACREN (and not NRENs). FIGURE 6 HIERARCHICAL MODEL FOR SERVICES Indeed, there are dependencies between services. Some services are enlightened as priority regarding these dependencies. Services as datacentre or authentication infrastructure are the first to be deployed to enable the good implementation of others services. Services as NOC and CSIRT are also needed to insure availability and security. Some services recommended in D3.3 as Videoconferencing or MOOC need huge investments and human skills and also rely on good network infrastructures. Although these services are highly expected by end-users, they should be considered in a longer term than the 2020 roadmap. 27

28 The licence negotiation in a peculiar service. It is highly expected by end-users and requires almost no infrastructure. The cost is low but the benefit can be huge in term of money and in term of visibility for WACREN, NREN and Focal Points. Most services listed in the roadmap could be operated by NREN, but the approach is to describe them with an implementation at WACREN level in order to serve NREN (in white label model ie enabling to NREN to rebrand it) or direct to organisations to complete NREN portfolios. This chapter provides an overview of the services and their implementation. A more complete description can be find in Appendix 3. Suggested list of services for the short-term roadmap: 1. Infrastructure as a service (IaaS datacentre) 2. Network Operation Centre (NOCaaS) 3. Computer Security Incident Response Team (CSIRT) 4. Authentication and Authorisation Infrastructure (AAI) 5. service 6. Science Gateway 7. Open document (OADR) 8. Licence negotiation IaaS datacentre Hardware are needed to deploy software services and a datacentre is the right place to host it. It is not only a question of power and cooling capacities or 24/7 monitoring, but also a question of scalability, security and elasticity. Cost and complexity do not rise with the size of a datacentre according to a linear model and a huge high level datacentre is preferable to several small one. This datacentre (ideally paired with another one for the backup) should deliver virtual machine to provide computing or storage capacity on demand. Some datacentres already exist in the academic community, some others are operated by service providers. WACREN should rely on them instead of building its own datacentre. Beyond the proper needs of WACREN, the aim is to help the NREN to deploy a national IaaS service. The target can also be directly the organisations in the countries where NREN are not self-organised to provide this service Network Operation Centre as a Service (NOCaaS) A network operations centre (NOC) is an organisation for administrators to supervise, monitor and maintain a telecommunications network. It is usually staffed 24/7 with personnel who continuously monitor the network for outages, faults, critical events, and abnormalities. 28

29 Building a NOC facility entails not only a large investment, but adequate knowledge and a great deal of time and energy. Covering activities with around the clock support (24/7) requires a largely sized team of trained experts. NOC as a Service provides a huge scale of cost saving due to the pooling of resources (human, system, ). This NOC will manage the WACREN network and its interconnections with other networks. When the service is fully operational at the WACREN Level, WACREN will offer this service to NREN that can t build a NOC facility because of all requirements needed (investment, trained peoples, security, ) or can be a first step before building their own NOC. In that case, the NOC will supervise the NREN network form its interconnection with WACREN to all its national institution connected to the network. Details about deployment and operating conditions can be seen Appendix CSIRT (Computer Security Incident Response Team) Security is key for Research and Education environments. Therefore, Acceptable Use Policies which NREN ask their users to sign very often refer to security issues. A CSIRT (or CERT Computer Emergency Response Team) is a team dedicated to the cybersecurity. As NRENs networks and WACREN network centralized the information the WACREN CSIRT is the best place to observe, analyse, treat, handle all of aspect of security events. An important aspect after establishing a CSIRT is to define its core services according to the available internal resources and in our case, it depends on the number of subscribers (see Target of the service). The core CSIRT Services can be grouped in three main categories: reactive, proactive and security quality management services as described by ENISA (European Union Agency for Network and Information Security) 13. Reactive services which consist in post incident/attack/events treats are a requirement in a CSIRT. Proactive services can be deployed after the start time, and will be deployed in terms of team skills. It s the category composed of audits, pentests, tools development, intrusion or detection. Security Quality Management services can be requested on demand and are not time subordinate. This chapter includes training and risk analysis. So, services provided by WACREN CSIRT can and will have to evolve over time. Please note that CSIRT or CERT is the same service/team, but "CERT" is a registered trademark owned by Carnegie Mellon University. So, if the WACREN service wants to use the CERT acronym into his own name, he must ask the CERT-CC for the right to use it: The service is provided to the NRENs CSIRTs of the WACREN community. In case of a NREN has not his own CSIRT, the WACREN CSIRT will help the NREN to develop a NREN CSIRT and in the same time provide a CSIRT service to the members of the NREN. In this last case, targets are security contacts of institutions members

30 Details about deployment and operating conditions can be seen appendix Authentication and Authorisation Infrastructure (AAI) Being sure that only an authenticated and authenticated person can access to some data is vital for Research and Education as it s a matter of protecting and securing their knowledge. Therefore, having a federated authentication infrastructure is the ground for being able to deploy software as a service platforms. Many digital resources on campuses such as , library databases, e-learning, storage or computing capabilities, require users to authenticate themselves (typically with a username and password). Depending on their profile, authenticated users can gain permission to access or to manage resources. Rather than manage credentials per applications requiring users to have separate credentials for each of them, campuses can deploy AAI to offer a single digital identity to users to grant access to all the resources (typically a single sign-on system SSO). Institutions can federate their AAI in a trusted frame called identity federation to allow users to access online resources from other participating institutions. Therefore, users single credentials can be used across multiple organisations 14. Identity federation brings lots of added values to institutions and users 15 like strengthen security, facilitate access to resources, promote collaboration, share resources and services. FIGURE 7 AAI MODEL Moreover, joining edugain (see D3.3), the global interfederation of academic federations, offers the access to a wider range of resources and collaborations all around the world 16. In the map 17 of edugain, WACREN region is still not candidate, see hereunder evaluepropositionforidentityfederations-whyidentitymanagementandfederation

31 FIGURE 8 EDUGAIN WORLD MAP eduroam 18 (see D3.3) is another component of an AAI. It is a secure, world-wide roaming access service deployed specifically for the research and education community. eduroam allows users to use their home organisation identity to gain access to wireless networks for everywhere eduroam has been deployed. In the map 19 of eduroam, WACREN region is still not active, see herunder. FIGURE 9 EDUROAM WORLD MAP

32 Benefits result from avoiding provisioning and deprovisioning guest accounts for visiting students and researchers but also from being able to control who can use the campus network and to keep the bandwidth to the allowed users. The targets of the AAI service are clearly the organisations which want to provide a better experience to users when accessing resources or services online but also the NREN which want to federate the organisations identity management systems to offer mobility with eduroam and a worldwide range of collaborations via edugain. Details about deployment and operating conditions can be seen Appendix service The goal of this service is to provide an official address for each professor, researcher and staff member of each university and research institution in west and central Africa. The address that will be provided, will include the name and the country of the institution to which the user belongs. Beyond a better visibility of the affiliation in the exchanges, trust is enhanced when people send messages from an affiliated address. Furthermore, the address can also be bound to an identifier in the identity registry of the institutions and used in the frame of authentication processes. Maintaining control over the mailboxes, should make it possible to enhance the security of their contents and to limit the number of acceptable s dropped by the antispam systems. To provide this service WACREN can either negotiate an hosting contract with a company or hosts all these accounts on its datacentre. This service is promoted and provided through the NREN and the national Focal Point. The targets of this service are all education or research organisations. This service will enhance the visibility of African universities and research institutes on internet. Indeed, a large amount of the targeted population uses free account (like Yahoo, Gmail ) which do not include the name of their home institution. The aim is to migrate them to an affiliated mailbox. Details about deployment and operating conditions can be seen Appendix Science Gateways e-infrastructures and Science Gateways e-infrastructures are a critical part of science as they allow scientists to access various computing and data resources to support their work. e-infrastructures have been built over several years both in Europe and the rest of the world, to support diverse multi- and inter-disciplinary Virtual Research Communities (VRCs) 20. These facilitate access to a wide range of Distributed Computing Infrastructures (DCI), large 20 G. Andronico et al, E-Infrastructures for International Cooperation, in Computational and Data Grids: Principles, Applications and Design (N. Preve Editor), IGI Global 2011, DOI: / ; see also 32

33 networks of computing and data facilities. There is a shared vision for 2020 that e- Infrastructures will allow scientists across the world to do better (and faster) research, irrespective of where they are and of the paradigm(s) adopted to build them. Science Gateways An issue with e-infrastructures are that they are complex to access and use. Science Gateways are digital interfaces (web-based, mobile-based) that provide access to advanced technologies for the support of science and engineering research and education 21. They are usually implemented as web and/or mobile applications and are used to provide access to community resources such as software, data and high performance computing. The Catania Science Gateway Framework The Catania Science Gateway Framework (CSGF) consists of a job engine for job management, a data engine for moving data across different distributed computing infrastructures, an e- Token server, user tracking and monitoring database. The job engine is responsible for managing the entire cycle of job execution. This means that applications can be hosted on the CSGF without scientists needing to have a high-performance computer facility. The Africa Grid Science Gateway is a major example of this ( There are a wide range of Science Gateways and portlets that have been previously developed. The Sci-GaIA Champions have added many more as an outcome of the Sci-GaIA training programme ( The target of the service is any scientist or developer who wishes others to access their application or data via the world-wide web. Some applications can also make use of high performance computing if available. This will therefore be of significant interest to Universities and Institutes as well as the NRENs who support them. It is entirely possible that this service could also be used by SMEs, etc. Details about deployment and operating conditions can be seen Appendix Open Access Data Repository (OADR) Academics often produce a wide variety of "grey literature" that they wish to make openly accessible, a major foundation of Open Science. This includes unpublished material such as technical reports, data, presentations, lecture notes, software, etc. How can they do this? Institutional Open Access Document & data Repositories (OADR) can make this possible. An OADR is a web-based system that can be hosted by an institution (e.g. a University, Research Institute, etc.) that allows users to upload their grey literature for worldwide dissemination. OADRs are widely used across the world. Quality can be overseen by the hosting institute s administration. Importantly, a registered user can obtain a document object identifier (DOI) ( to make their document uniquely identifiable. This can be linked to a research 21 K.A. Lawrence, M. Zentner, N. Wilkins-Diehr, J.A. Wernert, M. Pierce, S. Marru, and S. Michael, (2015) 'Science gateways today and tomorrow: positive perspectives of nearly 5000 members of the research community', Concurrency and Computation: Practice and Experience, 27(16), pp

34 registry service such as ORCID (orcid.org) that brings together a complete collection of a scientist s work in one conveniently accessible place. These services are extremely important in raising the international profile of a scientist, their university, their country and, ultimately, African research worldwide. Furthermore, OADRs can be connected to Science Gateways to let researchers and even citizen scientists reproduce and reuse scientific data on distributed Grid and/or Cloud-based infrastructures. Some examples are provided at and Why is this important for African NRENs? An NREN is ideally placed to lead the development of OADRs in their countries as a key network service for science. NRENs can engage in developing national OADR policy, disseminate the importance of OADRs for African science, train universities and research institutes in developing their own OADRs and potentially host regional OADRs. The critical point is that NRENs can provide key leadership in raising the international profile of their nation s scientists and make a major contribution to attracting research funding and promoting high quality international research and collaboration. The target of the service is any institute that wishes to store data and or documents that can be searchable. This includes NRENs, Universities, etc. It is entirely possible that this service could also be used by SMEs, etc. Details about deployment and operating conditions can be seen Appendix Software licence distribution service The aim of this service is to provide software licences for the main software used in research and education activities at a reasonable cost. To do this, WACREN can negotiate with the main software editors in the name of all the NRENs. The non-profit and teaching use and the number of potential end users may induce a reduction of the licences fees. This service can be provided in two ways. Either WACREN is the central point for the licences invoices, or it can delegate the invoice handling to a specialized service provider. Depending on the software and the editors, the two ways could be combined. The target is the whole educational or research organisations which need to deploy software for research in laboratories or courses in classrooms or which want to provide software to their end-users (professors, researchers, staff ) for their professional needs. These organisations are not in position of strength to negotiate the cost with the wide editors, they consequently pay more or less the catalogue prices. Thanks to this service, the institution will benefit from the negotiation made by the community and get reasonable invoices. This activity can be extended to online science publications. WACREN can also negotiate with editors. In that case, the targets are all scientists through academic librarians. Details about deployment and operating conditions can be seen Appendix 3. 34

35 4.3 Services Roadmap H2020 roadmap The roadmap is scheduled by semester (Y1-S1 = year 1/semester 1). WACREN will choose the starting dates of the services depending on the available resources (HR, funding) and the dependencies between services. Each line of the chart is split into build, run WACREN and Open to NREN (meaning that NREN will then be free to takeover those services and deliver them at a national level, under conditions set by WACREN). The build part corresponds to the setting up of the policies, the contracts and resources. The run WACREN part corresponds to the usage for WACREN itself. The open to NREN step corresponds to the dissemination and promotion of the service, the gradually integration of the service in the portfolio of the NREN and all the relating tuning tasks which are really time consuming. IaaS Build RUN WACREN RUN WACREN Open to NREN NOCaaS Build RUN WACREN RUN WACREN Open to NREN CSIRT Build RUN WACREN RUN WACREN Open to NREN AAI Build RUN WACREN RUN WACREN Open to NREN Build RUN WACREN Open to NREN Science gateway Build RUN WACREN Open to NREN Open document Build RUN WACREN Open to NREN Licence negotiation Build RUN WACREN Open to NREN Y1 - S1 Y1 S2 Y2 S1 FIGURE 10 WAVREN ROADMAP Y2 S2 Y3 - S1 Y3 S2 Y4 - S1 Y4 - S2 The figures below show firstly the priority (from 1 high priority to 3 low priority), then the number of person per month (PM) needed for the deployment and for the run and finally the level of needed funding (from 1 low cost to 3 huge cost). 35

36 When WACREN has the choice between the implementation of the service on premise or outsourced, the estimated costs below are given for an out-sourced solution since it is the recommended solutions in the roadmap. Service Priority Deployment Operation per year HR Costs HR Costs IaaS 1 0,5 PM 3 0,4 PM 3 NOCaaS 1 3 PM 3 5 PM 3 CSIRT 1 4 PM 1 4 PM 2 AAI 1 2,5 PM 2 2,5 PM PM 3 2 PM 2 Science gateway 3 1 PM 1 0,8 PM 1 Open document 3 1 PM 1 0,8 PM 1 Licence negotiation 3 0,5 PM 1 0,5 PM Longer term roadmap FIGURE 11 WAREN ROADMAP COST At this time, there are several expected services that do not appear in the short-term roadmap because of their requirements (huge investments, human skills and good network infrastructures). Among services appearing in the long-term roadmap, there are in particular videoconferencing, MOOC, distant learning, and online contents. This list should be reassessed on a regular basis to take into account the evolution of the infrastructure in the context of AfricaConnect2 and the funding opportunities. However, some of these services like MOOC need intensive discussion to find the appropriate organisation and business model. In this purpose, exchanges could start soon with FUN, the French MOOC public institution to share knowledge and contents. 36

37 5. CONCLUSION This Deliverable is the outcome of discussions among WP3 members, TANDEM partners, and taking into account previous steps in WP3 (mainly D3.3), in WP2 with PODWAG Deliverables and WP 4 with issues raised by Focal Points. It also has taken into account input from Africaconnect2. D3.4 is a proposal for a WACREN roadmap, ie for networks and services at a Regional level. Subsidiarity principle applies, meaning that at a national level, NREN can build their own strategy and decide or not to opt for WACREN services. But it is important to state that looking at the NREN development in the West and central Africa area, it is more than expected that NRENs will choose to take services offered by the regional organisation instead of developing them themselves, as few are properly staffed, have dedicated budgets and have set their own roadmaps yet. Pooling resources into WACREN will help them reach services that they might not be able to deliver individually to their own user constituencies. On a NREN point of view, outsourcing to WACREN will provide benefits in terms of readiness to use, cost, 24/7 operations. This will generate economies of scale. Time is indeed a serious factor that need to keep in mind when preparing this WACREN roadmap: if nothing is done at a regional level to boost national development, the digital divide will remain, moreover, will increase and so will the scientific divide. In terms of network infrastructure, WACREN is on the right track with Africaconnect2 bringing in opportunities and EU support in terms of funding (80/20 model). At the time of writing, Africaconnect2 tender results are not know yet. But this is not without risks: if too few countries pay their share to Africaconnect2, this will create uncertainty for the next round of the project, as discussions on Africaconnect3 are already happening with EU officials. This is the reason why PODWAG recommendations towards governments in terms of outreach and financial issues are so important for the next couple of years. In terms of services, this Deliverable is focusing on so called core services which will enable develop a portfolio of services in the future. They are the foundation for all next services that are needed by users. The role of WACREN is to help NREN access or even deploy services, either by: adding NREN in their negotiations with a service provider ; or by designing and delivering the service in white label (enabling to NREN to rebrand it). All core services are detailed in Appendix 3, setting the conditions to deploy each of them, how to operate and maintain them, and how to put in place an appropriate governance. Dissemination and promotion are key to the success of delivering services (end-users experience, visibility of NREN and WACREN), and Focal Points (both national and institutional) which have been set up by TANDEM will ensure this role of spreading best practices. 37

38 Moreover, Focal Points are the ones that will provide feed-back to NREN and WACREN to adjust or evolve services. Defining the support chain for each service is also an important point, which has been raised in D3.3 and addressed again in this Deliverable Appendix 3. Where it is possible, WACREN must capitalize on other project outcomes in terms of services: this deliverable then recommends synergies with H2020 MAGIC for eduroam deployment and H2020 Sci-Gaia for Science gateways. And last but not least, WACREN is part of the World Research and Education Network: any possible mutualization with other RREN (GÉANT, RedClara, ASREN and Ubuntunet Alliance) will be worth studying. This roadmap is the setting of WACREN strategy. 38

39 6. APPENDIXES National Focal Points APPENDIX 1 Focal Points Pays/Country NOM/LAST NAME Prénoms/First Name 1. BENIN KOUNOU Gilles gilles.kounou@gmail.com 2. BURKINA-FASO BASSOLE Didier dbassole@gmail.com 3. CAMEROUN GWET BI KONA Hans melaine gwet.bi.kona@minesup.gov.cm daouda.meite@mesrs.edu.ci 4. CÔTE D'IVOIRE MEITE Daouda /maitymaxx@gmail.com 5. GABON Prof KONFE Ousmane Balira obalira@gmail.com 6. GHANA TOGO Emmanuel ematogo@ug.edu.gh 7. MALI Dr KEITA Ibourahima ibourahiman@yahoo.fr 8. NIGER Dr HAMADOU Ali alihamadou@yahoo.fr 9. NIGERIA Olanlokun Laide lsolanlokun@ngren.edu.ng 10. SENEGAL Dr MAÏSSA Mbaye maissa.mbaye@ugb.edu.sn 11. TOGO Dr MAO Barerem-Melgueba francoismao@gmail.com 39

40 Institutional Focal Points : Côte d Ivoire FP : MEITE Daouda Date Workshop : 16/02 UFHB Abidjan Universite virtuelle de cote d ivoire Université Nangui Abrogoua Université Felix Houphouët Boigny N Nom/Prénom(s) Statut ou Service Contact 01 Mme COULIBALY Cécile Documentaliste Principal Coordonnatrice du projet de la Bibliothèque Virtuelle Téléphone Ouattara.cecile1@gmail.com BAMBA Zoumana Conservateur- Documentaliste Membre de l équipe technique bamzoum@yahoo.fr WOGNIN Désiré Conservateur de Bibliothèque wognindesire@yahoo.fr Chef de service bibliothèque ESSO essosimplice@gmail.com Gnangoran S 05 BLE BLE Sam SDISE/UNA bblesam@yahoo.fr ASSIENE Yoboué SDISE BIBLIO/UNA juliuyob@yahoo.fr K. J 07 Mlle KONE Chaire UNESCO pour la culture de la Paix siemela1@yahoo.fr Tiénourougo - Bibliothécaire 08 N GNIMMIEN UFR Pharmacie Conservateurde ngnimm@yahoo.fr Koffi Bibliothèque Lambert 09 SEA Marcel UFR Information Communication Art doncelio1@yahoo.fr UFRICA/ Responsable de la polythèque 10 ZOUNGRANA K. Conservateur de bibliothèque à la mohooh@yahoo.fr A. Bibliothèque de l ex-flash 11 SENI K Joseph UFR Sciences Economiques et de Gestion senijosse@yahoo.fr (SEG) 12 TRAORE Fanta UFR Sciences Juridique, Administrative et hadjafanta80@yahoo.fr Politique (SJAP) KOFFI Kouamé UFR Math Informatique (MI) kouamerene1@yahoo.fr René 14 ESSO née Aimel Bibliothèque UFR-Odonto-Stomatologie neckez@yahoo.fr Gnagne Edwige 15 N CHO CHIADON NADEGE MARINA UFR CRIMINOLOGIE degencho@gmail.com DOH Bernard Bibliothèque Universitaire Centrale dohbernard@gmail.com (BUC) 17 ASSAMOI Bibliothèque Universitaire Centrale assamoizephi@yahoo.fr Zéphirin (BUC) 18 KOUASSI Francis Bibliothèque UFR Sciences Médicales 19 ADOH Sika Bernabé Institut de Linguistique Appliquée (ILA) sikabernabeadoh@yahoo.fr AMANI Konan UFR SSMT guillaumeamani@yahoo.fr Guillaume 21 DIARRASSOUBA Ali Centre Universitaire d Etudes Françaises (CUEF) wzedaf2003@yahoo.fr

41 Université Alassane Ouattara Bouaké Université PELEFORO GON Université LORROUGNON GUEDE Daloa Institut National Polytechnique Houphouët Boigny Ecole Normale Supérieure (ENS) Burkina Faso FP : Didier Bassole Date Workshop : 10 mars CNRST 22 M. KOUAKOU Conservateur de Bibliothèque komian@hotmail.com Agniman Mian 23 KOUADIO k.laz@live.fr Kouassi Lazard 24 TRAORE NAMON Bibliothécaire Archiviste traorejci@hotmail.fr FONGBE Anliou bibliothèque 26 ODO Amenan Responsable de la bibliothèque Flora_odo@yahoo.fr Flora Ingrid YAPI Séka sekavincent2000@yahoo.fr Vincent Biblio. UJLG DALOA 28 EMOLO Roger Conservateur Documentaliste emolokr@yahoo.fr ATTA Adou Jean Chef de la cellule bibliothèque virtuelle atta_adou@yahoo.fr Constant adou.atta@gmail.com 30 ASSIE AhuéBléhoué Chef de service Bibliothèque assieahue@yahoo.fr N Nom/Prénom(s) Statut ou Service Contact Téléphone 1 HALPOUGDOU Martial Rédacteur en chef de la revue science et technique martialtadalwel@gmail.com Institut des Sciences 2 NOMBRE Issa nombre_issa@yahoo.fr Univ. De Koudougou 3 BAKYONO Sosthène bakyonosostheneem@yahoo.fr Univ. Ki Zerbo 4 MAIGA/DIALLO Fatoumata Directrice Bibliothèque Universitaire Centrale fmaigadiallo@yahoo.fr Univ. Ouaga 2 5 LALLOGO Silviane slallogo@univ-ouaga2.bf Univ. Polytechnique Bobo Dioulasso Niger FP : Ali HAMADOU 6 TOE patrice patrice_toe57@yahoo.fr N Nom/Prénom(s) Statut ou Service Contact Téléphone 41

42 Date Workshop : 15/03/2017 Lieu : l'université de Dosso Agrhymet CERMES EMIG Moctar Hima Sadou Responsable du Centre de Documentation BOUBACAR HAMIDOU ENAM Maiguizo Maman Sani IFAENF Thoguyéni Emilienne INJS Mamoudou Bibliothécaire Adamou Halidou INRAN Aissata Maliki Documentaliste/Responsable de la Division Information Valorisation Documentation IRD Univ. Abdou Moumouni Niamey Ramatou Boubacar Moussa Habibou Abdoulkarim s.moctar@agrhymet.ne Chef Service Scolarité et Responsable de foncemig@yahoo.fr la bibliothèque Informaticien maiguizo@gmail.com Responsable bibliothèque ethoguyeni@yahoo.fr mamoudou0606@gmail.com malikiaissata@yahoo.fr Documentaliste ramatou.boubacar@ird.fr Chef du Service Central de l'informatique, des Technologies de l'information et de la Communication pour l'enseignement (SCI/TICE) oumani_akarim2006@yahoo.fr Univ. Diffa Rabiou Habou Enseignant-chercheur rabiouhabougarba@yahoo.fr Univ. Mohamed Chef service scolarité garzaye@gmail.com Dankoulodo Maradi Nasser Saley Univ. Dosso Souley Directeur de l Institut Universitaire de sgoubekoye@yahoo.fr Goubekoye Technologie Univ. Tahoua Rekia Keita Bibliothécaire rakiatouelley@gmail.com Univ. Tillabéri Zakari Bagué Responsable informatique badjesofo@gmail.com Sopho Univ. Zinder AMGAR SIDIEN Mahaman Bibliothécaire mamaneamghar@gmail.com Sénégal FP : MBAIE Maissa Date Workshop : 27/02/2017 Lieu : UCAD Univ. Diop Bambey N Nom/Prénom(s) Statut ou Service Contact 1 Fama Diagne Sene UCAD 2 Papa Arona NDIAYE UGB 3 Malamine DIOUF Directrice de Bibliothèque Centrale Universitaire Directeur de la Bibliothèque Universitaire Directeur de la Bibliothèque Universitaire famadiagne.sene@uadb.edu.s n Téléphone Tel1 : arona.ndiaye@ucad.edu.sn malamine.diouf@ugb.edu.sn

43 Univ. Thiès 4 Mme Philomène R. FAYE Univ. Virtuelle du Sénégal Univ. Ziguinchor Nigeria FP : Laide Olanlokum Date Workshop : 6 mars Mali FP : KEITA Ibourahima Date Workshop : 20/03/2017 Lieu : ANTIM Directrice de Bibliothèque Centrale prfaye@univ-thies.sn Aliou SANE Responsable de la Scolarité de l UVS aliousane@uvs.edu.sn Alphouseyni Directeur de la Bibliothèque abodian@univ-zig.sn BODIA Universitaire 89 N N Nom/Prénom(s) Statut ou Service Contact Téléphone Waiting for names N Nom/Prénom(s) Statut ou Service Contact Téléphone Dr Ibourahima Fonctionnaire/ANTIM Ibourahiman@gmail.com KEITA CRLD Dr Yehia dit Fonctionnaire/Epidémiologiste/CRLD sadio@icermali.org Sadio SARRO ENETP Siaka Konaté Fonctionnaire /Informaticien/ENETP Konatesiaka77@gmail.com / ENSup Tuana Alice Fonctionnaire/Bibliothéconomie/ENSUP tuanaalicekeita@yahoo.fr KEITA INRSP IPR/IFRA Dr Siaka Diarra Fonctionnaire /responsable du service Communication /l'ipr/ifra. siaka.diarra@ipr-ifra.edu.ml Univ. Lettres & Sciences Humaines Univ. Ségou Univ. Sciences Sociales et de Gestion Bamako Univ. Sciences Techniques Techno. Bamako Sane Ahamadou Sidi TOURE Sory Ibrahim Camara Mme Coulibaly Rokia DIAWARA Hamsatou DOUCOURE conservateur de patrimoine, documentaliste ULSHB amasanetoure@yahoo.fr Documentaliste ibsocam@gmail.com / bibliothécaire à I'USSGB Rokiadiawara75@gmail.com / documentaliste à la FST/USTTB. choualaka@gmail.com

44 APPENDIX 2 Internet access in Africa Source 44

45 45

46 APPENDIX 3 Details on Services For any further details, T3.3 team will provide all the contacts to WACREN in order to enter the discussion and design properly the services. A- Service Deployment 1/Prerequisite for deployment NOCaaS WACREN have to choose between two models, either directly operate the NOC, or signed a contract with a service provider to operate this as a service. This second option will be preferable because it can be operational in a shorter term and more scalable to adopt new NREN. In case of an on-premise solution, here below a non-exhaustive mandatory list of requirement for deployment: - Locations: to host staff and system (e.g.: for monitoring). These locations can be the same. - Trained staff - All kinds of infrastructure facilities - Network and Security infrastructure - Tools (Portal, Ticketing, Weather Map, ) - Define a governance model 2/ Technical conditions for implementation This type of service requires a high level of trained staff and an important management follow up of a 24/7 team. It is frequent to deal with a subcontractor for a quicker solution. Key Performance Indicator (KPI) and the best practices (as ITIL model) have a direct impact on the manpower. To be efficient, the NOC as a Service should follow the set-up of practices from Information Technology Infrastructure Library (ITIL) model. According to the best practices, here is the suggested organisation and implementation: NOC Organization: Four major themes constitute the ITIL recommendations in terms of operational aspects: - Service Strategy - Service Design - Service Transition - Service Operation It is significant to cover all four major themes with processes and manpower. Every theme needs to be shared. Therefore, it is primary to define roles and responsibilities of each Manager. Below an example of generic organisation that can cover every item: 46

47 - NOC Director -> Service Strategy - Service Delivery Manager -> Service Strategy, Service Design, Service Operation - Delivery Manager -> Service Design, Service Operation, Service Transition - Change Manager -> Service Transition - Security Officer -> Service Design - Project Manager -> All aspects through project management - Service Desk -> Service Operation Customer Relationship / Business Development In order to handle customer relationship, a Contract Manager need to be appointed. The Contract Manager is: - in charge of the contracts (legal aspect, financial aspect, ) and is the entry point of escalation (including operational aspects) - the single point of contact (SPOC) with a view to facilitate communication and rapid reaction at times on managerial issues and operational escalations - ensuring customer satisfaction Although, he is the key contact, it is necessary to provide an escalation matrix. Continual Service Improvement (CSI/ITIL) / Business Process Improvement (BPI/Six Sigma) CSI manages improvement initiative and ensures the business goals achievement. It consists of Plan, Do, Check, and Act, and its goal is to ensure consolidation of achievement and a managed improvement approach for quality services. Other methodologies can be used like BPI, Six Sigma, to improve process effectiveness, efficiency and cost effectiveness of IT processes through the whole lifecycle. All manpower can be mutualized with NOCaaS contracts and the WACREN NOC especially Service Desk. Presented below an example of NOCaaS organization. 47