# ACTRIS PPP D4.1: Concept document on ACTRIS Central Facilities structure and services

Aldo Amodeo, Arnoud Apituley, Livio Belgante, Thomas Blumenstock, Cathy Boone, Alexander Cede, Paul Connolly, Carmela Cornacchia, Giuseppe Damico, Jacques Descloitres, et al.

► To cite this version:

Aldo Amodeo, Arnoud Apituley, Livio Belgante, Thomas Blumenstock, Cathy Boone, et al. ACTRIS PPP D4.1: Concept document on ACTRIS Central Facilities structure and services. University of Helsinki. 2018. hal-04618082

HAL Id: hal-04618082

https://hal.science/hal-04618082

Submitted on 21 Jun 2024

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<figure><img src="image_1.png" /></figure>

Distributed under a Creative Commons Attribution 4.0 International License
# ACTRIS PPP D4.1: Concept document on ACTRIS Central Facilities structure and services

Aldo Amodeo, Arnoud Apituley, Livio Belgante, Thomas Blumenstock, Cathy Boone, Alexander Cede, Paul Connolly, Carmela Cornacchia, Giuseppe Damico, Jacques Descloitres, et al.

<figure><img src="image_1.png" /></figure>

To cite this version:

Aldo Amodeo, Arnoud Apituley, Livio Belgante, Thomas Blumenstock, Cathy Boone, et al. ACTRIS PPP D4.1: Concept document on ACTRIS Central Facilities structure and services. University of Helsinki. 2018. hal-04618082

HAL Id: hal-04618082

https://hal.science/hal-04618082v1

Submitted on 21 Jun 2024

HAL is a multi-disciplinary open access
archive for the deposit and dissemination of sci-
entific research documents, whether they are pub-
lished or not. The documents may come from
teaching and research institutions in France or
abroad, or from public or private research centers.

L'archive ouverte pluridisciplinaire HAL, est
destinée au dépôt et à la diffusion de documents
scientifiques de niveau recherche, publiés ou non,
émanant des établissements d'enseignement et de
recherche français ou étrangers, des laboratoires
publics ou privés.

<figure><img src="image_2.png" /></figure>

Distributed under a Creative Commons Attribution 4.0 International License
<figure><img src="image_2.png" /></figure>

# Deliverable D4.1: Concept document on ACTRIS Central Facilities structure and services

## Contributions by:

Aldo Amodeo, Arnoud Apituley, Livio Belegante, Thomas Blumenstock, Cathy Boonne, Alexander Cede, Paul Connolly, Carmela Cornacchia, Giuseppe Damico, Jacques Descloitres, Bart Dils, Olivier Favez, Markus Fiebig, Evelyn Freney, Volker Freudenthaler, Martin Gallagher, Sophie Godin-Beekmann, Philippe Goloub, Valerie Gros, Martial Haeffelin, Frank Hase, Markus Hermann, Hartmut Herrmann, Tuija Jokinen, Anne Kasper-Giebl, Marjut Kaukolehto, Terhi Kontkanen, Paolo Laj, Bavo Langerock, Heikki Lihavainen, Emmanuel Mahieu, Ina Mattis, Martine De Mazière, Lucia Mona, Anke Mutzel, Cathrine Lund Myhre, Ottmar Möhler, Doina Nicolae, Ewan O'Connor, Jakub Ondracek, Mathias Palm, Nicole Papineau, Gelsomina Pappalardo, Nicolas Pascal, Carlos Pérez García-Pando, Andrea Pazmino, Rosa Petracca, Tuukka Petäjä, Sabine Philippin, Benedicte Picquet-Varrault, Dominik van Pinxteren, Christian Plass-Dülmer, Bernhard Pospichal, Paolo Prati, Natalia Prats, Jean-Philippe Putaud, Stefan Reimann, Franz Rohrer, Michel Van Roozendael, Herman Russchenberg, Stéphane Sauvage, Michael Schulz, Karine Sellegri, Sanna Sorvari, Rainer Steinbrecher, Ralf Sussmann, Tove Svendby, Carlos Toledano, Corinne Vigouroux, Annele Virtanen, Chris Walden, Robert Wegener, Alfred Wiedensohler and Matthias Wiegner

## Deliverable compiled by:

Niku Kivekäs
<figure><img src="image_3.png" /></figure>

# Deliverable D4.1: Concept document on ACTRIS Central Facilities structure and services

## Contributions by:

Aldo Amodeo, Arnoud Apituley, Livio Belegante, Thomas Blumenstock, Cathy Boonne, Alexander Cede, Paul Connolly, Carmela Cornacchia, Giuseppe Damico, Jacques Descloitres, Bart Dils, Olivier Favez, Markus Fiebig, Evelyn Freney, Volker Freudenthaler, Martin Gallagher, Sophie Godin-Beekmann, Philippe Goloub, Valerie Gros, Martial Haeffelin, Frank Hase, Markus Hermann, Hartmut Herrmann, Tuija Jokinen, Anne Kasper-Giebl, Marjut Kaukolehto, Terhi Kontkanen, Paolo Laj, Bavo Langerock, Heikki Lihavainen, Emmanuel Mahieu, Ina Mattis, Martine De Mazière, Lucia Mona, Anke Mutzel, Cathrine Lund Myhre, Ottmar Möhler, Doina Nicolae, Ewan O'Connor, Jakub Ondracek, Mathias Palm, Nicole Papineau, Gelsomina Pappalardo, Nicolas Pascal, Carlos Pérez García-Pando, Andrea Pazmino, Rosa Petracca, Tuukka Petäjä, Sabine Philippin, Benedicte Picquet-Varrault, Dominik van Pinxteren, Christian Plass-Dülmer, Bernhard Pospichal, Paolo Prati, Natalia Prats, Jean-Philippe Putaud, Stefan Reimann, Franz Rohrer, Michel Van Roozendael, Herman Russchenberg, Stéphane Sauvage, Michael Schulz, Karine Sellegri, Sanna Sorvari, Rainer Steinbrecher, Ralf Sussmann, Tove Svendby, Carlos Toledano, Corinne Vigouroux, Annele Virtanen, Chris Walden, Robert Wegener, Alfred Wiedensohler and Matthias Wiegner

## Deliverable compiled by:

Niku Kivekäs
<table><tr><td>Work package no</td><td>WP 4</td></tr><tr><td>Deliverable no.</td><td>D4.1</td></tr><tr><td>Lead beneficiary</td><td>INOE</td></tr><tr><td>Deliverable type</td><td><input type="checkbox"/> R (Document, report)<br/>DEC (Websites, patent fillings, videos, etc.)<br/>OTHER: please specify</td></tr><tr><td>Dissemination level</td><td><input type="checkbox"/> PU (public)<br/>CO (confidential, only for members of the Consortium, incl. Commission)</td></tr><tr><td>Estimated delivery date</td><td>Month 12</td></tr><tr><td>Actual delivery date</td><td>28/02/2018</td></tr><tr><td>Version</td><td>Final for EC</td></tr><tr><td>Reviewed by</td><td>Sanna Sorvari, Markku Kulmala, Gelsomina Pappalardo, Paolo Laj</td></tr><tr><td>Accepted by</td><td>Sanna Sorvari</td></tr><tr><td>Comments</td><td>This deliverable contains the concept documents for all eight ACTRIS Central Facilities.</td></tr></table>
<table><tr><td>Work package no</td><td>WP 4</td></tr><tr><td>Deliverable no.</td><td>D4.1</td></tr><tr><td>Lead beneficiary</td><td>INOE</td></tr><tr><td>Deliverable type</td><td><input type="checkbox"/> R (Document, report)<br/>DEC (Websites, patent fillings, videos, etc.)<br/>OTHER: please specify</td></tr><tr><td>Dissemination level</td><td><input type="checkbox"/> PU (public)<br/>CO (confidential, only for members of the Consortium, incl. Commission)</td></tr><tr><td>Estimated delivery date</td><td>Month 12</td></tr><tr><td>Actual delivery date</td><td>28/02/2018</td></tr><tr><td>Version</td><td>Final for EC</td></tr><tr><td>Reviewed by</td><td>Sanna Sorvari, Markku Kulmala, Gelsomina Pappalardo, Paolo Laj</td></tr><tr><td>Accepted by</td><td>Sanna Sorvari</td></tr><tr><td>Comments</td><td>This deliverable contains the concept documents for all eight ACTRIS Central Facilities.</td></tr></table>
Structure of the deliverable

This deliverable contains concepts documents for all eight Central Facilities in ACTRIS. The document is divided into eight sections, each consisting of the concept document of one ACTRIS Central Facility. Each section has its own cover page, heading, and page numbering.

Section 1 – ACTRIS Head Office

Section 2 – ACTRIS Data Centre

Section 3 – Centre for Aerosol In Situ Measurements

Section 4 – Centre for Aerosol Remote Sensing

Section 5 – Centre for Cloud In Situ Measurements

Section 6 – Centre for Cloud Remote Sensing

Section 7 – Centre for Reactive Trace Gases In Situ Measurements

Section 8 – Centre for Reactive Trace Gases Remote Sensing
Structure of the deliverable

This deliverable contains concepts documents for all eight Central Facilities in ACTRIS. The document is divided into eight sections, each consisting of the concept document of one ACTRIS Central Facility. Each section has its own cover page, heading, and page numbering.

Section 1 – ACTRIS Head Office

Section 2 – ACTRIS Data Centre

Section 3 – Centre for Aerosol In Situ Measurements

Section 4 – Centre for Aerosol Remote Sensing

Section 5 – Centre for Cloud In Situ Measurements

Section 6 – Centre for Cloud Remote Sensing

Section 7 – Centre for Reactive Trace Gases In Situ Measurements

Section 8 – Centre for Reactive Trace Gases Remote Sensing
Section 1

Concept of ACTRIS Head Office

ACTRIS PPP WP 4 Task 4.1

21.2.2018

Public
Section 1

Concept of ACTRIS Head Office

ACTRIS PPP WP 4 Task 4.1

21.2.2018

Public
Contents

<table><tr><td>1</td><td>Purpose of the document</td><td>4</td></tr><tr><td>2</td><td>Description and role of the ACTRIS Head Office</td><td>4</td></tr><tr><td>2.1</td><td>Framework</td><td>4</td></tr><tr><td>2.2</td><td>Organisational relevance</td><td>4</td></tr><tr><td>2.3</td><td>Scientific relevance</td><td>5</td></tr><tr><td>2.4</td><td>ACTRIS HO mission</td><td>6</td></tr><tr><td>3</td><td>Internal organisational support and significance of the HO</td><td>7</td></tr><tr><td>3.1</td><td>Management of the ACTRIS ERIC and coordination of the ACTRIS</td><td>7</td></tr><tr><td>3.1.1</td><td>Efficient governance and management (incl. human resources)</td><td>7</td></tr><tr><td>3.1.2</td><td>Financial sustainability</td><td>8</td></tr><tr><td>3.1.3</td><td>Measuring the socio-economic impacts</td><td>9</td></tr><tr><td>3.1.4</td><td>Accounting for risks</td><td>9</td></tr><tr><td>3.2</td><td>ACTRIS service and access management</td><td>9</td></tr><tr><td>3.2.1</td><td>Establishment and management of the peer review access process</td><td>10</td></tr><tr><td>3.2.2</td><td>Interface between users and ACTRIS Facilities</td><td>10</td></tr><tr><td>3.2.3</td><td>Monitoring access and services provided</td><td>10</td></tr><tr><td>3.2.4</td><td>Management of the Science and User Forum</td><td>11</td></tr><tr><td>3.2.5</td><td>Training of users</td><td>12</td></tr><tr><td>3.2.6</td><td>Interlinkages with other HO units</td><td>12</td></tr><tr><td>3.3</td><td>Coordination of the ACTRIS operations and technological development</td><td>12</td></tr><tr><td>3.3.1</td><td>Management of well-integrated RI operations</td><td>12</td></tr><tr><td>3.3.2</td><td>Technological development of RI operations</td><td>13</td></tr><tr><td>3.3.3</td><td>Optimizing the RI operational work flows</td><td>13</td></tr><tr><td>3.3.4</td><td>Development and management of downstream services of ACTRIS</td><td>13</td></tr><tr><td>3.4</td><td>ACTRIS scientific and operations strategy development and establishment and management of external relations</td><td>14</td></tr><tr><td>3.4.1</td><td>Strategic Development of ACTRIS</td><td>14</td></tr><tr><td>3.4.2</td><td>Coordinating and supporting communication and dissemination of ACTRIS</td><td>14</td></tr><tr><td>3.4.3</td><td>Building and maintaining external relations</td><td>15</td></tr><tr><td>3.4.4</td><td>Enhancing innovations through private sector liaisons and collaboration</td><td>15</td></tr><tr><td>4</td><td>Services and benefits for the user communities</td><td>16</td></tr><tr><td>5</td><td>Governance and management structure of the Head Office</td><td>18</td></tr><tr><td>5.1</td><td>Organisational structure requirements for Head Office</td><td>18</td></tr></table>
Contents

<table><tr><td>1</td><td>Purpose of the document</td><td>4</td></tr><tr><td>2</td><td>Description and role of the ACTRIS Head Office</td><td>4</td></tr><tr><td>2.1</td><td>Framework</td><td>4</td></tr><tr><td>2.2</td><td>Organisational relevance</td><td>4</td></tr><tr><td>2.3</td><td>Scientific relevance</td><td>5</td></tr><tr><td>2.4</td><td>ACTRIS HO mission</td><td>6</td></tr><tr><td>3</td><td>Internal organisational support and significance of the HO</td><td>7</td></tr><tr><td>3.1</td><td>Management of the ACTRIS ERIC and coordination of the ACTRIS</td><td>7</td></tr><tr><td>3.1.1</td><td>Efficient governance and management (incl. human resources)</td><td>7</td></tr><tr><td>3.1.2</td><td>Financial sustainability</td><td>8</td></tr><tr><td>3.1.3</td><td>Measuring the socio-economic impacts</td><td>9</td></tr><tr><td>3.1.4</td><td>Accounting for risks</td><td>9</td></tr><tr><td>3.2</td><td>ACTRIS service and access management</td><td>9</td></tr><tr><td>3.2.1</td><td>Establishment and management of the peer review access process</td><td>10</td></tr><tr><td>3.2.2</td><td>Interface between users and ACTRIS Facilities</td><td>10</td></tr><tr><td>3.2.3</td><td>Monitoring access and services provided</td><td>10</td></tr><tr><td>3.2.4</td><td>Management of the Science and User Forum</td><td>11</td></tr><tr><td>3.2.5</td><td>Training of users</td><td>12</td></tr><tr><td>3.2.6</td><td>Interlinkages with other HO units</td><td>12</td></tr><tr><td>3.3</td><td>Coordination of the ACTRIS operations and technological development</td><td>12</td></tr><tr><td>3.3.1</td><td>Management of well-integrated RI operations</td><td>12</td></tr><tr><td>3.3.2</td><td>Technological development of RI operations</td><td>13</td></tr><tr><td>3.3.3</td><td>Optimizing the RI operational work flows</td><td>13</td></tr><tr><td>3.3.4</td><td>Development and management of downstream services of ACTRIS</td><td>13</td></tr><tr><td>3.4</td><td>ACTRIS scientific and operations strategy development and establishment and management of external relations</td><td>14</td></tr><tr><td>3.4.1</td><td>Strategic Development of ACTRIS</td><td>14</td></tr><tr><td>3.4.2</td><td>Coordinating and supporting communication and dissemination of ACTRIS</td><td>14</td></tr><tr><td>3.4.3</td><td>Building and maintaining external relations</td><td>15</td></tr><tr><td>3.4.4</td><td>Enhancing innovations through private sector liaisons and collaboration</td><td>15</td></tr><tr><td>4</td><td>Services and benefits for the user communities</td><td>16</td></tr><tr><td>5</td><td>Governance and management structure of the Head Office</td><td>18</td></tr><tr><td>5.1</td><td>Organisational structure requirements for Head Office</td><td>18</td></tr></table>
<table><tr><td>5.2</td><td>Management body of the Head Office</td><td>20</td></tr><tr><td>5.3</td><td>Head Office linkages to NFs and other CFs</td><td>21</td></tr><tr><td>5.4</td><td>Head Office link to ACTRIS ERIC governance</td><td>21</td></tr><tr><td>6</td><td>Requirements for the Head Office</td><td>24</td></tr><tr><td>6.1</td><td>General requirements</td><td>24</td></tr><tr><td>6.2</td><td>Technical requirements</td><td>24</td></tr><tr><td>6.2.1</td><td>Facilities</td><td>24</td></tr><tr><td>6.2.2</td><td>Human resources</td><td>24</td></tr><tr><td>6.2.3</td><td>Other requirements</td><td>27</td></tr><tr><td>7</td><td>Basic criteria for the selection of the Head Office</td><td>28</td></tr><tr><td>8</td><td>Obligations of the Head Office</td><td>28</td></tr><tr><td>8.1</td><td>General obligations</td><td>28</td></tr><tr><td>8.2</td><td>More specific obligations</td><td>29</td></tr><tr><td>8.2.1</td><td>.Obligations to the General Assembly and other governance bodies</td><td>29</td></tr><tr><td>8.2.2</td><td>Obligations towards the ACTRIS National Facilities and Central Facilities</td><td>29</td></tr><tr><td>8.2.3</td><td>Technical obligations towards the ACTRIS users</td><td>30</td></tr><tr><td>8.3</td><td>Evaluation of the activity of the Head Office</td><td>31</td></tr><tr><td>9</td><td>Glossary</td><td>36</td></tr><tr><td>10</td><td>Reference documents</td><td>38</td></tr></table>
<table><tr><td>5.2</td><td>Management body of the Head Office</td><td>20</td></tr><tr><td>5.3</td><td>Head Office linkages to NFs and other CFs</td><td>21</td></tr><tr><td>5.4</td><td>Head Office link to ACTRIS ERIC governance</td><td>21</td></tr><tr><td>6</td><td>Requirements for the Head Office</td><td>24</td></tr><tr><td>6.1</td><td>General requirements</td><td>24</td></tr><tr><td>6.2</td><td>Technical requirements</td><td>24</td></tr><tr><td>6.2.1</td><td>Facilities</td><td>24</td></tr><tr><td>6.2.2</td><td>Human resources</td><td>24</td></tr><tr><td>6.2.3</td><td>Other requirements</td><td>27</td></tr><tr><td>7</td><td>Basic criteria for the selection of the Head Office</td><td>28</td></tr><tr><td>8</td><td>Obligations of the Head Office</td><td>28</td></tr><tr><td>8.1</td><td>General obligations</td><td>28</td></tr><tr><td>8.2</td><td>More specific obligations</td><td>29</td></tr><tr><td>8.2.1</td><td>.Obligations to the General Assembly and other governance bodies</td><td>29</td></tr><tr><td>8.2.2</td><td>Obligations towards the ACTRIS National Facilities and Central Facilities</td><td>29</td></tr><tr><td>8.2.3</td><td>Technical obligations towards the ACTRIS users</td><td>30</td></tr><tr><td>8.3</td><td>Evaluation of the activity of the Head Office</td><td>31</td></tr><tr><td>9</td><td>Glossary</td><td>36</td></tr><tr><td>10</td><td>Reference documents</td><td>38</td></tr></table>
# 1 Purpose of the document

This document describes the requirements, functions and relations of the ACTRIS Head Office. The document includes description and the role of the Head Office within the ACTRIS, and its role to the user communities of the ACTRIS, the foreseen organisational structure and the governance of the Head Office. This document describes the responsibilities of the Head Office, required capabilities, human resources, and facilities.

# 2 Description and role of the ACTRIS Head Office

## 2.1 Framework

### Vision statement of ACTRIS

ACTRIS is the fundamental European research infrastructure for short-lived atmospheric constituents increasing the excellence in Earth system research and developing sustainable solutions to environmental challenges.

### Mission statement of ACTRIS

ACTRIS shall establish, operate, and develop a pan-European distributed research infrastructure for short-lived atmospheric constituents. ACTRIS shall provide effective access for a wide user community to its resources and services in order to facilitate high-quality Earth system research.

ACTRIS is the European Research Infrastructure (RI) for fostering the use of research data and data analysis tools, and world-class research facilities in the field of atmospheric aerosols, clouds, and reactive trace gases. The ACTRIS Central Facilities (CFs) represent the key operative entities of this RI and have a fundamental role as they provide services to the users according to the ACTRIS service and access policy as well as operation support to the National Facilities (NFs). CFs are operated at the European level and are part of the governance and decision-making structure of the RI. Each CF may have several operational Units that can be located in different locations, and are operated by research performing organizations (RPOs) or by ACTRIS ERIC. The CFs link the NFs, i.e. the observational and exploratory platforms, which are operated at the national level and produce the majority of the ACTRIS measurement data.

The ACTRIS Head Office (HO) is one of the ACTRIS Central Facilities besides ACTRIS Data Centre and six Topical Centres, which are organized around the main scientific themes of ACTRIS: aerosols, clouds, and reactive trace gases, each with a particular focus on either remote sensing or in situ measurement techniques. Users access the services of ACTRIS through the Service and Access Management Unit (SAMU), administered by the HO.

## 2.2 Organisational relevance

ACTRIS is a large and complex Pan-European distributed research infrastructure worth of several Million euros, with high scientific ambition and with operations in more than 20 European countries. ACTRIS
# 1 Purpose of the document

This document describes the requirements, functions and relations of the ACTRIS Head Office. The document includes description and the role of the Head Office within the ACTRIS, and its role to the user communities of the ACTRIS, the foreseen organisational structure and the governance of the Head Office. This document describes the responsibilities of the Head Office, required capabilities, human resources, and facilities.

# 2 Description and role of the ACTRIS Head Office

## 2.1 Framework

### Vision statement of ACTRIS

ACTRIS is the fundamental European research infrastructure for short-lived atmospheric constituents increasing the excellence in Earth system research and developing sustainable solutions to environmental challenges.

### Mission statement of ACTRIS

ACTRIS shall establish, operate, and develop a pan-European distributed research infrastructure for short-lived atmospheric constituents. ACTRIS shall provide effective access for a wide user community to its resources and services in order to facilitate high-quality Earth system research.

ACTRIS is the European Research Infrastructure (RI) for fostering the use of research data and data analysis tools, and world-class research facilities in the field of atmospheric aerosols, clouds, and reactive trace gases. The ACTRIS Central Facilities (CFs) represent the key operative entities of this RI and have a fundamental role as they provide services to the users according to the ACTRIS service and access policy as well as operation support to the National Facilities (NFs). CFs are operated at the European level and are part of the governance and decision-making structure of the RI. Each CF may have several operational Units that can be located in different locations, and are operated by research performing organizations (RPOs) or by ACTRIS ERIC. The CFs link the NFs, i.e. the observational and exploratory platforms, which are operated at the national level and produce the majority of the ACTRIS measurement data.

The ACTRIS Head Office (HO) is one of the ACTRIS Central Facilities besides ACTRIS Data Centre and six Topical Centres, which are organized around the main scientific themes of ACTRIS: aerosols, clouds, and reactive trace gases, each with a particular focus on either remote sensing or in situ measurement techniques. Users access the services of ACTRIS through the Service and Access Management Unit (SAMU), administered by the HO.

## 2.2 Organisational relevance

ACTRIS is a large and complex Pan-European distributed research infrastructure worth of several Million euros, with high scientific ambition and with operations in more than 20 European countries. ACTRIS
engages a large community of stakeholders, commits the RPOs in the operations, oversees the high standards of the services for the users and ensures the sustainability of its operations. All of these call for well-coordinated and managed operations, organisational framework and governance, which are the tasks of the Head Office to arrange and manage. The Head Office is responsible for establishing and improving the Quality Management System for ACTRIS.

The ACTRIS HO manages the governance bodies of the RI by acting as facilitator and secretariat for many of the bodies. It manages stakeholder liaisons, formal interactions with national and European members, observers and other partners. It manages any agreements with the NFs, CFs and collaborators approved by the General Assembly of the ACTRIS ERIC (European Research Infrastructure Consortium).

The HO administers the Service and Access Management Unit (SAMU) as a single access point to ACTRIS services. The SAMU optimizes physical access and scientific and technical services provided by ACTRIS Topical Centres and NFs. The HO promotes ACTRIS data and services to the wide user communities.

The HO coordinates and promotes the ACTRIS at the European and international levels. It manages liaison and outreach activities and works for building the general ACTRIS identity and raising awareness of its services. HO supports and coordinates the strategic and scientific development and innovation activities by cooperating with other RIs, organisations and private sector at EU and global level.

## 2.3 Scientific relevance

ACTRIS focuses on producing high-quality observations of short-lived climate forcers (SLCFs) and knowledge about processes driving their atmospheric lifetime. Short-lived atmospheric components have a residence time in the atmosphere from hours to few weeks and their level of concentration and physical, chemical and optical properties affect:

* The Earth's radiation balance through direct albedo effect or indirect cloud-related processes, one of the major sources of uncertainty in future-climate predictions.

* Public health as aerosol particles and gases, at concentrations typically found across Europe, give rise to severe and unacceptable health effects in the European population

* Extreme phenomena whether man-induced or not, by contributing to changing energy balance at the ground and in the atmospheric column.

An additional level of complexity is linked to the issue of man-induced climate-chemistry interaction. Emissions of pollutants change the atmospheric composition contributing to climate change through the aforementioned climate components, and, vice-versa, climate change influences atmospheric composition through a series of feedback process including changes in temperature, dynamics, hydrological cycle, atmospheric stability, emission intensity of biogenic compounds, temperature-dependent transformation processes in the troposphere, etc. The level of scientific understanding of the climate drivers, interactions and impacts is very low. ACTRIS provides user-oriented access to high-quality data and physical access to large facilities and laboratories, including simulation chambers, to conduct excellence research in the atmospheric domain. *The task of ACTRIS HO is to serve the users by providing the access to ACTRIS facilities and coordinate the ACTRIS data production. HO is in charge of the strategic development and planning of the ACTRIS services for users to solve important scientific questions.*
engages a large community of stakeholders, commits the RPOs in the operations, oversees the high standards of the services for the users and ensures the sustainability of its operations. All of these call for well-coordinated and managed operations, organisational framework and governance, which are the tasks of the Head Office to arrange and manage. The Head Office is responsible for establishing and improving the Quality Management System for ACTRIS.

The ACTRIS HO manages the governance bodies of the RI by acting as facilitator and secretariat for many of the bodies. It manages stakeholder liaisons, formal interactions with national and European members, observers and other partners. It manages any agreements with the NFs, CFs and collaborators approved by the General Assembly of the ACTRIS ERIC (European Research Infrastructure Consortium).

The HO administers the Service and Access Management Unit (SAMU) as a single access point to ACTRIS services. The SAMU optimizes physical access and scientific and technical services provided by ACTRIS Topical Centres and NFs. The HO promotes ACTRIS data and services to the wide user communities.

The HO coordinates and promotes the ACTRIS at the European and international levels. It manages liaison and outreach activities and works for building the general ACTRIS identity and raising awareness of its services. HO supports and coordinates the strategic and scientific development and innovation activities by cooperating with other RIs, organisations and private sector at EU and global level.

## 2.3 Scientific relevance

ACTRIS focuses on producing high-quality observations of short-lived climate forcers (SLCFs) and knowledge about processes driving their atmospheric lifetime. Short-lived atmospheric components have a residence time in the atmosphere from hours to few weeks and their level of concentration and physical, chemical and optical properties affect:

* The Earth's radiation balance through direct albedo effect or indirect cloud-related processes, one of the major sources of uncertainty in future-climate predictions.

* Public health as aerosol particles and gases, at concentrations typically found across Europe, give rise to severe and unacceptable health effects in the European population

* Extreme phenomena whether man-induced or not, by contributing to changing energy balance at the ground and in the atmospheric column.

An additional level of complexity is linked to the issue of man-induced climate-chemistry interaction. Emissions of pollutants change the atmospheric composition contributing to climate change through the aforementioned climate components, and, vice-versa, climate change influences atmospheric composition through a series of feedback process including changes in temperature, dynamics, hydrological cycle, atmospheric stability, emission intensity of biogenic compounds, temperature-dependent transformation processes in the troposphere, etc. The level of scientific understanding of the climate drivers, interactions and impacts is very low. ACTRIS provides user-oriented access to high-quality data and physical access to large facilities and laboratories, including simulation chambers, to conduct excellence research in the atmospheric domain. *The task of ACTRIS HO is to serve the users by providing the access to ACTRIS facilities and coordinate the ACTRIS data production. HO is in charge of the strategic development and planning of the ACTRIS services for users to solve important scientific questions.*
ACTRIS is an important RI in the atmospheric research infrastructure landscape as it provides high-quality data and information that are very relevant for atmospheric science and are not covered by any other European RIs. ACTRIS integrates five atmospheric science communities (aerosol, cloud, LIDAR, trace gases, and simulation chamber communities) in Europe into one coherent research infrastructure, making ACTRIS the biggest in size, covering most of the atmospheric observations and experiments, and providing the broadest set of atmospheric variables in the atmospheric research infrastructure domain.

Through collaboration with other RIs, with international organisations and programmes, ACTRIS can address scientific and societal challenges through synergies and complementarities. The Head Office manages the ACTRIS scientific and technological development project portfolio and ensures that these collaborations lead to benefits for the ACTRIS users (development in services and operations) and is according to the ACTRIS strategy.

ACTRIS HO also manages and oversees the future cooperation with RIs from other domains and in particular joint development of data interoperability, data provision, technologies and provision of common services and tools for users. In addition to collaboration with other RIs, the ACTRIS HO shall conclude mutual agreements with a number of organizations, either to facilitate the production of services, or to ensure that a specific service is provided or to ensure that the role of the ACTRIS is clearly established. These organisations and programmes are for example:

* WMO (World Meteorological Organisation)

* ECMWF (European Centre for Medium range Weather Forecasting)

* COPERNICUS

* NWS (National Weather Services)

* EMEP (European Monitoring and Evaluations Programme)

* ESA (European Space Agency)

* EUMETSAT (European Organisation for the Exploitation of Meteorological Satellites)

* EEA (European Environment Agency)

* European Commission (under a legal entity status the ACTRIS ERIC will be able to participate as unique and sole beneficiary in any projects funded by the European Commission)

* Private partnerships

## 2.4 ACTRIS HO mission

The ACTRIS Head Office (HO) mission is to serve as central hub for the research infrastructure providing organizational resource and support to the ACTRIS community, making strategic plans and coordinating, overseeing and integrating the operations into a Pan-European research infrastructure. The HO coordinates and promotes the ACTRIS services, operates the legal entity, and ensures the strategic development and sustainability of the ACTRIS.

The HO operates from a user oriented and service based perspective, which is delivered consistently with quality, excellence, professionalism, and integrity.
ACTRIS is an important RI in the atmospheric research infrastructure landscape as it provides high-quality data and information that are very relevant for atmospheric science and are not covered by any other European RIs. ACTRIS integrates five atmospheric science communities (aerosol, cloud, LIDAR, trace gases, and simulation chamber communities) in Europe into one coherent research infrastructure, making ACTRIS the biggest in size, covering most of the atmospheric observations and experiments, and providing the broadest set of atmospheric variables in the atmospheric research infrastructure domain.

Through collaboration with other RIs, with international organisations and programmes, ACTRIS can address scientific and societal challenges through synergies and complementarities. The Head Office manages the ACTRIS scientific and technological development project portfolio and ensures that these collaborations lead to benefits for the ACTRIS users (development in services and operations) and is according to the ACTRIS strategy.

ACTRIS HO also manages and oversees the future cooperation with RIs from other domains and in particular joint development of data interoperability, data provision, technologies and provision of common services and tools for users. In addition to collaboration with other RIs, the ACTRIS HO shall conclude mutual agreements with a number of organizations, either to facilitate the production of services, or to ensure that a specific service is provided or to ensure that the role of the ACTRIS is clearly established. These organisations and programmes are for example:

* WMO (World Meteorological Organisation)

* ECMWF (European Centre for Medium range Weather Forecasting)

* COPERNICUS

* NWS (National Weather Services)

* EMEP (European Monitoring and Evaluations Programme)

* ESA (European Space Agency)

* EUMETSAT (European Organisation for the Exploitation of Meteorological Satellites)

* EEA (European Environment Agency)

* European Commission (under a legal entity status the ACTRIS ERIC will be able to participate as unique and sole beneficiary in any projects funded by the European Commission)

* Private partnerships

## 2.4 ACTRIS HO mission

The ACTRIS Head Office (HO) mission is to serve as central hub for the research infrastructure providing organizational resource and support to the ACTRIS community, making strategic plans and coordinating, overseeing and integrating the operations into a Pan-European research infrastructure. The HO coordinates and promotes the ACTRIS services, operates the legal entity, and ensures the strategic development and sustainability of the ACTRIS.

The HO operates from a user oriented and service based perspective, which is delivered consistently with quality, excellence, professionalism, and integrity.
## 3 Internal organisational support and significance of the HO

The HO is responsible for planning, improving and securing all aspects related to the sustainability of the whole RI: scientific excellence, successful user strategy, efficient governance and management (incl. human resources), financial sustainability, technological development and upgrading of the RI, innovation, measuring the socio-economic impacts, and accounting for risks.

The HO ensures overall quality assurance and control of the research infrastructure including organising the KPI process, regular impact analysis, user satisfaction surveys, and regular RI level evaluation by external evaluators. Based on the evaluations and analysis of the performance, the HO develops RI level strategies and plans, such as user strategy, access policy and management plans to be decided by the General Assembly (GA) of ACTRIAS ERIC in order to improve the scientific excellence and societal relevance of the RI. The requirements for the HO functions are divided in four categories: 1) management of ACTRIS ERIC and coordination of the ACTRIS; 2) ACTRIS service and access management; 3) Coordination of the ACTRIS operations and technological development; and 4) ACTRIS scientific and operations strategy development, and establishment and management of external relations.

HO has to establish and maintain an efficient management methodology consisting of documentation of processes, methods, rules and standards that are used to accomplish the HO specific responsibilities but also to manage the decision-making, adopting a new technology or service, managing risks and performance evaluation etc. All processes, procedures, rules and practices deployed by ACTRIS and described in this chapter should be covered in this HO management methodology. The established HO methodology should be predictable, repeatable, based on standards and best practices. The established methodology promotes high quality results and efficient use of resources. The HO is also a keeper and archive of the RI standards and processes related to the operations at the other CFs.

### 3.1 Management of the ACTRIS ERIC and coordination of the ACTRIS

This requirement relates especially to the sustainability aspects: a) efficient governance and management (incl. human resources), b) financial sustainability, c) measuring the socio-economic impacts, and d) accounting for risks. The ACTRIS Head Office needs to manage the day-to-day legal entity operations, such as financial planning and budget allocation, annual accounting, work plans, reporting, HR management, and all the other activities required to efficiently run an organisation. At the RI level, the HO supervises the preparation of all necessary administrative documents such as the annual activity report approved by the GA, it handles the overall management and administration issues in the RI and formulates and further develops the RI management plan. The Head Office shall work closely with the other CFs and, thus, it shall support and oversee the management of the CFs.

#### 3.1.1 Efficient governance and management (incl. human resources)

HO is in charge of the whole administrative tasks of ACTRIS ERIC. The administrative responsibilities of the HO includes preparing and coordinating the procurement of administrative services required by Head Office (such as pay-roll administration, working time management, travel and expense recording, contract management and archiving) ensuring that the process is run in accordance with the organizations' policies
## 3 Internal organisational support and significance of the HO

The HO is responsible for planning, improving and securing all aspects related to the sustainability of the whole RI: scientific excellence, successful user strategy, efficient governance and management (incl. human resources), financial sustainability, technological development and upgrading of the RI, innovation, measuring the socio-economic impacts, and accounting for risks.

The HO ensures overall quality assurance and control of the research infrastructure including organising the KPI process, regular impact analysis, user satisfaction surveys, and regular RI level evaluation by external evaluators. Based on the evaluations and analysis of the performance, the HO develops RI level strategies and plans, such as user strategy, access policy and management plans to be decided by the General Assembly (GA) of ACTRIAS ERIC in order to improve the scientific excellence and societal relevance of the RI. The requirements for the HO functions are divided in four categories: 1) management of ACTRIS ERIC and coordination of the ACTRIS; 2) ACTRIS service and access management; 3) Coordination of the ACTRIS operations and technological development; and 4) ACTRIS scientific and operations strategy development, and establishment and management of external relations.

HO has to establish and maintain an efficient management methodology consisting of documentation of processes, methods, rules and standards that are used to accomplish the HO specific responsibilities but also to manage the decision-making, adopting a new technology or service, managing risks and performance evaluation etc. All processes, procedures, rules and practices deployed by ACTRIS and described in this chapter should be covered in this HO management methodology. The established HO methodology should be predictable, repeatable, based on standards and best practices. The established methodology promotes high quality results and efficient use of resources. The HO is also a keeper and archive of the RI standards and processes related to the operations at the other CFs.

### 3.1 Management of the ACTRIS ERIC and coordination of the ACTRIS

This requirement relates especially to the sustainability aspects: a) efficient governance and management (incl. human resources), b) financial sustainability, c) measuring the socio-economic impacts, and d) accounting for risks. The ACTRIS Head Office needs to manage the day-to-day legal entity operations, such as financial planning and budget allocation, annual accounting, work plans, reporting, HR management, and all the other activities required to efficiently run an organisation. At the RI level, the HO supervises the preparation of all necessary administrative documents such as the annual activity report approved by the GA, it handles the overall management and administration issues in the RI and formulates and further develops the RI management plan. The Head Office shall work closely with the other CFs and, thus, it shall support and oversee the management of the CFs.

#### 3.1.1 Efficient governance and management (incl. human resources)

HO is in charge of the whole administrative tasks of ACTRIS ERIC. The administrative responsibilities of the HO includes preparing and coordinating the procurement of administrative services required by Head Office (such as pay-roll administration, working time management, travel and expense recording, contract management and archiving) ensuring that the process is run in accordance with the organizations' policies
and procedures. Contract management of the ACTRIS ERIC is one of the major administrative duties of the HO. It includes management of any agreements with the ACTRIS Central Facilities and collaborators approved by the General Assembly of the ACTRIS ERIC.

The HO should prepare and facilitate the GA meetings, the work of external advisory bodies, and the RI Committee work. This task includes the meeting material preparations and document management and archiving.

ACTRIS will be regularly subjected to external evaluations and assessments at both the European and national level. HO has the responsibility to respond to these evaluations and assessments. In addition, internal self-assessments of the ACTRIS service provision and European level operation performance (Key Performance Indicators) should be organised and managed by the HO. The HO should create, manage and develop an internal reporting system and establish relevant KPIs in order to gather relevant data and information from ACTRIS operators. This includes organising the quality assurance system of ACTRIS ERIC operations and governance. This task of managing the quality assurance processes feeds to the task of scientific and operations strategy development. Based on the data, the HO shall identify if and where processes are not working as they should and advising on changes to be made and ensuring the implementation of the changes.

The HO is responsible for the human resources policy and strategy of the ACTRIS ERIC. The HO manages issues related to employment contracts and leave of absences. HO is obliged to provide and manage the staff rules and exercise employer's duties according to the agreed legal framework (national and ERIC). The HO can give recommendations to the CFs and NFs that are not part of the ERIC. The HO should organise the training for managers in the HO and training of the CF managers, heads and directors in ACTRIS that support the success and improvement of the quality of the RI management. The HO task is to promote mobility of the ACTRIS managers and operators to "gain brain", improve performance, to benchmark and to learn best practices used in other organisations.

### 3.1.2 Financial sustainability

HO ensures proper financial management according to the ACTRIS financial and work plans at the RI level. Financial management covers for example preparing of the budgets and work plans of the RI, management of the approved budget and processing of the transactions, managing the funds collected within the legal entity for common operations of the RI as well as establishment and tracking of the internal financial rules, fiscal reporting and the annual financial reports. The HO also prepares the balanced budget estimates and gathers work plans of the RI which are approved by the GA and the financial committee.

The Head Office has a central resource management role in planning, coordinating, and allocating the share of annual budget of ACTRIS ERIC for the services provided by the Central Facilities and the HO. The HO prepares runs and supervises all compulsory duties concerning ACTRIS ERIC finances incl. budgetary planning and tracking of costs and revenues throughout the year, invoicing, cash flow management, calculation of salaries and tax administration. The HO has to ensure proper accounting, auditing and preparation of the financial statements.
and procedures. Contract management of the ACTRIS ERIC is one of the major administrative duties of the HO. It includes management of any agreements with the ACTRIS Central Facilities and collaborators approved by the General Assembly of the ACTRIS ERIC.

The HO should prepare and facilitate the GA meetings, the work of external advisory bodies, and the RI Committee work. This task includes the meeting material preparations and document management and archiving.

ACTRIS will be regularly subjected to external evaluations and assessments at both the European and national level. HO has the responsibility to respond to these evaluations and assessments. In addition, internal self-assessments of the ACTRIS service provision and European level operation performance (Key Performance Indicators) should be organised and managed by the HO. The HO should create, manage and develop an internal reporting system and establish relevant KPIs in order to gather relevant data and information from ACTRIS operators. This includes organising the quality assurance system of ACTRIS ERIC operations and governance. This task of managing the quality assurance processes feeds to the task of scientific and operations strategy development. Based on the data, the HO shall identify if and where processes are not working as they should and advising on changes to be made and ensuring the implementation of the changes.

The HO is responsible for the human resources policy and strategy of the ACTRIS ERIC. The HO manages issues related to employment contracts and leave of absences. HO is obliged to provide and manage the staff rules and exercise employer's duties according to the agreed legal framework (national and ERIC). The HO can give recommendations to the CFs and NFs that are not part of the ERIC. The HO should organise the training for managers in the HO and training of the CF managers, heads and directors in ACTRIS that support the success and improvement of the quality of the RI management. The HO task is to promote mobility of the ACTRIS managers and operators to "gain brain", improve performance, to benchmark and to learn best practices used in other organisations.

### 3.1.2 Financial sustainability

HO ensures proper financial management according to the ACTRIS financial and work plans at the RI level. Financial management covers for example preparing of the budgets and work plans of the RI, management of the approved budget and processing of the transactions, managing the funds collected within the legal entity for common operations of the RI as well as establishment and tracking of the internal financial rules, fiscal reporting and the annual financial reports. The HO also prepares the balanced budget estimates and gathers work plans of the RI which are approved by the GA and the financial committee.

The Head Office has a central resource management role in planning, coordinating, and allocating the share of annual budget of ACTRIS ERIC for the services provided by the Central Facilities and the HO. The HO prepares runs and supervises all compulsory duties concerning ACTRIS ERIC finances incl. budgetary planning and tracking of costs and revenues throughout the year, invoicing, cash flow management, calculation of salaries and tax administration. The HO has to ensure proper accounting, auditing and preparation of the financial statements.
### 3.1.3 Measuring the socio-economic impacts

The relevance of the ACTRIS services and operations for the society and science need to be demonstrated regularly. This also implies for the cost-benefit analysis of the ACTRIS service provision. The services need to meet the user needs with the most cost-efficient manner. For the overall sustainability it is important to demonstrate in consistent manner and articulate well the socio-economic impact of ACTRIS. The HO is responsible for organising the analyses of the impacts of ACTRIS and communicating results to the stakeholders. This task feeds also to the task of scientific and operations strategy development.

### 3.1.4 Accounting for risks

The process of risk management should be described as part of the HO management methodology. The HO is responsible for collecting annual risk reports, updating the risk management plan, and organising and managing the risk register. The risk register managed by HO is the basis for the European level risk management and a tool to monitor the risk management plan. Risk register keeps track of identified risks, current assessment of their likelihood and impact and the exposure that the project is subject to, who is currently responsible for taking action to minimisation that exposure, and a note of the actions or strategy adopted. The risk register will be held in the form of a spreadsheet accessible for interested parties on request.

## 3.2 ACTRIS service and access management

This task of HO is especially related to the establishment and maintenance of the successful user strategy and implementing the ACTRIS access and service provision.

The management of services and access is a core function of the ACTRIS Head Office as it enables excellence in research to the European and international scientific and private sector communities by using ACTRIS services. This function is entrusted to a specific organizational Unit within the HO structure – the Service and Access Management Unit (SAMU) – responsible for steering and coordinating all activities involved in the provision of ACTRIS services, studying and implementing open access best practice.

The Unit is the single entry point for the user access to ACTRIS, being in charge of the management of the physical and remote access to all Topical Centres' services, the access on demand to specific digital services provided by the Data Centre, and the physical access to selected National Facilities. Therefore SAMU shall organize and coordinate on the behalf of the entire ACTRIS the access and service management. In addition, SAMU need to be a place where the ACTRIS policies and strategies on access, data and users are implemented and where feedback and recommendations arising from the interaction with users can be collected.

SAMU shall maintain the service portfolio of ACTRIS. This includes access to calibration services, use of high-class instruments and equipment, knowledge transfer, training and educational services.

Based on the ACTRIS access policy and strategies, SAMU shall be responsible at least for the following activities:
### 3.1.3 Measuring the socio-economic impacts

The relevance of the ACTRIS services and operations for the society and science need to be demonstrated regularly. This also implies for the cost-benefit analysis of the ACTRIS service provision. The services need to meet the user needs with the most cost-efficient manner. For the overall sustainability it is important to demonstrate in consistent manner and articulate well the socio-economic impact of ACTRIS. The HO is responsible for organising the analyses of the impacts of ACTRIS and communicating results to the stakeholders. This task feeds also to the task of scientific and operations strategy development.

### 3.1.4 Accounting for risks

The process of risk management should be described as part of the HO management methodology. The HO is responsible for collecting annual risk reports, updating the risk management plan, and organising and managing the risk register. The risk register managed by HO is the basis for the European level risk management and a tool to monitor the risk management plan. Risk register keeps track of identified risks, current assessment of their likelihood and impact and the exposure that the project is subject to, who is currently responsible for taking action to minimisation that exposure, and a note of the actions or strategy adopted. The risk register will be held in the form of a spreadsheet accessible for interested parties on request.

## 3.2 ACTRIS service and access management

This task of HO is especially related to the establishment and maintenance of the successful user strategy and implementing the ACTRIS access and service provision.

The management of services and access is a core function of the ACTRIS Head Office as it enables excellence in research to the European and international scientific and private sector communities by using ACTRIS services. This function is entrusted to a specific organizational Unit within the HO structure – the Service and Access Management Unit (SAMU) – responsible for steering and coordinating all activities involved in the provision of ACTRIS services, studying and implementing open access best practice.

The Unit is the single entry point for the user access to ACTRIS, being in charge of the management of the physical and remote access to all Topical Centres' services, the access on demand to specific digital services provided by the Data Centre, and the physical access to selected National Facilities. Therefore SAMU shall organize and coordinate on the behalf of the entire ACTRIS the access and service management. In addition, SAMU need to be a place where the ACTRIS policies and strategies on access, data and users are implemented and where feedback and recommendations arising from the interaction with users can be collected.

SAMU shall maintain the service portfolio of ACTRIS. This includes access to calibration services, use of high-class instruments and equipment, knowledge transfer, training and educational services.

Based on the ACTRIS access policy and strategies, SAMU shall be responsible at least for the following activities:
### 3.2.1 Establishment and management of the peer review access process

The Unit shall establish and manage the competitive access process during all the relevant phases from the application, feasibility check, evaluation, selection and approval phases as well as feedback collection.

SAMU need to take care of developing and maintaining the centralized requests submission process as well as the review, and of guaranteeing the transparency and impartiality of the evaluation of the submitted proposals, in line with relevant rules and procedures.

The peer review panel organised by HO/SAMU shall include internationally recognised scientific experts for both scientific and technical review and assessment. It shall be called upon by SAMU when necessary for the review. During the process SAMU shall ensure that applicants have the opportunity to reply to possible questions or concerns that may be raised by experts, establishing a right to reply period before the final assessment.

The Unit shall receive the access requests and cooperates with the relevant Central or National Facility for the feasibility of the access based on the available capacity (laboratories, equipment, services, facility staff providing the support needed, schedule, user needs, etc.).

At the end of the peer review process SAMU need to communicate to applicants the results of the evaluation.

### 3.2.2 Interface between users and ACTRIS Facilities

SAMU will be at the centre of the relationship ensuring the smoothness and fairness of all interactions between users and ACTRIS CFs/NFs, and supports both so that each takes advantages of the interaction.

The Unit shall promote access opportunities to potential user communities with relevant communication on how to apply for ACTRIS services, eligibility and terms of access, details and timeline of the peer review process, evaluation criteria, etc.

SAMU shall receive and transmit users' requests to Central and National Facilities assisting the exchanges and the identification of possible solutions to accommodate their needs. The Unit need to operate also as **User Service Helpdesk** for any user enquires, providing **day-to-day support** and information to users willing or admitted to access to ACTRIS whenever they have any issues with or questions about ACTRIS services.

### 3.2.3 Monitoring access and services provided

SAMU need to play a crucial role in monitoring the service provision and its results.

Following the user-driven approach of ACTRIS, the monitoring activities of SAMU will provide ACTRIS Facilities and governing bodies with helpful information to consent an evaluation of ACTRIS activities and services from the perspective of those who make effectively use of them. Comments, opinions and
### 3.2.1 Establishment and management of the peer review access process

The Unit shall establish and manage the competitive access process during all the relevant phases from the application, feasibility check, evaluation, selection and approval phases as well as feedback collection.

SAMU need to take care of developing and maintaining the centralized requests submission process as well as the review, and of guaranteeing the transparency and impartiality of the evaluation of the submitted proposals, in line with relevant rules and procedures.

The peer review panel organised by HO/SAMU shall include internationally recognised scientific experts for both scientific and technical review and assessment. It shall be called upon by SAMU when necessary for the review. During the process SAMU shall ensure that applicants have the opportunity to reply to possible questions or concerns that may be raised by experts, establishing a right to reply period before the final assessment.

The Unit shall receive the access requests and cooperates with the relevant Central or National Facility for the feasibility of the access based on the available capacity (laboratories, equipment, services, facility staff providing the support needed, schedule, user needs, etc.).

At the end of the peer review process SAMU need to communicate to applicants the results of the evaluation.

### 3.2.2 Interface between users and ACTRIS Facilities

SAMU will be at the centre of the relationship ensuring the smoothness and fairness of all interactions between users and ACTRIS CFs/NFs, and supports both so that each takes advantages of the interaction.

The Unit shall promote access opportunities to potential user communities with relevant communication on how to apply for ACTRIS services, eligibility and terms of access, details and timeline of the peer review process, evaluation criteria, etc.

SAMU shall receive and transmit users' requests to Central and National Facilities assisting the exchanges and the identification of possible solutions to accommodate their needs. The Unit need to operate also as **User Service Helpdesk** for any user enquires, providing **day-to-day support** and information to users willing or admitted to access to ACTRIS whenever they have any issues with or questions about ACTRIS services.

### 3.2.3 Monitoring access and services provided

SAMU need to play a crucial role in monitoring the service provision and its results.

Following the user-driven approach of ACTRIS, the monitoring activities of SAMU will provide ACTRIS Facilities and governing bodies with helpful information to consent an evaluation of ACTRIS activities and services from the perspective of those who make effectively use of them. Comments, opinions and
suggestions coming from users' experience need to be routed back to TCs/DC/NFs as *input* into the services development and ongoing management process.

SAMU shall produce, keep and make accessible appropriate information, documentation, and statistics on user, services, and access:

* on the users (e.g., number of users, names, origin, affiliation) and user needs;

* on the *quantity of access* provided (e.g. number of units of access provided), type of services requested, selection procedures and results (including information on the impact of scientific outcomes acknowledging the use of the ACTRIS Facilities (publications, patents, etc.).

* on the *quality of services*, based on the analysis and elaboration of the *feedback* collected from users with specific surveys or arisen during the access.

The need for monitoring is to evidence the quantity and quality of ACTRIS service provision and, in case, to identify areas of enhancement so to consent the ACTRIS Facilities and governance bodies to consider/plan actions to improve service provision, develop further services and advance the user strategy.

This activity is considered crucial also to provide needed input for the overall continuous socio-economic impact analysis of ACTRIS.

Information on access, access impact and the continuous effort to accommodate the user needs improving their ACTRIS experience is needed to be disseminated at conferences, on websites and in publications.

### 3.2.4 Management of the Science and User Forum

On the behalf of ACTRIS SAMU shall also be responsible for the coordination and development of the **ACTRIS User Forum**, the virtual place where researchers interested in ACTRIS services and resources for their research can gather together to discuss their needs and expectations regarding the services.

Open to scientific and private sector user communities, the Forum is foreseen to be the main communication channel between users and ACTRIS Facilities. The Forum shall provide an organized framework for discussion and exchange, and can also serve as platform for fostering collaboration between different user communities to stimulate synergies that will increase the scientific and economic impact of ACTRIS.

SAMU shall:

* put in place forum features to help gaining valuable insights on the users' requirements (type, size, origin) and their research interests

* steer the discussion and analysis of present and future scientific and technical challenges regarding usage of CF/NF resources

* distil recommendations from the discussions in the Forum mediating bottom up initiatives/requests to the ACTRIS governance bodies.
suggestions coming from users' experience need to be routed back to TCs/DC/NFs as *input* into the services development and ongoing management process.

SAMU shall produce, keep and make accessible appropriate information, documentation, and statistics on user, services, and access:

* on the users (e.g., number of users, names, origin, affiliation) and user needs;

* on the *quantity of access* provided (e.g. number of units of access provided), type of services requested, selection procedures and results (including information on the impact of scientific outcomes acknowledging the use of the ACTRIS Facilities (publications, patents, etc.).

* on the *quality of services*, based on the analysis and elaboration of the *feedback* collected from users with specific surveys or arisen during the access.

The need for monitoring is to evidence the quantity and quality of ACTRIS service provision and, in case, to identify areas of enhancement so to consent the ACTRIS Facilities and governance bodies to consider/plan actions to improve service provision, develop further services and advance the user strategy.

This activity is considered crucial also to provide needed input for the overall continuous socio-economic impact analysis of ACTRIS.

Information on access, access impact and the continuous effort to accommodate the user needs improving their ACTRIS experience is needed to be disseminated at conferences, on websites and in publications.

### 3.2.4 Management of the Science and User Forum

On the behalf of ACTRIS SAMU shall also be responsible for the coordination and development of the **ACTRIS User Forum**, the virtual place where researchers interested in ACTRIS services and resources for their research can gather together to discuss their needs and expectations regarding the services.

Open to scientific and private sector user communities, the Forum is foreseen to be the main communication channel between users and ACTRIS Facilities. The Forum shall provide an organized framework for discussion and exchange, and can also serve as platform for fostering collaboration between different user communities to stimulate synergies that will increase the scientific and economic impact of ACTRIS.

SAMU shall:

* put in place forum features to help gaining valuable insights on the users' requirements (type, size, origin) and their research interests

* steer the discussion and analysis of present and future scientific and technical challenges regarding usage of CF/NF resources

* distil recommendations from the discussions in the Forum mediating bottom up initiatives/requests to the ACTRIS governance bodies.
### 3.2.5 Training of users

SAMU shall contribute to the organization of **training** for RI users, including industry users, to better take advantage of the opportunities connected to the access. Ad-hoc training on how to use the ACTRIS facilities or research data to solve specific research problems is offered in cooperation with the Central/National Facilities. Seasonal schools, workshops and scientific and industrial seminars shall be designed on the basis of the educational needs of users, upon a preliminary thorough understanding of their existing skills and competencies.

### 3.2.6 Interlinkages with other HO units

Due to foreseen activities, SAMU shall have a crucial role in fostering the RI's knowledge of the user communities and related needs in terms of services. Interlinkages and relations with the other HO organizational units responsible for legalities, RI operations, strategic development & external relations are decisive to ensure that the knowledge of the user communities will guide and inform the RI decision-making and will influence future strategies and roadmap.

SAMU shall maintain close relations with:

* the Legal Entity Management Unit, to properly deal with all access aspects related to the Intellectual Property (IP) protection and requirements, confidentiality issues, privacy protection, applicable regulations, etc. as well as for informing the self-assessment/evaluations activities with results and impact of the access

* the RI Operations, to support the development of joint strategies for use and upgrade of the TCs and the entire infrastructure, based on the needs and feedback of users.

* the Development and relations Unit, to cooperate to the design of tailored communication strategies for different user communities and to maintain the Science and User Forum.

## 3.3 Coordination of the ACTRIS operations and technological development

This task relates especially to the sustainability aspects of technological development, upgrading of the RI, innovation, and data management.

### 3.3.1 Management of well-integrated RI operations

The HO shall maintain and develop the scientific focus of ACTRIS according to the vision and mission statements and the strategies agreed in the General Assembly. The HO should **coordinate and integrate the research infrastructure operations**, the core mission of the RI, by communicating effectively the ACTRIS strategy, sharing timely information and making recommendations. The HO shall facilitate development and implementation of ACTRIS strategy by organizing necessary consultations in the community and collecting information and giving advice on streamlining the activities.
### 3.2.5 Training of users

SAMU shall contribute to the organization of **training** for RI users, including industry users, to better take advantage of the opportunities connected to the access. Ad-hoc training on how to use the ACTRIS facilities or research data to solve specific research problems is offered in cooperation with the Central/National Facilities. Seasonal schools, workshops and scientific and industrial seminars shall be designed on the basis of the educational needs of users, upon a preliminary thorough understanding of their existing skills and competencies.

### 3.2.6 Interlinkages with other HO units

Due to foreseen activities, SAMU shall have a crucial role in fostering the RI's knowledge of the user communities and related needs in terms of services. Interlinkages and relations with the other HO organizational units responsible for legalities, RI operations, strategic development & external relations are decisive to ensure that the knowledge of the user communities will guide and inform the RI decision-making and will influence future strategies and roadmap.

SAMU shall maintain close relations with:

* the Legal Entity Management Unit, to properly deal with all access aspects related to the Intellectual Property (IP) protection and requirements, confidentiality issues, privacy protection, applicable regulations, etc. as well as for informing the self-assessment/evaluations activities with results and impact of the access

* the RI Operations, to support the development of joint strategies for use and upgrade of the TCs and the entire infrastructure, based on the needs and feedback of users.

* the Development and relations Unit, to cooperate to the design of tailored communication strategies for different user communities and to maintain the Science and User Forum.

## 3.3 Coordination of the ACTRIS operations and technological development

This task relates especially to the sustainability aspects of technological development, upgrading of the RI, innovation, and data management.

### 3.3.1 Management of well-integrated RI operations

The HO shall maintain and develop the scientific focus of ACTRIS according to the vision and mission statements and the strategies agreed in the General Assembly. The HO should **coordinate and integrate the research infrastructure operations**, the core mission of the RI, by communicating effectively the ACTRIS strategy, sharing timely information and making recommendations. The HO shall facilitate development and implementation of ACTRIS strategy by organizing necessary consultations in the community and collecting information and giving advice on streamlining the activities.
### 3.3.2 Technological development of RI operations

The HO should promote **technological development and knowledge transfer** within RI and the users. It should arrange workshops for the RI managers (CF and NF) and the private sector users with this aim, and contribute to technology development and innovation. The HO need to facilitate novel public-private collaborations to develop the CF and NF operations and should support in developing new services to users based on user needs. The HO need to be tasked to seek private and public partnerships (public-private-partnership (PPP)) for innovation and to provide information on the availability of test beds, downstream activities, and to promote development of new instruments, technology transfer (including IPR, legal issues etc.), and pre-commercial procurements.

### 3.3.3 Optimizing the RI operational work flows

The HO shall be responsible for overseeing and developing the **internal operational process flow** of the CFs and NFs and to solve bottlenecks. The work flow management need to take place in close cooperation with the ACTRIS Data Centre and other CFs and NFs. The HO shall monitor and analyse the performance of CFs and stations against contractual agreements and KPIs and maintain related official documentation (see section 3.1). The HO should support the efficient and coherent work flows and operations between CFs and NFs operations.

### 3.3.4 Development and management of downstream services of ACTRIS

The HO shall manage the **downstream service provision** by ensuring contractual service provision (for example with Copernicus), and developing other service provision with partners to create investments and impact built on the ACTRIS data and services.

The HO need to be responsible for overseeing the labelling and validation process for the National Facilities, observational and exploratory platforms, during Implementation Phase of ACTRIS.

As part of operative responsibilities, the HO shall regularly inform and consult the national contacts about the activities in the organisation and developments in the RI to manage the community engagement and effective operations. The HO should provide support for sustainability, information distribution, outreach and promotion. HO need to collect the NF annual reports and work plans, manage the labelling process, and applications to be new ACTRIS NF.

The HO shall allocate funds to support CF operations according to financial and work plan, collect annual reports and plans and provide timely information about the on-going developments in the national consortia and projects to ensure effective operations.

The HO should organise the archive of any operational documentations deemed necessary from NFs or CFs, such as protocols and Sops, self-assessment reports, KPI reports, etc.
### 3.3.2 Technological development of RI operations

The HO should promote **technological development and knowledge transfer** within RI and the users. It should arrange workshops for the RI managers (CF and NF) and the private sector users with this aim, and contribute to technology development and innovation. The HO need to facilitate novel public-private collaborations to develop the CF and NF operations and should support in developing new services to users based on user needs. The HO need to be tasked to seek private and public partnerships (public-private-partnership (PPP)) for innovation and to provide information on the availability of test beds, downstream activities, and to promote development of new instruments, technology transfer (including IPR, legal issues etc.), and pre-commercial procurements.

### 3.3.3 Optimizing the RI operational work flows

The HO shall be responsible for overseeing and developing the **internal operational process flow** of the CFs and NFs and to solve bottlenecks. The work flow management need to take place in close cooperation with the ACTRIS Data Centre and other CFs and NFs. The HO shall monitor and analyse the performance of CFs and stations against contractual agreements and KPIs and maintain related official documentation (see section 3.1). The HO should support the efficient and coherent work flows and operations between CFs and NFs operations.

### 3.3.4 Development and management of downstream services of ACTRIS

The HO shall manage the **downstream service provision** by ensuring contractual service provision (for example with Copernicus), and developing other service provision with partners to create investments and impact built on the ACTRIS data and services.

The HO need to be responsible for overseeing the labelling and validation process for the National Facilities, observational and exploratory platforms, during Implementation Phase of ACTRIS.

As part of operative responsibilities, the HO shall regularly inform and consult the national contacts about the activities in the organisation and developments in the RI to manage the community engagement and effective operations. The HO should provide support for sustainability, information distribution, outreach and promotion. HO need to collect the NF annual reports and work plans, manages the labelling process, and applications to be new ACTRIS NF.

The HO shall allocate funds to support CF operations according to financial and work plan, collect annual reports and plans and provide timely information about the on-going developments in the national consortia and projects to ensure effective operations.

The HO should organise the archive of any operational documentations deemed necessary from NFs or CFs, such as protocols and Sops, self-assessment reports, KPI reports, etc.
## 3.4 ACTRIS scientific and operations strategy development and establishment and management of external relations

This task interlinks with the previous main tasks and relates especially to the sustainability aspects scientific excellence and socio-economic impact.

### 3.4.1 Strategic Development of ACTRIS

The strategic planning is of highest importance for the success of the ACTRIS. To be able to adhere to the best governance practices requires that a well-defined strategy is in place and that the RI managers engage to the strategy. Adhering to the best practices, managing the development of the strategy and communicating it to the RI managers is on the responsibility of the HO. HO should ensure that clear and agreed work plans to execute the strategy are in place to guide the optimum decision-making in ACTRIS.

The HO should collect data to support the strategy-based decision-making. These data include user feedbacks on the service provision, continues monitoring reports on user needs, various performance indicators throughout the RI, and data on internal quality assurance processes and results and external evaluations.

Important task for HO is to follow the scientific development of climate and air quality research and actively participate on various science activities and events to understand the development needs and anticipate the changing user needs and take them into account in the RI service provision.

The HO should facilitate interaction and cooperation with international research infrastructures and organisations in order to develop strategies for the research infrastructure. This helps to formulate and coordinate long-term scientific development strategies of the RI to increase the socio-economic impact of the RI. In addition, HO should network and cooperate with other ESFRI infrastructures in developing common solutions, exchanging best practices and improving the European RI landscape.

Additionally, the HO shall be responsible in organising the management of the projects (e.g. H2020 projects) where ACTRIS ERIC is the coordinator. These projects can be part of strategic and operative development activities. Since these projects are not part of the ACTRIS ERIC core activities or core budget, they need separate arrangements and may require recruiting separate project staff inside the ACTRIS ERIC.

### 3.4.2 Coordinating and supporting communication and dissemination of ACTRIS

The HO should be responsible for developing a communication and outreach strategy for the RI in collaboration with CFs and NFs. The strategy includes also the coordination and development of the ACTRIS User Forum (see section 3.2) that promotes the dialogue between researchers and society and helps to gather valuable information on the potential users, their research interests, and needs. The User Forum need to serve to translate the atmospheric knowledge to what is needed to address societal challenges. The HO utilises social media tools to build ACTRIS community and to manage of public relations.

The aim of the communication and dissemination should be to increase general awareness of ACTRIS and the opportunities it provides, its products, services and in this way to increase the RI's socio-economic
## 3.4 ACTRIS scientific and operations strategy development and establishment and management of external relations

This task interlinks with the previous main tasks and relates especially to the sustainability aspects scientific excellence and socio-economic impact.

### 3.4.1 Strategic Development of ACTRIS

The strategic planning is of highest importance for the success of the ACTRIS. To be able to adhere to the best governance practices requires that a well-defined strategy is in place and that the RI managers engage to the strategy. Adhering to the best practices, managing the development of the strategy and communicating it to the RI managers is on the responsibility of the HO. HO should ensure that clear and agreed work plans to execute the strategy are in place to guide the optimum decision-making in ACTRIS.

The HO should collect data to support the strategy-based decision-making. These data include user feedbacks on the service provision, continues monitoring reports on user needs, various performance indicators throughout the RI, and data on internal quality assurance processes and results and external evaluations.

Important task for HO is to follow the scientific development of climate and air quality research and actively participate on various science activities and events to understand the development needs and anticipate the changing user needs and take them into account in the RI service provision.

The HO should facilitate interaction and cooperation with international research infrastructures and organisations in order to develop strategies for the research infrastructure. This helps to formulate and coordinate long-term scientific development strategies of the RI to increase the socio-economic impact of the RI. In addition, HO should network and cooperate with other ESFRI infrastructures in developing common solutions, exchanging best practices and improving the European RI landscape.

Additionally, the HO shall be responsible in organising the management of the projects (e.g. H2020 projects) where ACTRIS ERIC is the coordinator. These projects can be part of strategic and operative development activities. Since these projects are not part of the ACTRIS ERIC core activities or core budget, they need separate arrangements and may require recruiting separate project staff inside the ACTRIS ERIC.

### 3.4.2 Coordinating and supporting communication and dissemination of ACTRIS

The HO should be responsible for developing a communication and outreach strategy for the RI in collaboration with CFs and NFs. The strategy includes also the coordination and development of the ACTRIS User Forum (see section 3.2) that promotes the dialogue between researchers and society and helps to gather valuable information on the potential users, their research interests, and needs. The User Forum need to serve to translate the atmospheric knowledge to what is needed to address societal challenges. The HO utilises social media tools to build ACTRIS community and to manage of public relations.

The aim of the communication and dissemination should be to increase general awareness of ACTRIS and the opportunities it provides, its products, services and in this way to increase the RI's socio-economic
impact. The HO should coordinate the communication and outreach activities of the RI and also take care
of the ACTRIS RI brand and visual outlook. The HO may use multiple means and tools to increase the
awareness of the RI.

The HO should promote and organize the communication and outreach at the RI level by delivering timely information to the end user community for example by providing a web site, communication platform and information system, publishing internal documents, coordinating ACTRIS presence in media, publishing press releases, promotional or perspective articles in professional journals, and preparing outreach material.

Equally important, HO should enhance and facilitate the internal RI communication and seek the most efficient communications tools and means for internal RI communication.

3.4.3 Building and maintaining external relations

The HO as hosting the statutory seat of ACTRIS shall represent ACTRIS in all arenas, also beyond the science community, on the European and international levels and maintain formal interactions with national, European and global partners and stakeholders.

The HO shall be responsible for engaging new member countries through stakeholder liaison and country level communication. The development of pan-European wide NF network for observational platforms and engaging European high-quality exploratory platforms as a part of ACTRIS is one of the main targets of ACTRIS. HO should create and maintain liaisons and partnerships with new countries (not yet ACTRIS members) and their potential ACTRIS NF principle investigators and research performing organisations with the target of expanse the ACTRIS operations in Europe.

In addition to the new membership relations, HO shall regularly build and maintain connections to user
communities, incl. innovation and private sector liaisons and service development, and promote activity
the usage of the RI facilities and data, and product development and monitoring.

3.4.4 Enhancing innovations through private sector liaisons and collaboration

One of the HO responsibilities shall include awareness rising, building relationships, prospecting new business, and establishing partnership opportunities with industry, and to offer ACTRIS services to industrial actors e.g. in the form of NF visits and by define flexible business models adapted to users' needs (including open-access data, expert services and physical access to the infrastructure) for private sector actors.
impact. The HO should coordinate the communication and outreach activities of the RI and also take care
of the ACTRIS RI brand and visual outlook. The HO may use multiple means and tools to increase the
awareness of the RI.

The HO should promote and organize the communication and outreach at the RI level by delivering timely information to the end user community for example by providing a web site, communication platform and information system, publishing internal documents, coordinating ACTRIS presence in media, publishing press releases, promotional or perspective articles in professional journals, and preparing outreach material.

Equally important, HO should enhance and facilitate the internal RI communication and seek the most efficient communications tools and means for internal RI communication.

3.4.3 Building and maintaining external relations

The HO as hosting the statutory seat of ACTRIS shall represent ACTRIS in all arenas, also
beyond the science community, on the European and international levels and maintain formal
interactions with national, European and global partners and stakeholders.

The HO shall be responsible for engaging new member countries through stakeholder liaison and country level communication. The development of pan-European wide NF network for observational platforms and engaging European high-quality exploratory platforms as a part of ACTRIS is one of the main targets of ACTRIS. HO should create and maintain liaisons and partnerships with new countries (not yet ACTRIS members) and their potential ACTRIS NF principle investigators and research performing organisations with the target of expanse the ACTRIS operations in Europe.

In addition to the new membership relations, HO shall regularly build and maintain connections to user
communities, incl. innovation and private sector liaisons and service development, and promote activity
the usage of the RI facilities and data, and product development and monitoring.

3.4.4 Enhancing innovations through private sector liaisons and collaboration

One of the HO responsibilities shall include awareness rising, building relationships, prospecting new business, and establishing partnership opportunities with industry, and to offer ACTRIS services to industrial actors e.g. in the form of NF visits and by define flexible business models adapted to users' needs (including open-access data, expert services and physical access to the infrastructure) for private sector actors.
## 4 Services and benefits for the user communities

The Head Office shall lead the development and implementation of the user strategy and the provision of services to the user communities. An ACTRIS user is a person, a team, or an institution using either ACTRIS data or any other ACTRIS service. ACTRIS users originate from academia, business, industry and public services, from ACTRIS member countries as well as from countries, which are not ACTRIS members, inside and outside Europe. Basically, the Head Office need to reach user communities with active relations, communication and dissemination activities and shall serve all users requesting ACTRIS services through SAMU.

Access to some ACTRIS services will be open and free, most importantly the access to ACTRIS data, data products, and digital tools provided by the Data Centre, which is the point of entry for free ACTRIS data services. Other access to ACTRIS services is considered competitive access based on capacity or excellence and will require a review process that should centrally managed by SAMU. SAMU is the single point of entry for user access to all TC services and to some specific services and data products provided by the Data Centre. Access is regulated by both the ACTRIS access policy and the ACTRIS data policy, respectively.

The ACTRIS Head Office shall be the central hub of ACTRIS that coordinates the operations of ACTRIS and enables services for generating and disseminating knowledge, boosting technological development, creating human capital and jobs for the benefit of society, and tackling environmental challenges. ACTRIS has multiple user communities that benefit from ACTRIS services. ACTRIS provides added value for the researchers, policy makers, private sector, ministries and funding organizations, educators and the Civil Society (e.g. general public, national and international media).

**ACTRIS added value for scientists** via quality-assured and open-access ACTRIS data; standardized operating procedures; instrument and procedure inter-comparisons; access to research platforms for conducting excellent research and creating new scientific knowledge; enhancement of research performance due to centralized access to ACTRIS data and specific services; increased possibilities for international collaboration, large-scale research projects and training opportunities; and technical support from CFs and on-site support from NFs. The Head Office shall coordinate, integrate and monitor the performance of ACTRIS to maintain the scope, sustainability and quality of the operations. High quality operations ensure high scientific output.

**ACTRIS added value for policy makers** by providing support for policy-driven networks established under EU-directives (local and European air-quality networks); development of new policies by provision of novel tools for validating the impact of regulation strategies and emission abatement policies through direct evaluation of atmospheric trends at regional / European scale; decision-making regarding environmental issues by provision of high-quality and long-term data for predicting climate scenarios from local and regional up to national and international level; atmospheric hazard (e.g. volcanic eruptions) management and risk mitigation via the knowledge base of ACTRIS expert teams and monitoring of extreme atmospheric events; and enhancing job creation indirectly (expert jobs, new business opportunities). HO shall collect and disseminate the results.

**ACTRIS added value for the private sector** via open-access data; expert services and physical access to the infrastructure for innovative research for the development of novel technologies and products and as
## 4 Services and benefits for the user communities

The Head Office shall lead the development and implementation of the user strategy and the provision of services to the user communities. An ACTRIS user is a person, a team, or an institution using either ACTRIS data or any other ACTRIS service. ACTRIS users originate from academia, business, industry and public services, from ACTRIS member countries as well as from countries, which are not ACTRIS members, inside and outside Europe. Basically, the Head Office need to reach user communities with active relations, communication and dissemination activities and shall serve all users requesting ACTRIS services through SAMU.

Access to some ACTRIS services will be open and free, most importantly the access to ACTRIS data, data products, and digital tools provided by the Data Centre, which is the point of entry for free ACTRIS data services. Other access to ACTRIS services is considered competitive access based on capacity or excellence and will require a review process that should centrally managed by SAMU. SAMU is the single point of entry for user access to all TC services and to some specific services and data products provided by the Data Centre. Access is regulated by both the ACTRIS access policy and the ACTRIS data policy, respectively.

The ACTRIS Head Office shall be the central hub of ACTRIS that coordinates the operations of ACTRIS and enables services for generating and disseminating knowledge, boosting technological development, creating human capital and jobs for the benefit of society, and tackling environmental challenges. ACTRIS has multiple user communities that benefit from ACTRIS services. ACTRIS provides added value for the researchers, policy makers, private sector, ministries and funding organizations, educators and the Civil Society (e.g. general public, national and international media).

**ACTRIS added value for scientists** via quality-assured and open-access ACTRIS data; standardized operating procedures; instrument and procedure inter-comparisons; access to research platforms for conducting excellent research and creating new scientific knowledge; enhancement of research performance due to centralized access to ACTRIS data and specific services; increased possibilities for international collaboration, large-scale research projects and training opportunities; and technical support from CFs and on-site support from NFs. The Head Office shall coordinate, integrate and monitor the performance of ACTRIS to maintain the scope, sustainability and quality of the operations. High quality operations ensure high scientific output.

**ACTRIS added value for policy makers** by providing support for policy-driven networks established under EU-directives (local and European air-quality networks); development of new policies by provision of novel tools for validating the impact of regulation strategies and emission abatement policies through direct evaluation of atmospheric trends at regional / European scale; decision-making regarding environmental issues by provision of high-quality and long-term data for predicting climate scenarios from local and regional up to national and international level; atmospheric hazard (e.g. volcanic eruptions) management and risk mitigation via the knowledge base of ACTRIS expert teams and monitoring of extreme atmospheric events; and enhancing job creation indirectly (expert jobs, new business opportunities). HO shall collect and disseminate the results.

**ACTRIS added value for the private sector** via open-access data; expert services and physical access to the infrastructure for innovative research for the development of novel technologies and products and as
a test bed for new technologies and instruments; development of quality assurance standards to support the technological development; and novel public-private collaborations leading to the establishment of spin-off and start-up companies. HO shall provide capacity to share information, liaise, and create opportunities to public-private collaboration.

**ACTRIS added value for ministries and funding organizations** by optimization of national investments in research infrastructures; providing better value for money via pan-European dimension and coordinated access to data and services; and by the establishment of a unique research infrastructure for atmospheric sciences within Europe to improve efficiency of operation and coordination among the European research institutions avoiding the duplication and fragmentation of research efforts. The HO is the main contact point, liaison and information source for the funding organisations about ACTRIS. HO shall find new funding sources for the operations and make a plan for the sustainability of the RI. The HO shall secure the funding organisations' commitment and through their engagement in the highest decision-making body.

**ACTRIS added value for educators** by offering training, exchange programmes and knowledge transfer, e.g. basic and advanced international courses on atmospheric composition and processes for Master's and PhD students; providing educational material; and offering expertise (e.g. expert visitors to schools of all levels). HO shall plan and coordinate the ACTRIS training and education portfolio, and find the best partners to organise them in a cost-effective way.

**ACTRIS added value for to Civil Society (e.g. general public, national and international media)** arises from improved weather, climate and air quality predictions due to novel scientific findings resulting from research using ACTRIS services; enhanced awareness on the environmental challenges that society is facing, e.g., climate change and air quality issues; and promotion of dialogue between researchers and society to translate scientific knowledge into practical applications. The task of the HO should be to efficiently disseminate the results using ACTRIS and to reach out to the society and politicians in order to make an impact.

List of identified ACTRIS User Communities:

* Atmospheric science research communities world-wide (climate and air-quality, observational/ experimental/ modelling/ satellite communities, national and international research programmes and organizations);

* Environmental science research communities and communities from other neighboring fields: hydro-marine, bio-ecosystem, geosciences, space physics, energy, health, and food domain, to study interactions and processes in across different disciplines;

* Instrument manufacturers and sensor industries for development, testing, prototyping and demonstration;

* Operational services, National weather services, climate services for model validation, weather and climate analysis and forecasting;

* Space agencies for validation and the development of new satellite missions;

* National and regional air quality monitoring networks and environmental protection agencies for air quality assessments and validation of air pollution models;
a test bed for new technologies and instruments; development of quality assurance standards to support the technological development; and novel public-private collaborations leading to the establishment of spin-off and start-up companies. HO shall provide capacity to share information, liaise, and create opportunities to public-private collaboration.

**ACTRIS added value for ministries and funding organizations** by optimization of national investments in research infrastructures; providing better value for money via pan-European dimension and coordinated access to data and services; and by the establishment of a unique research infrastructure for atmospheric sciences within Europe to improve efficiency of operation and coordination among the European research institutions avoiding the duplication and fragmentation of research efforts. The HO is the main contact point, liaison and information source for the funding organisations about ACTRIS. HO shall find new funding sources for the operations and make a plan for the sustainability of the RI. The HO shall secure the funding organisations' commitment and through their engagement in the highest decision-making body.

**ACTRIS added value for educators** by offering training, exchange programmes and knowledge transfer, e.g. basic and advanced international courses on atmospheric composition and processes for Master's and PhD students; providing educational material; and offering expertise (e.g. expert visitors to schools of all levels). HO shall plan and coordinate the ACTRIS training and education portfolio, and find the best partners to organise them in a cost-effective way.

**ACTRIS added value for to Civil Society (e.g. general public, national and international media)** arises from improved weather, climate and air quality predictions due to novel scientific findings resulting from research using ACTRIS services; enhanced awareness on the environmental challenges that society is facing, e.g., climate change and air quality issues; and promotion of dialogue between researchers and society to translate scientific knowledge into practical applications. The task of the HO should be to efficiently disseminate the results using ACTRIS and to reach out to the society and politicians in order to make an impact.

List of identified ACTRIS User Communities:

* Atmospheric science research communities world-wide (climate and air-quality, observational/ experimental/ modelling/ satellite communities, national and international research programmes and organizations);

* Environmental science research communities and communities from other neighboring fields: hydro-marine, bio-ecosystem, geosciences, space physics, energy, health, and food domain, to study interactions and processes in across different disciplines;

* Instrument manufacturers and sensor industries for development, testing, prototyping and demonstration;

* Operational services, National weather services, climate services for model validation, weather and climate analysis and forecasting;

* Space agencies for validation and the development of new satellite missions;

* National and regional air quality monitoring networks and environmental protection agencies for air quality assessments and validation of air pollution models;
* Policy makers and local/ regional/ national authorities for climate and air-quality related information for decision making and policy development.

# 5 Governance and management structure of the Head Office

## 5.1 Organisational structure requirements for Head Office

The activities of the Head Office should be organised in units, the foreseen unit structure should reflex the specific role of the HO, assuring that it complies with the requirements and obligations described in Section 3 of this document, and considering the general principles described in the *Baseline document for the concept of the Central Facilities*. The HO shall be organized so that it:

* has a well-defined structure of Units,

* has a well-defined decision-making process,

* is led by the Executive Director and Scientific Director, supported by the Unit Heads and staff in the HO Units,

* has clear, rational and cost-efficient task sharing between the Units,

* has a risk management strategy,

* hold the legal representation of ACTRIS as being the statutory seat for ACTRIS ERIC,

* Directors have RI Committee as an advisory and support body for the strategic development, ensuring the RI operations and facilitating the implementation of ACTRIS GA decisions. HO shall support the work of RI Committee.

The HO should be organized in four units reflecting the main functional categories described above. The foreseen units are Service and Access Management Unit, ERIC Management Unit, RI operations Unit, Development and Relations Unit (Fig. 1). Each unit has its specific functions (see Fig 2).

<table><caption>**Figure 1.** Proposed Units of the Head Office according to identified and needed functionalities.</caption><thead><tr><th colspan="4">Executive and Scientific Directors</th></tr></thead><tbody><tr><th>Service and Access Management Unit (SAMU)</th><th>ERIC Management Unit</th><th>RI operations Unit</th><th>Development and Relations Unit</th></tr></tbody></table>
* Policy makers and local/ regional/ national authorities for climate and air-quality related information for decision making and policy development.

# 5 Governance and management structure of the Head Office

## 5.1 Organisational structure requirements for Head Office

The activities of the Head Office should be organised in units, the foreseen unit structure should reflex the specific role of the HO, assuring that it complies with the requirements and obligations described in Section 3 of this document, and considering the general principles described in the *Baseline document for the concept of the Central Facilities*. The HO shall be organized so that it:

* has a well-defined structure of Units,

* has a well-defined decision-making process,

* is led by the Executive Director and Scientific Director, supported by the Unit Heads and staff in the HO Units,

* has clear, rational and cost-efficient task sharing between the Units,

* has a risk management strategy,

* hold the legal representation of ACTRIS as being the statutory seat for ACTRIS ERIC,

* Directors have RI Committee as an advisory and support body for the strategic development, ensuring the RI operations and facilitating the implementation of ACTRIS GA decisions. HO shall support the work of RI Committee.

The HO should be organized in four units reflecting the main functional categories described above. The foreseen units are Service and Access Management Unit, ERIC Management Unit, RI operations Unit, Development and Relations Unit (Fig. 1). Each unit has its specific functions (see Fig 2).

<table><caption>**Figure 1.** Proposed Units of the Head Office according to identified and needed functionalities.</caption><thead><tr><th colspan="4">Executive and Scientific Directors</th></tr></thead><tbody><tr><td>Service and Access Management Unit (SAMU)</td><td>ERIC Management Unit</td><td>RI operations Unit</td><td>Development and Relations Unit</td></tr></tbody></table>
**Service and Access Management Unit (SAMU)** should be the single entry point for users requesting services. The SAMU shall optimize access to physical and technical services provided by ACTRIS Topical Centres and selected National Facilities.

**ERIC Management Unit** should manage the ACTRIS ERIC organisation tasks and runs all the day-to-day administrative tasks, such as administration, finances, legalities, and assessments of the RI performance. It should ensure that the RI is operating sustainably in terms of finances, RI operations follow the laws and regulations and established policies that are implemented in the RI.

**RI Operations Unit** should manage the internal operations of the RI, ensure the technical development of the RI and enhance the down streams the service provision. RI Operation Unit should work in close connection with Topical Centres and the National Facilities.

**Development and Relations Unit** should be in charge of strategic planning and strategy development for ACTRIS, building and maintaining national, European and international level liaisons and partnership with user communities, other RIs and programmes, countries, stakeholders (incl. innovation liaisons and service development), and supporting awareness rising of ACTRIS within scientific communities, industry and private sector, civil society and decision makers. This Unit shall take care of communication and dissemination activities with all the necessary tools and means.

**The Directors** lead the Head Office and ensure synergies among the Units and ACTRIS CFs and NFs.

The Figure 2 summarizes the identified tasks and activities (functions) identified for the Head Office in the section 3 and their connections to the specific units.
**Service and Access Management Unit (SAMU)** should be the single entry point for users requesting services. The SAMU shall optimize access to physical and technical services provided by ACTRIS Topical Centres and selected National Facilities.

**ERIC Management Unit** should manage the ACTRIS ERIC organisation tasks and runs all the day-to-day administrative tasks, such as administration, finances, legalities, and assessments of the RI performance. It should ensure that the RI is operating sustainably in terms of finances, RI operations follow the laws and regulations and established policies that are implemented in the RI.

**RI Operations Unit** should manage the internal operations of the RI, ensure the technical development of the RI and enhance the down streams the service provision. RI Operation Unit should work in close connection with Topical Centres and the National Facilities.

**Development and Relations Unit** should be in charge of strategic planning and strategy development for ACTRIS, building and maintaining national, European and international level liaisons and partnership with user communities, other RIs and programmes, countries, stakeholders (incl. innovation liaisons and service development), and supporting awareness rising of ACTRIS within scientific communities, industry and private sector, civil society and decision makers. This Unit shall take care of communication and dissemination activities with all the necessary tools and means.

**The Directors** lead the Head Office and ensure synergies among the Units and ACTRIS CFs and NFs.

The Figure 2 summarizes the identified tasks and activities (functions) identified for the Head Office in the section 3 and their connections to the specific units.
<figure><img src="image_3.png" /><figcaption>**Figure 2.** The identified functions of the units of Head Office.</figcaption></figure>

## 5.2 Management body of the Head Office

Executive and Scientific Directors are leading the Head Office and the entire ACTRIS ERIC. The Directors shall have a HO Management body to support their work. The HO Management body shall include the Directors, the Heads of Units and the legal adviser of ACTRIS ERIC. The HO Management body shall have regular meetings to ensure the coherence of the HO work and that all the HO tasks are completed with available resources.
<figure><img src="image_4.png" /><figcaption>**Figure 2.** The identified functions of the units of Head Office.</figcaption></figure>

## 5.2 Management body of the Head Office

Executive and Scientific Directors are leading the Head Office and the entire ACTRIS ERIC. The Directors shall have a HO Management body to support their work. The HO Management body shall include the Directors, the Heads of Units and the legal adviser of ACTRIS ERIC. The HO Management body shall have regular meetings to ensure the coherence of the HO work and that all the HO tasks are completed with available resources.
## 5.3 Head Office linkages to NFs and other CFs

The role and linkages to the other ACTRIS CFs (Data Centre and Topical Centres) are integral part of the day-to-day work of the Head Office as it shall coordinate, oversee and support all the ACTRIS internal activities and access and service management of ACTRIS. In the section 3 and 4 the interlinkages between HO and other CFs and NFs are described.

<figure><img src="image_4.png" /><figcaption>**Figure 3.** The structure of ACTRIS. Head Office coordinate all the ACTRIS activities.</figcaption></figure>

## 5.4 Head Office link to ACTRIS ERIC governance

The ACTRIS governance framework for the legal entity 2021 onwards is presented in Figure 4. The legal entity of ACTRIS shall include the following bodies: the General Assembly, Science and Innovation Advisory Board, Ethical Advisory Board, Financial Committee, and Executive Director (as a legal representative of ACTRIS ERIC) and Scientific Director, Board of Directors (depending on whether other CF directors are part of ACTRIS ERIC) and supported by the ACTRIS Research Infrastructure Committee, and National Facilities Assembly. Also, the engagement with the user community shall be done in the form of Science and User Forum. The role of the different governance bodies are mainly related to decision making (GA), advising and support in decision making and implementation of the decisions. To ensure the execution of the decisions and obtaining timely advises, the Head Office shall facilitate the communication with different bodies by having a contact point to each external body (Table 1).
## 5.3 Head Office linkages to NFs and other CFs

The role and linkages to the other ACTRIS CFs (Data Centre and Topical Centres) are integral part of the day-to-day work of the Head Office as it shall coordinate, oversee and support all the ACTRIS internal activities and access and service management of ACTRIS. In the section 3 and 4 the interlinkages between HO and other CFs and NFs are described.

<figure><img src="image_5.png" /><figcaption>**Figure 3.** The structure of ACTRIS. Head Office coordinate all the ACTRIS activities.</figcaption></figure>

## 5.4 Head Office link to ACTRIS ERIC governance

The ACTRIS governance framework for the legal entity 2021 onwards is presented in Figure 4. The legal entity of ACTRIS shall include the following bodies: the General Assembly, Science and Innovation Advisory Board, Ethical Advisory Board, Financial Committee, and Executive Director (as a legal representative of ACTRIS ERIC) and Scientific Director, Board of Directors (depending on whether other CF directors are part of ACTRIS ERIC) and supported by the ACTRIS Research Infrastructure Committee, and National Facilities Assembly. Also, the engagement with the user community shall be done in the form of Science and User Forum. The role of the different governance bodies are mainly related to decision making (GA), advising and support in decision making and implementation of the decisions. To ensure the execution of the decisions and obtaining timely advises, the Head Office shall facilitate the communication with different bodies by having a contact point to each external body (Table 1).
<figure><img src="image_5.png" /></figure>

**Figure 4.** Plan for the ACTRIS governance framework 2021 onwards when ACTRIS ERIC is expected to be in place. General Assembly consists of the representatives of the ACTRIS ERIC member and observer countries and is the highest decision making body of the ACTRIS ERIC, but it also decides on the strategic issues of the whole research infrastructure. Executive Director of ACTRIS ERIC has the executive power and the legal representation. Scientific Director is in charge the scientific liaisons and development of ACTRIS strategy. Depending on whether the other CF directors are part of ACTRIS ERIC, ACTRIS ERIC can have a Board of Directors to implement the GA decisions. HO support the work of the ACTRIS ERIC bodies.

<table><caption>**Table 1.** ACTRIS ERIC external bodies and their roles, and contact point in Head Office.</caption><thead><tr><td>GOVERNANCE BODY</td><td>ROLE</td><td>CONTACT POINT IN HEAD OFFICE</td></tr></thead><tbody><tr><td>GENERAL ASSEMBLY (GA)</td><td>Decides the overall direction and supervision of ACTRIS<br>Decides the strategic orientation of the RI, structure and budget of the ACTRIS legal entity, and termination of ACTRIS</td><td>Executive Director and Scientific Director (+ Board of Directors)</td></tr><tr><td>FINANCIAL COMMITTEE</td><td>Gives advice on financial matters related with the management and administration of ACTRIS</td><td>Executive Director</td></tr></tbody></table>
<figure><img src="image_6.png" /></figure>

**Figure 4.** Plan for the ACTRIS governance framework 2021 onwards when ACTRIS ERIC is expected to be in place. General Assembly consists of the representatives of the ACTRIS ERIC member and observer countries and is the highest decision making body of the ACTRIS ERIC, but it also decides on the strategic issues of the whole research infrastructure. Executive Director of ACTRIS ERIC has the executive power and the legal representation. Scientific Director is in charge the scientific liaisons and development of ACTRIS strategy. Depending on whether the other CF directors are part of ACTRIS ERIC, ACTRIS ERIC can have a Board of Directors to implement the GA decisions. HO support the work of the ACTRIS ERIC bodies.

<table><caption>**Table 1.** ACTRIS ERIC external bodies and their roles, and contact point in Head Office.</caption><thead><tr><td>GOVERNANCE BODY</td><td>ROLE</td><td>CONTACT POINT IN HEAD OFFICE</td></tr></thead><tbody><tr><td>GENERAL ASSEMBLY (GA)</td><td>Decides the overall direction and supervision of ACTRIS<br/>Decides the strategic orientation of the RI, structure and budget of the ACTRIS legal entity, and termination of ACTRIS</td><td>Executive Director and Scientific Director (+ Board of Directors)</td></tr><tr><td>FINANCIAL COMMITTEE</td><td>Gives advice on financial matters related with the management and administration of ACTRIS</td><td>Executive Director</td></tr></tbody></table>
<table><tr><td>SCIENCE AND INNOVATION ADVISORY BOARD (SIAB)</td><td>Gives advises on topics related to science, innovation and management<br/>Gives feedback and make recommendations to develop ACTRIS research infrastructure activities<br/>Monitors the scientific and operative quality of the ACTRIS research infrastructure</td><td>Scientific Director<br/>with Head of Development and relations</td><td>with Head of Management Unit</td></tr><tr><td>NATIONAL CONSORTIA</td><td>Coordinate and implement national level ACTRIS operations</td><td>Head of RI Operation with Head of Management Unit</td><td></td></tr><tr><td>SCIENCE AND USER FORUM</td><td>Gives consultation about the science and technology development and future needs and directions via virtual and physical activities</td><td>Scientific Director with Head of SAMU and Head of Development and Relations Unit</td><td></td></tr><tr><td>RI COMMITTEE</td><td>Gives consultation (when requested) to matters related to the ACTRIS research infrastructure operations to ensure consistency, coherence and sustainability of the operations of the research infrastructure</td><td>Executive Director and Scientific Director (+ Board of Directors)<br/>with Head of RI Operations Unit</td><td></td></tr><tr><td>ETHICAL ADVISORY BOARD</td><td>Gives advice on issues such as research ethics, data integrity, code of conduct, conflict of interest, equality, representation<br/>Give its recommendations to the General Assembly when needed</td><td>Executive Director and Scientific Director with Head of Management Unit</td><td></td></tr></table>
<table><tr><td>SCIENCE AND INNOVATION ADVISORY BOARD (SIAB)</td><td>Gives advises on topics related to science, innovation and management<br/>Gives feedback and make recommendations to develop ACTRIS research infrastructure activities<br/>Monitors the scientific and operative quality of the ACTRIS research infrastructure</td><td>Scientific Director<br/>with Head of Development and relations</td><td>with Head of Management Unit</td></tr><tr><td>NATIONAL CONSORTIA</td><td>Coordinate and implement national level ACTRIS operations</td><td>Head of RI Operation with Head of Management Unit</td><td></td></tr><tr><td>SCIENCE AND USER FORUM</td><td>Gives consultation about the science and technology development and future needs and directions via virtual and physical activities</td><td>Scientific Director with Head of SAMU and Head of Development and Relations Unit</td><td></td></tr><tr><td>RI COMMITTEE</td><td>Gives consultation (when requested) to matters related to the ACTRIS research infrastructure operations to ensure consistency, coherence and sustainability of the operations of the research infrastructure</td><td>Executive Director and Scientific Director (+ Board of Directors)<br/>with Head of RI Operations Unit</td><td></td></tr><tr><td>ETHICAL ADVISORY BOARD</td><td>Gives advice on issues such as research ethics, data integrity, code of conduct, conflict of interest, equality, representation<br/>Give its recommendations to the General Assembly when needed</td><td>Executive Director and Scientific Director with Head of Management Unit</td><td></td></tr></table>
# 6 Requirements for the Head Office

## 6.1 General requirements

In order to be labelled as Head Office, the HO applicant shall:

* Commit for long-term operation, at least 5-10 years starting with the next year after the implementation of the legal entity,

* Set-up an appropriate structure of Units, to ensure an adequate functionality of the HO, cost-effective operation, and scalability with respect to the user demands and advancement of the state-of-the art methodology,

* Demonstrate the capacity (in terms of material and personnel resources), to ensure the provision of the needed services and organisational support, as described in section 3.

* Provide a feasible implementation and operation plan for the first five years, starting with the next year after the selection as Head Office and seat of the legal entity,

* Commit to provide a minimum amount of support for users, as described in Section 3 and 4.

* Commit to provide the organisational support, as described in Section 3.

## 6.2 Technical requirements

### 6.2.1 Facilities

For the operation of HO there no need of specific facilities besides the adequate office space, meeting rooms and efficient network connections, telecommunication and regular office tools, as well as back office services (IT support/Office management), and adequate administrative support tools.

### 6.2.2 Human resources

The Head Office shall have staff with strong expertise in managing large research infrastructures and disseminating its impact and interacting with and attracting users. For the full operative phase the personnel need is estimated to be for the Head Office 14 FTE; 2 FTE for directors and 3 FTE for each HO Unit (in total 12 FTE). The Table 2 identifies the required skills and expected experience of the HO staff. In addition to the required skills and expected experience, there are certain transversal skills required from all HO staff, such as HO staff shall have experience in working in the international environment, experience on coordination, have excellent communication skills and good management skills.
# 6 Requirements for the Head Office

## 6.1 General requirements

In order to be labelled as Head Office, the HO applicant shall:

* Commit for long-term operation, at least 5-10 years starting with the next year after the implementation of the legal entity,

* Set-up an appropriate structure of Units, to ensure an adequate functionality of the HO, cost-effective operation, and scalability with respect to the user demands and advancement of the state-of-the art methodology,

* Demonstrate the capacity (in terms of material and personnel resources), to ensure the provision of the needed services and organisational support, as described in section 3.

* Provide a feasible implementation and operation plan for the first five years, starting with the next year after the selection as Head Office and seat of the legal entity,

* Commit to provide a minimum amount of support for users, as described in Section 3 and 4.

* Commit to provide the organisational support, as described in Section 3.

## 6.2 Technical requirements

### 6.2.1 Facilities

For the operation of HO there no need of specific facilities besides the adequate office space, meeting rooms and efficient network connections, telecommunication and regular office tools, as well as back office services (IT support/Office management), and adequate administrative support tools.

### 6.2.2 Human resources

The Head Office shall have staff with strong expertise in managing large research infrastructures and disseminating its impact and interacting with and attracting users. For the full operative phase the personnel need is estimated to be for the Head Office 14 FTE; 2 FTE for directors and 3 FTE for each HO Unit (in total 12 FTE). The Table 2 identifies the required skills and expected experience of the HO staff. In addition to the required skills and expected experience, there are certain transversal skills required from all HO staff, such as HO staff shall have experience in working in the international environment, experience on coordination, have excellent communication skills and good management skills.
<table><caption>**Table 2.** Foreseen staff profiles and capacity for the Head Office in its operative phase.</caption><thead><tr><td></td><td>PMs per year (fully operational phase, 2025)</td><td>Skill level, general task description</td><td>Experience in years</td></tr></thead><tbody><tr><td>Executive Director</td><td>12</td><td>Qualified senior management professional in executive role, solid experience in successfully leading organizations and/or distributed networks, esp. in the field of distributed RIs in nature of natural sciences, minor emphasis on science</td><td>&gt;10</td></tr><tr><td>Scientific Director</td><td>12</td><td>Qualified and merited senior scientist in the field of ACTRIS, also understanding on managerial issues of RIs but with less emphasis.</td><td>&gt;10</td></tr><tr><td>Head of SAMU</td><td>12</td><td>Qualified senior management specialist, with scientific background as well as experience in the organization of processes, management of teams, access and services. Lead the management of access services and evaluation processes</td><td>&gt;5</td></tr><tr><td>Officer (access management, evaluations)</td><td>12</td><td>Qualified officer with background in administration &amp; management, organizational skills, experience in monitoring, access and services provision</td><td>&gt;3</td></tr><tr><td>Officer (user feedback, user needs, training)</td><td>12</td><td>Qualified officer with background in administration &amp; management, organizational skills, experience in monitoring, access and services provision</td><td>&gt;3</td></tr><tr><td>Assistant (SAMU)</td><td>1.2</td><td>Back office assistant, support for SAMU, Assistant with background in administration &amp; management as well as</td><td>&gt;3</td></tr></tbody></table>
<table><caption>**Table 2.** Foreseen staff profiles and capacity for the Head Office in its operative phase.</caption><thead><tr><td></td><td>PMs per year (fully operational phase, 2025)</td><td>Skill level, general task description</td><td>Experience in years</td></tr></thead><tbody><tr><td>Executive Director</td><td>12</td><td>Qualified senior management professional in executive role, solid experience in successfully leading organizations and/or distributed networks, esp. in the field of distributed RIs in nature of natural sciences, minor emphasis on science</td><td>>10</td></tr><tr><td>Scientific Director</td><td>12</td><td>Qualified and merited senior scientist in the field of ACTRIS, also understanding on managerial issues of RIs but with less emphasis.</td><td>>10</td></tr><tr><td>Head of SAMU</td><td>12</td><td>Qualified senior management specialist, with scientific background as well as experience in the organization of processes, management of teams, access and services. Lead the management of access services and evaluation processes</td><td>>5</td></tr><tr><td>Officer (access management, evaluations)</td><td>12</td><td>Qualified officer with background in administration & management, organizational skills, experience in monitoring, access and services provision</td><td>>3</td></tr><tr><td>Officer (user feedback, user needs, training)</td><td>12</td><td>Qualified officer with background in administration & management, organizational skills, experience in monitoring, access and services provision</td><td>>3</td></tr><tr><td>Assistant (SAMU)</td><td>1.2</td><td>Back office assistant, support for SAMU, Assistant with background in administration & management as well as</td><td>>3</td></tr></tbody></table>
<table><tr><td></td><td></td><td>organizational, monitoring and communication (social media) skills</td><td></td></tr><tr><td>Head of MGT Unit</td><td>12</td><td>Qualified senior management specialist on RI and organizational matters; responsible for the day-to-day management of the legal entity. Contributes to the financial tasks of HO</td><td>&gt;5</td></tr><tr><td>Officer (legal)</td><td>3</td><td>Senior lawyer, knowledge on constitutional, employment and tax issues of the seat country laws, regulations and rules; can be outsourced</td><td>&gt;5</td></tr><tr><td>Officer (financial)</td><td>6</td><td>Financial professional experienced with the budgetary issues and account management, works together with Head MGT</td><td>&gt;5</td></tr><tr><td>Officer (self-assessment and evaluations)</td><td>6</td><td>Experienced in quality management, monitor and collect information on KPIs and organizes the evaluations and draft the assessment reports</td><td>&gt;5</td></tr><tr><td>Assistant</td><td>12</td><td>Back office assistant, support for the directors, professional administrative management skills</td><td>&gt;3</td></tr><tr><td>Head of RI Operations</td><td>12</td><td>Qualified senior RI operations specialist understanding the work flows and interlinkages between RI components and RI operations, is familiar with distributed RIs and technological requirements in ACTRIS. Lead the work on optimizing the RI operations and ensures the integrations of operations.</td><td>&gt;5</td></tr></table>
<table><tr><td></td><td></td><td>organizational, monitoring and communication (social media) skills</td><td></td></tr><tr><td>Head of MGT Unit</td><td>12</td><td>Qualified senior management specialist on RI and organizational matters; responsible for the day-to-day management of the legal entity. Contributes to the financial tasks of HO</td><td>&gt;5</td></tr><tr><td>Officer (legal)</td><td>3</td><td>Senior lawyer, knowledge on constitutional, employment and tax issues of the seat country laws, regulations and rules; can be outsourced</td><td>&gt;5</td></tr><tr><td>Officer (financial)</td><td>6</td><td>Financial professional experienced with the budgetary issues and account management, works together with Head MGT</td><td>&gt;5</td></tr><tr><td>Officer (self-assessment and evaluations)</td><td>6</td><td>Experienced in quality management, monitor and collect information on KPIs and organizes the evaluations and draft the assessment reports</td><td>&gt;5</td></tr><tr><td>Assistant</td><td>12</td><td>Back office assistant, support for the directors, professional administrative management skills</td><td>&gt;3</td></tr><tr><td>Head of RI Operations</td><td>12</td><td>Qualified senior RI operations specialist understanding the work flows and interlinkages between RI components and RI operations, is familiar with distributed RIs and technological requirements in ACTRIS. Lead the work on optimizing the RI operations and ensures the integrations of operations.</td><td>&gt;5</td></tr></table>
<table><tr><td>Officer (integration)</td><td>6</td><td>System engineering and data management skills, knowledge of the field of ACTRIS and operative services</td><td>&gt;5</td></tr><tr><td>Officer (workflow)</td><td>12</td><td>Experience on system engineering, management of workflows, knowledge of the field of ACTRIS</td><td>&gt;5</td></tr><tr><td>Officer (tech development, downstream activities)</td><td>6</td><td>Experience on technical development and industry collaboration & technology transfer, knowledge of the field of ACTRIS</td><td>&gt;5</td></tr><tr><td>Head of Development and Relations Unit</td><td>12</td><td>Experience in strategic planning and liaisons and public relations, holds a degree in Earth /environmental sciences. Have skills in foresight activities and development processes, knowledge of the field of ACTRIS</td><td>&gt;5</td></tr><tr><td>Officer communications</td><td>12</td><td>Experience in communications and PR, experience in outreach and dissemination activities</td><td>&gt;5</td></tr><tr><td>Officer (innovations)</td><td>6</td><td>Experience in private sector collaboration, technology transfer and marketing</td><td>&gt;5</td></tr></table>

### 6.2.3 Other requirements

The Head Office shall have task to organise the following issues for the whole ACTRIS ERIC:

* The ACTRIS ERIC needs to take the insurance for the ACTRIS ERIC legal entity in all those countries where it is operating.

* The ACTRIS ERIC needs to organize the payroll and financial system in all those countries where it is operating.

* The ACTRIS ERIC requires legal advice in all the countries where it is operating, the main work load being in the country of the legal seat.
<table><tr><td>Officer (integration)</td><td>6</td><td>System engineering and data management skills, knowledge of the field of ACTRIS and operative services</td><td>&gt;5</td></tr><tr><td>Officer (workflow)</td><td>12</td><td>Experience on system engineering, management of workflows, knowledge of the field of ACTRIS</td><td>&gt;5</td></tr><tr><td>Officer (tech development, downstream activities)</td><td>6</td><td>Experience on technical development and industry collaboration & technology transfer, knowledge of the field of ACTRIS</td><td>&gt;5</td></tr><tr><td>Head of Development and Relations Unit</td><td>12</td><td>Experience in strategic planning and liaisons and public relations, holds a degree in Earth /environmental sciences. Have skills in foresight activities and development processes, knowledge of the field of ACTRIS</td><td>&gt;5</td></tr><tr><td>Officer communications</td><td>12</td><td>Experience in communications and PR, experience in outreach and dissemination activities</td><td>&gt;5</td></tr><tr><td>Officer (innovations)</td><td>6</td><td>Experience in private sector collaboration, technology transfer and marketing</td><td>&gt;5</td></tr></table>

### 6.2.3 Other requirements

The Head Office shall have task to organise the following issues for the whole ACTRIS ERIC:

* The ACTRIS ERIC needs to take the insurance for the ACTRIS ERIC legal entity in all those countries where it is operating.

* The ACTRIS ERIC needs to organize the payroll and financial system in all those countries where it is operating.

* The ACTRIS ERIC requires legal advice in all the countries where it is operating, the main work load being in the country of the legal seat.
# 7 Basic criteria for the selection of the Head Office

The applications to host the Head Office are evaluated against a set of criteria covering:

* Ability and readiness to manage and **host the legal entity**

* The **level of commitment** for long-term operation

* The **capacity** to provide the organisational support and the services described in sections 3 and 4.

* The availability of the necessary facilities and management tools

* The availability for recruiting the needed human resources (FTE, expertise)

* The **efficiency** in providing the organisational support and the services

* The feasibility of the implementation plan (costs, resources, timeline)

* The feasibility of the operation plan (methodology, costs of activities)

* The level of maturity

* Status of the development of the Units

* Adequacy of the organisational structure and management

* Risk management strategy

These criteria will be detailed in the associated call documents.

# 8 Obligations of the Head Office

## 8.1 General obligations

The Head Office shall be responsible for establishing and improving the Quality Management System for the ACTRIS. This task will include organising self-assessments and consultation, monitoring KPIs and risks, providing guidance on quality management to the CFs and NFs, employ benchmarking and best practices to support planning and development of quality management.

The following general obligations shall apply to the Head Office while operational:

* To organize its activities in a cost-efficient way, timely, and with high quality,

* To actively participate in the governance and sustainable development of ACTRIS,

* To manage the access of users to ACTRIS services, according to the access policy, availability of time, and material resources,

* To provide organisational support to ACTRIS CF and NF, according to the identified needs, agreed schedules, and procedures,

* To manage ACTRIS document management and archiving systems

* To implement efficient user interaction activities by:

* Organizing workshops, to interact with the users (User Forum),

* Collecting user feedbacks,

* Maintaining the ACTRIS website,

* To document its activities, services and access provided, key performance indicators, and finances
# 7 Basic criteria for the selection of the Head Office

The applications to host the Head Office are evaluated against a set of criteria covering:

* Ability and readiness to manage and **host the legal entity**

* The **level of commitment** for long-term operation

* The **capacity** to provide the organisational support and the services described in sections 3 and 4.

* The availability of the necessary facilities and management tools

* The availability for recruiting the needed human resources (FTE, expertise)

* The **efficiency** in providing the organisational support and the services

* The feasibility of the implementation plan (costs, resources, timeline)

* The feasibility of the operation plan (methodology, costs of activities)

* The level of maturity

* Status of the development of the Units

* Adequacy of the organisational structure and management

* Risk management strategy

These criteria will be detailed in the associated call documents.

# 8 Obligations of the Head Office

## 8.1 General obligations

The Head Office shall be responsible for establishing and improving the Quality Management System for the ACTRIS. This task will include organising self-assessments and consultation, monitoring KPIs and risks, providing guidance on quality management to the CFs and NFs, employ benchmarking and best practices to support planning and development of quality management.

The following general obligations shall apply to the Head Office while operational:

* To organize its activities in a cost-efficient way, timely, and with high quality,

* To actively participate in the governance and sustainable development of ACTRIS,

* To manage the access of users to ACTRIS services, according to the access policy, availability of time, and material resources,

* To provide organisational support to ACTRIS CF and NF, according to the identified needs, agreed schedules, and procedures,

* To manage ACTRIS document management and archiving systems

* To implement efficient user interaction activities by:

* Organizing workshops, to interact with the users (User Forum),

* Collecting user feedbacks,

* Maintaining the ACTRIS website,

* To document its activities, services and access provided, key performance indicators, and finances
* To collect and document from the whole ACTRIS level the key performance indicators and impacts, and provide this information to the General Assembly and European Commission,

* To contribute to minimize and assess the uncertainties related to data and data products, according to their role and in collaboration with each other.

The HO is responsible for managing and developing a system where the Pan-European level performance indicators (KPIs) of ACTRIS are collected, analysed and reported to the IAC as part of the Quality Management System with the aim to reduce costs, improve the quality of the RI, measure effectiveness of training activities and improve timing and productivity of operations. These RI level KPIs are to be selected by the ACTRIS ERIC executive in consultation with the RI Committee (or any working group dedicated to this), and finally decided by the General Assembly.

## 8.2 More specific obligations

### 8.2.1 Obligations to the General Assembly and other governance bodies

The Head Office acts as a secretariat for the General Assembly involving all duties related to organising and preparing its meetings, meeting documentation and decision minutes and follow-up. Regular annual legal tasks include e.g. annual accounting process of the legal entity. The Head Office supports the Executive in its work towards the General Assembly.

* preparing all documents regarding the legal entity: budget, long term financial plan, work plan (legally binding)

* giving an overview of the RI level work plan and budget and financial information (not legally binding on those parts that are not part of the legal entity)

The HO also supports other bodies:

* Scientific and Innovation advisory board,

* ethical advisory board,

* RI Committee

More detailed description of the facilitation of the ACTRIS ERIC governance bodies are given in section 3.

### 8.2.2 Obligations towards the ACTRIS National Facilities and Central Facilities

Technical obligations of the Head Office refer to the management, and different governance related tools, standard information collection tools and reporting tools. E.g., the HO shall be responsible for organizing the system where the CFs can directly report their annual activities, performance indicators, finances and risks.

For those CFs that are part of the legal entity:

* All legal responsibilities regarding financing, staff payroll, insurances

For all CFs:
* To collect and document from the whole ACTRIS level the key performance indicators and impacts, and provide this information to the General Assembly and European Commission,

* To contribute to minimize and assess the uncertainties related to data and data products, according to their role and in collaboration with each other.

The HO is responsible for managing and developing a system where the Pan-European level performance indicators (KPIs) of ACTRIS are collected, analysed and reported to the IAC as part of the Quality Management System with the aim to reduce costs, improve the quality of the RI, measure effectiveness of training activities and improve timing and productivity of operations. These RI level KPIs are to be selected by the ACTRIS ERIC executive in consultation with the RI Committee (or any working group dedicated to this), and finally decided by the General Assembly.

## 8.2 More specific obligations

### 8.2.1 Obligations to the General Assembly and other governance bodies

The Head Office acts as a secretariat for the General Assembly involving all duties related to organising and preparing its meetings, meeting documentation and decision minutes and follow-up. Regular annual legal tasks include e.g. annual accounting process of the legal entity. The Head Office supports the Executive in its work towards the General Assembly.

* preparing all documents regarding the legal entity: budget, long term financial plan, work plan (legally binding)

* giving an overview of the RI level work plan and budget and financial information (not legally binding on those parts that are not part of the legal entity)

The HO also supports other bodies:

* Scientific and Innovation advisory board,

* ethical advisory board,

* RI Committee

More detailed description of the facilitation of the ACTRIS ERIC governance bodies are given in section 3.

### 8.2.2 Obligations towards the ACTRIS National Facilities and Central Facilities

Technical obligations of the Head Office refer to the management, and different governance related tools, standard information collection tools and reporting tools. E.g., the HO shall be responsible for organizing the system where the CFs can directly report their annual activities, performance indicators, finances and risks.

For those CFs that are part of the legal entity:

* All legal responsibilities regarding financing, staff payroll, insurances

For all CFs:
* Collection of annual work plans and reports and financial plans and financial reports from each Central Facility.

* Allocation of the budget according to the General Assembly decision and financial rules to each CF.

* Providing information on national ACTRIS developments to the CFs to enable the planning of work and resources.

* Collection of KPIs from CFs

* Overseeing the ethical issues, IPR

For CF and NF:

* Managing the access process and interaction with the NF and CF (capacity/feasibility check, organise calls, evaluation, selection, implementing the user access, reporting) for the CF and NF services (SAMU)

SAMU and the Data Centre shall establish a specific link so that the ACTRIS single access point also points to all services at the Data Centre.

Head Office should organize knowledge transfer and training sessions with the CFs and NFs to support the implementation of guidelines, procedures, and quality control of the management. Head Office should strengthen the involvement of industry using specific training for RI users, including industry users.

The Head Office provides support for sustainability, information distribution, outreach and promotion of the NFs. It collects NF annual reports and work plans and manages of the labelling process during the implementation, and applications for new ACTRIS NF. The Head Office is promoting strengthening the fund raising on the national level and sustains national contact person communication.

### 8.2.3 Technical obligations towards the ACTRIS users

SAMU shall be the main and unique interface between the ACTRIS users and all services offered by the ACTRIS CF and NF. It shall maintain and advertise the ACTRIS service portfolio, promote and inform the users on the opportunities for access, communicate with and support users for any needs and requests, coordinate the access and review process, disseminate the access output and provide access to results and publications, and collect the user feedback.

SAMU shall commit to provide a minimum amount of user services as described in section 4.

* Definition of the user strategy and common protocols for user access; ACTRIS User web tool/virtual platform, service and access management...

* Science conferences, access to the RI (SAMU) for conducting excellent research, training, education, fostering new activities/projects,

The Head Office organizes the Science and User Forum interactive platform and also organizes science conferences.

SAMU has the following obligations towards users:
* Collection of annual work plans and reports and financial plans and financial reports from each Central Facility.

* Allocation of the budget according to the General Assembly decision and financial rules to each CF.

* Providing information on national ACTRIS developments to the CFs to enable the planning of work and resources.

* Collection of KPIs from CFs

* Overseeing the ethical issues, IPR

For CF and NF:

* Managing the access process and interaction with the NF and CF (capacity/feasibility check, organise calls, evaluation, selection, implementing the user access, reporting) for the CF and NF services (SAMU)

SAMU and the Data Centre shall establish a specific link so that the ACTRIS single access point also points to all services at the Data Centre.

Head Office should organize knowledge transfer and training sessions with the CFs and NFs to support the implementation of guidelines, procedures, and quality control of the management. Head Office should strengthen the involvement of industry using specific training for RI users, including industry users.

The Head Office provides support for sustainability, information distribution, outreach and promotion of the NFs. It collects NF annual reports and work plans and manages of the labelling process during the implementation, and applications for new ACTRIS NF. The Head Office is promoting strengthening the fund raising on the national level and sustains national contact person communication.

### 8.2.3 Technical obligations towards the ACTRIS users

SAMU shall be the main and unique interface between the ACTRIS users and all services offered by the ACTRIS CF and NF. It shall maintain and advertise the ACTRIS service portfolio, promote and inform the users on the opportunities for access, communicate with and support users for any needs and requests, coordinate the access and review process, disseminate the access output and provide access to results and publications, and collect the user feedback.

SAMU shall commit to provide a minimum amount of user services as described in section 4.

* Definition of the user strategy and common protocols for user access; ACTRIS User web tool/virtual platform, service and access management...

* Science conferences, access to the RI (SAMU) for conducting excellent research, training, education, fostering new activities/projects,

The Head Office organizes the Science and User Forum interactive platform and also organizes science conferences.

SAMU has the following obligations towards users:
* to implement clear, simple and fair access procedures

* to familiarize users with these procedures

* to promote and duly inform users on access opportunities selecting the most appropriate communication channel or medium

* to plan, schedule, organize and manage the peer review process

* to promote measures to facilitate the smooth operations during the access

* to make every possible effort to solve any issue that may arise during the review process and/or the access

## 8.3 Evaluation of the activity of the Head Office

In general, the performance of the Head Office is measured by the success in maintaining the sustainability of the ACTRIS, which is the strategically the main objective of the Head Office. (The sustainability criteria are: scientific excellence, successful user strategy, efficient governance and management (incl. human resources), financial sustainability, technological development and upgrading of the RI, innovation, data management, measuring the socio-economic impacts, and accounting for risks).

The performance indicators for the HO are connected to the core mission of the HO and they can be grouped in to the following points.

* Quality Management

* Human Resources

* Community building, visibility (leading to socio economic impact)

* Cost efficiency

* Success of the training

* Success of the user strategy (SAMU)

Once established and operational, the Head Office shall be annually evaluated for its performances against a set of KPIs that will be revised by the executive of the ACTRIS ERIC and finally decided by the General Assembly. It has to be remembered that the HO in part of the ERIC and it is responsible for providing performance indicators for the whole RI. The basic task of the HO is to ensure the sustainability of the whole RI and the KPIs have to reflect the main objectives. Some of the KPIs mentioned in Table 3 are not only on the responsibility of the Head Office, but will be candidates for the indicators of the whole RI.
* to implement clear, simple and fair access procedures

* to familiarize users with these procedures

* to promote and duly inform users on access opportunities selecting the most appropriate communication channel or medium

* to plan, schedule, organize and manage the peer review process

* to promote measures to facilitate the smooth operations during the access

* to make every possible effort to solve any issue that may arise during the review process and/or the access

## 8.3 Evaluation of the activity of the Head Office

In general, the performance of the Head Office is measured by the success in maintaining the sustainability of the ACTRIS, which is the strategically the main objective of the Head Office. (The sustainability criteria are: scientific excellence, successful user strategy, efficient governance and management (incl. human resources), financial sustainability, technological development and upgrading of the RI, innovation, data management, measuring the socio-economic impacts, and accounting for risks).

The performance indicators for the HO are connected to the core mission of the HO and they can be grouped in to the following points.

* Quality Management

* Human Resources

* Community building, visibility (leading to socio economic impact)

* Cost efficiency

* Success of the training

* Success of the user strategy (SAMU)

Once established and operational, the Head Office shall be annually evaluated for its performances against a set of KPIs that will be revised by the executive of the ACTRIS ERIC and finally decided by the General Assembly. It has to be remembered that the HO in part of the ERIC and it is responsible for providing performance indicators for the whole RI. The basic task of the HO is to ensure the sustainability of the whole RI and the KPIs have to reflect the main objectives. Some of the KPIs mentioned in Table 3 are not only on the responsibility of the Head Office, but will be candidates for the indicators of the whole RI.
<table><caption>**Table 3.** KPIs against which the HO will be annually evaluated, taking into consideration general and technical obligations.</caption><thead><tr><th>Index</th><th>Comment</th><th>Source of information</th><th>Type of data</th><th>Frequency</th></tr></thead><tbody><tr><td colspan="5">Quality Management</td></tr><tr><td>Number of countries and international organizations that are Members or Observers of ACTRIS ERIC</td><td></td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td>Ratio of number of governance bodies established and planned or needed according to the statutes of ACTRIS ERIC</td><td>Monitored by the end of the Implementation Phase</td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td>Number of new released standards, guidelines, policies as outcomes of the ACTRIS ERIC governance, Working Groups or Head Office</td><td>Includes internal rules and procedures, terms of references approved by the executive, published policies and strategies approved by the General Assembly, published quality criteria of the RI operations</td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td>Number of Central Facilities that filled out the quality self-assessment survey</td><td>Reflects the success of the QM process and motivation</td><td>HO and CFs</td><td>numerical</td><td>yearly</td></tr><tr><td>Number of dissemination events (both physical or online trainings, webinars, etc.) related to QM</td><td></td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td>Number of MoUs ACTRIS ERIC has signed with other research infrastructures and organisations</td><td></td><td>HO</td><td>numerical</td><td>yearly</td></tr></tbody></table>
<table><caption>**Table 3.** KPIs against which the HO will be annually evaluated, taking into consideration general and technical obligations.</caption><thead><tr><th>Index</th><th>Comment</th><th>Source of information</th><th>Type of data</th><th>Frequency</th></tr></thead><tbody><tr><td colspan="5">Quality Management</td></tr><tr><td>Number of countries and international organizations that are Members or Observers of ACTRIS ERIC</td><td></td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td>Ratio of number of governance bodies established and planned or needed according to the statutes of ACTRIS ERIC</td><td>Monitored by the end of the Implementation Phase</td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td>Number of new released standards, guidelines, policies as outcomes of the ACTRIS ERIC governance, Working Groups or Head Office</td><td>Includes internal rules and procedures, terms of references approved by the executive, published policies and strategies approved by the General Assembly, published quality criteria of the RI operations</td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td>Number of Central Facilities that filled out the quality self-assessment survey</td><td>Reflects the success of the QM process and motivation</td><td>HO and CFs</td><td>numerical</td><td>yearly</td></tr><tr><td>Number of dissemination events (both physical or online trainings, webinars, etc.) related to QM</td><td></td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td>Number of MoUs ACTRIS ERIC has signed with other research infrastructures and organisations</td><td></td><td>HO</td><td>numerical</td><td>yearly</td></tr></tbody></table>
<table><tbody><tr><td colspan="5">Human resources</td></tr><tr><td>Proportion of ACTRIS ERIC personnel recruited from 100% needs evaluated in concept(s)</td><td>Monitored by the end of the Implementation Phase</td><td>HO</td><td>percentage</td><td>yearly</td></tr><tr><td>Staff satisfaction of the ACTRIS ERIC</td><td>work place questionnaire</td><td>HO</td><td>semi-quantitative</td><td>every second year</td></tr><tr><td>Number of projects focused on mobility (such as COST), involving ACTRIS ERIC or at least National or Central Facilities from two ACTRIS ERIC members or observers</td><td></td><td>HO and CFs</td><td>numerical</td><td>yearly</td></tr><tr><td>Number and nature of activities taken specifically in order to improve the gender equality in ACTRIS ERIC and the whole ACTRIS</td><td>Can include e.g. approval of the Gender Equality Plan by the General Assembly, training events and consultations</td><td>HO and CFs</td><td>semi-quantitative</td><td>yearly</td></tr><tr><td colspan="5">Community building, visibility</td></tr><tr><td>Number of visit of ACTRIS web pages</td><td></td><td>HO</td><td>numerical</td><td></td></tr><tr><td>Number of press release</td><td></td><td>HO and CFs and NFs</td><td>numerical</td><td>yearly</td></tr><tr><td>Number of presentations given at international events on ACTRIS/relating to ACTRIS/using ACTRIS data</td><td></td><td>HO and CFs and NFs</td><td>numerical</td><td>yearly</td></tr><tr><td>Number of commented recommendations, guidance documents, directives, such as WMO, Council of Europe, OECD,</td><td>Related to policy relevance and policy impact</td><td>HO and CFs</td><td>numerical</td><td>yearly</td></tr></tbody></table>
<table><tbody><tr><td colspan="5">Human resources</td></tr><tr><td>Proportion of ACTRIS ERIC personnel recruited from 100% needs evaluated in concept(s)</td><td>Monitored by the end of the Implementation Phase</td><td>HO</td><td>percentage</td><td>yearly</td></tr><tr><td>Staff satisfaction of the ACTRIS ERIC</td><td>work place questionnaire</td><td>HO</td><td>semi-quantitative</td><td>every second year</td></tr><tr><td>Number of projects focused on mobility (such as COST), involving ACTRIS ERIC or at least National or Central Facilities from two ACTRIS ERIC members or observers</td><td></td><td>HO and CFs</td><td>numerical</td><td>yearly</td></tr><tr><td>Number and nature of activities taken specifically in order to improve the gender equality in ACTRIS ERIC and the whole ACTRIS</td><td>Can include e.g. approval of the Gender Equality Plan by the General Assembly, training events and consultations</td><td>HO and CFs</td><td>semi-quantitative</td><td>yearly</td></tr><tr><td colspan="5">Community building, visibility</td></tr><tr><td>Number of visit of ACTRIS web pages</td><td></td><td>HO</td><td>numerical</td><td></td></tr><tr><td>Number of press release</td><td></td><td>HO and CFs and NFs</td><td>numerical</td><td>yearly</td></tr><tr><td>Number of presentations given at international events on ACTRIS/relating to ACTRIS/using ACTRIS data</td><td></td><td>HO and CFs and NFs</td><td>numerical</td><td>yearly</td></tr><tr><td>Number of commented recommendations, guidance documents, directives, such as WMO, Council of Europe, OECD,</td><td>Related to policy relevance and policy impact</td><td>HO and CFs</td><td>numerical</td><td>yearly</td></tr></tbody></table>
<table><tr><td>IPCC, etc. on behalf of ACTRIS</td><td></td><td></td><td></td></tr><tr><td>Number of subscribers in the e-newsletter or website</td><td></td><td>HO</td><td>numerical yearly</td></tr><tr><td colspan="4">Financial success</td></tr><tr><td>Deviation from the annual ERIC/HO budget (??)</td><td></td><td>HO</td><td>numerical yearly</td></tr><tr><td>Proportion of external sources to overall budget of ACTRIS ERIC such as H2020 projects, etc., not included the ERIC core budget</td><td></td><td>HO</td><td>percentage yearly</td></tr><tr><td colspan="4">Success of the training</td></tr><tr><td>Number of applications (or participants) to training, education and experience sharing events related to SAMU/RI services</td><td>Need to measure what is the impact of the training, how many deems it useful and come back to ACTRIS, see Success of user strategy</td><td>HO</td><td>numerical yearly</td></tr><tr><td>Applications to HO or HO/SAMU training events</td><td></td><td>HO</td><td>numerical yearly</td></tr><tr><td colspan="4">Success of the user strategy</td></tr><tr><td>Number of *services provided (made available for the users) by the ACTRIS ERIC on Pan-European level.<br/>*Each service must be declared as a service and must be clearly defined,</td><td></td><td>HO</td><td>numerical yearly</td></tr></table>
<table><tr><td>IPCC, etc. on behalf of ACTRIS</td><td></td><td></td><td></td></tr><tr><td>Number of subscribers in the e-newsletter or website</td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td colspan="4">Financial success</td></tr><tr><td>Deviation from the annual ERIC/HO budget (??)</td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td>Proportion of external sources to overall budget of ACTRIS ERIC such as H2020 projects, etc., not included the ERIC core budget</td><td>HO</td><td>percentage</td><td>yearly</td></tr><tr><td colspan="4">Success of the training</td></tr><tr><td>Number of applications (or participants) to training, education and experience sharing events related to SAMU/RI services</td><td>Need to measure what is the impact of the training, how many deems it useful and come back to ACTRIS, see Success of user strategy</td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td>Applications to HO or HO/SAMU training events</td><td></td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td colspan="4">Success of the user strategy</td></tr><tr><td>Number of *services provided (made available for the users) by the ACTRIS ERIC on Pan-European level.<br/>*Each service must be declared as a service and must be clearly defined,</td><td></td><td>HO</td><td>numerical</td><td>yearly</td></tr></table>
<table><tr><td>also in terms of its target user group(s)</td><td></td><td></td><td></td></tr><tr><td>Number of recognized individual users using services</td><td>Data collected per service, user groups, and aggregated across all the services</td><td>HO</td><td>numerical</td><td>half-yearly</td></tr><tr><td>Ratio between SAMU requests accomplished and reported, and total number of SAMU requests</td><td></td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td>Number of members participating in the User Forum activities (representing various types of users and stakeholders)</td><td></td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td>User satisfaction</td><td>Questionnaires related to user satisfaction should be attached to all user reports</td><td>HO</td><td>semi-quantitative</td><td>yearly</td></tr></table>
<table><tr><td>also in terms of its target user group(s)</td><td></td><td></td><td></td></tr><tr><td>Number of recognized individual users using services</td><td>Data collected per service, user groups, and aggregated across all the services</td><td>HO</td><td>numerical</td><td>half-yearly</td></tr><tr><td>Ratio between SAMU requests accomplished and reported, and total number of SAMU requests</td><td></td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td>Number of members participating in the User Forum activities (representing various types of users and stakeholders)</td><td></td><td>HO</td><td>numerical</td><td>yearly</td></tr><tr><td>User satisfaction</td><td>Questionnaires related to user satisfaction should be attached to all user reports</td><td>HO</td><td>semi-quantitative</td><td>yearly</td></tr></table>
9 Glossary

**ACTRIS data** - are the ACTRIS variables resulting from measurements that fully comply with the standard operating procedures (SOP), measurement recommendations, and quality guidelines established within ACTRIS.

o **ACTRIS level 0 data:** Raw sensor output, either mV or physical units. Native resolution, metadata necessary for next level.

o **ACTRIS level 1 data:** Calibrated and quality assured data with minimum level of quality control.

o **ACTRIS level 2 data:** Approved and fully quality controlled ACTRIS data product or geophysical variable.

o **ACTRIS level 3 data:** Elaborated ACTRIS data products derived by post-processing of ACTRIS Level 0 -1 -2 data, and data from other sources. The data can be gridded or not.

o **ACTRIS syntheses product (Proper name to be defined later):** Data product from e.g. research activities, not under direct ACTRIS responsibility, but ACTRIS offer repository and access.

**ACTRIS Data Centre (DC)** - the Central Facility responsible for ACTRIS data curation, preservation, and distribution of data, value-added products and tools, and hosting the ACTRIS data portal.

**ACTRIS data originator** - entity operating instruments at a National Facility or Topical Centre, resulting in ACTRIS data and delivering ACTRIS data to the Data Centre.

**ACTRIS data provider** - the Data Centre offering the ACTRIS data and value-added data products and tools to users.

**ACTRIS digital tools and services** - tailored codes and software for processing and visualization of ACTRIS data, production of ACTRIS data products, and for data analysis and research.

**ACTRIS exploratory platform** - National Facility (simulation chambers, laboratories, or mobile facilities) operating on campaign basis and delivering dedicated data to the Data Centre.

**ACTRIS General Assembly (GA)** - a council of ministry- and funding organization representatives of ACTRIS members after ACTRIS legal entity has been established, superior decision-making body of ACTRIS.

**ACTRIS Head Office (HO)** - a Central Facility coordinating and representing ACTRIS, and holding the statutory seat.

**ACTRIS label** - earmarks a data set or a measurement site as ACTRIS data or ACTRIS National Facility.

**ACTRIS observational platform** – ACTRIS National Facility performing long-term, regular observations and delivering standardized data to the Data Centre.

**ACTRIS Topical Centres (TCs)** – a Central Facility offering services and operation support for QA/QC of measurements and data (including training, calibration, QA/QC tools, and development of standard operation and evaluation procedures)
9 Glossary

**ACTRIS data** - are the ACTRIS variables resulting from measurements that fully comply with the standard operating procedures (SOP), measurement recommendations, and quality guidelines established within ACTRIS.

o **ACTRIS level 0 data:** Raw sensor output, either mV or physical units. Native resolution, metadata necessary for next level.

o **ACTRIS level 1 data:** Calibrated and quality assured data with minimum level of quality control.

o **ACTRIS level 2 data:** Approved and fully quality controlled ACTRIS data product or geophysical variable.

o **ACTRIS level 3 data:** Elaborated ACTRIS data products derived by post-processing of ACTRIS Level 0 -1 -2 data, and data from other sources. The data can be gridded or not.

o **ACTRIS syntheses product (Proper name to be defined later):** Data product from e.g. research activities, not under direct ACTRIS responsibility, but ACTRIS offer repository and access.

**ACTRIS Data Centre (DC)** - the Central Facility responsible for ACTRIS data curation, preservation, and distribution of data, value-added products and tools, and hosting the ACTRIS data portal.

**ACTRIS data originator** - entity operating instruments at a National Facility or Topical Centre, resulting in ACTRIS data and delivering ACTRIS data to the Data Centre.

**ACTRIS data provider** - the Data Centre offering the ACTRIS data and value-added data products and tools to users.

**ACTRIS digital tools and services** - tailored codes and software for processing and visualization of ACTRIS data, production of ACTRIS data products, and for data analysis and research.

**ACTRIS exploratory platform** - National Facility (simulation chambers, laboratories, or mobile facilities) operating on campaign basis and delivering dedicated data to the Data Centre.

**ACTRIS General Assembly (GA)** - a council of ministry- and funding organization representatives of ACTRIS members after ACTRIS legal entity has been established, superior decision-making body of ACTRIS.

**ACTRIS Head Office (HO)** - a Central Facility coordinating and representing ACTRIS, and holding the statutory seat.

**ACTRIS label** - earmarks a data set or a measurement site as ACTRIS data or ACTRIS National Facility.

**ACTRIS observational platform** – ACTRIS National Facility performing long-term, regular observations and delivering standardized data to the Data Centre.

**ACTRIS Topical Centres (TCs)** – a Central Facility offering services and operation support for QA/QC of measurements and data (including training, calibration, QA/QC tools, and development of standard operation and evaluation procedures)
**ACTRIS variables** - the measured atmospheric variables as described in the [ACTRIS Data Management Plan]().

**Central Facility (CF)** - a European level ACTRIS component that offers ACTRIS data or other ACTRIS services to users as well as operation support to ACTRIS National Facilities.

**Central Facility Unit** – part of a Central Facility located at, and operated by a research performing organization (RPO) or by ACTRIS ERIC.

**CF Director** – the person responsible for the coordination and representation of a Central Facility.

**CF Unit Head** – the person responsible for the coordination and representation of a Central Facility unit.

**CF Management Board** – consists of the CF Unit Heads and the CF Director; this board manages the Central Facility.

**Data curation** - the activity that stores, manages and ensures access to all persistent data sets produced within the infrastructure.

**Data traceability** - an unbroken chain of uniquely identified process steps leading from raw data to any kind of processed data, where identification of process steps follows the data.

**In situ measurements** - measured or sampled air and instrument are at the same location and in physical contact. In the context of ACTRIS, in situ measurements of aerosol, cloud, and reactive-trace-gas properties are performed at observational sites near the Earth surface, on mobile surface-based or airborne platforms, and in atmospheric simulation chambers and laboratories.

**Interim ACTRIS Council** - a council of ministry- and funding organization representatives of ACTRIS members before ACTRIS legal entity has been established (during the ACTRIS Preparation and Transition Phase), superior decision-making body of ACTRIS.

**Measurement traceability** - an unbroken chain of comparisons relating an instrument's measurements to a known standard, in the ideal case SI units.

**National Facility (NF)** - an observational or exploratory platform providing data and/or physical access to the platform within ACTRIS.

**Quality assurance and control:** Quality assurance is process oriented and focuses on defect prevention; quality control is product oriented and focuses on defect identification:

* **Quality Assurance (QA):** The process or set of processes used to ensure the quality of a product (e.g. data series, instrument, sample, measured value of a variable, etc.),

* **Quality Control (QC):** The process and activities of ensuring products and services meet the expectations.

<footnote n="1">¹The ACTRIS data management plan and list of variables were approved by ACTRIS-2 scientific steering committee, October 2015. These documents are expected to be refined during ACTRIS-PPP (WP5).</footnote>
**ACTRIS variables** - the measured atmospheric variables as described in the [ACTRIS Data Management Plan]().

**Central Facility (CF)** - a European level ACTRIS component that offers ACTRIS data or other ACTRIS services to users as well as operation support to ACTRIS National Facilities.

**Central Facility Unit** – part of a Central Facility located at, and operated by a research performing organization (RPO) or by ACTRIS ERIC.

**CF Director** – the person responsible for the coordination and representation of a Central Facility.

**CF Unit Head** – the person responsible for the coordination and representation of a Central Facility unit.

**CF Management Board** – consists of the CF Unit Heads and the CF Director; this board manages the Central Facility.

**Data curation** - the activity that stores, manages and ensures access to all persistent data sets produced within the infrastructure.

**Data traceability** - an unbroken chain of uniquely identified process steps leading from raw data to any kind of processed data, where identification of process steps follows the data.

**In situ measurements** - measured or sampled air and instrument are at the same location and in physical contact. In the context of ACTRIS, in situ measurements of aerosol, cloud, and reactive-trace-gas properties are performed at observational sites near the Earth surface, on mobile surface-based or airborne platforms, and in atmospheric simulation chambers and laboratories.

**Interim ACTRIS Council** - a council of ministry- and funding organization representatives of ACTRIS members before ACTRIS legal entity has been established (during the ACTRIS Preparation and Transition Phase), superior decision-making body of ACTRIS.

**Measurement traceability** - an unbroken chain of comparisons relating an instrument's measurements to a known standard, in the ideal case SI units.

**National Facility (NF)** - an observational or exploratory platform providing data and/or physical access to the platform within ACTRIS.

**Quality assurance and control:** Quality assurance is process oriented and focuses on defect prevention; quality control is product oriented and focuses on defect identification:

* **Quality Assurance (QA):** The process or set of processes used to ensure the quality of a product (e.g. data series, instrument, sample, measured value of a variable, etc.),

* **Quality Control (QC):** The process and activities of ensuring products and services meet the expectations.

<footnote n="1">¹The ACTRIS data management plan and list of variables were approved by ACTRIS-2 scientific steering committee, October 2015. These documents are expected to be refined during ACTRIS-PPP (WP5).</footnote>
**Remote sensing** - measured air and instrument are not at the same location and not in physical contact. In the context of ACTRIS, active and passive atmospheric remote-sensing techniques for the observation of aerosols, clouds, and trace gases are applied at observational sites and on mobile surface-based or airborne platforms.

**RI committee** - consists of up to two representatives from each Central Facility and [three] representatives from the National Facilities Assembly; the RI committee supports the (Interim) Director or Board of Directors in operating the RI.

**Service and Access Management Unit (SAMU)** - a part of ACTRIS Head Office facilitating the access to ACTRIS services.

**User** - a person, a team, or an institution making use of ACTRIS data or other ACTRIS services, including access to ACTRIS facilities.

## 10 Reference documents

ACTRIS PPP materials:

* D1.1. Governance and Management structure

* D2.1. Legal Entity Analysis

* D 9.1 Communication and Dissemination Strategy

* ACTRIS Central Facility Baseline document

Interim ACTRIS Council materials:

* ACTRIS_IAC_03_04a_Concept and Services.pdf

* ACTRIS_IAC_03_07a_Central Facility Descriptions.pdf
**Remote sensing** - measured air and instrument are not at the same location and not in physical contact. In the context of ACTRIS, active and passive atmospheric remote-sensing techniques for the observation of aerosols, clouds, and trace gases are applied at observational sites and on mobile surface-based or airborne platforms.

**RI committee** - consists of up to two representatives from each Central Facility and [three] representatives from the National Facilities Assembly; the RI committee supports the (Interim) Director or Board of Directors in operating the RI.

**Service and Access Management Unit (SAMU)** - a part of ACTRIS Head Office facilitating the access to ACTRIS services.

**User** - a person, a team, or an institution making use of ACTRIS data or other ACTRIS services, including access to ACTRIS facilities.

## 10 Reference documents

ACTRIS PPP materials:

* D1.1. Governance and Management structure

* D2.1. Legal Entity Analysis

* D 9.1 Communication and Dissemination Strategy

* ACTRIS Central Facility Baseline document

Interim ACTRIS Council materials:

* ACTRIS_IAC_03_04a_Concept and Services.pdf

* ACTRIS_IAC_03_07a_Central Facility Descriptions.pdf
Section 2

Concept of ACTRIS Data Centre

ACTRIS PPP WP 4 task 4.1

22.2.2018

Public
## Section 2

# Concept of ACTRIS Data Centre

ACTRIS PPP WP 4 task 4.1

22.2.2018

Public
Contents

<table><tr><td>1</td><td>Purpose of the document</td><td>5</td></tr><tr><td>2</td><td>Description and role of the ACTRIS Data Centre</td><td>5</td></tr><tr><td>2.1</td><td>Framework</td><td>5</td></tr><tr><td>2.2</td><td>Scientific relevance, main tasks and structure of the data centre</td><td>6</td></tr><tr><td>2.3</td><td>ACTRIS Data Centre mission</td><td>9</td></tr><tr><td>3</td><td>Data service support provided to ACTRIS National Facilities</td><td>9</td></tr><tr><td>3.1</td><td>Required data curation services provided by the ACTRIS Data Centre</td><td>9</td></tr><tr><td>3.1.1</td><td>Data curation service and tools for ACTRIS in situ aerosol, cloud, and trace gas data</td><td>10</td></tr><tr><td>3.1.2</td><td>Data curation service and tools of ACTRIS aerosol remote sensing data</td><td>14</td></tr><tr><td>3.1.3</td><td>Data curation service and tools of ACTRIS cloud remote sensing data</td><td>18</td></tr><tr><td>3.1.4</td><td>Data curation service and tools for ACTRIS trace gas remote sensing data</td><td>20</td></tr><tr><td>3.1.5</td><td>Data curation service of ACTRIS atmospheric simulation chamber data</td><td>21</td></tr><tr><td>3.2</td><td>Estimation of the need</td><td>23</td></tr><tr><td>3.3</td><td>ACTRIS Data provenance, attribution, and traceability</td><td>24</td></tr><tr><td>3.4</td><td>Operation support for knowledge transfer and training</td><td>25</td></tr><tr><td>3.4.1</td><td>Training of instrument operators and data submitters</td><td>25</td></tr><tr><td>3.4.2</td><td>Consultancy for setting-up new data flow from new sites or new instrument at existing sites</td><td>25</td></tr><tr><td>3.5</td><td>Access to documentation for ACTRIS standards and data flow</td><td>25</td></tr><tr><td>4</td><td>Services provided to ACTRIS users</td><td>26</td></tr><tr><td>4.1</td><td>Estimation of the need</td><td>27</td></tr><tr><td>4.2</td><td>Access to ACTRIS data and digital tools</td><td>27</td></tr><tr><td>4.2.1</td><td>Access to ACTRIS level 0</td><td>27</td></tr><tr><td>4.2.2</td><td>Access to ACTRIS level 1</td><td>27</td></tr><tr><td>4.2.3</td><td>Access to ACTRIS level 2</td><td>27</td></tr><tr><td>4.2.4</td><td>Access to ACTRIS level 3 and to specific data products on demand</td><td>28</td></tr><tr><td>4.2.5</td><td>Access to digital tools</td><td>28</td></tr><tr><td>4.3</td><td>Production of level 3 data solely based on ACTRIS observations from NF</td><td>28</td></tr><tr><td>4.3.1</td><td>Aerosol surface in situ data – combination of variables and instruments</td><td>28</td></tr><tr><td>4.3.2</td><td>Aerosol remote sensing data – combination of variables and instruments</td><td>28</td></tr><tr><td>4.3.3</td><td>Data products from simulation chamber experiments</td><td>28</td></tr><tr><td>4.3.4</td><td>ReOBS - long-term (> 10 years) multi-parameter product</td><td>29</td></tr><tr><td>4.3.5</td><td>Climatology products for ACTRIS variables @National Facilities across Europe</td><td>29</td></tr><tr><td>4.3.6</td><td>Source apportionment of submicron organic aerosols in Europe</td><td>29</td></tr><tr><td>4.3.7</td><td>Volatile Organic Compounds (VOC) source attribution in Europe</td><td>29</td></tr></table>
# Contents

<table><tr><td>1</td><td>Purpose of the document</td><td>5</td></tr><tr><td>2</td><td>Description and role of the ACTRIS Data Centre</td><td>5</td></tr><tr><td>2.1</td><td>Framework</td><td>5</td></tr><tr><td>2.2</td><td>Scientific relevance, main tasks and structure of the data centre</td><td>6</td></tr><tr><td>2.3</td><td>ACTRIS Data Centre mission</td><td>9</td></tr><tr><td>3</td><td>Data service support provided to ACTRIS National Facilities</td><td>9</td></tr><tr><td>3.1</td><td>Required data curation services provided by the ACTRIS Data Centre</td><td>9</td></tr><tr><td>3.1.1</td><td>Data curation service and tools for ACTRIS in situ aerosol, cloud, and trace gas data</td><td>10</td></tr><tr><td>3.1.2</td><td>Data curation service and tools of ACTRIS aerosol remote sensing data</td><td>14</td></tr><tr><td>3.1.3</td><td>Data curation service and tools of ACTRIS cloud remote sensing data</td><td>18</td></tr><tr><td>3.1.4</td><td>Data curation service and tools for ACTRIS trace gas remote sensing data</td><td>20</td></tr><tr><td>3.1.5</td><td>Data curation service of ACTRIS atmospheric simulation chamber data</td><td>21</td></tr><tr><td>3.2</td><td>Estimation of the need</td><td>23</td></tr><tr><td>3.3</td><td>ACTRIS Data provenance, attribution, and traceability</td><td>24</td></tr><tr><td>3.4</td><td>Operation support for knowledge transfer and training</td><td>25</td></tr><tr><td>3.4.1</td><td>Training of instrument operators and data submitters</td><td>25</td></tr><tr><td>3.4.2</td><td>Consultancy for setting-up new data flow from new sites or new instrument at existing sites</td><td>25</td></tr><tr><td>3.5</td><td>Access to documentation for ACTRIS standards and data flow</td><td>25</td></tr><tr><td>4</td><td>Services provided to ACTRIS users</td><td>26</td></tr><tr><td>4.1</td><td>Estimation of the need</td><td>27</td></tr><tr><td>4.2</td><td>Access to ACTRIS data and digital tools</td><td>27</td></tr><tr><td>4.2.1</td><td>Access to ACTRIS level 0</td><td>27</td></tr><tr><td>4.2.2</td><td>Access to ACTRIS level 1</td><td>27</td></tr><tr><td>4.2.3</td><td>Access to ACTRIS level 2</td><td>27</td></tr><tr><td>4.2.4</td><td>Access to ACTRIS level 3 and to specific data products on demand</td><td>28</td></tr><tr><td>4.2.5</td><td>Access to digital tools</td><td>28</td></tr><tr><td>4.3</td><td>Production of level 3 data solely based on ACTRIS observations from NF</td><td>28</td></tr><tr><td>4.3.1</td><td>Aerosol surface in situ data – combination of variables and instruments</td><td>28</td></tr><tr><td>4.3.2</td><td>Aerosol remote sensing data – combination of variables and instruments</td><td>28</td></tr><tr><td>4.3.3</td><td>Data products from simulation chamber experiments</td><td>28</td></tr><tr><td>4.3.4</td><td>ReOBS - long-term (> 10 years) multi-parameter product</td><td>29</td></tr><tr><td>4.3.5</td><td>Climatology products for ACTRIS variables @National Facilities across Europe</td><td>29</td></tr><tr><td>4.3.6</td><td>Source apportionment of submicron organic aerosols in Europe</td><td>29</td></tr><tr><td>4.3.7</td><td>Volatile Organic Compounds (VOC) source attribution in Europe</td><td>29</td></tr></table>
<table><tr><td>4.3.8</td><td>Cloud occurrence @ cloud in situ National Facilities</td><td>30</td></tr><tr><td>4.4</td><td>Production of ACTRIS level 3 data and tools through multi-source data integration services, employing external ground based measurement data</td><td>30</td></tr><tr><td>4.4.1</td><td>Bridge to external ground-based observational data relevant for ACTRIS</td><td>30</td></tr><tr><td>4.4.2</td><td>Collocation service of data from regional and global networks</td><td>30</td></tr><tr><td>4.4.3</td><td>Aerosol remote sensing data – combination of variables and instruments from global networks</td><td>30</td></tr><tr><td>4.4.4</td><td>PM retrieval @GAW sites globally</td><td>31</td></tr><tr><td>4.4.5</td><td>Satellite data – combined with ground based ACTRIS data</td><td>31</td></tr><tr><td>4.5</td><td>Production of ACTRIS level 3 data products involving regional and global model data</td><td>32</td></tr><tr><td>4.5.1</td><td>Aerosol and Gas trend assessment</td><td>32</td></tr><tr><td>4.5.2</td><td>Data Interpretation and Outlier Identification Tool</td><td>32</td></tr><tr><td>4.5.3</td><td>Optimal interpolation and Gap filling tool</td><td>32</td></tr><tr><td>4.5.4</td><td>Model Evaluation Service</td><td>33</td></tr><tr><td>4.5.5</td><td>Transport modelling products for assessment of source regions at the NFs</td><td>33</td></tr><tr><td>4.5.6</td><td>Alert Service for National Facilities</td><td>33</td></tr><tr><td>4.6</td><td>Production of level 3 data ACTRIS data products from simulation chamber experiments</td><td>33</td></tr><tr><td>4.7</td><td>Service to campaigns</td><td>33</td></tr><tr><td>4.7.1</td><td>Digital tools and products for campaign support</td><td>34</td></tr><tr><td>4.8</td><td>User community support and services</td><td>34</td></tr><tr><td>4.8.1</td><td>ACTRIS Data provenance, attribution, and traceability</td><td>35</td></tr><tr><td>4.8.2</td><td>Support to regional and global networks and related initiatives</td><td>35</td></tr><tr><td>4.8.3</td><td>Interoperability and link to other RIs and initiatives</td><td>35</td></tr><tr><td>4.8.4</td><td>Knowledge transfer and training on the use of data products and tools</td><td>36</td></tr><tr><td>5</td><td>Organization and management structure of the ACTRIS Data Centre</td><td>36</td></tr><tr><td>6</td><td>Requirements for the ACTRIS Data Centre</td><td>36</td></tr><tr><td>6.1</td><td>General requirements for Central Facilities</td><td>36</td></tr><tr><td>6.2</td><td>Specific requirements for ACTRIS Data Centre</td><td>37</td></tr><tr><td>6.2.1</td><td>Additional requirements of ACTRIS in situ aerosol, cloud and trace gas data services</td><td>38</td></tr><tr><td>6.2.2</td><td>Additional requirements of ACTRIS aerosol remote sensing data services</td><td>39</td></tr><tr><td>6.2.3</td><td>Additional requirements of ACTRIS cloud remote sensing data services</td><td>39</td></tr><tr><td>6.2.4</td><td>Additional requirements of ACTRIS trace gas remote sensing data</td><td>40</td></tr><tr><td>6.2.5</td><td>Additional requirements of ACTRIS atmospheric simulation chamber data services</td><td>40</td></tr><tr><td>6.2.6</td><td>Additional requirements to the ACTRIS data user interface and access service</td><td>41</td></tr><tr><td>6.3</td><td>Expected human resources</td><td>42</td></tr><tr><td>7</td><td>Basic criteria for the selection of the ACTRIS Data Centre</td><td>44</td></tr><tr><td>8</td><td>Obligations of the ACTRIS Data Centre</td><td>44</td></tr></table>
<table><tr><td>4.3.8</td><td>Cloud occurrence @ cloud in situ National Facilities</td><td>30</td></tr><tr><td>4.4</td><td>Production of ACTRIS level 3 data and tools through multi-source data integration services, employing external ground based measurement data</td><td>30</td></tr><tr><td>4.4.1</td><td>Bridge to external ground-based observational data relevant for ACTRIS</td><td>30</td></tr><tr><td>4.4.2</td><td>Collocation service of data from regional and global networks</td><td>30</td></tr><tr><td>4.4.3</td><td>Aerosol remote sensing data – combination of variables and instruments from global networks</td><td>30</td></tr><tr><td>4.4.4</td><td>PM retrieval @GAW sites globally</td><td>31</td></tr><tr><td>4.4.5</td><td>Satellite data – combined with ground based ACTRIS data</td><td>31</td></tr><tr><td>4.5</td><td>Production of ACTRIS level 3 data products involving regional and global model data</td><td>32</td></tr><tr><td>4.5.1</td><td>Aerosol and Gas trend assessment</td><td>32</td></tr><tr><td>4.5.2</td><td>Data Interpretation and Outlier Identification Tool</td><td>32</td></tr><tr><td>4.5.3</td><td>Optimal interpolation and Gap filling tool</td><td>32</td></tr><tr><td>4.5.4</td><td>Model Evaluation Service</td><td>33</td></tr><tr><td>4.5.5</td><td>Transport modelling products for assessment of source regions at the NFs</td><td>33</td></tr><tr><td>4.5.6</td><td>Alert Service for National Facilities</td><td>33</td></tr><tr><td>4.6</td><td>Production of level 3 data ACTRIS data products from simulation chamber experiments</td><td>33</td></tr><tr><td>4.7</td><td>Service to campaigns</td><td>33</td></tr><tr><td>4.7.1</td><td>Digital tools and products for campaign support</td><td>34</td></tr><tr><td>4.8</td><td>User community support and services</td><td>34</td></tr><tr><td>4.8.1</td><td>ACTRIS Data provenance, attribution, and traceability</td><td>35</td></tr><tr><td>4.8.2</td><td>Support to regional and global networks and related initiatives</td><td>35</td></tr><tr><td>4.8.3</td><td>Interoperability and link to other RIs and initiatives</td><td>35</td></tr><tr><td>4.8.4</td><td>Knowledge transfer and training on the use of data products and tools</td><td>36</td></tr><tr><td>5</td><td>Organization and management structure of the ACTRIS Data Centre</td><td>36</td></tr><tr><td>6</td><td>Requirements for the ACTRIS Data Centre</td><td>36</td></tr><tr><td>6.1</td><td>General requirements for Central Facilities</td><td>36</td></tr><tr><td>6.2</td><td>Specific requirements for ACTRIS Data Centre</td><td>37</td></tr><tr><td>6.2.1</td><td>Additional requirements of ACTRIS in situ aerosol, cloud and trace gas data services</td><td>38</td></tr><tr><td>6.2.2</td><td>Additional requirements of ACTRIS aerosol remote sensing data services</td><td>39</td></tr><tr><td>6.2.3</td><td>Additional requirements of ACTRIS cloud remote sensing data services</td><td>39</td></tr><tr><td>6.2.4</td><td>Additional requirements of ACTRIS trace gas remote sensing data</td><td>40</td></tr><tr><td>6.2.5</td><td>Additional requirements of ACTRIS atmospheric simulation chamber data services</td><td>40</td></tr><tr><td>6.2.6</td><td>Additional requirements to the ACTRIS data user interface and access service</td><td>41</td></tr><tr><td>6.3</td><td>Expected human resources</td><td>42</td></tr><tr><td>7</td><td>Basic criteria for the selection of the ACTRIS Data Centre</td><td>44</td></tr><tr><td>8</td><td>Obligations of the ACTRIS Data Centre</td><td>44</td></tr></table>
<table><tr><td>8.1 General obligations</td><td>44</td></tr><tr><td>8.2 Technical obligations</td><td>44</td></tr><tr><td>8.2.1 Obligations towards the ACTRIS National Facilities</td><td>45</td></tr><tr><td>8.2.2 Obligations towards the ACTRIS Topical Centres</td><td>46</td></tr><tr><td>8.3 Evaluation of ACTRIS Data Centre activities</td><td>46</td></tr><tr><td>Glossary</td><td>49</td></tr><tr><td>Reference documents</td><td>51</td></tr><tr><td>Annex I: Catalogue with ACTRIS variables and detailed description</td><td>52</td></tr><tr><td>Aerosol in situ</td><td>53</td></tr><tr><td>Cloud in situ</td><td>56</td></tr><tr><td>Trace gases in situ</td><td>58</td></tr><tr><td>Aerosol remote sensing</td><td>59</td></tr><tr><td>Cloud remote sensing</td><td>61</td></tr><tr><td>Trace gases remote sensing</td><td>62</td></tr><tr><td>Annex II: ACTRIS level 3 data products</td><td>63</td></tr><tr><td>Annex III: ACTRIS workflow diagrams for data production</td><td>66</td></tr><tr><td>Draft ACTRIS in situ aerosol, cloud and trace gas data workflow</td><td>67</td></tr><tr><td>Draft ACTRIS aerosol remote sensing data workflow</td><td>68</td></tr><tr><td>Draft ACTRIS cloud remote sensing data workflow</td><td>69</td></tr><tr><td>Draft ACTRIS atmospheric simulation chamber data workflow</td><td>70</td></tr></table>
<table><tr><td>8.1 General obligations</td><td>44</td></tr><tr><td>8.2 Technical obligations</td><td>44</td></tr><tr><td>8.2.1 Obligations towards the ACTRIS National Facilities</td><td>45</td></tr><tr><td>8.2.2 Obligations towards the ACTRIS Topical Centres</td><td>46</td></tr><tr><td>8.3 Evaluation of ACTRIS Data Centre activities</td><td>46</td></tr><tr><td>Glossary</td><td>49</td></tr><tr><td>Reference documents</td><td>51</td></tr><tr><td>Annex I: Catalogue with ACTRIS variables and detailed description</td><td>52</td></tr><tr><td>Aerosol in situ</td><td>53</td></tr><tr><td>Cloud in situ</td><td>56</td></tr><tr><td>Trace gases in situ</td><td>58</td></tr><tr><td>Aerosol remote sensing</td><td>59</td></tr><tr><td>Cloud remote sensing</td><td>61</td></tr><tr><td>Trace gases remote sensing</td><td>62</td></tr><tr><td>Annex II: ACTRIS level 3 data products</td><td>63</td></tr><tr><td>Annex III: ACTRIS workflow diagrams for data production</td><td>66</td></tr><tr><td>Draft ACTRIS in situ aerosol, cloud and trace gas data workflow</td><td>67</td></tr><tr><td>Draft ACTRIS aerosol remote sensing data workflow</td><td>68</td></tr><tr><td>Draft ACTRIS cloud remote sensing data workflow</td><td>69</td></tr><tr><td>Draft ACTRIS atmospheric simulation chamber data workflow</td><td>70</td></tr></table>
# 1 Purpose of the document

This document describes the relevance, mission, requirements and obligations of the ACTRIS Data Centre.

# 2 Description and role of the ACTRIS Data Centre

## 2.1 Framework

The ACTRIS Data Centre (ACTRIS DC) is the Central Facility responsible for ACTRIS data curation<fnref n="1" />, preservation, and distribution of data, value-added products and digital tools.

ACTRIS data are ACTRIS variables resulting from measurements that fully comply with the standard operating procedures (SOP), measurement recommendations, and quality guidelines established within ACTRIS under the responsibility of the Topical Centres (TCs). The following documents describe the complete concept within which the ACTRIS DC is embedded:

* The ACTRIS framework is described in the following documents:

* ACTRIS ESFRI proposal

* ACTRIS-PPP project

* ACTRIS Stakeholder Handbook

* ACTRIS Science Case document

* The general rules and principles for the ACTRIS Central Facilities are described in the Baseline document for the Concepts of ACTRIS Central Facilities.

* The measurements techniques operated by the ACTRIS National Facilities for which the data curation and access should be offered:

* Technical concepts and requirements for ACTRIS Observational Platforms

* Technical concepts and requirements for ACTRIS Exploratory Platforms

All ACTRIS measurement variables provided by the ACTRIS Observational Platforms are listed in Annex 1, associated with relevant information regarding methodologies, and other information. This is more than 150 variables, all produced through a data flow chain from level 0 to level 2. ACTRIS Level 3 are elaborated ACTRIS data products derived by post-processing of ACTRIS Level 0 -1 -2 data, and possibly data from other sources such as models, satellite observations or complementary data bases. A tentative list of ACTRIS Level 3 data offered by ACTRIS DC is included in annex II. The ACTRIS data levels are described in Figure 1.

<footnote n="1">¹ Data curation is defined in the Glossary at page 52</footnote>
# 1 Purpose of the document

This document describes the relevance, mission, requirements and obligations of the ACTRIS Data Centre.

# 2 Description and role of the ACTRIS Data Centre

## 2.1 Framework

The ACTRIS Data Centre (ACTRIS DC) is the Central Facility responsible for ACTRIS data curation<fnref n="1" />, preservation, and distribution of data, value-added products and digital tools.

ACTRIS data are ACTRIS variables resulting from measurements that fully comply with the standard operating procedures (SOP), measurement recommendations, and quality guidelines established within ACTRIS under the responsibility of the Topical Centres (TCs). The following documents describe the complete concept within which the ACTRIS DC is embedded:

* The ACTRIS framework is described in the following documents:

* ACTRIS ESFRI proposal

* ACTRIS-PPP project

* ACTRIS Stakeholder Handbook

* ACTRIS Science Case document

* The general rules and principles for the ACTRIS Central Facilities are described in the Baseline document for the Concepts of ACTRIS Central Facilities.

* The measurements techniques operated by the ACTRIS National Facilities for which the data curation and access should be offered:

* Technical concepts and requirements for ACTRIS Observational Platforms

* Technical concepts and requirements for ACTRIS Exploratory Platforms

All ACTRIS measurement variables provided by the ACTRIS Observational Platforms are listed in Annex 1, associated with relevant information regarding methodologies, and other information. This is more than 150 variables, all produced through a data flow chain from level 0 to level 2. ACTRIS Level 3 are elaborated ACTRIS data products derived by post-processing of ACTRIS Level 0 -1 -2 data, and possibly data from other sources such as models, satellite observations or complementary data bases. A tentative list of ACTRIS Level 3 data offered by ACTRIS DC is included in annex II. The ACTRIS data levels are described in Figure 1.

<footnote n="1">¹ Data curation is defined in the Glossary at page 52</footnote>
<figure><img src="image_6.png" /><figcaption>Figure 1: Definition of ACTRIS data levels applicable to all variables. ACTRIS digital tools can apply to all levels.</figcaption></figure>

## 2.2 Scientific relevance, main tasks and structure of the data centre

The role and tasks of the ACTRIS Data Centre are multi-fold as the DC will offer a wide suite of services related to ACTRIS data, data products, and digital tools. These must include:

* Long-term archiving and preservation of ACTRIS level 1 to level 3 data and data products,

* Access to ACTRIS data, data products, and digital tools through a single point of entry, the ACTRIS data user interface

* Documentation of data, data flow, citation service, and data attribution, including version control, data traceability, and interoperability,

* Data curation and support for campaigns and dedicated research projects and initiatives, external or internal to ACTRIS.

To meet the needs of NFs, TCs and users of ACTRIS data, ACTRIS DC will offer 5 mandatory core data services:

### I. Data Curation

ACTRIS DC must offer repositories and long term archive and preservation of ACTRIS data and data products.

### II. Access to level 0 – level 3 data

ACTRIS DC must offer access to data, data products and digital tools through a single entry point, the ACTRIS Data Centre web interface.