fix a typo and use line breaks

Author: Florian Goth

paper.tex

@@ -421,9 +421,17 @@ \subsection{Funding possibilities}
 At research institutions, it is important to resolve the conflict between time-limited research funding and the need for permanent positions in order to be competitive with industry. Experience is also an essential component of software engineering, which makes long-term employment indispensable. In principle, pooling of positions and funds makes it possible to finance permanent positions from changing and mixed sources. Nevertheless, convincing the institution to take the corresponding risk of failing to raise external funds may be a very challenging task.
 \begin{enumerate}
 \item It seems natural to allocate ordinary budget positions for RSEs. However, particularly at German universities, it is usually impossible to create completely new budget positions and the only feasible way is to rededicate an existing position after its corresponding holder has left. Depending on the local circumstances at an institution, this can be a cumbersome and time-consuming process for each such position.
-\item  Funding organizations additionally allocate a portion of the direct project funds as overhead, which is typically divided between the institution and the applicant. We propose using a small percentage of the overhead agglomorated at the institution to permanently finance central RSE positions. Assuming a third-party funding income of EUR 50 million annually and a 20\% overhead, EUR 100,000 in permanent funding requirements for one person-year would only account for 1\% of this overhead.
-\item In project applications involving the development of research software, corresponding person-months should be applied for to finance RSE tasks. In this way, an applicant can book a fixed number of working hours from the RSE pool and pay for the costs accordingly. This model has been successfully implemented at several UK universities. In order to scale, it needs to be supported by an institutional policy. Larger collaborative projects can apply for funding as part of a central INF project.
-\item Funding organizations are increasingly recognizing the need for sustainable research software development and are setting up correspondingly designated funding programmes. The DFG has already organized three calls for proposals in 2016\footnote{\href{https://www.dfg.de/resource/blob/172674/1bcb181a6451fdac9d94421776b52798/161026-dfg-ausschreibung-forschungssoftware-de-data.pdf}{Nachhaltigkeit von Forschungssoftware}}, 2019\footnote{\href{https://www.dfg.de/de/aktuelles/neuigkeiten-themen/info-wissenschaft/2019/info-wissenschaft-19-44}{Qualitätssicherung von Forschungssoftware durch ihre nachhaltige Nutzbarmachung}}, and 2022\footnote{\href{https://www.dfg.de/en/news/news-topics/announcements-proposals/2022/info-wissenschaft-22-85}{Research Software – Quality Assured and Re-usable}}. It is to be expected that even more programs will be launched in the future. An already established RSE concept at an institution increases the chances of being successful in such calls.
+\item Funding organizations additionally allocate a portion of the direct project funds as overhead, which is typically divided between the institution and the applicant. We propose using a small percentage of the overhead agglomorated at the institution to permanently finance central RSE positions. Assuming a third-party funding income of EUR 50 million annually and a 20\% overhead, EUR 100,000 in permanent funding requirements for one person-year would only account for 1\% of this overhead.
+\item In project applications involving the development of research software, corresponding person-months should be applied for to finance RSE tasks.
+      In this way, an applicant can book a fixed number of working hours from the RSE pool and pay for the costs accordingly.
+      This model has been successfully implemented at several UK universities.
+      In order to scale, it needs to be supported by an institutional policy.
+      Larger collaborative projects can apply for funding as part of a central INF project.
+\item Funding organizations are increasingly recognizing the need for sustainable research software
+      development and are setting up correspondingly designated funding programmes.
+      The DFG has already organized three calls for proposals in 2016\footnote{\href{https://www.dfg.de/resource/blob/172674/1bcb181a6451fdac9d94421776b52798/161026-dfg-ausschreibung-forschungssoftware-de-data.pdf}{Nachhaltigkeit von Forschungssoftware}}, 2019\footnote{\href{https://www.dfg.de/de/aktuelles/neuigkeiten-themen/info-wissenschaft/2019/info-wissenschaft-19-44}{Qualitätssicherung von Forschungssoftware durch ihre nachhaltige Nutzbarmachung}}, and 2022\footnote{\href{https://www.dfg.de/en/news/news-topics/announcements-proposals/2022/info-wissenschaft-22-85}{Research Software – Quality Assured and Re-usable}}.
+      It is to be expected that even more programs will be launched in the future.
+      An already established RSE concept at an institution increases the chances of being successful in such calls.
 \end{enumerate}
 
 % We see two possibilities to acquire additional funds.
@@ -453,7 +461,8 @@ \subsubsection{Initial measures not requiring dedicated funding}
 Such network-building has been successfully initiated and implemented at several German research institutions.
 
 \paragraph{Pooling of existing teaching materials and training offers}
-Depending on local RSE efforts, teaching materials and associated training formats are likely to already exist distributed over individual institutional groups.
+Depending on local RSE efforts, teaching materials and associated training formats are likely to already exist,
+distributed over individual institutional groups.
 With the established network, the materials can be pooled and joint training can be offered to a wider institutional audience.
 This step can be facilitated and formalized by offering introductory courses with a recognized curriculum as provided by the carpentries\footnote{Examples \url{https://software-carpentry.org/lessons/}}
 or coderefinery\footnote{Examples \url{https://coderefinery.org/lessons/}}.
@@ -462,9 +471,15 @@ \subsubsection{Conceptualization}
 Decision makers at an institution usually require a concept upon which they will decide about the installation of an RSE department. Such a concept should specify the idea of the department, its responsibilities and offerings as a subset of the nine modules presented in \autoref{sec:vision}, and the resulting benefits for the institution and its researchers.
 
 A rather difficult and crucial question can be the localization of the department within the organizational structure of the institution.
-A canonical place would be a new subunit of an institutional body close to software, training services and computing such as the institution's IT department or library. Since most institutions already have an RDM department, it seems natural to add the RSE department as a parallel structure. Another choice for the superordinate body, particularly at universities, is the faculty for computer science. Determining the best place may involve discussing with several stakeholders at the institution and can already be benefitial for creating a network of institutional partners, the module described in \autoref{sec:partners}.
-
-The concept should also address funding for the department's initial staff. We consider it necessary that there is a certain amount of base funding provided by the institution that covers a basic RSE department because much RSE work is not project based.
+A canonical place would be a new subunit of an institutional body close to software,
+training services and computing such as the institution's IT department or library.
+Since most institutions already have an RDM department, it seems natural to add the RSE department as a parallel structure.
+Another choice for the superordinate body, particularly at universities, is the faculty for computer science.
+Determining the best place may involve discussing with several stakeholders at the institution and can already be beneficial for creating a
+network of institutional partners, the module described in \autoref{sec:partners}.
+
+The concept should also address funding for the department's initial staff.
+We consider it necessary that there is a certain amount of base funding provided by the institution that covers a basic RSE department because much RSE work is not project based.
 While possibilities can be drawn from the discussion above, specific ideas should be discussed beforehand with the decision makers. For facilitating the expansion of the department in the longer term, the installment of an institutional policy for requesting person-months in externally funded projects dedicated to RSE should be proposed.
 
 Another part of the concept should be the governance structure of the department. One of the decisions to be made is if the department head is supposed to be part of the department itself or if the department will be headed by a person from its outside. Additionally, installing an advisory board can be proposed in the concept, recruiting from the prospective institutional partners.
@@ -492,7 +507,8 @@ \subsubsection{Growth of the department}
 
 \subsection{Outsourcing}
 
-Another possibility for the realization of local RSE Service providers is by forming a spin-off and pooling the RSE Skills into an external company, which has benefits but also drawbacks. [\#SuccessStory Outsourcing]
+Another possibility for the realization of local RSE service providers is by forming a spin-off and pooling the RSE skills into an external company,
+which has benefits but also drawbacks. [\#SuccessStory Outsourcing]
 Among the most obvious benefits is that this enables the creation of contracts outside of the WissZeitVG.
 This also widens the customer base of the department since the newly founded company may obtain contracts from industry.
 If this company is university backed/branded this enables another possibility for a university to interact with the local society.