review 3 + 3.1

Author: knarrff

paper.tex

@@ -245,7 +245,7 @@ \subsection{External expectations}
 \section{Vision}%
 \label{sec:vision}
 In the following, we describe our vision of central RSE units at research institutions in Germany.
-As these institutions include universities, other colleges, as well as large associations like Max-Planck, Helmholtz, Fraunhofer or Leibniz,
+As these institutions include universities, other colleges, as well as large associations like Max-Planck, Helmholtz, Fraunhofer, or Leibniz,
 they show a wide variety in organisational structure as well as internal scientific diversity.
 Thus, there can be no single optimal concept of such an RSE unit for all research institutions in Germany.
 We instead describe modular components that can be mixed and matched based on the respective local environment.
@@ -255,22 +255,23 @@ \section{Vision}%
 Thus, it is likely that no two RSE units will be, or should be, alike.
 However, these nine modules together with assumed weights are part of a simple model of an RSE group which provides both a quick overview of an individual group as well as a way to compare groups.
 The nine modules are described in the following.
+\todo{FL:\@ Introduce the hub-spokes terminology.}
 
-\subsection{Module 1: Foster a Network of RSEs}%
+\subsection{Module 1: Foster a local Network of RSEs}%
 \label{sec:network}
 
 One of the core responsibilities of an RSE unit is to act as a coordinator of RSE activities within the institution.
-At virtually every academic institution there are employees that assume at least part-time the role of an RSE, with tasks within only a part of that organisation.
+At virtually every academic institution there are employees that assume at least part-time the role of an RSE, with responsibilities only within a part of that organisation.
 These RSEs typically work isolated from similar RSEs in different groups, within the same institution.
-A central RSE unit provides a condensation core and connects RSEs in spokes with each other and with the ones at the hub.
+A central RSE unit provides a condensation core and connects RSEs in spokes with each other and with those at the hub.
 
-Connecting RSEs in spokes has multiple, positive effects.
+Connecting RSEs in spokes has multiple, positive effects, both for them as well as for the organisation.
 It will enable them to get to know others in similar situations and to learn from as well as support each other.
-Contact with the central RSE unit will also help RSEs to professionalise their software development, which will directly benefit not only themselves but also their research groups.
+Contact with the central RSE unit will also help RSEs to professionalise their software-related work, which will directly benefit not only themselves but also their research groups.
 In addition, the networking opportunities allow the distribution of knowledge about tools and resources within network partners, including the central RSE unit.
-There are many RSE skills mastering which can take many years; time that a part-time RSE usually can not spare.
+There are many RSE skills for which mastering can take many years; time that a part-time RSE usually can not spare.
 A central RSE unit can make sure to connect RSEs in spokes to others with the relevant expertise or offer it themselves.
-Fostering the network also enables the RSE unit to monitor institutional RSE activities, thereby giving it the insight necessary to prevent duplication of work and support synergies.
+Fostering the network also enables the RSE unit to monitor institutional RSE activities, thereby providing the insight necessary to prevent duplication of work and support synergies.
 
 How an RSE unit realises this task will depend heavily on its environment and resources.
 We only mention a few examples here to provide inspiration, with the explicit claim of incompleteness.
@@ -279,7 +280,7 @@ \subsection{Module 1: Foster a Network of RSEs}%
 At least a core of a central RSE unit's employees need to have permanent contracts to be able to offer that deep expertise that requires years of experience.
 Moreover, an onboarding process can serve as an entry point for new RSEs, whether in the hub or in spokes, into an institution's network.
 This gives an opportunity to gauge how the new colleague can benefit from the RSE unit's teaching services and whom they might want to network with based on their planned work.
-Similarly an off-boarding process can help to make sure that all acquired knowledge that is relevant to the institution is passed on to someone who stays, even when within a single research group alone that might pose a problem.
+Similarly an off-boarding process can help to make sure that all acquired knowledge that is relevant to the institution is passed on to someone who stays, even if possibly not within the specific research group.
 
 \subsection{Module 2: Consultation Services}%
 \label{sec:consultation}