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<div class="moz-cite-prefix">Hans,</div>
<div class="moz-cite-prefix"><br>
</div>
<div class="moz-cite-prefix">Thank you for your detailed reply and
continued effort to bring this before the board.</div>
<div class="moz-cite-prefix"><br>
</div>
<div class="moz-cite-prefix">I would disagree however, that the two
are separate items, I believe a proper discussion cannot be had on
adjusting membership fee schedules if a frank discussion cannot be
had in regards to your budget.</div>
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</div>
<div class="moz-cite-prefix">In comparison</div>
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</div>
<div class="moz-cite-prefix">
<ul>
<li>ARIN - <a class="moz-txt-link-freetext" href="https://www.arin.net/about/corporate/planning/">https://www.arin.net/about/corporate/planning/</a> , has
a budget of 25.7 Million USD, and operates with 94 full time
employees</li>
<li>APNIC -
<a class="moz-txt-link-freetext" href="https://www.apnic.net/wp-content/uploads/2023/03/APNIC_AP_2023.pdf">https://www.apnic.net/wp-content/uploads/2023/03/APNIC_AP_2023.pdf</a>
, 88 Employees</li>
<li>AFRINIC -
<a class="moz-txt-link-freetext" href="https://www.afrinic.net/ast/pdf/financial-reports/afrinic-budget-2022.pdf">https://www.afrinic.net/ast/pdf/financial-reports/afrinic-budget-2022.pdf</a>
, $6,048M Budget and 54 employees</li>
<li>LANIC - <a class="moz-txt-link-freetext" href="https://www.lacnic.net/6772/2/lacnic/budget-2023">https://www.lacnic.net/6772/2/lacnic/budget-2023</a> ,
10,370 Budget and 78 Employees </li>
</ul>
<p>Why does ripe need twice the amount of staff as every other RIR
operating around the globe?</p>
</div>
<p>When comparing RIPEs operation to the remaining RIR's around the
globe, one can't help but draw the comparison that RIPE feels
extremely bloated. If there are indeed a vast majority of LIR's
that will be combined then so be it. Combine the LIR accounts and
adjust your spending downward to fall in line with the needs of a
smaller member base. <br>
</p>
<p><br>
</p>
<p>Daniel~<br>
</p>
<div class="moz-cite-prefix"><br>
</div>
<div class="moz-cite-prefix"><br>
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<div class="moz-cite-prefix"><br>
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<div class="moz-cite-prefix">On 3/17/23 08:20, Hans Petter Holen
wrote:<br>
</div>
<blockquote type="cite"
cite="mid:c84550aa-073f-dd05-03ac-8cd9bed8300a@ripe.net">Dear all,
<br>
<br>
We have seen many comments on the RIPE NCC's budget, expenses and
staffing. We take all those comments on board and they will be
valuable when we start work on our Activity Plan and Budget 2024
later this year. However, for this consultation, we are working to
come up with a charging scheme model that will work for the
foreseeable future regardless of whether the budget is higher,
lower or the same as the current one. I understand that there is a
connection to our charging model, but the two consultation
processes aim at different things. This one is about how we charge
in a way that is acceptable to the membership. The later one is
about what activities we carry out, as well as how much we pay for
them and how we resource them. I note that currently over 50% of
our costs (budget and actuals) are staff-related costs.
<br>
<br>
Having said that, we have seen some comments that might create
misconceptions about our staff levels and our overall budget. For
instance, our Community Projects Fund allocates 250,000 euro
across all Good of the Internet projects rather than 250,000 euro
for each project.
<br>
<br>
Also, there have been comments that fewer LIRs should have meant
less work for the RIPE NCC. However, this has not proven to be the
case for many reasons. We still need to ensure there is an
accurate registry, and there has been a dramatic increase in the
amount of transfers since IPv4 run-out that need proper due
diligence from our side. Similarly, the effects of sanctions
compliance on the RIPE NCC has been significant for our work on
the registry side but also on the legal, financial and political
fronts. We also need to put resources into ensuring a resilient
and secure RPKI Trust Anchor. We have seen the need to greatly
increase our security and compliance efforts to protect our
infrastructure and your resources. Members across our service
region have very different needs in terms of capacity building and
training. We provide measurements on the Internet that we are
uniquely placed to provide and we see much demand for those
insights. And of course the effect of instability in the service
region (war and dealing with ultra high-risk countries, for
example) has caused uncertainty around being able to collect part
of the membership fees and that has in turn increased our
workload.
<br>
<br>
There are many other examples of how our workload has increased in
recent years, and I encourage you to look at our Activity Plans
over the past few years to see more details on this.
<br>
<br>
Best regards,
<br>
<br>
Hans Petter Holen
<br>
Managing Director
<br>
RIPE NCC
<br>
<br>
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