1. Revised 5 Years Financial and Business Plan 2013-2017
Florencio I. Utreras
Executive Director of CLARA
Event Name: ALICE2 Meeting
Date: Novermber 16, 2012
Country, City: Cuenca, Ecuador

2. Investments in IRUs and Maintenance Costs
AR-CL
AR-BR
Dark Fiber
PA-MX
IRUs of Lambda
CL-PE
PE-EC
COST €
MAINTENANCE €

3. Leased SDH Capacities (2012-)
1 Gbps Panamá- Bogotá-Caracas
Leased SDH
Capacities
STM-1/SDH
Montevideo-Buenos Aires
Trait approaches to performance appraisal are designed to measure the extent to which an employee possesses certain characteristics that are viewed as important for the job and the organization in general. The trait method approach continues to be the most popular appraisal method, although such appraisals can be easily biased and subjective. Common traits methods are:
Graphic Rating Scale Method. Here each trait or characteristic to be rated is represented by a scale on which the rater indicates the degree to which an employee possess that trait or characteristic.
Mixed Standard Scale Method. The mixed standard scale is a modification of the basic rating scale method by basing the comparison for appraisal in relation to some standard (often an idealized one). Employee performance is then categorized as better, equal, or worse than the standard.
Forced-Choice Method. This trait approach requires that the rater choose from statements designed to distinguish between successful and unsuccessful performance.
Essay Method. This method requires the rater to compose a statement describing employee behavior. Typically, the rater must describe the employee’s strengths and weaknesses and make recommendations for her or his development.
STM-4 ->STM-16/SDH Santiago-Panamá-
Sao Paulo
STM-16/SDH
São Paulo-Madrid

4. Summary of Network Costs (2013-)
Maintenance of IRUs €
Maintenance of Equipment €
Telco Services €
Network Management €
Total Network Costs €

5. BASIC SERVICES
Best Effort IP to Advanced Networks (AN)
Commodity Internet
Intra-Country Layer 2 Transport
Intercontinental and Regional VLANs
Coordination, Management, Dissemination
These services are considered to continue funded by partners only

6. VALUE ADDED SERVICES
Project Promotion and Development
Collaboration Services
Federation, PIT VoIP and Other Services
These services are considered to continue until 2014 and
depending on funding, from there on

7. Market, Delivery/Sale, Price Strategy
NETWORKING SERVICES
1. Service: Best Effort IP to Advanced Networks (AN)
Market: NRENs of Latin America
Delivery/Sale: To NRENs only
Price Strategy: CLARA Cost Cost-Sharing Model
Target Income (2017) : €

8. Market, Delivery/Sale, Price Strategy
NETWORKING SERVICES
2. Service: Internet Commodity
Market: NRENs of Latin America
Delivery/Sale: To NRENs only
Price Strategy: Volume based
Target Income (2017): €

9. Market, Delivery/Sale, Price Strategy
NETWORKING SERVICES
3. Service: Intra-Country Layer 2
Market: NRENs of Latin America
Delivery/Sale: To NRENs only
Price Strategy: Bandwidth based
Target Income (2017): €

10. Market, Delivery/Sale, Price Strategy
NETWORKING SERVICES
4. Service: Layer 2 and Layer 3 VLANs
Market: NRENs of Latin America
Delivery/Sale: To NRENs only
Price Strategy: Bandwidth and time based
Target Income: TBD

11. Market, Delivery/Sale, Price Strategy
MANAGEMENT AND BASIC COLLABORATION
Service: Management and Associativity
Market: NRENs of Latin America
Delivery/Sale: To NRENs only
Price Strategy: Flat membership Fee
Target Income (2016) : €

12. Market, Delivery/Sale, Price Strategy
1. Service: Collaboration Platform
Market: LA Research Communities and NRENs
Delivery/Sale: Federated Service for NRENs and Direct to Communities
Investment: Funded by projects
Price Strategy: Maintenance to be covered by payment
Target Income: TBD

13. Cash Flow
EUROS (€ )

14. Acummulative Cash Flow

15. Industrial Partners

16. New Bylaws
The cathegory of Industrial Partner has been created by the new Bylaws
Invitations are being made to include Industrial Partners
Initial companies invited are TI Companies
Funding obtained is expected to become integral part of the TICAL Strategy

17. Conclusions
When concentrating CLARA’s activities around the development and operation of RedCLARA and its associated partners activities, the cash flow becomes positive after the year 2013 when the rest of the EC contribution is expected to enter.
The proposed increase in Subscription fees will allow to obtain a Positive Financial Result.
Nevertheless, the Operational Result will only become positive when 3 or more partners are added
The activities of Project Promotion, associated services and management structure are budgeted as part of the ELCIRA Project and new funding is being sougth
The Cash Flow requires on time and ideally pre-payment of partners contribution