Long term viability. The consortium intends to achieve sustainability of the EuDML services after the end of the project. The project efforts are aligned with the strategic long-term goals of the partner institutions and organisations that the results of the project are intended to serve. All the memory institutions are committed, in order to preserve and make accessible the mathematical heritage they care for, to acquire either past content through digitisation or new content through transfer of digital files from their publishers, and licensing for eventual open access. The principal aims of sustainable EuDML services will be: • to work toward comprehensiveness, service integration, and cost efficiency of the EuDML services, • to assist in exploiting the benefits of networking for integration of digital library services such as data sharing and improvement, • to advance cooperation with commercial partners, demonstrating benefits of cooperation for their wealth, advocating the necessity of a distributed preservation plan for their precious output, • to create a non-profit service in the interests of the mathematics user community. The exploitation plan will encourage synergies, accelerate wider adoption and overcome barriers to exploitation by lowering entry barriers for new information providers such as libraries or publishers. Wide dissemination of results is planned as is exchange of experiences across borders and scientific sectors and participation in co-ordination frameworks. The main objective is to improve access to large collections of literature for researchers, users in application areas (industry applications like e.g. mathematics of finance, public key cryptosystems, simulation, etc.), other professionals, and all others interested in mathematics. In order to create a sustainable service from the EuDML project, there arises the need to account for: • an organizational and legal framework, which will take its roots in the EuDML consortium and partners and institutions associated during its lifetime; • balancing costs and potential sources of revenue of running the EuDML services; • a common framework for dealing with IPR and copyright issues. The strategic impact of the EuDML project is in the area of improvement of competitiveness of scientific/cultural sector, especially with regard to recent digitisation initiatives from the U.S. The work plan for dealing with these issues is detailed in the description of work package WP2 (policies, exploitation, and dissemin...
Long term viability. The basis for long term sustainability of the Arrow system is in the primary value that it offers to its stakeholders. The core value proposition of Arrow is in its role of “facilitating diligent search for rightholders”, which is envisaged by the Memorandum of Understanding (MoU) on sectors specific diligent search guidelines signed 27 stakeholder associations as a part of the work of the EC i2010 Digital Libraries High Level Expert Group1. The inclusion of copyrighted works in digital library programmes, both by the public sector and by private commercial companies, requires some form of identification of the rights status of works, and search for rightholders. Xxxxx is aimed at facilitating this: “facilitating” in this context equates directly with cost savings, through reducing the time as well as financial and other resources involved in the diligent search. Arrow will offer services to the public sector and commercial users alike. Based on information that is available on large-scale digitisation projects, it is expected that the Arrow system will serve libraries in the public sector first. This includes library programmes that involve cooperation with commercial entities such as Google. The main categories of commercial entities identified as potentially interested in the use of Arrow to facilitate digitisation programmes are search engines (to offer books content as search results) and e-book retailers (to expand their catalogues); this can nonetheless apply more in general to all kinds of players engaging in digitisation programmes involving works for which they need to negotiate with righholders. Recent developments – in particular in France – envisage new business models involving publishers. All those new opportunities in using the Arrow system will be analysed during the project lifespan. This core value proposition identifies the demand for services provided by Arrow and the range of possible prices for these. When users carry out a rightholder search, if they do not use Arrow, they will sustain a cost = A. If Arrow is properly able to facilitate this search, the cost will decrease to B (<A), and thus users will have an interest in using Arrow if the price of doing so is lower than (A-B). Of course, there will not be any obligation to use Arrow, and the users’ decision will be based on the actual value they derive from the system. Long term viability will depend on two factors: • The scale of plans (by the public sector and/or by commercial c...
Long term viability. The long term viability of the Linked Heritage project depends on the anticipated outgoings and income of the project following its completion. The anticipated costs in the future for the project can be categorised as Maintaining the network of best practice itself technical support and training for users of Linked Heritage technologies provision of access to technologies online maintenance of persistent ID management system Each of these is addressed here. The best practice network established by the project will include experts and stakeholders from a broad population including government agencies and ministries, memory institutions, private sector organisations and universities and technical partners. There is significant value for stakeholders in maintaining the existence of the network into the future, both to develop the Linked Heritage concept further and to investigate and pursue new opportunities. There is almost zero cost to maintaining the network – members will meet virtually or at European cultural heritage events which they are attending for their own reasons (e.g. the EVA conference, other project meetings, etc.). There is a minimal management cost, to enable new members to join the network and to maintain the network website and mailing lists – the Linked Heritage coordinator is prepared to commit to the small ongoing costs for this purpose.10 Technical support: the end users of the Linked Heritage technologies are content providers and aggregators who use services developed by Linked Heritage (persistent IDs, richer and/or private- sector metadata mappings, linked data creation, terminologies). While Linked Heritage will of course seek to make the use of these technologies as user-friendly as possible (as described below), there may be a requirement for technical support from the Linked Heritage technical partners. The provision of such support represents a cost to the partners in the future. Linked Heritage will make all its technology available both to Europeana and to the broader open source community. Those elements of Linked Heritage technology which are adopted into new versions of Europeana will be supported by the Europeana tech support team, in that they will be part of Europeana. The provision of support for other elements will be made available on a commercial basis by the Linked Heritage technical partners (led by NTUA). Thus, technical support represents both a cost base and a potential revenue stream into the future. ...
Long term viability. In its reply to Questions for the public consultation "Europeana - next steps" the Europeana Foundation makes the following main points: “In the interests of public access to Europe’s cultural and scientific heritage in the long-term, and the sustainability and independence of Europeana, the funding model should be 100% financed by the European Union, including overhead costs.” “Countries already pay into the Community budget for the promotion of European cohesion and social unity. Some deployment of this budget to a development such as Europeana would serve well.” On the subsidiary question “Should there be a contribution (financial or other) in exchange for the links from Europeana to sites with content for which the user has to pay?” -the Europeana Foundation has expressed the following view: “Europeana must be operational first, and then the opportunities for this type of linkage can be explored. The model must be simple to operate and not have complex accounting requirements. The Gallica 2 model has to be studied in more detail for Europeana in order to be sure that it could be transposed to Europeana as well as other models such as the German or Norwegian models. Revenue opportunities such as affiliate income should be explored, e.g. links through to the item sold on XXX.xxx, Amazon, iTunes or on publishers’ own sites.” According to the “Results of the online consultation on 'Europeana - next steps'” the Europeana Foundation’s position receives considerable support as evidenced here: “There seems to be a general acceptance that in future there will also be a need for public funding for Europeana. The overwhelming majority of respondents indicate that relying entirely or to a large extent on private funding for the financing of Europeana could have an adverse effect on its objective and could compromise long-term sustainability. Europeana should not be turned into a commercial endeavour and more in general private funding and involvement should not jeopardise the aim of providing the widest possible access to cultural heritage.” In its Draft Report on "Europeana - the next steps" (2009/2158(INI)) the Committee on Culture and Education of the European Parliament opines that: “Public funding models should include both an increased contribution by the Member States and a continuous Community contribution after 2013.” In Europeana Next Steps the Commission says that: “Financing in the medium term (2013 and beyond) For the period beyond 2013 additional way...
Long term viability. Project partners include bodies and groups concerned with improving the multilingual industry through the development of standards and best practices and dissemination of information about them. These include, for example, people involved with W3C, XXXX, XXXX, LRC and FlaReNet. These players are well placed to xxxxxx adoption of and future work on the recommendations arising out of the workshops. The mailing lists described in the next section will continue to provide a forum for discussion for as long as is needed after the end of the project. The practical work items developed by the W3C with the input of the partners will be for the use of the general public and will be developed under open source licences. The usefulness of these items in assuring better support for the multilingual Web in content creation and browsers will have only just begun by the end of the project, and will continue into the foreseeable future. Reports and minutes will also be hosted and kept available on the project Web site, which, since it is managed by the W3C, has a commitment to stable, long-term access by the public. Several organizations involved in the network have the capability of taking the network further after completion of this project. Towards the end of the project the partners will explore establishing some continuing liaison/coordination mechanism. Partners can also discuss whether they would like to continue the work under the umbrella of the W3C as a special interest group within the Internationalization Activity.
Long term viability. Concept for Long-term Viability The basic strategy for viability, sustainability and scalability after the end of the project is to firmly root the opening up of the natural history heritage for EUROPEANA within the community of natural history institutions. The OpenUp! consortium consists mainly of “knowledge institutions” with a century old record of information provision in their field – the large natural history museums and botanical gardens. These institutions fully embrace their role as the creators, guardians and provider of information about the living world and have realised the new challenges presented by the (electronic) information age. Basing the OpenUp! contribution to EUROPEANA at these institutions in itself constitutes a guarantee for continuity. This is further reinforced by harnessing the domain’s very own information networks, BioCASE and GBIF, for the purposes of multimedia object provision to EUROPEANA. In essence, OpenUp! will use the same mechanism the institutions use to network their core research data, which play an essential role for fulfilling their role in research and public service. Moreover, the Global Biodiversity Information Facility even goes beyond that in being a steadily growing content provision framework that has been established by a resolution of OECD science ministers and subsequent signing of a Memorandum of Understanding by now 54 countries (19 of them European) and 42 associated international organisations. The GBIF network comprises more than 300 data providers and offers open access to more than 200 million data records, with a currently minor but increasing amount of linked multimedia content. Once the information pathway from natural history collections and GBIF/BioCASE to EUROPEANA has been created, it will provide a steadily stream of additional objects that have newly entered the GBIF network. The costs of storage for this project will be free - we will be utilising the BHL-Europe storage system bought under the eContentPlus programme. 'Storage' includes: live disks, tape back-up and high bandwidth access to the Internet. The content of the BHL- Europe data centre will be mirrored globally by the end of 2011 to Australia, China and the USA. WP8 is dedicated at the promotion of the content provided by OpenUp! through EUROPEANA. These activities will lead to increased awareness about the content, which is in the direct interest of the content providers who themselves pursue constant promotional activitie...
Long term viability. The achievements of Europeana Sounds will strengthen Europeana’s ability to provide access to audio and related objects and allow diverse user groups (including the creative industries) to exploit an efficient model for the collation of sound content on a European level that brings real benefits to stakeholders. The project will leave a legacy that is self- sustaining for as long as memory institutions exist to utilise the results. In marketing terms, it is a solid value proposition.
Long term viability. Describe how the consortium intends to reach viability, sustainability and scalability after the end of the project and the Community funding. Where appropriate, include an exploitation plan for the service describing the funding flow which will support its long term viability. As mentioned in the Project Profile, there will be two key outputs from this project – the Europeana Cloud infrastructure and secondly the Europeana Research platform, with associated tools and services for researchers in the humanities and social sciences. Ensuring that such outcomes survive and can scale up, and that others aggregators will share content within this infrastructure, is an essential element of the project. At the completion of the project, the cloud will contain metadata and content drawn from The European Library, the Polish Digital Library Foundation and Europeana itself. The very advantages that Europeana Cloud can bring are predicated on the ability to make it a pan-European infrastructure, with the potential to involve all European aggregators. Work Packages 2 and 5 have particular importance for this. A challenge for the project is developing a system that is sensitive to the needs of the broader Europeana network. The proposed cloud infrastructure brings with it a range of IPR, economic and strategic issues. Such issues will be of the utmost relevance to the aggregators that form the Europeana Network. WPs 2 and 5 are therefore designed to address these issues, ensuring that Europeana Cloud is developed in a way that responds to short, medium and long-term requirements, not just of the project partners but the wider Europeana network. An intense round of requirements-gathering will take place at the start of WP2. This will ensure that the technical foundations are secure; again, this will take in the needs of not just the project partners but the larger Europeana network. It is also proposed to create a Cloud Coordinators Group, this will involve other cloud projects funded by this EU stream, as well as the Europeana Creative project led by the National Library of Austria, and to explore the opportunities for synergy between the technical systems and business models being created. This will also feed into WP2 and 5. WP5 will follow a similar path: considering the strategic, legal and economic impacts of Europeana Cloud and ensuring that all partners in the Network can benefit from these advantages. To achieve success, the Europeana Cloud project has to delibe...
Long term viability
