Difference between revisions of "Ecosystem Approach Community of Practice: Governance of D4Science e-infrastructure"

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If not already required as a legal entity, a periodic audit process may also be necessary. A practical balance will need to be found between rigour and flexibility and between scrupulous detailed process and the costs of governance. In the first instance it would preferable to aim for the simplest possible structure and functioning rules, and add to this only as or when required.  Various models are available for this, and a range of operational and contractual systems can also be amended from other sources.
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== General overview ==
  
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The effective functioning of the D4Science entity, the confidence developed with funders and clients, the efficiency of resource use, and the strategic capability developed will all ultimately depend on the governance system adopted and its functional characteristics. A number of options may need to be explored, potentially also in conjunction with defining the legal entity, to ensure that the interests of diverse stakeholders can be met, that clear rules of conduct (and sanctions) are in place for those acting for the entity, and that transparent and equitable contractual and other interactive arrangements are in place for partners and clients. If not already required as a legal entity, a periodic audit process may also be necessary. A practical balance will need to be found between rigor and flexibility and between scrupulous detailed process and the costs of governance. In the first instance it would preferable to aim for the simplest possible structure and functioning rules, and add to this only as or when required.
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Communication messages
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- accuracy of data collected, and role of this type of data infrastructure to reveal and help reduce discrepencies among sources. Such role is a real asset for the infrastructure which should be dealt with
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- value of data: data collected could be considered as marketable good, e.g. Microsoft could offer free computing facilities, Elsevier could offer free publications, etc. for using this data. A business model could be based on data provision rewarded by access to Cloud time computing. Market specialists should undertake a real economic approach based on the real value of data.
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Costing:
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you have to set your own time frame, e.g. have a business model set-up by next year. First step is “what are the costs”
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do not forget the “opportunity” costs of the providers of information.
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Business opportunities regarding value of data
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Some projects are funded by private sector that could use the iMarine data and outcome; e.g.
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- 1 project to avoid route of mammals (e.g. whales) when exploring for oil and gaz. Russian company finances one such project 2M$ per year to make good of knowledge.
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- 10000 drifting FADs in tuna fishing: can provide coordinates, biomass estimate through sonar, temperature measurements
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Latest revision as of 22:55, 3 September 2012

General overview

The effective functioning of the D4ScienceAn e-Infrastructure operated by the D4Science.org initiative. entity, the confidence developed with funders and clients, the efficiency of resource use, and the strategic capability developed will all ultimately depend on the governance system adopted and its functional characteristics. A number of options may need to be explored, potentially also in conjunction with defining the legal entity, to ensure that the interests of diverse stakeholders can be met, that clear rules of conduct (and sanctions) are in place for those acting for the entity, and that transparent and equitable contractual and other interactive arrangements are in place for partners and clients. If not already required as a legal entity, a periodic audit process may also be necessary. A practical balance will need to be found between rigor and flexibility and between scrupulous detailed process and the costs of governance. In the first instance it would preferable to aim for the simplest possible structure and functioning rules, and add to this only as or when required.

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