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ECBOL business model Leo Kriegsman (NCB Naturalis)

ECBOL business model Leo Kriegsman (NCB Naturalis). starting point. physical infrastructure (labs) & digital infrastructure (data) globally networked through CBOL, data via BOLD iBOL launch Sept 2010, Guelph (ECBOL influential) European node (to be) networked through

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ECBOL business model Leo Kriegsman (NCB Naturalis)

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  1. ECBOL business model Leo Kriegsman (NCB Naturalis)

  2. starting point • physical infrastructure (labs) & digital infrastructure (data) • globally networked through CBOL, data via BOLD • iBOL launch Sept 2010, Guelph (ECBOL influential) • European node (to be) networked through • Eur. Consortium Barcoding of Life (ECBOL) • NEtwork of Leading Labs (NELL) • European Barcode of Life Database • (QBOL: EU FP8 project on quarantine organisms) • EDIT partners participate, but do not dominate/control • strong involvement from outside EDIT/CETAF (Italy, Bavaria, ..)

  3. ECBOL2 meeting Portugal • organised by CBS Utrecht, MNHN Paris, Smithsonian, Univ. of Minho • 147 participants from 21 countries (27 from 12 EDIT inst.) • 103 presentations (26 from 12 EDIT inst.), 46 oral • conclusion: EDIT is one of many players (20%) • action: apply for network funding from ESF • needed: funding proposal for massive barcoding in Europe, incl. barcoding of collection specimens in NH museums

  4. elements of business plan • coordinator & secretariat & webmaster & deputies (all part-time) • budget composed of fees and project funds • highest fees => core group • high level of independence & responsability • progress reports to directors • 20% to Network Office ?

  5. elements of business plan • coordinator & secretariat & webmaster & deputies (all part-time) • budget composed of fees and project funds • highest fees => core group • high level of independence & responsability • progress reports to directors • 20% to Network Office ?

  6. model 1 (2 institutions) • 1% of 5-year national projects => 30 k€ • hosts 2x 10 k€ • this would raise 50 k€ for the operation • extra contributions • facilities (host) • staff time (core group) • meeting attendance (all) • consequence: developments controlled by hosts & external partners core group

  7. model 2 (22 institutions) • 1% of 5-year national projects => 30 k€ • hosts 2x 5 k€ • largest institutions 5x 3 k€ • other institutions 5x 1 k€ • this would raise 50 k€ for the operation, plus 10 k€ (20%) for the NO • extra contributions • facilities (host) • staff time (core group) • meeting attendance (all) • consequence: more control by directors over developments core group

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