3. Background
Europeana was conceived in 2005 by a letter from 6 heads of State, led by the French
President Jaques Chirac, to the President of the European Commission, Mr. Barroso.
Jacques Chirac
Aleksander Kwasniewski
Gerhard Schroeder
Silvio Berlusconi
José Luis Rodriguez Zapatero
Ferenc Gyurcsany
3
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7. 7
Content growth
This in turn has led to a spectacular growth in objects: currently over 27 million objects
in 32 languages with all 28 member states represented.
*Temporary loss of 1.8 million due to transition to CC0
*
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8. The portal www.europeana.eu is the most visible expression of this united Europe.
8
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10. 10
Usage growth
There is a direct link between the amount of objects in the repository and the amount
of visits to the site. Large contributors such as France and Germany receive the largest
proportion of the visits to the sites (portal, mobile, apps).
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11. 11
Network growth
This was realised primarily by resolving co-ordination failure: without the co-ordinating
efforts of Europeana the most likely scenario would have been fragmentation of
databases and data standards, leading to high development costs and loss of synergy.
A strong and representative network is key to this success.
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12. Stuff we are good at:
Aggregation infrastructure
Data Model (EDM)
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13. Stuff we are not so good at:
Generating usage (on our portals)
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16. The second phase of our work has focussed on making the material more accessible
to individuals, professionals and creative industries across Europe.
16
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17. In order to target new and different customer segments we needed to make the
material accessible through a wide variety of services and therefore developed a more
open licensing structure: the CC0 Public Domain dedication for metadata.
17
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18. 18
API growth
The effect of the change in license was felt immediately: currently over 770
organisations (commercial and non-commercial have requested an API key, 66% of
them are already implementing them in a variety of services.
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19. This has enabled us to make our culture available on a wide variety of services,
resulting in increased visibility of cultural institutions and their holdings across Europe.
For example, Europeana is now the 3rd biggest traffic driver for the Rijksmuseum.
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20. Stuff we are good at:
Solving IPR Issues (CCO)
Setting up new projects
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21. Stuff we are not so good at:
Reaching Creative Industries
Showing value for cultural
institutions
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22. Supply chain
22
Content
Providers
Aggregators Distributors Users
1. Europeana serves 2300 content providers (>60.000 in Europe)
2. This is scalable through the network of aggregators (70% of the aggregators serve
>2000 content providers)
3. Europeana is the hub for aggregation and for the co-ordinationand development of
knowledge and standards.
4. A similar scalable setup needs to be created on the distribution side. Through a
limited amount of strong partner networks such as the European Business Network, EU
schoolnet, Wikipedia, and social networks (pinterest, tumbler, facebook, etc.) this can
be accomplished.
5. This will allow access, visibility and re-use to increase with strong multiplier effects.
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26. tourism
63 M
research
+
Education
+
Creativity
+
26
culture
22.7
M
Europeana is extremely well positioned as a catalyst of change, a Digital Service
Infrastructure that can reduce costs of accessibility, fuel a burgeoning creative
economy, and realise spin-off effects in other sectors.
DSI
87.32
M
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27. Key recommendations
1. Provide direct access to content;
2. Develop a more explicit value proposition for cultural institutions;
3. Work with existing communities;
4. Turn ‘portal thinking’ into ‘platform thinking’;
5. Europeana needs to become more entrepreneurial.
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28. Stuff we are good at:
Collective
Innovative
Networked
Scalable
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29. In order to realise this potential the Europeana DSI will provide services on 4 different
levels: Aggregation, Facilitation, Distribution and Engagement.
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30. 1. Europeana will provide value-added services that allow the Cultural sector to do
their work faster, cheaper and better, for example with cloud based hosting services
and more efficient aggregation tools. Premium (paid) services will be developed.
(Cloud)
services
30
Impact:
22.7 million in cost reduction
A unified repository of >100 million objects
Increased direct access to content (in particular PD)
5.63 million income through premium services
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31. How do we motivate
institutions to open up
their content?
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32. R&D- Innovation
2. Europeana will co-ordinate solutions for pan- European accessibility issues such as
cross-border access of content, ISO standards and improved interoperability of data,
multilingualism, development of semantic web/LOD, e.g. to work with Google
Knowledge Graph. 32
Impact:
Shared practices for data modeling and IPR
Strong spin-off potential in other industries
Machine readable content for new services
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33. What are the main
(technical and legal)
hurdles for opening up?
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34. Creative
Industries
3. Europeana will develop a service centre for the creative industries and cultural
entrepreneurs. They will get easy access to free and licensed content, consultancy
services, a network of entrepreneurs and venture capital and incubation services.
34
Impact:
60 million + in benefits
Between 9 and 20 successful startups
20 + Europeana apps in appstores
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35. How do we create a
meaningful relation
with the creative
industries?
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36. 4. Europeana will develop community based end user services, that allow users to
access validated content through strong community based platforms such as Wikipedia
and thematic partner sites such as Europeana Fashion.
Active Audiences
36
Impact:
Dramatically Increased visibility (on wiki 10
WW1 images = 9 million impressions)
Increased participation
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37. How do we engage
voluntary contributions
from communities?
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51. Methodology
This (draft) Strategic Business Plan has been developed during the period June 1- July
16 by the Europeana Foundation (EF) to guide the transition into the new Multi-Annual
Financial Framework (MFF). This document is the result of intense investigations in a
short time frame and draws primarily on the following sources:
1. Europeana Benefit-Cost Ratio (SEO Economic Research): this research was
commissioned by EF to investigate the current and future cost-benefit ratio of
Europeana. It focusses primarily on the areas where Europeana plays a role in
realising European added value through positive externalities.
1. Fundraising (Myra Kelly Fundraising consulting): this research has focused on
investigating alternative funding streams for Europeana, in particular through
sponsorship and fundraising.
2. Market revenue investigations (Institut Nationale Audiovisuel): this research
was conducted to provide an overview of possible revenue streams for self-
sustainability.
3. Roadmap 2020 (Business Models Inc): investigation on value propositions for the
4 client groups of Europeana: cultural institutions/end users/creative industries/
European Union.
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52. Support #Alezculture!
7.230 + signed petitions
4.800 + tweets #allezculture #europeana
>9.000.000 + views on twitter
Neelie Kroes, Vice President of the Commission: ‘People often speak
about closing the digital divide and opening up culture to new
audiences but very few can claim such a big contribution to those
efforts as Europeana’s shift to cultural commons’.
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53. Support
http://blog.europeana.eu/2013/06/linked-across-borders-and-time-
travelling-exhibition/ In this blog, Famous Bulgarian writer, Georgi
Gospodinov, who was a special guest at the travelling exhibition
launch said: ‘With projects like [Europeana], we can enter museums
and their collections without effort but we can also grant those
collections the opportunity to get right inside us. Europeana allows us
to carry them along with us every day. We can have centuries of
culture in our pocket – on our phones, on our computers. What we do
with it is down to our own curiosity.’
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54. Support
Speaking at the Europeana Conference as part of the Irish presidency,
Jimmy Deenihan, Irish Minister for the Arts, heritage and the Gaeltacht,
said ‘Europeana is a powerful tool to increase the capacity to experiment
with cultural assets and to promote a powerful creative economy. [..]
Europeana is at the forefront proving that by providing data sets for new
digital applications cultural bodies can realise additional social and
economic benefits, through real innovation and creativity.’
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