1. A Portfolio Approach to a Sustainable Business Model for Scientific Data Stewardship
Robert R. Downs1and Robert S. Chen2
NASA Socioeconomic Data and Applications Center (SEDAC) Center for International Earth Science Information Network (CIESIN), The Earth Institute, Columbia University
SciDataCon 2016
Denver, CO September 2016
Session 45, Sustainable Business Models for Data Repositories: Governance and Economics Funding
Tuesday 13 September 2016, 8:30 a.m.
Copyright 2016, Robert R. Downs and Robert S. Chen.

2. Sustainable Stewardship of Scientific Data
Scientific data are valuable intellectual assets
Resources are needed to collect scientific data
Scientific data of recorded observations may be irreplaceable
Value of some scientific data may increase over time, especially in the context of long-term environmental and social change
Stewardship enables reuse of scientific data
Data that have contributed to science can be reused if curated
Curate scientific data that have been determined to be valuable
Preserve and disseminate valuable scientific data that have been curated
Scientific data stewardship must be sustainable
Valuable scientific data should be available for future use
Resources are needed to manage and disseminate scientific data
Sustain entities responsible for enabling future use of scientific data (preserving the bits is not enough)

3. Possible Steps to Ensure the Sustainability of Scientific Data Centers
Ensure continuing support for mission and goals
Improve curation, preservation, and dissemination capabilities
Continually earn trust from stakeholder communities
Increase efficiency of operations and future effectiveness
Select scientific data that the community considers valuable
Produce data products and services for current and new users
Focus on quality and increasing capabilities to serve users
Explore opportunities for expanding communities served
Document value and impact of curated data and of data center support and services
Establish a diversified and sustainable business model

4. Assessing the Current Business Model of the Scientific Data Center
Conduct a SWOT analysis of current conditions
Assess strengths, weaknesses, opportunities, and threats
Examine the viability of current business model(s)
Explore possibilities and options with stakeholders
Future scenarios and possibilities
Explore contingencies to address weaknesses and threats

5. Typology of Sustainability Approaches for Scientific Data Stewardship
Discrete Revenue Stream Models
Cooperative Models
Fees
Usage fees (commercial vs. non-comm. use fees)
Depositor fees
Subscriptions
Annual or multi-year instit. subscribers (members)
Grants and contracts
To acquire a specific collection
To maintain a collection for a specified time period
Advertising or sponsorship
Revenue dependent on site traffic by target users
Donations/Endowments
Cultivating benefactors for collections or services
Subsidies
Direct and in-kind support from activities that benefit from data, e.g., undergrad. and graduate education
Institutional commitments
Cost sharing or resource sharing
Network development
Development of bilateral and multilateral sharing, backup, and mutual assistance arrangements
Commitments from stakeholder communities
Multiple stakeholders or stakeholder categories
Funding or in-kind contributions (e.g., open source software development, crowd sourcing)
Incentives from funders
Short-term funding or other resources in recognition of long-term commitments
Adapted from Downs, R R & Chen, R S Comparing Approaches for the Sustainability of Scientific
Data Repositories, Columbia University Academic Commons.

6. Diversifying Support for a Scientific Data Center
Near-term choices
Viability in 2-5 years, 6-10 years, and years
Long-term options
Viability in years, years, years
Contingency plans to address unplanned changes or losses of support
Implications of current and future opportunities on:
Goals – short-term and long-term goals
Organizational structure
Levels and quality of services offered
Existing sources of support
Negotiation of data rights

7. Developing A Portfolio Approach to a Sustainable Business Model for Scientific Data Stewardship
Discrete Revenue
Stream Models
Cooperative
Models
Fees
Subscriptions
Grants and contracts
Advertising or sponsorship
Donations / endowments
Subsidies
Institutional commitments
Network development
Commitments from stakeholder communities
Incentives from funders
Current
Business Model
Fees
Subscriptions
Grants and contracts
Advertising or sponsorship
Donations / endowments
Subsidies
Institutional commitments
Network development
Commitments from stakeholder communities
Incentives from funders
Long-Term
Business Model

8. NASA Socioeconomic Data and Applications Center (SEDAC)
A Case Study of a Sustainable Business Model Portfolio for a Scientific Data Center
NASA Socioeconomic Data and Applications Center (SEDAC)
One of the Distributed Active Archive Centers (DAACs) in NASA’s Earth Observing System Data and Information System (EOSDIS)
Focus on human interactions in the environment
Developing, freely disseminating, and supporting ~ 200 data sets in ~ 40 collections with more than 2000 map products and a variety of data services
SEDAC data regularly cited in peer-reviewed journals across multiple disciplines
SEDAC maps frequently reproduced in textbooks, newspapers, magazines, television, and online media
Source:

9. SWOT Analysis of Current SEDAC Business Model
NASA committed to scientific data stewardship and dissemination
EOSDIS community support for continuous improvement
High levels of use, demonstrated through multiple metrics
Strengths
NASA contract is single primary source of support for data center
Growth is limited if other funders assume no need for other support
Those who use data are not those who control funding
Weaknesses
New data management technologies and approaches
Partnerships with external communities on new data, services
Potential funding from non-traditional sources
Opportunities
Government budget cuts affecting NASA and EOSDIS
Government shutdown for a sustained period of time
Reduced interest in SEDAC data and services
Threats

10. A Portfolio Approach to a Sustainable Business Model for Scientific Data Stewardship
Discrete Revenue
Stream Models
Cooperative
Models
Fees
Subscriptions
Grants and contracts
Advertising or sponsorship
Donations / endowments
Subsidies
Institutional commitments
Network development
Commitments from stakeholder communities
Incentives from funders
Current
Active Archive
Business Model
Fees
Subscriptions
Grants and contracts
Advertising or sponsorship
Donations / endowments
Subsidies
Institutional commitments
Network development
Commitments from stakeholder communities
Incentives from funders
Contingency
Long-Term
Archive
Business Model

11. Columbia Libraries As Long-Term Institutional Host
SEDAC has an institutional commitment from the Columbia Libraries to host SEDAC’s long-term archive, if active data center support were to end.
Columbia has established its own long-term, open access digital repository, the Academic Commons, based on Fedora technology
SEDAC’s primary responsibility is to manage its data to minimize transfer and long-term stewardship costs

12. Other Possible Long-Term Sources of Support for SEDAC LTA
Commitments from stakeholder communities
In-kind “citizen science” contributions
Support derived from educational uses of data (e.g., “badges” for gaining data skills)
Share of indirect costs from research uses (e.g., for digital infrastructure maintained by Columbia Libraries)
Possible discrete revenue streams
Endowment for high-value digital data resources
Educational programs that depend on access to digital data resources
Fees on value-added services, e.g., to support teaching modules or labs

13. Frequently assess business models
Recommendations for Developing a Portfolio Approach to a Sustainable Business Model for Scientific Data
Frequently assess business models
Consider both current and long-term needs
Available opportunities for support
Diversify among business models
Identify and explore multiple sources of potential support
Employ a strategic approach
Plans should extend beyond survival to embrace evolution