Toward an Earth Science Enterprise Federation Results from a Workshop (1998) / Chapter Skim
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2 Working Group Summaries
2 Working Group Summaries
Pages 7-12
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From page 7... ...
The following issues do not represent an exhaustive list, but they were deemed to be of high importance: work 1ssues · Goals. A statement of purpose (e.g., foster effective stewardship of data and data products, provide easy access to used!
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From page 8... ...
They can also choose between more competitive and more cooperative styles, although science is generally a cooperative venture. The choice of what sort of federation to develop depends ultimately on how prepared members are to sacrifice a degree of autonomy in order to achieve ends (e.g., scientific TOWARD ANEAR TH SCIENCE ENTERPRISE FEDERA TION advances, commercial advantage)
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From page 9... ...
For example, partners may elect a council or board of trustees, or they may choose a more distributed model, such as the Tnternet Engineering Task Force, a loosely self-organized group of individuals who make technical contributions to the evolution of the Internet. Working groups to address such issues as intellectual property, technology, and standards may also be established.
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From page 10... ...
Potential Benefits Potential Costs To Federation · engages a larger, non-traditional pool of experts facilitates collaboration and formation of alliances produces better science and applications fosters creativity and innovation · provides resilience because failure of a partner will not result in failure of the federation meets the needs of more types of users improves access to and dissemination of scientific data produces data products faster spreads the resource burden changes scientific culture self-sustaining attracts other funding sources disperses research and development personnel · increases management time, especially in the beginning, to develop new business practices and working relationships has to identify and engage organizations with the necessary data and expertise has to deal with a wide range of data quality and data policy needs has to account for mixed motives reduces likelihood of producing low-priority products
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From page 11... ...
diminishes power and authority federation receives credit for the work of a partner may need to adhere to NASA or other government standards increases management time, especially in the beginning, to develop new business practices and working relationships harder to create interoperability To NASA · increases return on investment makes NASA data available beyond the earth science community · self-sustaining · attracts other funding sources more responsive to changing user needs and opportunities improves access to ESE products, particularly to non-NASA data increases participation (e.g., priorities, standards) in an ESE federation easier to fill niches that meet the needs of specialized communities greater diversity of funding sources makes it easier for non-NASA partners to buy in reduces likelihood of producing low-priority products increases legal and initial management costs · gives up authority and control To Users · potentially less uniformity in the user interface .
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From page 12... ...
Measures of success for the federation include: TOWARD ANEAR TH SCIENCE ENTERPRISE FEDERA TION increased productivity of the science in the Earth Science Enterprise; maintenance or advancement of position as the primary source of ESE information; satisfaction of the constituents; development of new information and capabilties; demonstrated commitment of the constituents and NASA; attraction of new members; ability to be self-sustaining; increased size and diversity of user community; effective stewardship of holdings (i.e., ensuring the scientific quality and integrity of the information products for the benefit of future generations of scientists) ; and reduced dependence on NASA funding.
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