Project  MOSAIC

1. Executive Summary
2. Applied Methodology
3. Main Results

This section should provide the definitions of all terms, acronyms and abbreviations.

Acronyms and Abbreviations:

ABC Activity Based Costing
EEA: European Economic Area
EFTA: European Free Trade Association
IPR: Intellectual Property Right
NII: National Infrastructure Information
READI: Rights for Electronic Access and Delivery of Information
TRIPS : Trade-Related Aspects of Intellectual Property Rights
VLmp: Virtual Library museum page
WIPO: Intellectual Property Right
WTO : World Trade Association

1. Executive Summary

The document target is to integrate the result of the project into an overall plan and demonstrate the commercial and financial viability (internal rate of return).

In the document is identified the impact of telecommunications costs (as well as other critical business factors such as property rights, regulatory issues, availability of basic networks or generic services) and it is described how the overall project is planned to be financed.

Using statistical inputs about cultural wealth fruition the business forecast is built. The main info source input is the experience of Partners involved in the Mosaic project.

The contents of the following chapters are:

Chapter 2 - Applied Methodology : a synthesis of main ideas used to produce the financial forecast

Chapter 3 - Main Results : to illustrate the summary data of the market and the MOSAIC financial plan

Chapter 4 - Recommendations and Guide-lines: it indicates the elements discovered during the trial phase useful to continue the project

2. Applied Methodology

A methodology is a technique to quantitatively measure the cost and performance of activities, resources and cost objects, including when appropriate, overhead.

Most current established accounting systems normally capture and distribute resource costs by one of the following methods:

• Organizational element : it is a popular method for applying resource costs to an organisation. The accounting system identifies each of the organisational elements of the traditional bureaucratic structure and applies the identifiable costs of that element accordingly. Overhead costs are usually captured in a central repository with no attempt to subdivide further.

• Budgetary account : this is very similar to that of the organisational element. This method ensures that total expenditures not exceed the allocated budgetary resources.

• Traditional cost accounting with direct and indirect cost allocation : the cost accounting operations use the classical model of costs distribution which was designed around the major factor of production: direct labour, direct material and overhead

Each of these methodologies has advantages and disadvantages which have met the past needs of the organization. Yet, every one of them fails to meet the full requirement for management information that occurs as the result of a redesign of the organization or any part of the organization.

For example: ABC is a more representative distribution of resource use since the cost allocations are based on the direct cost drivers inherent in each of the work activities that make up the organisational structure.

In our analysis a similar approach has been applied.

The decision-maker is always faced with difficult choices and multiple alternatives. Though decisions can be made with feelings and intuition, this is not the predominant situation. For this reason we have identified and quantified activity cost and performance data into a format which stratifies decision variables into a configuration of different CSC typologies which makes the decision clearer and easier to make.

To produce a consistent costs/revenues forecast an analysis of available data about Cultural Heritage fruition has been performed. The used data are from heterogeneous sources (see Market Plan WP1200, http://mosaic.infobyte.it/project/projects) and they allows to estimate some significative parameters (number of peoples that access in museum, percentage of services fruition …).

• To build a profitable organisational model able to promote cultural heritage solving the current organizational public-private standstill.

• Not leave this market in the hands of few firms scarcely interested in promotion and education but rather in the creation of a monopoly.

• Activate an updating and distribution of value added information path via the use of pre-existing and reliable standards, technologies and applications.

• The guiding element is the association of service centres and institutions. This association, which we have called Mosaic International Organization, will be a non-profit structure aimed at transferring competence, operational and commercial indications to the different service centres. It will verify that the qualitative standards are taken into account and that the quality of offered services is on a par with Mosaic standards. The technical and control Commission are the bodies which will act at international level and will speak with the different Mosaic parties.

• The CSCs will be personalized starting from choice of statute (private and university structures for people of research and study - Technological CSC, structures which are able to contain people within exhibition areas - Exhibition CSC, private structures able to produce new applications and tools useful for the CSCs - Excellence CSC). The choice is one of the strongest elements of the model since it allows the local parties to choose the best level of investment and operational target coherently with local reality and in relation with the real possibility of fund raising and aggregation.

• The structure is not pyramidal but a LAN where everybody intervenes at equal level in the respect of communication protocols and qualitative standards. The key to the LAN and thus to Mosaic services is multiple and in general user-orientated and not technology-oriented.

• The market has excellent prospective: there are many national plans which include cultural heritage as object of investment via forms of indirect financing like national lotteries (for example, Italy, United Kingdom).

• There are no competitors.

• There are many private organizations such as banks, foundations, utility managers (electricity, water, etc.) and insurance companies that have the economic possibilities to express and sponsor the creation of service centres. They are also valid parties in the process of liberalization of services since they are structures interested in the diversifying their own sources of income, used to interact with institutions, used to mange polyvalent areas and organize complex structures distributed over the territory.

• the absence of institutions can lead the way to a logic of monopoly or at least easy predominance (Microsoft, Sony)

• difficulty to interact with local institutions and at national level

• lack of knowledge on the state of the art and of its real potential by decisional bodies

• In the employment plan there is a need to underline that much of the profits will be re-invested in production of derived products following the main theme and therefore one must think that an average CSC can start with 15 people and reach up to 50-60 depending on management ability, place on the territory and attendance.

• MOSAIC and its services is an advanced fruition system and proposes itself as a model of social and economical growth transferable in all European area that are involved in programs to manage the Cultural, architectural, archaeological, historical, customs and folklorist wealth.

• The services infrastructure management involve the needs to maintain and evolve itself; when it shall be inserted in the economical cycle we shall have the guaranty that it shall generate new jobs, especially for young peoples with humanist or technical skill that shall have to collaborate in such multi-discipline environment.

• The concrete possibility to take-off such kind of business shall be favourite by the new employment laws for young peoples, that complete the institutional normative to regulate the public/private relationships.

• Creation of a managerial team (CSC director, Marketing director, Curator, operative staff, Executors and a Publishing team ….)

• Creation of a new professional profile: the Techno-Art (researchers, editors, graphics, programmers, system manager, educators,..)

• Employment for low qualified profiles

• There will be some facilities available for the customers that are going to improve the fruition, on one hand, and are going to create induced economic activities on the other. The induced economic activities that we are talking about are :Merchandising, Creation of Restaurants, Creation of Coffee shops, Creation of Shops ….

• Merchandising in fact has to be seen by the Mosaic as a tool that help them to get close to the common people that by buying the gadgets that the museum sells, promote the image of the Mosaic in the World. On the other hand, the merchandising to be produced has to create new economic activities .This aspect starts to be relevant also in the Employment question. It is a chain that starts to be created which can be very useful either for the institution that for the employment market.

Concrete Examples

• For Exhibition CSC: MUSA creation of private consortium with financing of the Cassa di Risparmio di Roma foundation, La Villette public structure with investments budgeted in the Mosaic services, the Schloss Schoenbrunn in Austria where a mixed public-private firm has been created with the same aims as Mosaic's.

• Technological CSC: Milano Imation Center together with the University for specialist services and formation, Sophia Antipolis, ZGDV in Germany, JRC in Austria, Cineca a Bologna

• Excellence CSC for the production and study of border goods especially created for the cultural heritage sector we can consider private structures such as Infobyte, ZGDV, Cineca, ART&COM,..

The implementation of Mosaic foresees a set of services like:

• Network Infrastructure & Interoperability Gateway
• Distributed Database, Metadatabase, Search Engine & Agent, Multilingual Interoperability
• Cultural on-line browser
• CSC Organisation, Publishing Team, Promotion & Advertising
• Basic Services & Thematic Forum
• Archiving Tool
• Application & Market Products
• Virtual Exhibitor
• Authoring Tool
• Training Room
• Video Conference
• Virtual Theatre
• Multimedia Room
• Cyber-Café
• Marketing Area
• Playroom

The MOSAIC services are supplied by three types of CSC:

• Excellence CSC: they have in charge to develop new tools (h/w or s/w) or update already existing application; its main target is the production of instruments to facilitate and improve the cultural heritage fruition
• Technological CSC: they have as main target the studies of technical aspects in the field of art culture (Universities …), telecommunications and promote the exchange of knowledge and results promoting workshops and conferences
• Exhibition CSC: their main target is to diffuse the cultural heritage knowledge by exhibitions to allow interaction between new technologies and wide public (Virtual Theatres, Cyber-Café, Exhibition areas …)

To have more details about each service refer to Architectural Document WP1700 http://mosaic.infobyte.it/project/project.html.

The following table allows technological configuration for a CSC: for each service all the hardware/software components are listed. The first column individuate the component and the CSC to which belong (Excellence, Technological, Exhibition). For more detail Ref. Architectural Document WP 1700. http://mosaic.infobyte.it/project/project.html

• the modular nature of the project allows to apply its operational model to the most different realities with different economies of scale. For example Technological CSC, Excellence and Exhibition CSC.

• The CSC may be created with private funds such as foundations, non-profit cultural associations, banks for the greater part with structural and national funds budgeted to incentive the fruition and promotion of cultural heritage (for example lotteries), with national and regional funds to favour young people employment such as Exhibition CSCs directed by young people cooperatives, with community funds for research and development at Excellence CSC level to find new areas of services, with community funds to widen the network to Mediterranean and Asian areas where the community has already launched prospective industrial aggregation, with private funds for non-European countries interested in benefiting from the network contents, ... obviously the proportions and percentages cannot be generalized and depend from nation to nation but are equally consistent in every country.

The main formulated hypothesis are the following:

• The cooperative responding to safe economic management is seen as a cost and revenue centre;
• From an employment point of view the following 19 number are forecasted in the starting phase while at full operation there will be one of 19 depending on the production activities;
• Technical amortization in 3 years;
• Annual visitors/users approximately 60000;
• Sale of tickets for the Virtual Museum and for the vision of VR products;
• Sale of site thematic exhibit images via Internet;
• Sale of a CD-ROM derived from the multimedia archive and game;
• Sale of videos derived from the VR products;
• Renting of the Virtual Room for meetings and conferences;
• Renting of the Multimedia Room for didactic classes;
• Furthermore the following revenue sources may be listed: sponsorship, sale of publicity areas in the multimedia hall, in the virtual museum as well as on the Web site, sale of gadgets to be defined based on the events which will be organized and on the programming plan relative to the whole area.

As regards the derived products it is useful to underline the following:

Production costs of these objects must be put in relation to the probable revenue of the entire communication action.
If on one side the maximum involvement and communication can be obtained with the use of a strongly involving virtual reality, the profitable fall on a number of objects, to produce with greater simplicity and lesser technological impact, is obvious. Those participating in an experience of great fascination will tend to not only pay to view (tickets, groups, booking, as demonstrated by experience so far) but also take back with them something which may be a logical continuance such as a video, CD-ROM or simply a gadget (T-shirt, cap) with the logo of the experience.
On the other hand all those who will be attracted to Internet and to the presence of documents and objects of great cultural, technological or tourist interest will find on the server the reasons to continue their visit and even purchase objects (previously mentioned) or images concerning the archeological sites. This may bring revenue as demonstrated by the experience of large distribution and entertainment chains where a considerable part of the economic returns is thanks to the use of Internet even from a commercial point of view.
Furthermore the installation of necessary infrastructures to support the applications and the initiatives generates a permanent connection network of international interest which may be exploited even after also for different reasons compared to the initial ones. There would be the possibility of creating a flow of hotel information and booking, restaurant booking, organized tours, visits to archeological areas and natural parks. In synthesis the revenue figures are:

In the next table the summary of financial projection and the break even point is presented.

Revenues/Expenses
		1999	2000	2001
Total Annual Revenues		0	1097250	3306260
Total Annual Costs		1350570	1698894	1805593
Profit		-1350570	-601644	1500667

The following table illustrates a breakdown of the revenue item referred to the project planning phases. Some items are linked to the country cultural organisation and can involve funding from sponsors. At this time we limit our analysis only on the basic and generic services that will be provided starting from the 2^nd year.

 

CSC	1st year (feasibility study)	2nd year (trial and validation phase)	3rd year – 5th year (deployment)
Feasibility study cost	1612 KECU	0
EU funding	844
Partner funding	768
Sponsor funding	0
Pilot network implementation cost		4570 KECU
EU funding		2544
Partner funding		2026
Sponsor funding		0
Application deployment cost (10 CSC)			26172 KECU
EU funding			0
Partner funding			23555 KECU
Sponsor funding			2617 KECU
Revenue			33060 KECU
Profit & Lost	- 1612 KECU	- 4570 KECU	+ 6888 KECU

The MOSAIC project forecast is based on 10 CSC that have to be established during the next year

Franch forecast example technological CSC:

see Annex 1 for detailed summary

UK forecast example Excellence CSC: (see Annex 2 for detailed summary)

KECU	Forecast 1st Six Months	Forecast Year 1	Forecast Year 2	Forecast Year 3
Revenue	80	840	1.781	3.239
Gross Profit	36	423	843	1.380
Net Profit Before Tax	5	32	162	330
NPBT Percent	6%	4%	9%	10%
Taxation Percentage	31%	31%	31%	31%
Profit After Tax	n/a	24	112	227
Value at 20:1	n/a	477	2.242	4.548

 

3.5

• The MOSAIC international organization has the task to dictate guide lines for services in terms of requirements and qualitative level. It is an association or at least a non-profit organization with all of the CSC adhering and all Museums being institutionalized partners. The associative quota is established every three years based on the structure's organizational costs. The main offices could be in Brussels at the Banca di Roma premise. The staff of this association will be limited.

• The technical scientific committee of the organization has the task to draw up and emits indications as well as MOSAIC guide-lines. It verifies the quality of the various service centres and selects new associates. It will send warnings in case the guide-lines and quality are not respected.

• The MOSAIC international organization has the task to point out reference standards, reaches agreements with structures, suppliers and institutions at world level. It points out the application elements of interest and suggests them to the CSC of Excellence which have the task to produce the appropriate SW or HW products. These Excellence centres are those which will better interpret the needs of the final user and thus due to their sectorial experience they will produce the appropriate tools to distribute within the CSC. The latter are extremely variable in structure. There can be some technological CSCs who privilege network services, areas of formation and debate (e.g. University) or CSCs within exhibit areas (museums, libraries) that have services with access to the local public and therefore specialize in value added ...

• The main basic logic is to not create a pyramidal vertical structure but a WAN, meaning a network in which everybody can join and find the right indications to dialogue (standards), the accords to enhance one's own services and the structure to organize one's own service centre. The logic is therefore very similar to Internet. There is no control on data but a spreading of information within specific agreements and non homogenous area interest. Like in a network each new user increases the value added and significance but nobody is essential. There is no hierarchy but different potential thus heterogeneity in content.

• The economic return of each CSC is based partly on the existence of other CSCs (presence of data in the network and ability to sell value added associated services) and in part to the specific capacity of the CSC (exhibit areas, specific application content, thematic services). A CSC can be a profit or a non-profit private organization. In particular the CSC may be a consortium of many private and institutional structures that have as main goal common objectives for the enhancement and exploitation of cultural heritage.

• The Mosaic International Organisation:
• Will manage the mosaic network domain – mosaic.org
• Allow the introduction of new partner and CSC in the network by means of a specific sub-net address
• Manage all the international agreement with other International Organisation
• Support the new CSC to create the centre in term of financial and technical support
• Organise the communications and organisation of Mosaic

A logic schema of the MOSAIC International Organisation is illustrated in the following figure:

• The International Organization will have to predispose a plan of consultant, formation and quality for each CSC. The latter will depend on the former to acquire the financial, technological and organizational aspects needed to create the different CSCs. As far as the network is concerned the organization will control and supervise the flow of information and statistics on accesses to the service. All this information and the organizational and technological directives will be published on the MOSAIC site and will be a point of reference for all the associates. The MOSAIC secretariat will take care of the organization of the technical direction committee meetings and the issue of guide lines and news on reached agreements. The project promotion and communication side will be taken care of by the International Organization but will be executed by the single CSC at local or national level.

• MOSAIC International Organisation is a non-profit corporation formed by European Institution, Organisation, Museums, PMI, industries, Universities, … organised in Cultural Service Centres (CSC) to provide Cultural Heritage access to and delivery of added value services by creating and maintaining a network and a distributed collective digital library of images and documentation.

• MOSAIC I. O. enables its CSC to do a number of things that they cannot do on their own, including:
• Creating a distributed databases for a large class of final users
• Reaching the educational community in a coordinated and cost effective way
• It realises agreement with technology vendors in order to have a Mosaic special discount for all the selected equipments for the CSC implementation. It can provide its members access to collective funding to pursue their educational missions
• It assists CSC to improve their information infrastructures and documentation practices
• It can negotiate digital rights with organisation and museums at international level

• MOSAIC I.O. guarantee the CSC to :
• Reducing risks through collective decision-making
• Adopting common standards and guide-lines
• Sharing expertise

• MOSAIC I.O. balances the needs of small and large CSC, the well prepared and the novice, by providing for different levels of membership participation from observer through full contributor

Services which it is envisioned that MOSAIC I.O. will deliver to its CSC include:

1. Technology information Services, including "best practice" guide-lines, "frequently asked questions", standards for data capture, advice on hardware and software application guide-lines, training and research and liaison with developing standards
2. Data Enhancement Services, including data value standardization, the addition of unique identifiers and watermarking of images, subject indexing, metadata augmentation, thesaurus explosion of terms in controlled vocabularies, markup of text to SGML and mapping institutional data to export standards
3. Catalogue Management Services, including creating and integrated, publicity accessible directory with many access points and different interfaces for different users which enables educators to identify works which they have licensed and may use through MOSAIC and allows the public to seek further rights including commercial use rights from the individual museum members
4. Rights Management Services, including defining the minimum rights management data requirement, creating searchable rights metadata systems, negotiating rights with individual rights holder and their collectives, writing model licensing agreements, providing a forum for and developing terms of licenses for schools and schools district, museum education departments and public libraries and developing and disseminating end-user responsibility training materials
5. Customers Services, including monitoring and analyzing uses and users, conducting focus groups to identify users needs and promoting innovative educational uses of museum digital content
6. Collaborative Partnering, including with technology firms, funding sources, standards organisations, telecommunication providers and others

This document identifies assumption fundamental to establishing the Mosaic I. O. and outlines a framework for within which the CSC will define a fully operational organization, that offers works for license and services to members.

1. Shared Assumptions

A common understanding of the a shared benefits that derive from collaboration will govern Mosaic I. O. activities.

Schemes for calculating and collecting fees should be designed to control the level of overhead associated with income collection. An efficient and cost effective system is a goal.

Fixed service cost subscription that encourage use should be offered instead of pay-by-use options.

MOSAIC licenses will be priced based on the size of the Mosaic Catalogue and the number of users. The per student price will be low enough to encourage licensing and use.

MOSAIC benefits from having many members and a broadly representative Library. Museums should be encouraged to contribute to the MOSAIC Catalogue even if they use other avenues to distribute digital images and license use.

MOSAIC I. O. should make efforts from the outset to build partnerships with similar non-profit consortia of art

museums in other countries and to create reciprocity arrangements of benefit to all. Reciprocal agreements to administer rights should be sought.

2. Operational Framework

1. Estimating Costs to Members

   MOSAIC Members will pay dues, not only to cover the Mosaic I. O. administrative costs of the organization but to ensure that participants recognize its value.

   Time and travel to enable participation in working groups on topics such as Standards and Technologies, Products and Licensing, as well as the time devoted by members to serving on the board and in other governance roles should be recognized as member contributions to MOSAIC.

2. Estimating CSC Costs

• construction of a join database
• creation of basic services support and activation
• creation of the central catalogue, including the development of enhanced indexing tools
• the development of new products
• training and support for employees
• negotiation with rights-holder local data provider

CSC should develop a budget that aims for self-sufficiency in a reasonable period.

CSC should seek financing from sources willing to provide no cost loans (including by assessing its members dues during the early years).

CSC should allocate income in a reasonable balance towards covering costs incurred in creating and distributing the MOSAIC Catalogue, and towards the provision of Services,

CSC will establish how MOSAIC will need to grow ad be structured in order to become self-supporting. CSC will have to consider such question as : Numbers of users, size of catalogue, ….

Considering the fact that so far perspectives and expectations have been created in a large number of potential partners, we believe that there is a need of predisposing to strengthen the consistency of the project in a better defined contractual framework (trial agreement phase).
The commercial diffused and distributed agreements are the basic element in the construction of the MOSAIC network as well as being the motor capable of stimulating and increasing the energies around the valorization of cultural heritage.
The main objectives are:

• we will set-up a legal framework by transforming intentional letter into contractual agreement and enlarging CSC cooperative network in national and International area.
• we will increase the quality of the products disseminating multilingual and multi-cultural applications.
• we will go on enforcing relationship within the MOU and Medici.

This direction cannot be omitted from structures capable of sustaining the initial payment of the system. In the second phase when the interchangeable mechanisms of information have been edited, the political system launched and the exercise tariffs have been indicated (rent, service cost, locations and fees, etc.) through a correct and concrete market plan, the system will be able to proceed on its own account. Taking into consideration the enormous contents of information, we believe that the volume of activities correlated with the cultural service centres cannot help but grow, consequently, feed itself new investments and new working opportunities.

The main step for the Mosaic International Organisation are summarised as follow:

join the Mosaic project as interest partner (Participation at the Project Mosaic (letter of agreement) – see http://mosaic.infobyte.it/partners/partners.html)

• participate in the Mosaic Organisation as associated
• Share the information and the basic SW by means of NdA for the trial phase

By the first semester of 1999 the structure will have to be set up at the main offices of the Banca di Roma in Brussels. All the CSCs will have to adhere with an association quota. Each CSC can designate a representative to participate in the organization's technical committee. The first task of the Organization will be to create the supervisory body: the technical scientific committee.

The committee will have to provide a plan of quality, configuration and service control.

Using cultural materials in interactive multimedia requires acknowledgement or negotiation of new intellectual property rights. As cultural information has no geographical borders, legislation and agreements must be developed in an international context.
There are two reasons why it is important to be familiar with the basic principles of copyright law:

• Multimedia works are created by combining "content": music, text, graphics, illustrations, photographs, software- that is protected under copyright law. Developers and publishers must avoid infringing copyright owned by others.
• Original multimedia works are protected by copyright: The copyright Act’s exclusive rights provision gives developers and publishers the right to control unauthorized exploitation of their works.

The works protected by Copyright are:

• Literary works: Novels, poetry, newspaper, magazine articles, computer software, software manuals, catalogues, brochure and compilations such as business directories.
• Musical works: Songs, advertising jingles, and instrumental
• Dramatic works: Plays opera and skits
• Pantomimes and choreographic works: Ballets, modern dance, jazz dance, and mime works
• Pictorial, graphic, and sculptural works: Photographs, posters, maps, paintings, drawings, graphic art, display ads, cartoon strips and cartoon characters, stuffed animals, statues, paintings, and works of fine art
• Motion pictures and other audio-visual works: Movies, documentaries, travelogues, training films and videos, television shows, television ads, and interactive multimedia works.
• Sound recordings: Recording of music, sounds or words

Nowadays the different laws regarding the IPR problem, that are used in the different countries have to be considered as a barrier to the development of a multimedia market.

As everybody knows, the principal aim of a cultural institution is to disseminate the information they possess, in other words to let their collections physically and intellectually accessible to everybody.

On the other hand they must be very concerned that they should exercise a tough control over the dissemination and quality of this material and to maintain the aesthetic integrity of the original work of art they possess.

The copyright owner has the right to maintain the integrity of the work of art and to protect it from piracy. He has to respect the following rights:

• Reproduction Right: The reproduction right is the right to copy, duplicate, transcribe, or imitate the work in fixed form
• Modification Right: The adaptation right (also known as the derivative works rights) is the right to modify the work to create a new work. A new work that is based on a pre-existing work is known as a "Derivative work".
• Distribution Right : The distribution right is the right to distribute copies of the work to the public by sale, rental, lease or lending
• Public performance Right: The public performance right is the right to recite, play, dance, act or show the work at public place or to transmit it to the public. In the case of a motion picture or other audio-visual work, showing the work’s images in sequence is considered "performance". Some types of works, such as sound recordings, do not have a public performance right.
• Public display Right: The public display right is to show a copy of the work directly or by means of a film, slide, or a television image at a public place or to transmit it to the public. In the case of a motion picture or other audio-visual work, showing the work’s images out of sequence is considered " display".

There is no registration system and no central clearinghouse for information of who owns or who can clear rights of a particular performance or work of art.

An institution has to consider the copyright and moral rights attached not only to the works held in the museum, but also to material of others that may be used in the collection management system .Generally speaking a copyright of a work of art belongs to the author or creator for all his/her life long and for a determined period of time to his/her heirs. The museums generally can control the physical access to the work of art but they usually don’t own the intellectual property right.

It may seemed as part of the museums task to preserve also the moral right of the works of art they have; they have to protect the integrity of the images and the identification of the author /artist .It would be useful for good working relationships for museum to take the initiative on the subject of rights agreements at the time of new acquisition, possibly by utilizing standards forms of rights agreement. This question becomes even more important when the museum wants to disseminate images via network for researches and common diffusion.

Multimedia and others applications of new media technology are not clearly covered in many traditional rights agreements.

Nowadays, institutions as museums and art galleries, artists, photographers and writers are to be considered as "subsidiary rights holders" of a new sort of products characterized by video, audio, software.

For more details on IPR specific aspect refer to Market Plan WP1200 ref. http://mosaic.infobyte.it/partners/partners.html

4.1 Necessary conditions to continue

Excellence CSC - all figures are in Pounds