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MCN/NINCH Copyright Workshop
Sept. 7, 2002, Toronto, Canada.
Putting Together a Museum's IP Policy:
Renaissance ROM as a Case Study
Brian Porter (brianp@rom.on.ca)
Royal Ontario Museum
Opening Points
 I am not a lawyer or policy writer.
 “I know what I don’t know.”
 “I am Canadian.”
 So is Celine Dion.
 I have a confession. I like journalists.
 “What a great way to spend your life!”
 It is now 4 R’s: Rights to Reproduce Rina’s Reasons
 Bandwidth. Think three per cent.
 Have fun. Respect the time!
 Meet my friend.
Royal Ontario Museum
 Dual mandate:
 Civilization, Art, Archaeology
 Natural Science
 $43-million operating budget
 350 regular & 37 part-time staff
 27 curators and 20 assistant curators
 2001/2002 attendance:
 1 million physical visitors
 1.5 million web visitors
 More than five million objects
BOARD
President/CEO
Chief Operating Officer
Director
Collections
Management
Vice-President
Exhibits, Programs
& New Media
Resources
Vice-President
Marketing &
Comm. Dev.
Executive
Director
Finance
Executive
Director
Facilities
Senior
Vice-
President
Vice-President
Collections
& Research
Director
Research
Anthropology
Centre for
Biodiversity &
Conservation
Biology
Earth
Sciences
Near Eastern
& Asian
Civilizations
Palaeobiology
Western Art
& Culture
Exhibit
Planning and
Community
Programs
Exhibit
Design
Project
Management
New Media
Resources
Department
of Museum
Volunteers
Membership
Marketing
Communi-
cations
Museum Sales
Retail
ROM
Reproductions
Finance
Purchasing
Trades
Housekeeping
Human
Resources
Executive Director
Human Resources &
Organizational
Development
Master
Plan
Hosting &
Special
Services
ROM
Foundation
President &
Executive
Director
Education &
Programs
NEW MEDIA RESOURCES
•Information Centre & Library
•Information Technology
•Media Productions
•Publications
•Photography
•Web
What is Renaissance ROM?
ROM’s Options
 Managed retreat
 Real operating budget has been declining for 12
years with little prospect for growth despite
increased reliance on self-generated revenues.
 Renaissance ROM
 An intelligent Master Plan capital investment will
transform ROM’s business case and reduce
dependency on provincial government funding.
ROM Digital
 A comprehensive program to
systematically digitize, store and
manage our collections information and
leverage digital assets
 E.g. access, education, licensing
ROM Digital
 Collections Information Management
 Image Centre
 Digital Repository
 Digital Gallery
 Education/Business Applications
A New Language
ROM Digital Language
 Language of business: the ROM’s digital
imperative is driven by business initiatives
 Initiatives require:
 New Technology
 New Policy
 New Process
 New Organization
ROM Digital Desired Outcomes
 Crafting a long term vehicle for disciplined capture and
secure storage of digital assets
 Protecting the ROM’s assets
 Providing access to more of the collections for wider
audiences
 Helping people to make personal connections
 Extending education beyond our boundaries
 Growing revenues to sustain the program
 Improving our own efficiency
ROM Policy Development
 Spring 2000 – ROM board adopts governance model
 Redefined its fundamental role and responsibilities:
specifically the care, protection and safeguarding of
ROM collections, property, premises and resources
 Required board task force to develop and monitor
policies to articulate Museum’s mandate, vision,
values and objectives, limits of executive authority
 project co-ordinated through executive office of
Museum’s Chief Operating Officer
 Fall 2001/Spring 2002 – 20 policies approved
 Cover everything from health and safety to
repatriation of Canadian aboriginal objects
ROM Policy Development
 Policies complement ROM Digital initiative:
 Public Access – access to collections and
information resources a key responsibility
 Copyright – prudent and fair use of its resources
and protection in real world
 Information Management – information as a
corporate and organizational asset, includes
practice statement on use of IT resources
 Publications – promotes core ROM activities
ROM Copyright Policy
 Need for IP policy based on:
 Recognition that information is a vital institutional asset,
central to the Museum’s role and purpose.
 Recognition that information is increasingly seen as
commodity that can be purposefully used to further
institutional interests.
 Demands for increased self-sufficiency, to build revenue-
generation.
 Importance of intellectual property in creating ROM
programs, exhibits, products; need to comply with law in the
use of diverse intellectual property interests (liability). – ie.
ROM field guide series and use of images by curators
 Inconsistent past practice at the ROM; potential to
negatively impact institutional interests.
Copyright Policy Process
 No clear guidelines/principles in the Museum community that
could be easily adopted (professional associations, other
museums).
 Task Force examined intellectual property/copyright
issues/concerns applicable to ROM as producer/creator,
publisher/distributor, and consumer:
 Collections - permanent & loan
 Exhibition right, Reproduction right etc. i.e. exhibiting
designer dresses, publishing catalogues/books, etc.
 Original research by curators
 Collections-based research, field research (sponsorship
issues)
 Works based on the collections by non-employees -
volunteers, Students, Curators Emeritus, External Scholars
 Photographs/Video/Digitization
 Publications
Copyright Policy Highlights
 ROM owns the economic rights in works produced by employees
as part of their employment duties
 ROM has interests to economic rights in works created in
conjunction with ROM-funded activity or research
 Contracts with third parties ensure irrevocable licence for use
 Details steps for employees entering into external projects
 Employees waive moral rights where ROM owns economic rights
 Details use of ROM resources for external projects
 Addresses creator’s right to integrity of work relating to
accessioned objects in the collections
 Provides for ROM’s right to acquire all economic rights to permit
anticipated exhibition and reproduction purposes
 Requires senior executives to ensure Board Governance
Committee has all relevant info for determining adherence
Museum
attraction
Asset
exploiter
Educational
programs
Collections &
research
Profit growth, outreach, customer experience, attendance
Strengthening collections and research, efficiency,
quality of service and delivery
ROM Businesses & Policy
Business Initiative Intellectual Capital system
Delivers repository of knowledge and information to enable
sharing, analysis and synthesis, promotes creativity,
reduces re-invention, improves productivity and saves
time
Technology
IC DB, search and access
Extract or link to standard sources…eg.collections mgt,
library Extract from non standard sources…books,
catalogs, curatorial files, exhibit labels etc
Re-use in multiple media
Recognize level of audience
Attach service characteristics eg rights management,
usage restrictions
Apply tools and engines
Other synthetic structures eg GIS, files independent of
collections
Content management
Policy
Standards and expectations of performance/
contribution/ usage
Disciplines
Who contributes what?
Who gets access?
Process
Governance
Content management
Carrots and sticks
Measurements
Organization
Change in roles and responsibilities
Training in use of data, tools
Who manages IC?
Who does the work?
Business Initiative E-licensing
Delivers Mechanism to promote, sell and deliver copies of or
licenses to use ROM digital assets to public or trade
Technology
Infrastructure to serve objects (images 2d/ 3d/
panoramic/ 360, video, sound)
SW to allow search certain metadata and access to above
via web
Prices and Ts&Cs online
Ordering and payment on line
Some delivery online
On demand printing (partners?)
Security/ rights management/ watermarking
Authoring SW
Content management
IC system
Policy
Protection of rights
Products are integral part of planning for exhibits,
galleries/, programs
For profit business
Develop partners for wider range of product or
specialized lines
Distribute 3rd party related goods?
Active promotion
Partnerships for fulfillment eg on demand printing
High customer service standards
Process
Promotion
Brand development
Product planning
Production centre support
Quality control
Take part in workflows for exhibit and gallery design
Customer support and service
Customer data capture
Customer feedback
Organization
ROM Global? Not left in Registration
New selling and marketing skills
Training in new processes/ workflows
Training in new technologies and standards
Staff to create materials
The business initiatives’ interdependencies have
been used to devise a strategy and plan
Planning
Architecture design
Retail
Implement
base technology
Develop
Educational
materials
New
Digital
processes
New web
interface
Digitization
centre
Intellectual
capital system
Distance
learning
Digital
gallery
E-licensing
Build
Production
capacity
Data mining
& personalization
Capture
New metadata
Capture
New metadata
Capture
New metadata
Capture
New metadata
Capture
collections
Capture
collections
Capture
collections
Capture
collections
time
Capture
New metadata
Capture
New metadata
Capture
collections
Capture
collections
In Praise of Copyright Lawyers
“The first thing we do,
let's kill all the lawyers.”
Shakespeare, Henry VI, Part 2.
Methinks the bard should have written:
“The first thing we do,
let's kill all the lawyers,
except for Laura, Rina, Christopher,
Maria and Rachelle.”

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PorterchitwetyujbzxcbbnmlkhggfdPorter.ppt

  • 1. MCN/NINCH Copyright Workshop Sept. 7, 2002, Toronto, Canada. Putting Together a Museum's IP Policy: Renaissance ROM as a Case Study Brian Porter (brianp@rom.on.ca) Royal Ontario Museum
  • 2. Opening Points  I am not a lawyer or policy writer.  “I know what I don’t know.”  “I am Canadian.”  So is Celine Dion.  I have a confession. I like journalists.  “What a great way to spend your life!”  It is now 4 R’s: Rights to Reproduce Rina’s Reasons  Bandwidth. Think three per cent.  Have fun. Respect the time!  Meet my friend.
  • 3. Royal Ontario Museum  Dual mandate:  Civilization, Art, Archaeology  Natural Science  $43-million operating budget  350 regular & 37 part-time staff  27 curators and 20 assistant curators  2001/2002 attendance:  1 million physical visitors  1.5 million web visitors  More than five million objects
  • 4. BOARD President/CEO Chief Operating Officer Director Collections Management Vice-President Exhibits, Programs & New Media Resources Vice-President Marketing & Comm. Dev. Executive Director Finance Executive Director Facilities Senior Vice- President Vice-President Collections & Research Director Research Anthropology Centre for Biodiversity & Conservation Biology Earth Sciences Near Eastern & Asian Civilizations Palaeobiology Western Art & Culture Exhibit Planning and Community Programs Exhibit Design Project Management New Media Resources Department of Museum Volunteers Membership Marketing Communi- cations Museum Sales Retail ROM Reproductions Finance Purchasing Trades Housekeeping Human Resources Executive Director Human Resources & Organizational Development Master Plan Hosting & Special Services ROM Foundation President & Executive Director Education & Programs NEW MEDIA RESOURCES •Information Centre & Library •Information Technology •Media Productions •Publications •Photography •Web
  • 6. ROM’s Options  Managed retreat  Real operating budget has been declining for 12 years with little prospect for growth despite increased reliance on self-generated revenues.  Renaissance ROM  An intelligent Master Plan capital investment will transform ROM’s business case and reduce dependency on provincial government funding.
  • 7. ROM Digital  A comprehensive program to systematically digitize, store and manage our collections information and leverage digital assets  E.g. access, education, licensing
  • 8. ROM Digital  Collections Information Management  Image Centre  Digital Repository  Digital Gallery  Education/Business Applications
  • 10. ROM Digital Language  Language of business: the ROM’s digital imperative is driven by business initiatives  Initiatives require:  New Technology  New Policy  New Process  New Organization
  • 11. ROM Digital Desired Outcomes  Crafting a long term vehicle for disciplined capture and secure storage of digital assets  Protecting the ROM’s assets  Providing access to more of the collections for wider audiences  Helping people to make personal connections  Extending education beyond our boundaries  Growing revenues to sustain the program  Improving our own efficiency
  • 12. ROM Policy Development  Spring 2000 – ROM board adopts governance model  Redefined its fundamental role and responsibilities: specifically the care, protection and safeguarding of ROM collections, property, premises and resources  Required board task force to develop and monitor policies to articulate Museum’s mandate, vision, values and objectives, limits of executive authority  project co-ordinated through executive office of Museum’s Chief Operating Officer  Fall 2001/Spring 2002 – 20 policies approved  Cover everything from health and safety to repatriation of Canadian aboriginal objects
  • 13. ROM Policy Development  Policies complement ROM Digital initiative:  Public Access – access to collections and information resources a key responsibility  Copyright – prudent and fair use of its resources and protection in real world  Information Management – information as a corporate and organizational asset, includes practice statement on use of IT resources  Publications – promotes core ROM activities
  • 14. ROM Copyright Policy  Need for IP policy based on:  Recognition that information is a vital institutional asset, central to the Museum’s role and purpose.  Recognition that information is increasingly seen as commodity that can be purposefully used to further institutional interests.  Demands for increased self-sufficiency, to build revenue- generation.  Importance of intellectual property in creating ROM programs, exhibits, products; need to comply with law in the use of diverse intellectual property interests (liability). – ie. ROM field guide series and use of images by curators  Inconsistent past practice at the ROM; potential to negatively impact institutional interests.
  • 15. Copyright Policy Process  No clear guidelines/principles in the Museum community that could be easily adopted (professional associations, other museums).  Task Force examined intellectual property/copyright issues/concerns applicable to ROM as producer/creator, publisher/distributor, and consumer:  Collections - permanent & loan  Exhibition right, Reproduction right etc. i.e. exhibiting designer dresses, publishing catalogues/books, etc.  Original research by curators  Collections-based research, field research (sponsorship issues)  Works based on the collections by non-employees - volunteers, Students, Curators Emeritus, External Scholars  Photographs/Video/Digitization  Publications
  • 16. Copyright Policy Highlights  ROM owns the economic rights in works produced by employees as part of their employment duties  ROM has interests to economic rights in works created in conjunction with ROM-funded activity or research  Contracts with third parties ensure irrevocable licence for use  Details steps for employees entering into external projects  Employees waive moral rights where ROM owns economic rights  Details use of ROM resources for external projects  Addresses creator’s right to integrity of work relating to accessioned objects in the collections  Provides for ROM’s right to acquire all economic rights to permit anticipated exhibition and reproduction purposes  Requires senior executives to ensure Board Governance Committee has all relevant info for determining adherence
  • 17. Museum attraction Asset exploiter Educational programs Collections & research Profit growth, outreach, customer experience, attendance Strengthening collections and research, efficiency, quality of service and delivery ROM Businesses & Policy
  • 18. Business Initiative Intellectual Capital system Delivers repository of knowledge and information to enable sharing, analysis and synthesis, promotes creativity, reduces re-invention, improves productivity and saves time Technology IC DB, search and access Extract or link to standard sources…eg.collections mgt, library Extract from non standard sources…books, catalogs, curatorial files, exhibit labels etc Re-use in multiple media Recognize level of audience Attach service characteristics eg rights management, usage restrictions Apply tools and engines Other synthetic structures eg GIS, files independent of collections Content management Policy Standards and expectations of performance/ contribution/ usage Disciplines Who contributes what? Who gets access? Process Governance Content management Carrots and sticks Measurements Organization Change in roles and responsibilities Training in use of data, tools Who manages IC? Who does the work?
  • 19. Business Initiative E-licensing Delivers Mechanism to promote, sell and deliver copies of or licenses to use ROM digital assets to public or trade Technology Infrastructure to serve objects (images 2d/ 3d/ panoramic/ 360, video, sound) SW to allow search certain metadata and access to above via web Prices and Ts&Cs online Ordering and payment on line Some delivery online On demand printing (partners?) Security/ rights management/ watermarking Authoring SW Content management IC system Policy Protection of rights Products are integral part of planning for exhibits, galleries/, programs For profit business Develop partners for wider range of product or specialized lines Distribute 3rd party related goods? Active promotion Partnerships for fulfillment eg on demand printing High customer service standards Process Promotion Brand development Product planning Production centre support Quality control Take part in workflows for exhibit and gallery design Customer support and service Customer data capture Customer feedback Organization ROM Global? Not left in Registration New selling and marketing skills Training in new processes/ workflows Training in new technologies and standards Staff to create materials
  • 20. The business initiatives’ interdependencies have been used to devise a strategy and plan Planning Architecture design Retail Implement base technology Develop Educational materials New Digital processes New web interface Digitization centre Intellectual capital system Distance learning Digital gallery E-licensing Build Production capacity Data mining & personalization Capture New metadata Capture New metadata Capture New metadata Capture New metadata Capture collections Capture collections Capture collections Capture collections time Capture New metadata Capture New metadata Capture collections Capture collections
  • 21. In Praise of Copyright Lawyers “The first thing we do, let's kill all the lawyers.” Shakespeare, Henry VI, Part 2. Methinks the bard should have written: “The first thing we do, let's kill all the lawyers, except for Laura, Rina, Christopher, Maria and Rachelle.”
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