SEE Science SEE/B/0048/1.3/X. SEE Science SWOT Methodology

Transcription

1 Project Title SEE Science Project Number SEE/B/0048/1.3/X Document Title SEE Science SWOT Methodology Document Version 4.0 Document Origin National Centre for Popularization of Science and Technology in Society, SCSTI Document Date 14 May 2012 Character of Document Partnership Internal Document Draft Related Document(s) (Origin Partner, Date) - SEE Science Project AF / WP3 - Draft SWOT Methodology 1.0, SCHOLA LUDUS Sept Draft SWOT Methodology 2.0, SCSTI November Draft SWOT Methodology 3.0, SCSTI December Draft Benchmarking Methodology 3.0, SCSTI April 2012 Target Group SEE Science Project Partners Developed by Katarina Teplanova

2 Outline of The SEE Science SWOT Methodology Preface 1. Introduction to the SEE Science SWOT methodology Introduction to the SEE Science SWOT tool 3. The SWOT Method for the SEE Science project 3.1 Classic SWOT 3.2 Relational SWOT 3.3 Choice and determination of the SC s development issues 4. Science Centers Coding 4.1 Coding the Science Centers development issues 4.2 Coding the Science Centers indicators 5. Summary of SWOT Method and Coding 6. Operational forms 7. SWOT procedure in the frame of the SEE Science 7.1 Common definition of the partners task on SWOT 7.2 Common definition of the partners task on Feasibility Study 8. Approaching Science Centers objectives 8.1 Approaching Science Centers operational areas 8.2 Approaching Science Centers indicators The Science Centers indicators for S-W The Science Centers indicators for O-T Appendix 1 - SCs inner Indicators (Tables 6) and content behind indicators Appendix 2 SCs outer Indicators (Tables 7) and content behind indicators Abbreviations: AF Application Form of the project, PP SEE Science project partner, TSAR Transnational State of the Art Report, SC Science Center, existing SC/ planned SC/ SCs network (considering institutional factors etc.) 2

3 Preface In this document the fourth version for the SEE Science SWOT Methodology is given. The ideas from previous versions are utilized. The 1.0 draft on SWOT Methodology was a bit ahead, assuming that each partner is familiar with SWOT and has also deeper insight of the SC field. Hence, there were expectations to get SWOTs from both sides, from each project partner focusing on its development issues regarding operations behind the SC services, and from the respective project partner s strategic partners asking them to focus on their needs regarding science popularization and possible collaboration with the SC. It was expected that, by having SWOTs from both sides, we can develop more relevant SEE Science program reflecting all local opportunities and needs, and - there would be a chance to gain strategic partners which not only speak about SC, but via their own identification of their needs see the SC as an important (potential) partner for collaboration. The 2.0 Draft SWOT Methodology represents a straightforward methodology including steps for preparation of local SWOTs studies and involvement of strategic partners into process via round-tables. Important parts of the methodology were annexes with common definition of SCs considered as a reference to SC operations; glossary regarding main concepts behind the SC operations; starting lists of factors on S, W, O and T considered as potential common indicators for local comparative SWOTs. The partners were expected to take part at drafting the final version. However, there is a variety of potential indicators and the project partners differ already in basic aspects - in type and structure of their organizations, in operational areas, in local environments, in knowledge and skill of staffs, in targets, hence the application of ad-hoc method for defining significant indicators was questionable. The 3.0 Draft SWOT Methodology brought an advanced methodology on SWOT Method and studies including factors valuation methods by weighting and rating the potential of indicators and developing issues. The valuation methods were completed by examples on how to use the respective method in the frame of the science centres, and by exemplar 3

4 lists of general indicators for an organization; general indicators regarding decisions on new developing issues resp. projects, general (unusual) indicators on identification of threats from risk analysis; common indicators on examining the quality of an science centre s exhibition resp. science centre s program. Also, there were given hints for drafting general development areas of a SC with regard to its sustainability, survival, and further developments including lists of possible indicators to each area. The lists were open, expecting partners modifications. The 3.0 draft was presented at the PCT1 meeting. The project partners decided to go back to the 2.0 draft. Several ad-hoc attempts were done to define appropriate lists of indicators. However with regard to real cases those lists of factors seem artifical and restrictive with regard the SWOT studies.. Afterwards the coordinator allowed us to propose a compromise: - regarding SWOT indicators, to follow the idea from the 1.0 draft, i.e. that indicators should be derived from real cases from partners local SWOTs (but not also from stakeholders); - regarding SWOT objectives, to follow the idea from the 2.0 draft, i.e., the SWOTs should focus on the 5 main objectives of the SCs according to the joint definition for SC; - regarding identification of the development issues to use the methods for weighting factors from the 3.0 version (this is just a recommendation), and to ask the project partners to realize 5 classical SWOTs on objectives relevant to the 5 main project goals. The idea behind was to gain current factors which determine the operation of the SCs in the SEE region and, on this basis, to try to derive the common indicators of the SCs. The resulting 4.0 draft methodlogy was presented first at the SEE Science PCT2 meeting in Patras (March 2nd, 2012) and partners suggested to go on but to use boosting innovations and sustainability of the SC as the objectives for further SWOT analyses. 4

5 The presented 4.0 version on the SEE Science SWOT Methodology contains indicative areas of SCs common indicators and draft on SCs common indicators derived from factors pointed out in 25 SWOTs created by 5 partners (each partner created 5 SWOTs, one to each SCs objective), and in agreement of previous project partners discussions. After agreement by all partners the indicators should be used by project partners at their local SWOT analyses so that the SWOT studies prepared by the project partners could be comparable The joint objective of SEE Science SWOT, supplemented with Benchmark studies on European SCs, and studies on SCs services, is to find common development issues on SC operations, the development of which can support both, each partner individually and the SEE Science Partnership. Identification of preferred development issues is a very important, but subjective decision process that can significantly influence the future of any partner s organization! 5

6 1. Introduction to the SEE Science SWOT methodology 4.0 The 4.0 methodology for development of SWOT study is defined for the transnational project Boosting innovation through capacity building and networking of science centres in the SEE region with acronym SEE Science. The methodology is designed for PPs developing a local State of Art Study on own SC operations, on SCs networks resp. a Feasibility Study on SC for those PPs which are planning to establish a SC or its part in short future. PPs with no science centres will analyse what conditions are needed to build and operate a SC using the same internal and external indicators of factors as those PPs having a running SC. Relevant stakeholders of each PPs should be involved in the analysing process through roundtable. The aim of the SWOT analysis is to get a clear picture on the current operational issues of SCs in the field of human, technical, operational capacities, development opportunities, innovation environment, financing, policy framework regulating SCs operation, to set what the State of the Art is. The data from local SWOT studies will be combined with data from Benchmarking Studies and SC services into the Transnational State of Art Study, defining common development opportunities for SCs in the SEE region. The TSAR should also contribute to the definition of local/ regional Policy Recommendations and serve as a knowledgebase for SC Agents. For the creation of high quality TSAR there has to be high correlation between the factors / indicators applied in the SWOT and Benchmark studies, and the Benchmark study should reflect the development issues that will come out from the SWOT study. 6

7 2. Introduction to the SEE Science SWOT tool The SWOT analysis belongs to management tools. The purpose of SWOT application depends on considered actual objective to which the SWOT analysis is referred. Having objective on a strategic level, the SWOT can be used as an effective strategic tool in order to identify the main development issues related whole SC and its sustainability. Having objective on an operational level, the SWOT can be used as an effective innovation tool in order to identify the actual development issues regarding both, the provision of inner institutional operations of the SC including stakeholders, and SC s outwards operations as are development and provision of exhibitions, programs or any activity related to SC s targets. The concrete application of the SWOT tool is based on identification of current inner and outer factors (classical SWOT) which could influence and condition the achievement of the respective objective, and identification of potential development issues based on the mutual relations between that inner and outer factors in the next steps (relational SWOT). Processing classical SWOT the factors are divided into Strengths and Weaknesses of the SC, and Opportunities and Threats. In the process of relational SWOT the potential development areas are identified for the respective SC or SCs network (on the base of relations between respective couples of an inner and an outer factor) creating a a tank of ideas for future effort and desired areas of operations. Ćonsidering SCs as a specific branch there can be identified typical operational aspects of SCs, typical operational areas and indicative areas of SC, and SWOT factors, and sets of factors indicators. Having SCs indicative areas and SCs indicators, they could be used as an undividable part of the SWOT tool supporting identification of appropriate current SWOT factors, and classification of the development issues. Hence, the indicators 7

8 are universal while the SWOT factors should reflect the real SC, resp. SCs network resp. the envisaged SC s to which the SWOT relates. 8

9 3. The SWOT Method for the SEE Science Project The SWOT Method for the SEE Science project contains three levels: (1) Classical SWOT - Identification of inner and outer factors (2) Relational SWOT - Identification of potential development issues (3) Choice and determination of development issues The process within each SWOT level is governed by typical SWOT questions and SWOT tables that have to be filled in, answering those questions, and supported by given factors indicative areas and indicators. The method seems simple, but in fact, the answers on the questions cannot be linear and proper application of SWOT Method requires deep understanding of own SC operations, SC branch, Science, Education, as well as developing areas of the whole Society, as SC are considered central for boosting innovation in general. 3.1 CLASSICAL SWOT The classical SWOT analysis can be used anytime when thinking about the possibilities regarding realization of an objective by an organization. Identification of inner and outer factors The SC s task is to realize classic SWOT with regard to concrete current SC s objective (Table 1) For this study the partners have agreed to use boosting innovations and sustainability of the SC as the SWOT objectives. The SC s objective becomes the SWOT objective and the SC, resp. the SCs network has to identify its most important inner characteristics and outer conditions distinguishing between 9

10 - those inner characteristics in which it is really good, getting SC s inner Strength factors (further only S), and those that can be considered as inner Weaknesses factors (further only W), and similarly considering - the most important outer Opportunities factors (further only O) and outer Threats factors (further only T) related to the SC s complex operational environment. In order to find the respective factors the straightforward questions related to the determined objective can be: - What are our current S with which we could achieve that objective? - What are our current W that could keep us from the achievement of that objective? - What are the current O that we could focus in order to achieve the respective objective? - Which threats we should take into consideration when thinking to achieve the respective objective? By putting S, W, O and T into separate frames of the Table 1 we get 4 lists of factors. One list for strengths and one list for weaknesses of the SC s operation, and one list for opportunities and one list for threats coming out from the SC s environment. 10

11 SWOT objective: Strength Opportunities Weakness Threats Table 1 Classical SWOT form 3.2 Relational SWOT Identification of potential development issues based on relations between couples of one inner factor and one outer factor The relational SWOT is carried out in Tables 2a, 2b. The task is to identify those relations between the S resp. W on one side, and O, resp. T on the other side, which tend to potential development issues. The shape of tables helps to visualize the substantial relations. After putting the respective lists from the Table 1 into the Table 2 the thought process can start. The cross questions are applied: 11

12 Matching that S with that O what development issues (possibilities) can come out for the SC? Building on our respective Strength can we exploit the respective Opportunity, and how? etc. Matching that S with that T what development issues (possibilities / necessities) can come out for the SC? Building on our respective Strength can we avoid the respective Threats? etc. Matching that W with that O what development issues (possibilities) can come out for the SC? How can our respective Weakness hinder us in exploiting the considered Opportunity? etc. Matching that W with that T what development issues (necessities) can come out for the SC? Because of the given Weakness is there a high probability that the given Threat will happen? etc. The considered potential development issues between respective couples of S-O, S-T, W- O or W-T are marked in the fields in the Table 2a by x and the idea behind each marked node, is put into the Table 2b. S W O 2 X X 1 X T 2 X Node O2 S2 T2 S2 O2 W1 T1 W2 Idea behind Tables 2a, 2b Relational SWOT general example 12

13 What is essential for proper relational SWOT The ideas behind each node (see marks x in the Table 2b) should hint to the potential development issues, and should be formulated in such a way that hint to envisaged benefit for the SC behind the respective relation S-O, S-T, W-O, W-T. Also, indirectly to hint to the tasks needed to be solved in order to exploit the considered challenge. In other words, the ideas behind must be clear enough to be turned into requirements on operational capacities and future actions. 3.3 Choice and determination of the SC s development issues Having potential development issues (Tables 2a, 2b), choosing process on SC s development issues can start. The leading questions have to concern valuation of the potential development issue in relation to the envisaged SC s benefits and envisaged investment into operational capacities of the SC. For example: - Is the related S strong enough for development of that issue (to exploit that O in the suggested way)? What additional effort should be invested into the respective operational capacities (which are behind that factor of S)? etc. - Building on our S can we decrease / depress / avoid the respective T sufficiently in order to achieve success in development issue? What additional effort should be invested? etc. - Is that factor of current W so important with respect to the considered development issue (coming out from that O) that we should invest effort to change W into its S? And if so, then how? etc. - Is the development issue coming out from the respective relation of W and T so important that we should consider to invest into W? And if so, then how? etc. What is essential for proper choice of development issues 13

14 On the base of positive answers on those questions, reformulations of the potential development issues are needed focusing on the development of operational capacities. In the Table 3a the relational nodes related to the positive answers should be marked and the reformulated development issues should be placed in the (Table 3). S W O 2 X X 1 X T 2 X node O2 S2 T2 S2 O2 W1 T1 W2 development issues Tables 3 Relational SWOT The green fields mark the chosen development issues. Processing choice of development issues, tools for valuation the relative weights (e.g. weight matrices) of the respective inner and outer factors can be used. (These tools are not a part of the presented SWOT methodology.) 4. Science Centers Coding The role of nodes in the Tables 2 and 3 is important for respective SC (partners) developing SWOT in order not to loose the thread of the process but for purpose of SCs 14

15 comparisons via SWOTs, feasibility studies (and also benchmarking), development issue have to be coded (Table 4). SWOT node S i -O j S k -T l Idea behind/ development issue indicative area code W m -O n W o -T p Table 4: Relational SWOT forms Filling in the Relational SWOT form there are needed - the nodes position in the Relational SWOT (Tables 2a, 3a) and - the ideas behind the respective node S-O, S-W, W-O, W-T, - the codes of the indicative area classing the development issue by common indicative areas. Glosses - couple (Si-Oj) marks the node position in the table, the node is at i-line of S, and j-column of O; similarly the other couples. - code (SW-OT) consists of two sub-codes, one for respective SC aspect and one for considered operational area (see further the Table 5) Coding the Science Centers development issues Each idea behind the nodes (Table 2b), and behind the development issues (Table 3b) has to be marked with a code (see Table 4). The codes have to point out the SCs common indicative areas and SCs common indicators to which the respective development issue belongs (Table 5). 15

16 The codes of indicative areas are given as combinations of codes of one typical SCs aspect and one typical SCs operational area (Table 5). Science & Technology Edu & Society SC Special 1 Human capacities H-S H-E H-B H-I H-C 2 Technical capacities T-S T-E T-B T-I T-C 3 operational capacities O-S O-E O-B O-I O-C 4 development opportunity D-S D-E D-B D-I D-C 5 innovation environment I-S I-E I-B I-I I-C 6 financing F-S F-E F-B F-I F-C 7 policy framework W-S W-E W-B W-I W-C Table 5: The codes of SCs indicative areas for both the SWfactors and OT-factors For coding the first letters of the typical SCs aspects and SCs operational areas are used. Examples of Codes reading H-S: SC s HUMAN CAPACITIES in the operational area Science& Technology. H-E: SC s HUMAN CAPACITIES in the operational area Education &Society. T-S: SC s TECHNICAL CAPACITIES in the operational area Science& Technology etc. The codes of the SCs indicative areas are aimed for coding the SWOT factors, and development issues behind relations in the relational SWOT, as well as for the comparisons of SCs benchmarking. To each indicative area belongs a set of indicators. 16

17 In the Table 5 we present 35 indicative areas, derived from the 7 main aspects of the SCs considered in the frame of the SEE Science project (AF) 1. human aspects 2. technical aspects 3. operational capacities 4. development opportunities 5. innovation environment 6. financing 7. policy framework regulating SCs operation setting, and from the 5 main goals of the SEE Science project (AF) 1. to bridge research, education and business; 2. to improve the social climate for new developments; 3. to increase public awareness on the importance of natural sciences, technology and innovation; 4. to increase visibility and accessibility into science for young people; 5. to influence and facilitate innovation capacities in general, resulting in 5 SCs operational areas: 1. Science & Technology 2. Education & Society, 3., Science Centre Special. 17

18 4.2 Coding the Science Centers indicators An integral part of the SEE Science SCs SWOT Method is the set of SCs common indicators to which the SCs factors are related. SCs indicators can be used at classing SWOT factors, and also at precising coding of ideas on development issues in relational SWOT, for purpose of SWOT comparisons from different project partners and benchmarking of SC, respectively. In seven tables (Tables 6 Appendix 1) and in one table (Table 7 Appendix 2) are given SCs indicators to each indicative area introduced in the Table 5. The Tables 6 contain common indicators on SCs outer factors (Tables 6), each Table related to one main SCs aspect (i.e. to one line in the Table 5): Table 6/1: Indicators to SCs HUMAN CAPACITIES Table 6/2: Indicators to SCs TECHNICAL CAPACITIES Table 6/3: Indicators to SCs OPERATIONAL CAPACITIES Table 6/4: Indicators to SCs DEVELOPMENT OPORTUNITIES Table 6/5: Indicators to SCs INNOVATION ENVIRONMENT Table 6/6: Indicators to SCs FINANCING Table 6/7: Indicators to SCs POLICY FRAMEWORK The Table 7 brings common indicators on outer SCs factors (Table 7) focused on SCs INNOVATION ENVIRONMENT. This focus was chosen with respect to the SEE Science main goal - Boosting innovations via building capacities for SC and SCs network and was agreed by the project partners. 18

19 The common indicators given in Tables 6 and Table 7 are further divided according to the operational areas Science & Technology, area of Education & Society, area of, area of and per se Science Centre Special. One row in each table brings indicators hinting to factors of the same / similar character relevant for respective operational area. (See for example Table 6/1 for HUMAN CAPACITIES, in the first row there are Type /number of position in S&T, and also Type /number of position in E&S etc.). Considering application of indicators at SWOT analyzing, inner factors from the seven indicative areas HUMAN CAPACITIES, TECHNICAL CAPACITIES, OPERATIONAL CAPACITIES, DEVELOPMENT OPORTUNITIES, INNOVATION ENVIRONMENT, FINANCING, POLICY FRAMEWORK (related to the indicators from those areas), will be successively related to outer factors from always the same outer indicative area (indicators related to the outer INNOVATION ENVIRONMENT. Accordingly we can code the indicators, and the belonging factors using three subcodes: (ASPECT): (NUMBER OF THE ROW) (OPERATIONAL FIELD), whereby the number of the row hints to the character of the indicator. E.g. factor with index (H: 1S) in the Table 6/1 means that it describes / relates to human resources, and it is about the Type / position of employees in the operational area Science & Technology. The Tables 6 and Table 7 are elaborated into Excel Operational forms 1 and 2 which are also part of this methodology. Under each indicator there is its code and an empty frame which should be filled with relevant factor. For more factors new rows can be added. Some cells may remain unfilled. 5. Summary of SWOT Method and Coding 19

20 A summary of SWOT Method including coding is given in the Scheme 1. SWOT Scheme 1 SWOT objective: Strenght Opportunities 1. Classical SWOT: Setting factors listing S, W, O, T Weakness Threats Table 1 Classical SWOT form O T S 1 2 X X W 1 X 2 X Node O2 S2 T2 S2 O2 W1 T1 W2 Idea behind 2. Relational SWOT: Identifying and describe connections (nodes) Tables 2a, 2b Relational SWOT general example O T S 1 2 X X W 1 X 2 X node O2 S2 T2 S2 O2 W1 T1 W2 development issues 3. Choice and determination of development issues: Marking nodes relevant for changes Tables 3 Relational SWOT The green fields mark the chosen development issues. Node Idea behind/ development issue S i -O j S k -T l W m -O n W o -T p SW - OT code of the indicative area 4. Coding the development issues Table 4: Relational SWOT forms Good setting of indicators and appropriate formulated factors allow classifying each one factor just by one relevant indicator. 6. Operational Forms for SWOT analyses 20

21 To carry out SWOT analyses and feasibility studies special operational forms are available at the SEE Science Portal. Forms 1: A form for setting outer SC factors on current innovation environment (the form follows the Tables 7 of SCs Indicators). Forms 2: Seven forms for setting factors related to the operational aspects of the SC (the form follows the Tables 6 of SCs Indicators). Forms 3: Seven forms for setting classical SWOT related to the operational aspects of the SC (the forms follow the Table 1 in the methodology). Forms 4A, 4B: Seven couples of forms for setting relational SWOT, nodes and development issues. (The form follows the Tables 2 and 3 of the SCs Indicators). Forms 5: Seven forms for setting Feasibility study to each SC operational aspect. The Operational Forms are prepared in the Excel 2010 enabling dynamic marking of the potential SWOT factors by use of Styles positive / negative. All forms are labeled with the full name of the respective operational aspect and marked also with colors typical for the respective aspect for more simply working. In the Figure 1 (see below) is presented only the shape of the empty Form 1. The Forms 1 and 2 contain SCs common indicators. Under each indicator is its code. The white free frames under the codes are prepared to be filled in by factors, whereby the size of the frame is flexible. New rows for further factors can be added by putting the cursor into the last frame in the row. For all factors under one indicator one code is valid. The factors and their codes from the filled in Form 1 and Forms 2 have to be further used, 21

22 - in the classical and relational SWOTs (Form 3, 4A and 4B) by partners carrying out the SWOT analyses, and - in the Feasibility Study (Form 5) by partners carrying out their feasibility studies. Figure 1 Analyzing factors in the Form 1 and 2, - some of the factors in Tables 7 will become O, some T, and some will be not considered any further, - some of the factors in Form 2 will become S, some W, and some will not be considered any further, while some missing factors (empty indicators cell, yet not covered with any factor) can be considered as W. Using the Forms 3 and 4 the SWOT Method described in the chapter 3 (Scheme 1) has to be used properly. At coding partners can use two ways how to implement the codes: 22

23 a) either considering the factors for the classical SWOT freely, and successively coding the factors (resp. nodes in the relational SWOT) by indicators codes, or b) setting factors in accordance the indicators tables (ensuring rather complete view of the SC). 7. SWOT procedure in the frame of the SEE Science The presented Methodology is given for the second round of the SWOT procedure in the frame of the SEE Science project. The SEE Science project partners are very different in nature but they have common goals in boosting innovations via SCs and each one can contribute with its either SWOT analyses, or feasibility studies to the Transnational State of Art Report in the SEE Science region. The project partners agreed on two common objectives: Sustainability of the Science Centre and Boosting innovation that are further joined into one objective that should be considered behind each SC s operation: Sustainability of the Science Centre operating as a catalyst for innovations, reflecting the common vision of science centers given in SEE Science AF. Further, the common objective is slightly modified to each type of partners. 23

24 7.1 Common definition of the partners task on SWOT The SWOT analyses within the SEE Science project is relevant for project partners with operational SCs, networking project partners, and research centre project partner. Partners of different types have different tasks but concerning the same goal. Partners of the same type have the same task. The objective to which the project partners with operational SCs will carry out its SWOT is given as: The objective to which the SWOT analyses will be carried out is Sustainability of the Science Centre which has the vision to become a catalyst of innovations. Going on the procedure the seven aspects of the SC will be analyzed in accordance with indicators for SW given in the Table 6, and the innovation environment indicators for OT given in Table 7. For carrying out their SWOTs the project partners will use the respective common forms and uniform factors coding to express the connections between the network programs and SCs. The objective to which the networking project partners will carry out their SWOT analyses is given as: The network supporting sustainability of Science Centers having a common vision: to become a catalyst of innovations. Going on their SWOT procedures the seven aspects of the SC expressed by indicators for SW given in the Table 6, and the innovation environment indicators for OT given in Table 7 will be taken into consideration. For carrying out their SWOTs the project partners will use the respective common forms and uniform factors coding to express the connections between the network programs and SCs. 24

25 The objective to which the research centre project partner will carry out its SWOT / feasibility study is given as: Universities and research institutions collaborating / cooperating with science centers as catalysts of innovation (in conditions of Economic crises). Going on their SWOT procedures the seven aspects of the SC expressed by indicators for SW given in the Table 6, and the innovation environment indicators for OT given in Table 7 will be taken into consideration. For carrying out their SWOTs the project partners will use the respective common forms and uniform factors coding to express the connections between the network programs and SCs. At the same time, because any SC has seven operational aspects (fields), the partners have to relate their objectives to each single aspect of SCs operation separately. Hence, to each partner objective there are seven sub-objectives to which seven partial SWOT analyses have to be carried out! Each partner has to carry out seven partial SWOT analyses due to seven operational aspects of the SC. 25

26 Summary of tasks for partners carrying out their SWOT analyses. Carrying out SWOT analyses two different strategies can be applied. Alternatively: Form 3 and 4 a) Setting SWOTs without common indicators but developing partial SWOTs to each aspect and operational field (i.e. there will be prepared 7 SWOTs), and afterwards to identify indicators by use of Tables 6 and 7, and/or Forms 1 and 2. Form 1-4 b) Starting with setting factors into Forms 1 and 2 (mapping the factors using the indicators as poles) and afterwards using the significant indicators for carrying out SWOTs (Form 3 and forms 4A, 4B). Forms 5 have to be used for more detailed description of the potential development issues referring to the set of indicators related the currently focused operational aspect (minimum 1000 characters without space).. The partners will put on the common portal filled in and closed (only for Reading) 7 forms classical SWOTs (Forms 3) 7 duad- iny vyraz forms relational SWOTs with nodes and development issues (Form 4A, 4B) Form 5 description of development issues. At the same time, the partners will provide the coordinator with the same list of files, but the files will be open for Reading and Writing, for purpose of elaboration into the TSAR. Important It is expected that before sending the final SWOT studies, each partner will realize round tables with stakeholders in order to involve them into the SC issues and enhance the studies. 26

27 7.2 Common definition of the partners task on Feasibility Study The project partners who want to establish the SC will draw up feasibility studies with the same objective as valid for carrying out the SWOT by project partners operating the SC. Also carrying out the feasibility study the partners will use the same list of indicators given in the Tables 6 and 7, and will apply the common forms for setting factors, to make a comprehensive analysis and final decision on what kind of SC they want or can afford. The objective for partner carrying out their feasibility studies on building a science centre will is defined as Sustainability of the planned Science Centre, with the vision to become a catalyst of innovations. For carrying out their Feasibility studies the project partners will use the respective common forms with uniform indicators and coding for factors. But, unlike the SWOTs, the feasibility study must contain also the long term view, show the ability to identify new trends, assimilate scientific and technological information as a base for innovative branches of science (natural, technical), point out the activities in science communication and dissemination) and describe the process how public awareness will be influenced to increase. Also, there has to be data on how much working capital is needed, where are the financial sources and also how to ensure self-sustainability. 27

28 Summary of task for partner carrying out their feasibility studies Forms 1 and 2 (Tables 6 and 7) The forms 1 and 2 are prepared for factors. The indicators should be used as poles to build up a complex vision of the considered SC, its parts and relations. Forms 3 and 4 (classical and relational SWOT, Tables 1, 2, 3) ) In the case of feasibility study SWOT forms could be used with advantage as support for decisions at writing the Feasibility study. Forms 4A related to seven SCs aspects have to be presented to partners, understood as summary information on the Feasibility study, to be easily compared with SWOTs and Feasibility studies prepared by partners and the benchmarking studies. Forms 5 The Forms 5 are determined for Feasibility studies. There are seven forms related to seven SCs aspects, plus one concerning the whole. The forms are divided into frames, introduction plus operational areas. The description should be related to the factors given in Forms 3 and 4. The frames on operational area have to contain minimum 1000 characters without space per frame. The partners will put on the common portal filled in and closed (only for Reading) : 8 forms with factors (Forms 1 and 2) 8 forms sheets of feasibility study (Forms 5) 7 forms sheets (with tables of nodes) (Form 4A) At the same time, the partners will provide the coordinator with the same list of files, but the files will be open for Reading and Writing, for purpose of elaboration into the TSAR. Important It is expected that before sending the final SWOT studies, each partner will realize round tables with stakeholders in order to involve them into the SC issues and enhance the studies. 28

29 8. Approaching Science Centers objectives The objectives of project partners are complementary, and relate common operational areas and indicators. To achieve an amplified effect common understanding of operational areas and indicators is a must. 8.1 Approaching Science Centers operational areas Both indicators for the SW and indicators to the OT relate to the same 5 operational areas: Science (Research) &Technology, Education & Society,, and SC Special. The indicators should be read dynamically, the questions from the point of view of the respective operational field can be, in general, formulated as follows: 1. At indicators from the operational area: Science, Research &Technology the general questions can be What do you call innovative science? What kind of Science and Technology do you apply / consider to be applied in the SC frame? In which direction do you want to bring / to change science in your SC? While answering you should keep in mind that Science and Technology are undergoing rapid changes, becoming more complex, transdisciplinary and interactive, and that the importance of international cooperation on global issues increases. Basic research produces new knowledge and major breakthroughs. Applied research can help to solve an existing crisis and forego possible future crisis but may also cause big harm. Increase of public understanding of S&T, engagement of the public and especially young people in S&T is a challenge for SC. Note 1: The operational area Science & Technology, and the indicators under this 29

30 area, concerns also all issues on within the Science & Technology field, and issues on bridging Science with Education,, and Society. 2. At indicators from the operational area Education & Society the general questions can be What do you call innovative learning / teaching / communication? What kind of educational and communicational practices, methodologies etc. do you apply/ consider to be applied in the SC frame? While answering you should keep in mind that the educational systems in almost all European countries undergo reforms. The system of formal education is rather rigid. Changing societal relations, needs and values due to new technologies shifts the core of education into non-formal learning, and here is also a perspective operational area for opening new issues and innovative approaches, methods, formats, content that can be mediated in a SC through different forms exhibits, workshops, discussions, shows / theatres, competitions, lab-works etc. Note 2: The operational area Education & Society, and the indicators under this area, concerns also issues on within the Education & Society field, and issues on bridging with Science and. 3. At indicators from the operational area the general questions can be What do you call innovative business? What kind of business issues, models, approaches etc. do you bring / do you consider to be presented in the frame of SC, and why? While answering you should keep in mind that the world economic crisis calls for innovative solutions and radical changes. In a global world, the cooperation is a 30

31 necessity. Science and technology (S&T) is an essential engine of economic growth, leads to new products, firms and markets, but also to its consequences. Note 3: The operational area, and the indicators under this area, concerns issues on bridging with Science and Education, while issues related SC s business belong under the operational area SC Special. 4. At indicators from the operational area s the general questions can be What do you call serious innovation? In which way do you envisage to bring innovations in SC? Why do you consider the respective way effective? While answering you should keep in mind that itself is not a field but rather a process, which a psychological, educational, economical and global influence. SCs are both participants and leaders in innovation as they influence SCs visitors and through them the society as a whole. In order to stay up-to-date and be prepared to respond to the needs of tomorrow s society SCs should be constantly evolving by innovating content, addressing new composition of visitors, be prepared to respond to visitors, feedback etc. Note 4: The operational area, and the indicators under this area, concerns issues on process of itself and bridging with Science, Education and, while issues related SC s innovation belong under the operational area SC Special. 5. At indicators from the operational area SC Special the general questions can be How is the SC equipped to fulfill its missions/ visions? In which direction do you want to innovate your SC? Can the innovation program influence the maximal instant operational (visitors ) capacity of the SC? How much? Note 5. The operational area SC Special, and the indicators under this area, concerns issues on Science Centre as a whole, relating its both inwards and 31

32 outward relations and unique functions.. While answering you should keep in mind that the atmosphere in the science center is determined both through tangible factors (architecture, design and its realization) and psychological factors such as SCs philosophy on communications with visitors and can significantly contribute towards achievement of SCs vision. An innovative choice of content, communicational channels, technological shift in design may significantly increase the influence of the SCs on the society in general. 8.2 Approaching Science Centers indicators The SCs indicators are summarized in the Tables 6 and 7 (see Appendix 1 and 2). The effort was done to find universal and complete set of indicators. However, the choice is limited and very probably doing SWOT each partner will find factors which will require new indicators. These factors should be coded in Table 4 as other The Science Centers indicators for S-W Considering SC inner factors of the SC they have to relate to the current State of Art. The inner indicators, and the conception of inner indicators (the attributes of factors which belongs under the respective indicator) are given in seven tables (Table 6/1-6/7) Appendix 1. A remark related to SC s factors with numbers Many factors considered at SWOT analyses, feasibility studies and benchmark studies can be expressed by numbers, absolute and relative, as appropriate. Note: The very first intention for SEE Science SWOT methodology was to find common indicators, and parameters, that would express the reality in numbers. But with respect to too many different local factors influencing the SC s numbers, their value for comparisons in the frame of the SEE Science project could be doubtful. However - for 32

33 each SC separately, e.g. price for development an exhibition and numbers like price of an exhibition / per visitor are surely significant The Science Centers indicators for O-T Considering SC outer factors they have to relate to the current innovation environment on local, regional and global level, covering the local conditions for the SC s operations, regional collaboration framework and the global trends in each operational area of the SC. The content behind each SCs outer common indicator is very complex and wide. The common current outer SCs indictors are presented in the Table 7 Appendix 2. In addition, the Appendix 2 contains also Tables 7/1-7/5 with hints towards factors belonging under respective indicators divided into five SCs operational areas. 33

34 Appendix 1 Table 6/1-6/7: Science Centers inner indicators. Respective tables bring common SCs s indicators divided in according to the SCs operational areas. HUMAN CAPACITIES Science & Technology Education & Society SC Special 1 Type/number of position in S&T Type/number of position in E&S Type/number of position in B Type / number of position in Inn Type / number of SC managers Profile/ background of SC s employees in S&T Special abilities for SC s researchers Investment in employees for S&T/ External employees in S&T Students, volunteers in S&T Programs / exchange of staffs in S&T other Profile/ background of SC s employees in E&S Special abilities for educators Investment in employees for E&S External employees in E&S Students, volunteers in S&T Programs / exchange of staffs in E&S other Profile/ background of SC s employees B Special abilities for SC s B Investment in employees for B in SC External employees in B Students, volunteers in S&T Programs / exchange of staffs in B other Profile/ background of SC s employees Inn Special abilities for SC s innovators Investment in employees for Inn External employees in Inn Students, volunteers in S&T Programs / exchange of staffs in Inn other Table 6/1 SCs inner indicators on Human Capacities Profile / background of SC s Managers Special Abilities for SC Agent Investment in managers External employees in Management Managers Programs / exchange other 34

35 Table 2 Science & Technology Education & Society SC Special 1st indicators Technical issues on S&T Technical issues on E&S Technical issues on Technical issues on Technical issues on SC 2nd indicators Technical equipment for S&T Technical equipment for E&S Technical equipment for Technical equipment for Inn Technical equipment for SC 3rd indicators IC technologies for S&T IC technologies for E&S IC technologies for IC technologies for IC technologies for SC 4th indicators Technical space for S&T Technical space for E&S Technical space for Technical space for Technical space for SC 5th indicators Partners, stakeholders technical capacities for S&T Partners, stakeholders technical capacities for E&S Partners, stakeholders technical capacities for Partners, stakeholders technical capacities for Networking systems 6th indicators Table 6/2 SCs inner indicators on Technical Capacities Table 3 Science & Technology Education & Society SC Special 1st indicators Forms of visitors programs in S&T Forms of visitors programs in E&S Forms of visitors programs in Forms of visitors programs in Zones for visitors in SC 2nd indicators Programs for visitors on S&T Programs for visitors on E&S Programs for visitors on Programs for visitors on Programs for visitors on SC development 3rd indicators Programs Changing in S&T Programs changing in E&S Programs changing in Programs changing in Programs changing in SC 4th indicators Know-how for innovation in S&T Know-how for innovation in E&S Know-how for innovation in Know-how for innovation in Know-how for SC innovation 5th indicators SC s maximal instant and daily operational capacity in S&T SC s maximal instant and daily operational capacity in E&S SC s maximal instant and daily operational capacities in SC s maximal instant and daily operational capacities in SC s maximal instant and daily operational capacity of SC 6th indicators Special service on S&T Special services on E&S Special service on Special service on Special services of SC 7th indicators Table 6/3 SCs inner indicators on Operational Capacities 35

36 Table 4 1st indicators 2nd indicators 3rd indicators 4th indicators 5th indicators 6th indicators 7th indicators Science & Technology Departments for S&T in SC S&T advisory board / scientific committee S&T scope structure in SC Projects s on S&T in SC Stakeholders on S&T Hosting S&T Education & Society Departments for E&S in SC E&S advisory board / educational committee E&S scope structure in SC Projects on E&S in SC Stakeholders on E&S Hosting E&S Departments for in SC advisory board scope structure in SC Projects on of SC Stakeholders on Hosting Departments for in SC advisory board scope structure in SC Projects on in SC Stakeholders on Hosting Table 6/4 SCs inner indicators on Development Opportunities SC Special SC Management and structure Board of SC Trustees SC info system Projects on SC sustainability and development SC networks with stakeholders Hosting special Table 5 Science & Technology Education & Society SC Special 1st indicators Alive environment for S&T Alive environment for E&S Alive environment for Alive environment for Architecture, design, art 2nd indicators Facilities for S&T Facilities for E&S Facilities for Facilities for Communicatio n channels 3rd indicators S&T Content E&S Content Content Content Content Supports 4th indicators S&T target groups E&S target groups target groups target groups Involvement of new users 5th indicators S&T visitors actions, behavior E&S visitors actions, behavior visitors actions, behavior visitors actions, behavior SC culture, friends 6th indicators other other other other other Table 6/5 SCs inner indicators on Environment 36

37 Table 6 1st indicators 2nd indicators 3rd indicators 4th indicators 5th indicators 6th indicators 7th indicators 8th indic. Acquired finances except own revenues on S&T issues Own revenues from activities in S&T Project s financing in S&T Minimal working capital on Science in SC per year State /regional/ local contributions on personal expenses in S&T Volunteers work in S&T (financial equivalent) SC s indexes on assessment of financing efficiency in S&T S & T Table 6/6 : E& S Acquired finances except own revenues on E&S issues Own revenues from activities in E&S Project s financing in E&S Minimal working capital on Education in SC per year State/regional/ local contributions on personal expenses in E&S Volunteers work in E&S (financial equivalent) in SC s indexes on assessment of financing efficiency in E&S Acquired finances except own revenues on issues Own revenues from activities in Project s financing in B Minimal working capital on in SC per year State/regional/ local contributions on personal expenses in B Volunteers work in B (financial equivalent) SC indexes on assessment of financing efficiency in B B Acquired finances except own revenues on Innov. issues Own revenues from activities in Project s financing in I Minimal working capital on I in SC per year State/regional/ local contributions on personal expenses in Volunteers work in I (financial equivalent) SC s indexes on assessment of financing efficiency in I SCs inner indicators on Financing I SC Special SC fundraising policy SC s revenues from own activities SC s financial sustainability SC s working capital per year State/regional/ local contributions on SC SC s efficiency indexes per year/ per longer period Table 7 Science & Technology Education & Society SC Special 1st indicators Mission related S&T in SC Mission related E&S in SC Mission related in SC Mission related in SC Mission related SC as a whole 2nd indicators Vision on S&T exposure in SC Vision on ways of learning in SC Vision on in the SC Vision on s in SC Common SEE Science Vision: Being understood as catalyst for innovations 3rd indicators Scope strategy for S&T in SC Scope strategy for E&S in SC Scope strategy for in SC Scope strategy for in SC Scope strategy for SC 4th indicators Characteristic parameters on S&T Characteristic parameters on E&T Characteristic parameters on issues Characteristic parameters on issues Characteristic parameters of SC as a whole 5th indicators Table 6/7 SCs inner indicators on Policy Framework 37

38 Science Centres internal indicators on HUMAN CAPACITIES General Type/number of position - How many persons in your SC are employed in the given operational area? What is the composition of the operational area (manager, project leaders, project assistants, secretary, etc.)? Profile / background of SC s employees - Which qualifications and educational background does your SC consider essential for the employees in the given operational area? Special abilities Which special skills are required for the optimal operation of the considered operational area in your SC? These can be abilities to identify new trends, to digest modern science to be comprehensive for the general public and education, to assimilate S&T information, to develop long-term projects, to communicate, to scaffold people at learning. Investment in employees How does your SC invest in its employees? Does it offer special internal courses? Does it pay for external courses which increase the qualification of its employers? Does it pay for study trips or send its employees to conferences and workshops? External employees - What is the SCs position on external employees? How many external employees are employed in the specified operational area? What are their tasks and responsibilities? What are their special skills or qualifications? Students, volunteers Does your SC work with students or volunteers? What is their contribution to the operation of your SC? How does your SC choose successful candidates? Programs / exchange of staffs Does your SC rotate its employees to other operational areas? Do you have a staff exchange program partnership with another organization? SC special Type / number of SC managers How many SC managers are employed in your SC? Which operational areas do they supervise? SC s Managers profile / background - Which qualifications and educational background do the SCs managers in your SC possess? Are they economists, managers, pedagogical advisors, scientists, media communication experts, etc.? Special Abilities for SC Agent What are the special abilities of the SC Agent in your institution? These may include innovative thinking, good facilitator, networking and communication skills, scientific background, affinity towards economic mindset, etc. Investment in managers - How does your SC invest in its managers? Does it offer special internal courses? Does it pay for external courses which increase the qualification of its managers? External employees in Management Does your SC employ external employees in management? If so, what are their tasks and responsibilities? Managers Programs / Exchange - Does your SC rotate its managers to other operational areas? Do you have a staff exchange program partnership with another organization? Science Centres internal indicators on TECHNICAL CAPACITIES General Technical issues What is the technical conception of the considered SC operational area? What are the main technical issues that need to be resolved in the given SC 38

39 operational area? Which technical issues is the given operational area of your SC proud of? Technical equipment Which technical equipment is available in your SC to assist the given operational area? IC technologies What kind of IC technologies does the given operational area use for programs creation? What kind of ICT is used by the visitors in the given operational area. (touch-response terminals, interactive black-boards, 3D television, etc)? Technical space What is the design of your technical space? How does it affect the quality of work in the considered operational area of your SC? What realistic changes would make a big positive contribution? Partners, stakeholders technical capacities Can your partners and stakeholders provide some technical support to the given operational area of the SC? If so, in which area and with which kind of applications can your partners assist you? What are their technical capacities? SC special Technical issues on SC What is the technical conception of your SC? Which technical issues are a major achievement of your SC? (experimental labs for the staff, experimental labs for the general public, multimedia equipment, own workshop for exhibit manufacture, etc.) Which technical issues present a bottleneck to the further development of your SC (out-of-date equipments, lack of experimental equipment, lack of multimedia equipment, lack of own workshop for exhibit design and manufacture, etc)? Technical equipment for SC - Do you have a special projection system, special equipment to create models / prototypes / new exhibits, to prepare demonstrations or workshops for the general public, experimental equipment, etc)? In which extend and on which occasions do your SC use these technologies? In which forms and programs for visitors are they integrated? IC technologies for SC What kind of IC technologies does your SC uses for visitors? To which extend and on which occasions do your SC use these technologies? In which systems are they integrated? Technical space for SC What is the design of your technical space? How does it affect the quality of work in the considered operational area of your SC? What realistic changes would make a big positive contribution? Does your SC have enough technical space at its disposition? Networking systems What kind of networking systems does your SC use? Do you maintain libraries, virtual SC, etc.? Does your SC interact remotely with its potential visitors? Do you use social media to communicate with the general public? Science Centres internal indicators on OPERATIONAL CAPACITIES General Forms of visitors programs - Which forms does your SC use to work with visitors in the given operational area (permanent / temporal / travelling exhibitions, labs, special demonstrations, shows, workshops, interactive courses, discussion panels, etc.)? What are the typical features of the respective forms in the given operational field? Which are the most popular forms among the visitors? Which form is the SC proud of? Programs for visitors What programs in the specified operational area are available for the visitors? How are they composed? What is their range? What target groups are 39

40 addressed by these programs? Is their composition sufficient to attract the desired number of visitors (optimal daily operational capacity)? Does the current program composition in the specified operational area satisfy visitors of the SC? Does the program composition in the given operational area encourage the visitors to additional visits to the SC? Programs Changing - How many different programs on this operational area are available in your SC? How often do you change the program? Are the different programs rotated on a daily, weekly, monthly, etc. basis? How often does your SC create / install new programs? How much time is needed for development of a program (exhibition etc.) related to its extent, size, importance? Know-how for innovation What is the key know-how in the respective operational field? How does your SC implement innovation in the given operational area? How is the know-how for innovation acquired (developed by itself, by own experience, systematic regular brainstormings, attendance of courses, attendance of conferences, organisation of conferences, organisations of competitions, etc.?) Which know-how for innovation is the specified operational area is your SC proud of? Maximal instant and daily operational capacity - What is the SC s maximal instant operational capacity in the considered operational area? Is it sufficient to meet the needs of the SC (for example during special events, new exhibitions, workshops)? Is it sufficient to satisfy the visitors interests and needs? What is the daily operational capacity of the SC in the considered operational area? Is it sufficient to meet the needs of the SC? Is it sufficient to satisfy the visitors? Special service What special services in the given operational area does your SC provide? Is the offer sufficient to meet the needs of visitors, partners, stakeholders and to reach the goal of the SC vision? SC special Zones for visitors in SC How is the visitors space in the SC divided? What kind of zones are available (quiet observing zones, interactive zones, loud show zones, zones for children, etc.)? How does the division of the SC into zones affect the visitors? What are the major advantages of the current arrangement? What should be changed? Programs for visitors on SC development - What programs are available for the visitors? How are the programs composed? What is their range? What target groups are addressed by these programs? Is their composition sufficient to attract the desired number of visitors (optimal daily operational capacity)? Does the current program composition satisfy visitors of the SC? Does the program composition encourage the visitors to additional visits to the SC? Are the visitors directly involved in the process of innovation? Programs changing in SC - Which key does your SC use for program composition? How many different programs are available in your SC? How often do you change the program? Are the different programs rotated on a daily, weekly, monthly, etc. basis? How often does your SC create new programs? Do you exchange programs with another organisation? Does your SC create programs with an external partner? Know-how for SC innovation - Which know-how for innovation is your SC proud of? What are new ways of thinking, acting, performing does your SC use for its own operations and/or introduces to the general public? How does your SC implement knowhow? How is the know-how for innovation acquired (regular brainstormings, attendance of courses, attendance of conferences, organisation of conferences, organisations of competitions, etc.?) 40

41 SC s maximal instant and daily operational capacity of SC - What is the SC s maximal instant operational capacity? Is it sufficient to meet the needs of the SC? Is it sufficient to satisfy the visitors? What is the daily operational capacity of the SC? Is it sufficient to meet the needs of the SC (reach the desired number of visitors, influence the desired number of visitors at a time, et.)? Is it sufficient to satisfy the visitors? Special services of SC - What special does your SC provide? Is the offer sufficient to meet the needs of visitors, partners, stakeholders and to reach the goal of the SC vision? Science Centres internal Indicators on DEVELOPMENT OPPORTUNITIES General Operational areas in SC - Which departments in your SC are working within the considered operation area? What are their main responsibilities with respect to the developing opportunities? Is the current arrangement flexible enough to follow development opportunities? Which departments in your SC should be incorporated in to the considered operational area and why? Which departments in your SC should be removed from the considered operational area and why? Advisory board/scientific committee What is the composition of the advisory board or scientific committee on the given operational area? What are the responsibilities of this body with respect to the developing opportunities? Is the current arrangement flexible enough to follow development opportunities?? How do the body as a whole and its members as individuals contribute to the development of the given operational area? What should be improved? What works perfectly? Scope structure in SC What is the structure of the given operational area in the framework of your SC with respect to the developing opportunities? Is the current arrangement flexible enough to follow development opportunities? Should it position be strengthened or weakened? What would be the consequences of such actions? Projects in SC Which projects are carried out in the given operational area of your SC? What is the expected impact of the realization of these projects? Is the amount and content of the projects optimal to meet the vision of the SC? What should be improved or modified? Stakeholders - Which stakeholders are involved in the given operational area of your SC? Is their composition optimal or does the SC plan to win over some additional stakeholders? Is the cooperation of the SC with its stakeholders in the given operational area mutually beneficial? Hosting Does your SC host important conferences on subjects in the given operational area? Does your SC host important or well-known personalities in the given operational area? Does your SC prepare special events to address visitors with special needs (handicapped, children from orphanages, socially disadvantaged families, etc.)? SC special SC Management structure - What is the composition of SC management? What is the overall management structure of your SC? What are the responsibilities of this body with respect to the developing opportunities? Is the current arrangement flexible enough to follow development opportunities? How do the body as a whole and its members as individuals contribute to the development of the SC? Board of SC Trustees - What is the composition of the board of the trustees of your SC? What are the responsibilities of this body with respect to the developing opportunities? Is the current arrangement flexible enough to follow development opportunities? How do 41

42 the body as a whole and its members as individuals contribute to the development of the SC? How does the Board of SC Trustees interact with the SC Management? What functions well? What should be improved? Communicational - assimilation potential / Art Which communicational channels and tools (social media, web page, newspaper articles, lectures for the general public, etc.) could be used to help the SC to fulfil its mission? What are the advantages and drawbacks of the current communication strategy? Projects on SC sustainability and development - Which projects on the sustainability and development of your SC are carried out? What is the expected impact of the realization of these projects? Is the amount and content of the projects optimal to meet the vision of the SC? What should be improved or modified? SC networks with stakeholders - Which stakeholders are involved in the operational of your SC? Is their composition optimal or does the SC plan to win over some additional stakeholders? Is the cooperation of the SC with its stakeholders in the given operational area mutually beneficial? Hosting special - Does your SC host important conferences and events? Does your SC host important or well-known personalities? Does your SC host students, provide internships, etc.? Does your SC prepare special events to address visitors with special needs (handicapped, children from orphanages, socially disadvantaged families, etc.)? Science Centres internal indictors on INNOVATION ENVIROMENT General Alive environment for Is the atmosphere in the specified operational area open for innovation? How does the specified operational area evolve through interaction with visitors and based on their response? Does the SC offer room for new ways of science development (through new research equipment, new access to research equipment, new models of cooperation, etc.)? Does the SC develop new forms of education, new evaluations of education, etc.? Is the SC active in new business models? Is the SC interested in and contributing to the theories of innovation? Facilities for Which facilities in your SC are available for the specified operational area? Are these facilities used efficiently? Are they sufficient to meet the needs of the specified operational area? Do they offer room for further development of the specified operational area? Content Which topics are being addressed within the given operational area? Is the focus on scientific or technical issues or on something else? Is the SC emphasis on historical aspects, recent developments or current hot-topics? Does the content meet the SC quality expectations? Is it attractive for the target audience (schools, children, families, grown-ups)? Target groups What are the target groups of the specified operational area of your SC? Are the services provided customized to the specific needs of the individual target groups? What are the expectations of the different target groups? How does the SC respond to the expectations of these groups? What are their needs? How does the SC respond to the needs of these groups? What are the assets of these target groups? How does the SC take advantage of the assets of these groups? Are the individual target groups satisfied with the provided services? How can the specified operational area reach further target groups (if desired)? 42

43 Visitors actions, behaviour How do visitors of the specified operational area of your SC contribute to the innovation? Can the visitors participate in innovative projects and create new content? Does the staff of the specified operational area analyze the behaviour, actions and needs of the visitors and improve the offered content accordingly? Does the SC carry out surveys or responds to visitors ideas on innovation? SC special Architecture, design, art Does the visual aspect of the SC (architecture, inner design, preferred art decorations) encourage innovation? Can the placement of the exhibits and the zones division of the SC be modified to make room for new key elements? Communication channels What are the communication channels used by the SC (TV, radio, web-page, word of mouth, social media, blogs, face to face communication, etc.)? Does the SC reach the desired audience? What are the weak spots of the current communication strategy of the SC? What works perfectly (excellent media network, large number of followers on the facebook, etc.)? Content Supports Which topics are being addressed by the SC? Does the SC use a central permanent or a temporal central topics, scientific, technical issues or another? Are the topics of current programs mutually connected? Does the SC place emphasis on historical aspects, recent developments or current hot-topics? How does the SC innovate its content and stays up-to-date (employment of experts, external advisors, attendance of courses and lectures, hosting of festivals and competitions, etc.)? How often is the available content analyzed on its actuality, didactical quality and attraction to the constantly evolving visitors? Involvement of new users How are new visitors attracted to the SC? Are the new visitors directly involved in the process of innovation? What is the potential outreach radius of your SC (local area, town, country, etc.)? SC culture, friends How can friends of the SC contribute to the process of innovation? Can they propose a specific innovative project which they would prefer to support? Is the circle of friends important to the SC? Science centres internal indicators on FINANCING General Acquired finances except own revenues What is the current relative proportion of the finances acquired externally for the operation of the specified operational area? Is this proportion sufficient? Does it offer potential for growth? Are these finances acquired in accordance with the mission and vision of your SC? Does your SC thrive for a financial independence in the given operational area or does it require more investments? Own revenues from activities What is the current relative proportion of the finances acquired by your SC from its activities in the specified operational area? Is this proportion sufficient? Does it offer potential for growth? Is this amount satisfactory? Which activities contribute the most? Are these activities in accordance with the mission and vision of your SC? Project s financing How are the projects in the given operational area of your SC financed? What are the relative proportions of contributions from different sources (external and internal)? What sources mainly contribute to the individual projects? Is your SC satisfied with the current source distribution? Does it offer potential for innovation? How should it be modified? What are the relative proportions of the current 43

44 expenses distributions (administrative, fund-raising, didactical, technical, etc.)? How should they be modified? Minimal working capital per year - What minimal amount of money does your SC require annually to cover all of its expenses (rent, wages, supplies, etc.) in the given operational area? Can your SC afford this from the long-term perspective? State /regional/ local contributions on personal expenses Does your SC use different state/regional/local programs (e.g. to finance creational of new work places, employment programs for socially disadvantaged citizens, regional development programs, etc.) to partly finance the personal expenses in the given area? If so, what is the relative contribution compared to the total personal costs? Which programs suit the SC most? Volunteers work (financial equivalent) How many working hours per year do volunteers donate within the specified operational area of your SC? What is the financial equivalent of their contribution? Can your SC efficiently invest more volunteer work in the specified operational area? How can your SC address more potential volunteers? SC s indexes on assessment of financing efficiency How does your SC assess its financial efficiency in the specified operational area? How financially efficient is the specified operational area of your SC? What are the relative proportions of the current expenses distributions (administrative, fund-raising, didactical, technical, etc.) in the specified operational area? Is your SC satisfied with the current situation? How should the relative proportions be modified? SC special SC fundraising policy What is the fundraising policy of your SC? What kind of grants does the SC apply for? What are the guidelines (if any) for accepting donations from sponsors? What is the current relative proportion of the finances acquired externally for the operation of the SC? Is this proportion sufficient? Does it offer potential for growth? Does your SC thrive for financial independence or prefers to expand the services offered to the public as much as possible? Is the current fundraising policy of your SC in line with this vision? SC s revenues from own activities What is the current relative proportion of the finances acquired by your SC from its activities? Is this proportion sufficient? Does it offer potential for growth? Is this amount satisfactory? Should it be increased to gain more financial independence of the SC? Or should it be decreased in order to make a visit of the SC more affordable to the general public? Which activities contribute the most? Are these activities in accordance with the mission and vision of your SC? SC s working capital per year What minimal amount of money does your SC require annually to cover all of its expenses (rent, wages, supplies, etc.) Can your SC afford this from the long-term perspective? If not, which costs should be reduced? SC s financing efficiency indexes per year/ per longer period - How does your SC assess its financial efficiency? How financially efficient is your SC? What are the relative proportions of the current expenses distribution? Is this ratio in accordance to the SC vision and mission? Is your SC satisfied with the current situation? How should the relative proportions be modified? How do the admission fees compare to the activity cost per visitor? Is the SC satisfied with this state? Science Centres internal indictors on POLICY FRAMEWORK General 44

45 Mission related How does the specified operational area relate to the mission of your SC? Does the mission of the given operational area reflect modern trends and address current needs of the society? Does it correspond to the focus of your SC (raise awareness, bridge society, education and business, increase understanding, disseminate knowledge, motivate, stimulate, etc.)? What are the main successes of the specified operational area with respect to the SCs mission? Where is room for improvement? Vision on exposure in SC How does the SC view the specified operational area? How is it currently perceived by the society? How should it be perceived under ideal conditions? Which concrete steps lead towards that goal? Scope strategy Describe the framework related scope strategy of the given operational area. What is the SC strategy for interaction with its visitors in the specified operational area (informal learning, non-formal learning, engagement in science)? How are the visitors motivated? Which educational methods are used? Which didactical principles are preferred by the SC? Which research methods are used? What is the appropriate depth of the presented subject areas? Characteristic parameters How do you measure/determine the specified operational are of your SC? Describe the defined constrains of the specified operational area of your SC through its characteristic numbers: what kind of forms, programs, activities and to which extend are currently used for interaction with the visitors within this operational area. Do these parameters meet the expectations of your SC? Do these parameters satisfy the visitors of your SC? SC special Mission related SC as a whole Does the mission of your SC reflect modern trends and address current needs of the society? How does it correspond to the current operation of your SC (focus, environment, used technologies, formats, local interest, international level)? Where does your SC see an opportunity for improvement? Common SEE Science Vision - Being understood as catalyst for innovations How does the SC view itself? Is your SC acting as a catalyst for innovation? How? How is it currently perceived by the society? How should it be perceived under ideal conditions? Which concrete steps lead towards that goal? Scope strategy for SC attraction How does your SC plan to attract visitors? What is the SC strategy for interaction with its visitors? Which educational methods are used? Which didactical principles are preferred by the SC? Which research methods are used? What is the appropriate depth of the presented subject areas? Does your SC focus on local and or international visitors? How does it address the respective groups? Does the SC see itself as an educational oriented and or leisure time activity oriented? What are the advantages and disadvantages of the current market positioning? Characteristic parameters of SC as a whole How do you determine/measure your SC as a whole? What are the characteristic parameters (what kind of forms, programs, activities and to which extend are currently used for interaction with the visitors) of your SC as whole? Do these parameters meet the expectations of your SC? Do these parameters satisfy the visitors of your SC? If not, what should be improved? 45

46 Appendix 2 Table 7: Science Centers outer common current indicators, and Table 7 SCs outer indicators on Environment 46