see science - cvti sr · - see science project af / wp3 - draft swot methodology 1.0 , schola ludus...

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. 2011

- Draft SWOT Methodology 2.0 , SCSTI November 2011

- Draft SWOT Methodology 3.0 , SCSTI December 2011

- Draft Benchmarking Methodology 3.0 , SCSTI April 2012

Target Group SEE Science Project Partners

Developed by Katarina Teplanova

SEE Science SWOT Methodology, second round, May 2012

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Outline of The SEE Science SWOT Methodology

Preface

1. Introduction to the SEE Science SWOT methodology 4.0

2. 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

8.2.1 The Science Centers´ indicators for S-W

8.2.2 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.)


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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


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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.


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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!


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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 knowledge-

base 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.


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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


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are universal while the SWOT factors should reflect the real SC, resp. SCs´ network resp.

the envisaged SC´s to which the SWOT relates.


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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, Business 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


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- 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.


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Table 1Classical SWOT form

SWOT objective:

......

2.2.

1.1.

ThreatsWeakness

......

2.2.

1.1.

OpportunitiesStrength

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:


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– 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.

...

X2

X1W

...

XX2

1S

...21...21

TO

...

...

...

...

Idea behindNode

S2

S2

W1

W2

T2

T1

O2

O2

Tables 2a, 2b

Relational SWOT general example


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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


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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).

...

X2

X1W

...

XX2

1S

...21...21

TO developmentissues

node

S2

S2

W1

W2

T2

T1

O2

O2

Tables 3

Relational SWOTThe 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´


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comparisons via SWOTs, feasibility studies (and also benchmarking), development issue

have to be coded (Table 4).

......

Wm-On......

Wo-Tp

indicativearea code

......

Sk-Tl

......

Si-Oj

Idea behind/ development issue

SWOTnode

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)..

4.1 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).


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The codes of indicative areas are given as combinations of codes of one typical SCs´

aspect and one typical SCs´ operational area (Table 5).

W-CW-IW-BW-EW-Spolicy

framework

7

F-CF-IF-BF-EF-Sfinancing6

I-CI-II-BI-EI-Sinnovation

environment5

D-CD-ID-BD-ED-Sdevelopment

opportunity4

O-CO-IO-BO-EO-Soperational

capacities3

T-CT-IT-BT-ET-STechnical

capacities2

H-CH-IH-BH-EH-SHuman

capacities1

SC

SpecialInnovationBusiness

Edu &

SocietyScience & Technology

Table 5: The codes of SCs indicative areas for both the SW-factors 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.


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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. Business,

4. Innovation

5. Science Centre Special.


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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.


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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

Business, area of Innovation 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 sub-

codes:

(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


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A summary of SWOT Method including coding is given in the Scheme 1.

SWOT Scheme 1

Table 1Classical SWOT form

SWOT objective:

......

2.2.

1.1.

ThreatsWeakness

......

2.2.

1.1.

OpportunitiesStrenght

1. Classical SWOT:

Setting factors – listing S, W, O, T

...

X2

X1W

...

XX2

1S

...21...21

TO

...

...

...

...

Idea behindNode

S2

S2

W1

W2

T2

T1

O2

O2

Tables 2a, 2b

Relational SWOT general example

2. Relational SWOT:

Identifying and describe connections

(nodes)

...

X2

X1W

...

XX2

1S

...21...21

TO developmentissues

node

S2

S2

W1

W2

T2

T1

O2

O2

Tables 3

Relational SWOTThe green fields mark the chosen development issues.

3. Choice and determination

of development issues:

Marking “nodes” relevant for changes

......

...Wm-On

......

...Wo-Tp

SW - OT code of

the indicative area

......

...Sk-Tl

......

...Si-Oj

Idea behind/

development issue

Node

Table 4: Relational SWOT forms

4. Coding the development issues

Good setting of indicators and appropriate formulated factors allow classifying each one

factor just by one relevant indicator.

6. Operational Forms for SWOT analyses


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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,


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- 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:


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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.


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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.


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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.


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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 7+7+7

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.


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.


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.


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, Business, Innovation 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


30

area, concerns also all issues on Innovation within the Science & Technology field,

and issues on bridging Science with Education, Business, 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 Innovation within the Education & Society field, and

issues on bridging with Science and Business.

3. At indicators from the operational area Business 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


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 Business, and the indicators under this area,

concerns issues on bridging Business with Science and Education, while issues

related SC´s business belong under the operational area SC Special.

4. At indicators from the operational area Innovations 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 Innovation 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 Innovation, and the indicators under this area,

concerns issues on process of Innovation itself and bridging Innovation with

Science, Education and Business, 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


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“.

8.2.1 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


33

each SC separately, e.g. “price for development an exhibition” and numbers like “price of

an exhibition / per visitor” are surely significant.

8.2.2 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.


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.

otherotherotherotherother8

Managers Programs / exchange

Programs / exchange of staffs in Inn

Programs / exchange of staffs in B

Programs / exchange of staffs in E&S

Programs / exchange of staffs in S&T

7

Students, volunteers in S&T




6

External employees in Management

External employees in Inn

External employees in B

External employees in E&S

External employees in S&T

5

Investment in managers

Investment in employees for Inn

Investment in employees for B in SC

Investment in employees for E&S

Investment in employees for S&T/

4

Special Abilities for SC Agent

Special abilities for SC´s innovators

Special abilities for SC´s B

Special abilities for educators

Special abilities for SC´s researchers

3

Profile / background ofSC´s Managers

Profile/background ofSC´s employeesInn

Profile/background ofSC´s employeesB

Profile/background ofSC´s employeesin E&S

Profile/background ofSC´s employeesin S&T

2

Type / number of SC managers

Type / number of position in Inn

Type/numberof position in B

Type/number of position in E&S

Type/number of position in S&T

1

SC SpecialInnovationBusinessEducation & Society

Science & Technology

HUMAN CAPACITIES

Table 6/1 SCs´ inner indicators on Human Capacities


35

Table 6/2 SCs´ inner indicators on Technical Capacities

OtherOtherOtherOtherOther6th indicators

Networking systems

Partners, stakeholders technical capacities for Innovation

Partners, stakeholders technical capacities for Business

Partners, stakeholders technical capacities for E&S

Partners, stakeholders technical capacities for S&T

5th indicators

Technical space for SC

Technical space for Innovation

Technical space for Business

Technical space for E&S

Technical space for S&T

4th indicators

IC technologies for SC

IC technologies for Innovation

IC technologies for Business

IC technologies for E&S

IC technologies for S&T

3rd indicators

Technical equipment for SC

Technical equipment for Inn

Technical equipment for Business

Technical equipment for E&S

Technical equipment for S&T

2nd indicators

Technical issues on SC

Technical issues on Innovation

Technical issues on Business

Technical issues on E&S

Technical issues on S&T

1st indicators

SC SpecialInnovationBusinessEducation &

SocietyScience &

TechnologyTable 2

Table 6/3 SCs´ inner indicators on Operational Capacities


Special services of SC

Special serviceon Innovation

Special serviceon Business

Special services on E&S

Special serviceon S&T

6th indicators

SC´s maximalinstant and dailyoperational capacity of SC

SC´s maximalinstant and dailyoperational capacities in Innovation

SC´s maximal instant and dailyoperational capacities in Business

SC´s maximalinstant and dailyoperational capacity in E&S

SC´s maximalinstant and dailyoperational capacity in S&T

5th indicators

Know-how for SC innovation

Know-how for innovation in Innovation

Know-how for innovation in Business

Know-how for innovation in E&S

Know-how for innovation in S&T

4th indicators

Programsćhanging in SC

Programsćhanging in Innovation

Programsćhanging in Business

Programsćhanging in E&S

ProgramsĆhanging in S&T

3rd indicators

Programs for visitors on SC development

Programs for visitors on Innovation

Programs for visitors on Business

Programs for visitors on E&S

Programs for visitors on S&T

2nd indicators

Zones for visitors in SC

Forms of visitors´programs in Innovation

Forms of visitors´programs in Business

Forms of visitors´programs in E&S

Forms of visitors´programs in S&T

1st indicators


SocietyScience &

TechnologyTable 3


36

Table 6/4

SCs´ inner indicators on Development Opportunities


Hosting specialHosting Innovation

Hosting Business

Hosting E&SHosting S&T6th indicators

SC networks with stakeholders

Stakeholders on Innovation

Stakeholders on Business

Stakeholderson E&S

Stakeholderson S&T

5th indicators

Projects on SC sustainability and development

Projects on Innovation in SC

Projects on Business of SC

Projects on E&S in SC

Projects s on S&T in SC

4th indicators

SC info systemInnovation scope structure in SC

Business scope structure in SC

E&S scope structure in SC

S&T scope structure in SC

3rd indicators

Board of SC Trustees

Innovation advisory board

Business advisory board

E&S advisory board / educational committee

S&T advisory board / scientific committee

2nd indicators

SC Management and structure

Departments for Innovation in SC

Departments for Business in SC

Departments for E&S in SC

Departmentsfor S&T in SC

1st indicators


SocietyScience &

TechnologyTable 4

Table 6/5SCs´ inner indicators on Innovation Environment

otherotherotherotherother6th indicators

SC culture, friends

Innovation visitors actions, behavior

Business visitors actions, behavior

E&S visitors actions, behavior

S&T visitors actions, behavior

5th indicators

Involvement of new users

Innovation target groups

Business target groups

E&S target groups

S&T target groups

4th indicators

Content Supports

Innovation Content

Business Content

E&S ContentS&T Content3rd indicators

Communication channels

Facilities for Innovation

Facilities for Business

Facilities for E&S

Facilities for S&T

2nd indicators

Architecture, design, art

Alive environment for Innovation

Alive environment for Business

Alive environment for E&S

Alive environment for S&T

1st indicators


SocietyScience &

TechnologyTable 5


37

Table 6/6 : SCs´ inner indicators on Financing

OtherOtherOtherOtherOther8th indic.

SC´s efficiency indexes per year/ per longer period

SC´s indexes on assessment of financing efficiency in I

SC´indexes on assessment of financing efficiency in B

SC´s indexes on assessment of financing efficiency in E&S

SC´s indexes on assessment of financing efficiency in S&T

7th indicators

Volunteers work in I(financial equivalent)

Volunteers work in B (financial equivalent)

Volunteers work in E&S (financial equivalent) in

Volunteers work in S&T (financial equivalent)

6th indicators

State/regional/ local contributions on SC

State/regional/ local contributions on personal expenses in Innovation

State/regional/ local contributions on personal expenses in B

State/regional/ local contributions on personal expenses in E&S

State /regional/ local contributions on personal expenses in S&T

5th indicators

SC´s working capital per year

Minimal working capital on I in SC per year

Minimal working capital on Business in SC per year

Minimal working capital on Education in SC per year

Minimal working capital on Science in SC per year

4th indicators

SC´s financial sustainability

Project’s financing in I

Project’s financing in B

Project’s financing in E&S

Project’s financing in S&T

3rd indicators

SC´s revenues from own activities

Own revenues from activities in Innovation

Own revenues from activities in Business

Own revenues from activities in E&S

Own revenues from activities in S&T

2nd indicators

SC fundraising policy

Acquired finances except own revenues on Innov. issues

Acquired finances except own revenues on Business issues

Acquired finances except own revenues on E&S issues

Acquired finances except own revenues on S&T issues

1st indicators

SC SpecialIBE & SS & TTable 6

Table 6/7

SCs´ inner indicators on Policy Framework


Characteristic parameters of SC as a whole

Characteristic parameters on Innovation issues

Characteristic parameters on Business issues

Characteristic parameters on E&T

Characteristic parameters on S&T

4th indicators

Scope strategy for SC

Scope strategy for Innovation in SC

Scope strategy for Business in SC

Scope strategy for E&S in SC

Scope strategy for S&T in SC

3rd indicators

Common SEE Science Vision:Being understood as catalyst for innovations

Vision on Innovations in SC

Vision on Business in the SC

Vision on ways of learning in SC

Vision on S&T exposure in SC

2nd indicators

Mission related SC as a whole

Mission related Innovation in SC

Mission related Business in SC

Mission related E&S in SC

Mission related S&T in SC

1st indicators


SocietyScience &

TechnologyTable 7


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


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


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 know-how? How is the know-how for innovation acquired (regular brainstormings, attendance of courses, attendance of conferences, organisation of conferences, organisations of competitions, etc.?)


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


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)?


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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


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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


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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?


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Appendix 2

Table 7: Science Centers´ outer common current indicators, and

Table 7 SCs´ outer indicators on Innovation Environment


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New paradigm in Innovation Social innovation, innovation for survival

Innovation

INNOVATION ENVIRONMENT1stindicators

New paradigm in Business Economic crisis, new economic systems: new economic models, processes, perspectives;

Business

New paradigm in E&SLearning Society, new access to knowledge, new people´s values regarding education, new non-formal lifelong learning, new educational focuses, new educational communication, new evaluation of people´s education (formal and non-formal)

Education & Society

New paradigm in S&TScience 2.0, new ways of science development; new issues from new scientific discoveries; new databases;new ways of communication, channels, formats;exploitation of new IC technology in research; new knowledge flows,new exchange of information


Need on bridging S-E-BSCs as a new branch, in the midle of / joining S+E+B, changes in policy and administrative system

SC Special

Table 7.1: Content behind the first SCs indicators from Table 7

New leading approaches in S&TComplexity, transdisciplinarity, simulations, new research equipment, new research methods


New leading approaches in InnovationNew theories of innovation, theory of networking, theory on sustainability and smart development

Innovation

INNOVATION ENVIRONMENT2nd indicators

New leading approaches in BusinessNew systems on science and technology transfer, new exploitation of row material, new cycles of products´ life

Business

New leading approaches in E&Sopening of education, new educational goals, new educational criteria, new forms of education, new steps in education, new ways of education, new students´ evaluation, new assessment in education, new educational issues

Education & Society

Need to bring new approaches to peopleTransformation of presentation centers to SCs: museums to SC,companiescenters to SC; transformation of educational institutions to SCs: new leading modes of thinking

SC Special



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New awareness and values related to E&Snew initiatives in non-formal science education

Education & Society

New collaboration framework in S&TNew Integration efforts: new research policy: European Research Area, Strategy 2020;The European Charter for Researchers; new ways of collaboration: new access to research information: new assessment in science,new evaluation of science


New awareness and values related InnovationEssential need of innovation

Innovation

INNOVATION ENVIRONMENT3rd indicators

New awareness and values related Businessnew local needs

Business

New public / Society expectations SCs for all; new Science-Society dialogue

SC Special


Growing importance of non-formal educationNew initiatives in non-formal science education limits of formal edu system;amount and quality of information: lifelong learning, e-learning, virtual reality, social nets; discrepancies between scientific and non-scientific, new alternatives to scientific education, mental health

Education & Society

Growing importance of S&TNew issues due to new technologies; new issues due to environmental changes; new issues due to social innovations;


Growing importance of InnovationInnovation for survival

Innovation

INNOVATION ENVIRONMENT4th indicators

Growing importance of BusinessGrowing importance of business systems on local level

Business

Growing challenge on SCNew discoveries, new technologies, new open issues, essential need of changes - new culture

SC Special



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New awareness and values related to E&SNew initiatives in non-formal science education

Education & Society

New awareness and values related to S&TOpen sources; environmental issues


New awareness and values related InnovationEssential need of innovation

Innovation

INNOVATION ENVIRONMENT5th indicators

New awareness and values related BusinessNew local needs

Business

New public / Society expectations new culture for all;new Science-Society dialogue

SC Special


see science - cvti sr · - see science project af / wp3 - draft swot methodology 1.0 , schola ludus...

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