The Scottish Government

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SECTION ONE: SETTING THE STRATEGIC CONTEXT

1.1 INTRODUCTION

In providing funding for Scotland's four science centres the Scottish Executive has effectively created a European first - a national network of science centres. This has emerged as a result of the Executive's commitment, and this four-year strategy will seek to harness the significant potential which exists within this network. By doing so it will add considerable value to the lives of the people of Scotland.

This strategy will support the aims of A Science Strategy for Scotland¹; A Smart, Successful Scotland²; and Life Through Learning Through Life³ and embraces appropriate recommendations of the Scottish Science Advisory Committee reports: Science Matters: Making the Right Connections for Scotland⁴; and Why Science Education Matters: Supporting and Improving Science Education in Scottish Schools⁵.

The Scottish Executive's response to the Scottish Science Advisory Committee's ( SSAC) reports entitled Science Matters and Why Science Education Matters, states:

The Executive recognises that the science base in Scotland is a key asset in developing the knowledge economy, and wants to optimise the harnessing of this asset for the maximum benefit for Scotland … the science centres represent a valuable asset in helping to promote science education and in symbolising Scotland as a pro-science, pro-enterprise country.

Science is an ever increasing driver of the economy. To make sure that Scotland retains its reputation for producing world-class scientists, engineers and doctors, increasing numbers of people need to be encouraged to study science. This means inspiring children and giving them an ambition to pursue science at school and beyond.

There is therefore a vital long term role to be played to ensure linkages to the economy by Scotland's four science centres - Satrosphere Science Centre, Aberdeen; Sensation, Dundee; Our Dynamic Earth, Edinburgh; and Glasgow Science Centre. In addition to their contributions as separate entities, by working more closely together the centres can add value to particular projects. Collaborations with other science and society delivery agents, where appropriate, will also enhance their impact.

Whilst acknowledging their role as visitor attractions, this strategy primarily covers plans for improved engagement with major stakeholders including each other, with industry, with the education sector (both formal and informal) and with the wider public. This strategy recognises the increasing input of science on our everyday lives and reflects a deliberate shift away from a traditional 'top down' provision of information to the public, towards engagement and dialogue with civil society on science and the issues it raises for individuals and society, to achieve greater public involvement in the debate about the place of science in society.

1.2 THE IMPORTANCE OF THE SCOTTISH SCIENCE CENTRES NETWORK - ITS ROLE IN FOSTERING A CULTURE OF SCIENCE IN SCOTLAND

A view of the wider issues facing science education / promotion in Scotland:

Between them, the four centres play a pivotal role in improving access, promotion and better engagement with the science agenda, and present an opportunity to inspire the scientists of tomorrow. Importantly, they do so across the boundaries of age, culture and gender, and it is the development of this broad audience that will demonstrate the success of this strategy.

Each centre currently operates as a separate legal entity and has a local or regional focus, rather than a national one. In this sense centres are meeting a local need, but their experience of working together to address a broader agenda is very limited. Their work with other organisations involved in science promotion across Scotland has been equally limited.

Recognising the need for the centres' physical and operational infrastructure to be improved in several areas, the Scottish Executive provided funding for a Transition Programme (2004/05) which complemented partner funding. In addition to physical changes to parts of the centres' buildings, shared exhibits and experiences have begun to be developed to tour each centre and refresh what is on offer to visitors. Therefore, in starting the process of identifying and fulfilling a meaningful and achievable four-year strategy, we have been able to build upon the successful and ambitious 2004/05 programme which provided:

• Capital investment by the Scottish Executive totalling £1.565m. These funds have importantly levered additional funding, totalling £5.363m, and have provided the essential means with which to address a number of exhibitory and structural issues, which threatened to compromise the centres in the short to medium term. The process of managing these funds was substantially completed by 31st March 2005.
• Revenue support by the Scottish Executive totalling £0.644m. This 'shortfall' funding has provided essential intermediary funding to three of the four centres (Glasgow Science Centre having been supported by Scottish Enterprise Glasgow until 31 March 2005) without which they could not have survived. By investing in the capital infrastructure of centres at this early stage, it is anticipated that future requirements for revenue funding will diminish.

In the Executive's Spending Review for 2004 entitled Building a Better Scotland: Spending Proposals 2005-2008: Enterprise, Opportunity, Fairness⁶, the Scottish Ministers, in approving the budget of £3.7m per year from 2006/07 for the Science Centres programme, subject to annual Budget Act approval, stated:

Informal science education can play an important role in enthusing children and adults about science, and we shall therefore be providing long term support to Scotland's science centres to ensure that these valuable assets are secured for the future.

In addition to the funding for the 2004-05 Transition Programme, the Scottish Executive Enterprise, Transport and Lifelong Learning Department ( ETLLD) allocated funds to support the Science Centres programme in 2005-06. This strategy also refers in places to the budget for the Department's Science and Society programme (formerly Public Understanding of Science) at £0.140m per annum, whose ambit is to fund smaller discrete initiatives.

The funding details are set out in full in section 3.2.

1.3 Current and future contribution to Science and Society

The science centres, together with the wider science and society community, currently provide a resource for science education that contributes to the Scottish economy. This strategy, however, aims to develop the service from its current fragmented state, encourage greater public involvement in the debate about the place of science in society, and thus effect change in public attitudes to science. The current position is reflected in Figure 1.

Figure 1: Current model - one of fragmentation, with little collaboration or cohesive strategy

It is acknowledged that some areas of Scotland benefit from a more co-ordinated approach by science communication organisations. Nevertheless, cohesion and collaboration could be much improved across Scotland to reduce the existing competition for available funding and audiences.

The catchment of centres covers a useful geography, with the notable exception of much of the highlands and islands, and areas in the rural south of Scotland. Whilst the majority of Scotland's population is within an hour's driving time of a science centre, policies and programmes that emerge from this strategy will seek to be inclusive in developing activities for those unable to visit a local centre.

The Scottish science centres together need to be:

a) innovative education resources which promote science education to children, adult learners and the public; and which support teachers and science teaching;

b) places where the public can be engaged in topical science issues;

c) visitor destinations, which are fun and entertaining places to visit, and which at the same time help to boost local economies;

d) cultural sites, explaining the contribution of scientists and innovators to our heritage;

e) agents of local economic regeneration, for example helping to promote the profile of previously run-down areas;

f) stylish meeting venues for high profile events;

g) highly visible icons of Scotland's status as a nation in which science is a priority, as set out in A Science Strategy for Scotland.

h) 'professionally' scientific in approach;

i) consistent in the quality of education provision;

j) enabling Scotland-wide engagement;

k) flexible to meet emerging needs (e.g. a revised Scottish science curriculum); and

l) willing for all parties to work together.

Identifying what needs to happen to bridge the gap between what centres currently do and what they should be doing:

To fulfil these requirements centres need to compete for business in a crowded marketplace. By working more collaboratively the centres will be in a position to share best practice, drive up commercial performance, and provide a more cohesive approach to science education, complementing the formal provision in schools and further and higher education. There is strength in collaboration, and a network of complementary centres will be better placed to share exhibits and experiences and benefit from combined marketing initiatives.

Further, the network should have an all-Scotland outlook, beyond each centre's local catchment area. Each science centre should also make the most of commercial opportunities, to enable them to move to a position of financial stability. For example, consistent cost management, optimising the commercial potential of exhibitions and events, retail operations, cafés, and corporate hospitality, is crucial to the long-term viability of each centre, and thus to the network as a whole.

To ensure better performance, the work of the four science centres, together with the service provided by the wider science and society community, should be harnessed wherever appropriate to provide an undiluted, coherent and inclusive delivery across Scotland, promoting science and its impact on the economy. It is recognised by the Scottish Executive that to serve fully these local price-sensitive education markets, there is a challenging requirement to provide a quality experience and service at a price that maximises its appeal.

This strategy therefore aims to ensure a collaborative science centres network which is supporting of, and supported by, the community of science and society delivery agents, with symbiotic relationships with the education sector, with industry, and with academia; attracting, engaging and involving more visitors and members of the public, as set out in Figure 2. It is appreciated that the contribution and value of each grouping will be different during respective phases of implementation.

Underpinning such a model are the firm guiding principles as set out in the Science Strategy, policy recommendations from the SSAC, and the principle of securing best value for money for the investment of public funds, which will be achieved by collaboration and improved network-wide commercial and marketing operations.

Figure 2: Towards a Scotland-Wide Stakeholder Model⁷

Underpinning Principles:

1. Government Direction:

• Science Strategy
• Funding
• Team to develop and administer

2. Collaboration:

• Between centres
• Between science centres and science and society initiatives

Strategic Milestones 2005 - 2009

A series of strategic objectives has been developed for implementing this model, with priority outcomes as set out below. These objectives will need to be underpinned by appropriate structures and resources, including staffing (this should form part of the various emerging policies and centre operating plans). While this document focuses on Year 1 (2005/06) deliverables, this represents a vision of where we intend to be in four years, and how we move towards this.

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