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4 – Spark, Calgary, Canada. Jennifer Martin Spark. TELUS Spark : Re-locating & Re-defining. Jennifer Martin, President + CEO ECSITE conference 2012. From this. As a Planetarium opened in 1967 Re-designed as a Science Centre 1970's 2 capital renovations in the past 20 years
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4 – Spark, Calgary, Canada
TELUS Spark:Re-locating & Re-defining Jennifer Martin, President + CEO ECSITE conference 2012
From this... • As a Planetarium opened in 1967 • Re-designed as a Science Centre 1970's • 2 capital renovations in the past 20 years • 5,700 sq m total with 1,600 sq m exhibit area • Closed June 29, 2011 • Calgary area population is 1.4MM people
General Information • Opened October 29, 2011 • $160,000,000 (CAD) • 75% government funding, 25% private • 73 full time staff, 40 part time • 14,200 sqm / 5 exhibition galleries • annual operating $12,000,000 (CAD)
Re-defining:Learning has changedWe have a new role...what we are learning
Learning Science • Sputnik era science • Interactive engagement • Design a new learning environment
Learning Science 21st century context • Technology and "innovation" • Self-interest • Information accessibility • Growing understanding of "life long" learning • Workforce changes
What Role? the 1970-80's science centre the 21st century science centre Made for visitors Exhibits are finished Discover what we know about science Consuming information Stable and predictable "This place is amazing" Attraction Rewards first time visitors Made with visitors Experiences are open-ended Generate curiosity and inquiry Creating knowledge Dynamic and original "I'm amazing" Asset Rewards those who invest time & energy
Strategies • letting go of the steering wheel • "crowd-source" development of exhibits • Focus on process not product • Inquiry not discovery • Partnerships • Technology
Actions • Creative problem solving (Questions!)
Actions • Idea generating and communicating
Actions • Risk taking
Actions • Collaboration
Opportunities • School program visits are high • Membership growth is high • Community awareness is high (...but) • Community engagement is high • Adult Only Night! • Measurable impact is evident
Risks & Challenges • Disrupting the model means some people will be upset • Membership growth has costs • Operating funding too heavily weighted to attendance (only 17% government) • Negative media coverage at opening continues to influence perceptions
Recommendations • Open-ended exhibit & program development is powerful (crowdsourcing) • Community partnerships • Pricing decisions • Organizational Culture • Staff development, values, training