The UK Association for Science and Discovery Centres (ASDC) brings together over 60 major public-facing science engagement organisations.
Together, ASDC members engage 20 million adults and children every year with the sciences, involving them with hands-on activities, cutting-edge experiments and discussions around the latest science.
They work with entrepreneurs and innovators, scientists from universities, start-ups and industries to inspire and involve adults and schoolchildren with the most exciting science. They are vibrant businesses, large employers and innovative social enterprises.
The economic downturn has undoubtedly impacted on ASDC members, however they are resilient and nimble. The vast majority of science and discovery centres are independent charitable enterprises that rely on entrepreneurial mixed income streams to deliver their educational mission.
In many ways this has helped them to weather the storms of recent years, although it has not been easy and has required a truly creative and adaptable spirit. However, while this has got them through the short-term, it impedes long-term strategic investment and development.
Most centres charge an entry fee, contributing around a third to a half of their operating costs. Most members also raise funds from their energetic corporate hire businesses. In addition they bid for funds from trusts and industry, especially for capital projects that are needed to sustain visitor interest.
However, true sustainability is often assured by subsidiary businesses. For example, Eureka! in Halifax has a nursery and runs holiday clubs for five- to 11-year-olds. The Centre for Life in Newcastle rents out labs, pubs and a nightclub and At-Bristol operates a city centre car park.
The economic downturn has had a number of impacts on these social enterprises although concerns that fewer families would visit have largely been unfounded, mitigated (we think) by enhancing public programmes, poor weather and ‘staycationing’.
The first round of spending cuts affected members who had service contracts with local councils or other public subsidies. However, the bigger difficulty has been the increased competition for grants from trusts and corporations, as large institutions that had suffered public funding cuts turn their fundraising machines on all remaining sources.
The small proportion of ASDC members who receive funds from the department for culture has been deeply affected by cuts.
The Science Museum Group (SMG) has, for example, had a 30% real-term cut in government funding.
Now that the full details of these cuts are known, the SMG is planning with partners nationally and regionally (including looking at ways of making efficiencies) to ensure together they can continue to care for the collections and inspire the next generation of scientists and engineers.
As a nation and as a global society we have some huge challenges ahead. We need our young people to be confident to experiment, to explore and to try to change the future.
We need our adults and ageing population to better understand the sciences and to lobby for the policy changes needed for a low-carbon future. We need to nurture the brightest young minds and bring back the delight of exploring the world around us.
The UK’s science and discovery centres and museums have both the national infrastructure and the passion to strive towards this.
Penny Fidler is the chief executive of the UK Association for Science and Discovery Centres
Together, ASDC members engage 20 million adults and children every year with the sciences, involving them with hands-on activities, cutting-edge experiments and discussions around the latest science.
They work with entrepreneurs and innovators, scientists from universities, start-ups and industries to inspire and involve adults and schoolchildren with the most exciting science. They are vibrant businesses, large employers and innovative social enterprises.
The economic downturn has undoubtedly impacted on ASDC members, however they are resilient and nimble. The vast majority of science and discovery centres are independent charitable enterprises that rely on entrepreneurial mixed income streams to deliver their educational mission.
In many ways this has helped them to weather the storms of recent years, although it has not been easy and has required a truly creative and adaptable spirit. However, while this has got them through the short-term, it impedes long-term strategic investment and development.
Most centres charge an entry fee, contributing around a third to a half of their operating costs. Most members also raise funds from their energetic corporate hire businesses. In addition they bid for funds from trusts and industry, especially for capital projects that are needed to sustain visitor interest.
However, true sustainability is often assured by subsidiary businesses. For example, Eureka! in Halifax has a nursery and runs holiday clubs for five- to 11-year-olds. The Centre for Life in Newcastle rents out labs, pubs and a nightclub and At-Bristol operates a city centre car park.
The economic downturn has had a number of impacts on these social enterprises although concerns that fewer families would visit have largely been unfounded, mitigated (we think) by enhancing public programmes, poor weather and ‘staycationing’.
The first round of spending cuts affected members who had service contracts with local councils or other public subsidies. However, the bigger difficulty has been the increased competition for grants from trusts and corporations, as large institutions that had suffered public funding cuts turn their fundraising machines on all remaining sources.
The small proportion of ASDC members who receive funds from the department for culture has been deeply affected by cuts.
The Science Museum Group (SMG) has, for example, had a 30% real-term cut in government funding.
Now that the full details of these cuts are known, the SMG is planning with partners nationally and regionally (including looking at ways of making efficiencies) to ensure together they can continue to care for the collections and inspire the next generation of scientists and engineers.
As a nation and as a global society we have some huge challenges ahead. We need our young people to be confident to experiment, to explore and to try to change the future.
We need our adults and ageing population to better understand the sciences and to lobby for the policy changes needed for a low-carbon future. We need to nurture the brightest young minds and bring back the delight of exploring the world around us.
The UK’s science and discovery centres and museums have both the national infrastructure and the passion to strive towards this.
Penny Fidler is the chief executive of the UK Association for Science and Discovery Centres
