crear un museo sustentable
DESCRIPTION
Silva Raker, Exploratorium (San Francisco, Estados Unidos)TRANSCRIPT
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Sustainability
Thoughts on Creating a Stable Funding Model for anInteractive Science Museum
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There is more than one kind ofsustainability
This presentation focuses on the
Creation of a business model that will provide long
term sustainability
Rather than
Net Zero Energy and other excellent sustainability
goals also worthy of discussion!
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Point of View
Museum master plans and founding teams areoften focused on the site, facility and openingprograms.
Operating revenue and organizational plans maybe considered secondary (and less interesting).
Early development of a sustainable business
model supports a vibrant Day 2 institution,helping to achieve the mission over long term.
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Sustainable Business ModelKey Features
Serves the mission directly and indirectly
Diversified; mitigates risk
Responsive to changing conditions
Aligned with organizational and operational plans
Part of the culture of the institution
Deeply rooted in the community
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3 Kinds of Revenue
Public Funding government grants, contractfees and/or direct subsidy of operations, program,R&D.
Contributed Income Donations, Bequests,Private Foundation Grants and Endowmentinterest.
Earned Incomerevenue from institutionalenterprises including admissions, membership,rentals, cafs, retail, corporate partnerships, saleof goods and services, licensing, etc.
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National Science Museum Model
Majority public funding
Free admission
Large collections to maintain High operational costs
Corporate sponsors for some exhibitions
Earned income relatively small % of total
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Regional Science Center Model(USA)
Majority earned income
Admissions
Membership
Concessions
Significant contributed income
Minority public funding
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Global R&D Center ExploratoriumBalanced Revenue Model
Substantial public grants
NSF ($75M+), DOE, etc.
Decreasing as % of total
Significant contributed income
Including private foundation grants
Earned income increasing at new site
Gate-related (admissions, membership, retail,concession)
Corporate Partnerships, Rentals, Global Studios
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Some Questions to Consider inRelation to Business Model
What is your mission? Target audiences, demographic Regional hub? Commitment to R&D
What is your funding landscape? Public: local, regional, national Contributed Donors, Private Foundations
What is the revenue potential of your site ?
Visitor Services Rentals Community & Corporate Partnerships
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Initial MICBA ObservationsBased on Limited Information
Rich array of programs including Teacher Institute,Outreach, Public Programs, Workshops, etc.
Nested in Bio District of scientific and educational
innovation with many resources, contributors
Prominent international destination city
Balanced revenue model seems appropriate and
desirable (many parallels to Exploratorium)
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MICBA Earned Income Opportunities
Admissions
Pricing consider split strategy for locals & tourists Offer add-on experiences
Membership
Segmentation strategy not just transactional Integrate pricing with gate
Caf & Food Court Concessions integrate catering
Store make street accessible feature proprietary products
Rentals design spaces for events
Corporate Engagement start early, hybridize
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Recommendations
Create senior positions focused on earnedincome, contributed income and public funding;hire early
Make site-based earned income and associatedoperations a priority for architectural design
Engage potential corporate and community
partners in early planning for MICBA and itsprograms
Look for ways to leverage MICBA as regional huband digital studio scale of impact matters
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In Conclusion
MICBAs mission to awaken public interest,
deepen understanding and increase personalagency with regard to science, technology and
environmental sustainability is fabulous and much-needed.
A sustainable business model will simultaneouslyfund and help to implement this mission.
Invest early and reap the benefits for years tocome!