Informal science learning (ISL) organizations that are successful at providing meaningful science, technology, engineering, arts, and mathematics (STEAM) experiences for Latino children, youth, and their families share some common traits. They have leaders and staff who believe in the importance of developing culturally relevant models and frameworks that meet the needs and acknowledge the legacy of STEAM in Latino communities. Such organizations are willing to take risks to create experiences that are culturally meaningful, garner funding and implement programs by working closely with their
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Cheryl JuarezVerónika NúñezExploratorium
During the GENIAL Summit, the Marketing, Communication, and Media strand examined the role of marketing and communications in connecting Latino audiences with STEAM in informal science learning (ISL) environments. ISL organizations do not generally think to include a marketing perspective early on in the process of developing audience experiences. When ISL practitioners seek to connect with key audiences, specifically, Latino audiences, marketing efforts are often considered when an exhibit or program is fully developed, in production, or already launched. This causes an immediate and inherent
This one-year Collaborative Planning project seeks to bring together an interdisciplinary planning team of informal and formal STEM educators, researchers, scientists, community, and policy experts to identify the elements, activities, and community relationships necessary to cultivate and sustain a thriving regional early childhood (ages 3-6) STEM ecosystem. Based in Southeast San Diego, planning and research will focus on understanding the needs and interests of young Latino dual language learners from low income homes, as well as identify regional assets (e.g., museums, afterschool programs, universities, schools) that could coalesce efforts to systematically increase access to developmentally appropriate informal STEM activities and resources, particularly those focused on engineering and computational thinking. This project has the potential to enhance the infrastructure of early STEM education by providing a model for the planning and development of early childhood focused coalitions around the topic of STEM learning and engagement. In addition, identifying how to bridge STEM learning experiences between home, pre-k learning environments, and formal school addresses a longstanding challenge of sustaining STEM skills as young children transition between environments. The planning process will use an iterative mixed-methods approach to develop both qualitative and quantitative and data. Specific planning strategies include the use of group facilitation techniques such as World Café, graphic recording, and live polling. Planning outcomes include: 1) a literature review on STEM ecosystems; 2) an Early Childhood STEM Community Asset Map of southeast San Diego; 3) a set of proposed design principles for identifying and creating early childhood STEM ecosystems in low income communities; and 4) a theory of action that could guide future design and research. This project is funded by the Advancing Informal STEM Learning program, which seeks to advance new approaches to, and evidence-based understanding of, the design and development of STEM learning in informal environments.
The United Nations Strategic Plan for Biodiversity 2011-2020 is a key initiative within global efforts to halt and eventually reverse the loss of biodiversity. The very first target of this plan states that "by 2020, at the latest, people are aware of the values of biodiversity and the steps they can take to conserve and use it sustainably." Zoos and aquariums worldwide, attracting more than 700 million visits every year, could potentially make a positive contribution to this target. However, a global evaluation of the educational impacts of visits to zoos and aquariums is entirely lacking in
Campaigns by zoos, aquariums, and other civil society organizations are an important tool for promoting social changes that benefit the environment. Here, we evaluate a global biodiversity education campaign's impact through a repeated-measures survey of nearly 5000 visitors to 20 zoos and aquariums located in 14 countries. By comparing visitors’ pre- and post-visit responses combined across respondents, we found significant aggregate improvements in their biodiversity understanding and their knowledge of actions to help protect biodiversity. Respondents who reported seeing the education
The U.S. Education system is becoming more and more diverse and educators must adapt to continue to be effective. Educators must embrace the diversity of language, color, and history that comprises the typical classroom; this means becoming culturally competent. In doing so, comes with it the prospect of using culture to enhance the learning experience for students and the educator. Although the process of becoming culturally competent can be outlined, the realization of a culturally competent educator depends on changing one’s own perceptions and beliefs. The need for cultural competency and
I intend to begin my presentation by providing an overview of what, actually, is a business model, followed by a focus on one aspect of that model, business strategies. The following is excerpted from my forthcoming book on new business models for museums (AltaMira Press).
I hear a lot about how we need a new business model for museums or that the current business model is broken. We have business models; we just may need to evolve them.
For museums, continuing revenue comes from four sectors (Visitors and Program Customers, both earned revenues, and Public and Private Supporters, both support revenues), each with its own interests. This article focuses on earned revenue opportunities and how to think about them, particularly those available to children’s museums.
Are your supporters and audiences getting benefits that are different from the impacts your mission desires? I believe that museums are valued for a wealth of beneficial results beyond their focused missions, and that studying the alignment between a museum’s intentions and its results can improve a museum’s impact and performance.
This slide describes historical trends in museum funding, showing the changing shares of government, private, earned income, and investments in museum business models.