STRATEGIC PLAN 2020-2022 - Carnegie Museum of Natural History
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STRATEGIC PLAN
2020–2022
carnegie museum of natural history
GREETINGS
It gives us great pleasure to present to you becoming more outwardly focused in an Greetings 2
the 2020–2022 Strategic Plan for Carnegie increasingly competitive landscape.
Museum of Natural History (CMNH). Vision & Mission 5
Advancing our vision to be the world’s most In 2020–2022, we aim to leverage this
relevant natural history museum, we have strong foundation, transitioning to become
achieved many important outcomes over more nimble, empowered and productive, Core Values 6
the last three years, encompassed by our setting a positive example for our industry
2016–2019 plan. nationwide. The current plan includes work Scientific Principles 7
on infrastructure, building strong teams
• We broke our all-time visitation record, and, above all, continuing to embed best
two years in a row. Introduction 8
practice into our culture. Throughout this
• We produced our first in-house process, we will continue learning more
temporary exhibition, We Are Nature: about our visitors, while we keep them Tell Big Stories 10
Living in the Anthropocene, enjoyed front of mind.
by an estimated 300,000 visitors. Demonstrate Business Acumen 14
So many people contributed to the
• We hired the world’s first Curator production of this plan. We are grateful to
of the Anthropocene. the CMNH Taskforce who led the process Treat Stakeholders as Individuals 16
and drafting of this document and to all
• We secured the largest science grant those who participated in the charrettes.
in the history of Carnegie Museums We are also deeply indebted to the many
of Pittsburgh, a National Science donors who make this work possible.
Foundation grant of almost $1.3M.
• Our daily Facebook posts are now Finally, we wish to acknowledge and thank
circulated to over 600,000 people. Lee Foster, outgoing Chair of CMNH. His
inspired leadership and commitment to
• Scientific publications are on track the Carnegie Museums has set us in good
this year for an 8-fold increase in stead for the future. We are looking forward
scientific impact. to the next three years as we steward this
CONTENTS
important institution further on its trajectory.
These accomplishments demonstrate
the power of developing a cohesive vision
and supporting process, and attaining it Mike Popper Eric Dorfman, PhD
through the collaboration of our internal CHAIR ADVISORY BOARD DANIEL G. AND CAROLE
and external stakeholder communities, L. K AMIN DIRECTOR
2 | STRATEGIC PL AN CARNEGIE MUSEUM OF NATURAL HISTORY | 3
VISION
The world’s most relevant
natural history museum.
MISSION
To seek inspiration in our
collections and advocate
for a sustainable future.
4 | STRATEGIC PL AN CARNEGIE MUSEUM OF NATURAL HISTORY | 5
CORE VALUES
THE INHERENT WORTH OF NATURE VISITOR FOCUS HUMAN-INDUCED CLIMATE CHANGE COLLECTIONS
Humans are part of the natural world and Our activities are embedded in an Multiple lines of evidence confirm that Our collections form one of the world’s
cannot exist in its absence. A relationship understanding of the needs of our the clearly measurable rise in greenhouse great archives of biodiversity, as well as the
to the natural world is beneficial to society, communities; we start with the people gases over the past few hundred years, history of life and human relationships to
boosting mental acuity and creativity, and work back to the museum. which adversely affect the quality of life nature. We are responsible for stewardship
promoting health and wellness and the for the whole biosphere, does not stem of a collection that is critical to the discovery,
building of more sustainable communities. from natural mechanisms. Rather, post- communication and inspiration that are
MAXIMIZING EFFICIENCIES industrial human activity has increased central to the museum’s mission and values.
We use continuous quality improvement the proportion of greenhouse gases in
A PLACE FOR LEARNING AND INSPIRATION methods to improve efficiency in how the atmosphere, resulting in a change to
Museums are a place for learning, both we work, while maintaining our high the Earth’s climate patterns. We support EVOLUTION
formally and informally, at every stage of professional and scientific standards. activities that use human ingenuity to Evolution is the best explanation for how
life and ability. We work to facilitate this mitigate and adapt to these changes. the diversity of life around us came to exist.
throughout the institution’s exhibitions It remains the only compelling scientifically
and activities, inside the museum to serve AN INCLUSIVE WORKFORCE rigorous account of how life has developed —
as an incubator for scientists, and outside THE IMPORTANCE OF SCIENTIFIC and continues to develop — on our planet.
A more diverse and inclusive work
the museum to create a more scientifically environment fosters productivity and LITERACY
informed community. enhances our ability to attract, hire and Science, technology and innovation are
retain the best talent while ensuring important to our economic well-being
CMNH responds to workforce changes and quality of life and are foundations
ENVIRONMENTAL ADVOCACY and dynamic market conditions. In all of an innovative culture.
We are honest and responsible for our of our actions, we aim to foster a
actions and how they affect the environment, workforce that reflects our community.
SCIENTIFIC
we share important, scientific information
with the general public in a way that they can
understand, and we practice stewardship of
the natural world.
PRINCIPLES
INTERGENERATIONAL EQUITY
We inherit the Earth from previous generations
and have an obligation to pass it on in
reasonable condition to future generations.
6 | STRATEGIC PL AN CARNEGIE MUSEUM OF NATURAL HISTORY | 7
INTRODUCTION
Carnegie Museum of Natural History is 2) Treating those stakeholders as
a leader in thinking about our rapidly individuals, recognizing that each person
changing world. Species decline, habitat who engages with us has her or his own
USINESS ACUMEN
loss, anthropogenic climate change and way of interacting with us, as well as unique B
many other issues are pressing problems needs, drivers and expectations, and 3)
that science and public awareness can Demonstrate business acumen, recognizing
address better in concert than separately. that in order to engage properly with our
Our institution provides a forum to blend mission-driven activities, we must have
robust scholarship with community sufficient resources.
engagement and, in doing so, strengthen
organic ties between society and nature. This model prompts us to ask high-level
To do this, we need a roadmap to ensure questions about the fundamental aspects
our vision and mission are empowered of our most important issues. How will
operationalize our goals. This strategic societies respond to pervasive climate RELEVANCE
plan is that roadmap. change? How will we welcome people who
S TAK EHO
RIE S
need reduced sensory input? Or people
In the 2020–2022 Strategic Plan, we aim to: who speak in another language? How can
STO
we achieve these things while maintaining
• Transition CMNH from a consolidation
LD
ongoing business sustainability? RS B
IG
E
phase in our business life cycle to one
of growth.
• Create a planning document that
represents a useable tool for doing this.
We have developed a process that will CMNH Relevance Model. Three strategic perspectives
ensure a seamless connection between (business, stakeholders and stories) inform objectives,
which have been contributed to by community members
philosophy and end results. The model as well as museum leadership and their teams.
(opposite page) is based on the vision of
relevance. This is a philosophical construct
designed as a foundation for further
thinking. Three elements form the basis
of the framework on relevance. These are:
1) Telling big stories, those that resonate
with our guests and other customers,
8 | STRATEGIC PL AN CARNEGIE MUSEUM OF NATURAL HISTORY | 9STRATEGIC GOAL 1
The museum is a portal to an amazing world.
By offering immersive experiences to those
who engage with us, we can make learning and
discovery accessible. The important stories are,
for us, narratives that reach outside the here and
now and make unexpected connections between
disparate ideas. This is especially true around the
interrelationship between humanity and the rest
of nature, through showcasing large-scale stories
that impact the lives of individuals.
In 2020–2022, we will look for opportunities to
align our scientific output with the strategic
goal of telling big stories. We will also continue
TELL BIG
to showcase our researchers, who create new
scientific knowledge. We will explore new audiences
through multidisciplinary partnerships for guiding
student inquiry, dialogue, and critical thinking. We
STORIES
find partners who are strong in the creative arts,
humanities, community-building, and other areas
are key to expanding our audiences. Through this,
we will encourage experiential learning, creative
problem-solving, and collaboration.
10 | STRATEGIC PL AN CARNEGIE MUSEUM OF NATURAL HISTORY | 11STRATEGIC GOAL 1 ANTHROPOCENE ECOLOGY EVOLUTION The Anthropocene, or Ecology, the study of the Understanding evolution is Age of Humanity, is a relationships between critical for an understanding proposed epoch dating living organisms, including of the Earth and its from the commencement of humans, and their physical inhabitants. It is the only significant human impact environment, helps us scientific explanation for on the Earth’s geology to understand the vital the diversity of life, the and ecosystems. Over the connections between plants mechanism responsible next three years, we will and animals and the world for the striking similarities continue to demonstrate around them. Ecology also among vastly different leadership around the provides information about forms of life, the changes Anthropocene and build the benefits of ecosystems that occur within global awareness. We and how we can use Earth’s populations, and the will achieve this internally resources in ways that leave development of new life through sharing our vision the environment healthy for forms. In 2020-2022, we will and goals among museum future generations. A focus continue our preeminent personnel. Externally, between 2020 and 2022 will work on evolutionary we will build relevance be to continue our world- relationships among and awareness through class research in this area. species, leveraging our partnerships beyond the We aim to connect people outstanding collection. We walls of the museum. We further to the natural world will also continue our work will continue to explore though an exploration of of explicitly showcasing identifying collections of the biophilia, the hypothesis evolution in our new and Anthropocene and explain that suggests that humans existing visitor experiences. the predictive potential possess an innate tendency of systematic scientific to seek connections with collections. We will also nature and other forms advocate for activities that of life. support a more sustainable relationship between humans and nature. 12 | STRATEGIC PL AN CARNEGIE MUSEUM OF NATURAL HISTORY | 13
The duty to treat people as individuals is an
STRATEGIC GOAL 2
obligation for us as a public-facing institution.
Ethically, it forms an important thread in the moral
case for inclusion and relevance. We are intentional
about exploring communities to gain an authentic
understanding of their needs and drivers. From a
business perspective, providing opportunities to
engage personally creates a relationship that keeps
our global community engaged.
TREAT
USE STAKEHOLDERS’ CHANNELS ACCESS
LANGUAGES We will broaden We will broaden the
We aim to communicate communication channels diversity of our staff,
STAKE-
impactfully. We work to to align our brand message board, and leadership.
know our audiences, what to our audiences. We will We will implement
they care about, and how increase both onsite and initiatives that remove
they will engage most offsite engagement and barriers to participation
openly. We will continue find ways to integrate our and physical access. We
HOLDERS
to define stakeholder brand voice further into the will provide pathways for
communities and their culture of Pittsburgh and professional development
needs. This knowledge further afield. and expand programs and
will enable us to use partnerships that improve
languages (both verbal our inclusivity.
AS
and non-verbal) that are
both sensitive and effective.
INDIVIDUALS
14 | STRATEGIC PL AN CARNEGIE MUSEUM OF NATURAL HISTORY | 15DEMONSTRATE
As we move into the future, we will need to work
STRATEGIC GOAL 3
to anticipate and manage the many change agents
in our working environment. To manage these
BUSINESS
challenges and lead effectively, we must become
more adept at recognizing change and be more
aware of the issues that come with creating it. We
will succeed by building on traditional business
ACUMEN
models for a future that combines robust systems
with a strong ethical compass.
CONTRIBUTED REVENUE EARNED REVENUE MAXIMIZING
We aim to generate Earned income is an EFFICIENCIES
ongoing funding for increasing focus for We are interested in
our important activities. CMNH, encompassing creating more value using
A basic set of methods branded merchandise, fewer resources. The most
forms the backbone of our special events, and effective way for us to do
donor-centric perspective. targeted educational this is through eliminating
Nationally, individuals programs, as well as waste from our operations.
are the largest source of consultancy, augmenting In 2020-2022, we will do
charitable donations for more traditional revenue this by focusing on two
nonprofit organizations. streams. In the next three guiding tenets: continuous
In 2020-2022, we will years we will continue to quality improvement and
focus on increasing the develop formal systems respect for people. We will
proportion of contributions to explore and grow maximize efficiencies by
from individuals. We will revenue generating adopting lean practices
also formalize systems that opportunities. We aim to throughout our activities
explore new populations of increase the proportion and introduce systems to
donors, push compelling of our revenue that is improve interdepartmental
stories that connect to earned, with expanded and cross-component
our institution, and foster brand recognition, knowledge communications.
a proactive culture of greater diversity of CMNH
grant seeking. merchandise, as well
as improved access to
products and services.
16 | STRATEGIC PL AN CARNEGIE MUSEUM OF NATURAL HISTORY | 17IN EVERY WALK WITH NATURE ONE RECEIVES FAR MORE THAN HE SEEKS. 18 | STRATEGIC PL AN CARNEGIE MUSEUM OF NATURAL HISTORY | 19
CarnegieMNH.org/StrategicPlan | 412.622.3131 4400 Forbes Avenue, Pittsburgh, PA 15213 one of the four carnegie museums of pittsburgh 20 | STRATEGIC PL AN
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