STRATEGICcarnegie museum of natural history PLAN 2020–2022 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 Introduction 8 two years in a row. 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 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. KAMIN DIRECTOR CONTENTS 2 | STRATEGIC PLAN 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 PLAN 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 — THE IMPORTANCE OF SCIENTIFIC as an incubator for scientists, and outside A more diverse and inclusive work and continues to develop — on our planet. 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. we share important, scientific information with the general public in a way that they can understand, and we practice stewardship of the natural world.

INTERGENERATIONAL EQUITY SCIENTIFIC We inherit the Earth from previous generations and have an obligation to pass it on in reasonable condition to future generations. PRINCIPLES 6 | STRATEGIC PLAN 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 SS AC SINE UME loss, anthropogenic climate change and way of interacting with us, as well as unique BU N 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 S RELEVANCE

plan is that roadmap. change? How will we welcome people who T A

S K need reduced sensory input? Or people E E I In the 2020–2022 Strategic Plan, we aim to: who speak in another language? How can H R O O we achieve these things while maintaining L T • Transition CMNH from a consolidation D S ongoing business sustainability? ER IG phase in our business life cycle to one S B 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 PLAN CARNEGIE MUSEUM OF NATURAL HISTORY | 9 STRATEGIC 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 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 TELL BIG 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 STORIES problem-solving, and collaboration. 10 | STRATEGIC PLAN CARNEGIE MUSEUM OF NATURAL HISTORY | 11 STRATEGIC 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 PLAN CARNEGIE MUSEUM OF NATURAL HISTORY | 13 The duty to treat people as individuals is an obligation for us as a public-facing institution. STRATEGIC GOAL 2 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.

USE STAKEHOLDERS’ CHANNELS ACCESS LANGUAGES We will broaden We will broaden the We aim to communicate communication channels diversity of our staff, impactfully. We work to to align our brand message board, and leadership. TREAT 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 to define stakeholder brand voice further into the will provide pathways for STAKE- 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. and non-verbal) that are HOLDERS both sensitive and effective. AS INDIVIDUALS 14 | STRATEGIC PLAN CARNEGIE MUSEUM OF NATURAL HISTORY | 15 As we move into the future, we will need to work to anticipate and manage the many change agents STRATEGIC GOAL 3 in our working environment. To manage these challenges and lead effectively, we must become DEMONSTRATE 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 models for a future that combines robust systems BUSINESS with a strong ethical compass. ACUMEN

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 PLAN CARNEGIE MUSEUM OF NATURAL HISTORY | 17 IN EVERY WALK WITH NATURE ONE RECEIVES FAR MORE THAN HE SEEKS.

18 | STRATEGIC PLAN 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

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