Strategic Plan
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NEW YORK HALL OF SCIENCE • FIFTY YEARS AND COUNTING A B New York Hall of Science • 47-01 111th Street • Queens, NY 11368 • www.nysci.org INTRODUCTION Current Strategic Plan 2015 – 2019 NYSCI’s transformative model for STEM not Approved by the Board of Trustees June 19, 2014 only invites broad participation, but also makes learning and engagement irresistible. NYSCI is also committed to training and supporting k – 12 science teachers, recognizing and respecting the critical role educators play in sparking and maintaining students’ lifelong love of science. NYSCI is at the vanguard of a transformation Since its founding at the 1964 – 65 New York that is underway in STEM education, both World’s Fair, the New York Hall of Science in museums and classrooms. Informed by (NYSCI) has inspired more than 7 million a strategy of engagement called Design- people — children, teachers and families — Make-Play, NYSCI’s approach is defined by by offering creative, participatory ways to learn open-ended exploration, imaginative learning, and encouraging people to explore their personal relevance, deep engagement and curiosity and nurture their creativity. Located in delight — the core ingredients that inspire Queens, the most ethnically diverse county in passionate learners. the country, NYSCI welcomes 500,000 visitors each year and serves thousands more through outreach in schools, teacher professional development, and a variety of events, programs and research initiatives. In its first 50 years, NYSCI has evolved into a leader in the science museum field, highly regarded for its exhibitions, programs and educational products. NYSCI engages people of all ages and experiences, particularly young people, in science, technology, engineering and math (STEM) by fostering the excitement of self-directed exploration and by tapping into the joy of learning intrinsic in play. C 1 IRRESISTIBLE LEARNING development. The challenge is showing the impact of such environments on children’s No area of education has received more atten- learning and then helping educators everywhere tion in the last decade than the STEM subjects: reproduce such environments back in their science, technology, engineering and mathe- own classrooms. And perhaps the even greater matics. In the 21st century, the skills, knowledge challenge is to convince policymakers and and habits of mind connected with STEM are lawmakers that by creating opportunities for essential, whether or not a person pursues a students and teachers to experience the career in a STEM discipline, or simply hopes joy and exhilaration that comes from exper- to prosper in a world linked by technology and imentation, tinkering, messing around and made interdependent by the channels and discovering what wasn’t there before, there is networks that influence our daily lives. It is a greater potential for students to excel at critical that STEM not remain the domain of a STEM subjects. subset of the population but be integral to the STEM does not take root in the one-size-fits-all education and lives of all citizens, despite their model of the industrial age; it is about wonder gender, socio-economic status, ethnicity and and discovery, asking questions, and experi- academic predisposition. encing failures. At its best, effective STEM NYSCI is one of the nation’s leading science learning and engagement should feel like an and technology centers and is known for exhibi- irresistible enterprise, allowing young people to tions and programs that offer rich opportunities marry their convictions and enthusiasms with for exploration and social interaction. All of opportunities to advance. NYSCI’s initiatives are motivated by our core This is what we’re committed to at NYSCI. mission to broaden pathways into STEM for This is what we know resonates with students people of all backgrounds. and educators. This is what inspires us to As a science center, we are free from the stric- design, make and play. And this is what we see tures of formal education settings. This enables happening every day in our museum. us to transform the standard experience of science exploration most children receive in Margaret A. Honey, Ph.D. school to more innovative methods that are President and CEO, NYSCI designed to promote experimentation and 2 3 STRATEGIC FOCUS 1. Expand NYSCI’s reach and reputation as a leader in the effort to transform STEM education. 2. Grow and diversify the institution’s base of financial support to ensure a stable, sustain- NYSCI is at an exciting point in its 50-year able reserve of resources—both in terms of history. Since its founding at the 1964 – 65 people and dollars—to support innovation in New York World’s Fair, NYSCI has gained an the next 50 years. international reputation for groundbreaking Maker Faire exhibitions and educational programs that 3. Deepen an institutional culture that is engage visitors in timely and relevant topics collaborative, strategic and united around a in scientific discovery: space exploration, common organizing philosophy and brand. chemistry, medicine, communications, NYSCI’s commitment to these three technology, industry, design and countless top-level objectives will ensure a focus on other subjects. NYSCI has also emerged as a transforming STEM learning, adequate leader in preparing the next generation STEM and diversified resources to realize its workforce through initiatives in teacher aspirations, and accountability and unity in professional development, youth mentoring advancing its vision. and employment, learning sciences research and more. To prepare for and guide the institution’s efforts in coming years, NYSCI has produced a five-year strategic plan that draws on data, information and advice gathered from a wide array of stakeholders, including education leaders, policymakers, philanthropic institu- tions and individuals, colleagues and loyal fans. The strategic planning process led to the development of three primary aims for the institution: 4 5 suited to providing students with this kind of opportunity because it invites them to apply a Strategic Focus 1: wide variety of skills and knowledge to finding Transforming STEM Education a possible solution. Design-Make-Play activities not only utilize current knowledge, they can Over the past several years, NYSCI has also propel students to build new knowledge embraced a philosophy called Design-Make-Play. through the creative application of their skills Design emphasizes intentionality in problem and ingenuity. solving and helps people see the possibilities in the world; Make highlights hands-on experience with materials, tools and processes and nurtures the development of skills and confidence; Play promotes intrinsic motivation and deep engage- ment. When combined, these strategies support open-ended exploration, imaginative learning, deep engagement and delight — ingredients that inspire passionate learners, critical thinkers and active citizens. Hallmarks of NYSCI’s Design- Make-Play approach include personal choice, iterative design and the construction of expla- nations and solutions. These and other Design- Make-Play characteristics are closely aligned with concepts and practices underscored in the Common Core Math and Next Generation Science Standards, and are dynamic vehicles for cultivating the kinds of creative problem solving that employers are looking for in their 21st century workforces. Throughout all of its work, NYSCI seeks to give students an ever-expanding sense of their own abilities and knowledge. The problem- solving nature of Design-Make-Play is well 6 7 Strategic Focus 2: Building for the Next 50 Years This five-year, $50 million initiative was designed Foundation, the National Institutes of Health, and unrestricted sources of income in order to to help NYSCI deepen its connection to the and the U.S. Department of Education’s make critical investments in museum opera- Throughout the past five years, NYSCI has immediate communities it serves in Queens Investing in Innovation (i3) programs, among tions and infrastructure. This diversification demonstrated great success in attracting and also develop its national reputation as a other government supporters. NYSCI’s staff of revenues is also essential to attracting and restricted private and public funding — funding learning laboratory committed to transforming has grown from 257 to 297 and includes dozens retaining talented staff. Building new streams that has enabled NYSCI to grow and reshape in STEM education. The campaign surpassed its of scientists and researchers, internationally of unrestricted revenue — through sales and many positive ways — moving toward a set of financial goal in 2014 and has been supported recognized educators, award-winning exhibition licensing of education programs, products and experiences that support deeper engagement by leading foundations, 50 percent of which are developers, and a large staff devoted to youth services, large-scale audience development and deeper learning. new to NYSCI, and corporations, 30 percent of empowerment and access. initiatives, and new fundraising strategies — which are new to NYSCI. Beyond the campaign, is vitally important to sustaining the institution’s In recognition of its 50th anniversary, the As NYSCI plans for the future, it will be neces- NYSCI has attracted significant federal funds in growth. Campaign for NYSCI was launched in 2010. sary to recalibrate the balance between restricted the form of awards from the National Science Change in Revenue — FY15 to FY19 Change in Expenses