Carnegie Museum of Natural History and Powdermill Nature Reserve
Strategic Plan 2012-2015
Mission
Carnegie Museum of Natural History increases scientific and public understanding of the natural world
and human cultures.
Aspirations
1. To be a thriving cultural destination where CMNH research and collections are translated into
relevant, engaging, contemporary learning experiences for diverse audiences.
2. To be an international leader in innovative natural history research and a trusted source of highquality science information, with applications for conservation and stewardship of the natural
world and our cultural heritage.
3. To improve science literacy through accessibility to our collections, scientists, exhibitions, and
events.
4. To be a source of civic pride respected across the region for excellence in science, collections,
and public programs.
Beliefs
1. A sustainable future requires scientifically literate citizens and decision-makers informed by
relevant research and education on biodiversity, evolution, and environments.
2. A central responsibility of CMNH research is to unlock the critical information and stories
contained in the CMNH collections to inform science-based decisions for sustaining our natural
world and shared future.
3. Science education at CMNH and Powdermill Nature Reserve (PNR) improves quality of life and
fosters scientifically literate citizens.
Competencies
Carnegie Museum of Natural History (CMNH) possesses the following competencies and will work with
and enhance these in order to be successful in the future:
1. Science: Experienced field and collections-based scientists directly addressing the scientific
and social issues of our time with a passion for transforming scientific content into
accessible, engaging educational experiences that link to learners’ lives and shape their
relationship to nature and conservation issues.
2. Collections: The collections of CMNH, some 22 million specimens, objects, and associated
data, which constitute an irreplaceable record of the Earth’s life forms, processes and
cultural diversity.
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Carnegie Museum of Natural History and Powdermill Nature Reserve
Strategic Plan 2012-2015
3. Education: Professionally trained, scientifically literate educators knowledgeable about the
diverse learning styles, expectations and needs of our school, family, and life-long learners
with the resourcefulness and imagination to see what’s possible and pursue it.
4. Exhibitions: Audience-centered, proven effective, collections- and research-based
exhibitions that tell our scientific story in engaging, entertaining, and educational ways,
motivating visitors to return again and again.
5. Collaboration: Effective partnerships with other CMP museums, regional universities,
community organizations as well as other natural history and science museums across the
nation and abroad to add value to our science and public engagement.
6. Leadership: Experienced staff managers and leaders who communicate, coordinate, make
decisions, and set priorities effectively, manage assets prudently, and secure the required
revenues to advance the CMNH mission and ensure a stable and sustainable future for the
organization.
Goals and Tactics
Goal 1: Create engaging and memorable visitor experiences that stimulate increased and repeat
attendance.
Strategy 1.1: Create a welcoming visitor experience that drives repeat visitation.
Tactics:
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Collaborate with CMA to plan and implement a new culture of customer service.
Connect a customer service approach to all museum staff for a unified visitor experience.
Complete a conceptual plan and budget for an integrated grand entrance between CMA and
CMNH to make the threshold experience more hospitable, comfortable and engaging for the
Oakland visitor.
Plan and implement a cross-promotional and marketing program with CMA that increases
membership and markets the Oakland visitor experience. Employ innovative technologies to
engage visitors during and beyond the gallery experience.
Strategy 1.2: Renovate and upgrade CMNH exhibition galleries to feature CMNH science, communicated
in contemporary and relevant ways.
Tactics:
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Complete conceptual plan and budget for renovation and upgrading of major exhibitions.
Plan, develop and implement a three-year plan and schedule for temporary exhibitions.
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Carnegie Museum of Natural History and Powdermill Nature Reserve
Strategic Plan 2012-2015
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Integrate research findings on learning and visitor experiences into public aspects of the
Museum.
Plan and implement a rapid-response exhibition model focused on CMNH science- in-the-news
that demonstrates the ways that science directly influences the lives of Western Pennsylvanians.
Strategy 1.3: Align science education programs with the distinctive scientific assets of the Museum and
the identified educational needs of regional audiences.
Tactics:
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Develop a comprehensive plan for staffing and implementing a wide array of public
programming and educational offerings to complement the Museum’s collections and
exhibitions.
Develop with each member of the scientific staff a plan for their participation in public
programming and exhibition planning based on the museum’s annual program objectives.
Conduct a thorough audit and evaluation (revenue, audience, mission, funding, staffing) of all
existing education programs.
Develop an advisory committee of teachers to align program content with specific curriculum
needs and standards.
Conduct a comprehensive audience evaluation survey to inform program directions and
approaches.
Enhance our existing partnerships and continue to cultivate new partners to build our audience,
content and skill resources.
Goal 2: Build upon and enhance the museum’s strong traditions of scientific research, scientific
expertise, and diverse collections as core attributes of CMNH.
Strategy 2.1: Ensure a high level of scientific competence across the diversity of disciplines important to
CMNH while maintaining the museum’s reputation as an internationally recognized leader in certain
scientific fields.
Tactics:
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Recruit and retain top scientific talent and provide for their start-up funding.
Stabilize the museum’s research and scientific initiatives by increasing the number of endowed
curatorial positions.
Develop a professional career development program with each member of the scientific staff,
applying standardized procedures and timelines for career advancement.
Establish quantifiable metrics for evaluating curatorial staff performance and productivity
including, but not limited to, quantity and frequency of proposals submitted, number of grants
received, publications, and professional presentations given.
Develop a plan of review that includes the relevance of research to public audiences.
Ensure adequate technical support (staff, facilities, technologies) to enable curatorial staff to
focus on scientific productivity and contributions to public programs.
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Carnegie Museum of Natural History and Powdermill Nature Reserve
Strategic Plan 2012-2015
Strategy 2.2: Uphold the museum’s responsibility to future generations by safeguarding its collections
and associated data.
Tactics:
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Develop a collections access, care, and preservation strategy.
Ensure that the museum’s physical plant is adequate to safeguard collections for future
generations. Conduct a space planning initiative to assess whether adequate space exists for
maintaining current collections and providing for targeted collections growth in certain areas.
Adopt relational database software that meets or exceeds industry standards for managing
natural history collections.
Enhance online accessibility of CMNH collections for a diverse audience of users.
Develop and ensure the maintenance and support for interdepartmental resources, including
publications, the library, the scanning electron microscope, and the molecular lab.
Goal 3: Develop an effective organizational structure to facilitate robust research programs and
vibrant, inspirational visitor experiences.
Strategy 3.1: Evaluate the structure, size, reporting relationships, and accountabilities of all CMNH
departments and centers to optimize opportunities for successful programming, research, and funding.
Tactics:
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Engage research, education, and administrative staff in developing sound assessment of current
and potential organizational structures.
Develop specific strategies to allow for the success of PNR, both as a part of CMNH’s overall
mission and goals and as a respected entity in its own right.
Develop a culture of accountability and shared goals.
Develop and implement a professional development program for all staff.
Identify content areas with specific appeal to relevant foundations, corporations, and high-net
worth individuals.
Goal 4: Develop a balanced, predictable, and sustainable financial model.
Strategy 4.1: Develop and approve an actionable sustainable business model to correct the structural
deficit and ensure a sustainable financial future.
Tactics:
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Develop a culture of fiscal responsibility.
Conduct an extensive analysis of all revenues and expenses in operating, designated and
restricted accounts, and delineate their use relative to supporting the museum’s mission.
Engage CMNH board leadership in reviewing findings and endorsing the fiscal model and plan.
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Carnegie Museum of Natural History and Powdermill Nature Reserve
Strategic Plan 2012-2015
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Create a detailed and flexible financial plan to forecast challenging but realistic improvements to
CMNH’s financial performance through increased earned income (admission fees, education
programs, Marcellus shale revenue) and contributed income (fundraising, membership, and
CMP allocation).
With CMP and CMNH leadership, explore the income potential of projects related to the
Marcellus Shale.
Investigate earned income potential of intellectual property and collections through digital
media products.
Develop a multi-faceted plan for building the CMNH endowment for scientific staff, collections,
galleries, and programs.
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