The Corning Museum of Glass
2010 - 2012 Plan for Success
VISION
To be the international leader in the pursuit and dissemination of
knowledge about the art, history, science and technology of glass
and glassmaking.
MISSION
To Tell the World about Glass by engaging,
educating, and inspiring visitors and the community
through the art, history, and science of glass.
Excellence
Be leaders in our field
▪
Protect our collections
▪
▪
Stewardship
VALUES
▪ Integrity
STRATEGY
Be relevant to our audiences ▪
▪
Respect
▪
Service
Share our resources
▪
Ensure financial stability
▪
Live our values
GOALS
Global Leadership
Fiscal Strategy

Complete reaccreditation process.


Increase glass acquisitions budget annually
with an eventual target of $2M.
Deploy initiatives to increase
visitation annually.
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Continue evaluation for Museum
expansion.
Increase earned revenues in support
of growth of the operating budget.

Ensure that exhibitions break new ground.

Utilize hot glass outreach to introduce glass
to a wider audience.

Expand capacity of Rakow Library for
collection storage.

Continue to collaborate strategically with
institutions worldwide.

Continue to play prominent roles in
domestic and international professional
organizations and societies.

Maintain the quality and number of
scholarly and other publications, and
develop strategy for publications for wider
audiences.

Maintain the international character of
programs at The Studio.

Expand access to the Museum and its
resources through technology.

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Protect reserve funds for operations
and be good stewards of restricted
moneys.
Continue to develop long-term
relationships with friends and donors.
Increase visitor per capitas while
increasing visitation.
Focus on spending efficiencies and
cost reduction opportunities.
Monitor legislative activities to ensure
compliance.
Visitor Focus


Ensure excellent visitor satisfaction
by maintaining an engaging, safe,
welcoming, accessible, and clean
environment.
Increase the interpretive and
educational presence throughout the
art and science galleries.

Fully reflect Museum collections,
activities, and initiatives on the web.

Continue annual program of one
major and one minor exhibition, and
several mini temporary glass displays
per year.
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Organizational Effectiveness

Continue to recruit, hire, and retain
diverse, highly skilled and effective
people.

Focus on professional development
to ensure the highest caliber of staff.

Ensure effective communication,
accountability, and use of resources
throughout the Museum.

Continue to upgrade technology and
use it more effectively.

Continue to expand the volunteer
program.
Stewardship

Maintain the highest standards of
collections management.

Maintain the highest standards of
facilities maintenance.

Make steady improvement toward
safety excellence.

Continue to improve crisis
preparedness and management.

Execute planned capital
improvements within budget and on
time.

Implement the strategy for integrated
data management and a media
conversion program.

Integrate and expand an archive of
the Museum’s history.

Continue to implement “green”
improvements and communicate
progress.
Strengthen our community of lifelong
learners.
Deploy technology solutions to
enhance visitor experience.
2010 Measures of Success
Global Leadership

Successfully complete AAM site visit.

Increase funding of glass acquisitions to
$1.5M and continue to acquire objects that
strengthen the collections.
Fiscal Strategy

Attain general attendance of 335,000
visitors.Continue seasonal promotions
& programs to targeted audiences
focusing on grandparent/grandchild
activities.

Subject to funding, complete schematic
design and begin construction documents
for new galleries.

Implement price increase for
admissions and Fun With Glass
program.

Install and open exhibitions of medieval
glass, Jiri Harcuba, East-West, and library
holdings, and begin design of 2011
summer exhibition and reinstallation of
Contemporary Gallery.

Operate balanced budgets to protect
the MORF fund.

Evaluate top 50 vendors to identify 3
cost reduction opportunities.

Deploy GlassLab, Hot Glass Roadshow
and third Celebrity cruise ship.

Continue to grow Ennion Society
memberships by 5 memberships.

Complete expansion of storage capacity at
Rakow Library.

Enable online donations and
memberships renewals.

Continue to lend to, and borrow from, and
publish with other institutions.

Sustain general membership.


Communicate active roles in professional
organizations and societies.

Deploy digital asset management system
to improve access to the Museum’s
resources.

Publish JGS, Annual Report, New Glass
Review, Islamic catalog, catalog of
medieval exhibition and others.

Implement strategy to distribute
publications to wider audiences.

Continue to attract top diverse artists,
students and instructors to The Studio.
Visitor Focus
Organizational Effectiveness

Maintain high customer satisfaction
ratings from daily customer surveys.

Utilize targeted recruitment to attract a
diverse pool of qualified applicants.

Continue to monitor housekeeping
services to ensure consistent service
delivery and professional behavior
and appearance, per the new union
agreement.

Support a working environment that
offers fair and competitive
compensation and benefits by
continuing to benchmark against
AAMD and other relevant surveys.
Increase group tour demonstration
capacity to improve the experience of
all visitors.

Update and refresh selected
Innovations Center exhibits, including
utilization of the Magic of Glass
Theatre.
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Create Gallery Master Plan.

Improve wayfinding throughout the
museum campus prior to peak
season.
Grow GlassMarket per capitas to
$12.35, while maintaining margins at
52%.

Update content and redesign key
sections of the web site to better
reflect the Museum.

Increase flameworking capacity from 2
to 4 torches during peak season.

Capture more museum activities and
initiatives in video to distribute online.

Grow visitor per capitas 2% to $25.04.

Deploy second-phase of digital
signage including new design, content
and equipment.

Stewardship

Refine glass object workflow in
receiving and exhibit prep areas and
continue to migrate and re-house
glass collections at offsite storage
facility.

Further develop glass collections
database to include all current
research and cataloging and continue
verification of old catalog records.

Enhance intranet tools for more
efficient and effective internal
communication with the use of Share
Point Server.
Complete expansion of Conservation
Lab and identify new collections care
opportunities.

Ensure that lead roles are clearly
defined by leadership to improve
accountability in cross-functional
initiatives.
Digitize Scientific Research
department’s writings and
publications to create full text online
database.

Reinstall library collections in Rakow
Library.
Provide training and development
opportunities with a focus on internal
resources.

Implement volunteer systems, SQL
reporting services, and digital signage
software.

Continue to prioritize facility
maintenance and repairs and facility
upgrades with available funds.

Execute new computer server and
digital storage strategy.


Continue to define meaningful and
targeted work experiences for
volunteers while increasing the
number of volunteers.
Complete initiatives to reach Safety
Excellence (90% + assessment score
Jan. 2011).

Involve the Safety Manager in risk
assessments for new equipment and
process changes to ensure
compliance with CMoG safety
standards.

Respond to the spreading of the
H1N1 flu virus and other threats, to
strengthen CMoG’s pandemic
plan.Enhance critical systems and
application redundancies.

Relocate hot glass show equipment to
Storage Facility.