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The Finger Lakes Museum's Strategic Plan
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2013-2023 STRATEGIC PLAN (ver. 3.0)
The Finger Lakes Museum seeks to develop, support and inspire the stewardship of the region - and of fresh water around the world.
Through its educational programs and initiatives, it actively advances and interprets the historical, cultural, social and scientific developments of New York’s Finger Lakes Region.
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
April 17, 2013
Dear Supporters, Partners, Visitors, and Staff,
The Finger Lakes Region of New York State stirs our imagination. Residents and generations of tourists are drawn by its origin, history,
and culture. But the lakes are the heart of its appeal. Visible from more than 200 miles above the earth's surface, these 11 glacially-
formed lakes contain trillions of gallons of drinking water surrounded by 380 miles of shoreline and more than 9,000 square miles of
forests, hillsides and gorges.
The responsibility of The Finger Lakes Museum is to inspire pride and stewardship of the region. By activating residents, visitors, and
future generations through engaging educational and inspirational programs, the Museum will be a catalyst that evokes positive change
and drives a powerful new brand for the Finger Lakes Region.
As a remarkable example of the earth’s freshwater resource, the Finger Lakes Region must lead by example. Today, emerging
pressures increasingly threaten our treasured habitats, historic places and pristine resources. With your help, The Finger Lakes Museum
will insure that the greatest days for this region are ahead.
This 10-year Strategic Plan includes short-term strategies to establish the Museum, mid-term strategies to create a critical mass of
resources, and a long-term strategy to solidify the operational sustainability and deliver on our grand vision. Each one of these steps
will require continued dedication of our supporters and partners. We hope you’ll join us in this journey.
Best Regards,
Donald P. Naetzker II John Adamski
Executive Director President, Board of Trustees
STRATEGIC PLAN
1. Establish Regional
Programming and a
permanent home – the
“Discovery Campus”
(2014)
2. Offer Comprehensive
Mission-Driven
Programming and a
“Finger Lakes Square”
Partnership Venue (2015)
3. A Destination
Attraction in a
Quintessential Finger
Lakes Location – the
“Lake Campus” (2017)
4. Deliver on a Grand
Vision for Learning,
Economic Benefit and
Environmental
Stewardship with a
Region-wide web of
experiences and
adventure (2023)
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
CONTENTS
INTRODUCTION ....................................................................................................................................... 1
MISSION, VISION & CULTURE .................................................................................................................. 3
GOALS ..................................................................................................................................................... 4
STRATEGIES .............................................................................................................................................. 5
TIME LINE & INSTITUTIONAL ASSESSMENT ............................................................................................ 13
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 1
THE FINGER LAKES MUSEUM 2 0 1 3 - 2 0 2 3 S T R A T E G I C P L A N
INTRODUCTION
Strategic Plan Purpose
The Museum’s 2013-2023 Strategic Plan is a 10-year strategy designed to create an institution of regional
importance and national renown. This effort will require diligence, hard work, and creative adjustment. Ownership of
this plan and a commitment to its vision, is its foundation. The plan will be periodically updated as actions and goals
are met or as circumstances change.
The Finger Lakes Museum Today
The Finger Lakes Natural & Cultural History Museum (dba. The Finger Lakes Museum) is chartered by the New York
State Education Department and is a tax exempt 501(C)(3) corporation. The Museum is a young institution and
unique within the region. It is dedicated to the understanding, celebration, and stewardship of our lakes and the
communities that surround them.
The Finger Lakes Museum is managed by a Board of Trustees and a growing staff. World-class consultants have
been hired to provide the best guidance on market study, branding, exhibit design, architecture, landscape
architecture and construction.
The Museum currently runs educational programs with partners at locations throughout the Finger Lakes Region. A
former elementary school in Branchport, New York has been purchased and is being repurposed as the Museum’s
Discovery Campus, scheduled to open fully in 2014. Programs scheduled to begin at the Discovery Campus and
remote locations beginning in 2013 include: “From the Brink of Extinction” - an exhibit telling the story of the
restoration of Bald Eagles in New York State (including live Bald Eagles), an outdoor discovery program for K-12
students and adults, “Earth to Table” - a hands-on program teaching the fundamentals of how food is grown,
propagated and prepared, “Vine to Wine” - the story of the history of Finger Lakes wine-making, a
boatbuilding/restoration program, a history of Finger Lakes railways/transportation program (including authentic
railroad experiences) and a waterfront program with kayaks and sailboats.
The Museum’s programs are intended to redefine the concept of “museum”, and are designed to be appealing to a
diverse audience of children, families, residents, students and visitors.
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 2
Millions of years of natural history . Thousands of years of human history . Hundreds of years of national history
It's time
The Finger Lakes Museum . Like no other place . Like no other museum
The Finger Lakes Region
What is special about the Finger Lakes Region of New York?
Stunning Beauty!
Abundance of the World's Most Important Natural Resource: Fresh Water;
World-Class Viticulture, Agriculture & Tourism Industries;
A History of Leaders & Entrepreneurs; and
Thriving Communities with Deep Roots and Creative Ambitions.
The Finger Lakes Museum will introduce residents and visitors alike to the wonders of the area, inspiring greater celebration and conservation
of the region's many cultural and natural riches.
The Need for The Finger Lakes Museum
The Finger Lakes Museum is needed now for two overarching reasons. First, the Museum will do what no other entity has accomplished for the
Region: enable residents and visitors to explore and enjoy all aspects of the past, present, and future of the Finger Lakes. Second, the
Museum will inspire in its patrons the knowledge and emotion needed to recognize and respond to the potential threats against the future of
this special area. More specifically, the need for the Museum is:
To spread the fun of the Finger Lakes among a much wider audience;
For residents and visitors to better recognize, appreciate and understand the Region ;
To address critical gaps in education through fun, meaningful, and effective experiences;
o Addressing the decline in healthy, direct, hands-on relationships with the natural world;
o Teaching about invasive species and their impacts;
o Inspiring land & water stewardship and instilling conservation ethics;
o Understanding and participation in a “Sustainable Economy” ;
To affect change relative to the protection of our natural & cultural resources; and
To attract visitors and residents , provide leadership within the tourism and arts industry, and create jobs.
FRESH WATER…
Great Lakes Basin,
including the Finger
Lakes, contains 21% of
the earth’s surface
water
WINERY
ACCOLADES…
Named the world's most
beautiful wine region
(Budget Travel,
Readers' Choice
Award)
A DESTINATION
Ranked the top lake
vacation spot
(Sherman's Travel
Magazine); and a
premier lake region
to visit (USA Today)
BIRTHPLACE OF
DEMOCRACY…
The home of the Iroquois
Nation and our country’s
model for democracy
LEADERS &
ENTREPENUERS
Chief Red Jacket
Susan B. Anthony
George Eastman
Frederick Douglass
William Seward
Harriet Tubman
Susan B. Anthony
Chester Carlsen
Henry Lomb
John Bausch
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 3
MISSION, VISION & CULTURE
Mission
The Finger Lakes Museum seeks to develop, support and inspire the stewardship of the region - and of fresh water around the world. Through its educational programs and initiatives, it actively advances and interprets the historical, cultural, social and scientific developments of New York’s Finger Lakes Region.
Vision
The Vision of the Finger Lakes Museum is born from an
unmatched dedication to introducing all people to the
natural science and evolving culture of the Finger Lakes
Region of New York State.
Through its programs, exhibits, initiatives, and leadership,
the Museum actively advances and interprets the social
and scientific developments of the Region. In partnerships
and collaborations with local and regional organizations,
the Museum preserves, celebrates, and stimulates the
cultural and natural assets of the Region. The Museum
serves as a leading steward of freshwater - the world’s
most important resource – and champions the ecological,
educational, and economic development of the Finger
Lakes Region for current and future generations.
Culture
The culture of The Finger Lakes Museum thrives on an
intrinsic love and appreciation for the natural world and
cultural intrigue. The Museum’s personality is authentic,
fun, collaborative, flexible, immersive, responsible and
sustainable.
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 4
GOALS The Finger Lakes Museum’s Mission will be implemented with equally qualified Operations. The first four goals of this Strategic Plan relate to the Mission of the Museum as an
educational institution, a guardian of our region, an economic engine and as an emotionally inspirational experience. The last three goals speak to the delivery of that Mission –
though a web of first class facilities and a business structure that efficiently operates the programs and facilities of the Museum.
MISSION DRIVEN GOALS
Education
Support the discovery, understanding and appreciation of local natural and cultural history, including the uniqueness of the Finger Lakes ecology and its future potential.
Environmental Stewardship
Protect fresh water resources around the world through education and awareness, support environmental research, teach best practices/stewardship and be a leader in
conservation and restoration programs.
Economic Health
Develop programs and facilities that substantially progress a new and high quality brand for the Finger Lakes, while creating jobs, offering a unique tourism product and
partnering in the global promotion of the region.
Inspire a Love of the Finger Lakes Region
Cultivate community pride and identity leading to stewardship and to the retention/attraction of our people and business.
OPERATIONS DRIVEN GOALS
Create a Place
Create a world-class museum campus that introduces visitors to the unique natural history and evolving culture of the Finger Lakes Region - including a destination facility at
Keuka Lake and authentic interpretive centers around the region.
Effective Operations
Develop partnerships to efficiently provide programs, co-market and share resources; develop financial and marketing practices that attract sufficient financial resources to
build the museum and assure its successful operation; and demonstrate leadership in realizing the museum’s mission and vision.
Attract Resources
Inspire individuals, corporations, and foundations to support the development and operations of the Museum.
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 5
STRATEGIES
GOAL: EDUCATION
Our supreme educational goal is to guarantee that all visitors enjoy meaningful experiences with the Museum. Visitors will be
enabled and encouraged to take ownership of their experiences as well as over the material and information that they
encounter.
STRATEGY A: PROVIDE DISCOVERY PROGRAMMING utilizing the new Discovery Campus as a means of introduction, and as
a trailhead to the quintessential Finger lakes experience around it.
STRATEGY B: LEVERAGE CURRENT PROGRAMS including Back from the Brink and Vine to Wine in order to capitalize on
existing investment in content and production.
STRATGEGY C: INCREASE WEB-BASED EDUCATION through the development of our own innovative content and interactive
platforms - and by adding strategic links to partner content. Remain cutting edge and youthful in its presentation.
STRATEGY D: DEVELOP & STRENGTHEN PARTNERSHIPS by continually exploring synergistic relationships and leveraging the
best educational and experiential value for our visitor.
STRATEGY E: PROVIDE OUTREACH EDUCATION by delivering a message and content to diverse audiences at their place.
STRATEGY F: FACILITATE DISCUSSION by convening audiences at festivals, conferences and events to advance scientific
thinking and/or historical curiosities.
STRATEGY G: PUT PEOPLE ON THE LAKE AND IN THE WOODS at an experiential campus on Keuka Lake and at a series of
authentic “best of” Finger Lakes Places.
STRATEGY H: DEVELOP AN ICONIC EDUCATIONAL FEATURE to function as the nectar that draws visitors to the Finger Lakes
and to the Museum, that also functions as a premier educational tool leaving a lasting footprint in visitor’s memories. Let that
feature be a “culturally rich and experiential” aquarium – like none other.
MEASURING PROGRESS
Number of Student Visitors
Number of Total Visitors
Number of Return Visitors
Overall Regional Attendance
Geographic & Demographic Reach
Number of Educational Page Web
Site Hits
Average Web Site Visit Time
Number of Institutional Partnerships
Percentage of Interactive Educational
Programs
Percentage of Programs Occurring
Outdoors
Percentage of Programs Occurring in
Authentic Historic or Natural Places
Play is our brain’s favorite
way of learning. Diane Ackerman
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 6
GOAL: ENVIRONMENTAL STEWARDSHIP
The Finger Lakes Museum must preach to our region, state, country, and ultimately the world - that in order to change the
future, we must act now. If the Museum, children, residents and visitors of the Finger Lakes do not responsibly protect our
fresh water, natural resources and rich cultural history, then who will? We must begin the change, and the time for action
is now!
STRATEGY A: EDUCATE & INSPIRE VISITORS to instill an inherent sense of responsibility and pride of ownership.
STRATEGY B: PROVIDE LEADERSHIP through instruction and through operations.
STRATEGY C: UTILIZE LIKE-MISSIONED PARTNERSHIPS to promote sustainable values and pro-active environmental
stewardship activities.
STRATEGY D: CELEBRATE AND RECOGNIZE good deeds, green companies and leaders in stewardship.
MEASURING PROGRESS
Leadership in Energy &
Environmental Design (LEED for
Buildings & for Operations)
Number of Stewardship Partnerships
Number of Stewardship Attendees
Number of Awareness Events
Invasive Species Defended Against
Habitats Improved
“We do not inherit the earth
from our ancestors; we borrow
it from our children” Native American Saying
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 7
GOAL: ECONOMIC HEALTH
Tourism and the arts are the lifeblood of many communities in New York State. In other communities they add
immeasurable incremental value to almost all industry sectors.
The Finger Lakes Region is poised to be one of the world's great tourist destinations. It is ranked the top lake vacation spot
ahead of internationally notable places as Lake Como in Italy, the Lake District in England, and Lake Superior and Lake
Tahoe in North America (Sherman's Travel Magazine). The region is named the world's most beautiful wine region,
surpassing Napa Valley and the Loire Valley (Budget Travel, Readers' Choice Award), and USA Today selected the Finger
Lakes a premier lake region to visit. Finger Lakes tourism employs over 25,000 persons, contributes half a billion dollars to
the region’s income, and adds immeasurably more to the region’s quality of life.
The Finger Lakes Museum has the ability to be the “capstone” to the region’s tourism assets, provide leadership in branding
this global destination, and provide jobs and job training for the industry.
STRATEGY A: PARTICIPATE IN THE REGIONAL BRANDING of New York’s Finger Lakes.
STRATGEY B: OFFER AN OUTSTANDING TOURISM PRODUCT to compliment other tourism destinations in the Finger Lakes
Region and help create the critical mass to draw visitors from around the world.
STRATEGY C: ENHANCE THE REGION’S QUALITY OF LIFE through new recreational opportunities, exposure to the arts, more
education and the protection of cultural and natural resources.
STRATEGY D: UTILIZE PARTNERSHIPS to co-market, cross-sell, package and share resources in order to efficiently grow the
tourism industry in the Region.
STRATEGY E: PROMOTE THE FINGER LAKES REGION AND THE FINGER LAKES MUSEUM with a healthy budget, creative
marketing and aggressive selling.
STRATEGY F: PROVIDE JOBS, A CAREER PATH & JOB TRAINING for local residents that are entering the workforce as
untrained service providers, as well as skilled workers seeking well paying jobs as managers and technicians.
MEASURING PROGRESS
Visitor Spending
Jobs Created
Participation in Regional Economic
Development and Tourism Initiatives
Dollars Spent on Destination Tourism
Promotions
Job Training Provided
More than 100 wineries
More than 135 museums
More than 80 art galleries
More than 400 registered historic sites
14 professional theatre companies
45 community theatre groups
1,063 waterfalls
20 tour boats
650 miles of shoreline
More than 300 bed & breakfast facilities
At least 100 restaurants with water views
More than 50 farmers markets
100 U-pick locations
26 state parks
A 16,036-acre national forest
17-mile “Grand Canyon of the East”
100 miles of the historic Erie Canal
More than 2,000 miles of trails
95 public campgrounds
160 golf courses
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 8
GOAL: INSPIRE A LOVE OF THE FINGER LAKES REGION
It is the intrinsic affection for the Finger Lakes Region that the Museum seeks to inspire in its visitors and in the residents of the
Region. Native American lore describes the Finger Lakes as the hand prints of the Creator, who reached down, touched the
earth, and transformed this land into sacred ground, blessed by nature. Seeing that this Region has already been loved and
blessed by the generations before us - creates an even greater understanding of why it deserves to be loved for generations
yet to come.
STRATEGY A: POSITIVELY COMPARE, CONTRAST & PROMOTE the Finger Lakes Region with other regions in this country and
around the world.
STRATEGY B: OFFER INSPIRING EXPERIENCES, ART & PHOTOGRAPHY with stunning locations, exciting programming, quality
performance and visual arts, and unforgettable images of the Region.
STRATEGY C: IDENTIFY & HIGHLIGHT RISKS to the Region to instill a sense of urgency and insure that the quality of our
environment is not taken for granted.
MEASURING PROGRESS
Net Promoters Score
Graduates Accepting Jobs within the
Region
Net Migration
Ranking in Places Rated Almanac
Number of Presentations of
Performance and Visual Arts
Volunteers Mobilized
Knowledge without love will not stick.
But if love comes first,
knowledge is sure to follow. John Burroughs
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 9
GOAL: CREATE A PLACE
The Finger Lakes Museum is about education, programs and experiences. The physical places where those activities occur will
add value, and will always be critical to success and the experience.
The “place of business” for The Finger Lakes Museum will grow incrementally and organically, beginning with a seed planted in
a former elementary school in Branchport, New York (the Discovery Campus) – and grow to become a nationally significant
institution known for its mission and programs that reach the entire Finger Lakes Region. This growth will take decades, not
years. Priorities for growth will be determined by need, funding availability, urgency and opportunity.
STRATEGY A: HOST STATE-OF-THE-ART PROGRAMS & EXHIBITS by employing cutting edge technology in the service of
authentic hands-on experiences.
STRATEGY B: FULFILL THE MISSION IN INSPIRING PLACES using a “web of experience” to offer entertainment and education
in the most unique locations within the Region.
STRATEGY C: HEAVILY-PROGRAMMED & ANIMATED PLACES that inspire social interaction, inspire curiosity and build local
energy.
STRATEGY D: WORLD-CLASS & SENSITIVE DESIGN that respects natural and historic settings while offering artistic and
innovative solutions to creating space and using materials.
STRATEGY E: PROVIDE INFRASTRUCTURE for education, programs and visitor experiences to be maximized.
MEASURING PROGRESS
Visitor Exit Surveys
National Planning & Design Awards
Incredible Finger Lakes “Places”
Quintessential Finger Lakes Experience at the
Northwest tip of Keuka Lake
Small City of History and
Culture in Canandaigua
Wild & Protected Appalachian Foothills of
the Naples Highlands
Pristine, Undeveloped Lakes of
Hemlock and Canadice
Spectacular Shale Gorges and
Waterfalls at Watkins Glen
Historic Preservation & Restoration in a
Real Living Village at Aurora
Transportation and Settlement
History of the Erie Canal in Pittsford
The Return of the Dead – Breathing New Life
into a Tainted Lake in Syracuse
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 10
A quintessential Finger Lakes “place”
was chosen at the north-west corner of
Keuka Lake to function as the flagship
for the Museum’s web of experiences.
This “Lake Experiential Center” includes
an educational Discovery Campus – and
will expand to include an exhibit-based
museum within the 620 acre Keuka Lake
State Park. This flagship experience will
also include Keuka Lake itself, the Sugar
Creek valley, dozens of acres of
wetlands, a historic rural hamlet and
connecting trails.
The historic City of Canandaigua has
been identified as the preferred site for
a Finger Lakes arts & culture center, a
location to host environmental
stewardship activities from, and the
location for front-office functions.
An expansive web of university, museum,
and destination attractions will be
developed through partnership
relationships.
Current partnership agreements have
been signed with Keuka College, New
York State Parks, the Finger Lakes
Tourism Alliance, and the Curtiss
Museum. Discussions are underway with
Cornell University, Rochester Institute of
Technology, Finger Lakes Community
College, Wells College, Cayuga
Community College, the Finger Lakes
Institute, Rochester Museum & Science
Center, The Strong, the Museum of the
Earth, New York Wine & Culinary
Center, The Nature Conservancy, the
Finger Lakes Land Trust, The Finger
Lakes Watershed Alliance, Finger Lakes
Railway and several others.
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 11
GOAL: EFFECTIVE OPERATIONS
Strong leadership will be augmented with regional institutional partnerships. Funding is being secured through a grassroots
efforts, foundation grants, public support and through private fundraising. Earned revenues will be maximized and will be
supplemented by strong membership and development programs. When fully operational, museum peers typically generate
approximately 50% of their operating budget from Earned Revenue and 50% from un-earned revenue. The Finger Lakes
Museum will strive to exceed 60% earned revenue.
Museum facilities will be designed and built to be efficient and green. A marketing and sales plan has been developed to
target the market identified and to exceed market projections.
STRATEGY A: PROVIDE PROVEN & CAPABLE LEADERSHIP that includes comprehensive experience in education, museum
administration, board management, environmental stewardship activity, capital expansion, financial development, and other
business activity.
STRATEGY B: INSTILL A CULTURE OF CUSTOMER SERVICE through policy, training, hiring and leadership practices.
STRATEGY C: LEVERAGE AND PROTECT THE BRAND AND INVEST IN MARKETING to communicate and sell the value of
museum programs and visits to the Finger Lakes Region.
STRATEGY D: IMPLEMENT PRUDENT FINANCIAL PRACTICES & FORESIGHT based on market research, continued assessment,
business planning, accounting practices and strategic planning.
STRATEGY E: UTILIZING PARTNERSHIPS for efficiency in human resources, space and other program and overhead expenses.
STRATEGY F: BALANCING SEASONAL FLUCTUATIONS to best serve the market and to best match overhead costs with
Museum visitation and revenue.
MEASURING PROGRESS
National Recognition by Leading
Associations & Reviewers (ie.
American Alliance of Museums,
American Institute of Architects,
Tripadvisor, etc.)
Earned Revenue as percent of
Expense
Number of Operational Partnerships
Bond Rating (ie. Moody’s)
Percentage of Budget as Overhead,
Capital and Program
Investment in Professional
Development
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 12
GOAL: ATTRACT RESOURCES
Communicate a sense of purpose to individuals, corporations, and foundations to support the development and operations of
the Museum. Instill confidence in those supporters that the leadership of the museum has the ability to efficiently manage the
development and operations of the organization.
STRATEGY A: COMMUNICATE THE NEED AND SOLUTION through an inspirational case statement, business plan, public
presentations, and an clear elevator speech.
STRATEGY B: DEMONSTRATE EFFECTIVE LEADERSHIP citizenship, participation, operational success and financial
responsibility.
STRATEGY C: SEEK ADVICE AND COUNSEL FROM SUPPORTERS to inform directions and decisions of the organization in a
manner consistent with the values of Museum stakeholders and potential donors.
STRATEGY D: CULTIVATE DONORS AND OFFER APPRECIATION AND DONOR STEWARDSHIP with thorough and consistent
communications, recognition and participation.
STRATEGY E: CONDUCT ANNUAL CAMPAIGNS utilizing creative, cutting edge, and traditional techniques for grass roots
support and continued giving.
STRATEGY F: WRITE EFFECTIVE AND SUCCESFUL GRANT APPLICATIONS utilizing professionals, volunteers and staff and an
efficient and organized process – then deliver on our promise to the funding agent.
STRATEGY G: DEVELOP AN OPERATING ENDOWMENT as part of a comprehensive campaign in order to reduce the
dependence on annual giving.
MEASURING PROGRESS
Unearned Revenue
Membership
Attendance
Percent of Budget on Programming
Percent of Budget on Capital
Percent of Budget on Overhead
Grant Awards
Operating Endowment
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 13
TIME LINE & INSTITUTIONAL ASSESSMENT The following time line of development sets out annual action items that support the goals and strategies listed previously. Each successive year demonstrates significant progress
towards the Museum’s vision, recognizing that this is a long-term strategy and a ten year plan. An order-of-magnitude cumulative budget figure is included for each year to
demonstrate an approximate investment in the vision.
2013: THE DISCOVERY CAMPUS OOM Cumulative Budget $6 +/- mm (Over $4mm raised/Pledged to Date)
Programs
Web Based (Discovery Program; Roadcast,
Meteorology, Water)
Outreach (Earth to Table; Vine to Wine, Finger
Lakes Rail, Farmer’s Market, Back from the Brink)
Discovery Campus (Waterfront Center,
Craftsmanship Program, From the Brink of
Extinction, Camp Keuka, Day Programming)
Landship: A Finger Lakes Mercantile
Facilities
Discovery Campus (Creekside Center, Aviary
Area, Earth to Table, & Craftsmanship Room)
Finger Lakes Rail Partnership
Canandaigua & Keuka Offices
Retail (on-Line, Canandaigua & Branchport)
Lake Campus (Master Plan, Moorings & Cottages)
Operations
Earned Revenue (Mercantile & Program Fees)
Fundraising: $2.3 Million Leadership Initiative
Annual Campaign
Rural Development Grant/Loan for
Lodging/Conferencing/Expansion
Fundraising: Cultivation & Grant Writing for $40
million Comprehensive Campaign ual
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 14
2014: A PERMANENT HOME OOM Cumulative Budget $8 +/-mm
($2mm New Investment)
Programs
Add Additional Discovery Campus Programming (Boat
Exhibits; Broadcast Studio; Finger Lakes Sustainability
Room, Picnic Market & Community Room)
Add Lake Campus Waterfront, Wildlife & Birding
Programs
Facilities
Discovery Campus: Phase 1 Complete (CFA Project &
Property Acquisition)
Lake Campus: Birding Center, SEQRA, DD, CD & State
Park Master Planning
Water Taxi/Bus
Add Aurora/Eastern FL Office/Retail/Welcome
Operations
Earned Revenue (Mercantile, Admissions, Program
Fees, Food & Memberships)
Annual Campaign
Fundraising: Cultivation & Grant Writing for $40
Million Comprehensive Campaign
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 15
2015: DISCOVERY CAMPUS FULFILLED & FINGER LAKES SQUARE OOM Cumulative Budget $12 +/-mm
($4mm New Investment)
Programs
Add Discovery Campus Lodging & Baseball
Add Finger Lakes Square Arts, Culture & Stewardship
Add Aurora Experience Center
Add Erie Canal Experience Center
Facilities
Finger Lakes Square in Canandaigua
Discovery Campus: Phase 2 (Lodging, Steamboat Frame & Ball Field)
Lake Campus: Bidding & Site Work
Expand Aurora Satellite
Operations
Earned Revenue (Mercantile, Admissions, Program Fees, Food & Memberships)
Fundraising: Cultivation & Grant Writing for $40 million Comprehensive Campaign
Annual Campaign
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 16
2016: HISTORY OF WINE OOM Cumulative Budget $15 +/-mm
($3mm New Investment)
Programs
Add History of FL Wine Exhibit - Eatery
Add Overnight/Hostel Programs
Facilities
Lake Campus: Construction & History of Wine Opening
Operations
Earned Revenue (Mercantile, Admissions, Program Fees, Lodging,
Food & Memberships)
Fundraising: Cultivation & Grant Writing for $40
million Comprehensive Campaign
Annual Campaign
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 17
2017: CRITICAL MASS (BHAG) OOM Cumulative Budget $50 +/-mm
($35mm New Investment)
Programs
Add Phase 1 of Lake Campus (Aquarium, Bald Eagle & River Otter; Full Waterfront;
Tree tops; 11 Finger Lakes; Glacial Beginnings, Stewardship)
Add Lake Campus Lodging
Facilities
Lake Campus: Opening
Lake Campus: Cabins
Operations
Earned Revenue (Mercantile, Admissions, Program Fees, Lodging, Food &
Memberships)
Fundraising: Endowment & Next Phase
Annual Campaign
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 18
2018-2023: CONTINUOUS IMPROVEMENT & EXPANSION
Programs
Do more, and better
Facilities
Better support programming
Build out Hub & Spokes
Operations
Be more efficient & self-reliant
Endowment Increase
Annual Campaign
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
Page 19
INSTITUTIONAL ASSESSMENT
The following performance indicators will be used to assess the general progress of The Finger Lakes Museum in accomplishing the goals of this Strategic Plan. The metrics (targets)
that are shown are placeholders designed to suggest desired trends and order of magnitude numbers. Specific metrics are to be prepared by senior staff and relevant Board of
Trustee Committees by the end of 2013.
Additional performance indicators, as outlined previously in this Plan, will be utilized by directors and managers as part of the assessment of their implementation of specific
strategies.
Performance Indicator 2013 2014 2015 2016 2017 2023
National Recognition by Leading Associations &
Reviewers (ie. American Alliance of Museums,
American Institute of Architects, Tripadvisor, etc.)
0 0 1 2 5 10
Overall Regional Attendance & Reach 5,000 25,000 35,000 100,000 130,000 250,000
Net Promoters Score +50% +75% +75% +75% +85% +95%
Institutional Partnerships 5 25 30 40 50 75
Visitor Spending (Earned Revenue) $100,000 $500,000 $1,000,000 $1,500,000 $2,500,000 $4,000,000
Jobs Created 5 15 20 35 60 100
Progress will be measured by
the way we that we teach and
the experience we deliver, not
by the buildings we create.