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 STRATEGIC PLAN
Dear Supporters, Partners, Visitors, and Staff,
1. Establish Regional Programming and a permanent home – the “Discovery Campus” (2014)
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 glaciallyformed 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.
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 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 Executive Director
John Adamski President, Board of Trustees
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
THE FINGER LAKES MUSEUM 2013-2023 STRATEGIC PLAN
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.
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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
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
The Finger Lakes Region What is special about the Finger Lakes Region of New York?
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:
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
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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.
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.
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 MUSEUM: 2013-2023 Strategic Plan
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.
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THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
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. Page 4
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
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.
MEASURING PROGRESS
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.
Number of Total Visitors
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.
Number of Student 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
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THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
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!
MEASURING PROGRESS
STRATEGY A: EDUCATE & INSPIRE VISITORS to instill an inherent sense of responsibility and pride of ownership.
Leadership in Energy & Environmental Design (LEED for Buildings & for Operations)
STRATEGY B: PROVIDE LEADERSHIP through instruction and through operations.
Number of Stewardship Partnerships
STRATEGY C: UTILIZE LIKE-MISSIONED PARTNERSHIPS to promote sustainable values and pro-active environmental stewardship activities.
Number of Stewardship Attendees
STRATEGY D: CELEBRATE AND RECOGNIZE good deeds, green companies and leaders in stewardship.
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
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THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
GOAL: ECONOMIC HEALTH Tourism and the arts are the lifeblood of many communities in New York State. immeasurable incremental value to almost all industry sectors.
In other communities they add
MEASURING PROGRESS
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.
Visitor Spending
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.
Dollars Spent on Destination Tourism Promotions
Jobs Created Participation in Regional Economic Development and Tourism Initiatives
Job Training Provided 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.
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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
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.
MEASURING PROGRESS Net Promoters Score Graduates Accepting Jobs within the Region Net Migration Ranking in Places Rated Almanac
STRATEGY B: OFFER INSPIRING EXPERIENCES, ART & PHOTOGRAPHY with stunning locations, exciting programming, quality performance and visual arts, and unforgettable images of the Region.
Number of Presentations of Performance and Visual Arts
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.
Volunteers Mobilized
Knowledge without love will not stick. But if love comes first, knowledge is sure to follow. John Burroughs
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THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
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.
MEASURING PROGRESS Visitor Exit Surveys National Planning & Design Awards
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.
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
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THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
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.
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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
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.
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
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.
Bond Rating (ie. Moody’s)
STRATEGY D: IMPLEMENT PRUDENT FINANCIAL PRACTICES & FORESIGHT based on market research, continued assessment, business planning, accounting practices and strategic planning.
Percentage of Budget as Overhead, Capital and Program
STRATEGY E: UTILIZING PARTNERSHIPS for efficiency in human resources, space and other program and overhead expenses.
Investment in Professional Development
STRATEGY F: BALANCING SEASONAL FLUCTUATIONS to best serve the market and to best match overhead costs with Museum visitation and revenue.
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THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
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: responsibility.
DEMONSTRATE EFFECTIVE LEADERSHIP citizenship, participation, operational success and financial
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.
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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
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 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
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OOM Cumulative Budget $6 +/- mm (Over $4mm raised/Pledged to Date)
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
2014: A PERMANENT HOME
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
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OOM Cumulative Budget $8 +/-mm ($2mm New Investment)
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
2015: DISCOVERY CAMPUS FULFILLED & FINGER LAKES SQUARE
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
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OOM Cumulative Budget $12 +/-mm ($4mm New Investment)
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
2016: HISTORY OF WINE
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
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OOM Cumulative Budget $15 +/-mm ($3mm New Investment)
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
2017: CRITICAL MASS
(BHAG)
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
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OOM Cumulative Budget $50 +/-mm ($35mm New Investment)
THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
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
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THE FINGER LAKES MUSEUM: 2013-2023 Strategic Plan
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.
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