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 sc ientific developments of New York’s Finger Lakes Region.

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The Finger Lakes Museum's Strategic Plan

Transcript of The Finger Lakes Museum's Strategic Plan

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

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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

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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

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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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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.

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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.