The Academy of Natural Sciences
Strategic Plan: 2007 to 2012
(Approved by the Board of Trustees, June 1, 2007)
The Academy of Natural Sciences (“Academy”) was established in 1812, and it is the oldest natural science research institution and museum in the Americas. Its mission, set forth by the Pennsylvania legislature in 1817, is “the encouragement and cultivation of the sciences.”
The Academy is now recognized internationally for its vast collections, research, exhibits, and educational programs. It is a 501(c) (3) non-profit organization with an annual operating budget of about $13 million and about 235 staff. The Academy’s collection of more than 17 million cataloged natural history specimens and artifacts is among the ten largest in the United States. The Academy will celebrate its 200th birthday in 2012, the final year of this five-year plan. The vision of this plan is doing what it takes to assure that the Academy is vibrant, financially-secure, and cutting-edge at its 200th birthday, and positioned to thrive and lead for the next 200 years.
The Academy implements its mission through four program goals:
- Improving understanding of the diversity, ecology, and evolution of life.
- Developing and applying science to protect the environment.
- Advancing public interest and engagement in natural sciences and environment issues.
- Preserving the heritage of natural science in specimens, images, words, and numbers.
In pursuing these goals —diversity of life, environment, education, and preservation (“DEEP”)— the Academy will observe the following:
- Excellence in the qualifications and the work of staff and board.
- Benchmarking to improve and innovate.
- Selected partnerships that will strengthen effectiveness.
- Effective communication with stakeholders.
- Integrating sciences with public programs.
Principal Needs
Building and Exhibit Upgrades and Use
Develop a master plan for the use and long-term maintenance of building space, and undertake the points below consistent with the plan. The plan will have two phases. The first will be a succinct conceptual overview. The second will involve more detailed plans, with presentation materials for use with donors. The second phase may be broken into phases itself, based on opportunities for support and operational sequencing. The plan will address public access, research, collections care, administrative support, and building systems support. It will provide for efficient and effective use of space for the Academy’s diverse needs, be energy efficient and environmentally friendly, provide visitors with a great experience, and enhance the visual presence of the Academy as a Parkway landmark.
- Replace the existing air conditioning and heating system with a modern system that provides for effective climate and air quality control. This upgrade will protect the natural history collections and library and provide air quality controls needed for sensitive analytical work.
- Design and install new permanent exhibits that will showcase the depth and breadth of the Academy’s magnificent collections and will provide visitors with an immersive experience unmatched by any other museum.
- Conserve, upgrade, and reinterpret the existing permanent exhibits, including the paleontology hall and many of the dioramas, to provide visitors with exciting and engaging educational and entertainment experiences.
- Renovate and upgrade the Outside-In exhibit, possibly enhancing and enlarging it by relocating the Live Animal Center so that it is adjacent to the exhibit and moving the Academy café to the southeast corner of the building at 19th and Cherry.
- Develop two or three spaces into state-of-the-art medium-sized classrooms or meeting rooms.
- Schedule traveling and temporary exhibits through 2012, considering visitor attraction, cost, mission advancement, and the approach of the Academy’s 200th birthday.
- Generally weave the themes of evolution, biodiversity, and conservation into exhibits.
Education
- Assess current programs.
- Recruit a PhD level position to prepare funding proposals and enhance scholarship in education programs.
- Diversify programs for more audiences and develop educational products for use elsewhere.
- Enhance training programs for volunteers and increase the proportion of older volunteers.
Science
- Improve integration of the systematics and environmental disciplines through increased activity in projects that engage both, such as surveys of life forms in specific areas and DNA analysis, joint involvement in staff recruitment, and other avenues that may be identified.
- Add curators for the following disciplines, at a minimum: benthic (aquatic bottom sediment) ecology, botany, diatoms, ornithology, and watershed modeling.
- Add four additional post-doctoral positions.
- Increase the national and international scope of environmental activities, and extend coverage to the marine environment and to issues including climate change and fishing.
- Launch an initiative for international conservation, beginning with an Asian center containing the existing Mongolian Institute and reaching west to Eastern Europe.
Collection Preservation and Access
- Continue and accelerate the digitizing of specimens, books, manuscripts, and images, with priority for type specimens and unique texts and images.
- Recruit position with overall responsibility for the archives, the Academy Press, and licensing of intellectual property rights.
- Maintain public hours for the Library.
Baseline Balanced Operating Budget
The Academy’s audited financial statements for the previous three years (2004-2006) are balanced, with income exceeding expenses. The Academy is not experiencing deficit financial performance, and net assets continue to increase. However, the operating budget of the Academy shows a shortfall of income compared to expenses in the range of $500,000 to $1 million. The difference between audited financials and operating budget is primarily due to the Academy’s investment performance outpacing the current endowment spending policy, and endowment contributions not being included in the operating budget. Although these income sources are real and positive, they are not considered operating income. The annual operating budget uses internal resources, such as Board-designated reserves (but not endowment), to offset the operating income shortfall. A balanced operating budget is needed to preserve these Board designated reserves and give the Academy long-term assurance of viability; achieving this balance is an initial, fundamental need.
Finance and Administration
- Replace financial software and train staff in the new Federal grant management system.
- Strengthen system capabilities for research and more effective salary administration.
- Upgrade security systems.
- Replace the outdated phone system.
- Successfully complete re-accreditation by the American Association of Museums.
Income Development
Key initiatives to secure the funds needed to implement this strategic plan include:
Board of Trustees
- Engage the trustees in the work of the Academy and in providing support for it.
Sales, Marketing, and Communications
- Review the effectiveness of visitor services, facility rentals, gift shop, marketing, and public affairs in producing net income, and integrate their management within the Academy.
- Renovate the Academy intranet to include program information for staff and board as well as administrative information, such as forms and policies.
Membership
- Increase the number of members and donations by improved communications and by providing more member benefits, such as receptions before events and an annual members’ night.
Donations (Private, Foundation, Corporate)
- Initiate an annual fundraising dinner, beginning with Ruth Patrick’s 100th birthday in 2007.
- Typically make one or more special appeals each year in addition to the current annual appeal.
- Cultivate and solicit prospects for major gifts more effectively, including regular luncheons and dinners, receptions in conjunction with Academy events, and donor trips.
- Market planned giving, with emphasis on bequests and endowment gifts.
- Once initial planning is completed, launch a campaign for renovation and improvement of the building in time for the Academy’s 200th birthday in 2012, with emphasis on long-term exhibit and public area upgrades. Include naming opportunities.
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