ChemiCal heritage Foundation - Strategic Plan
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Chemical Heritage Foundation Strategic Plan January 2014
Dear Friends of CHF,
It is our great pleasure to share with you CHF’s recently adopted strategic plan. The plan highlights the crucial
points of an important transition period for CHF.
The greatest strength of CHF is its versatility. We collect, preserve, and exhibit historical artifacts. We engage com-
munities of scientists and engineers. We tell the stories of the people behind breakthroughs and innovations. Now,
with the current strategic plan, we are striving to fully integrate these different functions. Future projects shall
incorporate archival, museum, research, and outreach activities, each building on the others’ input, with the joint
aim to study the past in order to understand the present and inform the future.
Building on our strengths in collecting and communicating the heritage of the chemical sciences and technolo-
gies, we will aim to both increase our impact and expand the reach of our activities. Three areas of focus will
help us increase our impact: leadership of thought, digitization, and internationalization. In summer and fall
2014 we will set in motion three major endeavors based on these areas. We will implement a research group on
the history of material culture and innovation. We will begin digitizing an important slice of our collections. And
we will expand our activities in Europe and Asia, while intensifying our efforts in key areas of the United States.
We also need to expand our reach, and moving forward we will cover the sciences and technologies of matter
and materials and their effect on the modern world, in territory ranging from the physical sciences and industries,
through the chemical sciences and engineering, to the life sciences and technologies. This expansion will allow us to
keep pace with the fields we study and the materials we collect. It is the next logical step in our evolution as an
organization.
Disciplinary specialties and research trends come and go. But CHF’s purpose—highlighting the impact of sci-
ence and technology on society—stays with us through history. We will continue to collect, study, and commu-
nicate the human stories of the fields we cover, concentrating on themes such as material culture and innovation,
instrumentation, health and disease, international trade and regulation, and scientific communities.
As CHF advances this strategic vision, we look back on more than thirty years of tremendous growth and great
success. “If we want things to stay as they are, things will have to change,” says Tancredi in the novel The Leopard.
In this spirit, we invite you to be our companion in transition. The plan offers much more than we can mention
in this short letter, and we hope you will explore it and send us your feedback, your ideas, and your support.
Laurie Landeau Carsten Reinhardt
Chair, Board of Directors President and CEO
chf strategic plan
Mission
To foster dialogue on science and technology in society.
CHF’s staff and fellows study the past in order to understand the present and inform the future. We focus on the sciences and
technologies of matter and materials and their effect on our modern world, in territory ranging from the physical sciences
and industries, through the chemical sciences and engineering, to the life sciences and technologies. We collect, preserve, and
exhibit historical artifacts. We engage communities of scientists and engineers. We tell the stories of the people behind break-
throughs and innovations.
Vision
CHF will be respected internationally as the leading center for collecting, studying, and communicating the human stories of
the sciences and technologies that shape material culture and innovation. We will be acknowledged worldwide as the origina-
tor of innovative programs in applied, experiential history of these fields.
Audience
Our audience consists of the following groups:
• Curious and scientifically minded individuals
• Scientists
• Engineers
• Humanities scholars and social scientists
• Policy makers
Areas of Strategic Focus
Leadership of thought
With thought leadership we will gain the authority to speak to and for our respective communities, based on the
excellent track record of the members of our institution in research, collecting, and outreach.
Collecting and processing
We will manage and provide access to our vast and rapidly growing collections of the cultural heritage of the sciences
and technologies. We will reach the capability to sustain a state-of-the-art digital presence.
Public engagement
To emphasize that the sciences and technologies are crucial cultural and social forces, we will successfully make
visible to the broader public the roles of science and technology in society, both past and present.
International relevance and presence
We will build our reputation and engage our audiences on a global scale.
Institutional Advancement
We will successfully secure substantial and continued support from individuals, foundations, and corporations
worldwide.
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chf strategic plan
Overview of key strategic objectives
Leadership of Thought
• Enhance the visibility and reputation of CHF as a research institute
• Build our capacity to translate our research for diverse audiences
• Increase our visibility beyond the academy
• Experiment with networks of collaborations that take our work beyond Philadelphia
Collecting and Processing
• Commence digitization effort and create online digital collections
• Provide value-added content to our online digital collections
• Further integrate research activities with collections and collecting activities
• Manage the growth of our physical collections
• Ensure safe and secure storage for our collections
Public Engagement
• Establish a series of major cross-functional projects that communicate the history of matter
and materials
• Upgrade traditional and digital media to reach and support CHF audiences
• Fully realize the ability of the museum to share collections with CHF audiences
• Target and build selected communities and audiences
International Relevance and Presence
• Become more visible to international peers and audiences
• Involve communities outside the US in CHF activities
• Determine the feasibility of CHF branches linked to institutions outside the US
Institutional Advancement
• Define and connect with target support groups
• Enhance Advancement Staff capabilities and tools
• Lay the groundwork for the next comprehensive campaign
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chf strategic plan
Focus Area One:
Leadership of Thought
Leadership of thought means undertaking rigorous original research and communicating that work to audiences
of interest. To achieve leadership of thought therefore requires a deep integration of our research activities with
our outreach programming. In this space, we bridge the communities of academics operating broadly on the terrain
of history of science and science and technology studies and communicate our work through the engaged activities
of public history. Drawing on methods such as oral history, archival research, ethnography, and other social science
tools, we seek to provide a space for rich intellectual pursuits, drawing from and building our collections. We
embrace our role as a participatory organization, actively studying, engaging, and constructing communities of
thought, practitioners, and audiences.
Objective 1:
Enhance the visibility and reputation of CHF as a research institute
Short-term strategies (FY15–FY16)
• Implement an organizational model that accommodates current research activities and enhances
communication between these activities, allows for the establishment of critical mass, and provides
new opportunities to fund and support research. Create a system of fellows that accommodates
those who are:
° here temporarily to work on their own research
° here to work on a temporary basis as part of a directed research project
° not present at CHF but involved in a CHF-directed effort
• Develop and staff a research group focused on the history of materials and material culture
• Develop strategies for identifying and retaining key staff members
• Make more of our institutional relationship with the University of Pennsylvania Department of His-
tory and Sociology of Science; enhance and expand our relationship with Drexel University’s Center
for Science, Technology, and Society
• Encourage staff researchers to build upon and grow positions of leadership in our peer communities
• Further develop the CHF alumni community
• Develop and implement an external pilot advisory group for research activities at CHF
CHF’s Christy Schneider and
Jody Roberts and Drexel
University’s Youngmoo Kim
speak during the premiere of
Particle Falls, a large-scale, real-
time visualization of air-quality
data presented as public art.
Photo by Conrad Erb.
— 3 —
chf strategic plan
Long-term strategies
• Develop long-term relationships for our staff researchers with local and international institutions
• Find opportunities for CHF staff to participate in external domestic and international fellowship
programs
• Utilize organizing capacity and networks of the institution to position CHF as a convenor of
cutting-edge research
Objective 2:
Build our capacity to translate our research for diverse audiences
Short-term strategies (FY15–FY16)
• Develop an established set of products that integrate research and outreach to be used internally and
for external collaborations
• Establish an ongoing 5-year pipeline of activities integrating research and outreach to include both
major and more focused research themes
• Become a more visible and active participant in the public history community (following strategies
developed in recent years by the oral history staff)
• Ensure proper infrastructure (web, media, production tools) are in place to facilitate this work
Long-term strategies
• Build our core capacity in the area of public history
Objective 3:
Increase our visibility beyond the academy
Short-term strategies (FY15–FY16)
• Modify and adapt existing CHF programming to highlight our expertise
• Make CHF staff and fellows visible as experts and public intellectuals to the media and the public
generally
• Explore the development of CLE credit courses based on research activities
Long-term strategies
• Develop new programming for external audiences and communities that builds directly from our
collective research activities
Objective 4:
Experiment with networks of collaborations that take our work beyond the
community in residence in Philadelphia
Short-term strategies (FY15–FY16)
• Establish a CHF Associate in California
• Identify potential partner institutions in North America, Europe, Asia, and South America
• Develop a network of ambassadors internationally to conduct oral histories for CHF
• Using current and proposed research efforts, expand participation in ongoing activities to key inter-
national locations
• Ensure greater visibility of CHF researchers in international settings
Long-term strategies
• Develop and implement staff exchange opportunities with partner institutions
• Expand oral history ambassador program
• Develop long-term research partnerships with key institutions internationally
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chf strategic plan
Focus Area Two:
Collecting and Processing
CHF has spent twenty-five years building a collection of books, archives, art, and artifacts in the history of chemical
sciences and technologies. As we move ahead into the twenty-first century and expand our collecting reach to include
more on matter, materials, and their effects, we are aware that the continuing relevance of our collection will depend
strongly on its online accessibility, and not just its availability to people working in or visiting our facility in Philadel-
phia. Digitization (meaning the full scope of imaging, describing, organizing, and preserving digital assets) is the key
to justifying our continued mission to build collections that will be used by staff, scholars, and the public. Digitization
will be a long-term process and impact the organization well beyond our collections. It will become embedded in the
whole organization and impact how we do our work.
As we undertake digitization projects and provide the “raw data” of content for all to use, CHF must provide added
value to the basic content we digitize. Whether through special web pages to focus on significant CHF collections or in-
volvement in scholarly digital humanities activities, CHF must be seen as a place that can interpret its own collections.
We must also continue to manage the growth of our collections and ensure their safety and security.
Objective 1:
Commence digitization effort and create online digital collections
Short-term strategies (FY15–FY16)
• Launch Digital Collection Initiative by assessing institutional needs, identifying best practices, and
developing workflows and metadata templates
• Create a Digital Collection by digitizing selected thematic groupings of Library & Museum materials
• Implement a Digital Collection Management and Preservation System that will ensure long-term
sustainability of digital assets and the ability to share these assets in-house and on the internet
Long-term strategies
• Define and prioritize large-scale digitization projects for specific collections
Objective 2:
Provide value-added content to our online digital collections
Short-term strategies (FY15–FY16)
• Build in-house expertise in digital management, metadata cataloging, and open-source software to
ensure ongoing support of Digital Collection activities
• Build capacity to support collection curators and other professional staff in creating digital content
and conducting research
• Expand support for collections professional staff, allowing them to devote more time to enhancing
online access and promote discovery of our collections
Long-term strategies
• Implement a digital archives processing procedure; fund a project to convert print finding aids to
XML Encoded Archival Description
• Implement a model program to preserve and provide access to born-digital archives
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chf strategic plan
Objective 3:
Further integrate research activities with collections and collecting activities
Short-term strategies (FY15–FY16)
• Integrate oral history-based research with collecting priorities
• Establish a pilot digital humanities project linking research, oral history, and collections
Long-term strategies
• Expand staff expertise on key aspects of the collection
• Enhance and expand the use of the collections by visiting fellows
• Build support for expertise to allow CHF to engage in developing digital humanities tools and
support scholars in making effective use of these tools
• Process and catalog collection materials at the rate they are collected to make them quickly available
to researchers and prevent large backlogs
Objective 4:
Manage the growth of our physical collections
Long term strategies
• Improve selection and management of post-1850 primary printed sources
• Manage the growth of instrument and artifacts collection and develop lending opportunities
Objective 5:
Ensure safe and secure storage for our collections
Short-term strategies (FY15–FY16)
• Review security procedures for collections storage and access
• Find more secure storage options for collections in high-risk areas
Long-term strategies
• Find additional storage space for growing Museum and Library collections, either adjacent to our
existing buildings or at remote storage locations; remove all collection items from basement and use
space for highly-needed basic storage, including crates and exhibition case work
• Review and revise collections and accessioning policies to ensure proper care and access levels for all
objects
• Ensure adequate electrical backup for critical collections; investigate alternative sources of back-up
power such as propane generators or fuel cells
[LEFT]: Ramon Llull, Ars brevis
and Ars abbreviata praedicanda,
versio latinus II, Southern
Netherlands, c. 1490−1550,
and Germany, c. 1490−1520.
CHF Collections.
[RIGHT]: Ronald Brashear intro-
duces some recently acquired rare
books to CHF supporters.
Photos by Conrad Erb.
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chf strategic plan
Focus Area Three:
Public Engagement
CHF’s collections and research capabilities inform and support a rich and varied public outreach program, designed
to engage a range of audiences with the mission and work of CHF in ways that are informative, entertaining, and
meaningful. The purpose of the outreach program is not just to inform the public but to create a genuinely partici-
patory institution, where communities of interest can find each other, share ideas, and further the mission of CHF
through their own efforts.
Objective 1:
Establish a series of major cross-functional projects that communicate the
history of matter and materials
Short-term strategies (FY15–FY16)
• Develop pipeline of suitable themes and schedule for implementation.
Possible thematic areas include:
° Material Culture and Material Innovation
° Instrumentation
° Health and Disease
° Innovation, International Trade, and Regulation
° Experiences of Minorities in U.S. Science
Among the topics and themes that CHF could pursue in the coming years, the link between material
culture and material innovation is a most promising one. How did scientists and engineers transform
societal needs and cultural imperatives into successful products? How did “new” synthetic materials
mimic and exceed older ones, and how did scientific and technical procedures translate everyday per-
ception into measurable and manipulable properties? Projects in this area would include the history of
the modern material sciences and the respective industries.
Closely connected to the theme of materials is the topic of instruments. During the twentieth century,
modern electronics-based instruments completely changed the practice of chemistry and related scienc-
es, and this instrumental revolution gave rise to novel kinds of academic-industrial relationships and
modes of funding. Even more important, however, is that modern, ‘physical’ methods, as they have been
coined, dramatically expanded the reach of the molecular approach. From the cells to the stars, all kinds
[LEFT]: Biotechnologist and
entrepreneur Nancy Chang is
one of eight women featured
through CHF’s Women in
Chemistry film series.
P h o t o b y D o n K l u m pp.
[RIGHT]: Horiba Model MEXA-
200 infrared CO analyzer, ca.
1970. CHF Collections.
Photo by
G r eg o r y T o b i a s .
— 7 —
chf strategic plan
of natural phenomena became accessible through modern instrumentation, and with this pilgrimage of
instruments the molecular approach was carried, much like a piggy-back, from chemistry into the life
sciences, medicine, physics, and many other fields.
Another fascinating area of possible study is the response of modern science and technology to the big
challenges of diseases and epidemics. For example, how did the scientific and industrial system react to
one of the greatest challenges in the twentieth century, HIV-AIDS? Who were the major players in the
field, and how did the interaction of academic and industrial science with governmental funding shape
the history of the development of AIDS treatment?
A fourth possible topic is international trade and regulation of chemicals. In the second half of the
twentieth century, a development took place that unified a whole roster of diverse regulatory areas, such
as pharmaceuticals, agriculture, foodstuffs, workplace, and the environment, into a common notion of
regulation of chemicals at large. At the same time, international trade and new forms of governance and
government dramatically expanded the reach of chemicals regulation. Thus, a possible project could
explore the effects of chemicals regulation on international trade, and the emergence of a new type of
logistics industry being placed suddenly at the organizational core of international chemical enterprises.
Science and technology do not only affect culture and society, but form also in their own right a culture,
sometimes even called a ‘tribe,’ with peculiar rites, rules, and composition. One of the most effective
changes in the culture of US-American science has been the growing impact and importance of former
minorities, including Jews, African-Americans, Hispanics, and Asian-Americans. At the same time,
changes in gender awareness brought about a more balanced, if not yet equal, proportion of women
and men in science and industry. How did the influx of ‘minority’ scientists and engineers change the
diversity of different fields in science and engineering? What was its impact on scientific practice and
organization?
• Institute project teams and reporting structures as needed to begin execution, incorporating all areas
across CHF
• Articulate criteria for evaluating success of projects incorporating both internal and external success
markers
• Map out role of traditional and digital media in supporting chosen themes
• Establish necessary strategic partnerships
Long-term strategies
• Complete the projects that have been identified; review positive and negative aspects of each project
• Review, revise, and update theme pipeline based on evaluations and evolving research and collec-
tions of CHF
Objective 2:
Upgrade traditional and digital media to reach and support CHF audiences
Short-term strategies (FY15–FY16)
• Revamp CHF website to accommodate mobile-friendly design and reflect necessary structure
changes
° Incorporate user participation features (user-centric tagging, comment areas, etc.)
° Develop new content/engagement/participation areas
° Design and launch interactive web content, including games that invite participation
• Build web portals specifically for academic researchers
• Continue to develop and build livestreaming program; evaluate #HistChem against goals
• Increase visibility on Wikipedia through work of Wikipedian in Residence
• Return Chemical Heritage to quarterly publishing cycle
° Redesign magazine for slightly shorter format
° Develop readers’ advisory group to invite conversation among readers and CHF
— 8 —chf strategic plan
Long-term strategies
• Evaluate website and social media products based on user-participation goals
• Modify website to respond to changing needs and technologies
• Evaluate new social-media sites and adjust participation in established sites to meet CHF audience goals
Objective 3:
Fully realize the ability of the museum to share collections with CHF audiences
Short-term strategies (FY15–FY16)
• Articulate a plan for the museum’s role in CHF
• Build capacity to ensure sufficient accessions, research, and cataloging to support regular collection-
based exhibitions
• Formalize curatorial team to maintain five-year exhibition plan, emphasizing CHF collections and
strategic collaborations
• Expand museum’s presence on CHF website through additional content, digital collections, addition-
al media
• Update interactive media in the museum, and roll out iPad tour
Long-term strategies
• Build on major cross-functional projects, enabling an experiential history of scientific material cul-
ture through temporary exhibits and updated permanent exhibition
• Consider potential of a traveling exhibition program
• Explore ways to maximize visitor services staff during seasonal slow periods
Objective 4:
Target and build communities and audiences
Short-term strategies (FY15–FY16)
• Build Public Programming team to develop and vet ideas to promote CHF research, exhibits, and
programming
• Identify target communities and mechanisms to engage them
• Review current outreach mechanisms such as First Fridays, Science on Tap, museum tours, Fellow in
Focus, etc to evaluate cost and effectiveness in building target communities.
• Develop a long-term strategy for CHF education programs
• Evaluate role of educational materials (tour program, web pages, etc.) and value of education audi-
ence for fit with mission, ability to reach, and usefulness to audience
Visitors to the Museum at
CHF discuss scientific
instruments on display.
Photo by Conrad Erb.
— 9 —chf strategic plan
Focus Area Four:
International Relevance and presence
CHF’s subject areas and constituent communities are international in scope and character. Our collections and exhibi-
tions reach well beyond the local area and the nation in theme and scope. Many of our fellows are foreign nationals,
and staff members regularly take part in international conferences. CHF is already, to an extent, an internationally
focused organization; however we must continue and increase our efforts to be a relevant and respected organization
globally. CHF must continue to build international networks by reaching out to international peers and making our
work much more visible outside the United States.
Objective 1:
Become more visible to international peers and audiences
Short-term strategies (FY15–FY16)
• Increase visibility of CHF staff and collections at international events
• Establish a CHF Associate in Europe
Long-term strategies
• Send staff abroad for short-term stays
Objective 2:
Involve communities outside the US in CHF activities
Short-term strategies (FY15–FY16)
• Utilize international oral history ambassadors
Long-term strategies
• Enlarge the Board and recruit additional international members
Objective 3:
Determine the feasibility of CHF branches linked to institutions outside the US
Long-term strategies
• Create “hubs” in Europe, Japan, and possibly South America through consultants and partnering
with existing institutions.
In 2014 CHF’s Beckman Center
for the History of Chemistry
received applications from
potential fellows in Belgium,
Canada, China, Finland, France,
Germany, Greece, India, Italy,
Mexico, Norway, Russia, Spain,
the United Kingdom, and the
United States.
Photo by Conrad Erb.
— 10 —chf strategic plan
Focus Area Five:
Institutional Advancement
Historically, CHF has been supported by three groups of funders. By far the most significant has been individuals.
Large gifts from a small number of high net worth individuals have been the most transformative. These have been the
result of intensive communications, special recognition, and face to face contact. An intermediate group of individual
donors, the Boyle Society, who give $1000 to $5000 per year, receive special recognition and regular contact. Small
donors are reached through special mailings, electronic communications, and the magazine.
Corporations supporting CHF are mostly those directly involved in the chemical business. While ten years ago it was
possible to secure unallocated grants, more recently the gifts are tied to specific uses usually bound to corporate com-
munication/marketing goals.
Our third source of funding is grants from private foundations or government agencies. This source has historically
been less significant, but is becoming increasingly important to CHF’s funding base. Cultivating private foundations
requires considerable time/resources. Furthermore, apart from NSF research grants, securing large grants from private
foundations has proved to be project related, oftentimes for new projects only or experimental initiatives. Uniformly,
these foundations demand that a significant public audience is served by these projects.
We will endeavor to align all three fund-raising avenues as stated, and we will prioritize strategies, as appropriate. In
addition, CHF’s cross-functional project themes will enable us to reach new potential donors, and we will integrate
them in our overall fund-raising strategy.
Objective 1:
Define and connect with target support groups
Short-term strategies (FY15–FY16)
• Assess funding alignment with new CHF vision
• Identify and pursue specific funding sources for each of our major cross-functional projects
• Conduct extensive prospect research
• Expand face to face contacts; prioritize individuals for contact and define funding opportunities for
their support
• Maximize on existing affiliate member organizations (individual members) and identify additional
member organizations to become formal affiliates of CHF
A question from the audience
during the 2013 Ullyot Public
Affairs Lecture. Glenn and Barbara
Ullyot provided support for this
annual lecture, which emphasizes
the positive role that the chemical
sciences play in our lives.
Photo by Conrad Erb.
— 11 —chf strategic plan
Long-term strategies
• Emphasize building relationships with new major donors
• Expand number of Boyle Society members from 120 (FY2014) to 250 (FY2018)
• Build relationships with foundations and government agencies, particularly involving program staff
to sell fundable projects
Objective 2:
Enhance Advancement Staff capabilities and tools
Short-term strategies (FY15–FY16)
• Engage the entire CHF staff in building detailed constituent records
• Review structure of current advancement staff; add, eliminate, or repurpose positions as needed
Long-term strategies
• Expand and deepen contributed revenue streams
Objective 3:
Lay the groundwork for the next comprehensive campaign
Short-term strategies (FY15–FY16)
• Complete a feasibility study using a professional campaign consultant
• Hire experienced professional to define campaign structure, process, and roll-out, including specif-
ics on the silent phase
Long-term strategies
• Complete the campaign in 2020
Objective 4:
In anticipation of the next comprehensive campaign, raise awareness of CHF
nationally and internationally
Short-term strategies (FY15–FY16)
• S hift focus from marketing individual events/programs/exhibits to a larger institutional branding
campaign
• Identify specific audiences among scientists, engineers, humanities scholars, social scientists, and
policy makers, and launch major, targeted campaigns (using advertising, digital marketing, and
traditional direct mail and print formats) to drive them to engage with CHF
• aunch campaign to raise awareness of CHF among media outlets by positioning CHF staff and
L
fellows as experts and tracking interview opportunities
With generous funding from The Alfred P. Sloan Foundation
the Wyncote Foundation, CHF provided lead support for CHF’s
transformed a historic building project The Catalyst Film Series:
(c. 1855) into the John C. Haas Women in Chemistry, featuring
Archive of Science and Business. eight short films about women
who made significant contribu-
Photo by
Pau l S . B a r t h o l o m e w. tions to the chemical sciences.
— 12 —You can also read
