THE 2020 STRATEGIC PLAN - Updated January 2016 - Mystic Aquarium
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THE 2020 STRATEGIC PLAN
Updated January 2016Welcome
Thank you for reviewing Mystic Aquarium’s new strategic plan!
This plan reflects the input of hundreds of people including scientists, political and economic leaders, academicians, our Board, staff and
volunteers, and every-day citizens who share a passion for protecting and conserving our oceans. We deeply appreciate your genuine concern for
our organization and mission, and thank you for your valuable time and feedback.
We are excited to introduce you to “One Ocean, One Mission.” This concept is the heart of our plan and interdisciplinary approach, and will help
enhance and grow our programs in conservation, education, exhibition and research.
As our society becomes increasingly urbanized and occupies more of our coastlines, Mystic Aquarium has a particular obligation and challenge
to engage people in a better understanding of aquatic animals and their habitats. In addition to caring for and showcasing some of the most
wonderful species on the planet, a privilege we treasure, we will elevate our role in developing a more resilient coastline that balances human
development with the needs of aquatic animals and their environments—a critical strategy for safeguarding human life against the increasing
threats of rising tides and more severe weather patterns.
Please let us know your thoughts and views. Your input and support are crucial as well as motivating as we seek to be expansive, adaptive and
resilient stewards of our shared ocean planet.
Sincerely,
George M. Milne, Jr., PhD Stephen M. Coan, PhD
Chairman of the Board President and Chief Executive OfficerIntroduction
Mystic Aquarium has engaged in a year-long strategic planning Steller sea lions and beluga whales, as the population under human
process that solicited the views of many constituents including care declines and the avenues for importation and breeding are
international, national and local industry and community leaders, limited or non-existent. Finding investment and ongoing funding for
along with our Board of Trustees, President’s Council, staff, volunteers mission related activities in research and conservation also threatens
and donors. our ability to excel in these endeavors.
This exercise has underscored our collective and unwavering desire to The demographics of our market have changed rapidly over the past
continue building an organization that is iconic to New England and decade and will continue to do so. Our success is somewhat dependent
is an active contributor to our region’s economic and environmental on the outlook of the aging baby-boom generation and their choices
success, all the while growing and enhancing our international role and in philanthropy. The impact of the millennials and generation Z will
the impact of our mission. also be important, as many have distinctly defined views with regard
to conservation and organizational structure that do not always align
Our strategic plan envisions renewed focus on the Mystic Aquarium with the current definition of zoos, aquariums, and the relevancy and
brand and facilities, while strengthening our mission programs— importance of keeping animals under human care.
conservation, education, exhibits and research—under an Opportunities for Mystic Aquarium abound. The organization has
interdisciplinary and highly collaborative model entitled “One Ocean, upward attendance potential within existing market segments. There
One Mission.” is particular opportunity to focus mission programs on the needs of
Long Island Sound and Narragansett Bay where Mystic Aquarium is
Developing a comprehensive plan located, and to develop and lead efforts to promote awareness and
requires us to assess our current action related to making our coastlines and coastal communities
situation along with our goals. more resilient to rising tides and changing weather patterns.
Our Board, President’s Council, Volunteer Advisory Council, Research
Advisory Council, staff and volunteers are Mystic Aquarium’s greatest 2020 VISION
strength. We have enjoyed tremendous community and donor support By the year 2020, we seek to harness these strategies towards
over the past several years. a vision of a robust, modern aquarium, deeply rooted in values
and blossoming with measurable impact in protecting ocean
Other strengths include our recent financial restructuring, our animal environments through an integrated approach to research,
collection and our upside marketing potential. Furthermore, Mystic education and conservation.
Aquarium enjoys outstanding local, national and international
partnerships with premier academic, education, and mission related
organizations and corporations.
As with all organizations, there are weaknesses. The organization
faces unprecedented financial pressure to upgrade facilities and
infrastructure while increasing operational revenues. Seasonality has
been one of the biggest challenges for attendance growth, while the
complexity of programs has not always optimized the use of resources
or the articulation of our overall mission.
Mystic Aquarium faces increasing threats related to security and
safety. In many ways, aging infrastructure and systems present
immediate financial threats. We are also faced with threats related to
the long-term survival of some of our key collection species, especially
2020 Strategic Plan | 1Introduction
VALUES STRATEGIES
Our values run deep throughout our culture. They reflect our 40-plus- Five strategies have been identified as essential to Mystic Aquarium’s
year heritage and our shared desire to create a better and more future. They are simple in statement, complex in nature and pose a
sustainable world that protects aquatic animals, assures the survival significant challenge for the organization to execute over the next
of threatened species, and calls for action infused with comprehensive five years.
compassion and respect. At the core of our values is empathy for the
interconnectedness of animal species, including humans, and the • Build cash reserves.
global environment. • Increase attendance and market share.
• Create interdisciplinary approaches to conservation,
These are Mystic Aquarium’s value propositions: education, exhibits and research.
• Embrace local and global diversity.
• Respect for animals, guests, staff and community. • Invest in people, animal collections, infrastructure, exhibits
• Communication, collaboration and cooperation around “One and community.
Ocean, One Mission.”
• Promotion of conservation and awareness of our ocean planet Together, these strategies will transform Mystic Aquarium. They
through all that we do. undergird a vision of an organization deeply rooted in local and global
action for protection of oceans and aquatic species, with a resolute
• Commitment to and citizenship within the local and global concern for community and people.
communities.
2 | 2020 Strategic Plan2020 Strategic Plan | 3
The Plan
A strategic plan is a powerful, flexible tool that can and should be A strategic plan ideally covers all opportunities and contingencies.
revisited and revised each year. Planning is a continuous process, It begins with formulation of a vision, reviews the mission as it
not a one-time event. It can be a method to declare priorities evolves through a statement of values, and sets the goals and
and explain the need for additional resources, or for doing work objectives of the organization. The strategic plan also allows
differently with better results. the organization to develop tactics and action steps, evaluate
resources and responsibilities, and provide the metrics that will
This plan will provide a detailed look at the mission, goals and ultimately measure its success.
tactics that will bring Mystic Aquarium to new heights. At the core
of the organization’s vision, strategy and goals is the concept of Sea Research Foundation, the parent of Mystic Aquarium, has
“One Ocean, One Mission.” Our new vocation—this interdisciplinary developed and implemented two strategic plans in the period
approach to conservation, education and research—is our way of following its expansion in 1999. The 2001 plan identified the
shaping, driving and refining the Mystic Aquarium business model need for increased fundraising and an expanded Board, both
and, ultimately, our reputation and standing in the local and of which were achieved. The 2006 plan recommended more
global communities. attention to exhibits, and clarification of the relationship of
research, education and exploration within the organization.Both plans noted the urgent need to correct a financial platform and Narragansett Bay; (2) serve as a forum and convener
overburdened by extensive debt resulting from renovations in the for public policy discussions and public action related to
1990’s. A key priority of the 2006 plan was successful reduction of conservation of these waterways; (3) lead and assist coastal
the $34 million debt level, which is now under $14 million. communities’ and organizations’ efforts to plan for coastal
resiliency; and (4) develop and implement education and
conservation programs that advance these areas.
ONE OCEAN, ONE MISSION
• The organization’s educational programs will be expanded
This new approach will consolidate the organization’s programming
to include a gap year program, increase emphasis on
in research, education, conservation and exhibits for the purpose
internships and experiential learning, and increase emphasis
of (1) improving collaboration and implementation of programs;
on providing opportunities for students and adults with
(2) approaching funding systematically; (3) focusing mission
special needs or challenges. The primary curricular emphasis
programs for targeted global impact; and (4) fostering extensive
of the organization’s education programs are to provide
collaboration, cooperation and communication with other
Pre-K to adult experiences in marine science, core STEM,
operating areas in the execution of organizational strategy,
career exploration, aquatic animal research, coastal
including increasing attendance and funding.
conservation and resiliency, and marine animal care
• The organization’s current biological research program will and survival.
refocus primarily on aquatic animal health and behavior and
• A Scientists-in-Residence program will be created to expand
conservation policy research. Funding for research programs
and bring focus to research, conservation, coastal resiliency
will include emphasis on research support for conservation
and educational programs.
initiatives and experiential learning related to aquatic
animal research including internships, gap year programs • Through the receipt of a $3 million dollar competitive
and K-12 STEM programming. grant from the Department of Justice’ Office of Juvenile
Justice and Delinquency Prevention, Mystic Aquarium will
• The organization’s current conservation programs will be
implement its innovative Youth Conservation Program: a
realigned around coastal resiliency and related public
conservation-based, science, technology, engineering and
action in Long Island Sound and Narragansett Bay.
mathematics (STEM) group mentoring initiative for at-risk
Conservation efforts will (1) include emphasis on research
and high-risk youth.
related to aquatic animal health in Long Island Sound
2020 Strategic Plan | 5The Plan
STRENGTHS, WEAKNESSES, Weaknesses:
OPPORTUNITIES AND THREATS • Aging Mystic campus, including infrastructure as well as
To help build on our strengths and reduce or eliminate weaknesses pumps, tanks and other systems.
as we move forward, forty Trustees, President’s Councilors and • Lack of capital to optimally invest in research operations,
senior staff were asked to describe these characteristics of the including cramped laboratories.
organization as a prelude to creating the 2015-2020 plan. This
• Restricted land area, which limits future expansion and guest
process was augmented by open meetings with staff, volunteers
parking.
and community members.
• Lack of a large endowment and limited capital investment
STRENGTHS: funding.
• Education was cited most often, with internal programs • Mystic Aquarium is “more than an aquarium” but the full
ranging from the Aquarium’s certified pre-school program scope of initiatives is complex and the message not always
to summer camps and outreach programs for schools. Mystic integrated or clear.
Aquarium reaches underserved youth after school at over 100 • Inclement weather, most specifically in the winter months,
Boys and Girls Clubs locally, regionally and nationally. As the can cause economic downturns through
largest informal science education provider in Connecticut, declined attendance.
the Aquarium reaches over 100,000 students annually.
Honored by the White House in 2014 with the Institute for Other challenges cited were the lack of classroom space, increased
Museum and Library Service National Medal, Mystic Aquarium competition for a family’s discretionary income, changing brand
is firmly committed to continually engage students and the loyalty among consumers, challenges in promoting STEM science
community at large to discover and learn about the wonders and conservation, high costs of new exhibits, economic downturns
of our ocean planet. and shifts in regional consumer demographic.
• Staff, Board and other organizational leaders provide an
exciting network of opportunities. Opportunities:
• The presentation of high-quality exhibits and programs. • Mystic Aquarium may be able to continue to expand its reach
via advancements in technologies.
• The collection of fish and mammals, and the cutting-edge
marine science that supports our exhibits and programs. • Benefiting from strong partnerships, Mystic Aquarium
has opportunities to grow its mission footprint through
• The location of a facility close to a major highway, Interstate
collaborative programs that utilize the physical and non-
95, and to hotels and other tourist attractions.
physical resources of existing and potential partners.
• Partnerships with National Geographic, Boys and Girls Clubs
• Savings realized from debt restructuring could help finance
of America , United Technologies, Tufts University, University
new exhibits and other investments.
of Connecticut, Resorts World Sentosa, Cal Ripken, Sr.
Foundation, North American Marine Environmental Protection • Growth in attendance, membership and related revenues.
Association, Feinstein Foundation, Horizons and others. • Ability to provide more experiential learning programs
(internships and gap year programs) to students and schools.
Other strengths mentioned include the name recognition as “New
England’s Hands-on Aquarium,” our national and international • Expertise to provide leadership in efforts to improve the
vision, our beluga whales and our species acquisition plan. Also resiliency of our coastline and habitats.
praised were our volunteers, Association of Zoos and Aquarium
accreditation, focus on conservation, and growing emphasis on
teamwork and collaboration.
6 | 2020 Strategic PlanThreats:
• The volatile climate that challenges the ability to stay open
can reduce income and disrupt the budget.
• Constant and growing challenges associated with assuring
that key species, especially Steller sea lions and beluga
whales continue to be viable under human care.
• Family interest is driven by the economy and by
demography. As Southern New England becomes
increasingly diversified (e.g., Hispanic population has more
than doubled), exhibits and staff must attract
these populations.
• Mystic Aquarium cannot alone afford major investment in
research and conservation projects.
MISSION AND BRAND
The core premise of our new strategic direction is to foster a
unified mission that brings conservation, research, education
and exhibits together in an interdisciplinary approach, leading
to public knowledge of and positive engagement with ocean
environments.
The mission of Mystic Aquarium
is to inspire people to care for
and protect our ocean planet
through conservation, education
and research.
2020 Strategic Plan | 7OVERALL GOALS OF THE
2020 STRATEGIC PLAN
GOAL ONE
Position Mystic Aquarium as a global leader, practitioner and provider of the “One Ocean, One Mission” concept, with integrated research,
education, conservation, and exhibit initiatives.
GOAL TWO
Increase attendance and memberships through dynamic, year-round exhibits, programs and shows that highlight the “One Ocean, One
Mission” concept.
GOAL THREE
Connect with and engage our neighbors, especially in Southeastern New England; the zoo, aquarium and museum community, specifically
through active participation in the Association of Zoos and Aquariums and World Association of Zoos and Aquariums; and with our other
global partner communities such as Cape Town, South Africa, Singapore, Asia, and Point Lay, Alaska.
GOAL FOUR
Foster an organization and community that embraces and exemplifies diversity, and that provides a welcoming, supportive destination for
guests, employees and volunteers.
GOAL FIVE
Develop a robust and sustainable financial platform, which emphasizes (1) growing revenue and strengthening ROI; (2) global fundraising
to secure investment in mission programs; and (3) increasing endowment to energize and sustain our long-term vision.
In the following pages, you will find an expanded look at the goals and tactical
approach of the strategic plan.
8 | 2020 Strategic PlanOVERALL GOALS
GOAL ONE
Position Mystic Aquarium as a global leader, practitioner and provider of “One Ocean,
One Mission” integrated research, education, conservation, and exhibit initiatives.
While most aquariums operate research, education and
conservation efforts, Mystic Aquarium has unique competencies
and capabilities including:
• Proficiency and global reach in STEM education.
• Expertise in marine mammal health, environments and related
ongoing research projects.
• Extensive cross disciplinary (research, education and
conservation) competency in experiential learning locally and
globally.
• Robust partnerships in research, education and conservation.
It is important to Mystic Aquarium’s future to continue growing its
global mission while also placing increased emphasis on bringing
these unique competences to Long Island Sound and Narragansett
Bay. These two bodies of water present significant challenges that
Mystic Aquarium is uniquely capable of addressing:
• The well-being of aquatic animals.
• Public awareness about how the largest population tracts in
the world interact with these ecosystems.
• Resiliency planning to better understand and prepare for the
realities of rising tides and shifting weather patterns.
Nationally and internationally we seek partnership and fellowship
with ocean conservation and zoological organizations and
associations. Our staff will be encouraged to have membership in
and take a leadership role in organizations such as the Association
of Zoos and Aquariums.
2020 Strategic Plan | 9OVERALL GOALS
Two “One Ocean, One Mission” Case Studies
Department of Wildlife Management, North Slope
Borough, Point Lay, Alaska
Mystic Aquarium researchers are studying wild beluga whales
in collaboration with the Inupiat village of Point Lay, Alaska.
These studies involve live capture-releases of belugas as well
as tissue and data collection from subsistence hunted belugas.
Moreover, an educational and cultural exchange program
between the Inupiat Tribe and the Mashantucket Pequot Tribal
Nation focused on science with an emphasis on beluga whales
has been established. Students assist with field research and
subsequently have an opportunity to spend a week at Mystic
Aquarium learning how samples are processed and examining
the collected information. Expanded via an interdisciplinary
approach, the program has potential to engage more
students and to attract larger funding from corporations
and foundations. The combined expertise of the research,
education and conservation staff, plus the capabilities of
programs like the Youth Conservation Program, will make this
effort more compelling, scalable and fundable.
Tributary Mill Conservancy, Connecticut
The Tributary Mill Conservancy provides a living laboratory
for research on Connecticut aquatic species and allows for
field research educational programming and outreach in our
own backyard. The Tributary Mill Conservancy collaborates
with Mystic Aquarium to conduct a Snapping Turtle Health
Assessment and Crittercam project that includes research,
education and conservation components. This initiative, local
in nature, has tremendous potential to gain funding support
from the State of Connecticut. It will be a demonstration
project for combined research, education and conservation
efforts that engage the public in citizen science and action
on behalf of a threatened aquatic species. There are many
opportunities to use this location to study local frogs and other
amphibians, tie it to campus-based exhibits and education,
and engage the public in related conservation efforts.
10 | 2020 Strategic PlanACTION STEPS - Conservation 8. The International Youth Conservation Program will advance
the Aquarium’s conservation-focused mission to provide
1. Coordinate conservation messaging across all platforms
youth with critical science, environmental and ocean literacy
including exhibits, programs, interpretation, collateral
skills to become active stewards within their communities.
materials and public events, and articulate resiliancy related
scientific and policy information to the public audience. ACTION STEPS - Education
2. Integrate a minimum of three sustainability projects through 1. Establish an extended (potentially 8-12 week) gap year
education on-campus, locally, regionally and internationally. program for students transitioning from high school to college
Raise the visibility of our mission-based research and that is focused on personal and professional development.
conservation activities through signage, exhibits, website, Include exposure to the disciplines of animal training,
traditional and social media. research, veterinary science, conservation education and
marketing.
3. Rename the marine animal stranding program to Marine
Animal Rescue Program and expand its mission to sea turtles. 2. Formalize a high school internship program that addresses the
needs of two distinct audiences:
4. Take an active role in leading the national-international AZA
• College bound high school seniors, who have essentially
SAFE (Saving Animals from Extinction), focusing on African
completed all of their high school courses, to gain
penguin research and conservation.
experience and build their resume.
5. Increase collaborative activities with Long Island Sound
• Students directly entering the workforce.
and Narragansett Bay conservation organizations with
3. Enhance offerings of job and social skill training opportunities
regard to conducting aquatic animal research, providing
for special needs students ages 18-21.
educational activities and fostering public engagement.
Increase engagement with teens, young professionals and 4. Expand career exposure opportunities for high school
adult audiences, and increase corporate stewardship days students to encourage them to pursue education and careers
in STEM fields.
through actionoriented events aligned with our research and
conservation efforts both locally and regionally. 5. As the economy of the United States recovers, it is likely
that funding for job training and career readiness will be
6. Sponsor citizen engagement activities for habitat and species
increased. Mystic Aquarium seeks to position itself to partner
restoration and protection including:
with state and local entities in attracting funding for these
• Reducing marine debris and marine pollution, kinds of programs.
especially plastic
• Monitoring and reintroducing Horseshoe crabs
• Removing invasive species
• Supporting fin fish aquaculture
• Restoring and replanting dunes, and protecting marshland
7. Engage in promoting coastal resiliancy through partnerships,
public awareness and policy advocacy.
2020 Strategic Plan | 11OVERALL GOALS
ACTION STEPS - Research GOAL TWO
1. Align research, education and conservation for grant
applications. A grant proposal that has the full complement Increase attendance and memberships
of our mission is more competitive than a research grant through dynamic, year-round exhibits,
by itself.
programs and shows that highlight the
2. Where feasible, education and research will collaborate on
such opportunities. The current research team has been “One Ocean, One Mission” concept.
successful at piloting experiential educational programs and
transitioning these to education for use in the classroom, Guest attendance is Mystic Aquarium’s core business, and
special programs and classes. Additional revenue-generating investments made over the next decade must focus on preserving,
opportunities exist, such as special hands-on programs enhancing and growing gate-related revenues.
for adults, research experiences for gap-year program There are three dimensions to this growth: (1) attracting
participants, and new classes similar to the popular Marine audiences from underperforming markets; (2) diversifying our
Mammal Seminar and/or research staff lecture series, etc. customer base to reflect changing demographics within all of our
3. Emphasis will be placed on working with key partners to markets; and (3) constantly improving guest experience through
fund new and additional graduate student experiences and new and enhanced exhibits and programs.
post-doctoral programs. These kinds of experiences can be a
component in larger competitive grant applications submitted It is reasonable to assume that our core business can level out at
by institutions such as Tufts University, Yale University, 750,000 guests and 16,000 members annually - an increase from
University of Connecticut, etc. We have experienced success the current estimated level of 700,000 and 11,000, respectively.
with this approach in at least one funded project at the At the current per cap, this growth translates to an additional
University of Connecticut, as well as providing public outreach $1.66 million in revenue annually. If our goal were to reach 800,000
components in research grants at Yale University. visitors annually, with increased per caps we could grow top line
4. Continue to offer diagnostic and research testing for a “fee revenue by $2.5 million within the first three years of this plan
for service.” Many of the assays and diagnostic tests our (end of 2017).
research department executes are unique to the industry.
We estimate that in current markets, in comparison to average
These offerings can be advertised to increase awareness and
penetration rates of like organizations among our core
increase revenue.
demographic, we have growth potential of approximately 370,000
5. Existing partnerships with research institutions will be refined people. Tapping less than one third of this upside would grow
and focused, beyond formal Memoranda of Understanding, to annual attendance to more than 750,000.
establish defined avenues for student experiences, training,
and public outreach. This will support the biological research Growing top line revenue requires consistent investment in
focus of Mystic Aquarium, as well as enhance and complement product, programs and marketing. New exhibit investment of
the missions of partner organizations. $500,000 annually and increased marketing in New London County,
6. In particular, mission programs will seek to strengthen Rhode Island and Massachusetts are essential for success.
partnerships providing access to boats on Long Island Sound Likewise, adapting marketing efforts to attract a more diverse
and Narragansett Bay for locally-based research, stranding population in existing markets is key to increasing yield.
response and citizen engagement.
7. Develop a Scientists-In-Residence program with multi-
disciplinary competencies.
12 | 2020 Strategic PlanACTION STEPs - COLLECTION/EXHIBITION expensive repairs. The ticketing booths are old and inefficient.
While iconic as the face of Mystic Aquarium, serious consideration
1. Develop a five year integrated “One Ocean, One Mission”
should be given to replacing the Ocean Planet Pavilion structure
Animal Collections, Facilities and Exhibits Master plan that
with a modern, efficient and guest friendly indoor space rather
includes evaluation of cost-benefit for various scenarios. An
initial informational guest survey indicated a high-level of than renovating the existing structure.
interest in the following:
Moving Guest Services business operations closer to the point of
• Larger, more dynamic sharks sale is operationally more sound and will also open up space being
• Additional species of penguins used as offices in the main Aquarium building for exhibits. In sum,
• Sea turtles it is less expensive to build new office space than it is to build new
• Rare and exotic species exhibit space, and such a change could allow us to create up to
• Hands-on experiences two new indoor aquatic exhibit galleries.
• Implementation of new and emerging technologies for
extended experiences Marine Theater & Main Aquarium Display Pools
• Immediate use of the rebranded Ocean Conservation Other critical elements in the animal collection and exhibits plan
Center for new and changing exhibits include addressing much needed renovation of the Marine Theater
While dolphins have consistently been suggested, the extreme pools. In addition to the Marine Theater show, these pools are a
capital requirements ($50+ million) and the often unfavorable key display on the main Aquarium floor. Currently, life support
public attention, render them implausible at this time. systems are managing sharks, rays and California sea lions - a
complicated and expensive task for the existing systems.
The Future of Beluga Whales at Mystic Aquarium The Marine Theater pool needs structural repairs and life
The Arctic Coast beluga whale exhibit provides an outstanding support upgrades. Replacement of life support systems will yield
environment and guest experience. In addition, we enjoy an significant energy savings. Converting to a system that supports
excellent reputation for animal care and training, which provides marine mammals only makes the most sense in making these
significant appeal to other institutions. improvements from a cost and display perspective.
Considerable attention must be given to the exhibit’s future From a display perspective, the California sea lion show is
because Mystic Aquarium owns only one beluga whale. We are extremely popular and should be continued. To deliver a show
dependent upon holding other institutions’ animals to preserve of higher caliber, investments will be required for professional
our display. The organization is at crossroads: having belugas scripting, costuming, special effects and technology. Further, the
on display or transforming the Arctic Coast to another species. show must be changed regularly to appeal to repeat guests and to
Keeping beluga whales will be largely dependent upon our more effectively serve as an attraction within the Aquarium.
ability to craft long-term agreements with other beluga holding The animals are capable of more behaviors than are currently
institutions. showcased. While California sea lions are relatively common
as display animals, Mystic Aquarium has the unique ability to
Pinnipeds may present an interesting alternative for this exhibit. showcase their behaviors and to engage the public in a much more
Whatever species is chosen, it must be engaging and charismatic. personal experience as a result of our expertise and the size and
scope of the Marine Theater venue.
Ocean Planet Pavilion
The front door to Mystic Aquarium, the Ocean Planet Pavilion, Currently, rays and sharks are in the side pools. In addition to
includes ticketing, membership services and a connection to the being a drain on the life support system, these exhibits are not
retail operation. The current structure is in need of significant and compelling and need to be re-evaluated.
2020 Strategic Plan | 13OVERALL GOALS
River or other otters could be a possible option for one of the pools Penguins
(with some modifications) as they are charismatic, engaging and
Penguins are among the most popular species with guests. Mystic
known to be popular with the public. The other pool could be a
Aquarium has tremendous opportunity to significantly impact
showcase for seals, allowing Mystic Aquarium to also highlight the
the quality of our exhibits by increasing our penguin collection
marine animal rescue program in a more prominent and
with additional species, increasing penguin interactions with
year-round location.
the public, and refurbishing or replacing the current antiquated
penguin facility.
Coral Reef and Touch exhibits
These are key centerpieces for the Aquarium. Consideration It should be underscored that the current facility is extremely
should be given to replacing the coral reef collection with a more meager from both a guest experience perspective (poor
interesting shark exhibit. Sharks are “hero species” and could viewing and access) and from an animal care perspective. Its
bring much-needed excitement to the main floor. The current configuration is costly to run and its life support systems are
hands-on exhibit on the main floor is well-received with sharks antiquated.
and rays. It may be a more practical, however, to move the Ray
Touch experience inside to the T17 main floor exhibit. The current Rebranded Ocean Conservation Center
Ray Touch exhibit is extremely costly to run due to heating and
Serious consideration should be given to dedicating the Ocean
pumping requirements. At a minimum, it should be shut down
Conservation Center (existing Ocean Exploration Center) to new
during winter months.
aquatic exhibits including a multiple species penguin exhibit and/
or a new Ray Touch pool. Renovation of the building for this purpose
Frogs and Amphibians is likely to be less costly than construction of a new penguin facility.
Mystic Aquarium should place more emphasis on exhibiting, Further, it would connect existing indoor facilities and aquatic
researching, conserving and educating the public about frogs and exhibits.
other amphibians. Habitats of, and some species, are severely
Additional new exhibits over the next five years include the
threatened. The opportunities for international collaboration on
following:
conservation of frogs and other amphibians are substantial, and
the public appeal of exhibits featuring frogs is well documented. • The New England debut of Washed Ashore - a campus wide
In addition to having existing competencies in the care and marine debris art installation featuring 21 original works of
curation of these aquatic animals, we have related conservation art, all created from marine debris. This conservation-themed
and citizen science programming at the local level. These citizen exhibit is already installed, and engages visitors with hands-on
science projects could be refined into even more robust public activities and strong educational content.
engagement activities linking local wetlands to global concern for
frogs and amphibians.
14 | 2020 Strategic Plan• Exploration: Wild - a new, interactive exhibit featuring the begin by targeting existing successful events such as Seals on
amazing explorers of National Geographic. Guests will wind the Rocks, Penguin Run, Halloween, etc.
their way through a series of galleries featuring different 5. Utilize key Marketing tactics:
National Geographic Explorers and the environments they • Advance Mystic Aquarium’s expertise and use of social media
explore. to engage audiences in two-way dialogue.
• Alligator Encounters - a new hands-on alligator encounter • Refine marketing efforts to address major demographic
experience will allow guests to meet American alligators, and changes with particular emphasis on attracting increased
enjoy feeding and photo opportunities. presence in the Hispanic, African American and Asian
• National Geographic Films - featuring a series of National communities.
Geographic films including “Sea Monsters”, “Mysteries of the • Collect and analyze market research data on a consistent
Unseen World”, “Meercats”, etc., to run daily in the current basis, including replacement of the existing ticketing
Nautilus Theater. system, to more effectively understand and respond to
attendance patterns and trends.
Some discussion has taken place regarding elimination of the
Steller sea lion collection and increase of the seal population. • Pay particular attention to the millennial generation and
Resolution of these issues will be key components of the Master their interest in social causes. During the life-cycle of this
Animal Collection, Exhibits and Facilities plan. plan, they will become key consumers. Having a markedly
different and activist view of the role of zoos and
Additionally, as the plan evolves, infrastructure updates and aquariums as conservation entities is a critical step to
improvement issues must be addressed, including upgrading engaging this audience.
electrical, replacing and modernizing pumps, installing energy
6. As the State of Connecticut makes major investments in
efficient control systems, and replacing deteriorating surfaces.
scientific research, including new research incubators in New
Haven, New London and Storrs, Mystic Aquarium will seek to
ACTION STEPS - Marketing establish synergies with corporate research entities including
Begin to implement a five-year marketing plan designed Monsanto, Jackson Labs and Dominion. Ideally, each of these
to adapt to changing markets and technologies. entities would seek Mystic Aquarium’s expertise around aquatic
1. Community Engagement: establish a physical brand presence animal immune systems and in aquatic animal behavior.
in key markets using brand ambassadors, event sponsorship
7. Host symposiums that engage policy, academic and scientific
and participation, thought leadership and “One Ocean,
leaders focused on coastal resiliency and other issues.
One Mission” conservation, education, research and exhibit
We will:
programming.
2. Public Relations: strengthen local and national media relations • Establish Mystic Aquarium as a forum and convener for
to increase the exposure of Mystic Aquarium exhibits and public policy discussions focused on coastal resiliency.
events; introduce and own the “One Ocean, One Mission” • Use a variety of media including publications, television,
concept to advance Mystic Aquarium’s presence and relevancy social media and a speaker series to consistently engage
in the media market around a wide variety of aquatic issues. and connect the public with topics of policy and resiliency.
3. Advertising: continue an analytics-based approach to • Form connections with university leaders, policy experts,
traditional advertising. Expand the message to make Mystic
community leaders and key conservation organizations to
Aquarium the entertainment destination of choice.
establish Mystic Aquarium as a thought leader and primary
4. Events/Promotions: create must-see events at Mystic convener on issues of resiliency.
Aquarium year round, complimented with visitor-focused
promotions that can be utilized as needed. This process will
2020 Strategic Plan | 15OVERALL GOALS
Supporting the Health of Aquatic Animals in Mystic Aquarium will continue to be rooted in commitment to our
Human Care community. As a major institution in Southeastern New England we
share a responsibility to our staff, volunteers and to the citizens of
A key role for Mystic Aquarium has been and will continue to be the region. As a recipient of state funding and major user of town
extensive collaboration with other aquariums around the world to and regional services, we must be sensitive to our status as a
better understand the health needs of animals under human care. 501(c)(3) corporation and find ways to contribute to the well-
Mystic Aquarium recognizes and respects the growing concern over being of the region in lieu of taxes paid.
cetaceans under human care, and will contribute by advancing
knowledge through research on the biological and behavioral The organization will continue to play an active role in supporting
needs of these and other aquatic animals. causes and programs in the local area through direct sponsorship.
We will also continue to encourage all executives and staff
Case Study: Marine Life Park, Singapore members to participate in and support local charities and causes,
serving on boards and as volunteers.
Mystic Aquarium scientists have carried out analyses on
immune function and other health indices for the dolphins We will provide free and reduced access where appropriate,
housed in Marine Life Park. Moreover, the research team has especially to schools in Stonington. We will embrace programs such
worked closely with their animal care team including their as the Feinstein Scholars program, which provides access to at-
consulting veterinarian to determine future collaborative risk and disadvantaged youth throughout Southeastern
studies on this dolphin population. These studies contribute New England.
to the immediate health and well-being of animals under
human care. They also provide base-line data to compare As a global organization, Mystic Aquarium has built deep
and contrast animals under human care with animals in the connections in a range of communities throughout the US and
abroad. We must treat these communities with respect and
wild, advance the understanding of environmental stressors
sensitivity, and view these connections as special opportunities to
and other impacts on often vulnerable and iconic species. extend, refine and grow our mission.
The “One Ocean, One Mission” concept underscores the importance
GOAL THREE of connecting our mission programs in holistic ways that leave a
positive impact on people everywhere.
To connect and engage with our
neighbors, especially in Southeastern ACTION STEPS
New England; the zoo, aquarium and 1. Establish an annual dinner to recognize and honor local and
museum community, specifically through state officials from Connecticut and Rhode Island.
active participation in the Association of 2. Continue to maintain strong government relations programs
Zoos and Aquariums, World Association in Connecticut, Rhode Island and at the federal level.
of Zoos and Aquariums; and with our 3. Assure that all executives and many staff are engaged in
other partner communities where we the Association of Zoos and Aquariums, and in other related
professional organizations.
work globally like Cape Town, South
4. Document and refine community efforts, including local
Africa, Singapore, Asia, and Point Lay, community investment and total economic impact.
Alaska.
16 | 2020 Strategic PlanCase Study: The Feinstein Scholars Program Wages for hourly staff are low by industry standards. Retention
and recruitment of key personnel in zoological operations,
Alan Shawn Feinstein is revered throughout Southeastern
research, education and facilities will require raising wages over
New England, but particularly in Rhode Island, as one of
the short term.
the pre-eminent philanthropic leaders of the past three
decades. His name is associated with research, academic
and social service programs at the University of Rhode ACTION STEPS
Island, Providence College, Roger Williams University and In all areas of the organization we will:
throughout the Providence Public Schools. 1. Recruit and hire staff with an emphasis on their ability to
Perhaps his best known endeavor is the Feinstein Scholars provide the best possible customer service both externally
Program, which recognizes elementary and middle school and internally.
aged students for their willingness to engage in citizenship 2. Require career pathways for all staff.
and human kindness. In return for pledging to do “good 3. Refine career management tools including personnel reviews,
deeds,” students are rewarded with a benefit card. Mystic employee recognition, and employee compensation plans and
Aquarium has been the exemplar brand in this program, position classifications.
welcoming 8,600 school children to Mystic Aquarium in 2014. 4. Develop opportunities for job exchanges with partners like
Resorts World Sentosa and other aquariums to allow staff to
gain valuable new experiences and skills.
GOAL FOUR
5. Expand existing support systems for employees and volunteers
Foster an organizational community that who have physical and other challenges.
embraces and exemplifies diversity, and 6. Collaborate with diverse educational institutions and
provides a welcoming and supportive public agencies to promote job training and career
destination for guests, employees and readiness, including vocational schools for trades needed at
volunteers. Mystic Aquarium.
Mystic Aquarium employs more than 200 professionals and 7. Conduct wage studies and adjust staff compensation to
support staff, and approximately 500 volunteers. We are competitive rates.
committed to helping our team attain the education and 8. Offer professional development opportunities to staff
professional development they need to grow. The volunteer allowing them to embrace the diversity within our community
program will be reorganized to help with social marketing, global and to expand the diversity within the organization.
marketing and institutional advancement.
We also encourage departments and staff members to find
innovative ways to collaborate and share information.
Professional development programs will be refined to improve
communication, diversity, job and leadership skills. We are
committed to developing career pathways for every employee.
We will continue to promote employee health and wellness.
2020 Strategic Plan | 17OVERALL GOALS
GOAL FIVE The most important long-term financial strategy for the
organization is to build cash reserves. Hurdles will exist and we will
Develop a robust and sustainable often struggle with competing needs for major capital investment
financial platform, which emphasizes and deferred maintenance issues.
(1) growing revenue and strengthening
ROI, (2) global fundraising to secure The three primary growth areas for the organization are
investment in mission programs, and 1) increasing attendance to average 750,000 annually;
(3) increasing endowment to energize 2) growing memberships to 16,000; and 3) increasing fundraising
and sustain our long-term vision. with an emphasis on capital funds for exhibits and related
Mystic Aquarium’s financial platform is more secure than it has infrastructure improvements.
been in two decades, with reduced debt service, solid performance
at the gate and an established fundraising program. Expenditures Increasing gate attendance to 750,000 could generate an
related to ocean exploration, which totaled nearly $1 million additional $1.66 million in revenue annually for the organization
annually, have been eliminated. The organization successfully at current pricing models, taking into account per cap spending
raised $25 million in the period 2011 to 2013, and raises an average and membership revenues. It is probable that if staffed
of $6 million annually. appropriately, the annual fund could grow from $3 million to $4
million annually. The key to growing reserve or endowment funds
Under this plan we will be tasked with rationalizing, though not
is for Mystic Aquarium to access the previously untapped planned
reducing, expenditures in non-gate mission related programs
giving market. Endowment and reserve funds most often come
such as research. Notably, all education and conservation
from this type of giving.
programs are self-sustaining. The organization has the potential
to significantly increase revenue in the new mission programs area
by looking towards tuition for proposed experiential and gap year ACTION STEPS
programs, with particular emphasis on marketing these programs 1. Reduce energy consumption through implementation of
to international students, and by attracting new partnerships in conservation and best practices.
grant opportunities through a holistic program approach.
2. Develop and implement a planned giving program for Mystic
Opportunities exist to reduce energy consumption and reliance on Aquarium with the specific purpose of building endowment.
external energy providers, but those opportunities require capital 3. Develop and cultivate individual donor and corporate
investment in new systems and equipment. sponsorship relationships in the Providence, Rhode Island
The 2015 budget anticipates investment in new senior level market.
positions in Zoological Operations, Advancement and Mission
4. Conduct a feasibility study for a capital campaign and
Programs, allowing some offset from increased revenues
evaluate against the efficacy of individual project-based
associated with two of these positions. Overall, staffing is tight,
campaigns.
having been reduced during the period of financial restructure
between 2009 and 2013. 5. Grow membership from 12,000 to 16,000 annual members
in 2016.
18 | 2020 Strategic PlanSUMMARY
The organization must look toward a financial strategy that grows We must continue to make investments in the people who work
resources and investments in its core business. Building cash reserves at Mystic Aquarium. Over the past decade the organization has
is a primary need and will be fueled by savings from debt service and reduced staffing in several core areas, while increasing operational
new fundraising efforts aimed at building endowment through demands. We must recognize the reality that increasing operational
planned giving. requirements for exhibits, animals and programs come with staffing
costs, which often must be met by investments in increased staff and
New exhibits, investments in animal collections and guest experiences employee recognition programs.
all have measurable return on investment. Consistent with “One
Ocean, One Mission” the organization will have an integrated facilities, In the short term, the organization will invest in professional and
exhibits and animal collection plan. Elements of the plan are already specialized staff. A new position of Chief Zoological Officer will lead
underway with improvements that include renovation of existing and manage animal acquisition, collections, water quality and
exhibit galleries and expansion of new ones. Hero species such as operations. We will also invest in advancement staff to lead and
otters, sea turtles and walruses are being strongly considered, along manage a revitalized fundraising effort. A Chief Mission Programs
with other engaging or endangered species. Officer will lead and manage education, conservation, research and
exhibits.
Improvements to core infrastructure, including mechanical, electrical,
plumbing and fire safety systems will result in more reliable, efficient A strategic plan keeps long-term vision along with long- and short-
and safer operations. New mechanical (HVAC and LSS) equipment and term actionable items at the forefront of organizational thinking and
lighting systems with automated controls will result in substantial practice, and is implemented over an extended period of time. In our
energy cost savings. case, the vision is through 2020.
The existing mission programs, especially conservation and education, Many aspects of the strategic plan are dependent upon the availability
already generate substantial grant and program revenue. By of capital, which takes time to raise and realize. However, the plan
dovetailing these with biological research and introducing the “One and related five year timeline envision substantial exciting growth, not
Ocean, One Mission” interdisciplinary model, substantial progress through major expansion, but instead through constant refinement
can be realized in growing awareness of, participation in, and revenue and concern for a robust, sustainable future for our organization and
from mission programs. Particular emphasis will be placed on growing community, and for aquatic animals and the oceans and waterways
tuition related programs and attracting international students, much that they and we depend upon.
like private K-12 schools and higher education institutions have done.
2020 Strategic Plan | 19Timeline
2015
• Complete facilities, exhibits and animal collection plan
• Resolve beluga and Steller sea lion collection issues
• Open new animal themed and conservation exhibits in Ocean Exploration Center
and throughout facility through “Washed Ashore”
• Break ground for new Ocean Conservation and Research Center
• Implement planned giving and endowment fundraising plan
• Increase attendance to 720,000 and membership to 12,000
2016
• Begin construction of new Ocean Conservation and Research Center
• Complete assessment and decisions related to long-term fundraising potential and goals
• Increase attendance and membership from Rhode Island market
• Begin fundraising for new entryway to Mystic Aquarium with Guest Service Center
• Complete planning for new penguin facility
• Welcome first “gap year’’ class including international students
• Introduce new penguin species to the public in temporary exhibit space
2017
• Introduce veterinary science internship program with international student body
• Introduce new undergraduate course in Aquatic Animal Research, Conservation and Public Policy
• Complete construction of Ocean Conservation and Research Center
• Introduce major new frog and amphibian exhibit
• Open renovated penguin facility and introduce additional penguin species and experiences
• Begin construction of new entryway for Mystic Aquarium
• Increase attendance to 750,000 and membership to 15,000
• Launch capital campaign
• Show demonstrated energy reduction of 10% over 2014 with related savings
20 | 2020 Strategic Plan2018
• Complete planning refurbishment of Arctic Coast exhibit for beluga collection or introduction of other species
• Renovate Marine Theater pools and introduce River otters and additional marine mammal species
• Introduce new Marine Theater show series rotating on a prescribed basis or as needed
• Introduce at least five experiential public programs and one major research project related to aquatic animals in
Long Island Sound and Narragansett Bay
• Membership grows to 16,000
• Attendance surpasses 750,000
2019
• Complete refurbishment of Arctic Coast exhibit and introduction of new animals
• Secure funding for expansion of Point Lay exchange program
• Secure long-term funding for “One Ocean, One Mission” concept with multiple demonstration spots and introduce
a new global conservation youth mentoring program
• Begin planning for renovation of Pacific Northwest exhibits
• Begin planning for new shark habitat and conservation program
2020
• Introduce new shark exhibit
• Complete capital campaign
• Reach $10 million in cash reserves and endowment
• Demonstrate sustainability at 750,000 guests and membership of 16,000
• Reduced long term debt of $10 million from $14 million
• Mission Program annual revenue of $2 million from grants, tuition and program fees
• Complete renovation of Pacific Northwest exhibits
2020 Strategic Plan | 21The mission of Mystic Aquarium, a division of
Sea Research Foundation, is to inspire people to
care for and protect our ocean planet through
conservation, education and research.You can also read
