Strategic Goals

The Natural History Museum of Utah opened its doors to the public in the George Thomas Building in 1969. Since then, collections have been transferred from the University's academic departments and grown through research, acquisition, and contributions to number more than 1.5 million objects. The Museum has solidified its position as the State museum of natural history and has developed strong programs of exhibits and education, both on-site and statewide.

In November 2011, we opened our new facility, the Rio Tinto Center, with entirely new exhibit galleries, engaging programs for the public and state-of-the-art collections care and research facilities. At this milestone in the Museum's rich history, we acknowledge that we are a work-in-progress.

Detailed below is what we strive to achieve as we begin a new era:

Strategic Goals for 2012-2016

We will be a regional research center.  Our research and scholarship contributions will expand:
  • more faculty curators including establishing endowed chairs; 
  • more grants and publications,
  • growth of field research, including establishment of a fieldwork endowment and the growth of our Range Creek Research Station,
  • with a particular focus on collaborative and interdisciplinary science, and
  • research results will be communicated to the broadest possible public.
We will be a top regional destination based on the quality of the visitor experience:
  • continue to invest in the media experience for visitors, both in-gallery and online,
  • regularly assess the quality of interpretation, updating content, and keep abreast of new technological developments,
  • create public interest in science and communicate its excitement and pertinence through temporary exhibits, in our permanent galleries and through public and school programs, and
  • offer an authentic Utah experience with a focus on human interaction in the galleries. 
We will be the state museum of natural history:
  • by providing high quality science education to and promoting STEM careers in public schools statewide, 
  • by providing virtual and actual outreach and forming and maintaining robust partnerships with Utah communities statewide, 
  • by being a center for the interpretation of Native cultures as well a destination for Native peoples, and
  • the diversity of our audience and in our staff and volunteers will reflect the diversity of Utah.
We will be a center for university student engagement:
  • expand student support including graduate student assistantships, undergraduate scholarships, internships, 
  • explore unique degree and/or certificate programs including disciplinary research, object conservation and/or master naturalist, and
  • expand job opportunities. 
We will be a truly sustainable institution:
  • our choices will be green,
  • by investing in the development of our staff, board, and volunteers 
  • by seeking strategic partnerships with agencies, businesses, cultural and educational organizations
  • by exceeding our goals for earned income and annual giving as laid out in the business plan and building a reserve that will provide a cushion during economic downturns as well as the ability to proactively invest in innovation, 
  • by exceeding our attendance goals, seeking measurable feedback on the quality of the visitor experience, and using the results for improvement, and
  • we will measure, document, and communicate the economic impact of the Museum, as well as the return on the community's investment in the Rio Tinto Center.