J Endowment: to provide for collec- $7,000,000 



tions and research and to maintain the 

 current percentage of annual Museum 

 support from endowment 



/ Public exhibits and programs: to pro- $10,370,000 

 vide new exhibits and programs in 

 areas of the Museum that have not 

 changed substantially in 60 years 

 7 Exterior and roof repair: to repair the $12,630,000 

 deteriorating exterior walls of the 

 Museum and the leaking roof of the 

 main hall 



y Operating support for 1984-1988: to $10,000,000 

 strengthen and carry forward the fun- 

 damental Museum programs 



Total $40,000,000 



The future of Field Museum depends on the success 



of this capital campaign. Every person concerned about 



this Museum must actively participate in this effort to 



secure its future. 



Organizational Excellence 



Field Museum is an institution with a lean staff and lim- 

 ited funds. The Museum has, nevertheless, committed 

 itself to a very demanding mission: to be a national and 

 international leader in research while serving the public 

 directly as an exceptional natural history museum. In 

 this era of limited funding, Field Museum cannot expect 

 to fulfill its dual mission through financial resources 

 alone. To reach its goals, the Museum must draw on its 

 outstanding human resource — a staff and volunteer 

 corps of extraordinary talent and dedication. The organ- 

 izational challenge for the Museum will be to provide 

 opportunities for these outstanding people to advance 

 the Museum's mission. 



The effort to meet this challenge will be fourfold: 

 1 . Unify the staff in support of the Museum's mission. The 

 Museum has recently adopted a new organization struc- 

 ture, with the objective of better focusing the organiza- 

 tion on its basic missions (Exhibit 10, page 23). The 

 departments that are most directly involved in the 

 Museum's role as a research institution are grouped 

 together into the area of Collections and Research. Pub- 

 lic Programs staff are similarly grouped together. 



Finance/Museum Services and Development complete 

 the new organization. 



2. Recognize explicitly the value of the Museum's staff. Peo- 

 ple, not structures, make a great institution. And a great 

 institution provides opportunities for people to achieve 

 their professional goals. To that end, the Museum will 

 endeavor to: 



y Provide training programs for staff development 



y Provide the staff with opportunities to express 

 their ideas on Museum operations and to imple- 

 ment them whenever possible. 



y Provide clear information on employment op- 

 portunities and staff benefits. 



y Be an active equal opportunity employer 



3. Recognize the crucial role of the volunteer. Field 

 Museum's future depends on the gift of time by individ- 

 uals. Collections are maintained, research carried on, 

 programs conducted, funds raised, and the Museum gov- 

 erned by volunteers. Field Museum must strengthen its 

 great tradition of volunteer leadership and responsibil- 

 ity. To that end the Museum will endeavor to: 



y Recruit additional volunteers from the Museum's 



diverse and expanding constituencies. 

 y Provide orientation programs for respective 



volunteer responsibilities. 

 y Provide volunteers with the opportunities to 



express their ideas on Museum operations and to 



implement them whenever possible. 



4. Look continuously beyond the Museum for ways to 

 improve. The role of the Museum and its staff and 

 volunteers in conserving the past is well understood. 

 Their ingenuity in doing so on limited budgets is legen- 

 dary. We must build on that legacy to maintain a culture 

 of innovation. 



The Challenge We Face 



Our challenge is to be the best natural history research 

 institute and public museum. Best does not mean big- 

 gest. Best does require the most of each of us. 



To accomplish much, we must be prepared to do 

 much. We are the Field Museum. Its successes are our 

 successes. Its failures are our failures. Continued vision 

 and perseverance will be required of us if we are to lead 

 among the world's great centers of natural history in 

 1993 and beyond.  25 



