Museum of Riverside
Five-Year Strategic Plan 2022-2027
Approved for adoption by the Museum of Riverside Board on April 27, 2022. Approved by City Council on _________________.
Mission
As a center for learning, the Museum of Riverside interacts with the community to collect, preserve, explore, and interpret the cultural and natural history of Riverside and its region. ■ ■ ■ ■ ■
Plan Background
Envision Riverside 2025 – the City’s Strategic Plan
The Museum of Riverside (Museum) has been a department of the City of Riverside since its founding in 1924. The City is pivotal to the past and future success of the Museum. It is the largest single funder of the Museum and wholly owns six properties overseen by the Museum. The Museum must remain sensitive to government relationships and mindful of the need for nimble and creative planning to adjust to realities that may affect Museum funding and operations.
In October 2020, Riverside City Council approved a new strategic plan for the City. Its strategic priorities are both idealistic and practical:
Arts, Culture, and Recreation
Community Well-Being
Economic Opportunity
Environmental Stewardship
High-Performing Government
Infrastructure, Mobility, and Connectivity
Each priority is to be informed by the following cross-cutting threads:
Community Trust
Equity
Fiscal Responsibility
Innovation
Sustainability and Resiliency
The Museum’s activities inherently support the City priority titled Arts, Culture, and Recreation. Further, the Museum can play a large role in enhancing Community Well-Being. While the Museum is not the driver of the City’s other priorities, it can contribute to all. Further, insofar as the Museum’s activities contribute to more general goals supporting education, tourism, and creative placemaking, the Museum can be a key player.
Museum-Specific Assessments
The Museum Department continues a multi-year process of addressing concerns raised by professional assessments and reviews conducted in 2016 and 2017 by the American Alliance of Museums’ Re-Accreditation Visiting Committee and by Museum Management Consultants, Inc., San Francisco. These reports contain valid recommendations that remain to be implemented. This symbol— ◊ —indicates actions that address those recommendations.
The museum field as a whole is also guided by the American Alliance of Museums’ (AAM) own strategic plan. The principles and goals it foregrounds will continue to inform the Museum’s goals. The AAM’s priorities include Social & Community Impact, DEAI & Anti-racism, the Museum Community, and the Way We Work. ■ ■ ■ ■ ■
Introduction
Renewal of Museum’s Five-Year Plan
The Museum of Riverside approaches the renewal and extension of its five-year Strategic Plan (Plan) with the goal of adjusting it to the delays to some of the Museum’s most important goals caused by the pandemic that began in March 2020. Some of the actions in the 2019-2024 plan have been completed, and the Museum remains broadly committed to the ideals and Curator of Natural Historyer-term goals stated in that version of the Plan.
Institutional evolution and change in the coming five-year period pivot on four key functions:
Renovation, Expansion, and Access
Main Museum
Harada House and Interpretive Center
Heritage House
Inspiring and Connecting
Celebrating a Century
Outreach, Identity, and Engagement
Education and Digital Resources
Stewardship
Collections Management
Supporting Community
Supporting Scholarship
Maximizing Resources
Growing the Museum Team
Diversifying Revenue
New Plan for 2022 through 2027
The Strategic Plan for fiscal years 2022-2023 through 2026-2027 emphasizes goals that advance the Museum beyond its baseline activities and responsibilities. The Plan is the result of multiple discussions between August 2021 and March 2022 among staff, the Museum of Riverside Board, the Riverside Museum Associates, the Harada House Foundation, other City staff, and stakeholders who are eager for the return of a fully operational and accessible Museum of Riverside. The Museum recommits to its mission and its many communities. Many of the goals and initiatives in this Plan are unique to the unusual circumstances prevailing when it was written and are aimed to continue the multi-year process of institutional overhaul and reinvention that began in 2017. This process aims to equip the Museum to serve 21st-century audiences and enter its second century of operation. The actions are 1) integral to larger goals and professional ideals, 2) central to effective Museum operations, 3) future-focused, and 4) aspirational. The Plan reaffirms the Museum’s goal to serve as a center for learning and as an indispensable community cultural resource.
Some assumptions underlie this Plan. First, genuine program growth and achieving best practices in all areas where they were previously lacking will require additional resources, staff in particular. Second, actions in this Plan that entail exploratory research may not necessarily result in the decision to implement a new exhibition, program, or project. Third, programs and activities that are not supported by existing resources—including human resources—may not be pursued even if they align closely with the Museum’s mission.
Staff are indicated by name for positions that are filled at this time this Plan is approved. Positions not filled are indicated by title. Responsibility for actions tied to vacant positions filter up to the filled position above. When new staff are recruited, revisions will be made during quarterly status reports. Advisory bodies indicated are those directly associated with the Museum and established to provide support solely to the Museum. It is understood that other City departments and individuals will play advisory and other roles who may not all be named in this Plan. * = Indicates a staff position not created and / or filled at the time of Plan approval. Until the position is filled, responsibility reverts to the individual to whom that absent staffer would have reported. Positions not filled will result in modification of plan goals, timetables, or both. ◊ = Supports a recommendation from the 2016-2017 Museum Management Consultants’ assessment and/or the AAM Re-Accreditation Visiting Committee’s report.
green = Information in green in the Financial Impact column indicates an action for which revenues may exceed or partially offset costs.
RMA = Riverside Museum Associates
HHF = Harada House Foundation
Quick Reference to Strategic Priorities
Renovation, Expansion, Access
Inspiring and Connecting
Stewardship
Maximizing Resources
Main Museum renovation and expansion
Centenary exhibition in 2024
Further implementation of TMS Collections
Inclusively create new vision and core values statements New Nature Lab
Additional centenary programs and promotion in 2024
Complete collection relocation and plans for rehousing
Align staffing structure with museum-field best practices Proactive exhibition planning
Complete implementation of new Museum brand
Address environmental conditions in collections storage Establish training in emergency preparedness, object handling, and customer service Harada House rehabilitation
Community mini-exhibitions
All-sites security audit
Expand volunteer recruitment
Harada House documentary
Effective program evaluation
Develop Curator of Natural History-range conservation plan and do most urgent treatments Create new staff team dedicated to advancement and fundraising Harada House Interpretive Center
Maintain community advisory teams
Prioritization of access in collecting and program development Develop a “donor circle” program
Heritage House site enhancements
Expand botanical partnerships
Develop Indigenous advisory team
Support the Museum’s 501(c)(3) organizations.
Heritage House historic structures report
Community event participation
Participate in collaborative online collection databases.
Implement a comprehensive fee schedule
Heritage House expanded public access
Prepare in 2026 for reaccreditation review
Heritage House furnishings goals
Expand educational outreach
New educational partners
Youth programs
Revitalized docent program
Expand university internships
Adult program development
Digital program development
Strategic Goal: RENOVATION, EXPANSION, AND ACCESS
As of the initial date of this plan, only one of the Museum’s four sites intended for public access is accessible—Heritage House. The highest priorities of the Museum include 1) completing the renovation, expansion, and reopening of the main museum, 2) opening for the first time Harada House and its Interpretive Center, 3) expanding and improving access to Heritage House, and 4) expanding program outreach to the community. A re-envisioning of the main museum began in 2019 and has passed through a key approval stage, the Budget Engagement Commission. In July 2021, the fundraising goal for Harada House was achieved, which permits the rehabilitation to proceed, including its Interpretive Center.
Key actions center on:
Main Museum
Harada House and Interpretive Center
Heritage House
Action
Staff point person(s)
Outside advisory / partners
Financial impact O=operating
C=capital
Timetable
A=immediate
B=mid-plan
C=end of plan
Target audience
Measurable success criteria
Envision Riverside 2025 alignment
Main Museum:
Implement renovation and expansion of Mission Inn Avenue site, including grounds and all planned and necessary support functions. Includes plan and protocols for operation.
Director, Operations Mgr.
General Services Department, Board, ’s advisory design team C = Construction estimated at $22 million. Project costs estimated at $32 million. Current allocation from Measure Z is $13.7 million; potential one-time revenue through sale of naming rights.
A, B, C
All audiences
• Renovated and expanded site is opened by 31 December 2026: on time, on budget, and to acclaim. • No more than 10% of staff time is expended resolving unanticipated operational and procedural issues arising in the first year after reopening.
Workplan action 1.1.3, 4.1.3
Status:
Main Museum – Nature Lab:
Develop plan for Nature Lab including ongoing programming, plan for drop-in use, and mobile Nature Lab (Nature Lab on the Go).
Curator of Natural History, Assoc. Education Curator, Education Curator Natural history colleagues
O = staff time, $6,000-$8,000 annually; sponsorship support is likely
A, B, C
All audiences
• Nature Lab on the Go, to be launched first, works toward a goal of 2,500 contacts annually. • Public satisfaction with the new Nature Lab in the renovated main museum exceeds 90%. Attendance in first three years of operation demonstrates steadily increasing use.
Workplan actions 1.1.3, 1.1.4, 1.2.1, 1.2.2, 1.2.3, 1.5.4 Status:
Main Museum – Exhibitions:
Schedule and implement three exhibitions to reopen the Mission Inn Avenue site memorably. • Im/migration
• Food traditions
• Riverside vignettes
Director, *Mgr. of Curatorial Services
’s program advisory team, exhibition design firm, guest curators O = $150,000 to $250,000
C = tentatively set at $500,000 to $750,000 for mobile walls and cases within renovation project B, C
All audiences
• Three exhibitions reopen the downtown site on time and on budget. • A broad cross-section of the community and clear majority of visitors respond positively to reopening exhibitions.
Workplan actions 1.1.3, 1.1.4, 1.2.1, 1.2.2, 1.2.3, 1.5.2, 1.5.4, 3.4.2 Status:
Harada House:
◊ • Complete the rehabilitation of Harada House.
• Refurnish the house. • Develop operational plan and open the house to the public.
Director, Operations Mgr., Curator of Historic Structures General Services Department, Board, Harada House Project Team, Harada House Foundation O = staff time, C = seven-figure budget TBD, the funding for which has been secured
A, B, C
All audiences, especially Japanese American, civil rights, public historians. • Harada House rehabilitated to Secretary of the Interior Standards and industry’s best practices by 30 June 2026. • Site is opened to the public, and public satisfaction with the site exceeds 90%.
Workplan actions 1.1.4, 1.2.1, 1.2.2, 1.2.3, 1.5.2, 1.5.4, 2.4.1, 2.4.6 Status:
Harada House:
Oversee production of documentary of the rehabilitation process and the Harada story.
Director, Curator of Historic Structures
Harada House Project Team, Harada House Foundation
O = staff time; six-figure budget for documentarian TBD; grant and sponsorship potential
A, B, C
All audiences, especially Japanese American, civil rights, public historians. • Documentary is completed within six months of public opening of the house. • It is distributed widely and earns critical praise.
Workplan actions 1.2.1, 2.4.6
Status:
Harada House Interpretive Center:
Reconstruct the site f.k.a. Robinson House. Includes developing initial Harada-related exhibition.
Director, Operations Mgr., Curator of Historic Structures General Services Department, Board, Harada House Project Team, Harada House Foundation O = staff time; C = CDBG funding ($340,028); additional costs anticipated to be covered by Harada campaign revenues A, B
All audiences, especially Japanese American, civil rights, public historians. • Satisfactory completion of project following Secretary of the Interior’s standards by 30 June 2024. • Public satisfaction is expressed regarding the opportunity to view Harada site under rehabilitation.
Workplan actions 1.1.4, 1.2.1, 1.2.2, 1.2.3, 1.5.2, 1.5.4, 2.4.1, 2.4.6, 4.1.3 Status:
Heritage House:
Continue addressing short- and Curator of Natural History-term structural and site enhancement needs, as identified on CIP and internal lists. Includes redoing paths, fencing, wayfinding, and security.
Director, Operations Mgr., Curator of Historic Structures, Facilities General Services Department
O = staff time
C = CDBG funding for paths ($321,092)
O/C = specific project costs TBD
C = signage on parallel track with all-site wayfinding
A, B, C
All audiences, site volunteers, partner groups such as Dickens Festival organizers • Paths are addressed satisfactorily, including signage, by 30 November 2022. • Prioritized plan to address additional projects established by 31 December 2022 for completion by 30 June 2027.
Workplan actions 1.1.4, 1.1.5, 1.2.1, 1.2.2, 1.2.3, 1.4.1, 1.5.2, 1.5.4 Status:
Heritage House:
Obtain historic structures report.
Curator of Historic Structures
RMA
O = consultant cost estimated at $25,000
B
Internal
Completed report is in hand by 30 June 2024.
Workplan action 1.2.2
Status:
Heritage House:
Secure resources necessary to increase open hours at Heritage House.
Director, Curator of Historic Structures
RMA, City volunteer program
O = staff time; may require new part-time or temporary staff; modest increased admissions / donations revenue A, B
Audiences seeking historic house experiences
Additional staffing (volunteer or paid) is approved, recruit-ed, trained, and in place to increase hours by one day per week by seasonal reopening in September 2024.
Workplan actions 1.1.4, 1.2.1, 1.2.2, 1.2.3, 1.4.1, 1.5.2, 1.5.4 Status:
Heritage House – Collections:
Develop comprehensive plan for interpretation, care, and enhancement of furnishings:
• Furnishings plan
• Digital room books
• ◊ Inventory
• Storage plan
Curator of Historic Structures
Collections Committee, RMA
O = staff time, archival storage supplies, and possible software costs for digital room books
A, B, C
Internal; tour audiences for room books
• Furnishings plan done by 31 December 2023.
• Digital room books by 30 June 2024.
• Full inventory of props and collections completed by 30 June 2025. • Storage plan implemented by 30 June 2026.
Workplan actions 1.2.1, 1.5.2
Status:
Strategic Goal: INSPIRING and CONNECTING
The Museum’s 100th anniversary is a one-time opportunity that can no Curator of Natural Historyer be anticipated to be celebrated in a new downtown museum building. A high priority is developing multiple ways to celebrate this milestone throughout the anniversary year 2024. ProCurator of Natural Historyed closure of the Museum’s main site also demands additional emphasis on reaching our communities beyond our walls, including re-envisioning what an “exhibition” is, reconsidering communications, adapting educational programming for use both on- and off-site, and meaningful evaluation. These may include experiential learning opportunities such as drop-in programs outdoors, curriculum-based school tours, camps conducted at Parks or Library facilities, special events, lectures, performances, and other informal enrichment programs.
Key actions center on:
Celebrating a Century
Outreach, Identity, and Engagement
Education and Digital Resources
Action
Staff point person(s)
Outside advisory / partners
Financial impact O=operating
C=capital
Timetable
A=immediate
B=mid-plan
C=end of plan
Target audience
Measurable success criteria
Envision Riverside 2025 alignment
Celebrating a Century - Exhibitions:
Secure a site partner to permit curation of an exhibition highlighting the collections to mark the centenary (2024).
Director, all senior staff/team leaders
’s program advisory team, site partner TBD
O = staff time; early estimate $125,000 for exhibition; sponsorship potential A, B
All audiences
• Exhibition plan finalized, with checklists and scripts, by 30 June 2023. • Fundraising success by 31 December 2023.
• All City departments and partners playing a part have integrated the Museum’s 100th into their own annual plans for 2024. • An innovative centenary exhibition opens to acclaim in the second half of 2024.
Workplan actions 1.2.1, 1.2.2, 1.2.3, 1.5.2, 3.4.2
Status:
Celebrating a Century - Programming:
Finalize programming and partnerships to mark centenary (2024). To include events, mini-exhibitions, educational programs, and market-ing. May include presence in libraries aimed at children.
Director, all senior staff/team leaders
’s program advisory team, cultural s’ consortium, collaborative partners TBD O = staff time; $100,000 for other programming and collateral; sponsorship potential A, B
All audiences, school districts
• Plan is developed by 30 June 2023, including calendaring all 2024 programming. • Fundraising success is achieved by 31 December 2023. • All staff are clear about their roles to execute all programs on schedule during 2024. • Each element achieves at least a 90% audience satisfaction rate.
Workplan actions 1.1.4, 1.2.1, 1.2.2, 1.2.3, 1.5.2, 3.4.2 Status:
Outreach, Identity, and Engagement – Branding:
◊ Complete implementation of new Museum brand. Includes overhaul of website with a plan for maintaining it.
Director, *Mgr. of Institutional Advancement
City Marketing Department, ’s advisory rebranding team, Board O = Staff time; initial costs estimated at $50,000 associated with formatting, fabrication, printing; additional TBD for wayfinding signage A, B
All audiences
• New brand is applied to digital communications, printed materials, internal documents, and signage by or before the main site reopening. • ADA-compliant website is completed by 31 December 2022, is easily updatable by staff, and achieves at least a 90% positive response.
Workplan action 1.2.4
Status:
Outreach, Identity, and Engagement – Exhibitions:
Develop and install mini-exhibitions with fresh design in key community locations. *Mgr. of Curatorial Services
’s program advisory team
O = $2,000-$10,000 each, implementing one to two per year; grant potential
A, B, C
Prioritize under-served neighbor-hood locations
• At least one new or renewed mini-exhibition is installed annually up to a maximum of five maintained at any given time. • A schedule of additional exhibitions is confirmed at least one year in advance of work commencing.
Workplan actions 1.2.1, 1.2.2, 1.2.3, 1.5.2, 3.4.2
Status:
Outreach, Identity, and Engagement – Evaluation:
◊ Improve evaluative tools, including an effective audience survey mechanism and staff-level pre- and post-program assessments. *Mgr. of Institutional Advancement, *Mgr. of Curatorial Services Marketing Department
O = staff time
A, B, C
Exhibition visitors, program users, event attendees, internal • Surveys provide statistically valid feedback that usefully informs program (re)development. • Programs achieve 90% audience satisfaction, and staff experience reduction in last-minute surprises and programs that do not meet goals.
Workplan actions 1.2.1, 1.2.2, 1.4.1, 1.5.2, 1.5.4, 2.4.2 Status:
Outreach, Identity, and Engagement – Community:
Maintain advisory teams:
• renovation (until reopening)
• programs
• marketing
• cultural consortium
• ad hoc, as required
Director
All team members
O = staff time
A, B, C
Current and eventual post-reopening audiences
• Advisory teams are perceived as representative of the community. • Input from these teams informs program implemen-tation. Teams opt to develop new goals so that they maintain relevance and community service after conclusion of specific exhibitions or programs.
Workplan actions 1.2.1, 1.2.2, 1.2.3, 1.5.2, 2.4.2, 2.4.6 Status:
Outreach, Identity, and Engagement – Community:
Expand botanical partnerships in City and County regional parks. Including “bio-days,” naturalist walks, and digital programs.
Curator of Natural History
Parks Depart-ment, RivCo Parks, UCR, water district, Riverside-Corona Resource Conservation District (RCRCD) O = staff time
C
Audiences enthusiastic about botany and parks
• Mutual benefit among partners is perceived.
• Economies of scale are realized in the execution of programs. • Popularity of Museum-based reference resources on native plants and urban wildlife can be documented.
Workplan actions 1.2.1, 1.2.2, 1.2.3, 1.5.2
Status:
Outreach, Identity, and Engagement – Community:
Identify staff liaisons for effective partici-pation in collaborative events such as Insect Fair, Tamale Festival, Día de los Muertos, and similar. Assess capacity for participation in others’ events.
Education Curator, all senior staff
Arts & Cultural Affairs, community advisory teams
O = staff time; direct project costs based on collaborative projects pursued each FY (anticipating a maximum of two per FY); sponsorship potential
A, B, C
Target audience varies according to event theme
• Measurably improved project execution with enriched educational content. • Smooth-running logistical support.
• Maximum public clarity regarding museum’s role (lead or contributing). • Increased attendance and media coverage.
Workplan actions 1.1.2, 1.2.1, 1.2.2, 1.2.3
Status:
Outreach, Identity, and Engagement – The Museum Community:
Pursue reaccreditation successfully.
Director
All team members
O = staff time; some costs may be incurred addressing minor operational upgrades C
Museum professional community
• Preparation begins mid-2026.
• Self-study is successfully submitted by due date of 1 July 2027, at the end of this Plan. • Museum is subsequently reaccredited.
General alignment with Arts, Culture and Recreation and High-Performing Government priorities Status:
Education and Digital Resources – Outreach Education:
Proactively expand educational outreach to school districts, private schools, and home schoolers. Survey potential partners to ascertain needs:
• curriculum-based, especially ethnic studies
• after-school
• transportation
Education Curator, Assoc. Education Curator
School district contacts, ’s program advisory team
O = staff time; modest costs for printed and digital materials; cost-sharing revenue to be pursued
A, B, C
Educators, schoolchildren, parents
• Partnerships are maintained through active communications. • Cost-sharing is negotiated, as feasible.
• Progress is reported quarterly on establishing Museum’s role in aiding educators with ethnic studies mandates. • Partner feedback indicates that Museum partnerships assist educators in meeting their own curriculum mandates.
Workplan actions 1.2.1, 1.2.2, 1.2.3, 2.4.1, 2.4.2, 2.4.6 Status:
Education and Digital Resources – Outreach Education:
Develop at least one new outreach partner per year, targeting special needs groups.
Education Curator, Assoc. Education Curator
Partner groups, program advisory team
O = staff time; modest costs for printed, digital, and program materials; grant and sponsorship potential
A, B, C
Project Bridge, Sherman Indian School, deaf community, senior centers, juvenile detention centers, and similar • Partnerships are maintained through active communications. • Grant or sponsorship support is obtained for a portion of these special outreach programs.
Workplan actions 1.2.1, 1.2.2, 1.2.3
Status:
Education and Digital Resources – Youth Engagement:
Research and prepare a proposal for a junior curators’ program and/or a youth advisory team.
Education Curator
Partner groups, program advisory team
O = staff time
B
High school students
A defensible proposal is created by or before 30 June 2023 that recommends proceeding or not proceeding with such a program and why.
Workplan action 1.2.1, 1.2.2, 1.2.3, 3.2.3
Status:
Education and Digital Resources – Docents:
Revitalize docent program:
• Heritage House (immediately)
• main museum (to sync with reopening)
Education Curator
RMA
O = staff time, consulting costs for guest presenters / trainers
A, B, C
Docents and, by extension, visitors
• By main museum reopening, size of docent corps increases by 25% over 2017 levels. • Docent training program is year-round.
• Docents’ positive response rate is at least 75%. Attrition due to causes other than health, age, or relocation declines.
Workplan actions 1.2.1, 1.2.2, 1.2.3, 1.5.2
Status:
Education and Digital Resources – Internships:
Broaden university internship program; proactively define scope of opportunities. *Mgr. of Curatorial Services
UCR, CBU, La Sierra, RCCD, University of La Verne
O = staff time
A, B, C
University students in anthropology, natural history, history, ethnic studies Museum is able to secure and support a minimum of two interns each academic term.
Workplan actions 1.2.1, 1.2.2, 1.2.3, 3.2.3
Status:
Education and Digital Resources – Adult Programs:
Further develop adult programming.
*Mgr. of Curatorial Services
’s program advisory team
O = staff time; fees and travel expenses up to $1,000 per program; modest participation fee revenue; limited sponsorship potential C
Adult lifeCurator of Natural History learners, ages 18 through senior • Prior to reopening, at least six programs annually are successfully offered. • After reopening, at least twelve programs annually draw an average audience of at least 25 and a positive response rate of at least 90%.
Workplan actions 1.2.1, 1.2.2, 1.2.3
Status:
Education and Digital Resources – Digital Programs:
Maintain steady production of new digital programs, disseminating through social media, YouTube, and website.
Education Curator, all content specialists
’s program advisory team
O = staff time and small investments in tech support and professional fees, estimated at $2,500 annually
A, B, C
All audiences
• A minimum of one new digital program is released every quarter. • Inaccuracies, when noted, are corrected immediately. • YouTube / other likes and view rates show steady growth.
Workplan actions 1.2.1, 1.2.2, 1.2.3
Status:
Strategic Goal: STEWARDSHIP
Work remains to bring documentation and preservation of the Museum’s collections up to standard. Many of these tasks will require more than five years, based on foreseeable staffing resources. Incremental milestones must be established to maintain progress on this behind-the-scenes function. Improved documentation and appropriate storage for all collections—Permanent, Community Collection, Education / Teaching Collection, Live Collection, and Library—is a prerequisite to effective public access to Riverside’s stories.
Key actions center on:
Collections Management
Supporting Community
Supporting Scholarship
Action
Staff point person(s)
Outside advisory / partners
Financial impact O=operating
C=capital
Timetable
A=immediate
B=mid-plan
C=end of plan
Target audience
Measurable success criteria
Envision Riverside 2025 alignment
Collections Management - Documentation:
Further develop staff competence with TMS Collections; implement digital visitor portal.
Collections Registrar
Collections Committee, IT Department
O = staff time; digital portal module cost TBD (anticipated >$10,000)
A, B, C
Internal, internet audiences, collaborative database partners • All custom configuration and definitions of authority levels are completed by 31 December 2022. • Thereafter, a minimum of 5,000 records are added or cleaned up annually. • Within six months of implementing digital portal, a minimum of 200 of the objects / specimens historically in greatest demand are available.
General alignment with Arts, Culture and Recreation priority Status:
Collections Management – Storage:
For all disciplines:
• Complete collection relocation to R1 and R2.
• Develop phased plan to resolve housing issues.
• ◊ Initiate a phased, rolling inventory plan.
• ◊ Equip effective workspaces in R1 and R2.
Collections Registrar, content specialists
Collections Committee, tribal representatives
O = staff time
A, B
Internal, professional community, regional tribal entities • A phased plan for storage of all collections is in place by 30 June 2023. • Inventory is at least 25% completed by 30 June 2024. • Within one year of anchoring and loading new storage cabinetry, a proposal to maximize fully R1 and R2 storage capacity is completed.
General alignment with Arts, Culture and Recreation priority Status:
Collections Management - Storage:
Upgrade R1 and R2 environmental condi-tions; gather estimates and propose a phased implementation.
Collections Registrar, Director, Operations Mgr.
Consultant
O = staff time; C = limited grant potential
A, B, C
Internal
• Cost estimates gathered and proposal prepared by 30 June 2023. • Implement upgrades by 30 June 2027.
General alignment with Arts, Culture and Recreation priority Status:
Collections Management – Security:
In context of downtown site renovation, conduct an all-sites security audit and upgrade / integrate all systems and procedures.
Collections Registrar, Operations Mgr., Sr. Office Specialist IT, General Services departments
O = staff time; hardware and software costs TBD; downtown site costs to be part of Measure Z renovation budget C
Internal
Effective, up-to-date security surveillance systems are in place at all sites by the reopening of the downtown site.
Workplan action 1.4.1
Status:
Collections Management – Conservation:
• ◊ Develop Curator of Natural History-range conservation plan. • Complete object treat-ments per prioritized plan.
Collections Registrar, content specialists
Collections Committee
O = staff time; individual conservation project costs TBD; grant potential for some elements
A, B, C
Internal
• A plan is adopted internally by 31 December 2023 that includes a prioritized list of objects or collections for direct treatment or rehousing. • Individual treatments identified for the years of this plan are completed on time.
General alignment with Arts, Culture and Recreation priority Status:
Supporting Community:
Align with City’s Diversity, Equity, and Inclusion initiatives to prioritize improved access and inclusion in collecting and program development. *Mgr. of Curatorial Services, content specialists
Collections Committee; advisory program team
O = staff time; possible modest costs in focus groups, communications
A, B, C
All internal and external audiences
• Museum earns praise for the diversity of its programming and access to collections. • Board and staff diversity increases, including temp, intern, and volunteer demographics.
Alignment with Community Well-Being priority
Status:
Supporting Community:
Maintain and grow regular contact with existing Indigenous advisory team regarding physical and interpretive use of Indigenous resources. *Mgr. of Curatorial Services, Anthro. Cur.
Collections Committee
O = staff time
A, B, C
Indigenous advisory team; academic and professional communities; general public • Team is convened for critical review of program plans at least once annually. • Indigenous advisory team is consulted early in decision-making processes affecting Indigenous resources. • A respectful exchange is maintained.
Workplan actions 1.2.1, 1.2.2, 1.2.3, 1.5.2, 2.4.1, 2.4.2, 2.4.6 Status:
Supporting Scholarship:
Identify opportunities for participation in collaborative databases and ascertain upload protocols. Examples include Vertnet, Global Biodiversity Information Facility (GBIF), Inland Empire Memories, Calisphere, and similar. *Mgr. of Curatorial Services, content specialists, Collections Registrar Collections Committee
O = staff time; possible modest costs to participate in some databases
A, B, C
Academic and professional communities; general public
Selections from Museum’s collections are usefully available through a minimum of three collaborative databases by 30 June 2024. These databases are linked on the Museum’s website.
Workplan actions 1.2.2, 1.2.3
Status:
Strategic Goal: MAXIMIZING RESOURCES
The Museum’s resources include its community—the source of its stories and collections. An ethic that places the public and its experiences first must pervade all activities. Other resources include the Museum’s staff, facilities, collections, funding sources, reputation, and institutional history. Maximizing resources inherently includes conscious attention to sustainability. Sustainability means more than ensuring that the Museum’s financial needs are aligned with its funding. It includes environmental and cultural imperatives as well. To adopt a well-known and widely adopted definition of the concept, the Museum embraces an interpretation that “meets the needs of the present without compromising the ability of future generations to meet their own needs.” The Museum has a Curator of Natural History history of respect for cultural diversity, which will be further developed aCurator of Natural History with a more explicit embrace of environmentally sustainable operational choices. To integrate sustainable choices into all operations, policy and procedural statements will reflect this emphasis.
Key actions center on:
Growing the Museum Team
Diversifying Revenue
Fiscal Responsibility
Action
Staff point person(s)
Outside advisory / partners
Financial impact O=operating
C=capital
Timetable
A=immediate
B=mid-plan
C=end of plan
Target audience
Measurable success criteria
Envision Riverside 2025 alignment
Mission and vision:
Establish an inclusive process to create vision and core values statements.
Director, Operations Mgr.
Board
O = Staff time
A
All
Statements result that at least 90% of participants agree are relevant and appealing. Responses to be gathered informally at multiple stages of statement development.
Workplan action 5.5.2, 5.5.8
Status:
Growing the Museum Team:
◊ Align staffing structure with museum industry standards / best practices.
Director
Consultants, City HR Department
O = goal of net gain of 2.75 FTEs compared to pre-closure staffing at 16.25 FTEs
A, B, C
Internal
By main site reopening, staffing structure aligns with industry standards, and staff support exists for full range of key functions (administrative, curatorial [exhibitions and collections], education/outreach, and development/advancement) Workplan action 5.1.4
Status:
Growing the Museum Team – Training and Professional Development:
• Establish annual emergency response training schedules and update toolkits. • Improve staff training on object handling; create a library of digital training sessions. • Pursue staff “best practices” peer-to-peer opportunities. • Provide high-quality customer service training to all staff.
Director, Operations Mgr., Collections Registrar
FD, PD, Advisory Marketing Team, possible consultant
O = staff time; costs to upgrade dedicated response supplies and toolkits; customer service training consultant; “best practices” travel expenses
A, B, C
Internal
• By reopening, drills occur at least 3x/annually at all occupied sites. Updates to emergency response manuals occur as needed. • All staff can confidently respond to unscheduled quizzes relating to emergency preparedness. • All staff receive object handling training appropriate to their roles by 31 December 2022, and new hires thereafter as part of new-hire checklist. • Each staff member participates in a minimum of one “best practices” encounter annually. • All staff receive training and exemplify model visitor-centered service at Heritage House, the reopened main museum, and all off-site programs.
Workplan action 2.6.1
Status:
Growing the Museum Team – Volunteer Recruitment:
• Expand options for volunteer recruitment.
• Simplify volunteer position descriptions and orientation on GetConnected for new and existing volunteers.
Curator of Historic Structures, Education Curator, Collections Registrar HR, RMA, HHF, Marketing advisory team
O = staff time; potential costs to place or distribute recruitment notices
A, B, C
Internal, existing and potential volunteers
• By 30 June 2023, staff confidence has increased that the Museum is reaching significantly more potential volunteers (retired teachers, senior centers, colleges). • By 30 June 2023, the technical process volunteers use is markedly improved.
Workplan action 1.5.2
Status:
Diversifying Revenue – Fundraising:
◊ Create new staff team dedicated to advancement and fundraising (spon-sorships, grants, events, annual fund development).
Director
CMO’s office
O = creation of 1-3 FTEs, unfilled and/or unfunded as of 1 July 2021; entire team to be revenue-positive after 3-5 years B, C
Philanthropic community
• Staff incrementally come on board as ramp-up to reopening approaches and with sufficient time for orientation and integration. • By 30 June 2027, non-general fund revenues are on a trajectory to support, by three years after reopening, at least 15% of exhibition and program cost increases compared to pre-closure costs.
Workplan actions 1.1.4, 6.3.1
Status:
Diversifying Revenue – Fundraising:
◊ Develop a “donor circle” support program that comple-ments the RMA’s membership program.
Director, *Mgr. of Institutional Advancement
RMA
O = staff time (expense); donor revenue anticipated when fund-raising team is in place B, C
Philanthropic community
A donor circle program with a minimum of 1,000 members is achieved within two years of reopening.
Workplan actions 1.1.4, 6.3.1
Status:
Diversifying Revenue – RMA and HHF:
Support the Museum’s 501(c)(3) organiza-tions. Integrate Museum staff into fundraising and communications efforts.
Director, *Mgr. of Institutional Advancement
HHF and RMA
O = staff time; HHF to build endowment; project revenue from RMA to increase from current level of $20,000-25,000 annually
A, B, C
All program audiences and donors
• HHF and RMA have appropriate and timely support from the Museum to pursue mutually agreed-upon goals. • Fundraising success for both organizations increases annually and/or RMA and HHF meet the specific goals they establish for themselves.
Workplan actions 1.1.4, 6.3.1
Status:
Diversifying Revenue – Earned Revenue:
◊ Implement a comprehensive fee schedule to maximize earned revenue.
Director, *Mgr. of Institutional Advancement
CMO, Finance Department, Council
O = staff time (expense); fee revenue when full proposal is implemented, and necessary staffing in place B, C
All
• By reopening, competitive fees are assessed for services, with a mechanism to track and credit revenue to the Museum. • At-market private services, f. ex., facility rentals, are managed to the satisfaction of Museum staff and without risk to collections or facilities.
Workplan actions 1.1.4, 5.4.3, 5.4.4
Status:
The Plan does not describe ongoing activities and community collaborations fundamental in any year, nor does it restate position descriptions or professional standards.
CDBG = Community Development Block Grants, a federal grant program From Our Common Future, also known as the Bruntland Report, 1987.