Strategic Plan — Riverside City Council, June 23, 2026

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Museum of Riverside
Five-Year Strategic Plan 2026-2031
Approved for adoption by the Museum of Riverside Board on April 22, 2026. 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

The City’s General 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.

As of the date of this departmental strategic plan, the City is midstream in the process of developing a new General Plan (find updates at www.Riverside2050.com). When the new General Plan is completed, the righthand column in the action plan below can be completed. The new City General Plan may require the Museum to revisit its strategic plan. Adoption of the new General Plan is anticipated in late 2027. As of the date of this plan’s approval, we anticipate that the Museum will align with and support the new General Plan in the following areas:

✓ Arts and Culture
✓ Recreation and Community Well-Being
✓ Economic Opportunity and Partnerships
✓ Education
✓ Environmental Stewardship

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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, of which a few 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, which is due for renewal and will need to be examined when the renewed version uploads. The principles and goals that the AAM’s plan foregrounds will continue to inform the Museum’s goals.

Although the AAM’s most recent plan expired in 2025, AAM priorities that align with Museum of Riverside priorities include Social & Community Impact, DEAI & Anti-racism, the Museum Community, and the Way We Work.

■ ■ ■ ■ ■

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Introduction

Renewal of Museum’s Five-Year Plan
The Museum of Riverside’s renewed five-year Strategic Plan (Plan) will center on the reopening of its new downtown facility and adjustment to its operation in order to maximize the promise of the investment made in the downtown facility. The opening of Harada House and its Interpretive Center is anticipated during the period of this plan. These transformational institutional changes align fully with the high-level functions that the Museum of Riverside adopts for its operation:

✓ Renovation, Growth, and Access
o Main Museum
o Harada House and the Harada House Interpretive Center o Heritage House
✓ Inspiring and Connecting
o Outreach, Identity, and Engagement
o Education and Digital Resources
o Web-based Community Connections
✓ Stewardship
o Improve Collections Management
o Support Community
o Support Scholarship
✓ Maximizing Resources
o Build the Museum Team
o Diversify Revenue
o Build Partnerships
o Model Sustainability

New Plan for 2026 through 2031

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The Strategic Plan for fiscal years 2026-2027 through 2030-2031 emphasizes goals that support a new baseline for serving the community. This Plan1 attempts to anticipate the adjustments that will be required and make the most of the new opportunities before the Museum. The Plan is the result of multiple discussions between winter 2025-2026 and spring 2026 among staff, the Museum of Riverside Board, the Riverside Museum Associates, the Harada House Foundation, and other City staff and stakeholders.

Some of the goals and initiatives in this Plan stem from the circumstances that launched institutional overhaul in 2016-2017. They continue because many were complex multi-year processes. 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, scientific, and academic resource.

Assumptions that applied to the previous Plan continue to mitigate aspirations. That is, growth in service cannot occur without growth in resources, and goals that involve research into the feasibility of specific initiatives may not result in a decision to pursue those initiatives. Tasks that require funding above baseline operations in order to implement will be delayed if that funding is not available.

Staff are indicated by positions that exist or are projected to exist during the term of this Plan (2026-2031). Responsibility for actions tied to vacant positions filters up to the supervisor of that position. If and when new staff positions are created, revisions will be reflected in 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 play advisory and other roles but 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 absent staff member’s supervisor. Positions not filled or that remain unfilled 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

1 The Plan does not describe ongoing activities and community collaborations fundamental in any year, nor does it restate posit ion descriptions or professional standards.

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Renovation, Growth, Access Inspiring and Connecting Stewardship Maximizing Resources Main Museum reopening Online resource development Develop long-range conservation plan and pursue urgent treatments
Complete alignment of staffing
structure with museum field’s best
practices
Open new Nature Lab Mini-exhibitions in key community
locations
Complete high-level collection
housing and inventory tasks
Improve and expand meaningful
staff training opportunities
Three reopening exhibitions Complete implementation of new Museum brand
Further implementation of TMS
Collections, including online portal
Expand volunteer recruitment and
recognition
Harada House rehabilitation and
opening Effective program evaluation Grow and maintain Indigenous advisory relationships
Build staff team dedicated to
advancement and fundraising
Harada House Interpretive Center
opening Habit of continuous improvement Continue to consult with tribes and implement repatriations Develop a “donor circle” program Harada House documentary Community partner relationships Prioritize participation in collaborative databases
Work with the Museum’s 501(c)(3)
organizations to support the
Museum.

Heritage House site enhancements Successful reaccreditation Implement a comprehensive fee schedule
Heritage House responsible historic
preservation Outreach education to schools Implement a successful retail operation in new main Museum
Heritage House collections
stewardship
Outreach education, extra-
curricular
Codify sustainable practices and
publicly interpret sustainable
building features
Docent program
Adult programs
Website enhancement

Strategic Goal: RENOVATION, GROWTH, AND ACCESS

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As of the approval 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 under this strategic goal 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.

Key actions center on:
✓ Main Museum
✓ Harada House and the Harada House Interpretive Center ✓ Heritage House

Complete rehabilitation
and expansion of the
Mission Inn Avenue site,
including grounds and
all planned and
necessary support
functions. Includes
developing new
protocols for operation.

Director,
Operations
Mgr.,
Curatorial
Services Mgr.,
Institutional
Advancement
Coord.

Architectural
design team,
general
contractor,
General
Services
Department
C = Project cost is
Council-approved
at $45 million.

Incremental
increase in annual
operating costs
greater than $1M.

Potential one-
time revenue
through sale of
naming rights.

A All audiences • Renovated and expanded site is
opened by or before 30 June
2028: on time, on budget, and to
acclaim.
• No more than 10% of staff time
is expended resolving unantici-
pated operational and procedural
issues arising in the first year
after reopening.

TBD
Status:

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Complete new Nature
Lab plan and implement.
• Indoor and outdoor
• Ongoing programs
• Daily operation plan
• Projections for annual
or biennial renewal
• Plan for the role of
Nature Lab On-the-Go
Curator of
Natural
History,
Museum
Educator,
Associate
Educator,
*Gallery
Assistant for
Nature Lab
Exhibition
design firm,
natural history
colleagues,
UCR, other
students,
volunteers
C = included in
main Museum
project budget
O = staff time, at
least $8,000
annually;
sponsorship
support is likely
A, B, C All audiences • Trouble-free and attractive
space is opened by 30 June 2028.
• Public satisfaction exceeds
90%.
• Nature Lab On-the-Go attains
500 contacts annually.

TBD
Status:

Main Museum –
Reopening Exhibitions:

Complete three
exhibitions to reopen
the downtown site
memorably.
• I M / Migration (how
im/migration shaped
Riverside)
• Fast ‘n’ Fresh (IE fast
food history)
• Unpacking Our Story
(The Wall)
Director, Mgr.
of Curatorial
Services, all
content
specialists
Exhibition
design firm,
guest curator,
the Museum’s
program
advisory teams
C = included in
main Museum
project budget
O = temporary
exhibitions
estimated at
$150,000 to
$250,000
annually;
sponsorship
support is likely
A, B All audiences • Three exhibitions reopen the
downtown site on budget by 30
June 2028.
• A broad cross-section of the
community and clear majority of
visitors respond positively to
reopening exhibitions.
• Public satisfaction exceeds
90%.
• A framework for temporary
exhibition renewal is finalized,
and the next round of temporary
exhibitions is confirmed by
reopening.

TBD
Status:

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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 General Plan alignment
Harada House –
Rehabilitation and
Opening:
◊ • Complete the
rehabilitation of Harada
House and open it.
• Develop operational
plan.
• Refurnish the house
• Plan and implement a
grand opening.

Director,
Operations
Mgr., *Curator
of History
Architectural
design team,
general
contractor,
General
Services
Department,
Board, Harada
House Project
Team, HHF
O = staff time;
annual operation-
al budget TBD
C = $3.7M
construction
budget , 89% of
which has been
secured
O = operating
budgets to be
determined;
additional
construction costs
to be covered by
ongoing Harada
campaign
fundraising
A, B, C All audiences,
especially
Japanese
American, civil
rights
advocates,
public historians
• Annual operating costs are
determined by 31 October 2027.
• Harada House rehabilitated to
Secretary of the Interior
Standards and industry’s best
practices by 31 December 2028.
• Site is opened to the public by
30 June 2029, and public
satisfaction with the site exceeds
90%.

TBD
Status:

Harada House
Interpretive Center –
Rehabilitation and
Expansion:

Complete rehabilitation
and expansion of the
site; open to public.
• Develop inaugural
exhibition.
• Develop program plan
for initial 2-3 years of
operation.

Director,
Operations
Mgr., Mgr. of
Curatorial
Services,
*Curator of
History
Architectural
design team,
general
contractor,
General
Services
Department,
Board, Harada
House Project
Team, Harada
House
Foundation
O = staff time;
annual operation-
al budget TBD
C = $3.9M
construction
budget TBD, 95%
of which has been
secured
O = operating
budgets to be
determined;
additional
A, B, C All audiences,
especially
Japanese
American, civil
rights
advocates,
public historians
• Annual operating costs are
determined by 31 October 2027.
• Satisfactory completion of
project following Secretary of the
Interior’s standards by 31
December 2028.
• Public satisfaction is expressed
regarding the quality and content
of the inaugural exhibition, to
open by or before 30 June 2029.
• Site visitation attains at least
75% of site capacity annually.

TBD

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Harada House –
Documentary:

Oversee production of
documentary of the
rehabilitation process
and the Harada story.

Director, Mgr.
of Curatorial
Services,
*Curator of
History,
Archivist
Documentarian
and consulting
advisor, Harada
House Project
Team, HHF
O = staff time;
$440,000 budget
for advisors and
documentarian
($160,000
secured); grant
and sponsorship
potential
A, B, C All audiences,
especially
Japanese
American, civil
rights
advocates,
public historians
• Documentary is completed
within six months of public
opening of the house.
• It is distributed widely and
earns critical praise.
• It is entered into at least two
national/international film
festivals.
• Harada family members
express satisfaction with the film.

TBD
Status:

Heritage House –
Incremental Site
Enhancements:

Continue addressing
short- and long-term
structural and site
enhancements, as
identified on CIP and
internal lists. Includes:
• Restroom upgrades
• Site lighting
• Site signage (wayfind-
ing and interpretive)
• Grounds upgrades
Director,
Operations
Mgr., Mgr. of
Curatorial
Services,
*Curator of
History,
facilities staff
General
Services
Department,
RMA
O = staff time
O/C = specific
project costs TBD
C = signage TBD
A, B, C All audiences,
site volunteers,
partner groups
• Prioritized plan to address
projects that each exceed
estimated costs of $10,000 is
established by 31 December
2026 for complete implement-
ation by 30 June 2031.

TBD

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Heritage House –
Responsible Historic
Preservation:

Obtain historic
structures report.

Mgr. of
Curatorial
Services,
Operations
Mgr., *Curator
of History
General
Services
Department,
RMA
O = consultant
cost estimated at
$35,000
B Internal • Completed report is in hand by
30 June 2029.
• Report serves as the basis for at
least one successful grant
application by 30 June 2031.

TBD
Status:

Heritage House –
Collections:

Develop comprehensive
plan for interpretation,
care, and enhancement
of furnishings:
• Plan for use of non-
public spaces
• Furnishings plan
• ◊ Inventory
• Digital room books
Mgr. of
Curatorial
Services,
*Curator of
History,
Collections
Registrar
Collections
Committee,
RMA
O = staff time;
archival storage
supplies; possible
software costs for
digital room
books
A, B, C Internal; tour
audiences for
room books
• Plan for non-public spaces
implemented by 30 June 2027.
• Furnishings plan done by 31
December 2028.
• Full inventory of props and
house collections completed by
30 June 2029.
• Digital room books by 30 June
2030.

TBD
Status:

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Strategic Goal: INSPIRING and CONNECTING
Reopening the main Museum, which will have been closed to the public for a decade by the time of reopening, is a one-time opportunity to demonstrate the value and promise of the Museum’s resources and programs. Opening Harada House for the first time after having been owned by the City for a generation is likewise an extraordinary turning point for the Museum.

The continued inaccessibility of these sites during the first portion of this plan demands a continued emphasis on reaching our communities beyond our walls, including re-envisioning what an “exhibition” is, impressive communications, adaptive educational programming for use both on- and off-site, and meaningful evaluation. These may include experiential learning opportunities such as drop-in programs outdoors and/or at our colleagues’ sites, curriculum- based school tours, camps conducted at Parks or Library facilities, special events, lectures, performances, and other informal enrichment programs.

Key actions center on opening the doors—literally and figuratively—through:
✓ Outreach, Identity, and Engagement
✓ Education and Digital Resources
✓ Web-based Community Connections

Continue enrichment
of online resources
available through the
website.

Director, Mgr.
of Institutional
Advancement,
Mgr. of
Curatorial
Services
City Marketing
Department,
Museum’s
advisory
marketing team
O = staff time;
potential costs
associated with
image prepara-
tion
A, B All audiences • ADA-compliant website is
easily updatable by staff and
achieves at least a 90% positive
response.
• Content increases by 20% in
each of the five years of the plan
with emphasis on mission-based
content.

TBD
Status:

Outreach, Identity, and
Engagement –
Exhibitions:

Mgr. of
Curatorial
Services,
Museum’s
program
advisory team
O = $2,000-
$20,000 each,
implementing a
A, B, C Prioritize
neighbor-hoods
in the five wards
• At least one new or renewed
mini-exhibition or mini-museum
is installed every two years up to
TBD

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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 General Plan alignment
Develop and install
mini-exhibitions with
fresh design in key
community locations.
content
specialists
minimum of two
during the five-
year plan; grant
potential
other than Wards
1 and 5 where the
Museum already
has facilities.
a maximum of six maintained at
any given time.
• A list of potential sites /
partners and exhibition themes is
reviewed annually.

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
Curatorial
Services,
Institutional
Advancement
Coord.

Marketing
Department
O = staff time;
possible need for
consultant
A, B, C Exhibition
visitors, program
users, event
attendees,
internal
• Surveys provide statistically
valid feedback that usefully
informs program (re)develop-
ment.
• Programs achieve 90%
audience satisfaction, and staff
experiences fewer last-minute
surprises and programs that do
not meet goals.

TBD
Status:

Outreach, Identity, and
Engagement – Habit of
Continuous
Improvement:

Engage deliberately
and regularly in a full
examination of all
programs and opera-
tions. Include public,
constituent feedback.

Director,
senior staff
Board, advisory
teams
O = staff time A, B, C Internal • Staff engage twice annually in a half-day “retreat” to examine
fully all aspects of daily
operations and public service
• In July 2028, staff examine
whether this mechanism is
providing benefit and genuinely
identifying problems that are
subsequently resolved.

TBD
Status:

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Track and measure
impacts of participation
in others’ collaborative
events.
• Overtime
• Visitation/numbers
• Fit to mission
• Fit to resources.

Mgr. of
Curatorial
Services, all
senior staff
Advisory
program team,
cultural
partners in the
community
O = staff time,
including
overtime; direct
costs of partici-
pation depend-
ent on number of
programs; slight
sponsorship
potential
A, B, C Target audience
varies according
to event theme
• Measurably improved Museum
name recognition.
• Significant attendance impacts
stemming from partner event
participation (minimum 10% of
overall annual attendance).

TBD
Status:

Outreach, Identity, and
Engagement –
Community Partners:

Resume oversight and
coordination of Insect
Fair
Director, all
senior staff
UCR, cultural
partners in the
community
O = staff time,
including
overtime;
~$42,000
increase over
current event
expenses;
sponsorship and
earned revenue
potential
B, C All audiences;
UCR, biologists
• Event is successfully relocated
back to Mission Inn Avenue in
spring 2028.
• Staff handle all logistical needs
successfully.
• Improved focus on UCR
partnership and natural science
components of event is evident.
• Public satisfaction with the
event is high (anecdotal, via
surveys, or both).

TBD
Status:

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Prepare for and pursue
reaccreditation
successfully.

Director All staff, City
staff, advisory
teams, Board,

RMA, HHF,
volunteers
O = staff time;
reaccreditation
process direct
costs, ~$6,000;
additional costs
may be incurred
to address minor
issues
A, B Museum
professional
community
• Preparation begins in 2026.
• Self-study is successfully
submitted by due date of 1 July
2027.
• Museum is subsequently
reaccredited.

TBD
Status:

Education and Digital
Resources – Outreach
Education to Schools:

Expand outreach to
school districts, private
schools, and home
schoolers. Survey
partners to ascertain
needs, such as:
• curriculum-based
(ethnic studies, others)
• after-school
• transportation
Museum
Educator,
Associate
Educator
School district
contacts,
museum’s
program
advisory team
O = staff time;
modest costs for
printed and
digitized survey
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 semi-
annually on goal of 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.

TBD
Status:

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Secure new outreach
partners in order to
target special needs
groups.

Museum
Educator,
Associate
Educator
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, School for
the Deaf, senior
centers, juvenile
detention cen-
ters, and similar
• Partnerships are maintained
through active communications.
• Grant or sponsorship support
is obtained for some or all of
these special outreach programs.

TBD
Status:

Education and Digital
Resources – Docents:

Continue to upgrade
and grow docent
program:
• Heritage House
(immediately)
• main museum (2027
to sync with reopening)
• Harada House (2028
to sync with opening)
Museum
Educator
RMA, HHF O = staff time;
consulting costs
for guest trainers
or presenters
A, B, C Docents and, by
extension, visitors
• By main museum reopening,
size of docent corps increases by
at least 25% over 2017 levels.
• Docent training is year-round
across museum sites and includes
regular refreshers on touring
techniques, safety, collection
care, and similar recurring topics.
• Docents’ positive response
rate is at least 75%. Attrition due
to causes other than health, age,
or relocation declines.

TBD
Status:

Education and Digital
Resources – Adult
Programs:

Assess capacity for
scope and number of
adult programs after
reopening.

Mgr. of
Curatorial
Services,
Museum
Educator,
content
specialists
Museum’s
program
advisory team
O = staff time;
speaker fees and
travel expenses
up to $1,000 per
program; modest
participation fee
revenue; limited
C Adult lifelong
learners, ages 18
through senior
• Aim for at least twelve
programs at all sites combined,
annually drawing an average
audience of at least 50 for the
main Museum, 25 for Heritage
House, and 15 for Harada House.

TBD

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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 General Plan alignment
sponsorship
potential
• Aim for a positive response
rate of at least 90% per program
(when surveyed).
• Staff and audiences concur
regarding high program quality.

Status:

Web-based
Community
Connections – Website
Enhancement:

Build on and enhance
website redesigned in
2025 to serve as a
resource for:
• Collections, sites,
exhibitions, and events
• Educators
• Donors, donor
recognition
• Cultural tourism
Institutional
Advancement
Coord., *Mktg.
and Outreach
Asst.

Museum’s
marketing
advisory team
O = staff time A, B, C All audiences • Content increases by 20% in each of the five years of the plan
with emphasis on mission-based
content.
• Revenue increases, traceable
to clarity and attractiveness of
web resources and online giving
methods.

TBD
Status:

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Strategic Goal: STEWARDSHIP

Work remains to bring documentation, housing, and preservation of the Museum’s collections up to standard as well as improving public and researcher access. 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 function that remains largely behind-the-scenes.

Improved documentation and appropriate storage for all collections—Permanent, Community Collection, Education / Teaching Collection, Live Collection, and Library—are prerequisites to effective public access to Riverside’s stories.

Key actions center on:
✓ Improve Collections Management
✓ Support Community
✓ Support Scholarship

Further develop staff
competence with TMS
Collections; implement
digital visitor portal to
provide access to
collections most in
demand.

Collections
Registrar,
content
specialists
Collections
Committee, IT
Department
O = staff time;
digital portal
implementation
~$30,000 plus
~$6,000 annually
A, B, C Internal, internet
audiences,
collaborative
database part-
ners, scholarly
communities
• All custom configuration and
definitions of authority levels are
completed by 31 December
2027.
• Thereafter, a minimum of
5,000 records are added or
cleaned up annually.
• In FY27-28, implement digital
portal when 1,000 clean records
across all disciplines are ready;
release an additional minimum of
500 objects / specimens annually.

TBD
Status:

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For all disciplines:
• Develop phased plan
to resolve object housing
issues.
• ◊ Initiate a phased,
rolling inventory plan.
• ◊ Equip workspaces in
R1 and R2.

Collections
Registrar,
content
specialists
Collections
Committee
O = staff time A, B Internal,
professional and
scholarly
communities
• A phased plan for improved
storage of all collections that
maximizes R1 and R2 space is in
place by 30 June 2028.
• Inventory is at least 25%
completed by 30 June 2028 and a
schedule is established to achieve
100% completion.

TBD
Status:

Improve Collections
Management –
Conservation:
• ◊ Develop long-range
conservation plan.
• Complete urgent
object treatments per
prioritized plan.

Collections
Registrar,
content
specialists
Collections
Committee
O = staff time;
individual
conservation
project costs TBD
but estimating
$15,000-$20,000
annually; grant
potential for some
elements
A, B, C Internal • A plan is adopted internally by
31 December 2027 that includes
a prioritized major and minor
facility upgrade recommenda-
tions and a prioritized list of
objects or collections for
treatment or rehousing.
• Individual treatments
identified for the years of this
plan are completed on time.

TBD
Status:

Support Community –
Indigenous:

Maintain regular,
respectful contact with
Indigenous advisors
regarding physical and
interpretive use of
Indigenous resources.

Mgr. of
Curatorial
Services,
Collections
Registrar
Collections
Committee,
tribal
representatives
O = staff time; some
costs relating to
resource analysis or
treatment may
arise
A, B, C Indigenous
advisors,
academic and
professional
communities,
general public
• Indigenous advisors are
consulted early in decision-
making processes affecting
Indigenous resources.
• Currently good relationships
with Indigenous advisors remain
solid.

TBD

Page 19 of 24 ends

Support Community –
Indigenous Repatriation:

Continue to consult with
North American tribes
and implement
repatriations in
accordance with federal
and state law.

Mgr. of
Curatorial
Services,
Collections
Registrar
Collections
Committee,
tribal
representatives
O = staff time A, B, C Indigenous
communities
• Claims from tribes are
processed as expeditiously as
possible.
• Staff are successful in
identifying recipients for all
imprecisely identified resources
currently awaiting physical
repatriation.

TBD
Status:

Support Scholarship:

Initiate (or continue)
participation in collabor-
ative databases.

Examples include:
• Vertnet
• Global Biodiversity
Information Facility
• Calisphere
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 2028. These databases are
linked on the Museum’s website.

TBD
Status:

Page 20 of 24 ends

Strategic Goal: MAXIMIZING RESOURCES

The Museum’s resources include its community, which is 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 these 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.”2

The Museum has a long history of respect for cultural diversity, which will be further developed along 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:
✓ Build the Museum Team
✓ Diversify Revenue
✓ Build Partnerships
✓ Model Sustainability

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 General
alignment
Build the Museum
Team – Industry
Alignment:
◊ Complete the
alignment of staffing
structure with
museum industry
Director,
Operations
Mgr., Mgr. of
Curatorial
Services,
Institutional
HR
Department
O = goal of net
gain of at least

4.25 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, including administration and
facilities, curatorial (exhibitions and
collections), education and outreach, and
development and advancement.

TBD

2 From Our Common Future, also known as the Bruntland Report, 1987.

Page 21 of 24 ends

Advancement
Coord.

Status:

Build the Museum
Team – Training and
Professional
Development:
• Improve 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,
senior staff,
Collections
Registrar

FD, PD,
Advisory
Marketing
Team, possible
consultants
O = staff time;
annual costs to
upgrade dedi-
cated response
supplies and
toolkits;
customer
service training
consultant;
“best practices”
travel expenses
A, B, C Internal • By reopening, drills occur at least 2x/annually at all occupied sites. Updates
to emergency response manuals occur at
least annually. Frontline staff receive
annual CPR/AED training.
• All staff can confidently respond to
unscheduled quizzes relating to
emergency preparedness.
• All staff receive object handling
training appropriate to their roles by 31
July 2027, 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, including temps, receive
training, and they exemplify model
visitor-centered service at all sites and all
off-site programs.

TBD
Status:

Build the Museum
Team – Volunteers:
• Expand options for
volunteer recruitment,
particularly diverse
volunteers fluent in
*Curator of
History,
Museum
Educator,
Collections
Registrar

HR, RMA, HHF,
Museum’s
marketing
advisory team
O = staff time;
potential costs
to place or
distribute
recruitment
notices
A, B, C Internal,
existing and
potential
volunteers
• By 31 March 2027, staff confidence has
increased that the Museum is reaching
significantly more potential volunteers
via retired teachers’ groups, senior
centers, colleges, and other avenues.
• By 30 June 2027, the range of
volunteer opportunities has grown and is
TBD

Page 22 of 24 ends

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 General
alignment
languages other than
English
• Simplify volunteer
position descriptions
and orientation for
new and existing
volunteers.
supported onsite with the necessary
resources (for example, workspaces).

Status:

Diversify Revenue –
Fundraising Team:
◊ Build the staff team
dedicated to advance-
ment and fundraising
(sponsorships, grants,
events, annual fund
development, retail).

Director,
Institutional
Advancement
Coord.

CMO’s office O = creation of
minimum 2.0
additional FTEs;
entire team to
be revenue-
positive 3-5
years after main
site reopening
B, C Philanthropic
community,
general public
donors
• Staff incrementally come on board as
ramp-up to reopening approaches and
with sufficient time for orientation and
integration.
• By 30 June 2031, 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.

TBD
Status:

Diversify Revenue –
Fundraising
Strategies:

Finalize approach to
selling naming rights
and valuing of assets;
develop collateral.

Director,
Institutional
Advancement
Coord.

CMO’s office O = staff time;
modest costs in
preparation of
collateral;
significant
revenue
potential
A, B, C Philanthropic
community,
general public
donors
• Approach and collateral are completed
by 30 April 2027.
• Three sales are secured by the end of
this plan in June 2031.

TBD
Status:

Diversify Revenue –
Fundraising
Strategies:

Director,
Institutional
Advancement
Coord.

RMA O = staff time;
donor revenue
anticipated
when fund-
B, C Philanthropic
community,
general public
donors
• A membership program with a
minimum of 1,000 members is achieved
within two years of reopening.

TBD

Page 23 of 24 ends

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 General
alignment
◊ Develop a jointly
branded membership
program with the
RMA, administered by
the Museum.
raising team is
in place
• Clarity exists regarding a single
membership program that supports the
Museum’s programs.
• Confusion is reduced regarding two
entities seeking general support for the
same institution.

Status:

Diversify Revenue –
RMA and HHF:

Work with the
Museum’s 501(c)(3)
organizations to
continue the existing
strong relationships
and ensure continued
viability. Better
integrate Museum
staff into fundraising
and communications.

Director,
Institutional
Advancement
Coord.

HHF and RMA O = staff time;
HHF to create
and build
endowment;
work with the
RMA to
increase their
support from
current average
level of $20,000
to $25,000
annually
A, B, C All program
audiences and
donors
• HHF and RMA have appropriate and
timely tools and communication 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.

TBD
Status:

Diversify Revenue –
Earned Revenue:
◊ Implement a
comprehensive fee
schedule to maximize
earned revenue.

Director,
Institutional
Advancement
Coord.

CMO, Finance
Department,
Council
O = staff time;
fee revenue
when full
proposal is
implemented,
and necessary
staffing in place
B, C All • By reopening, competitive fees are
assessed for admission and 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.

TBD
Status:

Page 24 of 24 ends

Implement a
successful retail
operation in the new
main Museum
Director,
Institutional
Advancement
Coord.

Marketing
advisory team
O = staff time;
CoGS estimated
at $50,000
annually; annual
retail revenue
potential of
$75,000 -
$100,000
B, C All • By 30 June 2030, retail operations
clear costs by at least 50%.
• By 30 June 2030, staff formally assess
the operational and staff/volunteer
impact of running the retail operation.

TBD
Status:

Model Sustainability –
Develop and
Articulate Practices:
• Codify sustainable
practices in all areas;
incorporate into
administrative
procedural manual
• Publicly interpret
sustainable building
features and
operational choices.

Director,
senior staff
All advisory
teams
O = staff time;
modest costs
for small
interpretive
signs, tent cards,
or similar;
possible modest
grant potential
B, C All,
sustainability-
minded
audiences
• By 30 June 2028, sustainable practices
adopted by the Museum are codified in
the Museum’s administrative procedures.
• By 30 June 2028, green building
strategies and other sustainable choices
are foregrounded for the public on the
website and in attractive site signage.

TBD
Status:

Riverside City CouncilJune 23, 2026

Riverside City Council
June 23, 2026