Rhode Island Historical Society
Cultivating our Third Century RIHS Strategic Plan 2024 - 2026
Our Mission The Rhode Island Historical Society, through its collections, museums, and educational initiatives, welcomes everyone to engage with Rhode Island’s complex and significant past.
How We Work As an important Rhode Island cultural institution, we use our historical materials and knowledge to explore topics of enduring relevance and current public interest and benefit. Inside our facilities and around the state, the RIHS encourages broad participation in all of its varied activities by embedding the practices and approaches expanded upon in our I.D.E.A. Action Plan.
RIHS Strategic Approach Since 2014, the RIHS has used the approach best articulated by David LaPiana in his book, The Nonprofit Strategy Revolution. Instead of a deeply detailed plan, we propose broad categories the RIHS should address. Within those categories are large, but more specific goals that move us forward to develop and deploy our collections, knowledge, connections, and expertise to build relationships among people, organizations, and communities to enhance understanding and empathy, and to instill a pride of place.
Our Vision As the sole Rhode Island history organization whose purview encompasses the entire state, we seek to: PROVIDE A MODEL OF RESEARCH, PRESERVATION, AND PRESENTATION THAT SHARES OUR EXPERTISE IN COLLECTIONS MANAGEMENT AND EDUCATIONAL PROGRAMMING; CULTIVATE A COLLABORATIVE NETWORK TO ADVANCE AND REVITALIZE THE HISTORY AND HERITAGE SECTOR IN RHODE ISLAND; DELIVER HIGH-QUALITY PROGRAMMING TO OUR CURRENT AUDIENCES, AND EXPAND OUR REACH TO UNDERSERVED GROUPS, BY IMPROVING OUR FACILITIES AND USING TECHNOLOGY MORE EFFECTIVELY; ENSURE THAT STAFF, BOARD AND VOLUNTEERS ALL PRACTICE MISSION-BASED FINANCIAL SUSTAINABILITY, ECONOMIC TRANSPARENCY, COMMUNITY ENGAGEMENT, AND ETHICAL LEADERSHIP. CONSISTENTLY COMMUNICATE OUR MISSION AND ACTIONS THROUGH BOTH TRADITIONAL AND NEW MEDIA; AND ADVOCATE FOR HISTORY EDUCATION TO HELP RHODE ISLAND’S K-12 TEACHERS AND STUDENTS DEEPEN THEIR HISTORICAL KNOWLEDGE AND DEVELOP EMPATHY, 21STCENTURY SKILLS, AND PRIDE IN RHODE ISLAND.
Divisions
COLLECTIONS
THE GOFF CENTER
The Collections Department of the RIHS focuses on the organization’s reference, archival and artifact collections. Our collections are of central importance to scholarly audiences and key to the development of educational resources. Its charge is to increase the discoverability and visibility of and access to those collections (both in person and online), in accordance with the best practices of museums, research libraries, special collections, and archives.
The Goff Center is not a place, but an approach. Staff on the Goff Center team interpret Rhode Island’s history in audience-appropriate and engaging ways through multiple formats, at all of our sites, and online. Goff Center staff and volunteers create content-based interpretive tools in multiple formats, and strive to be innovative, relevant, and accessible to all. The Goff Center team seeks to increase diverse representation of voices, create inclusive spaces and means of understanding for audiences of differing needs, and develop equitable learning opportunities.
MUSEUM OF WORK & CULTURE The Museum of Work & Culture shares the stories of the men, women, and children who came to find a better life in Rhode Island’s mill towns in the late 19th and 20th centuries. Besides reflecting its surrounding community, it also engages and energizes the community both within and outside its walls. The MoWC staff and volunteers pursue innovative, captivating, and intriguing ideas to entertain and educate the public. They are dedicated to removing barriers to access so all visitors can see themselves reflected in the stories they preserve and share.
ADVANCEMENT The RIHS Advancement Department supports all aspects of the RIHS work by cultivating, building, and sustaining relationships to create a broad community of RIHS supporters and stakeholders. The Advancement team communicates strategically to build awareness, demonstrate relevance, and garner support for the RIHS’s mission and work. The Advancement staff translates personal, organizational, and corporate relationships into philanthropic and in-kind support for the RIHS to ensure its long-term wellbeing.
FINANCE & ADMINISTRATION The Department of Finance and Administration maintains high-quality, easily understandable financial reporting at the staff, board, audit, membership, state and federal levels. This highly skilled team oversees all aspects of human resources and payroll, and maintains positive and active vendor relationships. The Finance and Administration team seeks to respond quickly and accurately to queries from staff, board and vendor while maintaining strong security measures and staying abreast of the changing state of regulations.
BUILDINGS & GROUNDS Because of the historic nature and public face of the RIHS’s physical locations, the Buildings & Grounds staff strives to maintain, preserve, and improve the properties of the RIHS, while helping to execute the needs of the RIHS programs and rentals by ensuring access, set-up and clean up of the sites.
Cultivating our Third Century Our vision for this plan: As it enters its third century, the Rhode Island Historical Society seeks to be a resilient, relevant, community-responsive champion for Rhode Island’s history and history education in a rapidly changing world. Two decades ago, the RIHS committed to an outward-facing, educational mission, and it reaffirms this signature focus through opportunities for all audiences, in multiple settings, both in and out of classrooms. Our ultimate goal is to address the history education needs of our state and larger national and international communities. To do so, the RIHS will leverage its resources – collections, properties, information, and staff expertise – to serve the needs of diverse audiences and work with partners for maximum effectiveness. The RIHS has established the following areas of strategic focus to begin in 2024.
How the staff will operationalize this plan: In this document, each strategic area is introduced with a statement of an opportunity or challenge that the RIHS is committed to engaging in the next three years. In bold, we call out the Organizational Strategy call to action. Below that, bulleted, are two or three examples of staff-created goals. Each year, the senior staff will create their list of Programmatic or Operational Goals for the next Fiscal Year. They will then meet with their teams to develop annual goals and objectives on which their work will be measured. Using this approach, not every goal is addressed the same way every year, nor is each goal necessarily addressed in every fiscal year. Success depends on regular evaluation. Circumstances, both internally and externally, will change, and goals may become obsolete. Progress will be reviewed throughout each year at the Board and staff levels; at the end of the plan period, goals completed will be retired, and goals in progress will be renewed or reevaluated.
COLLABORATE
Deliberately seek collaboration for impact and reach. The RIHS’s many relationships with other state and national organizations present an opportunity to increase its visibility and expand its audience. Exploring deeper, reciprocal collaborations is a priority.
To strengthen strategic relationships in our state, nation, and world, the RIHS will: EXAMPLE: ACTIVELY SEEK COLLABORATIVE, MISSION-BASED EFFORTS, ESPECIALLY WHEN DEVELOPING NEW INITIATIVES EXAMPLE: CONSIDER NON-TRADITIONAL PARTNERS AND MANAGEMENT ARRANGEMENTS EXAMPLE: CREATE A MATRIX OF EXISTING PARTNERS AND IDENTIFY OPPORTUNITIES TO DEVELOP NEW RELATIONSHIPS
WORKING TOGETHER Each year, the RIHS collaborates with over 75 community partners and organizations to provide educational programming and products. The RIHS partners with international organizations, including government offices and history and heritage sites abroad, to bring RI’s history to a global audience.
SUPPORT
Focus on organizational principles and practices. Foster a culture that supports access, equity, innovation, and respect for staff expertise. Ensure that data-driven evaluation and sustainable, mission-based/audience-focused programming remain central to RIHS activities, and develop the mechanisms for transmitting and renewing this culture within the board and staff.
To support RIHS staff and volunteers in these endeavors, we will: EXAMPLE: INTEGRATE I.D.E.A. VALUES INTO PERSONNEL POLICIES AND REVIEW PROCESSES EXAMPLE: REGULARLY SHARE INSTITUTIONAL PERSPECTIVES WITH THE BOARD OF TRUSTEES. EXAMPLE: REVIEW AND ENHANCE ONBOARDING MATERIALS FOR BOARD AND STAFF.
WELCOME, RECOGNIZE, CHAMPION Each year, the RIHS welcomes over 4,000 attendees to more than 60 programs and events, including talks, concerts, screenings, and exclusive tours.
Together, our staff has over 350 years of expertise and experience in each of our respective positions
STEWARD
Actively steward and deploy RIHS collections. This work will include establishing and maintaining high-quality storage space and methods, confirming that collections policies reflect RIHS interpretive and institutional goals, and ensuring access to the collections both internally and externally to illuminate Rhode Island’s history in ways that reflect a multitude of perspectives.
Because our collections are the basis of the stories we preserve and share, we will: EXAMPLE: SECURE NEW STORAGE SPACE(S) EXAMPLE: REVIEW COLLECTIONS MANAGEMENT POLICIES AND PROCEDURES WITH IDEA GOALS IN MIND. EXAMPLE: USE NEW TECHNOLOGY TO INCREASE ACCESS.
OPERATING AT MAXIMUM CAPACITY In the RRC we have 33,000 cubic feet of collection material (paper and film) housed in an area of 10,000 square feet. This means according to industry standards it is 160% full. In the JBHM we have 29,000 cubic feet of collection material (art, textiles, and objects) in an area of 4,625 square feet, which means in terms of industry standards, it is 177% full.
THRIVE
Manage financial resources to ensure adaptability and resilience. Ensure that all RIHS activities bring value to the institution and its mission. Continue to create and maintain a responsible budget that includes both earned and raised income and responds to conditions and events in the local and national environment.
To make our next 100 years strong and vibrant, the RIHS will: EXAMPLE: EVALUATE EXISTING ACTIVITIES FOR POTENTIAL INCOME GENERATION, PHASING OUT ACTIVITIES THAT ARE NOT SUSTAINABLE BY MISSION AND FINANCIAL CRITERIA. EXAMPLE: EXPLORE NEW REVENUE STREAMS. EXAMPLE: ATTRACT NEW DONORS AND VISITORS BY DEVELOPING NEW, ENGAGING EXHIBITS AND PROGRAMS.
INNOVATION & SCALE The RIHS has previously collaborated with local businesses to fundraise in ways that reflect our mission, including creating a series of RI history-inspired rock tees with Frog & Toad and a historic beer with Narragansett Brewery. The Museum of Work & Culture has installed multiple digital exhibits to increase engagement and expand our capacity to share complex histories, including the most recent Flowing Through Time.
Special thanks to our 2023 Strategic Planning Committee BOARD OF TRUSTEES
RIHS STAFF
Robert H. Sloan, Jr., Chair
C. Morgan Grefe, PhD Executive Director
Luther W. Spoehr, PhD, Vice Chair Mark F. Harriman, Treasurer
Richard J. Ring Deputy Executive Director for Collections & Interpretation
Peter J. Miniati, JD, CFP, Secretary
Sarah Jane Carr Director of Advancement & Public Engagement
Michael Gerhardt
Sally Meyer Director of Education
Roberta E. Gosselin Marcus Nevius, PhD
Jerrad Pacatte Director of Historical Research & Content Development
The Strategic Planning process was guided by facilitator Ruth S. Taylor.
ALDRICH HOUSE 110 Benevolent Street Providence, RI 02906
JOHN BROWN HOUSE MUSEUM 52 Power Street Providence, RI 02906
MUSEUM OF WORK & CULTURE 42 South Main Street Wo0nsocket, RI 02895
ROBINSON RESEARCH CENTER 121 Hope Street Providence, RI 02906