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BOARD APPROVED 9/1/2006

 

NCH DRAFT STRATEGIC PLAN

(Revised 2007)

 

MissionThe purpose of the National Coalition for History (NCH) is to serve as a central educational/advocacy outreach office for both the history and the archival communities.  The NCH is a not-for-profit charitable organization operated exclusively within the meaning of Section 501(c)(3) of the Internal Revenue Code of 1986, as amended.  The NCH seeks to encourage study and appreciation of history and archives by serving as a clearinghouse of information to and encouraging cooperation among historians, archivists, and other stakeholders.  The NCH promotes the interests of both history and archives on the federal and state levels, with special attention given to the funding and welfare of public agencies with history or archival programs and policies, regulations, agency directives, and programs that affect historical and archival interests.

 

Introduction:  This plan is an outline of the goals and strategies adopted by the NCH Policy Board to accomplish the NCH mission.  The NCH Executive Director develops, and the Policy Board reviews and approves an annual work plan consisting of specific action items designed to implement this strategic plan and accomplish the mission.  The Policy Board will review this plan annually and revise it as necessary.

 

I.                    Advocacy:  One essential function of NCH is to advocate for and promote the interests of history and archives by lobbying and communicating with federal legislators and their staff, communicating and coordinating with other federal officials and policy-makers, and partnering with its members and other advocacy organizations to address issues before state governments.

 

A.        Goal: Establish and implement a clear legislative agenda to advocate effectively on behalf of history and archives.

1.         Strategy:  Establish priorities by 1) identifying issues and the

history and archives stake in them and 2) identifying stakeholders (organizations and individuals) willing to take the lead or partner with NCH

Action steps:

·         By December of each year, the Executive Director identifies issues and stakeholders, articulates the history and archives stake in the issues, and recommends priorities for NCH for the upcoming calendar year.

·         At the following January meeting, the Policy Board determines which issues are primary, secondary, and tertiary and establishes priorities within each group.

·         As new issues come up during the year, the Executive Director articulates the history and archives stake in them and recommends to the Policy Board what priority they should be given.

2.         Strategy:  On primary issues, lobby directly and issue Action Alerts for grassroots lobbying in partnership with member andother organizations

Action step:

·         Based on priorities established by the Policy Board, the Executive Director draws from strategic plan to develop and implement an issues-based work plan.

3.         Strategy:  On secondary issues, support other organizations’ efforts

Action step:

·         The Executive Director consults and coordinates with representatives of member and other organizations regarding joint actions.

                        4.         Strategy:  Track other/tertiary issues

                                    Action step:

·         The Executive Director monitors developments and communicates to NCH members through the Washington Update.

 

B.         Goal:  Advocate for history and archives through communication and coordination with agency heads, policy makers, and staff across the federal government.

1.         Strategy:  Establish priorities by 1) identifying issues and the history and archives stake in them and 2) identifying stakeholders (organizations and individuals) willing to take the lead or partner with NCH

Action steps:

·         By December of each year, the Executive Director identifies issues and stakeholders, articulates the history and archives stake in the issues, and recommends priorities for NCH for the upcoming calendar year.

·         At the following January meeting, the Policy Board establishes priorities.

·         As new issues come up during the year, the Executive Director articulates the history and archives stake in them and recommends to the Policy Board what priority they should be given.

2.         Strategy:  Establish and maintain relations with key individuals and monitor activities of key agencies and offices

Action step:

·         In consultation with stakeholders, the Executive Director identifies primary contacts and develops communications plan.


 

3.         Strategy:  Provide input to agencies and offices through position papers, comment on policies and reports, and other means.

Action step:

·         Within the context of Policy Board priorities, the Executive Director solicits comments and develops responses.

 

            C.        Goal:  Facilitate advocacy at the state level and internationally on selected

issues.

1.         Strategy:  Establish priorities by 1) identifying issues and the history and archives stake in them and 2) identifying stakeholders (organizations and individuals) willing to take the lead or partner with NCH

Action steps:

·         By December of each year, the Executive Director identifies issues, articulates the history and archives stake in the issues, and recommends priorities for NCH for the upcoming calendar year.

·         At the following January meeting, the Policy Board establishes priorities.

·         As new issues come up during the year, the Executive Director articulates the history and archives stake in them and recommends to the Policy Board what priority they should be given.

2.         Strategy:  Support stakeholders on selected issues

Action step:

·         The Executive Director works with stakeholders, monitors developments, and communicates to NCH members.

 

II.                 Education:  The other essential function of NCH is to educate historians, archivists, allied professions, officials in various branches and levels of government, and the media on issues of concern to the history and archival communities and to develop within these audiences a deeper appreciation for the value of history and archives to our society. 

 

A.        Goal:  Provide a clearinghouse of information on a range of policy, legal, and professional issues and events related to history and archives.

1.         Strategy:  Continually improve the weekly posting of the Washington Update as NCH’s primary information clearinghouse vehicle by expanding its circulation within member organizations and beyond the NCH membership to others in the history and archival communities, allied professions, policy makers, and the media; ensuring that its content continues to provide a breadth and depth of coverage of essential history and archives issues and events; and adapt its form and format to reach its target audience in the most timely manner 

 

Action step:

·         Working with member organizations, the Executive Director continues to expand the circulation list for the Washington Update and the publication of Update articles in member publications.

2.                  Strategy:  Provide specialized information clearinghouse functions on particular history and archives issues (e.g. identifying lost or stolen documents)

Action step:

·         The Executive Director continues NCH involvement in document retrieval and replevin projects.

3.                  Strategy:  Continually enhance the NCH web/electronic presence to facilitate NCH’s information clearinghouse functions as well as communication with and between members.

Action step:

·         The Executive Director works with Policy Board members to develop a plan for redesigning the web page and providing easier, more direct access. The Executive Director continues to update existing webpage on at least a quarterly basis.

 

 

B.         Goal:  Identify key journalists and engage in issues of concern to the history and archival communities.

Action step:

·         In consultation with stakeholders, the Executive Director identifies primary contacts and develops communications plan.

 

C.        Goal:  Identify, track, and report on various legal matters of interest to history and archives community and facilitate involvement of member organizations

Action steps:

·         In conjunction with a legal affairs committee, the Executive Director identifies issues, articulates the history and archives stake in them, and recommends priorities for Policy Board consideration.

·         The Policy Board establishes positions as appropriate.

·         The Executive Director consults and coordinates with stakeholders, monitors developments, and communicates to NCH members.


 

D.        Goal:  Work with the National History Center to promote the study and use of history in policy discussions.

Action step:

·         On behalf of NCH, the Executive Director serves on the planning committee for the History Center and engages in collaborative initiatives as appropriate.

 

III.       Organization building:  To accomplish its mission, the NCH must have the cooperative support and involvement of its members from both the history and the archival communities, as well as sufficient financial and staff resources to perform its essential functions to the greatest benefit of those communities.

 

A.        Goal:  Strengthen relations with member organizations and their representatives.

1.         Strategy:  Clarify member organization responsibilities and communication lines, establish expectations for and duties of organization representatives, and set terms and schedule for rotation

Action step:

·         By March 2007, in consultation with the Executive Director, the Executive Committee develops a position description for organization representatives and a roster indicating terms and rotations.

2.         Strategy:  Establish committees and other functions to engage organization representatives more directly in NCH work

Action step:

·        In consultation with the Executive Director and following up on the actions above, the Executive Committee develops a new committee structure by spring 2007.

3.         Strategy:  In addition to the regular meetings during the AHA and OAH annual meetings, schedule at least one additional Policy Board meeting annually in concurrence with the annual meeting of another Policy Board member organization.

Action step:

·         The Executive Director schedules a Policy Board meeting at 2006 Society of American Archivists meeting and by January 2007 identifies the date and location for an additional meeting in 2007.

4.         Strategy:  Establish reciprocal links between NCH and member websites and enhance the NCH website to serve member needs.

Action step:

·         After the NCH website is redesigned, the Executive Director works with member organization representatives to establish links on their organizations’ websites.

5.         Strategy:  Work with member organizations to strengthen their advocacy capabilities and capacity.

Action step:

·         Working with member organization representatives, the Executive Director identifies grassroots advocacy training opportunities and facilitates, participates in, and/or leads such training.

·         With each new Congress, prepares issue paper outlines as needed; assists member organizations in direct lobbying activities; supports and facilitates meetings with Congressional staff, organizational representatives and member organizations to advance legislative agenda.

6.         Strategy:  Identify additional functions or services that NCH can provide its member organizations

Action step:

·        In consultation with the Executive Director, the Executive Committee develops by fall 2007 a plan for enhancing or expanding member organization benefits.

7.         Strategy:  Facilitate discussion within member organizations through participation in annual meetings, conferences, and other meetings

Action step:

·         Working with member organization representatives, the Executive Director annually develops sessions for at least two different annual meetings or other conferences where NCH has had low visibility.

 

B.         Goal:  Broaden its organizational base.

1.         Strategy:  Develop partnerships and coalitions

Action step:

·         In consultation with member organization representatives, the Executive Director identifies annually no fewer than two new organizations to recruit for membership.

2.         Strategy:  Work with member organizations to develop a stronger grassroots advocacy base through Congressional district level networks.

Action step:

·         The Executive Director works with member organizations to develop Congressional district level databases.

 

C.        Goal:  Establish the financial foundation necessary to advance its mission.

1.         Strategy:  Develop a five-year plan that addresses both operating expenses and special projects. 

Action step:

·         By fall 2007, the Executive Committee and the Executive Director develop a five-year plan for Policy Board consideration.

2.         Strategy:  Build and maintain a reserve fund equal to half the

annual operating budget 

 

Action step:

·         By fall 2007, as part of the five-year plan, the Executive Committee and the Executive Director propose a target date and budget plan for Policy Board consideration.

3.         Strategy:  In consultation with member organizations, consider establishing a plan for regular increases of member organization dues.

Action step:

·         By fall 2007, as part of the five-year plan, the Executive Committee and the Executive Director propose a plan for Policy Board consideration.

4.         Strategy:  Increase individual contributions through the Combined Federal Campaign/CPCA (Conservation and Preservation Charities of America) and other special appeals

Action step:

·         The Executive Director develops an appeal for annual dissemination by member organizations, timed to coincide with the annual Combined Federal Campaign.

5.         Strategy:  Coordinate member development and fundraising activities whenever possible.

Action step:

·         The Executive Director identifies targets and develops outreach plans.

6.         Strategy:  Identify and exploit revenue-generating opportunities

associated with information clearinghouse functions and special projects. 

Action step:

·        The Executive Director continues to independently pursue new revenue sources.

 

D.        Goal:  Develop staff resources to effectively carry out the NCH mission

1.         Strategy:  Support the Executive Director’s professional standing through participation in conferences, annual meetings, and other professional vehicles.

Action step:

·         In the annual budget process, the Policy Board sets aside funds for the Executive Director’s travel.

2.         Strategy:  Augment staff through volunteers, interns, and paid staff.  Augmentation of staff is dependant on office space limitations.

Action step:

·         The Executive Director identifies needs within the context of the NCH priorities and the annual work plan.

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